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| Photo Credit |
This video is memorizing to me. I have watched it three times. A simple view of daily life and yet when we change speeds our perspective is radically altered. What if everything around you slowed down? What would you see differently that you currently miss?
Let us first interact with the landscape before us. Making sense of the present is the remarkable process of life. The art takes place once we attempt to frame it, however we cannot communicate with that which we do not first perceive.
If we rely on one viewpoint all the time, how can we comprehend how we sit in the landscape? Our impact is evolving because those around us transform constantly. Scaffolding is always present, even when it is not visible from the outside.
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| Inspired from events at the 2014 Sochi Olympic Opening Ceremonies |
Are you prepared to make sense of events that appears to be a mistake at first glance?
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| Inspired from events at the 2013 Super Bowl Power Outage |
We judge not only the best features but also the periphery. Sochi’s role as Olympic venue host is experiencing a full dose of duality. The competition venues appear well designed and the athletes mostly happy, however the media and guests are left wanting. Just lighting a bonfire in the middle of the field and calling it an gathering is rarely acceptable. The brilliance occurs when the planning and execution of details match the magnitude of the flames.
A guarantee represents either a wholehearted belief in one’s craftsmanship or an insurance policy to protect average. It is reasonable to distinguish between the two. davek sells umbrellas that are far more expensive than the models one finds being offered for $10 at the subway station during a rainy commute. The guarantee with davek is that their guiding principles manifest themselves into the actual design and functionality of each umbrella. Contrast this with the guarantee from a company occupying the middle of a sector. The guarantee suggests that if you are not satisfied with your stay at the hotel you can speak with the manager about some type of apology, compensation, or more points. They are not guaranteeing a stay on par with the Four Seasons but suggests they are better than the motel on the interstate off-ramp that is void of exterior lighting and boasts a pool fit for a family of ducks. This guarantee protects average. If you experience middle of the road then the guarantee is fulfilled. The craftsmanship guarantee is far superior but also requires a remarkable service or product.
The most powerful commercial I will watch on Super Bowl Sunday has already been released. It is inspirational, historic, intelligent, and empathetic. The spot tells a story so profound that I would classify it as a mini-documentary. There is a twist, I suggest you watch it for yourself.
My daughter was riven a two-dollar bill as change for a recent transaction at the movie theater. The bill suddenly became more precious to her than the value assigned by the United States Treasury. The two-dollars will be put somewhere for safe-keeping, displayed as art, and not be used as intended (at least for a while). Receiving change was expected, how it was delivered became the story she is telling. The how in life can make all the difference. Art and storytelling erupt when everyday interactions are delivered remarkably.
Why do many social sector Executive Directors feel less certain about their future after five years with an organization? Two themes arise.
First, the board members that hired the Executive Director gets diluted with new board members who create a different expectations. The board members that hired the Chief Executive are motivation to see them succeed. It was the board’s collective wisdom and faith that bestowed the position of Chief Executive on the individual in charge. Incoming board members have a different relationship with the Executive Director and may alter the Board-CEO chemistry. The evolution of the board and its expectations over five years is one of the silent contributors to Executive Director turnover.
Secondly, there is an underlying need to reinvent ours approach every five to seven years. Educational institutions with a culture of inquiry encourage faculty members to engage in a significant self-audit and re-imagine their teaching approach. This evolution is challenging in a classroom and a real hire wire act in the role of Chief Executive. If an organization has established a circle of safety then their leader may feel safe refreshing their management philosophy. However, if trust and empathy are absent it is easier to stick with the tried and true. Sadly, the opportunity for innovation and a deeper human connection are lost and friction increases. Withholding the scaffolding for executive renewal may ensure outward appearances are positive but the structural integrity of the organization often falters.
How do we keep the best leaders engaged? With the most significant leadership turnover in the social sector is underway, what steps can we take to nurture those who a uniquely positioned to lead our enterprise?
What-if-concepts 
