Author: whatifconcepts

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

Living in the Moment

I spent the three days backpacking in Sawtooth National Recreation Area. It was amazing to see how much snow still sits in the high country and I seemed to hike past one constant waterfall due to the gushing flow in the mountain streams.

What truly got my attention was the presence of bears on my hike back to the trail head. I ran across repeated signs of bears in the area. Their presence seemed to coincide with the fact that the trail became overgrown and I could not see much further than 5-10 yards ahead at best. A couple times I heard the loud crush of vegetation moving somewhere just off the trail. For the next two hours my focus was only on the moment. No day-dreaming or inner monologue- just focusing on not surprising a bear standing in the middle of a huckleberry patch.

It was a reminder that during moments of heightened awareness our focus can be well trained on the events at hand. Multi-tasking was out. I was not juggling a couple of responsibilities. It was simple, focus on moving down the trail in the safest manner possible.

I ran into a group of three backpackers who had started from a lower campsite and scared off three bears. I thanked them for their fine work.

How do you stay focused? What have you pulled off when you put your mind to a single outcome?

One Hundred

One hundredth post- thank you for reading and providing your input. I appreciate having the venue to share ideas and resources. I am off to the the One Hundred Acre Woods for a short walkabout and a chance to generate new ideas. I offer a couple global questions as I shoulder the backpack.

What is not going to change in your enterprise?

During your tenure at your current organization, what is the one thing that must be accomplished?

If your enterprise could learn one ‘new step’ (skill), what would it be?

What question needs to be answered before you can proceed?

Have a great adventure today!

For Sale

I found a real estate magazines from ten years ago when I was listing a house for sale. I was back in the same resort town this weekend and compared the old to the current listings. Even with the current difficulties in the real estate market some of the same homes are on the market for a significant percentage increase when compared to the information I had from ten years prior. What may feel like a significant loss in value when compared to twelve months ago is quite a hansom gain if you expand your time horizon. How often do we get caught in the trap of feeling like we lost something (even if it is temporary) when in reality it is still a net positive? I recall an experiment where individuals would do significantly more to protect $50,000 that was potentially threatened by theft or loss than the same individual would do to gain $50,000 through an existing opportunity.

What is your time horizon? Do you protect what you have more vigorously than taking advantage of growth opportunities? Are you aware of how emotions impact your decision making?

Meeting Emotional Needs






Did you have a different split-second reaction to each of the previous photos?

Do you understand the emotions of your clients, donors, volunteers, board members, staff? The Gallup Organization created a measurement tool to determine if an employee was engaged in the a job that best supported their individual talents. In the book First, Break All The Rules by Marcus Buckingham and Curt Coffman they outline the Measuring Stick instrument that was developed by Gallup. At least three questions relate directly to emotional investment at work:

  1. In the last seven days, have I received recognition or praise for doing good work?
  2. Does my supervisor, or someone at work, seem to care about me as a person?
  3. Do I have a best friend at work?


Just thinking about all those individuals you interact with both within and outside of your enterprise? Think about the role that emotions play. What does your organization do to recognize and support the emotions of your key constituents? How do you measure success and emotional engagement?

House Rules

Have you ever been in a casino? Had thoughts of taking a few chips from a unsuspecting table mate and cashing them in for quick profit (the plot of many Vegas movies it seems)? I suspect most of you don’t act on this impulse. Why? The ‘rules of the house’ are understood. The casino retains the right to refuse service to anyone not meeting its guidelines, apparently this includes winning too frequently so I have heard. Have you ever checked to see where the rules of the house are posted? Are they prominently displayed on the gaming table, wall, backside of the playing cards? I have never seen them. Yet somehow we all know that there is a basic standard that we must meet in order to gamble. In my estimation, casinos do a fantastic job of establishing expectations and a culture without telling. There is no orientation, handbook, consent form to sign. How often do you enter an environment where the front-line employees are actually encouraged to dispense advice on how to beat the ‘house’? Entertainment is encouraged, especially as you place more chips on the table. But how do we know the rules? I may fly on the airlines weekly but I am certain we are not taking-off until somebody announces the rules and safety procedures. I cannot update my computer software without agreeing to a lengthy end user agreement. The local Shakespeare company cannot start a production without reminding me to silence my cellphone, not to record the performance, and clear the aisles.

How do you establish a customer experience that passively sets guidelines while focusing on your mission? Would this be helpful to your organization? Imagine an environment where clients, board members and volunteers can intuitively grasp the rules of the house? How would that change the culture of your enterprise?

Authenticity

A characteristic that donors and supporters rank highest when considering contributing or joining a social causes is ‘authenticity‘. Individuals want to invest in the original, the trustworthy edition, the organization committed to meeting the needs of the cause with values that match their own. All of this sounds basic. But, how many enterprises deviate from being authentic by taking some of the following actions?

  • Adopting strategic plans that are full of unrealistic goals and lofty language
  • Creating a culture that makes patrons uneasy when they engage with the organization
  • Programs that are not consistent with the organization’s mission
  • Hiring an Executive Director or key personnel that do not embody the organization’s values
  • Accepting donations/grants from individuals or foundations that represent values that conflict with the nonprofit
  • Building a board with members who do not appear committed to the organization’s strengths
  • Launch a branding effort that looks nothing like the organization everyone has come to know

Would you prefer to visit the Statue of Liberty in Las Vegas or New York? Do you prefer to view the Declaration of Independence housed in the Archive Building in Washington, DC or a framed version hanging in your City Hall? Is your preference to meet your hero in person or take a picture with their facsimile at the wax museum? In which of these experiences would you be willing to invest more of your resources?

How do you remain authentic as an organization? Can you define it? Have you asked your supporters? How is it represented daily in your organization’s decision-making?

Blame Storming

A bit of humor to start the week and a reminder that strategic planning can go wrong. I have participated in planning sessions that verged on ‘blame storming.’ One of the techniques that seems to be effective in altering the blaming process comes from Tony Robbins. I ask three questions, when I see a group focusing on a micro details that are not going to be the cornerstone in establishing a strategic vision. First, what outcome is the group trying to achieve (describe what success looks like)? Next, describe why reaching this outcome important (get clarity about the emotional investment in achieving success)? Third, what are the key action steps that need to be taken (now I am seeking more detail)? This technique seems to help raise the conversation to an altitude of 30,000 feet (outcome) and then work back down to the ground-level (key details). Now enjoy a short video of what comes easiest to many people when frustrations run high.

A New Perspective on the 4th

Sometimes you see something that alters you understanding of how things work. I just saw this brief video clip and played it 3 times. Perhaps this upstages any firework show. I now have a new appreciation for volcanoes. I reminds me of the quote from Oliver Wendell Holmes, “The mind, once expanded to the dimensions of larger ideas, never returns to its original size.“

What has expanded your mind recently?