thoughtforfriday

Thought for Friday: Intent

Here’s a Scott Miller discussion with Stephen M. R. Covey called “Stephen M. R. Covey’s Advice to Leaders” https://www.youtube.com/watch?v=QlhRCIjvExs (3:38) [FranklinCovey On Leadership, 22-Nov-2018]

In the chat Covey notes the power of declaring our intent. He suggests that this gives a good lens for others to view us from. Intent also builds trust, it’s a high leverage thing to do. It’s also a good test of what it really is. We don’t make up intent if it isn’t real, it’s embarrassing. For us, this is part of planning, engaging and delivering with aligned values.

Some things to consider

  • Extending trust. Give it and get the return.

  • Bringing more caring. The mutual benefit.

  • Gaining hope. A new option.

What is your squad declaring? What lenses are you offering? Who are you sharing this with?

How does this thinking apply to you in your Tribe / Support Function? What are you planning to give to get a return? What options are you considering? Where are you showing that you care?

Why is this important? Good question. The world is full of good intentions. These intentions aren’t always driven by conscious intent. A desired result may focus benevolent intent. This intent may pour money and energy into a cause “to be seen to be doing good” only for trust to be destroyed when a lack of care is exposed. A specific, real and caring intent provides a robust lens to consciously build relationship.

For further viewing / reading:

Inviting you to have a view / read and to have a chat with me about your thoughts

[Originally posted internally in my role in IS Governance at The Warehouse Group.]

Thought for Friday: Writing our Own Lives

Here’s an article by Dave Itzkoff called “Matthew McConaughey Wrote the Book on Matthew McConaughey” https://www.nytimes.com/2020/10/14/books/matthew-mcconaughey-memoir-greenlights.html  (2,500 words) [NY Times, 14-Oct-2020]

In the article McConaughey, through Itzkoff, discusses “certain universal and teachable truths”. These truths are learnings from a life of experiences faced into and welcomed. He is at the same time eager and weary, being in the moment with an air of easiness. His is a life of “continuously updating and testing my philosophies, almost daily… there’s humanity in that reality”. A life of continuous incremental improvement, where the boundaries of the road is a guide to an efficient way through the landscape of his life. For us, this is part of continuous improvement, relentlessly delivering product and listening to our customer.

Some things to consider:

  • Improving on what is there. It always starts from something.

  • Running toward the future . Continuous refinement.

  • Experiencing humanity. Weary and welcoming at the same time.

What is your squad doing? What are you updating? Where are you in the moment?

How does this thinking apply to you in your Tribe / Support Function? What are you starting from? What experience do you bring to your work? How do you agree what to drop? Where is your customer checkpoint?

Why is this important? Good question. We all have a view of the truth of our lives. Each of these truths come together to form the world we live in. They are both comfortable and uncomfortable. When a truth sticks, even when it does not serve a person or community then we cease to improve. Our refinement becomes narrow and isolating. A lever to un-stick this truth is choosing to experience humanity and improving on what is there. Moving us to a place where we re-engage, in the moment and continuing to write our lives.

For further viewing / reading:

Inviting you to have a view / read and to have a chat with me about your thoughts.

[Originally posted internally in my role in IS Governance at The Warehouse Group.]

Thought for Friday: Footloose

Here’s a song sung by Kenny Loggins called “Footloose” https://www.youtube.com/watch?v=ltrMfT4Qz5Y (2:55) [Columbia, Mar-1984], lyrics https://genius.com/Kenny-loggins-footloose-lyrics

In the song Loggins and co-writer Dean Pitchford challenge the limitations of the eight hour day and working within a rigid rule set. This brings a frustration that boils over in the phrases “I’ll hit the ceiling” or else “I’ll tear up this town”. Though, it is telling that the song is also an instruction manual to get back into relationship with “you’ve got to turn me around”, get grounded “put your feet on the ground” and seize the opportunity “take the hold of all”. This is where we find freedom to “cut footloose”. For us, this is part of our customer journey, stakeholder engagement, refinement and freedom within a framework.

Some things to consider:

  • Listening for what isn’t being said. The time being present with the people who matter.

  • Connecting in with what has been said. How we got to the present.

  • Running with opportunity. Momentum into the future.

What is your squad not hearing? How does this connect? Where is your momentum?

How does this thinking apply to you in your Tribe / Support Function? What are your rituals? Where do rituals connect with the people you are in relationship with? What keeps you all grounded? Where is your freedom moment?

Why is this important? Good question. Rules can be constructs that provide meaning and direction. Their intent is often to keep us away from harm. When the intent is mixed with ideology then the opportunity to shape these rules to meet the current environment may mean that they become the cause of the harm. This is the place where relationship, grounding and opportunity can collide to lift the lid off this harm and guide our passions to build rules that guide our momentum into the future.

For further viewing / reading:

Inviting you to have a view / read and to have a chat with me about your thoughts.

[Originally posted internally in my role in IS Governance at The Warehouse Group.]

Thought for Friday: A Version of Ourselves

Here’s an article by Dr Papaarangi Reid (Te Rarawa) called “When our excellence constrains their privilege” https://e-tangata.co.nz/comment-and-analysis/when-our-excellence-constrains-their-privilege (5 minute read) [E-TANGATA, 20-Sep-2020]

In the article Dr Reid explores the complexity / failures of meritocracy and how balance is imperfect in a system with many competing measures. She notes that current and forecast demographic representation as a core attribute for selection into medical education is not a high priority. Her challenge is to step past meritocracy / excellence to select for our future demographic using social justice and ethics as additional key criteria.   

For us, this is part of building user stories, acceptance criteria, solving for the customer, developing personas and shaping squads.

Some things to consider

  • Considering what will be. Solve for now and into the future.

  • Reflecting the customer. Engage in concordance with each other.

  • Looking past our heads. To our hands and our hearts.

What is your squad considering? What are you engaging in? Where are you looking towards?

How does this thinking apply to you in your Tribe / Support Function? What are you reflecting on? What can you bank on happening in the future? Where are you aligned with your customer, where are you not aligned?

Why is this important? Good question. There is merit in creating metrics to measure things, be they: people, places, products or quantities. Where measurement decisions are taken without context, the richness of what we may need to solve for is lost. If we live by the numbers alone, who are we solving for? We end up solving for who we want to solve for, which is often a version of ourselves.

For further viewing / reading:

Inviting you to have a view / read and to have a chat with me about your thoughts.

[Originally posted internally in my role in IS Governance at The Warehouse Group.]

Thought for Friday: Opportunity in a New Plan

Here’s an article by Jason Goodwin called “My son built a boat, and now we’ll live like millionaires” https://www.countrylife.co.uk/comment-opinion/jason-goodwin-my-son-built-a-boat-and-well-live-like-millionaires-218843 (638 words) [Country Life, 29-Sep-2020]

In the article Goodwin notes how simple, affordable plans can help us quickly build a structure to personalise and gain enjoyment from. It also notes how, even though we may have a structure, our plans to use it may be altered, destroyed or delayed by the unexpected. This is where the experience gained by building the structure assists in rebuilding from the plan or attempting a different, more ambitious plan. For us, this is part of planning, refinement and pivoting.

Some things to consider:

  • Seeking utility. The essence of the need for structure.

  • Meeting the customer. The plan to fulfil the need.

  • Shaping based on feedback. The unexpected as an opportunity.

What are you planning? What is the unexpected? Where are you using your experience?

How does this thinking apply to you in your Tribe / Support Function? What is your structure? What changes are you expecting? Where is the opportunity to attempt different?

Why is this important? Good question. A good plan could be described as a simple plan. As a plan becomes complicated our attachment to it grows. This attachment crowds out the opportunity to refine or pivot in the face of the unexpected. Switching our attachment to the customer and seeking utility opens the door to challenge structure and find the opportunity in a new plan.     

For further viewing / reading:

Inviting you to have a view / read and to have a chat with me about your thoughts.

[Originally posted internally in my role in IS Governance at The Warehouse Group.]

Thought for Friday: Be Prepared to be Amazed

Here’s a talk by Celeste Headlee called “10 ways to have a better conversation” https://www.youtube.com/watch?v=R1vskiVDwl4(11:44) [TED, 9-Mar-2016]

In the talk Headlee shows that our default position is to talk and not listen. Our passions often lead our talking positions and this leaves little room for listening to each other. She notes that “a conversation requires a balance between talking and listening, somewhere along the line we have lost that”. Honouring each other by coming from the starting point that all experiences are individual brings openness to the conversation. Listening, considering and responding is the number one skill to develop. After all, listening is not preparing to speak. For us, this is part of engaging our stakeholders, delivering to objectives and aligning values.

Some things to consider

  • Paying attention instead of focusing on paying attention. Let go of doing and let go of fleeting thoughts in conversations.

  • Seeking response.  Pause and honour the space between, response will come.

  • Assuming that we always have something to learn. Go with the flow and be brief.

What is your squad listening to? What are you learning? Where are you pausing?

How does this thinking apply to you in your Tribe / Support Function? What are you honouring? What do you think you are paying attention to? Where are you all in flow?

Why is this important? Good question. When we talk from preconceptions and experience we bring the past to a conversation. If this is all we do then the conversation is no more than a statement of positions that may or may not reflect the present. All it takes to glimpse the present is to step aside from the past and give it some space. The future may reveal itself. This is where we can be prepared to be amazed.

For further viewing / reading:

Inviting you to have a view / read and to have a chat with me about your thoughts.

[Originally posted internally in my role in IS Governance at The Warehouse Group.]

Thought for Friday: Engaging in Systems

Here’s an article by Stewart Patrick called “When the System Fails” https://www.foreignaffairs.com/articles/world/2020-06-09/when-system-fails (3,800 words) [Foreign Affairs, 9-Jun-2020]

Patrick takes a look at the World Health Organisation (WHO) and responses to Covid-19. He notes that as a system the WHO is reliant on benefactors to serve beneficiaries. It is part of a wider, complex group of systems that include complementary systems, dependent systems and competing systems. The WHO system is affected by many stakeholders who can influence its effectiveness and efficiency. Covid-19 has seen influential stakeholders exit or bypass the system, reducing this part of the system to a skeleton and performing only a part of its intended role. For us, this is part of engaging our stakeholders, delivering to objectives and aligning values.

Some things to consider:

  • Testing the purpose of the system.  Is the system still valid in its current state and the current state of the complex environment it is part of.

  • Contributing when it shows up weaknesses. The system is only as useful as its commitment to contribution and engagement in results.

  • Refining in feedback loops. Test and learn, retain knowledge and know-how.

What is your squad refining? What systems lack purpose? Where are you seeking feedback?

How does this thinking apply to you in your Tribe / Support Function? What systems have you taken your eye off? What does test and learn look like? Where are the weaknesses that you are not surfacing? What results can you trust?

Why is this important? Good question. If we choose not to use a system that is designed to serve a purpose then we introduce competition and inefficiency. This may be a great thing in a competitive environment as it may open up a new market or become a disruptor in an existing market. When the system is designed to preserve and coordinate something like global public health then this choice may accelerate failure. This failure may result in greater loss of life.

For further viewing / reading:

Inviting you to have a view / read and to have a chat with me about your thoughts.

[Originally posted internally in my role in IS Governance at The Warehouse Group.]

Thought for Friday: Customers as the Product

Here’s an article by Zach Baron called “The Conscience of Silicon Valley” https://www.gq.com/story/jaron-lanier-tech-oracle-profile (5,264 words) [GQ, 24-Aug-2020]

In it Baron interviews Jaron Lanier, a Silicon Valley creator, thinker and author. They discuss the future and how we may live in it. To illustrate this they touch on Together mode, a concept he worked on with Microsoft to bring us side by side in Teams meetings instead of being separated in our own boxes. The interview explores human interaction with technology and comes back to a common theme, that Lanier says is “to not create perverse incentives that ruin quests for meaning or for happiness or for decency or betterment”. For us, this is part of knowing our customer, objectives crafting and human centred design.

Some things to consider:

  • Respecting the line between the product and the customer as the product.  Who owns and analyses what we contribute.

  • Connecting with our customer. “When a person is empowered to make a difference, they become more of a full person”, Lanier.

  • Running away from our problems. Facing up to discounting our present reality.

What is your squad focused on? What are the problems? Where are you meeting the customer? What product are you trading?

How does this thinking apply to you in your Tribe? What objectives are you crafting? What human qualities are you considering? Where are the problems you are not facing? Who is being empowered?

Why is this important? Good question. When our customer becomes the product we remove a part of what it means to be human. Our connection becomes less about empowerment, more about engagement. At its extreme it becomes a commodity to be traded. The problem we face when we lose our customer connection is the long road back from trading the customer to trading with our customer. Empathy with the qualities of our customer when they trade with us is human and valuable.

For further viewing / reading:

Inviting you to have a view / read and to have a chat with me about your thoughts.

[Originally posted internally in my role in IS Governance at The Warehouse Group.]

Thought for Friday: Exploring the Edges

Here’s an article by Jeanne Ross and Cynthia Beath called “Why You – Yes, You – Need Enterprise Architecture”, https://sloanreview.mit.edu/article/why-you-yes-you-need-enterprise-architecture (7 minute read) [MIT Sloan Management Review, 24-Aug-2020]

The article defines enterprise architecture as “the holistic design of people, processes, and technology to execute digitally inspired strategic goals”. Ross and Beath note that flat, evidence based, automated and digitally aligned organisations are well placed torespond faster to operational problems and business opportunities. For us, this is part of organisation design, tribe accountability and organisational change management.

Some things to consider:

  • Finding the edges of process and products. Key outcomes becoming components.

  • Empowering cross functional teams. Diverse talent owns the delivery of key outcomes.

  • Influencing strategy. Continuous learning informed by evidence that shapes top down and bottom up strategy.

What is your squad empowered to do? Where are the edges of your processes and products? What evidence will you look at? Where is the opportunity to influence strategy?

How does this thinking apply to you in your Tribe / Support Function? What outcomes are you comfortable with? What outcomes make you uncomfortable? Whose talent are you looking forward to surfacing? What are you learning?

Why is this important? Good question. When we start out on any journey, business or otherwise, we have a clear goal and look for the simplest, most effective way to do things. This often involves bringing different products, people and ways of doing things together to work in ways that they may not have been intended. Over time these different things become replaced with people and things that work exactly as intended. Our journey loses its newness and becomes complex. Challenging ourselves to reduce complexity may invite clearer goals and more effectiveness.

For further viewing / reading:

Inviting you to have a view / read and to have a chat with me about your thoughts.

[Originally posted internally in my role in IS Governance at The Warehouse Group.]

Thought for Friday: In-Betweenness

Here’s an article by Shameen Prashantham called “How to Not Waste a Crisis: Mindfully Manage ‘In-Betweenness’”, https://sloanreview.mit.edu/article/how-to-not-waste-a-crisis-mindfully-manage-in-betweenness  (6 minute read) [MIT Sloan Management Review, 20-Aug-2020]

The article focuses on transitional periods and the state of limbo that may accompany them. Social anthropology calls this liminality. A time of ambiguity and if we are open to new possibilities a time of great creativity and capability building. There are up sides and down sides to this state. By leveraging what we have we may be able to identify new possibilities, build new relationships and enlistavailable help to embrace change. For us, this is part of self management, risk management and organisational change management.

Some things to consider:

  • Staying consistent with our DNA. Honour the things / experience / position we already have.

  • Reimagining what we have. Calmly looking for resources (people, goods, services, IP) at hand to explore new things.

  • Connecting with offers. Make timely use of offers for assistance.

What ambiguity are you sitting in? Where are the offers for assistance? What can you bring to the table from your toolkit? Where is the opportunity to create?

How does this thinking apply to you as a Project Manager? What are you keeping / handing over? Where is the retained wisdom to leverage from? Who is available to assist? Is this a time to reimagine initiatives, timeframes and customers?

Why is this important? Good question. This year seems full of transitional periods and limbo. They may have always been under the surface though the uncertainty brought by this period of time has us being in in-between more than we might like. Accepting being in-between while being open to new possibilities, relationships and assistance may help us survive and perhaps even thrive. Especially if we stay true to our own DNA along the way.

For further viewing / reading:

Inviting you to have a view / read and to have a chat with me about your thoughts.

[Originally posted internally in my role as Project Management Practice Lead at The Warehouse Group.]