Crashing Forward: How to Find Your Cloud’s Silver Lining

Posted on by Scott

Hugh William Bell Cairns by Sidney SmithA few weeks ago, I shared a quote from T.E. Lawrence. He was famous for his world travels as an archeologist and a member of the British Army. He wrote extensively about his adventures, particularly his involvement in the Arab Revolt. After returning home from the Middle East, he delivered hundreds of lectures, sharing pictures and stories. This brought him fame and the nickname “Lawrence of Arabia.”

Two months after leaving military service for good, Lawrence was riding his motorcycle and had an accident. Cresting a hill, he suddenly came upon two boys in the road and swerved to miss them. He lost control and flew over the handlebars, hitting his head. He fell into a coma and died six days later on May 19, 1935.

But this story isn’t about T.E. Lawrence; it’s about Hugh Cairns.

Cairns worked as a neurosurgeon at the London Hospital. In fact, he was a key advocate of neurosurgery as a medical specialty and focused on head injuries during the Second World War. When Lawrence’s accident occurred, Cairns was one of the men called in to treat him.

The event had a significant impact on Cairns. After Lawrence died, he began an intensive study of head injuries resulting from motorcycle accidents. Military communications were often delivered via motorcycle couriers. The British Army, Royal Navy, and Royal Air Force all used these “despatch riders” regularly as radio communication technology was still in its infancy. With so many riders on the road, accidents were inevitable; and head injuries were extremely common.

Given the serious nature of head injuries, Cairns knew they had to be treated quickly. But soldiers in the field had to be evacuated to receive the specialized care they required in established hospitals. So the doctor created eight mobile neurosurgical units and sent them to North Africa, Italy, India, and other frontline locations throughout Europe. His teams treated over 20,000 patients and changed the face of field medicine.

Cairns further determined that the best way to reduce the potential for head injuries as a result of motorcycle accidents was to push for the use of crash helmets. He put together a rudimentary design and petitioned the British armed forces to adopt them. The helmets had an immediate impact, drastically reducing the percentage of fatalities. The introduction of helmets has saved the lives of countless motorcyclists since.

They say every cloud has a silver lining; but it all depends on who’s looking at the cloud. Tragedy affects people in different ways. Some turn inward, focusing on the frustration, anger, or other negative emotions. Others though, quickly move beyond the negativity, choosing to focus on moving forward. They turn the negative energy resulting from failure or loss into a force for change. They choose to harness their emotions and channel them into a better future.

Hugh Cairns chose to use the death of T.E. Lawrence as motivation to change the fate of motorcycle riders. He chose to make a difference and create a silver lining. Today, people who have no idea he ever existed continue to benefit from his decision.

Some of the biggest disappointments we face may be opportunities in disguise. All it takes to reveal them is the right attitude. Here are three steps you can take to take something negative and create something positive.

  1. Determine what went wrong. This first step seems obvious, but most organizations approach it the wrong way. They focus on assigning blame – who was at fault. The key is to identify the steps, specific decisions and actions, that led to the issue. Only by understanding the contributing factors can you properly address step two.
  2. Decide on a solution. There are really two aspects to this step. The first involves rectifying the immediate issue. The second requires you to look at additional measures that can be taken to minimize contributing factors. For Cairns, the immediate problem was the amount of time it took to transport patients from the field to the hospital. He addressed this by providing in-field care for head injuries. But he further attacked the problem by developing a solution for a contributing factor – the unprotected heads of motorcycle riders.
  3. Involve the key stakeholders. Designing headgear was not within Cairns’ realm of expertise. Furthermore, he knew that he couldn’t achieve wide-spread adoption of motorcycle helmets on his own. So he took his rudimentary, proof-of-concept model to the military – the largest group of stakeholders he could find. The top brass had a significant interest in protecting their personnel. It was through their involvement that the helmets were refined, tested, and ultimately produced.

Bad things are going to happen. People, systems, and products will fail. Effective leaders recognize this and use tragic circumstances as catalysts to learn and create a better future.

“It is not what you look at that matters; it is what you see.” Henry David Thoreau

How to Make Your Campaign Go Viral

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Scott ALSBy now, you’ve seen the videos – thousands of them – of people dumping buckets of water on their heads in the name of charity. It’s the ALS Ice Bucket Challenge, a phenomenon that’s swept across the U.S. and U.K. within just a few weeks to become one of the biggest internet trends of the year. Odds are, you’ve either participated in it yourself, or know someone who has.

 For the uninitiated, here’s how it works. Someone is challenged to either donate $100 to the ALS Association or make a smaller donation AND film themselves pouring a bucket of ice-cold water over their heads. They post the video to their facebook or other social media site and extend the challenge to two or three friends who then have 24 hours to accept the challenge themselves. And the story repeats itself. Again, and again, and again.

The first challenge was issued in July and videos of people shrieking at the cold-water shock quickly went viral. The challenge has been accepted by celebrities, children, and teams – many devising extremely creative ways to douse themselves. It’s also drawn its share of detractors and copycats.

Regardless of what you think of the idea, there’s no doubt the Ice Bucket Challenge has been successful. Public understanding of ALS (amyotrophic lateral sclerosis) has skyrocketed. Donations to ALS research have also seen exponential growth. The ALS Association reports that donations since July 29th have exceeded $100 million. By comparison, the organization takes in less than $20 million during a typical year.

So, what’s the scoop? Why have so many people been moved to pick up a bucket when other well-intentioned ideas have fallen flat? What can we learn from the ALS movement?

While there’s a lot to learn from this example, I think there are three characteristics of the Ice Bucket Challenge that contribute to its overwhelming success.

  1. It’s easy to participate. The Ice Bucket Challenge is easy to take part in. All you need is a bucket of water, a small donation, and your smart phone. It can be completed anywhere and requires no forms, registration, or waiting period. People are immediately turned off by great ideas that require huge investments of time, effort or money. But keep the barrier to entry low, and participation levels go up significantly.
  2. It’s fun. Admit it, it’s a lot of fun to see your friends and favorite celebrities screaming in shock as the cold water hits them. Plus there’s a sense of community that occurs by joining the ranks of those who’ve accepted the challenge and a sense of pride at being part of a movement supporting a worthy cause. If you can make your campaign fun, you gain people’s attention.
  3. It’s personal. A key part of the Ice Bucket Challenge involves issuing a challenge to two or three friends. It’s hard to resist a personal invitation from someone you know. This aspect of the challenge is what caused it to go viral. Each participant becomes part of the communication strategy and keeps the challenge alive. The camaraderie between friends is strengthened by shared participation in an event, and no one wants to let down a friend. So look for ways to get people not only participating, but actively promoting your event to their network.

Think about your next customer campaign, employee program, or community event. How can you incorporate these elements to give it some extra oomph?

 

A Community of Service

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RosetoOn the eastern edge of Pennsylvania, about 15 minutes from the Delaware River and the state of New Jersey, lies the small town of Roseto. It was founded in the late 1800’s by Italian immigrants who settled to work in the local slate quarries. Roseto would go largely unnoticed until 1961, when a chance meeting between two doctors catapulted the town into the spotlight.

Dr. Stewart Wolf, a cardiologist and Head of Medicine at the University of Oklahoma, had just delivered a presentation on trends in heart disease and heart attacks. Roseto’s resident physician was in the audience and approached Dr. Wolf with a shocking observation. Heart disease rates in Roseto were half the national average. Furthermore, he could not recall a single instance of heart attack within the high-risk 55-64 age group during the past decade.

After additional discussion over a few beers, Dr. Wolf knew a more thorough investigation was needed. He and a team traveled to Roseto and began a multi-year study of the town’s inhabitants. A study of death certificates for the prior 30 years confirmed the doctor’s statement. Incredibly, Rosetans displayed an odd resistance to heart-related illnesses. Other communities located just minutes away looked statistically identical to the rest of the United States. What could possibly account for the uncharacteristically good health of this group?

First Dr. Wolf looked at diet. But that wasn’t the answer. Rosetans ate traditional, high-cholesterol Italian foods. Sausages, salami, and meatballs were all fried in lard, and coupled with hard and soft cheeses. “Fat-free” was nowhere to be found. They also drank wine with every meal.

Next, Wolf studied their work conditions. The men, always the most at-risk for heart attack, worked long, hard days in the quarry. They came home coughing from the dust and chemicals used in the mining process. At home, they relaxed with old-style, unfiltered cigars. Aside form the work in the mines, there was no standard of exercise.

For years, Dr. Wolf and his team scrutinized every aspect of life in Roseto, trying to account for the unusually healthy inhabitants. Nothing about their diet, working conditions, or even the environment provided a clue. Then one day, he looked beyond the physical attributes of the town and turned his attention to the intangible.

Families were close-knit. Townspeople favored local businesses over larger retailers in nearby towns. There was virtually no division based on wealth. Neighbors knew each other and came to each other’s aid. Stress was virtually nonexistent.

Roseto had no crime. Zero.

In fact, everywhere he looked, Wolf saw townspeople helping each other. Rather than occupying themselves with their own gain, Rosetans seemed to be keenly focused on helping each other. No one in the town was a stranger. No one felt alone.

And a thought occurred to Dr. Wolf. A strong sense of community breeds healthy individuals. People become stronger and healthier when they band together for the common good. A community built on service will thrive despite overwhelming obstacles.

Sadly, change came to Roseto. By 1970, the strong sense of community had eroded. Young people left to pursue careers elsewhere. Outside influences changed the socio-economic makeup of the town. Fences and country clubs began to appear. Rosetans started to look and act just like people everywhere else. In 1971, the Roseto saw its first heart attack under the age of 45. Today, the town’s rate of heart disease looks just like anyone else’s.

Serving With a Smile (When You Don’t Feel Like Smiling)

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Hope LodgeWednesday evening I left work and drove to the American Cancer Society’s Hope Lodge here in Lubbock. The Hope Lodge provides free place for out-of-town cancer patients to stay while they receive treatment. This removes a significant financial burden on the families of these patients and allows them to focus on their health. My wife and I, along with several other couples, volunteer by preparing meals for the guests and hosting weekly “dinner parties.” Wednesday night was our team’s turn to serve.

But I didn’t want to go.

I was tired. I’d had a long day – you know the kind – lots of phone calls and emails. I had someone working on my sprinkler system and was anxious to check on the progress. I’d had something to do every night for the past several days and really just wanted to collapse on the couch. The thought of spending three hours on my feet to serve total strangers just didn’t seem appealing.

I’ve written before about the rewards of service. I know that focusing my energy on activities that benefit someone else has a myriad of benefits physically, emotionally, and even spiritually. But all that’s hard to think about when you’re already drained and craving some down time. How do you serve others when all you want to do is plop?

I think there are three steps to preparing your head for service when your heart just isn’t in it.

1. Remember why you’re serving. Service is for the benefit of those on the receiving end, not the giver. If your mind is set on your own comfort or enjoyment, then you’re not ready to serve. In order to give your best, you have to push your “self” out of the way and focus your attention on “others.” I’m not saying service should be a chore, or unenjoyable. But if your reason for serving is self-gratification, then you’re missing the point and will always have something you’d rather be doing,

2. Commit to giving it your best any way. This is a core value you should carry regardless of the task at hand. Like the saying goes… “If it’s worth doing, it’s worth doing right.” If you’re putting in the time, make the time count and give your “all” to the service you provide. Regardless of your mindset, your performance speaks volumes about your personal integrity and those you represent.

3. Fake it until you feel it. It’s funny how easy it is to manipulate your own emotions. You are the single best influence on your state of mind. Why let someone else, or circumstances beyond your control dictate how you feel? So listen to a motivational CD. Pump up your jam on the radio. Do whatever it takes to get your mind straight and then fill in the gap with determination.

Back at the Hope Lodge, I sat in the truck for a few minutes. I closed my eyes and let my mind make the transition from work to service. Then, knowing I was serving for the right reason, and having committed to giving my best; I forced a smile onto my face and walked inside. I didn’t have to fake it for long.

I had a great time. My friends and I chatted and laughed as we served other people. The guests who came to dinner were extremely grateful, as they always are, and my spirits lifted. As we left a few hours later and headed home, it was hard to imagine I’d had such a pessimistic attitude when I pulled into the parking lot. And this time the smile on my face was genuine.

Up, Up, and Away

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Larry Walters, Balloon ManLarry Walters had always wanted to fly.

As a boy, he became fascinated with airplanes and dreamed of soaring among the clouds. Once he reached adulthood, he joined the Air Force – intent on becoming a pilot. However, his poor eyesight disqualified him from his dream job. He served his time and, after his discharge, took a job as a truck driver.

Larry spent evenings in his backyard watching as jets from nearby Los Angelos International Airport flew overhead. He’d spent 20 years wrestling with his dream of flight, and as the days passed, his frustration only grew. If he didn’t do something about it soon, he feared he’d go crazy. As Larry sat and watched the planes and birds pass by, a plan slowly began to form in his head. Then on July 2, 1982, he put his plan into action.

He’d purchased 42 weather balloons a few weeks before. Now, with help from his girlfriend and a couple of others, he filled each one with helium and tied it to an aluminum lawn chair. A tether tied to the bumper of his friend’s car kept the contraption (dubbed Inspiration I) from blowing away while he filled the balloons and gathered the rest of his supplies. Armed with a CB radio, a camera, some sandwiches, and a pellet gun; Larry strapped himself into the chair, said a quick prayer, and cut the tether.

His goal was to float lazily over town for a while, seeing the world as a bird does from 30-40 feet, then shoot a few balloons and descend. If he couldn’t be a pilot, he figured he would at least experience the thrill of flight for a brief time. Maybe then the dreams would stop.

But things didn’t quite go as Larry had planned.

With the tether cut, Inspiration I rocketed into the air – the jolt caused Larry to lose his glasses. He ascended at the rate of around 1,000 per minute, finally leveling off around 16,000 feet. At this altitude, Larry feared shooting a balloon would unbalance the chair and send him tumbling to the ground, so he drifter for several minutes before a TWA pilot passed him and called in a report of a man floating in a Lawn chair.

Larry drifted into controlled airspace over the airport and managed to contact a civilian radio group over his CB. After 45 minutes shivering in the cold, he finally worked up the nerve to shoot a balloon or two and began to descend. His dangling ropes tangled in some electrical lines causing a power outage. Larry climbed down the pole to safety and a $1,500 fine for piloting an unlicensed aircraft.

Have you ever had a dream you just couldn’t shake?

What if you acted on your dream and the reality was much more than you could ever hope for? What if you set a goal, acted on it, and the result made you wonder why you were so limiting in your expectations? What if you are capable of more than you can imagine?

Think of the goals you have for yourself, your family, and your business. How many of those goals remain unrealized because you’ve yet to act on them? The timing and circumstances may never be ideal, but why let that stop you? Why not start right now?

“All men dream, but not equally. Those who dream by night in the dusty recesses of their minds wake in the day to find that it was vanity; but the dreamers of the day are dangerous men, for they may act their dreams with open eyes, to make it possible.” T.E. Lawrence

 

What it Takes to Win

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Tour de FranceHenri had a problem.

Sales of L’Auto, his daily newspaper devoted to sports, were slow. He’d started the paper in 1900 to compete with France’s largest sports paper, Le Vélo. But after almost three years, circulation hovered around 25,000, far lowered than desired. Henri wanted to not only compete with his rival, but dominate them. So he called an emergency meeting of the paper’s staff. They needed an idea – something big that would cement their legacy as the country’s premier sports authority.

The answer, suggested by a young writer focused on rugby and cycling, was a race. The paper would sponsor a six day, multi-stage bicycle race around France; creating an event grander than anything seen before. The proposal was quickly adopted. As plans for the race progressed, it grew to 19 days. Six just wasn’t enough to attract the kind of attention L’Auto needed. Unfortunately though, this put the race at out of the reach of many would-be participants. By the time it started on July 1, 1903, there were less than 100 registered racers.

However, while the field of competitors was small, the race attracted hoards of avid cycling fans. L’Auto’s circulation immediately jumped to over 65,000. The race became an annual event and circulation continued to grow. By 1923 over 500,000 copies were being sold each day. As luck would have it, the paper was eventually shut down in 1946, having been associated with Nazi influences during the Second World War.

But the race continued.

Today, the Tour de France consists of 21 day-long segments covering approximately 2,200 miles over 23 days. It is generally considered the most prestigious multi-stage bicycle race despite the grueling schedule (there are only two scheduled rest days). While the route changes each year, participants are guaranteed to encounter steep uphill climbs, unpredictable weather and a variety of road hazards. Every day, veterans and rookies compete to be the first overcome the physical demands of the race and don the yellow jersey (a nod to the yellow paper L’Auto was printed on).

Winning the Tour de France is complicated. It’s more like a game of chess than a race. In addition to physical performance and high tech gear, it involves strategy, teamwork and a great deal of patience. There are times when you give it your all and times when you sit back and let others lead. It involves sacrifice for the sake of the team and a steady stream of communication between teammates and even other riders.

In many ways, winning the Tour de France is like winning in business. There are periods of preparation and planning followed by periods of intense activity. There are times when the best strategy is to lay low and times when those who want to win leave everything they have on the road in pursuit of the goal.

Winning is hard. It isn’t for the weak of mind or spirit. It isn’t for those who take the easy way out. Winning is for those who are willing to sacrifice in order to stand on the podium. That’s why so few ever do.

What does it take to win your particular race?

 

The Ten Essentials (Part 2)

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BootsLast week I introduced the idea of “Ten Essentials” for surviving the business world, a modification of the Ten Essentials list used by the Boy Scouts of America and other outdoor adventure groups. As a quick review, the first five items on the list are:

1. Clearly defined goals and a strategy to meet them.
2. Regular education to help you stay sharp.
3. Positive influences.
4. A supportive supervisor.
5. An effective support team.

This week, we conclude the list. Here are items six through ten.

[table caption=”The Ten Essentials” width=”600″ colwidth=”150|225|225″ colalign=”left|left|left”]
,Backcountry Explanation,Business Version
6. Knife/Multi-tool,Useful for tasks as large as building an emergency shelter or as small as repairing a damaged backpack.,Job aids and worksheets – resources that help make the important jobs easier.
7. Sun Protection,Includes items such and sunscreen and a wide-brimmed hat. Used to prevent sunburn and possibly heat exhaustion.,A healthy dose of determination to keep you going when the heat is on.
8. First Aid Kit,A basic first aid kit can help prevent small injuries from becoming large problems and buy time when more advanced treatment is not readily available.,A bag of resources(people and/or procedures) you can call upon to help fix a damaged project or broken customer relationship.
9. Flashlight,Important for finding one’s way at night.,Core values to help you find your way when the decision isn’t easy or the way forward isn’t clear.
10. Fire Starter,Used to light fires for heat or cooking and for signaling purposes.,Something (or someone)to provide a motivational spark when you need it.
[/table].

Many who review the Ten Essentials list quickly conclude it’s incomplete. “What about shelter?” they ask. “Why isn’t a cell phone on the list, or at least a knowledgeable companion?” When reviewing my list of the Ten Essentials for business, you could ascertain that it’s incomplete as well. Training isn’t listed; nor is a valuable product or advanced technological resources.

Keep in mind that neither list is intended to be comprehensive. The Ten Essentials list is meant to serve as a starting point. Using these items, and nothing else, you can survive in the wilderness for a time (ideally until you are rescued or able to navigate back to civilization). The business essentials list is similarly just a starting point. Many working men and women survive each day by relying on the meager resources I’ve laid out.

Sadly, many people today see survival as the end goal. But who wants to simply survive? Survival isn’t fun. It’s hard work, requiring a constant expenditure of energy just to exist. It involves avoiding risk and adventure in favor of (hopefully) protecting what you already have. Survival is a defensive, paranoid way of thinking.

I don’t want to survive. I want to thrive. I want to grow and expand. I want to create an environment that’s comfortable and attractive. I want to build a set of circumstances where the odds are stacked in my favor, not against me. “Thrival,” not survival, is my goal.

But in order to move from survival to thrival, you have to equip yourself with more than the bare minimum. You can’t be satisfied with “good enough” or avoid taking risks. You have to adopt a growth mindset and set your eyes on a better future state. In the world of survival, the Ten Essentials list is all you need. In the world of thrival, it’s just the beginning.

Which world do you want to live in?

 

The Ten Essentials (Part 1)

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Scott BackpackFor the past two weeks, while you read about tightrope walkers Jean Francois Blondin and Karl Wallenda, I was backpacking around north central New Mexico with a bunch of Boy Scouts. We were at Philmont Scout Ranch, a high adventure base covering approximately 214 square miles of the Sangre de Cristo range of the Rocky Mountains. We didn’t cover the whole ranch; but we did hike almost 70 miles of the north section, including a grueling ascent of Baldy Mountain.

As part of preparations for our trek, and any outdoor adventure for that matter, we always make sure to carry the “Ten Essentials.” This list of survival items makes up the bare minimum recommended for anyone embarking on a trip into the wild. The list was first put together in the 1930’s by an outdoor recreation group called The Mountaineers. Despite advances in technology the original list has seen relatively few changes, although different groups tend to alter or add to the list to fit their specific needs.

Navigating the business world can be a lot like adventuring into the backcountry. After all, it is a jungle out there. But there are a few things you can arm yourself with in order to increase your odds of surviving – and even thriving – in the wilderness of business. So let’s walk through the Ten Essentials (The Boy Scout Version) and their working world counterparts – items I suggest you carry with you at all times. We’ll start with the first five today and finish up the list next week.

[table caption=”The Ten Essentials” width=”600″ colwidth=”150|225|225″ colalign=”left|left|left”]
,Backcountry Explanation,Business Version
1. Map & Compass,Used to determine one’s location and the best route to reach another location.,Clearly defined goals and a workable strategy to meet them.
2. Trail Food,Good for maintaining your energy.,A steady diet of education to help you stay on top of your game.
3. Water,The human body can only survive for a few days without water. Water filters or purifying tablets can be used to obtain potable water from virtually any source.,A regular stream of positive messages from those around you. Without it even the strongest wither and dry up.
4. Rain Gear,Being wet from rain may result in hypothermia – a potentially fatal condition.,Someone you can turn to who will protect you from the rainy days – ideally your immediate supervisor.
5. Extra Clothing,Multiple layers are superior to a single massive jacket. Layered clothing is adaptable to a wide range of temperatures.,A cross-functional team you can call upon as needed to help you successfully manage the various challenges you face.
[/table].

Walking the Tightrope

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Karl WallendaLast week, I wrote about Jean Francois Blondin, the first person to walk a tightrope across Niagara Falls. As I thought about his story this week, I was reminded of another famous tightrope artist – Karl Wallenda. He and his family, known as the “Flying Wallendas,” were famous for their trapeze and tightrope routines. Their signature act was walking the tightrope as a team – stacked on top of each other in a pyramid.

Karl was not only the leader of the Wallenda clan; he was a daring individual tightrope walker as well. He was known for performing high above the ground without a safety net. He felt the net gave him an excuse to be less than perfect. He knew that the key to a successful walk lay in keeping his focus on his goal at the other end of the rope, not on what could happen if he fell. Falling was simply not an option for Karl Wallenda.

Wallenda used to perform shows where he’d walk across a tightrope stretched between two buildings. His last stunt occurred in Puerto Rico and involved a walk between the city’s two tallest buildings. But something was different this time. Wallenda overheard some people talking about another tightrope walker who had recently fallen and he began to focus on that. He began to worry about what could go wrong and on the day of the stunt was preoccupied with checking the ropes.

Halfway across the rope, Wallenda lost his balance and fell to his death.

When leaders start focusing on what they have to lose versus what they have to gain, the only direction they can go is down. The result may not be physically deadly, but the consequences are still dire. Projects stagnate, innovation dies, and communication stops. Forward progress comes to a halt as everyone either adopts the leader’s myopic focus or opts out.

To move forward, you have to look ahead, not down. You can’t blaze new ground if you’re busy building fences. You can’t WOW your customers or employees if you’re worried about the potential downside.

I’m not saying you should be reckless. You can’t ignore obvious dangers. But there’s a balance that needs to be achieved. No great achievement is without risk. But nothing great is ever achieved without it.

Climbing Into the Wheelbarrow

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Jean BlondinIn 1859, Jean Francois Blondin became the first man to walk across Niagara Falls on a tightrope. As the crowd watched, he stopped halfway, sat down, and pulled up a bottle from the water below. After refreshing himself with a drink he stood and executed a back somersault before walking the rest of the way across.

In later stunts, Blondin walked across the falls blindfolded, in a sack, rode a bicycle, walked across with his hands and feet in cuffs, on stilts, and even carried his manager across on his back. Once, he even stopped in the middle to cook and eat an omelet. With each crossing, the crowds grew in expectation of his latest amazing stunt.

Then came the day when Blondin walked across the falls pushing a wheelbarrow. As he finished the walk, he addressed the crowd of 25,000 people. “Who here thinks I can walk across with someone sitting in the wheelbarrow?” The crowd exploded into cheers and applause. But when Blondin asked for a volunteer, the crowd fell silent. Finally, after a few tension-filled moments, one man quietly stepped out of the crowd and climbed into the wheelbarrow.

This is a story about three types of people. The first is the tightrope walker – the innovator. Many dream of playing this role – the one with the big idea who achieves fame by turning conventional thinking upside down. The notion of being the next Steve Jobs is attractive and the world definitely needs those people. We need individuals who raise the bar and blaze new trails. But people with the skill, daring, and resources to fill this role are few and far between.

The second role in this story is the crowd. Most people are content to be part of the crowd. They cheer on the innovator, watching in awe as he introduces radical new concepts. They buy tickets and watch the show from the sidelines.

What the world needs is more volunteers – people who make the decision to step out of the crowd and become part of the larger story. It’s a scary move. Think about the volunteer who stepped into Blondin’s wheelbarrow. What if things had gone wrong? Now, admittedly most risks we take aren’t life threatening. Typically the things that hold us back are embarrassment, fear of failure, apathy and even resentment.

But without the volunteer in the wheelbarrow, there’d be no story. Successful innovation requires people willing to play a supportive role. It requires members of the team who can participate without necessarily taking on the lead role. When people are willing to lead by following they allow great things to happen. Besides, the best view of Niagara Falls that day was from the wheelbarrow.