I recently checked into a hotel and received a list of 10 traveler safety tips. These were printed on the folder that held my key and posted inside my guest room door. Tips included such things as: “Don’t invite strangers to your room; don’t answer the door to your guest room without verifying who it is, and if you see any suspicious activity, notify the hotel operator.” Also posted in the elevator and on the door were warnings to use the stairs instead of the elevator in case of fire.
All of these caveats seemed to be blatantly obvious to me — and then I wondered if they were obvious just because they had been repeated to me so often, or would they have been obvious anyway?
There is a lot of information out there that is so apparent to most people that the warnings fade into oblivion. “Watch your step before exiting the escalator.” “The moving walkway is now ending.” “Fasten your seat belts on the plane.” “Don’t flush products down the toilet.” “Employees must wash hands before returning to work.” “Don’t leave your child unattended in the shopping cart or on the changing table.”
Would people leave their child alone on a piece of plastic four feet off the ground without anything to secure them without that little sign? Or, asked in reverse, does that little sign change anyone’s behavior?
I am sure there are legal reasons that many of these warnings are posted, and, of course, you need to comply with such requirements. But if you have latitude in what you preach or post, try to do so in a way that is meaningful and memorable. Rote is one step away from invisible and offers no value to anyone except the lawyers.
— beth triplett
leadershipdots.blogspot.com
@leadershipdots
leadershipdots@gmail.com
Month: August 2016
#1531 trinity
I think that it is exponentially harder to attain three diverse elements simultaneously vs. striving to achieve just two, yet people try to do it all the time.
For example:
> Finding clothes that 1) you like, 2) fit well and 3) are within the right price range. There are plenty of clothes that I like and that fit, but are way out of my price range. I also have seen many sale items that I like, but are in the wrong size. And I have also tried on more than one outfit where the price and fit were right, but it just “wasn’t me.”
> Hunting for a house that 1) is in the right neighborhood, 2) has the right features and 3) is available for sale. Many houses you drive by would be good on two accounts, but not all three (or they meet 1 & 2, but not your budget.)
> Trying to recruit athletes who 1) play the position you need, 2) have the credentials to play and 3) are interested in your team/school. If they play very well, the interest in non-prestige schools will wane, leaving a coach to find someone of lesser ability who is excited for the opportunity to play for the team.
> Looking for a new job that 1) aligns with your skills, 2) is in an acceptable location and 3) provides a positive work culture. There may be great jobs for you out-of-state or you may find a local mission-driven company with no openings in your area of expertise, but aligning the job/company/location is a challenge.
> Selecting a puppy that 1) is a big dog, 2) is good with kids and 3) doesn’t shed terribly. Thus the rise of hybrids as Mother Nature did not provide many options with this trio.
Achieving the illusive trinity makes its achievement all that much more sweet, but does require more effort and strategy. If you want to hold out for where all three elements align, develop your plans to find “the three,” not the “two plus one.” The pool will be smaller, but you’ll hit the trifecta if you find it.
— beth triplett
leadershipdots.blogspot.com
@leadershipdots
leadershipdots@gmail.com
#1530 process paddles
Do you remember in grade school or youth groups when the teacher would hold up her hand and it was an instant symbol to be quiet? That simple gesture spoke volumes, without the teacher ever uttering a word.
I think grown-ups would be well served to adopt the same principle for meetings. Instead of using a wordless cue to silence meetings, I recommend the use of paddles to help participants change the focus of the conversation.
Paddles can be a simple piece of card stock/construction paper mounted on a craft stick. (think of tongue depressors or Popsicle sticks). If you give participants a paddle at the start and review the ground rules for using them, the meeting can become more effective as it gives people permission to weigh in on the process, not just the content. In a non-threatening, non-time-intensive, non-interrupting way a member can refocus a discussion or the leader can get a quick read of where participants stand on a topic.
For example:
> If a group is trying to be strategic, but finds itself reverting “into the weeds” too often, the paddle could reflect a picture of a dandelion (weed), or in the reverse be an airplane (to represent the 30,000 feet level where the group is trying to operate.) If a member feels the discussion is getting too detailed or operational, they silently raise the paddle, reminding all that the scope of the discussion needs to be elevated. They don’t have to raise their hand, wait to be called on, preface their comments with an apologetic lead-in — it just happens.
> Paddles can also be used as quick straw poll. I know of a task force that had red, green and yellow paddles and could raise them to indicate strong acceptance or disagreement on where the idea generation was heading. If suddenly a bunch of green paddles went up, the leader would know to pursue that line of thinking in more depth.
I have written before about using a horse to stop the conversation when the group has beaten a topic to death and paddles can serve a similar function. Not all meeting facilitation has to be verbal, lofty or left to the leader. Try to add paddles or a similar tool to your next group gathering and share the responsibility of keeping the focus where you want it to be.
— beth triplett
leadershipdots.blogspot.com
@leadershipdots
leadershipdots@gmail.com
#1529 common thread
I recently watched a vintage Law and Order episode from its first season. I was struck at how different things are than it was when the series began. The officers had to find change to use a phone booth to call in! One of the items stolen was a new VCR. There was no GPS or computer in the squad car.
It felt like I was watching a 1950s drama, but in reality it was from 1990. Maybe that was a long time ago, but it doesn’t seem like it to me!
I think about how Law and Order has survived for all of these years. An element of its genius is that each episode is self-contained. You don’t need to see them in order or to watch the whole series to be able to enjoy it. One episode, out of context, from 25 years ago, still provides for an enjoyable hour of entertainment. Yes, there is a common thread to the series, and more nuances that you would catch if you were a “regular”, but it can still deliver desirable viewing on its own.
Think about the products and services that your organization provides. Do you have to be an insider to truly benefit from them, or do your pieces stand alone? Have you removed most references that require explanation so people who are not familiar with you can understand what you offer? And yet, have you packaged your set of services in such a way that they are connected and your customers know there will be consistency from one to another, even if the plot line changes?
Law and Order can be a model for your organization’s offerings. Things switch out as the times evolve and even characters come and go, but in the end, they have a lock on continuity and mission integrity that is to be envied.
— beth triplett
leadershipdots.blogspot.com
@leadershipdots
leadershipdots@gmail.com
#1528 contact
The printing company I use provides little notepads as a bonus inside the box for each completed order. I am sure it is a low expense for them to repurpose extra paper, but it is a functional item for me that I always welcome.
I noticed on the pads that their email address is experts@printersplusdbq.com. What a simple addition to set themselves apart. The change of one word implants in your subconscious that you are corresponding with experts instead of just info@___ or service@___ or something equally as generic.
What minor tweak can you make to your contact information or materials to position yourself as you would like to be? How about leaders@___ or creatives@___ or fun.people@___ or any one of a million other descriptors?
Capitalize on a free opportunity to claim a position for yourself by changing one simple detail on your organizational contact information.
— beth triplett
leadershipdots.blogspot.com
@leadershipdots
leadershipdots@gmail.com
#1527 tubeless
In the category of things you never think about until someone points them out, I would put toilet paper rolls. I throw mine in the recycle bin when a roll is empty, but otherwise pay no attention to it.
But the people at Scott Paper did. And they realized that Americans use a lot of those little cardboard rolls: 17 billion tubes/year to be exact. Enough to fill the Empire State Building — twice.
So Scott set to work to reduce the environmental impact of their rolls, and did so not only by making them smaller or more efficient, but by eliminating them all together. Some versions of Scott toilet paper are now “tube free.”
Take a look around today and see what is in your environment that you take for granted, but perhaps don’t really need. Can you use a white board instead of little paper notes for your “honey-do” list? What about making a big batch of tea instead of using individual bottles? Listening to audio versions or podcasts instead of buying books? Storing things in reusable containers instead of resealable plastic bags?
If Scott can rework its product to eliminate the tube, I’ll bet there is one step you can take today to stop using something forever. The only way big changes happen is through little ones.
— beth triplett
leadershipdots.blogspot.com
@leadershipdots
leadershipdots@gmail.com
#1526 interpretation
In dot #92, I wrote about the salt shaker analogy and how it applies to supervision. The short summary of the concept: Danny Meyer, in his book Setting the Table, likened his role as restaurant owner to keeping a salt shaker in the center of the table (i.e. setting expectations of desired action). Customers continually moved it (i.e. tested expectations). The job of the leader was to continually put the salt shaker back to the center.
I have shared this idea in several sessions about supervision and encouraged managers to monitor and address small variances of the “salt shaker” to keep staff aligned with expectations and values.
I recently received an email from a reader who adapted the concept in a way that I think will be useful to others:
I recently hired a new staff member who identifies as a male person of color. This is my first time supervising someone who carries both of those identities. Additionally, our staff is predominately made up of people who identify as white women. The other day, I was talking with a coworker about what we do to intentionally or not intentionally create either an inclusive or exclusive community. As I was thinking about it, I thought about him as a salt shaker who moves further and further away with every conversation he can’t quite join or every unintentionally exclusive conversation. I am constantly thinking about what I can do to “move his salt shaker” to be an included part of the team. This story has a lot more layers and elements, but I was able to better explain something to someone because of that analogy — albeit an interpretation. More importantly, though, I can consciously see moments where his salt shaker is moving and find ways to readjust it just as you taught us to do to correct behavior.
So two lessons for today: 1) you can adapt the salt shaker analogy to help with inclusion and 2) never limit your application of a concept to face value. The salt shaker has gone from a mantra of restaurant oversight to supervision to inclusivity. Where else can you take it?
— beth triplett
leadershipdots.blogspot.com
@leadershipdots
leadershipdots@gmail.com
Original dot #92 “salt shaker”, September 12, 2012
#1525 framing
I attend many meetings and have found that much time is spent floundering because the presenter (or facilitator) does not effectively frame the desired outcome of the agenda items.
If a proposal is presented and the floor is opened to “any questions?”, it is the tendency of participants to start asking about details and operational aspects of things. It is easier. It is where they have expertise. But it is not strategic. If the purpose of the presentation is to consider something in a longer-term context, then the discussion needs to begin with “what are the strategic implications of this proposal?” or “how does this fit with our strategy priorities?” or something that sets up the first question to keep the conversation at the desired level.
One of my favorite questions is: “what is the purpose of this?” — asking whether the presentation is meant for information, action or commentary. Knowing why this presentation is being made at the meeting and what the desired outcome is can go a long way in moving the discussion forward in a productive manner.
Ideally these framing questions are included in the proposal itself or on the agenda, but it is not always the case. If you find yourself at a meeting where others are sharing material, seek clarity as soon as you are able as to what the presenter hopes to achieve at this meeting. You can save yourself a lot of time spent discussing details and be more effective as you consider larger implications if that is the desired result.
— beth triplett
leadershipdots.blogspot.com
@leadershipdots
leadershipdots@gmail.com
#1524 seeded
Happy National Watermelon Day! Americans consumed 4.7 billion pounds* of watermelon last year so I guess it warrants its own holiday!
If I asked you to close your eyes and picture a piece of my very favorite fruit, I’ll bet you would envision something close to this:
It’s the quintessential icon of summer: a slice cut in a triangle and full of black seeds. In fact, if you look at almost any graphic depiction of watermelon, it looks this way too.
But black-seeded watermelon is becoming a rarity. In 2012, just 27% of imported watermelons had black seeds. I’m sure that it is less today as they become increasingly difficult to locate in stores.
Even though the marketers have positioned the choice as between seeded and seedless, it is an incorrect distinction. Seedless watermelons actually have seeds, they are just white. (I wonder what would have been the fate of “seeded” melons if the choice had been presented as original black seeds or hard-to-locate white seeds?!)
Yet, even if the white seeds are more popular with consumers, they don’t carry nearly as powerful of graphic punch as the black, so I suspect the traditional look will live on. You can add black-seeded watermelon to the list of throwback icons that still have their place, like an envelope for email (or a stamp on Macs), an analog clock on the iPhone, a landline phone receiver for the phone app, and film-based camera for photos. These symbols have become synonymous with the item they represent, even though the more technologically advanced item no longer resembles the graphic depicting it.
Regardless of the color of your seeds, take moment to celebrate National Watermelon Day today with a slice of summer. And if you’re lucky enough to find a melon with black seeds, enjoy a seed-spitting contest while you still can.
— beth triplett
leadershipdots.blogspot.com
@leadershipdots
leadershipdots@gmail.com
*Source: The Simple List, Real Simple, August 2016, p. 4
#1523 sandbox
At a recent board meeting, we received an overview of a new tactical plan for one area of the association’s operations.
As the director outlined her intentions and progress in the various components of the plan, she said that one piece was “in the sandbox stage.” Huh? Upon clarification, she shared that the sandbox stage was an analogy for creative development: “we’re still playing around with ideas for that one.”
What a great way to think about the creative process. In a plan template such as was presented, the author is often compelled to indicate a timeline or stage of progress for each component that is included. But assigning something to the “sandbox” is a way to allow for further idea incubation and evolution, while still acknowledging that something in that broad category will be included as a tactic.
The next time you have an idea or a plan that is not fully developed, talk about it being in the sandbox stage. Hopefully it will encourage others to tinker with what is there and add their own touches to sculpt the idea into something grand.
— beth triplett
leadershipdots.blogspot.com
@leadershipdots
leadershipdots@gmail.com
Great metaphor Penny!