Strive to work at places that are like teaching hospitals —
where you not only practice, but you also teach and build capacity in others —
so eventually the head resident runs the ER.
Not only will you flourish with the personal development that comes from being a teacher, you’ll also reap additional rewards from working with students in addition to colleagues.
It has nothing to do with the “hospital” part of my statement and everything to do with an environment where learning and growing others is the norm. Try to work there!
— beth triplett
leadershipdots.blogspot.com
@leadershipdots
leadershipdots@gmail.com
Month: October 2012
#141 sweetest
Today is Sweetest Day. A “Hallmark holiday” to be sure, but try to use today to capture the sentiment and do something sweet for someone.
> Show up to babysit your nieces and nephews, without being asked. Give mom & dad a bonus few hours of freedom.
> Take a puppy to visit a nursing home or one of your dog-loving friends.
> Rake the leaves of your neighbor.
> Make your sweetheart’s favorite meal for dinner tonight.
> Carve a pumpkin and leave it on someone’s porch.
> Pick up the check for someone having breakfast in a diner. (Someone actually did this for us last weekend and it was a thrill!)
> Volunteer to wash your mom’s car.
> Make a batch of cookies and bring a plate to someone who has helped you out.
> Help a friend sew their child’s Halloween costume.
> Show up with a leash and offer to take the neighborhood pooch for walk.
There are hundreds of things you can do today to be sweet to someone. Pick one and make someone’s day.
— beth triplett
leadershipdots.blogspot.com
@leadershipdots
leadershipdots@gmail.com
#140 written
Yesterday’s blog advocated for sharing the cultural rules or insights about yourself if you are the supervisor. In that spirit, I will continue this line of thinking by sharing some examples about me to help you frame what should be on your list.
Written BY me:
> I really, really do not like waste…and that includes especially a waste of time. Be prompt and prepared for your meetings with me.
> I much prefer things in writing. Give me a proposal in writing to think about. Send me an email outlining your thoughts.
> …but things don’t need to be lofty or formal. A bulleted list. A handwritten outline. An email with a “heads up”. Simplicity and conciseness are appreciated.
> Never promise more than you can perform. If you can’t do something, or can’t do it by the date needed, please don’t tell me that you will.
> The corollary is true too. If you need me to do something by a certain time, please let me know. I rely on you to let me know what you need to be successful.
> I expect your thoughtful, active participation in staff meetings. You are invited because you are a talented person, not just because of your position. Use the opportunity to share your insights.
Written ABOUT me:
> I’m not surprised you didn’t get a good read on her 🙂 We tease her that she’s extremely hard to read! That said, she will tell you what she is thinking without hesitation, so you’re rarely left wondering what’s going through her head.
> She believes that nothing is sacred… meaning that just because we’ve always done something a certain way, it’s encouraged to ask why or offer a new solution.
> She’s not huge on complimenting, especially in person. But she will always recognize your efforts with others, never taking credit for something she didn’t do. She sends a lot of cards 🙂
> She doesn’t seem interested in having power… she is much more interested in empowering others to do good things. I know that sounds cheesy, but it’s totally true with her.
> She is extremely organized, and always follows through. I have NEVER met someone who follows up like she does. If she asks you to do something, she will hold you accountable to do it. If she agrees to do something, you are guaranteed it gets done.
> She makes decisions… sometimes too quickly, which can be frustrating when it’s not the decision you want. However, you can make your case and she will listen. There have been many occasions when I have made a case and she’s changed her mind having heard my thoughts.
Notice a difference in tone? I was very fortunate to have been given access to list #2 (your employees may not want to share the truth!!!), so if an unvarnished list is not an option for you, just create your own. Don’t make people new-to-you play a guessing game. Happy writing!
— beth triplett
leadershipdots.blogspot.com
@leadershipdots
leadershipdots@gmail.com
leadershipdots.blogspot.com
@leadershipdots
leadershipdots@gmail.com
With deep gratitude to Tricia
#139 unwritten
The head of our transitions program tells the story to incoming students about a little league team she coached. She knew when accepting the role that the boys were new to the game, so she taught them fundamentals about hitting and catching. In one of the first games, a boy was a base runner on second and the fielder dropped the ball near him. The runner was unaware of the rules, so he politely reached over and handed the second baseman the ball. Of course, the runner was called out. The teacher/coach uses this as an illustration as to why a transitions course is necessary — to teach incoming freshmen about the unwritten rules that govern how a college operates.
Unfortunately, there is no course and there is often little attention paid to the transitions that employees experience when entering a new workplace or when reporting to a new supervisor. Recently there was an article in our professional journal entitled “What if the unwritten rules were published?”. Wouldn’t that be nice for everyone? No more guessing about what is important and what is taboo. No more reprimands for doing something that was outside a particular person’s preferences. No more wondering about expectations and reactions.
I would propose that the unspoken rules do not need to remain that way. It is in everyone’s best interest if training includes the “inside scoop” about the boss’s and culture’s preferred way of operating. Over the years, I developed a list of “things you will likely know about me in a year, but I’m telling you now” to give to new employees when appropriate. A more accurate listing was developed when a prospective employee asked a current employee about me — and later she was kind enough to share what she had written. It is often through these third party assessments that the truth is truly told.
Everyone has their expectations, pet peeves and quirks. Instead of pretending to be the model supervisor or colleague, fess up to your new hires about what your “unwritten rules” are. Far better for them to be aware of them in advance than to have consequences for not knowing.
(I will share some examples tomorrow.)
— beth triplett
leadershipdots.blogspot.com
@leadershipdots
leadershipdots@gmail.com
Story from Rachel Daack
#138 paper bags
At my all-staff retreat earlier this week, we did an exercise designed to help people share “what makes you be you”. In advance, participants were asked to secretly bring two items that represented things that were important to them, but weren’t totally obvious to others that they were theirs. The items had to fit into a regular brown lunch bag. (Example: don’t include a picture of your dog; do include a dog biscuit to represent your dog.)
Bags were collected in advance and then anonymously distributed as people came into the retreat. We went one-by-one with someone opening a bag, trying to guess who brought the items and then hearing from the actual owner as to why the items were chosen.
It isn’t as easy as it sounds to narrow it down to two things to put into the bag. But rest assured that all the items generated rich stories and fostered connections — among people that had never met and among those who had known each other for years.
On the surface, everyone looks alike. To potential customers, to new employees or to strangers at a cocktail party, everyone looks like the same brown paper bag. Your job is to not only describe the items that are in the bag to distinguish yourself/your organization from the others, but also to articulate the stories and meaning behind “what makes you be you.”
Think about what you would include in your bag for yourself or for a group you represent. What two things are different than what is in your peer’s or competitor’s bag? How do you share the story about them? Don’t be content being a generic member of the masses — appearing the same as everyone else. Open your bag and articulate what is inside.
— beth triplett
leadershipdots.com
#137 the boss
“A good friend will listen to us without judgment, accept the intensity of our feelings, respect our pain, and express concern. A really good friend will, in addition, help us to see our situation in a new way.” — Mark I. Rosen
The above quote was from the community civility project that I have mentioned. As we commemorate Boss’s Day today, I would suggest that the word “boss” could be substituted for the word “friend” and the sentiment would still hold.
Good supervisors help people see the world with new eyes, and often apply constructive criticism in an effort to make the employee better than they were. Really good supervisors help people become better than they thought they could be.
I have had a host of bosses in my career and I have learned from all of them. Granted, I have learned from some what not to do, but on the whole these men and women have made me a stronger professional due to their questioning, prodding, supporting and dreaming.
I take my role as supervisor as the most sacred of all of my responsibilities. My #1 job is to create capacity within my staff; to make them better thinkers and better “doers”, and, if I am really lucky, to have a tad bit of influence on them as people.
Whether you are the boss or just have a boss, use today to recommit to investing the time it takes to have the conversations alluded to in the opening quote — ones that lead to deep understanding and improvement of both the situation and the person.
— beth triplett
leadershipdots.blogspot.com
@leadershipdots
leadershipdots@gmail.com
#136 set the table
One of my skill sets involves the ability to simplify a complex issue and make it understandable to a group. This has spawned a whole new lexicon (see #130), but it does facilitate conversations and meetings when people can actually grasp the nuances of a topic.
As an example, at one meeting the marketing staff was debating over a logo usage policy and trying to determine when and where each of our university identities could be used. We have the official university seal, the primary graphic identifier, the athletics logo and the mascot. The academic affairs department wanted to have shirts embroidered with the seal or and the security staff requested patches with the athletics logo. What was acceptable?
Here is how I described it:
> The seal is like china, and it should only be used for formal occasions.
> The primary identity is like Corelle dinnerware and should be used everyday and for most things.
> The athletics logo is for athletics.
> The mascot is for athletics and for other informal uses. It is analogous to a paper plate.
So, should the shirts have a logo? No. Shirts are not formal use.
Should the security patches feature the athletics insignia. No. It is for athletics.
Etc.
The point I am trying to make has nothing to do with our logo policy, but the use of the metaphors to describe it. Not everything has to be lofty. If you are able to frame complicated things in everyday language, you’ll increase understanding and decrease the need for further clarifications down the road.
— beth triplett
leadershipdots.blogspot.com
@leadershipdots
leadershipdots@gmail.com
#135 stamp of approval
Wouldn’t you like to serve on the committee to pick the designs on the next postage stamp? I am not a collector, but I do enjoy seeing the selection of topics that are chosen for this distinctive form of commemoration. This year’s series includes major league baseball all stars, more Pixar characters, the War of 1812, weather vanes, O. Henry, bonsai trees, and US Merchant Marine ships. It is quite the diverse selection!
Someone once made the comment to me that they must be close to running out of things to feature. I doubt that will ever happen; even my quick brainstorming would lead me to believe that the list is almost endless: vice presidents, national parks, pies, ice cream treats, education, holidays, television shows, books, album covers, road signs, church steeples, fonts, post offices, red hats…the list could go on and on.
The postage stamp is a unique way for countries to show their culture and give recognition to people who have mattered to the nation. If your organization issued its own postage stamp, what would be on it? What are the icons or who are the legends that have shaped who you are today? It may be a good exercise for you to consider, then find ways to feature them in a way that is more prominent than a 1 inch x 1 inch square.
— beth triplett
leadershipdots.blogspot.com
@leadershipdots
leadershipdots@gmail.com
#134 scrubbing floors
I once did a reference call where the supervisor described many wonderful traits of the person. It became one of the most helpful reference calls I ever made when she concluded with this assessment:
“If you are the kind of place where everyone scrubs the floors, he won’t scrub with you. He will tell you how to scrub; he will assemble the people to do the scrubbing; he will report how the scrubbing was done; he will be kind and not point out where someone missed a spot — but he won’t scrub with you.”
I genuinely appreciated the candor, and mostly the insightful understanding of the climate and culture under which this person could succeed. I work at a place where the expectation is that you “scrub the floors”; there is little hierarchy, no pretentiousness, and even the president is involved in hauling tables or directing the lines if that’s what it takes. I may have hired this person based upon the first part of our call, but her closing comments were what I really needed to hear.
When you are seeking out new staff, never underestimate the importance of fit with the culture as well as ability to perform the tasks of the position. If you are going to want this person to “scrub floors”, hold out for that trait. In the end, they will never be truly successful without it.
— beth triplett
leadershipdots.blogspot.com
@leadershipdots
leadershipdots@gmail.com
Thanks to A. Durante
#133 the works
As part of a package I purchased through a silent auction, I received two coupons for a Papa Johns one-topping pizza. When I ordered my last one, I upgraded to “the works” at a cost of $5. I was a happy customer.
Last night, when I attempted to do the same thing with my second coupon, I was told that I couldn’t do that, even though I explained that someone had honored my request before. Still no. Need I say that it was the worst pizza I have eaten? My expectations from Papa Johns equal “the works” and I was missing about eight toppings on what I was stuck with.
It makes me wonder why some manager (and yes, the order-taker checked) would be so short-sighted as to say no when saying yes would have a) created a satisfied client, b) who was willing to pay the differential and c) who had previously forgotten how good “the works” was and may be likely to order again at full price. What good came of saying no?
I was quick to jump on Papa Johns, but I am always second guessing our own service delivery. It is so, so easy to say no and I fear that sometimes I and my own staff may do it in spite of good intentions. When we say no to people who want to visit or be advised at times that are outside of our scheduled availability, are they comparing us to my pizza experience? When families want to process transactions on line that need to be done manually are they seeing that as a “no”? When internal clients want to do something on a modified timeline or with different project parameters do we accommodate them or refer them to “the policy”? When departments want extra support or resources from us that bend the boundaries, do they get a refusal?
For today, try to deliver “the works” to those who ask you. There really is a difference between that and the compromise of the one-topping.
— beth triplett
leadershipdots.blogspot.com
@leadershipdots
leadershipdots@gmail.com