leadership dot #2056: spa c in g

Having text show up perfectly across multiple platforms is sometimes a challenge. While many websites are now constructed for “responsive design” to allow for better alignment, it still isn’t perfect.

But what I can’t understand is how humans can fail to have proper spacing in print that is low tech (i.e. handwritten!):
(sadly, just one example of many from the funeral)

Or how egregious spacing errors occur on very visible things that are done by professionals  (i.e. expensive):


(Photo from Karlee Kanz on Facebook)

Who thought this was acceptable? And where are the quality checks – by the supervisor, the person who delivered it or anyone else involved in the process?

I wonder if people are in such a rush that everything blurs together in their brain or so distracted that they don’t take a moment to pause and consider the end product. Don’t fall prey to these traps. Take that extra second to ensure your words stay together and spaces are placed where they belong. 

leadership dot #2055: driver

What is an effective way to lessen anxiety in a stressful situation? Allow the person to have more control.

Rady Children’s Hospital in San Diego did just that by allowing children to drive themselves to the operating room using remote-controlled cars. Instead of being rolled into surgery on a gurney, children eagerly anticipate choosing a BMW, Cadillac, Mercedes or Lamborghini to transport them into the OR. It turns something that is dreaded into something that is a reward.

As the staff at Rady regrettably discovered, adults are too large to ride in the hospital’s special vehicles, so cars are probably not an option for your staff! But think of how you can devise a situation in which people have more control over something that normally would leave them feeling helpless. Can you allow them to have more autonomy in their work? Or to choose options instead of having them dictated from above? Or perhaps have the freedom to “opt out” of tasks or obligations on a limited basis?

Everyone likes to be in the driver’s seat. You can enhance your team morale by devising a way to hand your staff the keys.

Thanks, Amy!

leadership dot #2054: craft

Ten years ago this week, Starbucks closed all of its stores for three hours in order to conduct barista training. The signs on the doors read: “Taking time to perfect our espresso. Great espresso requires practice. That’s why we’re dedicating ourselves to honoring our craft.”*

The logistics involved in conducting the training were significant. Starbucks delivered DVDs and DVD players to each of its 7100 stores. It is estimated that they lost $6 million in revenue. But CEO Howard Schultz attributes the training to “saving the company.”

The logistics today could be much easier for companies who wish to conduct synchronous training: bring in a laptop and have everyone connect to the Internet and webinar software. Yet so few (any?) are willing to invest the time and forgo the revenue that such a commitment requires.

Leadership guru Simon Sinek says: “Leaders are not responsible for the results. Leaders are responsible for the people who are responsible for the results.” Howard Schultz understood that principle when he made the decision to close, and the company thrives today in part because of that choice.

What craft does your team need to practice – and how are you going to create the time for them to perfect that skill? Whether it is espresso or something more significant, your future depends upon making that commitment to your people.

*As quoted in an excerpt from Onward by Howard Schultz
Simon Sinek quote from Twitter 3/22/6 @SimonSinek

leadership dot #2053: fantasy

Most people have heard of, if not participated in, Fantasy Sports Leagues, virtual games that allow people to draft a roster of players and tally wins/losses based on the real-life performance of those athletes. The concept has been expanded into a different genre – Fantasy Movie League.

Players in this league use an app to attempt to fill up to eight cinemas with current movies – all in the quest to see who picks shows that actually earn the highest gross revenue over the weekend. Players are given a budget limit and must adhere to that – filling as many screens as money will allow – but also receive a hefty penalty if their theatres do not feature a show.

The app is free, but the prizes are real: $1000 cash one weekend, a Darth Vader poster signed by James Earl Jones, $250 in movie tickets, etc.

In addition to serving as light entertainment for gamers or movie buffs, I think this also has an application for the teaching of economics. It would be great to fill your “theater” with all of the big name blockbusters, but, of course, the cost cap will not allow it. In this game, as in life, there are tradeoffs and risks that must be made.

Think of how you can help your students or your organization learn about economic realities through this game or another. It’s fun to play around with choosing movies to fill a theatre, but there are serious lessons that can be learned from assessing choices and taking the whole picture into consideration.

leadership dot #2052: commemorate

Cincinnati’s famous ice cream store, Graeter’s, marked the birth of the local zoo’s hippo by creating a new flavor, Chunky Chunky Hippo. Fiona the hippo was quickly a local celebrity, and Graeter’s was smart to jump on the bandwagon.

What is even more impressive than capitalizing on the arrival of the hippo was Graeter’s decision to leverage the event even further by re-releasing the flavor in celebration of Fiona’s first birthday. They have even sweetened the deal by commissioning a local artist to design the containers, drawing even more attention to the product.

What event can you re-commemorate? It’s easy to think of milestones in your organization’s history, but be more creative that than. The one-year anniversary of a large donation? One thousand days since a new service was offered? Your boss’s start date at the organization?

There is no need to save specialness for a one-time use.

Thanks, Lucy!

leadership dot #2051: sleep over

Businesses are always seeking ways to drive traffic and our local Chick-fil-A has hit upon an ingenious way to do so. Tonight is the Stuffed Animal Sleepover – a concocted event where children bring in their stuffed animals this evening (accompanied by their family, of course – and since we’re there, why not eat dinner) – and then come in the morning to pick up their stuffed friends (lo and behold, Chick-fil-A also serves breakfast!).

Children are encouraged to come in their pajamas, the Chick-fil-A Cow will be on hand and overall I expect it to be a madhouse. All for essentially no cost to the restaurant. I am sure that in the morning the staff will make up stories about the “adventures” the stuffed friends had and it will be a win-win for all involved.

Think about how you can model this promotion in your organization. Is there something that you can do to pique interest in visiting your business: providing a behind-the-scenes tour, a bank offering to put coins in the special vault for the night, having a scavenger hunt in a store or taking photos in a special place or with a mascot?

With the right idea, it doesn’t take much money to generate great interest.

leadership dot #2050: we can do it

The “Rosie the Riveter” poster was an inspiration to employees at Westinghouse in the 1940s – an encouragement for a new wave of female employees to join the workforce and invigorate the war effort. The image did not gain its popularity until it was commercialized in the 1980s, and since then has become an iconic symbol of feminism, grit and perseverance. The “We can do it!” refrain has become a mantra for thousands of others.

Rosie in the poster has been personified and is easily identified by most people, but mystery shrouds the identity of the inspiration for the artwork. Rosie’s identity still is not confirmed but is now believed to be Naomi Parker Fraley, (even though other accounts had attributed J. Howard Miller’s image to another woman) who passed away this week at age 96.

I learned of Parker Fraley’s death from my administrative assistant of nearly thirty years ago. She saw “Rosie’s” obituary and thought I would want to know – as if were news about an old friend. It reminded her of the days when I used Rosie as a rallying cry for my new staff as we sought to create a new culture on campus, and brought back fond memories of the time when we were on a mission to achieve something as audacious as what Rosie herself embodied.

No one is sure of whether Parker Fraley is the “real Rosie”, but a solid identity does not matter. Rosie is not a person, rather a symbol and inspiration – a reminder that with determination and grit much can be achieved. That spirit and motivation can live on to galvanize another generation of change makers if you let it.

leadership dot #2049: impossible

Talk about the impossible task: Keep your 10-week old puppy calm for six weeks until she is old enough to have surgery on a torn ACL. It is not going to happen.

The instructions from the vet made me think about other equally ludicrous goals that we give employees: pick up the work of the person who left and do your job, too; make monumental changes without revising any policies; serve more customers and serve them well, but without any additional resources, etc.

Why do we add to the frustration by expecting the unrealistic?

Part of our role as a supervisor is to help set priorities. It would serve a far greater purpose if lofty ambitions were broken down into specifics and given rankings: “Be sure the puppy doesn’t climb stairs” might actually occur. “Please do the reporting Chris used to do before you do the work for Committee X.” “Prepare a list of key policies that would be impacted by the change and your recommendations to alter them if needed.” “Let me know how we can reduce barriers and make customer service our first priority.”

Help your staff achieve results by keeping your expectations grounded and prioritized. You are far more likely to see progress in a narrowly defined area than with a broad wish list. Specificity encourages success.

leadership dot #2048: forever

Without any fanfare at all, the US Postal Service again raised its rates for First Class stamps. I doubt you have noticed, but as of Sunday, stamps now cost 50 cents each.

It used to be that an increase in rates was accompanied by a flurry of activity as everyone scrambled to buy the one-cent stamps or “letter” stamps that were put into production before the final rate was known. But once the USPS transitioned over to Forever Stamps that do not require a price supplement, they used this convenience as a way to increase more frequently and stealthily.

In the 1990s, there were three postage increases. Since 2007, when the Forever Stamp was introduced, there have been ten First Class rate hikes, approximately one every year. Rates in the last decade have gone up 21% -- from 41 cents to today’s 50 cents.

Think of how you can you learn from the (albeit self-serving) genius of the Forever Stamp. Is there a service you offer that frequently rises in price that you can offer on a pricing model that makes the increases less impactful for your customers? Can you offer a Forever rate for one of your key products as an incentive? If you haven’t increased prices lately, could you offer a “Forever” rate or a “For-a-Long-Time” rate and capitalize on your stability?

Maybe there is a way for you to put your stamp on a pricing model that makes sense in the long term.

leadership dot #2047: kaleidoscope

Creating something impactful is like assembling a kaleidoscope.

A kaleidoscope is an assemblage of multiple small, colored pieces of glass. By themselves, they don’t seem like much, but when put together in the proper environment the pieces make beautiful patterns and create delight.

Oftentimes in organizations, I see evidence of many of the “pieces” but no one has intentionally unified them. Different departments or individuals often do things that help the same goal – creating pieces of colored glass – but no one evaluates them as a whole or packages the offerings as an intentional kaleidoscope.

Pieces of glass, no matter how colorful, have far less impact without the structure and cohesion that a kaleidoscope viewer provides.

When you think about your team or organization, assess what “pieces” you have in existence already and then consider how you can make them into something more. Can you build on impromptu recognition techniques to create a recognition program? Perhaps you can take your “pieces” of stress reduction and make them into a robust wellness initiative? Or maybe you can take your random volunteer work and make it into a full-fledged service program that reflects your values?

Part of the magic of a kaleidoscope is that not everyone sees all of the pieces in the same way. Focus on gathering the pieces and let individuals experience what you have created through their own perspective.

leadership dot #2046: in person

When I was at Sam’s Club, there were blue tickets distributed throughout the store “entitling me to a free gift!!!” Free is such a magic word! I fell for the pitch and went to claim my reward.

Before I could receive my “free paring knife – a five dollar value!” I needed to listen to the salesperson’s pitch about a set of knives that he was selling. I barely cook and I certainly do not need a 9-piece set of knives, but by the end of his demonstration, I was ready to hand over $50 to have them. (But I refrained!)

The combination of seeing P.T. Barnum in The Greatest Showman and then listening to a smooth-talking huckster caused me to pause and consider the value of an in-person sales message. I would not have spent five seconds, let alone five minutes, watching an online demonstration of knives, yet there I was, gathered around the booth at Sam’s. I would have even walked by a display in the aisles without giving it a second glance, but the salesman made the cutlery seem like both magic and a bargain.

Think about what you or your organization is trying to sell. Maybe the best way to accomplish this is to ask people to “step right up” and see what you have to enhance their lives.

leadership dot #2045: solutions

Airports seem like great places to get exercise: they have miles of corridors for walking and most people there have ample time on their hands with nothing else to do. But somehow the logistics of walking with a carry-on in tow or dragging a rollerboard suitcase behind you diminishes the appeal, so most people end up sitting idly or balancing a computer on their lap to accomplish business.

Minneapolis airport has found a way to make work compatible with exercise while waiting in their terminals by providing treadmill desks. These machines allow people to walk and have a stable desk space while leaving their luggage resting beside them. Stand up desks have become popular in the office; maybe treadmill desks will catch on as well.

Think about the problems that your customers have. Is there a way that you can solve them with innovative solutions? Maybe hospitals could provide the treadmill desks for visitors who spend long hours waiting. Perhaps you could provide bowls at movie theatres to make it easier to share (rather than spill) big buckets of popcorn. Or you could offer sunscreen in dispensers (like hand sanitizer) at your outdoor event.

Look at your customer’s frustrations as opportunities for you to shine.

Thanks, Tracy!

leadership dot #2044: searching

A friend asked for my advice as her daughter begins the college search process. Maybe this advice can help you or someone you know as you embark on this milestone.

This is what I recommend:

1. Visit campus when school is in session and do an individual visit at anyplace that you are serious about. Visit programs are fine to get an overview, but I would visit 1:1 to the schools on the short list.
2. While there, watch how staff interacts with each other and with faculty/students. Do they call students by name when passing in the hall? Greet each other? Treat faculty and staff the same? I think you can tell a lot about the climate from informal interactions. Is it a “we” place or a “they” place — you want to go somewhere where the staff genuinely likes each other because they will work together better and be more likely to resolve problems for your student.
3. Don’t pick a school based on a major, faculty member or coach. Yes, the institution should have the major that the student thinks they want initially, but chances are they will change majors and/or the individual person could leave. I used to tell students that they were looking for a fit in three areas: academically, socially (all out-of-classroom including athletics, involvement, the city, etc.) and financially. Consider it as a whole. The place with great academics may not be the best choice overall.
4. See your final financial aid package before deciding. The “too expensive” school may become affordable and the lesser-cost one may actually require more personal investment. Know the numbers before you choose.
5. Ask about freshmen retention: what are the numbers, what are the reasons students leave, what are they doing to help students stay. It will also tell you a lot about the climate and whether there is a culture of students-are-on-their-own or whether the institution invests resources toward student success.

The college search is a great paradox where on one hand it influences so much, but on the other hand, there are few wrong choices. I believe much of college is what a student makes of it. The same student can have a great experience and learn a lot almost anywhere if they put their mind to it. So don’t stress too much about it — go where the fit in the three dimensions feels best and enjoy!

leadership dot #2043: habits

Since January is the month of many people trying to start new habits, some advice from writer Gretchen Rubin may be helpful. In her book Better than Before, Rubin categorizes people as Abstainers or Moderators when it comes to habit formation: Abstainers do best when they cut out the undesirable behavior entirely whereas Moderators feel deprived without some latitude to indulge on occasion.

Understanding your personal preference will go a long way in helping you keep your resolutions or achieve your goals. If you are an Abstainer, you are best by not ordering the popcorn at the concession stand because you have a difficult time eating “just a little.” You are better off by not turning on the television some nights because you find it challenging to stop after just one show, or you will find more success by cutting swear words out of your vocabulary entirely instead of just cutting back. Soon it becomes a habit to be without and Abstainers feel no sense of loss once their new, automatic response is engrained.

Moderators do best when they have self-imposed restrictions, but retain the ability to make changes in moderation. They can cut back on carbs, instead of eliminating them entirely. They succeed at reducing latte expenditures but don't’ need to stop having their treat. Moderators have the ability to say no to certain volunteer obligations and yes to others. If a Moderator attempts to cut something out entirely, they will resent it and push back on the behavior.

Understanding your leanings will go a long way toward setting you up for success. If you know you are an Abstainer, don’t tempt yourself by breaking the barrier and if you are a Moderator, don’t punish yourself by saying no to everything.

A little self-knowledge can go a long way in solidifying the behaviors that we seek to repeat.

Better than Before: Mastering the Habits of Our Everyday Lives by Gretchen Rubin, 2015.

leadership dot #2042: pass

For Christmas, I received a year’s subscription to the MoviePass – a new program that, for about $10/month, allows you to see one movie per day in almost any movie theatre. It has been the greatest gift!

What I have discovered is that I really like movies on the big screen – much more than I realized that I did. I have seen more films in the theatre in the past month than probably in the past year. I take more risks and see things that I would not have otherwise paid to see. I see movies that I love multiple times (and, in the case of The Greatest Showman, yet again for the sing-along version!). I go to the theatre because it is now literally cheaper than renting from Redbox as long as you can resist the concession stand.

Instead of going to a movie as a rare treat, I this month I have seen several movies a week. Maybe the novelty will fade (or the post-Christmas selection of films will wane), but for now, I am really enjoying this cinematic addition to my entertainment.
MoviePass is a confluence of two key trends: a) a subscription service where people pay a recurring fee to get access to something and b) the use of data to mine the purchasing habits of the buyers. Part of what funds MoviePass is the data that the company sells to studios about the demographics and attendance patterns of the users. They already know how many tickets are sold, but now they know much more about who has purchased them.

Think of how your organization can capitalize on either one of these behaviors. Can you offer part of your services as a subscription for your most dedicated clients? Or perhaps you have data that could be valuable to your efforts (or to someone else’s)?
Implementing either strategy could be the ticket to your organization’s future success.

leadership dot #2041: silos

Many times when organizations are looking for new ideas, people’s minds center around expansion in the industry that they are currently in: colleges create additional majors, banks add new financial instruments, or retailers begin to carry a different product line. All of these are appropriate sources of new revenue but stay within known parameters (and thus limits to growth).

One farmer in Illinois thought about his resources in new ways. Instead of planting an additional crop or buying more acres, he moved beyond agriculture to venture into the recreation business by converting an old silo into a climbing wall. The existing height of the silo structure was perfect for climbing needs and with some retrofitting it has become a novel entertainment destination for people in the area.

Organizations often talk about “breaking down silos”, but maybe your quest should be to leave them standing – literally – and repurpose the use of your organization’s resources instead.

leadership dot #2040: love

I received a Christmas card that said: “When we don’t know exactly what to do, we use the guide ‘Do what love would do’ to remind us that our decisions and actions should always be worthy of those we love.” It was from Alia, a non-profit working with foster care innovation, but I have taken the mantra to heart this week as I attempt to train my new puppy.

When I put her in the crate on the first night, she howled – then cried the most pitiful whimper. I thought of what it must be like to be without her littermates and to be in this strange house, so I ‘did what love would do’ and put her in a laundry basket next to my bed and let her sleep there.

On Night #4, Emma learned that she could jump out of that basket – and that it was much more pleasant to relieve herself inside the warm house – so I ‘did what love would do’ again and insisted that she start spending the night in her crate. After a mere moment of protest, she snuggled in for the night and now freely goes into the crate on her way to becoming a well-mannered dog.

Whether with a puppy, a child or a supervisee, love doesn’t always mean saying yes. Sometimes love requires a definitive no and setting boundaries that will help foster love and respect going forward.

leadership dot #2039: wires crossed

I recently donated blood and this was the office in which the staff took my vital signs and conducted my donation history:



Who thought that it was ok to leave the wiring like this? Did the installer prioritize speed over pride by leaving the job in this manner? Do the nurses even notice the entanglement when using this office to greet volunteer donors? Has the administration abdicated their responsibility for creating a professional atmosphere in which to conduct serious work?

I believe that the problem stems from the fact that it is a “general-use” office where multiple staff members meet with hosts of donors. No one has ownership of the space. It is used by everyone, so is cared for by no one.

Segments of highways receive more attention than this donor office.

Do you have common spaces in your organization that need to be “adopted” by someone to provide routine cleaning and inspection? Your space is part of your brand and reputation. Don’t let your wires get crossed as to who is responsible for maintaining it.

leadership dot #2038: conversion

For Christmas this year, I gave my siblings a flash drive – with 3,347 family slides scanned onto it and made a print book with a selection of shots. It was undoubtedly a labor of love, but one that proved to be quite timely given other circumstances. The slides had been sitting in my basement in carousels for several years since we cleaned out the childhood home, but they had remained untouched.

When I started the scanning process, I found many carousels (aka hundreds of slides) that none of the “kids” had ever seen before: my mom and dad’s dating days, wedding and honeymoon; photos of my mom and her sister in high school and slides of times long before any of us were even a thought. While we had spent countless hours watching slides of the family, we always started with our childhood – where we could see ourselves in the pictures – without ever caring about those early days.

If I had not scanned those slides, I am positive that no one would have ever seen them, and now they have become prized treasures.

Think about what old media is lurking in the basement of your home or organization. Are there old documents or photographs that would be better put into a book that could be shared? Can you find untold stories in storage that should be put into a vehicle to be appreciated? Is there a project that would make the visuals of your legacy come to life?

It may not be easy to convert old memories into modern methods, but it is so worth the effort to do so.

leadership dot #2037: airbags

Suddenly losing your job is like being in a car accident: you are tooling along at 65 mph when you unexpectedly hit a wall. It results in emotional damage if not physical and changes everything: insurance, social engagements, standard of living and a sense of security. The impact is substantial.

More than anything else, losing your job takes a toll on trust. The job loss itself is exacerbated by a feeling of betrayal that comes from those who ignore the pain you are feeling: the people that you worked with daily that you never hear from again or others that you thought were more than colleagues who did not acknowledge your departure or share any regret about your loss.

If you know someone that loses their job – no matter what the reason – treat it like they were in an accident. Reach out to them with a note or email to acknowledge their pain and wish them well. Make an effort to provide closure in a way that honors the fact that you did have a connection and that something has been lost. The messages, however brief, become airbags that protect self-esteem and allow the person in the accident to drive again.

leadership dot #2036: a million dreams

The movie The Greatest Showman is a colorful, vibrant and thoroughly enjoyable musical that loosely tells the story of P.T. Barnum and the start of his circus. Barnum was an entrepreneur that pioneered modern marketing and the show highlights many of the positive aspects of his flawed life.
What intrigued me more than the Barnum story is the backstory about how the movie was made. The Greatest Showman was in development for seven and a half years as many people worked to get the studio to take the risk of green-lighting an original movie musical.

First-time director (Michael Gracey) wanted to hire composers Benj Pasek and Justin Paul, two unknowns then in their twenties with no film experience. Gracey “told a fib” about the composers’ credentials, leading a studio executive to believe that they had won a Tony for James and the Giant Peach – a show that has not been on Broadway. Fortunately, the executive was oblivious to the fabrication and gave his approval for the duo. Not only did Pasek and Paul write engaging music for the movie, during the long years of Greatest Showman development they also wrote the Oscar-winning score for La La Land and the Tony-winning music for Dear Evan Hansen!

P.T. Barnum would have been proud of the hutzpah and persistence the players took to get The Greatest Showman made. The studio took a chance, the director went out on a limb and the whole movie was built on faith. I recommend seeing it (in the theatre on a grand screen as it is meant to be viewed) – not just for the pure entertainment value, but also as a reminder that sometimes we all need to take risks and follow our dreams.

Learn more from Hugh Jackman’s interview: http://people.com/movies/the-true-story-behind-hugh-jackmans-the-greatest-showman/

leadership dot #2035: across the street

As I look out my window, I see my yard nearly devoid of snow, whereas directly across the street my neighbor’s yard is completely covered in white. The same weather occurred over the same geography, yet produced drastically different results in close proximity.

When I purchased my home, I did not pay any attention to which side of the street upon which it was located, but for the months of winter in Iowa it does make a difference. I have a dry driveway and sidewalks while my neighbors with Southern sun exposure have a clear backyard but ice-coated walks.

Decision-making occurs in many layers. In this case, I considered the city, then the neighborhood, then the house itself. I did not take into account the sun exposure, proximity to the mailbox, the angle of the hill upon which I needed to navigate in ice, or grading of the yard that I needed to mow in summer. All these features were at layers more detailed than I gave credence to in my decision-making process, but they have impacted my experience of living here.

The more you know about a topic, the more inclined you are to want to deepen the number of layers you examine. Don’t do it! Before you begin the decision-making process, determine what level of detail is appropriate for you to examine and ignore the rest. You may unknowingly be trading off snow in the winter for a lush lawn in the spring, but at least you will have made a decision instead of perpetually searching for the “perfect” option.

leadership dot #2034: listening

Former Commandant of the Marine Corps, Louis Wilson, Jr., remarked that by the time things got to his desk that everything was wonderful. He became tired of hearing sanitized versions of how things were going in the field and annoyed that people would tell him the positive side of the news to help situations look better.

To learn what was really going on, Wilson conducted a “listening tour” where he went into the field and to other facilities and asked people to tell him what the problems were. At first, he did not get much response, but eventually, people believed that he was serious and shared their impressions with the General.

As Commandant, Wilson was a full-time member of the Joint Chiefs of Staff and the highest-ranking Marine, yet he did not rest on those laurels or take the easy route to accept things at face value.

Maybe it is time for you to start the new year with a change of location. Get out there among your staff, peers and customers to learn what is really going on. You may need to spend some time convincing others of your sincerity and desire to hear the unvarnished truth, but it will be a wise investment of time. You can’t solve problems if you don’t know they exist.

Thanks, Curt!

leadership dot #2033: light

When I was sleeping in my brother’s basement over the holidays, there was just one small window that had access to the outside. Even with a screen and weather protector on it, the sunlight that it allowed in was enough to illuminate the whole area. The same phenomenon happens in hotel rooms, where a gap in the blackout drapes can create a ray of light powerful enough to bathe the whole room in daylight.

How can you act like that window this year?

Like the sliver of light that finds a way to eradicate the darkness, your individual actions can be enough to create light for all those around you. You may not be able to illuminate the whole house alone, but you can provide enough shine solo to change the tenor of the room.

Make your resolution to be that window and provide that ray of hope.

leadership dot #2032: a problem

Movies are a prime source of phrases and iconic sayings that become part of everyday vocabulary. One of the more famous lines popularized by a movie is: “Houston, we have a problem” as relayed by astronaut Jim Lovell (Tom Hanks) in Apollo 13.

AMC Theatres capitalized on that familiar saying and used it as the sign on the restroom stall that was not functioning. Instead of a generic “out of order” notice posted on the door, they hung a “Houston we have a problem” notice.

The sign accomplished the same thing to stop patrons from entering, but it did so in a way that was clever and very on-brand.

Think about the language that is germane to your industry or organization. How can you incorporate some of it into your signage, wayfinding or art? Branded signs are small things, but all brands are a compilation of a thousand decisions that make a unique whole. Be intentional about what is written on yours.

leadership dot #2031: botched

Online ordering is so easy, and most of the time it is efficient as well. But not always.
We know of at least one family that ordered flowers through the funeral home app but they never were delivered to us. Below is a picture of another memorial that was left on the doorstep in sub-zero weather and arrived in this condition.



When you hit “purchase”, you are putting your goodwill and reputation in another person’s hands, or more accurately, in many others’ hands as your item moves from the vendor through delivery. A lot can go wrong in the multiple transitions.

Don’t hit “send” and forget about it. Ensure that your order arrived with the care that you intended and take the lead in following up with the seller if it did not. Your recipient will be grateful to know that you generously conveyed your greetings, even if the carrier did not deliver them in the manner intended.

leadership dot #2030: specialized

There is such a difference when you work with a specialist instead of a generalist. Those who provide narrow services understand the depth and nuances of their work and are often able to anticipate needs instead of just fulfilling them upon request.

We saw that recently at the funeral home: we left the initial meeting equipped with foam core for photo boards, information about social security survivor benefits, a floral order and a book of suggested readings. The staff gave the priest holy water at the precise moment, like a nurse handing a surgeon a scalpel when needed. They had trash bags to transport flowers safely, canvas bags to carry the guest book and photos and thank you notes on demand. Whether it was an obituary template, instructions on how to dry roses and turn them into a rosary or a list of caterers, I doubt we asked any question that hadn’t been asked before.

One of the greatest services a specialist can provide is to limit the number of choices the client has to make. The number of options can quickly become overwhelming, and a true expert knows how to stagger the decision-making points and how to make them manageable. Anticipating what the client wants to know – and knowing when they need to know it – can go a long way in providing real value in the process.

Think of how you can specialize in one aspect of your work. What can you do to see your services through a client’s lens and then attend to the details in a manner that proves helpful instead of overwhelming? You are the one who sees the big picture; help your client build the frame of the puzzle first and fill in the pieces as needed.

leadership dot #2029: escaping

Escape Rooms were the hot ticket over the holidays. Whether solving a bank heist, finding the pirate booty or helping the wizard reclaim his kingdom, the teens and tweens couldn’t get enough of them. My nieces and nephews drove an hour to participate in one at 9:40pm – the only time they could get a reservation.

For those unfamiliar with the premise, a small group enters a room and locates clues to solve a mystery. It is an exercise in problem-solving and logic intertwined with technology: put the wooden piece in the holder in a specific way so the invisible magnets touch and open another hatch or press the buttons in sequence to receive a new clue, etc.

Think about the Escape Room as a model for motivation. The rooms are all about the experience itself. There are no prizes or rewards (other than holding up a sign for the photo at the end). People take the task as seriously as if they were hired to do it, even though in reality they are the ones who paid for the privilege. There is a problem to be solved and groups work together to find the best solution.

How can you structure your work experience so people feel like they are in an Escape Room instead of wanting to escape your workplace? The intangible element of engagement is a far more powerful motivator than tangible rewards.

leadership dot #2028: three billboards

I recently saw Three Billboards outside Ebbings, Missouri, a movie about a woman who posts a larger-than-life message to the sheriff who has yet to capture the person who murdered her daughter. Seven months have gone by without an arrest so Mildred (Frances McDormand) places the billboards that read: Raped While Dying // And Still No Arrests? // How Come, Chief Willoughby?

The movie revolves around her rage which gets expressed in many unhealthy forms, but also about the torment of wanting answers to something that is unanswerable. As the Chief (Woody Harrelson) reports, “some cases are not solved.”

Many things go on in life that seem to make no sense to us. We want answers for illnesses, disasters and deaths although we ware unable to receive an explanation. We want solace when only time can provide an inkling of that most welcome emotion.

Venting your anger on billboards may not be the most effective method of expressing your grief, but the movie does give the viewer many themes to ponder. Maybe you can use its premise and construct for yourself three virtual billboards to vent your frustrations and sorrows in a palatable way. What would your three billboards say?

leadership dot #2027: yet

I made a purchase in a small independent gift store and asked for a gift receipt. The owner, who was also running the register and appeared to be the only employee, said: “Oh, we aren’t able to offer them – yet.”

What a hopeful word: “yet.” It acknowledges that she knows her current limitations, but has plans to overcome them.

I used to tell my staff that everything was better than it was and not as good as it could be. Yet.

Think about how you can convey a sense of possibility with your vocabulary this year.

leadership dot #2026: hiatus

The dots are back after a hiatus, the first time in five-and-a-half years that I did not publish daily dots. Many might think that I took a break for the holidays, and how I wish that were true. Instead, in those two weeks, we moved my mom to an in-patient hospice facility, told stories until the end, and then held her funeral. I am still trying to process it all.




When I was staring at the computer screen the day before I joined my family at the hospice facility, I debated long and hard about whether to continue the dots or not. I did not want to break the streak of 2026 consecutive posts or back down on the commitment to myself to write every single day. In the end, I decided that these were extraordinary times and taking a break was the wisest course of action, not just an excuse because I did not feel like writing.

It is hard to know when to push through and when to pause. For me, admitting that I needed a break was difficult, but it was definitely the right option. During the last two weeks I had no mental capacity to write or words of wisdom to share, and not having to worry about publishing dots was the one source of stress that I could relieve.

As you welcome the new year, cut yourself some slack. Your wisest resolution may be to stop doing something or to go on hiatus. Saying no is often harder than saying yes, but sometimes it is the only right answer.