What are you looking at?

Do you lead forwards...

Or backwards...

Some managers enjoy having reports that quite clearly state where the company has already been.  They pour themselves into how the financials are performing for the past quarter.  They love seeing statistics appear in front of their eyes that tell them where they have come from and where they have been,

The rear view mirror exists to enable you to be aware of what is behind you and serves as a reminder of where you have come from.

I prefer to manage by having reports that look forwards.  Have you ever noticed that the windscreen is always at least 20x bigger than the rear view mirror?  When you drive where is your attention focussed?

Go on take a risk...

...what have you got to lose?  Nothing ventured - nothing gained.

http://wilderdom.com/images/RiskIsRealityB4.bmp

So why this post?  I have been in my present role for 3 and 1/2 years.  Now I feel the time is right to shoot for the stars and try something new.  My issue is though that I have been in my present role so long that I am unsure if trying for something new really is the way to go.

Then earlier today I had a great conversation with a work friend who wound me up about taking a risk.  "Why not have a go?" he said.  And so I argued with him becuase I my confidence and thinking was just far too narrow at that time.  My arguing with him was futile because he was right.  So now that I have my confidence up and some gusto in my stomach - it's time to go for it!

Sometimes we need to have someone challenge us, our thinking, and our motivations or lack of.  Now to get started on getting my CV and application looking sharp.  I challenge you to find someone who will challenge you!

 

Knowing Your Styles Affects Your Project Management Skills

When you decide to start a new project or undertake a new event it is important that you get it right.  The easiest way to get it right is to understand who you are, what your strengths and weaknesses are as well as understand how you fit into the bigger picture.
Here is the way that I usually approach things and some of the lessons I have learnt when it comes to project and event management.
I usually try to get as much done as quickly as possible.  This is the classic boots and all approach.  All of the energy and ideas are created at the very beginning and are implemented very, very quickly.
Positives of this approach.  A plan is out together quickly and efficiently and the work gets started.  Big tasks are handled quickly and are moved off the list of things to do.  Energy levels are high and momentum can be created at this stage.
Minuses of this approach.  Stakeholders (internal and external) often are not consulted and a bulk of the projects are completed on the fly.  Often there is a lack of resources allocated and not all the possible scenarios are thought through.
What have I learned?

• One key thing I have learnt is how I operate as a person and what my personality type is like.  I am a project starter and less of a project finisher.  I am good at spreading energy and enthusiasm early on and getting people to jump on board.
• Small early wins lay the platform for bigger wins later.
• I am aware that I need other people who have an eye for detail and who are better planners than I am.
• I have also learnt that I need to engage internal stakeholder to assist with the project both at the beginning as well as bringing them in at later stages.
• By spacing out your helpers getting involved you can use them to inject new levels of enthusiasm and energy as the project continues along. 
• Early starters may need to drop out when they lose focus or momentum but that is not really a problem.  By releasing those people they can then revitalise themselves with a new project and if they want can rejoin your project at a later time.

So you there you go.  That's how I work.  I know what I'm good at and equally (hopefully) what I'm not so good at.  How about you?  What is your personality like and how does it affect the way you work?

Busy or Productive?

• Being busy for the sake of being busy is silly. 
• Being busy and achieving no results is not smart.
• Busyness does not equal productive.

• Being productive is smart.
• Achieving tangible and measurable results is smart.
• Productivity = success.

(Images: http://www.flickr.com/photos/phunk/3322289006/)

Women - Unsung Heroines

"Where knowledge is shared, when confidence is confided, then empowerment equals possibilities."

The ladies in this preview video have real lives with real stories.  The reason I hve shared the video is to challenge you to reconsider your place in the world.  What potential lies locked up within you - that is dormant or bursting to get out?  And what will you do with it?

For more info on the video see here - http://www.abantuvisions.com/category/projects/unsung-heroines/

People Count

No matter what industry you work in, what sports team you play for or what religous group you belong to - they all centre around one thing.  People.

You have a choice on how you want to interact and engage with those people.  I recommend that you seek to get the most out of every conversation and every interaction that you can.  I'm not condoning being intenselly wired every time but rather that you seek out an opportunity, a new fact or a new friendship every time to speak to someone.

One important relationship I really cherish is the one I have with the Librarians at my work.  It has now gotten to the point where when periodicals that I like come in each month - I get to read them before they hit the shelves.  Why is this and how did I get to this point?

• Time.  I spend time going and talking to the people whom I think are of value to meor can offer some service or opportunity that is a good one.   
• Sharing.  I let people know what I am interested in and they keep an eye out for me.  The same is in reverse.  In this case the librarians don't always know what texts are appropriate for our students and the need/want guidance.  I am more than happy to help.
• Two way relationships.  Making sure others fel appreciated and a part of the relationship is more important than me trying to squeeze out every last drop of juice that will be self-beneficial.
• Mutual interests.  Find a talking point or conversation starter that you can use the next time you meet the person so you have a launch pad for your conversation to start off on.  This will help you save a lot of time and be able to cut to the chase.

"No man is an island, entire of itself; every man is a piece of the continent, a part of the main."  John Donne

(Image: http://www.flickr.com/photos/enigmatic/2626947313/)

Management Brands

Whats your brand?  And how do you define one?  HBR has a great post on this exact subject matter.

ROI = Return On Investment

In business accountants, shareholders and investors apply a range of different measures to assess how well a company or organisation are progressing. The simplest method for calculating a return = Return On Investment.

The basic formula works like this -

• what gains can I make from investing vs. what is it going to cost me to invest?

Most people apply this formula intuitively when spending monies. Some do not. My recommendation for the day is for you to start applying this formula to everything you do during your work day. Try assessing different situations such as -

• Meetings.
• Telephone calls.
• Professional Development.
• Engaging new clients.
• Hiring employees.

Is it worth the cost of your time to engage doing these things? Will you make any gains or investments by doing these or would you be better off delegating the task or contracting it out?

You are most valuable to your organisation completing tasks that create the highest ROI.

Swiss Army Knife - Management Lessons - The Knife

The Swiss Army Knife is just that - a knife. It is a knife bundled up with extra components that make it indispensable.

knife: noun - 1. An instrument for cutting, consisting essentially of a thin, sharp-edged, metal blade fitted with a handle; 2. A cutting edge; a blade.
verb (used with object) - to apply a knife to; cut, stab, etc., with a knife . (Dictionary.com)

A knife has one primary purpose - and that is to cut. There are any different types of knife available to people. Many different knives serve many different purposes but not all knives are suitable for all situations. The size of the knife determines where and when it can be used.

Example - you wouldn't use a slasher (long blade) to remove a splinter. Nor would you use a butter knife to blaze a trail through think underbrush.

The Swiss Army Knife (SAK) is a fantastic knife (with a small and appropriate sized blade)because of it's adaptability. It isn't threatening in it's size but it can punch above it's weight when required to. The SAK could remove a splinter or alternatively it can be used to separate and cut through vines, ropes and leather boots.

What lessons can we draw from the SAK knife blade?

• The knife blade is usually the first item people look at and pay the most attention to. Work on developing a stand out skill or function that people can see from the start and makes others sit up and take notice of you.
• A knife needs care and attention paid to it to ensure it retains it's edge and it's function. The same is true for the manager. Managerial skills must be kept oiled and sharp.
• Don't overstate or make too much noise about your skills. When the time comes you apply your skills in an appropriate form and size which is determined by the task at hand.
• Try to make sure your particular area of focused skill is appropriate to the rest of your abilities.
• Blunt knives (as well as skills) are highly dangerous and ought to be avoided or fixed as quickly as possible.

Know Thy Self

One key method for ensuring you are progressing as a manager and a person is to engage in reflection time. Yes, this does include some soul searching but not necessarily in a spiritual way.

One great method is to spend the last 10 minutes of every day writing down your thoughts under the following categories -

1. What went well today?


2. What didn't go so well?


3. What could I have done differently?


4. What will I do differently tomorrow?


5. What do I need to accomplish tomorrow?


6. What do I need to finish the number of days I have left this week?

By reflecting and improving on the little areas in life then you are well able to make adjustments that will work better into the future.

"If we don't change our direction we're likely to end up where we are headed". Chinese proverb.

"The self aware person is able to gain an accurate and appropriate perspective on events in their life, and instinctively brings simmering feelings into awareness. The self-aware person is a positive person, and recognizes that there are only ever 'positive people' or 'negative people' in life, business or sport" (Lead to succeed - Craig Lewis).

Job Currency

Cur·ren·cy (n. pl. cur·ren·cies )

1. Money in any form when in actual use as a medium of exchange, especially circulating paper money.
2. Transmission from person to person as a medium of exchange.
3. General acceptance or use; prevalence.
4. The state of being current; up-to-dateness.

How do you rate yourself in terms of currency?

Are you worth what you are being paid or should you be receiving more?

To get the most out of your working life -

• Know what you are worth. If you don't know - ask someone who does.


• Don't settle for less than your true value (unless you choose to)


• Don't think you are worth more than you really are. Be realistic.


• Remember - money isn't everything.


• Change grow and keep up to date.

Stay current and currency will follow!

Staying On Top Of Things

There are two kinds of stress at work - good stress and bad stress.

Good stress is the type that motivates you and gives you the edge to work smart, hard and better.

Bad stress is the kind that is demotivating, harmful and ultimately very bad for you.

How do you tell which is which? And how do you get better stress while avoiding bad stress?

1. Which is which? The best way to tell which stress you are under is to reflect on where you are at and what is taking place internally. Good stress creates a drive and pull factor within you to get the job done. Bad stress causes you to become frustrated, upset and often times will make you irritable and restless.


2. How do you get better stress? Simply - time management, delegation and understanding your role and the task.


3. How do you remove bad stress? There are times that projects and tasks will just not be completed properly or on time. There are also times that you will receive requests and extra work without knowing about it first. What do you do about it? In the short term - cope. In the long term - point out to the person who dumped the task on you that they could have manged the task better and it wasn't fair on you to have to pick up the pieces.

You can't avoid stressful situations - but you can learn to manage them and manage them well!

Personal Leadership Branding No.2

Great products are easily recognisable and easy to spot. Take Coca-Cola for example. With a significant and consistent brand they have been able to achieve market domination.

How?

• A Coke logo can be easily spotted in a crowded arena of fridge,


• You know what you are getting when you open the lid,


• It still tastes the same as the last time you opened it.

How does this apply to you?

• Can you be spotted in a crowd? (And I don't mean just by wearing loud clothes)


• What will someone hear you say when they ask you a question?


• Are you consistent in your approach and style?

Try doing this test so see where you at -

• How can I make myself stand out in a crowd?


• What sets others apart that people notice?


• What have I learnt recently?


• Am I recycling old thoughts and habits or am I developing new patterns?


• Am I consistent in my conversations with others and with what I tell them?

If you are aware that you don't stand out and you need to create your own brand, the best to start is in reflection.

Communication Skills

Simon and Marie from ijump posted about their experience with technology and communication.

They both started with the same scenario from which they devised a question to ask the public.

Simple enough - what do you want in a bank?

Simon asked the question using a very direct and simple form. "What do you want in a bank?"

Marie asked the question providing some context - "I'm with some executives and they want to know what you want in a bank?"

What was the difference - context.

The first question has no urgency, empowerment for the answerer or potential for results. It sounds more like a muse than a direct question to it's audience. Hence that is the way that persons responded.

The second question says - I'm here with someone who has the power and potential to make changes based on your opinion. Tell me what you think - I'll let them know - let's change something. Result - a bunch of answers in a very short space of time.

How does this affect the work relationship?

• What questions do you ask?
• How do you ask them?
• Do you provide context and a sense of urgency?
• If someone answers - will anything change?
  

"If you wish to converse with me, define your terms". Voltaire.

Integrity

Dr Henry Cloud wrote a very interesting book called "Integrity: The courage to meet the demands of reality". The by-line is 'How six essential qualities determine your success in business'.

I picked up this book two days ago and have been impressed with all that I have read so far.

There are three particular pitfalls the author outlines in his first chapter -

1. Hitting a performance ceiling that is lower than one's aptitude


2. Having an obstacle or situation that derails you


3. Reaching great success only to self-destruct and lose it all.

Interestingly the author believes each of these can be solved through a persons growth in integrity. I agree - but it depends upon your definition of integrity.

Organisational Culture

Nevin Danielson published his manifesto on Change This:

"Flow, Flee or Fight: Declare Yourself For Change In Your Organization".

Here is an excerpt - “It’s time for a shake-up. This one won’t happen because your boss decides it’s time. It will happen because you and your peers decide it’s time. Rather than relying on organizations to see what's in their long-term best interest, individuals are in a better position to instigate change. It will feel uncomfortable. You’ll be labeled a heretic. As solace, you’ll have the knowledge that you’re right.”

Nevin's basic message is built on the "fight" or "flight" premise. However he also expands it into "flow". Interestingly Nevin advocates for employees to begin to tell their bosses that the current systems don't work and need improving.

Empower the employee - build the business. It's that simple.

Fridays

Some people are big achievers - some aren't.

Some people can give 120% - 120% of the time. Some people can't.

Some people squeeze as much work as they can in before 4pm Friday. Some don't.

Which am I? - Aren't, Can't and Don't.

That's the way I am wired. My work life is a series of sprints, jogs, walks and meanders.

Is there anything wrong with that? No.

When I am running - I can only deal with what is directly in front of me.

When I walk and meander I do all my best strategic thinking and planning.

Fridays can be the day I get the most done as I wander through the day, reflecting on the different situations during the week. All the while I plan towards what to begin with on Monday.