intentionality – leadership dots

leadership dot #5072: buffers

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

Some people require more time to process their reaction, determine ideas, or formulate what they are going to say. If you are one of those people, it helps to develop strategies to give yourself that extra thinking time.

Some examples include:

Ask for an agenda in advance so that you can review the materials
Keep an ongoing list of ideas so you don’t start from scratch. This could be ideas for your goals, work projects, gifts to give others, places to visit, etc. Capture your thinking as it comes up, not just when you need it.
Develop a culture where it becomes a habit to “introduce” ideas but build in gaps before you “decide” on them
Reflect on recurring events and note what to do next time through effective “lessons learned” meetings or “after action reviews”
Write out your talking points in advance of meetings or conversations
Write a proposal to intentionally craft what you want to say instead of sharing your idea verbally
Ask to circle back and continue the conversation/offer your input after you have had time to consider it

Create strategies that build in buffering systems so you have the time you need to produce your best work.

leadership dot #5068: Barney

October 9, 2026October 8, 2026by leadership dots by dr. beth triplettLeave a comment

In my class, a student asked me to explain a concept “Barney Style.” When I told him I did not know what that meant, he explained it to me in Barney Style, meaning he gave a basic, explicit answer as if Barney the Dinosaur were explaining it to kids. Ahh, now I get it!

There are times when spelling something out is the most effective way to communicate a message. I saw an example of this with clearly labeled recycling and trash bins — with both words and pictures to help people understand which receptacle was correct. This simplification works well for directions, checklists, and instructions, and, apparently, for explaining new concepts to students!

Keep the purple dinosaur in mind when crafting your message and consider whether Barney could understand what you are communicating.

leadership dot #5067: touchpoints

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

People who see each other less frequently tend to skew their conversations toward the positive. Who wants to be a downer when your time together is fleeting?

Whether you are communicating with a friend, family member, colleague, or client, if you rarely interact with them, you’ll likely focus on the good things that have been happening and only give highlights (if anything) about the mediocre or bad. While this may make for a more pleasant exchange, it can also hide the true events and emotions that exist.

For the relationships you care about, ensure that you create regular touchpoints. The more frequently you have contact, the more likely the mundane will surface. It may not all be roses, but knowing about the thorns can help you provide support where needed.

leadership dot #5065: good girl

October 6, 2026October 5, 2026by leadership dots by dr. beth triplettLeave a comment

To help train my new puppy, I bought a bag of training treats. The bag had 500 pieces of bacon-flavored goodness to reward her compliance with my simple commands. The treats are no bigger than a Tic-Tac, but they serve the purpose well.

As puppy owners, we know we will need many treats during the process before the puppy understands the expectations without incentives. But as supervisors, we act as if a metaphorical bag of just a couple of treats will do — not only for training, but in some cases, for the length of the person’s employment.

Recognition doesn’t have to be lofty. Create an equivalent bag of training treats and dole them out frequently. Even if your new employee is a rockstar, people like to be acknowledged as a “good girl (or boy).”

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 #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 #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 #5045: playlist

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

With the midterm elections fast approaching, many organizations are engaged in get-out-the-vote efforts or campaigning for candidates. Much of the work is behind-the-scenes grunt work, but to make it more palatable, people often do the tasks in groups.

Signs of Justice encourages volunteers to host a party and invite several friends to write postcards during the gathering. They sent supporters an email with party tips and even included a Spotify playlist of inspirational music to enhance the festivities.

Whether you are involved in political action or doing a routine task elsewhere, consider involving a group in the effort. A pizza and a playlist can make a dull job much more enjoyable.

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