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April 2008

April 29, 2008

Looking for Fast and Irreverent Blurbers

A couple years ago I told you about a collaborative book project I was involved in that began with a three-day get-away and mini-think-tank-type experience. Well, our book is done! And it is very fun.

It is short - 80 pages with BIG fonts.
It is irreverent - we poke good fun at ourselves and others.
And it is funny and (we hope) provocative.

It is called: Undo Before You Become Undone. It was written by my friends Randy Boek, Kathleen Goodman, and me.

We are looking for a few people who will give the book (a PDF version of it) a quick once over and send us a juicy blurb. If you are interested, send me an email at lhaneberg AT gmail DOT com. I will email you the PDF of the book (a 6.4meg file). I need your blurbs back within one week - May 8th. The best blurbs (the one's that tickle us the most) will be on the back cover. The other wonderful blurbs will be listed at the front of the book. Blurbs must be fit to print (no swearing or offensive words) but can otherwise be sassy, irreverent, and outrageous. Outrageous will gain you extra style points.

It is a quick read! Do you need to step into the BS Deprogrammer 2010? You won't know unless you read the book and give us your blurb!

Here's the Table of Contents:

INTRODUCTION    5
CHAPTER 1 – FORCES OF UNDOING    9
CHAPTER 2 - UNSCRIPTED    21
CHAPTER 3  - EXPERTS AREN’T    31
CHAPTER 4 - UNMANAGEMENT    45
CHAPTER 5 - UNMASKED    53
CHAPTER 6 – UNDO BEFORE YOU BECOME UNDONE    69
EPILOGUE    79
ABOUT THE AUTHORS    81
NOTES

Here's the cover

Undo2blog

April 27, 2008

Fireside Chat with Alexandra Levit - Dream Jobs

Firesidechatsmall

What's your dream job and how do you get it? Listen to find out.

During this 22 minute podcast, I chat with Alexandra Levit, author of How'd You Score That Gig: A Guide to the Coolest Jobs-and How to Get Them. We talk about which jobs her research revealed to be the coolest, how we can get from where we are today to doing our dream job, and how to discover the type of job that will be a great fit for your strengths and interests (your Passion Profile). Alexandra's book highlights 60 cool jobs - including a realistic look at the good, bad, and ugly of each. This is a fun conversation and a must-not-miss for anyone wanting to improve their career happiness. You can find Alexandra's blog here.

Alexandra also has a podcast called, 30/20 Vision, which is a monthly series for the 20-something woman who wishes she had a couple of big sisters to clue her in on the ins and outs of life after college. It features young authors Christine Hassler (20 Something Manifesto), Alexandra Levit (How'd You Score That Gig?), and Lindsey Pollak (Getting From College to Career).

You can listen to my podcast with the Alexandra Levit by clicking here:

You can also download an MP3 version of the podcast here: MP3 Download

Levit

 

And just a reminder.....

Here is the Podcast Feed for the entire Fireside Chat podcast series: View RSS XML

To see the complete list of podcasts in this series, select the Podcasts and Webcasts category on this blog or see the list on my main website here.

You can also find this series on iTunes (and several other podcast sites), just search under my last name for Fireside Chat.

April 24, 2008

Innovation - The Game Changer - Ram Charan

Here is an article from Ram Charan and A.G. Lafley's recent book, The Game Changer. This is my favorite line in the article:

In a phrase that will recur throughout this book, innovation is a social process. And this process can only happen when people do that simple, profound thing -- connect to share problems, opportunities, and learning.

It's all about conversation - Are you a master conversationalist? Enjoy the article.

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Why Innovation Matters

Innovation is the key idea that is shaping corporate life, helping leaders conceive previously unimagined strategic options. Take acquisitions, as an example. Most are justified on the basis of cost and capital reduction: for example, the merger of two pharmaceutical companies and the global rationalization of overhead and operations and the savings from combining two sales forces and R&D labs. You can, however, buy earnings through acquisitions for only so long; cost-control, however necessary, is a defensive strategy.

Innovation enables you to see potential acquisitions through a different lens, looking at them not just from a cost perspective, but also as a means of accelerating profitable top-line revenue growth and enhancing capabilities. For example, the innovation capabilities of P&G were enhanced by its acquisition of Gillette. Its market-leading brands (such as Gillette, Venus, Oral B, and Duracell) are platforms for future innovations; and core technologies in blades and razors, electronics, electromechanics, and power storage strengthen the technology portfolio from which P&G can innovate in the future.

Innovation also provides an edge in being able to enter new markets faster and deeper. In large part, it is P&G's revived innovation capacity that is allowing it to make inroads into developing markets, where growth is double that in rich countries.

Innovation puts companies on the offensive. Consider how Colgate and P&G, effective serial innovators, have innovated Unilever out of the U.S. oral-care market. The company that builds a culture of innovation is on the path to growth. The company that fails to innovate is on the road to obsolescence. The U.S. domestic automakers and major companies such as Firestone, Sony, and Kodak all used to be industry leaders, even dominators. But they all fell behind as their challengers innovated them into second place (or worse).

Peter Drucker once said that the purpose of a business enterprise is "to create a customer." Nokia became number one in India by using innovation to create 200 million customers. Through observing the unique needs of Indian customers, particularly in rural villages where most of the population resides, it segmented them in new ways and put new features on handsets relevant to their unique needs. In the process, it created an entirely new value chain at price points that give the company its desired gross margin. Innovation, thus, creates customers by attracting new users and building stronger loyalty among current ones. That's a lot in itself, but the value of innovation goes well beyond that. By putting innovation at the center of the business, from top to bottom, you can improve the numbers; at the same time, you will discover a much better way of doing things -- more productive, more responsive, more inclusive, even more fun. People want to be part of growth, not endless cost cutting.

A culture of innovation is fundamentally different from one that emphasizes mergers and acquisitions or cost cutting, both in theory and practice. For one thing, innovation leaders have an entirely different set of skills, temperament, and psychology. The M&A leader is a deal maker and transactionally oriented. Once one deal is done, he moves to the next. The innovation leader, while perhaps not a creative genius, is effective at evoking the skills of others needed to build an innovation culture. Collaboration is essential; failure is a regular visitor. Innovation leaders are comfortable with uncertainty and have an open mind; they are receptive to ideas from very different disciplines. They have organized innovation into a disciplined process that is replicable. And, they have the tools and skills to pinpoint and manage the risks inherent in innovation. Not everyone has these attributes. But companies cannot build a culture of innovation without cultivating people who do.

Myths of Innovation

The idea of innovation has become encrusted by myth. One myth is that it is all about new products. That is not necessarily so. New products are, of course, important but not the entire picture. When innovation is at the center of a company's way of doing things, it finds ways to innovate not just in products, but also in functions, logistics, business models, and processes. A process like Dell's supply chain management, a tool like the monetization of eyeballs at Google, a method like Toyota's Global Production System, a practice like Wal-Mart's inventory management, the use of mathematics by Google to change the game of the media and communications industries, or even a concept like Starbucks's reimagining of the coffee shop -- these are all game-changing innovations. So was Alfred Sloan's corporate structure that made GM the world's leading car company for decades, as was P&G's brand management model.

Another myth is that innovation is for geniuses like Chester Floyd Carlson (the inventor of photocopying) or Leonardo da Vinci: Throw some money at the oddballs in the R&D labs and hope something comes out. This is wrong. The notion that innovation occurs only when a lone genius or small team beaver away in the metaphorical (or actual) garage leads to a destructive sense of resignation; it is fatal to the creation of an innovative enterprise.

Of course, geniuses exist and, of course, they can contribute bottom-line-bending inventions (see Jobs, Steven). But companies that wait for "Eureka!" moments may well die waiting. And remember, while da Vinci designed a flying machine, it could not be built with the technology available at the time. True innovation matters for the present, not for centuries hence. Another genius, Thomas Edison, had the right idea: "Anything that won't sell, I don't want to invent. Its sale is proof of utility and utility is success," he told his    associates in perhaps his most important invention -- the commercial laboratory. "We can't be like those German professors who spend their whole lives studying the fuzz on a bee," he said. Generating ideas is important, but it's pointless unless there is a repeatable process in place to turn inspiration into financial performance.

Innovation is a Social Process

To succeed, companies need to see innovation not as something special that only special people can do, but as something that can become routine and methodical, taking advantage of the capabilities of ordinary people, especially those deemed by Peter Drucker as knowledge workers. It is easy to put it off because you are rewarded for today's results, because the organization doesn't seem to support or value innovation, because you don't know where to find ideas, because innovation is risky, or because it is not easily measured. But these are excuses, not reasons. We have both observed and practiced innovation as a process that all leaders can use and continue to improve. It is broader, involves more people, can happen more often, and is more manageable and predictable than most people think.

But making innovation routine involves people. In real life, ideas great or good do not seamlessly work their way from silo to silo. No, from the instant someone devises a solution or a product, its journey to the market (or oblivion) is a matter of making connections, again and again. Managing these interactions is the crux of building an innovation organization. In a phrase that will recur throughout this book, innovation is a social process. And this process can only happen when people do that simple, profound thing -- connect to share problems, opportunities, and learning. To put it another way, anyone can innovate, but practically no one can innovate alone.

When you as a leader understand this, you can map, systematize, manage, measure, and improve this social process to produce a steady stream of innovations -- and the occasional blockbuster. Innovation is not a mystical act; it is a journey that can be plotted, and done over and over again. It takes time and steady leadership, and can require changing everything from budget and strategy to capital allocation and promotions. It definitely requires putting the customer front and center, and opening up the R&D process to outside sources, including competitors. But it can be done.

And no, belying another myth: Size doesn't matter. Innovation can happen in companies as large as P&G, Best Buy, GE, Honeywell, DuPont, and HP and as small as my father's    shoe store in India. I remember vividly how we used to sit up on the roof to get a whiff of relief from the evening heat, talking about what to do better and how. When I was nine years old in 1948, we changed the game of the shoe business in Hapur, the town where we lived and our business was located. Even though we had no sophisticated understanding of branding -- in fact we never used the word brand -- we named a line of shoes "Mahaveer" (after my cousin) and targeted it at the "rich people" largely associated with the local grain trading exchange, the second largest in India. We persuaded manufacturers to produce a special line of shoes for this target audience and became number one in town in less than two years. The profits from this innovation funded my formal education in India.

====================================================== 

From the book The Game Changer by A.G. Lafley and Ram Charan Published by Crown Business;  April 2008;$27.50US/$32.00CAN; 978-0-307-38173-6

A.G. Lafley is the chairman and CEO of P&G, which is consistently recognized as one of the most admired companies in the world and a great developer of business leaders. A.G. was named CEO of the year in 2006 by Chief Executive magazine and serves on the boards of GE and Dell. His first opportunity to manage a business came when he was in the Navy and in charge of retail and services businesses for ten thousand Navy and Marine Corps people and their families. After the Navy he went to Harvard Business School, and then joined P&G following graduation. He started as a brand assistant for Joy in 1977 and was appointed CEO in June of 2000.

Ram Charan is the coauthor of the bestseller Execution and the author of What the CEO Wans You to Know, Know-How, and many other books. Dr. Charan grew up in India, where he first learned the art and science of business in his family's shoe shop. After earning his M.B.A. and D.B.A. from Harvard Business School, he taught for a number of years at both Harvard and Northwestern. He now advises the leaders and boards of companies around the world, including GE, DuPont, Nokia, Verizon, and the Thomson Corporation. What people around the world proclaim are Ram's practicality and the value he provides in helping them solve business problems. For more information on Ram Charan and his work, visit www.ram-charan.com.

Butterfly Flap to the Wolves

This is not a management post. I feel the need to do a little butterfly flap for an organization that I care about and that is having financial problems.

The Wild Spirit Wolf Sanctuary is located in the high-desert country of Candy Kitchen, New Mexico. They provide a permanent home to over fifty wolves and wolf-dogs. Their mission is three-fold: to educate the public, to rescue abused and abandoned captive-bred wolves and wolf-dogs and to provide our residents with permanent, safe sanctuary.

You can see their cool blog here. If you can help in any way, I am sure it will be much appreciated. If you are traveling to New Mexico, you can visit the sanctuary and see the wolves up close.

I just went through the online process of sponsoring an animal and it was quite easy. Here is who I sponsored, Shakti:

Shakti_hay3

And here is a little bit about Shakti from their website:

Shakti is a strong girl who loves attention from people. When anyone is in her enclosure, she will beg for pets all over her body. If outside of her enclosure, Shakti will scent roll the fence, hoping for a scratch. She will also bound up when tours come by, for she knows she might get a treat. Shakti's favorite past-time is to fence fight with her neighbor, Cove. The two have had an on-going conflict since they both matured, and they do not look as if they are going to stop any time soon. At one point, Shakti took part of Cove's nose off. Then, Cove got her revenge, and split Shakti's lip, giving her a slight deformity. However, it is believed it is all in good fun, and the two seem to enjoy the feud. Shakti lived with her brother, Zeus, and the two got along great. Unfortunately, Zeus passed away and now Shakti lives by herself. She does not seem too upset, however, and is quite content being a bachelorette.

Shakti is a pure Timber wolf.



April 21, 2008

But do you do what you say you will?

Are you the type that says one thing and does another? Do you often reschedule appointments because something has come up? Do you get information to people after the day and time you said you would?

I know this manager who I will call Rock - he is full of flaws, like we all are. But he would be one of the first people I would recruit if I were starting up a new company or needed a great manager at an existing company. Why? He has integrity.

Integrity: Doing what you say you will. Being who you said you would be.

A lot of people tangle up a lot of moral stuff in their definitions of the word integrity. I think integrity means keeping your promises. Doing what you say would, being the type of person you said you would be.

It's Monday morning. Are their unfinished items from last week? Make a list of all the things you said you would do, but have not. Do these things or renegotiate them. Beware of renegotiating meetings and task deadlines too many times because if you do this often you will become know as a flake and unreliable.

Rock is a great manager because he does what he says and you can take his promises to the bank. He gets things done. And he has the same last minute things pop up as others do - we all have interruptions to our days and four-hour meetings called at the last minute. But Rock still delivers.

Great managers do what others don't or won't.

Are you a Rock in your workplace or a flake?

April 17, 2008

RIP Edward Lorenz

The Butterfly Effect essay one post down refers to Edward Lorenz, who discovered the Butterfly Effect. Lorenz just died at the age of 90. His contributions to my life, and all our lives, was significant.

April 15, 2008

Birthday Butterfly Flap Post

Today is my birthday - I am 44 years old and (I think) still hip. Since it is my birthday and this is my blog and I get to do whatever I want with my blog, I am going to share yet another version of the butterfly effect story with you. This is a new essay on a topic that I write a lot about. If you LOVE the essay, feel free to print it out and stuff it into everyone's mailbox at work. Flap, flap, flap!

The Butterfly Effect

by Lisa Haneberg
www.lisahaneberg.com

In a world that is focused on big things – big business mergers, box office hits, platinum music CDs, super models, best selling books, Humvees, big-box retailers – it’s nice to contemplate the power of the very small. Even more satisfying is the notion that small might be greater than big.

The butterfly effect is a popularized interpretation of one of the key elements of chaos theory and has its roots in something that mathematicians refer to as extreme sensitivity to initial conditions (small and seemingly insignificant changes at the start of a process can produce wildly different and practically unpredictable results). In 1961, American meteorologist Edward Lorenz was working on some of the first computer simulations of weather and wanted to repeat the last steps of a previous simulation. Because computers at that time were slow and difficult to use, Lorenz tried to save time by using the intermediate output from a previous simulation as input for a new simulation. The print out, however, rounded the results to three numbers past the decimal point and so he input .506 instead of entering the full .506127. Lorenz assumed that this minute difference in numbers would not significantly affect the results. To his surprise, the results of the second simulation were vastly different than the first, even though they should have been almost identical. The tiny difference in starting values produced completely different results. Lorenz’s work emphasized how important sensitivity to initial conditions can be in real-world applications such as weather forecasting. In 1963, Lorenz published his findings for the New York Academy of Sciences and spoke at several scientific conferences. He quoted a colleague who said that if Lorenz’s theory were correct, the flap of a seagull's wings could change the weather. He eventually changed this metaphor from a seagull’s wings to a butterfly flap and the butterfly effect was born.

Simply put, the butterfly effect is the notion that something as small as a flap of a butterfly’s wings can make a big impact – like causing a tornado on the other side of the world. The flapping wings move the air and the effect reverberates. If the butterfly hadn’t flapped its wings or had flapped in a different direction or with more or less force, the tornado may not have occurred in the same place or time, or at all.

A sensitivity to initial conditions is one of the defining characteristics of a complex system, like the weather. I am no scientist and realize that I am bastardizing the precise meaning of the mathematics a bit here, but I think that the butterfly effect can help us live better lives. Like the weather, human systems are complex and people are sensitive to conditions. People’s moods are affected by whether they slept well, the traffic, whether their pants feel loose or tight, a smile from the good looking guy in the elevator, eBay auction results and dozens of other small things. We can’t predict what other people will do – even those we know very well - because there are many tiny variables that impact their thoughts and actions. Heck, most of us can’t even predict how we will respond to tomorrow’s challenges. We think we know how we will feel and act on Monday morning, but then a call from our mother-in-law on Sunday night changes everything. We might pass by a family having a picnic and feel the need to call our spouse and apologize for being a jerk earlier in the morning. If the children are being rambunctious, we might turn crankier. Political advertisements work because our opinions and beliefs are malleable and change when we learn new information. In Seattle, a front-runner for a city council position lost her political race because she was arrested for driving while under the influence two weeks before voting day – it was a butterfly flap that reverberated with a lot of folks and not in a good way.

If the butterfly effect applies to human systems, the next logical question is to ask ourselves how we can use the big power of small things to improve our lives. This is not a straightforward process, however, because we cannot predict the outcomes. How do we influence what we can neither control nor forecast? Let’s not forget, too, that we are each a flapping butterfly. Even if we could control and predict our future behavior (which we can’t – we can guess and we can form intentions, but who knows what’s going to happen between now and then that will affect our choices), we have no way of knowing who else might be flapping in our direction.

TV news programs love tragic stories of butterfly flapping gone bad. Road rage that caused a twelve-car pile up and two fatalities. The childhood bullying that turned an otherwise smart kid into a killer. Teenage curiosity about drugs that led to unprotected sex and then a pregnancy that altered the course of a girl’s life and the lives of her grandchildren. Tiny decisions reverberate and the reverberations reverberate and then something happens. BAM, we weigh 300 pounds and it seems like just yesterday we were frolicking in the surf in a yellow string bikini.

The negative stories dominate the news and our memories but the butterfly effect can and has catalyzed wonderful outcomes. Here’s a true story. I was giving a talk at the Fayetteville library in Georgia. Before the talk, I mingled with the group of about twenty. I met a man who was starting a new business, but he had a hard time explaining what it was. Also in the group was a woman who was a freelance marketing communications writer (someone who makes a living explaining businesses). Another woman brought pastries to the talk. People lined up for the pastries. The businessman and writer ended up next to each other in line and they got to talking. POW, the man hired the writer to help explain his business. The head librarian flapped, I flapped, the businessman flapped, the writer flapped, and the woman who made the pastries flapped. All the flaps mattered. Had there been no pastries, the businessman and the writer may never have met.

Here’s another example. A month before our wedding, I asked Bill the following question. If you could live anywhere, doing any kind of work, where would you live and what would you do? To my surprise, Bill said that he would like to live in Seattle and have his own geology consulting business. We lived in New Mexico at the time and he had never mentioned Seattle or starting a business. I flapped a bit more and asked, well, what’s keeping us from doing this? To make this long story short, I applied for a few jobs in Seattle, got an offer from a company that included full relocation benefits, and within six weeks we were living in Seattle and my husband started his own consulting firm. We’ve now been living in Seattle for eight years and Bill’s company is thriving.  Looking back to the day I asked the question, all I can do is shake my head and wonder. What would our lives be like if I had not asked this one question? I was just making conversation and was not trying to change the course of things.

This story reminds me of another fascinating aspect of the butterfly effect – we don’t know which flaps will catalyze things the most. We act hundreds of times each day and some of those actions will grow legs and reverberate more than others. Why? We are not the only ones flapping! We might go to a coffee shop on Monday and have a coffee. On Tuesday, we might go to the same coffee shop and meet our soul mate.

Actions lead to reactions - sometimes. We flap our butterfly wings and things happen that we cannot predict or control. If we look back on our lives over the past five years we might be able to piece together the small changes that impacted the larger ones, but often we have no idea. People we don’t know and who don’t know us are flapping today in directions that will change our circumstances next week.

Complex systems – they’re fuzzy, enigmatic and wonderful. And we can put the imperfect unpredictable nature of humanity to work to improve our lives and the planet.  The key to harnessing the power of the butterfly effect is that small, daily, directionally correct actions can change the world. Our goals define the futures we want to create. When our flaps are focused and frequent, our energies reverberate in a direction aligned with our goals.

A friend of mine wrote a children’s book that shared a story about how to talk to children of foreign adoption about where they came from and why they are in a new country and with a new family. She and her husband adopted a son from Russia and this book came from her experience. Her goal was to publish it and have all the book’s proceeds benefit the Russian orphanage that took care of her son before she adopted him. When I found out about the book, the manuscript had been tucked away in a file folder for five years. She had told very few people about the project and was not sure how to proceed. She needed an illustrator and a publisher and advice about promotions. I shared her story with a few people at a book signing two days later at a Baltimore library. One of the library employees knew another library employee who illustrated children’s books on the side. She and I connected our two friends and BAM, my friend’s book was plucked out from the dusty hallway closet and she had some momentum toward getting it completed. Just a couple flaps are all that is needed to generate progress.   

It is much more powerful to act daily in small ways than to be a weekend warrior who does one or two big things each week. Remember, we don’t know which butterfly flaps will reverberate to eventually catalyze a breakthrough. If you make only the occasional grand gesture, you will reduce the momentum and your chances for success. Twenty or thirty minutes of focused action each day may be all that you need to achieve your goals.

All actions are not equal and some will have a greater potential to produce reverberations. For example, let’s imagine that you are thinking about starting your own business. There are hundreds of actions that you could take that would support this goal. You could do research online, apply for a business license, read books about successful entrepreneurs, meet with potential customers, and network with other small business owners. All of these actions are directionally correct and they all need to be done. Actions that connect two or more people, such as coffee shop networking, are better at gaining legs and reverberating to others who can make a difference to our lives.

Conversations are like invisible relay races. We love to talk about the conversations we have had.  We tell our friends about what our others friends are up to and we spread interesting news like butterflies on speed. We talk and things change. If we communicate well and repeatedly, things change quickly – the relay is on and we have hundreds of flapping butterflies on our team.  Conversations are the most potent types of butterfly flaps especially when you share your goals and seek diverse input from others.

When we share our goals and intentions with others, they enroll in our vision and can double or triple our reach. You have heard of the self-fulfilling prophecy and the Pygmalion effect, right? Both of these concepts theorize that expectations affect outcomes. If we have low expectations for our children or our selves, we will likely get what we expect – low performance. If we have high expectations, performance will be higher. We rise to the level of expectations. We see this belief play out at work, too. If your manager does not expect excellence, you and your teammates will not likely do your best work. Sharing our goals puts the power of the butterfly effect and the Pygmalion effect to work for our benefit. By sharing your goal to start a new business, you are reinforcing your intentions and the expectations you have for yourself. Each time you verbalize your goal, you hear and commit to it again. And you have friendly butterflies flapping on your behalf. Share your goal with two people each day for one week and you will see what I mean. This simple act – this small thing – has the power to shift your reality.

Remember the example I shared about Bill’s goal to start his own business? That one conversation created a new reality. Sometimes it takes more than one conversation and that’s why we should share our goals with many people. You might even try helping your loved ones along by asking them about their goals. What if you asked your significant other the same question I asked Bill? If you could live anywhere, doing any kind of work, where would you live and what would you do? What might come from this conversation?

When we summon the courage to make requests that will help move our goals forward, our situation can change in an instant. Making requests allows us to shortcut the reverberation process and to move directly toward our preferred future. I think people hesitate to make requests because they don’t want to seem selfish or impose on others. The types of requests that I suggest are not the “give me” kind, although sometimes you should ask for what you want (you never know). I had a friend who wanted to make over $100,000 and work only four days a week. She created a win-win proposal and made the request. She got the job! The best “give me” requests offer win-win solutions that address a compelling need or opportunity.

Most of the time, request conversations should focus on gathering ideas, connections, accommodations, and coaching. Asking someone to spend fifteen minutes with you so that you can pick his or her brain for ideas is a great way to enliven conversations about your goals. Sometimes we need to direct our requests to our significant others to ask for accommodations that will allow us to focus more time and uninterrupted energy on important projects. When was the last time you shared your goals with your significant other and asked him or her to help make your intentions a reality? Think about the last time you helped someone else. It felt great, didn’t it? There are many caring people who would enjoy – and feel great about – helping you, too. Take the help!   

While we are on the topic of goals, I think it is important to resist the urge to overdefine them. It is the nature of complex systems that the path forward will bring surprises and opportunities that we do not see today. If we define success too rigidly, we are more likely to overlook wonderful alternative paths. It is best when goals are inspiring and we are nimble. Like weather systems, predictions about our lives get less accurate the further out forecast.

Remember Lorenz’s calculations? The tiniest of changes of the initial inputs – from .506127 to .506 – resulted in two very different weather predictions. Each day is an initial input for our future. Sensitivity to initial conditions means that actions taken today create the sunshine and storms of tomorrow. During my day job as a business consultant, I work with leaders and businesses to help them improve results. I see a lot of new systems that tout the promise to increase success. I have been doing this work for twenty-five years and I have seen nothing that comes close to the power of the butterfly effect. Sometimes the simplest answer is the answer.

Flap, flap, flap.

Note: If you made it this far, you might enjoy my book, Two Weeks to a Breakthrough, which will tell you - in detail - how to put the butterfly effect to use in your life. Don't tell my other publishers, but this book remains my favorite.

April 13, 2008

Ethics and Transparency?

Here are a couple points from the recently released Deloitte 2008 Ethics & Workplace Survey. Here is the link to a press release with more info.

Transparency makes work a better place

  • 72 % of respondents said that if their boss was more open about his/her need to take time off during the day, it would create a more engaging and productive environment.
  • 84 percent of respondents agree that openness by leadership contributes to a more ethical workplace culture
  • 68 % said if the boss was more open about their needs to take time off during regular work hours, it would create a more values-based organization

Does leadership set different rules for themselves?

  • Seventy five percent of respondents say that, by and large, everyone in their office is treated equally when it comes to exercising flexible work options, but 50 percent feel that their bosses set different standards for themselves
  • Moreover, younger employees seem more hesitant to take advantage of customized work arrangements, fearing that it may have a negative impact on their career advancement: 53 % of 25-34 year-olds feel that utilizing informal flex time hurts their career growth vs. 44 % of 35-44 year-olds

Workplace is changing & both sexes are increasingly choosing to work in some type of a customized work arrangement

  • An equal percentage of men and women choose to participate in customized work arrangements: 81 %
  • 61 % of respondents describe their work arrangement as “40 hour week but different from traditional 9-5 work hours”

Interesting, although not surprising, right? We all know that ethics are subjective and that openness improves team connection and care. Until leaders start getting fired more for managing based on double standards, I suspect we will see similar study results.

Do you think it is OK to have two standards when it comes to flexibility and perks - one for lower level folks and a different set of standards for higher ranking leaders? In the 80s, the time of the yuppie, we worked to inch our way into perks. Now, I am not sure the cost of the perks are worth the hit we take in terms of work culture.

I have a couple clients who define "work week" very differently than their employees do. One thinks that 70 hours a week for a salaried level employee is standard. Another thinks 50 hours is the minimum for a salaried position.

It is funny - most leaders do not understand or accept the intent of salary exemptions - that on average we work 40 hours but that it might fluctuate up and down. It is the "fluctuate down" part that most leaders don't get. If someone works 55 hours one week, and 30 hours the next, and gets the job done, this should be fine. But many leaders I know would not embrace the 30 hour weeks with smiles or encouragements.

 

April 10, 2008

Grand Slam Home Run Goals

Now that the baseball season is back in full swing (mostly foul balls from the Seattle Mariners, unfortunately), I thought it would be a good time to talk about one of my favorite tools for focusing individuals and teams on excellence - the Grand Slam Home Run Goal. Here is a wee bit from Developing Great Managers:

Grand Slam Home Run Goals - What's Yours?

There are days that feel like the daily fires are demanding your attention, but managers are NOT just cogs in the corporate wheel. They’re the engines and they set the pace of the work, workplace, and results. The last thing you want to do is sit back and let the fire hose of daily to-dos flood our brains and bodies from morning until evening, right? There are far too many good things to do in any given day. You and your team need to focus on the few great things that will move work forward. You want to feel like a success and you want our teams to win and thrive. You want to produce outstanding work – products and services - that make you proud. Anyone can produce results, but only the best managers can produce results that make a big difference.

The grand slam home run is a great benchmark for managerial results because everything you do ought to have a positive and additive affect on your teams, peers, and the organization. If you are going to do something, make it a grand slam!

Ask your manager to clarify the results you and your team need to product over the next year. For each key result, ask him or her what a grand slam home run would look like.  For example, if a key result is to successfully implement the new accounting system within budget by August 1st, a grand slam home run might be to:

  • Complete the implementation by July 1, before the busy season
  • Involve the accounting team in the project such that ownership and acceptance is high
  • Implement the project while improving accountant computer skills (so they can better use the new system’s features)
  • Develop robust contingency plans to cover any potential project setbacks
  • Find a way to do all this and reduce the costs spent on the project – harness the creativity of the group to find the best way to transition to the new system

There’s getting a project done and then there’s doing a project such that many other aspects of the work are improved as well – that’s great planning and management. As a driven and talented manager, you want to know what excellence looks like. Actually, you need to know because you need to be able to define excellence for your team. Define and strive for the grand slam home run to have the deepest and broadest positive impact on the organization.

What would a grand slam home run look like for you this week?

April 08, 2008

Seen and Heard

I am traveling this week, doing five presentations in DC and Vermont. Here are a couple observations from the airport in Seattle:

Looking out the window from my plane seat I saw an airline worker driving one of those baggage carts, with three bag carts attached, while text messaging. Scary. Dumb. As an aside, when I am driving behind a car that is going too slow and holding up traffic, I have found that it is almost certain they are talking on their cell phone or texting.

There was a couple sitting in first class. Very well dressed, he wore a Rolex. They were arguing about whether they should have paid for first class and how they were going to pay for their American Express card bill that is due Friday.

The current issue of Leader to Leader is a good one - I read it on the plane.They don't have the new issue on the website yet, but check out the dead tree version from your local bookstore - the focus for the issue is on leadership development. There is a great article from Ram Charan based on his latest book Leaders at All Levels (which I have on my stack to review but have not yet read).



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