Month: July 2014

#780 leniency

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It’s no wonder that most people don’t follow deadlines or believe any marketing hype anymore.  How many times have you heard: “sale extended” or “a limited time offer” that doesn’t seem to have a limit.  Our hardware store ran an “11% off this week only” sale for three weeks in a row.

Even the PR News fell prey to this tactic.  Quoted from an actual email:  “The entry deadline is today (July 11) for PR News’ Digital PR Awards.  If you can’t submit by tonight at midnight ET, you can enter by next week’s final deadline on July 18.”  Huh?

Why don’t they just say the deadline is July 18 and stick with it?

I feel like the same thing happened when I applied to be a peer reviewer for an accreditation team.  The deadline was May 15 and notification was due on June 15.  When I did not hear back, I inquired as to my status.  “We extended the deadline and got so many applications that it will take us until August 20 to decide,” they said.  Why did they extend the deadline if they did not need to?  Do I get extra brownie points because I applied on time — the first on time, not the second one?

My office is guilty of this tactic too, but hopefully not in such a blatant way as these examples.  

Before you extend your fabulous offer, think about whether you wouldn’t be better off just living with what you’ve got for this round and then creating a whole new incentive for the next attempt.  If one deadline becomes soft, it’s hard to develop the credibility that is needed to make future deadlines firm in the client’s mind.

— beth triplett
leadershipdots.blogspot.com

@leadershipdots
leadershipdots@gmail.com

#779 time to reconsider

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Are those who are anal about time missing out on too much?

I think about the time I “waste” by being early.  On-time for me often means arriving first at a meeting and then waiting for the others to arrive.  Is there a better use of my time?

I am always at the airport — even ours with its one gate — in plenty of time to do screening and make the flight.  What else could I have done besides sit in the boarding area?

A few years ago I piggybacked with my sister and joined her at a conference.  She went to a keynote until 5pm and then caught a 6:15 flight.  I, on the other hand, was at the airport at 12:30 instead of the beach for a 3pm flight.  Am I the crazy one or is she?

Those who are on time are often left waiting for those who are “time challenged”.  I wonder who is making the best use of their time.
— beth triplett
leadershipdots.blogspot.com
@leadershipdots
leadershipdots@gmail.com

#778 for granted

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Have you ever noticed that we lead much of our lives assuming that things will go right?

People whiz down the highway on a motorcycle without wearing their helmets.

We give a weak goodbye to loved ones, assuming that we’ll see them again next time.

Travelers get on airplanes assuming that they will land and sleep in their rooms without ever checking for the emergency exit.

We know we should have survival kits prepared and rendezvous locations for the family, but most never translate the idea into action.

At work, cross training and preparing a training manual always get pushed to the back burner.

How would we act differently AFTER a negative experience?  Would we wear the helmet if we had only known what would happen in an accident?  Hug each other when departing?  Check those exits and make those disaster plans?  Do some training so people aren’t left in the lurch?

I am not advocating that we live life under a cloud and anticipate doom.  But insurance is more than buying a policy…can you do a bit more to take a bit less for granted?
 
— beth triplett
leadershipdots.blogspot.com
@leadershipdots
leadershipdots@gmail.com

#777 the unknown

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When I see the number 777 (as in this blog number), I think of planes — specifically the “triple seven” Malaysian Air jet that is still lost at sea.  As of this writing, the plane has been missing for four and a half months, and the search radius is still thousands of square miles. In light of the tragedy that has just befallen yet another Malaysian Air jet plane, I am sure the speculation about the original Flight 370 will resume.

When the plane first went missing (March 8), its disappearance dominated the news.  Everyone was talking about it and hypothesizing on what could have happened to the jet.  Then coverage and interest faded away — until yesterday.  

A friend commented that “we are not a society that likes the unknown.”  We paid rapt attention to the news when there was hope of closure, but then it became easier to ignore the issue rather than grapple with its unresolved nature.  We have become accustomed to using our smart phones to instantly get answers and it becomes unsettling when there are things even Google doesn’t know.

At times, the desire for closure and definitive answers cause people to settle for a resolution, accepting a plausible theory as the final word.  Rather than face discomfort by searching for a year or more, we often call something unsolvable and move on.

But the Malaysian government has pledged that the search will continue until evidence of the plane is found.  Australia has also committed $56 million for three submersibles to spend a year scanning the ocean floor.

Are there mysteries in your organization or in your business plan that are worth a longer time of ambiguity?  Should you continue to try new areas, refine your search, experiment with new methods and infuse your efforts with a healthy dose of persistence — rather than jump at an early answer?  Maybe you could take a lesson from the quest for Flight 370 answers and pledge to keep looking.

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


Source:  Malaysia is sending in more ships to search for jetliner by Keith Bradsher, The New York Times, http://nyti.ms/1rCxtjw, July 6, 2014.

#776 it looks easy

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The trumpet has always been my favorite instrument.  I love the big bands with trumpet solos, brass bands with plenty of horns and even a drum and bugle corps that can produce the same sound.  As much as I have enjoyed this music for many years, until the other day I had never touched the instrument.

I was at a fine arts fair that had an “instrument petting zoo” — instead of animals they had all sorts of instruments available for you to touch and try to play.  What a great idea!  So, of course, I went straight for the trumpet and tried to blow a few notes.  Wrong!  No blowing is involved — I was told to make another sound, and I experimented mightily, but nothing came out.  If I couldn’t even create a noise, it gave me a whole new appreciation for those who make beautiful music with it.

Is there something in your organization where people could benefit from the opportunity to have hands-on experimentation?  Do you make something where others could see what it really takes to operate the machinery?  Can you do a technology petting zoo to allow people to play with new programs and appreciate those who have mastered them?  Maybe your food service people make cooking look easy or facilities makes it seem like a piece of cake to turn over a room set up — what if you let others try?

Those who do things best make it look easy.  Everyone can benefit when they see for themselves that looking easy is really hard to achieve.

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

#775 job symphony

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The IBM Service Center in town classifies their jobs in three categories:  rhythm, blues and jazz.

Just as the name implies, employees in the rhythm level do basic tasks and repeat them.  Employees on the blues level are allowed more autonomy and have the ability to infuse judgment and some improvisation into their work.  Those on the jazz level have no “sheet music” and are considered experts who can improvise all of their work.  The concept allows people from all three categories to work together in groups to support each other.

Are there elements of the IBM classification system that you can adopt for your organization?  Perhaps instead of clerical staff and administration or line workers and managers you can create more broad groupings that allow people to see themselves in a larger context.  Maybe you can align job expectations like is done with the rhythm section, where those hired know they will be doing tasks over and over.  It may allow you to recruit junior “blues” members if they know that the “jazz” level is possible for them.

As I have written on numerous occasions, language matters.  If you have job categories with no meaning you are missing out on an opportunity to illustrate how your symphony plays from the same music.

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


Source:  Tom Coffas, IBM Dubuque Service Manager as quoted in the Telegraph Herald, 6-22-14

#774 free pass

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I have always had staff members who did not want to participate in certain office rituals that we had.  They don’t want their birthday celebrated.  They would prefer not to attend certain meetings.  They don’t want to come to the all-day retreat.  They don’t want to join in social gatherings outside of work.

I used to say “too bad” and require people to partake, but I have changed my tune on that as the years have gone on.  If the reluctance is coming from a senior leader or someone in a major position, their lack of interest is usually a signal of larger fit issues and I try to address those rather than mandating participation.  

But if it is a part-time person or someone in an ancillary role, I no longer force them to attend.  Over the years, I have concluded that the negative energy they bring with their reluctance sucks the energy away from those excited about being there and in the end does more harm than good.  I did not always feel that way, but I have come to peace with it and now believe it is best for the group overall.

I recently had this conversation with a colleague who has a new group of reports — and someone who would rather remain on the fringes.  “The fight isn’t worth it,” I told him.  “I know it is counter to all the team building I preach, but it is true.”

Two take aways for today:  1) Old dogs can learn new tricks.  Leadership styles and how they are promulgated can/should/do evolve over time.  2) Think twice before you make something “mandatory.”  If someone chooses to pass on something, you may be better off without them than with their negative karma.

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

#773 wisdom

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I have been invited to be a guest member of the board of a national association that I chaired over twenty years ago.  The guest position was created to allow the organization to bring a voice and perspective to the board that is desired, but not present through the elected members.  

When I shared this invitation with a friend of mine, her comment was “when did we become the elders?”  I had not thought about this appointment in that way, but I think “elder” (at least in my case) is a very appropriate way to describe the role.

Elder is most commonly used in church settings as a person valued for his wisdom and sought for counsel due to age and experience.  Several of the descriptions of elders ascribe teaching as part of the role: “Elders must be able to teach and to preach sound doctrine and rebuke those who are teaching error so that false teaching doesn’t creep into the church.”*  It sounds like a role every organization needs.

Think about how you can incorporate a guest experience or something equivalent to elders into your organization.  Are there past leaders who would be willing to share context and perspective with your current team?  Do you have long-time staff members or volunteers who could share more wisdom than they are currently doing?  What about previous donors who know what your organization was like “before”?

Take advantage of that accumulated wisdom and ask someone to share it with you.  If they’re like me, they will be delighted to be in a redux role.

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


*Wikipedia Elder (Christianity) attributed to 1 Tim 5:17

#772 chores

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When I purchased my home, it was brand new.  The appliances were spotless, the coat of paint was fresh, the sod was green and there were no dust bunnies in the back corner of the closet.

Six years later, that is not the case.  Sure, there are things that are better than when I moved in, but the baseboards have nicks and the lawn has bald spots. The patio door track has accumulated grime.  Underneath the washer and dryer are fuzz balls and pet hair.   

A house, like an organization, must continually be attended to or it will entropy and decline instead of improve.  There is no sitting still.  You can make enhancements or fall behind.  Like with spring cleaning, you must occasionally address things in depth — not just sweep the surface — or deposits will build up in the background and eventually take a toll.  

Not all your attention needs to be monumental.  I am sure there are improvements I have made that would be unnoticed by the next owner (the first towel racks, light bulbs and mailbox).  There are other enhancements that add value (trees, a fence, a patio).  

Size and scope don’t matter as much as regularity does.  Just as you pay continuous attention to your surroundings at home, you’ll be well served if you commit to a routine to provide regular attention to your organizational house too.

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

#771 three strikes

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A friend of mine had a son who was in his first year of Little League.  In one of his first times up to bat, he was out on a called strike.

“He didn’t even swing at the ball!” exclaimed his mother.  “How could he be out?”

The player did not understand why he was out either, not because he was arguing with the ref or thought the ball was outside the strike zone.  

He was out because the rules had changed from the level of play he was in during the previous summer.  In T-Ball, you can swing at the ball for as many times as it takes to hit it. In Rookie League, the coach pitches until you hit it.  A called strike is a concept for the bigger leagues, and was one that was not explained to the new players.

Does your organization have things like a called strike — something the experienced people know but fail to explain to others?  Are there ways you can make the transition from one level to another easier for those who must do it?  Do rules and norms change depending upon the seniority of people?

We often take for granted that everyone knows “the way things are done around here”, but in reality they do not.  Before you call someone out on metaphorical strikes, make sure you take the time to explain the expectations and highlight the rule books for the newcomers.

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