How do we respond to blended events? Can we assess them for their unique qualities, or do we only see the intertwined pieces? How might we understand the value of both the individual and the system? Like pieces on a chess board, they are unique and complimentary of each other’s aptitudes.
What is the constraint on your system? Where is your point of failure? Do you lack sufficient inputs? Is there not enough time? Are you not fast enough?
Once our system reaches a significant constraint, it fails to grow. We can accept the failure as a ceiling or retool and evaluate options to circumvent the constraint.
How we handle constraints and respond to system failures adds depth and dimension to our work.
Warren Buffet suggested that he avoids trying to make a good deal with a bad person. A flawed individual might flourish by testing every exception within the legal instrument, even if the contract is superbly crafted.
Expanding on this notion, perhaps our enterprise should avoid adding people to the board or team if they possess a history of immoral activity and lack any sense of collegiality. Too often, an organization overlooks historical patterns to attain a single talent (money, network, influence, connections). How might we find at least three key attributes of a potential candidate before nominating them to our cause?
What decisions are we comfortable making via proxy? Which ones do we feel better about being present for? Where are you willing to leverage your decision-making authority, and which requires your presence? When ordering take-out food, a surrogate might be easily endowed with menu choices. Signing a lease for an apartment might fall in the middle. Choosing a life partner is probably best navigated with input from the two interested parties.
What do our shoes tell us about the ground we have covered? Are they the right pair for the terrain we intend to navigate? Do they reflect how much distance we have traveled?
How might we make sure we have the right resources to advance our purpose? How might our narrative match our equipment?
What event or experience turns the switch for you and your enterprise? Is there a person, networking collaboration, or topic that transforms your energy? Is there a source that regenerates your purpose and commitment?
When we know what helps us generate more energy and enthusiasm, we can leverage it when it serves our journey.
Last month, I received emails from three different social sector organizations launching separate mergers. Each one made me optimistic. The rationale and plan to move forward were well articulated, but more importantly, the work that had been done to move from concept to merger was impressive. Equally significant were the open questions that these different groups shared. The mergers may or may not work. The abilities of two unique boards of directors to combine may or may not resonate. Retaining all the staff members may or may not endure the transformation. But, there appeared to be a genuine attempt to continue providing essential services.
How might we be open to conversations about partnerships, mergers, and sunsetting if needed? How might we remain curious about the network of affiliates doing the work that matters? How might we not miss the opportunity to ask, ‘What other direction might we consider?’
How might we deliver on our promise as consistently as possible? How might we inform those we serve when a disruption occurs? How might how we behave when we encounter unexpected circumstances deepen our relationships with those who want to see us succeed?
What qualifies as a big announcement? How remarkable of a statement qualifies? How might we build authenticity and trust with our notifications? How might we avoid the propensity to be shouting all our messages?
“I know what I’m gonna do tomorrow, and the next day, and next year, and the year after that.” George Bailey
What will you do tomorrow, the next day, and the next year? How certain are you of these commitments? What if circumstances change?
Are we committed to the journey or the destination? Prioritizing the behaviors and processes that launch us in our expected direction might strengthen the results of our planning; otherwise, we might find ourselves close to our goal but unable to grasp our transformation.
What-if-concepts 