February 2026 – leadership dots

leadership dot #4881: private

February 28, 2026February 25, 2026by leadership dots by dr. beth triplettLeave a comment

It’s interesting to me what is kept private and what is freely shared.

I see social media posts with license plates blacked out — even though they are publicly visible on streets and parking lots. The White Pages used to publish everyone’s phone number, but now you have to pay to access a phone number or address.

Warnings have been issued about decals on cars that unintentionally reveal information about the family. And yet, people upload pictures and many personal details with AI, then publicly share caricatures that disclose much more about themselves than a license plate.

Don’t worry about covering up things that are public and instead spend your energy choosing what to keep private.

leadership dot #4880: tradeoff

February 27, 2026February 25, 2026by leadership dots by dr. beth triplettLeave a comment

Striving for efficiency is a good idea — until it takes over the mission. If efficiency becomes the main goal, rather than supporting it, you have gone too far.

Nonprofits know “No money, no mission,” but if everything is cut in the name of productivity, the ability to deliver the organization’s purpose can become a casualty and keep you from being who you are.

Too much of anything is usually too much, and the quest for efficiency is no exception. Don’t trade your purpose for ROI and leave your mission behind.

Thanks, Mike!

leadership dot #4879: decision point

February 26, 2026February 25, 2026by leadership dots by dr. beth triplettLeave a comment

I was given an assignment that I believe is short-sighted, and I find myself in that familiar dilemma, wondering whether it is worth the energy to question it. I have spoken up on many occasions, only to be “Whack-a-Moled” down with either immediate or long-term consequences. It has caused me to weigh the cost of speaking up vs. the ease of just doing what the person asked.

Many factors go into the decision — circumstances, psychological safety, the relationship with the person, the impact of the assignment, and how likely it is that feedback will be received. It’s easy to adopt a “They don’t care, so why should I?” attitude, but that ultimately erodes personal integrity as well as organizational success.

Most of the time, I opt to say something, despite the discomfort and frustration over my perspective being dismissed, but I can physically feel the conscious decision point when I make that choice. Silence rarely does any good in the long run.

leadership dot #4878: queso

February 25, 2026February 24, 2026by leadership dots by dr. beth triplettLeave a comment

Chipotle ran a 3-day deal offering free chips and queso to customers who ordered through the mobile app, and I was happy to take advantage.

When I went to pick up my food, there was a long line of people waiting, and one poor guy was frantically making all the to-go orders. Contrast that with three employees who were prepared to serve the walk-ins — but were standing around with no customers because more had ordered through the app to receive the deal.

Chipotle corporate incentivized mobile orders, but Chipotle local did not make staffing adjustments (or did not know) to accommodate the likely change in ordering habits. Thus, the free side of queso came with a side of frustration as we waited.

Much of the dislike of change could be mitigated if the people making the alterations considered who would be affected and communicated with them in advance. Don’t let the chips haphazardly fall wherever they may; let others plan for the change that is coming.

Screenshot

leadership dot #4877: monster

February 24, 2026February 23, 2026by leadership dots by dr. beth triplettLeave a comment

You may have heard about the blizzard in the Northeast. A genuine bombogenesis blizzard with nearly two feet of snow and hurricane-force winds. The storm was so big that on the satellite it looked like a hurricane swirling toward land.

The National Weather Service said there were whiteout conditions that will make “travel treacherous and potentially life-threatening. Travel should be restricted to emergencies only.” The governor said it was “critical” for people to stay off the roads. The mayor said they need “everyone to stay inside to let the plows do their work.”

What did the head of HR of a major employer say? “The offices will be open, and we will be operating as normal.” What?!

Note that this is offices, not a hospital or essential service. No message of “stay safe” or any display of empathy. Just get in here or take a vacation day. What they gained (if anything) in productivity, they lost in how they (mis-)treated their employees.

If you can’t muster the willingness to care for your employees in normal times, at the very least, try to do so when there are extenuating circumstances. “Monster” doesn’t just describe this storm.

This photo is an image from the GOES East weather satellite 22,236 miles above the ground.

leadership dot #4876: persuasion

February 23, 2026February 20, 2026by leadership dots by dr. beth triplettLeave a comment

My email is inundated with donation appeals for candidates and political causes. While they rarely motivate me to give, I am fascinated by the varied approaches campaigns take in their pleas for funds. Some are touting their success and asking me to join the bandwagon, while others issue grave warnings of what will happen if I don’t contribute today.

Subject line examples include:

A massive fundraising disadvantage
We’re done, team
Momentum is building
We’re asking for just $1 to flip…
The situation has gotten so dire
Defend this seat
Crying tears of JOY
Stop what you’re doing and read this
We’re tied in the polls

Instead of being annoyed by these, they cause me to consider what is effective. Is it a more powerful approach to say, “We’re behind, help us,” or “We’re on a roll, join us”? Am I more compelled to contribute to those in need or to those having success?

You can take the lessons learned from the emails and translate them to: Does your team want to help solve a problem or enact a vision? Do you sell the issues or the merits? Should your message focus on challenges or potential? Is it more effective to say we need resources because we’re losing, or we need them to win?

Instead of automatically deleting that spam folder, take a few minutes to peruse and ponder what resonates with you — and how you can use that knowledge in your own messaging.

leadership dot #4875: measure

February 22, 2026February 20, 2026by leadership dots by dr. beth triplettLeave a comment

I have an Argyle Sweater Page-a-Day calendar (highly recommend for daily chuckles) that came with the obligatory page of corporate identification and publisher information.

It reads:

Andrews McMeel Publishing is committed to the responsible use of natural resources and is dedicated to understanding, measuring, and reducing the impact of our products on the natural world. Recognizing the impact of plastic pollution, we have changed the easel backers on our day-to-day calendars from plastic to paper-based material. Follow our sustainability journey at [link].

I highlighted the word “measuring” because it signals that they are serious about their commitment. It’s easy to write platitudes, but the real impact comes when results are known and shared.

Do you measure things that are important to you? Beyond financials, it could include employee satisfaction, diversity initiatives, innovation, or the number of product returns. Personally, measurements may involve calories, steps, friends met for lunch, letters written, or volunteer hours. The options are limitless.

Measuring is an often overlooked and sometimes dreaded aspect of the change process, but little happens without it. Explicitly incorporate some tracking process for the things you value.

Thanks, Meg!

leadership dot #4874: peppers

February 21, 2026February 20, 2026by leadership dots by dr. beth triplettLeave a comment

On the table at the local pizza place were two shakers of peppers: Hatch Valley Green and Four Pepper Blend. Usually, it’s a roulette of guessing and testing to see which (or whether) pepper would be best for the pie, but these jars were clearly labeled with a thermometer and “heat” rating. I could tell just by looking at them that the Four Peppers would be beyond my comfort level, but the Hatch Valley may add a welcome kick.

Here’s a hot tip: craft your labeling or instructions to preemptively answer the questions users may have, so customers don’t have to pepper your staff with questions.

leadership dot #4873: new identity

February 20, 2026February 19, 2026by leadership dots by dr. beth triplettLeave a comment

Through formal university classes or other leadership development programs, people can learn the skills required to become a supervisor. What’s missing for them to be effective, though, is an internal transition: a mindset shift from being an individual contributor to that of a leader. And this means putting the organization as a whole before their team’s needs or personal preferences — something that is tough to do after having it the other way around for so long.

It’s a hard transition to make because often a person’s identity is tied to the individual role they formally played for years, if not decades. A person sees themselves as a teacher instead of a principal. A line worker instead of a foreperson. A beat cop instead of a lieutenant. A doctor instead of a hospital administrator.

People often rise through the ranks after years of schooling and serving in direct service roles. Those jobs have become more than a title or position and are intrinsically and intimately tied to how they see themselves; thus, it’s hard to shed that self-perception to put on another identity and defend different priorities — but that is the heart of the matter.

If you want your advocacy to be for “down” the hierarchy, stay as an individual contributor. To be an effective director, your loyalty needs to first be “up” the hierarchy and to the organization as a whole.

leadership dot #4872: archetypes

February 19, 2026February 18, 2026by leadership dots by dr. beth triplettLeave a comment

As part of my class on change, I had my students take the Innovation Assessment by Jeremy Gutsche. The instrument identifies your primary and secondary innovation traits and shares strengths that you can use to accelerate your creativity.

I like it because it also highlights the traps and gaps that correspond to them and becomes a guide to forecast blind spots that may hinder your innovation.

Many self-assessments focus only on the positive aspects of your traits, but in reality, every characteristic has a downside. Being too cautious causes people to miss out on opportunities. Being too loyal can blind you to others’ faults. Being too risky can turn into recklessness. Being too nice can lead to people taking advantage of you. Being too curious can cause you to be distracted.

Some of my students were frustrated by the questions in the assessment, and others were dismayed with their results (hoping they were “more creative”), but all agreed it was a worthwhile exercise that got them thinking. There is no “wrong” kind of creative, and becoming more self-aware is always a good thing. I’m not on the “willing to destroy” end of the innovation spectrum, but the world needs those of us on the “disciplined” axis, too.

Take the (free) assessment here and learn something about your innovation archetype today. The knowledge may help you better handle the constant change we face.