Amanda's Posse

Meet Amanda (not her real name).

Daddy's little girl isn't just helping out with the chores. She's an archetype. On the surface, she's mimicking her parent's behavior helping to keep her home neat and clean.

Thirty years ago, the weight of the family vacuum cleaner would have prohibited her from doing it at all.

And sixty years ago, she'd be using a broom and dustpan (probably with unsatisfactory results).

But technology advancements are allowing her to accomplish tasks that once could only be done well) by those with far more practical experience.

Imagine how she'll change the way work gets done, once she hits the workforce. This interesting article at readwriteweb details how the generations are using the Web and related technologies.

Extrapolate some of the findings of this article to our little girl as she enters the workforce. On day 1, when most of us would be figuring out where the washrooms are, she'll arrive at work with

• 5,000 Facebook friends
• A mobile phone with 1,000 contacts, 750 Productivity apps (and one click access to call all her Facebook friends)
• A high degree of comfort with advanced web search techniques.
• A practiced ability to multitask that's beyond our current comprehension, honed by more than a decade of handling many different text conversations at once.

She'll be able to research any problem quickly, find out how others have handled it, get opinions from experts and colleagues alike and do it without really having to think about it.

You won't just be hiring Amanda, you'll be hiring her posse.

Image credit: www.theblogfathers.com

Starters vs. Closers

Are you a Starter or a Closer?

Starters

1. Arrive at work with no set goals for the day. You would like to get something done, but don't have a plan.
2. Spend most days adjusting to the time demands of others. Your agenda is set for you, not by you.
3. Typically have many tasks in progress at any one time. And they're ALL important.
4. Prefer to do things yourself, rather than delegate them, because others wouldn't do as good a job as you would (if you had the time).
5. Intentions are noble, but deadlines are frequently missed.
6. Always find the time to begin a new task, but can't find the time to complete an existing one.
7. Have difficulty saying "No" to others' demands.
8. Are more of a "go with the flow" person than someone who "makes waves".
9. Hold the belief that if you're putting in 40 (or more) hours of work, you're doing your job.
10. Tend to do more "gathering of information and reporting" than "doing".
11. Count meetings as "work" - even if they don't accomplish anything.
12. Spend a portion of every day explaining to others why something isn't done yet.
13. Tend to be an individual problem solver and tend to "reinvent the wheel".
14. Starters try to eat the whole elephant in one sitting. You see large projects as daunting, difficult and have difficulty breaking a project into smaller manageable tasks.


Closers

1. Arrive at work knowing exactly what needs to get done.
2. Are in control of their daily schedule - will refuse (or counter-propose) meetings if they jeopardize a deadline.
3. Are focused on a few important tasks and have the discipline to defer less important tasks.
4. Can effectively delegate tasks and get things accomplished with their team. They understand that even if the task might not be (initially) done to their standards, that providing a learning opportunity to a junior member of the team will both advance the completion of the task and better prepare your team for the next one.
5. Deadlines are personal. Making and meeting a commitment is very important to you. Your reputation is on the line.
6. Are comfortable with prioritizing and helping others understand the difference between important projects and urgent projects.
7. Can gracefully say No to a request (or Yes, but not until Task A,B and C are completed).
8. You measure your job performance in terms of tasks and projects completed, rather than time spent.
9. You understand that by focusing on completing Project tasks on time, that the overall Project deadlines (milestones) manage themselves.
10. You are selfish with your time. If you're invited to a meeting that doesn't have a specific objective you ask the organizer for the meeting objective or don't attend. Not all meetings are bad. Just the ones that don't accomplish anything.
11. You're focused on the future but working in the present. (How do I get this task finished to get on with the next one?)
12. You want to get to the answer quickly. Don't have a problem in asking for expert advice if it moves the project forward. It's the answer that's important, not who provides it.
13. You view projects as the sum of their tasks.

The "Magic" of Getting Things Done

I am continually amazed at how often people fail to demonstrate the ability to "get stuff done".

Some call it a failure of leadership. Some say it's due to a lack of organization. Or maybe it's simply poor implementation skills. Or a lack of a coherent strategic vision.

Truth is, it could be any (or all) of these things.

I am not an expert, but I have learned a few things over the years.

The first, is. If you have ten #1 priorities, you don't have any priorities at all. You simply have a list. And the problem with an unprioritized big list, is that it allows those responsible for the list to "touch" each task, without ever moving any single one forward significantly. The "overhead" it takes to juggle ten initiatives soaks up valuable time you could be spending on completing a task.

So, prioritize. If necessary, trim the list to a few key items. The rest can wait. Truth is, you're not making much progress on them anyway, so where's the harm?

The second rule is to assign ownership to each task. If a "team" is responsible for the completion of a task, no ONE person owns the outcome. And so each team member gains comfort in the thought that a lack of progress is probably someone else's fault.

Thirdly, ask yourself, "Have I engaged the right resources?" For example, if you're undertaking a revamp of your Job Costing processes, do you include shop floor supervisors who collect and assign labor costs? Is purchasing involved? Receiving? Accounting? Do you need someone from payroll to verify that labor hours assigned to jobs balance to payroll hours? Identifying all the process "touch points" and securing the involvement of expertise from all areas, is a basic requirement to move forward in any substantive way.

Fourth, "paint the picture". Help your team understand why this initiative is a priority. Paint the picture of what the future process might look like - what the business benefits of improvement are. Establish buy-in from the team. Remember that these people already have full time jobs. Just because they're on your team doesn't mean you have their support or buy-in. At the end of the day, each participant should be able to understand "what's in it for me?"

Fifth, parse the project. Large change initiatives are scary and daunting. If you can break up your project into manageable and easily understood milestones, you improve team understanding of each task and can easily measure progress. I always think of the old joke: How do you eat an elephant? (Answer: One bite at a time.)

Sixth. Spend your time executing the tasks, not managing the project. Use tools that allow for simple collaboration and project updating (SharePoint, Basecamp, Google Docs) - whatever works for you. This will allow you less time in meeting updates and more time to address issues and make decisions.

Careful observers of these rules will have, by now, understood the "magic" of getting things done. Design your project by providing answers to the questions: Who, What, When, Where, Why and How?

The Power of Tempo

I've always struggled to restrain my internal "sense of urgency". In business, my personal bias has always been toward action. And lots of it.

Some may argue that my approach resembled; "Ready, Fire, Aim!".

I think that's a typical response to someone who really wants to see things happen quickly. The reaction is "Not so fast!" or "We're being too reckless!" The danger in eliciting these responses is that it creates the opposite effect.

Instead of increasing the pace of work, people "dig their heels in" and resist, rather than getting on board and fast tracking a solution.

The business challenge works just like a Chinese finger puzzle. When you insert your fingers in each end of the tiny tube and then try to pull your fingers free, the puzzle grips your fingers more tightly. What seems like an obvious solution to the puzzle is the wrong one.

I've learned a more effective approach is to gently increase the tempo of work. Think of it like a metronome. By gradually increasing the tempo over time, your team will work at an improved pace - something they might have resisted, had you attempted the increase in one big jump.

Try breaking the habit of weekly progress meetings. It's very easy to fall into the trap of meeting on a regularly scheduled basis. Sure, meeting every Friday at 9am is easy to remember, but it imposes a certain pace on the project.

So break the habit.

Try meeting on Mondays and Thursdays. Set the unconscious expectation that the same work will happen before each meeting. What was once a ten week project, becomes a five week project. Simply meeting more frequently to report on progress, sets the expectation that progress should be made.

You begin to break that old college habit of starting the term paper the night before it's due. With weekly business meetings, the work usually gets done the night (or hour!) before the meeting.

Increasing the meeting frequency also allows you more frequent opportunities to reset expectations.

"Guys, it doesn't have to be perfect. It just has to BE!"

Let's get our prototype up and running, set the right expectations with our internal customers (let them know it's a prototype), allow people to use it. Then improve it.

Our goal is to make version 2 bug free. Let's not try to architect perfection. Let's built it based on user/customer experience.

The longer term benefit of increasing the pace and NOT trying for perfection, is that you begin to develop a learning organization. Expect some mistakes and begin to see them as improvement opportunities. "Blame" is expunged from your team vocabulary. And as the rapid prototype mindset takes hold, you begin to see other incremental improvement opportunities in every process you use.

By looking at each opportunity as a challenge to improve through "tweaks" and multiple iterations, you slowly empower your team to identify opportunities on their own. Not all changes have to come as a result of a big project. Teams can make a big impact my making incremental progress on lots of smaller projects too.

Finally, remember that Teams Win and Coaches fail. If the result of one of your accelerated projects is less than expected. Take the heat for your team. If you're asking them to take a risk by developing 90% solutions, you had better provide "cover" for them. And when the team has success, give them ALL the credit.

I think you'll be pleased with the results.

Here are the Cliff notes:

1. Gently increase the tempo.

2. Aim for a 90% solution.

3. Pilot and improve.

4. Migrate to a learning organization.

5. Take the heat, when necessary.

Swiss Army Applications

Why is it that precious few "productivity tools" actually make me more productive?

I think it's because productivity tools are designed to make their designer more productive, not me.

And I think that explains the rising adoption of applications like widgets and gadgets - snippets of single purpose code which can be assembled on a desktop to address small specific needs - as an alternative to a "full featured" office productivity suite.

You pick and choose just what you need and ignore the rest.

Maybe that's why I never owned a Swiss Army knife. I didn't like the idea of always carrying all the tools around, whether you'd ever need them or not. I could I never get one to open up and I didn't know what half the tools were for!