leadership dot #5015: misperceptions

Last week, about 20,000 people from all over the country rode their bicycles for 391 miles as part of RAGBRAI ([Des Moines] Register’s Annual Great Bike Ride Across Iowa). They ended in our town, dipping the front wheel of their tire in the Mississippi River, after having dipped their tire in the Missouri River to start the ride.

What comments did we hear from riders? “Iowa is so hilly. I thought it was flat, but there were so many hills.” It’s a common misperception from people who think they know, but haven’t experienced it for themselves.

I was guilty of a similar false pre-judgment when I visited Detroit this summer. I lived there 25+ years ago and wasn’t anxious to go back, but went with my sister to check another MLB stadium off her quest. The city was amazing! We were so impressed with the cleanliness, free attractions, world-class art museum, beautiful miles-long riverbank, and innovative spirit. It was not the Detroit I knew before.

Information from others can be slanted or outdated and, consequently, very inaccurate. Before you make up your mind about something, try to experience it directly.

leadership dot #5014: in-between

We fritter away so much time on our own, but when others make us wait, it seems like a travesty. Organizations have tried all kinds of tricks to reduce the psychological burden of waiting, including artwork, interactive displays, and winding paths to the destination. Delivery services let us track our merchandise every step of the way, so we know when that pizza or package will arrive at our door instead of constantly checking for it.

Logan Airport in Boston found a novel way to help passengers forget the wait for their luggage by installing a free nostalgic arcade in baggage claim. The hours flew by when my brother and I were in heated Pac-Man battles in the 1980s, and it is presumed that the same suspension of time would occur while waiting for the carousel to start rotating.

If you know that your audience will have to wait — whether for an appointment, entertainment, or their luggage — consider the wait time as an integral part of the overall customer experience. The smoother you can make the in-between, the better people’s overall perception of your organization will be.

Thanks, Meg!

leadership dot #5010: getting by

It’s harder to do things when you don’t fully commit to them.

People who hate shaving don’t want to pay for premium razors, so they hate it even more when they try to shave with a cheap blade.

DIYers give up when they run into challenges trying to do projects with only basic tools.

Artists have a hard time creating professional work with cheap brushes or only free software.

Budding cooks are frustrated by recipes that require processes that could be easily done with a specialized appliance but are hard to do by hand.

Golfers who use basic clubs will likely not improve their score until they upgrade their equipment.

When you want to do something regularly, it pays to invest in the tools to do it well. What you spend in money, you will recoup in time and quality. Stop just getting by.

leadership dot #4981: supportive

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.

leadership dot #4980: put out

The student speaker at my niece’s graduation made an insightful comment that has been noodling around in my head since I heard it. Ben Ryan of Roosevelt High School in Minneapolis said:

“I spent a lot of time asking myself who I was, eventually realizing that my best answer was ‘I don’t really know...So, instead of looking inward at something I didn’t understand, I began to pay more attention to what I was putting out. I started talking to the lunchroom staff every day when I got my lunch, really trying to connect with my teachers, having conversations with people that I would normally just walk past…What these small gestures made me realize is that we are what we put out. You are the people you surround yourself with. You are the stranger you start a conversation with in class. You are the person you smile at in the halls. You are the lunch server you tell to have a good day. What you put out is what you will become.”

I like this concept for its ease of implementation. Everyone can “put out” kindness and connection, and I think Ben is right that it benefits not only the person who receives it, but the giver as well.

Pay attention to what you “put out” today and let it reflect the person you wish to become.

leadership dot #4963: negotiation

Many resources on effective negotiation boil down to checklists: be prepared, know your bottom line, learn about the other person’s priorities, anchor the negotiation by making the first offer, ask questions, etc. But what makes the greatest difference is your mindset and how you approach the negotiation process.

The definition that resonated most with my class and me was from Margaret Neale:

“Negotiation is about finding a solution
to your counterpart’s problem
that makes you better off
than you would have been had you not negotiated.”

When you consider each of these components, it helps you focus on a solution-oriented approach; it helps you enter the process with more curiosity than certainty, and it may give you that extra boost of courage by framing it as a problem-solving conversation rather than an adversarial one. If you start by trying to find a solution to their problem, your whole perspective changes, and the negotiation tends to be more productive.

The next time you find yourself in a negotiation situation, whether about your kids doing chores, accepting a new project at work, making a major purchase, or just shopping at a garage sale, consider the interaction from your counterpart’s viewpoint. By helping them, it’s more likely that you, too, will benefit.

leadership dot #4962: inside the box

In a webinar about his book Inside the Box, author David Epstein promoted the value of constraints and shared research about how limitations actually make you more creative. The brain wants to follow the path of least resistance, so it takes the easy route first, even though that is not where creativity lies.

The phrase that stuck with me is “It has never been easier to do too much.” People are wired to naturally think in terms of “adding,” and AI and other tools make it easier than ever to do so. We don’t think of subtracting, but constraints force you to clarify priorities and focus on the most important things to accomplish. I think it’s the premise behind writing a-dot-a-day!

Ernst Hemingway ended his days in the middle of a sentence, so he knew where to start tomorrow. Epstein adopted this strategy by writing down the #1 thing he needed to accomplish the next day, and not turning on his phone or other distractions until it was accomplished. He intentionally created a restraint to block the easy path his brain wanted to follow (phone scrolling) and instead channeled his creative energy into something more important.

Dr. Seuss chose to limit the number of words he would use in a book. Nest opted to design its box (what the end users would see first) before the thermostat itself. Other companies write the press release before starting on product design.

Think about how you can self-impose limitations that help direct your creativity to your priorities. Boundaries can turn out to be freeing.

leadership dot #4961: familiar

Have you noticed how many movies are extensions of the original story rather than original productions? The Devil Wears Prada 2, Star Wars: The Mandalorian, Mortal Kombat II, and even the 40th anniversary of Top Gun are examples of what is showing in the theaters today.

Time and money are among the most valuable commodities people have. To lower their risk of wasting either, people tend to invest in what is familiar. The summer concert series in our town features the majority of the same acts that performed last summer (and the summer before that, etc.). People tend to buy books written by the same author and music performed by the same artists instead of experimenting. We eat the same entrees at the same restaurants because they are a known commodity.

It’s time to remember that we did experiment with all those things that are now familiar favorites. We took a risk to see the first Star Wars, or to try that new bistro. We invested our time to watch a new act perform before we became their fans. We took a chance on our now-favorite author when we read her debut novel. Some risks paid off, while others did not, but all the things we cherish were once new to us.

Be brave today and try something for the first time. All great love affairs start by taking a risk.

leadership dot #4955: interject

I’m a big fan of involving the supervisor in an aspect of the coaching relationship with one of their employees. While coaching needs to maintain sufficient separation for the “coachee” to be comfortable sharing difficult situations and challenges with the coach, it helps immensely when the supervisor can be looped in at occasional intervals.

Not only does this provide for updates, but it also allows a third party to interject with specific examples of behavior. There are things that the supervisor sees that the coachee may not even recognize they are doing, and, of course, the coach would have no way to know otherwise. With intermittent sessions with the supervisor, future coaching appointments can be adjusted in response to reality.

If an organization is investing in coaching for one of its employees, it’s in everyone’s best interest to have strong outcomes from the experience. Engage the supervisor to have the best chance of that happening.

leadership dot #4947: don’t assume

I’m part of the school district’s community task force, charged with making recommendations for how to align resources since the bond referendum failed. As part of our work, we toured one of the high schools. Among other spaces, we saw a robotics lab, drafting and engineering computer stations, hospital beds, welding bays, an engine repair station that allows students to work on everything from snowblowers to rebuilding car engines, and a construction lab where students are building sheds. It is offered at both high schools as part of the district’s career and college readiness program.

What I saw was nothing like any high school I went to. Had I not been on this task force, I would have driven by these schools every day, assuming all that was inside were classrooms, a library, a cafeteria, and a gym, as I had.

Think about what assumptions you might be making based on old or incomplete information. Maybe church has changed since you last attended years ago. Perhaps yoga isn’t as strenuous as you imagine, even though you have never tried it. Maybe you can learn pickleball. Perhaps if you take a tour of your schools, you would think differently the next time you vote. Maybe if you visited, you’d learn that the humane society has more than cats and dogs up for adoption. Perhaps if you attended a meeting, you’d learn how government really works.

Start by recognizing that you are making assumptions about many things, and then challenge yourself to learn firsthand whether your perceptions are true. You may be surprised at how different reality is from what you have been believing.