leadership dot #2429: crazy socks

A colleague posted on Facebook: “Meeting with an important donor. They wear crazy socks so I wear crazy socks…and then we compare crazy socks. This was not in my major gift training course.”

But maybe it should have been taught.

Everyone appreciates being recognized and known. The crazy socks illustrate that the gift officer acknowledges them as an individual, not just another “cookie-cutter” donor. While it costs nothing to do, I’ll bet that it pays major dividends in the relationship.

Pay attention to the small cues that people give you about what is important to them. What kind of candy is always on their desk? Do they suggest a certain restaurant or prefer a special dessert? Do they have a dog near and dear to their heart or a child who is their focus? What hobby can be that conversation hook for you?

You should know a personal nugget about every single person with whom you are trying to establish a relationship, whether that be a colleague, client or classmate. Use those tidbits to create connections that will last far longer than your crazy socks will.

Thanks, Meg!

leadership dot #2428: Tahiti

In another one of those decade-old conversations that I had but don’t remember, apparently I influenced someone to go on a trip to Tahiti with his friends. This person had the financial means and the time, but for whatever reason was hesitant to make the investment to go on the trip. I talked him into it, and he has been (unbeknownst-to-me) grateful ever since.

This all came to light in a recent conversation when I listened to another of his dilemmas and unwittingly did the same thing. In response to his concerns, I pointed out the flipside: that he did have the capacity to do this and I repeated back all the reasons I had heard about why it was something he really wanted. “You know what you’re doing, right?” he said. “You’re telling me to go to Tahiti.”

All of us need friends and trusted colleagues that can push us to go to Tahiti when we’re hesitant to take a risk. Oftentimes we are personally so consumed by the fear of committing to something that we fail to take into full account the positive side of the equation. Sure, it’s scary to sign a lease, hire a staff member or book a luxury vacation, but it also might be exactly the right thing to do.

Make sure that your network includes some truth-tellers and those who will nudge you forward until you head for the islands.

leadership dot #2427: safe

Everyone is cautioned against writing down passwords but in this instance, following that advice has proved to be problematic. The owner of Canada’s cryptocurrency exchange died unexpectedly – and with the password located only in his head. As a result, nearly $190 million is inaccessible to customers.

Quadrigacx founder Gerald Cotton took advanced security measures and protected the currency on encrypted computers with precautions against hacking. So far, they are working – much to the dismay of experts trying to reach the funds.

The dilemma highlights the problem of only one person knowing anything. While it is wise to have safeguards and layers of security, there should also be a backup plan should someone suddenly become incapacitated. I doubt that only one person knows the combination to the safe that holds the secret formula for Coca-Cola or just one guard that can access Fort Knox.

Safe means secured, but not just in one person’s brain. Make sure your secrets are safe with at least one other someone.

The safe at the World of Coke in Atlanta

 

 

 

 

leadership dot #2426: bookends

Through random happenstance, two of the books that I had requested became available at the library: The Fifth Risk by Michael Lewis and Almost Anything by Anne Lamott. I had not planned to read them together, but it turned out to be a fortuitous pairing – bookends of emotion if you can pardon the pun.

The Fifth Risk is in large measure about the terrifying lack of competence or even interest among the current administration’s appointees running major departments of the government. Those chosen to lead entities such as the Department of Commerce, NOAA, the USDA, or the DOE do have relevant credentials to oversee their areas and, in several cases, have outside business interests that stand to gain from the agencies appointees were overseeing. Worse yet, the new leaders seem to be uninterested in learning more as they did not participate in transition meetings, threw away briefing books or failed to meet with any of the senior staff to understand the inner workings of the billion-dollar agencies that now reported to them. The impact on nuclear weapon security, food safety, or scientific advancement is yet unknown but frightening.

Then, just as I was thoroughly depressed from reading Lewis’ interviews, I turned to Lamott’s Almost Anything: Notes on Hope. Her book captures the paradox of the current reality: I am stockpiling antibiotics for the apocalypse, even as I await the blossoming of paperwhites on the windowsill in the kitchen” she begins. Lamott’s little book is a series of essays about some of the challenges in our daily lives, but also the promise they hold: “But all truth is really a paradox, and this turns out to be a reason for hope. If you arrive at a place in life that is miserable, it will change, and something else about it will also be true.”

 Being unaware of a condition does not make it any less real. Remaining unaware of the political shifts doesn’t lessen them, nor does turning a blind eye to hope make it any less available to us. Part of our issues today stem from paying attention to only one side of the paradox instead of embracing its duality. I’d highly recommend both of these books – together – as a window into the complexity of the times in which we live.

The Fifth Risk by Michael Lewis, 2018
Almost Anything: Notes on Hope by Anne Lamott, 2018

leadership dot #2425: first follower

There is much written about leaders but not enough attention is given to those who follow. In this video clip “Leadership Lessons from Dancing Guy” Derek Sivers highlights the critical role that followers play in creating a movement –especially the pivotal role of the first follower.

“The first follower publicly shows everyone else how to follow,” he says. Once someone follows the leader “it’s not about the leader anymore; it’s about them.”

 We often give accolades and recognition to the leader but could do more to acknowledge the role that early followers play in creating change. It takes courage to be among the few who pledge their support to an early movement. It requires bravery to be an early adapter and to join in instead of waiting on the sidelines to see if others accept what is happening.

Leaders should think carefully about who could be the first followers to help them build the momentum needed for their plans to gain traction and then line up the early support of those people.

But everyone can play a critical role and exert influence in change efforts. Take the bold step of being a first follower to jump-start the movement you care about most.

Thanks, Amy!

 

 

leadership dot #2424: pinky swear

I had trouble ordering something on Tom’s website and so I sent an email to customer service to resolve the issue. “We’re closed now,” it said. “But we’ll get back to you soon – pinky swear.”

I thought it was a clever way to sign their message but apparently, their “pinky swear” meant about as much as it did in grade school — as I never received a reply.

Consumers can handle almost anything you throw at them – delays, price increases, being closed – but people don’t do well with unkept promises.

Forget the cuteness and just align your messaging and expectations with reality. A promise made should be a promise kept, no pinky required.

leadership dot #2423: free of charge

If your brand was based on safety and you invented a major safety improvement, you may be tempted to keep it for yourself. But that’s not what Volvo did.

The modern-day seatbelt/shoulder strap was created for Volvo in 1959, and they immediately released the patent free-of-charge to other manufacturers to use. Volvo put safety ahead of profit and felt the invention was “so significant” that it needed to be shared. They were right, as this one safety enhancement has been credited for saving over a million lives.

Volvo engineer Nils Bohlin worked to make improvements to the lap strap, and to do so in a way that would be easy to use yet effective. His invention has been credited as “the most successful contribution to safety in the history of motoring” and earned him a place in the Automotive Hall of Fame.

Today, we take seat belts for granted and probably never stop to think of the engineering that went into creating them or to appreciate the impact that Volvo had by freely sharing its invention. But today’s organizations would be well served to follow Volvo’s lessons in sharing. Sometimes you reap the most from what you give away.

Thanks, Meg!

 

leadership dot #2422: network

University of Alabama football coach Nick Saban may be one of the most successful college coaches of all time. His teams have won six national championships and his overall coaching record at Alabama is 141-21. Part of his success may come from his willingness to reach out to other coaches for assistance.

“Well, there’s been many occasions where the guys that are coaching other places, even in our league, call on occasion and ask questions…” said Saban. “And sometimes I call them and ask for their advice and opinion on things.”

Throughout his career, Saban has developed an extensive network of resources and he has the good sense to use them. Too many professionals focus on accumulating LinkedIn connections, collecting business cards or attending networking events but then fail to take advantage of the knowledge these connections possess.

Reach out. Bounce ideas off others. Ask for help. Learn new things. Double check your assumptions. Commiserate with like-minded souls.

Having a network provides no benefit unless you use it.

Quote from “Saban’s coaching tree casts large shadow by Charles Odum for the Associated Press in the Telegraph Herald, July 22, 2018, p. 8B