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Posts Tagged ‘Leadership’

The best leaders are open

June 21st, 2016 No comments

According Robin Sharma’s book Leadership Wisdom from The Monk who sold his Ferrari the best leaders are open. Here is an excerpt from the book.

To truly win people’s support and deep commitment to your future vision, you must communicate as much key information as possible to them.  The more they know know about what you are doing, the more they’ll invest in where you are going. Just as with aggressive listening, being open and sharing ideas with people is a mark of respect.  Having the decency to quickly and accurately inform them of the things that will affect them will shows them that they are important.  It shows them you value them.  And when you constantly keep lines of communication open, your employees will begin to value you as a leader, so much so that they will not want to let you down.  That’s when the magic starts.

Providing clarity in an open and transparent manner consistently is Leadership. 

Categories: Leadership, Quotes Tags:

Crisis: Chaos to Resolution

October 14th, 2015 No comments

SparkPilot_Chaos_OrderCrisis situations tend to be great breeding grounds for confusion and chaos. The good news is that it is fairly easy to stop this natural state. A Leader and a sound and tested crisis management plan.

In this post, I share a simple high-level methodology to handle a number of crisis situations. The model is pretty simple and consists of breaking the situation up into phases with distinct goals for each phase. In the real world, it is pretty common to have to go back to phases that were already completed as more information is found or especially when there are multiple issues. For each phase, there are two themes. Issue(s) and communication.

1. Identify

This is the first phase and marks the start of the crisis management effort. The first step is to do a quick triage and to determine what additional skills are needed. This initial scoping will enable the Incident Commander to determine who needs to be engaged to help isolate the issue further.

Now because the issue has been identified, it is easy to notify customers that there is a known issue and that the team is engaged.

2. Isolate

Based on experience, this is the step that requires the highest level of discipline because of the common behavior for folks to try and solve the issue(s) instead of trying to isolate the issue. It is important to isolate the issue to lay the groundwork in order to stop this issue from occurring in the future.

In this phase, the team needs to isolate the issue(s) down to the granular component(s) that is/are causing the issue(s). As more information is gathered, it enables the Incident Commander to engage or release the appropriate Subject Matter Experts (SME) on the team.

When it comes to customer communication, I prefer to communicate the actual current state until the issue(s) are isolated, even if it is not possible to provide an estimate on when the situation will be resolved. Therefore, when entering into the Isolate phase, I like to notify the customers that the team is engaged and starting to isolate the issue(s). As progress is made, provide progress updates to customers. However when progress is slow, switch to timed update methodology and provide customers with updates on a predetermined interval. There are pros & cons to each of these approaches and therefore you will need to select the mechanism that suits your business needs the best.

3. Restore

Now comes the steps to mitigate or restore the situation to “normal”. The million $ questions is what is normal? The definition of “normal” is best defined before the crisis and I prefer a checklist that can be used to determine if the situation has returned back to a fully functioning state.

Back to the customer communication, with the checklist, you can communicate to the customers that you are on step 3 of 9 or whatever the counts are. To get the durations of each step, this information should be collected during the test runs or other similar crisis situations.

4. Repair

This step is where the issue is repaired should the root cause not be addressed in the Restore step. This step also covers the elimination of any mitigations performed and returning the state to the fully operational state.

Remember that some customers would like to know when this step has been completed.

5. Eliminate

The Best Customer Impacting Incident is the One that didn’t happen!! Therefore, in order to make this statement come true, it means that the team needs to learn as much as possible from all crisis situations and apply these lessons learned to any possible future states. So, it is important to analyze the situation and to define action items with clear owners for each action item. This step will eventually ensure that the situation is eliminated. I prefer to use a formal retrospective review of the crisis situation. This process is very similar to the typical ITIL post mortem but is more collaborative and integrates much better in an agile or continuous operational state.  I will be publishing a blog post on a very effective retrospective technique within the next month or so.

Ideally the information gleaned from the retrospective can be used to formulate a customer communication. Unfortunately, this is not always possible; provide customers with some type of report so that they do not have to speculate and operate in the dark. Then continue to perform the due diligence in the background. This enables a data-driven followup with customers, should it be needed.

Crisis Leadership

October 11th, 2015 No comments

SparkPilot_CrisisLeadership always matters and in a crisis situation, leadership matters even more! When running a service, one of the most critical times is when the service fails and someone will need to step up and take the lead. Without someone taking the reigns, I have seen a mariad of situations arise and as such I am sharing a very high-level definition of the key focus areas for crisis leadership role often called an Incident Commander or Crisis Manager.

Assemble the team

The very first responsibility of this role, is to assemble the team with the skills needed to restore the service ASAP. Then if the problem shifts or there are multiple issues, it might be necessary to adjust the composition of the team to ensure that the skills needed are available. Sometimes in a long running situation it might also be necessary to perform shift changes including the Incident Commander.

Communicate, communicate, Communicate

A service without customers will not last for long and as such it is imperative that the situation be communicated in a clear and concise manner on a regular and predictable rhythm. My preferred communication rhythm is either 15 minutes or 30 minutes and needs to be defined as part of the Standard Operational Procedure (SOP).

Maintain Focus

Ensure that the team maintains the necessary focus needed to restore the service. It is my experience that engineers who don’t know what to do after 5 minutes of thought time will still not know what to do after 25 minutes of thought. Bring in another engineer who is able to operate more effectively under pressure. As such, I would suggest that the Incident Commander operate according to a predefined process to handle the situation where slow or no progress is being made. This enables the Incident Commander to engage other engineers to help expedite things as part of the SOP and not making it personal. This is one of the most difficult tasks an employee can be asked to perform because most folks do not want to wake up others in the middle of the night.

Quality

Do a job right or don’t bother! This is really easy to say yet extremely difficult to adhere to in a crisis situation. It boils down to Leadership and someone flying this flag. In most cases people will follow the lead.

Urgency

The best idea tomorrow really doesn’t help us solve today’s crisis situation. I am big fan of using countdown timers to create the stimuli needed to engage additional team members or escalate to executives.

 

 

 

 

So you want to be a People Manager

August 26th, 2015 No comments

Over the years, I have had many conversations with folks that considered the option of moving into people management.  For the purposes of this blog post, I am going to assume that as a new manager, you will be a team lead with people reporting directly to you.

Put others first

This is a big one and one that does not come easily.  Are you prepared to put the welfare of others ahead of your own?  e.g. When someone on the team messes something up and causes an issue, will you point them out and throw them under the bus?  Or will you take the heat and work with them to improve?  Are you prepared to wait for the team to succeed even if your boss wants you to deliver the project today?  Are you willing to work someone on improving their skills even if you can perform the task quickly and accurately in a fraction of the time it will take them?

Communication

Are you able to communicate what you need done in a manner that they understand and want to deliver?  This is critical because if you are not able to communicate what needs to be delivered in a clear and understandable manner, the team will not know what needs to be delivered.

Patience

Do you have the patience to let them make mistakes and learn?  Or even more difficult, do you have the patience for them to take twice as long to complete a task than you could do it yourself?

Tough Love

I used the term “Tough Love” here on purpose because I do not mean firing someone.  If you want to fire or tell people what to do, then you just failed on #1 because you are putting your wishes above those of others.  What I am referring to here,  is the ability, and willingness, to have difficult conversations that are beneficial to the person. A great example of this is appropriate dress code when meeting with customers.

 

 

 

 

 

 

 

Measuring success of our Leaders

December 26th, 2012 No comments

I receive daily emails from the Frances Hesselbein Leadership Institute and they sent this quote out late December.  I have been thinking about it quite a lot.

The criterion for measuring the success of our leaders should be how well they serve everyone that has a vested interest in the success of the enterprise.

Bill George

————————————————————————

 

My Thoughts

  • We are being measured, whether we want to be measured or not.  Are we helping set how we believe we should be measured?
  • How well are we serving those with a vested interest?  Who has a vested interest?  I can think of a number of people in large corporations that have forgotten that we are here to serve….
  • We are here to ensure success.  Not to stroke your ego Mr. Colleague / Boss /  ……………………………..  <- place for you to add title / name

 

If you don’t know Bill George, here is a link to his bio.

 

 

 

 

Categories: Leadership, Quotes Tags: ,

Mother Hen at Work

June 14th, 2012 No comments

I recently received a call from an ex-colleague, whom with I hadn’t spoken with in almost a year.  She wanted to talk about an open position on my team, which surprised me because she did not have the skills that we were looking for.  However, she wanted to talk about someone else who she knew had applied for the position and was hoping to get an offer, let’s call him Joe.  I was floored when she then started to tell me that Joe was part of her brood and she just wanted to make sure that this was the right thing for him.  This went on for quite a while with me scheming about I could get off the call ASAP.   Then she started to tell me that I needed to treat him right or the Mama Bear in her would come out.  Wow!  At first, I was ready to hangup but then I realized that she did not mean this as threat and it was just her expressing her concern.  Nice but…………..

SparkPilot.com Mother Hen Image

This made me think back about a similar situation a couple of years back where a where Jane, was irritating her workmates.  They felt that she was constantly trying to tell them what to do.  In their opinion, it was always about what she wanted to do and she would not respect their opinions.  Jane was not happy either and spoke to me about it.  Here is where we landed.  She was a single mother of three and therefore at home she had to be “the strong one”.  This meant that she was so used to issuing instructions to her kids and not listening their responses. It was the only way that she was able to keep control of them. When questioned by the kids, her response was:  “because I say so”.  In the work environment, she often saw questions from her colleagues as personal attacks and that they did not listen to her.  During our discussions, she realized that listening was very different from them doing what she said.  She also realized that she just wanted to be heard but her home role had skewed what she wanted and she was expecting her colleagues to do what she said.  She changed her expectations and things flourished from then on.

So, based on these two situations, I might be coming across as anti-Mother Hen.  This is not true, all I ask is that the Mother Hen identify first whether the person/people that they are communicating with recognize them in the role of Mother Hen.

Let’s contrast these two environments

Home

  • It is the parent that generally provides the leadership and guidance.
  • The parent role equals total authority and the de facto leader so it acceptable to make unilateral decisions that affect them.
  • Because I say so, can be an age appropriate response, especially in a crisis or where confusion prevails.
  • We are parents by birth.
  • Parents define the acceptable behavior boundaries in the home.

Work

  • The leadership and guidance could be anyone, peer, manager….
  • Our colleagues choose to follow our leadership or not.  It is their choice not ours.
  • We are appointed to our roles, either because that is our role or because someone else says that we have the qualifications.  Generally the role is formal.  i.e. engineer, nurse, manager?  I don’t think the mother hen role exists.
  • A formal span of control exists.  Do you have the authority to make decisions on their behalf?
  • Laws, corporates guidance, people’s culture and their expectations of us define the acceptable behavior boundaries in the office.

 

So before you assume the Mother Hen role outside the home, please think of the following:

  • That person that you mothering / herding, did they ask you to mother or herd them?
  • The person that you are interacting with, do they recognize the Mother Hen role in the office?  Do they see you as the Mother Hen?  And more importantly, how do they judge you as the Mother Hen?
  • Is it appropriate for you to play this role now with me?
  • Know your limits and the person’s boundaries and do not overstep them and just to make sure, ask.

 

 

April 30th, 2011 Comments off

Leadership becomes necessary to business and communities when have tough challenges to tackle, when they have to change theirs ways in order to thrive or survive, when continuing to operate according to current structures, procedures and processes no longer will suffice.

 

-Ronald Heifetz-

 

Categories: Leadership, Quotes Tags: ,

Is it about the Leader or the Followers?

March 9th, 2010 No comments

Wow, here is quite an entertaining yet educational video titled Leadership Lessons from Dancing Guy.

Enjoy

httpv://www.youtube.com/watch?v=fW8amMCVAJQ

Categories: Leadership Tags:

Trust

February 3rd, 2010 2 comments

I arrived early at a restaurant for a meeting and overheard a discussion while waiting for the others to arrive.   Here is an excerpt from their conversation that resonated with me.

They don’t get it!  They are oblivious to the fact that no one trusts their team. I mean they claim to be transparent but when we need information from them, need have to search for it ourselves.  I think it is short sighted on their behalf when they watch me search, even if we ask them for help and they don’t help.  Then when we find the information that we need, they claim that they are being transparent with us.  Yeah right!!

I discussed this behavior with a colleague and he was familiar with the behavior that was being discussed above.  He labeled it as “discovery driven disclosure”.  He also mentioned that he had experience with behavior in the past and it had been really difficult to partner with that team because  their behavior undermined trust.  As a result, the teams spent a lot of time questioning each other and not so much time collaborating which impacted their ability to successfully deliver a solution.

The comments and followup discussion got me thinking about Trust.

Trust is the basis of all relationships, both personal and professional. We all establish trust with others in our own manner.  We also have our own starting expectations for others when it comes to us trusting them.  Some of us will trust others with little evidence, giving them the benefit and assuming positive intent. Others expect the trust to be earned and start off with a much lower level of trust.

Building on this starting point for trust, let’s look at some of the other elements that influence how we establish trust.  The first one, is how the role that we perform affects the trust level. We all tend to trust people that have “earned” a higher standing.   For example, we expect the chef at a fine restaurant will use fresh ingredients and work in a pristine kitchen when they prepare our food. If that chef is from a Michelin 3 star rated restaurant, then the expectations will be even higher.

The final and most important  element is the impact of our actions.  Therefore we need to be conscious of the impact of our actions or inactions on our trust level.   Be careful of disingenuous behavior, disrespecting others, selfish behavior and of course lack of disclosure or transparency because these behaviors will impact our trust level negatively..

Pulling it together

To help illustrate how all of these areas relate to each other and how they impact the level of trust, here is a formula to help quantify the trust level.

a – Starting Expectations

b – Role

c – Actions

To use the formula, each of these variables needs to be assigned a number of between 0 and 5, with 5 being the highest rating.  Now just rate each of the elements and then total up the numbers.  This will provide you with a qualitative trust rating.  Having some of your customers, partners or employees provide you with their ratings, can be an eye-opening experience.

Regarding the evaluation of the total value.  This will be unique to you and you will need to determine what numbers you are comfortable with.  For me personally, the number needs to be above 10.  I also use the formula by assuming positive intent and therefore if I have not seen any actions or behaviors, I assign either a 4 or 5 and then evaluate again when I have more data.  Using the graphic below, the red area is the high risk area while the green is the safer area, naturally with the ideal being a perfect score.

I finish this post with a quote a Robin Sharma book:  Leadership Wisdom from the Monk who sold his Ferrari.

Being open and truthful also means that you take care of the little issues and skirmishes that come up every day before they escalate into full-blown wars.

Top 25 Companies for Leaders

December 18th, 2009 No comments

Press Release title:  Hewitt Associates, The RBL Group and FORTUNE Announce Global Top Companies for Leaders

Here are some excerpts from the press release that caught my eye:

“even during the economic downturn, Global Top Companies remained committed to building leadership capability within their organizations. In other words, tighter budgets and fewer resources forced these organizations to think and act smarter and more creatively about what really mattered when it came to leadership — but they didn’t lose focus.”

“Strong leadership is a critical element in helping global companies successfully compete, yet many organizations lack the know-how and infrastructure to create a robust pipeline of leaders for future success. Simply put, they lack the discipline to build leaders”

Here are some of the key elements of the companies that leverage Leadership:

  • Leadership remains a critical priority — in good or bad economic times
  • Succession planning is deliberate and consistent
  • Leaders clearly understand what is expected of them as leaders
  • Developing the next generation of leaders is a priority (formal program in place)

According to the panel, the Top Companies for Leaders are:

  1. IBM
  2. The Procter & Gamble Company
  3. General Mills, Inc.
  4. McKinsey & Company
  5. ICICI Bank Ltd.
  6. McDonald’s Corporation
  7. General Electric Company
  8. Titan Cement Company S.A.
  9. China Mobile Communications Corporation – Shanghai Ltd.
  10. Hindustan Unilever
  11. Natura Cosmeticos S.A.
  12. Colgate Palmolive
  13. TNT N.V.
  14. Deere & Company
  15. Whirlpool Corporation
  16. 3M Company
  17. Cargill, Incorporated
  18. Olam International
  19. Eli Lilly and Company
  20. PepsiCo, Inc.
  21. American Express Company
  22. Lockheed Martin Corporation
  23. Intel Corporation
  24. Infosys Technology
  25. FedEx Corporation

The full press release can be found here:  http://www.hewittassociates.com/Intl/NA/en-US/AboutHewitt/Newsroom/PressReleaseDetail.aspx?cid=7609

Top 25 Global Companies for Leaders
Categories: Leadership Tags:

Ready to lead?

November 30th, 2009 2 comments

I was asked recently what traits I look for to determine if someone is ready to move into a leadership role, either as a manager or as a thought leader.  This is easy if I have worked with the person because they will display the majority of these traits in their daily actions.

In addition to this post on Leadership, here are some of the traits that I looks for:

  • Consistently demonstrates core values
    • Respect for others
    • Strong work ethic
    • Honesty & Integrity
    • Self motivation
  • Discipline excellence
    • Deep discipline knowledge
    • Ability to mentor & coach others
    • Results focus
  • Leadership
    • Desire to lead
    • Consistently demonstrates accountability
    • Mobilizes others to action
    • Credibility
  • Soft skills
    • Communicates clearly and effectively
    • Self aware
    • Selfless
    • Responds well to feedback
    • Cares for others
      • Helps develops others
      • Demonstrates empathy

And the final item that I look for is:

Are others willing to follow that person’s lead?

Categories: Behavior, Leadership Tags:

Leadership Question

September 1st, 2009 1 comment

A thought provoking question for when you have some quiet time………

Are Leaders there for their Followers?

or

Are Followers there for their Leader?

Categories: Leadership Tags:

The Changing Face of Management

July 29th, 2009 No comments

Business has changed:  We have moved from business to business (B2B) and business to consumer (B2C) to Consumer to Consumer(C2C) model.  20 years ago C2C was pretty much limited to a swap meets.

I believe that the face of management has also changed.  There is a move from the pure hierarchical model where top-down rules to a more social form of leadership where the followers get to choose who they want to follow.

To me, there is a new social era of management where leadership plays a much larger role than before.  This is especially important when working with Millennials.

Here are some  key elements:

  • put your followers first
    • if you put yourself first, they will follow your lead
  • listen to your followers
    • feedback from your followers is important – listen to it!
  • grow your followers
    • provide feedback consistantly
  • trust your followers
  • share information with your followers
  • step out of the way and allow your followers to step into the vacuum – enabling you to move into something else

Hire for Today. And Tomorrow. But remember the investment required.

July 20th, 2009 No comments

I came across this blog post yesterday; it is by F. John Reh and titled Hire Talent, Not Just Skills – http://management.about.com/b/2009/07/06/hire-talent-not-just-skills.htm.

It got me thinking about how hiring the right person can solve both the short term and also the long term challenges that the business is facing.  Even the most talented candidate will require time to acclimatize before they can work on meeting the business needs.

However even with someone with immense talent, in addition to time, it takes an investment from the manager to provide the candidate with regular coaching sessions and also ensure that the opportunities are provided for the candidate.

I have seen managers totally ignore this responsibility and as a result not only does the company lose because it takes longer for their investment in the talented candidate to mature.  The candidate also loses because their career does not progress as they expected, which often creates a negative perception about that company.

The candidate is not without responsibility in this equation.  The candidate needs to evaluate both the managers and the company culture on growth.  After the candidate has joined, they now need to manage their growth and totally embrace the opportunities presented.

Feedback

April 13th, 2009 No comments

Feedback delivered in an open and respectful manner is definitely a gift.  Assuming that the receiver of the feedback was ready for the feedback, they have now learned some vital information about themselves or their behavior.  Unfortunately in many cases, the creation of the awareness is where it stops.

What separates the winners from the mice, is how they use this new found awareness to their advantage.  The chances of success are greatly increased with help, so enlist the help of the person that provided the feedback.  Get them to define the behavior exactly and also what they believe is the desired behavior.

In many cases it also helps to identify a role model and learn from them.  In the ideal case, enlist the role model to act as a coach or mentor.  Do not forget to enlist the help of peers or direct reports and practice, practice, practice.

If yo do not have clarifying questions, just respond with a “Thank You”.  If you have questions, ask them but do not defend the behavior.  Someone is sharing feedback with you and therefore thank them for that.  If you disagree with the feedback, you need to stay in control and decide how you would like to file it.  Just say “Thank You”.

Categories: Behavior, Leadership Tags: ,

Leadership

April 7th, 2009 No comments

So what is this leadership thing all about?  Henry Kissinger had this to say:  ““The task of the leader is to get his people from where they are to where they have not been.”

Here is my definition:  “a Leader must provide their Followers what they Need in any given Situation

This might be stating the obvious but leaders exist for their people.  Followers decide for themselves who they want to follow and therefore it is up to us convince our followers to follow our lead.

Now lets look at needs, I chose this term because, to me, it is indicative of what our people need and not their wants.  We all want a salary of $3 Million per month but realistically we only need enough of a salary to allow us to pay for our basic needs.  e.g. food and shelter.

Leadership is situational and in many situations it does not require the same person to always be the leader. In most cases, all it requires is someone that is credible to them to meet the followers needs (leadership)  in that situation.  Be aware that not all situations require a leader.

Categories: Leadership, People Tags: ,

Managing Expenses Proactively

March 11th, 2009 No comments

Considering the recession that we find ourselves in, I guess it is not surprising that I find myself having many discussions about how to handle the situation where cuts needs to be made.  Unfortunately, I have watched many leaders take an overly optimistic view and totally underestimate the dip of the market and then over estimate their available resources to weather the storm.  For startups with limited resources, this can be fatal.

market-trend-2

In this graphic, I have used the blue line to denote the revenue coming into a company.  The red line denotes the expense reductions that the company is making with the exact points of reduction marked with the A, B, C and D markers.  The area marked in green between the two lines is the bad zone for companies without sufficient reserves to weather the downturn.  Unfortunately, I have also seen  the plug getting pulled because of insufficient funds.

Although this approach is fairly common, it tends to have a rather disastrous affect on the people in the company.  The people are under continuous threat of additional cuts and therefore some of them resort to some rather significant self preservation behaviors.  In these circumstances, the teamwork takes a backseat and as such the productivity also take a massive hit.  In addition, talent retention is an issue and in most cases the best people walk first, because they can, leaving the lower caliber folks behind.

market-investment

This graph shows a totally different behavior and the blue line shows the incoming revenue while the green line shows expenditure.  In this case the expenditure has been drastically reduced when the incoming revenue has declined.  In this graph, I have created the impression that there is very little between the incoming revenue and the expenditure but there are some very successful companies that follow this model but have a much healthier buffer between the the incoming revenue and the expenditure.  In this case, cuts in expenditure are made at points A and B and these cuts do mean job cuts.  Nothing should be spared from the cuts.  e.g. it is far better to sacrifice the free sodas instead of your office mate.

The purple area is where the company is doubling down and investing for the market upturn.  This investment, provides the company with a head start on their competitors.  This approach has some significant benefits because the people trust the management more because they are actively managing the situation.  In addition because a strategy is being followed, it creates an open environment that is predictable for the employees and leads to much less fear and uncertainty.  I have found this approach to be much more acceptable to the high performers and therefore allows you keep the staff that you want to keep.

Lesson Learned: Am I Behaving Like a Teenager?

March 5th, 2009 No comments

Let’s call this executive Steve, he is a  senior level executive, in his early 60’s.  He is very well respected by the people in his organization in a large part due to his extremely calm demeanor.

Steve’s directs are all VP’s in the company and they had been struggling with an issue for close on 7 weeks and were all frustrated.  To make matters worse, these execs had allowed the issue  to impact their interpersonal relationships with some of them having their little versions of the “cold war”.

So during a meeting in the boardroom, Steve watched with mounting displeasure as his directs expressed their frustration at not being able to solve the problem.  Each of them proceeded to provide excuses or point at some or other reason why they could not address the issue on hand.  Steve demonstrated his patience and calmness again by allowing each of them to express their opinions. He then asked them how they were working together on addressing the issue.  Again they behaved in like ducks with watertight backs.  Steve then asked them about what they would do if they were in his shoes?  Again they had many words and Steve slowly stood up.  Some of his directs paid attention but others did not.

However, when Steve slammed his hands down on the table, the loud clap drowning out the expletive that he had just uttered.  All of his directs stared at Steve, dumbfounded, and then he said something:  “If I wanted to hear reasons why this cannot be done, I would have asked my teenage son!  I am paying you significantly more to solve problems.  So why don’t you stop behaving like teenagers and act like the professionals that I am paying you to be!”

Needless to say, his directs had a solution ready for him four hours later.

So the Lesson that I Learned from this, has changed how I approach things.  Now, when I am moaning or bitching about something, I simply ask myself:  ” am I behaving like a teenager?”  If the answer is yes, then I modify my behavior and to ensure that I am adding value.

hire the best

February 24th, 2009 No comments

I recently had a conversation with some managers regarding their hiring criteria.  They were looking at candidates that could fulfill the role that was advertised. I presented them with a different perspective that has caused much followup discussion.

hire_the_best_iIn the graphic above, the yellow dot indicates the work capability of the team.  The blue dot is meant to indicate the expected contribution of candidate.

hire_the_best_iiIn this graphic, the green dot indicates another candidate with what we expect to be able to contribute more than the blue dot.  Bringing someone into the team that is capable of a higher level of work output also tends to raise the output level of the whole team.   One of the people that benefits significantly from this addition, is the team manager.  The higher the level of the people on the team, the more the manager can delegate, thereby allowing the team manager to expand into other areas.

Therefore simply by bringing in a more capable person into the team, the productivity of the team expands beyond the yellow to include both the yellow and the orange.  And over time, it will only increase.

change and stress

January 6th, 2009 No comments
change stress distress graphic

impact of change on us

Based on my experience of dealing with people across the globe, I believe that change always has an impact us.  The actual change event can be fairly small, the impact on us manifests itself as stress. In the change-stress-distress graphic, the black circle is the actual change.  The perceived impact of the change will cause stress, which is shown in green.  The stress level is still fine because it has not crossed our tolerance level, shown in red.  This is key because when the stress expands to more than our tolerance level, the stress becomes distress.

when the stress becomes distress

.

distress

As you can see in the graphic on the left, all that is visible is the red, which means distress.  For people in this situation, it is now a rescue situation where the first priority is to rescue the person from the distressful situation.

stress

..

.Unfortunately just because the person is no longer in distress, it does not mean that we can work on the change yet.  Looking at stress graphic on the right, we still cannot see the change and therefore we cannot work on the change.  We still need to get the stress under control and only then can the change be addressed.

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