BY MIKE STAVER, MA, CSP
FROM THE INSIDE
When was the last time you heard the phrase “Life is aboutchoices”?
Maybe you heard yourself say it from
the stage or on a coaching call, or even
in a conversation with a friend or family
member. As is so often the case, seemingly
simple phrases like “Life is about choices”
roll off our tongue as easily and simply
as the name of a friend. But what about
when those choices impact us, our clients,
or those we care about in ways that are
uncomfortable or unpleasant?
Recall a time when you had to make a
choice that was necessary and was likely
to be difficult or unpopular. What brought
you to the place of decision? How did you
develop the courage to make that deci-
sion? How did you deal with the results of
that choice? What about times when you
knew that decisions had to be made or else
someone or something you care about would
suffer? Were those decisions easier? Did your
strategy for making those decisions change?
Choices, decisions, and strategy are
largely the charge for leaders. Experience has
taught me that the choices that have the highest probability of creating a desirable result
are not always the most popular. When the
decisions are about something we care about
and thousands could be impacted, then the
stakes and opportunities are higher.
The NSA Board and staff face choices all
the time. How do we protect our legacy? How
do we remain relevant? How do we create
unrelenting member value? How do we live in
alignment with our core values and purpose?
How do we protect what we love (NSA)?
Finally, how do we do all of that while ensuring
MA, CSP, helps
better. He is the
architect of the
platform in the
world as voted on by
His business focuses
on three things: culture, growing
people, and scaling businesses. He
is a member of the NSA Board of
Directors and serves as the Chair
of the Finance Committee and the
Board Governance Committee. He
rides a Harley like he stole it.
What Do You Do When …?
Those questions are at the
heart of every choice. That
means that just like you do
in your business, there are
decisions that must be made
for NSA. Those decisions may
be uncomfortable or make us
(individually) unhappy, but
if those decisions are made
through the filters of legacy,
relevance, member value, core
values, and sustainability, they
become clearer—although not
These are exciting times
for NSA. But these are also
challenging times. There is so much
opportunity to positively affect the
future while protecting our legacy.
Doing that requires making choices.
Making tough decisions that affect our future