When my son confronts a problem he does not want to tackle in real time, he says, ‘That is a future me problem.’ Future Me gets assigned some of the most demanding and daunting items. What if we made a list of the future me problems? How many would become part of your enterprise’s strategic framework? It is painless to leverage the most important to the future while addressing the most urgent in the moment.
Adding a water bottle under the front of a cyclist’s jersey made them more aerodynamic. For years, conventional wisdom assumed the frontal area benefited from a more streamlined presence to achieve higher speeds. However, employing a water bottle acted like a fairing, increasing the cyclist’s potential average speed.
What pieces of conventional wisdom has your enterprise decided to suspend? A fundraising consultant evangelized that capital campaign asks for charitable donations should only be made while seated inside, signifying the request’s sincerity. An acquaintance decided they could only connect with distinct donors during recreational activities. They secured leadership commitments from key supporters while on the ski lift, golfing, mountain biking, and fishing. If they had waited for the prescribed moments, they anticipated a missed opportunity.
We might possess the right vehicle, but without superior traction, it may be a showpiece when we encounter challenging conditions. How might we match the set-up of our transportation with the conditions we confront?
If we rely on visual aids to operate our enterprise, we are restricted from functioning in challenging environments. If we have invested in more sophisticated guidance systems, we can launch our programs even when we cannot see the horizon.
What navigational aids does your cause utilize to remain oriented during tumultuous conditions? What has worked, and what has failed your team?
Emergency service agencies require routine equipment checks to ensure the vital gear for a response remains operational and accessible. If we leave our Emergency Operating Plan in a binder on a shelf and wait for the emergency, we may learn there are unintentional gaps. Facilitated scenario training may be the wisest investment your cause can make to practice and learn in a controlled setting.
Are you more enthusiastic about the route or the horizon line? Does the idea of travel or the destination resonate more? If you could time travel to the journey in progress or the arrival back home, which would you select? Knowing our preferences influences our mindset. Our mindset prioritizes which aspect of the adventure we deem most important. All of these aspects will allow us to put our signature on the way forward.
If we make real-time decisions, be aware of our mindset and the moment we decide. No skiers were riding the chairs in front of me, there was no snow on the south slopes, and nobody was skiing the mogul run below the chairlift. A good observation in real time might be that it is time to shift the ski area’s operations to a minimal viable status. The snapshot does not capture that both photos were taken in the last minutes of the ski day for this part of the mountain; everyone had departed or was exiting via other runs.
How might we balance the long view with the immediate facts? How might we remain more holistic when there is a variance in the budget, a blip in enrollment, a change to a donor’s giving habits, a shift in how board members attend meetings or a disruption experienced by a peer organization? How might we prioritize a culture of curiosity over the desire to fix the immediate issue?
What fact do you know to be true? Have you confirmed the hypothesis? I know gravity is a generally agreed-upon truth, but I do not completely comprehend the science and mathematical equations that prove its existence. When I run, I expect my feet to reach for the ground and strike with some level of force. My gut senses this before my brain.
When approached to support a cause and an organizational advocate starts with data, I often ask them for their story about how they got interested in the work. Enter the engagement with a narrative and shift to confirmation with facts. For this reason, I commence consulting engagements with Magnetic North, which involves the articulation of purpose, vision, mission, and values. My experience has confirmed most participants show greater attachment to the purpose and values because those articulations better capture emotions. The vision and mission trend toward factual representations.
How might we embrace emotions, even when we retain overwhelming research that confirms our impact?
The American West cherishes a good belt buckle. It is even more admired if the buckle is won in a competition such as a rodeo, futurity, or pleasure horse event.
If you presented your team with the outline of a blank belt buckle on a sheet of paper and asked each to create a customized drawing or representation of your cause, what designs might be developed? In facilitating this exercise in organizational retreats, I have witnessed some remarkable results with symbols and icons that range from iconic to obscure.
Consider this icebreaker at your next retreat.
Larry uses random chance to decide which of two friends to visit every day for a month. Each friend lives an eight-minute subway ride away, but they live in opposite directions from the closest station to Larry. Trains to each friend’s neighborhood arrive at Larry’s station every ten minutes, so he walks to the platform and boards the first train to arrive. After committing to this experiment every day for a month, he recognizes that he has seen his friend Henri 85% of the time and his other friend Cole only 15% of the time. He traveled to the starting station at spontaneous times and boards whichever train arrived first. Why does he end up visiting Henri so much more frequently?
The transit schedule is such that the train to Henri’s neighborhood arrives one minute before the train to Cole’s neighborhood; therefore, it is likely that the next train is headed towards Henri since there is only a single-minute period every ten minutes when the next train departs and heads in Cole’s direction. More specifically, trains to Henri’s arrive at 08,:18,:28, etc, versus Cole’s train at 09,:19,:29, etc.
We wonder why we are not selected more often to do the work that matters. Sometimes, we live in the shadow of the more dominant enterprise. Other times, we do not retain the network reach of another cause. Sometimes, we offer the same service, but the schedule works against us. Understanding how and where we are uniquely positioned to act is part of assessing our competitive advantage. When you have an emergency and call 911, dispatch tries to assess the nature of your call before sending emergency services. Launching the Confined Space Rescue Team with ropes and flexible stretchers does not solve a working structure fire. Dispatching the Swift Water Rescue Team clad in neoprene and flippers does not work well for a winter avalanche rescue. Knowing when to launch our services and to whom is vital to serving with impact.
100 million NCAA March Madness collegiate basketball brackets are filled out yearly, and they cannot correctly select all the winners. How do we expect to predict our organization’s future if we do not have the benefit of professional analysis and endless metrics? Are we so confident in our ability to forecast the future that we can write strategic plans as if we are completing a winning NCAA March Madness bracket? We might get some themes right, but the odds are against perfection.
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What-if-concepts 