Embracing change. While it sounds good and it makes you feel good inside, why is it that some feel like it's a knife in the gut? It sometimes comes off as a shock and if it doesn't benefit the individual they become resistent.
This has everything to do with communication. No matter how you want to turn it around, flip it, break it a part.....is has to do with communication.
Leaders make decisions because that's what they are paid to do, right? Who cares about the folks on the ground! What do they know? Why should I care? Because a happy worker is a productive worker. Before changing elements in their environment, maybe you should consult them? Ask them their opinions. You never know what kind of ideas they may have on improving processes and the general tone/culture of the workplace.
Think about the implications of a disgruntled employee. The may deliberately sabatoge you and your business, they become unproductive and reducing the quality of your product or service. They may even leave. How much will it cost to replace this employee? How much money are you loosing with that position being vacant? What kind of skills or knowledge do they have, are they critical or transferable? Have they been transferred?
If we think about the implications of our lack of communication, maybe we will rethink not sharing information with others.
Saturday, December 19, 2009
Wednesday, December 2, 2009
Hard Work No Play Keeps the Stress Coming?
You heard me right. Life is made of tough decisions. Life is made up of situations that will press you against a wall. This weekend I realized that I need to climb over the wall. No need to look down or back. Continue to climb, looking up, towards the sky. It took me PHYSICALLY climbing a rock wall to realize this. This weekend, I started getting rid of my stressors. Sadly, my cute puppy was the first to go. With the track that I am on, poor Bailey was a daily speed hump. With that came, more sleep.....More time to take care of myself. What's Next?
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Simplicity, LESS IS MORE! Have you ever had a paper that had a min and a max page limit? That forces you to think.....hmmm..... maybe I should shoot for somwhere inbetween? NO! How about you say what you have to say and be done with it? What's the point of dragging out what you have to say? This Project has proven that I have it in me, I just have to push and control myself. A's all around my friend, A's all around.
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Simplicity, LESS IS MORE! Have you ever had a paper that had a min and a max page limit? That forces you to think.....hmmm..... maybe I should shoot for somwhere inbetween? NO! How about you say what you have to say and be done with it? What's the point of dragging out what you have to say? This Project has proven that I have it in me, I just have to push and control myself. A's all around my friend, A's all around.
Sunday, October 4, 2009
Mini Vacations keep the Doctor Away..... It's Time to Refocus!
Now and then, your world comes crashing down. One thing after another, and you think that you will not be able to make it far in life. Thus far, that has been my September. Everything I seemed to touch, would fall apart. I must say that it was quite depressing and unexplainable. My automatic response is to clam up, close everyone out. I find myself not wanting to go to work because I d not want to see the faces of my co-workers. I feel, at times, that everyone is after me. Not a good feeling.
As far as school is concerned, I feel like turning over a new leaf. Well.... I need to turn a new leaf. 89? Not acceptable! And it's always a shoulda-coulda-woulda situation. I worked hard throughout the whole project to maintain at least a A-.... They caught me on an off day and everything went down-hill from there and now I am kicking myself.
My lack of focus at work is spilling into the classroom and it is evident. The solution? I need a vacation. I reflect on this year, and notice that I have not taken anytime for myself. Last year, I was out of town, once a month. I also took an 8 day vacation to Cabo San Lucas. It is quite refreshing to have NOTHING to do but relax. It also rejuvenates the soul. I return to reality re-energized and focused.
Right now I am sitting in the Denver International Airport. my flight doesn't take off for another two and a half hours. I went to Northern California. I spent the day in Napa Valley. I bought 6 bottles of wine and met-up with old co-workers and friends. I needed it. It was refreshing to get away from Maryland and the worries that are there.
As I sit here, I am thinking about my proposal I need to have done by the end of the month, the work I need to have done by thursday, the dress for the Gala that I need to find by saturday, the research I need to finish conducting by Wednesday, and the Learning Module that I need to begin as the individual requirements for my MBA Program. I also need to step up my reading game. That is what's lacking. I need a daily routine.
I don't want to go back to reality; I am tired thinking about it. If I didn't have to sleep, if I could work without it, I would be a-okay!
I think I am going into hibernation........ It's time to refocus.
As far as school is concerned, I feel like turning over a new leaf. Well.... I need to turn a new leaf. 89? Not acceptable! And it's always a shoulda-coulda-woulda situation. I worked hard throughout the whole project to maintain at least a A-.... They caught me on an off day and everything went down-hill from there and now I am kicking myself.
My lack of focus at work is spilling into the classroom and it is evident. The solution? I need a vacation. I reflect on this year, and notice that I have not taken anytime for myself. Last year, I was out of town, once a month. I also took an 8 day vacation to Cabo San Lucas. It is quite refreshing to have NOTHING to do but relax. It also rejuvenates the soul. I return to reality re-energized and focused.
Right now I am sitting in the Denver International Airport. my flight doesn't take off for another two and a half hours. I went to Northern California. I spent the day in Napa Valley. I bought 6 bottles of wine and met-up with old co-workers and friends. I needed it. It was refreshing to get away from Maryland and the worries that are there.
As I sit here, I am thinking about my proposal I need to have done by the end of the month, the work I need to have done by thursday, the dress for the Gala that I need to find by saturday, the research I need to finish conducting by Wednesday, and the Learning Module that I need to begin as the individual requirements for my MBA Program. I also need to step up my reading game. That is what's lacking. I need a daily routine.
I don't want to go back to reality; I am tired thinking about it. If I didn't have to sleep, if I could work without it, I would be a-okay!
I think I am going into hibernation........ It's time to refocus.
Wednesday, September 30, 2009
Vital Smarts Email:
I get these every week and some prove to be quite beneficial:
Today's Topic: Influencing Project Management
"You need a structural solution—a solution that involves all six sources of influence.
The situation you describe calls for a project-management system, one that people buy into and have the skills to use. Then it requires holding people accountable to the system—not just to your individual projects.
[I will] walk through the influence model found in our book Influencer to help you solve this problem. The process starts with identifying measurable results you want to achieve; next, you identify a few key behaviors that, if changed, will bring about those results; and finally, you must outline strategies to accomplish your vital behaviors using six different sources of influence.
Measurable Results. Your goal is to ensure project schedules, budgets, and specs are met.
It sounds as if your projects have to compete with employees' other tasks. That's to be expected. The problem occurs when your projects never get a high enough priority, or when the priority gets bumped. Instead of focusing on your project, focus on the overall project-planning process. Your goal is to get people to commit to a fair process—one that meets their objectives as well as yours. Then your challenge is to help everyone stick to the process. Become a champion for the process, not just your project. This change will create greater Mutual Purpose.
Vital Behaviors. The vital behaviors you'll want to focus on are:
1. Prioritizing all of your project's tasks against people's competing tasks.
2. Ensuring that people who complete the tasks have input into the project plan and sign up to deliver on realistic schedules, budgets, and specs.
3. Ensuring that when people have reason to believe they could miss a schedule, budget, or spec, they will immediately update the team on the problem.
The Six Sources of Influence. The sources of influence and specific strategies you'll need to target are:
Source 1 - Personal Motivation: The people you rely on are feeling a lot of pain. Their plates are too full; they feel as if they have five bosses; and they're constantly being blindsided with new unexpected demands. Instead of turning up the heat regarding your projects, get their buy-in to a more consistent process—one that has realistic priorities and plans.
Source 2 - Personal Ability: You and your colleagues may have to learn basic project-management principles. Look for resources that are already available within your firm. such as a project-management specialist. Once you have a project-management system in place, you'll find your Crucial Conversations skills will become more powerful.
Sources 3 & 4 - Social Motivation & Ability: The most important social support you need is from your manager and the managers your resource people report to. They need to fully support a more robust project-management system. Ease their concerns that the priority-setting process may take more time and is less flexible by demonstrating how results are delivered far more reliably.
Source 5 - Structural Motivation: I bet the employees you count on are rewarded for achieving results within their own departments, and not for achieving your goals. Goals that require cross-functional teamwork are often shortchanged. Work with your manager and the resource managers to find ways to reward people for executing on their plans and for keeping to the project-planning process you've outlined. Even tiny changes to these reward systems will send a powerful message that managers are serious.
Source 6 - Structural Ability: This entire approach relies on implementing a project-management structure. Check to see if you already have one that's gone dormant. Check to see if your organization has a Project Management Office that can help you re-invigorate your project structure. Here are some basic structural elements I'd want to see: a priority-setting process that involves the right stakeholders; a project planning process that results in realistic schedules, budgets, and specs; project status meetings that keep the projects on track; a measurement system that provides ongoing feedback on how well people are keeping to their project plans.
Report Back to your Manager. Meet with your manager and frame the larger issue. It isn't just about executing your projects; it's about executing any and all projects. Bring in whatever facts you can to back up your case. If you don't have data on missed deadlines, budget overruns, and failures to meet specs, then bring in examples of the problems: for example, people have unclear priorities, priorities that constantly change, objectives that aren't realistic, and no clear project plans to follow. Explain that solving this larger problem is the best way to solve your specific problem."
Today's Topic: Influencing Project Management
"You need a structural solution—a solution that involves all six sources of influence.
The situation you describe calls for a project-management system, one that people buy into and have the skills to use. Then it requires holding people accountable to the system—not just to your individual projects.
[I will] walk through the influence model found in our book Influencer to help you solve this problem. The process starts with identifying measurable results you want to achieve; next, you identify a few key behaviors that, if changed, will bring about those results; and finally, you must outline strategies to accomplish your vital behaviors using six different sources of influence.
Measurable Results. Your goal is to ensure project schedules, budgets, and specs are met.
It sounds as if your projects have to compete with employees' other tasks. That's to be expected. The problem occurs when your projects never get a high enough priority, or when the priority gets bumped. Instead of focusing on your project, focus on the overall project-planning process. Your goal is to get people to commit to a fair process—one that meets their objectives as well as yours. Then your challenge is to help everyone stick to the process. Become a champion for the process, not just your project. This change will create greater Mutual Purpose.
Vital Behaviors. The vital behaviors you'll want to focus on are:
1. Prioritizing all of your project's tasks against people's competing tasks.
2. Ensuring that people who complete the tasks have input into the project plan and sign up to deliver on realistic schedules, budgets, and specs.
3. Ensuring that when people have reason to believe they could miss a schedule, budget, or spec, they will immediately update the team on the problem.
The Six Sources of Influence. The sources of influence and specific strategies you'll need to target are:
Source 1 - Personal Motivation: The people you rely on are feeling a lot of pain. Their plates are too full; they feel as if they have five bosses; and they're constantly being blindsided with new unexpected demands. Instead of turning up the heat regarding your projects, get their buy-in to a more consistent process—one that has realistic priorities and plans.
Source 2 - Personal Ability: You and your colleagues may have to learn basic project-management principles. Look for resources that are already available within your firm. such as a project-management specialist. Once you have a project-management system in place, you'll find your Crucial Conversations skills will become more powerful.
Sources 3 & 4 - Social Motivation & Ability: The most important social support you need is from your manager and the managers your resource people report to. They need to fully support a more robust project-management system. Ease their concerns that the priority-setting process may take more time and is less flexible by demonstrating how results are delivered far more reliably.
Source 5 - Structural Motivation: I bet the employees you count on are rewarded for achieving results within their own departments, and not for achieving your goals. Goals that require cross-functional teamwork are often shortchanged. Work with your manager and the resource managers to find ways to reward people for executing on their plans and for keeping to the project-planning process you've outlined. Even tiny changes to these reward systems will send a powerful message that managers are serious.
Source 6 - Structural Ability: This entire approach relies on implementing a project-management structure. Check to see if you already have one that's gone dormant. Check to see if your organization has a Project Management Office that can help you re-invigorate your project structure. Here are some basic structural elements I'd want to see: a priority-setting process that involves the right stakeholders; a project planning process that results in realistic schedules, budgets, and specs; project status meetings that keep the projects on track; a measurement system that provides ongoing feedback on how well people are keeping to their project plans.
Report Back to your Manager. Meet with your manager and frame the larger issue. It isn't just about executing your projects; it's about executing any and all projects. Bring in whatever facts you can to back up your case. If you don't have data on missed deadlines, budget overruns, and failures to meet specs, then bring in examples of the problems: for example, people have unclear priorities, priorities that constantly change, objectives that aren't realistic, and no clear project plans to follow. Explain that solving this larger problem is the best way to solve your specific problem."
Don't Talk About It, Be About It
At each MBA Fellows residency, each Fellow is given the opportunity to sit down with a faculty member to discuss their progress towards our Digital Portfolios and also to release any pent up emotions. I have once even shed a tear or two.
So often I will talk about the things I plan on doing, or have begun to do, but I keep everyone on the edge of their seats because I do not track my progress. "Don't just talk about what you are going to do, show us how you have applied it to your job, to your life and document it" but don't try to come off a little too polished, but it needs to be organic; it must come naturally.
So often I will talk about the things I plan on doing, or have begun to do, but I keep everyone on the edge of their seats because I do not track my progress. "Don't just talk about what you are going to do, show us how you have applied it to your job, to your life and document it" but don't try to come off a little too polished, but it needs to be organic; it must come naturally.
The Beginning of a Journey
Everything is what you make it. Day by day, I find myself, going through the motions. Getting things done, but not taking the time to reflect and apply to life. These are the memoirs of a young student fulfilling her psuedo "hajj" to prominence. Walk with me:
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