Lagom is a Swedish word that translates to “just about the right amount.” What is Lagom for your work? What level of services, resources, engagement, impact, and awareness fit that mindset? So often, the social sector exists in a deficit mindset, driven to scale and expand. If we were to calibrate our work, where would just about the right amount appear on the scale?
Technically, the pilots could turn the plane in the pictured scenario and attempt to go directly to the airport. The probability of a successful landing is extremely low. It is in the best interest of the plane, passengers, and crew that the flight passes the destination to line up on a final approach that is practiced, planned, and highly predictable.
How might we avoid heading directly to our destination when we are not likely to reach it safely (or with the intended impact)? How might we plan how to arrive, not just focus on connecting the dots between two locations?
Three boats in a row, the latter two following the wake of the first. Who has the most responsibility in this scenario? Do the second and third boats leverage some leadership to the lead boat? Do they each maintain equal accountability for their autonomy?
It is convenient to allow those we follow to set the course? We can lapse into a daze and miss key landmarks, junctions, possible threats, and options. It does save us energy and resources to turn over leadership to those who take the point.
How might we be more intentional about when we lead and when we follow? Who might we remain flexible to break off from the pack when it serves our best interest or the navigation requires individual decision-making?
easyJet flies people between two locations (most likely cities). To maximize the number of passengers, the flight needs to be scheduled in advance and the expectations of what is included (or is a la carte) are best presented in a transparent matter. Then there is the bird (seen above easyJet in the photo) who is also participating in the joys of flight. The bird’s agenda is more flexible and their destination may be unknown.
There are two versions of the same form of transportation. They have different strengths and weaknesses. It is easy to get focused on one mode, one option, one way. Sometimes we need to see an alternative to expand our mindset.
Flying model airplanes is a passion for hobbyists. It is done on a scale that allows for smaller aircraft, and shorter runways and requires less restricted airspace. But it requires some of the regulations and precautions of a real airport.
Which parts of our work are performed on a smaller scale but still require attention to details that may not be obvious? How do we embed our values into each portion of our work, regardless if it is a mainstage or a pop-up performance?
When we add a superlative to a name, it raises expectations. If we have created something worthy of an exclamation, we should celebrate. If it is a facsimile of average work, then the superlatives will not cover the obvious gaps.
How might the descriptions of our work increase authenticity and trust among our fans?
It is not convenient or realistic to wait to engage our fans on the shoulder of an interstate highway between exits. We are more likely to engage if we position ourselves at a bus stop (or any accessible location) where those we serve might be disembarking.
How might we assess if we are accessible to those we wish to support or if we have created unrealistic barriers?
Do you want to be famous or infamous? Famous requires work and excellence. Infamous requires attention and notoriety. Infamous can come quickly. Famous usually is proceeded by dedicated focus and work.
How might we not be tempted by attention even if we risk infamy? How might we remain on course to reach a level of dedicated service that fame reaches you?
What is your personal cathedral? What place, mindset, aroma, taste, touch, etc, delivers you the ability to contemplate your existence? How do you manifest it for yourself? How do you provide that tranquility and reflection to those you serve?
What is your lightning rod? Is it a topic, program, activity, political position, person, facility, partnership, etc.? What creates immediate thunderstorms for you cause when the item is brought up in conversation? How have you grounded it so the repercussions are not so volatile? What has worked successfully, and what is still a work in progress? How do you orient new members of your team to the topic? Are you hoping to wait the storm out, are you taking active steps to reduce the impact, or do you allow it to short out the enterprise’s work every time it strikes?
What-if-concepts 