I’m doing some work in the next few days, and have had the benefit of working with some great people to help me get prepared. While the work itself is a defined set of known deliverables, I’m experiencing a degree of wonderment at a couple things.
The first thing that’s pretty incredible is the sense & willingness to help me out. You know the people that you can truly count as friends that not only wish you well in the completion of a task, but those that take an active role in giving you “their best stuff” to make sure you can over-deliver. It’s an old adage that the test of the strength of friendship isn’t when things are going well, but rather who is still beside you when things get challenging (I’m paraphrasing liberally here). In a few cases, I’ve friends standing beside me, helping actively, coaching and advising. Not only does this actually help (It really does as I do listen), it contributes mightily to the feeling of not doing something alone. When there’s clearly nothing in it for oneself, to continue to put yourself out there and continue to help others is selfless, and in this case specifically, admired.
The second perspective of wonder I’ve experienced is the way that different people can approach the same task, bringing new light to it. Another friend is fond of highlighting that adopting another perspective is the fast-track to increased intelligence. That’s tangibly true in this case as I’m seeing and hearing ways to understand context and being shown all new ways of looking at the same (old) information. Not only is that bringing it to life again for me, but it makes me want to add to the reservoir of knowledge – to pay it forward if you will. If we all did this, then our understanding and appreciation for various topics would be more rounded, and deeper.
My conclusion for this whole event is that I’m lucky in a number of ways that I hadn’t been appreciating much lately. I’ve been reminded that I have got some dear friends to whom I owe a debt of gratitude and more; I’ve a new appreciation for a subject I thought I knew cold, and importantly, I’m reminded that a fresh set of eyes is worth a tremendous amount. These little life lessons are something I’m going to try to pass along to other friends and colleagues. If we all pay it forward, then the end result should be pretty good.
Tuesday, April 27, 2010
Monday, April 26, 2010
Decay
It's funny.
Sometimes we take for granted that we know something, know it cold- we're the experts. And then, something happens and we're asked to talk about it in a new way, in a manner we haven't done before, and all of a sudden it's not so clear, not so easy, and a little challenging.
We can all learn from little episodes like this. It helps us keep our ego in check (which is always a good thing) and it forces us to look anew at a topic or skill, which is always beneficial. You see things get dusty at a minimum and broken to the point of unusable at worst when they are left unattended. It's like that with most aspects around us - it's called decay, and don't for a second think that you, or I or the guy three seats over is immune to it. We're all part of the same world, and our skills, intelligences and expertise needs a good tweaking once in a while. For the proactive amongst us...what needs re-visiting for you ? There's a thought.
I know what I needed, and a few solid days have brought me back towards a degree of comfort. I'm not all the way there yet - I have to keep working at it - but that's the point then, isn't it ?
Sometimes we take for granted that we know something, know it cold- we're the experts. And then, something happens and we're asked to talk about it in a new way, in a manner we haven't done before, and all of a sudden it's not so clear, not so easy, and a little challenging.
We can all learn from little episodes like this. It helps us keep our ego in check (which is always a good thing) and it forces us to look anew at a topic or skill, which is always beneficial. You see things get dusty at a minimum and broken to the point of unusable at worst when they are left unattended. It's like that with most aspects around us - it's called decay, and don't for a second think that you, or I or the guy three seats over is immune to it. We're all part of the same world, and our skills, intelligences and expertise needs a good tweaking once in a while. For the proactive amongst us...what needs re-visiting for you ? There's a thought.
I know what I needed, and a few solid days have brought me back towards a degree of comfort. I'm not all the way there yet - I have to keep working at it - but that's the point then, isn't it ?
Wednesday, April 14, 2010
Commitment
When we talk about this in a work sense, does the conversation tend to go kind of grey and fuzzy ?
"What do you mean, I show up, don't I ? " or the more likely - "I'd be committed if the pay was better".
In case it isn't obvious what your author's perspective on this is - commitment means not just doing the job you were hired to do, but doing it to the best of your abilities. Try as hard as you can to do it right, with the dual aims of saving others time and energy, and achieving the results desired. That may mean getting more leads in Marketing, or advancing a sale if wearing a Sales hat.
Think about it this way, if the kind of attitude you took to your job was to be written on your tombstone next week, would you want it to read that you were average, and should little enthusiasm, or that you worked at 100% and had some great ideas, or insights or judgment..?
I think there's a degree of truth that we all do what we want to do. Could we get jobs driving a bus, or shoveling coal tomorrow if we wanted ? Probably. (sadly) But we're not, we're doing something else, and that means we should pour ourselves into it. Do it the best we can. Especially if it's not your "ideal" job...then you want to get promoted out of this role.
Don't go at something with 50% effort, too many people do that already, and it's why your name might appear on the layoff list. Instead be the best mail-room clerk, or Art department resource, or CTO that you can be. See what happens. I dare you.
"What do you mean, I show up, don't I ? " or the more likely - "I'd be committed if the pay was better".
In case it isn't obvious what your author's perspective on this is - commitment means not just doing the job you were hired to do, but doing it to the best of your abilities. Try as hard as you can to do it right, with the dual aims of saving others time and energy, and achieving the results desired. That may mean getting more leads in Marketing, or advancing a sale if wearing a Sales hat.
Think about it this way, if the kind of attitude you took to your job was to be written on your tombstone next week, would you want it to read that you were average, and should little enthusiasm, or that you worked at 100% and had some great ideas, or insights or judgment..?
I think there's a degree of truth that we all do what we want to do. Could we get jobs driving a bus, or shoveling coal tomorrow if we wanted ? Probably. (sadly) But we're not, we're doing something else, and that means we should pour ourselves into it. Do it the best we can. Especially if it's not your "ideal" job...then you want to get promoted out of this role.
Don't go at something with 50% effort, too many people do that already, and it's why your name might appear on the layoff list. Instead be the best mail-room clerk, or Art department resource, or CTO that you can be. See what happens. I dare you.
Friday, April 9, 2010
How We Learn
There has been significant thought into the ways that we are intelligent, and as a by-product how we learn, and despite this there is little if any practical application of this in the business world. While much could be written about intelligence and learning and the variety of ways people embrace it, the fine point I'd like to make is that educational research is in no way embraced or taken into consideration in the business world by and large.
The accepted or conventional wisdom in this expanding field of research is that individuals (students) are intelligent and soak up new information, skills or capabilities in one or more of seven* primary ways. If this idea is new to you, here's a very high level overview:
(* there are 2 new intelligences identified in the last 5 years- “Naturalistic” and “Existential”, the school’s out on these, so for the purposes here I’ve not included them. The above ideas are attributed to Howard Gardner who published it in the early 1980’s and I should offer here isn’t without its opposing views. )
Without a doubt you've all run into others who seems to have an extra capability (or an extra hindrance) in one particular area. There are the 'naturals' - those around us that can just do things, play an instrument or a sport or relate information magically as if they're on some special wavelength. Then there are those who can't read a map, retain information that's read aloud to them, or pick up a dance-step. We've commented on it probably in others or ourselves. One other point I should make here clearly is that people aren’t uniquely aligned to one approach or another; we simply have natural strengths in one area that make us this orientation. A natural musician is often good mathematically, while the ‘inter’ and ‘intra’ specific strengths often correspond to another strength – we just prefer to do it alone or with others accordingly.
Now, with these seven types identified, let's think now about the last corporate training you had. Was it a video presentation, or just someone speaking. Were there exercises to do that complemented the topic ? Was there a chance to role play, or creatively set the concept in a way that appealed to you ? In other words how deep did it go, to ensure everybody gets the desired information - in the way that they naturally will get it. Chances are that everyone got something out of it, but you would have needed to break down the audience by learning types to understand how much actually sunk in. You see the type of learning I favour doesn't mean I can't benefit from the others, it just means I'm much more adept one way than the others. The failure of addressing the multiple dimensions of intelligence and learning within a given organization means a fair portion of the training or up-skilling of the workforce is wasted time and money. More so than that, it's a wasted opportunity to do it right. I’m not suggesting that every training ought to have a component set to a song – but really…has that ever been done before .. ever ?
The next time you are faced with training in any form, ask what proportion of the content will be delivered in a variety of ways to address the various learning types in your audience. It'll be time and effort well saved if the answer isn't the one you seek.
The accepted or conventional wisdom in this expanding field of research is that individuals (students) are intelligent and soak up new information, skills or capabilities in one or more of seven* primary ways. If this idea is new to you, here's a very high level overview:
- Visual Spatial Learners - those who use visual representations to understand an idea or concept
- Verbal Linguistic Learners - those who benefit from listening or hearing to understand
- Bodily - Kinesthetic Learners - those who learn best through physical experience or doing
- Logical-Mathematic Learners – those who grasp in a formula or abstract (usually formulaic) way
- Interpersonal Learners – those who learn best when alone, and left to their own devices Intrapersonal Learners – those who learn best when in groups, and from watching others
- Musical-Rhythmic Learners – those whose skills in learning tend towards the musical
(* there are 2 new intelligences identified in the last 5 years- “Naturalistic” and “Existential”, the school’s out on these, so for the purposes here I’ve not included them. The above ideas are attributed to Howard Gardner who published it in the early 1980’s and I should offer here isn’t without its opposing views. )
Without a doubt you've all run into others who seems to have an extra capability (or an extra hindrance) in one particular area. There are the 'naturals' - those around us that can just do things, play an instrument or a sport or relate information magically as if they're on some special wavelength. Then there are those who can't read a map, retain information that's read aloud to them, or pick up a dance-step. We've commented on it probably in others or ourselves. One other point I should make here clearly is that people aren’t uniquely aligned to one approach or another; we simply have natural strengths in one area that make us this orientation. A natural musician is often good mathematically, while the ‘inter’ and ‘intra’ specific strengths often correspond to another strength – we just prefer to do it alone or with others accordingly.
Now, with these seven types identified, let's think now about the last corporate training you had. Was it a video presentation, or just someone speaking. Were there exercises to do that complemented the topic ? Was there a chance to role play, or creatively set the concept in a way that appealed to you ? In other words how deep did it go, to ensure everybody gets the desired information - in the way that they naturally will get it. Chances are that everyone got something out of it, but you would have needed to break down the audience by learning types to understand how much actually sunk in. You see the type of learning I favour doesn't mean I can't benefit from the others, it just means I'm much more adept one way than the others. The failure of addressing the multiple dimensions of intelligence and learning within a given organization means a fair portion of the training or up-skilling of the workforce is wasted time and money. More so than that, it's a wasted opportunity to do it right. I’m not suggesting that every training ought to have a component set to a song – but really…has that ever been done before .. ever ?
The next time you are faced with training in any form, ask what proportion of the content will be delivered in a variety of ways to address the various learning types in your audience. It'll be time and effort well saved if the answer isn't the one you seek.
Wednesday, April 7, 2010
Passion
What fuels you ?
What is it within you that helps you get up everyday and make it to work, knowing you will do the best that you possibly can. Perhaps you're not in one of those situations where the sun rises and sets according to how your group of people (company, organization, church, charity, whatever) does with whatever task sits before them. If that's the case, I'm sorry, as it's a great feeling.
It's passion of course for what it is that we do, and it allows us to run on empty for long periods, it motivates us, and helps us push ourselves to achieve greatness when everyone else gives up. It's hugely potent, and almost impossible to artificially replicate. It's also difficult to sustain for long periods alone - unless you are in an environment that stimulates it. Passion is a renewable resource I'd argue, but one that depends upon others passion, as it is contagious.
If your organization has passion, you'll be able to move mountains. If you're company has it, you're truly fortunate, as there's little you won't be able to achieve. If its not there, well then, that's an issue that deserves the highest attention possible, as it's more important to the team than money, and it's more critical to the company's overall belief in it's own divine right for success than new products, services or the nicest offices.
My own experiences with passion have been fleeting in recent years, but the one that I vividly recall actually began from a speech that took place at a conference I didn't attend in 2002. I read this talk given at this conference by a guy named Rich Barton who ran Expedia at the time. It excited me, and I knew I wanted to be part of that organization. In that speech, He said "Passion is primal. Passion is discovery and the opportunity to change the world... Bureaucracy tends to fade away and great ideas and leaders from all levels tend to surface." I made a tremendous effort, and ended up spending a few years at Expedia. It was indeed a very special place, and an experience I treasure as the shared sense of purpose and invincibility was tangible. Mr Barton who now runs Zillow.com was asked to speak about what made Expedia a success, and had been expected to deliver yet another dry overview of how the internet was changing the world lecture. Instead he spoke about the intangible, the magic or secret sauce and it hit the nail on the head exactly.
I've tried to bring passion to where I working ever since - with admittedly varying degrees of success. Passion to those not experiencing it is perceived as over-bearing, controlling and drive towards an uncertain end point. There's a wonderful little story about an older guy who spends years moving large rocks around an open field, and into piles. It's arduous and back-breaking work, and when asked why he did this, he offered simply that he was building a cathedral, and others just couldn't see it yet. You see passion fuels us to envision a future state, or end result, and when it's shared it is truly remarkable.
I'd challenge you to find the passion in your life and embrace it. The personal fulfillment is quite profound, and those around you will be touched by your energy and enthusiasm. After just a little while, it starts to spread...and pretty soon you're at the ground level of the next big thing.
What is it within you that helps you get up everyday and make it to work, knowing you will do the best that you possibly can. Perhaps you're not in one of those situations where the sun rises and sets according to how your group of people (company, organization, church, charity, whatever) does with whatever task sits before them. If that's the case, I'm sorry, as it's a great feeling.
It's passion of course for what it is that we do, and it allows us to run on empty for long periods, it motivates us, and helps us push ourselves to achieve greatness when everyone else gives up. It's hugely potent, and almost impossible to artificially replicate. It's also difficult to sustain for long periods alone - unless you are in an environment that stimulates it. Passion is a renewable resource I'd argue, but one that depends upon others passion, as it is contagious.
If your organization has passion, you'll be able to move mountains. If you're company has it, you're truly fortunate, as there's little you won't be able to achieve. If its not there, well then, that's an issue that deserves the highest attention possible, as it's more important to the team than money, and it's more critical to the company's overall belief in it's own divine right for success than new products, services or the nicest offices.
My own experiences with passion have been fleeting in recent years, but the one that I vividly recall actually began from a speech that took place at a conference I didn't attend in 2002. I read this talk given at this conference by a guy named Rich Barton who ran Expedia at the time. It excited me, and I knew I wanted to be part of that organization. In that speech, He said "Passion is primal. Passion is discovery and the opportunity to change the world... Bureaucracy tends to fade away and great ideas and leaders from all levels tend to surface." I made a tremendous effort, and ended up spending a few years at Expedia. It was indeed a very special place, and an experience I treasure as the shared sense of purpose and invincibility was tangible. Mr Barton who now runs Zillow.com was asked to speak about what made Expedia a success, and had been expected to deliver yet another dry overview of how the internet was changing the world lecture. Instead he spoke about the intangible, the magic or secret sauce and it hit the nail on the head exactly.
I've tried to bring passion to where I working ever since - with admittedly varying degrees of success. Passion to those not experiencing it is perceived as over-bearing, controlling and drive towards an uncertain end point. There's a wonderful little story about an older guy who spends years moving large rocks around an open field, and into piles. It's arduous and back-breaking work, and when asked why he did this, he offered simply that he was building a cathedral, and others just couldn't see it yet. You see passion fuels us to envision a future state, or end result, and when it's shared it is truly remarkable.
I'd challenge you to find the passion in your life and embrace it. The personal fulfillment is quite profound, and those around you will be touched by your energy and enthusiasm. After just a little while, it starts to spread...and pretty soon you're at the ground level of the next big thing.
Sunday, April 4, 2010
Change
Is change good ? It can be, and when it heralds potential, it's often not a bad thing - growing up, getting your driver's license and your first 'really big" job. Change is inevitably unsettling though, and our reaction to it probably correlates to our experiences with change in the past. If every time I've seen my job change it's meant I've been fired, then I'm probably not going to be a big fan of change.
Change in our personal relationships is often described in terms of being broken - as in heartbroken, or I broke up with them. Healthy change is the outcome of many growing personal relationships, and yet we don't seem to characterize it that way. It's an interesting difference from how we look at other types of changes.
Sometime it'll be totally within your control, or at least the degree of control you wish to have - "I sold my whole life on eBay" stories notwithstanding. Sometimes not, as the unfortunate few who are victims of boom/bust real estate cycles can attest to. In both cases, the unsettling aspects remain however as we never know exactly how a new situation will turn out.
Like thrill-seeking adrenaline junkies, there are also change addicts out there, people who seem to thrive on a bit of chaos and live in it. I've often wondered if change becomes the 'norm', does it still count as change ? After-all, the word carries a few parallel connotations, one of which has to be a lack of 'normal'.
Should we embrace change, and try to use it as a growing experience ? Well, there isn't really an option to hide from it, so this attitude is viewed as the healthy positive outlook. How then to deal with the dichotomy of embracing the unsettling ? Well, I imagine that represents the challenge of change, and why success in navigating through it is generally positively regarded by peers, family and friends.
Whatever the reason or degree of change you're experiencing, let's wish each other positive outcomes. Change is hard enough to manage, without it.
Change in our personal relationships is often described in terms of being broken - as in heartbroken, or I broke up with them. Healthy change is the outcome of many growing personal relationships, and yet we don't seem to characterize it that way. It's an interesting difference from how we look at other types of changes.
Sometime it'll be totally within your control, or at least the degree of control you wish to have - "I sold my whole life on eBay" stories notwithstanding. Sometimes not, as the unfortunate few who are victims of boom/bust real estate cycles can attest to. In both cases, the unsettling aspects remain however as we never know exactly how a new situation will turn out.
Like thrill-seeking adrenaline junkies, there are also change addicts out there, people who seem to thrive on a bit of chaos and live in it. I've often wondered if change becomes the 'norm', does it still count as change ? After-all, the word carries a few parallel connotations, one of which has to be a lack of 'normal'.
Should we embrace change, and try to use it as a growing experience ? Well, there isn't really an option to hide from it, so this attitude is viewed as the healthy positive outlook. How then to deal with the dichotomy of embracing the unsettling ? Well, I imagine that represents the challenge of change, and why success in navigating through it is generally positively regarded by peers, family and friends.
Whatever the reason or degree of change you're experiencing, let's wish each other positive outcomes. Change is hard enough to manage, without it.
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