We’ve Been to the Moon, Now It’s Time for an Earthshot

We have gone to the moon: now we need to take care of our earth.  This is where we live, and this is what we are made of, earth and its life forces, our biology. An earthshot is to say YES! to a future we love, here on this earth, amongst all of us that inhabit it.

The prophet of abundance-based technology and bold steps towards a far-better world, Peter Diamandis, invites us to take on a “moonshot mindset,” invoking the power of John F. Kennedy’s 1962 moon speech. Again, we need to do it, we have not done it yet, and we can. This “means applying 10X thinking (or 1,000%) to all of your efforts and challenges.” As Kennedy saw, you have the resources, you have the knowledge, you have the will, and you have the need, the love for that future. Now you need to put it all together, probably in new ways.

My colleagues and I have found that many “positive deviants” have already figured out part of the “how,” how to put it all together, and these positive deviants are everywhere, across the planet, even in your own backyard. We are now putting these pieces together into an abundance-based approach, based on the emerging science of abundanceecosynomics.

The herenow we face requires an earthshot—we need to do it, we have not done it yet, and we can, together, each bringing our best contributions.

All Rules Come with Standards and Principles You Didn’t Set—With Principles-based Choosing, You Set All Three

As I described in an earlier post, one way to be more resilient is to shift from thinking about rules to standards and principles.  John Rawls, a moral and political philosopher, highlighted in his book, A Theory of Justice, the differences amongst the terms rules, standards, and principles.

Rules are straight lines, asking yes/no questions, looking for triggering conditions that something is changing, seeking predictability and certainty.  Ex ante, the thinking is that this rule should and will provide this stability.  Put it in place, and let it work.

Standards are balancing feedback systems, with a gap between a stated goal and the actual state driving action that changes the actual state, like a thermostat.  This system looks for balancing factors in a set of relevant considerations and options, providing a range of choices.  Ex post, this thinking asks whether this standard maintained the behavior within a desired range.

Principles are systems to be considered, providing guardrails for the feedback loops (standards) to include, and how the choices made in actions might be interpreted.  In reflection, this thinking asks whether the system of standards and rules under consideration increases resilience of the desired impact.

Rules tell you what actions to take to close the gap. For example, for your physical health, eat this many calories, with this mix of proteins, grains, vegetables, and fruit. Or do this much exercise a day. For your mental health, read this, think about this, stop thinking about this, or talk to this person. For your emotional health, have these friends, and engage in this way. Each of these guides for how to act are rules. Rules often come with implicit standards of what healthy looks like, based on a principle of standards, rules, and who should be setting them.

Simply put, every rule comes with standards and principles, whether you agreed to them or not. With a principles-based start to your choices, you set all three. You decide who decides, towards what purpose, with what standard, what feedback process, what rules, and what actions. You choose.

Collaboration across boundaries: If not us, then who? If not now, then when?

Meet April 11-14 with leaders from around the globe exploring the micro inner work, macro outer systems, meso organizational performance, and how the agreements we make at these levels influence the experience we have and the impacts we achieve.  Collaboration is serious work.  Co-hosted by Intergen and the Money&Business Partnership, this 4-day event (11-14 April 2021) guides your deep dive into this serious work. Work that is yours to do. Register for this gathering, the 7th Money & Business Partnership Congress by clicking here.

On day 4, I will share with the group what we are learning about deep collaboration in very-high-performing groups as they generate ecologies of sacred hospitality, achieving massive impacts through regenerative organizing forms.  Please join us, and invite your colleagues as well.  This is your big Yes!

Everything Stems from Your Purpose

Everything is energy, and every thing requires energy. Einstein showed that matter–a thing–equals energy. A lot of it. E=mc2. Or m=E/c2.

When we value something, we want to connect to it. The word we use, value, comes from the Latin valere for be strong, be worth. Connecting to this value gives us purpose. Purpose comes from the Latin pro– “forth” and the Old French poser “to put, place”, meaning to connect to energy, to plug into the source of our energy. Our purpose, what we value.

Not plugging in is saying no to the energy, yes to disengagement, no to human creativity, and no to love. If the energy is there, and if what we value is there, and if connecting to the energy of what we value is there, there for us to engage and transform, then why would we not do that? That seems like a massive waste.

Purpose-driven leadership focuses leaders on understanding the power and the dynamics of purpose, engaging it, and transforming the energy of it into something that others value. When people connect to a deeper shared purpose, they are able to achieve far more together than not. According to XPRIZE founder, Peter Diamandis, a purpose-driven mindset deeply energizes you, focusing your thinking and awareness, always looking for new insights and relationships that can enhance your ability to achieve your purpose. McKinsey research shows that aligning the company’s purpose with the purpose of its people leads to much better results: higher engagement, higher loyalty, and a net-positive impact for their stakeholders.

So, if we are energy, and if we need energy to replenish our energy, then we need to connect to energy. That energy is everywhere, and the way we connect to it is through purpose. While this might seem obvious, many people still do not do it. This means that you know what your purpose is, and you connect to it continuously. This engages the energy and guides what is done with it. The evidence is there, and you know this from your own experience. Connecting to it, to your purpose, your Yes!, is a choice. Your choice.

Flourishing at Work

According to a recent Gallup study, “Only 15% of the world’s one billion full-time workers are engaged at work.” 85% are not! How did this happen?

What can we do about it? My colleague Tyler VanderWeele, professor and Director of the Human Flourishing Program at Harvard University, shares his recent research on flourishing at work in a January 27, 2021 post in Psychology Today. “Most people want to be engaged at work. The time passes more quickly, and the activities seem more fun. But engaged and satisfied employees are also good for business: they are more productive, less likely to leave the company, and less likely to waste time on the job. Engagement can have a major impact on costs, revenues, and profit.”

The mainstream is starting to pay attention to this. In a December 2020 HBR podcast, Christina Maslach, professor of psychology at the University of California, Berkeley talks about “why burnout happens and how bosses can help. In November 202, the VisualCapitalist provided an infographic of “15 Warning Signs to Identify a Toxic Work Environment Before Taking a Job.” It is no longer rocket science or “that soft stuff.” The numbers are huge, and the costs are very real.

We need to realize that, as human beings, we are each uniquely constituted and contextualized, and therefore we are each uniquely engaged or disengaged. This means that to address engagement–flourishing at work–we need to inquire into each person’s context. We need to ask, listen, and try something, together. While this might seem expensive to do for each person, Tyler’s study showed that the costs of not doing so are far greater. Once we see that the costs of scarcity are far, far greater than the costs of abundance, the investment in Yes!, then we will start to make progress, creating thriving, regenerative organizations and communities. These authors are paving the way.

Gratitude to Awesome Cohosts — My EGADE MBA Strategy Class F2020

I was very fortunate to be able to invite some amazing leaders to visit with my “Strategy in Organizations” class in the EGADE Business School del Tecnológico de Monterrey program this past Fall 2020.

Purpose — Grateful to Jay Harris for speaking about his experience in leading with the power of purpose.

Leadership Ethics — Really enjoyed having Matt Lee of the Harvard Human Flourishing Program share his work on Ethics and Values.

Strategic ContextCarolyn McCarthy shared her experience in co-hosting the strategic systems-change process. How to determine the boundaries and content of your STRATEGIC CONTEXT, with systemic strategy. Carolyn shared her experience with Open Opportunity Massachusetts (https://lnkd.in/dXT2J2d), using strategic systems mapping and collaborative processes to identify the dynamics and stakeholders defining the “strategic context” of K-12 education for all children in the state of Massachusetts (USA).

Strategic Resources — Grateful to Luz Maria Puente for sharing her work in bringing systemic strategic clarity [https://lnkd.in/d4kRBcM] to an organization’s understanding and implementation. What are my company’s MOST STRATEGIC resources? How do we scale them and leverage their impact, while regenerating the resources we need to sustain this?

Strategic Leverage — I thank Annabel Membrillo for sharing her experience in getting a large group of stakeholders to identify strategic systemic leverage interventions and then implement them. LEVERAGE, the ability to get far more from the system than we put into it–much greater effectiveness and efficiency with the same inputs. Strategic systemic leverage is critical to move the dial on seemingly intractable, complex issues like education, health, housing, and energy [https://lnkd.in/ddmwEGe].

My Own Leadership. I thank Hernando Aguilera for sharing his experience in guiding leaders through this inquiry of “Designing Your Life”. Who is DESIGNING MY LIFE? I would like to think I am. When we look at the underlying agreements that determine what I do, who I interact with, and how I interact, we discover a high percentage of agreements I have unconsciously accepted [https://lnkd.in/daQpyTp]. This means that someone or something else is designing my life, at home and at work. I can change this, designing my own life, at home and work.

Shifting Organizational Agreements — With deep gratitude to Ana Cláudia Gonçalves for sharing her experience, in leading large organizations through shifts in their outcomes and experiences by experimentally evolving their deeper agreements about who they are, what they do, and how they do it [https://lnkd.in/dgpKX28]. We want different OUTCOMES and different EXPERIENCES. We are not living up to what we know we are capable of being and doing. How do we change this?The class was also deeply inspired by her example of a young person successfully taking up leadership of a large organization and proving far greater results with innovative, more equitable practices

Implementing Strategy — I am grateful to Fred Krawchuk for sharing well-tested practices for rigor-testing strategy implementation. Robust agreements–agreements that work when the situation is volatile, uncertain, complex, and ambiguous (VUCA), our new everyday reality.

Strategic Information — Lots of gratitude to Michael Puleo for sharing what he observes as the state of the art in strategic information systems. Did it work? We had a STRATEGY–we saw a future state, we saw a way to it, we tried it. Did we get the FEEDBACK about whether it worked? What information do we need, to know if what we saw worked? How do we adjust what we see and what we do based on what we learned? What strategic measures help me see the effects of my strategy on my impact and on my resilience?

Leading in Wicked Problems — Deep thanks to Edward Brooks for sharing his insights on the fundamental shifts required in how leaders take up 21st-century “wicked problems” through human-focused organization. What is required to LEAD today?  What they taught my parents about leadership in business school was similar to what they taught me, a generation later–direct, divide, manage, and conquer through well-structured controls. Many schools still teach these same leadership principles, another generation later. The “wicked problems” leadership faces today are completely different than the “tame problems” faced by earlier generations. How does one lead when it is not even clear what the problem is, and it is not clear when the problem has been solved? These characteristics require human-focused, deeply collaborative leadership.

Values in Leadership — Grateful to Prof. Elliott Kruse for sharing the latest in research on the impact of values in leadership

Collaborative Leadership — Deep gratitude to Jared Duval for sharing his experience in leading the Energy Action Network in Vermont. Leading a set of very diverse groups of people, from different industries and different social-political-economic perspectives, coming together to address wickedly complex problems sounds impossible, or at least really hard, doesn’t it? It is, until it is not. It depends on (1) what you understand your leadership role to be and (2) how you choose to organize. with my “Strategy in Organizations” class in the EGADE Business School del Tecnológico de Monterrey MBA program.

Your Full-lumens Diet

Your daily ritual. You are a calorie burner, and you are a creative being. You burn calories and lumens, the creative energy. For both your calorie and lumens burning, which are outflows, you need nourishment or inflows. Choosing what you put into your body is also known as a diet. While many think a lot about what calories they put in their body, it is healthy to also think about what lumens they put in their body.

Simply, what mineral elements do you take in to form your physical body? Do you know what the actual ingredients are and whether your body processes them well? It is easy to find out. Eat it and see what your body tells you.

What intentions do you let in to nurture your volitional energy of choice? Do you set those or does someone else use your intentions, your drive to do things? To find out, ask yourself why you are doing what you are doing. Did you choose this consciously? Did someone else? What would you choose? Do these choices align with your Big YES? Try, and see what happens.

Your relationships with others, what you feel in them, and how you support them nurture your social energy field. Witnessing how you feel in these relationships is completely within your power. Are these relationships and how you perceive and react within them nourishing you or taxing you? You can tell by seeing whether you feel better or worse for being in them.

The ideas that you accept into your thoughts, consciously and unconsciously, directly nourish how you perceive what the world is and how it works. Are you choosing what enters your thoughts, or are you accepting someone else’s conditioning? You are exposed to massive amounts of information all day long. Are you choosing what you allow in? And, just because you are exposed to it, does not mean that you have to accept it. Do these thoughts align with your values, with what you know to be true from your own experience? You can choose the thoughts you use to align your perception of what is happening in your context with your values and your deeper contribution.

These are four basic elements of your full-body diet. The minerals, intentions, feelings, and thoughts that directly nourish your body. You put junk in, and you feel junky. You put in elements that strengthen you, you are stronger. It is easy to tell with each of these four elements. Simply try, and pay attention to what your body tells you. Then adjust. It is your choice.

Leader: Know, Love, and Inspire Your People — Recommended Reading

Taking my own leadership to the next level, to where it HAS TO BE for the work that it is mine to do. Hard questions of what I need to take on.   I just finished reading the book “Leader: Know, Love, and Inspire Your People” by Katy Granville-Chapman and Emmie Bidston, walking me through simple exercises with lots of cases of how other leaders use these practices and how these practices affected their engagement and outcomes. Thank you!

#leadershipdevelopment #oxfordcharacterproject

The State of Art of Collaborative Networks: Recommended Readings

With almost 2 decades of experience in funding and deeply engaging in collaborative networks for systems change, our colleagues are sharing their observations.

Our colleague Jennie Curtis at the Garfield Foundation shares her insights from 16 years of leading foundation support for #collaborativenetworks of #systemschangeDigging Out of Philanthropy’s Entrenched Practices

Institute for Strategic Clarity CHOICE Fellow Ruth Rominger, who serves as the Collaborative Networks Program Director with the Garfield Foundation, reflects on why Garfield invests in the development and evolution of #systemsinformed #collaborativenetworksHow Living into our Questions Led us to Fund Networks

Saying YES! with Christian Ray Flores — Podcast Interview

Yes! Saying Yes!, a Big YES! to your life, to your work, to your contribution to a future you care about, makes all the difference. I am grateful to Christian Ray Flores and his team at Third Drive for hosting me on their podcast in this fun exploration of why saying Yes! to human creativity drives success, what we are learning in 100s of groups and in our research.