The Optimistic Cynic

You’re making a decision? Why?

When trying to find solutions, we’re told to first understand the problem.

Many of the decisions we make as leaders, and as people, don’t stem from what we see as a problem. We don’t sit and try and analyse it, we just know we have to make a decision and that’s what we do.

Sometimes we sense check the decision we’ve made – and as a self-promotional plug, a sounding board is a great way to do that.

There’s a simple question we don’t often ask ourselves, one that if we asked right at the beginning might channel our thinking.

Why do we have to make a decision?

Seems obvious, but is it?

Is there a problem you’re trying to solve – if so, what is the problem?

Why are you exploring new opportunities – do you understand why you want to grow?

Sense checking is more than seeing if the solution will work. It’s understanding why you need a solution, and only then can you help with decision.

Just Explore

In an environment where everyone is trying to give you advice, it can be reassuring to sit down with a sounding board and just explore.

This what I do….

I’m not a coach or advisor; I’m not an expert on some American management model that is apparently the answer to every issue, and I certainly don’t think I know more than you.

I listen, I question, I sense check and I wonder aloud.

Advisory Boards

We see that advisory boards are becoming more common in the commercial space, especially with SME, but I haven’t noticed this flowing through into the for-purpose sector.

Advisory boards are set up to provide guidance and expertise to an organisation on a specific issue or strategy, not the business-as-usual governance, compliance and decision making that boards of trustees/directors are usually involved with.

A great trustee may not be the best person to advise on a new initiative. Their role is to help set the scene through strategic planning and then engage the appropriate resource.

If we want to see significant change, we need to engage the right people to advise us.

If two trusts are talking about merging services, an advisory board of people who have experience in mergers should be able to provide practical advice to steer the journey.

Want to start a social enterprise to generate funds? A board of say three entrepreneurs with experience in start-ups will have a wealth of knowledge to share.

These people may be very willing to share their advice on an area they know a lot about, for a defined period of time, rather than taking up a permanent trustee/director role.

So why don’t we use them?

Want to know more, just get in touch

Veni, vidi, adiuvi

After yet again seeing the term veni, vidi, vici (I came, I saw, I conquered) pop up in a movie, I thought I’d shake up ol’ Julius’s phrase.

In business we should be looking to conquer issues – and no, not our competitors. Grow the pie instead of trying to scoff it all.

From an advisory perspective though, the client might conquer issues, but we don’t. So, what happens when we sit down with clients and identify (see) their issues and opportunities?

We support….

Veni, vidi, adiuvi

I came, I saw, I supported

Integrity

Too often people know the right path to follow, but what is right may not be easy, may not be as profitable or sometimes isn’t popular. It is however right.

The difference between knowing the right path and taking the right path is often integrity.

Integrity isn’t always easy, doesn’t always generate the most money and doesn’t guarantee popularity.

Integrity does matter though.

Never compromise your integrity, the price you pay is never worth it.

Remember, you become stronger whenever integrity is your motivation.

“See it big, and keep it simple.” ~ Wilferd Peterson.

I’m currently reading “The Fish Rots from the Head, Developing Effective Board Directors” by Bob Garratt.

It’s a great book and something every director, or aspiring director should sink their teeth into.

One of the many points I’ve taken note of is how simple strategy really is. While I personally love a one page strategic plan, organisations tend to spend a lot of time pondering, planning, writing and in reality, complicating strategy.

Garratt argues that there are only five strategic directions to consider:

Advance
Retreat
Hold your ground
Make Alliances
Withdraw totally

This made me stop and think. Strategy is a wonderful opportunity to think and create, but we can still keep it very focussed.

As Amelia Barr said, “It is always the simple that produces the marvelous”.

A reflection

A period of reflection this afternoon reminded me of the time I had my first midlife career tangent. When you receive support, even though you had no prior knowledge that you needed it, it can have a profound impact. Suddenly giving back becomes really important to you.

It’s more than just being thankful. It might sound cheesy, but it absolutely is an awakening. Something that builds from within and consumes you.

The wonderful irony is that you become grateful for the opportunity to give back.

Survival is a plan

It’s tough out there at the moment – we all know that.

If you’re purpose driven, you see it from both sides. The need has increased while funding and/or sales are difficult.

We want to do more, but it feels like we have less.

It’s OK, saving the world takes time.

It might sound counterintuitive but now is a good time to ensure your strategies, plans and systems are all serving you well.

Our natural reaction to tough times is to work harder, chase the income and support others as much as possible. Nothing wrong with that but at a fundamental level, there is one question we need to ask ourselves. If this climate continues for say another six to 12 months, do we know for sure that we still be here doing what we’re doing?

We’ve seen some great organisations close their doors or significantly downsizing due to these tough economic times. Something I’ve learnt lately is that doing great things, over a long time and having a great national profile does not guarantee your sustainability.

As I said above, saving the world is a long game. Please take the time now to ensure your organisation will survive.

Dear LinkedIn

Dear LinkedIn, please be assured I really do love you, but I think we need to have a chat.

We’ve known each other for a long time, and I feel we can be honest with each other.

What were once endearing and informative traits are now becoming a bit repetitive. Do you think we could, you know, mix it up a little bit? A bit of adventure, something outside of our comfort zone and even something to challenging each other?

I need to come out and tell you straight that I really do understand that: