Getting It In Writing

So this is funny, this company, Knock Knock makes witty office supply products.

This one is a picture of file folders that say, "Useless documents to provide appearance of importance in meetings."

They have another set of folders with, "Papers to shuffle endlessly thereby accomplishing nothing."

These reminded of the importance of getting things properly documented, in writing. 

Otherwise you get the unfortunate scenario that goes something like this when coming to agreements with others:

- Person #1: "If it's okay, can I get that in writing?"

- Person #2: "You have my word. Don't you trust me?"

The end result is an undocumented verbal agreement, and this is invariably followed, at some future time, by a disagreement, as follows:

- Person #1: "Well we agreed [fill in the blank]."

- Person #2: "I don't recall that. Do you have it in writing?"

When someone refuses to give it to you in writing that is a clear warning sign, and bells and sirens should be going off in your head--loudly--that there is a problem.

The lesson is:

- Get it documented in writing, period. 

- Documents are not useless even if some people use them to look important or they get caught in paperwork paralysis. 

- Verbal agreements are a he says, she says losing game. 

- Avoid getting caught without the documentation that spells it all out--and you can put it in one of these cool folders too.  ;-)

Note: This is not a vendor or product endorsement. 

(Source Photo: Andy Blumenthal)

Getting It In Writing

Performance and Transparency - 2gether 4ever

Really liked this performance measurement and transparency at Home Depot.

Here are their store performance measures prominently displayed.

Not a high-tech solution, but every measure has its place and metrics. 

- Looks at friendly customer service.

- Tracks speed of checkout.

- Measures accuracy of transactions.

This lines up well with the management adage that "you can't manage what you don't measure."

Some pointers:

- Identify, collaboratively, your key drivers of performance

- Determine whether/how you can measure them efficiently (i.e. qualitatively, quantitatively)

- Set realistic, stretch targets for the organization

- Communicate the goals and measures, 360 degrees

- Regularly capture the measures and make the metrics transparent

- Recognize and reward success and course correct when necessary

- Reevaluate measures and goals over time to ensure they are still relevant 

Wash, rinse, repeat for continuous improvement. ;-)

(Source Photo: Dannielle Blumenthal)

Performance and Transparency - 2gether 4ever

Communicating 360

My daughter, Michelle, is taking a university class in public relations and as part of the class she was asked to interview 3 people about their perceptions of this field.

So she posed some questions to me and here is how the interview went:


1. In your own opinion, what is public relations?  Why do you think of public relations this way?

Public relations is simple, it's about relations with the public--communicating and connecting with people about what you do, why you do it, how you do it, for whom you do it, when you do it, and where you do it.  It is includes marketing and sales, customer relations, investor relations, government relations, relations with partners, as well as crisis communications, and maybe even recruiting talent to the organization. 


2. What do you think of when you think of public relations? Why do you think of this/these?

When I think of public relations, I tend to think of many of the big, well-known brands like Nike, Coca-Cola, Allstate, and so on--they do a lot of advertising and communicating with the public. They invest in this and it has a pay-off in terms of organization, product, and brand recognition.


3. What do you think the skills are that are needed to work in public relations?

Creativity, visual thinking, messaging, branding, marketing, sales, and psychology. 


4. Would you distinguish public relations from marketing? If so, how?

Public relations, to me, is broader than marketing. Marketing has to do with getting product awareness out there and selling, but public relations involves not only connecting with customers, but also investors, suppliers, partners, even the government, and international players. 


5. Can you give examples of what you think public relations is today? 

Public relations is how an organization interfaces and communicates with all its stakeholders.  It is mainly external or outward facing and differs from internal communications which is inward facing, like talking with employees. Public relations uses advertising, media, commercials, messaging, branding, logos, newsletters, mailings, to get the word out from the organization's perspective--good news and also countering bad news.


So how did this "IT guy" do with answering questions about public relations? 

Not my field, but maybe the MBA and private-sector experience helped, a little.  ;-)

(Source Photo: Andy Blumenthal)

Communicating 360

Wheelchair Complexity

So my approach to enterprise architecture, product design, and customer service, as many of you know, is plan and simple, User-centric!

Innovating, building things, servicing customers, and communicating needs to be done in a way that is useful and usable--not overly complex and ridiculous. 

The other day, I saw a good example of a product that was not very user-centric. 

It was a type of wheelchair, pictured here in blue. 

And as you can see it is taking 2 men and a lady quite a bit of effort to manipulate this chair. 

This little girl standing off to the side is sort of watching amusingly and in amazement.

What is ironic is that the wheelchair is supposed to be made for helping disabled people. 

Yet, here the wheelchair can't even be simply opened/closed without a handful of healthy people pulling and pushing on the various bars, levers, and other pieces. 

If only Apple could build a wheelchair--it would be simple and intuitive and only take one finger to do everything, including play iTunes in the background. ;-)

(Source Photo: Andy Blumenthal)

Wheelchair Complexity

Posture Matters

So the military got it right when they teach their cadets to stand tall "at attention."

"Chin up, chest out, shoulders back, stomach in."

The Wall Street Journal (21 August 2013) says that "posture can determine who's a hero, [and] who's a wimp."

Research has shown that striking a power pose raises testosterone levels that is associated with feelings of strength, superiority, social dominance, (and even aggression at elevated levels) and lowers cortisol levels and stress. 

Power poses or even just practicing these have been linked with better performance, including interviewing and SAT scores.

Body language or non-verbal communication such as standing erect, leaning forward, placing hands firmly on the table, can project power, presence,  confidence, and calmness. 

It all ties together where saying the right thing is augmented and synergized by looking the right way, and doing the right thing. ;-)

(Source Photo: here with attribution to Official U.S. Navy Imagery)

Posture Matters

What YOU Need To Land That Next Job

Mashable (17 August 2013) has some good advice for job seekers--show you mean business and here's how to do it:

1) Integrity--This is the #1 fundamental. If you are not trustworthy, reliable, honest...you are more trouble than you're worth. Integrity underscores your character as a person and professional. If you cheat, lie, steal, and are self-serving, why would anyone want to associate with you, let alone have you work for them?

2) Adaptability--Change is constant and happening faster and faster. If you are status quo, "old school", and can't innovate your way off a typewriter, how in G-d's name are you going to help a business grow and adapt to changing market conditions?  Go-getters, trend-setters, and change-agents, desired and welcome. 

3) Problem-solvers-Anyone can complain and see problems, but it takes special folks to solve those large and complex ones. You need to be able to come up with a strategy, articulate it, and execute on it. If you see the bad in everything, but can't solve anything--you are part of the problem and not part of the solution.  If you have technical skills and can apply them, you are valuable to the organization. 

4) Self-Starters--No time to babysit snoozers, slackers, or the constantly tardy--organizations are looking for professionals. You need to hit the ground running. If you don't know what to do, how to do it, or can't pick up on it pretty quickly, this is going to be a painful experience. Those with initiative, enthusiasm, team players, and hard workers make it relatively easy,

5) Loyalty--Backstabbers, users, and serial job-hoppers, you're wasting precious time. If you're loyal to the organization and leadership, you deserve the same in return. Your value increases as you learn the organization, mission, and people and can apply your unique training and experiences over time. The organization wants you to grow with them. 

You're a fork, a spoon, and a knife and you are just what the organization is looking for. ;-)

(Source Photo: Andy Blumenthal)

What YOU Need To Land That Next Job

Head Spinning From All The Spin

The Nazi Minister of Propaganda, the evil Joseph Goebbels said, "He who controls the message, controls the masses."

All dictatorships function very much from this premise as we see even now a days in totalitarian governments that limit Internet access, block websites, and filter news and messages from the people, so as to keep them docile and servile. 

However, even in a democracy as fine as ours, the ability to control the message is a very powerful tool in directing how events are understood by the public and what action is taken, or not. 

Some recent examples:

1) Syria's Use of Chemical Weapons:
Numerous allies including England, France, and Israel say they have intelligence about Syria's use of sarin gas against their own people...So did Syria cross the red line and use chemical weapons requiring us to take action or is this a matter for investigation and evidence? 

2) Iran's Violation of the Nuclear Non-Proliferation Treaty:
Iran is one of the world's richest in energy resources and reserves...So is Iran violating the Nuclear Non-Proliferation Treaty necessitating that we stop them or are they just building nuclear facilities for peaceful civilian energy needs? 

3) Egyptian Military Coup and Roadmap For Reconciliation:
Egypt's military overthrew the Egyptian Prime Minister from the Muslim Brotherhood who oversaw the rewriting of the constitution in 2011 to be based on Islamic law and not inclusive of other more secular elements of society...So is the restoration of true democracy and civil rights for the Egyptian people or a brutal coup? 

4) Sudan Committing Genocide in Darfur:
With over 400,000 killed, 2,500,000 displaced, and 400 villages completely destroyed in Darfur...So did Sudan commit genocide requiring prevention, intervention, and punishment or was this just Sudanese internal conflict? 

5) People Employed in U.S. at 30-Year Lows:
The proportion of the U.S. population that is working is at low rates not seen since the recession of the 1980's...So is the unemployment rate still a critical national issue or is the unemployment rate really better and the economy strong again? 

6) Edward Snowden Leaking Classified Information:
Snowden sought out the job with Booz Allen Hamilton to gather evidence on classified NSA surveillance and when he did he leaked this information to the news and harmed national security...So is Snowden a traitor or a whistleblower? 

7) An $82 Billion Federal IT Budget:
The Federal IT budget is anticipated to rise to $82 billion in 2014...So are we still spending on large troubled IT projects or realizing billions in IT savings from new technology trends in cloud, mobile, social computing and more?

As Bill Clinton in 1998 said when questioned about the Monica Lewinsky affair..."It depends what the meaning of the word is, is?"

We see clearly that definitions are important, interpretations are important, and spin can make right seem wrong and wrong seem like right. 

How we communicate and present something is very important and has critical ramifications on what is done about it whether in terms of action, attribution, and retribution. 

Moreover, we should keep in mind that "He who knows doesn't tell, and he who tells doesn't know," so there are limits to what even gets communicated from the get-go. 

What is communicated, when, and in how much clarity or distortion is a function one on hand of people's agendas, biases, career building (including the desire to get and keep power), as well as the genuine need for secrecy and security.

On the other hand, the desire for openness, transparency, truth, and healthy debate (facilitated by the media, checks and balances in government, and the judicial system) provides a counterbalance. 

We the people must press to determine--is the person telling it like it is or are some things being contrived, manipulated, edited, and Photoshopped.

In the end, critical thinking and looking beyond the surface can make the difference between what we know we know and what we think we know. ;-)

(Source Photo: here with attribution to Jah~)

Head Spinning From All The Spin

When To Build Relationships Or Burn Your Bridges

Why marriages (and relationships) fail is a topic of discussion in the book Fighting For Your Marriage by Markman, Stanley, and Blumberg.

The book is anchored in research from the University of Denver and their Prevention and Relationship Enhancement Program (PREP). 

So here are the four main reasons:

1. Escalation--People escalate the fight, rather than deescalate it. Harmful words and actions beget more harmful words and actions as each side tries to win the fight, rather than save the relationship. 

2. Invalidation--You put down the other person (their feelings, thoughts, and character) with sarcasm, disrespect, and contempt, rather than raise them up with understanding, concern, comfort, and encouragement. 

3. Accusation--Assuming the worst, you negatively interpret the actions and motives of another person, rather than looking at and accentuating the positive and giving them the benefit of the doubt.

4. Abandonment--Leaving the person emotionally and/or physically, you withdraw and avoid them and possibly even cheat on them, rather than engaging with and cleaving to each other, and working together to solve problems.

Essentially, these relationship issues all have to do with a breakdown of communication and trust--where instead of trying to work it out, there is a feeling that nothing can be solved by talking anymore and that there is no reason to even trust the other person.

Once trust and communication are broken--it is very difficult to go back and rebuild it.

Then instead of mending fences, people may choose the nuclear option: go to war, fight it out, threaten, hurt, or leave--and the relationship spirals to a timely demise. 

What was once a nuclear family, or close relationship (friends, associates, etc.), may end up a broken and shattered one, full of hatred and as enemy combatants, perhaps not much better than the Hatfields and McCoys. 

So the first thing is you have to decide whether you want to build the relationship or end it. 

If you love the other person and want to be with them (and they with you)--then say and do positive things to maintain communication and trust--give selflessly to each other. 

Relationships thrive when people behave as true friends, looking out for one another, sincerely--when they help their partners achieve their goals, grow as human beings, and find meaning and happiness. 

A relationship is not a business transaction, but a joining of hearts and an intimacy of soul--it is based on mutual respect and goodwill. 

If you really value the other person and the relationship--don't burn your bridges when things get heated, but cross and meet the other person (at least) halfway and embrace them with love and caring--most of the time, it will come back to you. 

But at the same time don't be a fool--if the other person is wicked and cruel, out only for themselves, and would throw you under a bus in a moment--get with it and quick because the bridge is already burning and at a very high temperature. ;-)

(Source Photo: Andy Blumenthal)

When To Build Relationships Or Burn Your Bridges

Back To The Computer Stone Age

According to Charles Kenny in Bloomberg BusinessWeek (20 June 2013), the Internet is quite a big disappointment--because it "failed to generate much in the way of economic growth."

While on one hand, the author seems to see the impact that the Internet has had--"it sparks uprisings, makes shopping easier, help people find their soul mates, and enables government to collect troves of useful data on potential terrorists;" on the other hand, he pooh-poohs all this and says it hasn't generated prosperity. 

And in a sense, don't the facts seem to support Kenny: GDP is still in the 2-3% range, labor productivity growth is even lower, and unemployment is still elevated at over 7%?

The problem is that the author is making false correlations between our economic conditions and the rise of the Internet, which already Jack Welch pronounced in 2000 as "the single most important event in the U.S. economy since the industrial revolution." 

Kenny seems to think that not only aren't there that many economic benefits to the Internet, but whatever there is we basically squander by becoming Facebook and Youtube junkies.

It's a shame that Bloomberg BusinessWeek decided to publish such a ridiculous article as its "Opening Remarks," blaming the failure of the Internet for economic challenges that have been brewing for decades--with high-levels of debt, low levels of savings, hefty entitlement programs based on empty national trust funds, the global outsourcing of our manufacturing base, elevated political polarization in Washington, and various economic jolts based on runaway technology, real estate, and commodity bubbles.

It's concerning that the author, someone with a masters in International Economics, wouldn't address, let alone mention, any of these other critical factors affecting our national economy--just the Internet! 

Kenny adds insult to injury in his diatribe, when he says that the Internet's "biggest impact" is the delivery of "a form of entertainment more addictive than watching reruns of Friends."

Maybe that's the biggest impact for him, but I think most of us could no longer live seriously without the Internet--whether in how we keep in touch, share, collaborate, inform, innovate, compute, buy and sell, and even entertain (yes, were entitled to some downtime as well). 

Maybe some would like to forget all the benefits of technology and send us back to the Stone Age before computing, but I have a feeling that not only would our economy be a lot worse than it is now, but so would we. :-)

(Source Photo: Andy Blumenthal)

Back To The Computer Stone Age

From Happy To Glad

So I heard a new saying: "From Happy To Glad."

I asked some folks "What is that was all about?"

They explained that it applies to when you give someone something to review and they make really minor, nit-picky edits.

For example, they said, when someone "just has to say something" or "they can't let it go."

This was interesting to me, because I find it really helpful to solicit feedback and vet things with a smart, diverse group--and when you do, invariably you get a better product. 

For example, with a document, the best feedback is substantive feedback about content, followed by solid edits to things like style, formatting, and of course spelling and grammar gaffes. 

The goal is to have a clear, concise, and consistent communication that is either informative or action-oriented, and with a good executive summary and enough supporting detail to answer key questions. 

Of course, this is very different than "Happy to glad" feedback--where you're getting someone who possibly is wordsmithing something to death, can't make up their own mind, wants to show how smart they are, or are just trying to drive you nuts.

With happy to glad, sure it'll satisfy the occasional control freaks and the ego-chasers.

But the changes you'll want to actually make are from the really smart and experienced folks whose input makes a genuine difference in the end product and your and the organization's success. 

So ask away for input, make meaningful changes, but don't get snared in change for change sake alone. ;-)

(Source Photo: here with attribution to Zentolos)

From Happy To Glad

Go Simple!

Two interesting recent articles discuss the importance of building in simplicity to product design to make things more useful to people.

Contrary to popular belief, simple is not easy. Mat Mohan in Wired Magazine (Feb. 2013) says that "simplicity is about subtraction," and "subtraction is the hardest math in product design."

Two of the best recent examples of simplicity through subtraction is what Apple was able to achieve with the iPod, iPhone, iPad, and iTunes, and what Google did through its "sparse search page."

Unfortunately, too many companies think that "quality is associated with more," instead of less, and so they pack on options, menus, and buttons until their darn devices are virtually useless. 

Similarly, an article in the Wall Street Journal (29 March 2013) advocates that "simplicity is the solution," and rails against the delays, frustration, and confusion caused by complexity. 

How many gadgets can't we use, how many instructions can't we follow, and how many forms can't we decipher--because of complexity?

The WSJ gives examples of 800,000 apps in the Apple store, 240+ choices on the menu for the Cheesecake Factory (I'd like to try each and every one), and 135 mascaras, 437 lotions, and 1,992 fragrances at the Sephora website.

With all this complexity, it's no wonder then that so many people suffer from migraines and other ailments these days. 

I remember my father telling me that you should never give consumers too many choices, because people just won't know what to choose.  Instead, if you simply give them a few good choices, then you'll make the sale.

Unfortunately, too many technologists and engineers develop ridiculously complex products, and too many lawyers, legislators, and regulators insist on and prepare long and complex documents that people aren't able to read and cannot readily understand. 

For example, in 2010, the tax code was almost 72,000 pages long, the 2010 Patient Protection and Affordable Care Act (aka Obamacare) is about 2,700 pages, and the typical credit card contract now runs to 20,000 words.  

Even the brightest among us, and those with a lot of time on their hands, would be challenged to keep up with this. 

While rewriting and tax code is a welcome topic of discussion these days, it befuddles the mind why most of the time, we simply add on new laws, rules, regulations, amendments, and exclusions, rather than just fix it--plain and simple. 

But that's sort of the point, it's easier for organizations to just throw more stuff out there and put the onus on the end-users to figure it out--so what is it then that we pay these people for? 

The plain language movement has gotten traction in recent years to try and improve communications and make things simpler and easier to understand. 

Using Apple as an example again (yes, when it comes to design--they are that good), it is amazing how their products do not even come with operating instructions--unlike the big confusing manuals in minuscule print and numerous languages that used to accompany most electronic products.  And that's the point with Apple--you don't need instructions--the products are so simple and intuitive--just the way they are supposed to be, thank you Apple!

The journal offers three ways to make products simpler: 

- Empathy--have a genuine feel for other people's needs and expectations.

- Distill--reduce products to their essence, getting rid of the unneeded bells and whistles. 

- Clarify--make things easier to understand and use.

These are really the foundations for User-Centric Enterprise Architecture, which seeks to create useful and usable planning products and governance services--the point is to provide a simple and clear roadmap for the organization, not a Rorschach test for guessing the plan, model, and picture du-jour. 

Keeping it simple is hard work--because you just can't throw crap out there and expect people to make sense of it--but rather you have to roll up your sleeves and provide something that actually makes sense, is easy to use, and makes people's lives better and not a living product-design hell. ;-)

(Source Photo: Dannielle Blumenthal)

Go Simple!

Lets Play Chicken

So probably everyone knows the game of chicken.

They play this game in the movie Footloose--driving these big tractors towards each other waiting to see who flinches, chickens-out first, and veers out of the way before the vehicles collide. The person who moves out of the way first is the "chicken" (although that person is probably pretty darn smart not to risk getting him/herself killed!)

An article in the Wall Street Journal (18 February 2013) on making friends by sharing, but not oversharing, reminded me of this. 

Like two vehicles driving towards each other--making friends is about coming together by disclosing who you are and what you are about--finding and enjoying commonalties, respecting each others differences, and being able to interact in a mutually satisfying way. 

Driving gradually and carefully, you can get to know someone by mutually sharing and connecting--first a little, and then building on that with some more. 

Beware of disclosing too much, too fast--it can make another person uncomfortable--like you're dumping, desperate, or maybe a little crazy!

At the same time, not being able to open up can make the other person feel that you don't like or trust them or maybe that you are a little boring, shallow or that you are hiding something.

Of course, the chemistry has to be there and it's got be reciprocal--both the feeling and the sharing--users and stalkers need not apply. 

However, if things aren't working out between the two people and they are on course for a head-on collision, someone has got to get out of the way--maybe that person is a chicken or perhaps they just know when it's time to say goodbye. 

Anyway, chickens can either end up doing the chicken dance or they can end up as roadkill--it all depends on how they approach the other chicken. ;-) 

(Source Photo: Andy Blumenthal)

Lets Play Chicken

What Are You Thinking?

This was a funny painting on the window of this eatery in Fort Lauderdale, Florida. 

The woman is thinking romance, but the man is thinking about his delicious sandwich. 

This fits in very well with John Gray's bestseller, Men Are Mars, Women Are From Venus--where one theme is that men tend to retreat to think about or distance themselves from problems (in this case with a sandwich) and women seek to grow emotionally close. 

See that happening here? 

In a relationship according to Gray, you are either going to have balance in giving and receiving or you will have resentment. 

Life's little lessons...better take heed. 

My guess is that if this guy in picture doesn't start paying better attention to the love and attention needs of the women, he is likely to get a sandwich right over his clueless head! ;-)

(Source Photo: Andy Blumenthal)

What Are You Thinking?

Smart Technology Makes Smart People

This is a good video on creating a smart house by a company called SmartThings. 

Building on Facebook's social graph where we are all connected in the social realm, SmartThings has developed the concept of the physical graph, where all things are connected and are programmable. 

While most of us still don't see the real need for our toasters and fridge to be connected to the Internet and wouldn't pay more for it, SmartThings has some cool ideas that may just yet help the smart home market actually take off. 

The obvious--turn on/off lights, fans, and appliances; adjust thermostats, and monitor your home through security cameras over the Internet.

The not so obvious--

- Add a "presence tag" and the home can sense when you arrive/leave and take appropriate action to adjust lights, temperature, security system, and so on. 

- Add a open/shut sensor and you can know if you left a door or cabinet open or if someone (like the kids) is getting into the liquor closet or a small child into the cabinet with dangerous cleaners and chemicals. 

- Add a "moisture sensor" and you can be alerted to broken water pipes.

- Add a "smart service" and you can notify the plumber about the water emergency at your home. 

- Add smart apps by 3rd party developers and you can get notification when there is a severe weather alert and you left the windows open. 

- Add "party mode" and you can have the patio lights, blender, music and disco ball going on for some fun.

I like the look of the app they've created to control all these things on your Smartphone--simply choosing your location (home, office, etc.), room, and then physical item that you want to remotely monitor or control. 

Interestingly, the Wall Street Journal (23 Feb. 2013) take this "smart" concept yet further to where we actually start giving up control to the devices themselves and asks "Is smart [technology] making us dumb?" 

Some examples...

- Cars sense when we are tired and attempts to drive for us or they detect we are driving too fast or reckless and notifies our insurance company.

- The scale sees that we put on a few pounds and contacts the personal trainer for an appointment for us or won't allow us to heat up the pizza when we slide it into the microwave.

- The toothbrush senses that we brushed a little too quick today and urges us to brush a little more.

- The trashcan detects that we did not separate out the recyclables and splashes this embarrassing information on Facebook.

- The washer detects high water usage this month and suggests we hold off on the next load.

The WSJ comes to a distinction between "good smart" and "bad smart," where good smart gives us more information for better decision-making and the control to execute on it, and bad smart is where you "surrender to the new technology."

While I agree with Google's CFO who said "The world is a broken place whose problems...can be solved by technology," I also believe that "smart design" means that we remain the masters and the technology remains the slave. 

Technology is a tool that can help us solve-problems, but we are the problem-solvers and we must learn through trial and error and a maturation process so we can continue to address ever larger and more complex problems. 

Giving up control to technology may make sense if we are about to harm ourselves or others--like with having automatic stopping on a car backing out and about to hit a little child--but it doesn't make sense in directing the personal decisions that we see fit for ourselves.

Sometimes we will be right and other times, very wrong, but that is living, learning, growing, and being human beings accountable for our actions--not being another automaton hooked to the physical graph. ;-)

Smart Technology Makes Smart People

Robots Taking Your Job

Don't get too comfortable in your job.

Yes, the economic realities of high spending are about to catch up with the country and that will threaten your livelihood, but even more than that Robots can probably do your job better than you--sooner or later. 

Wired Magazine (24 December 2012) has a great article on this called "Better Than Humans.

In the 1800's, when 70% of the working population did agricultural work, probably no one would have believed what the future had in store for this occupation--today with automation, only 1% do this work.

Similarly, today 80% of jobs are in the service sector, and people think they are on safe ground--but think again!

Make no mistake robots will replace or drastically alter your current job, as artificial intelligence, processors, memory, sensors, learning, communication, dexterity, and humanoid likeness all continue to advance.

Wired presents the 7 Stages of Robot Replacement (to which I've added my notes in parenthesis):

1. Robots cannot do what I do (denial).
2. Robots can do some of what I do, but not all (partial acceptance).
3. Robots can do what I do, but they break done (rationalization for the loss, and so do we "break down").
4. Robots operate flawlessly on repetitive tasks, but need training for new ones (you weren't born knowing everything were you?). 
5. Robots can have my old job, because it's not fit for humans anyway (acceptance with a large dose of resignation--"the train has left the station").
6. Robots can have my old job, because my new job will be better (maybe for the time being). 
7. Robots cannot do what I do now (the cycle of employment safety from automation starts anew). 

Let's face it--your special, but so is technology and the pace of advancement is extraordinary. 

For those of you in jobs that you feel could only be done by humans--Wired has some news about developments with robots doing the once unthinkable:

- Musicians--Georgia Tech has developed Shimon the musician; these robots can not only play violin and trumpets, but they can form a band, and they can improvise ("as if it's a musician with a soul!).
- Therapists--Mindmentor has an AI therapist that after a 1-2 hour session made patients feel their "problem was 47% solved."
- Artists--Vagobot has made hundreds of pictures and "even sold some to Crate & Barrel."
- Comedians--Aldebarab Robotics makes robots for all sorts of jobs, including entertainment--they can sense audience reaction (such as laughter or silence) and adjust topics accordingly.
- Professional Trainers--The Intermational Conference on Social Robots in 2011 presented a robot that could coach you on your exercise, sense your form, and correct it. 
- Teachers--University Of Southern California has developed a robot teacher that in 2 weeks helped preschoolers increase vocabulary mastery by 25%.
- Nurses--Aethon makes the TUG nurse robot that is "picking up and delivering medication and supplies, autonomously navigating hospital hallways...summon an elevator, wait in line, and politely roll aside to give hemorrhaging humans priority access."
- Athletes--Robocup compete robots that one day can be "capable of winning against the human  soccer World Cup champions.

So what will be left for humans to do--innovate, invent, build, operate, and maintain the next level of breakthrough automation to help people--maybe these are the best and most-rewarding jobs that any of us can hope to have. ;-)

(Source Photo: Andy Blumenthal, Ft. Lauderdale Discovery and Science Museum)

Robots Taking Your Job

Lessons Learned on IT Customer Service and Team Building

In Public CIO Magazine (12 December 2012) Andy Blumenthal talks about lessons learned as an IT leader.

You've got to serve the mission, solve problems, take care of your customers, while at the time forming a cohesive, high performing team. 

Read here for the full article.

Hope you enjoy!

(Source Photo: here with attribution to Dell Inc.)

Lessons Learned on IT Customer Service and Team Building

When All Is Not Green

It's tough to get the truth from people in the organization as to how things are really going.

Are their programs successful or not, is everything okay on their staff, will they--without fudging the numbers--meet their performance goals and targets (if they have any), and so on. 

People are afraid if they made a mistake or something isn't working as intended that they will be in trouble.  

Maybe they will be yelled at, lose authority and power, be sidelined, demoted, or even fired; and their organizations may be downsized, outsourced, consolidated with another, or outright eliminated. 

So people hide the facts and the truth--as if, what they don't know, can't harm me.

So everything appears copasetic in organization-land!

But the truth is we need a solid guidepost to know where we are going, which paths are safe, and which are fraught with danger--and that is anchored in open and honest communication. 

There is a great story about this in Bloomberg BusinessWeek (15 November 2012) about how in 2006, when ex-Boeing executive, Alan Mulally took over as CEO of Ford--and Ford was bleeding red ink, facing their largest loss for automobiles in history of $17 billion, that at the executive Thursday morning meetings, the performance scorecard for their initiatives "was a sea of green."

Here the company is bordering on financial collapse, but the executives are reporting--all clear!

The story goes that Mark Fields, head of Ford's North American business stepped up and showed the first red revealing a problem with a problem tailgate latch on their new Edge SVU that would halt production. 

With the room filled with tension, Alan Mulally rather than get mad and castigate or punish the executive, what did he do--he clapped!

Mulally said: "Great visibility. Is there anything we can do to help you?"

And what ultimately happened to Mark Fields, the executive who told the truth about problems in his area of responsibility?  

Last month, "Ford's board elevated him to chief operating officer," which analysts read as a sign that he will be the next CEO when Mulally is supposed to retire at the end of 2014.

The bottom line is that we cannot fix problems if we can't identify them and face up to them with our people. 

While we need good data and sound analysis to identify problems in the organization, problems will remain illusive without the trust, candor, and teamwork to ultimately come to terms with them and solve them.

I love this story about Ford and think it is a model for us in leadership, communication, and performance management. ;-)

(Source Photo: Andy Blumenthal)

When All Is Not Green

Reaching The Victims Of Disaster

I watched on TV, a congressman from Staten Island talk about the complex response to Hurricane Sandy--in particular, how people whose homes were flooded and were without power could not contact authorities for the help they desperately needed.

Going on two weeks after the storm, the Congressman explained how engineers and architects were in turn going door to door to find out who needed help and what could be done--but this was slow and cumbersome. 

Today, I am reading in Bloomberg BusinessWeek (30 Oct. 2012) about an organization that "matches volunteers with people affected by disasters."

Recovers.org does this by establishing local recovery sites for communities (e.g. townname.recover.org) on a subscription model.
By establishing recovery sites to manage relief efforts--without waiting for government or aid groups--recovers.org enables self-sufficiency for communities in the face of disaster.

Moreover, by working at the grassroots level and going straight to neighborhood organizations such as houses or worship or community centers to serve as site administrators--those who know their community and who needs help--Recovers aims to bypass the "red tape."

The recovery sites they establish, include features for: 

- Searchable volunteer database that matches skills of volunteers to needs in the community
- Disaster Dashboard that aids in information sharing between victims and responders
- Donation mechanism where 100% goes directly to the areas affected, rather than to a relief organization

Recovers is the brainchild of someone whose own home was destroyed in a tornado in 2011, and who understands the logistical chaos that can ensue without proper recovery coordination on the ground!

I like the idea of this community Recovery portal for coordinating relief efforts through volunteers and donations, and see this as complementary to the formal FEMA DisasterAssistance.gov site for applying for various forms of assistance and checking claims.

Still though, the fundamental problem exists when you have no power--you can't logon to recover.org or disasterassistance.gov--you are still cut-off and in need of help. So it looks like we are back to the drawing board on this one again.

As a vision for the future, we need the ability to establish remote wireless charging generally-speaking for all, but specifically for communities struck by disaster, so they can call out for help and we can actually hear them and provide a timely respond!  ;-)

Reaching The Victims Of Disaster

Sign Language That Really Talks

There are over 40 million deaf or hearing disabled people in the world.

Many of these people suffer from not being understood by others and feel isolated. 

Four Ukranian graduate students have created the answer for them called Enable Talk--these gloves translate sign langauge into sound. 

The gloves have sensors including compass, gyroscope, and accelerometer that captures the wearer's sign language. This is then transmitted via Bluetooth to an smartphone app that matches the sign pattens to those stored (and which can also be programmed/customized) and translates it into words and sounds. 

Enable Talk gloves won the Microsoft Imagine Cup 2012 student technology competition, and was named as one of Time Magazine's Top 25 Best Innovations of 2012. 

For $175 these gloves are an amazing value for the hearing impaired who just wants to be communicate and be understood by others. 

This is a great advance for the disabled, and I'd like to see the next iteration where the gloves have the translation and voice mechanism and speakers built in, so the smartphone and app isn't even needed any longer--then the communication is all in the gloves--simple, clean, and convenient! ;-)

Sign Language That Really Talks

Open Doors, Closed Minds

This was a funny photo at the local Pot Belly eatery.  

Their side door (right off their main entrance) is wide open, yet they have these two large signs that say "Keep Closed" and "For your safety back door must be locked at all times."

And inside this guy with a clipboard is schmoozing away--seemingly ignoring everything.

No delivery in sight either--maybe just the morning checkup on things.

So much for safety, following the rules, and probably good common sense.

It reminded me of a couple of things:

One is sort of the opposite of this scenario, where in the office, virtually every manager/leader purports to have an "open door" policy, yet really while their door may be open, their minds are closed.

They don't really listen to what people are telling them--issues, solutions, new ideas--they have their own ideas about things, how they are and how they ought to be. The others don't really matter to them, because they are in charge.

In this case emotional intelligence, social/interpersonal skills, communication abilities, and teamwork are all pretty low. Surprisingly or not, this is quite a lot of managers out there, I think.

The other thing this scene brought to mind is a related issue of access. Sometimes, we may try to get a briefing or presentation, or even just a discussion with superiors, but they always seem too busy. 

Without acccess, we are limited in pushing new ideas and innovations up and out--it stops with the gatekeepers. With access, we can work together to make great ideas and solutions even better.
It's interesting that access--such a simple thing you would imagine, is such a big deal. But it is common too that rather than dealing with new ideas or difficult issues, managers may simply find it easier to simply not deal with "the noise."

This is the equivalent of grade school, where you put the fresh-mouthed student in the corner, facing the wall, with a tall pointy dunce cap on their head--until they and everyone else gets the message that this not someone of significance. See them, laugh at them, then ignore them.

Access is another word for you mean something or you don't, in your bosses mind, at least, and in how they communicate about you to others. 

Lose access and you are in the wilderness and maybe will starve to death and die. Gain access and you have an opportunity to influence things for the positive--live and let others thrive.
Are you relevant or dead--is the door open--really or is it just a show. 

Your job as a leader and follower is too figure out how to open doors all around you, to bridge divides, communicate what you really think in a way that can be heard, influence the way forward, and make people feel--really feel--that they are heard, that they do have something important to say and contribute, and that everyone is valuable.

Door open or closed--your mission is the same. 

(Source Photo: Andy Blumenthal)

Open Doors, Closed Minds