When has momentum provided you with the belief that you might be capable of achieving a higher level? When have you reached a finish line and had a moment of awe over the result? When has a person you admired shared feedback that your journey has been part of their inspiration?
We can wait for magical moments, or we can show up consistently and create the best version of ourselves. One of these strategies yields better, more consistent results.
What beliefs, actions, or groups do you subscribe to? Which subscriptions have you canceled over the years? Which groups/people believe we are subscribers even though we no longer pay attention? If we viewed our time and attention through the lens of a subscription model, it might affect how and where we focus.
Just because another organization can raise more funds, charge less for its programs, or offer a greater impact does not mean the work you are doing in your community is diminished. High-profile events and big donations may gain headlines. Your ability to stay in the game is what endures. Over time, you will find that your cause’s story resonates at a different level than those meant to be flashed on jumbotrons.
If we apply sufficient constraints to the results, we can generate data that makes us appear at the top of most categories. If we include all available data over time, we might have a challenge finding ourselves in the results.
If we do not want to spend our time manipulating the data, we might invest in being of service and do so with as much personalization as possible.
Sometimes we need to stack the deck. Even with the outcome almost certain, we still provide a story for those who participate.
After playing the New York Times Wordle, I open the Wordle Bot to gain insights into my results. The bot generates screens, including metrics and feedback on my guesses as I attempt to solve the puzzle. It is quick and easy to access.
After a consulting engagement, I will ask the client for feedback on what went well, what could have gone better, and areas for improvement. It is typically productive and allows for improvements and a better understanding of what was overlooked. This type of feedback can feel much more vulnerable and create areas of misunderstanding.
Because the bot is AI-generated, the feedback feels less emotional and somehow data-driven. Feedback from a client is human-to-human and not only assesses the work produced but also engages the human relationship.
How might we find the right balance when seeking feedback? How might we recognize that the environment we work in may impact how feedback is delivered? In an emergency room, feedback is often brief, definitive, and directive because interventions must be adjusted or corrected immediately. Working with preschool children often dictates a more passive and empathetic approach.
How might we support and engage our teams with evaluations that foster engagement?
You need to know the right number to reach emergency services. 911 does not work everywhere. Knowing the right numbers can get you the response you need.
How might we make sure people who need our services know how to reach us?
Are you defending a position or earning the merits to receive a ranking? Two different mindsets and approaches.
Do you start your board service believing you need to maintain the achievements accomplished by those who preceded you, or do you believe your board term is an opportunity to navigate the unknown and leverage your strengths on the organization’s behalf?
It is best practice to know what type of aircraft you are flying before taking off. How do you get out of a flying aircraft to determine its type once in flight?
The same is true with your organization. Best to be able to describe its Magnetic North (purpose, vision, mission, and values) before you decide to launch into strategic planning, expansion, capital campaign, or commitments for the future. If we do not know who we are, how are we going to wayfind in a way that accentuates our strengths?
If it is worth it or necessary, we line up. If we have the option of a detour, an alternate strategy, or a delay, we might consider them. What if we evaluate what we wait for and what we bypass? What does it reveal about our priorities?
What-if-concepts 