Feeling Empowered

 

"This is our job as leaders: to offer positive solutions and empower people. Our duty is to tackle our problems before they tackle us." ~ Paul Ryan

What is the value of a title that we bestow on someone?  If we are talking about olden times, if you were dubbed a knight, an earl, a baron, there would be some power, land and wealth that was associated with those titles.  At some point in time, the same could be said in a corporation’s organization chart.  If you were an AVP (Assistant Vice President), that position came with related responsibilities.  Supervisors, Managers, Directors, etc., all were appropriate rungs on a ladder that one climbed throughout their careers.  When I was an employee, I had a title and a pay designation that were not the same.  As a consultant, both earlier in my career and now, the titles have a different meaning in each company. 

To be fair, change in title does have a meaning within an organization, and can be a way to elevate employees with minimal dollar increases.  There are plenty of writings that discuss that most successful people are not motivated by chasing after bigger salaries.  It is the jobs (tasks) and challenges that cause us to “rise to the occasion” or cause us to be the exception and happily put out that extra effort that ends up distinguishing ourselves from others.  So, is the title enough to inspire others to make the leap in their engagement, output and involvement?  Or, do we need to empower the people with the new title, to challenge them, make them feel accountable and give them a sense of pride in ownership.  In other words, do we empower them with the responsibility that comes with that title?

All of us have worked with or alongside people that are happy to promote someone only to find out that we are now working for someone that is a “control freak”.  As managers or leaders, it is important to empower others as well as to delegate, promote their titles and provide positive feedback.  By giving a feeling of empowerment, you have the opportunity to make people feel they are:

• Included in the overall vision – nobody wants to just be a cog in the machinations of business, but instead understand where they fit into the bigger picture
• Part of the decisions – these are the decisions that can impact them directly, otherwise they go back to feeling like they have no say in their outcomes
• Included in various processes – inclusion in related areas broadens one’s sense of purpose and helps to not have a siloed view of the world
• Part of a team – everyone wants to feel that they are part of a group that can make a difference; can help with growth, provide personal motivation and a feeling of belonging
• A voice whose choices count – everyone has a voice and by allowing people to be heard will always help to provide new insights instead of keeping their ideas to themselves
• In control of what you have asked them to handle – a sense of ownership can lead to a pride in ones work and encourage them to take on other tasks.

Talk Too Much

I am sure that every ethnicity has a variation on the same joke…if you put # of [fill in the group] together in a room, you get # plus 2 opinions. 

In a recent meeting, there was a single, simple question asked and yet everyone felt the need to give an opinion.  There were only 2 or 3 possible responses to the question, but everyone felt obligated to provide an opinion, even though an overwhelming majority provided the same thoughts using almost the same words.  This caused what should have been a 10-minute conversation to last an hour.  Since some of the people in the group felt that they did give their opinion clearly the first (and second) time(s) that they spoke, and to clarify their positions, they repeated themselves again.  I have been in more meetings like this then I care to consider at this point. 

This goes back to a question I have pondered before – do we actually listen to what other people say?  I was taught years ago (I have forgotten the source) that most people, even in a one-on-one conversation, will be spending their time thinking about the next point, topic, or opinion they want to say without listening to the response, thought or opinion of the person talking to them.  I have been guilty of falling into this bad habit as well, usually in the heat of heavy, loud discussion, where I only want my point to be heard and to have my point of view to take precedent.    I have to literally take a step back, take a deep breath and remind myself that someone else is talking.  While I might want my opinion to be the take away, without listening to the people or persons that I am talking to, it is hard to communicate without hearing where their minds are at; Especially if they are making good points, or if they are the ones who are correct.

The ancient question is “Why do we have two ears and one mouth?”  Epictetus, a Greek philosopher who lived around 100 A.D., answered the question, “We have two ears and one mouth so that we can listen twice as much as we speak.”  Conversations, discussions, meetings, etc., all involve more than the self.  If so, Epictetus observation still holds true.  Sometimes, we have to fight our urges to be heard and listen, pay attention and respond accordingly…no matter what levels we live in, strata of society we move through or political leanings. 

Delegating

“The best way to ensure that something is done correctly is to do it myself.”  OK, raise your hand if you have heard someone say this.  Great, now keep your hand up if you have used this line before, and be honest.  As someone who has worked with teams, been a team member and a manager, I will admit to raising my hand for both of those questions.  There were many times earlier in my career where grabbing the task and putting together the action items were a choice.  I had yet to learn that by doing this I was minimizing the person I was grabbing from, putting myself in a position where I now was responsible, and most importantly, removed a learning opportunity to help better someone in terms of educating them and improving their skill sets. 

If I am a one-man shop, it is natural to take on all of the responsibilities, action all items and provide all of the feedback.  The “buck” has nowhere else to stop at.  When we are young, we learn that it is our responsibility to achieve, get those good grades and excel in our endeavors.  When we succeeded or failed, we became labeled by our outcome.  Realize that for many people, those labels had an impact on their mindset and followed them as they grew into adulthood.  If we fail, we do not want to fail again, while if we succeed, it has to be only our doing.  Coupled with a mindset of “It is up to me if it was meant to be,” we fall into doing things by ourselves.  For a company to grow, this mindset makes it difficult to move beyond a one-man operation or grow from a “Mom and Pop” shop.

 I have been working with teams for most of my working career.  The good thing about a team is that by working together, each having our own responsibilities, we can achieve more together than we would be able to do on our own.  This is a different mindset than laid out in the previous paragraph.  Have I ever worked with a team where there is someone with the “I can do this by myself” mindset?  Of course, and this can cause the team to not work together, demoralize the group and fall short of the goals.  In this example, the members of the team need to realize that roles have been delegated to the resource that the manager feels can best accomplish each of the tasks.

Related question – have I ever worked for someone who did not understand delegation?  Of course. In this example, the manager hogs all of the tasks and needs to remember that the roles delegated need to be done by the resource assigned.  This also has a huge impact on the development of the team members; By delegating and supporting each person, you empower them to think for themselves, allow for internal creativity to occur and build confidence in your teams.

Like so many of the things that we do, yes, this is a lot of work and something emerging managers need to remember and strive to get better at.  Delegating responsibilities to others is not an easy thing to do and is something that one has to learn to be comfortable doing. 

A Time of Opportunity

Thomas Edison once said, “Opportunity is missed by most people because it is dressed in overalls and looks like work.”  We are currently living in a time where most of us are home-bound due to Covid-19.  Thankfully, many of us are employed due to the wonders of modern technology.  There has been an uptick in the usage of Netflix, Hulu has offered free services and I have gotten notifications that some of the online games have added more functionality so that we have additional items to entertain us while we are home.  While I can easily agree that we need distractions (we always need these), the distractions should not become the norm and we need to remember that life around us does not stand still.

It is easy to attract people to things that require minimal effort.  Because of this, it can be easy to get lulled into this type of comfort zone.  Just because we are self-quarantined, anxious about direct human contact, or are really becoming homebodies, does not mean that we have to give up all opportunities.  We are bound within these four walls for today, but one day (or some time in the near future), we will be allowed to roam freely again.  Many people are saying that we will have to wait and see what we are allowed to do and when we will be able to do it.  With that mindset, the day we wake up and are once again allowed to “pass Go” will be the day that we are already behind.

Back to the quote from my fellow New Jerseyian, there is currently work that can be done.  While those of us who work in the world of projects, it is always good to know when the project is expected to go live.  However, if we lay out the expected tasks, we should have some idea how long tasks should take and when a viable date would be, barring any unexpected hiccups along the way (which most projects have).  Besides, after close to nine weeks being inside, it is healthy to have some goals to strive for, some projects to work on and something in the future to look forward to.  While it is easy to catch up on our shows, see the movies we never made it to and try the games that everyone talks about, now is the time to look for the opportunities.  Yes, it is dressed in overalls and looks like work, but it is better to don the garb and try your hand at the work rather than say, “I could have done that” after someone else beats you to it.

The Secret Sauce

My Mom had a lot of recipes that she wrote out, some were hand-me downs, others were ones that she picked up along the way.  It is fun to pull them out (when time allows) and to scan them for old favorites (I still cannot find her butterscotch brownies recipe).  And yes, there are recipes that have written out “a pinch of this”, “a dash of that” and a few that have items that are completely illegible.  There was an old recipe for a chicken and noodle dish that we enjoyed, that was never written down which my brothers and I remembered different pieces of.  Yes, my Mother (of blessed memory) seems to have kept some cooking secrets – in other words, the “secret sauce” in the kitchen, stayed with her.  Debbie and I tried to recreate this dish based the input from my brothers and me; we were close but knew something was missing.

The topic of secret sauce came up recently while I was teaching a training course for OneStream.  The class discussed how important training and user acceptance is.  There is an old saying that “confused people do nothing”.  In the business world, this would equate, when implementing new software, that confused people would tend to go back to their old, familiar habits.  I have seen where even with successful implementation (various software) and process improvement initiatives, people are still very reluctant to give up what they feel comfortable with.  This often leads to them pulling out the old spreadsheet to challenge the numbers presented.  While I will agree that during user acceptance testing, these spreadsheets are valuable in proving out new processes and system upgrades, but can be retired once testing is complete.  However, once we move past this, everyone forgets the drawbacks of manual processes – (1) they are manual and time consuming, and, (2) there is a risk for input errors leading to false results. 

Of course, there are the chances that like older recipes, past down through the generations, that all information will not be revealed, causing the old processes to appear suddenly.  I know we have all seen the person who has the printout in the back of their notebook – they crouch down during a meeting, thinking that no one sees them, bend the bottom half of the pages upward, peer down into their secret sauce and then point out that the new ways are wrong.  For most projects, putting in a new system, no matter how complex, is easy when compared to the task of acceptance.  This can take a long time due to people not wanting to step outside of their comfort zones.  Yes, it most likely will lead to better info, more efficient processes and better overall team performance.  This issue is that people have come to rely on what they know, cannot understand if it is not broken why fix it (and sometimes it is broken), and a feeling that they will become less valuable to the company. 

In the volunteer world…yup, it is the same.  Holding onto information, procrastination and throwing out irrelevant facts does help to deter movement.  Now that I am writing this, politics, governments, etc., seem to follow the same pattern.

In a world of food channels, websites and videos, it has become easier to find the recipes (i.e., solutions) more than ever before.  Whether my Mom had hidden any secret sauce from us or not, knowingly or unknowingly, whatever the ingredients, her food always had those special flavors and tastes we remember.  As we all move forward, it is important to remember what we had, keep the positive thoughts, and focus on how we move into the future.

Can You Spot the Leader?

Team Leader, Manager, Counselor, Head Usher, Supervisor, Chairman, Director, Vice President, President, Business Owner.  Here is a list of titles, that also represent roles or positions, where the person who carries that label must be able to work with others, lead, inspire, manage and assume certain responsibilities.  Within different groups or organizations, each of those roles who have different authorizations, capabilities and tasks that fall on the shoulders of that person.  “Why would you want that?” is a question I have heard, whether said directly to me or in regards to others. 

So, you want to be a leader?  That is something that is honorable to aspire towards.  “It looks easy” and “I can do what he/she does” are common phrases I have heard.  John C. Maxwell, leadership expert and author, once wrote that when he first took a leadership role (as a pastor), he thought that he could do what he wanted to and everyone would follow along because he was the leader.  When I was studying for my MBA, I took a management course and the professor made it clear that there are leaders who have a title and leaders who do not.  That was the topic that Robin Sharma, author and leadership expert, explored in his book, “Leading Without a Title.”  Leadership is a term, whether or not you have the title, that is defined by the Oxford Dictionary (from the website Lexico) as “The action of leading a group of people or an organization.”

Can you spot a leader?  Forbes identifies 11  traits of a powerful leader (from a March 22, 2017 posting) as: Having the ability to self-manage, Act Strategically, Being an Effective Communicator, Being Accountable and Responsible, Setting and Achieving Clear Goals, Vision for the Future, Manage Complexity, Fostering Creativity/Innovation, Team Building / Teamwork, Create Lasting Relationships, Ability to Learn.  That is certainly a long list, though it is pretty inclusive of a lot of vital traits.  We all know or have worked for people who have embodied many of these traits.  We all know or have worked with people who have embodied these traits but do not have a title.  As well, we also all know or have worked for people who have the title but none (or few) of the traits.

Do you have what it takes to be a leader?  Look at the list provided by the Forbes article.  It is easy to look in the mirror and see which traits the person staring back at you has.  And be honest with yourself!  Most of the items you might fall short on are learnable through personal development (classes, seminars and books).  Some institutions provide furthering education to learn these traits.  Some are a little more esoteric, such as having a vision for the future.  Another method of learning would be through experience – not everything will be successful, but each failure will teach you something that you can apply next time to become successful.  Remember the list at the top?  Those were some of the titles that I have been labeled with during the course of my life so far.  I still subscribe to the saying that leaders are readers and that to be a leader you have to be open to learn, listen and look for opportunities that benefit all.

Busy v Productivity

I have been hearing the word “busy” thrown around a lot lately.  It seems as if this word is very over used, whether I am hearing the word in general conversations, related to work, regarding personal lives, etc.  “You are so busy.”  “I am so busy that I do not have time for…”  “I like to keep busy.”  “They are really keeping me busy.”  I am sure that you can add a phrase or two to this list.  I do remember when I first started working, the term “busy work” was used.  This was not used as a positive term and signified giving somebody work so that they were occupied – a fancy phrase for shuffling paper. 

Does being busy mean that there is some type of result or output?  Or does “busy” mean the “busy work” of my past?  I decided that I should check with the dictionary and get a definition for the word “busy”.  Merriam-Webster defines “busy” as “engaged in action…full of activity.”  OK – between working fulltime, being president of a synagogue, being involved in my family, music, social life, etc., I can easily say that I fit the definition for “busy”.  Earlier in my career, I remember working with people who worked 9 to 5, knew the nightly television schedule, slept late on weekends and seemed to have no free time.  They said they were too busy for anything else.  This was while I was working fulltime, going to school at night and planning a wedding – who had time for television every night?

A number of years ago, I was introduced at work to Agile project management.  Not to go into details, but one of the methods they taught us was to set two-week goals and define the tasks that you can complete within that timeframe.  2 weeks = 80 working hours – time for meetings – time for “fire drills”.  That means that one’s productive time is probably closer to 50 hours a week.  I used to sit in the planning session and the participants would minimize the time for each task and load up the activities; in other words, they wanted to look busy.  The problem is that nothing would finish and they were not productive.

Merriam-Webster’s definition of “productive” is “Yielding results, benefits or profit.”

There is the old saying in geometry, all squares are rectangles, but not all rectangles are squares.  The basic definition of a rectangle is that opposite sides are parallel, the same length and it has only right angles.  A square’s definition is the same, with the only difference that the length of all sides is the same; so, by definition all squares are rectangles.  Using the same thinking, productive people can be busy, but not all busy people are productive.  So, if I go back to my busy list – am I being productive? 

·         Fulltime Work – Am I adding value to the company I work for and my clients?

·         Synagogue President – Are there results / new initiatives generated?

·         Family – Is the time spent together meaningful (quality over quantity) and will create lasting memories?

These are the questions that we all should be asking to make sure that we all live up to the potentials that we have each been given in order to best utilize our time while walking this planet (or any future planet).  I am thinking that we should minimize our use of the word “busy” and increase the use of the word “productive”.  This way, when someone talks about their output, we know that they are filling their time meaningfully and not just shuffling paper.

A Fresh Start

Day one…a New Year, a new month and a new job.  Change happens and it is real.  The last time that I changed the company I was working for was 16 years ago.  In 33 years in the work force, I have elected to change companies 3 times and was laid off once prior to 2018.  The difference this time around was that I was in control of the decision (sign of maturity?) and approached the company that I want to work for, where I felt that I can add value and be a helpful resource for them.

Am I nervous about the change?  Yes.  Something new, starting over and making a change are a tall order.  I have to confess that I was comfortable working at ITG; I knew the ropes and was a seasoned veteran there which provided an immense feeling of belonging, knowing fully what I could do and to some extent, steer my own course.  Without stepping outside of my comfort zone, nothing for me will change, nothing for me will grow and nothing new will come my way.  A step in personal growth and self-development is realizing that change is needed and it is up to me to make the choices to ensure that I am personally challenged, have the opportunities to develop / gain new skills and put myself in a position to help others achieve their goals.  And for that, I am more excited than nervous.

The company that I am going to work for is CompIntelligence, a provider of enterprise performance management and equity compensation services, to work on helping to train and manage projects implementing OneStream Software, a rapidly growing CPM (Corporate Performance Management) software.  Having been involved with the software from a user implementation perspective, I am excited to help “spread the word” on this fantastic product that stands head and shoulders over the previously implemented software.  I was excited when I first saw the demo of this new company’s software, had a great implementation experience (to view my testimonial: https://www.onestreamsoftware.com/success-stories/itg ) and believed in being part of the vision. 

Each year, we are supposed to step back, evaluate how we did in the past year and set down where we would like to move towards in the new year ahead.  2018 held some great things for me and by making a change in companies to start the new year, I have automatically set in motion goals for 2019.  Make wise choices in this new year, set my sights firmly on where I am heading and remain persistent and consistent to attaining them.  May this year be the best year yet!

…And It’s Time to Say Goodbye

Saying goodbye can be one of the hardest things to do; Especially after you have been someplace for a long time.  Let us face it, change of any sort is not easy, even coming from someone who talks about change, works with change and understands the benefits of change.  No matter how difficult the decision might be and the emotional feelings surrounding that decision, sometimes it is time for a change.  The truth is, it is better to be the one who decides the change than to have the change occur and wonder what happened.  It is always good to move the cheese rather than to wonder who moved it.

For me, I am leaving the company that I have worked at for 16 years – 5 and a half as a consultant and 10 and a half as an employee.  It has been a “good gig.”  I had some goals that I was striving for, some projects that I wanted to achieve and to help the users I worked with move towards better systems.  After 16 years, it is time to strive for new goals, face new challenges and help other people / companies achieve their goals.  I leave on a high note, successfully completing my last international project.  Some of the highlights during my time at ITG:

·        I worked with some good people and made new friends

·        I reached some personal achievements / goals

·        I completely revamped the internal financial systems by implementing world class software

·        I managed international project teams

·        I worked with quality third party partners

As timing is everything, it is fitting that this happens in December.  We have reached the end of the year.  A year filled with many good things and accomplishments.  And as always, whether planned or not, changes occurred.  In the middle of the year, I was elected the president of my synagogue, which has had its challenges and has been exciting thus far.  By moving on from ITG, I know that there will be challenges ahead, but what better way to end the year with the expectation of the next journey ahead, the new opportunities and the excitement of something new. 

2018 has been a good year.  I hope that you all enter into 2019 looking forward to attaining your goals and dreams in the new year.  Happy New Year!

We Are Going Live!

After doing project-related work for nearly 25 years, having a project “Go Live” is still a great feeling!  Yes, there are associated risks.  Yes, there are certain stresses related to change and moving outside our comfort zones.  Yes, sometimes the projects were pushed on people as opposed to being asked for.  And, yes, even if there is complaining during the project, the fears and concerns preceding the all-important “Go Live” date are forgotten as the new “thing” becomes part of the fabric of life.  In many cases, those who complained of the old way, tend to migrate the complaints over to the new way.

When I started working at the company I am currently at, it was to implement a global ERP (Enterprise Resource Planning) so that the “world of Finance” could be on the same platform, speak the same language and have the ability to support one another no matter where they were located.  Migrating different regions, with different software, with completely different processes is never an easy task.  Projects of such a large size must be done in phases, with one overriding plan on how to proceed.  Translation: The project would be a multi-year project from beginning to end. 

Years ago, I worked for a company that was bought by Merck & Co.  Merck was an interesting place, in that, they actually had a project based organization structure.  This meant that for a large project, you were plucked from your current project and dedicated 100% to this new project, with its own project organization.  The benefit is that your focus is on the project with a team of the same goals.  This was definitely a unique learning experience. Project life afterwards meant that daily activities sometimes had the priority, other responsibilities come your way and other projects with a higher priority push off current projects.

Managing projects of this nature requires patience.  In a go-go society, instant gratification and quick turn arounds have been an expected norm, regardless of the reality of what is before us.  It is important in managing any project that communications in regards to the timelines, the impact / changes to a project and identification of external factors that effect a project occur.  When the moment of the “Go Live” is right in front of us, it is normal to ask, “what did we miss.”  No project ends at “Go Live,” but the project continues until a short time later, miraculously, “things” return to normal, as if there was never that tense period where we push back from change.  Remember, always congratulate and thank your teams for the work they did, for it is their effort, their stress and their expectations that make or break the acceptance of the “Go Live.” 

Personal Return on Investment

When presenting a potential project, in terms of budgeting, it is important to include the return on the investment (ROI).  From a simplistic point of view, that would mean showing the point in time where the cost of the new project would meet the costs by making no changes and keeping things the same.  Or, better put, the time when I would realize the breakeven point.   Afterwards, the dollar saving would be realized from that point forward.  To provide a more inclusive analysis, you would need to include the “softer” components, such as work time to complete the related tasks (time savings), the speed at which results are seen / reported on (shortening deliverable dates) and better utilization of systems (efficiencies).  This is part of the world of Project Management.  Do we ever extend that thinking to our personal lives?  Do we evaluate the investment we put into something (time, effort, sacrifices) versus the return on that investment (personal challenges, personal development, sense of accomplishment)?

I remember when we were shopping for colleges with Gab, one of the guys at one of the schools brought this subject up.  “Your son or daughter will be going to school for four years,” he started, “by the time they have completed the education and you have either spent the money or you have to pay back the large loans, is the education worth it?  If you spend $200K for school to have your child earn $30K a year, did you get the value, or did you just spend too much.”  Very good words, because at that time, we were shell shocked by the cost of education, and education is something that we value very highly.

We figure out our own personal ROI for most things, even though we do not realize it.  My golf game has MAJOR room for improvement.  Is it worth the time and money to hire a pro to take lessons?  Since I played only a handful of times last year and will be lucky to play once or twice this year – no.  Last year I picked up the banjo, should I take some lessons to improve my playing?  I am fairly good at picking up the basics of instruments and there is a lot to learn from on YouTube – no.  Attending a seminar / on-line course related to personal development or one’s career?  Sometimes, even if we are on the right path, re-enforcement is good and the opportunity to learn something useful has longer benefits – yes.

Does this mean that I have always thought in terms of this?  That would be a no.  Like anyone else, there are times where I got caught up in the moment, thought I was doing the right thing, or threw caution into the wind.  However, in each case, there was always a lesson learned.  Unfortunately, we need to stumble before we can straighten out and move forward.  Through these lessons, we learn to better evaluate what lies before us and make a better determination as to determining our personal ROI.

Poised for Success

“Don’t let your past dictate your future.” ~ Bill Johnson

“Don't worry about yesterday it ended last night at midnight.” ~ John C Maxwell

Whenever I am involved in a project, I start by doing an analysis.  The analysis is to understand where we are, to define where we want to be, and then to determine how to get there.  When I first started consulting, I was taught that the customers will always ask for the world; consultants temper that with what is reasonable to deliver, then you meet somewhere in the middle.  The unique thing about consulting is that you go in with a single purpose, start at a single date and you look forward towards the goal. 

How many times have we heard “We have tried that before,” “After X years, nothing has changed,” or, “You need to understand the history”?  Any new ideas or projects always gets some sort of push back,  generally, due to the fear of change.  However, there are some people who look towards the past and determine the potential future by past failures.  In the first case, the fear is due to comfort while the second is justified by past events.    

Many thought leaders talk about having the BIG GOAL, but stress striving for the smaller objectives.  The understanding is that small change over time has a big impact.  To succeed, one needs to look forward towards the horizon, as opposed to looking back from where they came.  The past may hold lessons, but the conditions most likely have changed, the people involved are of a different mindset and the need for a new goal has dictated the choices.  As Jim Rohn famously said, "It is the set of the sails, not the direction of the wind that determines which way we will go."

Someone recently pointed out that a certain group, when talking about moving forward, always start off talking about the “Good Old Days.”  The comment by this person was, “They seem to forget the struggle and pain involved to create those good old days.”  We are good at minimizing unhappy events in favor of the happy ones.  In any venture, however, as we poise ourselves for success, we have the clear choice to look backwards in time or to set our sails and face forward to the future ahead.