leadership dot #2170: excavating

At the La Brea Tar Pits Museum, there is a working paleontology laboratory that manages the sorting, classification and archiving of the bone and plant remains that are found in the tar pits. Rather than be hidden in the bowels of the building as some behind-the-scenes functions are, this lab is glass enclosed and the work is in full view of the visitors.

People can see the scientists painstakingly sorting through deposits with a small artist’s paintbrush, looking for the bone remnants that may be found within them. The facility has over 1 million specimens from 650 species logged and categorized with the specific date and quadrant in which they were found.

I watched the sorting process for about a minute and already was bored. I can’t even imagine a job where you peer through a microscope dusting off a handful of sediment looking for a bone chip with a paintbrush. Then I learned that those performing the tasks are volunteers! The lab only has three paid staff with the remaining work done by those who willingly donate their time to do it.

The La Brea Tar Pits are a great example of matching interests with needs. They have developed a way to recruit and train those with an interest in their work, and to do it at a consistent enough level to run the operation.

There is a job for everyone. How can your organization excavate the talent pool to pair the work with those most interested in performing it – even if they are doing it for free?

leadership dot #2160: for us

“Do you have any questions for us?” It’s a common question in the interview process and one that trips up a surprising number of candidates.

There is a fine line between asking questions to which you really want to know the answer (like “how much is the pay?” and “is my boss-to-be a jerk?”) and asking questions which advance your candidacy and establish you as a professional.

I believe that most questions at this juncture should be job-specific. Hopefully, you have done enough research to know more than a surface level about the organization and can ask questions that show your insight. It has often been said that you should think of your interview as your first day on the job, and so it is appropriate to formulate your inquiries in a similar way. Ask about the “why” regarding certain things or seek clarification where you have conflicting information.

A key rule for the questions you ask: they should not be something you could know without asking. In other words, don’ ask anything that you could have found out on your own if you had invested the time.

To help you from being tongue-tied at this crucial interview moment, I have developed a list of 25 questions that the candidate can adapt to ask the employer. You should have a written list prepared; some specific to the interviewer and others where it is good to ask everyone and compare responses.

Don’t discount the importance of asking good questions. The insight that candidates showed through what they asked has made the difference for many hires.

leadership dot #2155: stay

I know several people who are in the process of changing jobs. All of them are moving on to what seems like great opportunities for them, but they leave an incredible hole in the life of their current employer.

It takes a long time to find someone to just do the job that is vacated. It takes even longer to find someone to know the job. The nuances of how the job is done, what is important/what isn’t, details that only the person doing the job knows – a lot of knowledge walks out the door when an employee leaves.

My dissertation studied the importance of employee training and development and at my defense, I was asked how I would pay for it. My answer was that it was cheaper to keep someone than to replace them. It is estimated that it costs $2000 just to replace a fast food worker. Imagine what the loss is for a professional.

Sometimes employees leave for great reasons and you should support their move. But many times employees leave in part because you haven’t done enough to challenge or support them. It’s a delicate balance to provide new opportunities and maintain a reasonable workload and it requires continual attention and feedback.

Yes, it takes a lot of time to be a great supervisor but work as hard to keep your stars as you will have to do to fully replace them.

leadership dot #2140: gauge

People often say: “I need gas.” Unless you are pulled over on the side of the road because you’re out of fuel, it’s a subjective assessment. How you make it reflects more than your need for gasoline.

I think how you respond to your gas gauge is an indicator of the kind of margin that you allow for other things in your life. When my tank is at half, I begin to get itchy until I can fill it up again. Others don’t even consider stopping until the fuel indicator light has been on for days. Still others have different comfort levels, preferring to keep it as close to topped off as possible or being content to wait until the needle nears the “E”.

I would guess that those of us who fill up early do other things early as well. Those who wait until later push other aspects of their lives to the maximum. People who ignore the warning signs aren’t driven by the details of other things.

There are trade-offs to each style: the do-gooders waste time making multiple trips to the pump, and those who wait too long risk inconvenience when they have to get gas even if it isn’t the best time/weather/price for them to do so. But we all adapt to a style that works for us.

The next time you’re trying to get a quick indicator of how someone operates, ask them the gas gauge question. The answer will help align what you can expect from your ride with them.

leadership dot #2132: confirmation

I was watching some of the Senate committee confirmation hearings for Mike Pompeo as Secretary of State. Politics aside, what a grueling way to acquire a job! The confirmation hearings resemble more of a dissertation defense than an interview.

I thought about the interviews that I have been in and those that I have conducted and wondered what would have been different if I knew they were being conducted on national television. Would I have grilled the candidate in depth about philosophy, methods and past actions? Would I have paid more attention to how I came across as much as I did to the qualifications and of the one being interviewed? Would chemistry even be an issue?

Understandably, the job of Secretary of State is vastly more complex and important than any position for which I have interviewed, but I still think that there are lessons involved for the interviews you do conduct. It is fair to ask a candidate to come prepared and to talk about specific situations. It is ok to ask the hard questions and really probe in depth about past experiences. It is appropriate to ask about philosophy and rationale that would be used to make future decisions. It is an expectation that the interviewer does his/her homework too and ask specifics about each candidate rather than general, generic questions.

Come to your next interview as prepared as if you were conducting a confirmation hearing on television but take advantage of the intimacy of your private setting to assess fit with you and your culture.

leadership dot #2120: dinner

How do you make a lasting impression on a candidate? Go meet them in person. This happened to me on this date in 2001, when my eventual boss called me up in Detroit and asked if he could meet me (for the first time) for dinner that night to talk about a job I had applied for. Impressive enough, but more so given that he lived in St. Louis.

Keith flew up to the Motor City, we had dinner, and the rest, as they say, is history. Sure, I went through the obligatory campus interview and did all the other standard things in the hiring process, but that day was when the real decision was made.

Keith said all the finalists had the right qualifications, but at this stage, it all came down to chemistry. Was I a fit with him and vice versa? The only way to tell is to spend time together in person. He invested time on the front end, and the fit was so good that we still talk every year on April 5, even though he has long retired and it is 17 years later.

Maybe you aren’t as fortunate as Keith to have the ability to go to dinner on the home turf of all your candidates, but you do have the option to spend time alone with them when they come to interview or to have multiple conversations before a hiring decision is made.

You don’t marry someone after the first date, even if you like them. One quick Q and A with someone isn’t enough to know whether the hiring match is right either.


(he forgot his business cards so wrote his contact info on his boarding pass!)

leadership dot #1861: onboarding

Yesterday I suggested using Robert Roberts' House Servants Guide as a guide for your new staff on-boarding process; today I have a better model to share.

My colleague Brian Gardner has crafted a beautiful example of how to onboard a new staff member and help them to understand priorities, expectations and norms. He has generously given permission for me to share this with you, and I do so in an editable format so that you can create your own version for any of your future staff.

Even better, the essential responsibilities and priorities can be adapted to become a 6 month evaluation (done by the employee, the supervisor and any direct staff) to allow for conversation and course correction before any dysfunctions get out of hand.

When a new employee begins their position, their training and orientation often occur in an informal way. In addition, there is so much information for the employee to take in that it is often confusing for them to know where to start. Even more challenging is the process of prioritizing what is most important and what matters for long term success. This document addresses all of these issues.

As a supervisor, it is important to have clarity in your expectations and to ensure that your employee is aligned with them. What better time to do so than starting on Day 1? Whether you model the House Servants Guide or Brian's onboarding document, I hope that you take the time to begin your new working relationship with specificity and focus.


Thanks Brian!

leadership dot #1860: at your service

In 1827, Robert Roberts published the House Servant's Guide, a comprehensive collection of how to be an exceptional butler. Written for two of his young friends just entering the profession, Roberts was the precursor to Hints from Heloise and provided instruction not just on etiquette, but on how to resolve all types of cleaning problems.

Roberts offered tips on such items as how to prevent flies from settling on pictures, how to recover a person from intoxication, how to take ink spots out of mahogany, to restore carpets to their first bloom, to preserve apples for the year round and to make lemonade water of a most delicious flavour. In addition, he offered his proteges advice on the benefit of early rising, the order in which to attend to their work and regulations for the dinner table.

It may have been the first comprehensive orientation and job training manual for any position, and it happened to be written for African American butlers almost two centuries ago. 

The House Servant's Guide provides not only entertaining reading and a glimpse into the past, but also serves as a model for the detail that is helpful in modern day on-boarding. It contains a mixture of techniques and norms, as well as encouragement and advice on how to be successful. 

In 1827, it was a production to write such a guide -- you didn't just sit down at your laptop and then hit print -- but Roberts persisted in writing the book and getting it both published and promoted. Use him as a model as you onboard your new staff.

leadership dot #1659: package deal

Many moons ago, in what now seems like a move prompted by the exuberance of youth, four of us applied simultaneously for jobs at the same institution. However; rather than submit separate resumes for the four openings that were posted, we sent one application to the president with a rationale as to why hiring an intact team would positively impact his institution and accelerate the change he was seeking.

One member of the group accepted another position before any resolution was attained on our "package deal" so we withdrew and never heard whether the idea had appeal. But as a supervisor, one of the most challenging tasks is to get individuals to coalesce into a team, so the thought of implanting one has merit.

I think of all that four talented people could do -- four with complimentary but diverse skill sets and personalities -- but who already knew and trusted each other. Such a team could start a department or take on a major new project with much less lead time than any newly assembled body could do. 

In the masterpiece Good to Great, Jim Collins advocates to focus on "first who, then what." I think his idea has merit not only for individuals, but for collections of them as well. What could a team of "whos" do for your organization? If you have such a posse in place, take care to challenge it and allow it to capitalize on your opportunities. And if you don't, perhaps you could encourage a group application such as what we submitted.

Good teams aren't just pieces and parts that can be reassembled with similar results.

leadership dot #1579: interviewing

The interviewing process is inherently flawed as it requires an organization, within a matter of a few hours or less, to make a hiring decision that has long term consequences. The same is true on the other side of the table; the candidate has limited information on which to base a life-changing choice.

The best the supervisor can hope for is to ask compelling questions that reveal nuances and truths about the candidate, and to learn insights beyond the superficial and standard answers. Toward that end, I have compiled a list of 70 interview questions that I have used throughout my career. These are general questions from which you can pick and choose, and of course pair with questions that are job-specific. They can also provide some interesting answers when used as ice breakers at staff meetings or in conversation with mentees.

The questions may also help those who are preparing for interviews. While there is no way to formulate answers to everything, as a candidate, it does help to review sample questions in advance and consider potential answers. Even if you aren't asked the exact question, the principle behind it will likely be raised.

These questions have been compiled over time, by making notes on good questions that others ask or that I have been asked. I'd encourage you to keep your own list and add to this one. The stakes are high in the hiring process, and it is always worth the extra effort to make the outcome the best it can be. 

What's your favorite interview question? I'd love for you to share it and I'll add it to my list!

-- beth triplett
leadershipdots.blogspot.com
@leadershipdots
leadershipdots@gmail.com

leadership dot #1562: inattention

I was recently at a hotel that hired a security guard during the breakfast hours. Apparently he was on duty to keep unregistered interlopers from taking advantage of the free cereal and faux eggs.

The only thing that said "security" about this man was his uniform. If he had been dressed differently, he would have been a likely candidate to be tossed out. There was no eye contact, no patrolling and no engagement with others (just his phone).

What a lost opportunity this was. Where are the expectations for his performance? Is there any accountability or supervision? Has anyone considered ways to give this employee even semi-meaningful work? I see no advantage to having him slumped in a chair checking email.

Instead, I think of how the right hiring and training could have turned this position into a customer service role. He could have at least functioned as a "people greeter" (think Walmart) who offers welcome as well as low-key policing functions. Without turning into a waitress or clean-up crew, he could have wandered the dining area and offered minimal assistance to guests. He could have struck up a conversation, handed out newspapers or answered questions about the area. What kept him from being a host instead of a sloth?

If you have the opportunity to hire staff, consider it an honor. Treat that responsibility as stewardship and make every effort to provide a meaningful experience for those under your leadership. The supervisor of this employee should be embarrassed by their own inattention, which is as egregious as the guard's.

-- beth triplett
leadershipdots.blogspot.com
@leadershipdots
leadershipdots@gmail.com

#1499 what'd you think?

Continuing on yesterday's topic about the hiring process, I will share another tool that may be helpful at the other end of the hiring spectrum: interview evaluation forms. If your candidate meets with many people during the course of the selection process, you need to develop a way to gather feedback about the person. To do so, I use this form.

This form offers five important components:

1. The evaluator's name. If they want to be anonymous, in my view, their comments can remain invisible too. If the evaluator doesn't own up to what they are saying, I don't read it.

2. Strengths: It is helpful to hear people articulate the positive aspects of the candidate vs. just what is wrong with them. Even candidates the evaluator may not like have strengths, and if they can't list any then I question whether they are providing a fair evaluation.

3. Weaknesses: The reverse is true here. If the evaluator only sees glowing aspects, I wonder if they are star-struck instead of objective. And if there are legitimate weaknesses listed, they form a strong basis for reference check questions as well as for initial professional development should the person be hired.

4. Additional comments: I like an open-ended opportunity for the evaluator to make observations or raise questions that may not fit neatly into the other two categories.

5. Ranking: I believe it is important for the hiring manager to know how colleagues and others feel about the candidate. If several mark: "Definitely Do Not Want," the supervisor needs to be prepared to deal with office tensions if that candidate is chosen. 

Hiring staff is one of the most important roles of the supervisor. Use this form or something similar to ensure that you get valuable feedback from those involved in the selection process as well as to help you hit the ground running to address training needs and concerns your new hire may bring.

-- beth triplett
leadershipdots.blogspot.com
@leadershipdots
leadershipdots@gmail.com

#1498 sorting hat

If you ever serve on a search committee or are involved in hiring candidates, here is a process that I suspect will make your work easier than it is right now.

> When resumes come in, number them in a visible way. The numbers mean nothing, but serve as a quick way for committee members to a) discuss candidates [It is far easier to say: "I like #14" than it is to say: "I like Natalia Obertini Noguera"] and b) know whether they have reviewed all of the resumes ["#76 just came in, did you get that?" vs. "have you seen Schockemaliger?"]

> Instruct all committee members to independently review the resumes and place the number of each candidate into one of three categories: HIGH (I think we should explore further), MEDIUM (I could consider them) or LOW (I am ready to send a rejection letter now). Members can make notes about their candidates as they wish, but the goal is to get all the numbers placed in one of the three categories. (You can use this handy form.)

> When the committee meets to review candidates, the facilitator has the stack of resumes (or list of numbers if resumes aren't printed) in numerical order. The facilitator begins with "#1" and committee members go around the room and indicate into what category they placed that person. All numbers are called out in order and resumes are sorted (without any discussion) until all three piles have been made. If anyone gives the person a HIGH, they immediately go into the HIGH pile. If everyone categorizes the candidate as a LOW, they are in the LOW pile and are out of consideration. A MEDIUM pile is for everyone else. 

You could do the above sorting in advance, but I think it lends credibility and insight to the process to do it with everyone together. You quickly can learn nuances of the person's rankings (e.g. if someone gives lots of HIGHS you know they are less meaningful than the person who only had two), and people feel less angst ruling people out when they see that others feel the same way.

> After the candidates have been sorted, discussion begins about each of the HIGH resumes (only). If this yields a robust enough pool for the interviewing or screening process to begin, discussion ends there. If not, discussion can continue to the MEDIUM pile. The LOW pile is set aside and no discussion is necessary.

I can say with certainty that this method facilitates the screening process and allows for everyone to have a say on their top people. We have hired many candidates that only one person marked as a HIGH, but because of the automatic inclusion into the discussion pile, the committee member was able to make their case and move the candidate forward.

The next time you are involved with selection, give these techniques a try. I'll bet your days of fumbling around with names and digging or scrolling through piles of resumes to find someone are over. It's not as good as the Hogwarts Sorting Hat, but darn close!

-- beth triplett

leadershipdots.blogspot.com

@leadershipdots

leadershipdots@gmail.com

#1488 STAR supervision: S

This week I am sharing tips on becoming a STAR supervisor -- for more on that, see Monday's dot.  Today focuses on the "S" = START, and how good supervision begins in the hiring process.

BEFORE HIRING: Prior to placing an ad, I recommend developing a "desired attributes" list that outlines the characteristics you are seeking from an ideal candidate. You can then incorporate these key points into your posting, and ask for examples in the interview to ascertain whether the candidate possesses your desired qualities. You form impressions as a supervisor from the ad forward, and it is good to start off giving the candidate a sense of what you value. I always send a pre-interview packet (and expectations that they have read it and can translate their experiences to fit real life examples) and have an intentional and comprehensive interview schedule to give the candidate a sense of fit with potential colleagues. I also always conduct the reference checks on my own (see dot #1391).

ONCE HIRED: As soon as the person is hired, we always route a card throughout the department so everyone can add a word of welcome to the candidate. We send this to their home, often accompanied by a few items of "swag" for them (and their family if they have one.) I know that leaving the current job/city/organization involves a sense of loss, and I want to keep the happy aspects of coming to us as prominent as I can. We put a sign and words of welcome on their desk for the first day, and provide a comprehensive orientation schedule in advance, assuring the employee that we have plans to acclimate them to the culture, the job duties, the city if their arrival involved a move, and to the organization as a whole. We communicate start time, parking locations, who will meet them and where, as well as dress code norms for the first day so there is no anxiety about that.

FIRST WEEKS: It is important that things are realistic, not all rosy, from the beginning. Set expectations from the start. Acknowledge where there is some flexibility, but hold firm to rules or policies that must remain rigid. Provide feedback on where the new employee is doing well, but also where they could tweak their behavior. If you have one-to-one meetings with your new staff, conduct them in the way you plan to hold them going forward. You want to set the tone and be the boss from the beginning, not be their new friend. It is easier to loosen expectations later than it is to gain respect or create more restrictions.

At one training session that a colleague and I facilitated for new supervisors, we handed out magnets with a picture of Bruce Springsteen. We encouraged the supervisors to put these where they could see them and remind themselves that they are THE BOSS and need to act accordingly. You, too, are THE BOSS, and the sooner you establish what that means for you, the better your relationship will be with your employees.

More tomorrow on T = TIME...

-- beth triplett
leadershipdots.blogspot.com
@leadershipdots
leadershipdots@gmail.com

#1461 probing

Over the weekend I watch the movie Walk the Line about June Carter and Johnny Cash.  Johnny was an unlikely star, singing about shooting men and prisons in an era where wholesome gospel ballads were more popular. He may not have been in the music business at all, let alone sold 90 million albums, had it not been for the risk-taking and keen observation talents of Sam Phillips.

Cash persuaded Phillips to audition him for a record. When Cash's initial song failed to impress Phillips, he gave Cash a second chance to perform "something real."  "If you were hit by a truck and lying in a gutter, and had time to only sing one song to let God know what you felt about your time here on Earth," Phillips asked, "What one song would sum you up?" Cash debuted what would become Folsom Prison Blues and the rest is history.

But what if Phillips would have ended the audition after the gospel song? Or failed to ask the question that prompted Cash to perform his brand of music? Personally I wound up doing one of the most exciting projects of my career because someone asked: "How do you do your job differently than other people who have your job?" It's far different than just asking "What do you do?"

Often the magic is in the questions that are asked as much as in the answers. Take the time to dig deeper in your next conversation. The right question may yield a reply that uncovers greatness you did not know was in front of you.

-- beth triplett
leadershipdots.blogspot.com
@leadershipdots
leadershipdots@gmail.com

#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

#1443 necessity is...

I recently found myself in a laundromat, waiting with a friend while he needed a mega-size washer. Since I haven't done laundry outside my home since college, I forgot what a boring place it can be. I didn't come prepared with the proper entertain-myself tools, and quickly was going stir crazy.

We decided to improvise and created a backgammon game of our own. We used the newspaper someone had abandoned, the ever-handy black Sharpie that is always in my car and downloaded a dice app on the phone. For markers, one used "heads" and the other "tails" (embellished with a black Sharpie dot to make distinguishing them easier!)

It was crude, but functional, and the time passed quickly.

I am not sure problem-solving at the laundromat is a resume-worthy accomplishment, but I do believe that resourcefulness is an undervalued talent in the workplace. When hiring or promoting, I look for people who can figure out an answer beyond the obvious and who can make things work within the constraints they face. 

Think about how you can cultivate resourcefulness in yourself. The next time you're without the ideal set of equipment or supplies, make do anyway. If you find yourself facing a problem, figure out how you can start on a solution. You don't have to imitate MacGyver everyday, but a little ingenuity can go a long way in staving off boredom and other equally ominous threats.

-- beth triplett
leadershipdots.blogspot.com
@leadershipdots
leadershipdots@gmail.com

#1391 reference point

There is much written about interviewing and questions that candidates may be asked. What is not as available are resources for people after the interview: those conducting reference checks.

I don't put too much stock in standard reference checks for deciding whether or not to hire a person as almost everyone can find a few people to say good things about them. But I do them anyway, and always do them myself. I want to hear what the person is not saying as much as what they are.

Mostly I do reference checks to learn more about the person I am planning to hire. Reference checks can be of great value in helping shape how you supervise someone and determining what type of training would be most beneficial for your new employee. Other questions may help you know if your environment or culture is a good fit with the person.

I have developed a list of Reference Check Questions to help you think about the things you ask references about your candidate. I always ask #1: "If I were to become her supervisor, what advice would you give me?" Through that one simple question, I have received many helpful tips that started my relationship right with a new employee.

Hiring someone is one of the most important decisions you can make. Use references checks to not only determine if the candidate is a good fit, but how to make them successful if you do make the offer.

-- beth triplett
leadershipdots.blogspot.com
@leadershipdots
leadershipdots@gmail.com

#1377 off the list

I wrote yesterday about Danny Russel being one of 140 people who are "professional Lincolns."  This got me wondering how he (and the other 139) came to land on this as a career.  Being a character actor doesn't sound like something that shows up on any of the strengths assessments I've seen, and playing Lincoln isn't a job category in the Occupational Outlook Handbook. But somewhere, there was a match between skills and interests and he has been able to parlay that into a comfortable living. 

It's hard to think of a career in such wide open terms; at least I am more comfortable in searching for specific kinds of jobs instead of exploring for niches that I didn't even know existed. 

I think that is true for most people, and it is not limited to job hunting. We order items that are on the menu or follow a recipe. We work on projects that are similar to ones we have done before or that others put on our to-do list. We read books by authors we have previously enjoyed, see movies in the same genre and buy music from the same artists.  

In short, we lead our life from the list.

The only way you'll be comfortable ordering off the menu for your next phase of life is if you take little steps now to vary from your norm.  Switch the station, visit a different part of the library or try that Thai.

Lincoln himself said: "Whatever you are, be a good one."  First focus on the "whatever" part of that quote to truly embrace the possibilities.

-- beth triplett
leadershipdots.blogspot.com
@leadershipdots
leadershipdots@gmail.com

#1340 on the trail

I spent much of the weekend listening to presidential candidates as they made their last stop through Iowa before today's caucuses. It was nice to embrace the frenzy instead of merely being annoyed with it, and to listen to what our potential leaders had to say.

It also was striking to listen to four candidates within 20 hours. Such proximity to each other really served to highlight the differences and make comparisons much more obvious. It helped me know who I wanted to caucus for, and who I definitely did not, in ways that did not have such clarity before I saw them in person.

We're all but finished with the Iowa run so all of the candidates have their stump speech down pat. One candidate pontificated about nothing (in my opinion!), while another had a six-point plan outlined on a handout. 

But it got me thinking about what I would say if I had about 20 minutes to woo a crowd. If you had to stump through the state to earn your next job, what would you say -- and, just as telling, how would you say it?  One candidate was casual, another formal; one in a coffeehouse, another in an airplane hangar. And who would come before you?  One candidate had a heavily-tattooed veteran play a heavy-metal rendition of the Star Spangled Banner, one had a pulpit-beating social activist, while another just started walking up to people and talking to them.  

How would you present yourself -- and would that be different if you were truly trying to represent who you were vs. doing what you thought the voters wanted to hear?  Whether or not you are on the ballot, every day you are de facto campaigning.  Remember that delivering your message with authenticity and integrity is the only way to win.

-- beth triplett
leadershipdots.blogspot.com

@leadershipdots
leadershipdots@gmail.com