While I was in Boston, we made a day trip to Concord and Lexington, MA -- appropriate places to visit at this time of year. Lexington is the site of the North Bridge where the American Revolution began -- with "the shot that was heard around the world."
It is also the territory where Paul Revere made his famous ride -- galloping from Boston to Concord to alert the colonists that the British Army was on the move. The legend has it that he cried "the British are coming, the British are coming!", but at that time everyone there was British (there was no America yet), so the army was referred to as "the regulars" vs. the colonists.
I think about Paul and his compadres having to ride at midnight over trails and unlit roads to spread an important message. Today the same word could be spread almost instantaneously with no travel involved.
What message would you be willing to ride at midnight in order to spread it? Do you have any words to say that carry the urgency and importance to spread in person vs. electronically? Today as you are taking in the fireworks and enjoying the freedoms that those at Lexington fought for, appreciate your right to free speech -- whether you exercise it over the airwaves or by horseback.
Happy Fourth!
-- beth triplett
leadershipdots.blogspot.com
@leadershipdots
leadershipdots@gmail.com
Thursday, July 4, 2013
Wednesday, July 3, 2013
#397 bats and stats
Another highlight of my Boston trip was attending a Red Sox game at Fenway. While I consider myself a St. Louis Cardinals fan, I can say with certainty that Busch Stadium is severely lacking the charm and character of Fenway.
The park in Boston is 101 years old, but has done an excellent job of preserving the look and feel of the original while at the same time modernizing the accommodations. The scoreboard in particular is designed to look like an old-time board where numbers were manually placed instead of digitized. One notable difference in the board is what is measured.
I suspect that when the Fenway marquee was first put in place, it listed the lineup and possibly the bating averages of the starters. Today, the scoreboard is a veritable statistics encyclopedia.
For each batter, the bating average, on base percentage, slugging percentage and OPS (on base percentage plus slugging percentage) are listed. Stats vary with each inning and are shown in a multitude of ways: percentage tonight, vs. left handed pitchers, this month, with RISP (runners in scoring position), etc.
For each hitter, we learned the speed of each pitch, a pitch-by-pitch recalculation of the earned run average, strike percentage vs. each batter, strikeout average per nine innings, and a host of other measurements. You can definitely tell that management subscribes to the principles described in Michael Lewis' Moneyball!
In the world of admissions, I feel a kindred spirit to the data hounds in Boston. We tend to analyze data every which way and study detailed segments. We have taken some of the original principles of our profession and added a modern twist to track behavior of various populations at numerous stages of the process. I think our work has made us smarter and more able to target limited resources.
Where can you take your measurements to a new level of detail? What can be broken down further to yield you actionable data to alter your processes or products? Can you introduce an element of the time it takes you to do something, or analyze the behavior of a sub-set that is more targeted than what you look at now?
Think about your organization's scoreboard and what you would put on it. If it's just runs per inning, you are behind in the count.
-- beth triplett
leadershipdots.blogspot.com
@leadershipdots
leadershipdots@gmail.com
The park in Boston is 101 years old, but has done an excellent job of preserving the look and feel of the original while at the same time modernizing the accommodations. The scoreboard in particular is designed to look like an old-time board where numbers were manually placed instead of digitized. One notable difference in the board is what is measured.
I suspect that when the Fenway marquee was first put in place, it listed the lineup and possibly the bating averages of the starters. Today, the scoreboard is a veritable statistics encyclopedia.
For each batter, the bating average, on base percentage, slugging percentage and OPS (on base percentage plus slugging percentage) are listed. Stats vary with each inning and are shown in a multitude of ways: percentage tonight, vs. left handed pitchers, this month, with RISP (runners in scoring position), etc.
For each hitter, we learned the speed of each pitch, a pitch-by-pitch recalculation of the earned run average, strike percentage vs. each batter, strikeout average per nine innings, and a host of other measurements. You can definitely tell that management subscribes to the principles described in Michael Lewis' Moneyball!
In the world of admissions, I feel a kindred spirit to the data hounds in Boston. We tend to analyze data every which way and study detailed segments. We have taken some of the original principles of our profession and added a modern twist to track behavior of various populations at numerous stages of the process. I think our work has made us smarter and more able to target limited resources.
Where can you take your measurements to a new level of detail? What can be broken down further to yield you actionable data to alter your processes or products? Can you introduce an element of the time it takes you to do something, or analyze the behavior of a sub-set that is more targeted than what you look at now?
Think about your organization's scoreboard and what you would put on it. If it's just runs per inning, you are behind in the count.
-- beth triplett
leadershipdots.blogspot.com
@leadershipdots
leadershipdots@gmail.com
Tuesday, July 2, 2013
#396 say cheese
I just got home from a few days in Boston. The highlight of my trip (besides, of course, seeing my sister) was attending a Tim McGraw concert. I was as giddy as a teenager. There is nothing like a live arts performance, and this one certainly did not disappoint.
I used to attend many concerts in my student activities days, and I couldn't help but be struck with how the concert experience has changed:
> Fans wanting an encore now wave cell phones in the air instead of lighters.
> There is a full array of merchandise, but hardly any of the CDs that used to be the concert staple
> The on-stage video production is as elaborate as the musical experience
> Instead of calling an usher, if someone was "interfering with your concert experience", you could just text your location to a number (and presumably it would be taken care of)
But the change that was most noticeable was how much photography has been embraced instead of banned. "Back in the day", there were vigilant efforts to police any camera or recording device that was within 100 yards of the venue. Purses and pockets were searched and the contraband had to remain at the gate. Ushers would roam the aisle and confiscate any camera that they saw.
Now there is an acknowledgement that almost everyone there carries a personal cell phone (aka camera and video recorder). So instead of fighting it, they now provide addresses where you can upload pictures and video during the concert and "share your experiences with Tim", as if he watches them on the big screen in his tour bus. Before the concert, the concert sponsor (another new development) handed out magnets with the web address for concert photos. The on-site videographer showed crowd shots on stage during the production. Overall, there was likely more photos from this one event than in a whole tour previously.
Think about your organization. Is there something that you have been fighting or insistent on banning that just isn't worth the effort? What would happen if you reversed the trend and embraced the phenomenon instead? Can the energy you put into enforcement be re-directed toward capitalizing on the client's desire to be engaged?
I am sure the music industry did not make the decision easily to allow their copyrighted material to be so freely distributed. But I think they are better off because of it. Maybe there's something out there that you can let go of too.
-- beth triplett
leadershipdots.blogspot.com
@leadershipdots
leadershipdots@gmail.com
I used to attend many concerts in my student activities days, and I couldn't help but be struck with how the concert experience has changed:
> Fans wanting an encore now wave cell phones in the air instead of lighters.
> There is a full array of merchandise, but hardly any of the CDs that used to be the concert staple
> The on-stage video production is as elaborate as the musical experience
> Instead of calling an usher, if someone was "interfering with your concert experience", you could just text your location to a number (and presumably it would be taken care of)
But the change that was most noticeable was how much photography has been embraced instead of banned. "Back in the day", there were vigilant efforts to police any camera or recording device that was within 100 yards of the venue. Purses and pockets were searched and the contraband had to remain at the gate. Ushers would roam the aisle and confiscate any camera that they saw.
Now there is an acknowledgement that almost everyone there carries a personal cell phone (aka camera and video recorder). So instead of fighting it, they now provide addresses where you can upload pictures and video during the concert and "share your experiences with Tim", as if he watches them on the big screen in his tour bus. Before the concert, the concert sponsor (another new development) handed out magnets with the web address for concert photos. The on-site videographer showed crowd shots on stage during the production. Overall, there was likely more photos from this one event than in a whole tour previously.
Think about your organization. Is there something that you have been fighting or insistent on banning that just isn't worth the effort? What would happen if you reversed the trend and embraced the phenomenon instead? Can the energy you put into enforcement be re-directed toward capitalizing on the client's desire to be engaged?
I am sure the music industry did not make the decision easily to allow their copyrighted material to be so freely distributed. But I think they are better off because of it. Maybe there's something out there that you can let go of too.
-- beth triplett
leadershipdots.blogspot.com
@leadershipdots
leadershipdots@gmail.com
Monday, July 1, 2013
#395 slide
There was an article in the paper last week lamenting the "summer slide" that elementary students experienced during the school break. Measurable summer learning loss occurs during the months when students don't have "stimulating activities" to keep their mind active. The author suggests that students can lose two months of math learning and even two months of reading, putting them at risk to be behind their peer's achievement when they return to the classroom.
I wonder if adults experience the "summer slide" too. While some may utilize the warmer months to do stimulating travel or other mind-expanding activities, many use the summer for picnics, reading 'trashy novels' on the beach, fishing, gardening and general outdoor recreation. There is an intentional effort to slow down the pace and do mindless activities rather than to have enrichment activities added.
For both generations, I think balance is the key. It is important for "kids to be kids" and be able to have unstructured afternoons at play, and to include reading and learning as part of the summer experience. It is also essential for adults to shift into lower gear and capitalize on the ability to change pace in the summer, but hopefully there is some time for reflection and planning in between those golf games!
The term "summer slide" can have dual meanings. Try to balance your July activities so that you capitalize on the fun aspect while taking steps to prevent the negative outcome that slide implies.
-- beth triplett
leadershipdots.blogspot.com
@leadershipdots
leadershipdots@gmail.com
*"Learning more fun than a summer slide." Eric Dregne in the Telegraph Herald, June 23, 2013, p. 15A.
I wonder if adults experience the "summer slide" too. While some may utilize the warmer months to do stimulating travel or other mind-expanding activities, many use the summer for picnics, reading 'trashy novels' on the beach, fishing, gardening and general outdoor recreation. There is an intentional effort to slow down the pace and do mindless activities rather than to have enrichment activities added.
For both generations, I think balance is the key. It is important for "kids to be kids" and be able to have unstructured afternoons at play, and to include reading and learning as part of the summer experience. It is also essential for adults to shift into lower gear and capitalize on the ability to change pace in the summer, but hopefully there is some time for reflection and planning in between those golf games!
The term "summer slide" can have dual meanings. Try to balance your July activities so that you capitalize on the fun aspect while taking steps to prevent the negative outcome that slide implies.
-- beth triplett
leadershipdots.blogspot.com
@leadershipdots
leadershipdots@gmail.com
*"Learning more fun than a summer slide." Eric Dregne in the Telegraph Herald, June 23, 2013, p. 15A.
Sunday, June 30, 2013
#394 smile
I sent an email message to our copywriter last week and got an out-of-office message that read: "I am in Las Vegas until July X. If I don't return your call after that time, you can assume that I hit the jackpot and am a millionaire." It made me smile...
...and it reminded me of her message for last year's vacation: "I am in Denver until XX date. If I don't return your message after that time, you can assume I was eaten by a bear."
Why do the rest of us have to take ourselves so seriously? Oftentimes we think that professional levity is an oxymoron. I think it should be a goal.
-- beth triplett
leadershipdots.blogspot.com
@leadershipdots
leadershipdots@gmail.com
...and it reminded me of her message for last year's vacation: "I am in Denver until XX date. If I don't return your message after that time, you can assume I was eaten by a bear."
Why do the rest of us have to take ourselves so seriously? Oftentimes we think that professional levity is an oxymoron. I think it should be a goal.
-- beth triplett
leadershipdots.blogspot.com
@leadershipdots
leadershipdots@gmail.com
Saturday, June 29, 2013
#393 waste
A friend had a Best Buy reward certificate that was near the expiration date, so he decided to use it on line to purchase an iTunes card. Unlike transactions at the iTunes store where all business is done electronically, Best Buy sent the card in the mail.
The $15 gift card came in a padded envelope, with a printed/personalized invoice and one little piece of promotional material. Instead of being instantaneous, it took a week to complete. And then my friend took one look at the card, punched the number into the iTunes store for credit, and threw the card and whole package away.
I have ranted about gift cards before*, but now in addition to just environmental waste, think about the time and money that could have been saved if Best Buy had chosen another process to use for gift card fulfillment.
Do you have a similar practice in your organization -- something that could be modified to save time and money (not to mention make your customers happier)? Do you have manual transactions that could be put on-line? Or two stages of the process that could be combined into one? Or steps that could be eliminated without negative impact?
Look at your organization through the eyes of your customer and see if you can make your rewards actually rewarding.
-- beth triplett and Brian Gardner
leadershipdots.blogspot.com
@leadershipdots
leadershipdots@gmail.com
*see #190, December 8, 2012
The $15 gift card came in a padded envelope, with a printed/personalized invoice and one little piece of promotional material. Instead of being instantaneous, it took a week to complete. And then my friend took one look at the card, punched the number into the iTunes store for credit, and threw the card and whole package away.
I have ranted about gift cards before*, but now in addition to just environmental waste, think about the time and money that could have been saved if Best Buy had chosen another process to use for gift card fulfillment.
Do you have a similar practice in your organization -- something that could be modified to save time and money (not to mention make your customers happier)? Do you have manual transactions that could be put on-line? Or two stages of the process that could be combined into one? Or steps that could be eliminated without negative impact?
Look at your organization through the eyes of your customer and see if you can make your rewards actually rewarding.
-- beth triplett and Brian Gardner
leadershipdots.blogspot.com
@leadershipdots
leadershipdots@gmail.com
*see #190, December 8, 2012
Friday, June 28, 2013
#392 thumbs up
I recently had a tour of newly developed space that was being utilized for commercial and non-profit use. Someone asked if a particular company was going to open a facility in this district. "Their board wants to have a thumbprint, not a footprint" was the answer.
What a great way to consider the options. You don't need to think of moves or major projects in terms of an all-or-nothing proposition. You can have a branch office, an express version of your service, or a kiosk-like storefront.
Testing the waters is a prudent strategy and one that may preserve options for you down the road. Think of making just a thumbprint next time you are asked for your time or resources in support of a new venture. It's a way to signal that you give the project a "thumbs up" without over committing on the unknown.
-- beth triplett
leadershipdots.blogspot.com
@leadershipdots
leadershipdots@gmail.com
What a great way to consider the options. You don't need to think of moves or major projects in terms of an all-or-nothing proposition. You can have a branch office, an express version of your service, or a kiosk-like storefront.
Testing the waters is a prudent strategy and one that may preserve options for you down the road. Think of making just a thumbprint next time you are asked for your time or resources in support of a new venture. It's a way to signal that you give the project a "thumbs up" without over committing on the unknown.
-- beth triplett
leadershipdots.blogspot.com
@leadershipdots
leadershipdots@gmail.com
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