force for good

Well-Being

I received a webinar invite focused on incorporating well-being into the corporate workplace. It made me realize that one of the social sector’s best attributes is prioritizing the well-being of those it serves, and that mindset reverberates in the workplace. There are numerous upgrades that social sector team members might yet experience, but the advantage of being attuned to the well-being of others is it sets the intention. A powerful platform from which to build a more dynamic ecosystem.

How might we match the level of empathy and care for those we serve in our workplace?

You Are Seen

A relative’s daughter transferred to a new High School this year. She is joining as ‘the new student,’ trying to navigate the complexities of teenage networks. After her first day, friends from her previous High School texted her to ask how the day had gone and about her experience. To me, this is the best of humanity, looking out for others as we aspire to be forces for good.

A recurring question from social sector organizations is, ‘Why have a strategic plan?’ Their typical barriers list include time, resources, frustration with the process, lack of engagement, failure of past plans, etc. I respond with counter-points and shifting mindset possibilities. However, I changed my focus the other day, advocating that these plans are for those we serve. They represent a hat tip, a shout-out, and an ‘I see you’ text to our community. It is a promise that we value their presence, and here are our best ideas to serve each of them. It is an opportunity to offer a point of confluence, a shared journey forward, but it only works if they have a seat in the boat to help us paddle around the next bend.

What if your next plan adopted the perspective of a shout-out to those you serve, reminding them of the miles traveled together and the opportunity to craft a narrative for what will come? What if it is as simple as texting your fans, ‘We see you. Thank you for being with us. Will you join us as we strive onwards?’

Markets Prevail?

A portion of the social sector’s work is located on the periphery of the marketplace. We are trying to solve homelessness, and private equity has yet to figure out how to monetize addressing homelessness. Environmental causes aim to protect land and wildlife, working in the liminal space between federal, state, private landowners, and public access. Nonprofits aspire to support local artists, building bridges between educators, art collectors, galleries, and the community.

If the market prevailed, efforts to address the aforementioned areas of focus would be less viable in many cases. The social sector works on problems that are not easy to solve and require enduring commitment. It employs ambassadors who provide uniquely positioned voices and lead with empathy. Nonprofits often toggle between two realities: a human-centered approach and the marketplace.

How might we leverage the market to our advantage without sacrificing our intentions of being a force for good?

Escalation

individuals outside a bar, or NHL players after a cheap shot. We see more people drawn to the event, making it harder for the parties to disengage and defuse the situation.  

There are positive forms of escalation, ones aligned with being a force for good. We might join the effort if we witness people taking action to benefit our community. Last weekend, the White Line’s Ride for Magnus took place in Boulder, CO. Thousands participated to remember Magnus White, a promising young cyclist who was struck and killed by an automobile while training. From Magnus’ memory comes the opportunity to escalate a cause and create a safer future and environment for cyclists and the community.

How might we escalate the work that matters? How might we de-escalate events and ideas that lead to adverse outcomes? How might we be a force for good, focused on being of service to others?