It’s been with a combination of disappointment and frustration that I’ve been watching the troubles of Greg Mortenson and his Central Asia Institute unfold.  First, CBS’s 60 Minutes questioned the veracity of some of the compelling stories told in his two books “Three Cups of Tea,” and “Stones to Schools.”  Next, outdoor author Jon Krakauer questioned many of what appear to be sloppy management practices at his non-profit organization, the Central Asia Institute  His comments were summarized in his article “Three Cups of Deceit.” 

    While much of what really happened in Pakistan and Afghanistan may never be known with certainty, my opinion is that Mortenson has fallen into the same trap that many organizations continue to encounter; a great idea or vision brought down by poor execution.  All too often, people understand what their vision or dream might look like but don’t have a sound plan for how they are going to achieve it.  Much like in our own organizations, whether they’re non-profit or for profit entities, the successful achievement of these visions requires large doses of good ethics, strong values and solid execution.

      Many times the original visionary doesn’t have the skills necessary to build and drive a good plan of execution.  In these situations, it’s critical that the visionary recruits, co-ops, or partners with those that have these critical operating abilities. These skills include project planning, process development, benchmarking and measurement and talent acquisition. This usually requires letting go and giving up control to some extent and is often where the train runs off the tracks.

     Someone who I think has recognized this delicate balance well is Yvon Chouinard, the founder of Patagonia.  He had a vision to make environmentally friendly products long before green was “in” and surrounded himself with others who could bring the vision to life.  This team put in the necessary new product development processes, logistics systems, financial controls and metrics all to support a guy who started making climbing gear in the back shed!  He has described this transformation in his book, “Let my people go surfing.”

     Mortenson’s “what” is “promoting peace through education in the countries of Central Asia,” and it remains a noble and wonderful vision. The lack of a sound operating plan, or the “how” may prevent his dream from being reached at a level that he and many others had hoped.  Hopefully, Mortensen and his board will identify and empower the right people to develop a solid plan of execution and make a great dream come true.