Nothing worthy of emergency importance is posted here.
What is the mindset we adopt when the alarms sound to go on alert? How do we use our emergency broadcast system to support our team? Is it deployed with sobriety and forethought, or does every abnormal event qualify as breaking news? It is easy to draw attention, but the arduous dip we must travel is achieving trusted engagement. Is it worth the effort to serve with fidelity, or easier to adopt the role of shock and awe ringmaster?
When you make a place visible, who are you serving? Do they need illumination? Is the light entertaining or creating value? What impact does it have on the adjoining ecosystem? If we direct the spotlight into the eyes of those we intend to support, they may be more discouraged than motivated about continuing their journey but in our minds, we provided a beacon to light the way.
How might we understand if we are randomly creating unchoreographed bursts of light or if we are providing a pathway for those looking to navigate a challenging section of the trail?
“There are rules…and there are other rules”
Mad Men
Which rules do you follow, and which rules do you consider suggestions? Speed limits? Carry on bag allowances on commercial airplanes? Suggested contributions for entry? Paying taxes? Jury duty? Attending meetings?
We adapt to rules based on a number of referral points. In the State of Idaho, there is a traffic rule that cyclists can treat a Stop sign as a Yield sign as long as they are not impeding traffic flow. It is called the “Idaho Stop.” It is a practice adopted by cyclists in states that do not have the “Idaho Stop” as part of the traffic code. Technically, it is a violation, but when done in appropriate circumstances, it keeps the cyclists safer and allows motorists to proceed more efficiently.
Each enterprise has ‘rules’ and ‘RULES.’ The trick is communicating the expectations behind these regulations. Some practices are in place to demonstrate respect and maintain a hierarchy. Others are essential for the organization to function. Occasionally, breaking the rules is critical to success and/or life safety.
How might we set our team up for success by illuminating what is non-negotiable and what is a suggestion? How might we recognize that circumstances might change the rules? And lastly, are our rules and values aligned?
What does an impactful annual report look and feel like? I would suggest the five-minute report uploaded on the vlogbrothers YouTube channel is a remarkable template. Surprisingly, the biggest impact turned out to be the advocacy work contributed by numerous members of the Nerdfighteria community.
Bank of Nerdfighteria Annual Report (Transcript)
The preserved parts of our history are like shards of glass, scattered pieces of a vessel that once was a single container. The parts can be assembled to provide a glimpse into the past, but they cannot tell the whole story. What we choose to preserve often leaves many questions. How might we provide context for the time capsules we assemble for those that follow?
Have you sat at a traffic signal and waited longer than average for the light to change to green? We question the functionality of the traffic signal. Has the sensor registered our presence? Is the signal operating? Is the wait really delayed, or is our perception not in synch with the traffic signal algorithm?
When we witness a sunset, we have a different sense of timing. Nature proceeds without recreating the anxiety experienced at the traffic light. When a sensor or input is involved, we anticipate a reaction. When no opportunities to engage with a system exist, we assume a more flexible mindset.
What sensors have we intentionally placed in our interactions with our supporters and clients? What interactions have we intentionally not installed a sensor? How do our choices impact the mindsets of those we serve?
I hiked the Colorado Trail (CT) in 2023 with my son. It was a top-10 life adventure. A portion of the Colorado Trail overlaps with the Continental Divide Trail (CDT), and we encountered CDT hikers on a frequent basis. The CT contains 567 miles of designated trail (East or West Collegiate combined), and the CDT is 3,100 miles (depending on numerous alternative routes). CDT hikers were generally easy to identify in Colorado, as most were two months into their journey. Their packs were more streamlined, their gear more trail-worn, and they tended to hike from sunrise to sunset, squeezing out a few extra miles if possible. A CT hiker becomes curious about the CDT experience. An annual survey is generated and Halfway Anywhere. It is a treasure of information, recommendations, and advice. When we think about getting insights, perhaps nothing offers more depth and dimension than the collective recommendations of those who went before.
It is just a simulation until you actually navigate the maze in real life. The interesting point is that some simulations reach an opposite conclusion than an actual attempt. See this water in a maze scenario.
One is offense, the other is defense. One requires the spark of curiousity, the other is associated with fear, or at least hassle.
Seth Godin
Seth Godin crafted an enduring blog post defining the difference between adopting and adapting. A strategic decisions we need to discuss is if we are a group of people looking to adopt or adapt? The two mindsets will fundamentally change how we proceed. How might we plan for our future using strategies that reflect our posture?
As a guide, we can empower clients to assume a decision-making posture. How might we design a dynamic so team members assume ownership of the process? They may not have all the necessary field experience, but the success of their thru-hike is predicated on an ability to navigate, even when the route is unclear. If we always adopt a ‘follow the leader’ formation, we dull the wayfinding mindset. How might we empower those doing the work that matters to be active participants in the route finding?
What-if-concepts 