Month: December 2016

leadership dot #1664: master switch

December 21, 2016December 21, 2016by leadership dots by dr. beth triplettLeave a comment

Whenever I stay in a hotel, invariably there are some features that I need to figure out. Nothing major, but things that cause me to stop and learn how they worked instead of fluidly going about my business.

> A Master Switch that automatically turned off all the lights — but you had to figure out that it needed to be turned on before any of the lights would work. Searching for a Master Switch on the wall (not just inside the door) is not something travelers are used to when entering hotel rooms!
> The plates were below the breakfast bar instead of on the counter, making them hidden when you were standing next to the eggs looking for something upon which to serve them.
> The drapes had two sets of pulleys instead of the usual “wand” to pull them shut.
> Each TV remote seems to have its own array of buttons and a maddening sequence to access regular television
> Complex thermostats, presumably for energy efficiency, require assistance from maintenance personnel to alter the pre-sets
> Faucets and even toilets often have a different method of operation than the previous hotel

I am sure the hotel staff doesn’t even realize that people may not know where the plates are or how to operate the lights. And if you frequent the same chain, these features become second nature to you, too. But for those who are new to the facility, the nuances become aggravations and reminders that there is “no place like home.”

What can you do to see your space or services with new eyes? Ask a weary traveler to use what your organization offers and provide feedback on its ease of use. You may learn that things you find to be intuitive or easy aren’t that way at all.

leadership dot #1663: elegant

December 20, 2016December 19, 2016by leadership dots by dr. beth triplettLeave a comment

Yesterday I participated in part 2 of a three-part conversation about alternative ways to talk about overhead/core costs for non-profits. (Learn more about part 1 here) While most people agree that a single figure does not do justice to explaining the impact a non-profit organization is having, there is little agreement on what does.

Two interesting analogies that came out of that webinar that may apply to other work you are doing:
1. People can rely on multiple variables when making a complex decision — it does not have to all come down to one data point. As an example: people consider many factors when buying a house, but sites like Zillow and Trulia present a large amount of information in a readable way. Instead of focusing on narrowing down the information you share, can you focus instead on the presentation of your data?

2. Think about nutrition labels as your model. All consumer packaged food uses the same set of key variables to communicate the key nutritional metrics about the food. They are presented in a way that is standardized and understood, even though they represent a huge variety of products. How can you limit your data sharing to the most important elements and then develop a common format to share across your services/products/etc.?

Sometimes we use complexity as an excuse. Instead of doing the hard work to find an elegantly simple solution, we throw up our hands and claim that something is too complex. The next time you are tempted to use that rationale, put a box of cereal next to a can of soup and a package of cheese and look at their labels.

Source: Jacob Harold, President & CEO GuideStar, GuideStar Conversation #2, #Overhead Myth, December 19, 2016

leadership dot #1662: the cake

December 19, 2016December 18, 2016by leadership dots by dr. beth triplettLeave a comment

At a recent meeting I attended, a report was given about a brochure that was not completed by the desired deadline. While most members responded with a groan — as this has happened more than once — another raised his hand and recommended that we gather pricing for what it would take to have a professional do the job next year instead of a volunteer.

It reminded me of a quote from another meeting regarding the roles of the paid office staff vs. the functions volunteers are asked to play. “Is it the role of the central office to bake the cake and the volunteers are to put on the icing?” he asked*.

Are volunteers expecting to do it all? Or expected to do it all?

It makes me wonder at what point is it too much to ask volunteers to do. Is it reasonable to ask a volunteer to be the organization’s webmaster or to produce the annual fund-raising brochure, even if they work in that field?

Your organization technically may not have volunteers, but even paid staff are often treated as such. We ask employees to “volunteer” to take on new assignments or on-going projects without always giving consideration as to whether that is an undue burden for one person to assume.

Be clear in your expectations about whether people taking on new responsibilities are baking the cake or decorating it, and be realistic in how many cakes one person can produce. Whipping up a batch of cupcakes is one thing, but making a tiered creation takes a lot of time whether you are the baker or the decorator. You may be better off with a store-bought version.

*Thanks to Josh Brandfon

leadership dot #1661: uphill

December 18, 2016December 17, 2016by leadership dots by dr. beth triplettLeave a comment

If you glance at this picture, you would see skiers preparing to enjoy their favorite winter sport. If I asked you where they were, I doubt you would say “Iowa.” But this picture is taken from the ski resort located two miles from my house in the Hawkeye State.

“Ski” and “Iowa” don’t often go together in people’s minds. They think of skiing as an activity that has a chairlift take you up a mountain so you can ski down it. In Iowa, it is in reverse. You start at the top of the bluff and ski down it, taking the chairlift back up. Eastern Iowa is graced with majestic bluffs on the banks of the Mississippi River, and it is anything but the stereotypical flat that most people believe about the state.

Think about how you can use this metaphor to change your perspective. There are few things in life that “have” to be the way they are. If you can ski in Iowa, think of what else is possible!

leadership dot #1660: reviews

December 17, 2016December 16, 2016by leadership dots by dr. beth triplettLeave a comment

I recently went to dinner at the new Five Guys restaurant that opened in our town. If you have not been there, they have a menu with two items: burgers and fries. These are fresh, gourmet burgers (no freezer on site), but they do not come cheaply.

I was struck by the intensive focus on promoting how good they are. The entire restaurant is “decorated” with reviews and quotes about their product, some on large signs and others as replicas of restaurant reviews in magazines. Even their cup features testimonials from others.

Does it really matter that the Watauga Democrat called Five Guys “Best of the Best French Fries” in 2014 or that the Independent thinks they have the “Best Cheeseburger in Colorado Springs”? Apparently Five Guys thinks it reinforces that your meal is worth it, even if you paid a premium.

While I think they take self-aggrandizing to an extreme, you can learn from them about the value of testimonials and outside validation. What have you done to capture the positive comments others make about you or your organization? Have you asked for written evaluations or reviews? You don’t need to plaster them on the walls, but strategically used comments can help you be seen as a gourmet instead of a picnic.

leadership dot #1659: package deal

December 16, 2016December 15, 2016by leadership dots by dr. beth triplettLeave a comment

Many moons ago, in what now seems like a move prompted by the exuberance of youth, four of us applied simultaneously for jobs at the same institution. However; rather than submit separate resumes for the four openings that were posted, we sent one application to the president with a rationale as to why hiring an intact team would positively impact his institution and accelerate the change he was seeking.

One member of the group accepted another position before any resolution was attained on our “package deal” so we withdrew and never heard whether the idea had appeal. But as a supervisor, one of the most challenging tasks is to get individuals to coalesce into a team, so the thought of implanting one has merit.

I think of all that four talented people could do — four with complimentary but diverse skill sets and personalities — but who already knew and trusted each other. Such a team could start a department or take on a major new project with much less lead time than any newly assembled body could do.

In the masterpiece Good to Great, Jim Collins advocates to focus on “first who, then what.” I think his idea has merit not only for individuals, but for collections of them as well. What could a team of “whos” do for your organization? If you have such a posse in place, take care to challenge it and allow it to capitalize on your opportunities. And if you don’t, perhaps you could encourage a group application such as what we submitted.

Good teams aren’t just pieces and parts that can be reassembled with similar results.

leadership dot #1658: bus books

December 15, 2016January 9, 2017by leadership dots by dr. beth triplettLeave a comment

A friend was getting into his car and I said to him: “Be careful driving.”

“I don’t plan to get into an accident,” he replied.

Does anyone plan to get into an accident? Of course not. Everyone starts out their journey thinking that it will be an ordinary drive, even though we all know that crashes happen. In fact, according to the NTSB, accidents happen every minute of every day.

While you can never prepare for an accident or its aftermath, you can take steps to document processes and cross train during the good times. Art Roche prepared what he terms a “Bus Book” — how to do his job (and another version of how to manage things at home) — should he be hit by the proverbial bus.

There is a distinction between being prudent and being morbid. Think about what key things your organization would need to know in your absence and make sure that you have record of them where someone else can find them. Santa isn’t the only one who should be making lists!

leadership dot #1657: both sides

December 14, 2016December 13, 2016by leadership dots by dr. beth triplettLeave a comment

When you are new to something, it often seems that there is a simple solution to any problems that are visible to you. It is only when you increase your understanding and learn about the nuances that the real complexity comes to light.

> Children think that parents should just say “yes” to allowing them to see any movie, without comprehending the impact such media may have on their values.
> Employees often do not understand why an exception can’t be made in salary levels or benefits because they don’t understand the ripple effect such inequities would cause.
> New politicians often make campaign promises to “throw out the old” without knowing the underlying rationale that allowed the current plan to pass in the first place.
> Students may think that the current material is irrelevant until the theory undergirds knowledge they need in future courses.
> Citizens often want new services or amenities without regard to the tradeoffs such investment of tax dollars would cause.
> Clients want cheaper/faster products until they understand the ramifications on quality the shortcuts would create.

If there is an easy answer, someone has probably implemented it already. Most low hanging fruit is gone. Take the time to intentionally act by learning both sides of the decision, rather than just reacting by choosing the side you see first.

leadership dot #1656: five ways

December 13, 2016December 12, 2016by leadership dots by dr. beth triplettLeave a comment

Yesterday I wrote about how people do not all experience things in the same way. A tool to help you become cognizant of different perspectives is as easy as replicating a regular feature in Delta’s Sky Magazine.

Each month, Sky Magazine showcases a particular destination from five different points of view. The “1 City/5 Ways” feature offers travelers different options for hotels, restaurants and attractions. Each article highlights different categories depending on the city:
> Boston: foodie, historian, sports fan, adventurer, modernist (click here for an example)
> San Francisco: architecture enthusiast, first timer, active traveler, multicultural foodie, art junkie
> Washington DC: drinking buddy, urban explorer, art connoisseur, global eater, family tripper
> Memphis: first timer, musichead, scenester, foodie, cool hunter

Think about what five ways people experience your organization. You may have different membership categories or audiences. Maybe you interact with multiple populations or people at various stages of need. You might be a supplier to some and a customer for others. Identifying the different perspectives is a great way to make tangible the concept that not everyone sees your organization in the same manner. 1 Organization/5 Ways: what are yours?

leadership dot #1655: individuals

December 12, 2016December 12, 2016by leadership dots by dr. beth triplettLeave a comment

In a recent conversation with a musician*, he talked about how everyone hears music differently. A person’s physical make up as well as their life’s experiences causes music to resonate on an individual basis. For example, a person cannot hear music at a beat faster than what their heart is able to pump. “It makes me crazy when people talk about normalizing education,” he said, “because there is no normal. Everyone has a unique experience when listening to the same music.”

For decades, we have tried to make a common experience for the masses. In his 2011 book We Are All Weird, Seth Godin argues that the masses are gone and the digital revolution has allowed for the creation of tribes, small groups of people with common choices and culture. He believes we need to cater to these small groups and allow them to create their new normal instead of forcing them to conform to one.

Think of what your organization can do to embrace the spirit of individualization. Can you run events simultaneously to allow people an element of choice? Could you ask for input and attempt to cater your offerings to meet different needs? Or how about highlighting different aspects of your programming in different ways for different people?

The more you can speak to individuals, the more likely it is that they will actually listen to you.

*Wes Luke, violinist for Spill Your Beans