I like KFC’s chicken sandwich and am a fan of the Colonel’s food, but my fondness does not extend to sporting their merchandise. Apparently, someone thinks there is a market for a drumstick-shaped purse, a KFC wallet, or a chicken bucket backpack.
To make things even stranger, these accessories were on display at the local Hallmark store, a place I do not think of when shopping for purses.
I expect that I will see the items on the clearance rack sooner than I will see someone using them around town. Before creating a product or service, ask yourself exactly who the market is for it. It’s not chickening out to decide not to do it.
When an organization is in crisis, the focus becomes all short-term. It’s “where can we cut?”, what change can we make today?”, and “how can I get through tomorrow?”. Leaders can become so involved in firefighting that they forego innovation.
And then it becomes a vicious circle. When leaders fail to articulate a vision of what the other side of change looks like, there is no near-term movement to achieve it. The crisis consumes all of the organizational energy, often deepening the troubles.
Even in the best of times, it’s hard to think about tomorrow amid today’s meetings and priorities. Strong leaders need to be intentional about carving out separate chunks of time to think about the future and to take preventive measures before flames erupt. Schedule your calendar as a visionary, not a firefighter.
It’s a tricky and important job to assemble a board, committee, or task force. You try to balance demographics and pay attention to constituent representation. You need expertise, but don’t want everyone so entrenched in the status quo that they are unable to innovate. You want thinkers, but may also need “doers”. You may strive to have certain skills present, but you may also want to give new voices a seat. And you need to keep the group to a manageable number, or they’ll spend as much time finding a time to meet as they spend doing the work.
One tool to help with this task is an attribute list. I wrote about this (dot #684a) as it relates to interviewing and hiring, but it works just as well to define committee composition. Rather than picking people based on history, position, or interest, take a few moments to write out the key characteristics you are seeking in your group. You may even create a matrix, as each member will likely meet several needs (e.g., skills, demographics, etc.).
Not that a committee compiled by popularity, legacy, or random selection would necessarily be bad, but one chosen with intentionality is likely to be much stronger. Give your ad hoc “hiring” as much attention as you do permanent spots by clarifying in advance the role you are trying to fill.
The local Chipotle has a business card holder with cards for the general manager and field leader. I always thought it was a nice gesture to feature them openly so guests could contact them.
Unfortunately, I needed to do so. I sat on a bench that had been slathered in furniture polish, with residual polish remaining. I had to leave the restaurant, go home, wash my jeans, coat, and purse, along with the seat of my car, where it transferred from my pants. It also got on the back of my brand-new sweater, and after three tries at the dry cleaner, the stain remains.
I contacted the people listed on the handy business cards — and heard nothing. Not as much as a reply, let alone an apology or compensation for my troubles and dry cleaning bill. It makes me angrier that they pretend to want feedback, but in reality, ignore it.
If you have any type of comment mechanism, take it seriously or don’t offer it at all. Raising expectations that you care makes the fall harder when it becomes apparent that you don’t.
The people of Minneapolis have done creative, amazing things to show their peaceful opposition to the ICE invasion of their town: luminaries on the lake spelling ICE OUT to be seen as planes fly over, projected messages on water towers, protest signs sent sledding down hills, coordinated warning networks, organized helping brigades, and, of course, their mass demonstrations and marches. I hope the city wins the Nobel Peace Prize.
But being a helper doesn’t have to be lofty. An acupuncturist’s office distributed “Community Resource Packets” in different languages. These kits were packaged in a sandwich bag and included: a sample ICE Warrant vs. a Court Judicial Warrant, highlighting what to look for; an outline of your Constitutional Rights if an immigration agent is knocking; a Don’t Tread on Us sticker; and a 3-D printed heart-shaped whistle. Nothing fancy, but useful and practical tools for these extraordinary times.
On an episode of The West Wing, Danny Concannon tells C.J., “Don’t get hypnotized by complexity; make it count.” He was urging her to take advantage of the remaining months of Bartlet’s presidency to pass legislation, but I think it applies to any problem that seems overwhelming. Make your kits in a plastic bag and just get them out there.
When people disrespect you or violate your boundaries, and you don’t say anything, it’s like they are throwing a tennis ball at you — and you aren’t tossing them back. If you remain silent, the person doing the throwing will continue to do so.
Many times, the comments that hurt were not intended to do so, and the violator would be willing to change their behavior or language if they knew how their words were received by you, but you stew internally instead of speaking. As a result, a pile of these slights accumulates, making you madder and madder.
The next time someone lobs a verbal dig at you, overtly or not, think of it as a tennis ball flying your way. You can only leave so many of them lying on the court before you start to trip over them and be impacted by their presence. Have the courage to lob one back with a respectful challenge to the miscue. It gives the person a chance to apologize in the present and correct in the future, and it gives you the self-respect you deserve. Nothing is gained by just taking it in silence.
Henry Ford famously said that people could have any color car they wanted, as long as it was black. My, how times have changed.
It seems that everything comes in a multitude of colors these days. It may be small items, like the removable Command hooks, which now come in an array of options instead of utilitarian white that served them for years. It may be silly things, like seven grill colors. (Does your grill really need to coordinate with your patio decor?) Or, it may be larger purchases, such as appliances, where you can now get customizable and removable panels for your refrigerator!
If you are stuck with a Henry Ford mentality about choice, it’s time to rethink your offerings. Orange may be the new black — for today. Tomorrow, your customers will want to switch to a new color.
There is always someone who benefits from the misfortune of others.
During COVID, think of the increase in sales for plexiglass, to-go containers, test kits, and hand sanitizer. Delivery services and online shopping saw a spike in orders.
After a natural disaster, sellers of tarps, generators, plywood, chainsaws, and cleaning supplies experience robust sales.
To supply a war, defense contractors benefit from providing ammunition, equipment, uniforms, and intelligence.
There are many benefiting from the government’s horrendous immigration raids and detention facilities, and it’s a sign of how much terror has escalated when companies want to profit from individual fears and needs. My social media feed has had advertisements for bulletproof backpacks, safe bags to prevent phone tracking, and gas masks. I’ve also seen ads encouraging dual or new citizenship in several countries.
Mister Rogers said to look for the helpers in bad times. You can also look for the entrepreneurs who are turning someone else’s bad into their good.
I recently heard the story of Armando Galarraga, the Detroit Tigers pitcher who would have had a perfect game except the umpire made an incorrect call on what should have been the last out. Perfect games are rare in baseball — only 20 have occurred in the history of the game — so to miss it by one wrong call is heartbreaking.
The umpire who made the call, Jim Joyce, was one of the best in the game. He had the integrity to acknowledge his mistake and apologize to Galarraga. He said, “I was convinced he [batter Jason Donald] beat the throw — until I saw the replay.”
Haven’t we all been like that — convinced of our correctness? Most decisions don’t have the luxury of an instant replay to see our errors; instead, we press on in our righteousness. But we would all be better off if we had an open mind to consider other possibilities and to exhibit grace when mistakes occur.
Galarraga and Joyce eventually wrote a book entitled Nobody’s Perfect. It referred to their specific situation, of course, but it applies to all of us. Even without the instant reply, acknowledge that you could get it wrong.
