Shipulski On Design

Archive for the ‘Motivation’ Category

If you want to move in a new direction, you can call it disruption, innovation, or transformation. Or, if you need to rally around an initiative, call it Industrial Internet of Things or Digital Strategy. The naming can help the company rally around a new common goal, so take some time to argue about and get it right.  But, settle on a name as quickly as you can so you can get down to business. Because the name isn’t the important part.  What’s most important is that you have an objective measure that can help you see that you’ve stopped talking about changing course and started changing it.

When it’s time to change course, I have found that companies error on the side of arguing what to call it and how to go about it.  Sure, this comes at the expense of doing it, but that’s the point.  At the surface, it seems like there’s a need for the focus groups and investigatory dialog because no one knows what to do.  But it’s not that the company doesn’t know what it must do. It’s that no one is willing to make the difficult decision and own the consequences of making it.

Once the decision is made to change course and the new direction is properly named, the talk may have stopped but the new work hasn’t started. And this is when it’s time to create an objective measure to help the company discern between talking about the course change and actively changing the course.

Here it is in a nutshell. There can be no course change unless the projects change.

Here’s the failure mode to guard against. When the naming conventions in the operating plans reflect the new course heading but sitting under the flashy new moniker is the same set of tired, old projects.  The job of the objective measure is to discern between the same old projects and new projects that are truly aligned with the new direction.

And here’s the other half of the nutshell. There can be no course change unless the projects solve different problems.

To discern if the company is working in a new direction, the objective measure is a one-page description of the new customer problem each project will solve.  The one-page limit helps the team distill their work into a singular customer problem and brings clarity to all. And framing the problem in the customer’s context helps the team know the project will bring new value to the customer. Once the problem is distilled, everyone will know if the project will solve the same old problem or a new one that’s aligned with the company’s new course heading.  This is especially helpful the company leaders who are on the hook to move the company in the new direction.  And ask the team to name the customer.  That way everyone will know if you are targeting the same old customer or new ones.

When you have a one-page description of the problem to be solved for each project in your portfolio, it will be clear if your company is working in a new direction. There’s simply no escape from this objective measure.

Of course, the next problem is to discern if the resources have actually moved off the old projects and are actively working on the new projects. Because if the resources don’t move to the new projects, you’re not solving new problems and you’re not moving in the new direction.

Image credit – Walt Stoneburner

This is a special post for me. It’s a huge milestone. With this post, I have written a new blog post every Wednesday evening for the last ten years. That’s 520 Wednesdays in a row. I haven’t missed a single one and none have been repeats.  As I write this, the significance is starting to sink in.

Most of the posts I’ve written at the kitchen table with my earbuds set firmly in my ears and my family going about its business around me. But I’ve written them in the car; I’ve written them in a hospital waiting room; I’ve written them in a diner over lunch while on a three-week motorcycle trip, and I’ve written them at a state park while on vacation.  No matter what, I’ve published a post on Wednesday night.

I write to challenge myself.  I write to teach myself. I write to provide my own mentorship. I have no one to proof my writing and there are always mistakes of grammar, spelling and word choice. But that doesn’t stop me. No one limits the topics I cover, nor does anyone help me choose a topic. It’s just me and my laptop battling it out. It doesn’t have to be that way, but that’s the way it has been for the last ten years.

I used to read, respond and obsess over comments written by readers, but I started to limit my writing based on them so now my posts are closed to comments. I write more freely now, but I miss the connection that came from the comments.

I used to obsessively track the number of subscribers and Google analytics data. Now I don’t know how many subscribers I have, nor do I know who has visited my website over the last couple of years. Now I just write. But maybe I should check.

When you can write about anything you want, the topics you choose make a fingerprint, or maybe a soul-print. I don’t know what my choices say about me, but that’s the old me.

What’s the grand plan? There isn’t one. What’s next? It’s uncertain.

Thanks for reading.

Mike

image credit — Joey Gannon

As parents, our lives are centered around our children and their needs. In the shortest-term, it’s all about their foundational needs like food, water, and shelter. In the medium-term, it’s all about education and person-to-person interactions. And in the longest-term, it’s all about creating the causes and conditions to help them grow into kind, caring citizens that will do the right things after we’re gone. As parents, our focus on our children gives meaning to our lives.

Though work is not the same as our children, what if we took a similar short-medium-long view to our work? And, like with our children, what if we looked at our work as a source of meaning in our lives?

Short-term, our work must pay for our food and our mortgage. And if can’t cover these expenses, the job isn’t viable. In that way, it’s easy to tell if our job works at the month-to-month timescale. You may not know if the job is right for you in the long-term, but you know if it can support your lifestyle month-to-month. And even if it’s a job we love, we know we’ve got to find another job because this one doesn’t support our family.

Medium-term, our work should pay the bills, but it should be more than that. It should allow us to be our best selves and be an avenue for continued growth and development. If you have to pretend to be someone else, you need a new job. And if you’re doing the same thing year-on-year, you need a new job. But, where it’s easy to know that your job doesn’t allow you to pay for your food and rent, it’s more difficult to acknowledge that your job isn’t right because you’ve got to wear a mask and it’s a dead-end job where next year will be the same as last year.

Long-term, our work should pay the bills, should demand we be our best selves, should demand we grow, and should make the world a better place, even after we’re gone. And where it’s difficult to acknowledge you’re in the wrong job because you must wear a mask and do what you did last year, it’s almost impossible to acknowledge you’re in the wrong job because you’re not making the world a better place.

So, I ask you now to stop for a minute and ask yourself some difficult questions. How are you making the world a better place? How are you developing yourself so you can make the world a better place?
How are you growing the future leaders that will make the world a better place?

For many reasons, it’s difficult to allocate your energy in a way that makes the world a better place. But, to me, because the world changes so slowly, the number one reason is that it’s unlikely your work will change the world in your lifetime. But, as a parent, that shouldn’t matter.

As a parent, if your work won’t change the world in your lifetime but will change the world in your children’s lifetime, that’s reason enough to do the right work. And, if your work won’t change the world in your children’s lifetime but will change it in your grandchildren’s lifetime, that is also reason enough to do the right work.

Image credit – Niall Collins

When was the last time you taught someone a new method or technique? What was their reaction? How did it make you feel? Will you do it again?

When was the last time you learned something new from a colleague? What was your reaction? What did you do so it would happen again?

When was the last time you woke up early because you were excited to go to work? How did you feel about that? What can change so it happens once a week?

When was the last time you had a crazy idea and your colleagues helped you make it real? How did you feel about that? How can you do it for them? What can you do to make it happen more frequently?

When was the last time you had a crazy idea and it was squelched because it violated a successful recipe? How did you feel about that? What can you do so it happens differently next time?

When was the last time you used your good judgement without asking for permission? How did you feel about that? What can you do to give others the confidence to use their best judgement?

When was the last time someone gave you credit for doing good work? And when was the last time you did the same for someone else? What can you do so the behavior blossoms into common practice?

When was the last time you openly contradicted a majority opinion with a dissenting minority opinion? Though it was received poorly, you must do it again. The majority needs to hear your dissenting opinion so they can sharpen their thinking.

When was the last time you gave good advice to a younger colleague? How can you systematize that type of behavior?

When was the last time you did work so undeniably good that others twisted it a bit and adopted it as their own? Don’t feel badly. When doing innovative work this is what success looks like. All that really matters is your customers realize the value from the work and not who gets credit. What can you do so this type of thing happens as a matter of course?

Good things happen and bad things happen.  That’s how life goes. But the important part is you pay attention to what worked and what didn’t. And the second important part is actively making the good stuff happen more frequently and the bad stuff happen less frequently.

Image credit — jacquemart

If you want things to change, you have two options. You can incentivize change or you can move things out of the way that block change. The first way doesn’t work and the second one does.  For more details, click this link at it will take you to a post that describes Danny Kahneman’s thoughts on the subject.

And, also from Kahneman, to move things out of the way and unblock change, change the environment.

Change-blocker 1. Metrics. When you measure someone on efficiency, you get efficiency. And if people think a potential change could reduce efficiency, that change is blocked.  And the same goes for all metrics associated with cost, quality and speed. When a change threatens the metric, the change will be blocked. To change the environment to eliminate the blocking, help people understand who the change will actually IMPROVE the metric. Do the analysis and educate those who would be negatively impacted if the change reduced the metric. Change their environment to one that believes the change will improve the metric.

Change-blocker 2. Incentives. When someone’s bonus could be negatively impacted by a potential change, that change will be blocked. Figure out whose incentive compensation are jeopardized by the potential change and help them understand how the potential change will actually increase their incentives.  You may have to explain that their incentives will increase in the long term, but that’s an argument that holds water. Until they believe their incentives will not suffer, they’ll block the change.

Change-blocker 3. Fear. This is the big one – fear of negative consequences. Here’s a short list: fear of being judged, fear of being blamed, fear of losing status, fear of losing control, fear of losing a job, fear of losing a promotion, fear of looking stupid and fear of failing. One of the best ways to help people get over their fear is to run a small experiment that demonstrates that they have nothing to fear. Show them that the change will actually work. Show them how they’ll benefit.

Eliminating the things that block change is fundamentally different than pushing people in the direction of change. It’s different in effectiveness and approach. Start with the questions: “What’s in the way of change?” or “Who is in the way of change?” and then “Why are they in the way of change?” From there, you’ll have an idea what must be moved out of the way. And then ask: “How can their environment be changed so the change-blocker can be moved out of the way?”

What’s in the way of giving it a try?

Image credit B4bees

We all want to make progress. We all want to to do the right thing. And we all have the best intentions. But often we don’t pay enough attention to the words we use.

There are pure words that convey a message in a kind soothing way and there are snarl words that convey a message in a sharp, biting way. It’s relatively easy, if you’re paying attention, to recognize the snarl and purr. But it’s much more difficult to take skillful action when you hear them used unskillfully.

A purr word is skillful when it conveys honest appreciation, and it’s unskillful when it manipulates under the banner of false praise. But how do you tell the difference? That’s where the listening comes in. And that’s where effective probing can help.

If you sense unskillful use, ask a question of the user to get at the intent behind the language. Why do you think the idea is so good? What about the concept do you find so interesting? Why do you like it so much? Then, use your judgment to decide if the use was unskillful or not. If unskillful, assign less value to the purr language and the one purring it.

But it’s different with snark words. I don’t know of a situation where the use of snarl words is skillful. Blatant use of snarl words is easy to see and interpret. And it looks like plain, old-fashioned anger. And the response is straightforward. Call the snarler on their snarl and let them know it’s not okay. That usually puts an end to future snarling.

The most dangerous use of snarl words is passive-aggressive snarling. Here, the snarler wants all the manipulative benefit without being recognized as a manipulator.  The pros snarl lightly to start to see if they get away with it. And if they do, they snarl harder and more often. And they won’t stop until they’re called on their behavior. And when they are called on their behavior, they’ll deny the snarling altogether.

Passive-aggressive snarling can block new thinking, prevent consensus and stall hard-won momentum. It’s nothing short of divisive. And it’s difficult to see and requires courage to confront and eviscerate.

If you see something, say something. And it’s the same with passive-aggressive snarling. If you think it is happening, ask questions to get at the underlying intent of the words. If it turns out that it’s simply a poor choice of words, suggest better ones and move on. But if the intent is manipulation, it must be stopped in its tracks. It must be called by name, its negative implications must be be linked to the behavior and new behavioral norms must be set.

Words are the tools we use to make progress. The wrong words block progress and the right ones accelerate it.

Why not choose the right words?

If you’re dissatisfied, there’s a reason.

If you’re dissatisfied, there’s hope for us all.

If you’re not dissatisfied, there’s no forcing function for change.

If you’re not dissatisfied, the status quo will carry the day.

If you’re not dissatisfied, innovation work is not for you.

If you’re dissatisfied, you know it could be better next time.

If you’re dissatisfied, your insecure leader will step on your head.

If you’re dissatisfied, there’s a reason and that reason is real.

If you’re dissatisfied, follow your dissatisfaction.

If you’re dissatisfied, I want to work with you.

If you’re dissatisfied, it’s because you see things as they are.

If you’re dissatisfied, your confident leader will ask how things should go next time.

If you’re dissatisfied, it’s because you want to make a difference.

If you’re dissatisfied, look inside.

If you’re dissatisfied, there’s a reason, the reason is real and it’s time to do something about it.

If you’re dissatisfied, you’re thinking for yourself.

If you’re so dissatisfied you openly show anger, thank you for trusting me enough to show your true self.

If you’re dissatisfied, it’s because you know things should be better than they are.

If you’re dissatisfied, do something about it.

If you’re dissatisfied, thank you for thinking deeply.

If you’re dissatisfied, it’s because you’re not asleep at the wheel.

If you’re dissatisfied, it’s because your self-worth allows it.

Thank you for caring enough to be dissatisfied.

Image credit – Vinod Chandar

The past has past, never to come again.  But if you tell yourself old stories the past is still with you.  If you hold onto your past it colors what you see, shapes what you think and silently governs what you do.  Not skillful, not helpful.  Old stories are old because things have changed.  The old plays won’t work. The rules are different, the players are different, the situation is different.  And you are different, unless you hold onto the past.

As a tactic we hold onto the past because of aversion to what’s going on around us. Like an ostrich we bury our head in the sands of the past to protect ourselves from unpleasant weather buffeting us in the now.  But there’s no protection. Grasping tightly to the past does nothing more than stop us in our tracks.

If you grasp too tightly to tired technology it’s game over.  And it’s the same with your tired business model – grasp too tightly and get run through by an upstart.  But for someone who wants to make a meaningful difference, what are the two things that are sacred? The successful technology and successful business model.

It’s difficult for an organization to decide if the successful technology should be reused or replaced.  The easy decision is to reuse it.  New products come faster, fewer resources are needed because the hard engineering work has been done and the technical and execution risks are lower.  The difficult decision is to scrap the old and develop the new.  The smart decision is to do both.  Launch products with the old technology while working feverishly to obsolete it.  These days the half-life of technology is short.  It’s always the right time to develop new technology.

The business model is even more difficult to scrap. It cuts across every team and every function.  It’s how the company did its work.  It’s how the company made its name. It’s how the company made its money.  It’s how families paid their mortgages.  It’s grasping to the past success of the business model that makes it almost impossible to obsolete.

People grasp onto the past for protection and companies are nothing more than a loosely connected network of people systems.  And these people systems have a shared past and a good memory.  It’s no wonder why old technologies and business models stick around longer than they should.

To let go of the past people must see things as they are.  That’s a slow process that starts with a clear-eyed assessment today’s landscapes. Make maps of the worldwide competitive landscape, intellectual property, worldwide regulatory legislation, emergent technologies (search YouTube) and the sea of crazy business models enabled by the cloud.

The best time to start the landscape analyses was two years ago, but the next best time to start is right now.  Don’t wait.

Image credit – John Fife

There are countless books and articles on innovation.  You can read how others have done it, what worked and what didn’t, how best to organize the company and how to define it.  But I have not read much about how it feels to do innovation.

Before anything meaningful can happen, there must be discontent or anger.  And for that there needs to be a realization that doing things like last time is a bad idea.   This realization is the natural outcome of looking deeply at how things really are and testing the assumptions of the status quo.  And the best way to set all this in motion is to do things that generate immense boredom.

Boredom can be created in two ways.  1. Doing the same boring work in the same boring way.  2. Stopping all activity for 30 minutes a day and swimming in the sea of your boring thoughts.  Both work well, but the second one works faster.

Next, with your discontent in hand, it’s time birth the right question.  Some think this the time for answers, but with innovation the real work is to figure out the question.  The discomfort of trying to discover the right question is seven times more uncomfortable the discomfort of figuring out the right answer.  And once you have the right question, the organization rejects you as a heretic. If the organization doesn’t dismiss you in a visceral way, you know you don’t have the right question.  You will feel afraid, but repeat the cycle until your question threatens the very thing that has made the company successful.   When people treat you like you threaten them, you know you’re on to something.

To answer your question, you need help from the organization, but the organization withholds them from you.  If you are ignored, blocked or discredited, you’re on the right path.  Break the rules, disregard best practices, and partner with an old friend who trusts you.  Together, rally against the organization and do the work to answer your question.  If you feel isolated, keep going.  You will feel afraid and you will second guess yourself.  Proceed to the next step.

Make a prototype that shows the organization that your question has an answer.  Don’t ask, just build.  Show the prototype to three people and prepare for rejection.  You and your prototype will be misunderstood and devalued.  Not to worry, as this is a good sign.  Revise the prototype and repeat.

Do anything you can to show the prototype to a customer.  Video the customer as they interact with the prototype.  You will feel afraid because you are breaking the rules.  This is how you should feel.  Keep going.

Set up a meeting with a leader who can allocate resources.  If you have to, set up the meeting under false pretenses (the organization is still in rejection mode) and show the video.  Because of the uncertainty of their response, you will feel afraid.  Show the video anyway.

The organization is comfortable working in the domains of certainty and control, but innovation is done in the domain of uncertainty.  By definition, the organization will reject your novel work.  If you are rejected, keep going.  Revise your heretical question, build a prototype to answer it, show a customer, show someone who can allocate resources, and be afraid all along the way.  And repeat, as needed.

With innovation, mostly you feel afraid.

Image credit – Tybo

Do good work and people will notice.  Do work to get noticed and people will notice that too.

Try to do good work and you’ll get ahead. Try to get ahead and you won’t.

If the work feels good while you’re doing it, it’s good work.  If it doesn’t, it’s not.

If you watch the clock while you work, that says nothing about the clock.

When you surf the web at work, you’re not working.  When you learn from blog posts, podcasts and TED talks, you are.

Using social media at work is good for business, except when it isn’t.

When you feel you don’t have the authority, you don’t.  If you think you need authority, you shouldn’t.

When people seek your guidance you have something far more powerful than authority, you have trust.

Don’t pine for authority, earn the right to influence.

Influence is to authority as trust is to control.

Personal relationships are more powerful than org charts.  Work the relationships, not the org chart.

There’s no reason to change right up until there’s a good reason.  It may be too late, but at least you’ll have a reason.

Holding on to what you have comes at the expense of creating the future.

As a leader don’t take credit, take responsibility.

And when in doubt, try something.

Image credit — Peter Clark

You’re never really sure how your new project will turn out, unless you don’t try.  Not trying is the only way to guarantee certainty – certainty that nothing good will come of it.

There’s been a lot of talk about creating a culture where failure is accepted.  But, failure will never be accepted, and nor should it be.  Even the failing forward flavor won’t be tolerated.  There’s a skunk-like stink to the word that cannot be cleansed. Failure, as a word, should be struck from the vernacular.

If you have a good plan and you execute it well, there can be no failure.  The plan can deliver unanticipated results, but that’s not failure, that’s called learning.  If the team runs the same experiment three times in a row, that, too, is not failure.  That’s “not learning”.  The not learning is a result of something, and that something should be pursued until you learn its name and address.  And once named, made to go away.

When the proposed plan is reviewed and improved before it’s carried out, that’s not failure.  That’s good process that creates good learning.  If the plan is not reviewed, executed well and generates results less than anticipated, it’s not failure.  You learned your process needs to change. Now it’s time to improve it.

When a good plan is executed poorly, there is no failure. You learned that one of your teams executed in a way that was different than your expectations.  It’s time to learn why it went down as it did and why your expectations were the way they were.  Learning on all fronts, failing on none.

Nothing good can come of using the f word, so don’t use it.  Use “learn” instead.  Don’t embrace failure, embrace learning. Don’t fail early and often, learn early and often. Don’t fail forward (whatever that is), just learn.

With failure there is fear of repercussion and a puckering on all fronts.  With learning there is openness and opportunity.  You choose the words, so choose wisely.

Image credit –  IZATRINI.com