Live A Good Life, Choose Right

Whether you're Jewish, Christian, Muslim, or any other religion, I think this is a great music video on living an introspective life, choosing right from wrong, and replacing guilt with inspiration. 

We are all confronted every day with situations that are tests of our moral fiber and courage to do what's right--not necessarily what is easy,

We should choose carefully, consciously, and with a mind toward the master of the universe who watches over us. 

While we don't control everything that happens, we can definitely make a difference in the world by the way we conduct ourselves to our G-d and to each other. 

Listening, caring, being sensitive to others, treating others with respect and dignity, trying to help wherever and whenever we can--we can all make a positive contribution. 

Well done with the music video to remind us of what's important--thank you Maccabeats!

Live A Good Life, Choose Right

Charting Your Course

New article here by Andy Blumenthal in Public CIO Magazine called "Using Enterprise and Personal Architecture To Chart Your Course." 

"As a leader, one of your primary jobs is to bring a coherent, rousing vision and strategy to the organization and execute it to keep the organization relevant -- that is enterprise architecture."

Hope you enjoy!

Andy

(Source Photo: Andy Blumenthal)

Charting Your Course

Targeting The Opposition?

As I would imagine most of you felt this week, I was really surprised by news that individuals in the IRS targeted certain political opposition groups. 

I thought to myself what country are we living in?

I couldn't help wondering about disturbing stories from Russia, Iran, and others where political dissidents have been known to be jailed, shot, or otherwise disposed of.

Are we getting to the point (hopefully not) where our government institutions could likewise be used to unfair political advantage?

In the Watergate scandal in 1972, the Republicans broke into the National Democratic Headquarters to install microphones and copy documents unfairly and illegally. 

Forty years later--is this an IRSgate 2012?

Both Democrats and Republicans have their political opinions--and everyone is entitled to believe what they do and feel an affinity to and vote for who they want--or if you don't like either, vote for a 3rd party Independent--this is what makes America great.

We have freedom to believe what we will, to vote as we will, and to do so without interference or undue influence by either side or anyone. 

If we cross the line into intimidation or oppression of those who peacefully choose a different position, then we have lost the best of our national identity and the human rights that we so justly uphold. ;-)

(Source Photo: Andy Blumenthal)

Targeting The Opposition?

Cafe Barbie Debuts 2013

What an awesome idea for a cafe that can appeal to girls and women worldwide--a Barbie Cafe.

It opened in Taiwan last week and it is licensed by Mattel the founder of Barbie dolls (1959).

At 7,100 square feet and with $1.7 million dollars of investment, you get a lot of Barbie ambience--especially plenty of pink and frills (and calorie counting).

While some women may be turned off to the girlie stigma of a Barbie Cafe, there are probably many others who are enchanted with the dreamy image it bring from childhood and the ability to express a certain femininity, the Barbie way.

My prediction--in the near future, there is going to be a Ken Cafe opening up right across the street. ;-)

Cafe Barbie Debuts 2013

From Adventure Photography to Lifelogging

Felix Baumgartner jumped from a helium-filled balloon lifted space capsule, one week ago today, to set a skydiving record from 24 miles up and reaching the speed of 834 miles per hour.

On Felix's helmet was a GoPro video camera to capture this memorable event.

GoPro is the leader in wearable, waterproof, shockproof videocameras and has an especially strong market in action and extreme sports.

Their newest helmet-mounted camera is the HD HERO3 (available 17 October 2012), and it continues the significant trend to ever smaller, lighter, and more powerful cameras technology.

I like this video they put out showing the high resolution and exciting video taken while doing activities from surfing to mountain climbing, deep sea diving, flying, kayaking, and more.

I have a feeling that these cameras are going to make a leap from capturing adventure photography to being used for lifelogging and lifejournaling--where people capture major life events on a wearable camera, and in some extreme cases--they try to capture virtually their whole life!

As someone who has blogged now, thank G-d, for 5 1/4 years, I greatly value the ability to capture important events, share, and potentially influence--and lifelogging with discrete, wearable camera technology can take this even further. 

Of course, with this technology, we need the ability to search, discover, and access the truly memorable moment--those that are meaningful to you and can have a deep and lasting impact on others--and let's face it, despite the rise of Reality TV, most of life is not quite a Kardashian moment. ;-)

It sort of reminds me of the Wendy's commercial, where the old lady asks from a fictitious competitor, "where's the beef?" With lifelogging, blogging, or other capture and sharing technologies, the beef had better be there (people's time is valuable)!

There are billions of people to reach--capture, reflect, share...in writing and with pictures--then truly, "The pen is mightier than the sword."

From Adventure Photography to Lifelogging

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

The Dumbest Parent, No Really

So we took our daughter out to shoot some arrows.

She was really good, shooting off one after another and hitting the bullseye way down field.

Of course, when I gave it a try, I couldn't even hit the side of a barn.
Next to us, at the range, where two girls and their mother.

The girls were jumping around with their bows, grabbing the arrows, and popping off shots at a target set at a distance appropriate for their age.

What comes next is the dumbest and most irresponsible parent I've seen for some time.

The mother yells out to the girls--"Hey, I'd like to take a picture of you guys!"

Then she goes over to them and pulls them off the range and faces them at each other about a foot apart--with their bows and arrows pointed at each other!

The girls not understanding the danger they are in and playing around as kids do--pull the strings on the bows back to pose for the shot--literally, and with the mother egging them on. 

I am feeling like I am watching a horrible accident about to unfold in front of my eyes.

I say politely, but with obvious fear and concern, "Stop!--the girls are pointing the arrows at each other--that's dangerous!"

But the mother, puts her finger up as if to hush me, and says emphatically that she just wants to take a picture and "it's so cute."

I am watching what appears to be the younger of the girls--the one on the right--start dancing around with the bow and arrow, pulling back and pointing right at the other girl--who in turn mimics her and does the same back.

At this point my wife joins me, and we are not sure how to stop this or whether its time to take cover, while the mother continues to ignore any semblance of safety and refuses to pull back from her cherished photo op of the children.

This mother was not just dumb, but completely irresponsible--for the safety of her kids and everyone else around on the court.

When the "photo shoot" was over--and the kids let the strings go and ran back to the range, we sighed a sigh of relief that nothing worse had happened.

A number of days later, I found myself doing some strategic planning and using the Force Field Analysis tool.

In the Force Field Analysis, we try to identify and examine the driving and limiting forces for and against change, and more importantly the actions we can take for influencing each force. 

Usually, we view the forces for change as something positive, and the limiting forces as a hinderance, blocking our goal achievement. But the more I thought about it, the more I realized that while change can be positive when undertaken for the right reasons, there are times when restraint is necessary as well. 

For example, in applying this to the situation at the archery range--the parent is hell-bent on taking the photo no matter the forces for restraint to prevent a serious accident happening to her kids or to others around them. In this case, some parental restraint would have been appropriate. From an influencing perspective, probably some much better supervision at the range would have been in order. 

To me, it was interesting to think about it in this context and contemplate how to tip the forces for change or restraint to where they need to be depending on the situation--whether it is a good goal and a good time to pursue it, or not. 

Also, it is worth noting how challenging it can be to influence driving and restraining forces, especially when dealing with ignorance, foolhardiness, or people who may just refuse to listen to reason.

As leaders, the Force Field Analysis can be a useful framework not just for planning, but for trying to understand our environment and how best we can shape the events around us--no matter how quickly or dangerously they may unfold.

(Source Photo: Andy Blumenthal)

The Dumbest Parent, No Really

Feminist Power

In the spirit of the election season, this was a funny/serious display of feminist bravado in Washington, D.C. 

Having a big feminist in my family--my wife--I can emphasize with the majority emphasis here.

As my dad says when an issue comes up: "you better ask your better half." 

Let's just say, I've learned after more than 20 years of marriage--that feminism is alive and well--and something to be respected and feared. :-)

Hope you enjoy!

Andy

Feminist Power

Don't Communicate Like A Dump Truck

I don't know a lot about huge dump trucks.

But I wondered what this meant when it says on the back of this multi-ton vehicle--"Do Not Push".

Don't worry, I won't! :-)

In life, we often communicate things that either we aren't really clear about, don't mean, or end up being misunderstood for.

In fact, probably one of the toughest "soft skills" to learn is communication skills.

I don't know why they call it soft, since when you communicate poorly, you can get hit over the head--quite hard.

One of the biggest issues is people who talk too much (i.e. they dump on others), but aren't very good at listening. Hey, they may as well be talking to themselves then, because communication is a two-way street.

Good communications skills include the three C's: clarity, conciseness, and consistency, and I would add--last but not at all least--a T for tact.

Communication skills also overlaps with the ability to effectively influence, negotiate, and create win-win solutions, so actually communication is at the very heart of what we need to do well.

When communicating, don't be pushy and don't be pushed around (i.e. get dumped on)--and don't get hit by that over-sized dump truck--communicate early, often, honestly, and with passion.

(Source photo: Andy Blumenthal)

Don't Communicate Like A Dump Truck

Communication, What Comes From The Heart

Leaders always seem to be trying to get their message "right".

They ponder what will it take to win the hearts and minds.

They may hire consultants to tell them what they should say.

They engage fancy speechwriters to say "it" just so. 

Then, they monitor the polls to get feedback and see how their message was received.

However a new article in Harvard Business Review (April 2012) throws a curve ball at this whole notion--stating: "It seems almost absurd that how we communicate could be so much more important to success than what we communicate."

From my perspective, there are many factors that contribute to the success of our communications:

Firstly, let's face it--personality, likability, charisma, and charm go a long way to influencing others--and yes, it seems like this is the case, almost at times, regardless of the message itself. 

Then there is everything else from emotional intelligence and political savvy for "working" the audience to doing your homework in terms of getting your facts right, making your presentation engaging, using back channels to build support, and giving people the opportunity to ask questions, contribute, and buy in. 

According to the HBR article, successful communication directly impacts team performance, this occurs through:

- Energy--"the number and nature of exchanges among team members"--with more interaction being better.

- Engagement--the distribution of communications among team members--with more equal distribution being better (i.e. communication isn't being dominated by one person or a select few).

- Exploration--this is the communication between a team and other external connections--with more outreach being better for creativity and innovation. 

For all of us, communicating is as much about the way and how much we interact with others, as with what we actually have to say. 

That's not to say, that what we have to communicate is not important, but rather that the mere act of communicating with others is itself a positive step in the right direction.

We have to genuinely interact and connect with others--it's a critical part of the influencing and teaming process. 

Only then, does honing the message itself really make the difference we want it to. 

People communicate with other people and this happens in  a very direct, personal, and emotional way. 

There is a Jewish saying that my wife often tells me that her grandfather used to say, "what comes from the heart goes to the heart."

I think that is the correct notion--sincerity is at the core of it takes to really communicate effectively with others. 

(Source Photo: here with attribution to VisaAgency)

Communication, What Comes From The Heart

Poisons Anonymous

One of the Buddhist teachings is that there are 3 poisons in this world: greed, anger, and ignorance. 

But that by turning these poisons around into generosity, compassion, and wisdom, we can create life-healing. 

While this is sort of simplistic, it does point to a number of important things:

1) We can have an impact on our destiny. We can choose our direction and work towards something that is good or we can fall harmfully into some bad and destructive ways.

2) Everything has an antidote.  While we may not know the antidote at the time, generally everything has its corollary or opposite and we can find healing by moving towards that. 

3) The answers in life are not so far away. How much of a stretch is it to turned a clenched fist into an open hand or to quench ignorance with learning--these things are doable.

If we look at people and events at face value, it is easy as times to get angry and feel hatred at the corruption and injustices out there--but I believe, the key is to channel those feeling into something positive--into change and Tikkun Olam--"fixing the world". 

By channeling our feelings into constructive actions, then we are changing not just ourselves, but can have a broader influence--one deed at a time.  

(Source Graphic: Andy Blumenthal)

Poisons Anonymous

Adapt and Live!

The Times, They Are a-Changin' is a song by Bob Dylan (1964), it is also the reality of our times today, and how we react to all the change can make or break us.

Like with Agile Software Development, one of the main values is "responding to change over following a plan," to improve the success of software development, similarly in the world today, we need to be able to rapidly and flexibly respond to change in order to successfully compete.

Fast Company (February 2012) has two important articles on this topic--one is called "Generation Flux" and the other "The Four-Year Career."

Generation Flux is about how we are living in a time of "chaotic disruption" and that this is "born of technology and globalization." Generation Flux is a mindset of agility versus a demographic designation like Gen X or Y.

All around us we see the effects of this rapid change in terms of business models and leadership turned upside down, inside out, and sideways.

Recently, we have seen:

- Mainstay companies such as American Airlines and Hostess declare bankruptcy

- Some titans of the Fortune 500 companies ousted, including Carol Bartz of Yahoo, Leo Apotheker from HP to name just a few

- Others, like RIM and Netflix have fallen from grace and are struggling to regain their footwork--some will and some won't

At the same time, we have seen the ascension of companies like Apple, Google, Facebook, and Amazon becoming the "kings of the hill"--driven in part by their agility to get in and out of markets and products:

- In 2010, Google was getting out of China; today Google is expanding its presence once again. In addition, Google continues to start up or acquire and discontinue services regularly; just last year they closed Google Desktop developed in 2005, Google Health Service started in 2008, and Google Aardvark purchased in 2010 (and more)

- Amazon, once an online book and music retailer has now become the premier e-Commerce company as well as the No. 2 in tablets and in the top 3 in cloud computing.

- Apple was slick in developing the navigation wheel on the iPod only to get rid of it completely with the touch-screen of the iPad.

- Facebook continues to adapt to security and privacy concerns, but still has more to do, especially in terms of simplifying choices for their users.

According to Fast Company, to survive, we need to be profoundly agile and "embrace instability, that tolerates--and enjoys--recalibrating careers, business models, and assumptions." The article points out that this is just as Darwin has professed, ultimately it is the agile that will survive--not the strongest or smartest.

For organizations, change, agility and adaptability is the name of the game, and they are depending on petabytes of information and the business intelligence to make sense of it all to make the right decision every day.

For individuals, "the long career is dead" (U.S. workers have a medium job tenure of only 4.4 years and have an average of 11 different jobs over a lifetime) and "the quest for solid rules is pointless" (with automation and robotics atrophying low- and middle-skill jobs and part time, freelance, and contract work all on the rise). Now, in an agile marketplace, "career-vitality" or the continuous broadening of individual capabilities is encouraged and expected, and the "T-shaped" person with both depth or subject matter expertise as well as breadth in other areas in becoming more and more valued.

Moreover, hard skills are important, but social skills and emotional intelligence are critical to get along, share information, and collaborate with others.

Of course, not all change is good, and we need to speak up and influence the direction of it for the good, but in the end, standing still in the path of genuine progress is like standing in front of a speeding locative.

While the quiet and serenity of maintaining the status quo is often what feels most secure and comfortable in uncertain times, it may actually just be the forerunner to the death knell for your career and organization. There are no short-cuts to continuing to learn, explore, and grow as the world around us rapidly evolves.

Adapt and live or stagnate and die.

(Source Photo: here)

Adapt and Live!

Leadership, Beyond Brainwashing and Beatings

Leading by decree rather than merit usually means that the people are either beaten or brainwashed into submission--this is oddly reminiscent of the age-old question, which is mightier, the pen or the sword?

History is full of examples of tyrants, dictators, and monarchs (this goes for some bosses at work too) who take "the throne" putting anyone who opposes them to either be put to death or be "reeducated."

On one hand, the sword is straightforward though it comes in a thousand varieties--where those who oppose the ruler die:

- in open opposition on the battle field
- in public display in front of a firing squad, by hanging, or even by guillotine
- in more surreptitious ways such as with a knife in a back alley somewhere, languishing in a dungeon of old, thrown in a van from the streets with a hood over your head, or taken in the middle of the night never to be seen or heard from again, or even assassinated by anything from a well-placed bullet to a vial of radioactive poisoning

The sword of the dictator knows no mercy.

On the other hand, the pen is more shady and comes in but one form--where those who disagree with the power(s) that be are convinced to think otherwise. There are many examples from the gulag to the labor camp where reeducation, indoctrination, propaganda, brainwashing, hypnosis and other, harsher forms of mind control are employed.

As a child of Holocaust survivors, who lived through the Hitler rein of terror, I am keenly aware of the devastating impact that dictators can have by sword and by pen. Hitler (may his soul be cursed forever) used both to achieve and hold power, sending millions to die in concentration camps and brainwashing a generation of Germans into believing his rhetoric of hatred, superiority, and megalomaniac ideals for world domination.

This week, watching power pass in North Korea from father to son, now for a third generation gripping unto the leadership mantle there, the potential for abuse is certainly present, but there is certainly also the opportunity for positive change. It remains to be seen who this new leader really is and what he will stand for--especially since he is so young--only age 28 or 29.

Previously, I had read about the sword being used to hold unto power in that country with horrifying prison camps, such as the infamous Camp 22 with 50,000 prisoners (many of them political opponents) living under the most inhumane conditions.

This week, I watched on the news and YouTube, citizens apparently wailing over the death of their leader there--and I wondered with the people starving and living in one of the poorest and most isolated nations in the world, are they really that brainwashed to believe in the absolute greatness (almost like a deity) of their leader or was this whole display staged?

In 2010, the son, was given the rank of a 4-Star General--yet supposedly he doesn't have any military experience.

This week, in the son's first week in power, he was given the title "Outstanding Leader"--even before having the chance to lead.

Today, I read in the Wall Street Journal (23 December 2011) how the "Propaganda and Agitation" department there is working to "quickly bolster [the] new leader's legitimacy." According to the article, their responsibility is "for filing North Koreans' minds with awe, devotion, and unswerving respect for the dictatorial dynasty."

While propaganda and force can create yet another generation whose will is bent to serve its leader, my hope and prayer is that we have a possibility for a new way of thinking and leadership in North Korea, and in many other countries around the world today.

Wielding power can be an opportunity to show benevolence, encourage freedom, and win people over through the power of ideas rather than by physical or mental coercion.

(All opinions my own)

Leadership, Beyond Brainwashing and Beatings

Words Matter A Lot

This is a great video on the power of words, but also on the caring of one for another.

We can make a difference with our words!

Words can help and can hurt, they can pursuade and they can punish, but the most important thing is that we are responsible for how we use them.

While we can say we're sorry for hurtful words, they can never really be taken back (i.e. unspoken).

And just the opposite holds true as well--when we use words constructively, the impact for good reverberates.

I still hear the words of the most important people in my life guiding me, always.

Use your words with care, deference, ingenuity, and most important with kindness for others.

Words Matter A Lot

Dale Carnegie's Advice In The Age of Social Media

Dale Carnegie's book "How To Win Friends and Influence People" is a classic (1936) and has sold more than 16 million copies worldwide.

Carnegie was an expert in techniques for self improvement and he conducted corporate training to make people better with other people.

Dale Carnegie's focus on the human capital side of management was a breakthrough in his day when many other management gurus like Frederick Taylor, Henri Fayol, Edward Deming and others were focused on the maximizing the production side of management through time and motion studies, functional specialization, and quality management.

Carnegie recognized that to really get things done in the organization or out, first, we need to be able to get along with others--make friends and influence people.

His ideas are principles that are as true today in the age of social media and telework as in the days of line production.

Some examples and how these might apply today:

1) "Don't criticize, condem, or complain"--It's easy to put somebody or their ideas down, but it's infinitely more difficult to be constructive by offering alternatives or a better way. Today, we try to focus on contributing something positive and being solutions-oriented whether through crowdsourcing, answering questions where you are a subject matter expert, innovating improved business processes or technical solutions, or even just rating or liking what you think is a positive idea or share.

2) "Become genuinely interested in other people"--It's easy, especially today, to become self absorbed in the world of social media, putting out new pictures of yourself, slideshows from your work, videos of your doings, and newsflashes from every moment of your life, etc. However, as Carnegie would point out, this will not make you popular or influential. Rather, use the social web to learn about others, interact with them, and build relationships. In the end, it's not about you, but about building more "we" and "us".

3) "Begin with praise and honest appreciation"--I remember learning in one of the oodles of management and leadership classes that I have been fortunate to participate in that we should always sandwich criticism between two layers of praise. Unfortunately, the praise in this context is usually not of the highest quality and sincerity, or deeply felt. But today, in an age of social media, I think we are learning to all be more open and honest with each other. Heaping praise on people, products, and services that are outstanding and putting criticism where it is due to hold unscrupulous vendors and poor quality products to answer publicly online.

4) "Be sympathetic with the other person's ideas and desires"--It is not always easy to see things from some else's vantage point. We all walk in our own shoes and usually can't stand the smell of someones else's. But in the age of sharing and collaboration, it is not really enough to put your ideas out there and always be right; instead we need to look at things from multiple perspectives, vet ideas, put them to the test, let others improve upon them, and build a better "widget" or decision collaboratively. By sympathizing with where others are coming from and looking for the merits of their points of view and why it is important to them, we can better negotiate a solution that is a win-win for all.

In a sense, I think this is really what Dale Carnegie was trying to get across when it came to winning friends and influencing people, it's not creating a win for me, but about creating a win-win for each other, where we all walk away from the table feeling good that we were not only heard, but also understood and worked with. Then, we all own a piece of the solution; we have skin in the game, and we can work together to implement it as a team of one.

(Source Mind Map: here)

Dale Carnegie's Advice In The Age of Social Media

The Twitter Miracle

Twitter is a crazy thing--little blue birdie...tweet, tweet, tweet.

Why do we even do it (tweet)?

Here are the "4 Stages of Getting Twitter" (Credit: Andfaraway):

• Stage 1--It starts with utmost skepticism and even denigrating the tool (e.g. it's stupid, dumb, a time-waster...)

• Stage 2--Then it moves to well why don't I just try it and see what all the commotion is all about--maybe I'll like it?

• Stage 3--As the interaction with others (RT's, @'s and messages) start to flow, you have the ah ha moment--I can communicate with just about anyone, globally!

• Stage 4--I like this (can anyone say addiction!). I can share, collaborate, influence--way beyond my traditional boundaries. This is amazing--this is almost miraculous.

Here are some other things I like about Twitter:

1) Like a journal, it's a way to capture your thoughts, experiences, feelings, likes/dislikes. (One thing I don't like about Twitter is there is no good way that I know of to archive or print them--I hope they fix this, please).

2) Another thing about Twitter (and Blogger and Wikipedia for that matter)...I imagine sometimes that this is an incredible social time capsule (i.e. knowledge repository) that we are putting together (almost unknowingly) that will carry humankind forward past any future natural or man-made disasters. Years ago, people would bury a few mementos in a treasure chest or something, as a time capsule, and what a find this would be for people years later when they would open it up and learn firsthand what life was like "those days." Now, imagine the treasure trove of the exabytes of information contributed to by hundreds of millions people from around the world. What is also fascinating to me is that people contribute enormous amounts of their time and energy and all for free--hey, this is even less than what Amazon's Mechanical Turks could do this for! :-)

Clearly, people want to express themselves and connect with others--and social media gives ever new meaning to this beyond physical space and time.

The Twitter Miracle

Getting Out From Behind Closed Doors

One of the most important lifelines for a CIO or any executive is the communication from their people. That is why the best leaders go out of the way to meet and talk with their employees (as well as their customers, suppliers, partners, and other stakeholders).

Only when armed with good information from the people who know best—usually those on the front lines—can an executive make strategic plans and sound decisions to move the organization forward responsibly.

The best leaders regularly and genuinely connect with their people. Without this employer-employee connection, there are not only basic communication problems, but also trust and ultimately leadership issues. These issues present themselves for example, when employees are either afraid to communicate with their leadership or just feel it’s futile to do so.

Harvard Business Review, June 2010, has an article called “Debunking Four Myths About Employee Silence,” asserts that many employees actually hold back or “self-censure” and do not provide their bosses the information they really need. Further, futility, not fear is the predominant obstacle—holding back information is primarily due not to the commonly held belief that people are afraid of retribution for what they say, but rather because they feel a sense of futility in speaking their minds and so they just don’t.

Some interesting statistics from the annual Cornell National Social Survey on when employees hold back:

1) Withholding information is common across the board—“There is no statistically significant differences between workers of different genders, educations levels, or income levels in the likelihood of holding back because of fear or assumptions of futility.”

2) Speaking does not preclude withholding information—“Fully 42% of respondents report periodically speaking up but also withholding information when they feel they have nothing to gain—or something to lose.”

3) Employees hold back on information for day-to-day issues—“About 20% say a fear of consequences has led them to withhold suggestions for addressing ordinary problems and making improvements” (not just on more serious issues of illegal or unethical conduct).

The point is, listening to employees is not just a nice thing to do, but the intelligent way to run an organization.

Therefore, the way we treat our people is one of the most important determinants of our success as leaders.

As leaders, when it comes to communication and collaboration, we must ensure that feelings of fear and futility are banished from the organizations’ culture, so that employees feel it is worth it to tell us what’s going on. Ignorance is not bliss!

The way we do this is not by just paying lip service to “open door” policies and the like, but to listen thoroughly, communicate profusely, and work as a team taking all input as valuable to the final outcome.

People have got to feel that they can communicate openly and honestly and that they will be taken seriously—as long as it is done professionally and respectfully.

Of course, employees also have to understand that there is a time for input and debate and a time for decision-making and that the boss (as “the boss”) ultimately has the final say. But with a leader that is open to hearing from their people, and working with all input, there will be a better decision at the end of the deliberation for everyone.

And then, what separates the exceptional leaders from the ordinary is the follow through and results.

Getting Out From Behind Closed Doors

CIOs, Earning The Right To Peer Parity

There are a lot of jokes about being a CIO—it is one of the toughest professional level jobs and has a high turnover rate (average is barely 24 months according to Public CIO Magazine 2009)—hence the moniker “Career Is Over.”

Depending on the organization, CIO’s may be up against a host of daunting challenges—the fast pace of technological change, an organizational culture that can’t or doesn’t want to keep up, resource constraints, inflated expectations, vague requirements, and shifting priorities.

On top of these, the CIO is typically last in the executive pecking order, and so carries less authority than his/her peers. This is the subject of an article in the Wall Street Journal, 24 May 2010, called “Why CIOs Are Last Among Equals.”

According to the article, “most CIOs don’t have the broad business understanding, strategic vision and interpersonal skills that it takes to runs a company.”

The authors call out the following common CIO deficiencies:

1. Leadership—“Too many CIOs and IT managers fail to take the lead in determining how technology can help the company,” instead relying on those outside the IT department.
2. Strategic Thinking—“IT managers are seriously deficient in their knowledge of strategy,” most can’t articulate their organizations or IT’s strategy, “and (they) don’t appreciate the importance of strategy in guiding both long-term and short-term actions.”
3. Communication Skills—“IT people don’t communicate effectively due to the absence of good questioning, listening, and sales skills.”
4. Influence Skills—“Most CIOs are not good at marketing themselves and their IT organizations…[they] need to be out in front of every major technology, educating their senior corporate team on what it does and what it means for the company.”
5. Relationship Skills—“IT managers know what characterizes strong relationships, but lack the skills to build such relationships at work.”

While, of course, these deficiencies do not apply to all CIOs—i.e. they are generalities—they are indicative of where as a profession IT and leadership need to focus on and look for ongoing improvement.

Clearly, IT leaders must be not only experts in the technology and operations, but must become true strategic leaders of the organization, able to formulate a way-ahead, articulate it, build consensus around it, and drive it to a successful execution. Keeping the proverbial IT “lights on” is no longer a viable CIO option.

What got us into this situation?

In my opinion, the notion of promoting for technical skills alone is mistaken. Rather, we need a holistic approach that emphasizes what I call “The Total CIO,” which is broad-based and includes the people, process, AND technology skills to truly see the big picture, and know how to drive real change.

While technology operations is critical for keeping our organizations running, they must be supported by strategic IT functions, such as those that I have called for in “The CIO Support Services Framework” including: enterprise architecture, IT governance, project management, customer relationship management, IT security, and performance management.

I believe that the leadership skills of “The Total CIO” and the strategic support functions of “The CIO Support Services Framework” will drive us to successfully progress our organizations, “earn our daily keep,” and achieve the right to peer parity based on executive skills and competencies that are expected and necessary.

CIOs, Earning The Right To Peer Parity

Overvaluing the Outsider

Harvard Business Review (HBR), April 2010, has an article entitled “Envy At Work” by Menon and Thompson that describes research that shows that “people want to learn more about ideas that come from other companies than about ideas that originate in their own organizations.”

The reason that we value outside opinions over inside ones is that we fear elevating the person whose opinion we espouse. In other words, if we endorse an idea of a person in the organization, then we risk being seen as not only supporting the idea, but the person, and then having our power potentially being subsumed by that person.

The HBR article states: “When we copy an idea from an outsider, we’re seen as enterprising; when we borrow an idea from a colleague, we mark that person as an intellectual leader.”

This kind of thinking harms the organization. For rather than seeing our colleagues as teammates, we see them as competitors. We work against each other, rather than with each other. We spend our time and energy fighting each other for power, influence, resources, and rewards, instead of teaming to build a bigger pie where everyone benefits.

According to Menon and Thompson, “The dislike of learning from inside rivals has a high organizational price. Employees instead pursue external ideas that cost more both in time (which is often spent reinventing the wheel) and in money (if they hire consultants).”

I’m reminded of the saying, “You can’t be a prophet in your land,” which essentially translates to the idea that no matter how smart you are, people inside your own organization will generally not value your advice. Rather they will prefer to go outside and pay others to tell them the same thing that it cannot bear to hear from its own people.

Funny enough, I remember some consultants telling me a few years ago, “That’s what we get paid for, to tell you what you already know.”

Remember the famous line by Woody Allen, “I wouldn’t want to belong to a club that would have me as a member”? The flip side of this is that as soon as the organization brings you into their club, they have contempt for you because you are now one of them.

How do we understand the capability of some people to overcome their natural tendency toward envy and be open to learning from others inside the organization? More specifically, how do we as leaders create a culture where such learning is facilitated and becomes a normal part of life in the workplace?

One way to start is by benchmarking against other organizations that have been successful at this—“Most Admired Companies” like Goldman Sachs, Apple, Nike, and UPS. When one starts to do this, one sees that it comes down to a combination of self-confidence, lack of ego, putting the employees first, and deep commitment to a set of core values. It may not feel natural to do this at first – in a “dog-eat-dog” world, it is natural to fear losing one’s slice of the pie – but leaders who commit to this model can delegate, recognize, and reward their people without concern that they personally will lose something in the process.

The leader sets the tone, and when the tenor is “all for one and one for all,”— the organization and its people benefit and grow. This is something to be not only admired, but emulated.

Overvaluing the Outsider

Embracing Instability and Enterprise Architecture

Traditional management espouses that executives are supposed to develop a vision, chart a course for the organization, and guide it to that future destination. Moreover, everyone in the enterprise is supposed to pull together and sing off the same sheet of music, to make the vision succeed and become reality. However, new approaches to organizational management acknowledge that in today’s environment of rapid change and the many unknowns that abound, executives need to be far more flexible and adaptable, open to learning and feedback, and allow for greater individualism and creativity to succeed.

In the book Managing the Unknowable by Ralph Stacey, the author states that “by definition, innovative strategic directions take an organization into uncharted waters. It follows that no one can know the future destination of an innovative organization. Rather, that organization’s managers must create, invent, and discover their destination as they go.”

In an environment of rapid change, the leader’s role is not to rigidly control where the organization is going, but rather to create conditions that foster creativity and learning. In other words, leaders do not firmly set the direction and demand a “cohesive team” to support it, but rather they create conditions that encourage and promote people to “question everything and generate new perspectives through contention and conflict.” The organization is moved from "building on their strengths and merely adapting to existing market conditions, [to insted] they develop new strengths and at least partly create their own environments.”

An organization just sticking to what they do best and incrementally improving on that was long considered a strategy for organizational success; however, it is now understood as a recipe for disaster. “It is becoming clearer why so many organizations die young…they ‘stick to their knitting’ and do better and better what they already do well. When some more imaginative competitors come along and change the rules of the game, such over-adapted companies…cannot respond fast enough. The former source of competitive success becomes the reason for failure and the companies, like animals, become extinct.”

Organizations must be innovative and creative to succeed. “The ‘new science’ for business people is this: Organizations are feedback systems generating such complex behavior that cause-and-effect links are broken. Therefore, no individual can intend the future of that system or control its journey to that future. Instead what happens to an organization is created by and emerges from the self-organizing interactions between its people. Top managers cannot control this, but through their interventions, they powerfully influence this.

With the rapidly changing economic, political, social, and technological conditions in the world, “the future is inherently unpredictable.” To manage effectively then is not to set rigid plans and targets, but rather to more flexibly read, analyze, and adapt to the changes as they occur or as they can be forecast with reasonable certainly. “A ‘shared vision’ of a future state must be impossible to formulate, unless we believe in mystic insight.” “No person, no book, can prescribe systems, rules, policies, or methods that dependably will lead to success in innovative organizations. All managers can do it establish the conditions that enable groups of people to learn in each new situation what approaches are effective in handling it.”

For enterprise architecture, there are interesting implications from this management approach. Enterprise architects are responsible for developing the current and target architecture and transition plan. However, with the rapid pace of change and innovation and the unpredictability of things, we learn that “hard and fast” plans will not succeed, but rather EA plans and targets must remain guidelines only that are modified by learning and feedback and is response to the end-user (i.e User-centric). Secondly, EA should not become a hindrance to organizational innovation, creativity, and new paradigms for organizational success. EA needs to set standards and targets and develop plans and administer governance, but this must be done simultaneously with maintaining flexibility and harnessing innovation into a realtime EA as we go along. It’s not a rigid EA we need, but as one of my EA colleagues calls it, it’s an “agile EA”.

Embracing Instability and Enterprise Architecture