leadership dot #2704: color-coded

Some establishments have very few visitors, but others like hospitals have many guests who are there for the first time. In addition to signs and wayfinding enhancements to make visitors’ experiences more pleasant, the University of Iowa Hospitals went an extra step to make their parking garage more user-friendly. Guests can take a flyer that is color-coded to match the garage level and the elevator button so drivers can more easily find their vehicle upon return.

Think of how you can model this strategy in your organization. Is there a procedure or service that you could make a little less complex just through the addition of better signage or color? Can you do something to alleviate the stress or feelings of being lost for those in your building for the first time? Helping others help themselves is a great way to serve.

Thanks, Amy!

leadership dot #2703: more than play

I grew up watching the Pyramid game show on TV (first the $10,000 Pyramid, then $25,000, now $100,000) mostly to watch the final round when people have to list items to get their partner to guess what they have in common. (For example: an old person’s face, a Shar Pei dog, and a shirt that needs ironing = things that are wrinkled).

The same premise applies for the board game of Tri-bond where players need to find the common link between three items (Q. what do a door, wallpaper and an indecisive jury have in common?  A. they all are hung).

Sometimes the commonality is really weak and the answer elicits more of a groan than a burst of dopamine but I’m sure that my years of playing these games strengthened my “be the string” muscle that allows me to see connections between disparate items.

How can you use play to enhance one of your skills? Brain teasers help you to see outside of the box. Different board games strengthen your strategy-making skills. Other activities improve math skills while still other games develop memory techniques. This weekend, try to incorporate some play that does more than just entertain you.

leadership dot #2702: withdrawn

A current advertisement reads: “Athletes score points, but teams win games.” While the ad is referencing the collaborative nature of a clinic the sentiment applies to teams of all types. Unfortunately, some athletes or other team members see their engagement in a team as optional. It isn’t.

In an organizational setting, everyone’s job description should include the responsibility to “be a good team member.” It doesn’t matter if a person has exceptional individual skills; they will not reach their full potential unless they can effectively function in a group setting. Acting as a “lone ranger” or independent contractor doesn’t work within an organization – at least not over the long term.

If you’re a leader or supervisor and see someone off to the sidelines or declining invitations to engage with the group, make a course correction quickly. A team needs everyone in the huddle to win the game.

leadership dot #2701: automatic reaction

The famous Müller-Lyer illusion shows two or three lines – all physically the same length but they do not appear that way because of the fins at the ends. The eye extends the length of the lines with fins even though the line itself is all exactly the same. You can see the illusion here.

A fascinating extension of this experiment appeared in the book Thinking, Fast and Slow by Nobel Prize economist Daniel Kahneman. He points out that even if you KNOW that the lines are the same length, your automatic mental response will always be to see one line longer. He makes the argument that in a conflict between automatic reactions and controlled responses, you must first consciously recognize the auto-response and then intentionally choose to override it – every single time. The automatic response will automatically kick in.

The best that you can do is to repeatedly recognize a pattern or a situation that generates an automatic response from you and cultivate the habit of immediately questioning it. You can’t shut off the responders in your brain, but you can learn to more quickly activate another portion of your brain to exercise control and decision-making.

Think about aspects of the environment that generate automatic responses for you. What patterns do you need to flag so that the control aspect of your brain goes on high alert when they are present? What triggers a reaction that you would like to override? You can’t stop that initial stare, but you can control your next reaction to it – if you consciously activate the self-control aspect of our brain.

Source: Thinking, Fast and Slow by Daniel Kahneman, 2011

 

leadership dot #2700: drumbeat

I listened carefully to a song on the radio and I could hear the consistent drumbeat that carried through the entire piece. Parts of the melody varied – highs and lows, fast and slow – but that steady rhythm kept time throughout.

I think that the drumbeat is the job of the supervisor – providing consistency through the variations of organizational life. The supervisor should be the voice of calm in the chaos. They serve their staff well when they function as a through line that maintains movement and provides integrity to the work.

Supervisors whose emotions and stress levels cover the full gamut of the scale tend to transfer their dysfunction to members of their staff. Others model their behaviors and instead of a cohesive melody that is pleasant to experience, the culture reflects unproductive clashes and often loses its way.

If you’re the one in charge, try to function like the consistent drumbeat in the background, providing a steady signal that allows the others to turn their contributions into beautiful music.

leadership dot #2699: election

There is so much hype about next year’s presidential election that many people forget that today is Election Day in most municipalities. Voting for mayor, city council or school board representatives may not garner the same attention as national offices, but in many cases, these local positions exert more direct influence over peoples’ lives than the federal positions do.

Don’t ignore your opportunity to cast a vote – today or any day. It’s a freedom as well as a responsibility.

leadership dot #2698: until it wasn’t

In last week’s Grey’s Anatomy, a mom was in jail because the police discovered she left her 8-year old sleeping at home alone. I’m sure the child was just fine…

…until something like a fire happened and he wasn’t.

Scenarios occur like this all of the time. You’re fine driving in winter without a coat – until your car breaks down and you must face the elements. You experience no visible consequences from eating that extra donut – until your cholesterol clogs an artery. You put off backing up your computer because it is working well – until it crashes. You don’t get in an accident texting while driving – until someone stops suddenly in front of you.

We base our behaviors on what happens in circumstances that are “fine” and too often fail to take precautions for when they aren’t. Before you coast along with optimistic bliss, pause to consider what if it wasn’t going according to plan – would you take the same actions now?

leadership dot #2697: slumber interrupted

When I was growing up no one talked about sleep but now the subject seems to be everywhere. People are heralding the many benefits of good slumber to increase health, civility, focus, decision-making and happiness. Arianna Huffington’s new book even goes as far as calling it “The Sleep Revolution: Transforming Your Life One Night at a Time.”

Popular apps such as the iPhone’s Bedtime feature help you set alarms to keep your sleep routine consistent – yet for most of the country, we intentionally disrupt it twice each year. No matter if you gain a mythical hour or lose it, altering your sleep patterns isn’t good.

As society gains knowledge, we need to act on it. When Daylight Saving Time began in 1966 the world was a different place. We worried more about farmers working in the dark fields than we did about sleep patterns. Now modern agricultural equipment has lights and auto-pilot and our attention should shift to keeping adults, children and pets in their normal evening rhythms.

Change the clocks today – but work with your legislators to change the need to change them in the future.

leadership dot #2696: first reaction

A colleague recently became ill and had to bow out of a major project that she had volunteered to do for an organization.

My first reaction: fill me in on the tasks. I wanted to know all of the details about the project, where we stood, what I needed to do to pick up the baton, etc. Of course, I was concerned about the person, but I will admit my initial thoughts were about the job.

Another colleague wrote this to her: “I’m far more concerned about you than I am the work. Beth and I can figure that out. May I stop by on your lunch break tomorrow? Or bring you soup on Thursday? ❤” Obviously her initial reaction was about the person first and the task second!

If you have done True Colors or other personality profiles, you’ll immediately see the different temperaments in action! Neither is right or better but it helps to be aware of the differences on your team so that you can complement each other and play to strengths.

Think of this example when you’re assigning tasks. Who is best suited to complete a project and who is most natural bringing soup? Your organization will be better served if you match the jobs to the person as often as you’re able.

leadership dot #2695: unlikely friendships

At the last primary debate, the last question asked was “tell us about a friendship you’ve had that would surprise us.” All but one of the Democratic candidates shared examples of Republicans, as if being civil with someone across the aisle was surprising.

It reminded me of the story of Donna Red Wing, executive director of One Iowa, the state’s largest LGBT advocacy organization, who decided to honor her deceased friend by continuing her work on reconciliation. So, Donna thought about who was the “most unlikely person on the planet” she could reach out to and landed on Bob Vander Plaats, the president of the Family Leader, an organization that seeks to inspire Christ-like leadership. While quite nervous at first, the two have developed an uncommon friendship – exchanging conversations as people beyond their positions. It’s worth your 5 minutes to hear their reflections.

Donna and Bob still see the world from very different perspectives and haven’t changed their position on any of the major issues. Their lesson is that you “can fight the good fight in the court of public opinion, but you don’t have to hurt each other.” It’s a good mantra for everyone.

Think about the question that the debate moderator asked or that Donna asked herself – what would your answer be? Maybe today, inviting an unlikely person to coffee could be the start of an uncommon friendship that could increase civility in your office, your family circle or your community. Toast your lattes to the advice of the late Stephen Covey: “Seek first to understand.”