Showing posts with label High-performance. Show all posts
Showing posts with label High-performance. Show all posts

September 27, 2017

A Mountain Of Data

So I heard this interesting perspective on information and data analytics...

Basically, it comes down to this: 
"Most organizations are data rich, but information/insight poor."

Or put another way:
"Data is collected, but not used."

Hence we don't know what we don't know and we end up making bad decisions based on poor information. 

Just imagine if we could actually make sense of all the data points, connect them, visualize them, and get good information from them.

How much better than a pile of rocks is that? 

(Source Photo: Andy Blumenthal)
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January 7, 2017

Enter With A HANDSHAKE & Leave With A HUG

So after almost 6 years at the U.S. Department of State, I am moving forward in my career to a very exciting role at the U.S. Department of Health and Human Services. 

As I look back, I have fond memories of the wonderful high-performance division I was part of and the many amazing achievements we had together, and what our Deputy Assistant Secretary called, the "A Team."

But one thing today is sticking out in my mind and it's this image.
"Enter with a handshake and leave with a hug."

On the first days, when I arrived it was all formality and firm welcome handshakes.

We don't really know you and you don't really know us, but we're embarking on this journey together, and where it takes us no one really knows, BUT we wish you the best of luck--now go out and do great things!

Then on the last days, as I was preparing to leave, the formal handshakes were long gone and instead they were replaced with warm heartfelt hugs (and some special emotional words and cards). 

I was no longer a mystery of a person, with just my reputation, coming in to do G-d knows what. 

Now, I was a human being that had a genuine history with them, formed relationships with many, had faced challenges together, and had touched not only minds, but also it was apparent, hearts. 

I will not forget the special people, nor the many times shared, our accomplishments as an organization, and how we grew. 

I am moving forward not only with their tight hugs to more handshakes anew, but also to once again hopefully grow heart-to-heart with people, as further relationships are formed and we make, please G-d, amazing new progress together--for the mission and for the people. ;-)

(Source Photo: Andy Blumenthal)
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July 17, 2015

Work-Family Is A Word

This week I learned something about "work-family."

Yes, work is not family--it's your job.

But on the job we meet people that influence us, change us, and sometimes inspire us. 

Not everyone has a positive impact on us--some people we work with are bad, unbalanced, selfish, biased, and abusive--they bring their personal craziness into the office. 

But some are truly good people out there--and they leave a lasting impact. 

This week was the first time I experienced someone in my group passing away suddenly. 

She was at work Monday and Tuesday--we had talked and joked.

I remember she wore pink on Tuesday and it matched a pink stuffed animal on her desk--she looked happy or at peace. 

By early Wednesday morning, I was getting texts then calls that she had passed away (I simultaneously let my boss know). 

One day she was there in the office (and had been for some 30 years) and the next day she was gone.

But there was something special about this lady and how she interacted with the team. 

She seemed to touch people far and wide with her outreach, caring for others, joking around, and good spirit despite whatever challenges she herself may have been going through.

When she passed this week, people were in my office and the halls crying--they loved this lady, their coworker and friend.

At 9 AM, I gathered the broader team to announce her passing. "One of our own has passed." I spoke and then went around offering others to say a few words, which some surely did. 

At 10 AM, I sent a notification of the passing to the people in the entire building (and others associated).

Later in the day, there was a toast to her and more speeches from up and down the chain to remember this good lady as well as to pull together as a team to support each other.

By the next day, things had quickly moved to care for the family, packing her office things and memorializing her, as well as provisions for some grief counseling. 

[Note: I am blessed with an extraordinary high-performance team, and this passing was not only a shock but added to the intensity of the work we do and how much of it there is.]

Once we have all the funeral arrangements, then next up is sending out an broader department-wide notice--and a large attendance for her is expected. 

What I learned is that while work itself can be productive and meaningful, through doing good to others and sincere personal interactions on the job, there can be bonds formed that can have a personal impact on people and bring tears to their eyes. ;-)

(Source Photo: Andy Blumenthal)
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July 15, 2013

Those Are Some Prosthetics


Wow, prosthetics have come a long way--these are tough!

This video from Biodapt shows their high-performance Moto Knee being used in a variety of action sports including snowmobiling, motor biking, mountain biking, horseback riding, water skiing, snow boarding, and jet skiing. 

Bloomberg BusinessWeek (11 July 2013) explains how the Moto Knee has hydraulic components that provide "tension and range of motion for intense physical activity."

They cost around $6,000 and don't replace the regular walking version, but Mike Schultz, the developer understands the need for these advanced prosthetics having lost a leg himself in a 2008 competitive snowmobiling accident. 

I think it's wonderful that these high-tech devices are being made available for disabled people to be able to do a wide range of exciting activities. 

My hope is that as the technology continues to advance that we can have--like a person's legs--one prosthetic device that is adaptive for use in every day use as well as more intense activities and sports. 

It is hard to imagine people voluntarily trading their body parts for mechanical implants--but one day, in the not too distant future, these mechanical limbs will not only be a substitute for repair of real body parts, but will actually provide some superior capabilities--they will be used for body augmentation--and thus even be desirable by those who haven't lost limbs. 

What gives a leg up to prosthetics, as Hugh Herr in the Wall Street Journal (12 July 2013) put it is "that the designed parts of the body can improve in time, whereas the normal body, the biological body, degrades in time."

With regenerative medicine and replacement parts by design, more than ever our physical bodies will be just the transient vessel that houses our heart, mind and soul--that which really makes us, us. ;-)
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December 12, 2012

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.)

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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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