Category: communication

leadership dot #5013: unsaid

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

The Radical Candor company conducted a study that codified what we all intuitively know: “direct and respectful feedback is not the norm.” Even though leaders say they want honest communication, employees do not feel safe giving it. As a result, too much goes unsaid that could be helpful to the individual and the organization.

In addition to a culture that lacks psychological safety, people don’t have the skills to provide actionable feedback in ways that can actually be heard and absorbed by the recipient. Too often, people use mitigating language that downplays their meaning; they send a mixed message by sandwiching the correction between positives, or they are so vague that the listener doesn’t understand what needs to change.

In all my classes, from undergraduate to graduate, whether about culture, business, interpersonal communication, organizational communication, or stakeholder engagement, I always have a module on giving feedback. It is a necessary skill to deliver course corrections, and the ability to do it persuasively and with grace will help people succeed.

Feedback is not the “f-word.” It’s a data point that can help align expectations and deliver desired outcomes that benefit everyone. Practice giving clear feedback in low-stakes situations to build your confidence and proficiency for when it truly counts.

leadership dot #5011: skeptical

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

I received an offer in the mail for a 4-night hotel stay in Orlando for $299. It’s even in my own private villa and with a $100 gift card to the Planet Hollywood restaurant.

I also received an email from someone offering to help me write and publish my book because he “genuinely sees something special in my content and career.”

I’m reminded of that old Memorex commercial where they played a song recorded on their audio tape and asked: “Is it real, or is it Memorex?” I ask myself the same question when I receive unsolicited offers that pique my interest. Maybe it’s because I have been conditioned to be skeptical, but I’m hesitant to commit to something that seems suspiciously good.

I’m not the only one filled with doubt while reading your messages. Especially in an election year, when politicians are prone to promise without any regard to the truth, it’s important that you provide sources, a way to follow up, and explanations for any claims.

It sounds good to be working on a book while poolside, but how to know whether either offer is legit.

leadership dot #5008: stay open

July 16, 2026July 15, 2026by leadership dots by dr. beth triplettLeave a comment

I have watched with great interest the road construction happening near me this summer. The crews are installing a roundabout on the main thoroughfare and have managed to keep both directions open while they do it. I’m sure that’s no small feat — or small expense — as they had to lay a temporary road to expand the shoulder for traffic, then dig it up when it was time to construct the permanent road and do it again on the other side. But the extra efforts have paid off, and the inconvenience has been minor given the scope of the project.

I think there is a parallel to communication. It’s important to keep the lanes open, even when it’s challenging to do so. Yes, it’s easier to close off any input streams and make the decision yourself, but keeping the lines of communication open is worth the effort. You may have to backtrack or create new ways of sharing your message, but it’s much better than closing off the flow entirely.

It would be easier for the workers to fully close the road and do the construction, just as it would be easier to ignore a conflict with someone and close the communication channels. But you want to keep the exchange flowing, even when it’s messy or difficult to sustain that forward motion. Do the work to keep things open.

leadership dot #5007: give support

July 15, 2026July 14, 2026by leadership dots by dr. beth triplettLeave a comment

One of my colleagues astutely pointed out that it is easier to get riled up against something than it is to speak out for something. If things are going well, people tend to say, “Of course, I support it,” and think that showing up to demonstrate that support is unnecessary or obvious, thus giving the loud voices more air. It’s true for public meetings and organizational ones as well.

Better that we give explicit support to the ideas and issues that we believe are good, even if those are the ones in place now. Small pockets of dissent start to feel like a majority view when there is no counterbalancing narrative.

It is unfair to rely on others to be our voice and unwise to let the opposition dominate. Don’t wait until it is a heated debate to make your views known.

Thanks, Felicia!

leadership dot #5002: grumble

July 8, 2026July 7, 2026by leadership dots by dr. beth triplettLeave a comment

I was in a hospital gift shop where the two volunteer clerks were engrossed in conversation about the sparseness of the vending machine outside the store. “We should be in charge of that,” said one. “It’s terrible that there is nothing for visitors to eat when the cafeteria is closed,” said another.

They were both right: the vending machine had a meager selection of non-nutritious offerings, and if it were to be the source of your only “meal,” it would be seriously lacking. But in their attempt to provide better service to the hypothetical customers, they completely ignored the one in-person customer they had. Moreover, the conversation did not include any hint of action steps, and I got the sense that they were complaining, rather than improving.

Think about your response the last time something irked you. It’s easy to post a grievance on social media, complain to a confidante, or curse to yourself, but taking steps to resolve it takes some work. Your response may be as simple as using a city’s portal to report a need or sending an email to someone who can address the issue, or it could be more involved, such as preparing a proposal for the action you recommend. But the key is to do something to make things better, rather than just grumble about it.

leadership dot #5001: trucking

July 7, 2026July 6, 2026by leadership dots by dr. beth triplettLeave a comment

I work with many smart people who struggle to write a resume that captures what they bring to an organization. Often, their materials focus solely on job duties rather than on who they are as people and the skills they can offer.

To help make the mental transition, I ask them to imagine that they were suddenly put in charge of a trucking company. Clearly, none of them have experience in transportation, but you can see the wheels turning (ha!) when I suggest this. While they would not know any of the nuances of the industry, they would know how to lead people, craft a vision, run a meeting, assess the culture, etc. Most of them could be quite successful in the role.

Then, I tell them to consider their resume and cover letter as if they were applying for the trucking job, highlighting their transferable and overall leadership skills. To me, the experience they bring in their field is a bonus.

Separate who you are from what you have done and promote that in a job application and interview. The work is changing so fast that organizations need to hire great people based on who can handle what comes, not who succeeded in the past.

leadership dot #4999: touch me

July 5, 2026July 4, 2026by leadership dots by dr. beth triplettLeave a comment

This donkey at the entrance to the Detroit Museum of Art is the only piece of art that patrons are allowed to touch. It was purchased specifically as a demonstration piece to show people what happens with repeated touching — the black grooves and nuanced texture have disappeared from the spot where hundreds of people have rubbed.

The donkey is much more effective than any signs could be. It is “proof” that little touches do add up to cause irreparable damage to art, and will hopefully discourage visitors from giving in to the temptation to feel pieces in the museum.

Instead of signs that often go unread, how can you make your point in 3-D?

leadership dot #763a independence day

July 4, 2026July 3, 2026by leadership dots by dr. beth triplettLeave a comment

I wonder how the practice of calling this day the Fourth of July started.

I never hear anyone refer to it as the Twenty-fifth of December; it’s always Christmas.

People don’t say the Eleventh of September; it’s always September 11th.

It is New Year’s Day, not the First of January.

Or Valentine’s Day, not the Fourteenth of February.

Why isn’t today most commonly called Independence Day?

Think about where the emphasis falls, whether you say Independence Day vs. Fourth of July. The first helps us to remember the reason for the celebration.

Choose your words carefully and speak with intentionality. Language is a powerful tool.

Originally published in modified form on July 4, 2014

leadership dot #4993: wizardry

June 28, 2026June 27, 2026by leadership dots by dr. beth triplettLeave a comment

In an amazing use of technological wizardry, Delta now allows you to scan your boarding pass to receive personalized connecting gate information. It also somehow shows this information only to you, even though others may be looking at the screen. No more scanning the giant flight information boards to find your flight, or wondering which direction to walk and how much time it will take you to get there. It’s now all laid out, just for you, even in your preferred language.

Technology can be wonderful for handling complex tasks and calculating massive amounts of data, but it also has valuable applications in producing micro-results from that process. Think about how you can narrow down what information you share and target the message to just what the person wants to know.

Thanks, Meg!

leadership dot #4981: supportive

June 16, 2026June 15, 2026by leadership dots by dr. beth triplettLeave a comment

A colleague was on the receiving end of some bad news at work. Her boss called her when he heard, but instead of instantly jumping into a conversation about it, he asked: “Talk or space?”

It’s a simple question, but one packed with powerful understanding. Some people want to process aloud right away. Others want to be left alone to let things sink in and to handle their emotions privately. By asking in shorthand, you can quickly assess a person’s preference and either take a seat or close the door on your way out.

Don’t assume that everyone wants to talk things through. If your goal is to be supportive, start by asking what that looks like.