Colleagues,

This afternoon I was craving a salty snack so I threw some chips in a bowl (salt and pepper, always with ridges!).


I tried to be intentional and eat them one at a time.


I picked up a chip, put it into my mouth and focused on tasting it. Then I would go back to my work before repeating the process a minute or so later. 


The bowl of chips lasted a surprisingly long time, but I noticed something interesting.


I received the same enjoyment from the big chips as from the small ones!


So, if I had broken a few big chips into many smaller ones, would I have prolonged and increased my enjoyment?


How is this related to leadership?


We naturally gravitate to the biggest chips, just like we look for the most complex changes to solve our issues.


In reality, smaller steps may satisfy us just as well as a more complex solution.


Small and simple, or A-B, is like a bowl of small chips. The same amount of satisfaction, but fewer calories (and less effort).


Cheers!


Frederick

Colleagues,

​
When I work with others, I try to be very cognizant of my facial expressions. I radiate positive energy, smile, and show I am engaged.


I wish I was as good doing this at home as I am in my work. All too often Pam will ask me something or make a comment and her reply shows me that my emotions are all over my face.


I am too easily irritated by small things and can be melodramatic. 


My perturbed facial expressions have a negative influence on our harmony. The funny part of it is that when I make one of those irritated faces, Pam assumes that my irritation is directed at her. More often it is something else:

• I’m frustrated with myself for not doing it earlier.
• I am irritated that it is the third plumbing issue in a week.
• Or that my hearing is going bad!

In the absence of clear information, Pam interprets my expressions as being directed at her.


I’m working on this, but the first step is awareness.


What about you? 


Do people ever react to you in an unexpected way?


Today, try to be aware of your facial expressions:

• What are you conveying? 
• If you aren’t specifically trying to convey something, then what’s on your face?

Cheers!


Frederick

Colleagues,


​We do a fair amount of baking at our house, so we keep our sugar in a big tub with a yellow plastic sugar scoop in it. 


I think the yellow plastic sugar scoop is supposed to measure out 1 cup, but the handle is broken so I never use it. 


This morning I needed ¼ cup of sugar, so I opened the tub, took out the handle-less yellow plastic scoop, and dipped in a ¼ measuring cup for my sugar. I then replaced the handle-less yellow plastic scoop and put the tub away. 


Every time I get sugar out of the tub, I take out the handle-less yellow plastic scoop and then put it back. I have never used it!


So why is it still in there?

• I can’t remember a time when it wasn’t in there. It has just become part of the tub.
• Maybe Pam uses it? I don’t know because we rarely bake together.

In organizations, we have lots of handle-less yellow plastic scoops lying around. They are often in the way, so we move them. Maybe we do use them even though there is something better. 


Or, maybe, somebody else relies on that handle-less yellow plastic scoop!


As weird as everything is right now, it might be a good time to find some of those handle-less yellow plastic scoops and learn why they are there. Maybe they need to stay, or get replaced, or thrown away.


Cheers!


Frederick

Colleagues,

​
Yesterday I suggested that taking a systemic approach to developing your people was the way to go.


Unfortunately, I have seen few organizations that do a great job of building the necessary systems. 


In the absence of such a system, you are on you own in deciding who to coach. 


It really comes down to the fourth principle of leverage, motivation equals value divided by effort or M=V/E.

1. We want to increase V by choosing a person whose:
   1. success will save us time
   2. will experience immediate improvements
   3. will positively impact that person’s health
   4. and will make progress towards organizational goals
2. We want to decrease E by coaching a person whose:
   1. goal aligns with our strengths
   2. has a good chance of making quick improvements
   3. wants coaching

If you want more details feel free to check out the podcast here. We won’t kick you off if you aren’t an assistant principal! 😉


Cheers!


Frederick

Colleagues,

​
The latest episode of The Assistant Principal Podcast tackles the challenge of figuring out who to coach. Ideally leaders have lots of time to devote to growing their people, but the reality is that our time to grow people is limited. That makes the decision on who to coach critical.


If you are an AP (assistant principal), then I hope you have already listened to the podcast, but the main points are applicable to leaders in all areas.

1. Coaching is only one way to grow people. The cube of development identifies four more:
   1. Internal training
   2. External training
   3. Mentoring and peer networks
   4. Self-reflection
2. Taking a systemic approach to growing people includes the following:
   1. Each person has growth goals
   2. The leadership team supports growth by providing development opportunities, supporting implementation, and using data to help determine next steps
3. In a system, the decision on who to coach is informed by:
   1. The goals people have for their own growth
   2. The other opportunities afforded them
   3. The impact of those opportunities  

Do you have a system in place? Honestly, it is a hard time to implement such a system, but if we take an A-B approach it is possible.


Over the past two weeks, you have been reflecting on and setting goals for your own growth. Is there any reason you couldn’t ask those you serve to do the same?


Bonus points if you email me the correct answer for what movie the email subject title is from 🤣


Cheers!


Frederick