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Tag: meaning

Let’s bring the light back to our eyes

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Flow

Until today, I’ve always asked people about ‘flow’, activities which we love so much that we lose track of time.  Every one knows what these are, of course, because we run late and get into trouble!

You should try asking people! It usually takes no more than 5 minutes to get a young person’s eyes to light up with delight as they recall what they love doing.

But then ask how they will make a living and their eyes dull over as they contemplate what worries them most.

How can we find the place where our deep gladness and the world’s hunger meets?

In days gone by, to find that place, we used to join an organization. The transitions between the stages of our lives where quite abrupt. We went to school where we knew people. Then we went to university and college where we started again. Then we did the same when we went to work.

With each change, we could trust the organization to provide the place where our own passions and the world’s needs met.

That’s no longer the case. Our careers have become less a set of “steps in a staircase” and more a trumpet shape as we take our deep gladness and expand it like a daffodil in bloom to ever widening interaction with the world.

I used to think I was quite innovative about honing in so quickly and easily on our experience of flow – the activities that bring the light to our eyes – our deep gladness.

I’m glad I do that. But it is not enough.

I also have to ask

  • Who did you talk to today?
  • What did you do or say that gave you immense pleasure and that was also appreciated by the other person?

It’s around this frontier that we can build a portfolio for a successful career.

Can young people tell me about the place where their deep gladness and the world’s hunger meets?

I must ask them.  What will be the points of recognition?  What is the equivalent of losing track of time?  What body language tells us that we have found this place?

Can anyone help me?

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Tip 3: find your future now not after the recession

Male and female ostriches "dancing".
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Don’t ask who will be employed now

Today I commented on Jon Ingram‘s post about the way HR managers are responding to the recession and remarked that we should not be like the proverbial ostrich – head in the HR sand, butt in the breeze, where it is likely to be shot off!

Ostriches can run really fast (I’ve ridden one). A kick from them will also de-gut you as effectively as a kick from a giraffe.

So why don’t they run or attack, which they sometimes do?

Well, partly, they are none to bright (easily dazzled and then captured by reflecting the sun off your watch into their eyes).

But they are hoping that if they are quiet, that they will be safe.

So I am not going to be quiet.  It does not make me safe.

But I’ll also be kind, and tell you why I am blathering on about the wild animals of southern Africa.

Is the knowledge I acquired in southern Africa of use here?  Well, some is and some isn’t.

The point is that the competencies of yesterday are not necessarily valuable tomorrow.

We must distinguish what of yesterday we can take forward to the future.

We can respect the rest.  We can reminisce about it. But some belongs to the past and will not contribute to the business models of tomorrow.

Don’t bury your head in employment sand!

The questions we have to ask, and should ask each year in our strategy review are:

  • What competencies is this business or my career based?
  • How are these going to change? Incrementally, or suddenly and discontinuously requiring radical back-to-school training?

And in a bad downturn, we should also ask:

  • Can I use the slow time of the downturn to re-train and get some early experience in these new technologies?

Strategies for employers and employees

Employers should be actively building their team around the technologies of tomorrow.

Employees who have switched-off employers should be networking hard to find and build the team that is coalescing around the markets and technologies of the future.

Ask who will be employed in the future?

Here is a simple procedure

1  Grab an old shoe box

  • For one month, on an A5 envelope, every day write down one url to the future of your field with some notes about why you think it is important.  Date it!
  • For one month, on an A6 envelope, write down the contact details of a person who seems to be heading towards the right future and the nature of your contact with them.  Date it!
  • On the back of some other suitable scrap, jot down a daily diary of “what were the main events of today and WHY DID IT GO SO WELL”.  Keep your rough-and-ready diary in the box.
  • Print out a calendar.  Mark off each day and “don’t break the chain”.  Get the creative thinking charged up and humming.

2  At the end of the month, review and repeat

  • But this time discard one of the A5 and A6 envelopes as you add a new pair each day.
  • Keep the rough-and-ready diary going and remember to end by asking the question “WHY DID THE DAY GO SO WELL?”
  • And remember “don’t break the chain”.  Do this exercise daily however roughly.

You’ll be in the future before me!

Now, you’ll be in the future before me, so let me know how it goes. I’m particularly interested in how many months it takes you.  My guess is three at the outside.

And when you’ve done this,  we’ll “make a plan” to come back to rescue the ostriches!  We’ll have a figured out a role for them by then.

Right now, lets go out,  scout the future and be there when it happens!

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2nd tip for looking at the future value of professional qualifications

Olney Snow Feb 2 2009 Family Lunch at Much Ado...
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Doing well by doing good

On January 21st, just in time to see the inauguration, I connected up the wi-fi at Much Ado, my favourite deli and cafe in Olney.  We watched Obama’s inauguration and the owner of Much Ado, Matt Prosky, was so inspired, he invested in a brand new netbook so customers are able to check their emails while they have coffee.  Bliss!

Today, I followed up what seemed to be a surprising bill from BT and with the help of James in Glasgow, we ended the afternoon by reducing Much Ado’s bill for internet services by 400 pounds (about USD600) – that is 400 pounds less than what they paid before they offered their customers wi-fi!  So they’ve recouped their investment in the netbook by twice over!

I love it.  Much Ado did right by their customers, and gained.

Good business does not mean being tight

So many people in business confuse controlling costs with being mean and cut-throat.

Of course, it is really important to control costs in businesses – we all know that.  When margins are as low as 3 or 5%, which they often are in retail (or even less), taking care of the pennies does indeed take care of the pounds.  I go even further.  I think controlling costs is an act of beauty.  It is almost as a form of reverence and worship, as I heard a lecturer in Islamic finance say on Radio 4.  It’s fun to plan a job of work and to execute it smoothly and within budget.

But controlling costs isn’t a matter of being “tight”.  Businesses do well when they do good. Business do well when they create value and wealth.

How will the internet affect businesses?

I’ve been puzzling over my own challenge to think through the impact of the internet on my profession. It is hard.  I like the idea of branding work with flowers.  I chose a red carnation for myself, meaning I carry a torch for you.

A second technique might be to do something for free just because you believe in it.  That helps us find the core of our business – though possibly a coach would help you see it more easily (I’m not touting here – I am strictly entrepreneurial ).

My favourite deli doesn’t offer wi-fi per se.  They offer hospitality shaped by the place and time in which they work.

What you do for free is probably your competitive edge

What do you do for free because you know it is right?

That’s probably the ‘competitive edge’ that distinguishes you from non-professionals who offer a similar service.  That’s probably the subterranean skill which underpins your profession.

If you can tell me what you do for free, then I can ask the next question.   How do we express that skill in the days of the internet?

Yes this works.  How can a psychologist, for example, express commitment to their clients with internet mediated services?

What do you do for free because you know that it is right?

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79 flowers to brand your work

Carnation~
Image by edzahid via Flickr

I’m carrying a torch for you!

A red carnation.  I think that is mine.

I set 5 hard questions about business models in the age of the internet that I am having difficulty answering myself.

So let me start close in, so to speak.  Which flower represents the commitment a psychologist has to client?

A red carnation – I am carrying a torch for you.

Which flower captures the heart of your work?

Do bookmark my blog and come back to tell me.  Please.

Sorry, the flower page seems to have been removed.  I’ve looked around the internet and haven’t found one I like so much.   Have a look at pages listed under “flowers meaning”,  just to help you put your finger on the essence of your relationship with your customers.

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Poets advice for surviving the financial crisis

In the middle of the road of my life, I awoke in the dark wood where the true way was wholly lost.

Dante in the Inferno

Mid-life crises, sudden loss, tragedies, and world-wide financial crises are certainly different in degree, and different in content.  But they have one thing in common.

They are unpleasant to experience.  We feel that we have lost our way.  And we have a vague yet pervasive feeling that there isn’t a way and that we were mistaken to believe that there is.

David Whyte, British corporate poet, explores this experience in poetry and prose, and uses stories and poems about his own life to illustrate the rediscovery of our sense of direction, meaning and control.

Using his ideas and the ideas of philosophers and poets before him, we are able to refind our balance, and live through the financial crisis, meaningfully and constructively.

Come with me!

David Whyte has a 2 disk CD, MidLife and the Great Unknown.

If you get a copy of his CD, I will listen to it with you.  And we can discuss it online?

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Awakening: A new era begins

Today, Barack Obama spent his first day in the office

This is the week of the new Presidency in the US of A and I’d resolved to write in response to events.  My business, as it does, demanded my full attention today, and as evening came around, I was tired, with still lots to do, and very little idea what Barack Obama had done in his first day in office.

My favourite business in the village, Much do, had set me up with dinner – cold roast turkey and cherry foccacia (made by Gareth – I recommend it), and I was able to catch up with the events in Washington while I ate.

What a work ethic

I was amazed by what Barack Obama achieved in one day.

He spoke or requested to speak to each of the leaders closely involved with the dispute in Gaza.  He spoke to his own military leaders including a linkup to the General on the ground in Iraq.  He suspended activities at Guatanemo, pending review.  He pronounced an ethical code including strictures on salaries in the White House.

A role model for role models

I felt a little sheepish at my fatigue, and also inspired.  It is quite extraordinary how a role model, enacting a full and organized day, motivates us to do the same, and not by lessening what we have done, or chiding us, or exhorting us, but through showing the road ahead clear of obstacles, and suggesting that our contributions, too, are valued and invited.

We are not trouble guests on this earth

David Whyte, the poet, has a line that says

“You are not a troubled guest on this earth, you are not an accident amidst other accidents, you were invited from another and greater night than the one from which you have just emerged.”

From ‘What to Remember When Waking’ in River Flow.

What have you been inspsired to do by Barack Obama’s election?

Have you too, been tentatively, resurrecting projects, which you had pushed to the back burner in those hard decades, thankfully ended, when too much was rejected as too idealistic, too charitable, too sincere, too including, too worthwhile?

I’d be interested to know what today you believe possible and previously would only whisper when no one could hear.

I am watching with interest what tomorrow brings.

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3 models to re-design jobs to add-value during the recession

Tell your MP you support the Flexible Working Hours Bill

 

Image by Finsec via Flickr

How is your business coping with the recession?

  • Are you taking a cynical view of less business, less of a talent shortage, less work for me?
  • Or are you being asked for ways to improve productivity and be more attractive to customers and employees?

Do we know how to design jobs to enhance productivity?

To coin a phrase, Yes, we do! And we have known for some time.

1. Hackman and Oldham (1976)

Before Gen Y were a gleam in their father’s eye, American psychologists, Hackman and Oldham published the Job Characteristics Model. It is a five point model which is handy for reviewing a job and for designing “events” such as lectures which must be comfortable for each of the 400 students in the audience.

a. Is the task a whole task? Is it designed to be started and finished by the same person or team?

b. Is the job important? How does it relate to the work of other people?

c. Does the person doing the job get feedback? Are they able to tell how well they are doing the work from the task and from the people who use the results?

d. Is the job contained? Does the person doing the job have control over the resources including the way the job is done and when it is done?

e. Is the job interesting? Does it call for a variety of skills and is the person doing the job able to learn new skills?

We are NOT talking about Taylor as you can see.

[A C F C V : Auto Connect Friends Responsibly & Variously]

2. Job design and Gen Y

I notice that much of the talk about Gen Y follows this very same agenda. So hats-off to the young. Maybe we will get well designed work at last!

Of course, Gen Y haven’t thought this model up for themselves. The model is embedded into two phenomena that older people love to hate.

Social media, like Facebook, allow

1. Autonomy: the choice of taking part on your own terms, personalizing your input, and managing your time and attention.

2. Competence: tasks that encourage deep engagement, flow, internal goals, internal feedback and intense concentration.

3. Relatedness: multiple ways to interact, collaborate, share, express gratitude, and expand one’s social network.

3. Computer Games develop similar attitudes

1. Bottom-line, results orientation: how am I doing and is the ranking fair?

2. Collaboration with dissimilar others: who do I need to complete this task with me and where and how can I work find people with the skills I need?

3. Problem solving in novel situations: experimentation to learn the rules, and to experiment with the rules.

Devil’s Advocate

If I am to play the devil’s advocate, I can ask:  does every one respond well to a game-like environment. No ~  some people do like utterly repetitive boring jobs. I am sure you will recognize them if you meet them. But I suspect you might have difficulty finding them.

More importantly, people of the 21st century don’t like being “gamed”. They will play the game, but the game must satisfy their interests. If they feel “gamed”, they are likely to resort to passive aggression.

People like taking responsibility and if you ask them to do the impossible, you will stress them – visibly.

Benefits

What benefits might you expect from improving job design. These are benefits I have seen:

  • The burden of day-to-day management fell away and managers were able to spend their time on problems outside of the firm: negotiating power, fuel, major deals, etc.
  • Employees passed messages from customers to the right people. Customers satisfaction and sales shot up.
  • The percentage of work passing quality control increased by 12x and workers pushed aside deficient work which they fixed for free on Saturdays.
  • Production increased 3x and workers were able to go home at noon (an effective pay increase!)

Practical steps

Would you like a working heuristic?

One side of paper only

1. Require managers to delegate all the goals for all their subordinates on one side of paper. The brief should include the bigger picture (the boss’ boss’ goal), the boss’ overall goal, a goal for each subordinate, any non-standard resources, how they will coordinate.

Communication is in the mind of the receiver

2. Check that each employee knows how to reach their goal (and has done something similar before), and can list their resources, authority and main professional guidelines.

Concentrate on coordination rather than control

3. Check each employee knows when they should signal that they are ahead of schedule and could affect other people’s work, or behind schedule and need more resources.

Concentrate your efforts on redesigning the manager’s job

4. If the manager interferes with the work or does not respond immediately to requests for rescheduling, redesign the manager’s job! They have too much or too little to do!

Count & celebrate!

5. Record the group’s progress. And celebrate!

And then to fine-tune the system:

  • Order tasks on a 1, 2, 3 system. The first time we learn, the 2nd time we polish, the 3rd time we get bored.
  • Allow people to rotate. Someone might have to go to round 4 before a rotation comes up. Never mind! It is better than no rotation.
  • Allow people to set internal goals and improve their work. Someone may want to stay longer in job because they are working on a way to do it better.

Relatedness

Organizing the workplace.

  • Gen Y are savvy about modern media. Let them use it. Review your confidentiality policies with them, of course, and let them design security!
  • Give people private places to work where they control access to their desk, their time, and their attention. And communal places to meet informally and formally.

ROI

The return on investment depends on your starting position. Because the investment is minimal, we can look at improvements as our return.

Remember you will have constraints: machines go at maximum speeds and may be erratic too. Production may produce, but can sales sell. Do start in a sensible place and take into account the way sections feed into each other.

Collaboration

If you have done any job redesign, I would be really interested in collaborating with you.

UPDATE: For an HR Managers perspective on the Recession, I have written a summary on a new post.

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The Art of Determination

Harare International Festival of ArtsDo not ask life for meaning, ask rather what meaning you give to life?

With apologies to Viktor Frankl who made the acute observation that we have to respond to the challenges that life present to us.

The Harare International Festival of Arts took place in Harare as scheduled – in spite of 165 000% inflation, in spite of delayed election results, in spite of the increasing violence.

Life informs arts.  Photographer Chris Kabwato  blogged his pictures including witty exhibitions in the Zimbabwe Art Gallery.

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Belonging

“Belonging” is the theme of our age

And we see the theme in contemporary poety: “The House of Belonging” from David Whyte ~ “calling you into the family of things” in Wild Geese by Mary Oliver.

Belonging is a hard concept to grasp

Michael Bauwens has drawn this picture showing different understandings of belonging:

  • me as part of a family
  • me as in let-me-be!
  • me as let-me-be(come)
  • And me as going part of the way on the journey with you.

The last is simple explanation of co-creation, the theme of Barbara Sliter’s blog, Co-creatorship, that I came across in the last week or so too.

Belonging in steps

In my own evolving grasp of the concept, I am thinking in THREE steps:

#1 Curiosity

Can I begin the day with curiosity? Which birds are singing? Who is already up-and-about? What will the day bring that is totally unexpected and surprising? No”to do” list for me! Just an early morning welcome to the unknown as it is evolving around me.

#2 Sureness

Can I begin the day with sureness? Can I be sure that my interest in the world will help shape it into a better place, alongside the interest of everyone else. The birds, the cat, the neighbor whose petrol mower is already going and shattering the peace, the motorway 20 miles away, the cup of coffee beckoning, the blogosphere which should be ignored this Saturday . . . That my interest is valued and creates safety for others.

#3  Wholeheartedness

Can I be wholehearted? Can I approach everything I do today with energy, enthusiasm and warmth? Can my wholeheartedness for some or even most of my tasks (it is Saturday!) bring me pleasure and create more energy, enthusiasm, warmth for others, people and tasks?

At the end of the day .  .  .

Can I look back on a day when we have been surprised at what we have accomplished together?

Is the end of my day about something other than the race that we have won or the people we have vanquished?

Can I be surprised at what we discovered together, and how we continue to surprise each other?

Do we go forward to another day, not dizzy with excitement, but astounded, that we have found hidden depths in ourselves with all our failings and limitations? The hidden depths of ourselves and others.

And do other people feel it too? Not necessarily with bear hugs and noisy applause.

Just gentle appreciation of how much their hopes and dreams, their wholeheartedness, brought warmth and enjoyment to the day for me.

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Deciding what you want to do is the really hard part, doing it is easy

Fascinated by our capacity for inactivity

I have just discovered Jodee Bock’s blog. As I was whizzing down her latest posts, I found her piece on New Year Resolutions – aren’t we fascinated by our capacity for inactivity?  She reminded me of David Whyte and I have taken the liberty of quoting what she says with two lines from one of David Whyte’s poems.

“If the WHY is big enough, the HOW will take care of itself. The WHY is the PURPOSE. When we’re clear on the WHY, then we can set the vision, which will break the WHY down, maybe into time chunks, for example. Then goals will take a bite out of the vision, and allow us those measurable milestones.” Jodee Bock

“What you can plan is too small for you to live. What you can live wholeheartedly will make plans enough . . .” From “What to Remember When Waking” in River Flow (p. 351).

And is doing it easy?  I’ll write on that another day.

If the WHY  is big enough  .  .  .

Ask not the meaning your life give to you.  Ask what meaning you give to life!

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