I give up

I discovered a blog about Detroit recently that opinionates issues the city is experiencing.

Having served customers in the Detroit area for the last twenty years and visiting frequently, I was always aware of the decay of the city in addition to the phenomenal work there by several innovative persons.

The blog paints a much different picture though and offers perspectives from those who live out of state. Murder rates, foreclosure statistics, and business failures have been found more interesting to possibly pessimistic onlookers. Perhaps it was just my unabashed optimism, but I didn’t think Detroit (in spite of the failure of the automotive industry and incredibly poor city management) was that bad.

Like many of you, I have driven quickly via shortcuts, detours, and with wayward mapquest directions past abandoned houses, decrypted apartment buildings, and decomposing once grand public buildings. I had never seen this before however and it brought mixed feelings of sadness and curious inspiration; sadness for both the soul of the houses and the loss of the families who once roamed their halls and laughed around their dining tables. Curiosity in how a film company could utilize the houses as a movie set, an adventure through the jungle of the house, and in how the houses were now as tree-houses; images of kid’s imaginative stories and play acting bringing joy to my mind’s eye.

It would be easy to just give up.

It would be easy to simply ignore and further abandon the neighborhoods of Detroit and the neighborhoods in our own cities that have fallen into decay experiencing the biggest financial losses and community breakdown.

Ignoring would be easy.

2010 will be a year of creativity and finding different ways of doing business. 2010 will be more about entrepreneurship. Partnerships, giving of services, reaching out to others, including others for both profit and simple goodwill is what we’ll be all about.

It's not my job

A month ago Thanksgiving, I talked about being thankful to your colleagues. As the week of Christmas has arrived, I am thinking about what and how you give in your organization.

What are you giving back to your organization?

Ideally, your teams are made up of diverse skills and viewpoints complimenting each other on how they interact and what they bring to the table. Your teams are confident enough to counter view points for creative discussion leading to creative solutions.

We all have our role. We all have our job.

Having our role also means that there are roles that don’t belong to us; tasks and responsibilities that don’t fall under our umbrella – tasks left to others.. jobs that aren't ours.

Do you ever do things that aren’t directly assigned to you? Of course we all have to mindful of our immediate and long-term responsibilities to ensure our work is getting done without being overworked ourselves, but I’d like to explore what happens when we give of ourselves fully at work.

Let’s starting with making a list of things that we could give:

• Pick up any trash you come across that’s the size of a dime or larger on the floor

• Help a colleague pick up something that accidentally spilled

• Walk a strong pace to get to your destination quicker – to finish quicker

• Smile and greet every person you encounter in your office

• Listen respectfully to every person you interact with in your office

• Help someone do their job if you have idle time

• Research and brainstorm on products, services, or just plain ideas that will help your company to do more.

• Contribute in discussion at meetings

• Prepare for meetings you’ll attend

• Finish your work when you’ve committed to finishing it

• Continuously think of ways you can do your job better

• Continuously think of ways your company can service its clients better

• Choose to share the positive verses complaining or dwelling on the past

• Support the team decision and make it successful even if you disagree with the method (within moral limits obviously)

• Go the extra step, put on the finishing touches, and do a little more proudly to delight your clients (or the colleague you’re delivering to)

• Be proud of what you deliver

• Understand the ‘why’ of decisions so you can support them fully

Wouldn’t you like someone who did all these things to work for you?

What more would you add to this list?

Sustainability in Leadership

There’s a lot of talk about sustainability of the planet, our energy sources, our households, our offices, and our products, but what about the sustainability of our leaders? What about the sustainability of your leadership?

What is your environmental impact on others?

Our words and actions are powerful in how others respond to us and how they perform their work. As a leader you are responsible for motivating your teams and moving your business in a positive direction.

The cost of uninspiring leaders is hard to measure as external factors are easy to point to as possible root causes to long launch cycles, lack-luster ideas, high PPM, low moral, and head butting between groups. As humans we’re wired to want to do good work and to be successful. Our personal pride runs deeper than any corporate directive. Consider how productive one might be however if your leadership combined with the corporate directive aligned with the personal motives of your team.

Just for kicks, let’s compare our needs and goals relative to plants:

P L A N T S			P E O P L E
Grow and get bigger			We want to grow, improve, succeed
Need sunlight			Want to prosper,
			Be seen as successful,
			Want to shine
Need water			Need encouragement
			Need feedback
			Garner respect
			Need to be empowered
Need support			Work better in teams
			Need a leader’s protection
Need fertilizer			Need training
			Want to learn new skills
			Sometimes need guidance

Like plants our needs are simple and just like plants we can still find a way to exist without enough water, sunlight, and support; the result is similar: smaller yield, less stunning product, lower functioning, and more issues.

How are you nurturing the environment around you?

We give water to our teams by providing encouragement and feedback in a way to help them do better in the future. We support by matching our employee’s skills to the task and partner complimenting skill sets. Through empowering others and setting them up to succeed, we also enable personal responsibility and ownership to succeed.

We support our teams by running interference between them and upper management, justifying work loads, timing needs, and effort to protect them from unneeded stress. I once took the heat for a two day delay in a program because an experienced and highly respected designer made a simple mistake causing a week’s worth of effort to be trashed and all designs to require rework. We were lucky in that the mistake was caught by the team. The designer knew the stakes were high and volunteered to work overtime squeezing seven days lost into two. Did my upper leadership need to know the name of this individual and their oversight or could the team (namely me) take the hit?

By protecting this individual, his reputation was not tarnished, his personal stress level did not rise from leadership pressure, and the team felt empowered by catching and readily fixing the issue. At the end all that was remembered was how well our team performed because our product launched successfully first pass.

What is your leadership story?

How did you nurture your team today?

Originally posted by me on http://linked2leadership.com/2009/05/10/sustainability-in-leadership/ May 10th, 2009.

Managing time verses productivity

I like to talk about time manage- ment because it's a phrase that I grew up with in my corporate career. But let's be straight:

Just as 2+ 1 does not equal 4,

Managing Time does not equal Productivity.

I'm not saying you won't get a lot of things done by understanding all the things you want to do, all the things you're getting paid to do, then breaking down those projects into actionable tasks. you could be super busy doing all those tasks and more having lots of 'checks' in your planner.

By working and even finishing tasks that don't get you closer to reaching your goals - work or personal, you'll find yourself perhaps more stressed and feeling like you don't have enough time in the day because what you are working on isn't in harmony with what you ultimately want to do. Perhaps what you choose to do everyday (even following your to-do list) isn't getting you any closer to the end of your project.

Huh?

If you're not working on the right stuff (- on what's important to you -) deep down you know it. Deep down you know what you should be working on. This knowledge you carry deep down inside of you is screaming for attention and this is causing you stress.

Important tasks support both your values and your goals. These goals could be work related and assigned. These goals could be personal ventures. The same rules apply.

UNDERSTAND.
Understand the big picture of what you're trying to achieve. From this you can define the path to get there: what needs to happen, who you will work with, how to do it, and what you don't know.

Understand what it is you really want to achieve. We have a lot of ideas in business and it is all our job to ensure that what we do supports the corporate vision. Has your project deviated? Perhaps it's time to stop - or redine the corporate direction. Is the corporation you?

FOCUS.
Focus on showing up for yourself. If you've gone to the trouble of understanding how your direction supports the project that supports the vision of the company and you know how to get there, what are you doing continuing research for that old project this morning - or worse, checking your email and twitter accounts 25 times a day? (go ahead, track how many times per day you look - it may surprise you)

The constant review of your plan and important tasks you've assigned yourself each day will remind you how you can be best productive. You will work on your important stuff.

You can always procrastinate tomorrow.

KEEP MOVING.
Rarely do I start a project where I know everything about what I need to do and the technology required.

What do you do when you don't know?

Building momentum for yourself is equally important as building and maintaining momentum for a team. Momentum inspires, energizes, and creates believers. Sometimes it's necessary to make a decision when all the information isn't present. To quote an old manager, you "reserve the right to get smarter." There will always be things you don't know. Building time into your schedule and planning to learn may help remove your personal "this road ends" signs.

Show up for yourself. Cherish your day. Do More.

Extra: I like the way Dr. Manlowe talks about TIME in her recent article. She also echoes the assignment by the book, The Artist's Way by recommending writing every morning to both clear your head and align your vision with your day's agenda. I do this as both a writer and an engineer. It works.

Image credit, Jeff Morrison. Symbol # indicating 'does not equal' used as blogspot.com does not recognize input of actual symbol 9April2009

When do you work?

Don't worry, I'm not trying to make you feel guilty if you happen to be reading this at work, but if you said 8 - 5 or some derivative thereof, think again.

I'd like to know when you do your best work.

I'm not talking about when you go to work. We all go to work. We go typically at a time predetermined by either our boss or society. We show up when it's expected. Because we're not drones however, turning our brains on or off is not necessarily something someone else can control. Frankly I'm not sure we can either. Sure I can influence my brain to start working whether it's with coffee, bribe of an impending vacation, threat of missing a deadline and the anger of a client, or with a shiny new computer, but let's face it, our mind works when it wants to.

I started thinking today about how I wanted to write about time management and how to be more effective at work but as I started writing and rewriting several times, I realized that describing making the most of our time in a short post was fruitless. For today, I just want to focus on when to show up.

I'd like you to think for a moment about a time when you recognized your brain fully engaged and you were really groovin' on an idea and the creative juices in your head.

Got one?

ok, now think of another one. Just one more.

There's a lot of this whole work better, smarter, faster dynamic, but for today, I'd like you to consider what time of the day do you recall experiencing real brain power? Of those two moments you just recalled, what time of the day did they occur? What did the room look like during those power sessions? Maybe you weren't even stationary; perhaps you were in a plane, train, or automobile?

The point is that there are certain times of the day and there are specific surroundings that enable your brain to get into overdrive. What happens in overdrive?

W O R K

Good work Break.throughs Solutions Ideation Gro.wth Passion Momentum E*n*e*r*g*y

Below I provide you with a snapshot of my week to give you an idea of how I work within my zone. I've discovered that while I'm not a morning person, once I've got up and went, it's the most productive part of my day while the afternoon is more focused on the sunshine and what's next. You'll see that for the most part I try and schedule my brainiac time in both the mid-morning hours and later evening hours.

When are you the most productive?

Call it a time journal, call it a pain, but record your activities and how you feel brain-power wise throughout the day for a few weeks and see if you can define your personal brainiac time.

(click image to enlarge full screen)