When you make a place visible, who are you serving? Do they need illumination? Is the light entertaining or creating value? What impact does it have on the adjoining ecosystem? If we direct the spotlight into the eyes of those we intend to support, they may be more discouraged than motivated about continuing their journey but in our minds, we provided a beacon to light the way.
How might we understand if we are randomly creating unchoreographed bursts of light or if we are providing a pathway for those looking to navigate a challenging section of the trail?
Which rules do you follow, and which rules do you consider suggestions? Speed limits? Carry on bag allowances on commercial airplanes? Suggested contributions for entry? Paying taxes? Jury duty? Attending meetings?
We adapt to rules based on a number of referral points. In the State of Idaho, there is a traffic rule that cyclists can treat a Stop sign as a Yield sign as long as they are not impeding traffic flow. It is called the “Idaho Stop.” It is a practice adopted by cyclists in states that do not have the “Idaho Stop” as part of the traffic code. Technically, it is a violation, but when done in appropriate circumstances, it keeps the cyclists safer and allows motorists to proceed more efficiently.
Each enterprise has ‘rules’ and ‘RULES.’ The trick is communicating the expectations behind these regulations. Some practices are in place to demonstrate respect and maintain a hierarchy. Others are essential for the organization to function. Occasionally, breaking the rules is critical to success and/or life safety.
How might we set our team up for success by illuminating what is non-negotiable and what is a suggestion? How might we recognize that circumstances might change the rules? And lastly, are our rules and values aligned?
What does an impactful annual report look and feel like? I would suggest the five-minute report uploaded on the vlogbrothers YouTube channel is a remarkable template. Surprisingly, the biggest impact turned out to be the advocacy work contributed by numerous members of the Nerdfighteria community.
The preserved parts of our history are like shards of glass, scattered pieces of a vessel that once was a single container. The parts can be assembled to provide a glimpse into the past, but they cannot tell the whole story. What we choose to preserve often leaves many questions. How might we provide context for the time capsules we assemble for those that follow?
Have you sat at a traffic signal and waited longer than average for the light to change to green? We question the functionality of the traffic signal. Has the sensor registered our presence? Is the signal operating? Is the wait really delayed, or is our perception not in synch with the traffic signal algorithm?
When we witness a sunset, we have a different sense of timing. Nature proceeds without recreating the anxiety experienced at the traffic light. When a sensor or input is involved, we anticipate a reaction. When no opportunities to engage with a system exist, we assume a more flexible mindset.
What sensors have we intentionally placed in our interactions with our supporters and clients? What interactions have we intentionally not installed a sensor? How do our choices impact the mindsets of those we serve?
It is just a simulation until you actually navigate the maze in real life. The interesting point is that some simulations reach an opposite conclusion than an actual attempt. See this water in a maze scenario.
One is offense, the other is defense. One requires the spark of curiousity, the other is associated with fear, or at least hassle.
Seth Godin
Seth Godin crafted an enduring blog post defining the difference between adopting and adapting. A strategic decisions we need to discuss is if we are a group of people looking to adopt or adapt? The two mindsets will fundamentally change how we proceed. How might we plan for our future using strategies that reflect our posture?
As a guide, we can empower clients to assume a decision-making posture. How might we design a dynamic so team members assume ownership of the process? They may not have all the necessary field experience, but the success of their thru-hike is predicated on an ability to navigate, even when the route is unclear. If we always adopt a ‘follow the leader’ formation, we dull the wayfinding mindset. How might we empower those doing the work that matters to be active participants in the route finding?
Taglines are a fantastic way of articulating the essence of our cause, except when they are not. I notice taglines more often when experiencing a disruption or disappointment than when things are in a state of delight. United Airlines champions, ‘flying the friendly skies.’ But that does not feel on point when we are requested to deboard a suddenly canceled flight, and there is no customer service agent to assist with rebooking options. Disneyland promotes being the ‘happiest place on earth,’ but a disconnect is palpable when a favorite rides break down, a cast member snaps at us, and waiting for the most popular attractions edges towards triple-digits.
We want to present our best selves, and taglines are aspirational. They set an expectation and a standard. What gives them depth and meaning is how we cover the range of emotions our clients will encounter, from extraordinary moments of joy to unintentional disruption. If we show up and embody the spirit of the values embedded in the tagline, our fans are likely to deepen their relationship with us. If we say, ‘Get over it,’ then we have broken the relationship, and it becomes transactional.
*** Sometimes, we must intentionally break our tagline in order to maintain the circle of safety. That is how we further trust and those who show up know we care.
When it comes to obtaining customer input, executives often think a multiple-choice survey will be the most cost-effective option. They have their place, of course, such as if you want to know the percentage of people who liked or disliked something. But these instruments are shallow and derivative at best, and at their worst they can be annoying and counterproductive. So don’t let them become an excuse for not talking to the customer.
Net Promoter surveys, pre-retreat questionnaires, automated phone calls, and ring the bell if you received good service; each is a tactical way of generating feedback. On balance, they hinder strategic insights from conversations with clients (those receiving your services). A fundamental case for performing focus group sessions or design-thinking workshops is the ability of one real-time participant to build on the idea of another attendee. This process of idea generation does not translate to the opening list of feedback tools. If you run a single proprietor business and the store is only open when you are present, then you have the chance to engage every customer in some type of generative question about why they chose to do business with you. As the number of team members interacting with customers expands, these conversations are harder to generate, and the ideas are rarely collected in a single repository and reviewed. Therefore, it is convenient (for the business) to send out surveys and seek quantitative feedback. This is the detour from human-centered design. If you were asked to select the ‘type of person,’ you are based on one of six choices that applied to all humanity; how accurate of a representation would the data reveal.
What if we prioritized gathering feedback that focused on genuine interactions with our clients? Where possible, gather a cross-section and create an opportunity for generative feedback (free pizza and beverages are well received). This is a key activity that highlights an organization that embraces a culture of curiosity and invests in a remarkable strategic planning process.
How might we select genuine input that does not populate into a dashboard report? How might we gain more clarity about our super fans and why they trust the work that we have deemed essential?
