“One person doesn’t have to be ‘the’ leader! How fun is it to create solutions and opportunities as a team”
-Dr. Rhonda Rhodes, National Distinguished Principal
Episode 3 of The Assistant Principal Podcast drops on today!

Colleagues,

You: Is the greenhouse going to be ready before the first frost?
 
Me: Well, that may depend on what you mean by ready. It has taken longer to lay the foundation than I expected, and the design has become more complicated. However, now that the foundation is done it should move more quickly. I would be further along if we had not have had those bad weather days.
 
You: Is the greenhouse going to be ready before the first frost?
 
Me: Probably 85%, but not 100%.
 
***
 
Which answer was better? The first one contained more information and took more time for me to write, but it didn’t even provide a relevant answer.
 
Even if I had answered the question in the first response, the answer would have come later and taken more time for you to find.
 
When people ask questions, they want answers to the questions. If they want to know the reasons for the answer, they will ask for the reasons. 
 
Keep the two parts separate, because most of the time they just need an answer, not an explanation.
 
Cheers!
 
Frederick

Colleagues,

I recently received an email that ended, “Please excuse typos because I have an appointment that just showed up and figure this is better than me putting off until later.”
 
If the sender had waited a day or two, they could have put together a more polished and “professional” email that contained the same information.
 
Which email has a higher value, later and polished, or timely and rough?
 
A minimally viable email (MVE?) includes the essential information that is usable right now.
 
There is a reason that this daily email is littered with spelling and grammatical errors. The value of the email lies in you having it ready for you each morning. Polishing every email would result in a less-than-daily email.
 
Strategic leaders recognize that the timeliness of information is usually (not always) more important than the polish.
 
Cheers!
 
Frederick

Colleagues,

Have you ever tried to lead someone who was great at one part of their job but bad at another part? In performance-based professions (sales, teaching, nursing), it’s common to find people who can execute well but are bad at paperwork and documentation.
 
In many cases, this is about M=V/E (motivation equals value divided by effort). 
 
We may see the value of the paperwork and think it is easy to do (V/e).
 
However, if they don’t:

1. see the value the same way (v/e) or 
2. if the effort is greater than we recognize (v/E),

then motivation to do the paperwork is low.
 
Let’s assume that your assessment of the value of the paperwork is correct (V).
 
If the problem is with v (1), then we could:

• Connect the dots to help them see the value
• Substitute a different V

 
If the problem is E (2), then we can:

• Add supports to make it easier
• Teach them an easier way
• Change the task to make it easier 

 
Let me know if you would like to explore any of these options in more depth.
 
Cheers!
​
Frederick

Colleagues,

I keep a list of “greatest hit” emails. Based on feedback, Friday’s email about being a force multiplier is now on the list.
 
Several people shared with me that after reading the email they reached out to someone to express gratitude.
 
Gratitude feels good to both parties, as does most positive feedback, but what makes some positive feedback extra valuable?
 
The most powerful positive feedback links a specific action to a specific result and outcome.
 
“I really appreciate your help with the greenhouse [affirmation], when you took the extra time to pull all the nails out of the old boards [specific action], it made my work go faster [result] and we got more done than I was expecting. [outcome/impact]”
 
Not only have I expressed appreciation, but I have also reinforced a specific behavior, increasing the likelihood that the receiver of the gratitude will repeat the same behavior next time. 
 
In other words, my simple gratitude statement allowed me to engage in the fourth principle of strategic leadership – growing people.
 
Try this: Instead of telling someone they did a good job, tell them why they did a good job and how it benefited the endeavor.
 
Cheers,
 
Frederick

Colleagues,

Recapping the week:

• Monday: incremental improvement today is more important than fixing things later
• Tuesday: focusing only on what is essential isn’t desirable, but it may be enough
• Wednesday: enacting strategic behaviors each day is more import than the goal they are designed to achieve
• Thursday: even a few minutes working in quadrant two can be uplifting

 
Last week my friend and colleague Dr. Robert Maddox wrote the “’human touch’ is a force multiplier😊”
 
“Human touch” implies many things, but let’s keep it simple by distilling the concept into this: collaboration. 

• Connection builds community, 
• Community creates strength, resilience, and hope.

 
When we collaborate, we become force multipliers! 
 
Here are three ways to be a force multiplier today in less than 10 minutes:

1. Meet, call, or email someone you worked with this week and express gratitude (☺️).
2. With another leader, identify a strategic behavior that will be important next week (maybe engaging in 5-minute coaching 🤔) and commit to being each other’s accountability partners.
3. Email me (😁) with (a) an example of how something this week helped you to help someone else or (b) a topic you would like me to write about.

 
I’m feeling joyful just thinking about what you might do with this call to action. I hope you can find the time, energy, and courage to act. Have a GREAT weekend!
 
Cheers!
 
Frederick