Author: whatifconcepts

Empowering those that inspire so they can excel at the work that matters.

Mergers

Last month, I received emails from three different social sector organizations launching separate mergers. Each one made me optimistic. The rationale and plan to move forward were well articulated, but more importantly, the work that had been done to move from concept to merger was impressive. Equally significant were the open questions that these different groups shared. The mergers may or may not work. The abilities of two unique boards of directors to combine may or may not resonate. Retaining all the staff members may or may not endure the transformation. But, there appeared to be a genuine attempt to continue providing essential services.

How might we be open to conversations about partnerships, mergers, and sunsetting if needed? How might we remain curious about the network of affiliates doing the work that matters? How might we not miss the opportunity to ask, ‘What other direction might we consider?’

I Know

“I know what I’m gonna do tomorrow, and the next day, and next year, and the year after that.” George Bailey

What will you do tomorrow, the next day, and the next year? How certain are you of these commitments? What if circumstances change?

Are we committed to the journey or the destination? Prioritizing the behaviors and processes that launch us in our expected direction might strengthen the results of our planning; otherwise, we might find ourselves close to our goal but unable to grasp our transformation.

Reaction

How do you react when you get into your vehicle and the check engine light is illuminated? What if the scenario changes to a rental car? What if the warning flashes on randomly but then ceases?

One critical attribute many enterprises seek is individuals skilled at decision-making. Without more information, none of those incidents mentioned earlier have a proper solution. However, how we seek more context and react may reflect our decision-making ability.

How might we not always recruit the most credentialed individuals for our cause but consider their ability to help our enterprise navigate demanding decisions?

Before The Grinch

Many a child has heard or seen the tale of The Grinch. The Grinch’s appearance during the holiday season is almost guaranteed in certain countries.

What if our childhood pre-dates the 1957 creation of the Grinch? Or what if we had a different version narrated in our culture? What might have preceded this green icon of emotional transformation? Other stories of gratitude and reclamation of one’s soul were ubiquitous. From biblical to fables, the parable of witnessing humankind in a new light is constant.

How might we avoid being resolved to one version of a narrative? How might we be open to other interpretations? How might portrayals from others add value to our journey instead of challenging our core beliefs?

Shift Gears

Why do bicycles, automobiles, blenders, and wind turbines have gears? Why not maintain the same mechanical ratio and remove numerous redundant parts?

A partial answer is that gears allow control over power and movement.

When we are working on a project and an individual requests that we shift gears, it implies that our efforts need to be recalibrated to another ratio. Perhaps we need to add more creativity, speed up, wrap up, abandon, try another way, seek help, change leadership…

Gears are magical when we use them to our advantage. When riding a bike in the French Alps, we might use the entire capacity of the rear cassette. Cruising across town on a greenbelt with a negative one-degree slope and a fixed-gear commuting bike is sufficient. Shifting gears is highly beneficial in mixed terrain and likely fine-tuning in static conditions.

How might we shift gears when it benefits our work but not allow the machine to control the operator?

Mistake and Recovery

The ability to make choices is one of the most significant currencies offered to humankind. Not everyone is afforded a similar range of options; some individuals can only choose between undesirable outcomes. Others have seemingly limitless options at any moment.

If we want to assess the culture of our community, family, and workplace, a metric is to examine how we are treated after we make a mistake. Are we provided the space to recover? Do others show up and support us when we trip into a void? Are we permitted to repair the damage and/or share what we have learned with others? Is our identity forever tied to the depths of our narrative, or can we reclaim our story?

Rue Goldberg vs Planning

Rue Goldberg machines blend engineering, creativity, and autonomy. Designing and building a contraption is an art form. It requires the ability to trial scenarios and use objects in innovative ways. Watching the finished product in action can feel anticlimactic since we anticipate all the obstacles have been removed.

It occurs to me that some groups committed to strategic planning view their process as assembling a Rue Goldberg. They intend to design an elaborate apparatus, commit to a period of trial and error, and then reach a state of predictability where initiating a single event at the start will reach a desired ending. While relying on ingenuity and being flexible in deploying everyday initiatives are consistent with many planning efforts, the controlled environment is unrealistic. Obstacles are what divide planning and acting. We can always reach for tomorrow but only have today to shape the behaviors and processes that will impact our trajectory.

How might we remain flexible as we activate our plan on a daily basis? How might we recognize our plan is at best an outline, if not just some scribbled notes in the margin? How might we embrace the unanticipated instead of building elaborate set pieces to avoid disruption?