I have been busy teaching over this summer.

One of the things I noticed in terms of real learning is that the student or the learner must take learning seriously for it to take place. With ChatGPT and AI-generated content, students are being spoon-fed with information that is not curated, appropriate, and generalized to mean anything that could be suitable for their own use. The detection is simply a matter of finding if the language is sophisticated, the grammar is flawless, and the text sounds repetitive and when  compared with other submissions, they all sounded the same. It is pathetic that we are producing a bunch of new graduates that relegated thinking to automation.

There are many wonderful things that ChatGPT can do to aid in learning but replacing critical thinking skills is the worst side effect of all. Universities, colleges, and academic institutions must have a company-wide policy as to what the students can't do with AI because it will harm their learning and because it is ubiquitous, it is easy to resort to this device. If students are ignorant as to the sources, limitations, and stupidity of automated content, they can easily use it not knowing that they are selling themselves short and becoming part of the automated herd.

Back in the 80s, learning was traditional and non-modern, but it worked for me. Computers came in the 90s and early 2000s donated from the US but we didn't bother learning more than what was expected. The Internet opened up a lot of doors in the early 2000s for learners but we were still pretty much into books and published materials. I can still recall some of the learning in the classroom during my first Masters when we would discuss issues in the class through the use of argumentation and debate. 

Thinking about this for my daughter gives me concern for her future. As a society, while this technology is nascent and there are still imperfections yet, we should start building an ethical and governance policy for the use of this technology that will ensure the younger generation does not see it as an easy way out and not even an answer to their schooling/academic requirements and obligations. We should regulate the developers to the point that future developments do not create more risks for human consumption in areas where it can subvert or undermine human evolution. Risks assessments should be part and parcel of any policy pertaining to this technology.

We should own this technology and not own us. We should start delineating its boundaries and restricting its use for greater social benefit and not accelerate intellectual societal decay.

I was reading an article a month ago and this movement has its published list of mistakes since 5 years ago. Every year, they owned their mistakes to their constituencies, members, and the general public. Reading this gives me an insight that they are truly a learning organization with the discipline to not put things under the rug or water down certain actions that almost put their organization into peril.

I have written about organizations that are learning and unlearning at the same time. This dual movement requires that they take courage to face the missteps and act to reverse or mitigate those. This is not just transparency par excellence. This is living what they basically put in their values poster or their values statements. At the end of the day, either you really live it or you just mouth it for the sake.

Kudos to this strong organization that is not afraid to say they are wrong when present evidence suggests otherwise or current analysis remits an error of judgement.

We fully know by way of hindsight and much of that learning comes from consciously improving every year. How hard is it to simply say, "we made some mistakes. Learn with us and from us.

I had a great time decluttering these past few weeks. First, I tackled that big box when I moved here in the province in 2015 containing all my files, Knick knacks, and mementos stored from my previous job and life for five years and more. 

It was amazing to see that some of those stuff I have brought from the Philippines. Clearly, I'd like to keep a lot of stuff that for "some day" I might find useful. But that 'some day' didn't come. The old toothpaste, bottle of medicines, and broken eye glasses were never useful at all. The old files since 2010 didn't prove to be worth for anything except my files from old clients that I kept to document the work that I have done before. There were old books and magazines in French language that I thought I would be able to revisit when I had the time. That time didn't come even.

Decluttering frees up the space but also the mental space for which most precious real estate resides. If you focus and emphasize on the past, you will end up in a divided and distracted perspective. We can win some but we can also lose some. That's part of the trade-off. We leave behind what's to be left there so we have the energy for today, which is a gift in itself. Tomorrow has its own worries to be bothered by it now.

What's eating up your office space and organizational mental space? old politics and enmities that do not die down, grudges and personality clashes, petty squabbles and vain competition for recognition, one-upmanship, or perfectionism? As a leader, decide now to abandon these silly and toxic culture and just focus on getting things done well and pulling everyone together as a team.

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You can't fake this.

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I have been in an non-profit Board where the Executive Director meets us every month with some flavor-of-the-month issue that we should be very excited about and yet failed to give us some progress on the most important thing. 

For example, the bus that the donor is giving for free, the new technology software for payroll and client management, a new sexual harassment policy, the new grant we should be applying, an enrollment to a certification program and a membership to a municipal social planning committee. Well, these are all great additions but what's happening to the first 5 priority areas where she needed to focus on and deliver.

Diversions could be used to cover some underlying business problems that are not being addressed for many reasons. One of them is that because some people are part of the problem. First, the timing is suspect. The fact that the Board had clearly outlined some pressing issues that needed to be resolved and completely addressed is the order of the day. Adding new but non-pressing agenda does not create that level of trust. Second, the new additions will completely use up all the time, resources, and energy for which that could have been taken in at a later time. Third, the staff seemed to be deliberately treating these diversions as substitutes or proxies for priorities, for whatever reason. 

Which led me to the point, the best result- the Board terminated the Executive Director in a matter of few months on a very different reason. But the writing was on the wall with this behavior.  You can't dance around important issues and pretend that non-performance and lack of due diligence is perfectly alright. The Board loses its grip when the Executive Director controls them rather that they control the conditions for which the Director should be accountable with.

The part of the problem is that this could be a seemingly innocent mistake until it becomes a behavioral pattern. You have to see it for what it is, diversionary tactics are meant to erode the focus and commitment of leadership. 

Be ruthless with your meeting agenda and keep an eagle eye on your musts. Overachieving is not a problem in the purpose sector, it's the underachieving that seems to be tricky. 

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Beware, comparisons could be dangerous, misleading and disempowering.

It's no longer the case that you compare apples to apples but what grade, variety, source, and other properties that make this exercise completely useful at all.

We come to the point where comparing past result to future result will give us a good indication of progress, or lack thereof. But times are a-changing. Comparisons now are what it seemed to be decades ago. We compare our achievements or lack thereof with our neighbor next door, or circle of friends and see how we rate. With a new car, house, appliances, their kids going to better schools, new hobby gadgets, professional designations, etc. 

Now with social media, we get to see the best looking, brightest, smartest, richest, and most loved professional in our field, and we think that's the standard of everything great. If you're a business, to the fastest growing, VC-loved startup raking in millions in less than 5 years. If you're a purpose-driven organization, to the well-respected, well-oiled organization in your sector that's getting all the accolades all the time and getting it right most of the time. 

This unbelievable, impossible idea of standard is ubiquitous but seldom rejected. It presents an illusion that could never be satisfied. Yet, the picture of success or nirvana is just that. We have that picture in our minds. 

What comparisons do you use to gauge your performance? your organizational health and vitality? your relevance to your community? your competencies as against life's challenges?  Do you really know the person and organization you are trying to emulate? What standard or measure do you subscribe to and how they came to be? By acclaim, by rigorous system, by a multilateral consensus? By politics? self-promotion?

Internal comparisons are the best. Internal best practice as against trade/industry practice could be profitable. The people that are in deep trenches know more than what the annual reports say. They get to build and develop the measures, the measurement, the methods, and the theory of what and how change can happen.

As a rule, it's best to construct your own metrics. 

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When all the processes of strategy formulation is completed, and now, voila, you have it in a nice two-ring binder for everyone to see. Congratulate yourself for a job well done. 

After the communications campaign is launched and the implementation starts, four things can happen and you are the best judge for it as the main executive tasked with spearheading this project.

1. There are no changes to be done as everything that went into the strategy document suits the rest of reality that follows. If you believe that you have a perfect document, very well. Let' see in the next few months. 

2. There are minor revisions that will need to adjusted, mainly the baseline data, the situational assessments, the analysis for which the decisions were based. These elements are ordinarily monitored, assessed, and adjusted as the strategy moves forward.

3. Major disruption that derailed or almost decapitated the strategy. There was a change in the whole landscape of the organization, internally, in terms of capacity, interests, and aspirations such as a leadership vacuum due to a leadership and management crisis, a situation where a major funder has pulled out creating a huge financial burden, and other internal stakeholder issues that would derail the implementation or compromise its chances of success. Another example of a external threat to the strategy was the COVID19 pandemic which based on many accounts, left many purpose-driven organizations without an anchor for 6-12 months just operating and surviving. Not even thinking about growth strategy or change initiatives.

4. The strategy is useless, unimplementable, a mirage in a desert. Well, this is the worst kind of realization that can happen after a 6-12 month process. It could happen to any organization without having to think too much. Say for example, you have a totally new Board, a totally new executive team, a totally new set of staff and leaders, no budget for implementation and the previous leaders who put this together bid sayonara with you nothing to work on. The new leadership could not,  will not, assume accountability and responsibility,  and have no will power or creativity or simply felt powerless to enact anything other what they created. Best scenario is to reduce this to a doable strategy that could work in new circumstances. Keep it real and simple.

These four scenarios are real-life hurdles neatly disguised in confused state- aka what makes you  sleepless at night. Besides the initial worry about not going smoothly as planned, there are always options and alternatives. Talk to your Board. Consult the experts in this area. Read what others have done in your sector. Confer with colleagues. And lastly, the smartest way is to learn from the mistakes of others.
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Some people believe that there's always some one or something that should be blamed for world miseries.

The non-profits and social sector are rife with criticisms of the capitalist economy and government. Yet, they have to work hand-in-hand with the two.

For the conspiracy theorists, there is a global network of villains and ego-maniacal entities, ala the James Bond villains that are planning, hatching their next global destruction ventures.

For the poor and illiterate, it's the rich and ultra-wealthy that are sucking all the resources that they need to survive. And the corrupt government that's feeding this greedy landed gentry.

For the owners, it's the labor unions and their goons and strategies that keep the business from thriving and the government's bribery schemes wrapped up neatly in certain fees for here and there.

For the middle-class tired of pretending that they are more well-off, abhors the poor for creating the conditions of pallor, dirt, and insecurity in many communities. These people are considered lazy, worthless, and can't be saved.

The big business are blaming the environmentalists and climate-change crazies for wrecking their plans and making it harder to conduct business. The auditors are blaming the government for lax regulations. The consumers are blaming the government for run-away inflation for which the energy producers are caught in the quagmire. The masses are suffering and that the world is coming to an end unless climate change is addressed.

The elite, educated ones are blaming the fringe sectors and the fringe sectors are blaming the elite, educated majority. 

Do you see where this is going? 

You want an honest feedback so that you can improve your work.

The first group will tell you what you want to hear, all the good things sans the not-so-good ones for fear of discouraging you.

The second group will tell you all the worst things that you have done and how it negatively impacted them. Fine, if that is the truth.

Yet, we live with this two polar opposites all the time without the real benefit of honest constructive feedback, in our workplace, in organizations, and sometimes in our own families.

It cannot be that worst but it can't be that too great either. For improvement's sake, it is better to be honest than to be lying about someone's performance. However, how you deliver this is very critical to the outcome you're seeking. 

What does it take to create an atmosphere where honest feedback is taken and given constructively?

• Trust and non-judgement approach
• Purpose-driven conversation aimed at improvement
• Provide detailed examples and detailed suggestions for improvement
• Thank and encourage the person for recognizing the need to change for the better
• Offer support to sustain these changes (if you were able to)
• Offer praise and encouragement when the person is exhibiting efforts to sustain these changes

For some situations, you will never know where you actually sit, having two of these polar opposites received from different quarters. Perhaps, the truth is somewhere in the middle.  It is up to you to weigh both things. What matters is that you're improving everyday while others are busy taking successful people down. 

So many things to do so little time? No, you have some time, you just have to make a decision to remove some cumbersome, irrelevant, and less-valuable things you're doing to have the mental space and energy for more strategic issues. 

1. Be training-wise
Yes, remove training programs for some skills that you will never use immediately is a waste of time. One participant from my previous training programs that I taught told me that she thought it will add value to her life right now, turned out it was just a checklist she had to tick. Oops!

2. Be-Board savvy
Remove yourselves from Boards and Committees that are turtle speed in decision-making and execution and does not improve your despite your inputs. 
Who needs Board work that is using your time, talent, energy, and expertise ineffectively? You should be getting some benefits in return of your generous service. 

3.  Be Zoomaster of your time
Drop attending to Zoom events that no longer serve you or quit registering and not showing up.
I'm guilty of that. Do not even bother to register and receive the recording if you can't even do it.

4. Volunteer with joy
Do not be pressured to volunteer just because they need warm bodies to move a furniture or get a social media campaign going. Do you really love to do those thing, do you have skill set? Can you maintain that consistency and reliability that they need? If not, focus on your wheelhouse instead so your volunteer work is filled with joy and excitement and less work. 

5. Ignorance is bliss
I am more happy without having to know the daily news and minute updates from my phone. If I want a topic or a news article, I take time to read it. Turn off the daily news habit. You will know what you want to know, now what they want to feed you with, mostly crap. 

Now, that's off your list. It's time to envision your strategic goals for 2023.
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