#568 new and improved

As most people know, I have two lovable golden retrievers.  While I am certainly not looking to add to my family, I have an irresistible urge to regularly read the pet section of the classified ads.  

What I have noticed is that there is rarely an advertisement for golden retriever puppies anymore.  Instead, the paper has several offerings of Goldendoodle pups — in cream, black or even apricot.  Apparently this “no-shed, no-allergy” hybrid warrants a premium price as they sell for $700-$1500 and up for one little pooch.

I have a friend that has two adorable Goldendoodles.  They are great dogs and wonderful pets — yet they are not anything close to a no-shed golden retriever.  The Goldendoodle is an entirely different animal, engineered through DNA cross-breeding.

At what point to we accept things as they are — shedding hair and all — or when is it desirable to alter the natural state of things to create something new?  I wonder where the line is drawn or how to know the difference.

With decisions, patience or even the breed of dogs, I am reminded of the Serenity Prayer:  God grant me the courage to accept the things I cannot change; courage to change the things I can; and wisdom to know the difference.

May you be graced with wisdom today.

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


#567 get your foot in

One of the ways organizations cultivate their farm system (as referenced in yesterday’s blog) is through the use of interns.  People traditionally think of universities sending interns into the community, but we are also smart enough to keep some for ourselves!

We recently had a resignation, and rather than attempting a search during the holiday season, we immediately turned to our summer intern and hired him for a temporary position through June.  He had what amounted to a three-month interview last summer, so his hiring in this round consisted of one phone call and a verbal commitment.  It worked out well for everyone. 

Internships also lead to permanent positions, including the eventual leadership of the company.  General Motors’ new CEO, Mary Barra, started work at the company as a “co-op student” while in college.  She has been with the organization ever since, holding senior positions in a multitude of divisions.  Her college work allowed her to be identified as someone who had a lot of potential, and she grew from there.

While formal internships aren’t always available to those who hold full-time posts, you can create a pseudo one for yourself by volunteering outside your normal area of responsibility or serving on a project team for something new.  All are great ways for people in leadership roles to see your talents in action.

When a hiring manager has an opening, especially a sudden or unexpected one, the natural instinct is to think of “who do I know?” vs. “where can I place an ad?”.  Have a stable of names from which you can pull talent — or be one of the names that pops into a manager’s head.

— beth triplett
leadershipdots.blogspot.com

@leadershipdots
leadershipdots@gmail.com


#566 farm team

In yesterday’s blog, I shared the roles that Harvard Business Review outlined for leaders. One that I think is often overlooked, but of critical importance is the role of talent scout.  I would add to that “talent developer” as it is rare that someone shows up at an interview with all the skills I need.

Part of my role as talent developer is being aware of the strengths of my staff (and other staff!) and then giving them personal encouragement to apply for different positions when a job comes open.  Currently there are several employees who used to work for me who are now working in elsewhere at the university, either for me in different roles or in another division entirely.  It is something that makes me quite proud.

In your role as leader, what are you doing to help your staff not only develop skills for their current role, but to prepare them for whatever comes next?  Are you conscious about matching strengths with openings — even if it means moving one of your staff elsewhere to do it?  

You are only as good as the people who work for you.  Take a lesson from baseball and develop an on-going farm system to create and attract new talent to your organization.  

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

#565 hats

About 15 years ago, Harvard Business Review sent out a promotional mailing to encourage people to subscribe to the magazine.  One panel outlined a list of roles a leader played (and that presumably were addressed in the publication’s content.)  I saved this flyer and have had them posted on my desk ever since.

The roles of a leader (circa 1999) were:
Strategist.  Mentor.  Visionary.  Talent Scout.  Guru.  Futurist.  Champion.  Leader.

I thought, and still think, that it is a very accurate list and reflects the roles I am asked to play on a regular basis.

It was interesting to me to receive a newer HBR advertisement; it had the same general format but included a new list:
Leader.  Strategist.  Mentor.  Architect.  Builder.  Coordinator.  Champion.

Gone are visionary, talent scout, guru, futurist — replaced with architect, builder, coordinator.  Also gone is clear language — replaced by metaphors! 

The first list, faded as it is, will remain in my office.  What roles would be on your list?  Sharpen your observational powers and watch what hats a leader you admire wears — then try some on yourself.

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





#564 idle eyes

One of my favorite fast food promotions was a few years ago at Culver’s.  On their tray liners they had the outline of a large french fry.  If you received an actual fry with your order that was longer than their drawing, you won a free cup of custard.  It was simple and fun.  

Apparently the legacy of the large fry lives on.  Over the weekend, I was reading their french fry bag and learned that the longest Culver’s fry measured 8.25 inches and sold for $250 in a charity fundraiser.

Invariably, your clients will have some down time while on site at your organization.  How can you capitalize on this and give them something entertaining (yet informative) to read?  Culver’s uses tray liners, cups, table tents and even french fry bags to assure me of their quality.  

Does your waiting room contain more than just past issues of magazines?  Have you been intentional about the messages you are sharing about your organization while people wait?  Have you infused your brand in hallways, parking lots, lobbies and where lines form?

If you think about how many breakfast cereal boxes you have read, you’ll know that no one is a more interested reader than someone who is waiting.

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



#563 discount

As I was finishing up my Christmas shopping over the weekend, I carried with me the multitudes of store coupons that I have received via newspaper, mail, on my phone, etc.  It seems that every place is running a special — if you are patient enough to deal with the coupon hassle to receive it. 

At Younkers (a Bon Ton affiliate), they have more exclusions than inclusions for where the coupon actually works.  No Incredible Value items, cosmetics, premium brands, etc.  In short, it didn’t work on anything that I wanted to buy.  Ditto at JCPenney where the brand I chose was part of the “exceptions.”  

I tried using a coupon at Michaels, but I was at the wrong hour — this coupon only worked on Sunday afternoon.  I felt bad for the clerk because I was obviously not the first person unamused by this detail.

And then there is Kohls.  Maybe I have simplicity on my brain because of the Ken Segall book I am reading on that subject, but they have coupons down pat.  I got 30% off of everything.  Every brand (even their Hallmark lines), every department, every item.  One coupon that works from now until December 24 (when I am sure I will receive my next discount.)  Kohls makes coupons an integral part of their overall simplified shopping strategy and it is clearly working for them.

Don’t discount the importance of customer satisfaction around the little things.  It’s a mistake to play around with your pricing policies just because everyone is doing it.  Even with something so mundane as store coupons, you can enchant your customers or frustrate them.  Guess where I’ll shop next time.

— beth triplett
leadershipdots.blogspot.com

@leadershipdots
leadershipdots@gmail.com

#562 seven

I have long been familiar with the concept of the “seven deadly sins”, but had to look them up to write this blog.  If you’re curious, they are:

> wrath
> greed
> sloth
> pride
> lust
> envy
> gluttony

Ghandi took the concept in a different direction.  He is attributed with outlining these characteristics as the seven deadly social sins:

> politics without principle
> wealth without work
> commerce without mortality
> pleasure without conscience
> education without character
> science without humanity
> worship without sacrifice

Ghandi’s social sins serve as a type of moral compass and encourage us to consider the implications of actions in addition to the action itself.  

In this season of giving, remember to give some of your time or treasure to organizations whose missions support the good works you believe in.  Principled organizations fighting for advocacy on the policy level.  Educational institutions at all levels that are helping to develop character.  Research functions that are working to alleviate human suffering.

Don’t let greed and gluttony shape your December traditions.

beth triplett
@leadershipdots 

#561 alike

I heard someone remark with wonder that “no two snowflakes are alike.”  What caused me the amazement is that the other person seemed genuinely astonished by this.

What two things are alike?  I doubt that two leaves on a tree are identical or two pieces of fruit. 

Yesterday was registration day so our staff wore identical polo shirts, yet each expressed themselves in different ways.  “Polo and khakis” looked different on everyone.

Instead of focusing on the differences, even in little ways, we should appreciate the commonalities and the ties that bind us together on this journey.  

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

#560 e-notebook?

After the recent entries about my notebook “system” I received a comment from one of my former colleagues about using an electronic system instead of paper.  I wrote back that I firmly believe in the paper system as I described it.  I added that one of the virtues of the paper system is that it is socially acceptable to flip through a few pages of a notebook in a meeting, while it may be considered rude/unfocused to be flipping through apps on your iPad to accomplish the same thing.


Brian wrote back with an interesting flipside to that observation: that at his institution as more and more people have iPads (part of a commitment to sustainability) “we’re almost to the point that you’re “judged” more for having a paper notebook than you are for scrolling through your iPad.”

If you are at a similar place, or just prefer an electronic system, you can take pieces of Brian’s strategies and apply them to your liking.  I think the key to any successful organizational system is that it works for you.  

So, in the spirit of sharing, here are Brian’s ideas for electronic organization:

As for the high tech option: I use an app called “Evernote”.  It’s a great app that lets you take notes either by typing or handwriting (using the complementing app called “Penultimate”).  The nice features of this app that make me like it:


> It’s free; there are paid upgrades available, but, you can do basically everything you really need/want to do for free.
> There’s a desktop program you can download to your computer and have it sync with the notes; this makes them accessible from both devices automatically and helps with efficiency. 
> You can “scan” documents to add to your notes.
> You can “tag” notes to help organize them easily; you can also create “notebooks” to also help you organize your notes.
> You can send/share/etc your notes with other people.

Those are the features I generally like.  The WAY I use it is this:
> I create notes for each of my meetings; I have “running” notes for my recurring meetings.  Meaning, my 1-1 meetings with my staff, I have a  “1-1” note with the person’s name and I just add to it by drawing a line & adding the newest meeting’s notes to the top of that page (so the most current is the first thing I see).  That way I don’t have to figure out which note I need to look up first.
> I take my notes from the meetings on that note and I use another cool feature of the program that allows you to actually create a checkbox for any items (i.e. “to-do” items).  You can then “check” them when you’re done.
> This is one of the keys: the “tagging” feature.  I can create as many tags as I want and I can attach as many tags to each note as I want.  So, I create tags like: “Staff”, “1-1s”, “Student Life”, etc – each of those may apply to 1 meeting so I put all those on that note, making it easier to find later and have it be related to other notes.  
> The key on this is creating the “To Do” tag – any note that I take that then contains one of those checkboxes gets tagged “To Do”.  When I’m taking time to follow up on those items, I just pull up all the notes tagged “To Do” and make my way through the list.  I then remove the “To Do” tag from the note when I’ve completed all the necessary tasks.

— beth triplett and Brian Gardner
leadershipdots.blogspot.com
@leadershipdots
leadershipdots@gmail.com

 

#559 essential duties

A colleague was telling me about someone in her organization who was recently let go.  “He was an enemy maker, not an ally maker,” she said.  “I’m surprised she lasted as long as she did.” 


In today’s highly collaborative environment, making connections is part of everyone’s job.  Be conscious about fulfilling that part of your responsibilities well.

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