Planning

Colossal or Fly By Scale

Speed changes our sense of scale. Flying in a commercial aircraft over the landscape at 30,000 feet, we can take a peak out the window, then sip on a drink for fifteen minutes, and upon looking out the window again, the geography changes. However, shouldering a backpack and tugging on hiking boots, traversing the terrain becomes a colossal undertaking, perhaps taking weeks to cover.

How might we recognize that the speed at which we move changes the sense of scale? How might we account for the delta between a road trip on an interstate and a thru-hiker on the Continental Divide Trail? How might we understand the scale facing those that we serve?

Opportunities to Feel Nervous

What commitment have you made that generated a nervous feeling? Was it the uncertainty, the scale of the endeavor, the unknown result, the inability to de-commit?

Feeling nervous can be viewed as a privilege in some situations. We put ourselves on the starting line of a race by choice. However, it can also be generated by external forces, a deadline, a demand placed on us, or unfortunate circumstances. Nervousness heightens our senses, and we must react. We might feel isolated, as if on an island with insufficient space to gather resources and respond. Our mindset could be our most significant advantage or disadvantage at this moment. How we frame nervousness has a profound impact on how we act? Seeing a competition as a celebration of all the training we endured has a different feel than seeing a race as an event filled with moments of possible failure.

How might we embrace the privilege of nervousness (when appropriate) and celebrate the opportunity to act? How might we recognize that we may not always have the chance to feel nervous and this is a unique moment?

You Are Seen

A relative’s daughter transferred to a new High School this year. She is joining as ‘the new student,’ trying to navigate the complexities of teenage networks. After her first day, friends from her previous High School texted her to ask how the day had gone and about her experience. To me, this is the best of humanity, looking out for others as we aspire to be forces for good.

A recurring question from social sector organizations is, ‘Why have a strategic plan?’ Their typical barriers list include time, resources, frustration with the process, lack of engagement, failure of past plans, etc. I respond with counter-points and shifting mindset possibilities. However, I changed my focus the other day, advocating that these plans are for those we serve. They represent a hat tip, a shout-out, and an ‘I see you’ text to our community. It is a promise that we value their presence, and here are our best ideas to serve each of them. It is an opportunity to offer a point of confluence, a shared journey forward, but it only works if they have a seat in the boat to help us paddle around the next bend.

What if your next plan adopted the perspective of a shout-out to those you serve, reminding them of the miles traveled together and the opportunity to craft a narrative for what will come? What if it is as simple as texting your fans, ‘We see you. Thank you for being with us. Will you join us as we strive onwards?’

Predicting the Future- Poorly

If we can predict the future, why did we schedule the gala performance on the night of an enormous summer thunderstorm?  

How might we recognize that we cannot predict the weather and, therefore, probably cannot anticipate other critical future events? Perhaps we should leave space in our planning to adjust and reroute.

Changing Topography
Interactive Topography Sandbox
byu/Kanute3333 inoddlysatisfying

The power of generative conversation is similar to playing in a sandbox. We can build, alter, and discard ideas without worrying about the constraints of reality. Like the Topography Sandbox, we can quickly alter the terrain and consider new possibilities. How might we make room for generative conversation in our next meeting?

Murder Mystery versus Suspense

If you are writing a murder mystery, you must know the ending in order to sequence the narrative and clues. If you are writing to create suspense, you just require a situation. This is the reflection of the iconic author Margaret Atwood during an interview at the Sun Valley Writers’ Conference.

If you are trying to write a plan that predicts the future, then you need to know the ending. If you are writing a plan that focuses on creating a better version of your enterprise, you need to decide which direction you intend to travel.

Although the distinctions are subtle, it changes the mindset and the focus of the author.