Innovative Concepts

Iconic

Seeing a Coors can flattened in the dirt on the side of a 4-wheel dirt road is an iconic signature of the American West. It can easily be defined as trash and littering, but for some, it is confirmation that they exist in a location that represents their values. Coors has branded itself as coming from the heart of the Rocky Mountains; seeing a Coors can is evidence.

Not all iconic moments represent our best work. They do tend to rhyme with our values and beliefs.

Together or Separate

When we share a Magnetic North (purpose, vision, mission, and values), it is easier to decide on behalf of the group if we arrive at an intersection first. If we are unclear about our compass, we will likely wait for the group to assemble before proceeding. If we consider generative questions when our environment is stable, we get clarity on where the boundaries exist for our team. We can forerun future events if we deliberate about unique situations our peers encounter. A culture of curiosity allows us to focus on the work that matters and guides our reaction when we find ourselves lost in the wilderness.

We cannot always be together, call a meeting, or wait for an answer. Periodically, we must act for the whole. A sense of shared purpose and a calibrated compass enables us to navigate, even in unfamiliar terrain.

Colossal or Fly By Scale

Speed changes our sense of scale. Flying in a commercial aircraft over the landscape at 30,000 feet, we can take a peak out the window, then sip on a drink for fifteen minutes, and upon looking out the window again, the geography changes. However, shouldering a backpack and tugging on hiking boots, traversing the terrain becomes a colossal undertaking, perhaps taking weeks to cover.

How might we recognize that the speed at which we move changes the sense of scale? How might we account for the delta between a road trip on an interstate and a thru-hiker on the Continental Divide Trail? How might we understand the scale facing those that we serve?

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?

Opportunities to Feel Nervous

What commitment have you made that generated a nervous feeling? Was it the uncertainty, the scale of the endeavor, the unknown result, the inability to de-commit?

Feeling nervous can be viewed as a privilege in some situations. We put ourselves on the starting line of a race by choice. However, it can also be generated by external forces, a deadline, a demand placed on us, or unfortunate circumstances. Nervousness heightens our senses, and we must react. We might feel isolated, as if on an island with insufficient space to gather resources and respond. Our mindset could be our most significant advantage or disadvantage at this moment. How we frame nervousness has a profound impact on how we act? Seeing a competition as a celebration of all the training we endured has a different feel than seeing a race as an event filled with moments of possible failure.

How might we embrace the privilege of nervousness (when appropriate) and celebrate the opportunity to act? How might we recognize that we may not always have the chance to feel nervous and this is a unique moment?

Point of View

Watching a concert pianist from the keyboard’s point of view offers insight into their talents. If we always observe events from the same viewpoint or sit in the same seats, we are missing out on gaining additional perspectives. As a former collegiate cross-country skier, I recall that the NCAA champion skier on our team would preview the final kilometer of the race course by skiing it in reverse before turning around and skiing it as we raced. He gained more understanding of the course profile by seeing it backward before practicing it forward.

How might we seek out new points of view to better understand the place we occupy? How might we remain curious even when our patterns are habitual?

Shadows

Is the above image an overexposed daytime shot or an underexposed nighttime photograph? When we are uncertain about the subject, it can frustrate us or increase our curiosity. If a full moon presents itself during a meteor shower, we probably miss the best viewing opportunities, but we might search for meteors visible on the periphery. If heavy clouds fill the evening sky, we might quickly give up hope of any viewing opportunities.

Shadows create opportunities to engage others more profoundly and create additional meaning. Or, they can isolate us and keep us from being visible to those searching for our services. How might we position ourselves so shadows add depth and dimension but do not obfuscate our work?

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?’

Best Decision?

If you are a summer camp trip leader, taking campers into the wilderness for backpack, horseback, and fishing trips has many responsibilities. One of the primary objectives for any journey is the safe return of all those who sign up for the adventure. You and the staff must make numerous decisions starting before the trip departs (food, gear, medications, briefings, etc.) and continuing until after the trip returns (debriefing, medical reports, repair/return gear, etc.).

The campers are the priority for the trip leaders. However, you make decisions throughout the trip considering more than their desires. Campers might prefer to play Capture the Flag, but it is getting close to dark. The surrounding terrain is a rocky meadow ringed by a dense forest. The group is showing signs of fatigue, and you have been briefed that a black bear was recently sighted in the valley where you are camped. You might postpone the game to another campsite and suggest an alternative activity, or you might organize a quick round.

The best decision for maximum fun is to play the game; it might be the highlight of the summer for the campers. A potentially safer decision is to play cards and not allow anyone to leave the campsite unless accompanied by a staff member. This might disappoint the campers but mitigates the risk management exposure. Our decisions are influenced by who we are serving. As the responsible party, trip leaders might consider their training, what parents want for their campers, and how the camp’s management would respond if an incident occurred. Conversely, the campers seek to maximize the camp experience; they see the joy and happiness of a quick game in a remarkable setting.

We are continuously placed in situations where we must decide between options. The stakes of the decisions vary, and the impact of the outcomes ranges wildly. For monumental decisions, we may labor over a variety of considerations. For inconsequential choices, we probably grab and go. The more clarity we have about what we believe, what values are embedded in our cause, who we serve, and what impact we seek, the less friction, and we will get to the decision point quicker for significant choices.