"Why The Name?"

The name “Minding the Gap” emerged from a conversation with a friend over delicious Indian food in a lovely restaurant with lousy service.

I was trying to explain my role as a consultant.

I help people and groups move toward the future, toward “what's next,” I said.

But, what does that look and feel like?, she asked.

Well, I replied, it's not like there's a “one size fits all” template, or a patented checklist that can help you find your way. It's more like getting off a train in some unfamiliar place: you're looking around, trying to figure out what's going on and how to find the stairs… and you trip just getting out the door because you're not paying attention to what's right in front of you.

So, she said, it's like they say on the Underground in London: “Mind the Gap!”

It's just like that.

Minding the Gap — helping you navigate safely from potential from actualization.

 

"What's Next?"

"What's Next?" As Abbot & Costello might say: "Exactly."

No matter where we are, we're always going someplace else...unless we're dead (and perhaps even then!). Of course, it's vital to know where we've come from, and where we are. However, sooner rather than later, we have to ask: "What's Next?"

That's when it gets interesting. After all, everyone's in favor of change, until it applies to them (yes, that applies to me as well). When things are going reasonably well, it's difficult to imagine moving someplace else, let alone doing all the work to get there. Alas, when things are not going well, it's even more difficult to make thoughtful choices.

By "Minding the Gap" we can negotiate the dicey move from the present into the future.

The future will arrive.  Our only options are to help shape it, or meet it as it comes.

No consultant can—or should—insulate you from your environment. I certainly won't. Some of the most compelling information and best ideas often come from the periphery (just as life is richest where the sea meets the shore).

We'll also learn from your history, and honor your values, as we explore ways to go forward.  We'll deal respectfully with the losses (all change involves loss), and celebrate the gains. And we'll do our best to make sure that the progress we make becomes the basis for more progress, not a temporary phenomenon.

Most important, we'll help define "What's Next?" before it defines us.

 

What Works

My approach is simple: Do what works. Work with good people. Practice integrity and humility.

I draw from a variety of sources, including Dee Hock, Peter Senge, Margaret Wheatley, Clare Graves and Don Beck, Ron Heifetz, Robert Kegan, John Gardner, and many others.

But, since every situation is unique, I don't follow any particular model, or act like the man with a hammer, pounding away at every problem like a nail. No pre-packaged programs. No "working smarter," "world-class" anything, or 1,001 other clichés.

I'll try to help find the approach that best meets your needs. And I'll let you know if I think someone else might better handle a particular challenge, and try to connect you with that person.

 

Who I Work With

Most of my work has been with small groups and people in entrepreneurial or fluid environments.

I have consulted on a range of topics: strategy, growth, board development, governance, public engagement, communication, fundraising, membership, social networking, outreach, advocacy, and in a variety of settings, from Inuit communities north of the Arctic Circle to board rooms north of the 30th floor. But in the end, much of my work has entailed "Minding the Gap" between the present and the future.

Whether it's creating a new kind of organization, finding different ways of interacting with your environment, deepening relationships with stakeholders, or any challenge that involves looking toward the horizon, I just might be able to help.

 

Why Ken White?

I haven't just studied change in organizations--I've run a couple, and led change efforts as a senior manager in others. For example, at age 27, I guided a magazine from a black & white tabloid to a color glossy--without increasing the budget--in my first five months on the job. So I'm well aware of the daily reality of getting things done, and sustaining progress over time.

I've also had the "learning experience" of being chewed up and spit out few times. So I'm deeply sensitive to the dangers of getting too far ahead; trying too much too soon; and a host of other potential pitfalls.

I believe the best consultants are specialists. Even "generalists" (like me) with a broad range of knowledge, interests, and experiences naturally incline toward certain kinds of challenges and clients. Some burrow into the details. Some have a particular technical skill.

Times of change, opportunity, growth, and discovery bring out my best. I specialize in situations where "conventional thinking" and "working harder" don't apply. But even when the challenges are not as simple as they seem, the interventions may be.

In all of my work, I emphasize hard questions instead of easy answers; reflective practice instead of deflective avoidance; and measurable, meaningful results.

 

What Clients & Colleagues Say

You can read comments and commendations , and my resume and bio.

 

What Now?

Contact me

The last words go to Ginger& Fred:                                                              

"While we still have the chance, let's face the music and dance."