Jul 13
I discovered this list of lessons from Southwest Airlines while reading Bill Taylor’s post on the HBR blogs: How do you know a great person when you see one? Both are worth a read.
One of my favorite Southwest lessons is #32 – set and renew noble expectations, which has me thinking about adding to my allowed list.
Jul 12
Does your organization have an employee handbook? Do you have policies that “have someone’s name on them” – you know, the ones that were added to address one person’s behavior? Is there an invisible handbook with rules about “the way we really do things around here”?
These sentences all ran through my mind as I read Simon Sinek’s post, You Are Allowed. He has five rules that are “to do” – not “don’t do,” which I repeat here:
1. Make the decision you think is the right decision to make
2. Start something that needs to be started to help advance the cause
3. Ask for help whenever you want it
4. Help others whenever you can (even if they don’t ask for it)
5. Take time off to do something that inspires, excites and energizes you
If I could add to the list:
6. Try something new at least once a week and let everyone know what you learn
What would you add to the “allowed list”?
“If we don’t find enough volunteers, we’re going to have to close. It will be a hardship for our community. I’m angry that we can’t find the resources we need.”
“It always feels like there’s a crunch to find volunteers, but they come through at the last-minute. I wish I didn’t have to worry about finding volunteers.”
Often non-profit organizations look to the corporate world for models of organization development and strategy. Yet non-profits are fundamentally different. While they have passion and vision, and deliver excellent service, the resources required differ from the business world. These resources may include charitable donations, grants, corporate sponsorships, and sometimes business revenues.
Non-profits rely on volunteers. Leading a team of volunteers is inherently different from leading paid employees. Volunteers commit their time, energy, money, and other resources because they want to make a difference, belong to a group with a common goal, and have pride in being a contributing member. Volunteers commit on their own terms. Leaders are the glue, attracting others to join and directing activities.
I have written a longer article about a 2-year study by Deloitte that looks at the characteristics of volunteers and suggests a list of questions that non-profit leaders can use to develop a strategy for leading and attracting volunteers. For more in-depth reading, I recommend Jim Collins’ monograph Good to Great for the Social Sectors and Baghai and Quigley’s As One: Individual Action and Collective Power.
There are encouraging statistics for those seeking to attract volunteers – from the overwhelming numbers of college students applying to Teach for America to the spontaneously organizing groups on the Internet such as the Linux users group, who jointly develop an operating system, and Wikipedia contributors. People envision helping their communities, learning new skills, and making a difference.
A community organizer is someone who uncovers [volunteers’] self-interest. They give [volunteers] an opportunity to work in their own self-interest and address problems in the community that they could not address by themselves.
– Jane Addams
Jun 24
In one of those journeys that can only happen on the web, where link-leads-to-link, I discovered Oblique Strategies. The idea of Oblique Strategies is that disruption increases creativity. Disrupting the patterns we live and work by, allows our brains to take notice and generate something different. To break the pattern or shift your brainstorming session, try one of the prompts: “Emphasize differences” – “Use an old idea” – “What mistakes did you make the last time?” – “A line has two sides”- “What are you really thinking about just now?”
The original Oblique Strategies appeared on a card deck. These have since been translated to the web, iPod, etc. Try a prompt today!
We are defined by our stories, which continually form us and make us vital and give us hope. Stories teach and preserve traditions and practices and policies and values. I don’t know many people who prefer a manual to a myth.
– Max DePree, from Leading without Power
Jun 10
Jun 9
The quickest way to improve brainstorming sessions is to put away anything with a keyboard.
Why? research in neurobiology demonstrates that using our hands to write and draw transforms experience. Manipulating a writing instrument activates multiple neural pathways: visual, spatial, sensory, and motor including both sides of our brain as we process graphical and factual data with multiple senses. Drawing on a flip chart or paper with colored markers to draw images alongside the text activates additional neural pathways. Employing a writing instrument, creates attention and focus as we form letters and pictures, looking at where the instrument touches the paper. Even the hand we’re not writing with is active in keeping the paper aligned.
[With a typewriter …] the word no longer passes through the hand as it writes and acts authentically but through the mechanized pressure of the hand. The typewriter snatches script from the essential realm of the hand – and this means the hand is removed from the essential realm. The word becomes something ‘typed.’ … Mechanized writing deprives the hand of dignity in the realm of the written word and degrades the word into a mere means for the traffic of communication. Besides, mechanized writing offers the advantage of covering up one’s handwriting and therewith one’s character. – Martin Heidegger
Writing with pen, pencil, or marker is an embodied experience that increases learning and generative thought processes. What impacts of this research can you imagine for writers? Educators? Trainers? Strategists? Designers?
For inspiring ideas on going analog in brainstorming, check out Duarte’s photos and blog post about advanced stickynoting.
Jun 2
The more precisely the position is determined, the less precisely the momentum is known in this instant, and vice versa.
– Werner Heisenberg, The Uncertainty Relations, 1927
Stories we tell – two
Uncertainty as opportunity
The unexpected snowman
May 29
We no longer obtain most of our stories from each other. We watch them on screens or listen with earphones. … Films and television teach us that a few people are central to the plot and the rest are marginal. … We would like to be main characters but we have learned that the important stories are happening to other people.
– David Loy, from The World is Made of Stories
May 28
You get older, and you realize there are no answers, just stories. And how we love them.
– Garrison Keillor
Idea for reflection – 31
My teacher got rid of my imagination
Stories that resonate
Friesen Group 