Thursday, March 28, 2024

High performing teams

Otmar Szafnauer


Recently, I caught a great quote from watching Formula 1 Drive to Survive.

The 2023 Team Principal of the Alpine team, Otmar Szafnauer said:
Species that collaborate survive, species that are selfish go extinct. High performing teams are the same. If you get it wrong it bites you.

Sunday, March 24, 2024

Over the mountain watching the watcher, breaking the darkness (Pink Floyd)

Photo by Oscar Keys on Unsplash


As regular readers of my bogs know, I'm a fanboy for the stoics, so this post from Seth Godin resonated with me.
It’s honest when we acknowledge that just about everything is out of our control. We can work to influence it, we can practice accepting it, but any time we’re engaging with others or with the future, we’re not completely in charge.

Control is elusive. If we accept the parts that are out of our hands, we can focus on the elements where we have leverage and influence instead.
Even that, to my mind, is illusionary. The only control I have, and I firmly believe this, is how I internally deal with the thirst to control from others.

Tuesday, March 19, 2024

The way to get started is to quit talking and begin doing (Walt Disney)



I love this from Seth Godin:

Learning is about becoming incompetent on our way to getting better.

If you’re not open to the tension that is caused by knowing you could do better, it’s unlikely you’re willing to do the work to get better. As you’re doing that work, there’s the satisfaction it brings, but also the knowledge that just a moment ago, you weren’t any good.

Thursday, March 14, 2024

Just like a rainbow you know you set me free, and I just can't get enough (Depeche Mode)

Photo by Sierra Koder on Unsplash


James Whatley recently posited some interesting thoughts about leadership on his newsletter about trust and empowerment. He also discusses accountability and being vulnerable. 

These are important concepts and worthy of investigation, as he does in his newsletter.

I'm going to be quoting from his thoughts a lot in this post. 

The salient points:

TRUST & EMPOWERMENT
This is something that is important to helping people feel - to put it frankly - like adults. The opposite of command & control. The opposite of micromanagement.

Trust & empowerment is the demonstration of the vision and key values that you as a leader have laid out for everyone to work within. Trusting others to not simply get a job done but also do so with care and consideration of themselves and those around them. To me this is part of the overall job around motivation. You're saying: 'I trust you. I think you can do this. And I trust you to figure this out'.

PSYCHOLOGICAL SAFETY
HBR defines Psychological Safety as 'a shared belief held by members of a team that it’s OK to take risks, to express their ideas and concerns, to speak up with questions, and to admit mistakes — all without fear of negative consequences'.

There's no point entrusting and empowering people if they then don't feel safe to put forward opinion, test new concepts and maybe even get things wrong.

VULNERABILITY
In BrenĂ© Brown's now legendary TED talk 'the power of vulnerability', Brown states 'Our job is to look and say, “You know what? You’re imperfect, and you’re wired for struggle, but you are worthy of love and belonging.”'

ACCOUNTABILITY
 
 
Again, these things are linked. Taking ownership is a big deal. Being a leader that is able to say: 'Yes, that was my fault. I could've done that better. I wasn't clear in how I communicated that. How can I improve? How I can support you better?' - that's accountability.

A just culture means that when things go wrong you say 'What went wrong and how can we improve?' over and above 'Who did this?' which, in turn creates a culture of blame.

Blame cultures are well known for creating toxic working environments; they erode employee mental health, instill an underlying inertia in employees' ability to make decisions (due to a fear of getting the slightest thing wrong) and end up stifling, or all out killing, productivity.

Sunday, March 10, 2024

My weariness amazes me, I am branded on my feet (Bob Dylan)

Photo by Danny Lines on Unsplash


Elizabeth Gilbert (author of Big Magic) on the secret to time management:
“You should know by this point in your life what time of day you’re ‘good' — like what time of day is your brain at its best. Because the reality is we all get, maybe, two good hours a day where we actually feel awake and alert.

“And the big, important question is: Who currently gets that time from you. The best time from your brain every day—who or what currently gets that? And would you be willing to take it back so that it’s yours and then give the world the ‘second-rate' version of you (which is the other 22 hours of the day)…”
My two good hours usually come early. I'm an early riser, and by the time I get to school it's about 6.45am.

From then to 8.45am I'm at my two hour peak.

By 3.oopm I'm done. I certainly can't think too well after 4.00pm.

Unfortunately, this is the time when after school meetings are  scheduled. Mondays and Fridays are the worst.

Luckily, we finish earlier on a Wednesday afternoon to allow for some professional learning. This is doable, usually.

Tuesday, March 5, 2024

Connection, I just can't make no connection (The Rolling Stones)

Photo by Bruno Figueiredo on Unsplash


On average, I would have a couple of on-line meetings each day Monday to Friday. 

Seth Godin makes an interesting point about the cons of on-line meetings.

  • Limits options for engagement
  • Engagement can be less meaningful 
  • More difficult to read body language and ensure participants are engaged
  • Technical difficulties can impact the quality  
His point is that it doesn't have to be this way.  As he says - If, even once, you’ve had a virtual meeting that engaged you and made you feel connected to someone else, then it’s clearly possible.

The challenge for whoever is running the meeting is to have it happen more often. Seth again - Lazy simulations of in-person meetings are not a worthy substitute.

Thursday, February 29, 2024

We have to try and get a little stronger, Lord knows we do, with each and every day (War)

Photo by Elena Mozhvilo on Unsplash


Recently, Thomas Oppong posted on the benefits of using to-do lists. In fact, he advocates two to-do lists - a daily list and a master list.
Thomas: Move at most 5 things you HAVE or NEED to get done in a single workday to the daily list and focus on checking those off for the day: nothing more.

You can always add more to the daily list once they’ve been done.

The tasks on your daily list are the only thing that deserves your focus for the day — they are your high-priority or daily highlights.
These high priority items sound like urgent important tasks (as Stephen Covey labels them).

I do this and pretty much spend every day dealing with urgent important items on my list. Lately, it seems that every time I open my emails there is at least one urgent important thing for me to action. These mount up quickly.

Therefore, I often have little time for the not urgent but important items and not many people ever think their task is not important, otherwise they wouldn't send them out.

It's a dilly of a pickle.