Shipulski On Design

Archive for the ‘Fear’ Category

Do it for them, then explain. When the work is new for them, they don’t know how to do it. You’ve got to show them how to do it and explain everything. Tell them about your top-level approach; tell them why you focus on the new elements; show them how to make the chart that demonstrates the new one is better than the old one. Let them ask questions at every step. And tell them their questions are good ones.  Praise them for their curiosity. And tell them the answers to the questions they should have asked you. And tell them they’re ready for the next level.

Do it with them, and let them hose it up. Let them do the work they know how to do, you do all the new work except for one new element, and let them do that one bit of new work. They won’t know how to do it, and they’ll get it wrong. And you’ve got to let them.  Pretend you’re not paying attention so they think they’re doing it on their own, but pay deep attention.  Know what they’re going to do before they do it, and protect them from catastrophic failure.  Let them fail safely.  And when then hose it up, explain how you’d do it differently and why you’d do it that way.  Then, let them do it with your help. Praise them for taking on the new work. Praise them for trying. And tell them they’re ready for the next level.

Let them do it, and help them when they need it. Let them lead the project, but stay close to the work.  Pretend to be busy doing another project, but stay one step ahead of them. Know what they plan to do before they do it.  If they’re on the right track, leave them alone.  If they’re going to make a small mistake, let them. And be there to pick up the pieces.  If they’re going to make a big mistake, casually check in with them and ask about the project. And, with a light touch, explain why this situation is different than it seems.  Help them take a different approach and avoid the big mistake. Praise them for their good work. Praise them for their professionalism. And tell them they’re ready for the next level.

Let them do it, and help only when they ask. Take off the training wheels and let them run the project on their own. Work on something else, and don’t keep track of their work. And when they ask for help, drop what you are doing and run to help them. Don’t walk. Run. Help them like they’re your family. Praise them for doing the work on their own. Praise them for asking for help. And tell them they’re ready for the next level.

Do the new work for them, then repeat. Repeat the whole recipe for the next level of new work you’ll help them master.

Image credit — John Flannery

What it takes to do new work.

Confidence to get it wrong and confidence to do it early and often.

Purposeful misuse of worst practices in a way that makes them the right practices.

Tolerance for not knowing what to do next and tolerance for those uncomfortable with that.

Certainty that they’ll ask for a hard completion date and certainty you won’t hit it.

Knowledge that the context is different and knowledge that everyone still wants to behave like it’s not.

Disdain for best practices.

Discomfort with success because it creates discomfort when it’s time for new work.

Certainty you’ll miss the mark and certainty you’ll laugh about it next week.

Trust in others’ bias to do what worked last time and trust that it’s a recipe for disaster.

Belief that successful business models have half-lives and belief that no one else does.

Trust that others will think nothing will come of the work and trust that they’re likely right.

Image credit — japanexpertna.se

As the world becomes more connected, it becomes smaller.  And as it becomes smaller, competition becomes more severe. And as competition increases, work becomes more stressful.  We live in a world where workloads increase, timelines get pulled in, metrics multiply and “accountability” is always the word of the day. And in these trying times, the most important word to say is also the toughest.

When your plate is full and someone tries to pile on more work, what’s the toughest word to say?

When the project is late and you’re told to pull in the schedule and you don’t get any more resources, what’s the toughest word to say?

When the technology you’re trying to develop is new-to-world and you’re told you must have it ready in three months, what’s the toughest word to say?

When another team can’t fill an open position and they ask you to fill in temporarily while you do your regular job, what’s the toughest word to say?

When you’re asked to do something that will increase sales numbers this quarter at the expense of someone else’s sales next quarter, what’s the toughest word to say?

When you’re told to use a best practice that isn’t best for the situation at hand, what’s the toughest word to say?

When you’re told to do something and how to do it, what’s the toughest word to say?

When your boss asks you something that you know is clearly their responsibility, what’s the toughest word to say?

Sometimes the toughest word is the right word.

Image credit –Noirathse’s Eye

If words and actions are different, believe the actions.

If the words change over time, don’t put stock in the person delivering them.

If a good friend doesn’t trust someone, neither should you.

If the people above you don’t hold themselves accountable, yet they try to hold you accountable, shame on them.

If people are afraid to report injustices, it’s just a matter of time before the best people leave.

If actions are consistently different than the published values, it’s likely the values should be up-revved.

If you don’t trust your leader, respect your instincts.

If people are bored and their boredom is ignored, expect the company to death spiral into the ground.

If behaviors are different than the culture, the culture isn’t the culture.

If all the people in a group apply for positions outside the group, the group has a problem.

When actions seen by your eyes are different than the rhetoric force-fed into your ears, believe your eyes.

If you think your emotional wellbeing is in jeopardy, it is.

If to preserve your mental health you must hunker down with a trusted friend, find a new place to work.

If people are afraid to report injustices, company leadership has failed.

If the real problems aren’t discussed because they’re too icky, there’s a bigger problem.

If everyone in the group applies for positions outside the group and HR doesn’t intervene, the group isn’t the problem.

And to counter all this nonsense:

If someone needs help, help them.

If someone helps you, thank them.

If someone does a good job, tell them.

Rinse, and repeat.

If someone treats you badly, that’s on them. You did nothing wrong.

When you do your best and your boss tells you otherwise, your boss is unskillful.

If you make a mistake, own it. And if someone gives you crap about it, disown them.

If someone is untruthful, hold them accountable. If they’re still untruthful, double down and hold them accountable times two.

If you’re treated unfairly, it’s because someone has low self-esteem. And if you get mad at them, it’s because you have low self-esteem.

What people think about you is none of your concern, especially if they treat you badly.

If you see something, say something, especially when you see a leader treat their team badly.

A leader that treats you badly isn’t a leader.

If you don’t trust your leader, find a new leader. And if you can’t find a new leader to trust, find a new company.

If someone belittles you, that’s about them. Try to forgive them. And if you can’t, try again.

No one deserves to be treated badly, even if they treat you badly.

If you have high expectations for your leader and they fall short, that says nothing about your expectations.

If someone’s behavior makes you angry, that’s about you. And when your behavior makes someone angry, the calculus is the same.

When actions are different from the words, believe the actions.

When the words are different than the actions, there can be no trust.

The best work is built on trust. And without trust, the work will not be the best.

If you don’t feel comfortable calling people on their behavior it’s because you don’t believe they’ll respond in good faith.

If you don’t think someone is truthful, nothing good will come from working with them.

If you can’t be truthful it’s because there is insufficient trust.

Without trust there is nothing.

If there’s a mismatch between someone’s words and their actions, call them on their actions.

If you call someone on their actions and they use their words to try to justify their actions, run away.

If you have to tell people what to do, you didn’t teach them to think for themselves.

If you know one of your team members has something to say but they don’t say it, it’s because you didn’t create an environment where they feel safe.

If your new hire doesn’t lead an important part of a project within the first week, you did them a disservice.

If the team learns the same thing three times, you should have stepped in two times ago.

If you don’t demand that your team uses their discretion, they won’t.

If the project’s definition of success doesn’t correlate with business success, you should have asked for a better definition of success before the project started.

If someone on your team tells you you’re full of sh*t, thank them for their truthfulness.

If your team asks for permission, change how you lead them.

If you can’t imagine that one of your new hires will be able to do your job in five years, you hired the wrong people.

If your team doesn’t disagree with you, it’s because you haven’t led from your authentic self.

If your team doesn’t believe in themselves, neither do you.

If your team disobeys your direct order, thank them for disobeying and apologize for giving them an order.

If you ask a new hire to lead an important part of a project and you don’t meet with them daily to help them, you did them a disservice.

If one of your team members moves to another team and their new leader calls them “unmanageable”, congratulations.

If your team knows what you’ll say before they ask you, you’ve led them from your authentic self.

If you haven’t chastised your team members for their lack of disagreement with you, you should.

If you don’t tell people they did a good job, they won’t.

Image credit — Hamed Saber

If you want to move in a new direction, you can call it disruption, innovation, or transformation. Or, if you need to rally around an initiative, call it Industrial Internet of Things or Digital Strategy. The naming can help the company rally around a new common goal, so take some time to argue about and get it right.  But, settle on a name as quickly as you can so you can get down to business. Because the name isn’t the important part.  What’s most important is that you have an objective measure that can help you see that you’ve stopped talking about changing course and started changing it.

When it’s time to change course, I have found that companies error on the side of arguing what to call it and how to go about it.  Sure, this comes at the expense of doing it, but that’s the point.  At the surface, it seems like there’s a need for the focus groups and investigatory dialog because no one knows what to do.  But it’s not that the company doesn’t know what it must do. It’s that no one is willing to make the difficult decision and own the consequences of making it.

Once the decision is made to change course and the new direction is properly named, the talk may have stopped but the new work hasn’t started. And this is when it’s time to create an objective measure to help the company discern between talking about the course change and actively changing the course.

Here it is in a nutshell. There can be no course change unless the projects change.

Here’s the failure mode to guard against. When the naming conventions in the operating plans reflect the new course heading but sitting under the flashy new moniker is the same set of tired, old projects.  The job of the objective measure is to discern between the same old projects and new projects that are truly aligned with the new direction.

And here’s the other half of the nutshell. There can be no course change unless the projects solve different problems.

To discern if the company is working in a new direction, the objective measure is a one-page description of the new customer problem each project will solve.  The one-page limit helps the team distill their work into a singular customer problem and brings clarity to all. And framing the problem in the customer’s context helps the team know the project will bring new value to the customer. Once the problem is distilled, everyone will know if the project will solve the same old problem or a new one that’s aligned with the company’s new course heading.  This is especially helpful the company leaders who are on the hook to move the company in the new direction.  And ask the team to name the customer.  That way everyone will know if you are targeting the same old customer or new ones.

When you have a one-page description of the problem to be solved for each project in your portfolio, it will be clear if your company is working in a new direction. There’s simply no escape from this objective measure.

Of course, the next problem is to discern if the resources have actually moved off the old projects and are actively working on the new projects. Because if the resources don’t move to the new projects, you’re not solving new problems and you’re not moving in the new direction.

Image credit – Walt Stoneburner

When you’re stuck, it’s not because you don’t have good ideas. And it’s not because you’re not smart. You’re stuck because you’re trying to do something difficult. You’re stuck because you’re trying to triangulate on something that’s not quite fully formed. Simply put, you’re stuck because it’s not yet time to be unstuck.

Anyone can avoid being stuck by doing what was done last time. But that’s not unsticking yourself, that’s copping out. That’s giving in to something lesser. That’s dumbing yourself down. That’s letting yourself off the hook. That’s not believing in yourself. That’s not doing what you were born to do. That’s not unsticking, that’s avoiding the discomfort of being stuck.

Being stuck – not knowing what to do or what to write – is not a bad thing. Sure, it feels bad, but it’s a sign you’re trekking in uncharted territory. It may be a new design space or it may be new behavioral space, but make no mistake – you’re swimming in a new soup. If you’ve already mastered tomato soup, you won’t feel stuck until you jump into a pool filled with chicken noodle. And when you do, don’t beat yourself up because your lungs are half-filled with noodles. Instead, simply recognize that chicken soup is different than tomato. Pat yourself on the back for jumping in without a life preserver. And even as you tread water, congratulate yourself for not drowning.

Unsticking takes time and you can’t rush it. But that’s where most fail – they climb out of the soup too soon. The soup doesn’t feel good because it’s too hot, too salty, or too noodly, so they get out. They can’t stand the discomfort so they get out before the bodies can acclimate and figure out how to swim in a new way. The best way to avoid getting stuck is to stay out of the soup and the next best way is to get out too early. But it’s not best to avoid being stuck.

Life’s too short to avoid being stuck. Sure, you may prevent some discomfort, but you also prevent growth and learning. Do you want to get to your deathbed and realize you limited your personal growth because you were afraid to feel the discomfort of being stuck? Imagine getting to the end of your life and all you can think of is the see of things you didn’t experience because you were unwilling to feel stuck.

Stuck is not bad, it just feels bad. Instead of seeing the discomfort as discomfort, can you learn to see it as the precursor to growth? Can you learn to see the discomfort as an indicator of immanent learning? Can you learn to see it as the tell-tale sign of your quest for knowledge and understanding?

If you’re not yet ready to feel stuck, I get that. But to get yourself ready, keep your eye out for people around you who have dared to get stuck. Learn to recognize what it looks like. And when you do find someone who is stuck, tell them they are doing a brave thing. Tell them that it’s supposed to feel uncomfortable. Tell them that no one has ever died from the discomfort of being stuck. And tell them that staying with the discomfort is the best way to get unstuck. And thank them for demonstrating the right behavior.

Image credit — NeilsPhotography

I think the word “disruption” doesn’t help us do the right work. Instead, I use “innovation.” But that word has also lost much of its usefulness. There are different flavors of innovation and the flavor that maps to disruption is the flavor that makes things obsolete. This flavor of new work doesn’t improve things, it displaces them. So, when you see “innovation” in my posts, think “work that makes the best things obsolete.”

Doing work that makes the best things obsolete requires new behavior. Here’s a post that gives some tips to help make it easy for new behaviors to come to be. Within the blog post, there is a link to a short podcast that’s worth a listen. One Good Way to Change Behavior

And here’s a follow-on post about what gets in the way of new behavior.  What’s in the way?

It’s difficult to define “disruption.” Instead of explaining what disruption is or isn’t, I like to use “no-to-yes.” Don’t improve the system by 3%, instead use no-to-yes to make the improved system do something the existing system cannot. Battle Success With No-to-Yes

Instead of “disruption” I like “compete with no one.” To compete with no one, you’ve got to make your services so fundamentally good that your competition doesn’t stand a chance.  Compete With No One

Disruption, as a word, is not actionable. But here’s what is actionable: Choose to solve new problems. Choose to solve problems that will make today’s processes and outcomes worthless. Before you solve a problem ask yourself “Will the solution displace what we have today?” Innovation In Three Words

Here’s a nice operational definition of how to do disruption – Obsolete your best work.

And if you’re not yet out of gas, here are some posts that describe what gets in the way of new behavior and how to create the right causes and conditions for new behaviors to emerge.

Make it Easy

The Most Powerful Question

Creating the Causes and Conditions for New Behavior to Grow

Seeing What Isn’t There

The only thing predictable about innovation is its unpredictability.

For innovation to flow, drive out fear.

Image credit — Thomas Wensing

If you’re not sure, it likely hasn’t been done before.
If you’re sure it’s been done before, teach someone how to do it.
If you’re not sure, you may not know how people will respond.
If you’re sure how they’ll respond, why bother?
If you’re not sure, you may be onto something.
If you’re sure, it’s re-hash.
If you’re not sure, it deserves your time.
If you’re sure, it deserves to be done poorly.
If you’re not sure, the uncertainty may be a sign of importance.
If you’re sure, it’s important someone else does it.
If you’re not sure, it may be a big learning opportunity.
If you’re sure, take the opportunity to learn something else.
If you’re not sure, your idea may threaten the status quo.
If you’re sure the status quo will like it, commit to something else to threaten the timeline.
If you’re not sure, it will be exciting.
If you’re sure, it will be exciting to grow someone worthy.
If you’re not sure, invest the time to figure out the fundamentals.
If you’re sure, invest in a future leader and teach them the fundamentals.
If you’re not sure, do it anyway.
If you’re sure, do something else.

Image credit – Nik Wallenda

If you have a reasonably good idea, someone will steal it, make it their own and take credit. No worries, this is what happens with reasonably good ideas.

If you have a really good idea, you’ll have to explain it several times before anyone understands it. Then, once they understand, you’ll have to help them figure out how to realize value from the idea. And after several failed attempts at implementation, you’ll have to help them adjust their approach so they can implement successfully. Then, after the success, someone will make it their own and take credit. No worries, this is what happens with really good ideas.

When you have an idea so good that it threatens the Status Quo, you’ll get ridiculed. You’ll have to present the idea once every three months for two years. The negativity will decrease slowly, and at the end of two years the threatening idea will get downgraded to a really good idea. Then it will follow the wandering path to success described above. Don’t feel special. This is how it goes with ideas good enough to threaten.

And then there’s the rarified category that few know about. This is the idea that’s so orthogonal it scares even you. This idea takes a year or two of festering before you can scratch the outer shell of it. Then it takes another year before you can describe it to yourself. And then it takes another year before you can bring yourself to speak of it. And then it takes another six months before you share it outside your trust network.  And where the very best ideas get ridiculed, with this type of idea people don’t talk about the idea at all, they just think you’ve gone off the deep end and become unhinged. This class of idea is so heretical it makes people uncomfortable just to be near you. Needless to say, this class of idea makes for a wild ride.

Good ideas make people uncomfortable. That’s just the way it is.  But don’t let this get in the way.  More than that, I urge you to see the push-back and discomfort as measures of the idea’s goodness.

If there’s no discomfort, ridicule or fear, the idea simply isn’t good enough.

Image credit – Mindaugas Danys