“Hope is not a strategy.” It’s an old adage used in military, business and political spheres (as well as the latest Mission Impossible movie).
It’s true. Hope alone won’t get you where you want to go. You need to plan and execute. Hope is not a strategy.
But you can be strategic about hope.
How many voices have you let into your head in the last 24 hours? Most of us couldn’t even begin to count. The ‘voices’ driving the various pieces of stimulus we encounter in any given day are legion – think of every post; every headline; every caption, photo and podcast.
‘Solitude Deprivation’ is the brilliant phrase from Cal Newport to describe “A state in which you spend close to zero time alone with your own thoughts and free from input from other minds.”
When I read that, I asked myself – If I am constantly receiving stimulus, what chance am I giving my mind and heart to reflect meaningfully?
The idea that I may sacrifice my best thoughts on the altar of shallow stimuli is genuinely frightening.
According to the UN, International Women’s Day “is a day to reflect on how far we have come and how far we still have to go to truly achieve gender equality.” In Australia, the IWD theme for 2019 is ‘More Powerful Together’ – a message to inspire us today and every day that we are strongest when every member of our community is free to make their greatest contribution.
I went to a wake recently. I didn’t know the deceased, but she was loved by someone I love.
It’s all really just people, in the end, isn’t it? The people you impact up close through your relationships, and the people you impact either directly or indirectly through your vocation.
It’s all people, and their lives that we’re either adding to or detracting from.
It’s all people, which seems simple when you boil it down to that. Except that it’s all people, which means it’s not simple at all. None of it.
Getting things done in today’s world means getting things done virtually.
You may be part of a not-for-profit that needs to manage volunteers with their own day jobs. You might work in a traditional co-located office but partner with companies in other locations. Perhaps, like me, you’re part of an international team working across distance and timezones. Many of us, in different ways, now need to be able to get people to work together to achieve outcomes, but can’t just pull them into a conference room whenever we need them to hash out a problem or plan.
I have a bit of a working theory that there are often three tensions at play when we do this, and that being deliberate about our priorities and expectations as we manage those tensions can help us choose the best approach for a given situation.