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.
What are your organization’s tent poles, the critical structural supports that allow your enterprise to thrive? What would you list if you could select three essential pillars that enable your ecosystem to flourish? How do these foundational pieces match your cause’s core values? Is their alignment or a disconnect? If one lists their tent poles as annual donations, headquarters building, and fundraising gala, one might wonder if collecting things is more essential than being of service. How might our perception change if the tent poles are considered the beneficiaries of our services, staff, and volunteers? Would it fundamentally change the organization’s mindset and focus? Does a ‘people first’ mindset shift the structural strength and sustainability of our enterprise, or do we consider the resources the tent poles that are necessary to facilitate the programs?
*** Did you spot the moose to the left of the tent in the pond?
Sometimes, it takes a better backdrop for our work to resonate. We believe we are visible, but instead, we are camouflaged against our surroundings. How might we see our work as a third party instead of only looking outwards from our perspective?
What peak are you climbing next? By reaching the summit, what achievement is gained? What did you learn when you climbed the last mountain? Sometimes we climb because the trail leads us in that direction, other times we are more intentional with our route selection. How might you plan your next ascent?
The clock started when the event commenced. However, there might be two results at the finish line. If you moved without delay, elapse and moving time are the same. If you take breaks or stop, elapse and moving time are no longer correlated. Thru-hikers complete the entire route without stopping except to re-supply. Section thru-hikers complete the trail in segments, taking multiple years to move from end to end. It may take both groups the same number of weeks to finish; one user contained within a season, and the other spread across years.
It might be helpful to uncouple elapse and moving time when discussing our progress. Not all conditions are right to move continuously on our projects, and therefore, pausing may be the best decision even when it means the timer at the finish line continues to count upwards.
A mile marker by itself is random. The ’26-mile’ mark at the end of a marathon is cause for celebration because it is one of a number in an unfolding journey.
If you were selected to produce a mini-series, what would you choose as your topic? What story would you tell? How would you add depth to the main characters? What is the series’ purpose (entertainment, education, documentary)? What outcome do you anticipate for your audience after viewing the series?
Often, strategic planning parallels a mini-series. We select a journey we hope to travel, then procure the crew, cast, locations, and resources and set a timeline. We adapt and overcome as unanticipated barriers appear throughout production.
One of my favorite Netflix series is The Queen’s Gambit. The production team took an intellectual and static game and provided depth and dimension. They expanded the fan base far beyond chess aficionados. In chess, the intention is to predict the future and implement a strategy but adjust our play constantly. There are parallels to the social sector, where we often need help to gain engagement. How might we present our work with authenticity? All the chess matches in The Queen’s Gambit were based on real games and make it resonate for those seeking to make a difference.
What mini-series are you producing? What are you dreaming about launching?
External factors such as temperature, audience participation, number of donations, frequency of communication, and reception might change our mindset. A sunny trail run that hits a pocket of wintery mix might turn from an enjoyable exploration to a survival event. We might exchange our core question, from where to go, to how to get back to the trailhead. How might we prepare for external factors to alter our focus? A bear encounter during a camping trip might put us on heightened alert, but a fantastic sunset overlooking a mountain lake might be the most tranquil moment of our year.
Why is a culture of curiosity essential? A change in perspective might alter the reality that we encounter.
What follows is a strategic plan generated by ChatGPT for a generic nonprofit land trust.
Mission Statement: “Our mission is to conserve and protect natural lands, wildlife habitats, and water resources for the benefit of present and future generations.”
Vision Statement: “A thriving and sustainable ecosystem where people and nature coexist harmoniously, with 1000 acres of preserved land and 10 miles of river safeguarded for posterity.”
In the next five years, our nonprofit land trust aims to secure and protect 1000 acres of land and 10 miles of river, advancing our mission and vision. This strategic plan outlines our key objectives, strategies, and actions to achieve this ambitious goal.
Objective 1: Secure 1000 acres of ecologically valuable land.
Strategies and Actions:
Objective 2: Safeguard 10 miles of river and its surrounding habitats.
Strategies and Actions:
Objective 3: Strengthen the financial and operational capacity of the land trust.
Strategies and Actions:
Objective 4: Engage the community in our conservation efforts.
Strategies and Actions:
Objective 5: Monitor and evaluate the progress and impact of our conservation efforts.
Strategies and Actions:
This five-year strategic plan outlines our commitment to securing 1000 acres of land and protecting 10 miles of river. Through diligent execution of these objectives and strategies, we will work tirelessly to fulfill our mission and achieve our vision of a sustainable ecosystem for generations to come. Together, we can create a lasting legacy of environmental stewardship and conservation.
It is brilliant and covers the classic strategic areas of focus. It took less than one minute to generate. The linchpin is that it lacks meaning. There is no struggle, no points of resistance, and no need for a culture of curiosity to create the strategic framework.
Would you nominate a proxy to take your marriage vows on your wedding day? Would you elevate an unknown bystander to present your work at a conference? Would you substitute an amateur for a professional firefighter to attack a working structure fire at your residence? I hope we have sufficient pride and commitment to the organizations we serve that the thought of not being present for critical decision moments is unthinkable. Although AI is efficient, it needs directions and insights to handle the human-centered elements.
How might we use our wayfinding abilities to struggle with the essential questions? How might our commitment to drafting an answer and deploying our best resources provide us greater context, even if we reach a less desired result? The act of striving for mastery to be a force for good and be of service requires tension, struggle, and curiosity. When we listen to an analog recording, it is the scratches, imperfections, and skips that make it one of a kind. It also adds depth and dimension. Creating the art provides a sense of ownership that is impossible when we inherit a template.
What-if-concepts 