Tickets for Game 7 of the 2024 World Series are on sale. You can commit to an experience that has a low percentage of taking place with the Dodgers leading 3 games to zero already. How often do we speculate? What resources are we willing to commit to an event that is unlikely to take place? What does this tell us about our priorities?
What is one idea that you are not prepared to sacrifice? It may be simple or complex but you feel it is worthy of exploration. Why does this concept remain on the ‘to do’ list while others come and go?
Quick icebreaker activity for your team. Provide a timeframe (3 months, 1 year, duration of board service term, etc.) and ask each individual to write down an event, milestone, or moment that they are personally looking forward to reaching. Place these on an internal calendar (as best you can) and then acknowledge them as they are achieved, passed, or become evident.
The organization’s highlights are not always the same as those of the individual team members. Recognizing individual milestones helps add a shared sense of service and accomplishment. As an added bonus, it is a nice way to start a meeting and build deeper connections.
This moment is the youngest you will ever be, at least in the chronology of conventional time as we define it. What activities and areas of focus are deserving of your current youth? If you map our attention over a day, did we invest it in activities and interactions that maximized our youthful capabilities? We cannot bank it for tomorrow, so how are we spending our youthful resources today?
Transactional human connections might be defined as associations, alliances, tie-ups, interconnections, and links. We earn trust through authentic interactions to define our connection as a relationship. What defines a meaningful relationship to you? How do you add depth and dimension to a treasured relationship? How disconnected are you willing to stretch from someone you trust before the relationship has been repaired or fractured? Is your limit more or less dynamic than a similar journey with an associate or alliance member?
How might we recognize that we earn relationships? How might we acknowledge that we have limited bandwidth and cannot foster limitless relationships? What steps have others taken to merit their relationships with you? What super powers do you bring to a relationship?
Dedicated to serving others, perhaps start with the perspective of ‘we.’ A marching band of one person might be unique but likely limited in their capabilities. If we work together, we can achieve a level of performance and impact that might not be available to those who focus on their individual status. Even if the stadium is not full, we deliver for those who are looking to engage with what we have to offer.
The above chart lists college degrees that have the best return on investment. Would your decision on which major to pursue or recommend to your child alter due to this data? If their passion was to teach, would you steer them away due to the projected lack of economic benefit? If they had a pathway to an engineering degree might you devote additional resources to make sure they benefited from the future forecasted earnings?
What program and resource allocation decisions have your enterprise made based on the calculations for return on investment? What if you are uniquely positioned to act but the momentary reward is not sufficient? Where does return on investment rank in your priority of screen questions when debating the merits of future strategy?
When you take your fans on a sightseeing tour of your work, how does it stand out? Are you able to provide ‘behind the scenes’ experiences? Do you curate a remarkable event? Are you able to tour them in a unique manner? Do you have a secret door that gets opened? A surprise guest? A token of appreciation that is customized?
It does not take a lot to make an experience stand out. It is best when it adds meaning to our fan experience.
Remaining in ‘drive’ is the favored gear of business articles. They recommend how to stay out of neutral.
Neutral is a good gear at the right moment. Encounter an intersection, an unexpected detour, an unanticipated event. Shifting to neutral to assess the possibilities or consider alternatives provides a moment of reflection. Too often, the commandment of ‘just drive’ allows for progress but misses the decision points that add depth and dimension to the journey.
How might we intentionally add ‘neutral’ as a viable gear to our enterprise’s workflow? How might we define it as one of the most powerful moments in an organization’s existence?
We are not climbing the same route. We might be mountaineering in the same range, or even ascending the same peak but from different approaches. When we compare ourselves to the progress of others, it is extraneous. Our focus and decision-making are best directed to wayfinding on the terrain in front of us. Keep climbing and once we summit, there will be another mountain to climb. Our goal is not to repeat what has already been done in the exact same order, but rather to find new combinations, unique approaches, and immerse ourselves in new experiences.
What-if-concepts 