#538 illusion

There was a white blur moving around just outside my backyard fence.  The dogs were going nuts barking at it.  It would get closer, then move along the fence then back away.  The dogs were wild.

When I came out to see what was causing the ruckus, I realized that it was just a plastic grocery bag floating around in the wind.  I was able to eliminate the distraction with ease.

Sometimes, what has you upset is really only an illusion.  Look closely at what your perceived problem is before you get riled up about it.  Maybe it's not at all what you think it is.

-- beth triplett
leadershipdots.blogspot.com

@leadershipdots
leadershipdots@gmail.com

#537 compliance

For the past several days, we have had six peer evaluators on our campus as part of our decennial accreditation.  This is a process that we must successfully complete in order to allow our students to receive federal financial aid, or, in other words, to remain open.

Throughout the 18 month process and preparations, we have compiled countless documents and submitted a 200 page reflective assessment of where we stand.  This week, many configurations of committees and individuals have been interviewed to allow the evaluators to assess whether we actually do what we say we do and whether there is evidence to support our analysis and report.

It is interesting that nowhere in this process are we asking the question of whether we like the process, governance, rules, policies, etc. -- the aim is ascertain whether we are in compliance with the regulations.  

This is the exact phrase our human resources director used last week when informing the staff about new health care regulations.  "It's not about whether you like it or not," she said.  "It's the law."

I am a big proponent of continuous improvement, assessment and modifications based on evaluation or feedback.  But I am also a pragmatist who knows that dedicating energy to buck national regulations already in place is a futile effort.  This is not the time to advocate for new laws or policy changes, just as during an audit it is not time to challenge the GAAP accounting standards.  

Sometimes, you have to play the game with the rules as written.  At other times, you can make your own rules.  Know the difference so you use your energies wisely.

-- beth triplett
leadershipdots.blogspot.com

@leadershipdots
leadershipdots@gmail.com

#536 it's a comin'

A recent article in Fortune reported that Wells Fargo is investing heavily in horses -- not as an investment commodity, but as an advertising strategy.  The brokerage firm now has 200 horses and 14 drivers who will make 450 appearances this year, pulling the Wells Fargo stagecoach in parades, rallies and community events.  (The famous Clydesdales only have 122 events.)  

In this day of high tech, digital-everything and pervasive messaging, it seems that Wells Fargo thinks a return to simplicity will be most effective in breaking through the clutter.  Live horses and a stagecoach certainly will be a novelty and garner awareness of the firm; whether it drives anyone to use their services is another question.

But is there a lesson you can take from Wells Fargo's attempt to return to its roots?  Do you have an iconic logo that you can capitalize on?  Can you add a live mascot or other attention-getting vehicle to your marketing strategy?  

In these media-saturated times, hearkening back to your roots may be an effective way to reach audiences.  It may seem old-fashioned, but real often trumps virtual in creating a "wow factor" about your organization.

-- beth triplett
leadershipdots.blogspot.com

@leadershipdots
leadershipdots@gmail.com

Source:  Battle of the Corporate Steeds, by Daniel Roberts, Fortune, November 18, 2013

#535 merging traffic

I was talking to a friend who just learned that he was going to be a parent for the first time.  In addition to the euphoria over the news, there is a twinge of panic when he considers what lies ahead.  Specifically we were talking about how his life seems busy now, so it is hard to imagine how will he add in the additional responsibilities of fatherhood.

I may be way out of my league in dispensing advice in this area, but I believe anytime that something major is added to our plate the best way to retain sanity is to attempt to merge instead of add as much as possible.  As a new dad, can he push one of those aerodynamic strollers when he is out for a run?  Bring the baby to sporting events that he attends?  Watch the movie at home while tending to the child instead of in the theater?

If you add new responsibilities at work, can you find a way to combine or eliminate tasks instead of simply adding more to your plate?  Perhaps by making reports serve dual purposes instead of two reports; combining agenda items instead of two meetings; saving items to discuss with others until you have several?

Multitasking is not ideal, and is certainly not the solution for all time management overload.  But first thinking of ways to merge is a step in assessing what must stay and what can go -- and that often leads to a prioritization that keeps life sane.

-- beth triplett
leadershipdots.blogspot.com

@leadershipdots
leadershipdots@gmail.com

#534 poison apple

Yesterday I wrote about the new line of Disney paints.  And where is this high-end magic available?  Only at Walmart, the low-end discounter.  Not what I would have suspected.

Disney's mission is "to be one of the world's leading producers and providers of entertainment and information.  Using our portfolio of brands to differentiate our content, services and consumer products, we seek to develop the most creative, innovative and profitable entertainment experiences and related products in the world."  

Does it sound like a line of paints fit with that mission?  Is paint an entertainment experience or "related product"?  I think the word profitable is what is driving this business decision.  

In Good to Great, Jim Collins wrote that successful companies will have more opportunities than they can handle, and the trick will be sticking with only those that fit with their core mission and goals.  I think Disney should have let Glidden market black paint as black paint, not as Mickey Ears, and stayed in the entertainment field.  

Be wary of letting opportunity or profit drive your expansion if it takes you away from your core.  Like the witch's apple for Snow White, giving in to temptation can have its consequences.

-- beth triplett
leadershipdots.blogspot.com

@leadershipdots
leadershipdots@gmail.com

#533 painting a picture

For a long time, the number of available paint colors has been expanding so that you can find latex in every color imaginable.  Now Disney has taken this to a whole new level and developed a line of paint with many of the colors that they have imagined and people have come to love.

Instead of black, you can now buy a paint called Mouse Ears.  Red is Lightening McQueen, the star of Cars.  There is an aqua Sulley's Fur.  Orange is So Goofy.  A light green is Tinker Bell and the grey is Blustery Day.  It is an entire pallet of colors that fit their tag line "every color tells a story."  Even without my identification, you would instantly know that Silly Old Bear was a yellow, A Shirt for Pooh was red and Eeyore's Rain Cloud was a dark gray.  

Of course Disney wouldn't be satisfied with ordinary paint -- they had to add some magic to it.  So you can buy a glitter topcoat (that makes the wall "a flourish of shimmering glitter"), a confetti topcoat for more pronounced sparkle, metallic paint, chalkboard paint and glow in the dark colors.  All of these are necessary to recreate the elaborate designs that are suggested -- such as Pixie Hollow with glowing Tinker Bells and princess gowns that sparkle.

It is another example of brand extension -- taking one aspect of your business or organization and parlaying that into an entire new line of offerings.  On one hand, it makes sense to capitalize on selling black paint for a premium by giving it a Mickey label.  On the other hand…

See tomorrow's blog for part 2

-- beth triplett
leadershipdots.blogspot.com

@leadershipdots
leadershipdots@gmail.com

#532 silence

I try to patronize local businesses as much as possible, so tonight we had dinner at the local* Eagles Club for Pizza Night.  This is normally a members-only club, but they occasionally open their doors for local organizations to do fundraisers.  We have been there many times for Burger Night and the sponsors are always most appreciative of our business.

Tonight the Eagles themselves ran Pizza Night and it was a totally different atmosphere.  We were ignored at the bar for a several minutes before seeking out someone else to order the pizza.  It seemed like a burden to put in another order, and only after we had ordered and paid did she tell us it would "be awhile" since they were "behind".  Translated, that meant we should have left, but did not, and instead we waited an hour for our pie to arrive.  All evening I felt like an intrusion -- that we weren't welcome there even though they had advertised it publicly, and that we were a bother to serve.

All of this came not from anything that was said, but from what wasn't.  No greeting or welcome.  No apology for the delay.  No thank you or appreciation for supporting their organization.  It was striking to me how uncomfortable the silent treatment could be.

My takeaway (besides never to go to Pizza Night ever again):  pay attention to visitors and others with whom you interact.  A hello goes a long way in setting the tone.  An acknowledgement that you made the visitor/customer/client wait is important.  And a word of thanks is always welcome.  

Saying nothing is just as bad as saying the wrong thing.

-- beth triplett
leadershipdots.blogspot.com

@leadershipdots
leadershipdots@gmail.com

Note: the Asbury Eagles Club (not Dubuque)