When I am supervising staff or working with others, one of the things I listen for most is their personal preferences for things (approximately) under $5. And then I write them down so I remember them. Later, this information becomes a treasure trove for "the perfect something" to enhance a note of recognition or to express appreciation for a job well done.
My list has quite the variance. I know that a certain person likes Three Musketeers, while another loves salt water taffy, and yet another can't get enough of Sour Patch Kids. Some on my list would most appreciate a peppermint latte, while others would like a Pez dispenser, a Flair marker, a stress ball, cupcake sprinkles, a holiday tie, alligator office clips, Inkjoy pens or an orange Dreamsicle. I know who likes diet Coke and who prefers diet Pepsi, who likes unicorns and who has a thing for owls. I even know that someone likes pink Starburst (only) and that someone else likes just the dark chocolate Frango mints.
If it's a low cost item, I take note when someone comments that they would like something. In the past, that has been a certain color earrings they couldn't find, something from the Smart Women collection, a first-of-the-season caramel apple or a scarf in spirit colors. There is often a lag between the comment and the perfect moment to present it, but that can make an even greater impact.
While it's important to learn about your colleague's family and big things in their life, there is great untapped potential that comes from learning about the little things too. Recognition has so much more power when the token is specific and meaningful to the recipient. Listen and pay attention to the little loves, and you will get much more bang from your buck or two.
-- beth triplett
leadershipdots.blogspot.com
@leadershipdots
leadershipdots@blogspot.com
Showing posts with label favorites. Show all posts
Showing posts with label favorites. Show all posts
Thursday, July 14, 2016
Monday, May 23, 2016
#1452 gray
One of my favorite ways to assess how someone really feels about an issue is to ask them to give their answer along a spectrum. It's easy to say that you are for or against something, but that implies a false dichotomy; in reality, there are many shades to an answer and discerning those subtleties provides a much deeper understanding.
For example, in interviews, no one is going to say that they don't like technology. So I ask: "On the technology spectrum, how comfortable are you with using it: Geek to using it as a practical tool." Or I may ask: "On the social media spectrum, how engaged are you?" I have found that I receive much more revealing answers and have a truer sense of the person's actual skills or preferences.
I also use the spectrum scale in other settings. In a recent session about strategic planning with a board, I asked members to rate where they fell on the planning spectrum on such issues as where goals should fall between safe and audacious, whether ideas should fall toward those which fit in the current budget vs. costs should be ignored, whether they weighed in closer to stewardship or innovation, and how they would rate their desire for building on strengths vs. addressing weaknesses. Of course, my scale did not have an exact mid-point, forcing members to stake a preference toward one side or another -- which stimulated some great discussions as well as a more clear understanding of how similar (or different) opinions were.
When you frame your questions to receive answers around a spectrum, you will learn about nuances that a simple "yes" or "no" will never reveal. Make it your goal to see the range of grays on your palette before you paint yourself into a black or white corner.
-- beth triplett
leadershipdots.blogspot.com
@leadershipdots
leadershipdots@gmail.com
For example, in interviews, no one is going to say that they don't like technology. So I ask: "On the technology spectrum, how comfortable are you with using it: Geek to using it as a practical tool." Or I may ask: "On the social media spectrum, how engaged are you?" I have found that I receive much more revealing answers and have a truer sense of the person's actual skills or preferences.
I also use the spectrum scale in other settings. In a recent session about strategic planning with a board, I asked members to rate where they fell on the planning spectrum on such issues as where goals should fall between safe and audacious, whether ideas should fall toward those which fit in the current budget vs. costs should be ignored, whether they weighed in closer to stewardship or innovation, and how they would rate their desire for building on strengths vs. addressing weaknesses. Of course, my scale did not have an exact mid-point, forcing members to stake a preference toward one side or another -- which stimulated some great discussions as well as a more clear understanding of how similar (or different) opinions were.
When you frame your questions to receive answers around a spectrum, you will learn about nuances that a simple "yes" or "no" will never reveal. Make it your goal to see the range of grays on your palette before you paint yourself into a black or white corner.
-- beth triplett
leadershipdots.blogspot.com
@leadershipdots
leadershipdots@gmail.com
Thursday, April 14, 2016
#1413 fleas
Some of my favorite weekend activities are attending flea markets or going to garage sales. Many people think of the two events as interchangeable, but a connoisseur knows that when they are true to form, they are quite different.
At a garage sale, people are looking to sell their items and get rid of them. Bargains abound, especially toward the end of the sale, when sellers would rather make you a deal than keep their possessions. At a parish-wide garage sale last weekend, I purchased a manual typewriter for the marked price of 25 cents. The same model is listed on eBay for $55 (not that I am selling it!)
Flea markets, at their purest, are more like antiquing. Items are often sold at a premium, as vendors are hoping to make money from their unique or rare treasures. If something doesn't sell, they will most likely pack it up and try again later rather than giving it away for a bargain. At my last flea market, I paid $1 for a vintage Rainbow Tablet notepad that is clearly marked for 10 cents as the original price.
To be successful -- as a shopper or a seller -- you do best when you understand the event and have the right mindset regarding the transactions. While the two selling arenas appear to be similar, in fact, there are important distinctions. I would have expected to pay $25+ rather than 25 cents for the typewriter at a flea market, and would have wanted the 10 cent notepad for, well, 10 cents or less at a garage sale.
Think about the programs your organization is offering and consider whether it is possible they are being confused with another type of event in a similar category. Is your service project being perceived as a fund raiser? Or is your open house really a scheduled program? Maybe your educational webinar is seen as just an advertising pitch? Or what you promote as a town hall is more of a presentation vs. open forum where people can ask questions?
Be clear about the nuances in your category so you can align expectations with reality. People need to know if they need to bring their checkbook or a coin purse to your sale.
-- beth triplett
leadershipdots.blogspot.com
@leadershipdots
leadershipdots@gmail.com
At a garage sale, people are looking to sell their items and get rid of them. Bargains abound, especially toward the end of the sale, when sellers would rather make you a deal than keep their possessions. At a parish-wide garage sale last weekend, I purchased a manual typewriter for the marked price of 25 cents. The same model is listed on eBay for $55 (not that I am selling it!)
Flea markets, at their purest, are more like antiquing. Items are often sold at a premium, as vendors are hoping to make money from their unique or rare treasures. If something doesn't sell, they will most likely pack it up and try again later rather than giving it away for a bargain. At my last flea market, I paid $1 for a vintage Rainbow Tablet notepad that is clearly marked for 10 cents as the original price.
To be successful -- as a shopper or a seller -- you do best when you understand the event and have the right mindset regarding the transactions. While the two selling arenas appear to be similar, in fact, there are important distinctions. I would have expected to pay $25+ rather than 25 cents for the typewriter at a flea market, and would have wanted the 10 cent notepad for, well, 10 cents or less at a garage sale.
Think about the programs your organization is offering and consider whether it is possible they are being confused with another type of event in a similar category. Is your service project being perceived as a fund raiser? Or is your open house really a scheduled program? Maybe your educational webinar is seen as just an advertising pitch? Or what you promote as a town hall is more of a presentation vs. open forum where people can ask questions?
Be clear about the nuances in your category so you can align expectations with reality. People need to know if they need to bring their checkbook or a coin purse to your sale.
-- beth triplett
leadershipdots.blogspot.com
@leadershipdots
leadershipdots@gmail.com
Wednesday, March 30, 2016
#1398 amendment
The U.S. Constitution was ratified in 1787, and the first ten Amendments to it were ratified in 1791, just four years later. In the subsequent 225 years, there have only been a dozen more Amendments.
Not only is this a story about America, I think it is also a model for how most change happens.
It is difficult getting the initial concepts from idea to paper, and then it is often challenging to get that concrete delineation of change ratified. Once something is spelled out in writing, it gains clarity, and often this means that what is made clear by the writer is not what others thought it would be.
Once the idea is approved, details must be decided that were either not thought of or not articulated in the initial proposal. I believe this is akin to the Bill of Rights; things were clarified shortly after passage of the Constitution that were not considered or codified in the initial document. When a new process or program is introduced is when the most decisions must be made, as there is no precedent or clear interpretation of what was intended.
But after a change is in effect for a period, people adjust and understand the parameters and fewer major modifications are required. The change also becomes ingrained; it would be incredibly difficult to abolish or even rewrite the Constitution today.
The next time you are trying to enact a major change, follow the constitutional model. Get approval as soon as you are able for the broad initial constructs. Clarify or amend shortly thereafter to provide the detail necessary for implementation, and then let time take over to help the "change" become accepted as the "normal." (This is why "piloting" something works so well; it reduces the barriers to start and inertia takes over to help build momentum towards permanence.)
America is a different place than when the Founders took out their quills and penned the initial document, but the change process remains as consistent as the Constitution itself. Think about that the next time you want to create your own revolution.
-- beth triplett
leadershipdots.blogspot.com
@leadershipdots
leadershipdots@gmail.com
Not only is this a story about America, I think it is also a model for how most change happens.
It is difficult getting the initial concepts from idea to paper, and then it is often challenging to get that concrete delineation of change ratified. Once something is spelled out in writing, it gains clarity, and often this means that what is made clear by the writer is not what others thought it would be.
Once the idea is approved, details must be decided that were either not thought of or not articulated in the initial proposal. I believe this is akin to the Bill of Rights; things were clarified shortly after passage of the Constitution that were not considered or codified in the initial document. When a new process or program is introduced is when the most decisions must be made, as there is no precedent or clear interpretation of what was intended.
But after a change is in effect for a period, people adjust and understand the parameters and fewer major modifications are required. The change also becomes ingrained; it would be incredibly difficult to abolish or even rewrite the Constitution today.
The next time you are trying to enact a major change, follow the constitutional model. Get approval as soon as you are able for the broad initial constructs. Clarify or amend shortly thereafter to provide the detail necessary for implementation, and then let time take over to help the "change" become accepted as the "normal." (This is why "piloting" something works so well; it reduces the barriers to start and inertia takes over to help build momentum towards permanence.)
America is a different place than when the Founders took out their quills and penned the initial document, but the change process remains as consistent as the Constitution itself. Think about that the next time you want to create your own revolution.
-- beth triplett
leadershipdots.blogspot.com
@leadershipdots
leadershipdots@gmail.com
Monday, March 7, 2016
#1375 laundry lessons
Of all the chores I regularly do, laundry is my favorite. I also think that it provides lessons on how we can do other work:
> It's an effective use of in between time. Doing laundry isn't exactly multi-tasking in the traditional sense, but I can read while the cycle is running and still feel like I am being productive. I get downtime without any twinge of guilt if a load or two is done in between!
> I set limits on laundry. I do it on Sundays, and even though dirty clothes will accumulate as soon as Sunday night, I never think of dealing with them until the next weekend. This is a good practice in setting boundaries and applies to many other things (like how often you check email and social media, or how many hours you work.)
> It is a finite task. When the laundry is finished on Sunday afternoon, it is done. There is a tangible product, and an output. In the words of Seth Godin, "we shipped." Your work should provide a sense of satisfaction on a completed job well done, even if it is putting the last of the clean clothes in the drawer.
Most everything we do has lessons for other things. Take a new look at your routine chores like laundry and see if there are things you can learn that relate to your work or other duties. There may be unseen lessons that come out in the wash.
-- beth triplett
leadershipdots.blogspot.com
@leadershipdots
leadershipdots@gmail.com
> It's an effective use of in between time. Doing laundry isn't exactly multi-tasking in the traditional sense, but I can read while the cycle is running and still feel like I am being productive. I get downtime without any twinge of guilt if a load or two is done in between!
> I set limits on laundry. I do it on Sundays, and even though dirty clothes will accumulate as soon as Sunday night, I never think of dealing with them until the next weekend. This is a good practice in setting boundaries and applies to many other things (like how often you check email and social media, or how many hours you work.)
> It is a finite task. When the laundry is finished on Sunday afternoon, it is done. There is a tangible product, and an output. In the words of Seth Godin, "we shipped." Your work should provide a sense of satisfaction on a completed job well done, even if it is putting the last of the clean clothes in the drawer.
Most everything we do has lessons for other things. Take a new look at your routine chores like laundry and see if there are things you can learn that relate to your work or other duties. There may be unseen lessons that come out in the wash.
-- beth triplett
leadershipdots.blogspot.com
@leadershipdots
leadershipdots@gmail.com
Tuesday, February 16, 2016
#1355 residue
I had a vinyl window cling in my window that no longer was applicable so I removed it. At first glance, it appeared to come off without leaving a trace, but when sunlight came, the outline of the decal was quite apparent.
I washed the window and the same thing happened: at first it seemed like the residue had disappeared, but when I viewed it in daylight, the outline remained. I needed to use the trusty Goo Gone and a lot of elbow grease to truly remove its presence.
Do you have experiences like this vinyl decal: you think it is easy to put them behind you, but in reality their effects linger on? Maybe in one light it's possible to forget that it was there, but in other settings it is not.
Memories and experiences can be like this decal. As much as you wish you could just make them disappear, their impact is deeper than that. Allow yourself some time and prepare for some effort to banish them.
I washed the window and the same thing happened: at first it seemed like the residue had disappeared, but when I viewed it in daylight, the outline remained. I needed to use the trusty Goo Gone and a lot of elbow grease to truly remove its presence.
Do you have experiences like this vinyl decal: you think it is easy to put them behind you, but in reality their effects linger on? Maybe in one light it's possible to forget that it was there, but in other settings it is not.
Memories and experiences can be like this decal. As much as you wish you could just make them disappear, their impact is deeper than that. Allow yourself some time and prepare for some effort to banish them.
-- beth triplett
leadershipdots.blogspot.com
leadershipdots.blogspot.com
@leadershipdots
leadershipdots@gmail.com
leadershipdots@gmail.com
Thursday, February 11, 2016
#1350 dishes
If you keep up with dishes and do them right away, it requires little effort to keep the dishes clean. If you let them sit in the sink for days on end, the food dries and hardens, thus requiring strength to remove it.
I think this simple little analogy applies to weight loss as well. If you eat healthy foods on a regular basis and maintain your desired weight, it becomes a routine that demands less from you. But if you ignore your weight for awhile, it will require a much more strenuous effort when you turn your attention towards it.
The same can be said for all sorts of projects. If you keep up with the data collection, it's a piece of cake. If you go back and try to recreate it, it is arduous. If you are attentive to lawn maintenance, it is easy to maintain. If you let erosion and weeds take over, you have a chore on your hands to reclaim your landscaping.
The next time you're tempted to procrastinate or put off a seemingly minor task, visualize the stack of dishes. Do you want to wipe away the food with ease or spend the time deep scrubbing the pot?
I think this simple little analogy applies to weight loss as well. If you eat healthy foods on a regular basis and maintain your desired weight, it becomes a routine that demands less from you. But if you ignore your weight for awhile, it will require a much more strenuous effort when you turn your attention towards it.
The same can be said for all sorts of projects. If you keep up with the data collection, it's a piece of cake. If you go back and try to recreate it, it is arduous. If you are attentive to lawn maintenance, it is easy to maintain. If you let erosion and weeds take over, you have a chore on your hands to reclaim your landscaping.
The next time you're tempted to procrastinate or put off a seemingly minor task, visualize the stack of dishes. Do you want to wipe away the food with ease or spend the time deep scrubbing the pot?
-- beth triplett
leadershipdots.blogspot.com
leadershipdots.blogspot.com
@leadershipdots
leadershipdots@gmail.com
leadershipdots@gmail.com
Friday, February 5, 2016
#1344 pie chart
"To say a person is a happy person or an unhappy person is ridiculous. We are a thousand different kinds of people every hour." -- Anthony Doerr, "Memory Wall"
The above quote was recently published in the O magazine and it struck me as being particularly relevant.
I have recently experienced a big life change and so people are frequently asking me how I am. I want to answer that I am a pie chart of emotions. Some days (moments?) the proportion of feelings shifts, but I never am feeling just one thing. There is a whole conglomeration of emotion wrapped up inside.
Whether it be with emotion, strategy or deciding what path to take, resist the urge to label something as one way or the other. Life is much more complex than that and you'll do best to acknowledge the amalgamation rather than the dichotomy.
*Message card in February, 2016 O Magazine
The above quote was recently published in the O magazine and it struck me as being particularly relevant.
I have recently experienced a big life change and so people are frequently asking me how I am. I want to answer that I am a pie chart of emotions. Some days (moments?) the proportion of feelings shifts, but I never am feeling just one thing. There is a whole conglomeration of emotion wrapped up inside.
Whether it be with emotion, strategy or deciding what path to take, resist the urge to label something as one way or the other. Life is much more complex than that and you'll do best to acknowledge the amalgamation rather than the dichotomy.
-- beth triplett
leadershipdots.blogspot.com
leadershipdots.blogspot.com
@leadershipdots
leadershipdots@gmail.com
leadershipdots@gmail.com
*Message card in February, 2016 O Magazine
Saturday, January 23, 2016
#1331 niche
A waterbed is like a stick shift car.
Both of them appeal to a small segment of the population, and for that niche, they offer benefits that can't be found in the more mainstream variation of the item. While it may have taken some getting used to, after a while the users become not only comfortable, but almost evangelical about the items. It's worth the premium price or difficulty in locating them.
These specialty niche items are harder to share. (And, as it turns out, harder to steal. A carjacking was just thwarted because the thief did not know how to drive a stick!) But you can't toss your car keys to just everyone and your visitors never want to sleep in the waterbed.
Everyone probably uses an item or two that makes sense for them: A manual typewriter. A slide rule. A mug and brush for shaving with a straight edge razor. A phonograph. A wind-up clock. We all have our own definition of quality.
Embrace that which makes you comfortable, even if it isn't the most common version on the market. Maybe that is precisely why you love it.
Both of them appeal to a small segment of the population, and for that niche, they offer benefits that can't be found in the more mainstream variation of the item. While it may have taken some getting used to, after a while the users become not only comfortable, but almost evangelical about the items. It's worth the premium price or difficulty in locating them.
These specialty niche items are harder to share. (And, as it turns out, harder to steal. A carjacking was just thwarted because the thief did not know how to drive a stick!) But you can't toss your car keys to just everyone and your visitors never want to sleep in the waterbed.
Everyone probably uses an item or two that makes sense for them: A manual typewriter. A slide rule. A mug and brush for shaving with a straight edge razor. A phonograph. A wind-up clock. We all have our own definition of quality.
Embrace that which makes you comfortable, even if it isn't the most common version on the market. Maybe that is precisely why you love it.
-- beth triplett
leadershipdots.blogspot.com
leadershipdots.blogspot.com
@leadershipdots
leadershipdots@gmail.com
leadershipdots@gmail.com
Thursday, January 14, 2016
#1322 gallon
Motivation is like gasoline. If you only have a few drops of it, there isn't much combustion. A trail of gasoline drops doesn't fuel anything.
If you have sporadic motivation, it doesn't get you far either. You need to have a concentration of dedication -- time on task long enough to get into it -- for the energy to grow exponentially.
Don't put just a little effort into something and expect your brain to rev up any more than a drop of gas would propel a motor. Motivation and gasoline come by the gallon.
-- beth triplett
leadershipdots.blogspot.com
leadershipdots.blogspot.com
@leadershipdots
leadershipdots@gmail.com
leadershipdots@gmail.com
Monday, November 16, 2015
#1263 seeds of knowledge
A new colleague shared with us an item from the Internet that alleges you can predict the winter weather by the appearance of a persimmon seed.
According to this article, if the kernel is:
> spoon shaped, lots of snow will fall
> fork-shaped, there will be a mild winter
> knife-shaped, expect icy, cutting winds
It would have been easy for us to dismiss this and move on, but we needed to know. First off, we needed to know what a persimmon was since no one was quite sure (looks like a tomato; but is hard and tastes like a pumpkin). Then we needed to know where to buy one (answer: Walmart, not either of the grocery store chains).
We gathered around for our grand experiment and what did we learn? That the Fuyu persimmon we purchased is seedless! AHHH!!!
But our colleague did learn that this is a metaphor for how we do things. We share. We ask questions. We do research and learn more. We don't give up when we can't find things the easy way. We experiment. We test hypotheses. We help each other. We fail. And we try again.
I am not sure we would have learned anything new about the weather if the fruit actually bore a seed. But what we demonstrated about our culture was more valuable than knowing the forecast.
Is there a seed of knowledge in this lesson that you can apply in your office?
Source: http://www.almanac.com/content/predicting-weather-using-persimmon-seed
According to this article, if the kernel is:
> spoon shaped, lots of snow will fall
> fork-shaped, there will be a mild winter
> knife-shaped, expect icy, cutting winds
It would have been easy for us to dismiss this and move on, but we needed to know. First off, we needed to know what a persimmon was since no one was quite sure (looks like a tomato; but is hard and tastes like a pumpkin). Then we needed to know where to buy one (answer: Walmart, not either of the grocery store chains).
We gathered around for our grand experiment and what did we learn? That the Fuyu persimmon we purchased is seedless! AHHH!!!
But our colleague did learn that this is a metaphor for how we do things. We share. We ask questions. We do research and learn more. We don't give up when we can't find things the easy way. We experiment. We test hypotheses. We help each other. We fail. And we try again.
I am not sure we would have learned anything new about the weather if the fruit actually bore a seed. But what we demonstrated about our culture was more valuable than knowing the forecast.
Is there a seed of knowledge in this lesson that you can apply in your office?
-- beth triplett
leadershipdots.blogspot.com
leadershipdots.blogspot.com
@leadershipdots
leadershipdots@gmail.com
leadershipdots@gmail.com
Source: http://www.almanac.com/content/predicting-weather-using-persimmon-seed
Tuesday, November 10, 2015
#1257 second string
At the last basketball game, the coach put in some second-string players with about 2 minutes before the half. They got the job done, but were not as productive as those who had started.
I thought of this difference when I was looking at my eyeglasses. I recently purchased two new pair of glasses* and it has occurred to me that I have a starter pair and a second stringer. My previous two pair were interchangeable -- both first stringers that I could use depending on the color scheme of the day. Not so much with these two. One is practical; one is fun and I find that I have far more occasions to wear the serious-looking pair. Inadvertently, I got a starter and a second-stringer. Both are worthy of making the team, but perform different functions.
Don't expect that your whole team will always be versatile starters. Most teams need a second string to relieve and to support the A players, to make practices workable and to allow for a few special teams. There is an appropriate role for the second string, and they can contribute much to the overall organization.
Think about this when you are hiring or purchasing something for your use. There are certain items or positions that you need to fill with the very best you can afford, but you can round that out with others and achieve your goals without hitting all three-pointers.
*See Blog #1167
I thought of this difference when I was looking at my eyeglasses. I recently purchased two new pair of glasses* and it has occurred to me that I have a starter pair and a second stringer. My previous two pair were interchangeable -- both first stringers that I could use depending on the color scheme of the day. Not so much with these two. One is practical; one is fun and I find that I have far more occasions to wear the serious-looking pair. Inadvertently, I got a starter and a second-stringer. Both are worthy of making the team, but perform different functions.
Don't expect that your whole team will always be versatile starters. Most teams need a second string to relieve and to support the A players, to make practices workable and to allow for a few special teams. There is an appropriate role for the second string, and they can contribute much to the overall organization.
Think about this when you are hiring or purchasing something for your use. There are certain items or positions that you need to fill with the very best you can afford, but you can round that out with others and achieve your goals without hitting all three-pointers.
-- beth triplett
leadershipdots.blogspot.com
leadershipdots.blogspot.com
@leadershipdots
leadershipdots@gmail.com
leadershipdots@gmail.com
*See Blog #1167
Friday, October 30, 2015
#1246 behind the curtain
Sometimes I read the headlines of the newspaper and wonder how they could have chosen the topic as a front page story. How did that make it "above the fold?" I ask...
...and then I remember it is because the purpose of the media is to make money, not to report the news. What will sell gets top billing; not what will inform.
I think it's a similar situation with professional sports teams. When I lived in St. Louis, there was a public uproar when they traded Albert Pujols. He was beloved in the city, not only for his athletic talents, but for his civic involvement and generosity. People couldn't believe that the front office wouldn't keep him in town...
...because they felt like the Cardinals were a community trust, not a business. In reality, sports teams are out to make a profit, not be a charity in the towns where they reside.
Newspapers and athletic franchises remind me of for-profit universities (like Phoenix and Kaplan) who tout their on-line conveniences and accelerated pathways for adults to finally finish their degrees...
...only their true motive is generating revenue, not learning. They are not altruistically providing people with a meaningful college education, rather using access to federal funding to fill their coffers in exchange for credentials.
If you want to understand the motivations of other people or organizations, spend some thought considering the underlying "why" behind their behavior. Most people will act consistent with their values, even if they do so by pretending to value what they think you do.
with influences from Start with Why by Simon Sinek
...and then I remember it is because the purpose of the media is to make money, not to report the news. What will sell gets top billing; not what will inform.
I think it's a similar situation with professional sports teams. When I lived in St. Louis, there was a public uproar when they traded Albert Pujols. He was beloved in the city, not only for his athletic talents, but for his civic involvement and generosity. People couldn't believe that the front office wouldn't keep him in town...
...because they felt like the Cardinals were a community trust, not a business. In reality, sports teams are out to make a profit, not be a charity in the towns where they reside.
Newspapers and athletic franchises remind me of for-profit universities (like Phoenix and Kaplan) who tout their on-line conveniences and accelerated pathways for adults to finally finish their degrees...
...only their true motive is generating revenue, not learning. They are not altruistically providing people with a meaningful college education, rather using access to federal funding to fill their coffers in exchange for credentials.
If you want to understand the motivations of other people or organizations, spend some thought considering the underlying "why" behind their behavior. Most people will act consistent with their values, even if they do so by pretending to value what they think you do.
-- beth triplett
leadershipdots.blogspot.com
leadershipdots.blogspot.com
@leadershipdots
leadershipdots@gmail.com
leadershipdots@gmail.com
with influences from Start with Why by Simon Sinek
Wednesday, October 28, 2015
#1244 found
I was going through my email and found a message from a former employee who had sent me her address to "keep in touch." It came during the opening-of-school craziness and I did not have much more than a minute to reply. So I waited until I had time to compose a more thorough update...
...and here we are, almost two months later. I am sorry to say that I have not made time to be any better of correspondent than I would have been when I first received the email.
Note the choice of words: made the time vs. found the time. There is no such thing as found time -- you consciously dedicate your minutes to something or it passes without intention. There is no time to be found.
The next time you have a task that you believe to be important, commit right then to a time to complete it. Your chances of finding extra hours are about as good as finding that pot of gold at the end of the rainbow.
...and here we are, almost two months later. I am sorry to say that I have not made time to be any better of correspondent than I would have been when I first received the email.
Note the choice of words: made the time vs. found the time. There is no such thing as found time -- you consciously dedicate your minutes to something or it passes without intention. There is no time to be found.
The next time you have a task that you believe to be important, commit right then to a time to complete it. Your chances of finding extra hours are about as good as finding that pot of gold at the end of the rainbow.
-- beth triplett
leadershipdots.blogspot.com
leadershipdots.blogspot.com
@leadershipdots
leadershipdots@gmail.com
leadershipdots@gmail.com
Monday, October 19, 2015
#1235 best interest
I think about all the things that are out there that provide incentives for people to do things that don't seem to be in the company's best interest.
> Regional airlines have gate-to-gate valet checking of luggage -- with no lines to check and less waiting time to pick up -- for free -- while they charge you to wait in line to check a bag that you have to wait for again at the carousel. Shouldn't it be the other way around?
> Banks often assess service charges for use of ATM machines, but allow you to have one-to-one service with a teller for free. Is in-person really more cost-effective for them?
> The government spends millions promoting healthy eating, but fresh foods often cost a premium. Couldn't they design a food stamp program that gives additional benefits to those who purchase healthy foods and charge a premium for junk food choices?
> Instead of giving days off for people who are sick (and perhaps inadvertently creating a few "mental health days"), could employers reward those who are well?
Consider whether your policies and practices align with your desired intent. Could it be possible that you are mixing your message about what you value or giving others reasons to do things contrary to what you desire?
Your customer will likely do what they perceive to be in their best interest. Try to have that be the same as your interest too.
> Regional airlines have gate-to-gate valet checking of luggage -- with no lines to check and less waiting time to pick up -- for free -- while they charge you to wait in line to check a bag that you have to wait for again at the carousel. Shouldn't it be the other way around?
> Banks often assess service charges for use of ATM machines, but allow you to have one-to-one service with a teller for free. Is in-person really more cost-effective for them?
> The government spends millions promoting healthy eating, but fresh foods often cost a premium. Couldn't they design a food stamp program that gives additional benefits to those who purchase healthy foods and charge a premium for junk food choices?
> Instead of giving days off for people who are sick (and perhaps inadvertently creating a few "mental health days"), could employers reward those who are well?
Consider whether your policies and practices align with your desired intent. Could it be possible that you are mixing your message about what you value or giving others reasons to do things contrary to what you desire?
Your customer will likely do what they perceive to be in their best interest. Try to have that be the same as your interest too.
-- beth triplett
leadershipdots.blogspot.com
leadershipdots.blogspot.com
@leadershipdots
leadershipdots@gmail.com
leadershipdots@gmail.com
Sunday, October 18, 2015
#1234 combinations
I recently needed to pack for a four-day trip out of town. I pre-pack in my head before I actually assemble the clothes to take because for me, packing is like working a Rubik's Cube.
It is very easy for me to pick out four different outfits, but that is like getting only one side of the Cube to have the same color. Just as all the sides of the Cube don't automatically align, I take it as a challenge to get the right combination that efficiently uses clothes multiple times. I need to keep switching out options in my head until it all comes together.
Think about other situations that have layers of solutions. Don't quit when you solve just one side; keep going until your whole Cube is aligned.
It is very easy for me to pick out four different outfits, but that is like getting only one side of the Cube to have the same color. Just as all the sides of the Cube don't automatically align, I take it as a challenge to get the right combination that efficiently uses clothes multiple times. I need to keep switching out options in my head until it all comes together.
Think about other situations that have layers of solutions. Don't quit when you solve just one side; keep going until your whole Cube is aligned.
-- beth triplett
leadershipdots.blogspot.com
leadershipdots.blogspot.com
@leadershipdots
leadershipdots@gmail.com
leadershipdots@gmail.com
Friday, October 16, 2015
#1232 absorption
I recently came upon a horrific accident. The front of the van was smashed flat and half of the side was missing. As I recounted the scene to a friend, I speculated that there must have been serious injuries involved.
He told me not to be so sure because the front engine of cars is intentionally built with several air pockets to absorb any impact. It does more damage to the vehicle, but it is designed to protect the people. The outside of the car may look worse than the inside.
I think that supervisors play a similar role as the car engine. Each layer of supervisor absorbs some of the stress, politics and worry to protect the people in their care. The supervisor can serve as a buffer between the outside and the inside. They help people absorb only what they can handle and in a way that protects them from stressors they don't need to have.
Think about your balance between unfiltered transparency and effective distribution of impact. A little space may be a very good thing.
He told me not to be so sure because the front engine of cars is intentionally built with several air pockets to absorb any impact. It does more damage to the vehicle, but it is designed to protect the people. The outside of the car may look worse than the inside.
I think that supervisors play a similar role as the car engine. Each layer of supervisor absorbs some of the stress, politics and worry to protect the people in their care. The supervisor can serve as a buffer between the outside and the inside. They help people absorb only what they can handle and in a way that protects them from stressors they don't need to have.
Think about your balance between unfiltered transparency and effective distribution of impact. A little space may be a very good thing.
-- beth triplett
leadershipdots.blogspot.com
leadershipdots.blogspot.com
@leadershipdots
leadershipdots@gmail.com
leadershipdots@gmail.com
Tuesday, October 6, 2015
#1222 distorted
In blog #962, I wrote how the further away from something we get, the more affinity we feel toward it. I will amend that thesis to add time as another element that influences our fondness for a particular event or person.
We just finished homecoming and it reminded me of this variation. The more time between encounters the less closeness that is required to be glad about the reunion. People who hadn't seen each other in decades -- and may not have been particularly close when they did -- were embracing like long lost sisters. I received hugs from previous students who barely said hello when they saw me every day, but because years had passed since our encounter, the warmness increased.
This phenomenon happens with things too. My dogs totally ignore a certain toy -- until it has been lost under the couch for weeks -- and then it becomes their favorite bone when they are reunited. Items that I saw every day in my mother's cupboard meant little, but now when I see that same pattern of dishes in the antique store I want to buy it "just to have."
This perception distortion is perfectly natural, but it is something of which to be aware. Absence truly does make the heart grow fonder, so make your decisions with that bias in mind.
We just finished homecoming and it reminded me of this variation. The more time between encounters the less closeness that is required to be glad about the reunion. People who hadn't seen each other in decades -- and may not have been particularly close when they did -- were embracing like long lost sisters. I received hugs from previous students who barely said hello when they saw me every day, but because years had passed since our encounter, the warmness increased.
This phenomenon happens with things too. My dogs totally ignore a certain toy -- until it has been lost under the couch for weeks -- and then it becomes their favorite bone when they are reunited. Items that I saw every day in my mother's cupboard meant little, but now when I see that same pattern of dishes in the antique store I want to buy it "just to have."
This perception distortion is perfectly natural, but it is something of which to be aware. Absence truly does make the heart grow fonder, so make your decisions with that bias in mind.
-- beth triplett
leadershipdots.blogspot.com
leadershipdots.blogspot.com
@leadershipdots
leadershipdots@gmail.com
leadershipdots@gmail.com
Thursday, September 17, 2015
#1203 idea to action
As the new academic year starts and committees get underway, I am always struck by the fear many have that they will be unable to generate enough ideas for the work ahead. I believe that gathering ideas is the easy part; translating them into action is what takes work.
To facilitate that process, I like to lead participants through an Idea Funnel.
The top of the funnel represents Ideas. Everyone will have far more ideas than actions; that is actually the point. The goal is to generate new thoughts through talking with constituents, conducting surveys, having discussions at meetings or linking personal experiences.
Then ideas are narrowed in a process of Refinement. This occurs through research, cost estimates, vetting the idea with constituents and doing background work to assess the true pros and cons of a shorter list of ideas.
Following Refinement comes the process of the Proposal, where the multitude of ideas is narrowed to one that you wish to advance forward. A proposal need not be lofty, but it always in writing and includes specifics.
The Proposal leads to a Motion or Decision -- so be sure to provide clarity on exactly the action you are seeking. Precision is much more likely to receive a definitive answer and the ultimate goal of Action.
Moving ideas through the Idea Funnel will help people stay focused on achieving resolution of the idea as opposed to spending all their time generating more and more ideas that go nowhere. Try it as a framework for your organization the next time you want brainstorming to result in action instead of just lofty thinking.
-- beth triplett
leadershipdots.blogspot.com
leadershipdots@gmail.com
@leadershipdots
If you want me to send you a PDF handout, contact me at the address above.
To facilitate that process, I like to lead participants through an Idea Funnel.
The top of the funnel represents Ideas. Everyone will have far more ideas than actions; that is actually the point. The goal is to generate new thoughts through talking with constituents, conducting surveys, having discussions at meetings or linking personal experiences.
Then ideas are narrowed in a process of Refinement. This occurs through research, cost estimates, vetting the idea with constituents and doing background work to assess the true pros and cons of a shorter list of ideas.
Following Refinement comes the process of the Proposal, where the multitude of ideas is narrowed to one that you wish to advance forward. A proposal need not be lofty, but it always in writing and includes specifics.
The Proposal leads to a Motion or Decision -- so be sure to provide clarity on exactly the action you are seeking. Precision is much more likely to receive a definitive answer and the ultimate goal of Action.
Moving ideas through the Idea Funnel will help people stay focused on achieving resolution of the idea as opposed to spending all their time generating more and more ideas that go nowhere. Try it as a framework for your organization the next time you want brainstorming to result in action instead of just lofty thinking.
-- beth triplett
leadershipdots.blogspot.com
leadershipdots@gmail.com
@leadershipdots
If you want me to send you a PDF handout, contact me at the address above.
Friday, August 21, 2015
#1176 invincible
Yesterday was new student move-in day on our campus. It is one of my favorite days of the year, not only because students and the energy they bring have returned, but because it is a day filled with so much promise and hope.
I was reminded of the current Kelly Clarkson hit "Invincible". For the longest time, I thought she was singing invisible. And it occurred to me yesterday that most of the new students fall into one category or the other. Some feel that they are kings or queens in a new land and the world is theirs to conquer. At the moment, there are no worries about grades or money or success; they are invincible. Others are scared to death, afraid that they won't make friends or ever fit in; they feel invisible.
There are only a few distinct letters in the two words, but a chasm of difference.
I think the choice for new students at the moment is a paraphrase to the famous Henry Ford quote: "Whether you think you're invincible or invisible, you're right."
Which will you be today?
I was reminded of the current Kelly Clarkson hit "Invincible". For the longest time, I thought she was singing invisible. And it occurred to me yesterday that most of the new students fall into one category or the other. Some feel that they are kings or queens in a new land and the world is theirs to conquer. At the moment, there are no worries about grades or money or success; they are invincible. Others are scared to death, afraid that they won't make friends or ever fit in; they feel invisible.
There are only a few distinct letters in the two words, but a chasm of difference.
I think the choice for new students at the moment is a paraphrase to the famous Henry Ford quote: "Whether you think you're invincible or invisible, you're right."
Which will you be today?
-- beth triplett
leadershipdots.blogspot.com
leadershipdots.blogspot.com
@leadershipdots
leadershipdots@gmail.com
leadershipdots@gmail.com
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