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.
I came across this lengthy article from The UK’s Daily Mail detailing the nightmarish conditions at Staffordshire Hospital, where it is reported that between 2005 and 2008 as many as 1,200 patients died needlessly due to appalling conditions and neglect.
Keep those dates in mind – this is current. The events described in the article did not happen in some long-forgotten past or in a third-world hell hole. This scandal is unfolding, right now, in one of the most developed nations on earth. If you want to know just how far an organization can stray from the Respect for People ideal that lies at the root of Lean and Operational Excellence, forget Foxconn and look at the UK’s NHS.
There are a host of other articles on the Daily Mail site. This article shares stories from the families of victims of the hospital’s abuses, where people were so thirsty they drank water from dirty vases and patients were often left to soak in their own urine for days.
The scandal runs wide and deep, and would be shocking if it wasn’t so utterly disgusting. The Guardian has published a guide to the scandal, demonstrating just how far-reaching this is that it requires a guide.
Amazing that, in an era where Lean Healthcare is gaining more and more momentum, a situation like this exists.
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.
My 3-year-old is following in his 7-year-old brother’s footsteps and taking an intense interest in Nickelodeon’s Dora the Explorer. After a couple years of not having to listen to the theme song ad nauseum, we’re back into the thick of things.
For those who are not familiar with the show, Dora frequently goes on adventures and isn’t certain which way to go. In those situation, she calls upon her trusty map, which shows her the way.
If only we were all so well prepared.
In business and in life, we all need a map. Too often, we move without thinking or jump in without looking. We buy into the paradigm that says we ought to fail fast, but we don’t bother to ask, “Fail at what?” Failing for the sake of failing isn’t the path to enlightenment, it’s just stupid. Even if you’re prepared to accept failure – that failure needs to be leading in the direction of some intended destination, meandering as the path may be. Otherwise, the exercise never ends and nothing is ever learned. It’s just activity for the sake of activity.
Activity without planning at any level is just folly and entirely wasteful. Planning is the result of consulting the map – we can see the current location, the destination, and the obstacles in between. Without a destination in mind, and a plan for getting from here to there, all that results is misalignment of goals, fits and starts, lost momentum and, quite frequently, situations where people are more than happy to clear an entire forest just to deliver a toothpick. The purpose, after all, was to show activity over and above the value of delivering the end product.
The guiding principles of an organization are what the people working within that organization turn to when they don’t know the way to go. Those principles align people and, even if there is no certain way to go, will at least tell you which way you should not go. In effect, they become your map. They let you know where the terrain is flat and clear, or rocky and overgrown, and allows you to see all the other route options to help you adjust course and still reach your destination.