As the year winds down, you can finish strong even in matters of few weeks. 

2022 is full of challenges and opportunities. But these challenges shouldn't define your organization. 

Your organization should be defined by what you have done in spite/despite the challenge and pressures facing every on-purpose organization

Are you ready .....

To think about what could be in 2023, in terms of restructuring and governance changes?
To think about a strategy that you could use in the next 2-3 years?
To set aside time for reflexivity within your team and Board?
To integrate lessons learned to new practices? 
To improve your leadership and resiliency so you can model what it takes to lead without having all the answers?
​To innovate next year as opposed to putting out fires and reacting? 

You can finish well and in advance. Life is a series of starts and stops. Of continuities and discontinuities. Whether you believe this or not, next year starts now.

The vast majority of the population is sleep walking through opportunities. 

The rest is hustling without ceasing. They can't simply be bothered. 

While this is the case, you can begin to do WOW!

Working while waiting for the right opportunity to come along.

WOW assumes that you're open-minded and adaptive to changes.

You can quickly pivot and adjust your course without incurring so much time and effort.

Your system should be ruthlessly aware. It should tell you when and where to go next and when to slow down and breathe new air.

Opportunities should not be chased. Be still. Learn to read the times and see that everywhere there are many micro-opportunities waiting to be revealed.

Are you working while waiting (WOW)? Are you opportunity-ready? 

How many organizations have strategies  that are unimplemented?  You will never know unless you get inside the cubicle. 

This is not just prevalent in the profit sector, not for profit organizations are as well not implementing their strategies.

I question this: if the strategies are not implemented, why are they expending their staff time and managerial attention on something that will not be used at all? There is simply no logic to this!

When I asked an Executive Director why not? The answer I got was: "We just make this because of our funders. We have to wait for the funding cycle to begin to really create a strategy that will restructure the way we work. For now, it will be just a transitional one."

Fair enough. I get the point of transitional strategy. Emergent design is what the current climate calls. Managers and executives must adapt to the rigors and demands of modern organizations where supply chain issues, financing and sustainability, climate and diversity challenges, impact day-to-day decisions. 

But non-implementation is a totally different issue. I vehemently challenge the notion of doing something for something else's and not for the benefit of the creator.

What drives this performative action is a culture of obligation, 'looking good,' and conformity. 

In my book Provocateurs, I discussed how the culture of conformity creates conditions for organizations to punish early-warning signs of problems and issues, which leads to you know, failures. The same culture of conformity outlaws innovation, creativity, and simply rebellious thinking that shifts control and power. 

Your donors do not know you're doing this. Probably, I bet, that this practice is not something that is generally accepted and outwardly legitimized. But because this is what's happening, I also bet that this is not a one-off deal. More organizations are acting this way despite what management books are saying. 

Practice defines organizations. Tell me who's not implementing their strategy, and I will tell you there's more to the strategy than meets the eye.