leadership dot #3778: pass it along

There are over 150,000 Little Free Libraries in 110 countries around the world. It’s a great concept — where people build a small display box and post it in their yard and people can “leave a book, take a book” to encourage reading and sharing. There are several in my neighborhood and I’m a frequent user.

But where we really need Free Libraries are in places where people don’t have access to an actual library and are likely to want something to read — like beaches, airports, bus terminals, and train stations. It is in those locations where I have finished a book that I don’t want to take home — but have nowhere to give it a new life –or on the beach when I want something else to read when I have finished what I brought.

Repurposing things through resale shops, garage sales, free neighborhood groups, and other exchange mechanisms is great, but think of how you can get the goods into the hands of users without a middleman. A local business put a rack of coats outside their store for people to take what they need at the start of winter. A town has umbrellas inside the door of its businesses that people can borrow when caught in an unexpected downpour. A university provides a food pantry and thrift store right on campus.

Donations are more likely to be appreciated if they are in the right place at the right time — something to keep in mind when and how you make your physical contributions.

Umbrellas for customers to borrow in Holland, Michigan

leadership dot #3777: memorable

I love it when someone improves something simple and sees an ordinary object in a new way. Such was the case with the new batch of business cards. The box was designed to serve a dual purpose to hold cards that are received in exchange for the ones handed out. It came with three simple tabs: Call ’em up, Must Meets, and Wine & Dine. Presumably, the owner could prioritize the cards they received and use the box as a low-tech customer management system.

Almost all the business cards that are printed come in a box that is ultimately thrown away. What a creative touch to add these tabs and provide an extra piece of value.

Is there a similar enhancement that you could provide your clientele? It doesn’t take much to stand out in a world that too often does things as cheaply as possible. Pay those extra cents and make your work memorable.

leadership dot #3776: downside

My office has a floor-to-ceiling window — a beautiful feature in three seasons when I can soak in the sunshine, watch the birds, and feel connected to the outside world instead of working in a windowless cave. But in the winter, or almost-winter as it is now, the vast amount of glass is a liability as there is more cold than sunshine coming through.

An architect thought that this large window would be an aesthetically pleasing feature but failed to consider the implications of having it. There is no additional HVAC outlet or accommodations for the large expanse of openness — something that could have made the feature a true feature all year round.

When you’re serving as the architect for something — a house, a project, or an idea — think about the consequences of what you are proposing. Most upsides have a downside that can be mitigated with the right planning. but only serve as a negative if left untended.

leadership dot #3775: teams

I have a set of shelves that hold my various projects and I needed to do some purging to create more space. One of the shelves held a pile of articles that I had researched for a project. I was working with another person to write an article and spent about 60 hours finding, reading, and synthesizing (boring) academic articles for this piece — and then got ghosted.

I hear a similar sad tale from students involved in group projects. Too often, one person doesn’t pull their weight, and others are left hanging to either do more than their fair share or pay the penalty. It happens in teams at work, on volunteer projects, and whenever more than one person is involved in an endeavor.

If you’re involved in a group effort, no one guarantees parity in how the work will be accomplished. You can divide up the responsibilities, but the ultimate objective is to complete the project. Go in with that mindset and at the end of the day, you can take solace in the fact that you fulfilled your commitment, even if others did not.

leadership dot #3774: postcards

I handwrote 2000 postcards to voters in ten states that had close House races and I’m writing 1000 more to encourage voters in the Georgia Senate runoff, part of a national effort that oversaw the sending of 9.5 million postcards to voters in 26 states.

The postcards and their messages are carefully tracked and have proven to increase voter turnout among voters who receive them. It may only be by a percentage point or two, but in close elections, it’s enough to influence the outcome and make a difference.

Handwritten postcards may be very low-tech, but it is precisely because of this retro technique that they stand out. Think about other nostalgic methods you can deploy to draw attention to your organization. Maybe you could sponsor a lemonade stand or host an ice cream social. Banks are bringing back Christmas Clubs as an old-fashioned way of saving. Are there other ways you can infuse some nostalgia into your efforts? As with the postcards, you don’t have to make a huge difference to see the impact of your efforts.

leadership dot #3773: risking

In the book Bet on You, the authors encourage readers to rethink how they approach risk and to see it as the only path that leads to growth, opportunity, and positive change. It’s a far cry from the risk aversion that most of us are taught — but it makes sense when risk is framed as a series of steps that are “measured, thoughtful, intentional, well-planned, and require incremental action, not sudden jumps.” It’s not “risky” in the way we usually think of the word, but a methodical strategy to grow.

The authors advocate enacting risk in four chambers — risking in life, career, for impact, and for joy. They describe these components like a kaleidoscope that balances little chips into a pattern, recognizing that people are often more comfortable taking risks in one chamber rather than others. I automatically could list risks I took for my career or life, but I am much more risk-averse when it comes to stretching for impact or joy. I need to follow their pattern of “dreaming it, owning it, taking it, and choosing guides” to help do the work and weave safety nets to bring more risk — thus reward — into those areas.

It’s a common misperception that we can avoid taking risks. If risk is “taking action in the face of uncertainty,” there really is no getting around it. Better to treat it like any other skill and do some intentional thinking and development around the kind of risk we want to take, and then “do the work” to make the most of the opportunity we’re pursuing. If you’re one to play it safe rather than sorry, you might be sorry you did not reframe your relationship with risk and start seeing it as an ally instead of something to be avoided.

Bet on You: How to Win With Risk by Angie Morgan and Courtney Lynch, 2022
Free Risk Manifesto to accompany the book

leadership dot #3772: understand why

A colleague of mine was doing some consulting and recognized that one of the issues the organization was having was that the clerical workers were operating robotically with no idea as to the meaning or purpose of the data they were entering. It made it more challenging to catch and then correct errors and relegated them to a menial role, unable to contribute critical thought or analysis to the work.

We think this situation only happens with front-line workers or those doing repetitive tasks but it occurs at all levels of an organization. Staff members facilitate orientation as a necessary task of checking off the boxes rather than seeing it as an indoctrination to the organization’s mission as a whole. Other workers prepare reports without seeing the implications of the analysis they are conducting. Staff performs responsibilities every day without understanding the meaning or the ultimate purpose they are trying to achieve.

Whether you are the employee or supervisor, take the time to clarify the “why” behind the work you are asking people to do. If you make the context and objectives clear, you pave the way not only to make the job more meaningful but create a path for the employee to contribute value to the process. Organizations benefit more from critical thought than robotics.

leadership dot #3771: murals

The flamingo (dot 3770) isn’t the only intentional art at Tampa International. When the Airside E Terminal was renovated, it was designed to highlight seven murals created in 1939 by the Works Progress Administration (WPA) for the then-new Tampa airport.

It took a lot of work to restore the murals to displayable condition. They were improperly stored, moldy, adhered to concrete, warped, stretched, and discolored — but now they prominently tell the story of the dawning of aviation with murals of Archimedes, Icarus and Daedalus, the Montgolfier Brothers, Otto Lilienthal, the Wright Brothers, Tony Jannus, and the Art of Flight.

The WPA murals tell a story — not only of aviation in general, but they represent the history of the airport itself. How wonderful that they were preserved instead of forgotten.

When you are doing your next renovation project, before buying new, think about what already exists in your organization that can be showcased — both for its artistic value as well as historical storytelling. You can achieve a dual purpose by bringing some of your archives to the forefront, especially if you have the foresight to plan your renovation around them as TPA did.

leadership dot #3770: flamingo

If you work on a campus or a complex facility, giving directions or telling people where to meet can sometimes be challenging. This certainly happens in an airport, but Tampa International has solved that problem in grand style. Their concourse is graced with a giant flamingo — a beautiful piece of art in itself, but it also serves as a beacon for travelers to unite with their rides. There is no mistaking what you mean when someone says: “Meet me at the flamingo.”

You may not have the budget or capacity to be as dramatic with your wayfinding, but you can adopt the concept. Ensure that there is a designated meeting place in your environment — a well-marked or numbered entrance door, a statue, a fountain, or a distinctive piece of art. The first impression of your visitors will be one of hospitality instead of frustration.

leadership dot #3769: overnight

I have a friend who wanted to book the concerts for the county fair so he volunteered to work the shows and do the behind-the-scenes, day-of-show grunt work — for 15 years. He was finally hired to do the booking.

Another friend wanted to write a book so she started writing. It involved one hour at a time, early mornings, restarting, and lots of edits, but she kept at it, and is now a published author — 10 years after she wrote her first page. I

A community member had a vision for how a recreational space could become much more than that and be turned into a regional tourist destination — and her dream will be realized 10 or 11 years after she laid out her “crazy” plan.

If you have a big dream for what you can achieve tomorrow, the only way to get there is with little steps in that direction today — and every day for literally years. There is no overnight success story, even if it feels like it happens to others.