trust sculpted

Having a quick glance at Hugh Macleod’s excellent blog, from last week, my attention was caught by his humanification bit where he chats about a previous posting:

4. You’ve already done “efficient”. We’re living in a post-efficiency world now. We already know how to make things better, cheaper and faster than the previous generation. We already know how to squeeze our suppliers till the pips squeak. We already know how to build systems that maximize profits at every stage of the production and selling process. We’re already outsourcing our stuff to China, and so is everyone else. Been there. Done that. So where does the growth need to come from? What needs to happen, in order to save your job?

THESIS:

5. The growth will come, I believe, not by yet more increased efficiencies, but by humanification. For example, take two well-known airlines. They both perform a useful service. They both deliver value. They both cost about the same to fly to New York or Hong Kong. Both have nice Boeings and Airbuses. Both serve peanuts and drinks. Both serve “airline food”. Both use the same airports. But one airline has friendly people working for them, the other airline has surly people working for them. One airline has a sense of fun and adventure about it, one has a tired, jaded business-commuter vibe about it. Guess which one takes the human dimension of their business more seriously than the other? Guess which one still will be around in twenty years? Guess which one will lose billions of dollars worth of shareholder value over the next twenty years? What parallels do you see in your own industry? In your own company?

The comments on that post led to this post which was talking about how Lee Bryant viewed “humanification” – or as he put it “Humanising the Enterprise

By elevating the individuals in the organisation above systems, and by re-balancing the relationship between people and process, we can create a social fabric that lives and breathes the values that large companies are trying to instill in their organisations. We have the tools and the ideas to do this in ways that were not possible before, and we are in a position to finally move beyond Taylorism and the factory model to a new era of genuinely people-powered organisations and networks. We know how to create rich and purposeful social networks as vehicles for collaboration and co-operation. We know how to aggregate ideas and negotiate common language to create better forms of information organisation and retrieval. We know a lot more about what is possible when people trust each other by default; and we also know a lot more about how to engage in debate and deliberation with people who agree with us and people who do not.

In my own company there are ongoing tensions about achievement, performance, reward – and there’s a perception that there’s not as much trust as there could be. Let’s hope we do trust our people – and deliver what Lee and Hugh seem to think is achieveable.

Image Credit: doctor paradox
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attentive dog

What could you learn from a dog trainer?

This came about from the last couple of Sundays, as I have had to substitute for my wife in the dog training classes our youngest dog is going to.

You need to keep audience attention

In dog training, we do this by using treats to aid the dog’s focus; in wider life, don’t be the same as everyone else. If everyone’s doing Death by Powerpoint, and reading notes – talk without notes; look at how you’re presenting your data. If you can’t give a fast pitch… work until you can.

Consistency of Communication

In dog training, we always heel the dog at the left. Make sure your messages tell the same story; carry the branding. If they don’t, your audience is left wondering if you know your own story.

Clarity of Communication

While your audience might not appreciate one word commands “SIT!” “STAY!“, they want the message to be easy.

  • Why are they here?
  • What’s the story?
  • What do you want from them?
  • What’s the call to action?

Speak with Authority

Dogs need a firm tone. Humans need to know that you’re worth their attention; if you’re in front of them – know they want to hear what you have to tell them; know that you know best of all what you want to tell them. So, tell them, with authority; like you mean it, and you care.

Image Credit: msmail

Everyone wants to contribute

scales

Just read The Starfish and The Spider, an interesting book by Beckstrom and Brafman. I’ll post more about this on another day but I liked the focus on Emotional Intelligence and their proclaimed rules, particularly:

Rule 5:Everyone wants to contribute

It’s all about trust.

Why doubt them?

I look at my firm’s values, which are:

  • Trustworthy – we do what we say we will
  • Helpful – we work as one team
  • Inspiring – we create new possibilities
  • Straightforward – we make things clear
  • Heart – we believe in what we do

and sigh.

Why?

Because I have to produce evidence, related to my work area that shows how I have demonstrated these values, using a narrow form of words. I must produce evidence for each of these, every quarter.

If there’s time to spare from the day job…

This evidence will be assessed by my line manager; my unit manager; it will then be assessed by our HR partners – who, as in many large corporates nowadays, don’t even work for the same organisation.

This HR organisation and senior managers will then endeavour to weigh everyone’s evidence – and will attempt to ensure that the evidence is used to justify a normal distribution of performance ranges – which will impact pay and bonuses.

Dark blue is less than one standard deviation ...Image via Wikipedia

Is this the best way to spend your people’s time? Google do something constructive with 20% of their folk’s time…

I can understand some of the motivation for it. People say, “How come so many people are marked Good or Very Good, if the team, or unit, or company isn’t achieving their objectives? Maybe we should mark more of them lower as they haven’t delivered.”

I can understand the motivation, but it doesn’t necessarily make it right. If you’re rowing in a galley, it doesn’t matter how hard you row, if the the helmsman points you somewhere… that’s where you’re going. If you’re aware of where he’s pointing, and you’ve discussed how hard you need to row… – you can’t necessarily influence the destination.

Making your people jump through hoops to prove what they’re doing neither demonstrates belief in their trustworthiness, nor fosters a team ethic, nor encourages sharing of knowledge – which I’ve previously mentioned when talking about performance management.

I gather there are changes coming. Maybe, I’ll be trusted.

Picture Credit polapix

Zemanta Pixie

Do you recognise your opportunities?

Doer or sayer? Like many, I have good intentions – I mean, I’ve even looked at hundredpushups.com.

It seems I’m not alone.

I flew into Manchester, England tonight. It was a warm pleasant evening, around 6.30 pm. I noticed, as I have done often, how the United Kingdom’s historic climate – and sky high energy costs – has meant how few swimming pools there are.

What there was were numerous dark circles. As I looked closer, I recognised them as trampolines – all with their little net guards round them. In some areas, about 1 in 5 houses seemed to have them.

What opportunities do you have?

I’d guess most of these were bought by parents, eager to ensure in these “stranger-danger”, “school run” days that their kids have a safe place to play – which will encourage them into physical activity. A laudable intent as the UK heads – seemingly inexorably – towards an obesity crisis. [Why do you think I *look at* physical fitness sites – I know what I should do…]

What did all of the trampolines have in common? Yes, they were black. Yes, they were round. Yes, they all had nets around them. What was most noticeable? They were *all* empty.

Why? I don’t know – it *could* have been because of a wonderful kids programme on TV – or it could be because many parents – and I’m as guilty of this as some – think that they need to compensate for the time the spend away from their children by spending money and giving them “worthwhile” things to do…

The children – quite possibly – have differing ideas on how to spend their time.

Do you take your opportunities?

As we get older, opportunities come to us in different ways. We have less of parents pushing us towards things – and more of alternatives at work, in our social lives – and even in the blogosphere.

I think sometimes, I can reject the opportunities that are there – when I should be grabbing them with both hands…I need to learn more about what Web2.0 might offer me; I need to coach others into using it to help them; I need to use my residual fitness to help me get fitter – so I can enjoy my life longer.

That was brought home to me today when I attended a Coastguard shout, and had to chat to a young man who’d been rescued adrift in the Firth. He was fine, but if he hadn’t been, I would have been searching for his remains. I want to enjoy my life for as long as possible – and part of that is enjoying the opportunities life presents me.

What about you? Are you rejecting opportunities?

Image Credit:.m for matthijs

How do you blog?

In my blogging, I tend to post about things that interest me from a work perspective, or changes in social networking. I tend to mention domestic matters in passing to set context, or to explain what’s stimulated me to write.

How do you tweet?

I’m a huge fan of Twitter, the widely used micro-blogging tool. You can usually see my latest posts in the right hand side of my blog. I usually answer the question “What are you doing?”. Sometimes it’s about things at work; quite often what I’m doing at home – maybe a concert I’m going to, or what I’m cooking.

Why do you blog?

I blog partly to clarify my understanding of things, partly to record what I’m learning, and partly to learn more – usually from the comments people leave, but also as I am driven to learn more to talk about…

Why do you tweet?

This is a little more complicated. I am a homeworker, and my office surroundings are 4 walls and my email/IM/phone clients. So, no “water-cooler” chats. An internal newsgroup can provide company scuttlebutt, though this is often rather parochial. Twitter gives me a window into the lives of others; not just their working life, but often what they choose to share about themselves.

I feel this gives a more rounded view of them as people, so in the spirit of reciprocity I tweet about my doings.

I don’t feel this is a case of being good to Momma, but I can’t resist the opportunity to link Queen Latifah…

So, I tweet for connectedness.

How does your family feel about this?

Now we come to the nub of the post. I’m interested in your views about this, following some discussions I’ve had within my own family.

“It feels like we’re living in a goldfish bowl” said one.

I’ve said that my twitter feeds are read by probably no more than 150 people maximum, most of whom may share similar types of things; my blogging tends to be non-domestic; and my Facebook is pretty restricted, too.

My mother has a very closed down Facebook – family only; my wife has no online presence to speak of. Neither of them see why I’d want to share anything publicly; I’ve talked about building trust, developing an authentic voice and so on, but they remain unconvinced.

Obviously, family comes first, and so I will twitter less about anything domestic, but I’d welcome suggestions as to how I can best portray why “What are you doing?”  might be of interest to others – and harmless to your family.

stairs

Should we reward participation?

Is adding useable knowledge to your employer useful? Should it be part of your actual job?

If it was part of your job, how would you measure it? Should you?

To save time, I think the right answers are Yes; Yes; Yes; Various ways; Yes

Why ask the question now?

As my interest in Social media and wikis has risen over the last year or so, I’ve watched JP talk about social software in the enterprise (many links), and recently been delighted when my firm started the nascent internal social networking, announced publicly by my colleague Richard Dennison

There’s a fair amount of wiki use within the firm, and I like them – despite my ongoing discussion with another colleague Sandy Blair.

We’ve now got an excellent WordPress instance running internally – I think I accidentally publicly announced that, shortly before the official announcement. I like that too, particularly how easy it is to search. I’m still amused that Sandy ranks first for “Glitter Glue” within BT.

We have had a BTpedia – an enterprise wide information wiki for some time.

It’s a source of some mild pleasure that I’ve contributed 0.25% of the content (including some of the most edited/updated articles) although I’m .00125% of the workforce.

This stuff is really taking off, internally

Why the fuss about job descriptions/measuring etc?

One reason that is suggested for non-participation in wikis/social media is the “not real work” argument. People express concern that their management will think they are slacking if they add to wikis/blogs.

Make adding to corporate knowledge part of people’s jobs, with some sort of weighting to it, and people *may* be more willing to do it

As far as measuring goes, until we move to a more Deming driven organisation, you have to show what and how you contribute. Measuring something about your contributions might provide that.

What should we measure

As is often the case, I’m again somewhat beaten to the point by Richard, who in his excellent recent post says

Leadership will be a combination of willingness to engage and connect, and the value of those engagements and connections to the community of users and to the complete enterprise ecosystem. Leadership won’t be about power but influence. And, value to the ecosystem will be measured in terms of contribution rather than achievement

he then highlights

Everyone in a enterprise ecosystem will need to understand that while every perception/view is equally valid, they are not of equal importance… Importance will be a combination of that inferred by the enterprise (as currently happens) and that inferred by the community (willingness to connect/engage and value of those connections/engagements as measured by the community).

To me, that suggests a combination of

  • objective measure – perhaps a combination of separate views, incoming links, other citations, and maybe number of comments/edits
  • subjective measures – post ranking/karma awards

What do you think should be measured in Enterprise Social Media?

Picture Credit Capt Kodak

stairs

Good with dates?

I remember my birthday. My wife, when she’s being cynical, which is rare says one reason we married was that we have the same birthday. I stand *no* chance of ever forgetting her birthday.

One of our friends gave us a counted cross stitch tapestry to celebrate our wedding day. It, with the helpful date and year, hang over the bed. I don’t forget our anniversary, either.

Do you remember phone numbers/email addresses?

I used to work in a service organisation. Back in the 80s, I would have a list of maybe a hundred numbers for organisations/people I needed to contact in my head. I probably recognised a couple of hundred customer numbers, too.

Nowadays, I either use a cellphone directory, a shortcode button or web based lookup. Why would I need to remember a number? I can’t tell you my mother or brother’s full street address. Why would I remember it? I send email, and gifts… usually come from Amazon… who remember their address for me.

What about your IDs?

I use my employee number at work all the time; I guess it’s like your Army number. Hard to forget. Elsewhere – I have loads of IDs. Sometimes, my browser remembers them. Sometime sxipper remembers them.

Best of all, I like my OpenID. Somewhere that accepts that makes me feel good.

Some things, you just don’t remember

I must have vacuumed the stairs in my house 300 times. Each stair, individually. Do you know how many steps are in the main flight of stairs in your home? Without checking?

Some passwords are like that. Hard to remember. Tech Mavens did a piece on password complexity a while back. When I get a password rejected with “No non-alphanumerics” or “Repeated digits” I get really wound up. One system at work I had to get reset 15 times before I’d worked out a mnemonic I could use.

If you are designing a system, remember your user might have to remember scores of IDs and passwords. Don’t protect them so much they won’t use your system.

Oh, my stairs? There are 13 of them. I counted them on Sunday. I wondered why I didn’t know how many there were.
What don’t you remember?

Picture Credit S@Z

Quincy Market

Why can’t we have a chip shop?

Having come back from a lovely holiday in Boston & Iceland, I wondered if I had any inspiration for a blog post. I do, a little.

In Boston, I stayed near to Quincy Market, an old market hall, now jammed full of fast food outlets. There must be over 50, serving pizza, teriyaki, clams, lobster rolls, steak sandwiches, moussaka, sorbet, hot dogs, burritos, caramels, ice cream and way more stuff.

At home, in the little Highland village I live in, we have no fast food outlet. A couple of pubs will let you get food to take out, and the wood-fired pizza restaurant will give you pizza to go.

Why so many in one hall in Boston, and none in an entire village?

Well, there could be all sorts of reasons – yes, there will be more customers, as Boston is a busier place. But why in that one hall?

  • It’s a good place to buy fast food – so customers will come from some distance.
  • It’s a good place to sell fast food – so suppliers will come from all over
  • There’s a wide range of things to buy – so a customer can meet their needs there
  • If you can’t sell a meal there, you could still sell a dessert, a drink, coffee – as there are so many suppliers and customers together. If there’s a lot of demand for something, you betcha there will be people starting to provide it. [Like, clam chowder. *Lots* of places sell that in Boston!]

We don’t have the outlets crowded together, pulling the customers way into the Highlands – so we don’t even get a chippy!

Quality through Competition

I’m sure the outlets in Quincy Market vary in quality. The worst I saw was Good, as you wouldn’t survive in the maelstrom of competition there, if your food wasn’t acceptable. Most of the the experience was Very Good, and the teriyaki experience was Outstanding for fast food.

So?

Trying to rank those outlets from 1-5, say, when looking at my worldwide catering experiences [which include British roadside cafes] would result in everything in Quincy’s market being 3-5 (more probably 4-5, but work with me on this).

Why are they better – because they learn from each other, all the time. If one offers free samples – so will another. If you can get your chowder in a bread bowl in one… another will offer something similar or better.

If you did rank them them from 1-5… the lowest (1 ranked) place would be a 3 against most British outlets – and that makes it a little hard to use a global ranking…

Professional Communities

I won’t apologise for riding my hobby horse again; I think professional communities have a lot to offer – and are one of the best ways you can lift performance, professionalism, accreditation and interest amongst a group.

Lots of professionals

You want a project manager? Good place to find one might be your putative “Programme & Project Management” Community. There’ll be a lot there, and they *should* be supporting each other and helping the level of certification and experience. They’ll learn hints and tips from each other.

Hey, maybe your project/bid manager needs a service wrap? Natch, there’ll be a service designer there who should be able to assist the team.

Lots of demand

As you have all these customers walking up to take services from your communities, you should get a damn fine idea of what these customers want. If you *don’t* have the Ruby on Rails guy, maybe there’s some other service you can provide the customer… while you think “Hmm, might need to get some RoR guys available”.

Explaining ranking

In a community of professionals, you generally have a self selecting group of achievers. There will be folk that are Good; some Very Good; and even a few Outstanding. Generally, if you aren’t at least Good – you won’t have had the wherewithal to make it into a community.

Now, if you force rank the individuals in the community… sure, you can do it. Take the people who’re in external terms good, and mark some of them as, say Generally Satisfactory or (kiss of death) Needs Improvement.

This is Vitality Curve behaviour – particularly if there’s a mechanistic approach to invoking HR involvement in bureacratic Performance Improvement Plans. Which there is, in large swathes of corporate Britain.

Vitality Curve damages Communities?

I’ve alluded previously to my concerns about this sort of approach.

I *need* to look better than you. Rather than spending time sharing my knowledge, or increasing my skills, it might pay me better to game the system.

So, rather than sharing my knowledge with people, I have to consider how I can look best at showing how much more I know than everyone else, and the most public way I can show how I’m sharing this knowledge.

Otherwise, I might not get marked Good, won’t recieve a bonus, and likely won’t get a pay rise.

Even better, if I get the opportunity to use a modified COTS “Performance management” system, and produce reams of impenetrable evidence, I’ll be able to show *what* I’ve done – even if it uses time I should spend on work…

On the other hand…

If you want Professional Communities… maybe let them manage themselves. Professionally. Not with advice from Neutron Jack.

Picture Credit Me!

threads on a loom

The internet changes marketing

I’ve recently read with interest Brian’s post on how university marketing departments just don’t get it. Briefly, some have produced promotional videos; an enterprising firm has hosted and promoted copies of these. Rather than being glad about the publicity, there have been take down notices issued. It made me wonder if there are other pockets of resistance to change.

The web – and Webside(TM) working – changes corporate access

I like many ex or soi-disant road warriors have a corporate laptop. I was used to carrying lan cables, phone cables & adapters, mini-switches, I have a locked down laptop which I use over a VPN to access corporate services. We have an IT support organisation that can look after this. My employer is moving to webside working; I still need to chuck up a VPN, but I can do that from my home PC; from an internet cafe – from my little eee PC. I understand some of the senior guys, and some of the software simians (@kerryb ‘s periphrasis of codemonkeys – as he honestly points out via Scott Adams) actually use Macs… This complicates support, because it means that you can no longer rely on folk having standard kit. This means you need better self diagnosis tools, and savvier staff to handle the calls that can’t self clear. It also means we need strong commitment to track down root cause, as it’s no longer (if it ever was) acceptable to say “You shouldn’t be using that software”. It also means that we have to stop some of the nonsense measures. Time to close an incident is irrelevant, if there hasn’t been a clear. But then, we get to targets…

User experience changes perceptions of official software

JP’s talked before about how people are used to using their favourite tools, and how it will ring them into the Enterprise. He’s pushing that… @san1t1 has discussed elsewhere how bizarre it is to have training to use a purchasing system, pointing out he must have missed the training to use Amazon etc.

People are used to intuitive systems, be they from GetSatisfaction.com or 37 Signals. Arcane comands on COTS stuff won’t cut it.

What should we do?

Well, I’m tempted to suggest like Richard Dennison “Proceed until apprehended”. You’re meant to push the envelopes; if you’re not taking risks – and sure, making mistakes, you’re not learning anything.

And…?
If things are causing you a problem and pain – shout long and loud so people can see the pain points – and address them.

Picture Credit Daniel F. Pigatto