『Strategic Sacrifice: How to Manage Competing Priorities in Your Organization & in Your Life』のカバーアート

Strategic Sacrifice: How to Manage Competing Priorities in Your Organization & in Your Life

Strategic Sacrifice: How to Manage Competing Priorities in Your Organization & in Your Life

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Impact. Culture. Money. These are the three corners of what my guest this week, Isabelle Moses, calls the Triangle of Tension. If you are grappling with whether to prioritize purpose, wellbeing, or financial stability — whether in your personal life or your organization — you're probably familiar with this tension, even if you've never named it this way. Impact is what you do and why you do it. Mission. Purpose. Calling. Culture is how you do what you do. Personal and collective wellbeing. Relationships. Money is about the flow of income and expenses. Sustainability. Stewarding resources. Perhaps different parts of yourself have different opinions about prioritizing different things. Or perhaps different people or teams within your organization or group are advocating for different things — some people want to prioritize employee wellbeing, for example, while others are stressed about money. Given current social realities, it can be really hard to prioritize more than two of these at a time. We usually have to sacrifice one. And choosing can be painful. But delaying difficult choices is usually, ultimately, much harder. If you feel stuck right now — discerning your personal next steps or navigating a conflict with other people about where your work is headed together — shining light on the Triangle of Tension can help. So can all of the many practices that Isabelle shared in this episode of the Conflict Decoded podcast: Strategic Sacrifice: How to Manage Competing Priorities in Your Organization & Life. About Isabelle Moses Isabelle Moses is Partner and Head of Consulting with Brava Leaders. She specializes in supporting leaders, teams, and organizations to create the conditions for joy and thriving — both internally and in their externally facing work. Her experience as a nonprofit executive leader, executive coach, and organizational consultant has equipped her with deep, tangible knowledge of leading and supporting dozens of multiracial and multicultural nonprofits and philanthropies. Over the last two decades, Isabelle has worked across the nonprofit, for-profit, and government sectors with a particular love for organizations committed to positive social change. Guest Links: Bravaleaders.com The Brava Leadership Institute The Juicy, Joyful Blog Related Episodes: Ep. 21: Power Literacy 101: The Key to Building Multiracial Multicultural Organizations with Karla Monterroso Ep. 41: Cultivating Collective Courage What We Talked About One: Values vs. Beliefs — and Why the Difference Matters One of the most clarifying distinctions Isabelle makes is between values and beliefs. Values statements, she explains, tend to be universal — the kind of aspirations most people readily endorse. Beliefs, in contrast, are at least somewhat contested. Take abolition as an example. Many people can name abolition as a value. But beliefs about what abolition actually means vary enormously. Do we believe in a police-free state? The end of prisons? Or just the elimination of ICE? When we are clear about our specific beliefs — not just our values — we become far more effective at attracting the right people to our particular collective and avoiding the kind of conflict that comes from misaligned assumptions. For organizations navigating how to manage competing priorities, getting explicit about beliefs is essential groundwork. Two: The Problem With Implicit Beliefs About Money One of the most important — and often overlooked — sources of organizational conflict is the gap between explicit values and implicit beliefs about money. Social justice organizations, Isabelle points out, are often very explicit about their values around equity, inclusion, and justice. But their beliefs about money tend to remain unspoken. And when beliefs about money stay implicit, a default orientation — one rooted in capitalist and white supremacist frameworks — ends up prevailing. Not because anyone chose it, but because nothing more explicit was put in its place. This is part of why learning how to manage competing priorities requires organizations to get specific and honest about what they believe about resources: where money comes from, how it flows, who decides how it gets spent, and what that says about their values in practice. Three: The Emotional Cup: How to Prepare for Difficult Conversations Before you can navigate conflict well, Isabelle says, you need to check your emotional cup. Imagine a beaker that starts empty. When it's empty, it has room to hold more. But as you add more over time — stress, unprocessed grief, unresolved tension — it fills up, until one small thing sends it bubbling over. The most important thing you can do to prepare for a difficult conversation is to make sure you're not already overflowing. This isn't just personal advice — it's organizational wisdom. Teams and groups that don't tend to their collective emotional capacity will find that strategic decisions get hijacked by ...
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