Ninety-nine percent success feels extraordinary. But if the one percent disturbance is the central communication outlet (see iCloud mail), then dissatisfaction can outweigh the other successes. How might we remember that not all detours create the same experience? How might we be prepared to communicate and fix the detours that are critical? What is the cost of pointing to all the services that performed when our community is focused on the damaged link?
What is it like to review an exceptional strategy statement with promises for a balanced company culture that toggles between engaged work time and generative problem-solving? Is it idyllic? However, the actionable work plan is focused only on production, and all the supporting metrics are output-based.
Like an athlete, our performance trends towards our practice routine. If we pledge board engagement but proceed for months without sending updates except to prod for more donations, we are not going to build an involved group. We might instill some behaviors worthy of a bank ATM.
How might our behaviors match our strategies and values? The most impactful starting point is in real-time. Do something immediately that connects behavior and the goal. We can write down the most glorious intentions, but how we act is more reflective of where we are heading.
For entertainment value, Chatgpt created the following misaligned example:
Vision Statement: To create a harmonious and prosperous society where every individual thrives in a world of abundance, equity, and sustainable development.
Mission Statement: Empower people and communities through innovative and compassionate solutions, fostering a culture of collaboration, inclusivity, and environmental stewardship.
Goals:
Work Plan:
While the strategic plan outlines a utopian vision, the work plan deviates from the idealistic goals.
Alignment Adjustment: To realign the work plan with the utopian goals, it is crucial to:
From a blinding snowstorm to a precision landing. Just because the real-time environment creates uncertainty does not mean the journey should be abandoned. A disappointing event, a missed donation, a strategic uncertainty, a departing staff member, or a change in membership does not mean that a dip is a permanent descent. How might we keep perspective, even when outside influences contribute to feelings of doubt?
When you make a place visible, who are you serving? Do they need illumination? Is the light entertaining or creating value? What impact does it have on the adjoining ecosystem? If we direct the spotlight into the eyes of those we intend to support, they may be more discouraged than motivated about continuing their journey but in our minds, we provided a beacon to light the way.
How might we understand if we are randomly creating unchoreographed bursts of light or if we are providing a pathway for those looking to navigate a challenging section of the trail?
The preserved parts of our history are like shards of glass, scattered pieces of a vessel that once was a single container. The parts can be assembled to provide a glimpse into the past, but they cannot tell the whole story. What we choose to preserve often leaves many questions. How might we provide context for the time capsules we assemble for those that follow?
Have you sat at a traffic signal and waited longer than average for the light to change to green? We question the functionality of the traffic signal. Has the sensor registered our presence? Is the signal operating? Is the wait really delayed, or is our perception not in synch with the traffic signal algorithm?
When we witness a sunset, we have a different sense of timing. Nature proceeds without recreating the anxiety experienced at the traffic light. When a sensor or input is involved, we anticipate a reaction. When no opportunities to engage with a system exist, we assume a more flexible mindset.
What sensors have we intentionally placed in our interactions with our supporters and clients? What interactions have we intentionally not installed a sensor? How do our choices impact the mindsets of those we serve?
I hiked the Colorado Trail (CT) in 2023 with my son. It was a top-10 life adventure. A portion of the Colorado Trail overlaps with the Continental Divide Trail (CDT), and we encountered CDT hikers on a frequent basis. The CT contains 567 miles of designated trail (East or West Collegiate combined), and the CDT is 3,100 miles (depending on numerous alternative routes). CDT hikers were generally easy to identify in Colorado, as most were two months into their journey. Their packs were more streamlined, their gear more trail-worn, and they tended to hike from sunrise to sunset, squeezing out a few extra miles if possible. A CT hiker becomes curious about the CDT experience. An annual survey is generated and Halfway Anywhere. It is a treasure of information, recommendations, and advice. When we think about getting insights, perhaps nothing offers more depth and dimension than the collective recommendations of those who went before.
It is just a simulation until you actually navigate the maze in real life. The interesting point is that some simulations reach an opposite conclusion than an actual attempt. See this water in a maze scenario.
One is offense, the other is defense. One requires the spark of curiousity, the other is associated with fear, or at least hassle.
Seth Godin
Seth Godin crafted an enduring blog post defining the difference between adopting and adapting. A strategic decisions we need to discuss is if we are a group of people looking to adopt or adapt? The two mindsets will fundamentally change how we proceed. How might we plan for our future using strategies that reflect our posture?
As a guide, we can empower clients to assume a decision-making posture. How might we design a dynamic so team members assume ownership of the process? They may not have all the necessary field experience, but the success of their thru-hike is predicated on an ability to navigate, even when the route is unclear. If we always adopt a ‘follow the leader’ formation, we dull the wayfinding mindset. How might we empower those doing the work that matters to be active participants in the route finding?
What-if-concepts 