Author: leadership dots by dr. beth triplett

I'm the chief connector at leadership dots where I serve as "the string" for individuals and organizations. Like stringing pearls together to make a necklace, "being the string" is an intentional way of thinking and behaving – making linkages between things that otherwise appear random or unconnected – whether that be supervising a staff, completing a dissertation or advancing a project in the workplace. I share daily leadership dots on my blog to provide examples of “the string” in action. I use the string philosophy through coaching, consulting and teaching to help others build capacity in themselves and their organizations. I craft analogies and metaphors that help people comprehend complex topics and understand their role in the system. My favorite work involves helping those new to supervision or newly promoted supervisors build confidence and learn the skills necessary to effectively lead their team.

leadership dot #5063: backing out

October 2, 2026October 2, 2026by leadership dots by dr. beth triplettLeave a comment

A colleague was lamenting that volunteers kept backing out of a service project she was leading. One had a sudden illness (obviously a good reason to decline), but others were rescinding their offers for reasons that existed when they first said yes. One realized it was the same date as his son’s wedding! Another had a vacation booked already. Both seem like dates they should have remembered.

It was one of my biggest frustrations when I made an offer to candidates and was turned down. I heard things like: “It’s too far away” (even though our campus hadn’t moved since they applied), or “my spouse doesn’t want to move” (a conversation that should have happened before the application).

It can be easy to say yes with good intentions, but it’s better to say yes intentionally and mean it.

leadership dot #5062: first step

October 1, 2026September 30, 2026by leadership dots by dr. beth triplettLeave a comment

A frequently overlooked part of any project is the initial thinking that is required to determine exactly what the project entails. It’s much more fun — and seemingly productive — to jump in and start doing, but the entire process will go more smoothly if it is well thought out from the start.

Instead of asking someone to implement an event, assign their first task to outline the program’s parameters.
Rather than expecting someone to write copy for a brochure, ask them first to think about the purpose of the piece.
Instead of assigning someone to assess your programs, start by having them consider what elements should be assessed and how you may collect the data.
Rather than jumping in and reorganizing a system, make your first step thinking about the desired outcome.

The initial stage of most work should involve a few hours of concentrated thinking. Assign the planning stage with the same diligence and time commitment as any other tasks in the project.

leadership dot #5061: merger

September 30, 2026September 30, 2026by leadership dots by dr. beth triplettLeave a comment

Businesses and nonprofit organizations have recently undergone many mergers, consolidations, and buyouts. All of these raise questions about culture and how the transition to the new configuration will be managed.

It’s important in the early stages to define the intended outcome. Is entity A absorbing entity B, and the smaller entity is expected to adopt the procedures and processes of the buyer? This happens when a big bank buys a smaller branch, and the identity of the small bank disappears.

Or, are A and B combining to create a new option C, with a new structure and name? This happened when a neighboring school district realigned its facilities and merged two high schools into one new United High.

Whether it involves a multi-million-dollar conglomerate or a few small departments in the same organization, clarifying the goal is essential. The alignment won’t be easy, but proactively orchestrating the transition is much better than the consequences of ongoing misalignment.

leadership dot #5060: façade

September 29, 2026September 28, 2026by leadership dots by dr. beth triplettLeave a comment

There is someone running for one of our local offices who I think would be great in the position. They are thorough and thoughtful, which would be admirable qualities in the role, but it could be challenging to get elected because of their soft-spoken nature.

Another candidate is the opposite—charismatic and seemingly likable—until you dig deeper and realize there isn’t much depth beneath the surface. Their personality may give them an advantage as a candidate, but they appear more interested in getting elected than in actually doing the job.

It’s the old sizzle vs. steak scenario — where a lot of hype plays well in the moment, but what you really want is meat behind the initial bravado. It’s true for political candidates, but it’s also an apt analogy for interviews, marketing, relationships, and really, for most things.

Do some digging to get to the next layer before being seduced by the sizzle.

leadership dot #5059: Tuesday

September 28, 2026September 26, 2026by leadership dots by dr. beth triplettLeave a comment

Recently, I went down the rabbit hole looking through my old photos to free up space on my computer. I noticed that, in many cases, I spent more time looking at the backgrounds than at the subjects.

Oh, remember what the yard next door looked like before they put in a pool…
Look how small that tree was, and now it towers over the house…
Whatever happened to that necklace? I really liked it…
OMG, my desk is a mess. Why did I have all those piles?…
Look at how big and bulky that computer is!…
What was I thinking with that pattern on the chair?…
Oh, I forgot about that knickknack that was always in our kitchen…

And on it went. As much reminiscing as deleting, but I did manage to purge several hundred photos.

It inspired me to take pictures of today’s “ordinary” — the moments that make up daily life, not just the special occasions or vacations. One of author Dan Pink’s cheat codes is to “make your decisions based on what it would be like on an ordinary Tuesday, not on a fantasy Saturday.” I think it’s a good guide for your photography, too.

leadership dot #5058: tough

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

A colleague’s motto is: “Hire tough, manage easy.” The sentiment means that if you apply rigor and patience in hiring, you’re more likely to hire someone who needs less supervision over time.

Hiring tough means doing due diligence in the vetting process, including thorough reference checks both on and off their resume. It requires utilizing behavior- and scenario-based interview questions, rather than those that can be answered without examples. Most importantly, it requires making the difficult decision to fail a search when the right candidate did not emerge.

It’s so, so easy to settle for someone who would be “okay,” especially when the position is vacant and the workload is piling up. But if you don’t have time to do the search right, how will you find time to provide the intense supervision and course corrections the new hire will need to compensate for gaps?

There is no perfect candidate, and I’m not suggesting that you hold out for one. But the more thorough you are in the hiring process, the less of a supervision toll it will require for the new hire to meet your performance expectations. Invest the time up front, or invest it later.

leadership dot #5057: involvement

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

Employee engagement sounds like a lofty goal, but there are simple ways to help employees become more involved in the organization.

Three examples:

Our local Dairy Queen allows team members to create a “Treat of the Month” and share their concoction. It spotlights an employee and can drive additional sales as people are tempted to try the new treat.
Bookstores often display featured selections recommended by their staff, thereby engaging them in the organization and, hopefully, also increasing sales.
An organization recently rebranded and allowed its employees to choose the final logo design and the new apparel to accompany it.

None of these efforts required an expense; instead, they offered opportunities for genuine participation. Help foster a sense of belonging for your team by asking for input and crafting ways that they can share in the work.

Screenshot from Rhomberg Dairy Queen

leadership dot #5056: add-ons

September 23, 2026September 22, 2026by leadership dots by dr. beth triplettLeave a comment

Travel deal website Trivago seems to have taken a lesson from the airlines by trying to extract money from consumers for every little thing. Now, if you want customer service to answer the phone “faster,” you need to pay $4.99! (No mention of how long you will be on hold if you opt for the free standard phone support.)

In addition, the site got on the bandwagon of pervasive tipping, and now suggests an extra contribution of 3-10% to allow them “to keep developing more ways to save!” It sounds more like they are developing more ways to reduce the discount they are purportedly providing you.

Instead of bolstering profits, the nickel and dime mentality chips away at customer satisfaction and the brand’s reputation. Cut out all the extraneous charges and provide your service at one fair price.

Thanks, Meg!

leadership dot #5055: balcony

September 22, 2026September 21, 2026by leadership dots by dr. beth triplettLeave a comment

A strategy recommended for leaders leading adaptive change is to get on the balcony rather than the dance floor (see dot #1181). Having an overview of the situation allows them to gain perspective and assess the full system instead of seeing only one part in their current view.

The Detroit Police Department understands the importance of this overview and creates a literal balcony to achieve it. The Department uses special police lift stations at special events where crowds gather. By having officers high above the action, they can more easily assess a situation and direct help where it is most needed.

Soccer players create a metaphorical balcony, relying on their center midfielder and goalie to have a holistic view of the field and to share their perspective with the rest of the team. Other players may be focused on the ball and immediate play in front of them, but the center mid’s role is to see the whole field and relay strategy to their teammates.

While implementation requires hands-on engagement, assessing strategy requires a hands-off perspective that only comes from stepping out of the narrow fray. Find ways to create your own balcony before you jump in and act based on a limited view.

Source: Balcony/dance floor concept from Leadership on the Line by Heifetz and Linsky.

leadership dot #5054: hot seat

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

When you’re a low-level individual contributor, your primary job is to keep your boss happy. You may do that by keeping customers happy too, but your overall focus is pretty narrow.

As you climb the ladder and have a wider scope of responsibility, you have more stakeholders, and the higher the position, the more the work becomes managing the interests of others. A CEO has to balance the desires of employees, customers, suppliers, the board, regulators, and community interests. A superintendent tries to find a middle ground between teachers, staff, students, parents, the board, unions, legislators, and the public. A nonprofit leader must manage donors, national foundations/funders, staff, financial advisors, and community needs.

The more stakeholders are involved, the more likely they are to have competing interests. When people wonder why leaders are paid higher salaries, much of it is because of their skill in balancing multiple demands — knowing what to prioritize, what decision to make, and being able to successfully articulate to the other parties why their preferred course of action did not happen.

Many think of the leader as being at the top of the organizational hierarchy. In reality, they’re the ones smack dab in the center, getting input and taking heat from all sides. If you aspire to move up, start by practicing being in the middle.