What is the right dosage of our organization’s mission to achieve optimal impact? How do we quantify meaningful connections to gain the full benefits of our programs? Who are our super users, just right visitors, and not enough group?
My family has been visiting college campuses this year. I have been fascinated by how each university prioritizes their introductory itinerary for prospective students. All sessions start with an orientation that involves a digital presentation. Afterward, student-led campus tours are the norm. However, a number of colleges do not include a visit to a single academic building on their prescribed route. Recreation centers, student unions, residential halls, dining options, historic buildings, athletic stadiums, and central outdoor spaces all make the must-see list. Only two universities had us sit down at desks in a classroom to discuss academic life, student-teacher ratios, and curriculum tracks. Each university makes an assumption about what is going to resonate with prospective students. They calculate the right dosage of show-and-tell to capture the essence of their institution.
This past weekend, I took my son to a snowy football game at my alma mater. Attending a football game might add the right dosage of the college experience to help him decide for or against the college (even when the student body was on Thanksgiving Break). My students’ decision will be based on where they can see themselves thrive. The university that provides the right dosage that resonates with their individual preferences.
What if we followed-up with those who contacted us about supporting our mission? Even if we are oversubscribed, overworked, and under deadline. It does not take much to keep people who care involved with our enterprise. Equally, it is just as easy to lock them out and wonder why they drift away. 
The meeting is wrapping up. Agendas and handouts are re-organized, laptops shut, bags and coats grabbed. The Board Chair states, ‘I want to go around the room and check-in with each person.’ She looks to her left and makes eye contact with the board member seated next to her. The board member replies, ‘good meeting.’ The next board member nods and then adds, ‘I would like to know more about how we select the firm that performs our audit.’ The third person to the left of the Board Chair states, ‘I still have questions about the draft contract we reviewed to engage the marketing firm.’ A few heads nod. The Executive Director starts to respond but the Board Chair assures everyone more details will be forthcoming. And the process continues as each attendee is given the opportunity to share. Some provide a thumbs up to signal all is well. Others reflect on the momentum of the organization’s growth. One individual alerts the group that they will be traveling next month an unable to attend the next meeting. The check-in takes just a few minutes. The meeting is adjourned and everyone scatters to their next commitment.
Bold endeavors involve degrees of uncertainty. Athletic competitions are on my list. Viewing in-race photos afterward is always surreal. I know how the event turned out and yet at the moment of the picture (unless it is at the finish line) there is often uncertainty swirling in my mind. Uncertain thoughts include:
What-if-concepts 