Satisfied that the administrative team for the local "Anti-Fragile living laboratory" was up and running, one of core members did something healthy by saying:
"I need to press pause and take a break."
Again, this is healthy; activists cannot be expected to run non-stop for an extended period, because overwork leads to burnout, and this team member in particular had been running non-stop for years in support of a large network of "buy nothing" communities.
She took the time to document her current status, went above and beyond by sharing key insights, giving the rest of the team more than enough of a hand-off as she took her well-deserved break.
And so in this manner the admin team for the local "Anti-Fragile living laboratory" managed the unexpected (temporary) absence of a key core member, while concurrently processing feedback which flowed real-time from Kent's approximately 50 in-person conversations within the community.
Central to the Anti-Fragile Playbook, the Community Activation and Launch Methodology (or C.A.L.M. model) walks activists from outrage to stewardship through action, and an important part of the Anti-Fragile model is Ruth Glendinning's framework for constantly refreshing the screen, inviting us to ask the following four questions:
It's in this manner the team was able to quickly and nimbly move through the events of the past week, while deepening (and complexifying) its engagement with its community.
Many benefits flow from an investment in a small, but properly-diversified and empowered core team, and one is: execution continuity in the context of growth and periodic attrition (even if temporary).
In summary: the team didn't skip a beat, even while a critical teammate took a well-deserved break.
