Tandem Running

Thinking about developing a mentoring program?  A technique that came to my attention the other day was the concept of tandem running.  The process was one of the first discoveries of a non-human teaching another non-human a skill.  Tandem running is a method that ants use to show other ants how and where to locate food.  The lead ant has the knowledge and moves ahead and waits for the trailing ant to follow.  The second ant runs behind but frequently veers off-course and explores the surrounding terrain.  The lead ant waits for the second ant to catch-up.  The lead ant moves forward when the second ant prods it to move forward.  By allowing the second ant to explore the surrounding environment the lead ant enhances the second ant’s mapping of the local environment and improves it chances of returning to ant hill with food.

What could we learn from a self-paced mentoring program?  What if a mentor showed as much latitude as the first ant?  Would it lead to a vibrant and enriching experience?

Change

I just finished the book, Switch: How to Change Things When Change is Hard, by Chip and Dan Heath.  The concepts in the Heath’s book regarding managing and influencing change were as insightful as any resources I have encountered.  I was a big fan of their previous effort, Made to Stick: Why Some Ideas Survive and Others Die.  I am thrilled to incorporate key concepts and methods into my current strategic planning engagements.  The key framing around which the book centers involves the following analogy presented by Jonathan Haidt in his book, The Happiness Hypothesis.  Using Mr. Haidt’s foundation the Heath’s defined the three areas as the Rider, the Elephant, and the Path.  The Rider is the rational side, the Elephant represents the emotional side, and the Path is the route.  The Heath’s take the analogy and uncover remarkable examples of successful change and utterly disastrous models of failing to change.  Their case studies are enlightening and they offer a final section on how to overcome common obstacles.

If you are looking for a playbook on how to address or lead change, I see many applications for the social sector coming from the pages of Switch.  

Checkout the book’s website for great resources.

    

Confidential

How well does your organization maintain confidentiality?  Do you trust your staff and board?  Can you bring sensitive information to Executive Session?  Are you able to gather the resources and opinions you require to make confidential decisions?  Can you ask your Executive Director what keeps them awake at night and expect an honest answer?

What model do you use?  What has been successful?  What challenges your organization’s confidentiality?

Sleeping Bag

Watching my kids pack-up their sleeping bags this morning I was reminded of the importance of the first move.  They both gentle filled their respective stuff sacks with a small portion of their sleeping bags.  Each kid then proceeded to put more effort into getting the remainder of the sleeping bags into the stuff sack as they ran out of room.  The end result was a partially stuffed sleeping bag.  Had their first move been an energetic thrust of sleeping bag into the bottom of the stuff sack then they would have had a chance to succeed.  They could not overcome a poor start, no matter how much effort they put into the last portion.


What first moves does your organization do exceedingly well?  Do you recruit and orient new board members better than anyone else?  Do you thank first-time donors with more passion?  Do you celebrate your volunteers’ talents more personally than peer causes?  Do you welcome new staff members in a memorable manner?

Highlights

On most nights ESPN gets more viewers watching highlights of completed games than there are viewers of the actual live game.  ESPN condenses the game into a few video highlights and some graphics.  The format of the clips are almost predictable.

Are there opportunities in the social sector to play the highlights to a receptive audience?  Can your enterprise present clips of the most profound moment’s in your organization’s portfolio?  The game needs to be played in order to create highlights but there is an audience who wants the synopsis.

Peer-to-Peer

A fascinating trend is taking place.  One that has been used by some segments of the social sector for years.  Independent Schools, for example are asking parents to host coffees with prospective parents who are in their same social circle.  The intent of these small group gatherings are to allow the host to advocate for the organization.  Schools no longer rely on just the Admission’s Office to be spreading the good word.  They see measurable results in having a person close to the enterprise speak directly with a potential parent.  The connection is authentic, personal, trustworthy, and direct.  It speaks to the value of a customized recommendation.  Fundraising consultants have been using this technique for years.  They send out two key individuals from the organization to connect directly with prospective donors.  Not just any two individuals but those who map directly to the donor.

Who are you asking to represent your cause?  Do they have an existing relationship with the person they are meeting?  Would you interrupt your dinner to take a cold call from a salesperson?  Would you interrupt a meal if a friend was ringing the doorbell?  We all make these choice everyday, why not tap into the power of the network?

Your Experience or Mine

I just received an email from our local car dealership imploring me to complete an online survey from the national auto manufacture and give the highest scores for my service experience.  I received a follow-up call asking what scores I might give on the survey.  All this energy being invested in coaching me to award the highest scores because this is the metric that the auto dealership is assessed.

How about taking the same resources and energy to enhance my experience?  The Four Seasons Hotel does not call me asking how I might complete their surveys, they just offer the best experience and let their actions serve as their calling card.  What are you measuring and how?  Is it in the best interest of your customers?

Check Engine Light

How do you know when your organization needs some maintenance?  What are the warning signs?  How can you be proactive?  How often do you assess the health of your cause?  Do you use self-assessments?  Do you engage professionals to review your enterprise’s standing?  Which metric are important?  Do you discuss the organizational health at board meetings?  Do you perform exit interviews of your board members, staff and volunteers?

What is most important to your organization?

What-if

What if you had a wait list of potential board members to join your organization?  What attributes would be most important?  How would you screen the candidates?  Would you consider chemistry and collegiality?  How would you prioritize?  How would you engage those who you could not find space for on the board?  What changes do you need to make to your current recruiting process to develop a wait list?  Is you organization inspiring community members to seek you out?