Monthly Archives: June 2014

Don’t Spin Your Tires

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My project is stuck. My team is under performing. We are falling behind the competition. We are missing our earnings projection. Why? What is the problem? Where do I start?

There are five discovery factors an effective leader must assess before launching any countermeasures to get a project/team/business back on track.

Before I proceed, please understand that I strongly support using one of the powerful problem-solving methodologies developed and rigorously field-tested over the past several decades; including the Lean Plan-Do-Check-Act or the Six Sigma Design-Measure-Analyze-Improve-Control. Those methods define a series of effective process steps for continuous improvement. However, they do not tell you where to start. While the discovery nature of those methodologies and related tool sets would eventually discover the root cause of your team’s poor performance, the urgency of the business situation typically allows for few, if any, false starts.

Even the best processes perform more efficiently (i.e., quickly uncover the root cause) when we seed or start the process by first assessing the most likely problem areas. If you discover oil in your car’s radiator (as we did recently in our household), it is a waste of time investigating the car’s electrical system. Instead, you will focus attention on the automobile fluids and look for sources of cross-contamination.

Where do I start when my project/team/business is under performing? Two fundamental principles undergird the elements and sequence of the five discovery factors I have developed and used over the years; one, people want to do a good job; and two, the selection of your team heavily influences the fate of your team/organization/business.

So, what are those five elements? Where should we begin an evaluation to identify the root cause of under performance?

  1. Talent. Do we have the right players on the team? Even the most well-intentioned person will fail in certain circumstances. I watched the movie “Lone Survivor” with my son last night and was again struck by the realization that there is no way I could become a Navy Seal. Their combination of mental and physical determination makes them a breed apart.
  2. Target. This is a combination of strategy and priorities. In short, are we working on the right stuff? If a particular baseball game requires the team to play “small ball,” but my batters are all trying to hit a home run, that’s a problem. If I am spending my team’s resources on improving the distribution system when we have a problem of product quality, we are focusing on the wrong target. The more typical problem is that everything is a priority, which means nothing is a priority.
  3. Tactics. Evaluate our processes. Do individuals or teams use their own work methods? Are performance standards widely deployed and rigorously tracked? Do we have documented processes for performing repetitive functions, including how to solve problems? Do we have documented processes that we frequently ignore?
  4. Training. Do we explicitly know the skills (as distinct from talents) necessary for high-performance in a particular project or organization? Do we know how team members’ skills align with those success factors? Have we provided appropriate training to fill in the gaps or cross-training to build sufficient depth and enhance flexibility.
  5. Time. Is the team investing enough time? More bluntly, are they working hard enough? This factor is intentionally last, because the answer to a business problem is rarely work harder. However, there are circumstances where solution requires working faster and longer. So, don’t ignore it.

The next time you find your team stuck, pull out this list and use it to start your own assessment of why the team is spinning its tires.

 

 

The Unequal Nature of Egalitarian Time

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The world isn’t fair. Personal, corporate, community and national assets are not distributed equally. Intelligence, wealth, and power may vary greatly from individual to individual. Yet, the life distance we measure as a day travels equally for every person on earth. This same window of time is available to all; regardless of individual intelligence, wealth, health or power. However, in retrospect we can see that some periods during our life or business were dramatically more impactful than others. While the seconds, minutes, hours and days marched on at a rigid pace, not all days presented the same opportunity window.

A former business leader of mine once said that for a stable business with modest growth a year is a year. However, a business experiencing fast growth must treat every quarter as a year and every week as a month; and a business experiencing hypergrowth must respect every month as a year and every week as a quarter. In other words, time is egalitarian (i.e. there are 24 hours in every day for everyone), but time is not equal for all people in all situations.

If it takes a calendar month to develop an “annual” business plan and you are a hypergrowth business, you spent a whole “year” planning and no time executing. If it takes three weeks to close the books and issue financial reports, the “year” in a hypergrowth business is 75% complete before the business know how well it’s doing.

It does not take much thought to identify rate of change as the distinguishing factor between stability and hypergrowth. Time speeds up when my life/business experiences a high rate of change. If I do not recognize times of rapid change and correspondingly adjust the pace at which I plan, decide and act, then I risk falling behind or missing a window of opportunity.

But be careful! In order to appropriately adapt we must recognize that our minds can warp our perspective of time. Consider how often you have heard someone remark how quickly the year has flown. Contrast that with your memories of the interminable wait for Christmas Day as a child. And, if you stop and think for a few moments, you can also recall periods of time as an adult when time seemed to stand still. Don’t ask me how that happens. The best analogy that comes to mind is the difference between high-speed and time-lapsed photography. A high-speed camera takes many frames per second, but when replayed at normal speed gives the appearance of slow-motion. On the other hand, time-lapsed photography compresses time and allows us to actually observe slow rates of change that are undetectable at normal speed.

I can only speculate that our minds possess remarkable potential to adapt to high rates of change. However, extended periods of stability can also slow our minds. This is why bright people with long experience in large corporations may struggle or even fail in a fast-paced entrepreneurial environment.

Bottom line…you must learn to recognize the signs of the time and adjust your behaviors accordingly or risk getting either left behind or overrun. As the iconic American humorist, Will Rogers once said, “You may be on the right track, but if you are just sitting there, you will get run over.”

Putting it into practice. How can I leverage the relativity of time?

  • Take time to reflect and train my mind to recognize the present pace of time in my life and business
  • Adapt my rhythms of planning, decisions and actions to suit the times
  • Take advantage of slower times to crystallize and capture lessons from past failures and successes; so that I am prepared to readily apply them to future problems and opportunities
  • Commit to a lifetime of learning. Leverage times of stability to learn new skills and explore new arenas.

Law. Liberty. Love.

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Liberty has an emotionally powerful appeal. We instinctively crave opportunities to choose our own way and resist boundaries that constrain us. This thirst for self-determination unceasingly appeals for freedom.

In its heroic embodiment, the pull of liberty compels some people to heroic actions that risk their lives and/or fortunes. Many Americans willingly laid down their lives to protect our freedoms. Yet, the license of liberty drives some to acts of callous disregard for others and even unspeakable acts of evil. Ancient writings speak of the chaos which results when every person does what is right in their own eyes and history is replete with examples of despotic power holders imprisoning, enslaving and killing millions of fellow human beings.

That contrast of outcomes suggests liberty is amoral. While often raised as a rallying cry, liberty alone will not produce stable families, societies or businesses. In order to avoid the risks of its worst excesses, we must somehow constrain liberty without squelching its productive nature. We may constrain liberty by external or internal forces.

External forces constrain liberty by cultivating fear and imposing physical force. A small element of a society (in extreme cases a single individual, such as a king or dictator) defines boundaries in the form of laws that prescribe the adverse consequences for unacceptable behaviors. These dictatorial lawgivers possess sufficient power to restrain lawbreakers and compel compliance through fear. In theory, a rational person will fear the negative consequence of breaking a law and instead choose to behave within the constraining boundaries prescribed by the laws of that society. When coupled with the human desire for liberty, this environment will encourage some to flirt with the lines of the law (i.e. how close may I get without getting in trouble?). Of greater and grimmer long-term consequence, the fear induced by the force of law reaps a risk-averse society or organization that squelches creativity and innovation.

An effective external constraint of liberty via laws relies upon several highly unstable presumptions in any society governed by fallible humans.

  1. Prudence — Laws prescribe a limited set of behaviors necessary for a safe and orderly society. Laws are few enough to remember and simple enough to understand such that each individual member of the society may moderate their own behaviors in full confidence of compliance with all the laws of that society.
  2. Reasonableness — Laws require no more than modest efforts to comply and are generally perceived as fair.
  3. Equality — Members of the society receive equal treatment under the laws. There are no exceptions or undue burdens for any element of society.
  4. Reliability — Laws are consistently enforced. Members of society know with certainty that they will get caught and punished for breaking the law and left alone when they comply.

The absence of any element unleashes increasing amounts of lawbreaking, which, in turn, causes the lawgiver(s) to deploy increasing levels of force and induce higher levels of fear. This societal death spiral will either choke the vitality of a society (consider the moribund Russian society under the yoke of the Soviet Union) or may induce rebellion (remember the birth of the United States).

Love for others as an internal driver can also compel us to restrain our exercise of individual liberty. We abandon other activities which may offer greater personal pleasure to care for our sick child. We moderate our language and even speaking volume around certain people or situations. We adjust our style of dress appropriate to the situation. We change our work style or schedule to accommodate the needs of the group. We give of our time, talents and treasure when others are counting on us. We make these choices voluntarily and often without immediate or even certain benefit to ourselves. Out of internally motivated love we choose to sacrifice our personal liberty for the benefit of those around us.

When we allow love to restrain our individual liberty we do not need long lists of dos and don’ts that cover every conceivable situation. We do not need bulging employee manuals or bloated legislation. We only need one beautifully and unforgettably simple guiding principle…Love your neighbor as yourself.

On the other hand, liberty constrained by law creates narrow spaces hemmed in by the boundaries of many laws and wastefully consumes attention and energy to understand and avoid those boundaries. The simplicity of liberty restrained by love creates vast open fields of opportunity for creativity and risk-taking. When I know that others have my best interests at heart I trust (not fear) them. This freedom from fear unleashes the innovative spirit within each of us.

Ask yourself this question…Do I personally and professionally cultivate relationships fueled by love or compelled by law?

Looking ahead…The choice to constrain liberty by law or restrain liberty by love impacts societies and businesses in innumerable ways and results in vastly outcomes. Present society defaults to liberty constrained by laws (including policies and procedures) to the point that “love” for others is rarely heard in the public square or board rooms. How societies and businesses might look if we constructively restrained liberty by love is the subject for a future blog post.

Rhythms & Sabbaticals

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Why haven’t you taken a sabbatical? I know. I know. You only wish you could take a multi-month break and return to find your job awaiting you. However, you not only should but can take a sabbatical (it’s not what you think). Read on…

A new friend, Gary Christopher of The Jholdas Group, recently recounted his plans for a sabbatical from his consulting practice that will include a bicycle ride across the continental United States with two friends. He’s blogging about that trip here. An undertaking of that magnitude requires no small amount of planning, and the consultant in Christopher clearly researched and planned his trip thoroughly.

Christopher noted that an effective sabbatical has four distinct phases:

  1. Releasing of present responsibilities for the duration of the sabbatical
  2. Resting from our regular labors; An arduous transcontinental bike ride hardly sounds like rest, but this respite from his profession is more about intellectual and emotional rest
  3. Reflection on the past, present and future
  4. Recalibration, or taking an inventory of one’s own life before returning to our daily routines and related responsibilities

Very few of us will ever take a multi-month sabbatical before retirement. However, it struck me that those same sabbatical phases can and probably should conjoin other rhythms in our lives. For example, every day we should release the day just concluded (we cannot change the past), reflect and learn from what transpired that day, rest to recharge for the coming day and recalibrate to establish a plan and priorities for tomorrow.

Depending on the speed or scope of our present lifestyles and obligations, we each should also apply these four sabbatical disciplines to some of the longer frequency rhythms of our lives; namely, weekly, monthly, quarterly or annually. God designed rhythms into nature, and we ignore them at our own peril.

If we desire to leave a powerful legacy, the process of these mini-sabbaticals will arrest aimless wandering and give our lives greater purpose and productivity.