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Bogus Basin Ski Area- Proposed new lift dotted line. The existing lift represented as solid line

When rebuilding a ski lift, placing the lift towers in the same locations as the original version may not be necessary. Reconstruction is a chance to reimagine how the ski lift functions and even alter the impact of the ski lift. The first ski lift was constructed in the low point (valley) of pioneering ski runs. The thinking was skiers would gravitate to the ridges to make their turns. Skiers, acted on by gravity, naturally returned to the canyon portion of the ski run and inevitably dodged lift towers that occupied the preferred fall line. So, the ski lift was reconstructed on the ridge lines, reversing the original paradigm.

How might we utilize reconstruction to update our alignment? What if we are expanding the size of the board? Do we seek weak ties to broaden representation on the board, or do we double down on the skill sets and attributes currently serving the board? What if a key partnership changes? Do we find the next best organization to fill the vacuum, or do we review the program and assess future needs before moving forward? How do we remain curious, even when we have invested in a functional platform?

Outliers

When a group does something noteworthy once, we call it a blip. But if they repeat it again, and again, and again, we search for clues. During a school’s annual day of giving, the graduates from the class of 1988 participate at an extraordinary rate. There is nothing unique about these graduates, no celebrity offering tickets to their next event or incentive scheme that makes participation transactional. Simply put, one class member dedicated themselves to staying in contact (pre-social media) with most of the class. They sent out several emails before and during the one-day philanthropy event. Class members respond, and the cascade of contributions flows, with the participation rate edging toward 80% (the above screenshot was taken before all gifts were made). Other class agents attempt to replicate the giving patterns of the class of ’88 with mixed results but usually cannot sustain the participation rate. The class of ’88 is an outlier, not necessarily managed by the school, but a once-a-year revival.

How might your cause embrace your outliers? Where do you offer support? Where do you stand aside and allow the organic nature of their actions to proceed, unencumbered by systems? Which outlier activities are transferable, and which are not easy to replicate?

But, I am Good at Complaining

When is it worth complaining? Is it an emotional reaction, an opportunity to point out areas for improvement, a warning of pending danger, or to address a barrier that requires removal? You can stand in a stall easily if you are a horse that throws a shoe. If your horse is competing in a week-long endurance event trip, reshoeing is required since there is much terrain to cover. Complaining might be warranted in one situation and not as urgent in the other.

Complaining has become an expected or even acceptable form of communication. How might we prepare to respond to those who rely on complaining as their primary communication technique? Roy Kent’s press conference from the Ted Lasso series is a master class in using a story to add perspective to an emotional situation.

They Know the Song. Now We Can Share the Spotlight

Near the end of Prince’s rendition of Purple Rain at the 2007 Super Bowl, he knocks over the microphone and turns his song over to the crowd. Tens of thousands sing the final rounds of the chorus. It was the summation of a phenomenal halftime show. For the majesty of the performance, the group participation at the conclusion took the experience to a legendary crescendo. 

When we share the stage, our generosity is often rewarded with a feeling of ownership and personal fulfillment that cannot be replicated by acoustic osmosis. How might we share the stage with our fans so we can produce the best version of our collective work?

Wayfinding the Letter Search

Wayfinding parallels solving the New York Times Letter Boxed game. There is no perfect solution; sometimes, we rely on patterns we encounter in other parts of our journey. We are endeavoring to stay in the game, relying on what we can achieve now, even if it is a three-letter word, to reach the next attempt. Solve the puzzle in one remarkable turn; you are a genius. Complete the game in five guesses, and you are a player. If it takes six or more turns, you are still in the game and acquired knowledge that will serve you well in the next chapter. Even when we backtrack and undo a previous guess, we still navigate toward a waypoint that moves us closer to delivering the work that matters.

How Stated Values Impact Authenticity

Reading United States’ mottos is a confluence of opinions and a group’s projection of themselves. Some of the mottos are aligned with our thoughts about a region, and others are further from our perception of reality. One of the ways we develop trust and authenticity is we state what we believe, and then we act in a manner that is compatible with the belief. If we can construct a simple equation that balances stated belief and action, we call individuals authentic. We might be willing to instill trust in them because of their authenticity.

Any Stick or That Stick?

Are you seeking any stick on the trail or a specific stick? Sometimes, any stick will do. Trying to start a campfire, kindling and branches of different sizes are welcome. If you need a walking stick, the optimal length and width narrow the potential inventory. Looking for something long enough to rescue a friend who has fallen through the ice, we might try anything we can grab. For an artistic door handle to serve as the finishing piece on a custom-made door, the criteria increase exponentially.

When any stick will do, there is a limited need for evaluation (snake or stick?). When higher-order decision-making is desired, consider drafting a strategy screen (a key step in David La Piana’s The Nonprofit Strategy Revolution framework). Developing filtering statements that guide future decision-making is best done in advance instead of under the pressure of a deadline. If we replace sticks for initiatives, what follows is a potential start to a strategy screen (customization of this template is encouraged):

  1. Is the initiative aligned with our Magnetic North (Purpose, Vision, Mission, and Values)?
  2. Is the opportunity consistent with the strategies outlined in our strategic plan?
  3. Does the initiative benefit our customers? Does it help us be of greater service?
  4. Does the opportunity leverage the trust we built with our supporters and community?
  5. Is our cause committed to doing the work that matters to launch the project?
  6. Does the opportunity enhance our connection to the community we serve?
  7. Are we replicating or duplicating a similar initiative curated by one of our partners?
  8. Do we have the resources to manage the opportunity (staff, fiscal, facility, expertise, etc.)?
  9. What is the evaluation of the risk management exposure?
  10. What is the length of the commitment?
  11. What is the geographic service area the initiative covers?
  12. If the initiative launches successfully, can we sustain the project?
  13. How might we unwind the endeavor if necessary?

A side benefit of the strategy screen is that if you represent an organization that is on the receiving end of frequent requests to launch and partner new programs, share the strategy screen with the individual proposing the project. Explain that these are the criteria that the decision-makers (staff, board, membership, etc.) will use to make an initial evaluation of the initiative. It makes the decision-making process more transparent, and the advocate may have insights on answering specific strategy screen questions. 

Lastly, I recommend using the strategy screen like a street light, applying green, yellow, and red coding as you answer the screening questions. All green does not mean proceed, nor does a single red light mean the initiative fails. The screen represents a guide to support your cause’s best decision-making and enrich a culture of curiosity.

Degrees of Seriousness

If the hazard is extreme, we might expect multiple signs, ropes, prosecution threats, and a skull and crossbones warning of death. If the potential risk is minimal, we might anticipate a yellow sign reminding us to pay attention. Placement, colors, symbols, and words escalate or minimize the level of caution we are attempting to communicate.

How does your enterprise communicate a call to action? Is there a scale that ranges from summer camp registrations starting in a week to the state legislature hearing a bill that will cut off a majority of your cause’s funding? If you do not have a readily accessible scale, the message might be lost in a time of high need.

Setting Limits

The British Cycling Time Trials group advised cycling promoters to no longer hold time trial events on roads with a speed limit of 20 MPH or lower. This decision is due to safety concerns and is intended to reduce cyclists moving at a speed greater than motorized forms of transportation.

When do governors and limits make sense? Does directing a cyclist to a higher-traffic road with a 50 MPH speed limit from an infrequently traveled rural road with a 20 MPH speed limit so the offset of speed is in favor of motorized vehicles make the most sense? We might place limits to establish norms and expectations. Which of our manufactured rules make sense, and which are easier to defend in a debate so we carry on even when the consequences are misaligned?

I know of a board that had a compulsory attendance rule for meetings. Board members were marked absent even when they traveled on behalf of the organization to events such as a national conference. The rationale was that it was easier to mark the individuals absent in the minutes than to note the board members were on assignment. There were two options in the minute template, ‘present’ or ‘absent,’ but nobody dared to address the unintended consequences and redesign the template.