Setting the right pace is essential to provide the best experience for those you serve. A shepherd can only push a flock of sheep so fast; speed shepherding is not sustainable.
How might we pace our efforts so those who want to travel with us can stay in touch?
Airport baggage carousels are interesting devices. A lot of infrastructure and space is dedicated to the luggage retrieval process. When many flights arrive simultaneously, each carousel operates at high capacity. Visit the baggage area between busy periods, and the design appears dated. If a courier delivers packages directly to my doorstep, why can an airline not reunite baggage and passengers in a more personalized manner?
When operations are at full capacity, questioning utilization and design is more demanding. Visit the same site during a slow period, and the respite provides more opportunities for reflection.
How might we embrace generative inquiry during our more relaxed moments and assess if we are trying to solve problems when full or empty?
How do you respond if somebody asks you to share your ‘future resume’? Do you have a mindset that spends as much time crafting a future resume as you spend on a resume that captures past achievements? This is the approach employed by the Savannah Bananas baseball team when they hire new team members.
What if you try this activity with your team. Take a few minutes to draft a future resume; it may be enlightening.
List the five essential rules to successfully merge into your team’s culture? What are the five most important documents/books a new member of your team should consult? Who are the five most important individuals a person should meet early in their tenure? What are the five most important stories about your cause they should know?
Looking for some inspiration, Vu Le has a refreshing look at seven post-pandemic rules the social sector should embrace.
When they built the courthouse (San Miguel Courthouse, CO, pictured above), was it for the community or those who would hold power inside? What is our mindset when constructing something, holding a meeting, or starting a conversation? Seth Godin’s blog post double-clicks on the idea.
We have all been on the receiving end of a conversation that was positioned as an ask but clearly turned into a pitch. Are we able to build more trust and engagement when asked or pitched? How might we be authentic and intentional with our approach?
Sunsets are fleeting. We never know exactly when they will reach peak hues, and we cannot be certain we are in the ideal location to witness their grandeur.
How might we be present when witnessing a sunset and absorb the experience without stressing about the details? Sometimes it is best to stop our progress and mark the moment. We may only capture a portion of the event. Being flexible may be the most remarkable part of our viewing experience.
Selling travel insurance at the airport baggage carousel is a poor prospect. Running a lemonade stand after exiting a fast food drive-thru window presents fewer sales opportunities. Giving a keynote on ‘how to get the most out of a conference’ as the closing presenter might be less impactful. Inflating a hot air balloon in a remote field with no spectators generates less excitement.
How might we recognize that our setting matters? If we are uniquely positioned, then our services will be relevant. If we hide in the shadows, we may be of value only to those who took a wrong turn.
What mountain have you identified to summit? What if you find out you are climbing a different peak than selected? Do you stop your ascent and downclimb? Do you continue upwards, using this climb to enhance your performance for the next expedition? Do you abandon the entire project?
If our passion is climbing, we will likely continue, despite being on a different route than intended. If our goal is a specific summit, we will likely reroute to the planned ascent. If our hope was to curate an amazing narrative, we might use this detour to enhance our story. Being specific when we identify our intentions makes decision-making easier when we reach an inflection point.
A favored way sports leagues retain attention immediately after a championship event is to post a pre-season ranking for the coming season. Often titled ‘A Way Too Early Ranking,’ it attempts to retain engagement with fans. By giving hope to all those fans seeking a reset after disappointment or delighting those building on their success, the poll encourages people to start dreaming and planning for next season.
How might we find a balance between engagement and a reset? When do we allow our fans to recalibrate? When do we need to amplify their connection with our cause?
When traveling as a group, how do you treat the opportunity to upgrade? It may be a bus seat with more legroom, a cafe table by the window, or an aircraft class of service upgrade. Do you take the upgrade, give the upgrade to somebody in your party who may not have experienced the opportunity, or decline the opportunity unless the entire group can advance together? What does your group suggest if one person is provided a better way of traveling? Does the quality of the upgrade matter to your group’s decision-making process?
When upgrades are offered, they are a good test of our values and priorities. There is no right or wrong, but it represents a chance for actions and beliefs to align or bifurcate.
What have been your experiences in real-time?
What-if-concepts 