Top Twenty
This list of “success factors” emerged after-the-fact from an interview with a reporter from Moscow in preparation for a seminar I’m giving in Moscow in mid-November 2012. FYI:
Just one “secret” to innovation: It’s a messy world. We’re always operating half informed. Hence, “try more stuff than the other guy” and sort it out as you go forward is the best way to up success odds. (“Ready. Fire. Aim.”—Ross Perot)
Paradox: Superb quality is an absolute necessity, and it requires superb systems; but superb quality with the wrong product flunks. Hence one needs to be organized (quality) and disorganized (innovation) at the same time. (Axiom: Management is art, not science.)
Waste #1: “Great branding”/marketing can not overcome a lousy product—it is largely wasted. The product (innovative, attractive, of the highest quality) comes first—though excellence in product and marketing is indubitably required to achieve a smashing success.
Everywhere: “Excellence” in quality and design is not restricted to the “high end.” Both characteristics can be imbedded in lower-end products and services.
Iron law: All organizations get worse as they become more and more enormous. No cultural differences.
Iron law: Over the long haul, national success is largely built upon SMEs, with growth and innovation associated largely with a large population of vibrant midsized enterprises—Germany’s “Mittelstand” is exhibit #1.
Paradox: Hierarchy is dead. Long live hierarchy. New market requirements and new tools can dramatically reduce hierarchy. Still, I don’t want to drive across a bridge that didn’t have a “command and control” structure to sign off on safety.
But: Hierarchy is often necessary—but relentless hot war must be declared on bureaucracy “24/7.”
“New marketing techniques”: The newest marketing technique is the oldest marketing technique but remains “new” because it is seldom practiced with requisite intensity. Namely, get the hell out into the marketplace and listen & listen & listen to customers. Then listen some more.
Always #1: Any nation’s Olympic team is as good as its athletes. (Duh.) Exactly the same is true with any (as in any!) organization: Investment in and development of great people comes first and is the greatest sustaining differentiator!
Motivator #1: Treating people with respect is always the #1 motivational “tool.”
Why not business: In the army and in the theater and in sports, training is always Priority #1. Why not in business? No organization ever devoted too much effort to training!
Success “secret” #1: Work harder/much harder than the other guy/s. There’s more to it than hard work but hard work is the sine qua non. (Again: Think of the Olympics.)
Speed’s enabler: The #1 cause of delays is invariably lousy cross-functional communication—the product developers don’t talk to the logistics people who don’t talk to the sales people. Etc. Etc. Excellence in cross-functional communication must become a day-to-day top-management obsession.
New context, new leaders: Innovation (and execution) today is a collaborative process. Women are on average better leaders than men in collaborative situations. Men take to hierarchies—we invented ‘em. Women tend to lead more by inclusion rather than coercion.
Customer #1: In retail and in products designed for retail, she is the primary consumer. Company leadership and the product-service portfolio should mimic, more or less, this fact. (You heard it here 1st: Men and women are different.)
New context, new skills; The Age of Brawn is largely behind us. Brains and creativity and flexibility have come to the fore. Not only are our organizations unprepared—but our schools get it more or less exactly wrong 100% of the time.
Acceleration: Technological change is accelerating as never before. It is not an exaggeration to say that “all bets are off”; adaptability and renewal are imperative on a short cycle unimaginable only 10 or so years ago. (And we ain’t seen nothin’ yet.)
Mix it up: Company leaders tend to be look-alikes. Only (only!) diversity on any dimension you can name induces creativity over the long haul—from the boardroom to the front line.
“Sexy”: Clever strategies and exciting products are important, but superb execution invariably carries the day. Asked his #1 success “secret,” peerless hotelier Conrad Hilton replied, “Don’t forget to tuck the shower curtain into the bathtub.” Amen!
Thursday, November 08, 2012
Friday, October 05, 2012
Love The Unlovable!
Thoughts from the past...
Tell somebody you care, and how much they really mean to you. Let them know how they have changed your life.
If you have children, encourage them with love, and let them know they are a blessing to you.
If you live to make more money, get a (new) life!
If you aren't having fun doing your job, move on to something new.
Reward excellent failures. Punish mediocre successes - Tom Peters!
Embrace change and do all you can to expose unethical behavior.
Don't allow deadbeat managers and/or lazy executives to ruin your career or influence your project.
Gossiping is for children and old women. Don't be a part of the office gossip loop.
Great leaders with ethics and a solid morale center are rare. I have never met one; however I'm sure they exist. Seek them out with everything you have.
Executives have forgotten how to be leaders. Because of this, we have a 200 billion dollar trade deficit, stock option scandals, CEOs going to prison, massive layoffs, outsourcing to India, disloyal workers, and a plethora of corrupt politicians. Make sure before you go to work for an organization you know who is running the show.
Love the unlovable.
Be nutty at work. Somebody will appreciate the break in the monotony.
Find a manager in your company that is doing a bad job and ask them about the middle management shake up that is eminent. Walk away quickly before they can respond.
Look at yourself in the mirror closely for 60 seconds. Feel really bad that you look so old, then remember that life is precious and be thankful to God that tomorrow is a new day.
Challenge authority when it makes sense. Project managers can't be wimps.
Don't respect disrespectful people. Avoid them, workaround them, go through them. They are career killers.
If you like to solve problems and make a difference, work for a non-profit or charity.
Be a blessing to somebody.
Thanks for visiting
Saturday, September 22, 2012
The Dysfunctionals
When you go to meetings, pretend to listen then walk away and criticize those you just met with, that is dysfunction
When you pretend to trust others, but look for ways to poke holes in their beliefs, that is dysfunction
When you reward mediocrity…dysfunction
When you create something that has questionable value yet hold it up as something awesome….hyper-dysfunction
When you support and encourage weak "leaders" that cause upheaval and mayhem …you have dysfunction
When enterprise standards and processes are ignored…you guessed it…dysfunction
When commitments are made than ignored…yep…more dysfunction
When the people in ivory towers refuse to sit down with the commoners... dysfunction
When you reward your team for winning the silent “us vs. them” war… dysfunction is the winner (guess who is the loser)
When you allow a rogue manager to steamroll others inside and outside your department…you have dysfunction
When you treat your staff like mushrooms (leaving them in the dark)…you again have dysfunction
In closing…be real, be relevant, be a team player, and most of all be trustworthy. Nobody respects a talking head. You have to be visible, engaged and respected to be effective and relevant.
Remember, if you aren't visibile you aren't relevant and if you aren't relevant you aren't needed.
Friday, September 14, 2012
Visibility and Relevancy
More free advice and personal thoughts...
Never use fabrications, slander, and distortions to sell the value of your project
Never tear down another organization (or person) to build yours (yourself) up
If you aren't visible you aren't relevant. If you aren't relevant you aren't needed
Never pretend to be something that you are not. You can only fool another fool
Never be so cocky as to believe you have nothing to learn from others
If you haven’t learned from the mistakes of the past you are probably already repeating them
If you are not honest, ethical, and trustworthy you can’t be effective at anything except politics
Taking others people's ideas and repackaging them as your own is pathetic, dishonest, and just plain sad
The value of your project’s product can only be judged by end-users, not you
Your reputation is determined by others, not you
Product bells and whistles rarely add value. They usually end up in a product because the designer was lazy and without imagination.
Surround and marginalize your critics. Don't let them define who you are.
Beware of Project Snakes and Sharks. They can wear pants or skirts.
Saturday, August 25, 2012
Paradox of Our Time Reposted
I cited the wrong author in a previous post. This was written Dr. Bob Moorehead.
Geoge Carlin didn't write this and wasn't impressed when he read it. I like it!
The paradox of our time in history is that we have taller buildings but shorter tempers, wider freeways , but narrower viewpoints. We spend more, but have less, we buy more, but enjoy less. We have bigger houses and smaller families, more conveniences, but less time. We have more degrees but less sense, more knowledge, but less judgment, more experts, yet more problems, more medicine, but less wellness.
We drink too much, smoke too much, spend too recklessly, laugh too little, drive too fast, get too angry, stay up too late, get up too tired, read too little, watch TV too much, and pray too seldom.
We have multiplied our possessions, but reduced our values. We talk too much, love too seldom, and hate too often. We've learned how to make a living, but not a life. We've added years to life not life to years. We've been all the way to the moon and back, but have trouble crossing the street to meet a new neighbor.
We conquered outer space but not inner space. We've done larger things, but not better things. We've cleaned up the air, but polluted the soul. We've conquered the atom, but not our prejudice. We write more, but learn less. We plan more, but accomplish less.
We've learned to rush, but not to wait. We build more computers to hold more information, to produce more copies than ever, but we communicate less and less. These are the times of fast foods and slow digestion, big men and small character, steep profits and shallow relationships.
These are the days of two incomes but more divorce, fancier houses, but broken homes. These are days of quick trips, disposable diapers, throw away morality, one night stands, overweight bodies, and pills that do everything from cheer, to quiet, to kill.
It is a time when there is much in the showroom window and nothing in the stockroom."
Dr. Bob Moorehead, former pastor of Seattle's Overlake Christian Church
Geoge Carlin didn't write this and wasn't impressed when he read it. I like it!
The paradox of our time in history is that we have taller buildings but shorter tempers, wider freeways , but narrower viewpoints. We spend more, but have less, we buy more, but enjoy less. We have bigger houses and smaller families, more conveniences, but less time. We have more degrees but less sense, more knowledge, but less judgment, more experts, yet more problems, more medicine, but less wellness.
We drink too much, smoke too much, spend too recklessly, laugh too little, drive too fast, get too angry, stay up too late, get up too tired, read too little, watch TV too much, and pray too seldom.
We have multiplied our possessions, but reduced our values. We talk too much, love too seldom, and hate too often. We've learned how to make a living, but not a life. We've added years to life not life to years. We've been all the way to the moon and back, but have trouble crossing the street to meet a new neighbor.
We conquered outer space but not inner space. We've done larger things, but not better things. We've cleaned up the air, but polluted the soul. We've conquered the atom, but not our prejudice. We write more, but learn less. We plan more, but accomplish less.
We've learned to rush, but not to wait. We build more computers to hold more information, to produce more copies than ever, but we communicate less and less. These are the times of fast foods and slow digestion, big men and small character, steep profits and shallow relationships.
These are the days of two incomes but more divorce, fancier houses, but broken homes. These are days of quick trips, disposable diapers, throw away morality, one night stands, overweight bodies, and pills that do everything from cheer, to quiet, to kill.
It is a time when there is much in the showroom window and nothing in the stockroom."
Sunday, August 19, 2012
Project Team Needs
Project team members will perform at their peak when they:
Clearly understand and embrace the project's goals
Understand clearly the expectations put upon them
Understand how success will be measured
Understand the expectations of the project manager and sponsor
Believe their concerns will be listened to and addressed
Believe the project manager and sponsor are 100% committed to the success of the project
Understand that constructive, open, and free flowing communication is appreciated and welcome
Know they will be recognized and rewarded for their achievements!!!
Sunday, August 05, 2012
Project Sponsor Checklist
NOTE - I recently changed jobs and haven't taken the time to post to this blog. To all the people that visit here and support this blog, thank you. I will be posting more often in the future.
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Project Sponsor ChecklistIdentify the participants and their roles
Identify potential project team members as well as the major stakeholders. Keep in mind the project manager should have the final say as to the project core team members.
Assign an experienced project manager early
This Project Manager will make or break a project. Be sure the individual has the expertise to manage the project and works well with others. Don't hesitate to look at outside sources if a qualified project manager isn't available internally.
Assess the qualifications and experience of the project team members
Along with the project manager, initially assess the experience and character of potential team members. Keep in mind the importance of well-rounded team players, and their ability to work well with others.
Complete a high-level charter
A preliminary project charter with major milestones and project objectives should always be completed by the sponsor. After the charter is apporved and issued the sponsor can work with the project manager to identify some of the key tasks for each milestone. It is understood that this initial "plan" is only preliminary, and will be refined over time by the project manager as he works with the team.
Ensure an issues tracking system is put in place
Ensure the project manager develops a method to track all issues and their resolutions.
Ensure there are regular project progress meetings
Work with the project manager to ensure that regular status meetings are held with key stakeholders, the sponsor, and core project team members.
Setup a regular schedule for status reporting. Establish the criteria for regular status reports and the information they should contain.
Conduct a project kickoff meeting
Officially start the project with a meeting of all project stakeholders. The project manager and project team should be introduced, the milestones reviewed with estimated completion dates (dates at this point are just guesses), and expectations as to the level of participation and responsibility.