leadership dot #313: wet towel

When someone gets all worked up about something, the temptation is often to share their emotions with the first person around. Many times this plays out like someone vomiting in a cartoon — the words just blather out and spew all over the listener. The original party may feel better, but those who were the recipients of the sharing now have the burden of dealing with the emotions as well.  

Like a stain on their shirt, they may choose to ignore it, but it is there nonetheless. More often than not, they don’t/can’t/won’t forget it is there, so the time and emotional energy invested in the issue multiplies.  


In most instances, everyone would be better off if the original speaker allowed for an element of time to pass before sharing. Time has the ability to decompress emotion and put things into a much more reasoned perspective. Think of emotion as water being soaked up by a towel. Time is equivalent to ringing out the water, so that the towel may be easily passed on to another without fanfare or incident.  If you hand someone a soaking wet towel, all the attention turns to dealing with the water rather than the towel. If you have let the emotion pass through, the actual issue may be addressed.


Next time you’re tempted to vent or insert drama into a situation, ask yourself if you really need to hand off the towel while it is soaking wet or whether everyone would be better off if you waited a bit before doing so.  I’ll bet you know the right answer.



#312 finishing

It is quite rare that I quote Newt Gingrich, but he did say one comment that stuck with me:  “Perseverance is the hard work you do after you get tired of doing the hard work you already did.”

At least in the academic arena, this statement is certainly true at this time of year.  The admissions counselors are tired of calling prospective students.  The current students are exhausted from projects and papers.  The faculty aren’t excited about grading those projects and papers.  It has been a long haul to get to this point in the semester and for many, the new arrival of spring beckons louder than the hard work that remains.

This sentiment rings true outside the academy as well.  Everyone seems to be working longer than they were before.  The weekends get shorter while the personal to-do list grows longer.  Blog #313 beckons even though I have just done #312.  

I will spend the day with our admissions consultant, and, before we even begin, I am confident that he will implore us to do “more” and to push harder toward the finish line.  Everyone feels like they have been running a marathon (they have), yet we are only at mile 15.  

Those who are successful in the end will run the whole race and not just the initial laps.  In the end, what counts is how you finish.  How you started just makes it possible for the final push to have meaning.

Take a piece of advice from Newt and apply the diligence required to see your beginning through to the finish.

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


#311 the missing piece

I read in the paper yesterday about a wonderful new organization in Philadelphia.  Red Paw is a network of animal lovers that have paired with the Red Cross to tend to the pets of people involved in disasters.  The Red Cross handles temporary accommodations for the humans, and Red Paw makes arrangements for the critters.  It is a genius idea, and I hope the idea becomes universal.  

The idea grew out of the direct experience of a first responder who often saw displaced people able to utilize shelters as a temporary home, but found themselves unable to take their beloved pets.  The uncertainty of what to do with them led to increased anxiety at an already painful time.  Founder Jen Leary set about to alleviate some of this stress with a temporary care and rescue organization.

The Red Cross called Red Paw “invaluable”; it has given them a resource to fill a need.  Think about the organizations that currently exist that could benefit from a partnership with your organization.  What services can you offer to others that would fit with your mission and fill the needs of others?  Can you provide temporary storage for someone?  Can you allow a non-profit to access your network or purchasing power?  Do you have the ability to fill a gap in a community service?  Can you partner on a fund raising project if not for the long term?

There is no need to go it alone.  Someone is out there who needs you.  Find them and you’ll both be better off.

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


#310 futile

Educator Rick Stephens once said: “Facts are sometimes like a ping pong ball bouncing off a bowling pin — you need to find other ways for them to be absorbed.” 

At times, people attempt to make persuasive arguments by reciting a list of logical arguments and facts.  In reality, the objection may be much more emotional and so the factual information doesn’t change the person’s opinion.  It bounces off their brain with the same resilience as the quote above.

To make your message sink in, you need to utilize a variety of communication methods to reach people.  Stories, emotional appeals, personal linkages and listening are all techniques that go further than a rapid recitation of logic.  

The numbers may be on your side, but if they aren’t heard, it is as futile as tossing the ping pong balls.  Consider that a even whole bushel of balls would rarely tip over a bowling pin in your direction.

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




#309 A months

Without looking at a calendar, I can tell that it is April.  Suddenly things are getting hectic on campus — people are realizing that there is only a month left in the semester and so they are attempting to wrap up all those projects that have been on the list for the year.


In my world, the “A” months — April and August — are clearly the most frenetic times of year.  I can take solace in the fact that it is like this every year, and get into a mindset that is required to make it through with sanity.

Every organization has its cycles.  Maybe you’re in retail where it gets a bit crazier in November and December.  Perhaps you work in construction or landscaping and summer is your busy time.  Maybe your work is accounting which peaks at the end of each quarter.

With each spike in the cycle comes benefits as well as workload — for education it is commencement and then the welcoming of a new class.  It may mean additional revenue or income.  It could signal a clean slate and the start of a new goal period.  

No matter what your cycle is, it helps to acknowledge it and to mentally prepare.  The roller coaster isn’t all dips and spins, but when they come, it’s nice to enjoy that part of the ride.

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

#308 at peace

I was recently at a gathering of senior higher education administrators and the topic turned to our personal situations instead of the state of the industry.

It was striking to me that the vast majority of people were professionally happy in their current position.  They knew themselves very well and had used this knowledge to accept a job that aligned their talents with the needs of their employer.  

These are exactly the kind of people that you want to lead organizations in the future.  I believe that leaders who are happy and successful in their current jobs have the traits to create that synergy again in their next position.

As you consider where you are and where you are going on your professional journey, I hope that you focus first on creating the alignment where you are now.  If you made a bad employment decision or are not happy in your current job, you need to understand what went wrong or it will follow you to the next move and beyond.  Try as best as you can to create happiness where you are now, and then, when the time is right, you will have the skills to replicate that calibration in whatever is next.

Strive to feel as Jill Ker Conway did (see yesterday’s blog):  
“Nothing was pushing me out of this wonderful setting except a cause, and the hope to serve it.”*

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



*Jill Ker Conway, True North, 1995, p. 250.

#307 marble

In an interesting essay by Jill Ker Conway, she describes the educational philosophy of Mary Lyon, the founder of Mount Holyoke College.  Lyon was one of the first to educate women in the 1830s, taking on the task from a very pragmatic perspective.

“Lyon wanted to produce ‘hard marble’ women vs. ‘soft marble’ ones.  Soft marble was easy to shape, but quickly crumbled before the forces of the elements.  Hard marble was more difficult to shape, but it could take a brilliant polish which would last, and which was impervious to wind and weather.”*

The analogy related to the New England cemeteries where hard marble tombstones remained readable and polished, whereas soft marble ones collected moss and the lettering faded.

Think about your philosophy of staff development.  What kind of employees are you trying to develop?  It is easy to give tasks to new people and quickly set them about their business.  It takes much more time and effort to create ‘hard marble’ staff that has the knowledge and understanding to weather the changes your organization inevitably faces in the long term.  

Adopt a lesson from Mary Lyon and invest in learning that endures.


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

* True North: A Memoir by Jill Ker Conway, 1995, p. 236.

#306 time frames

How we define accomplishment changes over time – I think the time period lengthens.

When you are a kid, success is measured in the present.  I cleaned my room now.  I ate my vegetables now.  I helped mommy set the table now.  Good girl!

Eventually, we start lengthening the time period over which success is measured.  How did we do this week?  Did we get good grades in school this semester?  Were we a valuable teammate this season?  

As we rise in ranks, the evaluation period grows even more.  What were our results this year?  Did we develop our people over the past few years?  Have we met the objectives in the multi-year strategic plan?  

Where success really matters is when we start to define it in terms of generations.  As a leader in education, I try to think beyond just this year’s entering or even graduating class to think about the impact our university is making for the next decade.  Are we instilling values and skills in our students that will help them to be leaders of the next generation?  Are you aiding in the local economy in a way that will live beyond your current job?  Are you helping create a foundation for future innovation and development that has a century-long life span?  

If you’re meeting your measures too easily, rethink whether your time frame is right.  It isn’t today’s successes that matter as much as whether you are accomplishing value for tomorrow.

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

#305 paradox

Is being content and being ambitious an incompatible paradox?

I think about being comfortable with “what is” — your job, your life situation, your personal mojo.  That in itself is elusive, yet wonderful.

But does it preclude you from being ambitious?  If you are content with what you have, do you cease striving for more?  Does satisfaction become a barrier to the disruption that ambition and change bring?

If people with potential have contentment, is it bad that they don’t apply their skills to advance further in their career or service?   I know some people who are quite satisfied with where they are, even when I think that they could be doing so much more.  Yet I know others who are running the race, but don’t feel like they have/done/are “enough”.  

Is there an appropriate balance, or are the two goals mutually exclusive?

I wonder if the trick is in the timing — it’s ok to be content for awhile, but not to the point of becoming complacent.  It’s ok to be ambitious — but not to the extent that it overrides everything else.

Think about where you fall on the contentment/ambition scale.  Are you satisfied with where you put yourself or do you need to do something different to the balance of duality in your life?

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

#304 good humor

Today is the official day when levity is sanctioned and even encouraged.  So imagine what would happen to you if your birthday was on April 1.


Such was the case for my former boss.  Even though he was a college president, his day did not escape celebrations worthy of the date.  Over the years he had a special sign put on his parking spot, custom-designed water bottle labels that everyone at a meeting used, mock ads using his likeness, the giant bell from the original campus chained to his mailbox and a host of other pranks played on him. 
Once Keith off-handedly commented that a restroom in his office would be handy on days when he had back to back meetings.  So, sure enough, for next year’s birthday celebration, the physical plant constructed a mock bathroom — like you see in showrooms — next to his desk — complete with toilet, sink, reading materials and decor.  No one laughed more about it than he did.

Keith was one to join in pranks as well.  We still smile when reminiscing about how he feigned disapproval about a staff member wearing denim on her first day (never mind that it was a totally appropriate vest and we put him up to it.)  He wrote a mock letter from an attorney about an impending lawsuit due to a (tiny fender bender) accident by another employee.  He is retired now and his business cards read “Fly Fisherman Extraordinaire and Former Hot Shot.”

The example Keith set with humor permeated the entire institution.  We laughed together and had good times.  It forged bonds that carried us through when things were tough.  It made him seem human, so people were more willing to be honest with him and share the bad news as well as good.  It made work a fun place to be.

As I reflect on my career, I have had bosses throughout that could participate in a good prank and could smile when the joke was on them.  Whether or not you play an April Fools’ Joke or you exhibit your good naturedness in more subtle ways, try to use humor as part of your leadership repertoire.  Your staff will be glad that you did.

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