Software Engineering, Project Management, and Effectiveness
You can listen to the Expert Access Radio Interview on Getting Results the Agile Way. It’s available as a podcast and on iTunes.
I'm honored to be interviewed by Expert Access Radio on Getting Results the Agile Way.
Expert Access Radio is a weekly talk radio show that features live, in-depth interviews with business leaders and best-selling authors from around the world. Some of their featured guests include Guy Kawasaki, Robert Kiyosaki, and Steven Pressfield.
On the show, Jay McKeever and Steve Kayser have their guests share their ideas, information, insights and inspirational stories to help listeners in their life of business, or their business of life.
Adam Grocholski has a great post on timeboxing. In his post, he shares his secrets of how he’s applied Getting Results the Agile Way to take control of his time. One of my favorite parts is where he explains how he made a business case with his customers to spend less time in meetings, and more time producing results.
Check out Adam’s post on Timeboxing.
I love one-liners that really encapsulate ideas. A colleague asked me how work was going with some new projects spinning up and a new team. But she prefaced it with, “Your book is all about making sure your life energy is well spent. Are you finding that you are now spending your energy on the right things and with the right people?” (She was referring to my book, Getting Results the Agile Way.)
I thought was both a great way to frame the big idea of the book, and to ask a perfectly cutting question that cuts right through the thick of things, to the heart of things.
… Are you spending your life energy on the right things?
In the article, The Strategy Accelerator, Alfred Griffioen shares his thoughts on competitive monopoly and how the only way outperform your competitors is through differentiation.
“The question "how to be successful in the market" is among the most relevant for business economics, but only a few researchers and authors have formulated directive rather than descriptive answers. A better direction can be found in basic economy researchers: if you can differentiate yourself from the competitors, you have a sort of monopoly. In a monopoly you can choose your own price and quantity optimum on the demand curve. As soon as you encounter competitors, the power shifts to the customer: the price is set by the market and you can only follow. The only way outperform your competitors is through differentiation.”
I think Griffioen raises some good points and the best way to differentiate is by building a better brand for whoever you serve.
Your Outcome: Celebrate your personal victories for the week so far and set yourself up for success for today, and for the rest of the week.
Happy Hump Day!
Today is a great day to checkpoint your progress against your 3 outcomes for the week, and re-adjust if necessary.
But first, let's recap where we are so far:
What we’re doing to do now is check how we’re doing against the week. This may impact what we choose to focus on today.
For example, here is the list my 3 Wins for this week that I want to accomplish:
I’ve already achieved the first two outcomes. As far as #3, it’s starting to feel more like a stretch goal. I also underestimated how much further I need to take #1, as additional requirements start to come in. But the more important thing I note is that my backlog of administrative activities has really ballooned out of control to the point where I need to put a solid dent in it today.
The Agile part here is about always learning, adapting, and improving based on what you learn, and what you want to achieve within the time you and energy you have available.
Next, I take a look at my calendar, and I jot down a few of the key items that stand out. I have a presentation first thing in the morning, followed by a few key meetings, and a few sprinkled in the afternoon. I notice that I have a few open blocks of time where I can focus on some of my heavy lifting.
With that in mind, let me list out some of the key activities that I have for today:
- Present my summary and highlights of the Intellectual Property development effort for the past 1/2 year, and the plan for the next six months - Review the budget plan and projected spend - Create additional slides for the Devices and Services story - Help one of my mentees with their career planning and next immediate moves - Meet with leads from each of the partner teams to validate our initial plan - Set up a series of meetings for next week with colleagues in town from around the world - Get detailed feedback from the first wave of results from the off-shore development team - Create a plan for scaling the delivery and self-paced training across the organization - Hunt down a few colleagues that I need help on a few technical details and drill-downs
I have a lot to do, but it’s not about quantity. It’s about impact. And, I need a simple set of “tests for success for today.”
Here’s what I choose as my 3 Wins for today to help me stay on track:
My presentation is already scheduled, so all I’m going to do is show up with a simple message that I want people to take away. I have a few stories to share, and if people want details, I have more than enough, so I’m set there.
What I need to do to pull off my other two wins is dedicate a few of my open time blocks in the afternoon to really focus on them. To nail my administrative backlog, I’m going to do as many things in a batch as possible, while I have my “administrative hat” on.
To nail the Devices + Services story and integrate the feedback, I’ll need to use some of the time slices earlier in my day to do some initial preparation. I’ll also need to set expectations with my team that I’ll be heads down while I work through it.
If I achieve these 3 Wins, I’ll have significant progress, and I’ll be on track for the most important things. I still have a lot of heavy lifting, but at least I have clarity of what my most important outcomes are.
With this in mind, I try to get a clear and simple picture of my day. My morning will be about presenting and attending meetings. I’ll use lunch as a chance to play out some ideas on the Devices + Services story. Then, my afternoon will be about turning ideas into slides, and nailing my administrative backlog.
I can see it min mind. And, as the saying goes, “What the mind can conceive, the body can achieve.” But mostly I like the peace of mind that comes from having clarity on my priorities and having a simple picture of my day that I can use a baseline.
Will my day get messy? You bet. In fact, I expect the unexpected. But will I be able to roll with the punches? Yes, a lot better now that I have a map of my day, and I know that’s truly important. Now, I can deliberately trade up for new opportunities, or respond to challenges more effectively as they come my way.
Today is a big hump in the week.
But, through some quick and simple planning and map, I’m already on top of it.
Day 1 of 7 Days of Agile Results - Sunday (Getting Started)
Day 2 of 7 Days of Agile Results – Monday (Monday Vision)
Day 3 of 7 Days of Agile Results – Tuesday (Daily Outcomes)
I’m still learning about Satya Nadella, our new CEO at Microsoft (but a very seasoned Softie.)
He’s been around here a while, but I never really got to meet him.
So far, I really like his style. He’s a quiet leader. He focuses on three things that matter a lot to me:
So then, let’s invent the future together.
And, in an Enterprise Social world, that includes Softies working with fellow Softies, in a “One Microsoft” way, and it also, includes working with our customers to co-create our future.
Have you heard of the big rocks story? If not, the idea is that if you don't first make room for your big rocks, all the fillers of life will fill up your day for you.
Time management tips #6 is -- schedule the big rocks. If you don't have an appointment on your calendar for XYZ, it's not going to happen. If you don't have a recurring appointment called, "Write Your Book," it won't happen. If you don't have a recurring appointment called, "Workout," it won't happen.
Maybe you want to build an app to change the world. Do you have a recurring appointment on your calendar called, "Build an App to Change the World"? I know some people that do. And even if they don't change the world, they are making the time for it, and that's exactly the point.
You don't have time for this. You don't have time for that. You only have time for the things you make time for. Carve out time for what's important. Schedule it, and make it happen.
What are you making time for?
In 30 Days of Getting Results, you can use the time management exercises to Carve Out Time for What's Important and get exponential results on a daily and weekly basis. You can also find more time management tips in my book, Getting Results the Agile Way, and on Getting Results.com
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I now have a life hacks category on Sources of Insight. It includes strategies and tactics for hacking life and how to live a little better. It includes posts on life, life quotes, lessons learned in life, and what is the meaning of life.
My latest addition to my life hacks bucket is 37 Inspirational Quotes That Will Change Your Life (or at least your mind.)
There are more than 120 articles in the life hacks bucket as of today.
Where to start?
If you’re not sure where to start, start with That Moment Where the World Stops.
If you’re feeling ambitious then read 50 Life Hacks Your Future Self Will Thank You For.
If you want to dive deep, read Happy vs. Meaningful: Which Life Do You Want?
Enjoy and in the words of Bruce Lee, “It’s not the daily increase but daily decrease. Hack away at the unessential.”, and “Simplicity is the key to brilliance.”
What do Bill Gates, Steve Jobs, and Walt Disney teach us about building a culture of innovation?
I put together a comprehensive collection of innovation quotes. And by comprehensive, I mean more than 100 of the greatest thoughts on innovation, all at your finger tips. You’ll hear from Edison, Mozart, Michael Porter, Peter Drucker, Seth Godin, and more.
And, to make the innovation quotes more meaningful, I’ve grouped them into useful categories, so you can flip through the sections you care about the most. There’s a section on Action, Birthing Ideas, and Continuous Learning and Growth. You’ll also find a section on Fear and Failure. After all, success in innovation is often a numbers game. Remember what Edison taught us.
Just because it’s a comprehensive collection of innovation quotes, doesn’t mean it’s complete, or that it’s a done deal. There’s always room for improvement (and innovation.) So if you have some favorite innovation quotes that I’ve left out, please let me know. I want this collection to be truly insightful, and most importantly, actionable.
After all, what good are good ideas, if you can’t turn them into results.
And that’s the truth about innovation.
If you have an understanding of types of behavior change, you can design more effective software.
Software is a powerful way to change the world.
You can change the world with software, a behavior at a time.
Think of all the little addictive loops, that shape our habits and thoughts on a daily basis. We’re gradually being automated and programmed by the apps we use.
I’ve seen some people spiral down, a click, a status update, a notification, or a reminder at a time. I’ve seen others spiral up by using apps that teach them new habits, reinforce their good behaviors, and bring out their best.
To bottom line is, whether you are shaping software or using software on a regular basis, it helps to have a deep understanding of behavior change. You can use this know-how to change your personal habits, lead change management efforts, or build software that changes the world.
We know change is tough, and it’s a complicated topic, so where do you start?
A great place to start is to learn the 15 types of behavior change, thanks to Dr. BJ Fogg and his Fogg Behavior Grid. No worries. 15 sounds like a lot, but it’s actually easy once you understand the model behind it. It’s simple and intuitive.
The basic frame works like this. You figure out whether the behavior change is to do a new behavior, a familiar behavior, increase the behavior, decrease the behavior, or stop dong the behavior. Within that, you figure out the duration, as in, is this a one-time deal, or is it for a specific time period, or is it something you want to do permanently.
Here are some examples from Dr. BJ Fogg’s Behavior Grid:
Do New Behavior
Do Familiar Behavior
Stop Doing a Behavior
When you know the type of behavior change you’re trying to make, you can design more effective change strategies.
If you want to change the world, focus on changing behaviors. If you want to change your world, focus on changing your behaviors. (And, remember, thoughts are behaviors, too.)
This is a guest post by Stephen Kell on Value Realization and how it can help IT organizations stay relevant through changing times, as well as become a strategic partner within the organization. For background, Stephen is a Microsoft Enterprise Architect with extensive experience in Telecoms, Manufacturing, Financial Services and government sectors. Over the course of his career, he has played various roles including CTO, IT Director, Enterprise Architect, and Principal Consultant.
Without further ado, here’s Stephen on lessons learned in Value Realization …
During my time working within IT, I have found that business value is something that project teams worry about at the beginning of the project in order to justify initial investment but then is often forgotten as the project goes into the build and implementation phases. During these phases the emphasis is placed on the budget and timescales of the project. Scope changes are made to fit in with the budget and timescales without any thought as to the effect on the business value delivered. ‘On-time and on-budget’ is the project managers’ mantra whereas it should be ‘on-time, on-budget and business value delivered’.
This lack of emphasis on business value delivered gives the business the view that IT is a cost center which provides an essential service rather than seeing IT as a valued business partner. This view is reflected in the position of IT departments under the CFO rather than as a valued member of the board reporting into the CEO or even as part of a business strategy group. The way technical people tend to communicate does not help. Often there is a long explanation of the technical merits of a solution followed by ‘it will save the user 2 hours per day’. This is where value models come in which allow the conversation to have some structure in order to attract and hold the attention of the business community.
IT is so important to the business but they often get frustrated with the IT department’s perceived inability to deliver and thus set up their own Business Unit IT departments, side-lining the IT department to acting as the provider of infrastructure only. This trend was highlighted in the recent MIT CISR 2013 Annual Research Forum in Boston.
In order to be able to communicate the value of IT to the business, the CIO and his team need to know what the business values and how these are measured and reported:
How many people in the IT department know and understand the above value dimensions? Most of this information is readily available internally (and often externally). Taking time to understand what the organization values will mean that the IT department becomes much more relevant to the business and the business will start to listen and value the insights that the CIO and his team can bring, enabling them to be at the core of the decision making process and not side-lined.
By using value models the CIO can bring a level of maturity to the value discussion which might well be missing from the business. The CFO will have some financial models but these will not necessarily cover all of the dimensions of value. This can also be a challenge for the CIO; if there are not mature value models within the business then it is difficult to articulate the value of IT.
Having said that, it is difficult to model and measure value. Other blog entries on this subject have covered the Observable, Measurable, Quantifiable and Financial categorization of value so I won’t go into detail here but would point out that financial models do not cover all the goals and drivers of certain organizations. Public sector organizations and charities are about delivering social value to the countries/communities that they serve and therefore the Social Impact has to be taken into account as well as the financial aspects and indeed the Social Impact can be much more important than the financial measures. Even commercial companies are now putting emphasis on value other than pure financial such as environmental impact, or helping the unemployed back into work.
Whereas there are some fairly mature models for modeling the financial side of a business, there are very few models for modeling the Social Impact of an organization. I have discussed this in more detail in the following blog post:
Understanding How To Measure the Value of Public Sector Projects
So in conclusion, business value to the organization is a very important concept for IT leadership teams to get their head around if they want to play a strategic role within the organization. Without a good understanding of business value there is the risk that they will be relegated to the side-lines as the provider of the infrastructure whilst the business units set up their own IT departments. Researching the different value models and frameworks should be a priority for IT leaders who have not already done so. Understanding what the business values and delivering to increase that business value keeps the IT department at the heart of the organization as a valued partner.
Blessing Sibanyoni on Value Realization
Paul Lidbetter on Value Realization
Martin Sykes on Value Realization
Mark Bestauros on Value Realization
Graham Doig on Value Realization
"What are your three wins for today?"
That's the one very simple test I ask myself and my team, on a daily basis. It instantly helps focus and prioritize our massive backlog, our incoming requests, and competing demands. It's how to cut "Crazy Busy" down to size with one simple question ...
“What are your three wins for today?”
It’s a way to carve out and shine the spot light on the value we will create today. It sets a target to aim for. It flips the haystack. Instead of finding the needles of value lost among the hay stack of stuff, we start with the needles. Clarity of value, trims the To-Do tree down to size.
After all, no matter what's coming your way, and what's on your plate, you can only do so much. The trick is to figure out what's the next best thing to spend your time and energy on. When you answer that question, you give yourself peace of mind, knowing that you are working on the smarter things you can for the day. You also give yourself creative freedom to achieve your goals, rather than get stuck in “the how trap.” (To-Do lists have a nasty habit of making you slaves to administration and getting stuck in tasks instead of focused on goals and value.)
Just by identifying your three wins for the day, you give yourself a way to succeed. You've just identified your personal tests for success. At the end of the day, it's easy to check your progress against your goals. It's also easy to use your wins throughout the day, as a way to stay focused or to re-prioritize.
My three wins for today are:
I keep the wins, simple and punchy. The key is saying them out loud. Actually verbalize your wins. This simplifies them. Then write them down. Say them out loud first, as if saying your wins for the day to your manager, and then write them down. The simpler you can say your wins, the easier they are to remember. The simpler you can say your wins, the easier it is for your manager to follow, and to actually appreciate your contribution. The simpler you can say your wins, the easier it is for other people to follow or help you achieve your goals. The simpler you can say your win, the easier it is to get others on the same page, whether that's your team, your allies, or winning over the forces of evil, by setting a shared goal.
This is an extremely key habit for unstoppable you. Whether you want a better review, or to be a better leader, or to simply be more effective at time management, focus, and setting priorities ... this is a daily habit for success.
In Time Management Tips #3 -- Three Wins for the Week, I shared how you can use your three wins to shape your focus and priorities for the week, as well as give yourself a way to acknowledge your impact. Otherwise, it's easy to have another week fly by, do a bunch of stuff, and yet not even be able to articulate the value you delivered or the way you change your world. even in some small way. The wins accentuate the positive, focus on what counts, and rise above the noise.
By using Three Wins for the Day and Three Wins for the Week, you have a way to zoom in on your day, or zoom out to the week, so you can see the forest for the trees, and take the balcony view. It also gives you an easy way to readjust your priorities if the focus is off. This two-pronged approach also helps you connect your daily work toward weekly impact. It also helps you see what's right in front of you, and lean in, knowing that you are spending the right time, on the right things, with the right energy.
Say your three wins for today and write them down, and see if you can nail them.
In 30 Days of Getting Results, you can use the exercise and three stories to drive your day to get exponential results on a daily and weekly basis.
You can also find more time management tips in my book, Getting Results the Agile Way, and on Getting Results.com
I've heard it before, but it's good to put down on paper.
The mission of Microsoft Enterprise Services:
“Our mission is to lead and serve our customers and partners as they realize their full potential through software and services.”
It sounds like servant leadership in action.
I found this blurb that describes Microsoft Enterprise Services:
“Microsoft Enterprise Services is the consulting, support and customer service arm of the world’s leading software company. Microsoft Services focus on top enterprise customers in each of the 82 countries where we operate. The organization includes 17.300 employees in Microsoft Consulting Services (MCS) and Microsoft Premier Services (Premier).”
What's your company's mission?
Does it inspire you to give your best where you have your best to give?
I did a revamp and sweep of my health books collection. The focus of my collection of health books and fitness books is to help you get healthy, get in shape, get lean, and get strong. I’ve collected and tested many books to find patterns and practices for health and fitness that actually work.
Some of the new additions to the collection include:
Your Body as Your Gym is the most recent addition. It’s an incredible system. Here’s the deal. As a Navy Seal instructor, Mark Lauren needed to find a way to get more people in better shape in record time. He’s refined what he’s learned over years to get rapid results. The best part is it’s using your own body so you can do it anywhere. He wanted everyone to be able to get in the best shape of their lives and leverage what he’s learned from the special forces. It’s all about building lean, functional muscle, and using interval training. His routine is four times a week, 30 minutes a day.
I added Super Immunity to the collection. Dr. Fuhrman is a doctor that gets results. I know several Microsofties that have followed his approach to get in the best shape of their lives. What I like about Dr. Fuhrman is that he focuses on principles, patterns, and practices. His specialty is “nutritional density.” He focuses on the food that have the highest nutritional value per calories. Super Immunity is all about building up your immune system by eating the right foods to get your body on your side. In a world where we can’t afford to be sick anymore, this book is in a class all its own.
One of the books in my health books collection is Better Eyesight without Glasses, by William Bates. This book is near and dear to my heart. I used this approach to avoid getting glasses. A long story short is that I failed my eye test back in 7th grade, and I was determined not to wear glasses. I intercepted the letter that went to my parents and that bought me time. I then used the exercises from Better Eyesight without Glasses to get to 20/20 vision. As you can imagine, I saved a lot of money and a lot of inconvenience over many years, thanks to this one book.
Another book I should mention is Stretching Scientifically. This is the book I used to be able to do splits for Kick-boxing. I’ve never come across a better book on how to improve your flexibility in record time.
“It is not the strongest of the species that survives, nor the most intelligent, but the one most responsive to change” -- Charles Darwin
That's one of my all-time favorite quotes because it's surprising. It's not the smartest or the strongest, or even the fastest that survive ... it's the most flexible.
That says a lot about the value of agile and agility in today's world. I think of agility as the ability to effectively respond to change.
Intelligence is valuable too, but not just raw smarts. It's what you do with what you've got. There are multiple flavors of intelligence, and they can help you survive and thrive in today's world. Maybe you've heard of emotional intelligence, social intelligence, positive intelligence, or multiple intelligences?
I think how we look at our own intelligence can limit or enable us. For example, if you don't think you're intelligent, then you might not try to do intelligent things. For example, if you've defined intelligence in your own mind to mean something along the lines of "the ability to apply knowledge to manipulate one's environment or to think abstractly as measured by objective criteria", that singular view of intelligence might put a damper on how your view your own abilities (depending on how you scored on your IQ test.)
I wrote a post on What is Intelligence to elaborate and share what I've learned from Howard Gardner and his definition of intelligence.
I’d be curious on how your thoughts about intelligence have evolved and changed over the years, given how much of a premium people put on how smart you are.
"Talent wins games, but teamwork and intelligence wins championships." -- Michael Jordan
I've been asked recently about competitive talent acquisition strategies. I'm not a recruiter and I don't play one on T.V., but I thought I would share what I've seen work in the real world.
People are the life-blood of any company. They generate new ideas and find new ways to create value. I’ve seen teams, orgs, and companies grow or die based on the people they acquire, and their talent management strategies. Brain drain, as we call it when top talent leaves, is a very real threat to any otherwise big, bold, goals and initiatives.
Here is my five-minute brain dump on what works when it comes to attracting top talent:
Note, I didn’t plan on 21, but I’m glad I landed there. How lucky.
This is a guest post by Mark Bestauros on what he’s learned about Value Realization at Microsoft. You can think of Value Realization as simply the value extracted from a process or project. Mark is the Microsoft IT Principal Business Value Realization manager, and a member of the Microsoft IT Portfolio Management Team, where he is responsible for the optimization of a significant IT spend across the Microsoft businesses. Mark is also responsible for the Value Tracking for projects in scope, and that has led to some big breakthroughs in terms of reporting the value of IT investments back to the business, and demonstrating the power of Value Realization.
I’ve asked Mark to share some of his key insights and lessons learned from his adventures at Microsoft in the art and science of Value Realization.
Without further ado, here is Mark Bestauros on Value Realization …
The Value conversation serves two main purposes in IT:
To accomplish the first goal, the organization need to have the Value conversation tied to the Personal Commitments for all those involved in IT work, and equally importantly, making sure that the a mutual understanding of priority positioning of the “Value” focus in the Conditions of Satisfaction conversations that usually take place between IT organizations and the benefiting business partners from the IT effort.
Without having the Value activities reflected in the commitments and missing in IT native processes, almost all involved in project work automatically de-prioritize the Value work, starting with turning a blind eye on a missing business case analysis at the inception point and ending with walking away immediately after a project Pre-deployment sign off meeting, washing their hands from any commitment to measure and evaluate the actual benefits hoped for at the Envision or “Plan” phase.
The key to success is to embed Value experts at the business and IT border checkpoints. You need Value experts who are well versed in understanding how to sell the Value argument. You also need professionals who can guide the average IT professional through estimating effectively (versus guestimating). You also need to embed the most cost effective, and time effective, means to measure baselines and project logical improvement deltas at the business and IT border checkpoints. This will help you facilitate effective Portfolio Planning and prioritize demand more effectively, prior to having the all up IT/Business Leadership Team Planning marathons.
Evidencing the argument about the viability of the IT organization in any company with actual Realized Value is very compelling only if the Value reported passes these tests:
There are few characteristics or knowledge areas that makes a value practitioner successful in changing the culture and move the Value Organizational Maturity in the right direction:
A value practitioner can’t achieve that alone, while overcoming organizational undisciplined Value approaches if any exist at all, lacking individuals Value commitments and the unwillingness of the business customers to engage in meaningful Value (BCA, VRF or BVR efforts), he/she needs air cover and a value sponsors (usually are found in the Finance Community or if lucky, a CIO or a member of two of the senior leadership) to facilitate the conversation and help open the doors.
On the tactical and execution level the Value practitioner needs to:
The three technical challenges are primarily:
There are known techniques that address each, and there are some that I had to improvise to make them fit the maturity stage of the target organization. In all cases, getting stakeholder agreement to the assumptions, transferring functions, and using the Dollar as an IT solution provide horse power to go a long way.
It’s always great to see how technology can help make the world a better place.
You might remember Ed Jezierski from his Microsoft days. In his early years at Microsoft, he worked on the Microsoft Developer Support team, helping customers succeed on the platform. These early experiences taught Ed the value of teamwork and collaboration, extreme customer focus, and the value of principles, patterns, and proven practices for addressing recurring issues, and building more robust designs.
From there, Ed was one of the early members of the patterns & practices team. As one of the first Program Managers on the patterns & practices team, Ed was the driving force behind many of the first guides from patterns & practices for developers, including the Data Access guide, and the early Application Architecture guide. He was also the master mind behind the first application blocks (Exception Management Block, Data Access Block, Caching Block, etc.) , which forever changed the destiny of patterns & practices. The application blocks helped transition patterns & practices from an IT and system administrator focus, to a focus on developers and solution architects. In his role as an Architect, on the patterns & practices team, Ed played a significant role in shaping the technical strategy and orchestrating key design and engineering issues across the patterns & practices portfolio. One of his most significant impacts was the early design and shaping of the Microsoft Enterprise Library.
In his later years, Ed worked on incubation and innovation teams, where he learned a lot about streamlining innovation, making things happen, and how to create systems and processes to support innovation, in a more organic and agile way, to balance more formal engineering practices for bringing ideas and innovation to market.
But, just like James Bond, “the world is not enough.” Ed’s passion was always for helping people around the world in a grand scale. His strength and amazing skill is applying technology to change the world and making the world a better place, by solving solve real-world problems. (I still remember the day, Ed showed up in his bullet proof armor, ready to deploy technology in some of the most dangerous places in the world.)
Now, as CTO at InSTEDD, Ed hops around the globe helping communities everywhere design and use technology to continuously improve their health, safety and development. As you can imagine, Ed has to make things happen in some of the most extreme scenarios, responding to natural disasters and health incidents. And he uses Getting Results the Agile Way as a system for driving results for himself and the teams he leads.
Here is Ed Jezierski on Getting Results the Agile Way …
I’m honored to have a guest post by Jason Selk, Ed.D., on patterns and practices for mental toughness. Jason is the best-selling author of 10-Minute Toughness and Executive Toughness. As a trainer of executives, world-class athletes, and business leaders, Jason shares proven practices for mental toughness.
Jason is a rock-star in the mental toughness arena in business and in sports. He is a regular contributor to ABC, CBS, ESPN, and NBC radio and television and he has been featured in USA Today, Men’s Health, Muscle and Fitness, Shape and Self Magazine.
Mental toughness is what gets you back on your feet again. Mental toughness is what helps you keep your cool when a bunch of hot air blows your way. Mental toughness is the stuff that unsung heroes are made of. Mental toughness is the breakfast of champions. The beauty is that you can learn and leverage the same proven practices that work for business and for life.
I think of the tools that Jason shares as the fundamentals. They may sound like common sense, and yet, they are the ways the work. The trick is not just knowing what to do, but doing what you know. I find it much easier to do something that I can believe in, and what I like about Jason’s patterns and practices for mental toughness is that they are tested in action, and they stand the test of time.
Check out Jason’s post on patterns and practices for mental toughness and get results.
“Anyone can hold the helm when the sea is calm.” — Publilius Syrus
Change is tough. Especially leading it.
Whether you are leading yourself, others, or organizations through a change, it helps to have tools on your side.
Recently, I read Leadership Transformed, by Dr. Peter Fuda.
It uses 7 metaphors to guide you through leadership transformation:
It might seem simple, but that's the point. Metaphors are easy to remember and easy to use.
For example, you can use the Movie metaphor to increase your self-awareness and reflection that allow you to first "edit" your performance, and then direct a "movie" that exemplifies your leadership vision.
The other benefit of simple metaphors is they allow both for creative interpretation and creative expression.
I appreciated the book the further I went along. In fact, what really clicked for me was the fact that I could easily remember the different metaphors and the big idea behind them. It was a nice brain-break from memorizing and internalizing a bunch of leadership frameworks, principles, and patterns.
Instead, it’s just a simple set of metaphors that remind us how to bring out our best during our leadership transformations.
The metaphors are actually well-chosen, and they really are helpful when you find yourself in scenarios where a different perspective or approach may help.
Even better, the author grounds his results in some very interesting data, and aligns it to proven practices for effective leadership.
Here is my book review: Book Review: Leadership Transformed: How Ordinary Managers Become Extraordinary Leaders
I included several highlights and “scenes” from the book, so you can get a good taste of the book, movie trailer style.
If you end up reading the book, I encourage you to really dive into the background and the anatomy of the Leadership Impact tool that Dr. Fuda refers to. It’s incredibly insightful in terms of leadership principles, patterns, and practices that are fairly universal and broadly applicable.
If you are a Stephen Covey fan, I think you will like my latest edition to my Great Quotes Collection. In tribute of Stephen Covey, I have put together a comprehensive set of Stephen Covey quotes, organized into key themes:
The themes include:
Here are the Top 10 Stephen Covey quotes to start you off …
Read more at Stephen Covey Quotes, and share with friends, family, and colleagues that might enjoy Covey’s timeless wisdom for work and life.
I was watching a video on Google Glass with Robert Scoble, and I couldn’t help but wonder about all the possibilities that technology can bring to the table.
Wearable computing bridges the gap between the real world and the things we see in Sci-Fi movies.
Of course, when we overlay information on our world, the key will be turning information into insight and action. All change isn’t progress, and the market will flush out things faster than ever before. And, to the victor go the spoils.
In the video, you can see how the Google Glass does a few basic things so far:
The big limit in what it’s capable of, so far, seems to be the batter power. And of course, a key concern was security. It’s another reminder how in the software space, security and performance always play a role, even if they are behind the scenes. In fact, that’s the irony of software security and performance, they are at their best when you don’t notice them.
Security and performance are often unsung heroes.
The big take away for me is that the game is on warp speed now. By game, I mean, the business of software. You can go from idea to market pretty fast. So the big bottlenecks range from the right ideas, to the right people, to the right strategy, to the right execution.
But more importantly, the reminder is this:
Companies with smart people, data-driven insights, a culture of innovation, great software processes, customer focus, and reach around the world, can change the world -- at a faster pace than ever before.
Who knows what we’ll be wearing next?
Do you really know what you are truly capable of? It’s time to get your game on and find out. 30 Days of Getting Results is revamped and ready for action. With a new and cleaner look, each lesson brings you a memorable image, a quotable quote, an outcome, a lesson, and a set of exercises to put what you learn into practice.
It’s time to get the wisdom of the ages and modern sages on your side. The purpose of 30 Days of Getting Results is to give you the proven principles, patterns, and practices for time management. It includes 30 self-paced lessons to help you find your purpose, find your passion, set goals, master motivation, and achieve work-life balance.
The thing that’s really different about Agile Results as a time management system is that it’s focused on meaningful results. Time is treated as a first-class citizen so that you hit your meaningful windows of opportunity, and get fresh starts each day, each week, each month, each year. As a metaphor, you get to be the author of your life and write your story forward.
I used a 30 Day Improvement Sprint, a practice in Agile Results, to create the lessons. For 30 days, I took 20 minutes each day to write my best lessons down on paper on how to master productivity and time management. It’s raw. It’s real. It’s hopefully some of the best insight and action you’ve ever experienced in terms of exponentially improving your results.
It’s easy to dive in. All of the time management lessons are there at your finger tips on the sidebar for easy exploration. It’s timeless too. Even if you’ve take the lessons already, they are there as a refresher.
If you test-drive just one lesson, check out Bounce Back with Skill.
Share it with a colleague, a friend, or your family … or anybody you want to give an edge, in work and life.
“Action expresses priorities.” -― Mahatma Gandhi “Most of us spend too much time on what is urgent and not enough time on what is important.” -― Stephen R. Covey “Things which matter most must never be at the mercy of things which matter least.” -― Johann Wolfgang von Goethe
Your priority list is not your To-Do list. It's not your backlog. (Although, you should prioritize your lists. But, how do you prioritize them? Hint – this is where your priorities list comes in.)
Your priorities list is your little list of what’s most important. It’s your little list of the most important things to achieve.
How important is your little priorities list? Let's put it in proper perspective. A lack of priorities, or the wrong priorities, are one of the leading causes of failure in management, leadership, and otherwise highly capable employees.
Time management tips #20 is priorities list. If you don't have one, make one now. What else could be more important than having a list of priorities list at your finger tips? (If you had your priorities list you would know the answer to that.)
When you have your little list of priorities, you can say "No" to things. When you have your little list of priorities, you can check with your manager, or team, or your customers, or your spouse -- are these really the priorities? Most importantly, you can check with yourself.
Have you identified the little list of the things that are most important to YOU? If you know you are working on the most important things, it's easier to focus. It's easier to give your best. It's easier to stop the distractions. It's easier to say, "No" to all the little things that tug at your attention, or compete for your time.
It's also where peace of mind comes from. It's instant. When you know you are working on the right things at the right time, you are on path.
Conflict of priorities is one of the leading causes of churn, procrastination, and every other productivity killer you can think of. The only thing worse is having nothing that's important. And you know what they say, if everything is a priority, then nothing is a priority.
Resolving conflicts in priorities has been known to part the clouds and make the sun shine brighter.
In general, you can think of your priorities as your "Why" or "What", while other lists tend to be the "How." That's a generalization since obviously things will bleed, but what's important is that you have a short, explicit list of your priorities. When they swirl around in your head they get distorted, so get them out in the open. When you are in the thick of things, be able to give them a glance, and know whether to about-face or march on.
As Scott Berkun says, "Priorities are the backbone of progress." It's true. After all, if you are making progress against anything else, does it matter?
Here is an example of a set of my priorities for a month:
Three Key Wins
We can ignore the details, and focus on the structure. I had three wins I identified with my manager for the month, and a list of seven outcomes that were top priority. Did I have a backlog a mile long, and a laundry list of hundreds (if not thousands) of things to do? Yes. Did I also have short lists of rated and ranked items for the month? Yes, that's the list above. Did I also have rated and ranked items for each week? You bet. And did I have short-lists of rated and ranked items each day? Absolutely.
While priorities aren't the silver bullet, they are your way to "push back." They are your "push" when you need it most. They also are your "pull", that you can ignore at your own peril. They are also your "peace of mind."
If you haven't prioritized your priority list, you're missing out.
For work-life balance skills , check out 30 Days of Getting Results, and for a work-life balance system check out Agile Results at Getting Results.com.
It was time for an update.
Here’s my Focus Checklist v2:
Focus Checklist (v2)
Here’s what’s new …
I organized the checklist into more meaningful buckets. It’s mostly the original list, but now they are grouped into better buckets to make it easier to turn into action. After all, a great checklist is measured both by it’s value and how actionable it is.
Focus is often the different that makes the difference when it comes to succeeding at work and succeeding in life. Otherwise, we don’t see things to fruition, or we bi-furcate our potential in ways that undermines our effort.
To make it easy to get to the Focus Checklist, I added a quick menu item to the feature menu:
You can still get to the checklists from Resources, but the saying “out of sight, out of mind”, tends to be true.
By moving Checklists to the feature bar, it will remind me to continue to turn insight into action in the form of simple checklists.
I’ve long been a fan of checklists for building better habits and sharing and scaling expertise. I’ve used them for security, performance, application architecture, and for personal effectiveness in a variety of ways. There’s actually a lot of research and science behind why checklists are effective, but I like to think of them as simple reminders and automation for the mind, so we can move up the mental stack and focus on higher-level issues.
If you’re a fan of Personal Software Process (PSP) or Team Software Process (TSP), you’ll appreciate the fact that checklists are one of the best ways to quickly, efficiency, and effectively radically improve quality, for yourself or for the team. Of course, that depends on the quality of the checklist, and your focus on actually applying it, and treating it like a living document, and keeping it updated with your latest insights and actions.
If you adopt checklists as your tool of choice for continuous improvement, you’ll be in good company. It’s how McDonald’s and Disney spread best practices. It’s how the best hospitals reduce errors and raise the quality bar. And, it’s even how the Air Force keeps fighter pilots from falling prey to task saturation.
Like anything, the value of the checklists depends on the user and the usage, and if you treat it as a static thing, that’s when problems happen. Use it as a baseline and adapt it to your needs, and update it based on your latest learnings.
If you do that, and you treat your checklists as continuous learning tools, and you continue to evolve and adapt them, then your checklists will serve you well.
Ugh … it looks like this post ran into some scope creep. This was supposed to be just letting you know that I have a new version available of my focus checklist.
Luckily, my 5-minute timebox in this case, reeled me back in.
PS – It’s worth noting that the practices behind this focus checklist are industrial strength. Folks with ADD and ADHD have used the practices in this checklist to retrain their brain to focus with skill. They learned to direct and redirect their attention, and to enjoy the process of focusing their mind on meaningful results.