Month: August 2017

leadership dot #1897: fake

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In an episode of Law and Order, the key perpetrator was a musician who hid the passwords to his off shore accounts in his Fake Book. Until I watched this show, I had no idea what a Fake Book was, but apparently it is very real. Musicians use them to quickly learn the essence of a song — the melody line, keys, chords — so that they can play a larger variety of songs than they actually know. The Fake Book allows them to improvise — or fake it — when playing.

Is your organization in need of its own Fake Book for your staff? Does the receptionist or customer service agent need a resource with the basics so they can quickly serve guests without knowing every detail? Does a new employee need a Fake Book to learn enough to make it through the first challenging weeks? Perhaps you need a Fake Book to leave for the substitute teacher or temporary help when someone is away?

We don’t always have the time to write everything out with the thoroughness that would make it complete. Instead of doing nothing, maybe you can fake your preparation by creating a Fake Book. It may not hold the passwords to the off shore accounts, but to an employee who needs it, the information could be just as valuable.

 

leadership dot #1896: rabbit hole

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When I was doing some supervision training for student managers, we, of course, talked about how to hold their supervisees accountable. I provided some coaching language for them and they did some role plays. Inevitably, the person being coached had a litany of excuses as to why they did not perform well.

The managers in the training struggled with how to respond to the rationale that the “employee” provided, and I watched as the conversation quickly became derailed. As soon as the manager started discussing or even acknowledging the excuse, the focus on accountability was lost.

If an employee is not performing, does it really matter what their reason is? Yes, if they do not have the knowledge or resources to do the job well, but otherwise the host of personal excuses is irrelevant. If you are late, it does not matter if it is because of traffic, your kids or no parking: you are still late and the responsibility is on you to leave early enough to accommodate such delays.

I encouraged the managers, and would also suggest to you, to avoid discussing the reason behind a failure to meet expectations. Ensure that the employee knows what the standard is, ask them if they need help in meeting it, and hold them accountable from there. Anything further just leads you down the rabbit hole.

leadership dot #1895: the county

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There have been preparations underway for weeks for the road construction project on my street. We have all come to tune them out — until the ROAD CLOSED signs appeared on the scene. While none of them have yet to be placed into position, it has caused quite a buzz amongst the neighbors. Many calls have been placed to City Hall and to Councilmen wanting to know the details of the impending detour.

The problem is that it is a county project, and no one at the city is apprised of the details.

But to many residents in this small community, “the city” isn’t some nebulous or faceless entity; “the city” means talking to Doug or Sarah or Curt or Craig. To their neighbors, “the city” equates to a person, whereas “the county” is a nameless bureaucracy that cannot help them.

If you truly want to provide customer service, start by putting a name with the one providing the service. Don’t hide behind “the administration”, “the accounting department”, “the C-suite”, “the 4th floor” or other generic categories that allow for anonymity or escape. Provide a name and a contact person as early in the process as you are able to create the connection and accountability to make it real.

Departments don’t provide service; people do.

leadership dot #1894: structure

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I recently updated an article that provides pragmatic tips for completing a dissertation. I had written the article when I received my degree, but wanted to post it on LinkedIn to help the next generation of doctoral students get the monkey off their back and finish that degree.

I was surprised at how much had changed in those 20 years. When I wrote my dissertation, there was no Excel at the time and my academic advisor did not accept documents via email! I initially encouraged students to put their latest draft on a disc (not a flash drive) and put it in their car each evening so all would not be lost in case of a house fire (as happened to a classmate!). You no longer need dimes to access microfiche, money orders for the copyright fee, or boxes to mail the binders with the latest draft.

Regardless of the mechanics to achieve it, the ultimate aim of a dissertation is still the same: to demonstrate to the committee that a student can synthesize existing research and advance it with original research that moves knowledge forward.

Whether you ever write a dissertation or not, following that framework will be of great help in structuring an argument or proposal for almost any topic. Summarize “what is”, then share what you learned that supports or refutes that thinking, and what you recommend as a result.

The skill is in the discipline to actually do it, not in the doing itself.

Climbing the Dissertation Mountain: Pragmatic Tips on How to Finish, click here for a copy.

 

leadership dot #1893: anchor

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I track all of my blog topics on a desk calendar and so it is daunting when I rip off a new month and stare at a blank page. Instead of seeing the 1800+ dots I have written, all I am focused on is the 30 more I have to do.

If you have just lost 10 pounds, but need to lose 10 more, you will be more motivated if you keep the starting point in mind rather than the goal. But if you are one sale away from making your quota, it may help you to focus on those few final calls that you have to make.

One of the tricks of effective leadership is knowing when to look forward and when to look back. Keep the right perspective in mind when looking for an anchor by which to measure your progress. The most motivating number may be the one you have already passed and can no longer see.

leadership dot #1892: package

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The Franklin Covey planners may seem a bit old-school, but their packaging is anything but. The calendars come in this wonderful box: embossed on the front in silver letters it proclaims: “Your World Is About to Change.”  Once the box is empty, it supplies another message: “Your World Has Changed.” What a great way to capitalize on space others often ignore.

Think about how your product could be used to share your brand’s message beyond just your logo. Do you have a tagline or message imprinted on your envelopes or invoices? Can your materials be delivered in a binding that includes information about your organization or its vision? Do tangible products include intentional communication of the “why” behind them as well as the requisite logistical descriptions? Does your box “wow” like Covey’s does?

The package you share provides a wonderful opportunity for either education or elation. Be sure to include more than your product in the next piece your organization distributes.

leadership dot #1891: cacti

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Those who are purchasers of tchotchkes or “cute” school supplies will know that woodland creatures have been a hit for several years. Raccoons, hedgehogs, foxes and owls have dominated the accessories market and everything in between: sheets, notecards, clothing, shower curtains, etc. But I have noticed on this year’s back-to-school shopping journey that the creatures seem to have returned to the woods — and in their place are cacti.

Maybe it was the mini-succulent craze that started this, but if you pay attention, you will see cactus-themed items are everywhere. The whole Southwestern theme and color palette is popular as well, but cacti are the king.

So what does this mean for you? Maybe it influences your marketing, your decor, your collecting, your gift-giving — or just your consciousness. Staying attuned to what is trending should be part of your on-going development as a leader.

leadership dot #1890: linger

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There is magic in doing something right away instead of putting it off — even for a short while.

When I wait too long to get to a bigger project, I struggle to start vs. when I “take a few notes” and start in on it right away. I find that when I write blog entries soon after I get the idea that they are better; old ideas tend to linger and then feel forced. When I outline a session I am presenting right after talking to the client, I get further along with the new training than the one that has been sitting on my desk for a month.

If I take that first step before I have time to dread it, the second steps easily follow. But if I think about something too long, I am apt to talk myself out of it more times than I talk myself into something.

Don’t let your energy dwindle as something lingers on your to-do list. Try to make it a habit to attend to something sooner rather than later. Later almost always equates to longer.

leadership dot #1889: badge

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Of the many influences on children and their careers, one of my favorites is involvement in outside clubs and organizations. From my years in admissions, I know that participation in the scouts or 4-H can have a positive impact on the person’s development and skills.

I was excited to read that the Girl Scouts have added 23 new badges in the STEM and outdoor areas. Young girls’ involvement in these programs now could lead to either a new career path or at least to personal awareness and care in different areas.

The Girl Scouts have a wide variety of badges for girls to earn. You can see the whole list here, but it includes things like product designer, home scientist, philanthropist, business owner, digital movie maker, woodworker, game visionary, learning the science of style, public policy, mechanical engineering, netiquette and website designer — many things that girls would not have exposure to if not for their involvement in Scouts.

Whether in a formal program like the badge-earning Girl Scouts or in a more informal way (such as allowances for any personal development or training class), your organization will benefit from encouraging your employees to explore new areas and to learn things beyond their normal job duties. How can you make it exciting to pick up new skills or to dabble in an adjacent field? Even if a peripheral understanding is the outcome and not interest or mastery, it still is a badge of honor to be a continual learner.

leadership dot #1888: noise

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The county is doing road construction at the intersection right by my house. As a result, I hear two noises throughout the day: 1) an intermittent loud banging as the backhoe smashes up new pieces of ground and 2) the continual whirring of a generator.

While both are part of the same project, these two machines produce a very different audible impact. For some people, the occasional loud noise would be most disruptive as it intrudes on concentration. For others, (me!) the infernal background hum is headache-inducing and perpetually distracting. I tune out the big bangs, but can’t get the motor motions out of my consciousness.

Think about the “noise” in your organization that is causing distractions for your employees. What components of your work cause a loud clank that affects some of your staff — such as a sudden change in personnel, a bold new initiative that alters direction or a move? What elements are more like the background buzz — like an annoying policy, toxic employee or poor office layout? Either way, ignoring the impact is as futile as trying to tune out the noise itself.