I was in a conversation a few weeks ago for about 15 minutes, the quickest business call I had on Zoom.

When the conversation started to veer away from the unstated and unspoken main agenda, I tried to put it back to where the 'meat' is so both our needs are met by reframing and reorganizing the discussion. 

After 15 minutes, with bluntness allowed, we got through a common understanding and with some laughter. We didn't get to determining a follow-up, but a positive rapport created a desire to talk again. A stranger became a friendly acquaintance. 

The biggest lesson is to reframe a scenario right where you are, when you know it can quickly deteriorate and leave you thinking what just happened. 

Do you know that we can frame everything based on our perception of value? We talked differently with bosses, our peers, our stakeholders, our partners, and investors. The frame becomes the shape that controls the kind of relationship and transaction that comes after, as in building a house or a ship.

Re-framing is essential for busy executives with enough work but limited time for the mundane. Seize the moment, identify your musts, and never feel that you need to subordinate your need. That way, you don't have to repeat the scene in your mind post-mortem.

Running an on-purpose organization, as in life, is all about a marathon, not a sprint.

There will be greater, better, more beautiful, and hugely successful than your organization, accept it.

But the biggest fallacy to succumb is to compete against the top 10% of the world, which is not a healthy crusade to take on.

If it's survival of the fittest, then take your best competition as an inspiration to springboard you away from the grinding struggle and take the most logical next step. If it's building your value system as the first ground breaking practice, do it with care and attention it deserves. If it's about building an impact strategy you can be proud of, trust your process and the intentions behind it. If you're trying to make good with people from overseas using your talents and bunch of individual supporters, know that you're not alone in that journey. Instead of envying your competition, learn from their effectiveness. 

Don't take the biggest problem ever and solve it. Take the nearest problem, and slay it with passion. That's how to overcome overwhelm from the unrealistic self-imposed burden.

We don't need heroes and divas. We believe in you and me, ordinary mortals with extraordinary generosity.

A few years ago, when I was jumpstarting my practice again, I attended a local community organization's meeting made up of different providers for networking and to get to know the burning issues of the day. One lady questioned my presence and intimated that I might be in a 'wrong meeting' because am in the consulting business. Presumably, she thought that their group should not be a 'target' of my marketing.

Like in  many of professions,  as a professional and a person, we come with many hats. Because I was seen as the 'consultant' ready to take their monies and hard-earned budget, I got an inquisition. But if you come with an open mind, a consultant can be a guide, an expert, another connector, and could be an ardent supporter just like any other individual. I can also write a cheque if I want to!

How come organizations suffer from myopic perspectives and ill-thought actions? Because they insulate themselves from outside voices and perspectives that can actually enrich their work and challenge their assumptions. Within the confines of the comfortable existence, a few of them dare to venture to reach out or be accessed by people marginal to their operational logics. Innovation is relaxing controls and embracing the creative diversities from resources and talent around you. 

Don't be too quick to say no to people from unlikely origins, with backgrounds different from yours just because of the prejudices and biases against/for these people. There is always a treasure hidden behind a job title or a strange name or a weird hairdo. If you dismiss these people arbitrarily, you're literally leaving money on the table. For a non-profit, this attitude is suicidal. 

Be open to possibilities and be surprised with your findings.