There was an article in our local paper featuring an interview with several exchange students who are studying at area high schools. The students were asked for impressions about their experiences in the States, including their thoughts on the upcoming election.
One astute student said that he noticed how candidate statements went to the extremes. "There's no such thing as 'maybe' in the promises here", said Akshaj Shah from India.
It reminded me of the book Getting to Maybe, a decade-old Canadian manifesto about how to stimulate social innovation. I have always loved the premise of the book and the spirit of compromise that is embodied in the title.
As authors Frances Westley, Brenda Zimmerman and Michael Quinn Patton describe:
"Maybe" so accurately describes our fundamental relationship to the world. It is a relationship in which time is one of the critical dimensions -- a relationship to what is ahead, a relationship that is constantly unfolding...
"Maybe" comes with no guarantees, only a chance. But "maybe" has always been the best odds the world has offered to those who set out to alter its course...to find a new land across the sea, to end slavery, to enable women to vote, to walk on the moon, to bring down the Berlin Wall.
"Maybe" is not a cautious word. It is a defiant claim of possibility in face of a status quo we are unwilling to accept.
Certainly our legislators and legislators-to-be would be well advised to incorporate more use of "maybe" in their language and behaviors. But they are not the only ones. Where can you infuse "maybe" into your thinking? Maybe it will help you embrace new possibilities in your world.
-- beth triplett
@leadershipdots
Source: Exchange students learn about language, school, Big Macs by Allie Hinga in the Telegraph Herald, October 11, 2016, p. 1A
Getting to Maybe: How the world is changed by Frances Westley, Brenda Zimmerman and Michael Q. Patton, Vintage Canada, 2006
Friday, October 14, 2016
Thursday, October 13, 2016
leadership dot #1595: freedom and responsibility
In yesterday's dot, I wrote about the ISMs that define the culture at Quicken Loans. While researching that topic, I came across another organization that intentionally shapes its culture through its orientation and widespread understanding of company norms. (A slide share describing Netflix's culture is here.)
Netflix outlines typical behaviors and skills that it values -- including judgment, communication, curiosity, passion and honesty -- but they take it a step further in how they infuse these values into hiring and promotion practices.
Netflix's model "endeavors to have only outstanding employees." This combination of high performers and good managerial context allows the company to increase employee freedom and "grow with ever more high performing people, not with rules."
An example of this freedom is seen in the vacation policy, or, more accurately, the lack of one. There is no policy for vacation or tracking, but as Netflix points out, "there is also no clothing policy but no one comes to work naked."
The policy for expense reports: "Act in Netflix's best interest." Period. That is the entire policy.
Netflix invests heavily in hiring and retaining people who fit within its culture of freedom and responsibility, and who have demonstrated the self-discipline it takes for both the employees and the company to succeed. It is model that works for them because of its intentionality, integration and pervasiveness.
What you can learn from Quicken Loans and Netflix about the power of values to shape the work environment, and how can you make your values actively drive your behavior?
-- beth triplett
@leadershipdots
Netflix outlines typical behaviors and skills that it values -- including judgment, communication, curiosity, passion and honesty -- but they take it a step further in how they infuse these values into hiring and promotion practices.
Netflix's model "endeavors to have only outstanding employees." This combination of high performers and good managerial context allows the company to increase employee freedom and "grow with ever more high performing people, not with rules."
An example of this freedom is seen in the vacation policy, or, more accurately, the lack of one. There is no policy for vacation or tracking, but as Netflix points out, "there is also no clothing policy but no one comes to work naked."
The policy for expense reports: "Act in Netflix's best interest." Period. That is the entire policy.
Netflix invests heavily in hiring and retaining people who fit within its culture of freedom and responsibility, and who have demonstrated the self-discipline it takes for both the employees and the company to succeed. It is model that works for them because of its intentionality, integration and pervasiveness.
What you can learn from Quicken Loans and Netflix about the power of values to shape the work environment, and how can you make your values actively drive your behavior?
-- beth triplett
@leadershipdots
Wednesday, October 12, 2016
leadership dot #1594: ISMs
After reading Simply Brilliant*, I was curious to learn more about the ISMs that Quicken Loans uses to define its statements of philosophy and values. The ISMs are 19 statements that outline what kind of behavior is valued at the company, including: Yes before No, You have to take the roast out of the oven, We eat our own dog food, and A penny saved is a penny. You can see them all here.
I'm not sure why they are called ISMs, but they pack a powerful punch in driving the company's culture. One reason the ISMs are more than a piece of paper is because the company's founders, Dan Gilbert and Bill Emerson, personally conduct day-long orientation sessions every six weeks for all the company's new hires! I have never heard of such a commitment from top leadership to instill their values in new employees.
In their program, called ISMs in Action, they bring the philosophy to life through skits, examples, stories and all methods of communication. By the time people leave, they know what it meant by the ISM: "You'll see it when you believe it."
Quicken Loans illustrates the value of values that do more than adorn the walls. When you truly define what is important and how you wish people to act, employees utilize those guideposts to determine fit in hiring, to create cultural norms in line with leaders' expectations and to drive behavior that leads to powerful results.
Quicken Loans and Netflix (tomorrow's topic) are the "brilliant" examples, but you can take a lesson from them for your organization or your piece of the whole. Committing to value your values is a valuable strategy that achieves results.
-- beth triplett
@leadershipdots
*see yesterday's leadership dot #1593
I'm not sure why they are called ISMs, but they pack a powerful punch in driving the company's culture. One reason the ISMs are more than a piece of paper is because the company's founders, Dan Gilbert and Bill Emerson, personally conduct day-long orientation sessions every six weeks for all the company's new hires! I have never heard of such a commitment from top leadership to instill their values in new employees.
In their program, called ISMs in Action, they bring the philosophy to life through skits, examples, stories and all methods of communication. By the time people leave, they know what it meant by the ISM: "You'll see it when you believe it."
Quicken Loans illustrates the value of values that do more than adorn the walls. When you truly define what is important and how you wish people to act, employees utilize those guideposts to determine fit in hiring, to create cultural norms in line with leaders' expectations and to drive behavior that leads to powerful results.
Quicken Loans and Netflix (tomorrow's topic) are the "brilliant" examples, but you can take a lesson from them for your organization or your piece of the whole. Committing to value your values is a valuable strategy that achieves results.
-- beth triplett
@leadershipdots
*see yesterday's leadership dot #1593
Tuesday, October 11, 2016
leadership dot #1593: paradox of expertise
I just finished reading Simply Brilliant: How Great Organizations Do Ordinary Things in Extraordinary Ways. Author William Taylor had spent much of the past two decades immersed in high-tech companies as cofounder of Fast Company magazine, and in this book he wanted to see if he could find examples of "extraordinary" in other industries.
He did.
Taylor provides examples of a parking garage, bank, fast-food diner, cleaning company, WD40, Quicken Loans, a homelessness campaign, insurance company, electric parts manufacturer, city neighborhood, mining company and others that were able to set themselves apart on many measures.
The successful organizations all value learning, care more than everyone else, and involve everyone in the organization as well as many others in the creation and delivery of results.
This intentional cultivation of involving others helps to shield against "the paradox of expertise*" which occurs when people who have the most experience in an area are blinded to new ways of imagining what is possible. Those who have been successful for long periods or those who have deep knowledge about an industry often find it difficult to disregard what they know and reimagine something entirely different.
"How do you make sure that what you know doesn't limit what you can imagine?" writes Taylor.
How can you guard against the paradox of expertise? Do you actively engage others who are not directly connected to your work or who come from entirely different fields? Is there a mechanism in your organization for all people in your organization to have an opportunity to contribute ideas or suggestions? Can you actively solicit feedback from users, not just those who provide the service?
Taylor's book gives evidence that extraordinary can happen anywhere. It's up to you to break the barriers of reality to imagine what extraordinary could look like in your organization.
-- beth triplett
@leadershipdots
* "paradox of expertise" was coined by Cynthia Barton Rabe
He did.
Taylor provides examples of a parking garage, bank, fast-food diner, cleaning company, WD40, Quicken Loans, a homelessness campaign, insurance company, electric parts manufacturer, city neighborhood, mining company and others that were able to set themselves apart on many measures.
The successful organizations all value learning, care more than everyone else, and involve everyone in the organization as well as many others in the creation and delivery of results.
This intentional cultivation of involving others helps to shield against "the paradox of expertise*" which occurs when people who have the most experience in an area are blinded to new ways of imagining what is possible. Those who have been successful for long periods or those who have deep knowledge about an industry often find it difficult to disregard what they know and reimagine something entirely different.
"How do you make sure that what you know doesn't limit what you can imagine?" writes Taylor.
How can you guard against the paradox of expertise? Do you actively engage others who are not directly connected to your work or who come from entirely different fields? Is there a mechanism in your organization for all people in your organization to have an opportunity to contribute ideas or suggestions? Can you actively solicit feedback from users, not just those who provide the service?
Taylor's book gives evidence that extraordinary can happen anywhere. It's up to you to break the barriers of reality to imagine what extraordinary could look like in your organization.
-- beth triplett
@leadershipdots
* "paradox of expertise" was coined by Cynthia Barton Rabe
Monday, October 10, 2016
leadership dot #1592: plastic
A new law in France will require that beginning in 2020, all disposable dishes be made of biologically sourced materials and have the ability to be composted. No more of the traditional plastic cups, silverware or containers as we know them.
As you can imagine, the measure is extremely controversial and manufacturers are already suing to repeal the law.
What I found interesting was that not only that the Environment Minister himself initially opposed the law, but his rationale. Minister Segolene Royal stated that it was an "anti-social" measure because families struggling financially make regular use of disposable tableware*. Huh?
It would seem that those interested in either the environment or economics would tend to use reusable silverware and eat at home instead of on-the-go much more often. It called to mind this message: "It's pretty amazing that our society has reached a point where the effort necessary to extract oil from the ground, ship it to a refinery, turn it into plastic, shape it appropriately, truck it to a store, buy it and bring it home -- is considered to be less effort than what it takes to just wash the spoon when you're done with it."
The plastic spoon and the debates in France are examples that we often only consider what is in front of us and not the longer term implications of either where it came from or what ramifications it causes. It may be easier to use a plastic spoon and toss it, but when it happens millions of times a day it has an impact. We may want to ban plastic spoons, but when the economics of the supply chain are factored in, we may come to a different conclusion.
Instead of throwing out the next piece of plastic dinnerware that you use, bring it home and put it on your desk. Use it as a reminder that we need to look at the whole system and play our part in making it better.
-- beth triplett
@leadershipdots
Source: France bids adieu to plastic dishes in controversial ban by Samuel Petrequin for the Associated Press in the Telegraph Herald, September 18, 2016, p 16A.
As you can imagine, the measure is extremely controversial and manufacturers are already suing to repeal the law.
What I found interesting was that not only that the Environment Minister himself initially opposed the law, but his rationale. Minister Segolene Royal stated that it was an "anti-social" measure because families struggling financially make regular use of disposable tableware*. Huh?
It would seem that those interested in either the environment or economics would tend to use reusable silverware and eat at home instead of on-the-go much more often. It called to mind this message: "It's pretty amazing that our society has reached a point where the effort necessary to extract oil from the ground, ship it to a refinery, turn it into plastic, shape it appropriately, truck it to a store, buy it and bring it home -- is considered to be less effort than what it takes to just wash the spoon when you're done with it."
The plastic spoon and the debates in France are examples that we often only consider what is in front of us and not the longer term implications of either where it came from or what ramifications it causes. It may be easier to use a plastic spoon and toss it, but when it happens millions of times a day it has an impact. We may want to ban plastic spoons, but when the economics of the supply chain are factored in, we may come to a different conclusion.
Instead of throwing out the next piece of plastic dinnerware that you use, bring it home and put it on your desk. Use it as a reminder that we need to look at the whole system and play our part in making it better.
-- beth triplett
@leadershipdots
Source: France bids adieu to plastic dishes in controversial ban by Samuel Petrequin for the Associated Press in the Telegraph Herald, September 18, 2016, p 16A.
Sunday, October 9, 2016
leadership dot #1591: off the grid
When I think of coffeehouses, I often picture people sitting on their computers while sipping a latte. A new coffeehouse opened in town that turns that idea on its head.
It is located in a renovated historic one-room schoolhouse, and intentionally does not provide internet service. "No wi-fi: pretend it's 1845 and talk to each other," the sign proudly proclaims.
In a similar move, Time reported that in an effort to encourage conversation, an Australian food company is giving away pepper shakers that block wi-fi at the dinner table.*
I am not sure how either of these tactics will play out. The coffeehouse may gain some customers who want a conversation-friendly environment, but I suspect it may also lose some who want a "third-place" environment to meet or do work. So many people have smart phones and hot spots that access to the internet is never far away, even if the establishment doesn't provide it.
And I wonder if we truly need abstinence or pepper-shaker blockers to refocus our attention. A jar of conversation starters, lack of electrical outlets or just some good old fashioned parental rules could also alter the dynamics.
I always think twice before I ban/prohibit/remove or in some way impose restrictions to alter behavior. I believe it is much more effective if you entice/motivate/encourage changes by providing benefits to do so. I agree with Antoine de St. Exupery: “If
you want to build a ship, don’t drum up the men to gather wood, divide the work
and give orders. Instead, teach them to
yearn for the vast and endless sea.”
Maybe you can debate this premise over your next latte!
-- beth triplett
@leadershipdots
*Source: Time Off Pop Chart, Time, September 26, 2016, p. 62
Maybe you can debate this premise over your next latte!
-- beth triplett
@leadershipdots
*Source: Time Off Pop Chart, Time, September 26, 2016, p. 62
Saturday, October 8, 2016
leadership dot #1590: untucked
While I consider myself a creative person, I have a special spot of reverence for those who are inventors or who produce new products. Over the years, I have had countless ideas for improvements or new items I wished were available, but that is where they remained -- ideas.
My latest example of someone who actually acted on their notion is Chris Riccobono. He saw that untucked shirts never looked good on people and set out to solve that problem. In 2011, Riccobono founded the untuckit shirt company that sells shirts specifically designed to be worn untucked.
It sounds like a simple premise: just shorten it. But Riccobono found that the length impacted other dimensions of the shirt, so to truly make a fashion statement the whole garment had to be redesigned. Now he tours the country in the "tour truck" with "fit experts" to help people see the difference between the typical shirt worn untucked or his specially-designed-for-this-purpose shirts that look much neater.
At about $88, the shirts aren't for everyone, but for some people I'll bet they are the perfect addition to their wardrobe. And that is the niche that untuckit is seeking.
Maybe you are producing a service instead of a product, but how can you learn from untuckit and find that specialized niche who has a problem you can solve? There is a lesson here to think small. We often try to hit a home run with our innovations, but maybe a bunt will also get you to first base.
-- beth triplett
@leadershipdots
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