A key concept in strategic planning is not only determining what goals to pursue, but also identifying what you should not implement. There are always more good ideas than are feasible, and a true strategy involves prioritization and choices.
Author Michael Bungay Stanier put it this way: “Strategy is all about saying no to the stuff you want to say yes to.” Think about that one for a minute. Saying yes to certain good options and no to other good options is easier said than done.
I think the ability to make such decisions has roots in the level of self-discipline we have cultivated in our personal lives. If we are able to set our own boundaries and say no to things we want, then we grow that muscle to flex in our organizational lives.
“Just because you can, doesn’t mean you should,” said Rabbi Stephanie Alexander. Her examples include spending, eating unhealthy foods, going as fast as your car’s speedometer says you can or instantaneously responding to the message alert on your phone. If we always respond to temptation on small issues, we won’t have the discipline when we really need it for tougher choices.
It is even sometimes hard to say no to bad choices, but it becomes even more difficult to say no to good things. Try to strengthen your “no muscle” this week by setting some boundaries for yourself. Then say no to things, even if they are desirable, that don’t meet your criteria. I predict you’ll enjoy the power that comes when there is a clear demarcation between what is your priority and what isn’t.
— beth triplett
leadershipdots.blogspot.com
@leadershipdots
leadershipdots@gmail.com
Month: July 2016
#1510 leverage your effort
It is an enlightening exercise when consider the ratio of return on all activities where you contribute your resources.
With savings, you can put it in the piggy bank and have a one-to-one ratio ($1 in will equal $1 out), or in a savings account which will provide you a bit higher return — or you can invest it in stocks which should earn you a much higher ratio in the long run. With investing, the activities of others are rewarding you.
With your job, you can get paid for each hour or salaried equivalent — or you can become an entrepreneur or business owner and earn income from sales and the work of your employees, thus benefitting from work you are not directly doing. Your one hour of work as an owner could equate to much more than one hour of return in ultimate pay.
With fitness work outs, you can go for walks or do aerobics to gain direct benefit, but with strength training the ratio is higher. Resistance training boosts your metabolism and can actually help burn calories after your workout. Again, you are benefitting beyond direct one-to-one input: 30 minutes of aerobics burns calories for 30 minutes, but 30 minutes burns calories for more than 30 minutes.
I don’t know anyone who feels like they have too much time on their hands. To make the most of what you do have, consider what activities you invest in. Do you put your effort where there is a one-to-one ratio and you earn all the benefits yourself, or can you leverage synergy by participating in practices where others are working for your gain?
— beth triplett
leadershipdots.blogspot.com
@leadershipdots
leadershipdots@gmail.com
#1509 stealth
When most companies do something new to their product, they blare the trumpets and shout it from the rooftops. How many times have you seen some thing say “NEW,” but upon closer inspection find that there really isn’t a fundamental difference there?
Kraft took the opposite approach with its iconic Macaroni and Cheese. The company changed the ingredients on its signature product, yet did not market the fact. They removed all the artificial ingredients and dyes without fanfare and sold 50 million boxes more before they publicly acknowledged it. What a gutsy decision.
Someone in marketing at Kraft realized that the mind is a powerful tool. If your brain thought the Macaroni and Cheese was not only different, but missing something, I would all but guarantee that it would not taste the same. Maybe it wouldn’t be bad, but it wouldn’t be unchanged. Why risk a drop in sales or a public relations nightmare like New Coke when the new ingredients actually involved making the product more natural?
Now that most of the repeat consumers have had a chance to try the revised product, it seems Kraft believes it is safe to proclaim the new ingredients in hopes of attracting a few new customers who would like the no-artificial aspect of the dinner. So now Kraft has new box labeling and even point of purchase displays — six months later.
I would have liked to have been in the room when invariably discussions were held about whether to proclaim the change or remain silent. I think people face that dilemma in many ways. Do you tell all the employees that you have received a windfall, or keep quiet so that people keep pushing toward the goal? What about warning people about a very slim chance of a problem? If you change the ventilation system, should you tell people or does the mere fact of knowing it is different prompt false concerns? Do you tell your partner you swapped out coconut oil for vegetable oil in your recipe?
There are many scenarios where transparency and prompt communication are warranted. I would venture to say that in most situations you are better off with that tactic. But as Kraft has shown, if the change is a positive one, you may consider a stealth implementation to gain validity before you get a contrived mental vilification.
— beth triplett
leadershipdots.blogspot.com
@leadershipdots
leadershipdots@gmail.com
Source: Did you even notice your Kraft Mac & Cheese has no artificial ingredients? by Jason Best, March 8, 2016, on takepart.com
Thanks to Amy for sharing!
#1508 prescription for success
I was talking to someone whose daughter is going to “Mayo” to hopefully find a diagnosis to her vexing medical issue. By Mayo, she meant The Mayo Clinic, one of America’s top hospitals, but specifically the gold standard in treatment and diagnosis.
As I researched to see what made Mayo different than other hospitals, and why they seemed to be able to find the root cause of ailments that elude everyone else, I learned that they attribute their success to their “multi-specialty integration.”
When Dr. Mayo opened his office in 1864, doctors worked alone. The concept of a group practice was unheard of, but he invited others doctors and scientists to work along with him. Mayo has leveraged multi-specialty integration from the beginning and found that it is this system of teamwork that has set them apart in the medical world.
At Mayo, teamwork receives more than lip service; it permeates almost every aspect of the multi-billion dollar corporation. The buildings were designed with collaboration in mind. Mayo pioneered the first integrated medical record system. Physicians are paid a fixed salary that is not linked to volume or services rendered. The Mayo School of Continuous Professional Development encourages on-going learning and innovations. An unhurried examination where “the needs of the patient come first” allows for probing questions and listening.
The Mayo model is working in health care, and may serve as a prescription for how to impact your culture too. You would be well to emulate the Mayo Clinic Model of Care and Mayo Clinic Values as a prescription for organizational success.
— beth triplett
leadershipdots.blogspot.com
@leadershipdots
leadershipdots@gmail.com
#1507 revival
When I first started working, one of my indispensable tools was my Day-timer, a 5×7 binder that was filled with calendar pages, spaces for notes, and host of reference charts. I switched from the Day-timer standard to a similar system by Franklin Covey, but both involved quarterly refills, a special hole punch and a plethora supplemental forms to allegedly make me more effective in my time management.
Eventually, the sheer bulk of these products caused many to give way to other methods of calendaring and note taking, and, of course, electronic tools and apps replaced even most paper systems. Binder systems seem to have gone the way of the fax machine; they’re still around, but not as essential as they once were.
So I was surprised when I saw a binder-based calendar system on sale at Target. Then I saw a whole display at Michaels. And then again at Staples. Apparently binders are coming back!
In addition to their functionality, the systems are being marketed as the mecca of choice. You can pick your binder color. Add a special tassel or charm. Decide on your preference for inserts. Embellish with special stickers or even color your own cover. Purchase a matching pen and a special holder to carry it. And on it goes. As I wrote about yesterday, this seems to be the era of personalization, and companies got the idea that people can spend a lot more on customizing their paper/binder products than they can on an electronic app.
Pay attention to see if binders make their way into your office or classroom and ask yourself what implications this has. What can you put in binder format that you currently only offer via an app? It may be worth it to take a page out of an old-time playbook and insert yourself into this emerging trend.
— beth triplett
leadershipdots.blogspot.com
@leadershipdots
leadershipdots@gmail.com
#1506 mine
I have an angel knickknack from when I was a child that is stamped with “June” for my birth month. I am sure at the time this was a novelty, something that was “personalized” and thus more attractive as a keepsake.
Over the years, technology made it much easier to add variety to items. The options expanded to include a wide spectrum of names embossed on items (e.g. keychains, ornaments, pens), then it became easier to put names on everything through computers and home printing. Most people are no longer impressed when they see products with names or the ability to include personal information, such as on mugs or pictures on cake icing.
But I will admit I paused when I saw the latest evolution of customization: personalized fabric. Now a baby’s blanket can have their name woven into the material, or kids can have clothes made of cloth bearing their moniker. I wonder when it will stop or whether we will get to the point where everything has an individual element to it.
All this personalization isn’t inherently bad, but I think it has unintended consequences. Joey isn’t going to want to use that blanket because it says Lucas. He’ll want his own, and probably other things of his own too. Goodwill will have a harder time getting someone to buy it since it is no longer generic. All the personalization requires additional energy to make and ship, increasing the environmental impact.
The less the commonality, the “more” that results. Think about the the broad picture before you opt for the narrow one.
— beth triplett
leadershipdots.blogspot.com
@leadershipdots
leadershipdots@gmail.com
#1505 side hustle
I thought I was going to be able to “babysit” a 10-week old puppy last weekend, and I can’t tell you how excited I was about the prospect of doing that. I shared the possibility with my sister, who would have been another willing volunteer.
She suggested creating a puppy-sitting service, sort of a Puppy Airbnb. I would be perfect; I don’t have the space or desire to host strangers in my home, but their dogs…well, that is a different story. If they are young enough, my home is theirs. Fido could stay with me while their owners are in a hotel or with non-dog-loving relatives. There are all sorts of situations I could envision where this would be a good thing for everyone. Golden puppies could even stay for free!
Maybe I need a new tag for “business ideas” as I seem to be having several of them lately. Boat sharing, new kinds of drive throughs, and now this. Author Chris Guillebeau believes that everyone should have a “side hustle” that brings them additional revenue apart from their regular employment. Maybe this is it for me?
Whether you are developing a part-time business or working in a traditional job, ideas are the easy part. It’s turning them into something meaningful where the grunt work needs to happen. But the best way to get a great idea is to get lots of ideas. So I’ll keep coming up with business prospects and maybe one will inspire me to buckle down and make it happen.
What idea do you have out there that is worth your effort to turn it into a reality? It doesn’t have to be something that you can monetize, but it does need to be something worthy of your time and what you will give up to focus on it. I can watch your puppy while you’re working!
— beth triplett
leadershipdots.blogspot.com
@leadershipdots
leadershipdots@gmail.com
#1504 little loves
When I am supervising staff or working with others, one of the things I listen for most is their personal preferences for things (approximately) under $5. And then I write them down so I remember them. Later, this information becomes a treasure trove for “the perfect something” to enhance a note of recognition or to express appreciation for a job well done.
My list has quite the variance. I know that a certain person likes Three Musketeers, while another loves salt water taffy, and yet another can’t get enough of Sour Patch Kids. Some on my list would most appreciate a peppermint latte, while others would like a Pez dispenser, a Flair marker, a stress ball, cupcake sprinkles, a holiday tie, alligator office clips, Inkjoy pens or an orange Dreamsicle. I know who likes diet Coke and who prefers diet Pepsi, who likes unicorns and who has a thing for owls. I even know that someone likes pink Starburst (only) and that someone else likes just the dark chocolate Frango mints.
If it’s a low cost item, I take note when someone comments that they would like something. In the past, that has been a certain color earrings they couldn’t find, something from the Smart Women collection, a first-of-the-season caramel apple or a scarf in spirit colors. There is often a lag between the comment and the perfect moment to present it, but that can make an even greater impact.
While it’s important to learn about your colleague’s family and big things in their life, there is great untapped potential that comes from learning about the little things too. Recognition has so much more power when the token is specific and meaningful to the recipient. Listen and pay attention to the little loves, and you will get much more bang from your buck or two.
— beth triplett
leadershipdots.blogspot.com
@leadershipdots
leadershipdots@blogspot.com
#1503 one-way
Last night, I took advantage of the “public comment” opportunity in front of our city council for the first time. I was quite dismayed at the absence of recycling or any environmental efforts at our city-wide festival and decided to complain to someone who could do something about it. I asked the council to direct the staff to either take on the responsibility as a city or to seek a volunteer to oversee recycling efforts; in any case to do something besides fill the Dumpster.
The prescribed council procedure is to listen to comments, but not to respond. They take their mandate literally. No non-verbals. No communication in any way that they even heard what I had to say. I knew they couldn’t reply, but to talk to an invisible wall was unnerving.
I think that if you are going to be relegated to one-way communication, it makes more sense to use a one-sided communication vehicle like a letter or social media post. In person should mean an exchange, even if it is to ask questions without being compelled to provide answers. A “thanks, we’ll get back to you” or “we appreciate you sharing your concerns” would have been a good start.
Look at your communication channels from the perspective of the user. Does your format align with your expectations and theirs for what kind of exchange will occur? Do you encourage comments and do so in a responsive manner? Have you done all you can to acknowledge the time and interest invested in commenting, even if you don’t agree with what was said?
I’m afraid my future city activism is going to be relegated to the pen, not the podium. Using recycled paper, of course.
— beth triplett
leadershipdots.blogspot.com
@leadershipdots
leadershipdots@gmail.com
#1502 open
Yesterday I wrote about the overuse of “collaboration” and the growing trend toward open work spaces in the corporate environment. One company that is embracing the shared work environment in a substantial way is Principal Financial. The $284 million renovation of their Des Moines building will eliminate offices in favor of “coves” to provide open and mobile work spaces for employees.
As someone who is fascinated with organizational cultures, I wish I had a crystal ball to see what will happen at Principal and others who embrace this no-office design. I would expect that there will be greater small group gatherings, more informal discussions and more frequent cross-pollination than would occur with walls. Perhaps great new insights will result when people are able to easily work with others who have different roles and perspectives.
And I wonder — at what cost. The lack of ownership of a personal space — even the three sides of a cubicle, I suspect will diminish the feeling of attachment some employees have with their employer. A transient work space makes people feel, well, more transient, and I would predict not as connected to the organization. The inability to display any personal artifacts reduces the visual cues of shared experiences colleagues may have with each other. (For example, someone who did not know me could instantly tell I was a dog lover by walking into my cube; now they would need to explicitly ask since space is no longer designated for a single person.)
I also am curious about the impact of open and fluid work environments for the introverts in the bunch. Some people need a bit of privacy, stability and structure, and I wonder if their effectiveness will diminish with the modern floor plans. Principal says that employees no longer will be “tethered” to their desks, but that tether can be a cord of security for some temperaments.
We have gone from the open group of typists, to offices, to cubicles and now to “collaborative” design. I suspect that the open floor plans are the fad of the day (or decade), and, like with everything else, will evolve again and reformulate into something new in the next round of renovations. In the meantime, organizations who deploy them and employees who work within them need to be intentional about fostering connections amongst colleagues and engendering connections to the company.
Removing walls does not automatically remove all the barriers to communication or collaboration. It will take more than a renovation to create a culture where employees of all types feel at home.
— beth triplett
leadershipdots.blogspot.com
@leadershipdots
leadershipdots@gmail.com
ADDENDUM:
Open space office at the Foundling child welfare nonprofit in New York City. No walls, so they added these small rooms for privacy. Tripled their capacity for employees in the same space, even CEO has no walls in office. (from Amy Franck Meyer)
