Month: October 2014

#872 open door

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What is one of the hardest things for me to do at work?  Close my door and say: “No, I can’t see you now, I need to get my work done.”

If I am in the office and not in meetings, I try to be available for my staff, other colleagues or students who want my attention.  Most are very good about popping in only with work questions or when they need clarification — it’s not social hour — so I feel even more compelled to give them my complete focus and respond.

My tone sets the expectation for others on our staff — it makes it acceptable to interrupt and undesirable to close the door to do projects. We all find ourselves coming in a bit early or staying a bit late to do the requisite paperwork or tend to other matters.  

I wonder what behavior creates the best kind of climate overall.  Would it be better if I set firmer boundaries and cranked out all my work during normal business hours so my staff would do the same or does the collegiality outweigh the extra time that is put in?  

Throughout my career, I have chosen the latter and will continue to do so.  An open door policy only works if there is someone on the other side of the threshold who is ready, willing and able to engage in shared problem solving and idea generation.  If you work with the door closed, you are keeping out your strongest assets and missing the synergy that comes from a collegial office environment.  

The “interruptions” from your colleagues aren’t keeping you from your work; they are your work.  Embrace them and the open communication flow that they foster.

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

#871 ratio

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Organizations are encouraged to do strategic or multi-year planning, yet the dynamics that occur during that cycle are often challenging for those charged with implementation.  There is a lot of energy and excitement during the development of the plan.  When the final product is adopted, there is palpable hope and enthusiasm around the vision, and confidence runs high.  

Then after a year or two into the plan, the momentum slows.  Those involved in implementation are often very busy doing less-than-glamorous work to put the plan’s initiatives in place.  If the goals are strategic, it means a cultural shift and very different ways of doing things (or not doing things) — all of which takes time to infuse into the organization’s fabric.  Often steps are taken outside of the public eye, which makes it harder to illustrate that things are happening.  The gap between the initial energetic selling of the plan and the slogging reality of implementing it dampens enthusiasm.

I was recently talking with a colleague about the work of our respective organizations, both of which are in the middle of a strategic plan.  We were commenting on the challenge in spending time hunkered down to be sure the plan is implemented, yet addressing leadership’s need to continuously have something new to share with the public.

We labeled this phenomenon the “sizzle ratio” — ensuring that the non-sexy grunt work involved in implementation of a plan does not overlook the need to have nuggets of news and energy boosts to keep the plan alive.  To keep things moving forward, you need to make soundbites out of small steps and tout progress in any form, instead of waiting for completion.  

Don’t forget to add the right amount of sizzle to the next project you’re cooking up!

— beth triplett
leadershipdots.blogspot.com

@leadershipdots
leadershipdots@gmail.com



#870 spears

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One more thought from the Arts and Humanities Month Celebration I referenced in yesterday’s blog:


Arts advocate Mary Luehrsen spoke about how the work that is being done now is “the tip of the spear” — meaning that it has impact to get through to educators, legislators, funders and people of influence.  She acknowledged that it did not always feel like progress was being made, but believes things are now happening that allows the message about the importance of arts education to be heard.

Luehrsen attributes much of this to a “leveraged service model” where all parties need to contribute something to a partnership.  For example, instead of offering free arts to a school with nothing in return, the school agreed to put an arts education plan in place.  It is a way to create synergies and gain both understanding and ownership of the issues.  

“Collaborations are hard, but essential,” she said.  “Collaboration is the way forward.”

By coming together to promote shared principles, organizations can become the “tip of the spear” and make far more progress than they could make alone.  Who is out there that has a similar belief as your organization?  Make plans to partner with them to sharpen your spear in the advocacy battle.

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

#869 speaking up

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Last night I attended a program as part of the Arts and Humanities Month Celebration.  Two people spoke about advocacy for the arts and arts education; topics a bit outside of my normal orbit, so it was interesting to hear them speak with passion about the work that is to be done in these areas.

Tracey Rush, director of the Northeast Iowa School of Music, reminded the audience that we have two hands.  “Use one hand to pat yourself and others on the back,” she said, encouraging people to celebrate the success that they have had.  “Use the other to keep fighting.”  

Mary Luehrsen, the director of the International Association of Music Merchandisers spoke about the need to articulate a clear message and stop giving the arts away to schools for free.  She believes that arts educators and non-profits can be their own worst enemy when they introduce arts into schools, but don’t believe that they can charge the schools for it.  “We devalue our own work,” she said.  Luehrsen believes that advocacy is an on-going process — that “if you’re not on the bus, you’re under it”, and sharing the message needs to be continuous.

What cause is out there that could benefit from your voice?  Maybe it’s not arts education, but surely there is a non-profit in whose mission you believe.  In addition to writing your donation check this year, write a letter to your legislator in support of the organization’s work.  Share your voice as well as your funds.  In this day of giving by text, advocacy is even more of a treasure.

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


#868 talking trash

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At Homecoming last weekend, I was watching an alumni basketball game.  Several former players who had chosen not to play were watching with me from the sidelines.

One of their former teammates was on the court and he missed a shot.  My two companions started trash talking to him:  “Why did you touch the ball?” they yelled.  “You couldn’t throw a beach ball into the ocean.  That’s why they made you a post player!”  

And on it went.  Lots of missed shots.  Lots of jibes.  Lots of laughter.

I took the ribbing as a visible sign of their camaraderie.  These teammates had obviously been through a lot together, not only in their college days, but in the many years since.  They were able to give each other grief out of love, not spite.

How can you take steps to develop this level of trust with your “teammates”, even if there is no game involved?  How can you cultivate a level of enjoyment and brotherhood with those with whom you work?

Start today, and talk to your office mate about something non-work related.  Try to share some humor and levity in addition to reports and assignments.  Laugh a little together.  

In twenty years, there may not be a reunion of former employees, but your goal should be to create the kind of relationship now that would let you savor a similar kind of ribbing if there were.

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

#867 generous

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I had a conversation with someone who had been in the Peace Corps in South America.  He shared many lessons that he learned and memories that he brought home with him from the experience.

The nugget that struck him the most:  “Peace Corps taught me how to be generous.  Americans are not generous; they do not know how to take gifts.”  

It seemed like an unusual juxtaposition that not knowing how to take gifts translated to not being generous, but he explained that the concepts of generosity and gratitude are closely linked.  For you to be able to acknowledge generosity in others, you have to be able to express gratitude for it. 

Think about the gifts you have given.  For them to truly be received, whether it is giving of a compliment or of a material possession, the receiver needs to experience gratitude for you to feel generous.  From people who have next to nothing, but give it to you, the generosity is sometimes overwhelming.  His point was that Americans tend to say “oh no, you shouldn’t have” instead of “deepest thanks; I am honored.”  

The next time someone is generous toward you — with possessions, time, praise, etc. — work hard to express gratitude so that the generosity can warm their heart as well as yours.

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

#866 the pen

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One of my mentors once offered these words of wisdom: “If you really care about something, volunteer to be the secretary.”

When he said it, I was baffled as to how fulfilling that role could make such a significant difference.  But as time went on, I got it, and believe that he was absolutely correct.

The one who takes the notes at a meeting defines the parameters as to what was discussed and interprets what was decided.  They have permission in a meeting to ask for clarification (ostensibly to get it correct for the minutes, but often to gain the clarity that was lacking.) The person who writes the proposal shapes the direction of what is included and often frames the outcomes that result.  The secretary is the one who takes minutes in a way that assigns actions and next steps.  This person takes the time to schedule the next meeting, write out the agenda, and have materials ready so decisions can result.  The secretary can move something forward through prompt updating of drafts, or allow it to stall through the reverse.  

Often the job of taking notes at a meeting is given to the person who drew the last straw.  If you really want to make the meeting matter, raise your hand to be the recorder.  The pen really is mightier than the sword.

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

#865 notice

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Some food for thought for today, courtesy of R. D. Lang:

The range of what we think and do is limited
by what we fail to notice.

And because we fail to notice
that we fail to notice
there is little we can do to change

until we notice
how failing to notice
shapes our thoughts and deeds.

This reminds me of the exercise where people concentrate on counting the players who pass the basketball.  If you haven’t done this before, you should stop now and try it (1:21):
www.youtube.com/watch?v=vJG698U2Mvo

Often we are so focused on one thing that we fail to notice other important information around us.  This is why consultants are often helpful; they are not subject to the same “selective attention” that overtakes us.  I am spending the day with our consultant and I know before going in that he will see something that I did not.  

You don’t need to have a consultant to benefit from a new perspective.  Ask questions of those outside of your group.  Run your product by a group of users instead of producers.  Hang out with people who are not in your office, and preferably not even in your industry.

It’s easy to miss a gorilla if you’re paying attention to something else.  Try today to notice things you haven’t really seen before and see how the new information shapes your thinking.

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

#864 a path

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I spent a portion of my weekend writing the follow-up report from a consulting visit I did last week.  When I go to a new campus, a large portion of what I try to achieve is seeing the situation with fresh eyes.  Sometimes people who are involved in the day-to-day operations take things they are (or aren’t!) doing for granted, and someone from the outside  can notice things far more effectively.

But the other benefit I try to provide is synthesizing what is needed and prioritizing action steps to help frame the short term work.

I am reminded of one more quote by St. Francis:
Start by doing what’s necessary; then do what’s possible; and suddenly you are doing the impossible.

Without intentionally trying to do so, my consultant report is structured in that format.  I highlight key observations and recommendations that should become a priority.  I then give other suggestions for consideration, which, if enacted, will result in a cumulatively significant result.

When the problem is big, we get so overwhelmed that we don’t know where to begin.  Follow St. Francis’ advice and just do what you know has to be done and what is realistic to achieve.  Little will lead to lofty; you don’t have to start there.

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

#863 gospel

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A quote attributed to St. Francis says:
“Always preach the gospel.  Use words when necessary.”

Whether in a religious context or outside of it, I think it is a good reminder that your actions and your intentions need to align with what you say is important.

If you value customer service, you need to go out of your way to escort someone to the other end of the building, not just talk about service in workshops.

To create an organization that continually improves and admits shortcomings, you need to own up to your slips and errors.  I think of players that tap their chest with a “my bad” when they miss a play.

To reiterate the importance of cost-saving, you need to return the cans for the pesky 5 cent deposit rather than taking the easy road and throwing them in the recycle bin.

People are always watching you.  Try to have your actions send the message you wish to send.

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