An Early Look Into Fractured Atlas’s Shared Leadership Model Preamble Those playing along at home will recall that Fractured Atlas recently embarked on a few new adventures. One of which is the creation of a four-person, non-hierarchical leadership team for the organization. (I recently shared a collection of research on the topic. If you can wait a bit longer, I’m publishing a subsequent post that distills the key findings from the hundreds of hours I spent reviewing material.)

Resource scarcity leads us to borrow, and that pushes us deeper into scarcity. Why? Because when we have scarce resources we tunnel (i.e., we focus on the here and now, the fires, what needs to get done right now). Tunneling leads us to neglect. Tunneling today creates more tunneling tomorrow, and leads us to borrow — in a borrowing from Petra to pay Paula and eventually needing to pay back Petra with significant interest scenario — so that we’re using the same physical resources less effectively, placing us one step behind.

The Education/Experience Proxy is what I call the phrase organizations include near the end of their job postings: “High School Diploma Required,” “Bachelor Degree Required,” or “Masters Degree Preferred.” Please nix it. It’s a lazy proxy used to approximate experience or ability that’s making it harder for otherwise talented people to be a part of your candidate pool. It neglects people who learn differently, or have different life experience, from being considered for positions.

Photo by Arif Wahid on Unsplash Today, we’re announcing the creation of a new entity to advance Fractured Atlas’s mission of democratizing access to the arts and advancing human creativity: Exponential Creativity Ventures, a new investment enterprise that will make early stage investments in start-ups that are innovating at the intersection of technology and human creative capacity.

My mentor and friend, Steve Morris Over the weekend, I learned that one of my longtime mentors — Steve Morris — passed away from cancer at the end of July. Not knowing this at the time, I emailed him in August to see if he had any availability to meet up for our semi-annual breakfast this fall.

For the Aspiring or Accidental HR Professional What resources have you found helpful in your People practice? Break out your Trapper Keeper, throw the Jansport strap over your shoulder, and sharpen your no.2 pencils. It’s back to school season! This post is full of resource recommendations for those looking to put a couple more HR arrows into their quiver.

The Unwritten Employment Contract Here’s the link to this exciting video episode. Most of us in the cultural sector — and in the American workforce, for that matter — operate without a written employment contract. We apply for, and accept, jobs based on an understanding of the type of organization we’ll work for, its mission, the kind of work we’ll be expected to complete, and the conditions under which we’ll do the work: Dance company, the work of X choreographer, accounting, largely weekdays from 9 to 5.

The Magic of SCARF Image by herryway When was the last time you felt the Fight or Flight urge? Were you trapped on stage as a speaker droned on well past their allotted time? Was a donor giving you an earful about how you “screwed up their entire gala experience because they couldn’t have bottle service for their table”? Or, had you just received an email from your supervisor with those four dreaded words … We … need … to … talk.

Prefer this post in an audio format? Here you go. Change comes in an assortment of flavors, each impacting people in different ways. For the most part, any change initiative is less about the thing you’re changing and more about people’s reaction to the change. Don’t believe me? See Adam’s Equity Theory, Vroom’s Expectancy Theory, or Herzberg’s Two-Factor Theory, for starters. The world in which we live today is constantly changing, and the rate of change feels more like it’s increasing exponentially rather than simply incrementally anymore. For organizations trying to remain relevant and effective in this environment, they’re either moving forward or falling behind.

We hear a lot these days about the importance of having great organizational culture. “Culture eats strategy for breakfast” is the infamous Peter Drucker refrain. But what exactly do we mean by “great company culture,” let alone company culture that changes the world and enables people to leave their dent on the universe?