leadership dot #3748: credit

I served as the “family accountant” for our extended family’s vacation and as a result, amassed a substantial credit card bill. I paid it off before it was due, but by virtue of using that much credit, it has negatively impacted my credit score since that time. My score also took a hit when I paid off my car loan and mortgage, so instead of being rewarded for paying off my loans, my score was dinged as I had no “installment” credit.

To me, both these situations are signs of good credit — charging things but paying them off on time and not taking out new loans after you have paid them off. But in the complex credit report algorithm, they count against you — in one case because I used credit and in the other case because I did not.

It’s a reminder to use care with what you measure. Giving credence to things in the abstract sometimes loses relevance when it is applied in real scenarios. Factors that receive favorable ratings often drive behavior — and it’s important to ensure that you are influencing the actions you actually want to occur. Paying your bill on time and not having loans sounds like good creditworthiness to me!

leadership dot #3747: assumptions

I’m onsite for a project and the building we’re renting has a security gate across the stairwell on the second floor. When I went to bring our supplies upstairs, I discovered that the lock was locked tight. A scramble ensued — trying to find staff, staff trying to find the key, etc. Then we discovered that yes, the lock was locked, but it was closed onto itself, not the gate, which had been free to pull open the whole time.

The same type of situation occurred with others later that day. I arrived back at the building to find someone patiently waiting for staff to unlock the door — because the door is always locked — except for days when others rent the space. So, I opened the door and walked right in. At lunch, someone lamented that their sandwich was dry and they couldn’t even taste the mayo — probably because the mayo came in packets in the box lunch instead of on the sandwich, but they just assumed it was pre-loaded.

All these cases illustrate people making assumptions and acting accordingly, without taking even one step back to test them. I didn’t try the gate; he didn’t open the door, and she didn’t check to see if mayo was included. All minor things to be sure — but if we don’t challenge the small things, I suspect we could be guilty of the same transgressions on matters of consequence.

leadership dot #3746: burst the bubble

I just read an eerie thread of comments by women who had been verbally abused but did not realize the shaming, yelling, and insults were anything but normal — until they got out of the relationship and were in a healthy one. Only then did the women come to understand that they would not be berated for making a simple mistake or spilling something; that being out of milk was not cause for an uproar, or that civil disagreements were possible.

It’s a domestic example but reminded me again of the need for everyone to have an external context to truly understand the landscape under which they are living or working. We become so engaged in our own world that it seems perfectly natural to us but undoubtedly there are others living a different way. We gain understanding, empathy, and new ideas when we pull back the curtain. This can happen through travel, education, expanding your network, exposure to different people or fields, or in a host of other ways. But it’s not going to happen if we stay in our own bubble.

Think about the important things in your life — metrics at work, views you hold, traditions you cherish — and see if you can’t find an alternative way of looking at them. You may opt to keep your same behaviors, but having something to benchmark against gives you a much clearer perspective of your reality.

leadership dot #3745: reminder

Those silicone bracelets that were all the rage served a purpose beyond fashion — reminding people of the message embossed on them: WWJD, Be Strong, Beat Cancer, etc. Every day I wear a similar piece of jewelry, and although mine is silver, it serves the same purpose of reminding me about balance.

My bracelet is a charm of the Gateway Arch in St. Louis, a masterpiece of architecture that was one of my favorite places when I lived in the city. As I wrote about in dot #1512, the Arch was built with the two sides simultaneously before a keystone piece connected the two. So much of what we do needs to be simultaneous to achieve the desired outcome:

  • Being future-focused yet still tending to the mundane operational details of today
  • Working on system-wide changes while also dealing with individual circumstances
  • Addressing problems but also remembering what’s going well
  • Challenging each other yet providing support when needed
  • Utilizing an existing area of expertise while stretching to learn something new
  • Pushing yourself to achieve and making time for self-care

The most balanced leaders create ways to tend to both dimensions of the work, even though they sometimes compete for resources. You can’t always be 50-50 with how you spend your time or energy, but keep a mental blueprint as to how your “arch” is developing. Too much time on one aspect or another will eventually topple you.

leadership dot #3744: indistinguishable

I was heading to visit my alma mater and wasn’t sure which route was best to take so I asked my GPS. It turns out that one route was 2 hours and 47 minutes and the alternative was 2 hours and 46 minutes! No wonder I couldn’t easily determine which way to go.

I think many things in life are just like this — indistinguishable — yet we waste time and energy trying to decide between options that are essentially the same. It makes no difference if you choose A or choose B — so pick one and roll with it. To drive this way or the other? To wear brown pants or navy ones? To have Mexican for dinner or Italian?

If there isn’t a clear difference — and so often there is not — save your mental capacity to evaluate the choices that really matter.

leadership dot #3743: tech team

Tropicana Field is totally cashless, so people have to utilize apps at the Tampa Bay Rays games for tickets and all purchases in the stadium. To facilitate this process, a cadre of workers known as the Tech Team roamed the entrance plaza to assist patrons with technical issues in utilizing their phones to do this, and a Tech Team booth was available throughout the event.

To the younger generation, going cashless may seem second nature, but it isn’t intuitive to everyone, including an older crowd that frequents baseball games. Rather than have people frustrated with the new-to-them technology, visible workers in blue shirts were available to help people navigate their systems. I wish a blue shirt worker was on hand at my house!

Kudos to the Rays for being proactive in this area. It would have been easy to leave people to their own devices (ha ha), but they averted lost sales and aggravation by providing one-to-one assistance for the process.

How can your organization take a lesson from Tampa Bay and have help available to address any anticipated glitches? Human intervention can shine a ray of sunshine on an otherwise vexing situation.

6

leadership dot #3742: not expected

I received an email with the following message in the signature block:

“Please note that if you are receiving this message during a time outside of your normal working hours, a reply is not expected. I will look forward to your reply when your own working pattern permits.”

An abundance of respect and consideration is contained in that simple sentence. It acknowledges that you may work at different times than the sender which can dictate when it is convenient or appropriate for you to address the message. The clause focuses on the receiver rather than the sender.

Consider adding something similar to your signature block beside a name and contact information — when your working pattern permits, of course.

Thanks, Cindy!

leadership dot #3741: bonding

It’s a great thing when departments or groups plan team-building activities. Greater collaboration can be achieved when people spend time together informally and intentionally focus on building relationships.

But, as with everything, balance is the key.

For some people, sharing an Airbnb, cooking meals together, participating in an adventure course, or having a multi-day session would be invigorating and a great chance to learn about their colleagues. For others, shorter interactions such as a group lunch or check-in at the start of each meeting are preferable.

Leaders need to provide a comfortable environment for everyone, allowing for the opportunity to opt out of personal disclosures and providing personal time in extended settings in order to make the bonding a positive experience for all. Too much time together or forced extraversion can be like Super Glue on your fingers — a bit too much bonding!

leadership dot #3740: saying thanks

A friend asked me for ideas for an appreciation gift for the “person who has everything.” Maybe you have a similar query to show your gratitude as the holiday season approaches — what can you give that has meaning without adding to their pile of stuff?

My thought is that people who have everything probably don’t want more of something. I think of experiences (architectural tour, concert ticket, massage, restaurant, detailing) or something edible like Harry & David Riviera Pears (my go-to gift), or Sugarwish (Sugarwish.com) that has many choices including for pets and is fun to pick out your own, edible bouquets, etc. 

For something tangible, I like The Alchemist by Paulo Coelho — you can write a note of how their action/gift/whatever you’re thanking them for was like alchemy and allowed you to do X more with it. (If you haven’t read it, I highly recommend it.) They make a nice illustrated version that is good for gift-giving. Another option is personalized correspondence cards ( https://www.embossedgraphics.com as an example) — something that is nice to use but that you likely wouldn’t purchase yourself.

Maybe these ideas can help you land on something that is “just right” but my experience is the note that accompanies it is always more meaningful than the gift. What you write will be remembered long after the gift itself is forgotten.

leadership dot #3739: judgment

It’s fun for a hiring manager to extend an offer to a candidate, but calling those who were not selected can be stressful. The temptation is there to say too much — to try and offer appeasement or an explanation — anything to make the difficult conversation less uncomfortable.

I always come back to the advice one of my supervisors gave me about the task — utilize this line: “In my judgment, the other candidate/chosen candidate was a better choice for our organization.” This wording makes the statement “argue-proof” — it’s not saying that the other candidate had more experience or better qualifications, but it simply relays that when you as the hiring manager considered all the factors, you believe that the chosen candidate is the better choice. Period.

You may opt to provide advice on how the one not chosen could improve their interview skills or where they are weaker in experience, but in most cases, less is more in this tough conversation. You have no obligation to justify your choice to them, and it will likely still sting no matter what you say, so brief is usually better.

In my judgment (and experience), this wording works.