My “silver” dollar

Whenever you're called on to make up your mind,
and you're hampered by not having any,
the best way to solve the dilemma, you'll find,
is simply by spinning a penny.
No - not so that chance shall decide the affair
while you're passively standing there moping;
but the moment the penny is up in the air,
you suddenly know what you're hoping.

- Piet Hein, “A Psychological Tip”

Sometimes …

… all the pros and cons seem equal.

… competing priorities seem equally valuable.

… all the options seem equally risky.

What to do?

Just pick one. Any one. Take action. Move.

If you can’t pick: find a coin, and flip it.

I keep this 1976 Eisenhower dollar on hand for just such occassions. (And because I’m a hopeless “good old days” romantic.)

Technically, it’s a “clad-copper dollar”, not a “silver dollar”. Meh.

As Piet Hein hinted, a coin flip doesn’t always completely make the decision for you. Often you’ll find, if you pay careful attention, that you’re hoping for heads or tails. And once you notice that, it’s fine to just “go with your gut.”

But either way, make a decision, and then take action.

There’s usually little value in waiting.

All the best,
A.

Any action beats inaction

Reaching for your goals is usually a simple (if challenging) matter of planning and execution:

1. Pick a goal you wish to reach.

2. Understand where you are now in relation to that goal.

3. Formulate a pathway to get where you want to be.

4. Design a plan to navigate that pathway.

5. Execute the plan, beign ready to adjust as needed along the way.

Simple, yes, but not without its challenges.

One of the biggest challenges comes at the decision points:

• Which goal should I pursue?

• Which method should I implement to get there?

• Among competing priorities, which one should I prefer?

• Lacking complete information, how should I begin?

In moments like these, it can be tempting to stall. To wait. To delay until more information is available. To avoid the difficult decision.

Unfortunately, inaction and indecision are not your friends.

Fortunately, the temptation to delay decreases significantly when you realize one important truth:

You will never have perfcet information; you will always have uncertainty.

In moments of indecision, it can be wise to puase for reflection.

But after that brief reflection, the best decision is any decision. The best action is any action.

Action provides results.
Results provide information.
Information guides future decisions.

Here’s the thing:

If you have some headache in your work, and that headache has been a recurring problem for too long (whatever “too long” means to you), something has to change.

And if you want it to change, you must take some action to change it.

That means “waiting for perfect information and absolute certainty” is not going to get you there.

Instead of waiting:

Pick any reasonable action. Undertake it. Observe the results. Adjust. Repeat.

All the best,
A.

How to handle emergencies

On a daily basis, a firefighter will spend a lot of time doing anything but handling emergencies. They’re doing things like:

• Undergoing training and education

• Exercising to stay fit

• Maintaining vehicles and gear

• Performing inspections, installing smoke detectors, and educating the public on fire prevention

In short, they’re doing what they can to prevent the emergencies, and to be ready for them when they come — because they will come. That’s when the firefighting happens.

You’re probably not a firefighter, but…

Emergencies will appear. Deadlines will press. Personnel will change. Surprises will happen.

And like that firefighter, you do have options to be ready (or not so ready).

If you’ve
kept your staff well trained,
and worked your routines to stay sharp,
and maintained your systems and tools,
and established monitoring systems to alert you before a problem gets out of hand,
then you’re well set to handle the pressures that will come.

Because they will come.

When they come is not up to you. But how you prepare is.

The best way to handle an emergency is to be as ready as possible before it happens. And that’s something you can control.

All the best,
A.

Adding friction

My new dumb phone is a thing of beauty, mostly because it makes some things difficult.

Like tapping into the opinions of a billion internet strangers on the latest hot-button topic in sports, entertainment, or politics. (Sorry, it’s just not as fun as I thought it would be.)

Sure I can still access my social media, but it's not in my pocket. So it's much harder.

That's by design.

It creates friction between me and things I want to think less about. So I can stay focused on the things I want to think more about.

Here’s the thing:

Are daily interruptions and tedious tasks are pulling you away from the kind of creative strategic thinking that your mission needs?

There's probably a way to increase the friction between you and those distractions.

Yes, there will always be little puzzles to solve.

But I hope you're making time to focus on the long-term thinking that truly empowers your work.

All the best,
A.

How they see you

Do you know why your donors give?

It might not be for the reasons you would think.

This morning I spoke with the executive director at a local organization who told me they've already secured a $20,000 Exclusive Presenting Sponsorship for their annual gala next year.

She called it, and I quote, "jaw-dropping," "fantastic," "extraordinary," and "a game changer".

Later in the conversation, she mentioned that the sponsor had let on about why they decided to sponsor:

This annual gala — among the many fundraising events held by various charities in our local area each year — is the one event where all of the sponsor's employees a) attend the event, and b) actually have a great time while they're there.

Here's the thing:

Your donors and potential donors will see you in ways you might not expect.

They're not always as passionate about your mission as you are, but they are (or could be) very excited to help you because of something they see in your work — something you might not even have noticed.

If you can learn more about what they see, and if that happens to be compatible with your organization's vision, why not lean into that, and remind them of it through your own messaging?

Yes, it can be good to explain how important your work is to the people in your community.

But if saying "We're also the most fun you'll ever have!" strikes a chord, why not say it a little more often?

All the best,
A.

Midwifing a transformation

There's a transformation inside your work (or your team, or your organization) that's waiting to come out. Some new way of working that will move your mission forward, not just keep it afloat.

It's probably not quite ready to see the light. But it's there. It probably needs some time. And some care. And someone to help it spring to life.

Have you seen the signs? Have you felt it kicking? Have you thought of a name for it? Have you imagined it taking its first steps?

Don't be afraid to imagine what it could be.

Let yourself take some time off from being busy to consider how you can help it along, and who might help you bring it into a beautiful reality.

-A.

Will it really?

When you're thinking about adding a new component to your CRM system — an extension, a training program, a documentation system, whatever — you'll probably want to ask yourself a few important questions:

• Will it actually help me accomplish what I need? Does it actually do I think it does?

• Does it fit smoothly with my organization’s working style, or will we need to make adjustments there?

• What kind of effort will I need to maintain it going forward, and who will do that work?

• Will it do what I need right out of the box or does it need a lot of configuration first?

Taking the time to get these answers, before you begin, can save you a lot of pain and heartache.

Not to mention wasted time and money.

All the best,
A.

Shirts are easy

On the way home today I popped into a favorite store. I got lucky, found a couple of shirts I loved, I took them home. Easy.

I’m no fashion guru, but this seems a workable method for maintaining a wardrobe: Look around, see what's out there, grab what you like.

The same method would be a nightmare for home improvements. Head over to the Home Depot and see what's available. Pick up a few new windows, an in-floor heating system, maybe a solar panel or two.

What's the difference?

Partly, it's a matter of cost. If it turns out I don't like the shirt, then my loss is a whole lot less than if it turns out I don't like that in-floor heating system.

But the bigger issue is complexity. My wardrobe is not a tightly integrated system. It's a bunch of separate pieces that mostly align with a personal style. That new shirt is easily replaceable with any other shirt in my closet.

A house, on the other hand, is a tightly integrated system. That in-floor heating system needs to be matched to my flooring, my foundation, my electrical system, and any number of other systems in the house. Buying it is a commitment to ensuring it integrates properly with a bunch of other systems.

Here's the thing:

Unlike your wardrobe, your CRM system is a tightly integrated system. Components that don't play well with each other will create unexpected problems.

And that means all of the components: The core CRM, third-party extensions from the extensions directory, custom extensions you may have commissioned, your training, your documentation, your policies and procedures, and your organizational structure and working style.

When you get an idea to acquire or replace one of those components — whether it's because you saw someone else using it, or read about it in a blog post, or just got a wonderful idea and thought it would be fun to try — it's worth thinking about how that's going to fit in with the other components.

Imagine finishing a complete DIY remodel of your master bathroom — with that fancy heated floor — only to realize that you need to rip up the floor again. No fun, right?

It's no fun in your CRM either.

All the best,
A.

Seasons

We're captive on the carousel of time.

— Joni Mitchell

It’s a very busy time of year.

End-of-year fundraising.
End-of-year membership renewals.
End-of-year whatever.
Thrown together with a family and social calendar that seems to fill up itself.

You're probably spending a lot of your time this season in execution mode.
There's a lot to be done.
It's time to put your head down and get to work.

Once the page turns on this year’s calendar,
it’ll time for trainings,
and planning workshops,
and conferences,
and summer interns.

For many, that's the season when you're mostly in planning mode and strategy mode.
Time to be creative and look to the future.

But it's always the season to take care of your health.
And your sanity.
And your relationships.
And your learning.
The kind of things that benefit most from consistent, small efforts.
And time spent in reflection mode and recovery mode.

The seasons come and go.
And then come around again.

Watch out for the moments when it's time to switch modes.
With a little practice,
you can capture those moments before they slip away.

All the best,
A.

Which zone?

There's a feeling we all get, more or less often, when our mind is switched on to the task before us.

It's fantastic.

We call it “being in the zone” but the truth is, there's not just one zone.

Your brain is capable of several distinct modes of thinking.

• Strategy mode, when you're focused on big-picture thinking for the future.

• Planning mode, when you're organizing specific plans for yourself or your team.

• Execution mode, when you're knocking out tasks in your plan.

• Learning mode, when you're ready to vacuum up and understand a lot of new information in a short time.

• Fighting mode, when you're ready to perform at a high level under stress.

• Reflection mode, when you're assessing your current situation or past work.

They're all important and valuable. But you can only be “in the zone” for one mode at a time. Switching from one to another is not easy. And each one takes a bit of practice.

Here's the thing:

If you value the results you can get in any given mode of thinking, it helps to spend time there, often.

As a leader in your organization, are you making time for the modes of thinking you value most, and that are the best use of your time?

it’s not a bad thing to spend time wrestling with a tough technical problem. Somebody has to solve it, after all.

But tough technical problem mode is very different from strategy and planning mode.

If you're not making the time to switch from the one to the other, when will you be in the zone to guide your team’s future work — or your own?

All the best,
A.

The learning loop

You’re familiar with the “learning curve” — when something’s hard to learn, we say it has a steep learning curve: you have to learn a lot very quickly, just to get started.

You might have seen this old cartoon, often called “The Learning Cliff”:

The labels for those lines will change as the cartoon gets repurposed in different communities, but the joke is that the learning curve for that one thing (shown by the black line) is ridiculously, impossibly steep.

That’s the Learning Cliff. And it can feel brutal.

But it’s not necessary. Because you don’t have to scale that cliff all at once.

Becuase good learning will also circle back on itself.

You try something,
it works okay,
you learn,
you try it again
hopefully better this time.

Improve and repeat.

It’s more like this:

That's the Learning Loop. The more frequently you circle back, the tighter the loop. You’ll revisit things now and then, but you’re generally moving forward.

Turns out there's a relationship here:

When that learning curve feels steep — like you’re climbing a cliff — circling back make a lot of sense.

Here’s the thing:

We’re all learning. New systems; new ideas; new team members; new goals.

Tackling it all at once is hard; and it’s risky; and it’s usually not necessary.

Want to avoid falling off that cliff-side and never making it (like those poor stick figures in the cartoon)?

Take notes. Reflect on your learning. Circle back, then move forward again.

And count the small wins as you do. They will add up.

All the best,
A.

Feedback: bad, or just negative?

Smart folks, like you and me, try to pay attention to whatever feedback we can get from our target audience.

The more high-quality feedback we can assimilate, the better positioned we'll be to make useful improvements.

Here are two completely made-up examples of feedback for a hypothetical membership sign-up form. Which one is the more useful?

Feedback 1:

I love it!

Feedback 2:

I hate it. There are too many questions on the form so it takes forever to fill out. And I don't understand what these two fields even mean.

Clearly the first one is nice to hear, but it lacks any useful detail.

The second one is no fun, but provides very specific, actionable information.

Here's the thing:

Try not to be bothered by negative feedback, and try not to be flattered by favorable feedback.

Good feedback is useful, actionable, and specific.

If you can get that, be glad.

Flattery, as they say, we'll get you nowhere. Even when you're on the receiving end.

All the best,
A.

Small bets

This morning I stopped to take care of something important on the way to work.

I knew there would be a line, so I got there early. The polls open at 7:00, I was there at 6:45, and there were already 10 cars in the parking lot.

But everybody was waiting in their car.

"Why aren't they lining up?" I thought. No idea. And I'd really like to get this done and get on with my day.

So I got out and went to stand by the door. Before I even reached it, everyone else got out of their cars too.

I was now first in line.

Everyone else's behavior is not necessarily an indication of the “right” behavior. It's okay to go first.

The door was unlocked. I went in and proceeded down the hallway. Everyone followed me.

The hallway was long and winding, and it became clear we had all walked past the voting office.

We all turned on our heels and walked back until we found it.

I was now last in line.

Merely taking decisive action does not guarantee a win. You can still wind up last.

I laughed at myself, but then I realized that everyone ahead of me had already been ahead of me in the parking lot.

I was no worse off than when I began.

A failed attempt is not always a significant loss.

Here's the thing:

The reason small bets can add up to big wins (over time) is because while the upside might be nice, the downside can be very small.

There's often very little to lose, and much to gain, by trying something new.

• Thinking about buying a book, but not sure if it will help you in your work? Buy it and find out. What can you lose, $20?

• Wondering if a newly discovered CRM feature will help solve a problem, but not sure how it works? Try it, carefully, on a small scale, and observe the results. You'll definitely learn something, at a cost of what, a few minutes of your time?

Big bets merit careful deliberation.

Small bets, not so much.

All the best,
A.

Learning that lasts

What I hear I may forget.

What I see I may remember.

But what I do I will know.

— Probably Xunzi

When you spot a gap in your understanding — say, about how your CRM works — and actually want to fill that gap, you've got some options:

• Ask someone to explain it to you, or check the documentation; you'll get a verbal explanation.

• Watch a video tutorial; you'll get a visual explanation.

• Find someone who can guide you while you work through it yourself; you'll get a hands-on experience.

Any of them is much better than not knowing.

But which one is most likely not only to solve whatever need you have in the moment, but to give you an understanding that will empower you in the future?

Isn't it the one that gives you a memory of actually having solved the need yourself?

All the best,
A.

P.S. The quote above is often attributed to Benjamin Franklin, but that seems unlikely.

The map is not the territory

Your organization's (or department’s) strategic plan is a valuable roadmap for your mission.

But of course, the map is not the territory.

You'll know this, if you've ever tried navigating a new city. Whatever map you're using might be wonderful, but by its nature it cannot show you every potential obstacle, detour, shortcut, and alternative.

It's just a representation, and it doesn't keep up with the very latest changes in the terrain or in your own evolving goals and limitations.

Those will create new challenges, which you must navigate as you go.

Even the best map will have these limitations.

Still, given the choice, would you rather launch into your adventure with a well-designed (if imperfect) map, or with no map at all?

All the best,
A.

The appealing appeal

What makes an appeal ... well ... appealing?

Whether it's aiming at advocacy, funding, or any other call to action, what's the difference between an appeal that generates the desired response, and one that doesn't?

I'll mention three such appeals that I received just yesterday.

1. A friend asked me personally if I would show up in the evening to help set up the stage for their performance.

2. A very likable and energetic stranger phoned and emailed me to ask for my support in advertising at a local business that I happen to like.

3. Another friend tagged me in a Facebook message pointing to a GoFundMe page.

Honestly, these were all people I wanted to help.

But what actually happened?

I agreed to the first one;
declined the second;
and am still on the fence about the third.

Besides what I've previously mentioned about probably having used up my budget of care, I can see other reasons why I agreed to only one of these three requests:

• I believed my help would make a positive impact.

• I felt that I was being personally asked to help; and that, if I declined, they might not have enough help to meet the need.

• I believed that with my help they could actually reach a particular goal.

• I believed I would get something I value (doing a favor for someone I know and like) more than what I'd be giving.

Some of those were true for all the requests. But all of them were true only of the one.

Here's the thing:

When you ask someone for help, there's a good chance they have plenty of other opportunities to do good in the world.

They're probably even being asked for help from any number of other directions.

And they probably won't agree to help all of them.

What then can you do to make your appeal stand out?

What makes your request specifically worthy of their help, and of their time, attention, and care?

The "right" answers will of course depend on whatever you know (or can learn) about your people, your cause, and your way of working.

But in any case, it's surely much more involved than simply informing them that the need exists.

All the best,
A.

The limited budget for caring

It's no surprise to you, I'm sure, that your supporters have finite resources for giving.

Naturally no potential supporter has unlimited funds, or time, or social influence.

But have you thought about their other budget? The one that says, "I've helped enough people today."?

Because that budget does exist.

The desire to help others is a limited, if renewable, resource that ebbs and flows.

When it's high, many people feel a need to give, to someone.
When it's low, the same people will feel reluctant to give, to anyone.

Let's call it a budget of caring. Everyone's budget is different, but even the kindest among us can only care so much.

Why this matters:

I myself have received three appeals for giving already today, and it's barely past Noon here.

I agreed to help one of them. Then, I was somehow less motivated to help the others.

At least one factor there, I must admit, was that I was nearing my budget for caring. Not by some logical process, but by emotional impulse.

So it's worth asking:

• How likely is it that your call to action is the only appeal your people are receiving today?

• Among all the competition for their budget of caring, what makes your call to action stand out?

Let's talk tomorrow about what can make an appeal stand out, and be worthy of your people's limited budget for caring.

All the best,
A.

Cooperative customizations

When you've done all you can to make CiviCRM fit your specialized needs through configuration,
and to modify your workflows to fit the software,
and you still need to close that gap a little further ...

Then you might have a business case for creating a custom extension.

Of course, that falls under customization: Creating or modifying computer code (usually PHP and JavaScript files) to add or alter functionality.

And you already know that if you do that, you could be taking on the burden of long-term bug-fix support for your customizations.

But there's a way you can minimize that support burden:

1. Design your extension so that it could be useful to others.

2. Then share that extension with the CiviCRM community, by publishing it in the CiviCRM extensions directory.

How does this reduce the burden of maintaining your customization?

There's no guarantee, but if you play it smart, you probably find that:

• People you don't know will install and use your extension.

• Software developers you don't know will spot, and even contribute fixes for, bugs in your extension — before you even find them yourself.

That's the beauty of open-source software, and of the CiviCRM community in particular: you help others by offering your customization, and they help both themselves and you by helping to improve and maintain it.

It happens literally every day.

So:

If you've decided that you need to create a custom extension, there's very little downside to availing yourself of the cooperative nature of the open-source community. It’s the classic “win-win” situation.

All the best,
A.

An alternative to customization

When you need to bridge the gap between your organization’s way of working and CiviCRM’s standard features, customization is an option.

And just to define the term, here's what I mean:

Customization: Creating or modifying computer code (usually PHP and JavaScript files) to add or alter functionality.

But as we've discussed, that option comes with a big caveat:

Somebody (you) will have to make sure that your customizations continue to work well under newer CiviCRM versions, indefinitely. And that's a big commitment.

If you're not up for that, there's an alternative.

Stick with changes you can make through configuration — that is, using in-application point-and-click workflows (or, changes to settings files like CiviCRM settings.php) to get a desired outcome.

And if that doesn't totally bridge the gap to fit your way of working, you have another alternative:

Adapt your way of working to fit the CRM.

Remember, what we're discussing here is bridging a gap between two things.

And if moving one of those things doesn't quite bring them together, you can move the other thing.

In the end, everything is a trade-off, a cost-benefit decision. You don't have to make the software fit your needs, if you can make your needs fit the software.

And, if that sounds like too big of a lift — if changing your workflows is just too difficult — you do have one more option. More on that tomorrow.

All the best,
A.

Customization vs Configuration

One of the great things about CiviCRM is the possibility of tweaking it to match your organization's needs exactly. The possibilities are nearly limitless.

But what does that "tweaking" really look like?
How easy is it to do, and how easy is it to maintain?

Broadly speaking we can divide this into two types of modifications, which I'll call...

1. Configuration: Using in-application point-and-click workflows (or, changes to settings files like CiviCRM settings.php) to get a desired outcome.

2. Customization: Creating or modifying computer code (such as PHP and JavaScript files) to add or alter functionality.

Put another way:

Configuration is stuff your non-programmer staff can do, while customization needs software development skills.

CiviCRM, like any other open-source software package, can be customized in literally any way you can imagine — as long as:

• It's logically sound (i.e. it can be explained in plain English with a set of rules that don't contradict each other), and

• You have access to (and a budget for) the programming skills to do it.

And one more thing: If you're customizing the software, you're on the hook for keeping those customizations working properly into the future.

In other words:

When you upgrade CiviCRM, who will make sure your customizations continue working properly? Nobody but you (and whomever you can get to help you).

Here's the thing:

When you get an idea to make your CRM behave differently, customization (through software programming) is definitely an option.

But if you don't have a business case that justifies ongoing bug-fix support for those customizations, you're probably better off sticking with whatever changes you can achieve through configuration.

All the best,
A.