A standing tree looks strong and robust. When we see the core we gain insights on the health of the tree. With a tree this can be harder, unless we take take a core sample. It is more accessible with an organization. What an enterprise states what it believes, we can then monitor if their actions and see if they match-up.
Is there a symbol for your enterprise that captures what you stand for? Is it a logo, a person, a word, a program, an event, an image, a collage? What do you believe it represents? What do your fans believe it stands for? What is an outsider’s impression?
Belief might be based on a sense of proportion and scale. As we gain access to more evidence we can reinforce our beliefs. We have access to a prior perspective and then opportunity to experiment with change. Our perspective may be confirm our beliefs or encourage an update.
When our line of sight is limited, we have choices. Speed up, maintain pace, or proceed with caution. Our sense of place and mindset impact our ultimate decision. Driving on the interstate, we can expect the road is engineered to support the speed limit. So a curve should not result in radical deviation. Mountain biking down a flow trail, we can expect banked corners to accommodate the speed we might be carrying from above. In a high alpine backcountry setting we might anticipate some thoughtfulness in trail design but if the vertical exposure is sufficient, we might decide to decrease our pace.
We encounter blind corners all the time. We can not see into the future far enough to anticipate the terrain. If we previously traveled a path it is easier to approach with a sustainable pace. If the trail is new to us, we might settle for a cautionary approach, allowing us time to adjust our course.
The recent months have presented a series of blind corners. COVID, financial recessions, virtual workplaces, Black Lives Matter, and masks. Some enterprises saw a chance to accelerate into open space. Others pulled to the shoulder of the road with their hazard lights ablaze. Each organizations saw their approach as best. Blind corners tend to amplify our beliefs and values. If we see each opportunity as a challenge to maximize our talents, then we might proceed in sports mode. If we believe we are playing the infinite game, then we might downshift and cover the brakes, confident we will be able to continue to journey.
How do our choices amplify (or derail) our core values? Have we built trust and loyalty because we acted in concert with our beliefs or have we created factions in our team due to misalignment? Are we still on the road or have we spun out into the ditch?
But today, value isn’t created by filling a slot, it’s created by connection. By the combinations created by people. By the magic that comes from diversity of opinion, background and motivation. Connection leads to ideas, to solutions, to breakthroughs.Seth Godin
It is the new points of view, the uncommon connections, the different perspective that make our collective service more remarkable. Be powered by uncertainty to ask questions. Be inspired by those generating movements in foreign lands. Be willing to share with those we have just met. Be willing willing to wayfind. Assume best intentions. Be connected by a shared vision.
We know not when we are going to ‘have a moment.’ An unexpected encounter. A surge in demand for our services. Being in the spotlight, facing an exponentially larger audience. The tailwind of a lifetime to push us towards a personal record.
If we are uncertain of where we stand and our desired destination, we will not adapt quickly enough to meet the moment. The forces will outrun us, and we will be swept by the current of the audiences’ intention.
However, if we state what we believe, remain authentic, then we are assured of developing connections built on trust and a shared vision. The moment of first contact starts with a sustainable foundation.