What is the line you will not cross? Is it supported by your values? Is it hypothetical, or has it been tested in real-time? Why won’t you proceed if pushed?
Knowing your boundaries reduces anxiety. If our line includes a fear of heights, it helps us avoid selecting routes to the summit that require ascending via a cable while hanging over 1,500 feet of cliff face.
Cowboy songs are easier to sing when out on the trail while riding one’s favorite horse. They are more challenging to belt out when sitting in a corporate board room while wearing a suit.
A sense of place impacts our mindset and effectiveness.
Ask a team to engage in a brainstorming session or blue sky thinking after everyone has spent sixty minutes going line for line through a proposed budget, and the results might be less than remarkable. Going offsite and walking in the woods before gathering in a comfortable place to think generatively may be a more productive course of action.
How might we set ourselves up for success by putting ourselves in better locations?
What are your organization’s tent poles, the critical structural supports that allow your enterprise to thrive? What would you list if you could select three essential pillars that enable your ecosystem to flourish? How do these foundational pieces match your cause’s core values? Is their alignment or a disconnect? If one lists their tent poles as annual donations, headquarters building, and fundraising gala, one might wonder if collecting things is more essential than being of service. How might our perception change if the tent poles are considered the beneficiaries of our services, staff, and volunteers? Would it fundamentally change the organization’s mindset and focus? Does a ‘people first’ mindset shift the structural strength and sustainability of our enterprise, or do we consider the resources the tent poles that are necessary to facilitate the programs?
*** Did you spot the moose to the left of the tent in the pond?
I donated to several ‘a-thons’ this year at the request of family and friends. The pitch is typically a template, and the ask is simple. Please help me reach my fundraising goal as I complete the following event. Typically, the event is a significant undertaking and requires time and resources. After contributing, an automatic email acknowledging my gift is generated.
What leaves me feeling incomplete is that no participant followed up after completing their event with a summation, update, photo, emoji, or letter. The event finished, and the impact of their efforts left the donor to assume all was as expected?
If you ask individuals to fuel your journey, consider how to report back on its impact. How might we follow up to say, ‘I made it, and I remember how you showed up for me when the outcome was in doubt.
Sometimes, it takes a better backdrop for our work to resonate. We believe we are visible, but instead, we are camouflaged against our surroundings. How might we see our work as a third party instead of only looking outwards from our perspective?
What peak are you climbing next? By reaching the summit, what achievement is gained? What did you learn when you climbed the last mountain? Sometimes we climb because the trail leads us in that direction, other times we are more intentional with our route selection. How might you plan your next ascent?
If you were selected to produce a mini-series, what would you choose as your topic? What story would you tell? How would you add depth to the main characters? What is the series’ purpose (entertainment, education, documentary)? What outcome do you anticipate for your audience after viewing the series?
Often, strategic planning parallels a mini-series. We select a journey we hope to travel, then procure the crew, cast, locations, and resources and set a timeline. We adapt and overcome as unanticipated barriers appear throughout production.
One of my favorite Netflix series is The Queen’s Gambit. The production team took an intellectual and static game and provided depth and dimension. They expanded the fan base far beyond chess aficionados. In chess, the intention is to predict the future and implement a strategy but adjust our play constantly. There are parallels to the social sector, where we often need help to gain engagement. How might we present our work with authenticity? All the chess matches in The Queen’s Gambit were based on real games and make it resonate for those seeking to make a difference.
What mini-series are you producing? What are you dreaming about launching?
External factors such as temperature, audience participation, number of donations, frequency of communication, and reception might change our mindset. A sunny trail run that hits a pocket of wintery mix might turn from an enjoyable exploration to a survival event. We might exchange our core question, from where to go, to how to get back to the trailhead. How might we prepare for external factors to alter our focus? A bear encounter during a camping trip might put us on heightened alert, but a fantastic sunset overlooking a mountain lake might be the most tranquil moment of our year.
Let’s add depth and dimension to our work by illuminating how we strive to serve others. Behind-the-scene tours focus on how the work is completed. We can hear about the obstacles that nearly derailed the project before it was completed. We can see the errors that were left in the construction phase but now are iconic hallmarks. We can feel the commitment to the process.
How might we share our work so our masterpiece has more depth and dimension?
How do you share your point of view? Is it memorable? What narratives and points of engagement do you employ?
What-if-concepts 