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Feeling shy as a junior manager? Or got a clumsy boss . . .

The embarrassment of supervision

I’ve just had a meeting with someone who had to evaluate my work, even though he is much less experienced than I am and was dazzled by my qualifications. He had the grace to apologise and did so with considerable charm and ease.

I might add that he holds important community positions outside work. In the course of the meeting I learned that he chairs his football club. There was no hubris about this either.  A mature man.  Did I say that he was younger than me too?

The rareness of big people

It is rare to find people who are comfortable overseeing others. Do you remember you first supervisory position? Do you remember how awkward you felt? In my first few weeks as a prefect at school, I actually practised some stern eye contact in the mirror.

It was such a nonsense, of course. This man’s genius was to acknowledge the awkward ‘social’ situation. Then he was able to walk through the evaluation criteria, some of which were manifestly laughable. But the job got done and in the process he earned my respect and importantly, though no one will thank him for it, he earned my loyalty to his organization.

Why don’t we train managers better?

It really is important to train managers before exposing them to scrutiny of their subordinates. Yet, it seems few firms do and managers wallow in their own insecurity.

Minimally, future managers need to role play likely scenarios. It is a bit like driving a new route. When you’ve driven it once or twice, you don’t have to think about directions. You can concentrate on the other traffic on the road. Then managers need training in giving instructions.

What the army teaches young lieutenants

A young infantry lieutenant is taught two things. First, how to plan the movement of troops through enemy territory. Second, how to prepare troops to move.

Taking the second, first, because it is shorter. While the lieutenant is preparing the order, they alert their subordinates that an order is coming “prepare to move out”.  This saves time when they have to get going, and gives the soldiers some feeling of control over their own lives.

The order itself is based primarily on whether they expect to be “in contact” with the enemy or not. The categories of situations would be different in other industries but a similar idea would apply.  What are the major situations that the team deals with?

Then lieutenants decide how to move their three sections, each headed up by a sergeant, in a leap frog fashion, one on high ground covering another that is moving to take another advantageous position.

When the lieutenant gives the order three more rules apply: First, show people the positions they must take. They should be able to see the positions. Second, give the whole order at once with everyone listening so they understand how their work fits into the whole. Third, take questions.

Always take questions.  The last points is so important and relates to the point I began with. Sergeants are normally much more experienced soldiers and leaders than lieutenants. As the King Abdulla of Jordan said when he addressed the House of Lords: he learned three things at Sandhurst: Listen to your sergeants. Listen to your sergeants. Listen to your sergeants.

Starting out as a manager

If you are starting out as a manager and are feeling self-conscious, put aside your awkwardness.  This isn’t about you.

Think of the task that needs doing by the whole team.  Begin with thinking about the conditions they will encounter (will they meet the enemy), look at who you have in your team, set targets for the whole team to move through the space and while about 1/3 of the team is under pressure, have the other 2/3 cover them.  Get everyone to the other side safely.

  1. Give people advance warning that a change is coming.  Get them together when you are ready and tell them the job.
  2. Where do you want to move to, when and why?
    1. What is happening – where is the enemy, what are the weather conditions, etc. (or the equivalent)
    2. How will the job be divided up?  Who will take the group forward and in what order?  How will we cover and support each other?
    3. What arrangements are in place if there is an emergency (the equivalent of air support and medical evacuation)?
  3. Remember to show people what you want. Keep it concrete.
  4. Ask for questions.

If you have followed this, I bet you no longer feel self-conscious and shy?

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Spread your know-how with (un)classes

(un)classes is a brilliant idea and they deserve to take off.  But they are not going to take off in London unless we all the founders a nudge.  A bit collective nudge!

Would you email them asking them to stop allocating London, England, to Guildford, Surrey!  I’ve explained to them that this won’t do, but I think they need to know that a  lot of us “over here” would use their service if they fixed the glitch.

What is an (un)class?

An (un)class is like an (un)conference. It is an informally organized class organized in a big city by whoever would like to teach a class!

The software allows students to arrange classes too, and ask for a teacher.

There is no obligation to pay, but students can voluteer to pay and teachers can ask to be paid.  Students could also tip the teacher!  That is all left to the teacher and the students to work out among themselves.

Put your bio up

I’ve put mine up and I am waiting for them to fix the glitch!  Please email them for me  .  .  .

My Bio on Unclasses August 2009
My Bio on Unclasses August 2009
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At last, it’s here! The positive psychology of marketing!

We are perishing for a want of wonder not a want of wonders.

G. K. Chesterton

Rory Sutherland, Vice Chairman of Brand Marketing and Brand Management, Ogilivy, speaking at TED.

[youtube=http://www.youtube.com/watch?v=audakxABYUc]

For social media types, check 15:30 for the positive psychology value of social media.

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Up there in the BEST elevator speeches ever!

“In the next five minutes, my intention is to transform your relationship with sound . . .”

So said Julian Treasure at TED.   This 5 minute video is worth watching . . . for the sake of your health . . . and as a example of a great elevator speech.

In 5 minutes we find out what Julian Treasure can do for us. Oh how we wish we could sum up what do quite so neatly!

[youtube=http://www.youtube.com/watch?v=rRepnhXq33s]

If you are serious about developing your business plan and your pitch, you may find these slides useful from Simon Stockley of Imperial College Business School. I found the slide on the order in which VC’s read business plans particularly useful for understanding what people want to hear when they think about a business.

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3 ways to help your group live happily during hard times

A time to love and a time to hate;
A time for war and a time for peace. (John 3:16-21)

As a youngster, I was baffled by the Biblical advice that there is a time for all everything under the sun. A time to be born. A time to die. It seemed perfectly obvious to me. But then I was a literal child.

Positive psychology and the seasons

A big message coming out of the positive psychology school and the poets like David Whyte, who write about work, is that we must take each season of our life in turn.  It seems though that even positive psychologists struggle to understand the ups-and-downs of life.

Let me try by using the seasons.

It is autumn now in the UK

Summer officially ends in the UK this week. The trees have already turned. The paths are strewn with leaves of all colors and it is cold inside – because it is not cold enough yet to turn on the heating. If we were still farmers, our crops would be harvested and stored, and we would have fodder in the barn for the livestock to survive the winter.

Live life on its own terms

It is here that we find the message. We have to live in summer on summer’s terms. We plant and we reap and we store to provide for the winter.

And we must do the same in winter. We must live winter by the merits of winter.

I am still a ‘noobe’ in the northern hemisphere so let me talk about winter where I came from. Our winter was all of three weeks and days were a short 11 hours! So we lit a log fire in the evenings and gathered with friends and went to bed early to get warm. On weekends, we gathered again to have barbecues in the gentle mid-day sun. We might take advantage of the rainless days to do some maintenance. But mainly we didn’t. Winter was a time of rest and recovery before the growing season came around again.

Up here in the northern hemisphere, I think we are expected to be a lot more productive here. People use summer to play and the long winter nights to work.

Ups-and-downs of contemporary life

The old agricultural seasons help us understand the ups and downs of life and what it means to explore each for what it is.

Of course, we hate the downs. We don’t want them to happen. We are terrified they won’t end.

And the ‘ downs’ are real. I hate it when people tell us they are in our mind. People die. Economies collapse. We aren’t stupid or insane. These are real events. Very real. Very distressing. I hate the Nietzsche expression that what does not kill you makes your stronger. I don’t hate a lot of things but I really hate that.  Downs are real. Please, don’t insult me by telling me they are in my mind.

Winter is not the absence of summer

But they downs need to be understood in their own terms for what they are.  Just as we understand winter as winter not the absence summer. Winter comes before summer, and after summer, and must be respected for itself.

Happiness is respecting the winter of our lives

That is happiness. Happiness is respecting the quieter times, and the harder times, and seeing them as part of the pattern of life.

Then, and only then, do we have the heart and the courage to explore them, not to love them, but to do what is required of us, respectfully and gently, and patiently.

Then we can be in them without rushing them to end.  It is pointless to try to make them end. They will end in their own time, just like winter.

We’d do better to accommodate ourselves to their nature and live within them. And live well within them.  Just as we don’t have frolics in the sun during winter, we may not be bubbling with joy in the hard times. But demanding they end does not end them sooner. It just makes them harder.

The trick is to live winter on winter’s terms.  I am pretty clear that it is easier to do if you understand winter as something that precedes summer and follows summer.

Does the analogy of the seasons apply to our non-agricultural, frenetic, confused modern lives?

When it is less clear that our suffering “is not our fault,” or when it is not clear when our suffering will end, I’ve found it helps to find a mentor who might explain the objective situation.   It also helps to live through hard times in a group. Because much of our fretting is really a cry of “why me?”, when we are all in it together, at least we do not have to protest that the hard times are part of our personality.

When we are leading a group in times of suffering and distress, I’ve found 3 things help.

  • Bring together people who suffer in the same way.

    When they hear each other’s stories, they’ll sort out in their minds what is a feature of the situation and what is in their minds. But don’t tell them to cheer up or that it will all be alright!  Dismissing their hardship is insulting and confuses them more.

    • Assure them that you will be there for them and live your promise.

    Listen. Engage eye contact. Be interested in their story. When they hear themselves telling their story and they see you still listening, they’ll calm down, a lot. Life will still be hard but you won’t have made it harder. They know they have you at least.

    • And celebrate what goes well.

    Don’t pick on one small thing and say that the life cannot be hard if that one thing went well! That is also very debilitating.  They do not need their reality dismissed or tell feel an impossible distance from you.  Just give them the space to talk about what is going well.  That reinforces your relationship and you will hear more about what goes well. See! Easier for you too. 🙂

      Be a warm, companionable log fire in the winter of our lives?

      Understanding why bad times is part of happiness is tough, and living through hard times happily is tougher

      I hope using seasons helps you understand the issue.  And that the 3 forms of aid for your group are helpful. They are classical prescriptions from positive psychology.

      And of course we can ponder why we made happiness so hard to understand in Western thought when we began with the right advice in the Bible!  The philosophers can help us with that!

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      Gloom-and-doom is catchy! Ask 3 questions to find a positive spot in the recession

      An example of a social network diagram.
      Image via Wikipedia

      Back on February 6, when it was snowing, I made a list of 5 “recession speeds”.  In February, people were angry but not really doing anything constructive about restructuring their businesses.

      1. I am lucky. My business is OK.  People need us no matter what.
      2. This crisis is outrageous.  I take every opportunity to tell decision-makers.
      3. I have cut out all luxuries.  I’ll see this through by keeping my head down.
      4. I’ll wait and see.  I am optimistic that everything will work out all right.
      5. I am systematically reviewing my business looking for new opportunities and new alliances.

      Mid-October, 8 months on, people are much clearer about how the recession will effect them.  At least, that uncertainty has resolved.

      But few people seem to have any idea how to restructure.  They are just “hanging-in” or “working harder”.  The odd firm is booming but is not quite clear why!

      Social networks affect on our attitude to the recession

      In February, I also asked 3 questions about our social networks.

      I want to ask these questions again because in the last 8 months, the media have publicized the network effects of happiness.  We all now know that we are more likely to be happy or sad, fat or slim, if our friends are.

      And if our friends’ friends are -even if we don’t know them!

      How much is your attitude to the recession affected by your friends?

      • Who are the 3 people on whom you most depend?
      • What is their recession speed?
      • How much does your recession speed help them, and how much does their recession speed help you?

      I know I am positive because the business associates on whom I depend most are thriving.  Others are being resolute.  And I can avoid negative people with relative ease.

      I’d love to know you situation and if these questions help you clarify any of your plans?

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      While you concentrate on Plan A, I look after Plan B and C

      Who is taking care of Plan B and C, while you mind the store?

      And if you had someone to take care of Plan B and C, would you be able to concentrate fully on Plan A?

      I’ve met all sorts of interesting people at Spicy Networking hosted by Julius Solaris and Carmen Boscoli in London.  They organize ‘soirees’ for up-and-coming entrepreneurs in London.

      Scenario Planner

      The fellow who looks after Plan B and C for us while we look after Plan A is Brett Dawson.   He’s a chemical engineer by training, a strategist by inclination, and a planner by trade.  He makes sits you down, alone, or with your team, and gets you to think about what you haven’t had time to think about.

      Then he makes sure Plans B and C are ready to roll, just in case.

      You win in three ways with a good scenario planner

      1.  You get Plan B and C thought out and ready to roll, if you need them.

      2.  You get to concentrate fully on Plan , raising the chances that you will be brilliantly successful and not need Plan B or C at all.

      3.  You think about your unfolding situation a bit more and make Plan A heaps better!

      Scenario Planning by Polar Bears

      If you want a shorter version, go here!

      Fast failure forward, lateral thinking, three steps ahead here.

      If you want to find Brett .  .  .

      Well, he is a busy man, so you will have to look hard!  You might be able to catch him at Spicy Networking when he is socializing.  Or you can contact the organizers of Spicy Networking, Julius and Carmen, and ask them to set up a three way meeting.  Or you can talk to me nicely!

      I know Brett is sympathetic to start-ups so if you fear you cannot afford him, think laterally.  You might be able to ‘pay forward’ or reciprocate in some way.  Or ask him!  He is the lateral thinker.

      P.S. As a hobby, he writes science fiction novels to help people image a sustainable and green world!

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      Financial Crisis Watch: We are up to sulking?

      Psychologists have a good 5 point rubric for understanding our reactions to grief, and anything unsettling.

      First, we can’t take in the bad news.

      Then, we get angry and look for someone to shout at.

      When that doesn’t work, we sulk and bargain.

      Failing again, we are confused, dejected and flail about without a plan.

      Eventually, thankfully, we fall in love with life again.

      Working, living and leading the bereaved

      When we watch someone dealing with the death of a loved one, these stages are very clear.  Because the death is a fact, it is clear that they are having trouble absorbing the new reality into their life.  We do it easily because the person didn’t play such a big role in our lives and we have less to rearrange.  Our time will come.

      Adjusting our identity

      When the loss is something more nebulous, like our identity (not our credit cards but our sense of worth), then it is harder to see that someone is travelling a painful path. We just see someone who is being ill tempered, confused, difficult.

      When the little boy asked Obama this week, “Why do people hate you?, Obama took great pains to explain to to the 9 year old the grief that his opponents feel in losing the election. He has the political maturity to understand why people are difficult and work with them anyway.

      How long does it take to move through the grief cycle?

      As a distant observer, I’ve been watching the underlying changes going in the States. Because I am not so close to the action, I watch dispassionately to see what is happening and to learn something that is not written up well in the psychological literature.

      How long does it take for a population to adjust to stunning and inescapably bad news .   .   .  .  like Bank crashes, like the assumption of power by a new generation (Gen x)(if you are a Baby Boomer), by the invention of science we did not learn at school?

      At lot has happened in the last two years.  When will we find our way out of the grief reaction?

      2006 – We couldn’t believe that we were overspending.

      2008 – Once Lehman crashed, we railed at irresponsible bankers.

      2009 – We don’t want to work with the incoming President, redesign our banks, work with Nobel winning scientists even though they are already in the WhiteHouse.

      When will we move into depression, and when will we fall back in love with life?

      I suppose we must expect a period of depression and dejection soon.

      And after that, we can get on with the job of using new developments in science, reaching out to other countries to build a new world order, include more people at home in the decision making and in the benefits of a strong economy, use the internet to make everything easier and work out the rules of a newer more respectful economy.

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      Do we pay enough attn to world politics in local career planning?

      Daft question?  I hope not

      Today, I whizzed over my Acorn feed.  I recommend it to you. It is always well written – up there in the top class with the Spectator and The Economist.

      It is erudite and informed, topical and up-to-date.

      Acorn discusses political economy and international relations through India’s eyes. I find it so useful.  Somebody is asking thoughtful questions about the world in a systematic way.

      It is particularly useful to understand the conflict in Afghanistan. I also read it to understand the race for Africa’s resources. You will find expertise on topics that interest you, I am sure.

      The importance of a professional diplomatic service

      Today, Acorn argued that a country must systematically map out the power relationships in the world, and that failure to do so, will lead to loss of world status. I couldn’t agree more. I doubt we can be any stronger than the combined abilities of our diplomatic service.

      Foreign affairs and career planning

      But surely each and every one of us should be consciously mapping world relations too?

      Why, dear fellow career professionals, do we not check that our clients understand the world economy and international relations?

      I know they are fretful about the decisions they need to make now. But unless they get into the habit of understanding the vested interests in the world, aren’t they going to continue ‘lurching from church to school’?

      We need simple visual renditions and we need to be informed ourselves

      I would like to spend more time gathering simple information together so that people can see their goals in relation to other people’s goals, and to see it all unfold in real time.

      Work & organizational psychology in the 21st century

      I suspect that the main practical contribution by work psychologists in the turbulent economy of the 21st century will be to provide dynamic feedback to help people position themselves relative to the others.

      So good on the Acorn. I recommend it for your own edification.

      If you are interested in slurping data and presenting it on the net to help people understand where they are in relation to the world, please give me a nudge.

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      Heatmap of personality in Toronto

      I love mashups and I love seeing online data that we used to bury in fusty dusty archives.

      The Canadians, bless their cotton socks, have taken the personality scores of Toronto residents who logged in online and produced some heat maps.

      Follow the link to see which parts of Toronto are

      • Introverted or Extroverted
      • Emotional Stability or Neurotic (Intense)
      • Open to Experience, or Not
      • Agreeable (or scratchy)
      • Conscientious

      These are Canadians, hey.  So they are all conscientious.  But the city otherwise differs. Categorizing a place as one or another or neither, then we have 3x3x3x3 =81 personality profiles.  Decide the character of the place you would like to live and move in?

      PS If they weren’t Canadians, there would be 3x as many profiles = 243 choices!

      As for the technique, there are 3 steps for compiling personality maps

      1. The personality test is online. Anyone can log in and they are asked to add their postal code.
      2. Average scores are calculated for every postal code with more than 10 people.
      3. The averages are mapped on a heat map.

      Done!

      Technical Aside.  The personality test is commonly known as the Big Five.  It is the agreed “periodic table” of personality.

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