Saturday 25 August 2012
A Quality Product
I was visiting a local organic farm this morning and was struck again at how unquestionably great food tastes when it is fresh, and untainted by preservatives and chemicals (not to mention the mental "comfort" that comes from knowing its local & socially responsible).
It comes back to the idea of doing something really really well. How often we try to do so many different things at once and are never really completely happy with the results we deliver. Have a think over the last week; how many things did you deliver that you were entirely happy with?
What one thing will you do next week without compromising on quality? Who will you surprise by reminding them what great looks like?
Please see my website at www.managingforthefirsttime.com for more techniques, tips and advice on this topic and others.
Saturday 9 June 2012
GTD and Beyond - Making Ideas Happen
I have often blogged about GTD and ways to keep focussed on the right activities. I have also spoken numerous times with colleagues about the opportunities which it presents to be more productive and feel more in control.
However, it is still only a system which requires actioning to generate actual achievement. Other authors such as Seth Godin seem to approach from the other end and start with the execution first (See, 'Ship It').
What is often missing is the middle piece, the practical advice on what happens day to day in between the system and the shipping.
What I like is that it covers the process as a whole with real world advice which complements systems and approaches which I current use. It's split into 3 distinct areas:
1. Organisation and Execution - The GTD bit
2. The Forces of Community - How to engage others to make your things happen
3. Leadership Capability - The steps you need to take to actually see it through
I really couldn't put this one down. Would recommend this to anyone struggling with seeing it all through to the moment of achievement and success.
Please see my website at www.managingforthefirsttime.com for more techniques, tips and advice on this topic and others.
Wednesday 30 May 2012
Confirmed my participation in this year's World of Learning event (#WOL12 @Learn_EventsUK) on 2nd October.I'm taking part in the Lunchtime Panel Session entitled "Reduce cost, increase performance, support growth. How can L&D deliver?"
Really looking forward to seeing you there and joining in the discussion.
Please see my website at www.managingforthefirsttime.com for more techniques, tips and advice on this topic and others.
Thursday 10 May 2012
Going Paperless?
Having been out of the creative loop for a while now, I've managed to get back on top of the focus of what's important and working for me day to day.
Although I've not been talking much about it (more to come in later posts), I've been developing my paperless system to ensure I have what I need, whenever i need it, wherever I am (Very GTD).
My ScanSnap scanner and Evernote account are indispensable to deliver this for me.However, I was excited to read today David Sparks (@macsparky) new book, Paperless on the iPad. It's a multimedia extravaganza and, as always, even just one top tip from David justifies the time spent on it. And believe me, there's a lot of top tips in here.
£2.99 or $4.99 from the iBooks store. Worth every penny.
Thanks David.
Please see my website at www.managingforthefirsttime.com for more techniques, tips and advice on this topic and others.
Saturday 25 February 2012
Data Management and the Rent v Buy Model
Ownership and possession was once the goal. This was at the time that possessions were hard to come buy and very hard earned. As the 'wealth' of the average person increased the goal of possession became easier to attain.
However with the ownership of items came the relative devaluation of those items and in fact a negative aspect; clutter, disruption (potential loss) and lack of focus. More items mean more work to manage them. (There are some noticeable exceptions to this such as home ownership in the UK where ownership fulfils a deeper security and stability need).
More and more people are now rejecting this model in favour of renting an item or service. You only need to look at services such as Spotify for music or Netflix for movies. Why own an item when, for a relatively low monthly charge, you can have access to whatever you need whenever you need it. And most importantly, no storage, clutter and disruption for the other 364 days of the year that you don't.
In addition, the delivery of this information is through the web which arguably is available from almost anywhere rather than wherever the physical item is stored.
Is there an equivalent of this in the workplace? I think there is and it centres around documents, data & information. Working in an HR department, I have and need access to a whole host of information. That used to mean cupboards and cabinets full of folders of information all neatly filed and stored for years to come. It meant purchasing market data in books chocked full of raw data to be used once (if at all) for one off jobs.
Ownership meant management and potential distraction. What I really want at work is an answer to my question, whatever question it happens to be at the time. That answer will come from the information at hand. I want it:
Unrestricted - Whatever data I need, is available, not just some of it
At point of application - wherever I happen to be at the time
In a timely manner - Accessible (& searchable) quickly enough to efficiently find what I want
(Some readers might find parallels in the above to the mantra, Right People, Right Place, Right Time)
This idea has the airs of "Paperless Office" but is more to do with "Online Document Management". Although I don't think it will work in the corporate environment just yet, Evernote is a service I use in my home life which is accessible online, on a programme on my computer (for offline use) and on my mobile devices through an app.
This convenience is about unburdening yourself and therefore acting quicker and getting things done.
Have a think about it, do you really need to possess everything? Is a little bit of freedom and loss of burden in fact what you need right now? What might you active instead!
Please see my website at www.managingforthefirsttime.com for more techniques, tips and advice on this topic and others.
(Photo by spykster via flickr used under a creative Commons Licence)
More and more people are now rejecting this model in favour of renting an item or service. You only need to look at services such as Spotify for music or Netflix for movies. Why own an item when, for a relatively low monthly charge, you can have access to whatever you need whenever you need it. And most importantly, no storage, clutter and disruption for the other 364 days of the year that you don't.
In addition, the delivery of this information is through the web which arguably is available from almost anywhere rather than wherever the physical item is stored.
Is there an equivalent of this in the workplace? I think there is and it centres around documents, data & information. Working in an HR department, I have and need access to a whole host of information. That used to mean cupboards and cabinets full of folders of information all neatly filed and stored for years to come. It meant purchasing market data in books chocked full of raw data to be used once (if at all) for one off jobs.
Ownership meant management and potential distraction. What I really want at work is an answer to my question, whatever question it happens to be at the time. That answer will come from the information at hand. I want it:
Unrestricted - Whatever data I need, is available, not just some of it
At point of application - wherever I happen to be at the time
In a timely manner - Accessible (& searchable) quickly enough to efficiently find what I want
(Some readers might find parallels in the above to the mantra, Right People, Right Place, Right Time)
This idea has the airs of "Paperless Office" but is more to do with "Online Document Management". Although I don't think it will work in the corporate environment just yet, Evernote is a service I use in my home life which is accessible online, on a programme on my computer (for offline use) and on my mobile devices through an app.
This convenience is about unburdening yourself and therefore acting quicker and getting things done.
Have a think about it, do you really need to possess everything? Is a little bit of freedom and loss of burden in fact what you need right now? What might you active instead!
Please see my website at www.managingforthefirsttime.com for more techniques, tips and advice on this topic and others.
(Photo by spykster via flickr used under a creative Commons Licence)
Sunday 22 January 2012
Is Your Message Understood?
Last year I wrote a post about the appropriateness of feedback. It talked about the purpose of giving feedback. Once you get this right however, how to you ensure it is effective and therefore understood.
How many times have you given feedback which has seemed to go well only to find shock and surprise the next time it comes up in discussion. It is also worth remembering that, in my experience, the seriousness of the feedback is directly proportional to the potential misunderstanding. So you need to get it right.
Also, remember that giving feedback is hard, so others are unlikely to giving this exact same honest and constructive feedback. This will be confusing to the employee and they will be trying to reconcile the difference of views in their head. You must be clear in your message to ensure that they don't just choose to believe the contrary (easier) feedback rather than yours.
So how do you do this?
1. Clarify and Confirm
In the world of change management (in this case individual change) you need to expect to confirm the feedback 5 to 7 times in order for something it to be understood (Prosci). Don't assume that it was taken in the first time.Repeat, revisit, clarify and continue to give examples as they occur.
2. Increase the Quality of the Feedback
I've seen something similar in the past but the ICO concisely state that good communication is:
3. Check for Understanding
Check for active listening - Ask for them to confirm it back to you, in their own words. This is a great way to see what they have heard. Repeat the key message if you feel you didn't quite get the response you were hoping for.
4. Regular Reinforcement
If you don't follow it up, they won't think it was more than a passing viewpoint, even if it was thoroughly delivered at the time. Take the time to refer back to it, either in positive changes you've seen or to reinforce continuing issues you are yet to see required improvements in. Do this frequently to ensure the message is understood in that initial period of time.
If you find that things just don't work out then there are unlikely to be no surprises. In many cases, if the employee has bought into the situation due to fully understanding the issue (they may not agree with it but they will understand the feedback), they may even resolve the situation themselves by finding other opportunities under their own steam.
However, on the positive side, an employee who does make the change is likely to respect and reflect positively on the experience (at least after the fact). Don't also forget the influence that your action has on others. They will see this action and it sets a powerful message that you and the team work towards a core value of improvement and high performance.
With all of this, you must prepare and have courage. Nothing in life of any importance is easy. Commit to it and reap the benefits.
Please see my website at www.managingforthefirsttime.com for more techniques, tips and advice on this topic and others.
How many times have you given feedback which has seemed to go well only to find shock and surprise the next time it comes up in discussion. It is also worth remembering that, in my experience, the seriousness of the feedback is directly proportional to the potential misunderstanding. So you need to get it right.
Also, remember that giving feedback is hard, so others are unlikely to giving this exact same honest and constructive feedback. This will be confusing to the employee and they will be trying to reconcile the difference of views in their head. You must be clear in your message to ensure that they don't just choose to believe the contrary (easier) feedback rather than yours.
So how do you do this?
1. Clarify and Confirm
In the world of change management (in this case individual change) you need to expect to confirm the feedback 5 to 7 times in order for something it to be understood (Prosci). Don't assume that it was taken in the first time.Repeat, revisit, clarify and continue to give examples as they occur.
2. Increase the Quality of the Feedback
I've seen something similar in the past but the ICO concisely state that good communication is:
- "Defined as two-way, appropriate to the audience, medium and message, and is in correct, clear language.
- Honest, relevant, timely, appropriate, useful, inclusive and authoritative."
Make sure that you are giving the feedback as clear as you can. Practice it if you have to but don't shirk from your responsibility of getting this bit right.
3. Check for Understanding
Check for active listening - Ask for them to confirm it back to you, in their own words. This is a great way to see what they have heard. Repeat the key message if you feel you didn't quite get the response you were hoping for.
4. Regular Reinforcement
If you don't follow it up, they won't think it was more than a passing viewpoint, even if it was thoroughly delivered at the time. Take the time to refer back to it, either in positive changes you've seen or to reinforce continuing issues you are yet to see required improvements in. Do this frequently to ensure the message is understood in that initial period of time.
If you find that things just don't work out then there are unlikely to be no surprises. In many cases, if the employee has bought into the situation due to fully understanding the issue (they may not agree with it but they will understand the feedback), they may even resolve the situation themselves by finding other opportunities under their own steam.
However, on the positive side, an employee who does make the change is likely to respect and reflect positively on the experience (at least after the fact). Don't also forget the influence that your action has on others. They will see this action and it sets a powerful message that you and the team work towards a core value of improvement and high performance.
With all of this, you must prepare and have courage. Nothing in life of any importance is easy. Commit to it and reap the benefits.
Please see my website at www.managingforthefirsttime.com for more techniques, tips and advice on this topic and others.
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