Description: How does one keep the fire, maintain the passion, and make an environment that is electric?
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As I wrap up Simon Sinek’s new book, The Infinite Game it has me looking around my world in the nonprofit sector. In The Infinite Game, Simon discusses the numerous individuals and businesses who have played the infinite game, some played it well. These companies learned and invited change that enabled them to maintain their values while innovating for the future. Other organizations and leaders failed to innovate or adapt; remaining focused on short-term, finite returns and objectives. In fact, in the for-
In the nonprofit world, we are no different. Although, the “infinite game” for us, can sometimes be daunting to imagine. As you know, we are supposed to be working ourselves out of business, so applying an infinite mindset doesn’t seem intuitive. What I draw from Simon’s newest book is that the infinite game requires leaders who are willing to cast a vision and willing to push that vision forward. I’ve often said my job as a leader is oftentimes to walk out on the smallest branches to the very ends of those
I have frequently said that “shelters have been shelters far too long.” This isn’t to knock the necessary services that shelters have offered for decades, but to frame the idea that we now know more than ever about the people we serve and we must apply that knowledge and learn from it. We must utilize technology, advocate for our clients and our employees, and adapt in order to affect real, long-lasting change. In an industry where scarcity, fear, and secondary trauma are common barriers, this is the infini