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:

img_7149

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 #2767a: where

For a simple warm-up icebreaker, I asked the participants where they would choose to have a gift card from if given one for free. It proved to be a great way to learn something about others in a quick and easy format.

Examples of answers included “DSW – because I’m a shoe nut – it would always be for shoes;” “Aldi – because we’re trying to pay down our debt and then I could use my grocery money to do that;” and “Best Buy – because I’m a techie and like the latest gadgets.” You could definitely get a sense of personality in a light-hearted way.

The next time you’re looking for an opening question for a group, toss out the gift card query. (And if it’s your group, take note of recognition opportunities for the future!) From where would you want yours?

Originally published in modified form on January 20, 2020

leadership dot #829a: triage

People often think that coming up with ideas is difficult.  If you put any time into the thought process at all, ideas are the easy part.  Usually, I, and those who work for me, have far more ideas than we can possibly implement.  In reality, the real trick comes in when evaluating the ideas and deciding where to spend your time and resources.

I use a simple method of keeping track of ideas and goals:  Now, Later,
and Eventually.

There are certain things that can, or should, be done in the very short term.  An idea for a birthday present.  A quick process fix that can be done without much effort.  Something you want to do this week or so.

“Later” is something that doesn’t make your immediate list, but is still relatively short-term. You don’t want your thinking to digress at this moment, but the idea is good and should be pursued soon.  Later goals fall into the category of “the next time this comes up, I’ll address it.”  

“Eventually” goals and ideas are things that really are good ideas, but the timing isn’t right to pursue them now.  You don’t want to lose them or spend time on them now, so you can keep a list of longer-term items to revisit occasionally to see if any have moved into the “later” time frame.


This simple triage method may help you keep on track to accomplish what you can do now without distraction, but still allow you to prioritize and manage those good ideas that will make a difference in the future.

Originally published in modified form on September 8, 2014




leadership dot #1207a: consistency

I was never a fan of Mr. Rogers, but I did appreciate one of his quotes:

“I like to swim, but there are some days I just don’t feel much like doing it — but I do it anyway!  I know it’s good for me and I promised myself I’d do it every day, and I like to keep my promises.”


I can certainly relate his swimming to my blog writing.  If I only wrote on the days I felt like it, I would have far fewer postings than I do now.


I wonder why it is that I keep to the discipline of writing a daily blog, but don’t always have the same tenacity with other intentions that I have.  Could it be because the blogs are public, or more likely because they are numbered?  Perhaps it is because I have not missed one day in over three years, so I hate to break the ‘streak’?  Maybe it is because I don’t ask myself if I ‘feel like it’, because I hardly ever do.


Think about a positive behavior you have that you wish to replicate in other areas of your life.  What characteristics make up that pattern, which you can apply to other tasks or habits?  If Mr. Rogers could swim daily and I can write for [5063] days, maybe there are things we all can learn from that kind of consistency.


Source:  The World According to Mister Rogers: Important Things to Remember by Fred Rogers, Hatchette Books, 2003

Originally published in modified form on September 21, 2015

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 #166a: organizational fruit

This week, I got my first pomegranate of the season — one of the few wintertime things that I actually enjoy!  I did not even know what the fruit was until a few years ago, but now I will have a bowl of pomegranate seeds in my refrigerator continuously until spring comes and they are no longer available.  

Pomegranates are a lot like organizations.  If you open one up, there are pods with seeds clumped together, but the seeds are all individual pieces.  It’s a lot like departments in an organization — honeycombs of little seeds — all separated from each other.  

For those who try to get all the seeds out individually, it is a lot of work.  Usually, it is more work than it is worth.  But if you cut the pomegranate in half and soak the halves in a bowl of water, the seeds will pull away from each other effortlessly and are easily skimmed off.

So it is with organizations.  If you encompass the group in a common environment and have a shared mission, people will come out of their clusters and become part of the whole.  If you try to gain favor individually without an overarching vision, it is difficult to achieve.

Next time you’re at the market, pick up a pomegranate if you haven’t yet enjoyed one, and think about organizational culture when you’re preparing it for your yogurt or salad.  There are lessons to be learned everywhere.

Originally published in modified form on November 14, 2012

 

leadership dot #1168a: bread crumbs

Think of the telltale signs you leave for strangers that give them clues about who you are.

The maid in your hotel room knows your gender, likely if you are traveling for business or pleasure, whether you are neat or sloppy, and what you like to read. You could create quite a profile from such information.

The person who looks into your car can tell from your car seats how many young children you have, whether you are tidy or a pack rat, or maybe even your political affiliation and alma mater from the stickers on your back window.

Someone who sees you in a restaurant can learn about you by how you order (do you take a long time to decide or ask for substitutions), what you order (are you health conscious or not so much), and how you leave your space when you depart (plates stacked or strewn).

All around you, people are seeing the clues you leave and forming impressions of you, even if you never met face to face. Don’t think you are ever invisible!

Originally published in modified form on August 13, 2015

 

 
 
 
 
 
 

leadership dot #2044a: searching

A friend asked for my advice as her daughter begins the college search process. Maybe this advice can help you or someone you know as you embark on this milestone.

This is what I recommend:

  1. Visit campus when school is in session and do an individual visit at anyplace that you are serious about. Visit programs are fine to get an overview, but I would visit 1:1 with the schools on the short list.
  2. While there, watch how staff interact with each other and with faculty/students. Do they call students by name when passing in the hall? Greet each other? Treat faculty and staff the same? I think you can tell a lot about the climate from informal interactions. Is it a “we” place or a “they” place — you want to go somewhere where the staff genuinely likes each other because they will work together better and be more likely to resolve problems for your student.
  3. Don’t pick a school based on a major, faculty member, or coach. Yes, the institution should have the major that the student thinks they want initially, but chances are they will change majors, and/or the individual person could leave. I used to tell students that they were looking for a fit in three areas: academically, socially (all out-of-classroom, including athletics, involvement, the city, etc.), and financially. Consider it as a whole. The place with great academics may not be the best choice overall.
  4. See your final financial aid package before deciding. The “too expensive” school may become affordable, and the lesser-cost one may actually require more personal investment. Know the numbers before you choose.
  5. Ask about freshmen retention: what are the numbers, what are the reasons students leave, and what are they doing to help students stay? It will also tell you a lot about the climate and whether there is a culture of students-are-on-their-own or whether the institution invests resources toward student success.

The college search is a great paradox where, on one hand, it influences so much, but on the other hand, there are a few wrong choices. I believe much of college is what a student makes of it. The same student can have a great experience and learn a lot almost anywhere if they put their mind to it. So don’t stress too much about it — go where the fit in the three dimensions feels best and enjoy!

Originally published in modified form on January 19, 2018