Digging in

Step out to step up

Photo by Emilie on Unsplash

The first rule of holes, attributed to a variety of folks, is:

“If you find yourself in a hole, stop digging.”

It is not a commonly followed prescription these days. These days, many people and organizations tend to try to power through a problem. Sometimes this works, more often it does not.

It is rare that an individual or organization will take a step back, assess and, if needed, change course. (See War, Iran: the Quagmire.)

“In preparing for battle I have always found that plans are useless, but planning is indispensable.” - Dwight Eisenhower

Stubbornness Positivity is part of organizational and human DNA. Even if it doesn’t come naturally, positivity is certainly expected, and in some cases even demanded. Few are hired or compensated for managing the status quo. There is no growth trajectory for caretaking. Negativity destroys relationships.

But, as I have opined before, relentless optimism also isn’t a viable strategy and it certainly isn’t a sustainable operating plan. When troubles come, they usually emerge from the blind side. And because they are unexpected, operating without a playbook often exacerbates problems by fostering a mindset of “same old same old” of the things that led to the trouble. Those that do not follow the first law of holes and instead dig in and down. They haven’t planned; there is no exit strategy. They become stuck.

Because of this, many times a drama also becomes a crisis, and creates more damage than the unexpected event alone would have done, if simply acknowledged and addressed.

Successful planning is grounded in a rational and realistic assessment of past, current and future states. It provides well-thought through options for when things go sideways (see Eisenhower quote above.)

Realism is key. Quite often that point of view cannot be brought forward from within an individual or organization. There are too many existing biases, and personal experiences that obscure objective reality.

“By failing to prepare, you are preparing to fail.” - Benjamin Franklin

A good facilitator and a culture of open dialogue can effectively break down biases and create opportunities.

We recently concluded a months-long process to create a new 3-year strategic plan, which focused on building upon the success of our prior plan. We had an excellent facilitator, who took our planning team through a comprehensive exercise that reality-tested our present state, external environment, and hopes for the future.

The plan will guide us through 2028. It is evolutionary, and that is good.

It begins by acknowledging what came before, and states a clear objective:

“Having established and begun work toward an ambitious vision during the 2023-2025 strategic plan, Columbia-Greene Habitat for Humanity now seeks to fulfill that vision through development of its capacity to build, its community partnerships, and its organizational foundations.”

This objective setting aligns with our broader, mission-based vision:

“We envision thriving communities where homeownership is an attainable dream and safe, efficient, affordable homes anchor lives and neighborhoods. These homes serve as a source of pride and possibility for residents, communities, and our region. Together with partners, we are building this future.”

The plan then lays out three primary objectives for the organization to attain by the end of 2028 as the anchors to executing our plan:

• CGHFH operates as an effective small development company.

• CGHFH sustains the partnerships needed to advance its mission.

• CGHFH has the financial and organizational capacity necessary for a secure and resilient future.”

Over the next several months, we will be bringing several new initiatives on line that are on-plan. We will be building on the foundation we set several years ago, and which we have now evolved to adapt to the new opportunities and challenges that have emerged since.

Per the plan: we dug down, then built up. Now we are about to step up.