We might build a viable enterprise if we establish a solid foundation and frame our strategies with appropriate materials. We invest significant resources to occupy a distinct location. As an alternative, we can carry our basic necessities and be mobile.
How might we decide if our location defines our work or if our work defines the location?
What if your planning starts from the end? What if you reverse engineer from the finish line? How might it change your mindset and alter priorities? How might our investments of resources alter if our strategy works from a different perspective?
If our strategy is too complex to execute, it will likely falter. If we supply an unmistakable path forward and clarity about the intended horizon line, our work can focus on the journey. Otherwise, we might spend substantial resources navigating endless sand dunes, looking for a place to set sail.
It is probably quickly forgotten if we bring a stuffed animal to a hockey game and throw it onto the ice after the home team scores. However, if the home team holds a toy drive and thousands of stuffed animals are thrown onto the ice after the first goal, it is remarkable. Questions are similar; one rouge question might get a quick response, but a cascade of intentional questions can steer an enterprise’s future strategy.
What questions must you answer before you can ask another question?
Do you need to agree that contributed income is a vital source of revenue for your venture? Once established that contributed income is a priority, you can commence with questions about how your cause engages potential supporters in meaningful conversations about their philanthropy? The sub-questions have little value if we have not answered the essential question.
There are times when we select our trail companions, there are times they select us, and there are times when we happen to occupy the same section of the trail. I was running in the mountains when a dog decided to join me for a portion of my run. The adventurous canine appeared happy and confident, so I assumed good intentions. After a couple minutes of shared navigation, I noticed another trail user with an umbrella below me on the lower switchbacks, and the dog dutifully returned to their owner.
We do not always get to pick our partners while doing the work that matters. Sometimes, we join forces after strategic decisions; other times, circumstances compel us into a shared space, and occasionally, we just happen to be occupying the same point in our work (or organizational lifecycle).
How might we be open to all types of partnerships, not just the ones that primarily benefit us? How might we recognize that being a trail partner offers assurance to those who might have doubts or need a little inspiration to continue their journey?
The impact is muted if I eat all my energy bars and drink all my sports drinks in the first half-hour of a six-hour bike ride. If I wait until the final half-hour to consume all my nutrition, the fuel arrives too late to produce a substantive difference. However, the result is much greater if I plan to eat one bar and drink one bottle each hour throughout the ride. A nutrition strategy for my journey allows for a more consistent and sustained effort.
How might we apply this strategy to our own work? How do we ensure we have fuel for our journey delivered at the right intervals?
What-if-concepts 