A 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.
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.
Incremental Theorists believe that success is achieved through putting in the necessary hard work. According to Dr. Dweck, a big key to a successful life is to embrace being an “Incremental Theorist” – so when failure or disappointments occur, you are ready to overcome them.
This quote from the article is powerful:
Discipline, effort, patience and courage are hugely important core values for kids to grow up embracing.
They are also hugely important core values for adults to maintain, too. I think we can easily simplify that message and state that Discipline, effort, patience and courage are hugely important core values. Period. It doesn’t matter if you’re a grown up or just look like one, either.
Consider all of the writings on change management, personal improvement, operational excellence, or just about anything else I’ve ever discussed in this blog. Every school of thought regarding those issues relies on some combination of exactly those same 4 principles: Discipline, effort, patience and courage.
Eric Ries’ Lean Startup movement seems to embrace these concepts most closely. To successfully launch, you have to have a plan, work your plan, stick to the plan, but be willing to make the courageous decision to pivot when called for. That dynamic applies to many facets of both work and life far from the startup environment, too.
Since there is always overlap of concepts and even repackaging of old one, I’ll go ahead and assume that the practices advocated by the Incremental Theorists aren’t anything entirely new. Nonetheless, the depiction of the characteristics necessary to overcome adversity is simple, powerful, and entirely consistent with the best practices for both business and personal development (and isn’t it funny just how much those 2 things go hand in hand?).
On a recent trip home for the Holidays, I was railing about such-and-wuch workplace goings on, when my father shared a story from his days managing projects in the construction industry.
His experience was in steel fabrication – the guys who take standard bpieces of milled steel beams, bars and plates and cut it into the pieces necessary to erect buildings and bridges. As such, he worked closely with the erectors who took those custom-fabricated bits of steel and turned them into the skeletons around which the rest of the structure was put together.
Often times, he told me, he would have to report to the job site for a project status meeting. The general contractor, or whatever entity was in charge, would require all the leads of the various teams to report out and hear what was happening and where the project was, and establish any hand-ins and hand-outs that had occurred, or needed to occur. None of which sounds too terrible, of course.
That is, until Dad also let me know that, as the “steel guy,” most of his work was done fairly early in the life cycle. The steel was cut, fabricated, delivered, erected, corrected, charged back, and his end of the project entirely signed off. Nonetheless, he was bound to attend these hours-long meetings at times, just to hear how the electrical inspection and finished carpentry was progressing. His activity on the overall project was long since done and over with, nonetheless, in the name of communication, he was required to attend. The fact that the meeting would never include any information he needed to hear was entirely lost on the meeting’s organizer.
So it goes with most meetings. Well-intentioned people will often, in the name of completeness or the feel-good sensation of having shared information with the entire group, call large all-hands meetings and blurt out every bit of info under the sun, just so everyone is “on the same page” and can understand the “project environemtn” and “paths to success.” Unfortunately, what gets lost is that the project is made up of many, many mini-projects and, just as the PM does not want to waste time and cost by speding effort on anything not relevant to his or her project, so it is with the leaders of all the mini-projects, too.
Communciation for the sake of driving a necessary decsion, from the necessary decision makers, is valuable. Communication for the sake of team building and understanding is valuable, too. Communication for the sake of adhering to formal or informal protocols or because “this is what we’ve always done,” or because of a single-sided belief that people want to hear what you have to say is misguided. People like to know what’s going on if it helps them to get a job done. Otherwise, all that communication is just a hindrance to some actual accomplishment.
Those of you who follow this blog regularly…yes, both of you….are well aware that I haven’t done much with the blog for a while. In fact, I haven’t done anything in over two months. Let’s just say, life’s been busy.
My older son, not yet 8 years old, has had an intestinal problem that, while temporary, is difficult and a lot to deal with. He’s also had problems with kids and teachers at school socially, and self-esteem and confidence and just plain belief in himself have all taken massive hits. We’re working through all of that and it sure isn’t easy.
My P.o.S. car died, necessitating finding a newer, cheap slightly less P.o.S. to run around in for a while, straining the family budgets.
I was enrolled in a Project Management Professional class, which concluded in November and I had the exam date set for December 9th
The usual Holiday time running around that will make anyone crazy.
So, there’s been a lot going on and, truth be told, I had lost a whole lot of enthusiasm with the blog. It wasn’t scratching the itch anymore personally, and I was at something of a crossroads professionally – which was brought to a head by the PMP prep course. You see, for all my affinity for Lean and Operational Excellence as the foundations for improving the workplace, and life, my experience with them has primarily been intellectual. My professional day job resists Lean thinking significantly, and gives me little opportunity to practice. The vast majority of my professional background is in project management and, as I contemplate career moves, I simply don’t have enough resume fodder to get where I want to go by using Lean as my primary driver. This realization, more than anything else, led to my absence from the blogosphere for a while.
Truth be told, I had no idea where I was going with this thing, and although I didn’t want to give up, it seemed I had no ability to move from where I was. I felt like a ship, stranded at low tide.
During this time, however, there were a number of positives occurring that began to set the stage for better things. First and foremost, I was contacted by an acquaintance with an entrepreneurial opportunity. While it is challenging to find the time to work on that endeavor, it’s remarkably interesting and, if the idea comes to fruition, it is potentially quite lucrative. Being a part of concept development in the early phases of a start up endeavor is incredibly satisfying. As a part of that opportunity, I created my own LLC. I’m not exactly certain where that is going, (it will be some sort of speaking or writing of articles kind of thing), however, contemplating what I can do with it is also a great project. Here’s my logo and banner:
I’m not a wizard with the graphics just yet, so cut me some slack as I work those things out. Nonetheless, I think it’s going somewhere. I have a URL reserved for it and will be building out that site in the weeks/months ahead.
By the way, I did pass the PMP exam and I am now a certified Project Management Professional (I’ll have to update my profile). That designation appears to be opening doors already as I’ve had a couple good conversations with people in companies I am curious about already. What I do, and when I do it, are still up in the air – but the future is looking brighter. Additionally, just this past weekend, I was presented with a speaking opportunity out of the blue, which should give me a much-needed opportunity to help launch the LLC.
What all this reminds me of is that we very often don’t know where we’re going, or even how we got where we are, and when we hit these low times it tends to feel as if we’re going to be stuck there forever. What is most important to remember when things get this way, however, is that sometimes the best thing we can possible do for ourselves is to simply endure. Stay in the game, last as long as it takes, don’t back down and don’t get ahead. Just simply stand there against the things that attempt to pull you apart and prove out that you can last longer than the troubles that surround you. When you give up, you start down the long spiral ofnever feeling fulfilled. When you endure, you keep yourself prepared for better things.
Last night was one of those unfortunate, frustrating nights in our house. At 3:10AM, the dog decided he needed to go out into the yard, which caused him to prance loudly around our bedroom until we woke up to let him out. Although he woke up both my wife & I, I was awake enough to get out of bed first (which rarely happens), so I let the dogs into the yard, brought them in, and went back to bed.
About 15 minutes later, before either of us could fully doze back to sleep, the 3-year-old started to cry in his bed. It was just a bad dream, and he went back to sleep quickly, but when I came into his room I moved his toy dog over on his bed to make room for myself. The button on the dog’s paw that causes it to sing and talk was now easily triggered every time my son rolled over onto it, which we discovered about 5 minutes after I went back to bed.
My wife, aggravated with the singing, got out of bed and went down the hall into my son’s room, and simply moved the dog over, expecting it to finish its song and then go silent. Too tired to take a look inside the dog and switch off the battery back, she stumbled back to bed hoping the problem would go away. Of course, by now, the 3-year-old was awake, and playing with the dog – hitting the buttons over and over to listen to the dog sing and talk. Then, it became my turn to go and try to calm him down, which was impossible, and by 5:15 he was ready to run and jump, so we got up and went downstairs to watch some cartoons while I tried not to bang my head against a wall until I fell into unconsciousness.
Most of us have been in situations like this, or at least similar to it. Tired, frustrated, stressed out – we seek a quick solution to an immediate problem, ignoring the potential long-term consequences. For me, I simply moved the dog over rather than putting it someplace where it couldn’t be triggered accidentally. My wife compounded the problem by just moving the dog and not taking a moment to find the off button. As a result of taking care of an immediate problem, we ended up with a much longer-term one: the toy dog kept on singing and the 3-year-old kept on playing, leaving us both tired, frustrated and grumpy as hell for the rest of the day – which will culminate with trying to get the kids to bed (and this time with the dog switched off, which he won’t understand, which means he won’t sleep well….).
Taking a few extra minutes to solve a problem for good seems like an onerous burden when you’re in the middle of the firefight. That exact same behavior, however, is what leads to the next firefight in the first place. Although we instantaneously reward ourselves (even with just a few more minutes sleep) for taking care of an immediate problem, we need to remember that solving the bigger problem usually means thinking about the longer term, and that alone will usually guide us to much more long-lasting solutions that allow us to avoid the next problem altogether.