perspective – leadership dots

leadership dot #5075: fix

October 20, 2026October 18, 2026by leadership dots by dr. beth triplettLeave a comment

When people set goals or outline projects the team can accomplish, they often default to dreaming up something brand new. Starting from scratch is fun, but the biggest morale boost often comes from tackling a pervasive frustration instead.

“New” implies additional work, whereas removing a bottleneck makes work easier. Relieving people of an ongoing challenge may not have the “sexy” soundbite of a new initiative, but it can make daily life much better for the team.

Before starting something new, consider fixing something old first.

leadership dot #5074: border

October 19, 2026October 16, 2026by leadership dots by dr. beth triplettLeave a comment

When I start a jigsaw puzzle, I first sort the border pieces and build the outer frame before beginning the main picture.

I believe the same principle applies when you are attempting an organizational transformation: first create the infrastructure, then start on the change. While a leader needs to outline a vision (akin to the picture on the box), the actual work begins with the right people and systems in place (e.g., the frame).

It may be tempting to divert your energy to assemble a few easy pieces in the middle, but finishing the whole puzzle requires the discipline and structure of the border.

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 #5071: belief cycle

October 14, 2026October 12, 2026by leadership dots by dr. beth triplettLeave a comment

One of the most important concepts to internalize is the Belief > Action > Results cycle. So many outcomes in our personal and professional lives are first determined by what we believe.

You believe you can lose weight > so you eat healthy and exercise > and you lose weight.
You believe you are destined to be fat > so you eat junk food and stay on the couch> and you stay overweight.

You believe you can master an instrument > so you take lessons and practice > and you learn.
You believe you are too old to play > so you don’t schedule a lesson > and your prediction comes true.

You believe you can succeed as an entrepreneur > so you create a business plan and get a mentor > and you form a company.
You believe you need luck to start a business > so you just lament your circumstances > and no value is created.

The cycle is the foundation of the growth mindset mentality (where you believe you can learn or you believe your skills are fixed), and it applies to most aspects of your life. Henry Ford famously said, “If you think you can or think you can’t, you’re right.” Improve your outcomes by first believing you have the ability to make things better.

leadership dot #5070: adaptations

October 13, 2026October 12, 2026by leadership dots by dr. beth triplettLeave a comment

We have all heard of Wrigley’s gum, the largest producer of chewing gum in the world.

It may seem obvious now that their gum would be popular, but in the early 1900s, William Wrigley Jr. gave it away as an incentive to buy his other products. Wrigley started by offering baking powder to encourage people to buy his soap. Then, he transitioned to selling the baking powder and offering the gum as an incentive. Finally, he realized consumers found the gum more appealing, so he changed his business again. Today, Wrigley sells its gum in 184 countries.

We can all take a lesson from Wrigley and be willing to adapt when circumstances change. Chew on the feedback and data, and if they point you in a different direction, be open to changing focus. You don’t have to stick with what you started with.

Thanks, Curt!

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 #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.