Showing posts with label WIIFM. Show all posts
Showing posts with label WIIFM. Show all posts

November 1, 2020

Tefillin: Our Wi-Fi To G-d

Please see my new article in The Times of Israel called, "Tefillin: Our Wi-Fi To G-d."

I remember not long ago my son-in-law, Itzchak telling me:
Tefillin are our antennas to Hashem!

And like an antenna, we are able to pray and have our signal amplified to G-d as well as be able to be imbued with G-d’s spirit and direction to us in life. With the Straps of the Tefillin as well as the boxes and knots, we spell out the letters of G-d’s name on our head and on our arm. Thus, we are not only wrapped in this “spiritual antenna,” but we literally wear G-d’s words on the parchment in the Tefillin boxes and with His holy name stamped on our centers of thought and feeling.

In short, Tefillin is opportunity for us to network over Wi-Fi with the Master of the Universe. It takes us out of the daily grind of looking at the world in selfish, shortsightedness of what’s in it for me today, and how can I get more gold and goodies than the next guy or girl. Inside all of us, we have a soul from G-d, and through our spiritual Wi-Fi connection, we can energize that part of ourselves with a good, strong signal straight to the Big Guy upstairs.

(Credit Photo: Andy Blumethal)
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February 24, 2017

The Trouble With Communication

So I remember this old comedy skit showing the problem with communication.

There is a deaf guy trying to communicate with a blind guy.

Boy, this is a real conundrum.

The deaf guy communicates with sign language that the blind guy can't see. 

And the blind guy communicates by talking which the deaf guy can't hear. 

So neither are getting any messaging across. 

This is sort of like every day life, where people communicate talking past each other. 

Each may only be concerned with what they feel, think, and have to say. 

They don't really care to listen or understand the other person. 

It like the blind and deaf guy communicating and neither can hear the other. 

Most importantly, we need to put ourselves in the other person's shoes. 

To think from their perspectives, and to communicate having in mind to fulfill for the other person--what's in it for me (WIIFM).

In Judaism, their is an important teaching that each person is an entire world unto themselves.

We need to be sensitive to their world and speak our mind, but definitely in their language. ;-)

(Source Photo: Andy Blumenthal)
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February 10, 2017

Overcoming Resistance To Change

So have you heard of the 20-50-30 Rule when it comes to change management?

20% of the people are open and friendly to change--they are your early adopters.

50% are fence sitters--and they hold a wait and see attitude. 

30% are resisters--these are the people that will be the roadblocks to change. 

_____

Total 100%

Some will resist openly and loudly.  Other will disguise their resistance in a politically correct way.  And finally some may work subversively to block change. 

The keys to overcoming the resistance is by working through the head, heart, and hands model, helping people to understand the following:

Head (Intellectual) - What is changing. 

Heart (Emotional) - Why it's changing (and what's in it for me--WIIFM).

Hands (Behavioral) - How is it changing.

This means changing the mindset, motivating people, and shaping behavior to effect change. 

Change and resistance to change are facts of life, but how we approach it can either mean failure or amazing transformation. ;-)

(Source Photo: Andy Blumenthal)
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January 1, 2017

2017 Year Of The Customer

So here's a resolution for all of us for 2017...

How about this year be the year of the customer!

- Where we care more about doing a good job for someone than we do about what time we get off from work.

- Where we talk to and treat customers with respect, dignity, and ultimately to solve their needs, rather than it escalating to a yelling match and oh, did I accidentally hang up the phone on you?

- Where we make the customer feel good about dealing with us and our organization, rather than wanting to beg for a supervisor or cyanide please!

- Where the customer isn't lied to, manipulated, and taken advantage of just so someone can make another quick buck!

- Where the quality and value is #1 and it's not just a shinny veneer on a car that accelerates on it's own and with fake emissions test results or smartphone batteries that light up on fire and explode

- Where we don't cross-sell and up-sell customers, like phony bank accounts or other things they don't want, need, and never asked for just to make our sales quotas, and accrue the fine bonuses and stock options that go with them. 

- Where we don't oversell the capability of a product, like fraudulent blood testing devices and medical results, and instead deliver what's really doable and as promised. 

- Where there's no error in the charge to the customer or it's in the customer's favor, rather than always an overcharge in the seller's favor, and the price from the beginning is fair and reasonable and not hiked up 400% like on critical medicine that people's lives depend on. 

- Where items arrive on time and work the first time, rather than having delays, making excuses, and causing endless customer returns of defective items or those that didn't fit, look, or work as advertised. 

- Where the customer is happy to come back to and where they feel trust in the people, products, and services offered--not another Home Shopping Network or QVC shoddy experience of "It slices, it dices...the only tears you'll shed are tears of joy!"

- Where we solve genuine customer needs or problems and not just "build it and they will come."

- Where rather than a pure what's in it for me (WIIFM) mentality, we suspend our self-interest and greed for the moment and we do for others, because it's not just a job and we actually have a work ethic and care about what we do. 

- Where we delight! and wow!, rather than disengage and disappoint, and we put the customer first, and like first responders, we run to help and not run away. 

(Source Photo: Andy Blumenthal)
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February 2, 2016

Boardroom B.S.

So I had the opportunity to attend a board meeting recently and to see firsthand why most decisions are so flawed. 

- No Diversity--The board members were all from a single age group and color, and this clearly impacted their thought processes and decisions. For example, when others attending the meeting asked about updating some technology, the board members blankly felt that was not important even after almost a decade of the same thing. 

- Self-Interest--The board only entertained issues that they were interested in for themselves. For example, when someone stood up to talk about issues they didn't feel were important to them, the board members tuned out, interrupted the speakers, actually scrowled at them, or just shut them down altogether. 

- Getting Personal--Board members frequently changed the discussion from substantive discussion to personal attacks. When one person questioned a recent decision, a board member started yelling about being called names (which never happened that I saw) or telling the speakers that they didn't know what they were talking about. 

- Information Poor--Board members made decisions or committees recommended decisions first, and then put it up for discussion later (like at a subsequent meeting). Moreover, the board members referred to decisions being made over and over based on anecdotes of people telling them this, that, or the other thing (none of which could be verified) and not on facts or surveys of those impacted by the decisions. 

- Transparency Lacking--Board members made decisions without explanation for the reason or justification, and even without necessarily evaluating all the alternatives. When questioned, the board wasn't able to identify costs of alternatives or even fully explore the other viable options. 

- Intimidating The Opposition--The board members actually seemed to challenge and turn to intimidation to stem alternate views from their own. Some people that had supported other voices in the room where turned or told that they hadn't understood the issues properly to begin with. 

Despite some nice people personally and one or two that didn't seem to go along with the shinanigans, overall it was a very disppointing show of decision-making, governance, communication, and leadership. 

No wonder people get turned off by the process, don't participate, and lose confidence in those at the top. Maybe time for people to be leaders with heart and not megalomaniacs with gavels. 

(Source Photo: here with attribution to CJ Sorg)
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May 6, 2014

How NOT To Interview For A Job

So I am at this place of business this evening, and I overhear someone trying to apply for a job.

Note, I feel bad for the guy who is looking for extra work, but the interview just is going all wrong. 


- Easy-Smeasy - He asks "What is the easiest part of the job?" Ugh, didn't sound exactly like he was looking for a challenge.


- Keep your head down - He exclaims, "And never do someone's else's job!" What about helping where the help is needed?


- Great facilities you got here - He ends with, "And when I work here, my kids are really going to love coming to use the facilities here all the time!" Not exactly, a what will I do for you strong ending. 


I didn't get to hear the whole interview dialogue, but this was enough to get the idea about some things not to do in an interview. 


The funny/sad thing was, I think this gentleman really thought that he was going to get the job after all. ;-)


(Source Photo: Andy Blumenthal)

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March 28, 2014

So It Really Is A Popularity Contest

Good, Sue Shellenbarger in the Wall Street Journal finally said it..."likability matters more than ever at work."

Yes, you also need to know your subject matter and be able to perform like a pro, but just that alone is not enough.


If your a card or a jerk, no one wants to know you.


The old Jewish thinking about being a mensch, first and foremost, still holds true.  


"Likable people are more apt to be hired, get help at work, get useful information from others, and have mistakes forgiven."


Employees also track employees likability on social networks and recruit those who can well represent them and make transformative changes. 


What contributes to likability:


1. Be Authentic - an ounce of sincerity is worth more than a boatload of of b.s. -- people see right through it.


2. Use Positive Cues - eye contact, smiling naturally, and a warm, varying, and enthusiastic tone make you approachable and believable.


3. Show interest in others - selfishness, narcissism, and I, I, I will get you no friends; show genuine interest in the other person--be cognizant of what's in it for them--give a damn!


4. Listen - 2 ears, 1 mouth; close the mouth and listen to the other person--don't just hear them, understand them, empathize, feel something!


5. Find common ground - look for shared interests or commonalities; we can all relate to others with whom we can identify.


Short and sweet, treat others as you would want to be treated (Golden Rule) and it doesn't pay to be a ass! ;-)


(Source Photo: Andy Blumenthal)

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January 18, 2014

What Would MLK Say?

Bloomberg BusinessWeek writes about how Congress orders NASA to complete a testing tower for rocket engines at Stennis Space Center that is no longer needed, since the rockets themselves were cancelled. 

The price tag of this tower is $350M!

But not to worry because NASA caught in this muddle says they will maintain the tower in case it's needed in the future at a cost of just $840,000 more a year. 

Why does this happen?

Pork barrel politics, where the the Congressmen and -women (in this case of Mississippi) don't want to lose out on the federal spending, so they make deals whereby they get what they want and others what they want for their home states--even if the taxpayers end up getting little to nothing. 

Peggy Noonan writes in the Wall Street Journal that while public servants are "expected to be less selfish than the average Joe...they are [actually] the locus of selfishness."

She writes, "there isn't a staffer on the Hill who won't tell you 90% of members are driven by their own needs, wants, and interests, not America's."

Essentially what Noonan describes is a broken political system, where we elect individuals as politicians to represent us, but they take our vote of confidence and their elected office platform and instead use it to vote either for what they think should be done--not what their constituents think or want--or they work the system in order to make themselves look good and line up votes for their next run at office. 

Either way, we don't get representation of the people, for the people, with big picture strategic decisions for the future of the nation, but rather we get narrow thinking and voting driven by self-centered thinking of what's in it for me (WIIFM). 

Freedom is not free, especially when we make bad decisions to fund testing towers that are no longer needed or bridges to nowhere. 

How we fix this is by having politicians with a genuine vision of where we need to go, anchored in the thinking of the people they represent and a foundation of integrity.

The leader can create a shared vision by explaining why, what, and how and building a genuine consensus around it. 

Selfishness is not an inherent trait of politics--it can be replaced by selflessness when the greater good of the nation is placed above any one "I"--whether that be a person, party, state, or special interest. 

(Source Photo: here)
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September 20, 2013

The Nomination Effect

For some people they say that flattery gets you everywhere and it can be true.

Who doesn’t like to hear good things about themselves and their work?

It fills the WIIFM need in all of us (What’s In It For me)—by providing for recognition and seeming purpose. 

Some people know how to use this --how to take advantage of others by “cozying up to them” and telling them how wonderful they are.

As they say, “You can catch more flies with honey than with vinegar!”

This is one of the marketing techniques--not really ethical--being used by some “event planners” to lure people to their conferences, meetings, and events. 

They do this by not only showcasing the events great speakers, relevant and important topics, beautiful venue etc., but also by telling people they’ve been nominated for some prestigious award. 

And it’s hard to tell which are real and which are fake.

The Nomination Effect (my term) is when event planners tell multiple people that they have been nominated for an award simply as a way to get them to come to an event they otherwise would not necessarily attend.

This plays to the ego of some execs by saying “somebody nominated you”—but there are few or no specifics.

And because so many execs get beaten up all the time at work, it’s certainly great to hear something positive. Plus it could be an easy way for some to add a nice credential to their resumes. 

It’s all fine and good when it’s true and deserved for a job well done!

But some event planners misuse this to lure people to events and try to get a “30 minute call” with you to pick your brains for the event—what topics are hot, who are some good speakers, do you know any vendors that would like to sponsor it?

But when it's just an "in" with people who may never otherwise give them “the time of day,” because of the important work they do, their genuinely busy schedules, and frankly because they are people they just don’t even know.  

But the idea of The Nomination Effect is to tell execs that they can win an award at the event and how great they are so hopefully they will be putty in their hands and shell out money, time, and information to perhaps unreliable people.

Part of the scam is that the award winners aren’t announced until the event itself, so you must come—and pay first!

They tell the same line to the other nominees—maybe 5, 10, 25, 50 other people—or everyone they want to sign up—who knows.

This social phenomenon is enough to reel in many to pay for and attend events that may not be all that intellectually or socially enticing otherwise. 

Here are the things I look for:

- People that seem genuine and not like car salesmen.
- Those with an affiliation to a well-established organization in the field.
- Nominations for actual contributions or achievements, rather than vague undertakings.
- Something on LinkedIn and/or the web that shows credentials and successful events prior tied to advancing the field, and not just making money.

A well-deserved award for hard-working professionals is something for all of us to celebrate.

But that’s different than promotional events and false—yet flattering kudos to manipulate lots of busy people. ;-)

(Source Photo: here with attribution to PennStateNews)
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September 17, 2012

Dealing With Change Resistance

In leadership class, I learned that in performance management, there are two major types of issues--conduct and performance. 


In conduct issues--people willfully do not follow the rules of the workplace. Conduct issues are those of "won't."

However, with performance problems--people cannot meet the expectations for quantity and/or quality. Performance problems are issues of "can't."

On Rosh Hashanah, the Jewish New Year, I wonder whether these same types of performance management issues apply to our lives as human beings and as children of G-d.

- Some people just won't do the right thing, instead willfully choosing to lie, cheat, steal, and mistreat others. They prefer the monetary or egotistical rewards of doing the wrong thing over the spiritual and relationship hardships and challenges to do the right thing.

- Other people can't do the right thing--they are too scarred by hurt, abandonment, loneliness, being told they are not good enough and can't compete, and so on. For these people, sometimes, no matter how hard they try, they feel that they cannot meet expectations.

Of course, willfully doing something wrong is worse than not being able to do something right. 

That is why for the first type of people--those with conduct problems--there is disciplinary action.

For the second type of people--those who have performance issues--we recognize their commitment and try to help them through things like coaching, mentoring, training, and counseling.

Performance issues may be linked to change resistance to change--and there are 3 dimensions of this:

1) Cognitive--"I don't get it"--the person doesn't fully understand and therefore agree with the rules. 

2) Emotional--"I don't like it"--a person emotionally rejects the rules of change, because they are afraid of the loss it will cause to them, personally and/or professionally.

3) Interpersonal--"I don't like you"--when people are not resisting an idea, but rather they are resisting you, personally. 

Great leadership is the ability to sense when any of these dimensions are off and help to course-correct them: 

- When people don't get it--we can inform, create awareness, and educate.

- When they don't like it--we can listen to them and show empathy, get them involved in the process, and maybe show them the "what's in it for me" (WIIFM).

- And when they don't like you (the most difficult one)--we can try to win people over by taking responsibility for the things we have done wrong, demonstrating over time that we are trustworthy, spending time together to better get to know each other and build the relationship, and maybe even give in on some issues, where appropriate.

Like on Rosh Hashanah, where we seek G-d's mercy on us and ask that he work with us, so too, we can learn to work with others to try and help them, where possible.  

(Source Photo: Minna Blumenthal)

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April 25, 2008

Implementing IT Governance

IT governance is often implemented with the establishment of an IT Investment Review Board (IRB) and Enterprise Architecture Board (EAB); but to get these to really be effective you have to win the hearts and minds of the stakeholders.

Here are some critical success factors to making IT governance work:

  • Management buy-in and commitment—this is sort of a no-brainer, but it’s got to be said; without senior management standing firmly behind IT governance, it won’t take root and IT projects will continue to fly under the radar.
  • Prioritizatuion and resourcing—EA, IT Strategic Planning, and IT governance compete with IT operations for resources, management attention, and prioritization. More often than not, many not so savvy CIOs value putting some new technology in the hands of the end-user over creating strategic IT plans, developing transition architectures, and implementing sound IT governance (they do this at risk to their careers and good names!)
  • Policy and procedures—IT governance needs a firm policy to mandate compliance to the user community; further the procedures for users to follow need to be clear and simple. IT governance procedures should integrate and streamline the governance processes for authorizing the project, allocating funding, conducting architectural reviews, following the systems development life cycle, managing the acquisition, and controlling the project. End-users should have a clear path to follow to get from initiating the project all the way through to close-out. If the governance mechanism are developed and implemented in silos, the end users have every reason in the world to find ways to work around the governance processes—they are a burden and impede timely project delivery.
  • Accessibility—Information on IT governance services including the process, user guides, templates, and job aids needs to be readily available to project managers and other end users. If they have to search for it or stick the pieces together, then they have another reason to bypass it all together.
  • Enforcement—there are two major ways to enforce the governance. On the front end is the CIO or IRB controlling the IT funding for the enterprise and having the authority to review, approve, prioritize, fund, monitor, and close down IT projects. At the back-end, is procurement; no acquisitions should pass without having demonstrated compliance with the IT governance processes. Moreover, language should be included in contracting to enforce EA alignment and compliance.
  • Cultural change-Organizations need to value planning and governance functions. If operations always supersede IT planning and governance, then both business and technical stakeholders will feel that they have a green light to ignore those functions and do what they want to do without regard to overall strategy. Further, if the culture is decentralized and governance is managed in silos (one manager for SDLC, another for EA, yet another for requirements management), then the processes will remain stove-piped, redundant, and not useable by the user community.
  • Communication plan—the governance process and procedures need to be clearly communicated to the end users, and it must address the what’s in it for me (WIIFM) question. Users need to understand that their projects will be more successful if they follow the IT plan and governance processes. Those are in place to guide the user through important and necessary project requirements. Further, users are competing for resources with other important IT projects, and user will benefit their projects by making the best business and technical case for them and following the guidelines for implementing them.

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October 25, 2007

User Concerns (Finally) Answered and Enterprise Architecture

There are a number of prominent issues or concerns that many users seem to voice or have about EA (and I have seen these as common across most organizations).

Here are the concerns:
  1. What’s in it for me (WIIFM)—everyone wants to know the answers to these questions: What do I get out of this? Why collaborate? Why cooperate? Why share information (“information is power” and information is currency”)? Why is EA on my turf?
  2. Perceived obstacle—EA provides for IT governance, but why do we need that? Doesn’t it stifle innovation? Isn’t it better to be ‘free’ to implement what you like, when you like? Why all this bureaucracy?
  3. The knowledge gambit—EA is not technical, what do you know about IT? EA is not operations, what does EA know about the business of the organization?
  4. Unhealthy competition—why is EA competing for management attention, influence, resources, and so on?
It is the job of the chief enterprise architect to address these concerns.
  1. EA is about trust and collaboration; we’re not working for ourselves and against each other, we’re working for the good of the organization. By sharing information, you will also get information from others that will enhance your understanding of the enterprise and enable you to do your job better. If everyone shares, then everyone (and the enterprise, as a whole) benefits!
  2. Governance, when designed right, is a help for users—and not a hindrance or obstacle to progress or innovation. The governance process is owned by the executive decision makers in the organization, usually the Investment Review Board, made up of senior decision-makers from across the organization (both business and IT). The IRB authorizes, prioritizes, and funds new IT investments. EA facilitates the investment review process by providing valuable input to the decision makers in terms of technical review and architecture assessments of new IT projects, products, and standards. EA helps make projects a success by providing business and technical input, and best practice guidance. By bringing subject matter experts together to review and vet ideas before they actually get implemented, we get a better end-product. Innovation is valued and encouraged by EA and moreover, information sharing through EA helps drive innovation and collaboration in the organization.
  3. EA synthesizes business and technology and therefore, is a bridge between the business and technical experts in the organization. While EA is not the ‘subject matter expert’ in either area, EA is an honest broker and functions as a competent facilitator translating business and information requirements to IT and conferring on technology solutions, plans and governance with the business.
  4. There is no competition between EA strategy and operations. The organization needs operations and strategy to not only coexist, but also to complement each other. Strategy and operations are co-dependent. One without the other would not only be suboptimal, but would actually not make sense. You need a strategy and you need to execute—period.

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