Busy work

If we are not careful, the busy-work will end up ruling our agenda and lives. Busy-work is all that stuff that comes at you continuously that seems to demand your attention. Questions, projects, problems, email messages, meetings, conference calls, can all be examples. Stephen Covey called it urgent but not important. It has been referred to as fire-fighting and being stuck in the weeds.

This past week I found the pull from the busy work particularly strong. Perhaps it was a worldwide phenomenon this week because Seth Godin wrote about this in a blog post today titled Incoming, in which he provided some brutal honesty on how electronic messaging controls us. While I have not completely tamed the busy work monster, I took some steps to beat it back. The main one was actually the simplest – I turned off every alert, ring, vibrate and alarm that went off when I received an email message. Do I really need to be made aware every time I receive a new message? Is an email message more important than anything else I am doing that I should stop and read it? Think of it this way; do you stop conversation with someone whenever someone else walks up or interrupts you? I hope not.

The key to avoiding the trap of busy work is to keep focused on what you are trying to accomplish. Imagine what excellence looks like. Imagine what it looks like when you have accomplished your goals – when it is done. Now, focus on the work that gets you to that goal and push away, divert, delegate and even ignore the busy work. Simple? Yes. I think we need to return to simple.

On another note: a real problem for most is that they have not imagined what excellence looks like – they have never pictured the end – and is the reason why busy-work controls so many.

Busy work

How I discovered GM’s Planned Obsolescence

I have just encountered firsthand experience of GM's planned obsolescence. It seems there is a bulb burned out in behind my speedometer in my instrument cluster creating an area of darkness in the dashboard while driving at night. I can't see how fast I am going, which I have found, completely eliminates all conviction when I seem to be going really fast. Ignorance really is bliss.

In my attempt to solve this problem, I discover that it cannot be fixed. I have to replace the entire instrument cluster. What used to be a $2 bulb and minimal amount of time will now cost me around $600.00, not including labour . . . for a burned out light bulb. The old one? Garbage. One would think that environmentalists would be all over this and have had speedometers tattooed on their foreheads by now. I haven't noticed a picture of my Instrument cluster on the list of returnable / recyclable items.

Planned Obsolescence is the practice of intentionally making a product obsolete after a relatively short period of time so that the consumer is obliged to buy yet another product at the end of the original product's lifespan. It did work. Consumers were obliged to buy another vehicle. However, for obvious reasons, they decided to buy from a different manufacturer.

If the plan of obsolescence is to replace a product with a must-have better product with more features and advanced technology – great idea. But, how does a group of talented people come up with the idea to build stuff with limited life, that breaks and cannot be fixed, so that people will have to replace in a short period of time?

I didn't have to work at or with GM to know the answer to that question. They have certainly not cornered the market with this phenomenon that conceives and births really dumb ideas.

I know that there were people within GM advising against this idea, suggesting to the senior leaders that this was a bad idea and bad business, predicting and forecasting the potential problems with a plan of this nature. I know this because that is what good leaders do – they stand by their convictions – they do the right thing.

Unfortunately, I also know that there were leaders inside GM who allowed their title and the power that comes with running a large corporation, to go to their head. I know that they didn't listen to what people inside and outside their organization were warning them about.

. . . and, we think is was the recession that brought GM to bankruptcy.

If you don't agree with me on this, then you are either one of those former, close minded leaders in GM, or you don't have a burned out bulb in your instrument cluster that is going to cost you $600.00.

How I discovered GM’s Planned Obsolescence

The Cult of Process

I am more interested in the end result than in the means to that result. As long as it is legal, moral and ethical, does it really matter how you get there? Sound process is not only necessary, it is critical. (My simple definition of process: here are the steps and the order to carry them out.) I am not against process – we cannot function effectively without it. However, mistaking the process for the results is detrimental. The danger in blindly following the process without question will almost certainly eliminate innovation – the discovery of a better way.

Personal story:

They were executing the process (procedure) perfectly. Everything was being done as prescribed and they were proud. I commended them on their efforts and achievement of excellence; after all, they were doing what they were told. Then I asked the big question – why. What is the purpose? What is the benefit to what you are doing? Does it solve any problem; save any cost; generate any revenue? In this situation, the process was simply a "feel good" program. It had no benefit to the organization whatsoever.

We need to encourage everyone to ask questions. I tell everyone to find out the "why" before you do anything. There is a dramatic increase in buy-in when people understand the reasons for doing what they do. It is an unfortunate and revealing testimony to leadership to find people in any organization, doing things for which they have no understanding of the reason why they are doing those things.

I am not threatened by questions, by people challenging the status quo. I think that this is a sign of a healthy organization. Personally, I would be embarrassed to find out that people in my organization where doing things for the only reason that I, or someone else, said so.

If we execute the process flawlessly – but do not achieve the desired results, we didn't really win. It is time to re-examine the process.

Does this sound elemental – simple?

Why is it so common?

The Cult of Process

This is a riddle, right?

Recently a friend of mine, and someone who used to work for me, called me to ask for a favour. He is a middle manager and described an awkward situation that he is currently facing at work. He has been advised to do something that is actually impossible to do. I will admit that I believe that nothing is impossible, if, you are able to work outside of the framework or confines that exist. For example: it is not impossible for me to reduce my driving time to any location and the reduction in that time is limited only by the number of laws that I was unwilling to break and my reluctance to leave the regular city streets and go cross country.

However, in my friend's world, there are boundaries and limitations, which make the request made of him impossible to complete. His first response, "So . . . this is a riddle, right?" questioning the legitimacy of the order. It's no riddle and there was no additional direction or assistance provided. This happens to be one of those "I told them to do it – now I wash my hands – and I can't understand why they haven't done it" scenarios. It was a similar mindset that created the culture at Enron culminating in an ethical collapse, which let to its destruction and large wake of financial victims.

In my mind, there are only two possible explanations for asking the people that report to you, to do something that you know is impossible to complete.

1. Cowardice ambition: The directive came to you from your boss and you are only passing it along. You do not question directives – it could cost you.
   
2. Selfish ambition: The directive is yours. To state that you have demanded it will make you look very good and demonstrate that you are tough and demanding.
   

What are we to do?

As a leader – never ask someone to do something that you could not do yourself. The request may be difficult and may stretch your team – this is good – very good. Provide support and direction to get them there. Stand beside them – help them achieve it.

If you are in the situation that my friend is in – you will need to question it. In most cases, and hopefully, the directive has simply been misunderstood.

The reason that my friend called me – the favour that he asked – was a request to use me as a reference when his future employer called. Of course, I said yes. After all, he was one of my best people when he worked on my team.

Losing great talent is just one of the consequences of unreasonable and negative organizational cultures.

Photo by: Sean Dreilinger

This is a riddle, right?

Should leaders ask for help?

I had a business problem. I was not alone - many of my peers had the same business problem. I believe that there is a solution to every problem. Despite our efforts, collaboration and attention on this problem, we had not been able to develop a satisfactory solution. This was quite frustrating. However, as business leaders – all we could do was press on in our attempts to solve.

I was given some advise – some wise council. Why don't you ask for help? My initial thoughts were: executives don't ask for help - executives solve their own problems. Asking for help is a sign of weakness. This is why men don't ask for directions – it shows helplessness – vulnerability. However, the more that I thought about it, the more I realized that this was just pride – I didn't want to look stupid, inadequate. The truth is that we all have weaknesses – we all need help from time to time. Ignoring that is just arrogance.

So, I did the unthinkable – for an executive – I called my boss and asked for help, admitting that I could not solve this business problem on my own.

I would love to report to you that everything worked out – that my boss appreciated my reaching out for help – that the problem was solved and everyone lived happily ever after. I can't.

Regardless of the outcome of my experience, I realized that humility in leadership is essential. Leaning on the team for help in times of need is critical. The absence of positive results from this is does not indicate that it was a bad idea, but rather indicative of weaknesses in the team in general.

In fact, great leaders can identify and react to those who need help. Strong leadership includes the ability to know when to step in and offer assistance. Consequently, the need to reach out for help is generally non-existent in teams led by great leaders.

Have you ever asked for help? What was your experience?

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Should leaders ask for help?

A humbling reality – our followers become us

Somewhere around four years ago, I experienced one of those notable lessons in my life. Your followers tend to do what you do - rather than what you expect or say.

The follower in this case was my daughter who was 12 years old at the time. We were driving somewhere and were not on time. She was in the back seat and was very aware of the time issue. We were at a stop sign behind one other vehicle. There was a break in the oncoming traffic that would allow both of us to move past the stop sign and after the break was a train of traffic that did not seem to end. The driver of the vehicle in front of us must have been on time because it became clear that they were in no rush to move. Since I like to coach, I do it whenever I have the opportunity, including the coaching of other drivers despite the fact that they can't hear me. On this occasion, I was only mentally thinking about my coaching tips for the driver in front of me, but to my surprise, my daughter verbalized my thoughts. She was speaking out exactly as she had heard me over the many years that we had spent in the car together – and was unconscious of the fact that this was not great behaviour. My first thought was . . . boy am I glad my wife did not hear that. Really, that was my first thought.

But then, flooding my mind was the realization that my daughter(s), for years, have been watching my impatience while driving and would probably display the same behaviour when they begin driving. I had unintentionally taught my kids to do something that I would never want them to do.

Encarta Dictionary definition of "Lead": guide somebody – to show the way to others, usually by going ahead of them.

Leadership is not just as simple as giving instructions and then everyone follows. We speak with our actions.

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A humbling reality – our followers become us

We should never question leadership – should we?

The movie Valkyrie (2008) increased my faith in human beings. I never quite understood how an entire nation under the leadership of one man could carry out such horrific acts. The film, based on actual events, is about a plot to assassinate Hitler during the height of WWII. Through this film, I learned that this was only one of many failed attempts to eliminate Hitler.

Under Hitler, the majority simply obeyed and executed their orders with excellence completely ignoring any conscience or moral convictions that were within them. They did things right. A small minority of men and women did everything they could to stop the atrocities – many giving their lives in the process. This would have been incredibly hard to do drawing upon unimaginable courage. They did the right thing.

Great leaders stand by their convictions and do not compromise their values, beliefs and integrity – they will question and / or oppose decisions that they believe are wrong.

The world is a dangerous place, not because of those who do evil, but because of those who look on and do nothing. Albert Einstein

Of course, most of us will never face the life and death decisions like those described above, but the same principles apply to everyday leadership / management decisions. The cornerstone of leadership is humility. Leaders that exhibit humility are also prepared to accept questions or challenges themselves from those who are following them.

The next time someone constructively questions a decision or direction, be sure to value his or her courage for asking, to the extent, that he or she would not hesitate to do it again in the future.

We should never question leadership – should we?

No Pain – No Gain

The term "no pain – no gain" has often been misunderstood. Positive and beneficial exercise or change (gain) will cause some short term discomfort(pain). If we do not experience the short-term discomfort, it means that we have not pushed ourselves hard enough.

There is a huge difference between this "beneficial short-term discomfort" from profitable change or exertion and the intense throbbing of injury. The pain experienced from a back injury does not bring any gain. Neither does continuing to run with a knee injury.

How do you know if you have made a decision or change that has caused your organization to "jog with a knee brace?" How do you know if it was the wrong decision?

1. The pain doesn't go away
   

The discomfort caused by beneficial change always goes away. The new level that we have pushed ourselves becomes the norm. On occasion, we may push ourselves a little too hard and as a result may take longer to recover, but we do recover.

If the pain never goes away – injury has occurred.

2. Symptoms prevent normal activities
   

Physical injury makes it impossible to carryout normal everyday activities. Business decisions that have caused injury to the business do the same – stop the essential everyday activities. For example: If you can no longer provide the service to your customer that your business was built on – something is seriously wrong.

Pushing through "knee injury pain" (unwise business decisions) is a terrible idea. Don't let pride get in the way.

Knee replacement surgery means it is too late.

Photo by: notcub

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Privileges

I notice a woman park in a handicap parking spot with a vehicle that has a legitimate handicap parking tag as well as wheelchair lift apparatus. I watch as she walks into the store and realize that she is clearly not physically handicapped.

Just because you can - doesn't mean you should.

When leaders abuse privileges, what message is sent to the rest of the organization? Using company assets, resources or time for personal non-business purposes gives licence for anyone else to do the same. Respect is earned; it is not part of a benefit package that comes with title. Acting with integrity – even when you think no one is watching – will earn respect.

That means: always do the right thing.

If you are the leader – you are the standard – you set the example.

Everyone is a leader, is some way, in some forum.

Privileges

What you DO has more effect than what you SAY

I get aggravated whenever I drive through a construction zone, plastered with signs telling me that if I don't drive at a snails pace I will get speeding fines that will require a mortgage to pay off, and I can't find any evidence of construction – no moving vehicle or human being working whatsoever. Construction teams usually cover or remove the slow-down signs when they are done work for the day, but every once in a while I come across the zone where it seems laziness has prevailed when it came time to go home for the day. If I can get a fine for speeding through a construction zone, can the construction company get a fine for not removing the signs when they are done construction?

This may sound like a petty pet peeve, but double standards have negative consequences for construction zones and for organizations of any kind. Drivers who encounter construction-less zones are more inclined to speed at the next one. "Why should I slow down – there is usually no one working or on site anyway?" This thinking puts lives in danger – after all this is the reason for slower speed limits in the first place.

Individuals in organizations who frequently encounter leaders that live by the motto "do what I say – not what I do", are in fact inclined to do what they [fickle leaders] do - or work outside of the rules - in addition to holding very little respect for them.

Leaders must do the right thing 100% of the time without deviation, without wavering. Leaders can never afford to cut corners, break the rules – even if it is just this once to save time, or because they may think that no one is watching. This is called integrity. Even if no one is watching, compromising your integrity has implications inwardly. It makes it easier to do it next time. It softens your conscience – hardens your heart.

Parents realize by the time their kids reach teenage years, behaviors, beliefs and ideals have been developed more from the examples they have set – from what they have modeled - than from what they have attempted to teach them.

It is exactly the same in your organization with your people. Always do the right thing, even if it is hard and takes more time.

What you DO has more effect than what you SAY