Orion GrowthEcological Economics
It’s no coincidence the Orion Growth logo is a series of intertwined circles. Back in 2009 when we designed it - the purpose of the company was to break down the vertical silos of commercial real estate and introduce circular, regenerative thinking to a traditional, linear process. We were slightly ahead of the market, but things have taken off lately. It turns out that circular processes and sustainable design mean something now. Circularity is becoming a regulatory requirement for our large...
Orion GrowthSingle-Point of Failure
Failure is inevitable. Failure is a requirement for learning. Embrace failure, because it’s going to happen. In fact, the failure is often systemic and is generally caused by or impacted by a much larger subset of consequences. Most institutions have fostered a culture that sees failure as inherently bad. However, they are essential to growth, and recognizing their value can be key to future success. We learn from the valley, not the peak. Anatomy of a failure: It’s safe to say that all failu...
Orion GrowthIT's complicated
Those who choose to practice technology and innovation see it. Advancements in chipsets and compute power will jettison us to next-level processing. The shift from central, to graphical has moved to neural. It feels fast because it is fast. We’ve never had more ability to ‘do’ than now. This is when we, as humans, give that speed the direction it needs. This is where speed turns into velocity - and we influence the intended outcome. This is a phase change. With most innovation, our new abilit...
Persevering along the path of regenerative leadership, open innovation, and dynamic team building. Aspiring to make the words make sense.
Orion GrowthEcological Economics
It’s no coincidence the Orion Growth logo is a series of intertwined circles. Back in 2009 when we designed it - the purpose of the company was to break down the vertical silos of commercial real estate and introduce circular, regenerative thinking to a traditional, linear process. We were slightly ahead of the market, but things have taken off lately. It turns out that circular processes and sustainable design mean something now. Circularity is becoming a regulatory requirement for our large...
Orion GrowthSingle-Point of Failure
Failure is inevitable. Failure is a requirement for learning. Embrace failure, because it’s going to happen. In fact, the failure is often systemic and is generally caused by or impacted by a much larger subset of consequences. Most institutions have fostered a culture that sees failure as inherently bad. However, they are essential to growth, and recognizing their value can be key to future success. We learn from the valley, not the peak. Anatomy of a failure: It’s safe to say that all failu...
Orion GrowthIT's complicated
Those who choose to practice technology and innovation see it. Advancements in chipsets and compute power will jettison us to next-level processing. The shift from central, to graphical has moved to neural. It feels fast because it is fast. We’ve never had more ability to ‘do’ than now. This is when we, as humans, give that speed the direction it needs. This is where speed turns into velocity - and we influence the intended outcome. This is a phase change. With most innovation, our new abilit...
Persevering along the path of regenerative leadership, open innovation, and dynamic team building. Aspiring to make the words make sense.
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"Because when you get to the real world, you'll need these skills."
Trust me.
Because I said so.
Ridiculous?
I couldn't use a calculator when I was in middle school, and I didn't like that. If I had the tool and knew which numbers to put in (in the right order), why couldn't I use it? It calculated better than me. I was better at math with it than I was without it.
"Because it doesn't show your work" I was told.
But I answered the question correctly.
If you want to see my work, why are you asking for the answer?
"Because it shows me you understand the problem."
Does this demonstrate that I understood the problem or that I knew how to solve it?
How are we educating our future workforce? Are we asking them to solve the problem or show their work?
There's a better way - and I think it starts with understanding ourselves and our students before teaching information. We’re not all the same - and we certainly don’t process the information in the same way or at the same rate.
While I was busy questioning the questions, my classmate Sarah next to me was busy getting A’s. We were presented the same information, but we came at it from two different angles. In the end - it didn’t matter
Do you know what really matters?
Getting Along.
Understanding.
Empathy.
Right & Wrong.
Community.
Quiet.
Being Thoughtful.
That’s what separates us from the machines that do the calculations. Human ability doesn’t change. That’s what we need to be teaching and learning, our individual and collective human abilities.
Personally, I’m considered a Servant Leader. Servant leaders have strengths in relating, thinking, and acting with no strength in motivating. We prefer behind-the-scenes work and rarely take center stage. Even though we don’t have top strengths in motivation, our style generates trust, confidence, and camaraderie.
This came from Rex Miller’s Genius Spark - based on my Clifton Strengths test. I wanted to know more about myself so I could focus on my strengths while being aware of my weaknesses. The program gives you a genius paragraph and a kryptonite paragraph. Here are mine:
I can see the hidden strengths in others and help them realize their potential. I can see things over the horizon that others have a hard time imagining. I don’t get attached to ideas; I use them as tools to stimulate my thinking. My sense of adventure motivates me to launch new initiatives. I need to hear the big idea before actually hearing about the details. Whenever I’m in a conversation, I look for common themes and patterns.
I may be able to do anything, but I can do everything. I can underestimate what it twill take to reach my vision of the future. I can take conversations and meetings of course. I tend to have a lot of things started but not as many things completed. I often assume that what seems clear to me should seem clear to others. I get impatient when I’m ready to move on, and others get deeper into the weeds.
I got these results about a month ago. At Rex’s recommendation, I printed them and revisit them each morning and afternoon to compare the events of the day to the way I approached them. It’s a routine I’ve grown fond of.
As we reflect on the events, accomplishments, and shortcomings of 2022 - perhaps we should have a deeper sense of self - both strengths and weaknesses - so we can start to help others as we help ourselves.
In January, I’m creating an advisory board for TotalTenancy™. If it effectively solves some of the problems we are designing it to solve, we’ll need a solid group of people to support and improve the offering. We’re being intentional about team dynamics and thought diversity because the success of the product depends upon it. We’re decentralizing, automating, and ultimately using artificial intelligence to offer us a new learning model.
Feel free to bring your calculator. I personally struggle without mine.
#TotalTenancy™
#OrionGrowth
Photo Cred - Agence Olloweb
"Because when you get to the real world, you'll need these skills."
Trust me.
Because I said so.
Ridiculous?
I couldn't use a calculator when I was in middle school, and I didn't like that. If I had the tool and knew which numbers to put in (in the right order), why couldn't I use it? It calculated better than me. I was better at math with it than I was without it.
"Because it doesn't show your work" I was told.
But I answered the question correctly.
If you want to see my work, why are you asking for the answer?
"Because it shows me you understand the problem."
Does this demonstrate that I understood the problem or that I knew how to solve it?
How are we educating our future workforce? Are we asking them to solve the problem or show their work?
There's a better way - and I think it starts with understanding ourselves and our students before teaching information. We’re not all the same - and we certainly don’t process the information in the same way or at the same rate.
While I was busy questioning the questions, my classmate Sarah next to me was busy getting A’s. We were presented the same information, but we came at it from two different angles. In the end - it didn’t matter
Do you know what really matters?
Getting Along.
Understanding.
Empathy.
Right & Wrong.
Community.
Quiet.
Being Thoughtful.
That’s what separates us from the machines that do the calculations. Human ability doesn’t change. That’s what we need to be teaching and learning, our individual and collective human abilities.
Personally, I’m considered a Servant Leader. Servant leaders have strengths in relating, thinking, and acting with no strength in motivating. We prefer behind-the-scenes work and rarely take center stage. Even though we don’t have top strengths in motivation, our style generates trust, confidence, and camaraderie.
This came from Rex Miller’s Genius Spark - based on my Clifton Strengths test. I wanted to know more about myself so I could focus on my strengths while being aware of my weaknesses. The program gives you a genius paragraph and a kryptonite paragraph. Here are mine:
I can see the hidden strengths in others and help them realize their potential. I can see things over the horizon that others have a hard time imagining. I don’t get attached to ideas; I use them as tools to stimulate my thinking. My sense of adventure motivates me to launch new initiatives. I need to hear the big idea before actually hearing about the details. Whenever I’m in a conversation, I look for common themes and patterns.
I may be able to do anything, but I can do everything. I can underestimate what it twill take to reach my vision of the future. I can take conversations and meetings of course. I tend to have a lot of things started but not as many things completed. I often assume that what seems clear to me should seem clear to others. I get impatient when I’m ready to move on, and others get deeper into the weeds.
I got these results about a month ago. At Rex’s recommendation, I printed them and revisit them each morning and afternoon to compare the events of the day to the way I approached them. It’s a routine I’ve grown fond of.
As we reflect on the events, accomplishments, and shortcomings of 2022 - perhaps we should have a deeper sense of self - both strengths and weaknesses - so we can start to help others as we help ourselves.
In January, I’m creating an advisory board for TotalTenancy™. If it effectively solves some of the problems we are designing it to solve, we’ll need a solid group of people to support and improve the offering. We’re being intentional about team dynamics and thought diversity because the success of the product depends upon it. We’re decentralizing, automating, and ultimately using artificial intelligence to offer us a new learning model.
Feel free to bring your calculator. I personally struggle without mine.
#TotalTenancy™
#OrionGrowth
Photo Cred - Agence Olloweb
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