Reading United States’ mottos is a confluence of opinions and a group’s projection of themselves. Some of the mottos are aligned with our thoughts about a region, and others are further from our perception of reality. One of the ways we develop trust and authenticity is we state what we believe, and then we act in a manner that is compatible with the belief. If we can construct a simple equation that balances stated belief and action, we call individuals authentic.We might be willing to instill trust in them because of their authenticity.
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?
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.
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.
Imagine announcing ‘this is a wrap’ to a sold-out, best-in-class gathering that consistently improved over ten versions (thirteen years due to pandemic disruptions). An event attended by super fans, individuals so inspired they broke numerous world records for fun, including this year’s iteration with the most individuals dressed in T-Rex costumes.
When we build something magical, authentic, memorable, and one of a kind, we might consider adopting a river mindset. We are visitors to the confluence point between individuals and events. The main channel moves forward at some point, and the merge is complete. We cannot stay forever at this liminal boundary where two things combine, but we might capture the spirit and retell the stories. These imprints will serve us well as we encounter what is around the bend as we navigate the next section of the canyon.
As Barry Lopez reminded us, “Everything is held together with stories. That is all that is holding us together, stories and compassion.”
Thank you, World Domination Summit, for a transformational journey and living the values of community, adventure, and service. It was remarkable and shall live on.
If we are committed to what we believe, we are willing to restate our purpose repeatedly. We are OK with the quick pick option if we consider it a game of chance.
Which core values are you not willing to sacrifice because they are fundamental to your quest? Which tactics are considered a roll of the dice? If we are not playing the same numbers in every drawing, then we should recognize the outcome does not matter. We have signed up for the adventure, but the work that matters comes with dedicated effort.
When racing in a mass start event, should our primary focus be to hold onto the fastest possible competitors or be a contributor to the a pack’s success? Is it more rewarding to struggle and suffer to be the final member of a group to reach the finish. Or, is it more rewarding to have raced as an active leader, contributing at the front when possible?
I have spent numerous kilometers suffering to hold the wheel, skis, shoes, and draft of far superior athletes. They have dragged me to better performances than I might have managed during a solo effort. However, I feel a bit unfulfilled at the end. If I simply hung on at the back of the pack, I contributed little our collective success.
I have spent more time actively pace-making up front. I feel more of a reward at the finish and it aligns with my personal values. Even if a ‘hold on’ member of the group out-sprints us all at the line in a sudden burst of energy, I helped set-up our group for success.
If I measure results, the hold on method probably yields higher placings. If I reflect on personal satisfaction, the active leader yields better stories and deeper connections with those I supported.
No right or wrong. Just a reminder that individual choices and talents are not always visible on the result sheet.
When we navigate using the constellations and stars in the night sky, we rely on light generated in the past. A few stars might not exist in real-time, their fate unknown to us since it may take hundreds of light years for current illuminations to reach us. So, we proceed confident the past will secure our coordinates.
When we plan, we review. We take what we know now and attempt to rationalize and transpose it onto the blank canvass that is the future. We make broad assumptions and overlay current conditions. If we want a tropical vacation in 2023, we believe that historical weather patterns will hold and we can rely on Hawaii to meet certain atmospheric parameters.
There is no fault in this approach, it has served us faithfully in many examples. Mondays have a familiar routine compared to Saturday and we can account for trends. Except when the past does not equal the future.
Where do we turn in these moments that break the blockchain? We navigate from our values and training. Our values are behaviors that are foundational and we will not sacrifice except under extreme duress and our training is what we practice (intentionally or not) on a regular basis.
Fire departments hold drills to reinforce training and values. Laddering a building is not the most complicated task. However, footing a ladder on uneven snowy ground in thick smoke, while flames roll out of a second story window, and rumors of entrapped occupants circulate; that is when the stars are obscure and we cannot easily consult the plan. We adapt, get creative, deploy our resources to maximize our talents, and rely on our training and values.
Many fire departments share a motto that is paraphrased as follows: we take reasonable risks to save property, we take a lot of risks to save a life. Values matter and they are often most visible when the conditions are extreme.
When we plan, do not forget to confirm the values of the people on the expedition. If everything goes as predicted the plan may succeed as scripted. However, when the conditions change to challenging, our values will override the plan and new options and decisions must be considered.
How might we make time during our planning to confirm our values? It might be the best planning decision we make.
Recreational Equipment Inc. (REI) is selling their brand new custom built headquarter building. They never moved in despite designing a facility that captured the essence of outdoor lifestyle and embraced nature. Rumored reasons for abandoning the HQ include, raising cash for the balance sheet, changes to workplace requirements, and pivoting to a new business model. Five years ago, REI was a leader in closing stores on Black Friday. Instead it started the #optoutside movement, encouraging people to engage in an outside activity over chasing retail sales.REI chose people over buildings.
It is easy to think that our facilities as the essence of our being. Where we do what we do defines our stories. We have been encouraged to choose our travel lodging based on the ammenties of a hotel or airbnb. Ice machine of every floor, pet friendly, workout facility with new machines, and 24-hour room service might make the difference in selecting our overnight lodging. But if the people who work within the building do not care, it cannot overcome the luxury.
If we lead with our core values then we can see how REI decided to forego their dream HQ. In the first half of 2020, they laid-off employees and closed stores. The optics of moving into the headquarters would amplified the misguided ethos of managing image over leading people. Instead, they were willing to put the moving trucks on hold and revisit their decisions. REI asked “how might we” and the resulting choice was a different path. A journey which may create more loyalty, greater trust, and a better future.
When our line of sight is limited, we have choices. Speed up, maintain pace, or proceed with caution. Our sense of place and mindset impact our ultimate decision. Driving on the interstate, we can expect the road is engineered to support the speed limit. So a curve should not result in radical deviation. Mountain biking down a flow trail, we can expect banked corners to accommodate the speed we might be carrying from above. In a high alpine backcountry setting we might anticipate some thoughtfulness in trail design but if the vertical exposure is sufficient, we might decide to decrease our pace.
We encounter blind corners all the time. We can not see into the future far enough to anticipate the terrain. If we previously traveled a path it is easier to approach with a sustainable pace. If the trail is new to us, we might settle for a cautionary approach, allowing us time to adjust our course.
The recent months have presented a series of blind corners. COVID, financial recessions, virtual workplaces, Black Lives Matter, and masks. Some enterprises saw a chance to accelerate into open space. Others pulled to the shoulder of the road with their hazard lights ablaze. Each organizations saw their approach as best. Blind corners tend to amplify our beliefs and values. If we see each opportunity as a challenge to maximize our talents, then we might proceed in sports mode. If we believe we are playing the infinite game, then we might downshift and cover the brakes, confident we will be able to continue to journey.
How do our choices amplify (or derail) our core values? Have we built trust and loyalty because we acted in concert with our beliefs or have we created factions in our team due to misalignment? Are we still on the road or have we spun out into the ditch?
What-if-concepts 