Week 24.28 My Kilimanjaro

At this moment, Jacquelyn and her mom are preparing to hike to Kikelewa Camp on their way to summit Africa's highest peak at sunrise on Saturday. This journey began 20 years ago when a birthday trip to a museum included watching an IMAX film that sparked their shared dream. They held onto this inspiration until the right moment presented itself and bravely signed up for the climb. Watching their dreaming, planning, and now imagining the completion of this monumental trek, I am inspired to reflect on what it means to have such a grand aspiration in our lives. It means having a vision of something we intend to accomplish. It means putting in the work to be ready when the time is right and being prepared to make the ascent. And, as we take the journey and achieve our goal, we become changed by the experience and accomplishment and, more importantly, by the journey itself.

Having such a lofty goal in our lives is like having a north star, a beacon of inspiration that guides our actions and decisions. It's not just about reaching the summit but about the person we become in pursuit of that goal. For Jacquelyn and her mom, their shared dream has shaped their relationship and individual growth for two decades and provided a profound sense of purpose and direction. Having a big, audacious goal can challenge us to think beyond our current limitations and imagine what might be possible if we dream big. Whether it's a professional milestone, a personal achievement, or a shared vision with loved ones, our ambitious goals serve as constant reminders of our potential and the heights we aspire to reach.

Preparing for such a monumental challenge is just as crucial as the climb. It's about building the skills, resources, and mindset necessary to tackle our big goals when the opportunity arises. For these intrepid climbers, this meant physical training, mental preparation, and logistical planning. In our professional lives, it might mean continuously learning, networking, or developing new skills that align with our long-term vision. The key is to stay ready so we can prepare when the moment comes. This preparation is about being physically or technically capable and cultivating the resilience, adaptability, and courage needed to face the challenges that inevitably come with pursuing big dreams. It's about feeling empowered and ready to take on whatever the journey may bring.

The journey towards our personal Kilimanjaro is where the real transformation happens. We grow and evolve in the daily steps, small victories, and even the setbacks. As the mother-daughter duo make their way up the mountain, each day brings new challenges and experiences that shape them. Similarly, in our pursuit of big goals, we encounter obstacles that test our resolve, moments of doubt that challenge our commitment, and triumphs that fuel our motivation. This journey teaches us invaluable lessons about perseverance, teamwork, and our capabilities. It's not just about reaching the peak but about who we become - more resilient, confident, and aware of our strengths and limitations. This transformative power of the journey inspires us to keep moving forward, no matter how steep the climb.

Our own Kilimanjaro is essential for growth and fulfillment in life and leadership. It gives us a sense of purpose, drives us to improve continually, and offers opportunities for profound personal and professional development. As leaders, when we pursue big dreams, we inspire those we lead and love to do the same. We create a culture of aspiration and achievement where ambitious goals are encouraged and expected. Dreaming, preparing, and journeying toward our lofty objectives equips us with the skills and experiences that make us better leaders - more visionary, more resilient, and more empathetic to the challenges faced by our teams. As we climb our mountains, we become better equipped to guide others in their ascents, creating a ripple effect of growth and achievement far beyond our individual summit.

With love, gratitude and wonder

Scott

Why Quaker’s Pursuit Of Brand Relevance Starts With Optimism by Dr. Marcus Collins

Marcus Collins's article discusses Quaker's innovative approach to revitalizing its brand relevance through an optimism-focused campaign. The 147-year-old breakfast company faced the challenge of brand apathy, with consumers primarily associating Quaker with breakfast oats. To combat this, Quaker partnered with Uncommon Creative Studios to create the "100 Reasons to Rise" campaign to inspire hope and positivity in consumers' daily lives.

The campaign features a photo project capturing 100 individuals aged 1 to 100, showcasing their morning routines and moments of optimism. Renowned photographer Misan Harriman was enlisted to document these everyday heroes, creating a collection of images that resonate with people across different life stages. Quaker's VP of marketing, Ciara Dilley, emphasized the brand's goal of connecting with consumers beyond its product offerings. This approach allows Quaker to position itself as more than just a maker of breakfast oats, potentially combating brand apathy and creating new, meaningful associations in consumers' minds. Collins suggests that this campaign gives Quaker's brand managers reason to be optimistic about the brand's future relevance and consumer connections.

Lean Into the Discomfort, Be Who You Are, and Buckle In by Jennifer McCollum

Jennifer McCollum, the new CEO of Catalyst, shares her experiences from her first 90 days in the role, focusing on her participation in the 2024 US-Canada Summit in Toronto. She describes the event as a microcosm of her transition, filled with a mix of emotions ranging from confidence and joy to worry and fear. Despite feeling out of place among high-profile leaders and CEOs, McCollum pushed through her self-doubt, reminding herself that she belonged there. She spoke about driving an equitable future of work, emphasizing that feeling challenged is a sign of growth and leadership development.

McCollum's article highlights the contrasts in her new role, from comfortable interactions with staff to more daunting public speaking engagements. She uses her experiences to illustrate that discomfort is a normal part of significant transitions. McCollum encourages readers, especially women, to push through uncomfortable situations, viewing them as opportunities for growth and learning. She emphasizes the importance of staying true to oneself while navigating new challenges. The article concludes with McCollum expressing gratitude for her position at Catalyst and the support the organization receives as it continues its 62-year mission of impact.

Why “I know best” isn’t best for driving change (or planting flowers) by Caroline Webb

Her window box garden being unexpectedly altered by a well-meaning neighbor, Caroline uses the occasion to illustrate important principles of change management. She describes her mixed emotions of rage, disbelief, embarrassment, and understanding upon discovering that someone had removed her carefully chosen plants and replaced them with different ones. This incident serves as a metaphor for how people often approach change in professional settings, assuming their ideas for improvement will be universally welcomed.

She outlines the problems with this "I know best" approach to driving change. She emphasizes two key points: first, that there may be good reasons for existing practices that aren't immediately apparent (referencing Chesterton's Fence), and second, that personal autonomy plays a crucial role in human motivation. To avoid the pitfalls of the "I know best" mentality, Webb advises change leaders to investigate the history behind current practices, demonstrate how new ideas build on existing ones, and involve people in the change process. By following these principles, leaders can foster greater buy-in and more successful implementations of change initiatives.