Author: whatifconcepts

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

Done But Not Over

Imagine announcing ‘this is a wrap’ to a sold-out, best-in-class gathering that consistently improved over ten versions (thirteen years due to pandemic disruptions). An event attended by super fans, individuals so inspired they broke numerous world records for fun, including this year’s iteration with the most individuals dressed in T-Rex costumes.

When we build something magical, authentic, memorable, and one of a kind, we might consider adopting a river mindset. We are visitors to the confluence point between individuals and events. The main channel moves forward at some point, and the merge is complete. We cannot stay forever at this liminal boundary where two things combine, but we might capture the spirit and retell the stories. These imprints will serve us well as we encounter what is around the bend as we navigate the next section of the canyon.

As Barry Lopez reminded us, “Everything is held together with stories. That is all that is holding us together, stories and compassion.”

Thank you, World Domination Summit, for a transformational journey and living the values of community, adventure, and service. It was remarkable and shall live on.

What Gets You On A Plane?

What event or opportunity is meaningful enough to get you on a plane (or another form of transit)? With ubiquitous virtual conferencing platforms, why do we ever need to travel again? Why can in-person connections not generate the same intensity as those created on a screen? Why do groups that exist in a virtual platform hold in-person gatherings (online gaming competitors, Youtubers, etc.)? In my experience, there are planned connections that we can schedule when we gather in person. A friend or colleague we look forward to seeing. Then there is serendipity. The individual we sit next to at a meal or during a presentation. The one we discover a point of confluence with adds depth and dimension to our journey (and work). I have several in-person connections from attending the same conference for over ten years; our online chats archived on the conference app. I have few virtual friends that I connected with on-screen and shared contact information. Creating the necessary depth and dimension from a virtual connection is much more challenging.

I am attending the final World Domination Summit (an unconventional weekend for unconventional thinkers) in Portland, OR. After the pandemic caused a two-year delay, the summit re-launches to celebrate its final iteration. It would be convenient not to attend; a multi-year delay disrupted the cadence of the event and disjointed some of the networks of participants. But the group is remarkable, and the connections resonate. The event does not define me, but it expands my mindset. It adds crucial details to the unmapped portions of my journey. The flight there represents the front door of the odyssey.

OMAHA

Do you have a way of alerting the team when encountering an obstacle or situation that might significantly disrupt the journey? American football teams use a code word to change plays at the line of scrimmage. One board I served used the word “Omaha” in the email’s subject line, a phrase borrowed from former NFL quarterback Peyton Manning. Board members understood an Omaha communication required immediate attention and response. This technique was used cautiously, but it was reassuring to the Executive Director and Board Chair that the board would be responsive as quickly as possible when needed.

Takin’ that ride to nowhere, We’ll take that ride
Lyric from David Byrne, Talking Heads

What is the road to nowhere that might transform your work because you are willing to take the ride? Recent reports announce very positive results in a cancer trial and remission in every patient. Oncology research will not stop due to the optimistic findings. But there will be trials doomed not to reach such favorable results. Sometimes the work that matters is to scout dead-end options to support other expedition members so they can continue down their path.

Disruption and Displacement

Did the towns of Cooke City and Gardiner, Montana develop contingency plans in advance that include catastrophic disruption and historic infrastructure failures? The 2022 summer appears to be headed in a very different than anticipated. How do they find their way forward from the flooding and storm damage that has made travel into the towns and Yellowstone National Park uncertain? How do we plan with certainty if we cannot predict the future? Perhaps we need greater flexibility if the journey we seek is worthy of wayfinding.

Innovate vs Improve
Graeme Obree changed cycling with multiple innovations

Are your innovations changing the sector you serve? Have accreditation agencies reviewed your work and considered new rules to counter your progress? Are people who share your vision and passion seeking you out for insights? Is there awe and fear for those invested in the status quo?

If we are innovating, we might need to work beyond the existing structure and guidelines accepted by our sector. If we are improving, we might be working within the current guidelines but building a more efficient and impactful version.

How far might your organization be willing to reach to improve or innovate? What is too far and why?

Utensil Drawer

Items can be placed in a particular direction, but there must be enough coordination and alignment that the drawer closes; otherwise, the purpose fails. Add a board member who wants to change to a vertical storage platform, assume a partnership that uses a super-sized serving spoon, or hire a staff member who uses the drawer to store valuable thumb drives; these different uses create challenges for an organization— clarity of purpose and alignment matter to facilitate function.

How might we maintain fidelity to purpose but offer sufficient flexibility to adapt when it benefits those we serve?

Ranking and Mindsets

Does a ranking set the mindset of an organization? Does the staff at a two-star hotel take the same philosophical approach to customer service as a five-star auberge? When one joins the team of a high or lower-ranked establishment, what is the palpable impact on culture? When one is at the top of the ranking hierarchy, can they continue with a curious mindset focused on continual improvement, or does defending the status quo become the predominant fixation? For an up-and-coming enterprise with a lower ranking, does a nothing to lose and us versus the world mindset set a more ambitious tone?

How might we leverage rankings to bring out our best? How might rankings create dimension to our story but not define our future?

Master Plans & Flexibility
Denver International Airport Maser Plan Map

Do you have a master plan for your facility/campus? How flexible or rigid are the considerations and assumptions that guided the plan’s creation? Do you share your vision for the future with your fans, or is it kept under lock and key? How might we remain curious about the factors influencing future needs?

Consider Denver International Airport’s jump up the list of busiest airports by passenger traffic, moving from 18th in 2016 to 3rd busiest airport in 2021. Interestingly, the number of total passengers in Denver between 2016 and 2021 is similar compared to other airports; the growth is not correlated due to the pandemic. Denver has a master plan that includes 12 runways and two additional terminals. By building further away from the city, there is room for growth.