The printing company I use provides little notepads as a bonus inside the box for each completed order. I am sure it is a low expense for them to repurpose extra paper, but it is a functional item for me that I always welcome.
I noticed on the pads that their email address is experts@printersplusdbq.com. What a simple addition to set themselves apart. The change of one word implants in your subconscious that you are corresponding with experts instead of just info@___ or service@___ or something equally as generic.
What minor tweak can you make to your contact information or materials to position yourself as you would like to be? How about leaders@___ or creatives@___ or fun.people@___ or any one of a million other descriptors?
Capitalize on a free opportunity to claim a position for yourself by changing one simple detail on your organizational contact information.
-- beth triplett
leadershipdots.blogspot.com
@leadershipdots
leadershipdots@gmail.com
Sunday, August 7, 2016
Saturday, August 6, 2016
#1527 tubeless
In the category of things you never think about until someone points them out, I would put toilet paper rolls. I throw mine in the recycle bin when a roll is empty, but otherwise pay no attention to it.
But the people at Scott Paper did. And they realized that Americans use a lot of those little cardboard rolls: 17 billion tubes/year to be exact. Enough to fill the Empire State Building -- twice.
So Scott set to work to reduce the environmental impact of their rolls, and did so not only by making them smaller or more efficient, but by eliminating them all together. Some versions of Scott toilet paper are now "tube free."
Take a look around today and see what is in your environment that you take for granted, but perhaps don't really need. Can you use a white board instead of little paper notes for your "honey-do" list? What about making a big batch of tea instead of using individual bottles? Listening to audio versions or podcasts instead of buying books? Storing things in reusable containers instead of resealable plastic bags?
If Scott can rework its product to eliminate the tube, I'll bet there is one step you can take today to stop using something forever. The only way big changes happen is through little ones.
-- beth triplett
leadershipdots.blogspot.com
@leadershipdots
leadershipdots@gmail.com
But the people at Scott Paper did. And they realized that Americans use a lot of those little cardboard rolls: 17 billion tubes/year to be exact. Enough to fill the Empire State Building -- twice.
So Scott set to work to reduce the environmental impact of their rolls, and did so not only by making them smaller or more efficient, but by eliminating them all together. Some versions of Scott toilet paper are now "tube free."
Take a look around today and see what is in your environment that you take for granted, but perhaps don't really need. Can you use a white board instead of little paper notes for your "honey-do" list? What about making a big batch of tea instead of using individual bottles? Listening to audio versions or podcasts instead of buying books? Storing things in reusable containers instead of resealable plastic bags?
If Scott can rework its product to eliminate the tube, I'll bet there is one step you can take today to stop using something forever. The only way big changes happen is through little ones.
-- beth triplett
leadershipdots.blogspot.com
@leadershipdots
leadershipdots@gmail.com
Friday, August 5, 2016
#1526 interpretation
In dot #92, I wrote about the salt shaker analogy and how it applies to supervision. The short summary of the concept: Danny Meyer, in his book Setting the Table, likened his role as restaurant owner to keeping a salt shaker in the center of the table (i.e. setting expectations of desired action). Customers continually moved it (i.e. tested expectations). The job of the leader was to continually put the salt shaker back to the center.
I have shared this idea in several sessions about supervision and encouraged managers to monitor and address small variances of the "salt shaker" to keep staff aligned with expectations and values.
I recently received an email from a reader who adapted the concept in a way that I think will be useful to others:
I recently hired a new staff member who identifies as a male person of color. This is my first time supervising someone who carries both of those identities. Additionally, our staff is predominately made up of people who identify as white women. The other day, I was talking with a coworker about what we do to intentionally or not intentionally create either an inclusive or exclusive community. As I was thinking about it, I thought about him as a salt shaker who moves further and further away with every conversation he can’t quite join or every unintentionally exclusive conversation. I am constantly thinking about what I can do to “move his salt shaker" to be an included part of the team. This story has a lot more layers and elements, but I was able to better explain something to someone because of that analogy -- albeit an interpretation. More importantly, though, I can consciously see moments where his salt shaker is moving and find ways to readjust it just as you taught us to do to correct behavior.
So two lessons for today: 1) you can adapt the salt shaker analogy to help with inclusion and 2) never limit your application of a concept to face value. The salt shaker has gone from a mantra of restaurant oversight to supervision to inclusivity. Where else can you take it?
-- beth triplett
leadershipdots.blogspot.com
@leadershipdots
leadershipdots@gmail.com
Original dot #92 "salt shaker", September 12, 2012
I have shared this idea in several sessions about supervision and encouraged managers to monitor and address small variances of the "salt shaker" to keep staff aligned with expectations and values.
I recently received an email from a reader who adapted the concept in a way that I think will be useful to others:
I recently hired a new staff member who identifies as a male person of color. This is my first time supervising someone who carries both of those identities. Additionally, our staff is predominately made up of people who identify as white women. The other day, I was talking with a coworker about what we do to intentionally or not intentionally create either an inclusive or exclusive community. As I was thinking about it, I thought about him as a salt shaker who moves further and further away with every conversation he can’t quite join or every unintentionally exclusive conversation. I am constantly thinking about what I can do to “move his salt shaker" to be an included part of the team. This story has a lot more layers and elements, but I was able to better explain something to someone because of that analogy -- albeit an interpretation. More importantly, though, I can consciously see moments where his salt shaker is moving and find ways to readjust it just as you taught us to do to correct behavior.
So two lessons for today: 1) you can adapt the salt shaker analogy to help with inclusion and 2) never limit your application of a concept to face value. The salt shaker has gone from a mantra of restaurant oversight to supervision to inclusivity. Where else can you take it?
-- beth triplett
leadershipdots.blogspot.com
@leadershipdots
leadershipdots@gmail.com
Original dot #92 "salt shaker", September 12, 2012
Thursday, August 4, 2016
#1525 framing
I attend many meetings and have found that much time is spent floundering because the presenter (or facilitator) does not effectively frame the desired outcome of the agenda items.
If a proposal is presented and the floor is opened to "any questions?", it is the tendency of participants to start asking about details and operational aspects of things. It is easier. It is where they have expertise. But it is not strategic. If the purpose of the presentation is to consider something in a longer-term context, then the discussion needs to begin with "what are the strategic implications of this proposal?" or "how does this fit with our strategy priorities?" or something that sets up the first question to keep the conversation at the desired level.
One of my favorite questions is: "what is the purpose of this?" -- asking whether the presentation is meant for information, action or commentary. Knowing why this presentation is being made at the meeting and what the desired outcome is can go a long way in moving the discussion forward in a productive manner.
Ideally these framing questions are included in the proposal itself or on the agenda, but it is not always the case. If you find yourself at a meeting where others are sharing material, seek clarity as soon as you are able as to what the presenter hopes to achieve at this meeting. You can save yourself a lot of time spent discussing details and be more effective as you consider larger implications if that is the desired result.
-- beth triplett
leadershipdots.blogspot.com
@leadershipdots
leadershipdots@gmail.com
If a proposal is presented and the floor is opened to "any questions?", it is the tendency of participants to start asking about details and operational aspects of things. It is easier. It is where they have expertise. But it is not strategic. If the purpose of the presentation is to consider something in a longer-term context, then the discussion needs to begin with "what are the strategic implications of this proposal?" or "how does this fit with our strategy priorities?" or something that sets up the first question to keep the conversation at the desired level.
One of my favorite questions is: "what is the purpose of this?" -- asking whether the presentation is meant for information, action or commentary. Knowing why this presentation is being made at the meeting and what the desired outcome is can go a long way in moving the discussion forward in a productive manner.
Ideally these framing questions are included in the proposal itself or on the agenda, but it is not always the case. If you find yourself at a meeting where others are sharing material, seek clarity as soon as you are able as to what the presenter hopes to achieve at this meeting. You can save yourself a lot of time spent discussing details and be more effective as you consider larger implications if that is the desired result.
-- beth triplett
leadershipdots.blogspot.com
@leadershipdots
leadershipdots@gmail.com
Wednesday, August 3, 2016
#1524 seeded
Happy National Watermelon Day! Americans consumed 4.7 billion pounds* of watermelon last year so I guess it warrants its own holiday!
If I asked you to close your eyes and picture a piece of my very favorite fruit, I'll bet you would envision something close to this:
It's the quintessential icon of summer: a slice cut in a triangle and full of black seeds. In fact, if you look at almost any graphic depiction of watermelon, it looks this way too.
But black-seeded watermelon is becoming a rarity. In 2012, just 27% of imported watermelons had black seeds. I'm sure that it is less today as they become increasingly difficult to locate in stores.
Even though the marketers have positioned the choice as between seeded and seedless, it is an incorrect distinction. Seedless watermelons actually have seeds, they are just white. (I wonder what would have been the fate of "seeded" melons if the choice had been presented as original black seeds or hard-to-locate white seeds?!)
Yet, even if the white seeds are more popular with consumers, they don't carry nearly as powerful of graphic punch as the black, so I suspect the traditional look will live on. You can add black-seeded watermelon to the list of throwback icons that still have their place, like an envelope for email (or a stamp on Macs), an analog clock on the iPhone, a landline phone receiver for the phone app, and film-based camera for photos. These symbols have become synonymous with the item they represent, even though the more technologically advanced item no longer resembles the graphic depicting it.
Regardless of the color of your seeds, take moment to celebrate National Watermelon Day today with a slice of summer. And if you're lucky enough to find a melon with black seeds, enjoy a seed-spitting contest while you still can.
-- beth triplett
leadershipdots.blogspot.com
@leadershipdots
leadershipdots@gmail.com
*Source: The Simple List, Real Simple, August 2016, p. 4
If I asked you to close your eyes and picture a piece of my very favorite fruit, I'll bet you would envision something close to this:
It's the quintessential icon of summer: a slice cut in a triangle and full of black seeds. In fact, if you look at almost any graphic depiction of watermelon, it looks this way too.
But black-seeded watermelon is becoming a rarity. In 2012, just 27% of imported watermelons had black seeds. I'm sure that it is less today as they become increasingly difficult to locate in stores.
Even though the marketers have positioned the choice as between seeded and seedless, it is an incorrect distinction. Seedless watermelons actually have seeds, they are just white. (I wonder what would have been the fate of "seeded" melons if the choice had been presented as original black seeds or hard-to-locate white seeds?!)
Yet, even if the white seeds are more popular with consumers, they don't carry nearly as powerful of graphic punch as the black, so I suspect the traditional look will live on. You can add black-seeded watermelon to the list of throwback icons that still have their place, like an envelope for email (or a stamp on Macs), an analog clock on the iPhone, a landline phone receiver for the phone app, and film-based camera for photos. These symbols have become synonymous with the item they represent, even though the more technologically advanced item no longer resembles the graphic depicting it.
Regardless of the color of your seeds, take moment to celebrate National Watermelon Day today with a slice of summer. And if you're lucky enough to find a melon with black seeds, enjoy a seed-spitting contest while you still can.
-- beth triplett
leadershipdots.blogspot.com
@leadershipdots
leadershipdots@gmail.com
*Source: The Simple List, Real Simple, August 2016, p. 4
Tuesday, August 2, 2016
#1523 sandbox
At a recent board meeting, we received an overview of a new tactical plan for one area of the association's operations.
As the director outlined her intentions and progress in the various components of the plan, she said that one piece was "in the sandbox stage." Huh? Upon clarification, she shared that the sandbox stage was an analogy for creative development: "we're still playing around with ideas for that one."
What a great way to think about the creative process. In a plan template such as was presented, the author is often compelled to indicate a timeline or stage of progress for each component that is included. But assigning something to the "sandbox" is a way to allow for further idea incubation and evolution, while still acknowledging that something in that broad category will be included as a tactic.
The next time you have an idea or a plan that is not fully developed, talk about it being in the sandbox stage. Hopefully it will encourage others to tinker with what is there and add their own touches to sculpt the idea into something grand.
-- beth triplett
leadershipdots.blogspot.com
@leadershipdots
leadershipdots@gmail.com
Great metaphor Penny!
As the director outlined her intentions and progress in the various components of the plan, she said that one piece was "in the sandbox stage." Huh? Upon clarification, she shared that the sandbox stage was an analogy for creative development: "we're still playing around with ideas for that one."
What a great way to think about the creative process. In a plan template such as was presented, the author is often compelled to indicate a timeline or stage of progress for each component that is included. But assigning something to the "sandbox" is a way to allow for further idea incubation and evolution, while still acknowledging that something in that broad category will be included as a tactic.
The next time you have an idea or a plan that is not fully developed, talk about it being in the sandbox stage. Hopefully it will encourage others to tinker with what is there and add their own touches to sculpt the idea into something grand.
-- beth triplett
leadershipdots.blogspot.com
@leadershipdots
leadershipdots@gmail.com
Great metaphor Penny!
Monday, August 1, 2016
#1522 cash
One of my Millennial friends told me the story of how she went with friends to a local eatery and was stunned to learn that they did not accept credit cards or even debit cards under a certain amount. The group ended up combining their bills so someone could use a debit card as none of them had enough cash for their meal.
Two major discounters who have long avoided accepting credit cards (presumably because of the vendor fees they incur) have felt the sting of customers who don't carry cash. Recently Sam's Club and Aldi grocery stores have caved into consumer demand and reversed their practices. Both now take all major credit cards for the first time in their history. I would bet they will see an uptick in overall sales, if from nothing else than from impulse purchases.
Even smaller vendors have been impacted by the lack of cash-carrying customers. The university that included laundry in their residence hall package did so in part because the president believes "quarters are obsolete." Parking meters have gone to app-driven payment. Our Farmer's Market allows you to use a credit card to buy tickets that can be used at market booths. Other examples abound.
Think about where you have situations that require cash payments. Would your raffle ticket sales increase if you had a credit option? How about your concessions at an event? Even your garage sale might increase its proceeds if customers could buy your big ticket items via Square, or if the school fundraiser equipped kids with Square as an option as they went door to door.
It used to be that "cash is king", but it seems that we are swiftly moving to an economy where access to credit is the new royalty. Don't devote your allegiance to the wrong throne.
-- beth triplett
leadershipdots.blogspot.com
@leadershipdots
leadershipdots@gmail.com
Two major discounters who have long avoided accepting credit cards (presumably because of the vendor fees they incur) have felt the sting of customers who don't carry cash. Recently Sam's Club and Aldi grocery stores have caved into consumer demand and reversed their practices. Both now take all major credit cards for the first time in their history. I would bet they will see an uptick in overall sales, if from nothing else than from impulse purchases.
Even smaller vendors have been impacted by the lack of cash-carrying customers. The university that included laundry in their residence hall package did so in part because the president believes "quarters are obsolete." Parking meters have gone to app-driven payment. Our Farmer's Market allows you to use a credit card to buy tickets that can be used at market booths. Other examples abound.
Think about where you have situations that require cash payments. Would your raffle ticket sales increase if you had a credit option? How about your concessions at an event? Even your garage sale might increase its proceeds if customers could buy your big ticket items via Square, or if the school fundraiser equipped kids with Square as an option as they went door to door.
It used to be that "cash is king", but it seems that we are swiftly moving to an economy where access to credit is the new royalty. Don't devote your allegiance to the wrong throne.
-- beth triplett
leadershipdots.blogspot.com
@leadershipdots
leadershipdots@gmail.com
Subscribe to:
Posts (Atom)