Decide what you want to stand for, and stick with it.
Which is it? Healthy living made easy OR the 800-calorie cinnamon roll being promoted right behind the sign? You can’t have both.
It’s the small, mixed signals like this that keep you from having a coherent brand identity.
No matter your political views, I think everyone will be happy when the election media blitz is over. The incessant television and radio ads, constant phone calls, text messages, social media feeds, and, oh my gosh, the mail. Every single day, multiple pieces for the same candidate arrive in the mailbox. Literally billions have been spent on this election, trying to capture Independents and break through the polarization between parties. We’ll know soon if it worked.
While you’re in the thick of it, pay attention to what has captured your attention. Have positive messages resonated more than mud-slinging? Do you read copy on postcards or only the headlines? Does radio gain your focus while you’re “captive” in the car more than television? What is the role of your friends and family? Do you ever listen to callers, or is the phone only intrusive? Are in-person events your preferred way to learn? What sources provide believable messages for you?
This election cycle, you have been bombarded with inputs from every conceivable source, and the sheer quantity has likely annoyed you. At least get some benefit from it by spending a moment reflecting on lessons you can use the next time you need to communicate about your organization.
A scheduling conflict arose that overlapped with the class I am teaching. I really work to honor class time as sacred, but it was important that I move this session so I could attend the other appointment. I texted my students about the change and delayed their final project from Monday to Wednesday as well. I was surprised at their replies:
I thought my need to rearrange would be an inconvenience for them, but it turns out the two extra days were an upside for all of us. I think the moral of the story is to ask for what you need. You may not always be as fortunate as I was with the replies, but you will never know by guessing.
I attempted to go to a restaurant in Detroit, but I couldn’t find the door! Ditto for my sister and another potential diner who arrived at the same time. There were windows and a door with a sign saying “This is NOT the door,” but we couldn’t figure out how to get in. Finally, a passing car saw our frustration and stopped to tell us how to enter.
Does your organization have a similar hidden door that is a barrier to accessing your services? There have been times when I wanted to order something, but couldn’t find the website. Other times, I wanted to reorder but couldn’t remember where I bought it (e.g., nameless socks). I’ve also gotten inaccurate information from internet searches that sent me to businesses that had moved.
Make sure the front door to your organization is easy to find, choosing accessibility over coyness. A fancy door is no good if people can’t find it.
Yesterday (dot #5076), I wrote about the downside of silence, and today I’ll share another situation where keeping things quiet may not be the best strategy — when talking with your boss.
It’s important to show deference, but that doesn’t mean being a “yes person” or keeping your mouth shut all the time. Sometimes, it is your responsibility to respectfully challenge them or point out gaps in their thinking. There are times when it is okay to push back and ask them to clarify priorities if the newest project pushes you beyond capacity. If there are questionable or unethical directives, silence isn’t the answer there either.
Nor should you expect your supervisor to read your mind. If you need resources or answers: ask! If you would like their input or help thinking through something, speak up! If you want more direction, professional development, or support from them, communicate that explicitly! If they are micromanaging or you want them to let you handle it, say that, too!
So much miscommunication occurs when people leave things unsaid. Don’t let silence keep you from getting what you need to do your job well.
“Pale se ajan, silans se lò.” It’s a Haitian saying that means, “Speaking is silver, but silence is gold.” Across the world, people teach “silence is golden,” but I think it is a myth. Sometimes, yes, but in many cases, not speaking up is at best a waste of time, and at its worst, problematic.
I am in a large group meeting and still haven’t heard one of the participants speak. I am sure they were invited to the team for a reason, but I haven’t yet discovered what it was because of their silence. I think of all the things they could be doing that may contribute to the organization, but sitting in this meeting isn’t one of them.
I think of the silence of those who see misdeeds or errors and don’t share them for fear of reprisal. That silence isn’t helpful either, because the wrongs will likely continue if left unchecked. We need people to use their voices and speak for what is right.
Silence in relationships isn’t positive either, because without candid, caring conversations, disagreements or value misalignments can fester and turn ugly. People need to feel safe sharing their concerns and feelings instead of holding them in silently.
People, especially girls, are taught to be “nice” and “not rock the boat,” but often the boat needs rocking. Respectful, honest feedback is what is golden.
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.
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.
Here is a simple framework I recommend to my students who are working on their resumes:
The RESUME should highlight what you have done — a record of past experiences and accomplishments (more than bullets that just resemble a job description)
The COVER LETTER is designed to get employers to read the resume, and does so in two ways:
You’re not writing a biography; you’re using the two documents to convey three things: What you have done, who you are, and what you could do for the organization. Don’t waste precious real estate on your cover letter rehashing verbatim what is on your resume.
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:
Create strategies that build in buffering systems so you have the time you need to produce your best work.
