leadership dot #4937: menu

Back in the day, when diners had a simple list of regular dishes, their menus came with pictures of all the offerings. As restaurant variety expanded, the photos were replaced with text descriptions of the many available items. People like me had to resort to scanning other diners’ meals as they were served to gauge what to order.

The First Watch restaurant realized that people are visual and added a QR code to their menus so customers could see pictures of the food before ordering. What a great idea! It helps to align expectations, saves time, and may entice people to try something new. And it saves people from craning their necks or guessing what the next table is eating!

Can you use a QR code as a simple way to provide more detailed information to those who are interested? A picture may be worth a thousand words (or calories!), but a thousand words can also be a feast for the inquisitive. Strive to provide your clients with information in the way they want it.

leadership dot #4934: I don’t care

I recently visited some friends in Texas, and before every meal, they asked me if I had any preferences on what we should eat or where we should dine. I am not a foodie and not familiar with the area, so my answer was always, “I don’t care.” Finally, on the last day, I suggested we grab lunch in the barbecue restaurant in the H.E.B. grocery store. It’s about as casual as you can get, but it offers delicious food.

“H.E.B. is the best thing you have said since you got here,” said my host, who was delighted that, for once, I offered an opinion and he could ensure my happiness instead of guessing.

Following this visit, I spent a few days with my niece, who provided about as much input as I did with my friends. Everything was “fine,” or “whatever you want to do,” or “it doesn’t matter to me.”

Even though both of us found any option acceptable, it still put more burden on others. Instead of being freeing, the lack of direction put all the ownership on the hosts to make decisions and plans, with the hope that they would meet their guests’ unspoken preferences.

“I don’t care” is fine on occasion, but expressing a choice is actually a gift you can give.

leadership dot #2377a: broccoli

To help a group of child welfare leaders practice succinctly articulating their theory of change, we had them participate in a role-play exercise involving mock interviews with different constituent groups. Over the course of an hour, leaders rotated between speaking with a donor, board member, judge, parent, and law enforcement officer – changing their pitch and message with each rotation so it was targeted toward the respective interviewer.

In the subsequent debrief, leaders lamented about the challenge this exercise posed and how difficult it was to be succinct and relevant in the moment. “This exercise was like eating broccoli,” one of the leaders commented. “I know it was good for me, but I didn’t like it. It was the right thing to do, and I’ll thank you in the long run, but it wasn’t enjoyable now.”

I think many activities that occur are like eating broccoli, and, as such, we either avoid them voluntarily or others allow us to pass rather than impose the rigor and benefit that the exercise could deliver. We often gravitate to work or learning that is fun or easy, but there is something to be said for the growth that occurs from practicing things that are difficult and challenging.

Don’t be like President George H. W. Bush and proudly proclaim that you aren’t going to eat any more broccoli. Even if it’s not your favorite vegetable, use it as a metaphor for doing what you know will be helpful over time and regularly put a helping of it on your plate (or agenda!).

Originally published in modified form on December 18, 2018

 

 

leadership dot #1717a: potentially

I had to laugh when I saw this sign:

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Even though the dog wasn’t there, it was effective in keeping me at an extended distance. But my favorite part was the word “potentially.” Aren’t all dogs potentially vicious — if taunted or provoked?

I think of the wide range of emotions and behavioral expression that animals and people potentially have. Employees could put a sign at their desk or family members could hang one in the kitchen: Potentially _____________. Potentially Happy. Potentially Crabby. Potentially Snarky. Potentially Giddy.

We all have the potential to pick our attitude and emotions. Take care to choose one that doesn’t keep others away.

Originally published in modified form on February 12, 2017

leadership dot #223a: alignment

A very helpful exercise to conduct with direct reports is what I call an alignment questionnaire. I ask staff to complete four questions and use their answers in future conversations to gain alignment on our priorities, expectations, and style. Later, I refer to what evolves from our conversations for use in the evaluation process.

The questions are as follows:

  1. How do you conceptually see your job and your role in this organization? One way to frame this is to pretend you are presenting this to the board to explain your unit. Another way to look at it is to acknowledge that if you could be cloned, you could keep both of “you” busy in this job. Since there is only one of you, what parts are most important? This can be shared through a model, story, or statement —anything that helps me understand your philosophy on how you define your work (in writing, one page maximum).
  2. A maximum of five specific priorities for the next year. These can be your priorities or priorities for your office, but absolutely no more than five specific items.
  3. Part of my role as your supervisor is to help you facilitate change and to help you be successful. What do you want me to know in this respect?
    • What ideas are in the incubation stage?
    • What is your key strength as a unit/department?
    • What needs do you have (now and in the future)?
    • What challenges/barriers do you face?
    • What do you need from me?
    • What seeds do you want me to plant to support you/your work?
  4. What advice would you give me to help me be an effective supervisor for you?

Many productive conversations have been stimulated by these questions, the first one in particular. I can recall several situations where the employee had one idea of what the job was (e.g., individual ombudsperson/problem-solving role) and I had another (e.g., systemic changes and data sharing). Our conversations led to alignment and employee success going forward.

Whether you do it formally or informally, I recommend that you spend time aligning philosophy with your direct report staff. The stars will shine more brightly if you do.

Originally published in modified form on January 10, 2013

leadership dot #313a: wet towel

Enjoy re-reading some of my favorite dots for a few days while I enjoy some time away….

When someone gets all worked up about something, the temptation is often to share their emotions with the first person around. Many times this plays out like someone vomiting in a cartoon — the words just blather out and spew all over the listener. The original party may feel better, but those who were the recipients of the sharing now have the burden of dealing with the emotions as well.  

Like a stain on their shirt, they may choose to ignore it, but it is there nonetheless. More often than not, they don’t/can’t/won’t forget it is there, so the time and emotional energy invested in the issue multiplies.  


In most instances, everyone would be better off if the original speaker allowed for an element of time to pass before sharing. Time has the ability to decompress emotion and put things into a much more reasoned perspective. Think of emotion as water being soaked up by a towel. Time is equivalent to ringing out the water, so that the towel may be easily passed on to another without fanfare or incident.  If you hand someone a soaking wet towel, all the attention turns to dealing with the water rather than the towel. If you have let the emotion pass through, the actual issue may be addressed.


Next time you’re tempted to vent or insert drama into a situation, ask yourself if you really need to hand off the towel while it is soaking wet or whether everyone would be better off if you waited a bit before doing so.  I’ll bet you know the right answer.

Originally published in modified form on April 10, 2013



leadership dot #4931: triggered

Everyone has been in situations that created ire and where emotions rise.

The key is what happens next. You may pout or let your anger fester, causing drama as it lingers beyond the immediate interaction, or you can repress it and move on as if nothing had occurred.

What happens less frequently is taking a few minutes to reflect on what caused the emotion in the first place. What triggered your emotion — was it something that was said, or not said? Did the setting contribute to the situation? Was it the timing? Did past circumstances influence emotions in the present? What could you have done differently? What did you learn to help you the next time a similar situation occurs?

Getting past the initial drama is better than carrying it around, but don’t move on without some self-reflection. You can’t regulate what you don’t understand.

leadership dot #4926: receptiveness

In preparation for a class I’m about to teach on negotiation and conflict management, I’m reading a new book, How to Disagree Better. It’s a skill we could all use, myself included.

Author and Harvard professor Julia Minson believes that “receptiveness” is a key in this endeavor, meaning a person’s “willingness to access, consider, and evaluate supporting and opposing information in a relatively impartial manner.” It is centered on this notion of considering other viewpoints, rather than trying to persuade the other person.

Receptiveness is comprised of four components:

1. Emotional Equanimity — the ability to regulate emotions and remain calm when confronted with opposing views

2. Intellectual Curiosity — how curious you are about the rationale and origin of another’s beliefs

3. Respect Toward Opponents — feelings toward those who disagree with you

4. Tolerance of Taboo Issues — your willingness to discuss issues that are sensitive for you

Minson writes, “receptiveness is not about thoughts and feelings, but how you behave towards others.” You are able to assess your level of receptiveness via a (free) assessment, and by identifying which of the four factors comes most easily to you, you can first begin to strengthen your skills in that area.

Whether at home, work, in the political arena, or in the community, everyone encounters others who hold opposing views. Be receptive to learning new ways of receptiveness and make your life more pleasant overall.

Source: How to Disagree Better by Julia Minson, 2026
Assessment: disagreeingbetter.com/survey


leadership dot #4925: outcome

Today is Holocaust Remembrance Day, and it brought back memories of my visit to the National Holocaust Museum in Washington, DC. It’s one of the most powerful and moving places I’ve visited, as it makes the horrors of the events feel as real as possible. I specifically remember a huge pile of shoes, each representing a person who lost their lives in the atrocities.

When people think about the Holocaust, many think of the gas chambers. Certainly, they were the culmination, but the annihilation did not start there. According to the World Jewish Congress, the Holocaust began with exclusion, indifference, and silence.

It’s that way with everything, both good and bad: we remember the final outcome and tend to forget all the little steps that led us there. All the decisions, actions, and inactions, those who spoke up and those voices that remained quiet. Every result is the culmination of a series of events that influence where things end up.

Commit to contributing early in the process rather than hoping someone else will represent your views or steer things in a favorable direction. It’s up to you to make a difference before the outcome is inevitable.

leadership dot #4924: confidence

A recent discussion brought up the concept of emotional confidence vs. executional confidence.

When performing a task or implementing a project, people can appear confident and be perceived as having their act together, but inside, they don’t feel it. While the work comes off well, the one who executed it is full of self-doubt. They are confident in their ability to accomplish the goal, but less secure in their own value.

And if the work is consistently good, it becomes expected, and the affirmations trail off, leaving space for even more doubt to creep in.

Don’t assume that those doing good work know that their performance is strong. Give positive feedback about the outcomes, in addition to praising the person who achieved them. Emotion and execution are two separate things.