On Intent, Impact & Apple Carts

In the age of just-because-I-can, the notion of “disruption” is endlessly popular. The idea of interrupting or, in fact, stopping an existing practice or system is appealing. It’s a departure from the old adage, “don’t upset the apple cart” disrupting things that are in place just for the sake of…well…disrupting!

Continuing the metaphor…

So there’s apples all over the ground and you walk away triumphantly…a true disruptor!

Now what?

How did your act of disruption change anything? And if it didn’t, why bother?

The apple cart owner corrals the apples rolling everywhere, polishing them up and rebuilding the pomme-pyramid on the cart….assuming nobody stepped on an apple during the chaos. Is that all you have to feel good about…a moment of chaos quickly corrected? Is disruption just deconstruction and reconstruction?

No, the true power of disruption is the creation of new value. Think about it. Reassembling the apple cart is the logical conclusion of the metaphor, but what’s actually being reassembled is the status quo.

What does new value look like? Well…in the apple cart business:

 – a more secure method to display/deliver apples

 – a digital apple strategy that doesn’t require carts

 – genetically engineering a square apple that doesn’t roll

 – expanding offerings to other foods that stack more securely

 – creating an activist apple lobby or a political action committee

 – crafting and passing legislation protecting the public display of apples

 – or, outlawing apples and the carts on which they are displayed

Sound ridiculous, you say? I agree. Causing disruption without creating new value…without improving ways of being and doing…is hollow. It takes little forethought or effort and it leaves a trail of short-term, easily reparable damage.

To effect change, act with intent. Have a vision. Know the next steps to fill the void once you’ve knocked over your apples. Create value that wasn’t there. Work hard within existing systems to ensure that your impact endures.

Don’t short-change your value. Let your legacy be long-lasting and worthwhile.

Disruption isn’t enough.

It’s All About the Energy

The world is full of distractions competing for our attention. Keep your focus on where you spend your energy.

You know energy: gas, electric, hydro, wind, solar, nuclear, biomass, geothermal. All the ways we fuel our basic needs and lifestyles.

Then there’s the energy empowering us personally: food, vitamins, medicines, sleep, excitement, surprise, anger. All the ways we invest in ourselves and interact with our surroundings.

The energy we experience through our senses is just as potent: in the air, in a song, in a glance, in a touch, in the presence of a masterpiece, in the quenching of our thirst. Through these things we feel fully alive.

Then there are the ways we are energized through our emotions: in a memory, in a dream, in a feeling, in an idea, in an encounter, in escaping danger. Palpable and powerful, this kind of energy can leave us invigorated and exhausted.

Spiritual energy fuels our aspirations: in a state of peace, in a belief, in a movement, in a sacrifice, in the work, in the impact, in the achievement. We generate energy by making a difference, transcending human limitations.

Socially we energize each other: one on one, in families, in groups, in classrooms, in crowds, as communities, nations and species. Our interactions spark everything from relationships to revolutions.

Of course, energy doesn’t always move us forward. There is power in the struggle, in the pain, in the loss, in the lesson, in the new understanding, no matter how unwelcome. Growth generates energy, too.

So yes, it’s all about the energy, but it’s even more about how we choose to spend it. The choices are more than fossil or renewable, burning or conserving. It’s about when and where we choose to spend our energy. Don’t like something? Why give it energy? Want to improve circumstances? Spend more energy there. Feeling a drain from people or situations? Hit the off switch. When we stop fueling negativity, it loses its power.

As we celebrate the holidays and prepare for another year, I wish for you new insight into the things to which you give your energy, and how those things help you to grow and thrive and find fulfillment…and then…choose accordingly.

Walter McKenzie is Senior Director for Constituent Services at ASCD, leading its affiliate, connected community, professional interest community, student chapter and emerging leader programs.

No Ledge

Access to applications and information is so prevalent today, it’s easy to think these things alone empower us to make significant impact. Consider these examples from popular culture:


A young girl works on her homework while her father fixes dinner. She begins asking a string of questions. “Do trees tell each other stories? Do clouds take naps? Can birds draw pictures? Do stars visit their friends?” When her phone can’t provide answers her Dad suggests, “Why don’t we go find out?” and knowingly whisks her away to Tamanawas Falls park where she sees first-hand the answers to each question. How did Dad know where to take her in the park with perfect timing to experience each phenomenon as it is happening?


Paul, a diabetic, is frustrated by his dietary restrictions, especially when eating out. He uses his continuous monitoring system on the back of his arm to know what his current glucose level is. With this knowledge, he gleefully orders meals with confidence in his choices. While the glucose reading is good data, it doesn’t provide all Paul’s nutrition and portion size options. How does he know how to apply that number so that his selections are healthy for him?


Maysi talks about how happy she is as a customer of her virtual bank, with no monthly fees and direct deposits arriving sooner in her account than traditional check deposits. “I feel like I can finally trust my bank,” she shares. “I always have peace of mind that my money’s in the right place and in good hands!” The convenience of fintech is a huge selling point, but how does she know that this bank is more safe and trustworthy than previous financial institutions?

This is certainly the age of convenience, but meaningful access requires more. Data reports on what we know here and now, but it isn’t transformative.


Knowledge has no ledge…no footing from which we can spring forward.

Human context, experience and insight are the springboard to the future.


Twenty years after my first book on intelligence and technology, I continue to maintain that our minds are the ultimate operating system. There’s no tool to supplant questioning, vetting of data, and visioning.

Influence and impact require more than access…they demand our personal commitment to the whys and hows of today’s opportunities. Push past the allure of convenience and dig into the rewarding work of making a difference.

Walter McKenzie is Senior Director for Constituent Services at ASCD, leading its affiliate, connected community, professional interest community, student chapter and emerging leader programs.

Brand Aim

Everyone is brand aware these days…personally…professionally…as producers and consumers. It’s more than your calling card, it’s who you are and what you want to become. And the more authentic your aim, the more it resonates with others.

We tend to romanticize all of this:

– Shoot for the moon. Even if you miss, you’ll land among the stars.

– If you can dream it, you can do it.

– If you build it, they will come.

– You always miss 100 percent of the shots you don’t take.

These simplistic sentiments have an allure, but they ultimately get in the way. Effective aim isn’t about where you want to be; it’s about where you are.

Rather than looking to the skies, assess where your shots are falling. How close are they to actually hitting your target? Are you even aiming at the target you want to hit? Are there patterns in where your shots tend to fall? What can you learn as you collect your arrows off the ground?

Of course the goal is to hit that bullseye, but how close have you gotten?

Getting Your Foot in the Door
You know your brand has value, and you use it to begin conversations that rarely seem to produce results. You assume getting everyone’s attention is the key, but it isn’t enough to get you all the way inside the door…and it’s awkward extricating your foot.

Aligning Yourself Authentically
You understand your realm of influence and you work hard to make sure your messaging and actions are consistent with those within your sphere. You understand talking the talk and walking the walk, but you’re more fortifying than growing your brand.

Amplifying Your Reach
Your followers meaningfully connect with you and promote your brand to others beyond your reach, expanding your influence. You represent values and goals to which others aspire, and they in turn inform and strengthen your brand both in person and online.

Sustaining Your Following
You attract and keep those who share in your brand experience, building a loyal following that believes in the things for which you stand. This kind of allegiance perpetuates itself as your followers continue to come back to connect into the value you offer.

Achieving Iconic Status
Your brand delivers vibrant experiences that make a difference in people’s lives, so much so that they integrate your brand into their personal identity, aspiring to transform themselves and their world. Your brand is resilient and sustainable for the future..

Where are your shots actually landing?

Your answer to this question is the first step to recalibrating your aim, improving your accuracy…straighter…higher…farther…so that you can hit that bullseye.

Walter McKenzie is Senior Director for Constituent Services at ASCD, leading its affiliate, connected community, professional interest community, student chapter and emerging leader programs.

The Age of Grand Gestures

We live in an age of grand gestures. They’re all around us, a mile wide and an inch deep.

They don’t require forethought or deliberation. Grand gestures fulfill their potential simply by being offered. A sweeping statement. A gratuitous gesture. They are seemingly instantly magnanimous…noble…jaw-dropping…provocative…yet devoid of deeper examination.

One size fits all…but differently…because we each respond to grand gestures based on our own expectations and understandings. Are you pro-something? Then this grand gesture is for you! Anti-something? The same gesture confirms your beliefs! With their hard-to-nail-down ambiguity, we are free to fill in the blanks to suit ourselves. Grand gestures pander to our most base instincts.

You see them everywhere: feel-good memes, attention-getting sound bites, coy dog whistles and cynical tropes. We cheer, jeer, resist, protest, laugh, cry, poke, prod, celebrate, negate and gloat in self-fulfilling reaffirmation of whom we want to be.

Grand gestures address anything, everything and nothing all at once. They require no effort to look beyond our own inference. They reinforce our personal biases, beliefs and passions, giving us license to be lazy…listening for what we want to hear…reinforcing our reality. “I’m right, I know I’m right, and since I’m right I know I’m not wrong, so don’t burst my bubble!” Mindless, feel-good free-floating bubbles, rising like easy answers…seemingly ascertainable…but ultimately endlessly elusive…

It can be very comfortable in the age of grand gestures, making it harder to effect change…in business…in education…in the community…in our selves. To overcome this easy answer allure, we need to push beyond feeling and believing, digging deeper…to watching, asking and seeking out facts…keeping us grounded in the work at hand.

Deeper thinking is the bubble-popping gesture-stopping antidote to grand gestures.

Administer the antidote by asking:

  • What response does this gesture seek to elicit?
  • Why does it seem to have such broad appeal?
  • Does our response move us forward, or hold us back?  

Grand gestures aren’t going to change, and neither is human nature, but we can stop being so easily influenced.

Grand gestures are easy. Grand actions are hard.

Walter McKenzie is Senior Director for Constituent Services at ASCD, leading its affiliate, connected community, professional interest community, student chapter and emerging leader programs.


A shift is taking place. It’s hard to say when it began or where it ends, but it’s definitely happening. It’s messy, uncomfortable and uncontainable…and hard to watch. We characterize it as a “disruption” in the hopes it’s going away, but it’s not. Awash in a surge of change, treading water in the hopes of regaining our footing, wherever we land will be unfamiliar. How am I doing summarizing our recent experience?

A more realistic response acknowledges the messiness and helps us adapt. After all, the imperative is not only to survive, but to thrive. What if we come out of this shift in an open, evolving ecosystem that creates collective strength and resilience in the face of constant change?

Ecosystems are communities that are:

 – organic

– interdependent

– adaptive

 – evolving, and

 – self-sustaining

And they’re not necessarily biological.

Ecosystems celebrate diversity, not conformity, and that variety meets our needs in ways we cannot on our own. What one organism produces another consumes, creating endless cycles of growth. In the same way, organizations are forming ecosystems…orgcosystems.

Traditionally existing in industry silos, built to withstand head-to-head competition…a survival of the fittest…today’s organizations are seeking ways to connect and support one another through both their common purpose and unique differences. Their old assumptions and pathways have washed away, and while they may continue to lead, they can no longer do so within the security of a single, well-defined lane.

In an orgcosystem, companies find ways to contribute to one another’s program, product and service offerings, and everyone involved amplifies the resulting value proposition.

Consider the possibilities:

It’s a different way of thinking…doing…being. Organizations that weren’t even in your sphere in the past are now interested and available to form working relationships…not just transactional relationships…but interdependent relationships. Whether or not they directly map to your bottom line, they can provide you with stakeholders, services and supports that help sustain you moving forward.

While the graphic defines direct connections with your organization, each entity surrounding yours also has free-flowing relationships with one another. Of course, your orgcosystem won’t be as large as the one pictured, but it will provide you needed value through a select combination of:

 – Former direct competitors that provide expertise after making the shift

 – Product suppliers that make key components for your business

 – Service providers that support key processes in your organization

 – Community partners that help you connect to your stakeholders

 – Higher education partners that provide action research and analysis

 – Member associations that offer you access to their audience

 – Nonprofits that share your organization’s values and vision

 – Charities and foundations to fund your worthy philanthropic ventures

 – Government agencies that serve your stakeholders

 – Technology providers that offer solutions and services

 – Media agencies that enhance and extend your public relations impact

 – Transportation providers (cars, buses, trains, airlines) using your services

 – Health groups that share your values and use your products/services

 – Entertainment providers (television, movies, music) promoting your vision

In the same way, you provide reciprocal value to the other organizations in your orgcosystem, creating a mutually beneficial balance.

Orgcosystems adapt and evolve to remain viable. As they grow in size and complexity, more energy is distributed across the entire community. As a result, organizations can divest themselves of processes they previously paid for to remain self-sustaining and redirect those resources to their core mission.

Imagine the power of even five or six organizations forming an orgcosystem. It’s time you start building yours.

Walter McKenzie is Senior Director for Constituent Services at ASCD, leading its affiliate, connected community, professional interest community, student chapter and emerging leader programs.

The Push

History is full of our accomplishments; some monumental advancements, others everyday enhancements. And while we can’t choose our moment in time, we leave our mark no matter when and where we live.

Routinely, there are those immediate life improvements that boast bigger, better, faster, cheaper breakthroughs in transportation and entertainment, communication and collaboration, and remedies for everything from nail fungus to migraines. We bring to bear what the market demands.

Then, every so often, something stops life as we know it, commanding our attention: war, famine, disease, climate change…any of a number of cataclysmic events overwhelms the status quo…and epic change occurs.

The difference between routine progress and profound societal change is the push. Whatever “normal” was, it’s broken beyond repair and we can’t go back. We have no choice but to chart new territory on an unknown landscape, pushing forward to different ways of being and doing and living.

Sure, we espouse truisms about change: think differently, forge new paths, and move outside your comfort zone! But we resist until we face an existential threat. It’s true in schools…in business…in government…locally…globally. When the push finally comes, we have no choice but to respond.

No one likes being pushed. It’s unexpected. We stumble and regain our footing or we fall and pick ourselves up. Regardless, we’re fully capable of recovering and resuming life, whatever that looks like.

Push, bump, shove, ram, jolt…however we feel it, it’s happened. There are no sidelines or peanut galleries. We’re all in this together as we test, fail, learn and find ways to move forward in uncertain, unfamiliar times.

Let’s do this!

Walter McKenzie is Senior Director for Constituent Services at ASCD, leading its affiliate, connected community, professional interest community, student chapter and emerging leader programs.

Rupt: to break. Interrupt. Disrupt. Abrupt. Erupt.

Global disruption is a once in a lifetime phenomenon…if we’re lucky. The sudden slowdown and stop of everyday life creates a sense of loss and isolation both personally and communally. Against this backdrop, organizations struggle to continue to engage stakeholders who are preoccupied with the disruption of their own lives.

For organizations doing well, this can be especially challenging. It’s hard to shift priorities when you’re enjoying success. Established calendars, revenue streams and partnerships suddenly have to be renegotiated, and it’s counterintuitive. No one likes having their hand forced

For organizations already struggling – for whatever reason – this disruption can shut things down for good. But this doesn’t have to be the case. Entrepreneurial leaders see the opportunity to rethink and relaunch business. The choice isn’t to save the ship or go down with it; it’s to find a new way to continue the journey.

Give yourself permission to take risks. The old rules don’t apply and the new rules are yet to be written. So based on your experience, what do you want to do differently? Now is your chance. Since there’s no going back, what’s your new way forward?

  • What new stakeholder needs do you see on the landscape?
  • Do they point to an underserved audience?
  • Can you craft a value proposition to address the need?
  • What business model best aligns with this new value proposition?
  • Will this model make your organization more receptive and responsive to input?
  • How can you connect and convene stakeholders as a value-added benefit?
  • Are there ways to customize delivery of services unique to each stakeholder?
  • Can you tailor communications to optimize response rates and brand loyalty?
  • Is this new model built for digital success?
  • What does online engagement look like the next year? The next five years?
  • How do you immediately begin to make the shift to your new model?

All disruptions come to an end. Use this time to find answers and position your organization for success.

Walter McKenzie is Senior Director for Constituent Services at ASCD, leading its affiliate, connected community, professional interest community, student chapter and emerging leader programs.

Leap the Leap

Leap the Leap

So you’ve talked the talk and walked the walk. Now leap the leap!

All those years of admiring future-facing thought-leaders in that “wouldn’t it be great” mindset, if only the timing and conditions were right…that’s over.

Talking the talk may have gotten you into the conversation, and walking the walk may have gotten you in the door, but how far did it get you after that? We have been log-jammed by the conventions of our age, stumbling over the would’ve, should’ve, could’ves underfoot. Aspirations are great…in the future tense.

But we’re here and now, and the talk and the walk are answers to a world that no longer exists. Assumptions, expectations, priorities…it’s all changed…and as a result the opportunity to break the logjam is right in front of us…not by talking about the logs or walking on them, but by taking the leap and hitting the ground running free of all those things that made it difficult to transform our circumstances.

What’s the biggest dream you’ve ever had? Personally? Professionally? Philanthropically?

There’s no going back, so make the leap to an improved existence, a better way of doing business, a commitment to leaving the world a better place than you found it: leap the leap.

Walter McKenzie is Senior Director for Constituent Services at ASCD, leading its affiliate, connected community, professional interest community, student chapter and emerging leader programs.

Core Components


With the advent of Web 3.0, the value of an organization’s components – affiliates, chapters, affinity groups and other member communities – remains an asset in changing times. What once was easily defined through the sharing of exclusive members-only information and events, the value of belonging to any organization as a member or as a customer is shifting as you read this. Few things remain constant anymore, but components help anchor an organization during this seismic shift, helping it to remain vibrant, relevant and resilient, positioning it optimally for the future.

Here are five digital age game-changers::

How do components address these realities for associations, nonprofits and other businesses?

  1. Components flatten and open your organization
    As your organization morphs from a top-down model to a knowledge ecosystem, staff are freed up to receive input from your membership base and industry intelligence, figuratively opening the windows and letting in fresh ideas and new perspectives. It makes your organization more inclusive by enlisting member input and involving members in your important work. As this takes root, your company becomes more agile and responsive to member needs, as well as industry trends.
  1. Components extend sustainability
    During economic downturns, organizations with mature component programs weather a recession more robustly than those that do not provide member communities or affinity groups. Associations without component programs cut staff and services and even merge with like-minded organizations in order to remain solvent. In extreme cases, these organizations close their doors because they cannot maintain the value proposition that initially attracted their member base. Components help organizations last through their economy of scale and direct connection to members on the ground.
  1. Components personalize the membership experience
    Your company’s mission is the proclamation that attracts followers, but it does so at a 30,000 foot level. Professionals today seek tailored experiences that give them a sense of being personally involved in the organizations with whom they identify. The larger your base, the harder it is to create this sense of personal connectedness for each member. Components customize your member experience through local names, faces and events that promote professional learning and career advancement opportunities where members live and work.
  1. Components provide two-way intelligence
    Often organizations assess the value of their components through their ability to deliver messaging and content. In truth, effective components also bring valuable member and marketplace intelligence back to headquarters, via two-way communication. This data from the field keeps companies relevant and responsive in current work and in planning for future growth. There is no cornering the market on business intelligence anymore, and tapping into your components’ ability to provide energy and ideas helps to future-proof your organization.
  1. Components create context
    Global organizations provide a solid foundation for the work to which they dedicate themselves, and their goals are crafted to be purposely broad to attract a wide range of members. Components interpret these goals to fit a member context, plugging into local values, priorities and issues. While members join the organization for its overarching reach, they stay because of its everyday relevance. Components provide this local context, while ensuring a clear connection back to the parent organization.
  1. Components foster engagement
    Local by definition, components are able to engage professionals on an ongoing basis, compared to their sponsoring organization that provides impact from a distance. This ability to engage members on the ground provides customized services and support, learning by doing, chances to lead, and difference-making in the community that headquarters simply can’t. The granularity of focus is a unique value-add that only components can provide, and that members cannot find anywhere else.
  1. Components nurture innovation
    Organizations are often slow to make change, because of the scale of their operations and because they tend to build upon existing success. While this provides stability and continuity for the company’s brand, it makes it difficult to remain agile in the ever-changing marketplace of ideas. Only those organizations that are receptive and responsive survive. Components are smaller in size and more readily adaptable to new ways of thinking and doing, so they serve as excellent incubators for innovation. As components launch and learn from different initiatives, the parent organization benefits, replicating and scaling out successful programs for its larger audience.
  1. Components feed a leadership pipeline
    While staff are hired centrally to perform the everyday work of the organization, there is also opportunity to build a vital leadership pipeline from grassroots membership. Component leaders gain experience and hone their skills locally and eventually climb upward to serve on committees and boards at the national level. Through this process, the organization has multiple opportunities to vet rising leaders and groom them for new opportunities to lead. Grassroots leaders grow into leaders of the entire organization.
  1. Components energize your member base
    The number one driver for joining a member organization is its ability to help professionals solve problems and support their professional aspirations. Connected in the community, component groups are well-positioned to champion causes that promote the needs, interests and priorities of their members. Whether it is regional practices, policies, regulations or legislation, components can motivate and mobilize members to speak and write on behalf of the organization, raising funds and voting for worthy causes. Energized members give back to organizations that help them to learn, grow and make a difference.
  1. Components build member loyalty
    Components are not transactional in nature, and attempts to monetize them betray a misunderstanding of their value. They do not exist as a revenue stream, but they do help to ensure a healthy bottom line, through contributions of time, talent and commitment from their well-connected and ultra-engaged members. The component pay-off to the organization is a member base that remains engaged and energized as the landscape continues to shift underfoot. Member loyalty is the coin of the realm in successful organizations.

Component programs sustain organizations, nurturing a vibrant, loyal member base that serves its long-term interests. Building thriving affiliates, chapters, affinity groups and other member-based communities is an effective strategy for maximizing your organization’s capacity today and in the future.

Walter McKenzie is Senior Director for Constituent Services at ASCD, leading its affiliate, connected community, professional interest community, student chapter and emerging leader programs.