leadership dot #2036: a million dreams

The movie The Greatest Showman is a colorful, vibrant and thoroughly enjoyable musical that loosely tells the story of P.T. Barnum and the start of his circus. Barnum was an entrepreneur that pioneered modern marketing and the show highlights many of the positive aspects of his flawed life.

What intrigued me more than the Barnum story is the backstory about how the movie was made. The Greatest Showman was in development for seven and a half years as many people worked to get the studio to take the risk of green-lighting an original movie musical.

First-time director (Michael Gracey) wanted to hire composers Benj Pasek and Justin Paul, two unknowns then in their twenties with no film experience. Gracey “told a fib” about the composers’ credentials, leading a studio executive to believe that they had won a Tony for James and the Giant Peach – a show that has not been on Broadway. Fortunately, the executive was oblivious to the fabrication and gave his approval for the duo. Not only did Pasek and Paul write engaging music for the movie, during the long years of Greatest Showman development they also wrote the Oscar-winning score for La La Land and the Tony-winning music for Dear Evan Hansen!

P.T. Barnum would have been proud of the hutzpah and persistence the players took to get The Greatest Showman made. The studio took a chance, the director went out on a limb and the whole movie was built on faith. I recommend seeing it (in the theatre on a grand screen as it is meant to be viewed) – not just for the pure entertainment value, but also as a reminder that sometimes we all need to take risks and follow our dreams.

Learn more from Hugh Jackman’s interview: http://people.com/movies/the-true-story-behind-hugh-jackmans-the-greatest-showman/

 

leadership dot #2035: across the street

As I look out my window, I see my yard nearly devoid of snow, whereas directly across the street my neighbor’s yard is completely covered in white. The same weather occurred over the same geography, yet produced drastically different results in close proximity.

When I purchased my home, I did not pay any attention to which side of the street upon which it was located, but for the months of winter in Iowa it does make a difference. I have a dry driveway and sidewalks while my neighbors with Southern sun exposure have a clear backyard but ice-coated walks.

Decision-making occurs in many layers. In this case, I considered the city, then the neighborhood, then the house itself. I did not take into account the sun exposure, proximity to the mailbox, the angle of the hill upon which I needed to navigate in ice, or grading of the yard that I needed to mow in summer. All these features were at layers more detailed than I gave credence to in my decision-making process, but they have impacted my experience of living here.

The more you know about a topic, the more inclined you are to want to deepen the number of layers you examine. Don’t do it! Before you begin the decision-making process, determine what level of detail is appropriate for you to examine and ignore the rest. You may unknowingly be trading off snow in the winter for a lush lawn in the spring, but at least you will have made a decision instead of perpetually searching for the “perfect” option.

leadership dot #2034: listening

Former Commandant of the Marine Corps, Louis Wilson, Jr., remarked that by the time things got to his desk that everything was wonderful. He became tired of hearing sanitized versions of how things were going in the field and annoyed that people would tell him the positive side of the news to help situations look better.

To learn what was really going on, Wilson conducted a “listening tour” where he went into the field and to other facilities and asked people to tell him what the problems were. At first, he did not get much response, but eventually, people believed that he was serious and shared their impressions with the General.

As Commandant, Wilson was a full-time member of the Joint Chiefs of Staff and the highest-ranking Marine, yet he did not rest on those laurels or take the easy route to accept things at face value.

Maybe it is time for you to start the new year with a change of location. Get out there among your staff, peers and customers to learn what is really going on. You may need to spend some time convincing others of your sincerity and desire to hear the unvarnished truth, but it will be a wise investment of time. You can’t solve problems if you don’t know they exist.

Thanks, Curt!

leadership dot #2033: light

When I was sleeping in my brother’s basement over the holidays, there was just one small window that had access to the outside. Even with a screen and weather protector on it, the sunlight that it allowed in was enough to illuminate the whole area. The same phenomenon happens in hotel rooms, where a gap in the blackout drapes can create a ray of light powerful enough to bathe the whole room in daylight.

How can you act like that window this year?

Like the sliver of light that finds a way to eradicate the darkness, your individual actions can be enough to create light for all those around you. You may not be able to illuminate the whole house alone, but you can provide enough shine solo to change the tenor of the room.

Make your resolution to be that window and provide that ray of hope.

leadership dot #2032: a problem

Movies are a prime source of phrases and iconic sayings that become part of everyday vocabulary. One of the more famous lines popularized by a movie is: “Houston, we have a problem” as relayed by astronaut Jim Lovell (Tom Hanks) in Apollo 13.

AMC Theatres capitalized on that familiar saying and used it as the sign on the restroom stall that was not functioning. Instead of a generic “out of order” notice posted on the door, they hung a “Houston we have a problem” notice.

The sign accomplished the same thing to stop patrons from entering, but it did so in a way that was clever and very on-brand.

Think about the language that is germane to your industry or organization. How can you incorporate some of it into your signage, wayfinding or art? Branded signs are small things, but all brands are a compilation of a thousand decisions that make a unique whole. Be intentional about what is written on yours.

leadership dot #2031: botched

Online ordering is so easy, and most of the time it is efficient as well. But not always.

We know of at least one family that ordered flowers through the funeral home app but they never were delivered to us. Below is a picture of another memorial that was left on the doorstep in sub-zero weather and arrived in this condition.

When you hit “purchase”, you are putting your goodwill and reputation in another person’s hands, or more accurately, in many others’ hands as your item moves from the vendor through delivery. A lot can go wrong in the multiple transitions.

Don’t hit “send” and forget about it. Ensure that your order arrived with the care that you intended and take the lead in following up with the seller if it did not. Your recipient will be grateful to know that you generously conveyed your greetings, even if the carrier did not deliver them in the manner intended.

 

 

 

leadership dot #2030: specialized

There is such a difference when you work with a specialist instead of a generalist. Those who provide narrow services understand the depth and nuances of their work and are often able to anticipate needs instead of just fulfilling them upon request.

We saw that recently at the funeral home: we left the initial meeting equipped with foam core for photo boards, information about social security survivor benefits, a floral order and a book of suggested readings. The staff gave the priest holy water at the precise moment, like a nurse handing a surgeon a scalpel when needed. They had trash bags to transport flowers safely, canvas bags to carry the guest book and photos and thank you notes on demand. Whether it was an obituary template, instructions on how to dry roses and turn them into a rosary or a list of caterers, I doubt we asked any question that hadn’t been asked before.

One of the greatest services a specialist can provide is to limit the number of choices the client has to make. The number of options can quickly become overwhelming, and a true expert knows how to stagger the decision-making points and how to make them manageable. Anticipating what the client wants to know – and knowing when they need to know it – can go a long way in providing real value in the process.

Think of how you can specialize in one aspect of your work. What can you do to see your services through a client’s lens and then attend to the details in a manner that proves helpful instead of overwhelming? You are the one who sees the big picture; help your client build the frame of the puzzle first and fill in the pieces as needed.

leadership dot #2029: escaping

Escape Rooms were the hot ticket over the holidays. Whether solving a bank heist, finding the pirate booty or helping the wizard reclaim his kingdom, the teens and tweens couldn’t get enough of them. My nieces and nephews drove an hour to participate in one at 9:40pm – the only time they could get a reservation.

For those unfamiliar with the premise, a small group enters a room and locates clues to solve a mystery. It is an exercise in problem-solving and logic intertwined with technology: put the wooden piece in the holder in a specific way so the invisible magnets touch and open another hatch or press the buttons in sequence to receive a new clue, etc.

Think about the Escape Room as a model for motivation. The rooms are all about the experience itself. There are no prizes or rewards (other than holding up a sign for the photo at the end). People take the task as seriously as if they were hired to do it, even though in reality they are the ones who paid for the privilege. There is a problem to be solved and groups work together to find the best solution.

How can you structure your work experience so people feel like they are in an Escape Room instead of wanting to escape your workplace? The intangible element of engagement is a far more powerful motivator than tangible rewards.

 

leadership dot #2028: three billboards

I recently saw Three Billboards outside Ebbings, Missouri, a movie about a woman who posts a larger-than-life message to the sheriff who has yet to capture the person who murdered her daughter. Seven months have gone by without an arrest so Mildred (Frances McDormand) places the billboards thatOKread: Raped While Dying // And Still No Arrests? // How Come, Chief Willoughby?

The movie revolves around her rage which gets expressed in many unhealthy forms, but also about the torment of wanting answers to something that is unanswerable. As the Chief (Woody Harrelson) reports, “some cases are not solved.”

Many things go on in life that seem to make no sense to us. We want answers for illnesses, disasters and deaths although we ware unable to receive an explanation. We want solace when only time can provide an inkling of that most welcome emotion.

Venting your anger on billboards may not be the most effective method of expressing your grief, but the movie does give the viewer many themes to ponder. Maybe you can use its premise and construct for yourself three virtual billboards to vent your frustrations and sorrows in a palatable way. What would your three billboards say?

leadership dot #2027: yet

I made a purchase in a small independent gift store and asked for a gift receipt. The owner, who was also running the register and appeared to be the only employee, said: “Oh, we aren’t able to offer them – yet.”

What a hopeful word: “yet.” It acknowledges that she knows her current limitations, but has plans to overcome them.

I used to tell my staff that everything was better than it was and not as good as it could be. Yet.

Think about how you can convey a sense of possibility with your vocabulary this year.