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    Entries in leadership (91)

    Sunday
    Aug112019

    Value sooner is the goal.

    I'm posting about newer ways of working this week and getting value into the hands of customers, users, clients, patients, students - whoever those people are that you're there for - this is the goal.

    The goal isn't to complicate, grandstand, waffle on, time waste or keep busy. Nor is the goal to over-consult, keep working on something until its perfect, bring even more people into a meeting or add still more people into the cc field of an email.

    It's the reverse.

    With new ways of working, you're looking at how to get to value, sooner. That often means reducing waste, doing the minimum to get something up and going, staying focused on the work elements that best deliver value ... and then delivering that value, testing it out.

    When I work with teams and organisations helping them understand and introduce new-er ways of working than what they're currently using, I'll work through these four topics with them:

    1️⃣ Involve

    2️⃣ Ideate

    3️⃣ Implement

    4️⃣ Iterate

    Let's look at them in more detail over the next few days. Are you with me?

    Friday
    Jul052019

    You don’t have to be the perfect leader

    In fact you don't need to be the 'perfect' anything: friend, parent, partner, colleague, companion. Setting yourself an expectation to be perfect at anything is a journey to disappointment.

    And that's what disappointment is : it's the gap between what happens and what your expectation is.

    Ease off.

    You don't need to try so hard, work so hard or work so long. This drive for perfect anything or everything is making us way too hard on ourselves.

    Where might you benefit from easing off on an expectation you have of yourself?

    Monday
    Jun032019

    The thing about experience is: it’s different for everyone. 

    The thing about experience is: it’s different for everyone. Even the same event is experienced differently by people. How do you make the most of experience in an organisation or team?  I’ve shared some advice and suggestions like:

    🗺 Use experience maps

    🕘 Schedule an experience share meeting

    📌 Put experience on the agenda of regular meetings

    ❣️ Protect people while they’re presenting their experience maps.

    And it’s helpful to remember the power of ideas. Any two ideas can be connected, creating an incredible third idea. Their experience plus your experience, plus the situation you’re all in now, it can be combined to solve what you're working on.

    Bringing the experience of your team together, to be used together, tapped together and understood together is better than information sitting in a spreadsheet cell or filed away in an enterprise people system. Make experience something of the ’now’, talked about and acknowledged in the now, not just of the past - when it happened - and you’ll bring your team into a strong position able to cope with the future.

    >>What experience do you have that you just know will set you up for the future?

    Monday
    Jun032019

    Put experience on the agenda

    I’ve been writing about the untapped expertise that lives in your team and business. It’s vital you uncover it because there’s much to be gained.

    Be sure to allow some time for it, like at your next meeting. Just put some time on the agenda. You could hold an entire meeting to go through everyone’s expertise, but there are other ways too.

    A couple of people could present at each meeting, sharing their ‘experience maps’ as I explained a couple of days ago.

    Set the time aside, and then provide some protection of the people while they’re sharing their experience. Why protection? I know some organisations where this meeting would be the most wonderfully respectful experience. I also know other teams and organisations where some people will be rude, impatient, checking their device, agitated that things are moving too 'slowly'. So you may need to chill a little. Allow time, knowing that what you’ll uncover will build connections and trust and help you know more about the people you lead. Let people share their experience - then watch what happens in the team.

    >> How might sharing your experience in a team you're part of help enhance and change culture? 

    Monday
    Jun032019

    Hidden experience is a huge cause of productivity loss

    This week I’m writing about experience people have that you might be ignoring. A barrier to hearing people’s experience is often the leader’s resistance to it.

    - Why wouldn’t you want to know about expertise that exists in your team?

    - Why wouldn't you want to know this information?

    - Why wouldn’t you want to hear it?

    ‘Why don’t people listen?’ author, Hugh Mackay says we don’t want to listen due to the fear that what we hear will change us.

    Australian Olympic athlete Cathy Freeman says 'when I'm in a bad mood, I don't listen.'

    Oscar Trimboli, author of ‘Deep Listening' says by not listening ’the same issues keep occurring therefore people are blamed.’ Excuses like: No time Too much to do Too hard Too many people to get through ...are excuses with simple answers.

    It takes effort and empathy to pay attention to people, especially when they're sharing their story, and it’s not about you. New ways of working require us to change what we do so we can make progress through these tricky times. To listen and learn from others is a key part of this. And for many people this indeed is a 'new way of working'.