Category Archives: Workgroups

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The Journey Beyond Our Edge

Category:Collaboration,Edges,Emotions,Exploration,Fear,Learning,Opportunity,Passion,Potential,Workgroups

Over the past four weeks, I’ve posted a series of blog entries providing an overview of the key themes in my new book, The Journey Beyond Fear. In this blog post, I want to focus on the journey ahead.

My book focuses on the fear that has been spreading around the world for years (it’s certainly not just the result of the current pandemic). While the emotion is understandable (we live in a world of mounting performance pressure), it’s also very limiting. My key goal in the book is to share lessons about the journey beyond fear that I’ve learned in my personal journey as well as from research that I’ve been pursuing for decades.

But, now what? My hope is that the book will help us to acknowledge our own fears and then see that we do have the ability to move beyond fear and cultivate emotions that will help us to achieve much more meaningful impact. I don’t want to suggest that this journey will be easy – it’s very challenging and there are many obstacles and barriers we’re going to confront along the way.

That’s why I suspect that reading my book will not be enough to make the journey. Hopefully, it will be a catalyst to help us see the potential of the journey and motivate us to get started on the journey.

Beyond the book

I want to do more than write a book to help others on the journey. My goal is to offer programs and services that will bring people together around a shared desire to make the journey beyond fear.

Some of the programs will be targeted to help individuals, but some of the programs will also be targeted to leaders of organizations, communities and movements who are seeking to move their participants beyond fear. As I indicate in my book, we as individuals will make much slower progress on this journey if we are living and working in environments that feed the fear, so my intent is to help individuals to evolve while at the same time helping to evolve our environments so we are supported and encouraged on our journey.

On both fronts (individuals and environments), the programs will not just be standalone events. They will be woven together so that individuals and leaders can continue to be supported throughout their journey.

A key objective will be to bring people together into small groups of 3-15 people who can both challenge and support each other on their journey. I call these groups “impact groups” – they’re not just discussion groups, they’re committed to acting, achieving impact and learning through action. Programs would help people to see the importance of these impact groups and help them to form an impact group. Then there would be coaching services to support the impact groups and programs tailored to impact groups.

Another objective (and they’re all related) will be to help people find and nurture their passion of the explorer. As people find their passion of the explorer and come together with others who share their passion, they’ll be driven to increase their impact in the domain that excites them. They’ll discover that this is a journey without end, because they’ll soon realize that, no matter how much impact they have already achieved, there is so much more impact to be achieved.

That leads to another objective: to help deploy and scale learning platforms where impact groups can gather and accelerate their learning and their impact. Impact groups will be pursuing a diverse set of opportunities on this platform, driven by the passion of the explorer that is finally manifesting within them. Impact groups pursuing the same opportunity will come together into broader and broader networks, helping them to scale their impact.  But there will also be growing interaction across these networks as participants discover that many of the opportunities they are pursuing are related and that the approaches being used to address one opportunity can also be applied to address other opportunities.

And then, of course, it can become even more complex as I seek to build relationships with other organizations and movements that share a common goal to help us move beyond fear and achieve impact that is more meaningful to all of us. We will hopefully see networks within networks and networks across networks blossom over time as people see the value of coming together in the journey beyond fear.

Exploring the edge

I don’t have a detailed roadmap or blueprint of what all of this will look like as it emerges and evolves. In classic zoom out/zoom in fashion, I’m focusing on framing the long-term opportunity to support people on the journey beyond fear and some of the early programs that can be offered to get the journey started.

I’m heading beyond the edge and that certainly brings out some fear as I explore terrain that’s never been explored before. But I’m so excited about the opportunity to build a platform that can bring more and more people together in their journey beyond fear that I am eagerly moving forward, in spite of the fear.

Bottom line

I need all the help that I can get in making this journey. I’m wide open to suggestions and ideas for developing and delivering programs that can help people to make the journey beyond fear. I’m also looking for ideas on how to build awareness of these programs and the opportunity they address. Of course, my hope is that many people will read my book and that it will pull them to these programs, but how do I pull people to read my book? There are so many things competing for our attention that it’s challenging to rise above the noise. Please message me if you want to help and have some ideas and suggestions on how to get started.

Let’s overcome our fear and venture out onto the edge together so that we can craft a platform that will help a growing number of people to achieve more and more of their potential!


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Cultivating Emotions Through Learning Platforms

Category:Collaboration,Community,Connections,Emotions,Exploration,Fear,Growth,Learning,Small moves,Workgroups

My new book, The Journey Beyond Fear, covers a lot of ground, but perhaps the most speculative and also the most promising involves the untapped opportunity to deploy and participate in learning platforms. Learning platforms are very different from the platforms everyone talks about today and they  can play a key role in the journey beyond fear.

What are learning platforms?

Most of the platforms we know and talk about today fall into two categories: aggregation platforms and social platforms. Aggregation platforms focus on supporting two-party transactions. It could be buying and selling products and services (retail platforms) or accessing data (database platforms). These are all about facilitating short-term transactions.

Social platforms are focused on helping us to connect with and maintain relationships with family, friends and acquaintances. These platforms support long-term relationships across an increasingly complex web of participants.

Learning platforms are very different. I should clarify that when I talk about learning here, I am not talking about learning in the form of sharing existing knowledge. There are lots of platforms that provide access to a growing array of online courses and lectures – that’s all about sharing existing knowledge. These platforms fall into my category of aggregation platforms – they facilitate short-term transactions by connecting individuals with courses that might be of interest to them.

The learning platforms I’m excited about, involve learning in the form of creating new knowledge. This kind of knowledge can’t be created in a classroom or lecture hall. It is created through action – testing out new ideas and approaches, seeing what kind of impact they achieve and then evolving the ideas and approaches to generate even more impact.

I also suggest that creating significant new knowledge requires us to come together into small groups – something that I call “impact groups” ( a lot more on these in my book). No matter how smart and talented we might be as individuals, my experience suggests we will learn a lot faster and generate a lot more impact when we come together into small groups.

These groups are by necessity small – I suggest that they typically include between 3-15 participants, no more. These groups can learn a lot on their own, but they will learn even faster and generate more impact when they can connect with a growing number of other small groups in broader networks.

That’s what learning platforms are all about. Helping small groups to come together and create new knowledge by learning through action and reflecting on impact and connecting these small groups into growing networks.

Why learning platforms matter

So, why are learning platforms so important? Well, it starts with the Big Shift. As I’ve written about before, we are in the early stages of a profound transformation of our global economy and society shaped by a variety of long-term forces.

One key element of the Big Shift is the accelerating pace of change. As change accelerates, our existing knowledge becomes obsolete at a more and more rapid rate. This increases our need to learn in the form of creating new knowledge.

But it’s not just a need, it’s an opportunity. We can create far more impact that is meaningful to us when we learn faster. As I discuss in my book, those of us who have discovered our passion of the explorer are driven to learn faster because we are excited about the opportunity to have more and more impact in domains that matter to us. People pursuing this passion tend to come together into impact groups to help each other to learn faster and have more impact.

But their ability to learn faster is hampered by the absence of well-developed learning platforms. In some cases, they’ve cobbled together platforms that can help to connect their impact groups. In this context, I discuss the efforts of big wave surfers to connect through a variety of media and means to learn from others beyond those in their local surf break.

So, as we make the journey beyond fear and draw out the passion of the explorer that’s waiting to be discovered in all of us, we’ll feel an increasing need to participate in learning platforms so that we can scale our learning and impact. We’ll see a very exciting opportunity. That opportunity is to unleash network effects in our learning activity. The more connected we become in our shared quest for learning, the faster we will all learn. And it won’t just be a linear increase in learning – it will go exponential. Why would we ever pass up that opportunity?

But there’s more. Learning platforms can help to strengthen the emotions that will help all of us to move beyond fear. Even if we’ve found our passion of the explorer, participating in a learning platform with others who share our passion will deepen and strengthen that passion. That’s especially important in these times when most of the environments we live and work in are deeply suspicious of the passion of the explorer and actively seek to crush it. We need to seek out the support of others and offer them support in return.

And if we haven’t yet found our passion of the explorer, learning platforms can help us to find it and draw it out by presenting inspiring opportunities and making it easier to connect with others who are also inspired by those opportunities and wanting to learn through action. The more impact that can be achieved through acting together, the more energizing those opportunities become and many will develop a passion to pursue those opportunities.

Design elements of learning platforms

So, what do learning platforms look like? I go into much more depth on this in my new book, but I will give you a high level view so that you can see how different these are from the platforms that dominate our lives today.

First, the primary design goal of the platform is to help participants learn faster by acting together and receiving rapid feedback on the impact they are achieving. The core unit of the learning platform is the shared workspace that each impact group can use to determine what actions they are going to take and what impact they are seeking to achieve. These shared workspaces protect the privacy of the group participants as they come together to challenge and support each other.

But then there are broader discussion forums where participants from different impact groups can come together and ask questions about challenges they are facing and draw on the diverse experiences of a much broader range of participants. These discussions are archived and can be easily searched to see if earlier discussions might provide insight into a current challenge.

The platform would also provide directories so that participants can quickly and easily find other participants who might help them in addressing their questions. Reputation profiles based on the demonstrated ability to address challenges  would help in connecting the right people.

These learning platforms will be designed to provide rich and real-time feedback loops so that participants can quickly assess the impact that they are achieving. A key question for all participants will be to identify the metrics that matter as they embark on their quest to have more impact.

Why have learning platforms not yet been developed?

Platforms emerge in response to felt need. In a world dominated by fear, we seek platforms that can help us execute short-term transactions or build networks of relationships that help to reassure us that we are worthy of attention.

Very few people have found and cultivated their passion of the explorer where they are inspired by long-term opportunities to have more impact and where they are driven to learn faster together. And our institutions and communities have not yet embraced the need to learn faster by creating new knowledge.

But that’s all going to change. As many of you know, I am a strong proponent of “small moves, smartly made that can set big things in motion.” I believe there are enough of us with the passion to learn faster together and that we can start building platforms or evolving some existing platforms to address this unmet need. As other people begin to see what can be accomplished on these platforms, they will be drawn to them and find their passion of the explorer beginning to surface. It won’t happen overnight, but I believe learning platforms will begin to play a significant role in all aspects of our work and lives.

Bottom line

As my new book suggests, we all have the need and opportunity to embark on the journey beyond fear. We won’t eliminate fear, it will still be with us, but we can cultivate emotions like hope and excitement that will motivate us to move forward in spite of fear to achieve impact that is much more meaningful to us. As we cultivate those emotions, we will begin to discover the passion of the explorer that is patiently waiting within all of us. Learning platforms can help us to come together and achieve exponential impact. As that impact begins to become apparent, it will motivate more and more of us to make the journey beyond fear and venture onto these learning platforms. A virtuous cycle will be unleashed that will become unstoppable. Our journey will venture into terrain that has yet to be explored and we’ll achieve more and more of the potential that is within all of us.


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From Fear to Passion

Category:Collaboration,Connections,Emotions,Exploration,Fear,Growth,Learning,Movements,Narratives,Opportunity,Passion,Workgroups

My new book, The Journey Beyond Fear, was published last week! It suggests that a very specific form of passion can help all of us in overcoming fear. Passion draws out excitement and motivates us to act in spite of fear to achieve more impact that’s truly meaningful to us. But most of us have not yet found our passion and many of us have given up looking for it, because we live in environments that are hostile to passion. We need to change that.

Passion of the explorer

Passion is one of those words with an infinite number of meanings. My book focuses on the passion of the explorer – an insight that emerged from research into environments where we see sustained extreme performance improvement. Despite the diversity of those environments, all the participants had this specific form of passion.

The passion of the explorer has three components. First, people who have this form of passion have made a long-term commitment to a specific domain – it could be anything from gardening to sales. They’re not just committed to being in the domain, they’re committed to achieving an increasing impact in that domain over time.

The second component of the passion of the explorer is a questing disposition. People with this passion are excited when confronted with an unexpected challenge. In fact, they’re constantly seeking new challenges as a way to achieve increasing impact.

The third component of the passion of the explorer is a connecting disposition. When confronted with new challenges, the first reaction of people with this form of passion is to seek out others who can help them get to a better answer faster. They are extremely well connected with others.

Why it matters

We live in a world of mounting performance pressure. That world generates fear within more and more people. While understandable, that fear is very limiting. We need to cultivate emotions like hope and excitement that will help us to move forward in spite of our fear so that we can achieve the impact that is most meaningful to us.

The passion of the explorer generates excitement, not just in the moment, but over a lifetime. That excitement cannot be under-estimated. It turns pressure into opportunity that we pursue to achieve more of our potential.

This passion also cultivates a learning or growth mindset. No matter how much they have accomplished, people with this passion are eagerly seeking to find ways to achieve even more impact. They are never complacent or satisfied with the knowledge they already have – they are always wanting to learn more.

Equally importantly, the passion of the explorer drives each person to connect with others, not just in a transactional, exchanging business cards kind of way, but in a way that builds deep, trust-based relationships because they are very willing to express vulnerability. No matter how smart or talented any individual is, they will learn a lot more and achieve much more impact if they can find ways to build this kind of deep relationships with others. It will also help them to overcome their fears, because they are connected with others who share their passion and who will energize and support them through the most challenging of times.

Push back on passion

I often receive a lot of push back from people regarding passion. They say to me that some people are capable of passion, but most of us just want to be told what to do and have the security of a paycheck.

I resist that push back. I believe that we all, as humans, have the potential to find and pursue our passion. While relatively few children have found their passion of the explorer in terms of the domain that they want to commit to for the rest of their lives, they all have a powerful questing disposition and connecting disposition.

I also use the example of Toyota where they redefined work in their factories and told workers that their primary job was to identify problems and to solve the problems. Worker passion levels went way up because they were now not just cogs in a machine, but making a difference that matters by finding problems that no one else had seen before.

Our environments need to change

I believe we all need to find our passion of the explorer, regardless of how old we are (I was in my 50’s. before I fully connected with my passion of the explorer), if we’re going to make the journey beyond fear. My book outlines some of the approaches and actions we can take to find our passion of the explorer based on my own personal life experience and broader research that I’ve done on the topic.

But I’ve also come to believe that we’ll be much more successful in this quest if we live in environments that encourage and nurture the passion of the explorer, rather than seeking to crush it. Unfortunately, most of the environments we live and work in today are driven to crush this passion. It’s one of the reasons that, based on a survey I did of the US workforce, only 14% of US workers have this form of passion in their work.

In an institutional environment of scalable efficiency, we’re taught that the key to success is just to read the process manual, follow the instructions and deliver the anticipated results reliably and efficiently. Passion is viewed as deeply suspect. Passionate people ask too many questions, they take risks and they deviate from the script.

And our school systems are explicitly designed to prepare us for work in those institutional environments. As young people, we’re told that if you have a passion, pursue it on the playground or at home, but don’t bring it into the classroom. We’re also told to focus on finding a career that pays well and has high status, not something that we’re passionate about. Many parents also echo this message with the well-intentioned desire that their children do well in life.

If we’re all going to achieve more of our potential and have impact that’s meaningful to us, we need to come together to evolve our environments in ways that encourage and nurture the passion of the explorer for everyone. My book helps us to understand what those environments will need to look like.

Drawing out our passion

But we can’t just wait until our environments evolve. We need to get started now so that we can overcome our fear sooner rather than later and find a more fulfilling life.

In my book, I outline the role that our personal narrative plays in shaping our emotions and our lives. We need to make our personal narratives explicit (they are implicit for most of us) and then find ways to evolve our personal narratives so that they begin to focus on opportunities that are truly exciting to us. As I indicated in my previous blog post and in my book, I have a very different definition of narrative than most people do, so that’s key to understand.

And sooner rather than later, we need to find a small group of people (not more than 15 in total) who share our desire to move beyond fear and who will both support us in our efforts as well as challenge us to have even more impact.

The key is to move beyond conversation and focus on action that will help us to connect with the opportunity that excites us the most and learn more as we go.

As we begin to focus on the opportunity that excites us the most, we also need to take steps wherever possible to evolve our personal and work environments so that they support us in our quest to address the exciting opportunity.

My passion

As I share in my book, my passion of the explorer focuses on the opportunity to help people make the journey beyond fear and to develop platforms that will help to deepen their excitement, accelerate their learning and connect with more and more people who share their passion.

That effort starts with this book, but it doesn’t stop there. My intention is to set up a new Center that will offer programs based on the book and support people over the long-term in their journey beyond fear. I’ve started to develop some pilot programs on this front, but I’m still at a very early stage in determining how to best support people in their journey. I will learn as I go and I seek help from others who see what an exciting opportunity this is. If you’re interested in learning more about this initiative and perhaps interested in helping me in this effort, please sign up here for updates.

Bottom line

The passion of the explorer is something that we all have within us, waiting to be discovered and nurtured. If we want to make the journey beyond fear, we need to make the effort to find that passion and pursue it, not just on nights and weekends, but in our day jobs. It will help us to turn a world of mounting performance pressure into a world of exponentially expanding opportunity.

I invite you to join me on this journey – it’s an exciting one that will help all of us to achieve more and more impact that is meaningful to us.


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From the Gig Economy to the Guild Economy

Category:Collaboration,Community,Connections,Creation Spaces,Flow,Institutional Innovation,Learning,Opportunity,Trust,Workgroups

More and more people are talking about the future of work. In those conversations, something that’s getting quite a bit of attention is the “gig economy,” where more and more work is being done by independent contractors and not by full-time employees. While that’s certainly an interesting trend, I prefer to look ahead and anticipate what’s next. In that context, I’d suggest that we’re going to evolve from a “gig economy” to a “guild economy.”

Forces at work

The growth of the gig economy is a result of many forces coming together. A core driver of the gig economy is the evolution of the scalable efficiency model that drives most of our large institutions. As I’ve written about elsewhere, the scalable efficiency model has shaped our large institutions around the world for at least the past century.

This model is driven by the belief that the key to success is to do things faster and cheaper at scale. Enormous wealth and institutional success have been the result, which is why institutional leaders are so wedded to this model.

But there’s a problem – actually, many problems. Efficiency is a diminishing returns proposition. The more efficient we become, the longer and harder we need to work to get the next increment of efficiency. Diminishing returns is a problem on its own, but it’s compounded by the fact that we live in a Big Shift world of mounting performance pressure – competition is intensifying, change is accelerating, and extreme disruptive events occur with increasing frequency.

The early growth of the gig economy

Rather than questioning the continuing value of scalable efficiency models, institutional leaders have a natural tendency to want to squeeze harder. One approach to cost-cutting that has gained increasing traction in the past several decades is the shift from full-time employees to contract labor. If the work to be done is variable, rather than constant, why pay a full-time employee when we could turn a fixed labor cost into a variable labor cost and simply hire a contract worker when a task needs to be done?

Even better, there’s an opportunity to save on labor costs because the employer doesn’t have to pay all those expensive employee benefits like health care insurance. When the work can be done remotely, the company can save even more money by finding contract workers in parts of the world where lower wages are the norm.

These are some of the reasons why gig work has grown rapidly over the past several decades. There’s also another reason which should be a bit of a red flag. I haven’t seen any statistics on this, but anecdotally I am seeing a growing number of workers leaving large institutions and striking out on their own because they are frustrated with the worker experience in large institutions. They’re driven by a desire to learn faster. They report to me that they’re developing their capabilities much more rapidly as an independent contractor than they ever could when they were stuck within one institution.

But, while there are some exceptions, most of the “gig work” being done today is done by individuals working on a transactional, project basis. They’re on their own. That’s what’s going to change.

The Big Shift and the imperative to learn faster

As I’ve already mentioned, the Big Shift is creating mounting performance pressure on all individuals and institutions. But, at the same time, the paradox is that the Big Shift is also creating exponentially expanding opportunity – we can create far more value with far less resource and far more quickly than would have been possible a few decades ago.

As we confront the paradox of the Big Shift, the imperative is to learn faster – that’s the most effective way to respond to mounting performance pressure, while at the same time addressing exponentially expanding opportunity. By learning faster, I mean creating new knowledge through action and reflection on impact achieved. Those who master the ability to learn faster will achieve much higher impact in a rapidly changing world.

But, here’s the challenge, the scalable efficiency model of our institutions is fundamentally hostile to this form of learning. It requires taking risk and improvising when the scalable efficiency model insists on tightly specifying and highly standardizing all tasks to be performed. It also insists that everyone deliver their results predictably and reliably without failure.

The impact on the gig economy

The gig economy, as it’s currently structured, also limits the potential to learn faster. Gig workers typically work as individuals and they are very transactionally driven. While gig workers can certainly learn by engaging as individuals in project work, that’s not the optimal way to learn. If we’re serious about accelerating learning and performance improvement, we need to come together in small groups (what I call “impact groups”) of 3-15 people who develop deep, trust-based relationships with each other based on a shared commitment to increasing impact.

We’re already starting to see some of that start to happen in the gig economy. Individual workers are discovering that there are others who share their passion and coming together so that they can work on projects as a group, rather than individuals.

I anticipate this is just the beginning. As gig workers begin to realize the need to accelerate their learning and performance improvement, they’re going to be driven to come together into small groups and offer their services as a group, rather than as individuals.

On the other side, institutions are going to begin to see that the real value of contract workers is the diversity of experience and expertise that they bring to the work. These contract workers can help the institution’s employees to learn faster by exposing them to different perspectives and approaches to addressing work. These institutions will begin to expand their focus beyond just cost savings and see gig workers as an opportunity to learn faster. While some of that may be accomplished in a “one-off” project with individual contractors, there will be even greater potential for learning if enduring, trust-based relationships are developed with specific gig groups over time.

The role of guilds

That sets the stage for a new way of organizing the gig economy. We’re going to begin to see impact groups forming and coming together into broader networks that will help them to learn even faster.

That’s where guilds come in. In Medieval times, guilds were a prominent way of organizing in urban areas to bring people together who were seeking to earn a living from a particular craft or trade. These guilds had many different roles, but a key one was to help their participants become better at their craft or trade. They were powerful learning organizations where participants learned through practice, rather than sitting in classrooms.

As independent workers become more aware of the imperative for accelerating learning, they will tend to affiliate into guilds that will help to connect them with others who might become part of their impact group and, more broadly, with other impact groups that share their passion for increasing impact in a particular set of activities. These guilds can help to knit together larger and larger networks of impact groups, generating something that I call “creation spaces,” to help scale and accelerate learning. For example, think of a guild that will help graphic designers to come together and learn from each other.

These guilds can play many different roles over time. One major role would be to provide the participants in their guilds with access to a variety of benefit programs like health care and life insurance that would be much more difficult to obtain as individuals. These guilds can also help to define and manage reputation systems that will help their participants to build a broader range of trust-based relationships. They can become rich environments for mutual aid among participants.

Beyond the gig economy, there’s another area that will see the re-emergence of guilds. That’s in product and service businesses that will increasingly fragment as customers demand more and more tailored products and services to serve their specific needs (see more about fragmentation trends in the economy here). The participants in these small, but very profitable, product and service businesses will see value in connecting with others in their particular domains so that they can all learn faster and create even more value with less resource. For example, think of a guild for craft chocolate companies that are serving very specific customer niches.

The potential limitations of guilds

In Medieval times, guilds had a mixed role. In part, they helped their members to learn faster together but, in another part, they often served as barriers to entry for others who wanted to practice the craft or trade. Often acting in collaboration with city governments, they would impose severe restrictions on those who could participate in a certain craft or trade. They often became very protectionist, limiting competition. (As you can see from the picture above, many of them excluded women)

The next generation of guilds needs to avoid the temptation to erect barriers. Rather than focusing on protecting existing stocks of knowledge, they need to be committed to enhancing and scaling flows of knowledge so that everyone can learn faster.

To address the opportunity to help participants to learn faster, these guilds need to find a way to move beyond fear of competition and foster the excitement that can come from addressing the exponentially expanding opportunities created by the Big Shift. Rather than embracing a scarcity mindset, these guilds need to cultivate an abundance mindset. They need to recognize that, the more people that come together, driven by a commitment to learn faster, the more opportunity there will be for value creation. It’s a very different heartset and mindset from the ones generated by the fear that is engulfing more and more of the world’s population.

The bottom line

The imperative to learn faster is going to motivate individuals to come together in very different ways. In at least one dimension, our future may represent a return to the past, when we see the re-emergence of guilds. Rather than isolated individuals driven by fear as they confront mounting performance pressures, we are likely to see people coming together, excited about the opportunity to learn faster and embrace exponentially expanding opportunity.


  • 1

Leaping into the Launch Decade

Category:Creation Spaces,Launch Decade,Workgroups

As we celebrate a leap day in a leap year and the beginning of a new decade that I’ve called the “launch decade,” I couldn’t resist taking the occasion to reflect on the importance of leaps.

I’ve recently been writing about the importance of small groups in driving change and accelerating performance improvement. I’ve also been emphasizing the theme of “small moves, smartly made, can set big things in motion.”

When people see me talk about small groups and small moves, there’s a natural tendency to think that I am a fan of incrementalism. Far from it. Incrementalism will edge us over the cliff.

We need to resist the temptation to be incremental, and instead embrace the need to leap forward in an effort to capture opportunities that are expanding more rapidly than ever before.

Let’s start by exploring what it means to leap. While definitions differ, leaping is generally about moving quickly and with great force across a great distance, driven by some explicit and bold objective. It is the opposite of incremental movements, which tend to be pursued more slowly and are shaped by more modest objectives.

Smartly made small moves

When I talk about “small moves, smartly made,”  my focus is on “smartly made” and I devoted a blog post to exploring what I really mean by that term. While there are many dimensions to smartly made, for the purpose of this post, let me highlight three of the dimensions that I mentioned: to have a clear and ambitious sense of destination by “zooming out,” to move quickly to action and to commit to rapidly scaling impact.

Doesn’t that begin to sound like a leap? So, why do I call them “small moves”?

Small groups

They’re small moves because, in the early stages, they involve only a few people. That’s where my perspective on the power of small groups comes in.

Imagine, for a moment, what your success rate might be if you try to convince everyone in your large organization to make a leap at the same time. Good luck. Most would likely hold back and many would even try to undermine the effort to make a leap because of a fear of the consequences – never under-estimate the immune system!

Even if you could convince everyone to line up and make the leap together, the leap would likely be an uncoordinated mess, with many leapers colliding with, or tripping over, other leapers. Without any experience, the leaps would quickly fall apart, leading those who were brave enough to participate in the first round to hold back on the next round. Lesson learned, these leaps are dangerous.

Now, think about what might be possible if you focus initially on mobilizing a small group of participants (I’m talking about 3 – 15 people at most) who are deeply passionate about the opportunity to make a big difference in a short period of time. Properly coached, members in this small group could form deep, trust-based relationships with each other and provide each other with encouragement, while at the same time holding each other accountable for making the leap together.

They would likely be able to successfully leap far greater distances than any individual might be able to accomplish on their own. Their accomplishment together would encourage others to step forward and become excited about the opportunity to make one of the next leaps. There would still be fear (leaps are very scary), but the knowledge that they will make the leap with a small group of people they trust, would help to overcome that fear.

Balancing short and long horizons

And there’s more. These are also small moves because they focus on reaching some tangible destination within a short period of time – 6-12 months at most. That also helps to overcome fear because the small group will not be up in the air for an extended period of time – they have an opportunity to quickly reach their destination and to learn quickly from the experience. That’s very different from “big moves” that often require 5-10 years before the results become apparent – that’s a long time to be up in the air, taking great risk, without any sense of achieving what was intended.

As the initial leap plays out and the participants learn from their experience, later leaps can become much bolder in terms of defining the distance that will be traveled over the next short horizon. We’re not just going to make the same leap over and over. We’re going to seek to expand the scope of the leap, accelerating our ability to reach more and more distant destinations in each 6-12 month leap cycle.

The key here is to frame the short-term destinations in the context of a much longer-term view of an inspiring opportunity that is very different from anything that has been achieved to date. It’s that longer-term view that helps to pick a short-term destination that has the greatest potential in accelerating movement towards the longer-term opportunity. Without that context, we run a significant risk of becoming too incremental in our approach, rather than challenging ourselves to make a really bold leap. The balance between longer-term opportunity and short-term destinations is the essence of the  zoom out, zoom in approach to strategy that I’ve written about here.

The role of platforms

If we’re serious about leaping – moving quickly and with great force across a great distance – that also will increase our focus on platforms. People who leap from the right kinds of platforms are likely to travel much greater distances than those who just try to leap on their own.

In this context, platforms involve ways to leverage the resources and expertise of a growing number of third parties who participate on the platform. The small groups that I’ve been talking about don’t operate in isolation. They’re constantly looking for ways to leverage their efforts by connecting with others and scaling their efforts through creation spaces. With increasingly powerful and pervasive digital infrastructures, the ability to connect with a growing number of others becomes easier and easier and can significantly accelerate progress. Network effects are a powerful accelerator.

Small groups that harness the power of platforms are constantly asking where and how they can leverage the resources and expertise of others to come up with better approaches to the next leap, so that they can travel much greater distances much more quickly. That’s what helps them to maintain their small groups while at the same time accelerating their progress.

Bottom line

Leaps are a powerful way to launch us on the path to finally harnessing the exponentially expanding opportunities created by the Big Shift. As we move into the launch decade, we need to find ways to make smart leaps that can help us to learn faster together. Let’s greet this new decade by exploring the leaps that could have the greatest impact in a short period of time.

 


  • 3

The Foundations of Exponential Impact

Category:Creation Spaces,Movements,Passion,Workgroups

As we enter the first few weeks of what I’ve called the Launch Decade, it’s a good time to explore what we’ll need to launch ourselves into exponentially expanding opportunity for everyone. There’s a lot that will need to come together, but let me focus here on one of the key building blocks – small groups. (I love the paradox: to achieve very large impact, we need small groups.)

I’ve become more and more focused on the importance of small groups to achieving accelerating impact. I’ve explored this in a business context, with our work on business practice redesign for workgroups. I’ve explored this in the context of movements, with the realization that all successful movements are organized into small cells. I’ve also explored this in a broader learning context, with the perspective that creation spaces built around small groups are key to accelerating learning in arenas as diverse as extreme sports and online video games.

To be clear, I’m not talking about all small groups. Most small groups are trapped in narrow context and needs. But certain small groups show the ability to help participants have growing impact and, in the process, achieve far more of their potential as individuals and as a group.

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NEW BOOK

(if you've read the book, click here)

My new book, The Journey Beyond Fear, starts with the observation that fear is becoming the dominant emotion for people around the world. While understandable, fear is also very limiting.

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The book explores a variety of approaches we can pursue to cultivate emotions of hope and excitement that will help us to move forward despite fear and achieve more of our potential. You can order the book at Amazon.

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