Circles of humanity

Want to persuade, make a connection, motivate someone to DO something?

Dive as deep towards the center of your humanity as possible, and share that.

Like so many other things, this is the opposite of what we’re taught in professional schools (business, law, policy) and their professional counterparts (McKinsey), where they drum into us how to get good at staying in the outer two circles.

At a minimum, tell stories. But change happens when you share your dreams and your love.

They call it “HEARTS and minds” for a reason.

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Needle in a haystack

In the midst of a productive strategic conversation today, a friend said, “Well it sounds like you’re looking for a needle in a haystack.”

“That’s dispiriting,” I said.

“It’s not,” he said.  “All you need is a magnet.”

The magnet is two things: first, literally, it’s the story and the relationships and the positioning that helps the right people find you.

And figuratively, it’s turning an impossible situation into something easy and effortless when you find the right tool and employ it in the right way.

More effort is appealing.  The right effort is transformational.

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No Sympathy for the Devil

Seth Godin’s free e-book to complement Linchpin just came out.  It’s called Insubordinate: Linchpins are Everywhere You Look (vol.1) and it profiles – incredibly simply – linchpins Seth has had “the pleasure (the joy) to know and work with over the last 20 years.”

Seth divides the world into three types of people:

  1. Linchpins
  2. Supporters
  3. Leeches, Advocates for the Devil, and Bystanders (aka people in a pre-linchpin state)

Here’s how Seth describes his attitude towards the third group:

The third group, as you’ve probably guessed, are the pessimists, the obstructionists and the protectors of the status quo. Driven largely by fear, they set out to slow you down, whittle you down and average you down. Mostly, it’s not their fault, though, because they’ve been brainwashed and don’t yet realized how powerful and productive it is to take a different route. It’s tempting to call these people out by name and to demonstrate how their fear is robbing so many people of a chance to make a difference. I won’t, though, because it’s not productive.

It’s that last bit that really caught my attention (which is why I bolded it, Seth didn’t).

Just last week I met with someone whose passion is transforming the status quo in the nonprofit sector.  In this aspiration, he and I are perfectly aligned.  But, as I told him, I wish he’d tweak his strategy by following Seth’s example here, by appreciating how non-productive it is to expend a lot of energy calling out the people who he sees as part of the problem, the people who don’t meet his standards.

The mark of experience, the mark of leadership, to me, is recognizing that the most positive, far-reaching change comes from highlighting the bright spots, from holding up and celebrating what is working, and giving it as much space and fertile ground as possible to flourish.  Sure, shocking news grabs the headlines, sells copies of The National Enquirer, and gets people to tune in to the 11 o’clock news.  But there truly is nothing easier than sitting on the sidelines, tearing others down and saying “I could do it better.”

The thing is, I bet you could do it better – so go ahead and do it.  That’s what the world really needs now: more insubordinates and fewer bystanders.

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Permeability

Yesterday’s post got me thinking about the question of permeability and the virtual organization.  A few years ago Niko Canner shared with me and my Acumen buddies the idea of a “virtual organization.” In Niko’s words, loosely paraphrased (and potentially butchered in the process) there are many concentric circles of people surrounding any organization who do all sorts of valuable work (Board, advisors, donors, friends, mentors, etc. for nonprofits; but also suppliers and lawyers and bankers for just about everyone).  The virtual organization is this collection of people, and it is, especially for nonprofits, potentially more far-reaching, powerful, and impactful than the people who are actually on the payroll.

This brings up the question of permeability.  When we, who represent the organization, talk to people outside the organization about bringing their financial resources to bear to help us do our work, how permeable are we?  How bright are the lines we draw between “us” (the organization) and “them” (the donors, the advisors, the helpers, the friends)?  And how much, ideally, is the act of creating permeability something that we, external standard bearers of the organization, do in an ad hoc fashion, and how much should it be built in to the fabric of the organization?

Permeability only works where there is trust.  And while you can build trust with shared time, conversation, and exploration, what kicks things into high gear is shared action.  As we take action, we experiment – how do you and I act together, how do we treat each other, is this an us/them situation or can we leave that baggage behind?

So how are things, typically, different inside and outside the organization? When I problem-solve with someone on my team, I would never dream of leading with apologies or caveats; nor would I ever write an email asking for help that starts or end with “if you’re not too busy.”  By definition my teammates and I have signed up to the same goals so we dream together and riff together; we shoot ideas down and build them up and kick them around until they have enough fortitude to stand on their own.

We can’t act any differently when we move outside, to the virtual organization.  Yet because of the imagined, created (constructed?) impermeability between the organization and the virtual organization we convince ourselves that we have to ask for permission every time we “bother” someone who has said that they’re in and they’re signed up to help – which just serves to reinforce that we’re not all in this together.

And often I think that we – those of us inside the organization – are the main culprits here.  And if that’s right it’s good news because it means that we are in a position to make a change.

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Our most important job

Schools teach two sets of lessons, one useful, one problematic.

The (generally) useful lessons are the ones that teach us the things that schools are meant to teach – reading, writing and arithmetic, progressing to critical thinking and deep domain expertise.

The second, silent, unspoken lesson is that schools are in the business of teaching us (defining for us) what we’re supposed to learn and master (they give out the grades after all).  And then more silently still they hand over this role to our employers who define the rules of the game with evaluation matrices that tell us if we “did not meet” “met” or “exceeded” expectations.

Whose expectations, exactly?

It takes a while (sometimes forever) to figure out that the most powerful levers for one’s personal development aren’t the skeleton keys that teach us how to be great __________  (speakers / analysts / bloggers / designers / teachers / coders / investors / whatever). That’s just skill mastery.

The most powerful lever is is figuring out what configuration of skills matter the most to what we hope to accomplish.  This is why we can’t outsource this process of discovery (it is discovery, it’s not a set playbook) to our teachers and employers and parents and friends.

Our job, first and foremost, is to figure out what it takes to be great, and then to have the courage and conviction to go out and do those things that will get us there.

The figuring out part is the messy, quiet bit that people mostly don’t talk about, even though it’s really the most important thing.

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The Butcher and the Baker

On my daily commute to work, I walk from to and from the train station.  It’s not that far – about a half a mile – and I feel lucky not to have to step in a car every day.  Many people, though, drive to the train, even a few who live right near me.

A few Fridays ago, a guy who I know a bit (a wave, a nod, pleasantries exchanged every now and again) was driving home from the train.  I was in a rush to get home to see my kids, and at that moment on a hot day, “hey do you want a ride?” would have been a welcome overture.  He didn’t offer, and while he was driving off I got to thinking about the distance between us, the oh-so-sacrosanct space of aloneness that we create when driving our cars, when sitting in front of our computers, when shopping online, when plopped in front of our HDTVs, and how through all the progress we’ve made, we’ve traded in the crush and human connection of the sawdust-floored marketplace, of common spaces, and of all the unexpected, simple happenstance that comes from living our lives stumbling and tripping over one another.

In the late 90s I lived in Madrid, Spain, in an airy one-bedroom apartment that opened onto a quiet, bright courtyard.  It was the second time I’d lived in Spain and it took this second take to unlearn my frustration at the “inefficiencies” of Spanish life: on Sundays, everything – and I mean everything – was closed except for churches, coffee shops and a few restaurants, and since the internet wasn’t yet so ubiquitous, my (now) wife and I developed a cherished ritual of going to a local coffee shop with the newspaper and spending hours wiling away the day, talking, and working on the crossword puzzle.

When we left Spain, as part of our goodbyes, we went door-to-door to the fruit shop, the butcher, the baker, and the cheese shop to say goodbye to the shopkeepers who had become part of our lives, who had advised us on dishes and taught us the words for pastries and cuts of meat and the best local cheeses.  Yes, going to a shrink-wrapped supermarket is more efficient, but shopping for food wasn’t a chore when it was filled with conversation and questions about how last week’s dinner came out.

I worry that with all the efficiencies we’re creating, we’re also facilitating a habit that’s averse to basic human contact.  It’s easier to smile and look away, easier to walk into your car than to offer someone a ride, easier to click and compare than get to know a salesman or a store owner or a neighbor.

The irony is that people crave genuine human connection.  We’re just getting woefully out of the habit.

Just crack open the door a little for someone and you’ll see the light flood in.

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Pictures and Frames

Here’s an idea pilfered (with permission) from my friend Jennifer.

It turns out that when people go to museums, they spend up to 10 times as much of their time reading the blurbs next to the artwork as they spend looking at the artwork itself.

Which might be why, when we try to describe what we do, we essentially write blurbs that are good enough (at best) to sit next to the picture…which is a shame since we’re all in the business of creating art.  You know: “We aim to revolutionize the customer experience by enabling real-time interaction in a customer-centric fashion using…..”  (Zzzzzzzzzzzzzz).

And yes, the nonprofit sector is the worst offender here, because the things we’re doing, the things in the picture frame, are so motivating and so real, and they inspires such a deep human connection that it’s doubly shameful that we use such wilted language to describe what we do.

So, the next time you sit down to write down what you do or to explain it to someone, start by imagining the picture that’s inside the frame, and describe what you see instead.

I promise it will be more real, less polished, and less likely to be interchangeable with the next organization up the block that seems, to all of us, to do the same thing you do.   (And I bet you’ll write it in real English too!)

Go ahead, even if it’s not your job to do this stuff, imagine the picture that’s inside the frame for your organization.  Describe it 6 words or less.  Send your description to the CEO and to the people that really matter.

Have fun.

[NOTE: Just realized that Katya’s (Network for Good COO) blog has some great step-by-step tips about how to do this.  Thanks Katya!]

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Which purpose?

Having started my professional life as a management consultant, I’m all too familiar with the snarky refrain of people exiting the sector, “I got tired of flying around the world to make the world safe for Fortune 500 companies.”

Clever enough.

What’s perplexing is that when you’re making a shift from something you did for some extrinsic reason (it appeared safer, more lucrative, was what everyone else was doing, was what you thought people around you wanted you to do) to an intrinsic reason, it can be hard to make out exactly what kind of “purpose” you’re looking for.

Put another way: “purpose” and “social purpose” are not the same thing.

Right now, in US at least, there is a supply/demand imbalance in the “social purpose” sector.  The number of positions in high-performing organizations in the social sector is a lot fewer than the number of people looking for those jobs.

But opening the aperture a little further to organizations with a purpose…I bet there’s a lot more out there.

Every entrepreneur worth her salt has a purpose, and most of the people who join their cause sign up for that purpose.  Every organization that sees the world one way and wants to look another way has a purpose. 

Purpose creates passion and zeal and focus and fun.  Purpose gets you out of bed in the morning.  Purpose is not apologizing for what you do when you explain it to others.  Purpose is knowing that, even if the thing you’re fighting for blows up tomorrow, you’ll walk away and say “that was worth fighting for.”

There’s a lot of purpose out there, if you look…with purpose.

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One good sign

In early 2008, about a year after I started at Acumen Fund, I noticed something surprising.  Even though I was busier than I had ever been, I started reading again– first fiction, but then all sorts of things including a healthy dollop of things that cut to the core of how I see and understand the world and how to be more professionally effective.

What changed?  I’d have thought that going from a not-so busy routine to one where I have to savagely guard every minute of the day would give me less space to think and reflect and grow.

It’s because in my previous job, I was dying on the vine.

That meant that I spent all my mental energy all day long trying to convince myself to hang on, that I was making it work, that all of the cognitive dissonance – the cacophony, really – between what I hoped the job would be and what it turned out to be was manageable.  So by the end of the day, when I had some time to myself, the idea of reconnecting to the professional, productive part of who I am ran the risk of reminding me of my terrible, energy-sapping job, and I wanted no part of it.

What I wish someone had told me then – which is what I wanted to share now – is that you (if you find yourself in a similar situation) are not the job.  You are a wonderful, intelligent, highly capable person who will take huge strides forward as you continue to invest in yourself – through what you read and the relationships you build and the connections you make and the doors you open for others.

And if you find yourself stretched and thinking and growing every day, take that as a sign that something’s very right, because in yourself is just about the best use of time around.

Abundance breeds abundance, not the other way around.

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Next Monday – be wowed in NYC

(Shameless plug alert. But this is a good one).

Next Monday night in New York, Acumen Fund’s NY Chapter is hosting a fun event.

There will be talks by Chris Hughes (co-founder of Facebook, brains behind my.barackobama.com, now launching Jumo.com); Gretchen Rubin (bestselling author of The Happiness Project); Jawad Aslam (pioneering low-ncome housing in Pakistan and all-around great guy); Sarah Kay (spoken word poet).

Jenny 8 Lee will emcee, and any event that is emceed by someone who is obsessed with dumplings and who wrote The Fortune Cookie Chronicles has to be good.

You can buy tickets here.  Proceeds benefit Acumen Fund (further enticements: open bar, DJ, food, etc.)

Please spread the word.  And buy tickets here.  They’re going fast.

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