The Freedom to Experiment

I recently spent time with my long-time friend and successful artist, Linda Maldonado. Linda shared that she is now thinking of her work as "experimental." She said that once she gave herself permission to define her artwork in this way, she found untapped creativity and freedom of expression. She felt less confined than she had when she was using more restrictive labels, such as "watercolorist" or "mixed media artist."

Linda's recent works exhibit a vibrancy and intensity that her previous work only hinted at. I couldn't help but think of the connection between her expanded view of her work and the powerful results produced--and observe that we all hold ourselves back by the labels we put on our work. Labels--in fact, nouns in general--create boundaries within which we then feel we need to remain. They literally prevent us from "thinking outside of the name." By expanding beyond such labels as "nonprofit," "member-supported," "administrative services," and similar categories, we free ourselves to see and consider possibilities that have been hidden to us by our self-limiting definitions.

Thanks, Linda, for reminding me of the value of experimentation. Especially in these economic times, we can feel that experimentation is careless or wasteful--that we have to get everything right the first time. We set out on a path before exploring alternatives, and then feel committed to that path even when it might not be ideal. I vow this holiday season to be more experimental in my life and in my work, and encourage others to do the same. Play with ideas, consider alternatives, move toward the unfamiliar, and see what freedom and insights you find as a result.

Only One Question

I was asked by an interviewer what single question I would ask to diagnose whether an organization needed help. I was stumped. Great question, no ready answer. I asked her if I could get back to her. Then it took me weeks of reflection to decide. The one question that would tell me more about the health of an organization than any other is how its employees--not its CEO--would answer, "How much fun are you having?" Fun is the result of people working together with shared purpose and in harmony. They may work hard, they may not be compensated as generously as they deserve, and they may not have all of the resources they'd like. But when people work with shared purpose and in harmony, the result is that deep level of personal satisfaction, knowing tht you've made a positive difference--and that is fun. Think about when you have experienced it. So, how much fun are the folks in your organization having?

Not long ago, I attended a professional networking meeting at which each person had 3 minutes to introduce him/herself to another person in the room. At the conclusion of that 3 minute interaction, each partner then writes down 3 words or phrases that they believe characterize the person they've just met. They drop the card with their observations into an envelope the other is carrying, and then the two separate to each meet another new person and repeat the process.

In about 20 minutes, we each had 7 cards in our envelope from 7 individuals we had never met before. When we each examined how we were described on our cards, we discovered that perceptions of very different people we had just met were remarkably consistent. The 21+ phrases on my 7 cards were definitely "me," and were definitely unlike the phrases on the cards of those around me, although theirs were equally consistent for them.

What does this mean? As I reflected on it, I thought about how we each have a story, a way we approach life--some would even call it an aura. Recent research has shown (a la "Blink") that first impressions DO have a lot of validity. Organizations make first impressions too. Have you ever entered a restaurant and had the feeling that this was not going to be a peak culinary experience? Most likely, that's just what you found to be true. Similarly, have you ever walked into a school and thought, "I wish I could be a student here," or "I would love to have my own child attend this school?" Organizations, like individuals, communicate first impressions that are usually lasting and accurate.

Think about your own organization's personality. What 3 words would a first time visitor to your website or office use to describe their experience of you? Professional, Friendly, Creative? Stiff, Tense, Inefficient? Your "brand identity" is formed in first impressions. Make them intentional, authentic, and positive!

What Do You Want To Know?

Hi Everyone!
This is Eronia. I am a recent graduate from Texas Christian University (GO FROGS! :)), and was fortunate enough to be introduced to Sherry. Now I am working with her as an assistant and have been enjoying every moment of it!

Sherry asked me to communicate to her fellow bloggers a recent discovery I shared with her called ChaCha. ChaCha is a search agent that allows you to ask any question you would like and with the help of "ChaCha Guides", (who are available 24 hours a day, 7 days a week) you will receive an answer in just moments. How do you do this, you ask?

Simple. There are 3 easy ways to contact ChaCha:

1. Simply text from your mobile phone - 242-242 (Which spells out ChaCha)
2. Call ChaCha - 1-800-224-2242
3. Or ask the question on their website - www.chacha.com

So now you can finally find out how many people there are in the United States with your same name or maybe just how late the McDonalds down the street stays open. Ask them anything!
Happy ChaCha-ing! :)

Until Next Time,

Eronia

Learning from a 14 Year Old

Last week, I took a very intense course in Ft. Collins, Colorado from Marshall Thurber. One of the many valuable things I learned was the power of the "weak link," that person or resource who is on the periphery of your hub group but links you with other groups you might not otherwise connect with. The day after returning from the course, the power of the weak link was demonstrated to me by my 14 year old friend, Maddy Baker. I attended the send-off concert of the Washington Children's Chorus, with whom Maddy sings, before they left for a two week tour of Italy. After the concert, we were chatting and Maddy asked me if I knew who Kip Fullback is. He had recently stayed with her cousins while giving the graduation talk at the Washington International School (WIS). Before I had arrived home, Maddy had already sent me the following link so I could see and hear Kip for myself. I found these two minutes to be entertaining, educational, and inspirational. See and hear Kip for yourself through the link below,and thanks, Maddy! Hope you're enjoying Italy!

http://youtube.com/watch?v=ZckwNFCIbA8

http://youtube.com/watch?v=83rR-DGJwWc

O Man!

I recently participated in Peter Senge's Society for Organizational Learning's (SoL) Global Conference on Bridging the Gulf in Muscat, Oman. The 400 participants were from 48 countries around the world, with native English speakers being in the minority.

My presentation on Building Connective Organizational Cultures was well received, and SoL published my article on the topic in their proceedings. Presenters were asked to design interactive learning stations in what conference planners had envisioned as a "Learning Souq." Below is a photo of some young visitors to my souq, where I asked participants to describe the characteristics of connective and disjunctive cultures they've experienced, then identify strategies that help organizations build more connective cultures. I've asked these same questions of nonprofit, government, and corporate leaders in Asia, Africa, Europe, North and South America--and have observed the same results as the answers provided by souq participants; there are universal understandings of what makes a healthy and an unhealthy organization--and every individual has experienced both!

Some of the traits participants said were hallmarks of healthy, connective cultures include: People are valued--their work makes a difference, common purpose, acceptance, clear goals, able to speak openly, enthusiasm, and peaceful respect of diversity.

Traits participants identified as linked to disjunctive cultures are: Competing agendas, provincial arrogance, not listening, playing favorites, clash of cultures, lack of trust, insecurity, lack of unity and jealousy, accusing others, unclear goals.

Some of the strategies mentioned to help organizations build connective cultures include: Create a safe environment, make sure people know their roles, accountability that is fair, clear, and self-determined, surface unspeakable/unspoken, be intentional in designing structures and systems, reward behaviors you want to nourish, build a shared vision, involve people in decisions affecting them, develop and practice shared operating agreements, listen for understanding--withhold judgment, leaders model behaviors desired.

To see some of the dynamic conference keynote presentations, like that of Professor Mohammed Yunnis who was awarded the Nobel Prize for his work in Pakistan in microeconomic support of women entrepreneurs, you can log into SoL's website, www.solonline.org.

I was absolutely charmed by the Omani people, who are warm, generous, friendly, and open. The country is beautiful, with unspoiled, sweeping white sand beaches, deserts, amazing architecture, and delicious cuisine. BTW, that's me in the top photo at the Great Mosque. An American who was touring the mosque asked me what the Arabic inscriptions on the arch behind me say, and when I told him, he complimented me on how well I spoke English!

The Story of Stuff

"The Story of Stuff" is a powerfully informative video on consumerism, how it developed, and what each of us can do about it in our lives. It can be found at: http://www.storyofstuff.com. Let me know what you think of it.