I've decided to take July off from Frontier work. BC is best enjoyed outside in the Summer and it's always a shame to waste it inside. 

This will also be my first true vacation time in the last decade so... anyone have any times or ideas to share? 

Beaches and road trips will abound. And books baseball and beer of course. 
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This year I'm making it a goal to do two things with my car:

Measure mileage and reduce intra-city travel. 

So in essence, road trips are okay, but I want to cut down on grocery trips, commutes to work, and other mindless car trips. 

On January 2 I started with 347,648 kms. How far would you guess I end up driving this year (excluding trips)?
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The following is one of a series of guest posts from wonderful people in my network who stepped up to write while I'm travelling. If you'd like to join the cadre of guest writers, send me an email at hello@benjohnson.co. 

The business leader W. Brett Wilson made this statement in his book Redefining Success: Still Making Mistakes, “When you’re investing in someone, think of it as a relationship rather than a transaction.  The best relationships are based on trust, respect and mutual interests" (p. 06).

Standing out as a next generation leader in the not-for-profit sector will come down to your approach to relationships - whether these are seen as transactional or seen as sincere. Below are some insights about how to develop genuine relationships within the sector.

1. It's Not Just Who You Know, It's How You Know Them
Social networks are deceiving in that we can connect with, follow, and even be friends with what are seemingly hundreds of people, thus making it look like we know a lot of people. 

To really stand out as a leader, boldly break down the walls of text, instant messaging, and status updates by interacting face-to-face with people in your network.  Confidently show you are willing to invest in a genuine commitment to know people, and to know people for who they really are.

2. It's Not Just Who You Know, It's How They Know You
We are very good at pushing out the voice of Dan Pallotta and others that have very vibrant and strong opinions of the view of what we need to do in the bigger not-for-profit landscape.  Yet, what is it that you have to say about the sector and where you want to see it heading? 

Find your voice in the non-profit space and let it be heard. Don’t be afraid for your network to know you, and to know you for your contributions to the sector as a whole.

3. It's Not Just Who You Know, It's Also What You Know
Never be afraid to look for opportunities that will help you grow your personal value and your personal brand.  When you have the opportunity to engage with those you see as mentors, don’t hesitate to take those opportunities.  

Expand your own knowledge of the not-for-profit sector by asking questions, wrestling with unknown, and digesting answers. Not only will mentorship allow you to grow personally, it will also help you grow professionally as a leader.

Remember, to stand out as a next generation leader, it's not just about who you know, but what you know. Similarly, it's not just about who you know, but how you know them, and also about how they know you.

So, then, who will you get know next?
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In the last five years I've almost formed a partnership with three different people. To this day i still have a great relationship with all of them (I think). And, Frontier remains a sole proprietorship and will be for the foreseeable future. 

Here's the deal with partnerships. You shouldn't take them lightly, and it's no shame on anyone's part to back out. In business, much like life, the commitment of partnerships requires deep emotional, financial, and spiritual investment. 

From Dale Partridge, here's five common excuses people use to justify partnerships:

- Self Ignorance
- Professional Impatience
- Flawed Generosity
- Lack of Business or Finance Knowledge
- Low Self Confidence (Most Common)

Curious about those excuses? Read more. 
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Want to increase the appeal of your organization to donors, clients, prospects, employees, and more? 

Think about ways your organization can be more transparent. 

Not transparent ethical, but transparent visible. 

When you think about this, picture an elevator with glass walls. It's not an ethical elevator but one that gives greater understanding of what it's doing, when it will meet you at your floor, and how everything works.  

If people can understand what, why, where, when, and how you're doing your work they will be refreshed since your peers aren't likely to do it, and likely trust you more. 

Trust, as opposed to fear, is a catalyst for sales, donations, hiring, retention, innovation and so much more.