leadership dot #4366: accumulation

Much has been written about the negative side of accumulating possessions with authors advocating for a minimalist approach or to “Marie Kondo” your belongings. While there is merit in not having more things than you can use, there is also an irreplaceable value in certain things accumulated over time.

I have a box of stickers I use in my workshops, and a participant looked at them longingly. “I was a teacher,” she said, “and I know what it takes to accumulate things like this. I lost all mine in a fire and it’s something you just can’t go out and replace.” I heard the same lament from someone who said his tool collection was what he missed most from a house fire. I’d feel the same way about my Sharpies-in-every-color or others would feel about their kitchen implements or recipe box. Having the right item for the job is something that amasses over time, rather than all at once.

I think the lesson here is moderation or balance — you’ll drown if you hoard multiple varieties of too many things, but there is value in a curated collection of frequently used items. Choose your accumulation pursuits sparingly and wisely.

leadership dot #4365: map maker

Yesterday, I wrote about building roads and the infrastructure required to allow people to drive independently (dot #4365). But unless there is an agreed-upon destination, at some point people will hit a dead end, go rogue, detour, or turn in a different direction than the leader would have liked.

People need a map.

In most units, only one person is responsible for creating that map. Everyone else’s responsibility is to drive.

If you are in the role to whom destination-defining obligations fall, spend your time creating that direction. It may be tempting to spend time on operational duties or to revert to the daily tasks that earned you a promotion, but if you are now a map-maker nothing is more important than that duty. Don’t leave your team to drive aimlessly.

leadership dot #4364: roads

As I drove down the road today, I was conscious of all the signs, traffic signals, lines on the road, etc. that allowed hundreds of vehicles to travel without incident. A traffic engineer took all those things into consideration, coupled with the Rules of the Road, and together they outline the expectations for all the drivers. Sure, there are a few notable incidents, but for the vast majority of the time, it works.

Supervisors need to replicate this system in their organization. They don’t need to pave the streets or hang the signs, but they must provide the overall parameters that allow their staff to travel without their direct intervention: outlining clear expectations, ticketing those that deviate too far, and providing frequent guardrails to keep everyone aligned.

Spend your time building the infrastructure that allows people to make progress without your direct involvement in every mile forward.

leadership dot #4363: do something

It’s interesting to me that the soundbite emerging from the Democratic National Convention comes from a former First Lady instead of one of the elected officials or the candidates themselves. Michelle Obama delivered an address that should be used in speech classes for years to come — demonstrating how to craft a message that resonates not only at the moment but provides a soundbite that takes on a life of its own.

The final moments of her 20-minute speech provided a call to action that harkened back to words from the candidate’s history: “It’s up to us to remember what Kamala’s mother told her: “Don’t just sit around and complain. Do something.” Obama continued: “So if they lie about her, and they will, we’ve got to do something. If we see a bad poll, and we will, we’ve got to put down that phone and do something. If we start feeling tired, if we start feeling that dread creeping back in, we’ve got to pick ourselves up, throw water on our face, and what?” And of course, the crowd chanted the catchphrase right back.

Now it’s emblazoned on t-shirts, stickers, and countless other promotional products as a way to generate sales, as well as enthusiasm — and action. Obama was clear about the purpose of her talk — not just to praise the candidates, but to send the arena full of delegates back out into their communities to get the job done.

Too often, our messages obfuscate the real point of the communication. We use too many words, flaunt big words, or bury the key point in paragraphs of explanation. Before you deliver that next big address, “do something” by spending 20 minutes watching how a master did it brilliantly.

Photo from Justnowmn on Facebook

leadership dot #4362: publicly

The parking lots at Bridgewater State University look like any other, but it turns out that they are carefully designed to be as eco-friendly as paved areas can be. How do I know this? Thank their prominent and descriptive sign that calls attention to the efforts that have been made:

  • The lots have been right-sized to avoid unnecessary blacktop
  • There are curb cuts that allow the water to flow off the paved surfaces easily…
  • and into a retention system that is lower than the lots…
  • which is filled with soil and plants…
  • that allows the water to gradually seep back into the earth

Bravo to Bridgewater State — not only for paying attention to a non-sexy element of their infrastructure but for having the foresight and intentionality to tell the story about it.

You, too, are likely doing good things but too many of an organization’s accomplishments go unrecognized. Take a lesson from the parking sign and publicly tell your story in a visible and understandable way.

leadership dot #4361: wheels up

You may think Delta would find private jets as a competitor, but they believe just the opposite. The airline has partnered with a personal jet service “as a complement to premium commercial travel.” It expands Delta’s reach, serves its most elite customers, and provides efficiencies for the primary jet service.

Consider who you believe to be your competitors — then brainstorm how you may partner with them instead. Use the phrase from design firm IDEO: “How might we…” to generate possibilities of ways working together may benefit both organizations. Your new ideas just might take flight.

leadership dot #4360: untested

If you’ve been in a store dressing room lately, you know that they give you a plastic card to represent the number of items you are taking in. Presumably, everyone who enters a stall has one.

At TJ Maxx, the plastic numbers have a hole smaller than the end of the hooks in the dressing room — meaning you have to put it on the floor while trying on clothes. It’s not the case in Marshall’s (another TJX company), but several Maxxes have had the annoying situation.

If you are going to ask your customers to do something, it’s best for you to test the behavior before you require it. Fill out the form yourself. Test the links on your website. Try to navigate directions via the signs vs. your knowledge. Open the package. Attempt to do a return. And use your own dressing room! So many annoyances could be avoided if the designer actually used what they designed.

Thanks, Meg!

leadership dot #4359: mannequins

In Dick’s House of Sport in Boston, the mannequins were more realistic than I have seen. Instead of statues standing straight in the typical mannequin pose, the store featured them in action — tying shoes, bending over appearing to be panting, jumping, running, and throwing. They also depicted runners with a prosthetic leg and athletes in a wheelchair.

Dick’s could have easily ordered the standard issue mannequins but chose to be intentional about having as many as possible see themselves in their displays. Think about how broadly you represent your clientele. You may not have mannequins, but do you showcase the many diverse aspects of those you serve? Inclusivity happens in small ways.

leadership dot #4358: surprised

My trip to Boston centered around attending a concert at Tanglewood to hear the masterful John Williams conduct the Boston Pops Orchestra. I scheduled the trip around his performance, paid handsomely for seats close enough to see him in person instead of via screens, and looked forward to the event for months.

But then, he was sick and unable to attend — something I did not know until that evening.

My disappointment overshadowed the rest of the concert. Was it still a gorgeous venue? Yes. Did the orchestra perform magnificently? Yes. Was the music the same as if the Maestro had been there himself? Yes. But my expectations were out of alignment with the reality.

The man is 92 years old so it was not out of the question that he would be unable to conduct on a hot summer night, but I never considered that option. Tanglewood never alluded to that possibility or made any adjustments due to the “main event” being unavailable. It was just assumed that we would all go with the flow.

When you offer something you are not going to deliver, the sooner you notify people the better. It will, of course, be a disappointment, but the advance warning can allow space for expectations to readjust and synch with what reality will be. There’s no hope of adapting when the setback is a surprise.

leadership dot #4357: discoveries

What do football helmet protections, GPS, and plane de-icing machines have in common?

They were three of the 1500 innovations in use today made possible by the Space Program in the 1960s. How do I know this? Because at Logan Airport in Boston, one of its hallways is lined with posters showing several of the discoveries that came from space research, including LED lighting, space blankets, the ability to harness solar energy, firefighter gear, and infrared ear thermometers. Who knew?

It’s a great example of storytelling — sharing facts in powerful visual snippets that help people make connections about something that would otherwise go unnoticed.

Your organization may have less dramatic but similar stories to tell. People probably griped about spending money on space without realizing how much they would benefit in other areas. What contributions are you making that may be of value to others — if they only knew of them?