Tag: Work

  • 12 and Go!

    12: The Elements of Great Managing

    I have been meaning to write a blog entry about 12: The Elements of Great Managing since I finished it in December. I have a few excuses, none of them particularly good. Let’s see:

    • I liked it so much I loaned it to a friend (HSG Consulting’s Principal),
    • I liked it so well that I actually spoke about it with friends instead of writing about it,
    • Or maybe I just needed some time to process.

    Go Put Your Strengths to Work: 6 Powerful Steps to Achieve Outstanding Performance
    Well, now I’m partway through yet another Gallup book, Go Put Your Strengths to Work: 6 Powerful Steps to Achieve Outstanding Performance. Go… is more of a workbook on how to make your job fit you better, how to contribute at a higher level, and maybe help others at your workplace do the same. It’s helping me clarify some things, some things that 12 brought to the surface.

    I think I’m a sucker for these Gallup books because they reinforce my belief that we can collaborate to recreate our work so that individuals and teams function at a higher level, so that individuals and teams contribute from their talents and cover each others’ weaknesses. These books capture and evangelize my vision of true diversity – that people with different superpowers (vision, command, strategy, relating, woo…) can come together because they’re stronger as a team than as individuals.

    Well, 12 is valuable because it emphasizes the critical list these same folks described in First Break All the Rules: the twelve items that make great workplaces, the elements that consistently attract and retain high achievers, the Gallup branded magic formula for success.

    12 argues that great managers provide the following twelve things to their teams: clear expectations, sufficient resources and materials, the chance to contribute at a high level, praise, care and nuturing, respect, a feeling of purpose, good colleagues who care about their work, good comerades, and a chance to grow with feedback (paraphrased).

    Now, this same group had explained this very same list in First Break All the Rules, but in 12, they shared stories of people actually doing these things at organizations, turning around places by paying attention to one of the missing elements. So, it is actionable and inspirational, providing at least a sense of the tools required to enact the vision.

  • Usability Professionals’ Association

    Here’s my statement of interest for becoming an officer of the local chapter of the Usability Professionals’ Association.

    I am ready to volunteer as an officer of the Michigan UPA. I have enjoyed the UPA events I have attended over the years – they often provide me some nugget I can go back and apply. And, I believe we really do need to pay attention to how we make things (software, websites, alarm clocks, projects, teams) so that they reflect and enhance our experience, rather than bother us. UPA has been a source of inspiration for me in this regard. Recently, I’ve been able to apply ideas from Lou Rosenfeld’s search analytics talk in January and many of the February Internet User Experience talks (schedule, photos). Additionally, I enjoy the other folks in the group and want to help support the local chapter.

    My background includes project management, technical writing, and project work where I always maintained a focus on the needs of the end user of the product, application, web site, or device. I’m good at seeing things that need to be done and figuring out the what, who, and how to get them accomplished. So, logistics, communication, organization, and team building. I also have some rusty PR skills I could dust off and put into service.

  • The Art of War

    The Art of War, Special Edition

    I finally got to The Art of War. I had been intrigued by this book for a while. Tony Soprano praised it in one of the first seasons of the Sopranos. Someone else recommended it to me as a book for people interested in management.

    Maybe I’m just unimaginative, but most of The Art of War really is about war, about strategy, spies, misleading your enemy, and obtaining a military advantage. It’s not so much a management primer.

    Sun Tzu advocates burning the boats, breaking the cooking pots, and setting fire to the stores of grain to motivate the troops (Chapter XI, aphorism 23). While effective, these options are typically unavailable to me. He also advocates hiding information from the team (Chapter XI, aphorism 35-36), and using spies (Chapter XIII). Perhaps the opponent’s spies make hiding info from the team a necessity, but I’m hoping I can skip both of those instructions.

    (more…)

  • Business process and … reincarnation?

    E-Myth Mastery: The Seven Essential Disciplines for Building a World Class Company

    So, I’ve owned a copy of Michael E. Gerber’s E-Myth Mastery for about a year and a half now. Something about its size (over 400 pages) and the grandiose subtitle “The Seven Essential Disciplines for Building a World Class Company” put me off.

    I think the timing was also bad. I purchased it near the end of my stint as an independent. I am wise enough to say that stint was no failure, but I also felt that I simply could not do what I wanted to do (build and be on great teams) as an independent. To do that, I would have been (and was) dependent on a middleman or middle-agency. I wanted a bit more say in all that, so I joined up with some others (see previous posts such as “uninescapable the uncertainty cost of subcontracting” and “reusable practices“).

    I started out my life as an independent reading Gerber’s E-Myth Revisited, in which he argues that most people starting a business are undergoing a temporary entrepreneurial spasm and really have no idea what they’re getting into (casting themselves as the main technician/worker bee, the manager, and the salesperson). He argues that most of “us” aren’t cut out for being an entrepreneur. Many smart friends pressed that book on me, and I read it, and it was largely accurate. My interest is in systems of people, not in being alone, and I am a poor salesperson. I’d much rather tell you what’s wrong with whatever I’m selling than what’s right with it. So, I’m a living example of Gerber’s point. I’m smarter in a team than I am on my own.

    Anyway, I am in the first 100 pages of this tome, which I’ve been putting off because it looked like such an investment, and I realized by skimming the table of contents that he’ll get to the subtitle (the seven essential disciplines) in the second section of the book. Hmmm. The copyeditor in me is thinking maybe we can just strike large sections of the beginning. But, as I’m reading it, the first half is about practicing to think like an entrepreneur and practicing at removing the blocks we all put in our own way-blocks against change, resistance to following the good advice of others, blocks even against success. Essentially, this isn’t a “business book” at all, it is about transformation. Fascinating.

    Gerber even talks about heaven and hell. Now, I don’t have much patience with a cotton candy heaven or a firey inferno elsewhere. I think those concepts only make sense in the context of this very moment, in the situations we create for ourselves, in the situations that result from our own behavior. I believe I have responsibility for creating the conditions of my life, and I know I’m in control of my own response to situations and other people. It’s up to me whether I experience my day-to-day life as essentially positive or as tedious or worse. Gerber speaks to exactly this point, to taking responsibility for our own vision, and to the hell that we create for ourselves by reenacting old patterns of behavior that may have been useful in other situations but no longer apply.

    In The Strange Life of Ivan Osokin, Ouspensky says that reincarnation is not what we’ve been led to think it is, but rather that we’re reborn to relieve exactly the same life we’ve lived, over and over again, until we make a significant choice in a moment to do something different than we’ve done it, life after life. In that moment we are instantly transformed. Ouspensky was saying that hell on earth is life as we have always lived it, and heaven on earth is breaking free of our long-standing patterns. I don’t have to tell you that it takes an enormous amount of energy, passion, determination, and will to even see the patterns, let alone break free of them.
    p. 37

    I suspect as I go further in the book, I’ll have very different things to say about it. I expected it to provide concrete recommendations for systems and practices to consider and implement, things I hope to apply to my day-to-day work. I didn’t expect it to connect so directly to yoga, to my meditation practice, and to self-transformation, but I suppose I already know better, that it is all connected. It is just fascinating to see the connections drawn so distinctly.

  • Wanderlust hangover

    We went to my former employer’s holiday party last night. Even though it has been two years since I worked there, my husband and I still go to catch up with the people and enjoy the celebrations.

    My old boss’ wife is a trained opera singer, and each year she brings in live music. She sings Christmas carols with the pianist and bassist in that rich voice of hers that finds you wherever you are at the party and invites you to join her. The food is spectacular, the drink plentiful, and the company whip-smart and funny.

    From pretty much everyone, I got the inevitable question, “so where are you working now?” and bemused surprise that I’m actually on my second place since I left, 1/year. I learned they’re again advertising my old job, and some of the wives asked me if I was thinking about returning. I hadn’t known, and I’m not, but, it was great to catch up and feel the warmth and affection of the very familiar group. Maybe it was the Christmas carols, those bittersweet songs of longing and hope for holiday perfection, or, maybe it was all the champagne they poured me, but I got nostalgic.

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  • Virtual-virtual standup?

    From Stephen: another variant on remote standup from 37 signals. Want to try it?