We had a good old fashioned Midwestern thunderstorm last night. And sometime between, oh, about 2:30am and 4am, my dogs demonstrated the fight or flight concept perfectly.
The oldest of our dogs gave a perfect example of flight. She has always been afraid of the thunder. And, in the best case, will hide in the pantry until the storm sounds pass by. However, she doesn’t have access to the pantry during the middle of the night, so it was more than a bit stressful for her.
The baby, on the other hand, gave us a perfect example of fight. With each clap of thunder, she was up on her feet and barking at the “intruder”. No shrinking flower there. Although having a dog barking in your ear at 2:30 in the morning isn’t the most pleasant of experiences.
So what? You ask. Well, perhaps it is caused by lack of sleep, but it got me to thinking about facing that fight or flight impulse in the work place. I’m sure that there are many scientific studies from over the years that determine the effects of triggering the fight or flight response in humans. So I’m not headed down that angle. Instead, I’m more interested in how an executive handles the impulse.
As an executive, you will walk a very fine line between fight and flight many times in your career. You will feel threatened and you will have to decide, often in a flash, whether you fight or flee. Now don’t get me wrong, I don’t advocate either. What I advocate is a measured response.
For example, you are pitching a new product for your company and you encounter some significant, and even derisive, resistance -- in public. And so your fight or flight instinct kicks in. You know the feeling. Your heart starts pounding, your face might get a little red, your mouth gets dry, or you start to sweat.
If you are like many executives (let’s face it, most of us are type A, aggressive personalities), your immediate impulse will be to fight the detractors. But is that wise? Maybe. And maybe not. Sometimes you have to stand up and fight for what you truly believe in. And sometimes you have to subside and walk away from the situation.
The point is, you need plan for this eventuality. It will happen, sooner or later. You should learn to recognize when the instinct kicks in. And once it kicks in, you have to take a breath or a step back and analyze the situation. And THEN pick the appropriate response.
So the next time you hear the music of a thunderstorm, it might be wise to ponder a few things. What triggers your fight or flight instinct? What are the symptoms that you feel when it kicks in? And how will you respond? And most importantly, how can you turn the instinct to your advantage as an executive?
Enjoy the thunder!
Cheers.
Friday, April 30, 2010
Thursday, April 29, 2010
4-29-10 Shoulda Told Me #9
Apologies to my regular readers for being late to post…. Again!
I’m back on the “someone shoulda told me” bunny trail today.
In my industry, and I’m sure in many others, you have periods of time where you just can’t seem to work enough hours because there is just so much darned work to be accomplished.
In the aerospace industry, a new program introduction is a prime example. When the new program finally makes its way into the factory for the first time, it is generally well, not chaos, but darned close. New parts, new materials, new processes, new everything --- or so it seems. And not surprising, there are generally a few unk-unks to go along with all the “new”. All of us spend a lot of hours working to straighten things out and getting the factory to run smoothly. It requires a lot, and I mean A LOT, of hours from everyone.
So the typical day runs 14 to 16 hours during this period of time. You fall into a routine of arriving at 5 or 6 am (to cover 3rd shift) and then working all the way through to 7 or 8 pm (to cover 2nd shift). It is grueling. But it is also exhilarating. Nothing compares with the sense of satisfaction when the first process works correctly, or first part comes off the line, or ultimately, the first airplane rolls out the door.
So what? There is a lesson to be learned in all of this. As things settled down, I was in such a routine, that I continued to work those long hours -- delving into details that, frankly, were better left to my management and mechanic teams. The long days had become a habit --- an addiction, if you will.
So someone DID tell me (although I wish someone woulda told me sooner!) a very important bit of information. My very wise boss sat me down and said, “Work your butt off when the situation requires, but learn to identify the ‘good times‘ and go home early. Learn when to back off and recharge your batteries.”
And he was/is right. In the heat of the battle, you have to put in the hours. Nothing else will solve the problem. You have to be present to work through the problems. But they will resolve. And once they do, it is easy to just continue on with the executive practices that you used during the battle. But that is a mistake. You have to rest and recharge. Because there WILL be another battle at another time and you have to be ready for it.
So, recognize the good times --- and take advantage of them.
Cheers!
I’m back on the “someone shoulda told me” bunny trail today.
In my industry, and I’m sure in many others, you have periods of time where you just can’t seem to work enough hours because there is just so much darned work to be accomplished.
In the aerospace industry, a new program introduction is a prime example. When the new program finally makes its way into the factory for the first time, it is generally well, not chaos, but darned close. New parts, new materials, new processes, new everything --- or so it seems. And not surprising, there are generally a few unk-unks to go along with all the “new”. All of us spend a lot of hours working to straighten things out and getting the factory to run smoothly. It requires a lot, and I mean A LOT, of hours from everyone.
So the typical day runs 14 to 16 hours during this period of time. You fall into a routine of arriving at 5 or 6 am (to cover 3rd shift) and then working all the way through to 7 or 8 pm (to cover 2nd shift). It is grueling. But it is also exhilarating. Nothing compares with the sense of satisfaction when the first process works correctly, or first part comes off the line, or ultimately, the first airplane rolls out the door.
So what? There is a lesson to be learned in all of this. As things settled down, I was in such a routine, that I continued to work those long hours -- delving into details that, frankly, were better left to my management and mechanic teams. The long days had become a habit --- an addiction, if you will.
So someone DID tell me (although I wish someone woulda told me sooner!) a very important bit of information. My very wise boss sat me down and said, “Work your butt off when the situation requires, but learn to identify the ‘good times‘ and go home early. Learn when to back off and recharge your batteries.”
And he was/is right. In the heat of the battle, you have to put in the hours. Nothing else will solve the problem. You have to be present to work through the problems. But they will resolve. And once they do, it is easy to just continue on with the executive practices that you used during the battle. But that is a mistake. You have to rest and recharge. Because there WILL be another battle at another time and you have to be ready for it.
So, recognize the good times --- and take advantage of them.
Cheers!
Monday, April 26, 2010
4-26-10 Good Enough
I learned a new acronym at the conference I attended a couple of days ago. Having grown up in an industry where acronyms are the gold standard, I was immediately enamored by it. I mean, really, who doesn’t love a good acronym?!
But of course, upon reflection, I realize that this acronym is not only useful in business life, but also in personal life as well. So what is this magical acronym? GEPO. And what the heck does that stand for? Good enough, push on.
Interesting concept, eh?
Of course I realize that there are times when “perfect” is the only thing that will do. Designing and building airplanes is one good example. Believe me when I tell you that there isn’t ANY GEPO there. All of us in the industry take a very dim view when airplanes fall out of the sky. Perfect is what matters.
But there are times where we all strive for perfect when, in reality, GEPO would be just fine. Think of the hours that “perfect” takes. Is it always worth the cost? Probably not. You could spend hours and hours honing the perfect policy, creating draft after draft document. And it is really any better than what you had at say, the second or third draft? Likely not. So yes, you may have the perfect policy, but at a cost that turns out to be prohibitive. Probably not the best way to spend your company’s money.
Or for your personal life….. You could spend hours and hours cleaning that one room or detailing your car. But aren’t there other things that you would rather be doing? This is perhaps a really good time to apply your GEPO policy. Yea, a perfectly cleaned room or immaculate car might feel pretty darned good. That is, until the kids get home and work their magic on your clean room. Or until the first rainstorm you have to drive through.
One final use….. In meetings. I learned in the conference that the GEPO phrase is a great way to keep meetings on track. Give your meeting attendees the permission to use the phrase, and you will magically see it being used to bring back those members that want to wander off into the minutiae of the topic.
So feel free to GEPO things along.
Cheers!
But of course, upon reflection, I realize that this acronym is not only useful in business life, but also in personal life as well. So what is this magical acronym? GEPO. And what the heck does that stand for? Good enough, push on.
Interesting concept, eh?
Of course I realize that there are times when “perfect” is the only thing that will do. Designing and building airplanes is one good example. Believe me when I tell you that there isn’t ANY GEPO there. All of us in the industry take a very dim view when airplanes fall out of the sky. Perfect is what matters.
But there are times where we all strive for perfect when, in reality, GEPO would be just fine. Think of the hours that “perfect” takes. Is it always worth the cost? Probably not. You could spend hours and hours honing the perfect policy, creating draft after draft document. And it is really any better than what you had at say, the second or third draft? Likely not. So yes, you may have the perfect policy, but at a cost that turns out to be prohibitive. Probably not the best way to spend your company’s money.
Or for your personal life….. You could spend hours and hours cleaning that one room or detailing your car. But aren’t there other things that you would rather be doing? This is perhaps a really good time to apply your GEPO policy. Yea, a perfectly cleaned room or immaculate car might feel pretty darned good. That is, until the kids get home and work their magic on your clean room. Or until the first rainstorm you have to drive through.
One final use….. In meetings. I learned in the conference that the GEPO phrase is a great way to keep meetings on track. Give your meeting attendees the permission to use the phrase, and you will magically see it being used to bring back those members that want to wander off into the minutiae of the topic.
So feel free to GEPO things along.
Cheers!
Sunday, April 25, 2010
4-25-10 Get the Buzz
Sometimes real life gets in the way of a regular post. I know, I know… I should plan ahead for these things. But hey, I’m retired, I don’t HAVE to plan ahead anymore!
I had the opportunity to attend our state’s credit union association annual conference the last couple of days. I met a lot of great people, heard some really great speakers, and managed to pick up a couple of ideas for this blog.
As an aside (and a non-paid advertisement), if you don’t have a relationship with a credit union, I highly recommend it. And it isn’t just me. Many of today’s financial experts are saying that you should move your money to a credit union. Wny? They are member-owned and therefore VERY member-centric. And if you are in the borrowing phase of your life, they are actually lending money at very competitive rates (unlike many banks). And they aren’t just for individuals -- many credit unions help business members as well.
One of the speakers for this conference talked a little bit about creating value and how to get the word out about the value you (or your company) creates. He had an interesting statistic -- 1 out of a group of 10 people influences the other 9 people in that group. That creates buzz. And the buzz generates loyalty.
Of course, for a credit union, that means that we want our members to generate buzz (and loyalty) for the products and services that are offered.
But what does it mean for the executive? Well frankly, there are a couple of ways that you can go with this?
Of course, the obvious route concerns creating buzz for your product or service. You can see this in everything from a high tech company like Apple to a coffee house like Starbucks. But you can also see it (if you really look) in unlikely places, like a school. Yea, I really mean a school. Now I’m not a parent, but even I’m not oblivious to those local high schools that have a buzz going -- either because of their academic program or their sports program.
Think that just because you aren’t the “marketing guy” that you don’t have any responsibility for creating buzz? Wrong. No matter where you are in a company or organization, you have responsibility for contributing to the buzz. Think about Toyota. Over the past, oh, 50 years or so they have created quite a bit of buzz, which has resulted in astounding customer loyalty -- despite their current difficulties. And it wasn’t just one person creating that buzz. They had an entire company working on it.
A second route that you might consider that concerns generating buzz is within your employment practices. Is your company or organization the “in” place to work? If it is, then congratulations, you’ve created employment buzz. High tech companies are particularly good at this. Think of places like Google or Intel or Apple or even Microsoft. Their employees are absolutely rabid about where they work and what they do. And I believe that this is translatable to any other company or organization. And the fact is that you really do need this employment buzz so that you can entice the cream of the crop to come to work for your organization. AND so that you can retain the valuable employees that you already have.
So how do you create employment buzz? Well, being the highest paying organization around doesn’t hurt. But not every company can do that. There are other ways. You can offer perks that your employees value -- like a gym, or a concierge service, or gourmet food in your cafes, or on-site daycare. Heck the list goes on and on. The key is to figure out what your employees (or prospective employees) value and then tailor your programs. Yea, it costs a little more to do this. But think about what you will save in recruiting and other costs.
So create some buzz --- and benefit from the loyalty (either customer or employee) that it creates.
Cheers!
I had the opportunity to attend our state’s credit union association annual conference the last couple of days. I met a lot of great people, heard some really great speakers, and managed to pick up a couple of ideas for this blog.
As an aside (and a non-paid advertisement), if you don’t have a relationship with a credit union, I highly recommend it. And it isn’t just me. Many of today’s financial experts are saying that you should move your money to a credit union. Wny? They are member-owned and therefore VERY member-centric. And if you are in the borrowing phase of your life, they are actually lending money at very competitive rates (unlike many banks). And they aren’t just for individuals -- many credit unions help business members as well.
One of the speakers for this conference talked a little bit about creating value and how to get the word out about the value you (or your company) creates. He had an interesting statistic -- 1 out of a group of 10 people influences the other 9 people in that group. That creates buzz. And the buzz generates loyalty.
Of course, for a credit union, that means that we want our members to generate buzz (and loyalty) for the products and services that are offered.
But what does it mean for the executive? Well frankly, there are a couple of ways that you can go with this?
Of course, the obvious route concerns creating buzz for your product or service. You can see this in everything from a high tech company like Apple to a coffee house like Starbucks. But you can also see it (if you really look) in unlikely places, like a school. Yea, I really mean a school. Now I’m not a parent, but even I’m not oblivious to those local high schools that have a buzz going -- either because of their academic program or their sports program.
Think that just because you aren’t the “marketing guy” that you don’t have any responsibility for creating buzz? Wrong. No matter where you are in a company or organization, you have responsibility for contributing to the buzz. Think about Toyota. Over the past, oh, 50 years or so they have created quite a bit of buzz, which has resulted in astounding customer loyalty -- despite their current difficulties. And it wasn’t just one person creating that buzz. They had an entire company working on it.
A second route that you might consider that concerns generating buzz is within your employment practices. Is your company or organization the “in” place to work? If it is, then congratulations, you’ve created employment buzz. High tech companies are particularly good at this. Think of places like Google or Intel or Apple or even Microsoft. Their employees are absolutely rabid about where they work and what they do. And I believe that this is translatable to any other company or organization. And the fact is that you really do need this employment buzz so that you can entice the cream of the crop to come to work for your organization. AND so that you can retain the valuable employees that you already have.
So how do you create employment buzz? Well, being the highest paying organization around doesn’t hurt. But not every company can do that. There are other ways. You can offer perks that your employees value -- like a gym, or a concierge service, or gourmet food in your cafes, or on-site daycare. Heck the list goes on and on. The key is to figure out what your employees (or prospective employees) value and then tailor your programs. Yea, it costs a little more to do this. But think about what you will save in recruiting and other costs.
So create some buzz --- and benefit from the loyalty (either customer or employee) that it creates.
Cheers!
Wednesday, April 21, 2010
4-21-10 Back Pocket
I was visiting with one of my fellow retirees at the golf course the other day. I’m about 1 year into retirement -- he’s about 3 years into it. As we exchanged pleasantries, I asked him how he was liking retirement. His answer? “I’m so glad that golf season is finally here, I’ve been bored to death.” My reaction was a big HUH? How the heck is that possible?! Hard for me to imagine at this point. But it did get me to thinking about boredom in general, and then more specifically, boredom at work.
No matter how busy you are on any given day (or week, or month!), you will have some downtimes at work. Times where there frankly just isn’t much going on. In the aerospace industry, that can be the week or two before/after the Christmas holiday shutdown. Or if you are working with the European aerospace industry, that could be during the traditional vacation month of August. The point is, every industry has its slow times throughout the year.
So, you come into work one day and you find yourself looking around and thinking, “what in the heck am I going to do with myself all day?”
That’s why I always made sure that I had an ongoing back pocket list of things to do. There are always going to be those tasks that never seem to quite make it to the top of the to do list in the normal course of business. They are tasks that likely need to be done, but don’t have the same urgency as your normal day-to-day activities. Those are the things that you need to trot out during the slow times.
Now I know that most time management experts would tell you that if something never really makes it to the top of the to do list, it is likely something that really doesn’t need to be done. I contend they are wrong. These are tasks that need to be done -- sometime.
So what kind of tasks should be on your back pocket to do list? For me? It was usually a pretty diverse list. Things like: cleaning out paper files, cleaning out email files, catching up on reading, assessing and then rewriting policies, updating templates, etc. I’m sure that your list is equally as diverse.
And the payoff? You will find that you end up having a pretty productive day(s) despite the initial flush of boredom. And….. You end up accomplishing some languishing tasks that really do need to be done.
Cheers!
No matter how busy you are on any given day (or week, or month!), you will have some downtimes at work. Times where there frankly just isn’t much going on. In the aerospace industry, that can be the week or two before/after the Christmas holiday shutdown. Or if you are working with the European aerospace industry, that could be during the traditional vacation month of August. The point is, every industry has its slow times throughout the year.
So, you come into work one day and you find yourself looking around and thinking, “what in the heck am I going to do with myself all day?”
That’s why I always made sure that I had an ongoing back pocket list of things to do. There are always going to be those tasks that never seem to quite make it to the top of the to do list in the normal course of business. They are tasks that likely need to be done, but don’t have the same urgency as your normal day-to-day activities. Those are the things that you need to trot out during the slow times.
Now I know that most time management experts would tell you that if something never really makes it to the top of the to do list, it is likely something that really doesn’t need to be done. I contend they are wrong. These are tasks that need to be done -- sometime.
So what kind of tasks should be on your back pocket to do list? For me? It was usually a pretty diverse list. Things like: cleaning out paper files, cleaning out email files, catching up on reading, assessing and then rewriting policies, updating templates, etc. I’m sure that your list is equally as diverse.
And the payoff? You will find that you end up having a pretty productive day(s) despite the initial flush of boredom. And….. You end up accomplishing some languishing tasks that really do need to be done.
Cheers!
Monday, April 19, 2010
4-19-10 Cleaning Out the Dead Wood
Springtime around my place means cleaning out the numerous flower beds of all the dead wood and debris from the winter. Hard, but satisfying, work to be sure. And it pays off over the course of the next few months with more productive and healthier plants.
The same can be said for your workforce. What? Yep, cleaning out the workforce is sometimes required. In fact, there are companies out there which mandate to their managers that they let go the bottom 10% of employees every year. No, I don’t recommend anything quite that draconian. But I have seen the benefits of identifying low-performing employees --- and then, if necessary letting them go.
A manager or executive has many difficult jobs. But perhaps the second-most difficult job is to sit down with an employee and tell him/her that they are not performing as expected. It is never an easy conversation. But you owe it to that employee to be forthright and honest about what you observe in their performance. And then you owe them the opportunity to improve. And finally you owe them your assistance on that improvement plan.
And if the improvement doesn’t happen, the executive’s most difficult job is to let that employee go. I don’t know if you have ever had to fire someone, but believe me, it is an extremely difficult task.
So why would you let someone go? Even if he/she wasn’t performing up to par, it just puts more work on the folks that are left behind, right? Well, yes, it probably does. But here is where one of the benefits come in…….
Look, everyone in your organization likely knew that this person wasn’t pulling his/her weight. And likely resented it. So when you suck it up and do the right thing by letting that person go, the people in your organization actually breath a sigh of relief. They recognize that you don’t have your head up somewhere and aren’t really oblivious to what is going on in the organization. And they will (at least silently) applaud your efforts. You’ll hear things like, “hey, she really IS paying attention to what is going on here”. And some will even thank you for getting rid of someone that is bringing down the whole organization.
Another benefit? You will likely fill that position, right? You’ll promote someone else into the job, and give their career a boost. Or you’ll hire someone off the street, infusing new life and ideas into your organization.
So no, cleaning out the dead wood isn’t easy. But in the long run, your organization (and your garden) will be better off for the effort.
Cheers!
The same can be said for your workforce. What? Yep, cleaning out the workforce is sometimes required. In fact, there are companies out there which mandate to their managers that they let go the bottom 10% of employees every year. No, I don’t recommend anything quite that draconian. But I have seen the benefits of identifying low-performing employees --- and then, if necessary letting them go.
A manager or executive has many difficult jobs. But perhaps the second-most difficult job is to sit down with an employee and tell him/her that they are not performing as expected. It is never an easy conversation. But you owe it to that employee to be forthright and honest about what you observe in their performance. And then you owe them the opportunity to improve. And finally you owe them your assistance on that improvement plan.
And if the improvement doesn’t happen, the executive’s most difficult job is to let that employee go. I don’t know if you have ever had to fire someone, but believe me, it is an extremely difficult task.
So why would you let someone go? Even if he/she wasn’t performing up to par, it just puts more work on the folks that are left behind, right? Well, yes, it probably does. But here is where one of the benefits come in…….
Look, everyone in your organization likely knew that this person wasn’t pulling his/her weight. And likely resented it. So when you suck it up and do the right thing by letting that person go, the people in your organization actually breath a sigh of relief. They recognize that you don’t have your head up somewhere and aren’t really oblivious to what is going on in the organization. And they will (at least silently) applaud your efforts. You’ll hear things like, “hey, she really IS paying attention to what is going on here”. And some will even thank you for getting rid of someone that is bringing down the whole organization.
Another benefit? You will likely fill that position, right? You’ll promote someone else into the job, and give their career a boost. Or you’ll hire someone off the street, infusing new life and ideas into your organization.
So no, cleaning out the dead wood isn’t easy. But in the long run, your organization (and your garden) will be better off for the effort.
Cheers!
Friday, April 16, 2010
4-16-10 To The Under-30 Crowd
And…. Also to the over-30 crowd! Allow me to explain. I received an email today from my aunt (thanks Deb!) and it got me to thinking, once again, about why we so desperately need age diversity in the work force. (You can see one of my original posts about this here. 3-22-10 Age Diversity, Part 2)
At any rate, the body of the email follows. And yes, it DID make me smile and laugh out loud. But it also reminded me that all of the things that the original author (who is unknown to me) said about the under-30 crowd are also what makes them so unique and valuable in the workplace. For example, the technology of today fuels their curiosity and creativity. And the technology that they demanded helps us all (where WOULD we be without email or the internet?!). Those are just a couple of examples that come to mind. I’m sure that you can think of many, many more.
So, read, enjoy, laugh…. But most importantly, think about how it changes the way you view your younger colleagues.
Cheers!
Growing up without a cell phone
If you are 30, or older, you might think this is hilarious!
When I was a kid, adults used to bore me to tears with their tedious diatribes about how hard things were. When they were growing up; what with walking twenty-five miles to school every morning.... Uphill... Barefoot.... BOTH ways… yadda, yadda, yadda.
And I remember promising myself that when I grew up, there was no way in hell I was going to lay a bunch of crap like that on my kids about how hard I had it and how easy they've got it!
But now that I'm over the ripe old age of thirty, I can't help but look around and notice the youth of today. You've got it so easy! I mean, compared to my childhood, you live in a damn Utopia!
And I hate to say it, but you kids today, you don't know how good you've got it!
I mean, when I was a kid we didn't have the Internet. If we wanted to know something, we had to go to the damn library and look it up ourselves, in the card catalog!!
There was no email!! We had to actually write somebody a letter - with a pen! Then you had to walk all the way across the street and put it in the mailbox, and it would take like a week to get there! Stamps were 10 cents!
Child Protective Services didn't care if our parents beat us. As a matter of fact, the parents of all my friends also had permission to kick our ass! Nowhere was safe!
There were no MP3's or Napsters or iTunes! If you wanted to steal music, you had to hitchhike to the record store and shoplift it yourself!
Or you had to wait around all day to tape it off the radio, and the DJ would usually talk over the beginning and @#*% it all up! There were no CD players! We had tape decks in our car. We'd play our favorite tape and "eject" it when finished, and then the tape would come undone rendering it useless. Cause, hey, that's how we rolled, Baby! Dig?
We didn't have fancy crap like Call Waiting! If you were on the phone and somebody else called, they got a busy signal, that's it!
There weren't any freakin' cell phones either. If you left the house, you just didn't make a damn call or receive one. You actually had to be out of touch with your "friends." OH MY GOD !!! Think of the horror... not being in touch with someone 24/7!!! And then there's TEXTING. Yeah, right. Please! You kids have no idea how annoying you are.
And we didn't have fancy Caller ID either! When the phone rang, you had no idea who it was! It could be your school, your parents, your boss, your bookie, your drug dealer, the collection agent... you just didn't know!!! You had to pick it up and take your chances, mister!
We didn't have any fancy PlayStation or Xbox video games with high-resolution 3-D graphics! We had the Atari 2600! With games like 'Space Invaders' and 'Asteroids'. Your screen guy was a little square! You actually had to use your imagination!!! And there were no multiple levels or screens, it was just one screen... Forever! And you could never win. The game just kept getting harder and harder and faster and faster until you died! Just like LIFE!
You had to use a little book called a TV Guide to find out what was on! You were screwed when it came to channel surfing! You had to get off your ass and walk over to the TV to change the channel!!! NO REMOTES!!! Oh, no, what's the world coming to?!?!
There was no Cartoon Network either! You could only get cartoons on Saturday Morning. Do you hear what I'm saying? We had to wait ALL WEEK for cartoons, you spoiled little rat bastards!
And not many of us had microwaves. If we wanted to heat something up, we had to use the stove! Imagine that!
And our parents told us to stay outside and play... all day long. Oh, no, no electronics to soothe and comfort. And if you came back inside... you were doing chores!
And car seats and seat belts - oh, please! Mom threw you in the back seat and you hung on. If you were lucky, you got the "safety arm" across the chest at the last moment if she had to stop suddenly, and if your head hit the dashboard, well that was your fault for calling "shot gun" in the first place!
See! That's exactly what I'm talking about! You kids today have got it too easy. You're spoiled rotten! You guys wouldn't have lasted five minutes back in 1980 or any time before!
Regards,
The Over 30 Crowd
At any rate, the body of the email follows. And yes, it DID make me smile and laugh out loud. But it also reminded me that all of the things that the original author (who is unknown to me) said about the under-30 crowd are also what makes them so unique and valuable in the workplace. For example, the technology of today fuels their curiosity and creativity. And the technology that they demanded helps us all (where WOULD we be without email or the internet?!). Those are just a couple of examples that come to mind. I’m sure that you can think of many, many more.
So, read, enjoy, laugh…. But most importantly, think about how it changes the way you view your younger colleagues.
Cheers!
Growing up without a cell phone
If you are 30, or older, you might think this is hilarious!
When I was a kid, adults used to bore me to tears with their tedious diatribes about how hard things were. When they were growing up; what with walking twenty-five miles to school every morning.... Uphill... Barefoot.... BOTH ways… yadda, yadda, yadda.
And I remember promising myself that when I grew up, there was no way in hell I was going to lay a bunch of crap like that on my kids about how hard I had it and how easy they've got it!
But now that I'm over the ripe old age of thirty, I can't help but look around and notice the youth of today. You've got it so easy! I mean, compared to my childhood, you live in a damn Utopia!
And I hate to say it, but you kids today, you don't know how good you've got it!
I mean, when I was a kid we didn't have the Internet. If we wanted to know something, we had to go to the damn library and look it up ourselves, in the card catalog!!
There was no email!! We had to actually write somebody a letter - with a pen! Then you had to walk all the way across the street and put it in the mailbox, and it would take like a week to get there! Stamps were 10 cents!
Child Protective Services didn't care if our parents beat us. As a matter of fact, the parents of all my friends also had permission to kick our ass! Nowhere was safe!
There were no MP3's or Napsters or iTunes! If you wanted to steal music, you had to hitchhike to the record store and shoplift it yourself!
Or you had to wait around all day to tape it off the radio, and the DJ would usually talk over the beginning and @#*% it all up! There were no CD players! We had tape decks in our car. We'd play our favorite tape and "eject" it when finished, and then the tape would come undone rendering it useless. Cause, hey, that's how we rolled, Baby! Dig?
We didn't have fancy crap like Call Waiting! If you were on the phone and somebody else called, they got a busy signal, that's it!
There weren't any freakin' cell phones either. If you left the house, you just didn't make a damn call or receive one. You actually had to be out of touch with your "friends." OH MY GOD !!! Think of the horror... not being in touch with someone 24/7!!! And then there's TEXTING. Yeah, right. Please! You kids have no idea how annoying you are.
And we didn't have fancy Caller ID either! When the phone rang, you had no idea who it was! It could be your school, your parents, your boss, your bookie, your drug dealer, the collection agent... you just didn't know!!! You had to pick it up and take your chances, mister!
We didn't have any fancy PlayStation or Xbox video games with high-resolution 3-D graphics! We had the Atari 2600! With games like 'Space Invaders' and 'Asteroids'. Your screen guy was a little square! You actually had to use your imagination!!! And there were no multiple levels or screens, it was just one screen... Forever! And you could never win. The game just kept getting harder and harder and faster and faster until you died! Just like LIFE!
You had to use a little book called a TV Guide to find out what was on! You were screwed when it came to channel surfing! You had to get off your ass and walk over to the TV to change the channel!!! NO REMOTES!!! Oh, no, what's the world coming to?!?!
There was no Cartoon Network either! You could only get cartoons on Saturday Morning. Do you hear what I'm saying? We had to wait ALL WEEK for cartoons, you spoiled little rat bastards!
And not many of us had microwaves. If we wanted to heat something up, we had to use the stove! Imagine that!
And our parents told us to stay outside and play... all day long. Oh, no, no electronics to soothe and comfort. And if you came back inside... you were doing chores!
And car seats and seat belts - oh, please! Mom threw you in the back seat and you hung on. If you were lucky, you got the "safety arm" across the chest at the last moment if she had to stop suddenly, and if your head hit the dashboard, well that was your fault for calling "shot gun" in the first place!
See! That's exactly what I'm talking about! You kids today have got it too easy. You're spoiled rotten! You guys wouldn't have lasted five minutes back in 1980 or any time before!
Regards,
The Over 30 Crowd
Wednesday, April 14, 2010
4-14-10 What's Your Tolerance Level?
I seem to be on a roll with examining survey participant comments. So, continuing that theme…….
One of my survey participants made a comment that utterly surprised me…. At least at first. When asked what other advice he/she had for the new or aspiring executive, this respondent said, “I wish that I had realized early on that there was little or no tolerance for mistakes or for someone who doesn’t think like the majority”.
Good grief. Yep, that was my initial reaction when I read the comment. In this day and age, is there really a work environment where mistakes aren’t tolerated? Or where conformance is the expectation?
Then, of course, I had a “duh” moment. Of course there is that type of work environment. Unfortunately, we all see it most every day.
So what does this mean for the new/aspiring executive? A couple of things come to mind.
For you, the executive, and your career, it means that you have to be aware of the phenomenon. And it means there will be times that you are ready and willing to take a risk, be it on a project, product, person, etc. But you won’t be able to. You have to assess the probable damage that you will do to your career and then, sometimes, decide that taking the risk isn’t worth the potential damage. And there are times when, against your better judgment, you will have to conform with what your boss or your peers require. Not so different from “saluting smartly”, when you think about it (2-1-10 Salute Smartly).
You should know this, for you and your career, you will have to walk a fine line between risk and reward…. Between conformance and the appearance of almost insubordination. Difficult, but doable.
The second thing that comes to mind….. this type of environment affects your staff. As an executive, you can accede to the pressure around you and manage the same way. You can have little tolerance for the risks your people take and you can expect blind conformance. But I don’t recommend it. Instead, work with your people to assess the risks. And when things blow up (they occasionally will!), you have to be the one to run interference between your staff and the people who would want to punish them for taking the risk. And instead of conformity, have the attitude that you welcome disparate attitudes. But be ready to help your people understand that sometimes, conformity to a company view is required. Your job is to help your folks walk that fine line --- and then to protect them when they cross it.
Cheers!
One of my survey participants made a comment that utterly surprised me…. At least at first. When asked what other advice he/she had for the new or aspiring executive, this respondent said, “I wish that I had realized early on that there was little or no tolerance for mistakes or for someone who doesn’t think like the majority”.
Good grief. Yep, that was my initial reaction when I read the comment. In this day and age, is there really a work environment where mistakes aren’t tolerated? Or where conformance is the expectation?
Then, of course, I had a “duh” moment. Of course there is that type of work environment. Unfortunately, we all see it most every day.
So what does this mean for the new/aspiring executive? A couple of things come to mind.
For you, the executive, and your career, it means that you have to be aware of the phenomenon. And it means there will be times that you are ready and willing to take a risk, be it on a project, product, person, etc. But you won’t be able to. You have to assess the probable damage that you will do to your career and then, sometimes, decide that taking the risk isn’t worth the potential damage. And there are times when, against your better judgment, you will have to conform with what your boss or your peers require. Not so different from “saluting smartly”, when you think about it (2-1-10 Salute Smartly).
You should know this, for you and your career, you will have to walk a fine line between risk and reward…. Between conformance and the appearance of almost insubordination. Difficult, but doable.
The second thing that comes to mind….. this type of environment affects your staff. As an executive, you can accede to the pressure around you and manage the same way. You can have little tolerance for the risks your people take and you can expect blind conformance. But I don’t recommend it. Instead, work with your people to assess the risks. And when things blow up (they occasionally will!), you have to be the one to run interference between your staff and the people who would want to punish them for taking the risk. And instead of conformity, have the attitude that you welcome disparate attitudes. But be ready to help your people understand that sometimes, conformity to a company view is required. Your job is to help your folks walk that fine line --- and then to protect them when they cross it.
Cheers!
Monday, April 12, 2010
4-12-10 It's All About Me
It is springtime in the Midwest. That means lawn work. Or for me, that means getting the lawnmower to working order. You know, things like brakes and blades. Just the small stuff.
My encounter with the service technician today produced a nugget of learning that I just have to share.
He was a friendly and clearly knowledgeable technician. After spending a couple of hours getting the mower into tiptop condition, he sat down with me to go over the bill. I was impressed by how he made sure that I understood everything that he had done, along with why he had done it.
At the very end of the ticket was an internet link to a survey. He said, “this is the part of the service call where I tell you that it is all about me”. He said it with a smile, but you could tell that it was important to him. I told him that I would definitely fill out the survey. He went on to say “excellent on all questions would really be appreciated”. And I had to smile.
When I reflected on the conversation later, I realized a couple of things. First, friendly customer service goes a very long way. Because I felt that he had done a good job and I felt that he dealt honestly with me, well, let’s just say it was a positive customer experience from this end. And as a result, I’m much more likely to go back to this company for service.
And second, sometimes it “IS all about me”. And you know what? That is okay. I’ve learned that sometimes you have to be selfish. It was clear that the results of this survey were important to the technician. Perhaps his performance review was based on it or perhaps his next raise was dependant upon it. In any case, it was entirely appropriate for him to ask me for a good review. And it was smart of him to ask. Because, as I’ve told my people in the past, I don’t read minds and you usually can’t get agreement unless you ask. So ASK for what you want.
Cheers!
My encounter with the service technician today produced a nugget of learning that I just have to share.
He was a friendly and clearly knowledgeable technician. After spending a couple of hours getting the mower into tiptop condition, he sat down with me to go over the bill. I was impressed by how he made sure that I understood everything that he had done, along with why he had done it.
At the very end of the ticket was an internet link to a survey. He said, “this is the part of the service call where I tell you that it is all about me”. He said it with a smile, but you could tell that it was important to him. I told him that I would definitely fill out the survey. He went on to say “excellent on all questions would really be appreciated”. And I had to smile.
When I reflected on the conversation later, I realized a couple of things. First, friendly customer service goes a very long way. Because I felt that he had done a good job and I felt that he dealt honestly with me, well, let’s just say it was a positive customer experience from this end. And as a result, I’m much more likely to go back to this company for service.
And second, sometimes it “IS all about me”. And you know what? That is okay. I’ve learned that sometimes you have to be selfish. It was clear that the results of this survey were important to the technician. Perhaps his performance review was based on it or perhaps his next raise was dependant upon it. In any case, it was entirely appropriate for him to ask me for a good review. And it was smart of him to ask. Because, as I’ve told my people in the past, I don’t read minds and you usually can’t get agreement unless you ask. So ASK for what you want.
Cheers!
Friday, April 9, 2010
4-9-10 Celebrate the Journey
Continuing this week’s theme of exploring comments from my survey participants…….
One survey participant wrote in response to my question as to whether he/she had any additional advice or information for the new executive….. “don’t forget to celebrate the journey”.
That advice can actually be taken several ways.
For instance, one view is the journey through management. If you are an aspiring executive, you understand that very few people (if any) make the leap from entry-level analyst (or job) to executive management. You have a journey in front of you -- first-level manager, mid-manager, staff management, line management, etc -- before you get to the executive ranks. This survey participant’s advice is just a reminder to enjoy the steps along the way.
Another way to view this advice is via a project. Each task, project, or job that you undertake is also a journey. Again, pay attention to the flow of the project and learn from each step of the journey.
And finally, another way to view this advice is via the lens of your life away from work. It, too, is a journey. I’m sure that this survey participant and many, many other executives would tell you, yes, strive hard for your goal of becoming an executive. But don’t forget your family and friends along the way. After all, they are making the journey with you.
Cheers!
One survey participant wrote in response to my question as to whether he/she had any additional advice or information for the new executive….. “don’t forget to celebrate the journey”.
That advice can actually be taken several ways.
For instance, one view is the journey through management. If you are an aspiring executive, you understand that very few people (if any) make the leap from entry-level analyst (or job) to executive management. You have a journey in front of you -- first-level manager, mid-manager, staff management, line management, etc -- before you get to the executive ranks. This survey participant’s advice is just a reminder to enjoy the steps along the way.
Another way to view this advice is via a project. Each task, project, or job that you undertake is also a journey. Again, pay attention to the flow of the project and learn from each step of the journey.
And finally, another way to view this advice is via the lens of your life away from work. It, too, is a journey. I’m sure that this survey participant and many, many other executives would tell you, yes, strive hard for your goal of becoming an executive. But don’t forget your family and friends along the way. After all, they are making the journey with you.
Cheers!
Wednesday, April 7, 2010
4-7-10 Open Door
In continuing to re-read the comments provided by my survey participants, I came across another interesting one……
In talking about the Communication Executive Skills, this participant said that the executive should “maintain an open door to all levels within the business”. Okay, I get that. You have to be open to communication with your staff, your peers, and your bosses. But my train of thought actually took off on a completely different direction when I pondered that input from my survey. Here’s where I went……
What does your office or your work space say about you? Specifically, does your office or work space give off the “vibes” that you are open and willing to talk. Or more importantly, listen?
You may think I’m a real dork for asking these types of questions, but if you really think about it, you will know what I mean. I’m sure that you have been into one of those offices where you didn’t feel comfortable and didn’t feel welcome. Wasn’t it difficult to communicate with that kind of feeling hanging over you?
Now, I’m not a designer and I’m not a feng shui expert. But I do know what makes me feel comfortable in an office. And I believe that if I am comfortable in my own workspace, my guests will be comfortable as well.
No matter the location of my workspace (be it factory or office building), I always tried to make it feel like home. How? The next time you are sitting in your living room, look around. What makes it comfortable? Once you have identified that, then think about how you can take that element to your office.
Some of the things I incorporated? Table lamps. Yep, I always had one on my credenza (and end table, if I had one). And I always had it on. The ambient light that it added warmed up the space.
And if at all possible, my desk was always set on a slant. No right angles. Why? It made me seem more approachable when I was sitting behind the desk.
Oh, and a couch. Huh? Yep, I really mean a couch. And if I didn’t have much space, the obligatory table and chairs always gave way to the couch and an end table. Why? Because, a couch is way more comfortable than an office chair. I always had a fair amount of reading to do in most of my jobs. Why not be comfortable while I was at it? But more importantly, sitting on a couch for a conversation or a meeting made my guests more comfortable.
What else? Just some of the little touches. Like nice artwork. Like meaningful tchotchkes scattered around. And finally, something that makes the place smell nice (but NOT overwhelming -- unless you work in a perfume factory).
So now you think I’m completely nuts. Perhaps you are right. But hopefully you might have noticed that I subscribe to the theory that the more comfortable a guest is, the more likely we are to have a fruitful conversation.
And once you realize that….. the next time you walk into your office, or one of your peers offices, or your boss’ office, think about how it feels. And more importantly, think about how it makes a guest feel.
Cheers!
In talking about the Communication Executive Skills, this participant said that the executive should “maintain an open door to all levels within the business”. Okay, I get that. You have to be open to communication with your staff, your peers, and your bosses. But my train of thought actually took off on a completely different direction when I pondered that input from my survey. Here’s where I went……
What does your office or your work space say about you? Specifically, does your office or work space give off the “vibes” that you are open and willing to talk. Or more importantly, listen?
You may think I’m a real dork for asking these types of questions, but if you really think about it, you will know what I mean. I’m sure that you have been into one of those offices where you didn’t feel comfortable and didn’t feel welcome. Wasn’t it difficult to communicate with that kind of feeling hanging over you?
Now, I’m not a designer and I’m not a feng shui expert. But I do know what makes me feel comfortable in an office. And I believe that if I am comfortable in my own workspace, my guests will be comfortable as well.
No matter the location of my workspace (be it factory or office building), I always tried to make it feel like home. How? The next time you are sitting in your living room, look around. What makes it comfortable? Once you have identified that, then think about how you can take that element to your office.
Some of the things I incorporated? Table lamps. Yep, I always had one on my credenza (and end table, if I had one). And I always had it on. The ambient light that it added warmed up the space.
And if at all possible, my desk was always set on a slant. No right angles. Why? It made me seem more approachable when I was sitting behind the desk.
Oh, and a couch. Huh? Yep, I really mean a couch. And if I didn’t have much space, the obligatory table and chairs always gave way to the couch and an end table. Why? Because, a couch is way more comfortable than an office chair. I always had a fair amount of reading to do in most of my jobs. Why not be comfortable while I was at it? But more importantly, sitting on a couch for a conversation or a meeting made my guests more comfortable.
What else? Just some of the little touches. Like nice artwork. Like meaningful tchotchkes scattered around. And finally, something that makes the place smell nice (but NOT overwhelming -- unless you work in a perfume factory).
So now you think I’m completely nuts. Perhaps you are right. But hopefully you might have noticed that I subscribe to the theory that the more comfortable a guest is, the more likely we are to have a fruitful conversation.
And once you realize that….. the next time you walk into your office, or one of your peers offices, or your boss’ office, think about how it feels. And more importantly, think about how it makes a guest feel.
Cheers!
Monday, April 5, 2010
4-5-10 Never Let 'Em See You Sweat
Well, not exactly.
But first, I digress.
One of the great things about research, specifically research via surveys, is that you get a wealth of information. One of the downsides of the structured PhD thesis is that you don’t always get to use or share every shred of this most valuable information.
In going back through the original survey responses, I was reminded that there is some very interesting information, from very experienced executives, that hadn’t yet found an outlet.
Well, tada! Here is the outlet……
So what did I mean by the title? It is actually an outgrowth of one of the survey responses. Which was, “never show you think something is impossible”. And why do you suppose that my survey participant said that? Well, of course, I can’t know for sure, but I’m thinking it is a pretty good bet that the reason is because you are the executive!
Think about it this way. You are in the aerospace industry and your company is in the process of designing a brand new material that will revolutionize air transport. Instead of metal, you will be designing and building planes out of composites. Don’t you imagine that oh, twenty or so years ago, someone was thinking (if not saying) that it would be impossible? And yet, we have just seen the first mostly-composite airplane start its test cycles.
In all likelihood, during the last twenty years, there have been executives that thought a composite airplane was impossible, but charged ahead anyway. And in doing so, what was deemed impossible became a “maybe” and then became a possible and then finally, became a reality.
The point here is that when your team (or your boss, for that matter) comes to you with an idea or an assignment that you believe is impossible…. Don’t just blurt out your view. Let it simmer. Let it develop. Work from angles that you’ve never used. After all, this is how innovation begins --- with the impossible.
Of course, you have to balance that nurturing of the idea with the reality of your current business. You can’t pour all of your money and time into something that won’t pay off for 30 years. But you can keep feeding the idea with small amounts in order to see where it will take you and your company in the future.
Cheers!
But first, I digress.
One of the great things about research, specifically research via surveys, is that you get a wealth of information. One of the downsides of the structured PhD thesis is that you don’t always get to use or share every shred of this most valuable information.
In going back through the original survey responses, I was reminded that there is some very interesting information, from very experienced executives, that hadn’t yet found an outlet.
Well, tada! Here is the outlet……
So what did I mean by the title? It is actually an outgrowth of one of the survey responses. Which was, “never show you think something is impossible”. And why do you suppose that my survey participant said that? Well, of course, I can’t know for sure, but I’m thinking it is a pretty good bet that the reason is because you are the executive!
Think about it this way. You are in the aerospace industry and your company is in the process of designing a brand new material that will revolutionize air transport. Instead of metal, you will be designing and building planes out of composites. Don’t you imagine that oh, twenty or so years ago, someone was thinking (if not saying) that it would be impossible? And yet, we have just seen the first mostly-composite airplane start its test cycles.
In all likelihood, during the last twenty years, there have been executives that thought a composite airplane was impossible, but charged ahead anyway. And in doing so, what was deemed impossible became a “maybe” and then became a possible and then finally, became a reality.
The point here is that when your team (or your boss, for that matter) comes to you with an idea or an assignment that you believe is impossible…. Don’t just blurt out your view. Let it simmer. Let it develop. Work from angles that you’ve never used. After all, this is how innovation begins --- with the impossible.
Of course, you have to balance that nurturing of the idea with the reality of your current business. You can’t pour all of your money and time into something that won’t pay off for 30 years. But you can keep feeding the idea with small amounts in order to see where it will take you and your company in the future.
Cheers!
Friday, April 2, 2010
4-2-10 Should Told Me #9
I keep up with my friends and family on Facebook. Specifically, I keep up with my younger family members on Facebook. Have to admit that it is a wonderful tool to see what is going on in their world. Some of the comments I see there got me to thinking about parents. And that sent me down the “someone shoulda told me” bunny trail again.
Now this post isn’t strictly for the executive, although you could extrapolate this information to an executive’s situation. Instead, this is geared towards the younger, non-executive readers out there.
Remember when you were very young? Say, age 12 and under? During that time of your life, it is likely that your parents were the most amazing people in the world. They knew everything. You could go to them with any question or problem and get just the right answer or solution.
And then, you hit the teenage years. During that time your parents were, at best, a source of embarrassment and at worst, the bane of your life. You went to great lengths to conceal every aspect of your life from them because, really, they couldn’t possibly understand what you were going through. Questions and problems were solved by consulting with friends and the internet. Parents and home was just something that you desperately wanted to get away from.
And then you hit about 25 or so. You find that you are going back to your parents more and more for information and support. They are (and have always been) your biggest cheerleaders. They become (once again) a reliable source of information. They are the best mentors available.
Someone shoulda told me, way back then, that my parents weren’t as dumb or irrelevant as I thought they were.
Thanks Mom and Dad!
Cheers!
Now this post isn’t strictly for the executive, although you could extrapolate this information to an executive’s situation. Instead, this is geared towards the younger, non-executive readers out there.
Remember when you were very young? Say, age 12 and under? During that time of your life, it is likely that your parents were the most amazing people in the world. They knew everything. You could go to them with any question or problem and get just the right answer or solution.
And then, you hit the teenage years. During that time your parents were, at best, a source of embarrassment and at worst, the bane of your life. You went to great lengths to conceal every aspect of your life from them because, really, they couldn’t possibly understand what you were going through. Questions and problems were solved by consulting with friends and the internet. Parents and home was just something that you desperately wanted to get away from.
And then you hit about 25 or so. You find that you are going back to your parents more and more for information and support. They are (and have always been) your biggest cheerleaders. They become (once again) a reliable source of information. They are the best mentors available.
Someone shoulda told me, way back then, that my parents weren’t as dumb or irrelevant as I thought they were.
Thanks Mom and Dad!
Cheers!
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