Showing posts with label Commitment. Show all posts
Showing posts with label Commitment. Show all posts

March 5, 2012

Are You A Moses or A Seagull?

I have a new article called "Leadership for Lasting Change."

"Usually organizational turnaround don't happen by themselves. They are steered by change agents, people unafraid to take the reins and move forward. Like Moses liberating the Jewish people from slavery, a strong leader shows his [/her] people the way."

Read the article at Public CIO Magazine, Winter 2012. 

Hope you enjoy it.

Andy 

(Source Photo: here)

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October 24, 2010

Pain Points, More Potent Than Wish Lists

Organizations are all interested in what sells—what’s hot and what’s not!

Of course, as advertisers learned long ago, “sex sells.”

What else? Fear sells. All the basic emotions seem to selleverything from affection and anger to wonder and worry.

When people experience an emotional drive, their internal (biochemical) and external (environmental) states elicit a psychophysiological response that drives mood and motivation.

The result is that when effectively selling to people’s emotions, we address or meet their explicit or implicit “pain points.”

Fast Company (November 2010) has an interesting article called “The Felt Need” that differentiates wants from genuine needs.

A want is one thing, but a genuine need or “pain point” is something entirely different. Getting something we want may be satisfying a nice to have on our wish list, but getting rid of a pain point is something that we literally crave to fulfill from physiological and/or psychological motivations.

A good analogy to satisfying people’s wants versus needs is that it’s better to be selling aspirins than vitamins, because “vitamins are nice; they’re healthy [and people want to live healthier]. But aspirin cures your pain…it’s a must-have.”

Similarly, the article tells us that just building a better mousetrap, doesn’t mean that customers will be beating down your door to do business, but rather as organizations we need to figure out not just how to build a better mousetrap, but rather how to get rid of that pesky mouse. The nuance is important!

In technology, there is a tendency to treat almost every new technology as a want and almost every new want as a need. The result is vast sums spent on IT purchases that are unopened or unused that perhaps looked good on paper (as a proposal), but never truly met the organizational threshold as a must-have with a commensurate commitment by it to succeed.

There are a number of implications for IT leaders:

1) As service providers, I think we need to differentiate with our internal customers what their genuine pain points are that must get prioritized from what their technology wish list items that can be addressed in the future, strategy alignment and resources permitting.

2) From a customer standpoint, I’d like to see our technology vendors trying to sell less new mousetraps and focusing more on what we really need in our organizations. The worst vendor calls/presentations are the ones that just try to tell you what they have to sell, rather than finding out what you need and how they can answer that call in a genuine way.

In looking at the emotion, the key to long-term sales success is not to take advantage of the customer in need, but rather to be their partner in meeting those needs and making the pain go away.


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September 19, 2010

See A Compelling Future and Make It That Way

I really like Tony Robbins and especially his show on NBC "Breakthrough."

Tony Robbins is incredibly motivational, inspirational, and has a vision for a better future for individuals and society.

I liked this piece he did on relationships (but which can be applied more broadly) with the basic message of three lessons that everyone involved in enterprise architecture can certainly appreciate:
  1. "See things as they are, but not worse than they are" -- People make things worse than they are, so they don't have to try ("it takes no guts to be a pessimist").
  2. "See it better than it is; see a compelling future" -- "Today can be tough, but if the future is compelling, we can get there."
  3. "Make it the way we see it" - This last one, in my opinion, is why we're here in life: to improve things, to add value, to leave things better than when you found them.
We all can have a positive impact in this world, in our work, in our relationships.

All we need to do is find our true selves, do something we truly believe in, and commit to it--no excuses, lots of hard work and of course have fun with it!

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February 5, 2010

When Commitment is Just a Crowd-Pleaser

In the organization, you can’t really do anything without management commitment and a certain degree of consensus. In fact, management commitment is usually at the top of the list when it comes to a project’s critical success factors.

But when is commitment real and when is it just lip service?

Sometimes, when the boss tells you to do something, he means it and gives you the authority and resources to make it happen. Other times, “go do” is superficial and denotes more of a “this isn’t really important”, but we need to make a good show of it for political, compliance, or other reasons. In the latter case, there is usually no real authority implied or resources committed to getting the job done. But at least we gave it our best (not!).

As an employee, you have to be smart enough to know the difference in what you’re being asked to do (and not do), so you don’t end up stepping in the muck—trying to do something that no one really wants anyway or the opposite, not delivering on a project that others are depending on.

Knowing the difference between what’s real and what isn’t can mean the difference between a successful and rewarding career (i.e. “you get it”) or one that is disappointing and frustrating (because you’re sort of clueless).

It was interesting for me to read in the Wall Street Journal, 5 February 2010, about how looks can be deceiving when it comes to support for someone or some cause: apparently, in certain European countries, such as Ukraine, it is common place for rallies to be attended not by genuine supporters, but by people paid to show up. In other countries, you may not be paid to show up, but instead be punished for not doing so.

The Journal reports that “rent-a-crowd entrepreneurs find people fast to cheer or jeer for $4 an hour…[and] if you place an order for a rally, you can have it the next day.”

So what looks like thousands of people turning out to support someone or something is really just a sham. This is similar to leaders who turn out to support a program or project, but really they are just paying lip service with no intention of actually helping the project make an inch of progress. Their superficial support is paid for by goodwill generated by their apparent support or what one of my friends used to call by “brownie points” (for brown-nosing their boss or peers)—but of course, they aren’t really behind the initiative.

The article summarizes it this way: “For now, people see the same old politicians and hear the same old ideas. If someone fresh brings a new idea, people will come out and listen for free.”

Good leaders need to actually say what they mean and mean what they say, so employees are able to focus on the work that’s really important and get the results the organization needs. This contrasts with ineffectively telling employees to “go do”, but no one is standing with or behind them—not even for 4 dollars an hour.

Of course, leaders must get on board with the direction that the overall organization is going. That is just part of being a team player and accepting that first of all, we are not always right as individuals, and second of all that we live in an imperfect world where sometimes our choices are not ideal.

However, when employees are required to rally for causes they truly don’t believe in or leadership feels compelled to pay lip service to initiatives they will not ultimately fund or commit to, the result is a dysfunctional organization. The outward reality does not match the actual feelings or thoughts of its people. (Sort of like having a diversity initiative headed by all white males over the age of 50.)

Let us commit to a spirit of honesty in all our dealings. If a conflict needs to be addressed, let’s address it directly rather than avoiding or glossing over it. One very basic and simple step toward this end is to recognize and reward the people who are brave enough to say when the emperor has no clothes and who are able to provide alternatives that make sense.

And finally—when we do commit to something—let’s see it through.


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December 13, 2009

It's the Customer, Not the Technology, Stupid

Two of the finest customer service companies these days are Amazon and Apple. Amazon with free shipping and generous return policy for just about any reason is amazing in their no nonsense customer-service orientation—they inspire virtually complete customer trust. And Apple with their try it, you’ll like it stores full of computers, iPhones, and iPods, as well as their extended product warranties, training classes on products and awesome service desks is just another great customer shopping experience.

We need more of these positive customer experiences:

· Products—products should be true quality through and through (not the shoddy stuff made on the cheap to maximize profit and minimize customer satisfaction).

· Commitment—companies stand by their products with hassle-free money back guarantees (forget the 15% restocking fee, the mandatory return authorization number, and the 4-6 weeks to get your money back).

· Service—customer service has got to be easy to access and quick to resolve problems (banish the cold and calculating automated calling systems with the loop-de-loop dialing—“dial 1 if you want to jump out of a window!”—and where routine service problems are resolved without having to escalate numerous levels to get a supervisor only to then get accidentally disconnected and have to start all over again; oh, and did I forget having to give your basic information over 3 times to each service rep you speak with).

Aside from these basics, we need new ways to improve customer experiences to give the customer an absolutely satisfying experience.

In this regard, I loved the recent commentary by Steve Kelman in Federal Computer Week entitled Customer service Tips From Developing Countries, where some simple yet novel customer service innovations were identified, as follows:

· Chinese Passport Control and Customs provides a kiosk for passengers to “report on their travel experience by pressing a smiley face or a frowning face.” Whoola instant feedback!

· Saudi Arabia ATM Machines, while withdrawing money “offered an option of paying parking fines and some government license fees.” That couldn’t be simpler and quicker.

· Singapore Passport Control “placed a bowl of candy at the counter.” A tiny gesture that goes a long way.

From a simple smiley/frowny face feedback mechanism to a candy bowl as a way to say thank you; it is not rocket-science to be kind, gentle, and caring for customers—most of the time, it’s the basic manners your mother taught you.

In technology, these customer services lessons are especially apropos, since it is easy to get enmeshed in the technology and forget the people and processes that we are supporting. (Or to put it in another way, “it’s the customer, not the technology, stupid!”)


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November 8, 2009

Building High Performance Teams

At work, there is almost no greater feeling than being part of a high-performing team, and no worse than being part of a dysfunctional one.

Teams are not, by definition, destined to succeed. In fact more often then not, they will fail unless they have the right mix of people, purpose, process, commitment, training, and of course, leadership—along with the time for it all to jell.

I remember being on a team in one special law enforcement agency that had the “right mix.” The project was both very successful and was written up as a case study, and everything in the project was really fulfilling personally and professionally: from gathering around the whiteboard for creative strategy sessions to the execution of each phase of the project. Now, that is not to say that there were not challenges on the project and on the team—there always are—or you are probably just dreaming rather than really in the office working. But the overall, in the experience, the health of the team was conducive to doing some really cool stuff. When the team is healthy and the project successful, you feel good about getting up in the morning and going to work—an almost priceless experience.

Unfortunately, this team experience was probably more the exception than the rule—as many teams are dysfunctional for one or more reasons. In fact, at the positive team experience that I was described above, my boss used to say, “the stars are all aligned for us.”

The challenge of putting together high-performance teams is described in Harvard Business Review, May 2009, in an article, “Why Teams Don’t Work,” by Diane Coutu.

She states: “Research consistently shows that teams underperform their potential.”

But Coutu explains that this phenomenon of underperformance by teams can be overcome, by following “five basic conditions” as described in “Leading Teams” by J. Richard Hackman (the descriptions of these are my thoughts):

“Teams must be real”—you need the right mix of people: who’s in and who’s out.

“Compelling direction”—teams need a clear purpose: “what they’re supposed to be doing” and is it meaningful.

“Enabling structures”—teams need process: how are things going to get done and by whom.

“Supportive organization”—teams need the commitment of the organization and its leadership: who is championing and sponsoring the team.

“Expert coaching”—you need training: how teams are supposed to behave and produce.

While leadership is not called out specifically, to me it is the “secret sauce” or the glue that holds all the other team enablers together. The skilled leader knows who to put on the team, how to motivate its members to want to succeed, how to structure the group to be productive and effective, how to build and maintain commitment, and how to coach, counsel, mentor, and ensure adequate training and tools for the team members.

One other critical element that Coutu spells out is courage. Team leaders and members need to have the courage to innovate, “ask difficult questions,” to counter various forms of active or passive resistance, and to experiment.

In short, harnessing the strength of a team means bringing out the best in everyone, making sure that the strengths and weaknesses of the individuals offset each other—there is true synergy in working together. In failing teams, everyone might as well stay home. In high-performance teams, the whole team is greater than the sum of its individual members.


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July 18, 2009

IT as a Surrogate Weapon

There is a fascinating controversy going on now over the CIA plans to kill known al Qaeda terrorists. Should we “stoop to their level” and take them out or is this “assassination” style technique out of bounds for a free and democratic society?

Wow. I don’t think too many Americans the day after 9/11 would be asking that question.

We are quickly swayed by the events of the times and our emotions at play.

When 3,000 people—mostly civilians—were killed in a vicious surprise attack on our financial and military hubs in this country; when the Twin Towers were still burning and crashing down; when smoke was rising out of the Pentagon; and when a plane crashed in Pennsylvania—I think most of us would say, these terrorists need to be dealt a severe and deadly blow.

Who would’ve though that just a mere 8 years later, questions would abound on the righteousness of killing the terrorists who planned, executed, and supported these murderous attacks and still seek every day to do us incredible harm—quite likely with chemical, nuclear, biological, or radiological (CNBR) weapons—it they could pull it off in the future.

We are a society with a short-term memory. We are a reactive society. As some have rightly said, we plan to fight the wars of the past, rather than the wars of the future.

We are also a doubting society. We question ourselves, our beliefs, and our actions. And to some extent this is a good thing. It elevates our humanity, our desire to do what is right, and to improve ourselves. But it can also be destructive, because we lose heart, we lose commitment, we change our minds, we are swayed by political currents, and to some extent we swing back and forth like a pendulum—not knowing where the equilibrium really is.

What makes the current argument really fascinating to me from an IT perspective is that we are okay with drones targeting missiles at terrorist targets (and even with a certain degree of civilian “collateral damage”) from these attacks from miles in the sky, but we are critical and repugnant to the idea the CIA wanted to hunt down and put bullets in the heads of the terrorists who committed the atrocities and are unwavering in their desire to attack again and again.

Is there an overreliance on technology to do our dirty work and an abrogation of hands-on business process to do it with our own “boots on the ground” hands?

Why is it okay to pull the trigger on a missile coming from a drone, but it is immoral to do it with a gun?

Why is it unethical to fight a war that we did not choose and do not want, but are victims of?

Why are we afraid to carry out the mission to its rightful conclusion?

The CIA, interrogators, military personnel and so forth are demonized for fighting our fight. When they fight too cautiously—they have lost their will and edge in the fight, we suffer consequences to our nation’s safety, and we call them incompetent. When they fight too vigorously, they are immoral, legal violators, and should be prosecuted. We are putting “war” under a huge microscope—can anyone come out looking sharp?

The CIA is now warning that if these reputational attacks continue, morale will suffer, employees will become risk-averse, people will quit, and the nation will be at risk.

Do we want our last lines of defense to be gun-shy when the terrorists come hunting?

According to the Wall Street Journal, “one former CIA director, once told me that the ‘CIA should do intelligence collection and analysis, not covert actions. Covert actions almost never work and usually get the Agency in trouble.’”

The Journal asks “perhaps covert action should be done by someone else.” Who is this someone else?

Perhaps we need more technology, more drones to carry out the actions that we cannot bear to face?

I believe that we should not distinguish between pulling the trigger on a drone missile and doing the same on a sniper rifle. Moreover, a few hundred years ago the rifle was the new technology of the time, which made killing less brutal and dehumanized. Now we have substituted sophisticated drones with the latest communication, navigation and weapons technologies. Let’s be honest about what we are doing – and what we believe needs to be done.

(As always, my views are my own and do not represent those of any other entity.)


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October 1, 2008

Personal Enterprise Architecture

For a long time, I’ve wondered about the application of “enterprise” architecture to the person. In other words, can the principles of EA that are typically applied to an organization be relevant to us as individuals. And frankly, I am certain that they can!
Personal Enterprise Architecture (PEA)—essentially, this means that you’re your own enterprise. And you need to treat your life in the same (or even better) careful and planned manner that you would treat the organization that you care about and are hired to steward. This means taking an accounting of where you are in your life (your personal baseline), figuring out where you are going or want to be (your personal target), and then coming up with a game plan of how you are going to get there (usually through some sort of combination of hard work, personal investment, and self-sacrifice).

As this particular time of year, the Jewish New Year (Rosh Hashanah), Personal EA is especially meaningful. Rosh Hashanah is a time of personal judgment. It is a time of introspection—where we reflect on our actions of the past year (our personal baseline); we feel and express regret for the things that we’ve done wrong; we commit to do better in the future (our personal target); and we plan how we can be better human beings in the year ahead of us (our personal transition plan).



In a sense, our lives can actually be more complicated than business processes and technology enablers. There is a Jewish saying that every human being is a whole world unto themselves. I believe this applies in terms of our value in the eyes of G-d, complexity as a combination of individualized nature and nurture, and in terms of potential to do great things.

True, we sometimes do things in an automated fashion—by rote, without thinking, sometimes callous of others feelings and the impact our actions have on ourselves and others. But we are not automatons!
As human beings, we are all faced with enormous personal tests and challenges. Unlike an organization, it’s not just about making money or achieving the organizational goals (however important those may be). But rather, we must face difficult and daunting human issues, day-in and day-out. We all know these human challenges. They are on one hand the most personal and often painful and on the other, the most central and meaningful. For each of us, these challenges are different. But the issues test our faith, demand compassion for others, and involve personal sacrifice.
Whatever your religion and whenever your new year (and time of reflection and judgment) is, we all share a commonality. We are human being endowed by our creator with a soul that drives us to pick ourselves up from wherever we are today and strive for a better tomorrow. What more noble an EA can there be?

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