Snowy boots: A reminder that enjoyment enhances skill

Sunburst in Snowy Mountain ForestA walk in the woods this weekend with my sons, ages 8 and 3, was initiated with the expectation that the snow on the trails would have melted enough for us to walk on the ground or, as this time of year in northern New England typically requires, in the mud. Unfortunately, we didn’t find any mud (nor the associated puddles that are so much fun to stomp in) and, instead, discovered the trails were still covered by a good foot of heavy, compacted snow.

I contemplated turning around, and heading back after a short walk, but the boys were having a blast and convinced me to just keep going.  Falling into the snow up to their knees, at times, didn’t sway them in the least.  You see, for them, the importance was in spending time outside walking with each other.  We worked hard walking on the snow-covered trails, much harder than was needed had we decided to walk on an asphalt trail in a park, but we carried on just to enjoy the day and be near each other.

The situation made me think of some comments left in response to my post on Marissa Mayer’s decision to end telework at Yahoo, a person going by the unfortunate name of “FuggleyBrew” over on reddit.com posted the following:

You don’t need to be passionate for a companies every action in order to be one of its top performers.

They’re a company, they pay you to provide a service for them, you can be dedicated to performing your job well and earning that money but not be devoted to the company.

Yes, and….

While you can do work for money and do a fine job, imagine how much greater of a job you could do for a belief in addition to a paycheck.  As my boys demonstrated, even children will work hard for something they believe is worthwhile.  If you can combine that kind of belief with a skill so well developed people are willing to pay you for it, I can only imagine the degree of success that could be attained.

As business leaders and managers, it is important to bear this in mind, and to set an environment for people that engages their passions, and doesn’t just offers them a paycheck.

Presentation tip: Don’t rely on the presentation

conference room presentationA few weeks back, Karen Martin authored a post for her blog entitled, “How to capture an audiences attention” in which she gave several good tips for remembering your audience and delivering a strong presentation.

Inspired by Karen’s post and a recent chance to address the MassBay PMI chapter (a presentation for which I give myself a B+) I’d like to add another, useful tip to all those would-be speakers out there:

Don’t rely on your presentation to capture the audience, rely on your ability to present.

By presentation, of course I mean PowerPoint decks or other visual aids.  Quite frankly, unless you have something technically complex that can only be understood with a graphical depiction, or you have something uproariously hilarious that can only project its humor when seen, then you really don’t need slides at all.

Yes, perhaps decorum necessitates that you have them, but you really shouldn’t need them.  You really ought to be so utterly devoted to your topic that you can carry the audience without relying upon the screen.  Take a look at many of the TED talks – there’s just a passionate person talking, not a smart instructor elaborating on words most of the audience can already read.

My short speaking experience is already telling me – don’t even think about opening that PowerPoint file until after you have perfected what you will say and how you will say it.  Else, the slides will guide you.  You need to develop that perfect ability to deliver your topic to the room first.  Then, if you must,  craft a few slides around it.

But only if you have to.

Understanding questions

question marksI came across this post from the Derek Bok Center for Teaching and Learning at Harvard University detailing the different categories of questions:

 

Some Different Types of Questioning

Facilitating student discussions can be one of the most difficult aspects of teaching. Listed below are some different types of questioning one might use to encourage student participation in class.

Open Ended Questions

What’s Going On? What do you make of this situation? Casting question nets out to see what comes in. Listening for entry and emphasis points.

Asking for Information

Where? When? Who? What? Facts and opinions.

Diagnostic Questions

How do you interpret and explain “A” and “B’s” impact on the situation?How do you weave these points into some kind of understanding of what else is going on, possibly behind the scenes?

Challenge Questions

Why do you say that? How would you explain� Where is the evidence for what you say? How can you say a thing like that? Is that all? That’s just the opposite of what Student X said. Can you persuade him/her?

Extension Questions

Exploring the issues. What else? Can you take us farther down that path or find new tributaries? Keep going? Therefore?

Combination Questions

How would you relate your points to those mentioned by Student A or to something else you said?
How would you understand X in light of Y?

Priority Questions

Which issues do you consider most important? Where do you start? How would you rank these?Action Questions
What would you do in Person X’s shoes? How?

Prediction Questions

What do you think would happen if we followed Student Z’s action plan? Give us a forecast of your expectations. How will he/she react to your thinking?

Generalizing and Summarizing Questions

What inferences can we make from this discussion and case? What generalizations would you make? How would you summarize the three most critical issues that we have discussed? Can you summarize the high points of the discussion thus far?

 

What I find interesting is that, while intended to be questions asked of students in a classroom, these exact same questions are the sort of things that ought to be asked in the workplace when attempting to promote continuous improvement.  This list of questions serves as a useful study guide for anyone looking to conduct a root cause analysis or initiate a process change.

Stump the chump and the art of accountability

business relationships teams friendsThis past Thursday night I delivered a presentation on understanding the 7 Wastes of Lean and how they are manifested in project management.  It was the largest gathering I’ve spoken to yet, and presented some interesting audience dynamics that were far different from when I presented the same topic to about 50-60 people at the New Hampshire chapter.  Overall, the presentation was fairly well received, however, and I think I delivered my point.  It was good speaking experience and gives me some time to reflect on how to work a larger room.

At the end of the presentation, a question was asked of me by an audience member:  “How do you make people accountable?”

It was clear that the situation this person was in had caused a great deal of frustration and difficulty.  As I pressed for details, it appeared that the situation was one in which a project had been assigned in typical “responsibility without authority” fashion.  Supposed team mates who needed to be a part of the project simply weren’t complying and, it also seemed obvious to me, the naming, blaming and shaming had begun.

My response?  A very unsatisfying quip that the project was doomed before it began.   The truth is, it looks like this project was sponsored via edict, by someone with no ability to grasp the difficulty of the situation or, even worse, someone who had and decided to place the responsibility for it upon the shoulders of an underling.  Also, I asked why people are resisting the change?  The answer was that they were afraid to change.  So, in my estimation, they were in an environment of disrespect because, lets’ face it, if you are fearful you are being disrespected, given the way things at work tend to go.

While likely accurate, those observations don’t really help the poor project manager who must deal with such a lousy situation.  The truth is, it’s always easy to blame management (which I also stated), however, you can influence from your own level on down.  So, I am sorry to say, that while the environment this Project Manager was in was entirely toxic and the assignment was probably doomed, there was a lot more that could have been done to make the situation better.

So, upon reflection over the course of the weekend, I have come up with some other advice.  Now, I won’t bore people with the usual rhetoric:  Approach the sponsor for additional support, lay out ground rules for the project team, establish tasks and task owners.  Those things are fairly simple and rely on utilizing tools rather than getting down into core people-centered concepts.  My best advice, then, is this:

Make friends.

I am as guilty as the next person in relying too much on being right and too little on being liked.  While all those smarts turn up evidence that is undeniable, people will still tend to go the other way, preferring to be wrong with friends than right and alone.  If you spend time making friends with people, they will do more to help you and be sympathetic when you are handed that miserable dog of a project.  Having those relationships does, indeed, make things easier and, therefore, enables the participation and experimentation needed to bring about success.

Now, people will say that such things ought not to be necessary and, if you are dedicated to a task or a company, that people should put aside their personal feelings and get the job done.  True.  They should.  True, also, that they won’t.  If you establish personal ties, however, people will choose to help you, they will choose to work on things they don’t want to just to spend time with people they like, they will choose to do a good job in order to make you look good, and they will choose to hold up their end so that they do not let you down.

In short, they will choose to be accountable.

So what if it’s important?

office_work_by_linni_fight

office work by linni fight

I wish I had a nickel for every time some new initiative was rolled out, sometimes with mandatory attendance at grandiose presentations proclaiming the utter importance of the initiative to the future survival of the company.  If I did have a nickel for every one of those, I’m certain to have a whole lot of nickels.
Unfortunately, asserting that the reason for change is  important violates the Fat Smoker principle, as I like to call it, which was a term coined by David Maister.  Essentially, it is the awareness that although we know what the problem is, we rarely address it, no because we don’t know what the right thing to do is, but because in order to get to something good we must first go through something difficult.  Here’s a video of his thoughts on being a Fat Smoker:

 

Knowing that something is important is only necessary for change to occur.  It is not sufficient for full, genuine adoption of new behaviors.  In order for people to change their behaviors, it is necessary to demonstrate how the change from the old to the new will make life easier, even if it requires some difficulty in the near term.

When I say “make life easier” I mean at the personal level – not the organizational.  If the organization is made more profitable, that creates some amount of ease, but one that doesn’t necessarily transfer all the way down to the individual.  In fact, most initiatives have the opposite result – making the long-term workload for the individual more difficult.  Sustaining the improvement also becomes easier because, once people are able to accomplish the desired outcomes with less strain, they will always want to keep doing things in the easiest way they know how.

It must be noted that, if the people within an organization have been subjected to years of strain and strive, however, they will not easily adopt anything new.  The lack of trust is simply too pervasive.  In these cases, incentives in the form of tangible or intangible rewards are often doled out in order to reward those who adopt the new behaviors with the greatest zeal.  Unfortunately, in these circumstance, no amount of management pressure, bribery or cajoling will ever be successful in the long term because the energy required on the part of management to enact such things will eventually run out, too.

People will develop new habits based on a perceived personal benefit, and even then, old habits die hard.  Overcoming this inertia requires a bit of guidance.  When it comes to change, nothing is as important as an engaged, supportive and authoritative leadership.