Stop The Excuses

Change is hard, but often necessary.

As they say, "adapt or die." 

Of course, you can change when you stop:

1. Procrastinating
2. Being lazy
3. Accepting the status quo
4. Making excuses 

Take control of your life: change yourself before life bites back at you (and maybe hard).

We've got to slay our own demons not only outside, but inside. ;-)

(Credit Photo: Andy Blumenthal)

Stop The Excuses

Change Everybody Loves To Hate

I thought this saying from a colleague was really astute.

"Everybody hates the status quo 

but nobody wants to change."

How's that for a conundrum. 

The question is are we more unhappy with the dysfunctional way things are or are we more afraid to make the necessary changes in our life?

I think that when the pain and dysfunction of the status quo are greater than the fear and inconvenience of changing, only then will people quite resisting and adapt to the new reality. 

Welcome to change!  ;-)

(Source Graphic: Andy Blumenthal)

Change Everybody Loves To Hate

Walking Tall Again

CNN has a video out today on this amazing new technology for paraplegics. 

It is a miraculous robotic exoskeleton called the ReWalk by Argo Medical Technologies in Israel. 

The inventor, Dr. Amit Goffer, is himself quadriplegic and asked a simple question, "Why is a wheelchair the only answer for those with spinal injuries?"

He challenged the status quo and now there is a way for paralyzed people to stand and walk again. 

I choose this video for the blog, because I found it so immensely inspiring to see someone previously wheelchair-bound participating in a marathon in Tel Aviv this year. 

The ReWalk is strapped on and has motorized joints and sensors and a battery pack. 

When combined with some braces, a person has mobility again on their feet!

I cried when I saw the patient, Radi Kaiuf go over the finish line after walking 10 kilometers with the ReWalk and everyone, including the children on the sidelines, cheering for him.

Congratulation to all the researchers from the Technion University who helped make this a reality--hopefully people around the world, who are in are in need, will be able to benefit in the future and walk again. 

Truly, mobility is life! ;-)

Walking Tall Again

The Status Quo, No!

Two more articles, this time in Fast Company (Sept 2013) are pointing to the unhappiness of people and the desire to change things.

The first "You Sign, Companies Listen," about Change.org, "the world's petition platform" that now has 40 million users launching as many as 1,000 petitions a day.  Now the site is allowing organizations to respond to petitions publicly and also has a "Decision Maker page," which shows organizations all the petitions against them. 

Change.org focuses on "personal issues with achievable solutions," especially personal stories of injustice. The site is about a carrot and stick approach. Organizations can choose to listen and respond positively to their constituents legitimate issues or "there is a stick" if they don't engage with the hundreds of thousands and millions of petitioners. 

A second article, "Not Kidding Around," about DoSomething.org, which "spearheads national campaigns" for young people interested in social change. Their values are optimism for a sense of hope, rebellion meaning the rules are broken and needs to be rewritten, and empathy to feel others pain so we can change things for the better. 

There is a notion here that the youngsters "have no faith that Washington politicians can solve this problem." These kids feel that "the world is in the shitter" and they want to help create social change. 

It is interesting to me that despite our immense wealth and technological advances or maybe in some cases because of it--creating a materialistic, self-based society--that people are disillusioned and looking to restore meaning, purpose, and social justice.

Things have got to mean more than just getting the latest gadget, blurbing about what you had for lunch on twitter, or accumulating material things (homes, cars, vacations, clothes, shoes, bags, and more). 

People can't live on materialism alone, but are seeking a deeper connection with G-d and the universe--to make peace with our creator and with each other and create a better world where we are elevated for helping others, rather than just taking for ourselves. 

(Source Photo: Andy Blumenthal)

The Status Quo, No!

Go Safe or Go For It?

I came away with some thoughts on risk taking watching this scene from the movie "Lies and Alibis."

The girl says: "Simple is boring."
The guy answers: "Boring is safe."
The girl responds: "Safe is for old people."

(Note: nothing personal here to the elderly. Also, hope I didn't get the who said which thing wrong, but the point is the same.)

Take-a-way: Very often in life we aren't sure whether to take a risk or not. Is it worth it or is it reckless? And we have to weigh the pros and cons, carefully!

- We have to ask ourselves, where's the risk and where's the reward?

We have to decide whether we want to try something new and accept the potential risk or stay stable and go safe with the status quo that we already know.

At times, staying with a bad status quo can be the more risky proposition and change the safer option--so it all depends on the situation. 

- We also have to look at our capabilities to take chances: 

For example, in terms of age appropriateness--it can be argued that younger people can take more risk, because they have more time to recover in life, should the situation go bad. 

At the same time, older people may have more of a foundation (financial savings, built-up experience and education, and a life-long reputation) to take more chances--they have a cushion to fall back on, if necessary. 

- In the end, we have to know our own level of risk tolerance and have a sense of clarity as to what we are looking for and the value of it, as well as the odds for success and failure.

It's a very personal calculation and the rewards or losses are yours for the taking. Make sure you are ready to accept them!

Finally--always, always, always have a plan B. ;-)

(Source Photo: Andy Blumenthal)

Go Safe or Go For It?

Smart Cats Aren't Afraid to Innovate

It's really hypocritical that on one hand we put innovation on a pedestal, but on the other hand, we tend to nix new ideas. 

The Atlantic (July/August 2012) has an article called "Let's Cool It With the Big Ideas."

The author, P.J. O'Rourke, rails against innovation, saying: "I don't have a big idea, and I don't want one. I don't like big ideas."

Let's just say this article by O'Rourke proves his point and not only about big ideas. 

Unfortunately, like O'Rourke, many in our society seem to have a love/hate relationship with innovation. 

We love new ideas when they work to our benefit--like having a smartphone perhaps--but we fear the worst about failing and people seem to loathe change of any kind until it's a "proven entity." 

Hence as O'Rourke points out the derogatory feelings and sayings about new, big ideas:

- What is the big idea?
- You and your bright ideas.
- Whose idea was this?
- Me and my big ideas.
- Don't get smart with me.

The last one is really the clincher with it all--without new ideas and the bravery to explore them, our "smarts" really do go out the window. 

This is reminiscent of when the great Library of Alexandria burnt to the ground almost 2,000 years ago, destroying many of the "new ideas" of the philosophers, scientists, mathematicians, poets, and playwrights of the time, leaving us for centuries stuck in the Dark Ages!

Sure, new ideas are threatening to old ways of thinking and doing things, but we are an evolving species--stagnation is death. 

According to Harvard Business Review (October 2010) in "How to Save Good Ideas"--a more enlightened article here, explains how to counter fearful and destructive people "who try to kill ideas" using "fear-mongering, delay, confusion, and ridicule."

Some of the suggestions to counter the naysayers:

- When they attack you for "dictating" a new idea--you can explain that there is a vetting process, but like with a train conductor, we need to provide direction for our people.
- When they say, no one else is doing this--for any new idea, someone has to be the first to try it, and we have the capacity to innovate and succeed.
- When they criticize your timing--acknowledge that you can't do everything and the poor projects should be weeded out, but promising new ventures should proceed.  

From a leadership perspective, we cannot shove new ideas down people's throats, but rather we need to explore ideas openly and honestly. Leaders should explain the imperative for change, explore organizational and market readiness, look at costs and benefits, mitigate risks, and help people in adopting and adapting to change--and this last one can be the most difficult. 

For those that are comfortable with the status quo or afraid of what change may mean to their jobs, status, and security--there are times, when reassuring and working together can move people and the organization forward, but there are also times, when perhaps the person-organizational fit may no longer be right, and it is time to part ways. 

The way we do things today--no matter how comfortable--is not the way we will always do them.  Times change, challenges build up, opportunities emerge, and as survivors, we either adapt or fade into the annals of history. 

"There is more than one way to skin a cat," but if we are cool to new ideas, the cat will most definitely get away from us--and it may be for good. 

(Source Photo: here with attribution to Ivo Kendra)

Smart Cats Aren't Afraid to Innovate

The Winning Move

My daughter sent me this amazing picture portraying how we can "think outside the box." 

How many of us would ever have envisioned this as a possible solution to this age-old children's game? 

Important lesson learned--it's okay to think differently, be creative, even change the rules when you can get a better result. 

Groupthink drives so much--too much--of what we do at work, politically, and more. 

Often, we can do better when we question the status quo and give things a fresh look--without the colored lens on of how things should be, have always been, or need to be done.

With the huge challenges we face as a nation and globally, we need to open ourselves to new solutions to old and emerging problems.  

Like a simple tick-tac-toe game, the winning move may simply be right outside the box. ;-)

(Source Photo: LOL Pics)

The Winning Move

Finding Better Ways

Saturday Night Live had a funny skit last week about people in the future looking back at us in 2012 as "digital pioneers"--and how silly many of the things we do today looks from the outside.
Here are some examples that may resonate with a lot of you:
- Driving--We drive 1-4 hours a day and "are okay with that."
- Email--We boot up our computers, go to the Internet, log unto to our accounts, and send an email and think that "was so easy, fast, and convenient."
- Clothing--We get dressed in underwear, shirts, pants, belt, socks, shoes, tie, and wrap it all under a jacket and feel that it's "not way too many pieces."
- Bathrooms--We have bathrooms in our homes and have it close to where we eat and that "seems smart to us."
There were other examples making fun of us eating fruits and vegetables, keeping domesticated animals in our homes, and thinking that living to the age of 91 is old.
While we don't know exactly what the future will look like, when we look at our lives today "under the microscope"--things really do sort of appear comical.
I believe that we really do need to look at ourselves--what we do, and how we do it--with fresh eyes--and ask why do we do that? And are there alternatives? Is there a better way?
Too often we believe that the way things are--"is simply it"--when if we would just think how this would look to someone 100 years from now, perhaps we would be quicker to open our eyes to other options and innovations.
It reminds me of the story in the Torah (Numbers 22) where Balaam is sent to curse the Jewish people but ends up blessing them. In this story the donkey that he is riding on refuses to proceed, because it sees an angel in front of them. Balaam does not see the angel and beats the donkey thinking that was the right thing to do. G-d then miraculously gives the donkey the power of speech and the donkey complains about the harsh treatment from Balaam, and G-d opens Balaam's eyes to see the angel, at which point he understands that the donkey really saved his life.
This Biblical story is similar to our lives where we go along sort of blind to the realities right in front of us, and not only that but we keep pushing forward along the very same route not seeing the obstacles or other alternatives that may be better for us.
While we (generally) don't have donkeys talking back to us with feedback or the ability to see angels, I think by sensitizing ourselves more, we can open ourselves up to question the status quo and break the paradigms that we just take as givens.
So when we do get to the next 100 years out--it'll truly be a lot better than today and without the traffic! ;-)

Finding Better Ways

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!

How To Brainstorm and Not Tempest

Thinking “out of the box” is fundamental to free us from the prevailing status quo. Brainstorming can enable us to tackle problems creatively and open up new possibilities for the future.

An Insight piece from Psychology Today (February 12010) called “[How To] Brainstorm” by ChiChi Madu points to some of the typical challenges with brainstorming and offers a new approach to it.

The challenge: “A typical brainstorming session can involve clashing personalities, uneven contributions, hurt egos, and hours of precious work-time wasted.”

When people come together to brainstorm, there are two things going on—one is the brainstorming and the other is the interaction between the people. And if the interaction is not collaborative and is dysfunctional because of the pervasiveness of functional silos, groupthink, competitiveness, or power politics, then the brainstorming and overall problem solving is going to suffer as a result.

Let’s face it, productivity is in large part of function of people’s ability to pull together rather than push apart!

A new approach: One way to work more collaboratively comes from an approach called “brainwriting,” by Peter Heslin. Brainwriting works as follows:

• Write—Everyone writes an idea, in a different color pen on a piece of paper and passes to the next person.
• React—Each person reacts to the idea they received and adds their own idea—“feeding off the others.”
• Review—Once the slips of paper have about five ideas, they move to the center of the table for “systematic consideration of each.”
• Select—Everybody lists their favorite ideas and the most popular ones are selected.

What is great about brainwriting is that everyone has a chance to contribute ideas, to have their ideas considered by others, and for them to consider the ideas of their peers carefully and thoughtfully. Moreover, brainwriting actually facilitates ideas to be incrementally built and improved on by having group members feed-off of the idea they received, rather than just hastily dismissing them or talking over others. Finally, since everyone has to put ideas and reactions to ideas down on paper, no one can just “sit it out” and not participate—and the more earnest the participation, the better the brainstorm will be.

People can innovate amazing things, solve problems, and really work together constructively when: the underlying process facilitates information exchange, collaboration, and the freedom to say what they really think. If we encourage and facilitate more brainwriting activity and other constructive engagement between people, we will be able to take on and resolve the ever larger and more challenging issues facing our organizations and society.

How To Brainstorm and Not Tempest

Breaking the Organization Free of Dysfunction

Recently, I read this amazing poem called "Autobiography in Five Short Chapters" by Portia Nelson (see below).

It's about the learning and healing process. It can apply to individuals as well as organizations.

It's about learning from our mistakes, growing from them and changing accordingly. This is one of the purposes of life.

All too often, we get stuck in a misguided way of thinking, a "bad" behavior, or in the case of an organization--a dysfunctional status quo.

But it is possible to break harmful paradigms and to change for the better.

Dysfunction is as much about habit and accepting the status quo as it is about the challenge of change.

But growing beyond the dysfunction is possible and rewarding.

Here are five lessons for organizational leaders from this poem:

1. Change is hard
2. Change is possible
3. Change is growth
4. Change is incremental
5. Change is healthy

And one for "good luck"...We don't change for change's sake, but to literally avoid the pitfalls that can sink us.

____________________________________

AUTOBIOGRAPHY IN FIVE SHORT CHAPTERS

By Portia Nelson

I

I walk down the street. There is a deep hole in the sidewalk I fall in. I am lost ... I am helpless. It isn't my fault. It takes me forever to find a way out.

II

I walk down the same street. There is a deep hole in the sidewalk. I pretend I don't see it. I fall in again. I can't believe I am in the same place but, it isn't my fault. It still takes a long time to get out.

III

I walk down the same street. There is a deep hole in the sidewalk. I see it is there. I still fall in ... it's a habit. my eyes are open I know where I am. It is my fault. I get out immediately.

IV

I walk down the same street. There is a deep hole in the sidewalk. I walk around it.

V

I walk down another street.

Breaking the Organization Free of Dysfunction

Change Agents--Poisoned or promoted?

Let’s fantasize for a moment about what it must be like to be an enterprise architect/change agent.

Here we go.

Our stereotypical organization, let’s call it ABC Company has a talented group of enterprise architects. They have worked hard, built partnerships, learnt the organization and its needs, and have done a remarkable job working with leadership, subject matter experts, and other stakeholders in identifying an accurate baseline, determining a promising target, and have helped the organization navigate a well thought out transition plan. The organization reaches its target—success—and the process continues.

Hooray for the architects. Praise and promotion be upon ABC company’s enterprise architects.

Wait. Not so fast. Let’s back up. Rewind and see what often really happens when architects or anyone else for that matter tries to change the status quo:

R—E—S—I—S—T—A—N—C—E!!

Research shows that change agents are often scorned by their organizations and their peers. In immature organizations that do not embrace constructive change, change agents like enterprise architects are often not looked upon favorably.

Remember what happened to Socrates more than two millennium ago (and countless others innovators, inventors, and thought leaders since)?

Strategy + Business Magazine, Issue 53, has an article called “Stand by Your Change Agent.”

The article states: “research shows that most transformation leaders go unpromoted, unrecognized, and unrewarded. And their companies suffer in the long run.”

In a study of 84 major change initiatives at Fortune 500 companies between 1995 and 2005, “some 70 percent of executives who led these major transformations went unrewarded or were sidelined, fired, or spurred to leave.”

Why are change agents treated adversely?

The research shows that “deep down, a great many people and organizations fear change. People do not like to move out of their comfort zones. Powerful institutional forces help maintain the status quo. In such companies, change simply has no constituency.”

In these change-averse organizations, change agents often “find their efforts impeded, undermined, or rejected outright. Change agents may also suffer from the delusion that others see the urgent need for action just as they do, and may be frustrated to discover how little key stakeholders care about the initiatives and outcomes they hold dear.”

What is the impact to companies that treat their change agents this way?

Both the companies and people suffer. Change initiatives remain unfinished. Investments do not see their payback. Highly talented change agents are lost. And worse, other potential leaders will think many times over before taking on a change effort that “could derail their careers.”

Well, which companies did best with change?

“Companies that scored highest in leadership development and embracing change were most likely to improve performance.”

The lesson is clear: If companies want to grow, mature, and improve performance, then they need leaders who are visionaries and change agents to step up to the plate.

Those organizations that recognize this truth will embrace their change agents—encourage, recognize, reward, promote, and retain them.

Talented and motivated change agents (like enterprise architects) are an organization’s best hope for innovation, energizing creative potential, and long-term organizational success.

Change Agents--Poisoned or promoted?