Service

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?

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?’

Selling to Accountants or Drivers

If we sell a car to an accountant, we might focus on the vehicle’s efficiency, cost per mile to operate, and return on investment. If we sell the car to a driving enthusiast, it may be better to concentrate on the driver experience, emotions of sitting in the car, and the story the driver can tell.

When we talk about our work with others, we do not need to sell to ourselves. Rather, it represents an opportunity to share a narrative with the audience that provides them with a chance to engage with the work. How might we find points of confluence that combine the listener’s story with our work? The authentic merging of two narratives allows another player to join the quest.

Former Board Member Prompt

What are the five most important things your organization has forgotten?

What if you invited former board, staff, volunteers, and key insiders back for a round table (virtual, in-person, or hybrid)? If you provide them with an update on the state of the organization and then ask, ‘What are we missing and/or forgetting?‘

I work with several nonprofit boards that have term limits. As board members transition to former board members, the amount of institutional knowledge that evades transfer is overwhelming. It is not always obvious items but often the peripheral pieces.

How might we benefit from those who have proceeded us? How might those who have served continue to fuel the journey with their knowledge and networks? How might ‘end of term’ not mean ‘out of touch?’

VIPs

What do your VIPs experience that eludes your general members? It is reported that Elon Musk had a small group of employees annotating data from his Tesla automobile to ensure self-driving mode worked most effectively. His data received special attention to maximize performance. This level of service was not available to the average Tesla owner. Elon’s driving experience is different than all other Tesla owners, unless they drive the same routes he uses with his Tesla.

What VIP services might conflate the experience the general member receives? How might we assess the service we provide to all our customers, not just those who have the special phone number and secret doors into our enterprise?

How might we monitor the experience of all our fans? How might we not focus solely on the VIPs who have secret phone numbers and private entrance privileges? If our organization’s stated values and actions diverge when it comes to our most important members, perhaps we need to have a generative conversation about our priorities.

The Key You Are Seeking

Just because you have a key, it may not be the right one for the vehicle you are trying to start. If you have a template/framework/idea/donor/board member/network from another cause does not mean it will work for your current enterprise. The right key and the right vehicle are essential to initiate your journey. Just as the right resource must match the culture and needs of the organization you intend to serve.

Public Domain
https://www.experiences.it/archives/71837

What happens when your proprietorial work makes it into the public domain? What is the impact of others iterating on your creation? How does it align with your values and focus? If you believe in making the world a better place, does it matter who gets the credit? If you believe in delivering for your shareholders (or donors), is it essential that you generate a metric that shows a return on investment? What if your idea is leaked to the sector, and it is the spark that generates an unexplored way of serving those that you are committed to helping? Do you need credit, or does moving closer to your vision suffice?

Glance

What did you glance at that was exceptional, but you were unable to witness (or capture) the entirety of the event? A shooting star? A retreating grizzly bear? The first moments of an unforgettable keynote? An iconic board member who is finishing their term just as you start your service? A glimpse of the impact bestowed by the first year of a transformational grant?

Glances are helpful since they furnish a picture of what is possible. They may not be sustainable or ordinary, but they set the conditions for developing a vision for the future. How might we use glances to inform our current and future efforts? How might a glance be the beacon to which we orient?

Useful

A tugboat is not useful for the majority of a transatlantic crossing. However, it is a crucial tool to pilot a large cruise ship from the departure port and upon arrival at the destination port. Tugboats are uniquely positioned to ensure successful voyages. We do not disparage the value of a tug boat when it returns to the harbor once the cruiseliner reaches the breakwater and open seas. The confined and complex waters of a busy port require a specialist, and the tugboat is the ‘offensive lineman’ of the harbor. Working in close proximity to others and rarely receiving the spotlight unless something goes wrong.

How might we maximize our usefulness without fretting about the portion of the journey we are not equipped to support?