Innovative Concepts

Influence

Sometimes we have to encounter moments that remind us why we do what we do.  Occasionally, we stumble across a memory, place, or event.  Other times the moment is created.  Return to the summer camp of your youth and recognize the campfire songs and traditions. Immediately, you reclaim a formative experience.

How often do we query why people lack engagement with us?  Why do only a few maintain the energy and passion of their first involvement?  Perhaps we realize that our interactions are limited to a few unremarkable places at set intervals.  What if we put them back on the ski trail and encouraged them to make another joyous run?  What if more of our engagements started with anticipation and excitement? What if we thought of ourselves as storytellers who customize remarkable moments?

Sequence

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Full moons are not unexpected.  However, they can be noteworthy.  When two occur in the same month, the second one becomes a Blue Moon.  The second full moon is the same as the first, but the sequence makes it unique.

Sometimes it is not what you do but when you do it. People donate goods and services every day.  Often the impact is not evident because the effect is not visible.  One can offer simple acts of kindness to their neighbor, taking out the trash, picking up a newspaper, holding a package until they return from a trip.  However, if a neighbor suffers a catastrophe, the outreach from the neighborhood is palpable. Time of great need equates to more impact. Being prepared to act stands out.  Sequence matters.

Generous

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Johnny Carson’s gift to guests on The Tonight Show was his ability to be generous with his questions.  He rarely told a cheap joke at the guest’s expense or attempted to tell a better story.  His questions were strategically curious, drawing out the best from the person sitting in the chair next to him.  Jonny was willing to ask for more.  He calculated that his guest’s success would benefit the show for the years to follow.

How can we emulate Johnny and be less insistent about inserting our stories into a conversation?   Ever stand next to a stranger at a party and have a remarkable interaction, later to realize that they asked insightful questions such that you spent the majority of the time talking about what makes you unique.  Set people up for success and both of you will be rewarded.

For

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Ultimatums are for your benefit. Promises are for the benefit of others. If we only focus on creating value, then either an ultimatum or promise works. If we aspire to be of service and create value, then a promise is ideal.

How do you measure progress? By the value created? By doing what is best for those you serve? Do you provide what is easiest or do you combine the unconventional and produce the remarkable?  A promise reinforces your core values, which may be more important than any scorecard.

 

 

 

Casting Our Shadow

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People may remember more about us because of our reflection. We are not always aware of what backdrop upon we are projecting. We stumble on a puddle in the middle of a hiking trail, only to be captivated by the reflection of the moon, a mountain spire, or evergreen boughs creating an overhead canopy. The same happens in community narratives.

Volunteers, program partners, and neighbors offer testimonials that are highly contagious. Encounter a citizen who speaks glowingly about an enterprise, and we are intrigued. Travel to a new location, and we rely on the recommendations of others. Sometimes the information is accurate, or suggestions are based on old information. But their reflections start to shape our worldview. As a child residing outside of New York City, Time Square, the subway, and Central Park were all things to be avoided at night. I could continue to share those observations but those landmarks have changed in today’s New York City.

How do we set the people around us up for success? How do we make sure they possess an accurate worldview or at least the courtesy to encourage others to create their own experience?  How do we make sure people make it to our front door without being misinformed or detoured by the neighbors?

 

How Far?

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If you do not intend to navigate far from the runway then flying with the landing gear down is realistic. If you have plans for a transformational journey, then you need speed and altitude, and the aircraft must be configured for cruise flight, and therefore the landing gear should be retracted to create a more streamline state. A deployed landing gear results in an immense drag on the flight characteristics of a plane, which is ideal for landing but not optimal for gaining altitude and extending range. The next time you are at (or near) an airport watch how quickly the pilots retract the landing gear upon take-off.

Is your organization committed to the itinerary it has stated? Or has your cause filed an ambitious flight plan but flys with the landing gear down, just in case? What would it take for your team to commit to their wayfinding abilities to reach bold destinations? How has drag cost your forward progress?

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Unseen Effort

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There is an unseen effort in capturing a sunrise picture from the top of a mountain. It takes some planning, commitment to getting up when the alarm sounds, and ascending in darkness. The image may have a wow factor, but the story behind the picture is often more remarkable.

I saw images from a photo contest surrounding the eclipse this past August. The majority of the finalists were photos taken from unique vantage points and of compelling subject matter. The photographers did a lot of unseen work. Anyone in the zone of totality could click a picture of the sky. What made these pictures more engaging was the story behind each image.

Are we taking the time to share the stories that go along with our events or do we just hope the final result will wow our audience? In the strategic planning engagements, I facilitate, the narrative that supports the written plan is the far more compelling product. Telling the story about the unseen work may be the most engaging part of the process.

 

 

 

Crossroads

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The route is not always certain but sometimes we reach a junction.  It may be obvious or obscure.  The opportunity, if we choose is to assess our choices and leave details for those who follow.  If we embrace values that include helping others then these moments of intersection are opportunities for action.  Our own journey is greatly enhanced by those that have gone before us, even if we are traveling in another direction.

Washing Dishes

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Often, we are happy just to see dishes being placed in the sink.  Getting the dirty dishes into the dishwasher is another level of commitment.  Clearing the table highlights the 80-20 Rule (80% of the work completed by 20% of the people).  Many organizations create board and staff expectation statements that are the equivalent of getting dishes to the sink.  Then we hear grumblings about why only one or two people fill the dishwasher.  We request names of prospective members and donors but only a few people follow-up by contacting the names on the list.  We ask for volunteers to attend a program and the same few individuals offer their time.  We ask for network connections and are displeased when only one person offers a suggestion.

We need to write better expectation statements or get comfortable assigning the final actions to complete a task.  It is up to us to define the scope of work, why act hostile towards those who thought clearing the table stopped at the sink?  We are at our best when we set people up for success.

Transparency

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A nonprofit debated keeping their Form 990 tax return private and sharing it only with the Executive Director and Executive Committee.  The well-intended conversation was based around the financial disclosures that might cause concern to individuals who reviewed the form without appropriate context.  Eventually, the board reached the realization that Form 990 was a public document, viewable on a number of public websites.  Secondly, a board member made a compelling argument that the organization should use the Annual Report as a way to put the programs and numbers in context.  Lastly, the Treasurer and Finance Chair walked the board through the return, stumbling upon Part VI, Section B, Question 11a, “Has the organization provided a complete copy of their Form 990 to all members of its governing body before filing the form?”  The board discussion turned into an act of governance.

The question of which documents must be made public and which may remain confidential causes confusion.  Many social sector enterprises invest significant time and energy into debating this topic.  BoarSource provides a one-page overview that may be especially helpful as a starting point.  I encourage sharing this resource so more time can be spent on the work that matters.