If we move in the direction that the majority have traveled, the trail might look receptive and clear. If we travel against traffic, more obstacles might be evident. Both directions are viable but our mindset and perception may create more awareness of the terrain that is ahead when we take the direction less traveled.
We can say we provide light or we can illuminate what is required for those that rely on us to navigate successfully. Sometimes, we talk more about the light we provide rather than staffing the lighthouses that are essential to our community. Or better yet, why not help others build their own spotlights to shine?
Some items attract and repel (not a scientific definition of magnets). Yesterday, I used aluminum foil next to the microwave while heating up oatmeal. The aluminum foil pieces sailed off the counter. I was perplexed until I realized I had created an unsustainable environment in which these two items could not co-exist.
Consider the activities that are on your ‘not a chance’ list. It might be walking over a swinging bridge, teaching preschool, entering a burning structure, voting for a policy, spending money on a luxury, or eating a local delicacy. There are activities that we are not willing to try (or the condition have not forced us to attempt them).
How might we resonate with those who see our work as essential and not seek the attention of those who are not ready to engage?
Do not forget that even when the boarding door closes, we still must taxi before we takeoff. It is convenient to think our flight encompasses only the flying portion. Taxing to the runway allows us to prepare, reveals new insights, and is part of the journey.
How might we realize that a decision does not equate to immediate action? There is a series of events that require sequencing before we are en route.
If you look at a ‘to do’ list, is it a point of information or point of action? If you login to a bank statement, receive a project update, weigh yourself, plan a gym workout, how do you respond? Is action necessary or is being informed satisfactory?
How might we inquire about establishing our mindset before reacting to our environment? A budget report with variances might need a brief review and acknowledgement. However, it might require immediate interventions to address a troubling trend.
Being clear before the starter’s pistol sounds means we have a plan and intention to act upon. Otherwise, we may just be pointed in the wrong direction, with inadequate equipment, and focused on an old course map.
In the road cycling community, innovation creates new levels of efficiency. A fundamental measurement for cyclist is the number of watts (power) it takes to reach a specific speed. The ultimate goal is to use the least amount of watts to reach the highest speed, since more power requires more energy. If a rider cycles at an average power of 200 watts over 162 kilometers (100 mile century), then any strategy to reduce their power and maintain the same speed or achieve a higher speed while maintaining the same power gets discussed. Riding in a group and benefiting from the inherent draft is a highly practiced strategy. Done correctly, one can achieve a 30% reduction in power output on the right terrain. First lesson, when the conditions are correct and we work together we are faster as a group than as an individual.
Over a decade ago, the idea of ‘marginal gains’ was added to the cycling lexicon. Teams started seeking minor changes and additions that resulted in micro impacts on an athlete’s performance. When bundled together, a measurable net positive was evident. Strategies included, taking personal mattresses to multi-week races like the Tour de France so an athlete slept on their bed each night. Mobile kitchens and chefs were hired to prepare the athlete’s breakfast and dinner, allowing for individual dietary restrictions and meals that met the extraordinary caloric needs of a tour cyclist. Food is ready when the cyclists required, not when the hotel’s restaurant has time.
Some marginal gains strategies were beyond the capabilities of citizen cyclist to put into practice but others were easier to adopt. Cycling kits went from loose fitting two piece lycra jersey and shorts to one piece tailored sprint suits that were far more aerodynamic. Cycling helmet design evolved from a priority for ventilation to speed. Socks, shoe covers, width of handle bars, and even the bearings in the rear derailleur pulleys redesigned. These equipment updates were not required but some were almost free.
The question becomes, if we know something is faster, do we adopt it into our practice? As a professional cyclist, not evolving to capture ‘free watts’ is detrimental to long-term career opportunities. For the amateur, the selection of ‘free watts’ is personal preference.
What are known practices that would make our enterprises more effective but we choose not to adopt? Are these changes aligned with our values or do we value traditions over change? Are we comfortable with our results or are we seeking greater impact? Where does our Magnetic North (purpose, vision, mission, values) point when we consider new opportunities?
Super Bowl betting is in progress. There are numerous strategies and options. One big question, do you make one big bet, on say the outcome of the game? Or, do you make a bunch of smaller prop bets on first team to score, first turnover, length of the national anthem? Big bet keeps us engaged because of the risk. The small bets keep us focused on the details throughout the game.
The same is true with setting strategies. Make one big bet to fundamentally change education or eradicate a disease. We can go all in with our resources and attention. Or, make a series of smaller investments in pilot programs and beta-testing. They may end-up with similar results but how they are viewed might depend on our organization’s culture. If we value adventure and risk taking, the big bet might fill a need. If we value personal interactions, the micro-bets might allow us to travel alongside with those that we are serving.
Big bets get headlines at the start. Little bets take time to build a track record but might build a movement. No right or wrong, just our best sense on which type of bet is required to perform the work that matters.
Do the installers talk to the repair technicians? Sadly, even when these individuals work for the same company, they appear to be in different divisions. A few subtle alterations during installation can make the repair process exponentially easier and better.
Do the idea people overlap with the operators in your enterprise? Do strategy and tactics appear to share the same origin story? Surprisingly, what is dreamed is often lost before it ever reaches development.
There is a limit to how many personal objects we can place in the spotlight. The question becomes, which ones are special enough to get the coveted position and which are relegated to the periphery? If we want to know who comprises our inner circle, think about our center stage location. Who occupies this space with us in our real and/or virtual world? That is our inner circle.
Is there a difference in our mindsets when we commence a journey that is an out-back route versus a loop? Do we prepare or even pace ourselves differently? When we know we are going to retrace our steps, we benefit in both the experience of the moment and the knowledge of the terrain we will face on return. When we take-on a loop, each turn in the trail reveals new information and a fresh challenge. A loop may benefit our sense of adventure and exploration.
What if we consider out-back options when we want to test new techniques or equipment? It provides us greater flexibility if our travels do not go as planned. What if we commit to the loops when we are strategically aligned?
How might our desire to innovate thrive based on our route choice?
What-if-concepts 