What-if-Concepts

'No surprises' is one of the most common themes I hear when inquiring about great CEO and Board Chair relationships. Trust develops when the Chair and Executive Director keep each other up-to-speed on items that could be of consequence to the enterprise.

How would you characterize your Board Chair and CEO's relationship? Do they seem to be on the same page?

The Power of Candy as Leadership

2012-02-11T08:38:00.003-07:00

In the Picture

2012-02-10T14:41:00.002-07:00

When racing a great champion the biggest initial success is getting yourself into the finish line photo. Being in the hunt for the gold provides the first bounce on the springboard towards victory. It is confirmation that the work you have undertaken to reach this elite level is valid. Now you can focus on being first.

Right Gear

2012-02-09T04:00:00.000-07:00

Almost any rider of a bike knows the importance of gear selection. Up the hill you shift to an easier gear and downhill the chain is best moved to a harder gear to maximize the output of energy. A little trial and error is all we need to renforce this idea.

Amazing how many enterprises stay in the same gear their entire lifecycle. Many fearing changing what they know how to do best despite the upcoming terrain or wind direction. Why not allow the cause to accelerate when the tailwinds blow? Is there concern about running a more conservative budget when the road ahead looks lumpy? Your cadence (rpm) may stay the same but the gear you use can make all the difference.

Customers

2012-02-07T04:00:00.000-07:00

Seth Godin often says the things I have been thinking and trying to articulate. He does so with just the right words and illustrations. Seth's observations about customers are precise. As Seth asks, which statue are you building?

"Apple had just one customer. He passed away last year."

Dissatisfied or Disappointed?

2012-02-06T09:02:00.000-07:00

I would much rather be disappointed than dissatisfied. If I am dissatisfied then an experience did not meet my expectations and I walk away. If prompted I might share my poor experience with others or let the world know via social media. At best I announce I am aggravated. If I am disappointed the equation changes. I held a shared belief with someone involved in the experience and feel that it did not reach its potential. I am offered two powerful options. To roll-up my sleeves and make the experience a whole lot better or I can acknowledge that we no longer share the same belief.

As an athlete in endurance sports there are results that leave me disappointed in my performance. I do no saw my cross-country skis in half or toss the running shoes into the nearest dumpster. Rather I am back out the next day more committed to my purpose and focused on reaching for a higher level of achievement. If a nonprofit organization that I care about disappoints me I often contact them and offer a synopsis of my experience but more importantly I provide my best ideas in hopes the dialogue improves their cause. When a hotel, restaurant, or airline creates an experiences that is not satisfactory I tend to just ignore and move on, perhaps agreeing not do business with the entity again.

The key is to have a relationship with customers and supporters such that they will let you know if they are disappointed and will bring their best ideas for your improvement. If you dissatisfy lots of people and they walk away without comment you have no tribe at all.

Do you hear from the disappointed or is there a silence exodus of the dissatisfied?

Being Dropped

2012-02-03T04:00:00.000-07:00

I am confused by the recent uproar over Susan G. Komen Foundation's decision to discontinue funding to Planned Parenthood who in turn provided cancer screen services. What appeared to be a fabulous partnership seems to have unfolded in unlikely circumstances. There may be very good reasons for this parting-of-the-ways but the message had been poorly articulated. If the decision was politically motivated as has been suggest by some reports the execution has been handled to create division. The Susan G. Komen Foundation has seemingly tossed aside a long-time partner with little appreciation and respect which is now causing serious ramifications to its reputation and distracting the foundation from its core purpose.

Update: The Susan G. Komen Foundation has reversed it decision today after initially defending its policy of not funding organization that were under investigation. The ramifications of this episode will be interesting to monitor. Short-term hiccup or long-term impact?

I Believe in Being Prepared!

2012-02-02T04:00:00.000-07:00

Your beliefs affect what you take with you when you head out into the world.

Go! Stop!

2012-02-01T04:00:00.000-07:00

Is your enterprise prepared to speed-up or slow-down if needed? I recall attending a conference where a presenter from the King County Nevada School District informed the presenter's panel that the district was opening one new school every two months to meet demand. The district representative elaborated on the assembly line of builders, contractors, tradespeople, architects, and many others who were building schools much like houses in a residential development. I always wonder how the district stopped the assembly line when the recession hit the Las Vegas area. Were they constantly scanning the horizon for data and information that might suggest a slowdown was imminent or was momentum the prevailing force?

Simple Launch

2012-01-31T04:00:00.000-07:00

Not every space launch requires rocket sciences to reach extraordinary heights. Creative thinking makes unfathomable altitudes accessible to those with wild imaginations.

When You Are Needed?

2012-01-30T04:00:00.000-07:00

Tina Fey from NBC's 30 Rock and Saturday Night Live television shows has a great line about how comedy improv works. She suggested that one does not join an ongoing skit because one has something to say but rather one joins the scene when they are needed. This intrigues me because I see many people join a cause with something to say but they do not always understand where they are needed. Or a movement needs a specific attribute but cannot get a person with those talents to step forward.

When and how do you join the scene?

No Sure

2012-01-27T16:06:00.000-07:00

The Audi Super Bowl commercial has me perplexed. How about you? What is the company's purpose and does this spot deliver a message that reflects its belief?

Benefit

2012-01-26T04:00:00.000-07:00

To every company who talks about "providing value for our customers," the easiest way to do that is to put their interest before yours"

~Simon Sinek

When an enterprise makes a decision, to whose benefit does the cause consider a priority? One of the great distinctions of the social sector is that it serves for the public's benefit. All too often, this basic philosophical tenant is lost or forgotten as we rush to adopt the latest practices and structures of the business world. Who the organization serves should never be forgotten or taken for granted.

Impact of Disney

2012-01-25T04:00:00.001-07:00

If Walt Disney had earned billions of dollars but closed his company upon his death what would have been the legacy and the impact? What if he had died broke but with amusement parks in place and a company ready to expand and become the center of entertainment for generations to come? Is the goal of your cause to reach a number or to leave a belief in place that continues to serve beyond our lifetime?

credit

Surge

2012-01-24T04:00:00.000-07:00

Anyone who competes as an athlete or a participates as a fan knows the power of a surge. An individual or team increases the pace sufficiently enough to put competitors under pressure or create space. What is remarkable is watching those who are able to contain the surge and match it with their own. These athletes and teams have clarity about their abilities and remain within themselves. Those who reach their limit may begin to imitate the form of the leader in a desperate attempt to stay in contact. Often they abandon the technique that they have mastered and lean on that which is being modeled in real-time.

Does your enterprise practice changing its pace? Do you consider trial efforts on the side where you can practice moving faster or slower? How do you intend to react if the social sector in your community suddenly increases its pace? What if a similar cause doubles its program, triples the individuals served, or runs a wildly successful capital campaign securing funds far beyond conventional wisdom? Will you imitate what has worked for the leading enterprise or do you have confidence in the team you have in place to surge?

You

2012-01-23T04:00:00.000-07:00

Are you the same person if you get a heart transplant? What if you were to receive a belief transplant? Would you be the same person? A nonprofit organization can change the individuals who work for it and members who serve on its board and remain the same, correct? How about if the purpose of the enterprise changes?

We May Ask You for Your Account Number Again

2012-01-20T04:00:00.000-07:00

Do your patrons rave about the service they receive when they contact your cause? Do they talk about how easy it is to get the information they are seeking? Or are they asked to key in their membership account and then asked for it repeatedly throughout the process?

Are you a call center or a cause? Do you share a belief with your members or only a desire to be bigger, faster, and more powerful?

Good Luck

2012-01-19T04:00:00.000-07:00

If you want to reward your most loyal fans, make it simple. The equation should be transparent. If you do X then you get Y. Personally, I am not a big fan of transactional reward programs but I understand they can generate a form of loyalty that is marginal. However, this tenious bond is easily broken when getting Y is next to impossible. I provide the following airline frequent flyer award chart from United Airlines (most other airlines do the same). It may take an iPhone application just to decipher to the information or at least magnify the text. I did X many times but using Y may take more effort.

How easy is it for your fans to access their rewards?

Blackout

2012-01-18T04:00:00.000-07:00

If your enterprise purposely held a "blackout" for one day what would be the impact? Wikipedia and several other online mangers of content are doing just that today. What will be the effect?

Everyone Has Problems

2012-01-17T04:00:00.000-07:00

Everyone and every cause has a problem. If you ask enough questions you can get most individuals to reveal what keeps them up at night. Problems are easy to discuss because anyone with a sense of empathy can nod their head in agreement or sympathy. We have all been there and some are there today. These challenges can actually serve as a tailwind or headwind. Keen observers will note that skilled storytellers present a selected problem to an audience that is uniquely positioned to address the solution. Rarely do we see a CEO talking to investors about janitorial scheduling problems. Nor do we hope to see a member of a cause's advancement team asking for a donation from a individual who dialed the wrong number. An enterprise's problems can be an powerful narrative if they are shared them with the right audience. If we are just complaining do not expect transformative results besides a few bobbing heads. If you are seeking assistance then frame the challenge.

In this season of presidential election there are many individuals who speak about what is wrong with the country, state, county, or town. Their message is scripted to hit the key talking points and at the end they ask for the audience's vote as a way to change the future. Politicians constantly remind voters of the problem, outlining a plan to fix the issue, and share a vision for the future when the obstacle no longer exists. Regardless of our reaction to this formula, this seems to be template for communicating that many individuals have come to expect.

What is keeping you awake at night? Who might not only listen but be able to solve your problem before it becomes a nightmare?

Let's Ride

2012-01-16T04:00:00.000-07:00

Idaho Sunset

Your enterprise does not need everyone. You need and desire those who are deeply passionate about your cause. Those who want front row seats, to purchase the limited edition, and offer themselves as advocates. The ones who want the tattoo. Consider Harley-Davidson. Loyal owners belong to HOG (Harley Owners Group) one of the most exclusive privileges. If everyone owned a hog the magic would be gone. Having one of the most distinctive looking and sounding bikes on the road is the signature of a movement who only wants a few exclusive members.

Who do you need?

You on Google+

2012-01-15T04:00:00.000-07:00

Nonprofit Tech 2.0's recently updated blog posts are one of the best Google+ resources I have uncovered. Discover step-by-step directions on how to establish a page for your brand, use important Google+ tools, and confirm best practices.

Enjoy!

What We Find

2012-01-14T04:00:00.000-07:00

Attending a Middle School Open House the other day a teacher of humanities was sharing research tips he provided to his students. One piece of advice was to add .edu or .gov to the end of a Google search. The Google results are sorted with a preference for primary sources that are generated through universities and government archives for example. The addition of these internet domains removes much of the paid for placement results that often fill the first couple pages. The difference in the quality of information is transformative. Nonprofit social media guru Beth Kanter addressed the move to create a .NGO designation in an blog post at the end of last year. How would that change the way the social sector interacts? How might it impact your cause? What search results might be available that have not been easily run before? Are you ready?

Investor Update

2012-01-13T04:00:00.000-07:00

One of the great rewards that comes with investing in a Kickstarter project is that the updates from the project mangers are frequent, creative, meaningful, and typically deliver clarity about the impact of my investment. I think this model provides a template for many social sector organizations. I am often struck that a $50 investment in Kickstarter project provides me with a behind the scenes looks as the projects develops. It is not always pretty but you see inventors and creators sharing their journey. Compare this to a $500 contribution to a nonprofit that may get me a form letter recognizing my donation and perhaps mention in the annual report. Which one do you think a philanthropically minded investor is most likely to recall when it comes time to reinvest?

Clarity About Purpose

2012-01-12T04:00:00.000-07:00

Sometimes you will make a decision that angers a lot of people. You will not satisfy the majority. However, if you articulate what you believe and why you believe it you build a foundation of authenticity and trustworthiness, two characteristics that cannot be easily faked.

As an example, Joan Anzelmo who served as Superintendent of the Colorado National Monument turned down a request to hold a 2007 stage of the then named Quizno's Pro Cycling Challenge. Numerous politicians in Colorado made appeals to the Secretary of Interior to over-rule her but her decision was upheld. The promoters and cycling community were shocked but her rationale is compelling and her blief certain. She believed that, "A mega sporting event is not just compatible with running a national park." Agree or not, she was upholding her purpose as a Superintendent, even though she was cycling enthusiasts on the side.

How have your beliefs guided your decisions, even when they are not popular?

Our Board $$$$!

2012-01-11T04:00:00.000-07:00

As annual reports rolled across my desk the past month from causes I supported I was struck by one consistency. Most social sector organizations' board members come from the top donor levels. To be a board member one needs have relative philanthropic capacity, at least that seems to be the theme. It makes me wonder if the best decision makers are the individuals who have the deepest pockets? Of course I expect ever board member to reach a little deeper when it comes to contributing to a cause they serve, but that does not mean a $100 donor is going to suddenly reach the $5,000 giving level. Who on the enterprise's board represents those who are passionate fans but purchase tickets to programs as their budget allows? Who sits outside on the lawn with the majority of the attendees and not under the tent with a select few during a symphonic performance? Who is in-touch with those that come into the gallery after open-night when the tour is free? Who can advocate for the strategic implications of an initiative not just from the perspective of how it effects the major donors?

I would suggest that some of the best decision-makers and the most remarkable collaborations have come when the board's background has been varied and its shared experience does not generate from the number of zeros to the left of a decimal point in a bank account.

What does your cause's annual report say about the board?

When it Comes Down to it

2012-01-10T04:00:00.000-07:00

What is your enterprise signature move? Now, what does the community associates with your cause? What would a person on the street say when asked about your organization? Why not go ask around? It is not about what you think you are best at but rather what your cause is perceived as being uniquely aligned to deliver.

The biggest challenge for most enterprises lies in the difference between what they think they do exceptionally well and what the community perceives. How can a cause effectively plan, market, budget, program, invest, align when clarity is lacking?

Perhaps asking a simple 'what do you know about .....' may be the most important question to ask this year.

More than the Uniform

2012-01-09T08:08:00.000-07:00

Occasionally an individual is clear about what they believe. It is the core of all their actions and they are authentic. If you follow the NFL even remotely you probably have seen the interest around Tim Tebow, the second year quarterback for the Denver Broncos. His religious faith has been debated as much as his skills as a quarterback. He has even been the focus of a Saturday Night Live feature.

The power of Tim Tebow is that he consistently wears his belief on his sleeve, even when he does not have his uniform. His belief separates individuals into those that share his belief and those who are repelled by it. There are not a lot of people left in the middle. He is controversial simply because he has articulated his purpose. Not everyone is going to join his tribe but those that do feel a powerful connection.

What would it take for your enterprise to develop the same level of intensity with your fans?

You Go Where Your Eyes Focus

2012-01-07T15:20:00.002-07:00

For those who have descended a mountain on a road bike, you have most likely experienced thrill or fear. A cyclist who has a feel for their bike can sweep in and out of tight corners at a high rate of speed while remaining in control. For those who find their fear rising as the bike accelerates, a hairpin corner appear as daunting as dropping over a waterfall in a barrel. One of the tips that accomplished cyclists, race car drivers, and downhill ski racers talk about is their constant search to see as far down the track as possible. Their bodies have more time to adjust to the route in the distance that their eyes have scouted. One cannot react quick enough to what is directly in front of them unless the speed is sufficiently slow.

If you want your enterprise to be able to carry its momentum you may need to start looking further ahead.

Service

2012-01-06T10:03:00.000-07:00

Have you ever had the fortune of being provided the perfect experience? An instant memory? A moment that just clicked because it had all the elements that you deem as important? I encourage organizations and individuals to articulate what they believe and then find the confluence between their cause's belief and those of their most passionate supporters. When one can map this intersection there is a tremendous platform from which to deepen a relationship. One model to assume is that of a concierge. A very talented individual in this profession will spend a few moments assessing what is important and then create the best possible experience. If your causes is an outdoor education program this may be an opportunity to take key supporters on an overnight trip. A boarding school might provide graduates with a sleep-over night to open a new dorm before the students arrive. A letter from a program participant who hails from the same hometown as a donor who supports financial aid might be the most personal experience. The possibilities are limitless but the critical component is a personalized touch. If one truly grasp what each member of the tribe believes and it can be traced to your enterprise's purpose, you have the most magnificent start towards success.

My sister recommended the book Concierge Confidential and I look forward to picking-up a few more tips in the coming days.

2012-01-04T04:00:00.000-07:00

How do your fans gather? What do they share and learn when you get them around the 'campfire'?

Listen

2012-01-02T22:06:00.000-07:00

Listening has nothing to do with hearing the words spoken. Listening is understanding why the words were spoken.

~Simon Sinek

Do you understand what is being said by those who support the cause and those who have concerns?

12-12

2012-01-02T11:50:00.000-07:00

"The only things you live to regret are the risks you didn't take"

If you selected one new experience or activity each month for 2012 what would they be? Inspiring suggestions by Jacqueline Carly. How might it change your year-in-review on December 31, 2012?

*Sorry that Jacqueline Carly's link stopped working consistently. She suggested learning a new language, taking-up yoga, giving-up smoking, meditating, cooking a new dish, saying thank you among other more creative suggestions.

2012-01-01T15:10:00.000-07:00

Open your eyes,

spread your arms wide,

breath in a fresh start,

embrace the moment.

Put opportunity on the front line,

immerse yourself in purpose,

share your talents with your tribe.

Allow success to be your tailwind,

serendipity your guide.

Take time to ponder

from numerous vantage points,

circumnavigating the peak

before ascending.

Discover your best ideas

and send them forth.

The lessons shared today

are amplified far beyond

horizon lines

from where you stand now.

Be brave,

Be adventurous,

Be willing to change.

Remarkable Opportunities

2011-12-30T04:00:00.000-07:00

Only a very few every get the opportunity in the most popular or sacred spaces without a crowd and with no time limit. We can create a unique experience for our fans by providing access for all to enjoy. Take this 360 degree virtual tour of the Sistine Chapel. It is remarkable because it provides the audience with a chance to view the chapel as they choose, spend unlimited time, and get closer to the images than they could in person. What unique opportunities can you cultivate for your tribe?

80-20

2011-12-29T04:00:00.000-07:00

Your best trip? Favorite gift? Best restaurant? Favorite book of all time? Each of these represent a powerful memory. I want to hear about them, I really do. BUT, if all you do is tell me about where you have been I am just a passenger on the story train. HOWEVER, if you tell me where you are about to go I can be an active participant. I be part of the experience. It is remarkable that you climbed the Matterhorn but now that you are planning a trip to Mount Blanc you have inspired me to take action. Fabulous that you had a tour of the extraordinary bar and wine cellar at 21 in New York City and now you are taking wine tasting classes. I can join that effort. You read Malcome Gladwell's, Outliers and it changed your approach to work, great! Now you are loaning me your copy, we about to have a shared experience.

What if you spent 20% of our time talking about where you have been and the other 80% sharing a vision for where you are headed. Nobody gets on a train that has reached its final destination. We embark because the itinerary is compelling, the journey lays ahead. Even if we do not get on at the starting point there are still many miles to go. Play train conductor and announce the upcoming stops. Inspire your fans with stories of where you are headed. My bags are packed, where are we going?

I Will Tell You What You Are Going To Do!

2011-12-28T04:00:00.000-07:00

How would your fans describe the communication you generate? Would they describe them as empowering or prescriptive? Information about sporting events often focuses on the restrictions. Understandably there will almost always be some entrant who requires all the exceptions to be spelled out. However the vast majority of the participants are there because you exist. They want you to succeed because you are among the few willing to cultivate their passion.

Take the following description from an upcoming cycling race:

Registration and number pick up will be held at the Galt House ONLY. There will be NO on-site registration or number pick-up....There are also pre-riding opportunities on Thursday and Friday between 12pm and 12:45pm. However ABSOLUTELY NO pre-riding is available while there is racing on the course and riders who are discovered on-course while racing is on-going are subject to immediate disqualification....if your team purchased team parking space you must pick up your parking pass at registration at the Galt House. No passes will be issued on-site and there will be no access to team parking areas without a pass.

This is all essential information but the tone appears worthy of a TSA screening experience. What if the same information was conveyed as if two reasonable adults were speaking to each other? A quick edit might allow for the following:

Remember to pick-up your race number at the Galt House, which is our official registration venue. To provide a fair and open course during each race we have scheduled a course inspection opportunity on Thursday and Friday between 12pm and 12:45pm. Team parking passes are available for purchase in advance of the event and in order to reduce vehicle congestion on race day, the passes will be ready for you at the registration pick-up. For your convenience all registration and parking passes are processed at the Galt House so you can focus on riding come race day. We are thrilled you have chosen to join us and please do not hesitate to contact our event team with any questions.

Same information, just a subtle shift. The second draft trusts the participants and understands that they share a passion for a sport that is on the fringe. One can always print all the necessary restrictions on the back side if required for legal reasons but why no lead with empowerment?

Empowering or prescriptive, which approach works best for you?

OODA

2011-12-26T04:00:00.000-07:00

The OODA-Loop decision model was developed during the Korean War by Colonel John Boyd of the US Air Force. It provides an decision-making rubric for combat that is easily transferable into the social sector.

Observe

Orient

Decide

Act

During my decade serving as a volunteer firefighter/EMT these attributes were readily called upon when responding to an emergency situation. As we arrived on-scene one would often watch the commanding officer approaching the incident at a slower than anticipated pace. After a few months one realized that these few seconds before interacting with actual emergency served as the observation phase. Then there was shift to thinking about issues such as life-safety, water supply, exposures, resources, and size of the incident. A decision to attack, surround, retreat, or call for additional resources was made and orders given. The phases often blended together but in reality the most challenging emergencies were the calls where one of these steps was skipped or consider too late.

A New Lens

2011-12-25T04:00:00.000-07:00

We assume that what we see is what we intended. Why doubt the intention if it comes from a primary source such as an artist. Turns out that occasionally what is seen is not what is produced. Takes this article that highlights the remarkable process to address the influence of color deficiency. Take a journey to see Vincent van Gogh's paintings in a new perspective.

Your Review

2011-12-24T04:00:00.000-07:00

How do you share the highlights of your year?

They Are The #%^%!

2011-12-23T04:00:00.000-07:00

How do you hope your biggest fans describe your cause? Checkout Louis CK's discussion of his own charitable giving at the 26:00 mark of this clip.

Writing it Down

2011-12-22T12:57:00.000-07:00

If you could hand select the perfect partner for your enterprise, who would you choose? If you could pick the ideal buyer of your business, describe them? What talents and attributes would your blue ribbon board posses? What strengths would your cause's CEO embody?

Often we think we know what 'it' looks like but we forget to write it down. If you do not have a clear 'help wanted' sign your default strategy is cosmic serendipity. Consider going one degree better than 95% of the other enterprises by articulating what/who you are seeking.

Trust

2011-12-21T10:46:00.002-07:00

How do you develop trust? If you are a pet lover and adopt a dog or cat from your local humane society, what are the critical elements that establish trust between you and your new canine or feline? Is trust immediate? Does it take time in your experience? How consistent must you be in order to maintain it? What breaks trust? When we consider the critical elements to creating trust it is easy to see our successes and failures when we see it through the experience of those we love.

Fables

2011-12-20T13:49:00.001-07:00

What sacred stories guide your enterprise?

Willing to Fail

2011-12-18T09:30:00.003-07:00

'Tis the season to receive glowing reports of the numerous successes in the social sector. The End-of-the-Year Appeal letters go to great lengths to define the impact of the cause. Online video cards arrive in our email inbox with emotional recounting of the organization's highlights. It is all about feel good and reconnecting to the best an enterprise has to offer.

Why do so few causes acknowledge the failures and the lessons learned? Is there a fear of being authentic? Is the appeal being sent to those who are less than committed and may want off the cruise at the first sense that the ship sailed into a storm? Why not talk about the 'oops' moments. If you are an in athletics many a failure is catalogued in real-time and the competitor is asked to explain the event immediately after the competition. These incidents are not to be avoided. In my experience the social sector prefers to run the highlight real constantly. We are taught that it is our elevator pitch. It is easy and everyone feels good. But I wonder why we are not willing to standout and share the real story of the organization's year. Tell the story of the summits reached and the journey in the valley of disorientation. As always, Seth Godin has masterfully defined the difference between a failure and mistake . His definition provides a powerful template for future communications. I wish you much success is telling your enterprises real story.

The Value of Worthiness

2011-12-17T04:00:00.000-07:00

Do you believe you are worthy? Is your purpose whole-hearted? Do you have courage, compassion, and authentic connection? Are you willing to embrace vulnerability?

Mastery

2011-12-16T04:00:00.000-07:00

Some specializations are difficult to replicate so we engage the very few who have mastered the skill. Want to go to the moon? Your list of vendors with those expertise is quite short. Hoping to hold an event featuring US Presidents? There are only a few individuals who have held the title. These skills and achievements cannot be easily duplicated. Therefore it is much easier to seek the services of those who have the knowledge than to try and replicate them ourselves. What if your cause was the outright leader in an initiative? This does not mean your enterprise is the largest, fastest, or most dominate. It means that everyone turns to your organization to show them the way. What if your expertise were so remarkable that how you shared them was the real gift? Most communities have the doctor, tutor, trainer, or mechanic that people recommend as the expert when all else fails and the consequences are most significant. What do you have offer?

Saving the Dust Bunnies!

2011-12-15T04:00:00.000-07:00

How do you decide where to donate at the end-of-the-year? Is it the program with greatest presence? The one on every corner? The cause that serves the most people? The enterprise that sends you an appeal letter with a note from a friend? Or, the nonprofit that provided you with a direct service? Do you have a comparison chart to measure the impact of each organization? What metrics do you use?

I project that we use a hybrid approach. Some gifts come from the arm-twisting of a friend. Others are generated because we cannot say 'no' to the child making a personal appeal on our doorstep. A few enterprises are on the annual dole. The real question might be, which causes do you give to that make you feel proud? The ones that you want to encourage other people to join you and contribute? The ones that believe what you believe. Notice that not everyone shares your belief, which is the beauty of philanthropy. There are nonprofits that offer sophisticated programs to rescue dust bunnies from extinction and others that aim to put an end to poverty. They do not need everyone, just those that deeply share their conviction.

No Go

2011-12-14T21:48:00.004-07:00

Is your next initiative dependent on passing "Go" to collect the necessary funds? How many enterprises never reach "Go" because they get overwhelmed with the day-to-day cost of doing business? It is important to understand your sustainability model before launching the next program. Or, have somebody with a hot hand rolling the dice.

The Art of Embracing

2011-12-10T04:00:00.001-07:00

Failing to Succeed

2011-12-09T09:25:00.001-07:00

One of my great joys is receiving updates from individuals and causes with whom I have partnered. I always hearing updates on their latest adventure. Often these get-togethers include tales of new summits climbed and being lost in valleys of disorientation. What I treasurer is the maps that each cause creates to find their own way. Sometimes these adventures include finding a resource that is particularly relevant to their situation.

My friend Tara founded the remarkable enterprise, Create Common Good. When we met yesterday, she recommended the book Little Bets, by Peter Sims which I immediately started reading. Peter suggests that many of the most entrepreneurial individuals look at opportunity through the lens of what they could afford to lose and not solely by thinking about what could be gained. He points out that even the largest enterprises that continue to maintain their entrepreneurial spirit make little bets constantly. A pitfall for those that gain a little success is that they being to focus only on big bets.

"There's a natural tendency to think in terms of bigger bets as you get to be bigger"

Peter's book explores some of the most successful individuals who continue to make small bets constantly before finding one success among many failures. Comedian Chris Rock takes to a small comedy club stage with a notepad of bits that are very much in draft form and tries little pieces of his act many times before ever stepping in front of an HBO camera. He is their to fail repeatedly but he is looking for the few lines that produce the laughter that seems to follow him everywhere when he takes his act to the big stage.

Tara's cause, Create Common Good has been taking little bets for more than three years in its current form. She knew that there was an amazing opportunity to serve and incorporate individuals and families from the local refugee population into the community. The evolution of Create Common Good's program is remarkable but was certainly not one that could be mapped out when they started. It was only with this trial and error approach that they found themselves with a model that is now being recruited to other towns across the nation. It is important to recognize the donors and volunteers who were equally willing to make little bets with their contributions. They also recognized that there was a way to develop a partnership between those who needed the most support but in many ways had the most to offer the community in return.

What type of bets are you taking? How does your enterprise respond to success and failure? What is the best little bet your cause has ever made?

Intern

2011-12-08T07:38:00.000-07:00

If your enterprise is committed to a stated purpose and authentic in its actions, people will want to work with you. They will actually line-up and offer their services. Imagine if there was a waiting list to be a board member or volunteer for your cause. I recently came across David's webpage in which he outlines why he would be an ideal intern for Khan Academy. He starts by sharing his belief and then outlines his talent.

Who is stepping-up to join your cause? Why?

What Are You Going To Do Today?

2011-12-06T04:00:00.000-07:00

Swarm & Blast

2011-12-05T04:00:00.000-07:00

One of the gifts of watching FC Barcelona play was the patience they showed. Often the player who made an unselfish pass early the sequence would be rewarded with a scoring opportunity from just a few meters from the goal. This contrasts with the soccer I played in the states. There was a propensity for all the players to gather around the ball as if they were a swarm of bees. Inevitably somebody would take a shot on goal from just inside the penalty area. The chance of success where marginal and the results were often discouraging. This contrasts to the ball-control and certainty about ones role exhibited by a professional futbol team. Just when you thought a player must shoot, he was able to manufacture a pass that lead to a high percentage scoring chance. The ability to honor the duties that came with playing a specific postion kept the team spread out across the offensive side of the pitch and made them so hard to defend.

I believe the same is true for all of us. When we swarm and blast we are desperate. However, if we stay true to our purpose the results can be electric.

Renewing with Purpose

2011-12-03T19:27:00.001-07:00

Three calls in the past week have started with appeals to make year-end financial donations. Each was from a causes that I have previously supported. I assume most of you have received some of your own. The quickest way for an organizations to alienate me is to inform me that they are sending a pledge form in the mail to my home address even when I have made it clear that I will consider renewing but I am not prepared to make commitment at this time. A pledge is a contract with the cause that I intend to make a philanthropic gift. It is more than a gesture and under some interpretations a pledge represents a legal obligation. Now you rarely hear of a nonprofit organization taking a donor to the collection agency to make good on a pledge if circumstances or inclinations change but once a pledge is signed and returned it must be reported on the nonprofit's tax return for the current fiscal year. I readily encourage causes to send me information or even a reminder but a pledge card suggests we have an agreement. I have seen data that the conversion rate on pledge cards is much higher than just mailing a donor card. I would suggest that if your campaign is based on trolling for anyone with a credit cards number who has had a previous interaction with your cause then you are preaching to the uninspired. However, if you have a relationship and gain permission then you are asking your fans to add to their investment.

Sports fans who hold season tickets make a critical decision every year. They receive a window of time in which to renew their tickets. If the only time the fan hears from the team is around renewal time, the relationships is most likely transactional. If however, the fan is connected to the players and identifies with what the team stands for then it takes extenuating circumstances to keep a fan from renewing.

Do you have fans or are you relying on sleight of hand?

Make it Yours

2011-12-02T08:27:00.000-07:00

Why do so many causes mirror their competition and partners? I received four end-of-the-year appeal letters this week that all started with the same opening line. At the airport this morning a person told me all the facts and figures about the nonprofit they serve. When I asked them how it compared to similar enterprises in their community, this inspired individual told me many more facts and figures. I immediately recalled attempting to select a new mobile phone number this week. The phone company representative who I was speaking with offered numerous four digit options in rapid fire. I could not even write the numbers down since they came so quickly. Finally, the agent suggested one that seemed easy to grasp. This was not remarkable, it was simply convenient.

My focus is to inspire causes to create their identity theirs and not be defined by your neighbors metrics. Own your purpose and wear it. Tell me what you believe and then have the facts and figures to answer my specific questions. Be authentic, insist your enterprise's actions are consistent with the cause's stated purpose. Why overwhelm those who are being introduced to your cause with bizarre. Most house tours I have received do not start out with the owner stating the framing was 2" x 6". They talk about how the home serves their lifestyle. Guests should be able to see, feel, touch, and feel an organization's vibe. Create an environment that brings forth your best ideas. If that means assembling in front of a campfire in folding camping chairs then bring the marshmallows. Duplication simply folds you into the batter and you are destine for a cookie cutter. Please stand out, we need the inspiration you generate!

I am Sorry

2011-11-30T08:17:00.001-07:00

Yesterday I turned off our cable TV service (keeping our broadband internet) and returned the equipment to the cable provider. As I placed the digital cable box on the office counter the cable company representative said, 'I am sorry.' Sorry about what I thought? Sorry that I am customizing the service to meet my needs? Sorry that I will paying less money? The sorry was intended for the cable company, not me as a customer. When a client interacts with our enterprise and we may have expectations about their needs that are not in alignment with the customer's intentions. We apologize or become frustrated when we believe they are not getting maximum value from our cause. Yet in may be that they are receiving everything they desire and our sorry is misplaced and possibly awkward.

How do you measure and gauge your client's needs?

The New Yorker, November 28, 2011

Guarantee

2011-11-29T04:00:00.001-07:00

What guarantee do you place on your services? Will you go back and fix that which broke? Will you offer free hours of professional services to take a client to their best level? Do you accept returns and for how long? How do you measure level of satisfaction and is it yours or your customer's? Patagonia's commitment to their fans is well stated in their recent Common Threads campaign.

Responsibility

2011-11-28T04:00:00.008-07:00

The price of greatness is responsibility

~ Winston Churchill

Many of my transformational moments have come when somebody provides not only feedback but a suggestion on how to improve. Their advice was an investment in my growth and formed a partnership. It is easy for us to lob a complaint at any entity using a customer feedback form and hope for some form of acknowledgement or even a token of good-will. Rarely do we take the responsibility of providing a solution. A recommended improvement offers an actionable course by which we can measure growth. Just saying, 'don't do that again' cuts off many other options and limits dialogue. Reading the New Yorker article on the origins of the Occupy Wall Street movement, I was intrigued by the following summation.

"But, in the end, the point of Occupy Wall Street is not its platform so much as its form: people sit down and hash things out instead of passing their complaints on to Washington. “We are our demands,” as the slogan goes. And horizontalism seems made for this moment. It relies on people forming loose connections quickly."

It makes me wonder how many complaints could have been rephrased as suggestions? How many times could I have offered a reasonable and unique solution to a problem? How easy is it for me to yell into the wind and assume a concert hall audience is listening? Perhaps the greatest responsibility comes in taking the first step to correct that which can be fixed.

McDonald's Restaurant US Store Locations

Home

2011-11-27T21:27:00.000-07:00

Alhambra

Three months in Spain and now suddenly I find myself home in Idaho, a state most citizen's in Europe have never heard of and is best described as being between Seattle and Salt Lake City (or kind of near Las Vegas) to those who inquire. The transition come with the usual challenges like waking too early in the morning, greeting in the wrong language, or attempting to complete a transaction with Euros.

What was most remarkable was the shift of priorities during these three months. Living from one suitcase each, we learned that our wardrobe did not define us. A television with no English speaking channels provided a model of another way and the cable subscription at home is being jettisoned. Shopping for meals was a daily ritual given the proximity of local farmers markets and the desire to enjoy fresh bread from one of the neighborhood bakeries. Walking, more walking, and some more walking was a part of most days interrupted only by a trip on the metro or bus to get where we were headed.

What struck me most was the chance to revisit a museum or historic site and come to understand it a little more each time given the context of other places visited in the interim. Suddenly the emotional connection to one painting was enhanced because we had seen the sketch studies at another gallery. Then a trip to the town where the artist lived added context. Walking through a photography exhibit of the Spanish Civil War set the scene for the world events influencing the painter's perspective. And seeing the architecture that dominated the city offered a sense of place. We would frequently walk past the Placa del Rei in Barcelona. The very courtyard that Christopher Columbus returned to Spain with his cargo of Native Americans to present to Queen Isabella and King Ferdinand. The gold that he unloaded as part of his bounty would ultimately adorn a cathedral in Toledo, Spain. We were seven thousand miles away from our home and yet its history was so closely tied to events that took place just blocks from our apartment. Perhaps the understanding of how interconnected the world has been and continues to be was made palpable. The sense of adding to our understanding was the joy of adventuring out each day. The ability to sit for an moment and absorb the presence of a place was a gift. Above all, the importance of daily discovery illuminated our journey.

Moving Forward

2011-11-23T07:51:00.000-07:00

Barcelona, Spain

If a visitor asked you where you enterprise was headed over the next ten years, could you tell them?

The Power of Holding the Spotlight

2011-11-21T10:06:00.000-07:00

Spain

The power of those who stand behind the spotlight and direct its illuminations is an often under appreciated. A powerful beam of light attracts attention and the shadow it casts can be even more expansive. So many causes scramble to be in the spotlight. They want the local paper to write more articles on their amazing work. Enterprises wish to be profiled in the Visitor Bureau's marketing materials. Consider the opportunity to change the paradigm. What if the community comes to your door to help draw attention to their initiatives.

Someone's sitting in the shade today because someone planted a tree a long time ago. ~ Warren Buffett

Officers Eat Last

2011-11-20T06:43:00.000-07:00

Very powerful story from Simon Sinek recalling how he lost his purpose, only to find it again in the presence of those who sacrifice everything.

Sacred

2011-11-19T03:56:00.002-07:00

Spanish Protest Sign

What attempted change would serve as a flash point for your tribe?

A Year In the Life

2011-11-18T09:06:00.003-07:00

What would the finished result look like if a snapshot were taken every 10 seconds of each day at your enterprise and then edited together?

Where Are You?

2011-11-17T04:41:00.000-07:00

Map of Toledo, Spain etched into the street

Sometimes it is not easy to give directions. There are not always street signs or landmarks that distinguishes the path from the other options. It may be easier if you post enough clues to allow visitors to find their own way.

Gold pin to mark current location

You Must See...

2011-11-15T01:04:00.000-07:00

Font màgica de Montjuïc

When guests come to visit, what sight do you take them to first? When a friend asks for a recommendation for a restaurant, what is the one place you know will not disappoint? If you were throwing a dinner party, who is the one person you would invite to make it perfect evening? Asked for recommendations, we are converging our personal reputation with that of an enterprise or place. How passionately are your fans recommending your cause? How often are new visitors telling you that a friend or colleague insisted they visit. Do you have a marketing plan that is more powerful than a personal recommendation and word of mouth? Upon reflection, dedicating some resources to those who recommend us might be the most powerful investment.

Standing Out

2011-11-11T04:00:00.000-07:00

Barcelona Bus Turistic (Image)

Barcelona City Tour (Image)

Can you see the difference between these two city tour bus services? They have the same price structure, run the same routes (in different directions), make the same stops, supply the same audio options, provide the same hop-on-off service, and each has an automatic canopy to cover the top deck when it rains. Which one would you choose?

I would suggest this is a classic example where people matter. When I rode one of these lines, the greeter was inattentive about our request for ear buds, the driver stopped twice for a smoke break, and we were all told to disembark at 8:00 PM, apparently closing time. Maybe both services hire from the exact same group of candidates. But I would argue that these individuals are clearly fluent in at least four languages and skilled providing customer service (or avoiding it). In a country where unemployment is reaching 20% a job is not easy to find. If one of these bus services created a culture of fun, empowerment, and appreciation for its team members it would swamp the other with the limiting factor being the number of seat available. People matter. These two bus services have proved that it is easy to copy features but more difficult to foster a community.

Scale

2011-11-10T04:03:00.001-07:00

If you think you can win on price or location, make sure you are measuring the right competition. McDonald's restaurant chain has better national coverage than most mobile phone providers. If you are getting into the fast food business it is best to understand scale. If you are so unique that people will come to your location then scale is significantly less important. Think how Ben and Jerry's Ice Cream got its start.

Your Purpose

2011-11-07T04:00:00.001-07:00

CosmoCaixa

Seth Godin got it right in his post. We each have a purpose and sometimes it take the right problem to bring the clarity we need to start applying our best ideas.

Good Day for Writing

2011-11-06T07:22:00.001-07:00

Rainy Day

Authenticity By Lobbyist

2011-11-05T04:00:00.002-06:00

The Daily Show With Jon Stewart

Mon - Thurs 11p / 10c

How a Bill Doesn't Become a Law

www.thedailyshow.com

Daily Show Full Episodes

Political Humor & Satire Blog

The Daily Show on Facebook

American Cancer Society, American Diabetes Association, and American Heart Association defeated a bill that promoted their collective core values. They lobbied against what they teach. Being able to promote their self-interest appeared more important that the health of those they are entrusted to serve. Trust, authenticity, and organizational purpose are lost when belief and action do not intersect.

Trust Me?

2011-11-04T04:00:00.000-06:00

Professionals for Nonprofits released a study about the status of nonprofit employment in New York, New Jersey, and Washington DC. The report released the Top Ten Essentials for nonprofit employees which suggests some interesting priorities. Number one and two are intangible qualities. Trust is a feeling. There is no accreditation process to measure outright trust. The Better Business Bureaus, Charity Navigator, and other certification organizations review past operational behavior but do not award a merit based on trust. Mission statements come in second on the Top Ten list. These narratives provide each organization with the opportunity to define its purpose. Both trust and mission statements speak to the importance of an enterprise being able to articulate what it believes and then acting in accordance with their stated beliefs. Even the trust formulas I offered last month are based on intangible attributes. If you want engaged employees, volunteers, donors, and fans the importance of defining purpose and developing trust cannot be overlooked.

What is Inside Matters

2011-11-03T04:00:00.004-06:00

The Business Traveler's News released its 2011 ranking of major US hotels. In reviewing the report, it is interesting to see that curb appeal does not always equate to the highest overall ranking. Hyatt Place leads the way on physical appearance but finishes fourth in the overall ratings. It provides a reminder that some of the best work is being done by those who built their enterprises from the inside out. If there is a clarity of purpose then the exterior is a reflection (and result) of the core.

Penthouse Views

2011-11-02T04:00:00.001-06:00

Location, location, location is well stated mantra of real estate. However, even location alone does not always guarantee the biggest return. Most would agree that the penthouse views in Hong Kong come at an extremely high cost. However, CNN found some roof top arrangements that were stuck in an undefined market. They had the views but lacked the certainty about the future to justify any significant market price. Location is an heavily weighted attribute but certainty carries more power. The perception about control of ones future was perhaps all that was lacking from keeping these locations from selling for hundreds of thousands of dollars.

Promote Seniority?

2011-11-01T04:00:00.003-06:00

Continental Airlines will be the first US carrier to receive delivery of the new Boeing 787 aircraft. The plane is regarded as the best choice for airlines looking to fly long-distance routes and reap the benefits of an energy efficient design. It is the newest toy for a commercial pilot and everyone wants a chance to fly it. How does the airline handle the interest from its pilots? Continental gives priority to the most senior pilots. Those who have the most time with the company get first option to participate in an extensive training program and then be available to fly the planes as they are introduced into Continental's fleet. Sounds like a respectable system. A Wall Street Journal article mentions one potential downside to the approach. The most senior pilots are likely to retire in the immediate future. It raises an intriguing question. Should an enterprise invest the most in those who are about to reach the end of their service? In the commercial airline industry, this date-certain is age 65. The article mentions that Continental has budgeted for the quick rotation expected from their first group of senior pilots. From the perspective of building an engaging and supportive workplace the philosophy of rewarding those who have given the most seems equitable and completely fair. From a budgetary and resource allocation standpoint, would it not seem more appropriate to invest training in less senior pilot and therefore ensure a tenure of service and learning that should result in limited turnover?

The idea of training, promotion, and retirement makes me consider the trends in the social sector. How often are the highest positions in leadership held by those who are most senior in the cause? How many Board Chairs will retire from the board after their term as President expires? Do organizations consider the make-up of the leadership or is seniority given the most weight when selecting leaders? What investments could you make in a new board member who shows promise of leadership that you may not be able to make in the individual who is about to depart? If the phrase, "it is his/her turn next" enters your leadership nomination process then perhaps it is time to discuss alternative models. Seniority is an important attribute but it should not be equated directly with leadership.

A New Box

2011-10-31T14:44:00.001-06:00

Boxes in the Centre Pompidou

It may not always be about thinking outside the box, it may be equally important to make sure you are in the right new box. A blank canvas may offer too many possibilities. Paint in some details and it may provide inspiration for your next best idea.

Identity

2011-10-30T04:01:00.004-06:00

Grand Palais, Paris

Some causes have become so universal that they are associated with a single word, color, or event. The Grand Palais in Paris was a wash in pink tonight and immediately we knew there was an international breast cancer event. What is distinctive about your enterprise?

Some Things Are Best At Full Price

2011-10-29T16:35:00.001-06:00

Paris Sushi

Cooperation

2011-10-28T04:00:00.001-06:00

I project that we have all encountered an individual worthy of the role of the Commander of the US Lincoln. We also may have played an unintentional game of chicken with a lighthouse. How do we perceive ourselves and the enterprise we represents says much about the relationships we build. Many organizations have beautiful value statements about being an engaged member of the community only to demand a clear path when they take action. Cooperation may be our greatest asset. It also may offer us the humility to avoid taking counter-measures against the very object that assures our safety.

"No man can help another without helping himself"

Ralph Waldo Emerson

*To be fair, the reported naval conversation is apparently urban myth according to Snopes.com

Mine and Yours

2011-10-27T04:00:00.000-06:00

I spent a couple hours speaking to representatives from United and Continental Airlines regarding a variety of travel issues triggered by their pending merger. I was fortunate that all of the representatives I interacted with were noticeably sincere and helpful. What was particularly illuminating is that most of my conversation included the language 'us' and 'them'. It makes me wonder, how do you bring two large enterprises together in a sector as competitive as the airlines. The next round of the operations merger is scheduled for March 2012. How does the term 'them' morph into 'us' and a sense being one?

The same scenario is being played out in the social sector as organizations partner, merge, or hand over their programs to another enterprise. Combining staff, board, volunteers, and donors is not without systemic and cultural shifts. How prepared is your cause to partner, merge, or even discuss the potential?

Two helpful resources include:

The Nonprofit Mergers Workbook

Nonprofit Mergers and Alliances

The Challenge of Inequality

2011-10-25T04:00:00.000-06:00

After viewing this talk I am convinced that the social sector may be uniquely positioned to navigate the way, addressing the issues surrounding inequality that Richard Wilkinson's data reveals. How do we balance the American dream of opportunity with the stark reality that those who are most well off are leaving those who have the least in the most challenging situation of any developed country? Are we gathering the huddled masses only to leave them on the other side of the golden door?

New Colossus

Not like the brazen giant of Greek fame,
With conquering limbs astride from land to land;
Here at our sea-washed, sunset gates shall stand
A mighty woman with a torch, whose flame
Is the imprisoned lightning, and her name
Mother of Exiles. From her beacon-hand
Glows world-wide welcome; her mild eyes command
The air-bridged harbor that twin cities frame.
"Keep, ancient lands, your storied pomp!" cries she
With silent lips. "Give me your tired, your poor,
Your huddled masses yearning to breathe free,
The wretched refuse of your teeming shore.
Send these, the homeless, tempest-tossed to me,
I lift my lamp beside the golden door!"

Emma Lazarus

Patron

2011-10-24T04:00:00.001-06:00

Had it not been for Eusebi Güell, famed architect Antoni Gaudi's genius may have never been recognized. Gaudi's philosophy of merging design and nature may have never made it from sketch to structure. If Gaudi had run around trying to build a tribe of followers he may have stopped designing. Instead he found a funders who was intrigued with his initial work (a lamp post). Guell was a true patron who sponsored many of Gaudi's most daring projects. He was willing and capable of providing Gaudi with the resources he needed to bring his vision to a reality. It is a reminder that one key individual can do more for your journey than an entire crowd. Followers are powerful but patrons are willing to take action and invest because they share your purpose.

Are you seeking followers or patrons? It is important to understand the difference.

One Thing

2011-10-23T04:00:00.005-06:00

Barcelona Street Art

Ever been lost while driving? Many of us share the same tendencies. Slow down, sit up a little straighter, turn down the radio, and even hang-up on the person giving us directions ('I will call you back'). A friend's Facebook post mentioned these attributes about her husband, the same ones I exhibit. But the reality is that it highlights the way we are wired as humans. We are capable of greatness when we focus on one thing. Most of us do not want our surgeon watching television while performing a procedure, or a pilot filing their taxes when landing our plane. We tend to miss a lot of critical steps when we try to cover multiple tasks. Have you walked into the kitchen and stood dumbfounded by what brought you there only to recall the task ten minutes later?

When execution is essential, it is best to reduce the peripheral distractions and make sure you are navigating correctly.

Strategic Refocus

2011-10-22T04:00:00.001-06:00

The brilliance of this camera is that you can go back and adjust the focal point after you have taken the picture. We usually get the right subject matters in the frame but we do not always focus on the intended object. It is a great metaphor for organizational planning. Can the enterprise maintain flexibility to refocus on a priority that may have not been immediately identified during the planning process? Said differently, how does your cause maintain the dexterity to focus on the right priorities in a timely manner?

Elevator Pitch

2011-10-21T04:00:00.002-06:00

Wondering how to perfect an elevator pitch- the brief narrative you would share with colleague to communicate the impact of a social sector organization you support and think they should consider? Checkout Kickstarter which provides a platform for entrepreneurs to pitch their projects in hope of securing the funding and move from prototype to production. Short spots that allow those who are passionate about an opportunity to share with potential investors. Watch a few of these clips and you will get a sense of what works and what flopped. And you will probably find a project to fund, I know I did.

Ready for Action?

2011-10-20T04:00:00.001-06:00

FC Barcelona Game

Sometimes your job comes down to a few key actions taken during the course of an entire engagement. If you are able to perform consistently during these moments then there is no concern about what you do during the other 99% of the time. Not everyone needs to be the front person for your cause, sometimes those who are uniquely positioned to act on the enterprise's behalf are best in a different looking position.

Lacking Authenticity

2011-10-19T04:00:00.000-06:00

When leaders exhibit values inconsistent with the organization's values, it strips away all sense of authenticity.

Volunteering Passion

2011-10-18T04:00:00.006-06:00

My son is a huge fan of the book titled, The Name of This Book is Secret. The first book turned into a five part series and the author Pseudonymous Bosch created a culture of secrecy around his true identity, even going on tour and appearing on national TV in disguise. The relevant part of the story for those not looking for a young person's book recommendation is that Pseudonymous Bosch got his start by volunteering. He offered to be a unidentified pen pal for an elementary school writing exercise. The student wrote a paragraph and the unknown adult authored the second paragraph. The pattern continued until a story was completed. Only during this leap into volunteering did Pseudonymous Bosch realized he had a joy and talent for the youth mystery genre. An opportunity to volunteer turned into a career and a journey to share his craft on a much larger stage.

Sometimes volunteering is an opportunity for a person to try a field of work without committing to employment. By providing a volunteer position we may be cultivating the talents and enthusiasm of a prodigy or helping a person assess their interest in a field. The organization and the volunteer may be involved in doing each other a favor which has more depth than can be readily seen.

Boomerang

2011-10-17T04:00:00.004-06:00

After reading Michael Lewis' remarkable book Boomerang, I now have greater clarity that the global economic outlook presents a massive paradigm shift. Without monumental regulatory, budgetary, and political overhaul I forecast the following for the social sector:

No sustainable funding models that involve local or city government. Emergency/one-time only support from states and very scarce federal grants.
Greater demand that social sector organizations fill civil and social service roles abandoned by local government.
Significantly fewer donors. Dollars contributed going to more restricted causes.
Staffing and budget cutbacks throughout the social sector.
Demand that nonprofit organizations do much more with far less (think 33-50% reductions while handling increased demand for service).
PILOTS (Payment in Lieu of Taxes) will be formalized into a taxing structures. Large and middle sized organizations will not escape state regulators.
Spectacular failures of prominent social sector enterprises. Look at your nonprofit neighbor on the left and the right, chances are one of you will: cease to exist, merge under hardship (not by strategic decision-making), or become irrelevant.
National federations will have to cut representation in poorly performing regions. Large swaths of the United States will be abandoned by well recognized national causes.
Corporations will increasingly use the nonprofit sector as a fulcrum for their agendas. A minority will support causes that are of the highest need and tackling the most difficult issues, most will partner with initiatives that advance the company's marketing plans. A final group will provide minimal support to say they are philanthropic.

It is not fun to write just a few of these prognostications. However, the social sector has no real lobby to speak on its behalf and the decisions being made at the local and state government are being deeply influenced by those who have access. Your city can quietly cut support for the local conservation-youth-arts group or very publicly opt out of a pension requirement for the police or firefighters. When you realize that libraries, parks, and civic centers are being closed throughout some of the largest states, you have to consider the ripple effects are on the way to your community.

The house is going to raise the minimum bet at the social sector casino. To be in the game is going to require a great level of commitment for many causes. What can those of us who are uniquely positioned to succeed in the face of the pending storm do to prepare? Some fundamental questions:

Can you articulate what your cause believes? Few people join a cause because of it mission statement but many of us get involved because it feels right.
Do you have the facts to measure your organization's impact? This does not have to be a numerical metric, however it should capture what your cause accomplishes that is absolutely brilliant. What measurement showcases your best?
Have you studied what significant reductions in funding might do to your enterprise? Or, what a massive increase demand for services might require? Do you have a plan to do what you do best without extra capacity?
What is the status of your relationships with your fans (volunteers, donors, customers, partners)? What work can be done to enhance these partnerships? Does impending volatility help increase your commitment and activity to connect with those who call themselves members of your tribes?
Have you consider developing a filter to assess real-time opportunities and challenges? Relying on a static strategic plan might by like relying on Forest Gump's fishing strategy (before the hurricane). Racing from place to place based on gut instinct may appear helpless to those watching from shore.
Have you recruited the people who are committed to the enterprise's purpose? When Ernest Shackelton's boat the Endurance got caught in the Arctic ice there was no mutiny by the crew. He posted the right "help wanted" sign when he was recruiting a crew and he told them up front that their safe return was doubtful.
Who is your optimist with the vision of a brighter future? Somebody needs to remind us that the most beautiful landscapes come after the storm. Who has a conviction stronger than forces that are running against you?

I could be spectacularly wrong about the next wave of our economic tsunami. I think only significant commitment to compromise and willingness to enter into a period of shared sacrifice will keep us from hitting an iceberg that will force us to abandon the boat known as abated consumption. There is also a terrific opportunity to move to the front of the pack and give your best now. There may be attrition through the next leg of the journey but being prepared provides opportunities to excel.

One

2011-10-16T14:06:00.000-06:00

It can take one compliment, one offer of assistance, one answer, one goal, one diagnosis for everything to change. Or does it? If we truly understand our purpose then the context may shift but our commitment to delivering our best remains. We rely on change. It must occur for us to exist. Purpose provides us a narrative to thread together our actions in a unifying pattern.

Why Curosity is Essential

2011-10-13T04:00:00.000-06:00

"Open conversations generate loyalty, sales and most of all, learning... for both sides." Seth Godin's post was perfect. You either respond with an answer and close the conversation or you get curious and ask a question in response. The difference is about relationships. When dating there is an attraction to those who ask questions to get to know more about you. There is less synergy when there are only answers. If you are a little curious you might find out something fascinating. A simple group icebreaker is to play the game, Two Truths and a Lie. Have individuals share two facts about their life and one fib. It is not so much about what you have done but the questions that come from the exercise.

Said Another Way

2011-10-12T04:00:00.003-06:00

I have always been confused by the concept of Generative Thinking as discussed in the book, Governance as Leadership. I understood the approach to be an opportunity for an organization to discuss issues that do not find themselves on the board agenda but are significant to the cause. The philosophy provides a chance for the board to stand back and consider things differently. I gained an insight during the BoardSource Leadership Forum. Generative Thinking is a perspective of making sense of the organization's current place. Consider asking, "what sense can we make of our current location?"

What We Remember

2011-10-11T05:22:00.000-06:00

The perfect underpass if you are less than 5 ft tall.

A little humor before the steepest part of the running course.

The smiley face changed my thought process for the next kilometer

Sometimes people remember you more for the obstacles you leave in their path than all the ones you have cleared. You can even add some encouragement at the toughest moments that contribute to a person's positive memories of an event.

Trust Formula

2011-10-07T05:44:00.000-06:00

Two potential formulas for developing trust. Which formula best represents how you equate trust? What would you change?

Trust= Credibility + Intimacy
Risk

Trust= Credibility + Reliability + Intimacy
Self Orientation

Sharing Organizational Values

2011-10-06T04:00:00.001-06:00

The behavior of the leadership of your organization says much about your organization's values. If you put your leadership in special uniforms and elevate their status they are easier to spot and their actions send a definitive message to those who work with them.

What message is your leadership team sending to your followers?

*In the New York Police Department, the white shirt usually represents an individual in command.

No Arrows

2011-10-04T04:00:00.001-06:00

Just because there are no arrows to confirm you are on the right route does not mean that you are lost. Somebody has to blaze the trail for those who follow.