Software Engineering, Project Management, and Effectiveness
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
Value Realization is hot. You can think of Value Realization as simply the value extracted from a process or project.
Business leaders want to understand the benefits they’ll get from their technology solutions. They also want to see the value of their investment deliver benefits and deliver real results along the way. And, of course, they also want to accelerate adoption so that they can speed up their value realization, as well as help avoid “value leakage".”
But how do you actually do Value Realization in the real world? …
This is a guest post by Blessing Sibanyoni. Blessing delivers advisory, IT architecture, and planning services to Microsoft’s top enterprise customers within the financial services sector. He has more than 17 years of experience in the IT field. He is currently an Enterprise Architect and Strategy Advisor on behalf of Microsoft Corporation.
As an Enterprise Strategy Advisor, Blessing helps organizations achieve challenging business and organizational goals. He does so by helping them leverage value from their current and future investments, enabled by technology. Blessing has a solid record of delivering large and complex initiatives within organizations while always doing this in a mutually beneficial way. You can connect with Blessing Sibanyoni on LinkedIn.
Without further ado, here’s Blessing on Value Realization …
Often we grapple with the notion of value. At first it seems like a very simple thing but when you really take time to consider it, you realize how complicated and multi-dimensional it becomes. Take a simple example of a person who follows a methodology, based on best practices, who crosses all the t’s and dots the i’s but at the end of the day experiences a failed project or is unable to reach goals that his customers appreciate. Or perhaps, what about the notion of another who is highly intelligent but working for someone far less “intelligent” from a credentials or even IQ perspective.
What has happened here?
Why do these paradoxes occur and how do you ensure you are not ending up experiencing the same?
I would argue that at the heart of these conundrums is the notion of value. Value is the worth of something in terms of the amount of other things for which it can be exchanged. Often it’s not about inputs but rather outcomes and many state that you cannot achieve it without effecting a transformation. The transformation itself can be virtual or manifested in the real world, but for true value to be derived, transformation in whatever form, must transpire.
For transformation to transpire a real pain must be felt.
After spending almost two decades in public and private enterprises, I’m still intrigued by why organizations decide to spend resources on some things and not others. Often it’s the thing that seem to make the least sense which these organizations decide to put all their resources into.
This curiosity is one that lingers on especially realizing that resources are often limited and logically, one would naturally be better positioned by focusing on projects or initiatives that offer more returns and deserve more attention. One could take the cynical view that common sense is not so common, or the perspective that organizations are made of people, and people are irrational and fallible beings that bring their own biases into every situation.
So the notion of value then or the expectation of what will bring value is often subjective and largely determined in the eye of the beholder.
I have met many stakeholders who are more interested in the qualitative rather than the quantitative. Surprisingly, this is true, even in financial services!
Giving such people a quantitative, seemingly logical justification is often destined to result in failure, and the converse is also true. So, knowing your stakeholders, what drives and resonates with them is more important that coming up with a definitive, objective, rational and quantitative hypothesis in order to convince them to take some action.
Recently I was fortunate to have worked with a senior executive who was very financially inclined with a major focus on bottom line impact. This stakeholder did so well in the organization that he was soon promoted. To my surprise the person who replaced him was much more people oriented and his biggest concerns were around how the changes proposed would impact people within the organization. The new stakeholder’s view was that people came first and happy employees result in a positive bottom line effect.
I believe both execs had a great view, even though it seemed that their perspectives were fundamentally different.
The key for me was to ensure that both qualitative and quantitative arguments were well prepared in advance so that we could tell compelling stories that drove the agenda regardless of the different concerns and viewpoints.
Knowing your industry and thinking ahead about what your stakeholders may not yet know that they need or desire, is also a very valuable thing to do.
Think about the world of tablet computers that nobody knew they needed just a few years ago, yet these things are now taking the world by storm...
At the beginning I spoke about blind implementation of a methodology being a less than great thing, I would argue that the following steps make great sense around realizing that value, in the eye of the beholder:
Sometimes you need to Just Start. Other times, you need to Just Finish.
One of the best ways never to finish something, is to spread it out over time. Time changes what's important. People lose interest. Changes of heart happen along the way. Spreading things over time or pushing them out is a great way to kill projects.
Open items, open loops, and unfinished tasks compound the problem. The more unfinished work there is, the more task switching, and context switching you do. Now you're spending more time switching between things, trying to pick up where you left off, and losing momentum.
This is how backlogs grow and great ideas die. This is how people that "do" become people that "don't."
Time management tips #19 is just finish. If you have a bunch of open work, start closing it down. Swarm it. Overwhelm your open items with brute force. Set deadlines: - Today, I clear my desk. - Today, I decide on A, B, or C and run with it. - Today, I close the loop. - Today, I solve it. - Today, I clear my backlog.
If you want to finish something, then “own” it and drive it. To finish requires ruthless prioritization. It requires relentless focus. It requires putting your full force on the 20% of the things that deliver 80% of the value. It requires deciding on an outcome and plowing through until you are done.
Stop taking on more, until you finish what's on your plate. If you want to take on more, then finish more. The more you finish, the better you get.
The more you finish, the more you will trust yourself to actually complete things.
The more you finish, the more others will trust you to actually take things on.
The more you finish, the more you build your momentum for great results.
For time management skills , check out 30 Days of Getting Results, and for a time management system check out Agile Results at 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.”
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.
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
A fellow Softie, and performance improvement architect extraordinaire, Walter Oelwein, wrote a fantastic article on Life Lessons from The Legend of Zelda and Zelda Theory.
It’s all about how to apply what we learn from The Legend of Zelda to real life. If you are a gamer, you will especially appreciate this insightful piece of prose. Even if you are not a gamer, you will appreciate Walter’s wit and wisdom, as well as his systems thinking. If you are a continuous leaner and you find yourself always on a path of exploration and execution, this article will directly speak to your heart.
Check out Life Lessons from the Legend of Zelda and get your game face on for 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?
“By failing to prepare, you are preparing to fail.” ― Benjamin Franklin
I know a lot of people have had their lives turned upside down. Hurricane Sandy and the follow up Noreaster, really created some setbacks and a wake of devastation.
Disasters happen. While you can’t prevent them, what you can do is prepare for them and improve your ability to respond and recover.
I’m not the expert on disaster preparation, but I know somebody who is. I’ve asked Laurie Ecklund Long to write a guest post to help people prepare for the worst. Here it is:
Disaster Proof Your Life: How To Be Ready for Any Emergency
The goal of the post is to help jumpstart anybody who wants to start their path to planning and preparation for emergencies.
Laurie is an emergency specialist. She is a best-selling author, national speaker, and trainer that helps individuals, businesses, and the military survive natural disasters and family emergencies, based on her book, My Life in a Box…A Life Organizer. On a personal level, Laurie’s inspiration came from losing 12 people close to her, including her Dad, within the span of five years. She learned a lot during 9/11 and Hurricane Katrina, and she’s on a mission to help more people be able to answer the following questions better:
Do you have a personal emergency tool box? Can you quickly locate your legal, financial and personal documents within minutes and be able to rebuild your life if something happens to your home?
Check out Laurie’s guest post Disaster Proof Your Life: How To Be Ready for Any Emergency, and start your path of planning and preparation for emergencies, and help others to do the same.
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.
"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
Sometimes the best way to do something well, is to know what to avoid. In Ex-Windows Boss Steve Sinofsky: Here's Why I Use An iPhone, Nicholas Carlson shares some tips from Steve Sinofsky on analyzing the competition:
Sinofsky elaborates, and says to use the product deep, and use it over time. Use the product like it was intended by the designers. Wrap yourself around the culture, constraints, resources, and more of a competitor. And, don't take a static view of the world -- the competitor can always update their product based on feedback, or weaknesses you call out.
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?
Lists are your friend when it comes to productivity, focus, and personal effectiveness. If you’re a Program Manager, you already know the value of lists, whether it’s a list of scenarios, a list of features, a list of bugs, a list of milestones, a list of open work, etc.
I use lists of all kinds to collect, organize, and simplify all sorts of information. Here is my newly renovated Lists page on Sources of Insight:
Lists at a Glance
I have lists of books, movies, quotes, and more. I also have checklists that you can use to improve things like focus or leadership in work and life.
Here are a few of my favorite lists from the page:
If you only read one list, read 101 of the Great Insights and Actions for Work and Life. It might seem long but it’s a super consolidated list of things you can use instantly to make the most of what you’ve got and to apply more science to the art of work and life.
Here are a few examples from 101 of the Greatest Insights and Actions for Work and Life:
Job satisfaction — Autonomy, identity, feedback significance, and variety. If you want to truly enjoy your job, focus on the following characteristics: skill variety, task identity, task significance, autonomy, feedback. See Social Psychology (p. 423)
“How does the story end?” – How the story ends, matters more than how it starts. A happy ending is a very powerful thing. The ending of the story is often more important than the beginning. Daniel Kahnenman says that a bad ending can ruin your overall experience or memory of the event.
“Doublethink” — Think twice to visualize more effectively. Think twice to succeed. Focus on the positive and the negative. You can visualize more effectively if you imagine both the positive side and the negative side. First, fantasize about reaching your goal, and the benefits. Next, imagine the barriers and obstacles you might face. Now for the “doublethink” … First, think about the first benefit and elaborate on how your life would be better. Next, immediately, think about the biggest hurdle to your success and what you would do if you encounter it. In 59 Seconds: Think a Little, Change a Lot, Richard Wiseman says that Gabriele Oettingen has demonstrated time and again that people who practice “doublethink” are more successful than those who just fantasize or those who just focus on the negatives.
Delphi Method — Use “Collective Intelligence” to find the best answers. The Delphi technique is a way to use experts to forecast and predict information. It’s a structured approach to getting consensus on expert answers. The way it works is a facilitator gets experts to answer questions anonymously. The facilitator then shares the summary of the anonymous results. The experts can then revise their answers based on the collective information. By sharing anonymous results, and then talking about the summary of the anonymous results, experts can more freely share information and explore ideas without being defensive of their opinions. See Delphi Method.
The Power of Regret — Reflect on your worst, to bring out your best. In 59 Seconds: Think a Little, Change a Lot, Richard Wiseman says, “research conducted by Charles Abraham and Paschal Sheeran has shown that just a few moments’ thinking about how much you will regret not going to the gym will help motivate you to climb off the couch and onto an exercise bike.”
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“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 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.)
“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.
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.
One of the smartest books I’ve read lately is Mastermind: How To Think Like Sherlock Holmes, by Maria Konnikova. I wrote a deep review to include a bunch of my favorite highlights.
It’s hard to believe I only scratched the surface in my review, but it’s a very deep book with tons of insight and proven practices for elevating your thinking to the highest levels.
While I like the concepts and practices throughout the book, my favorite aspect was the fact that Konnikova references some great research and theories by name and illustrated how they apply in our everyday lives.
Some of the examples include:
Mastermind: How To Think Like Sherlock Holmes includes plenty of surprising insights, too. For example, we physically can see less when we’re in a bad mood. We can do better on SATs simply by changing our motivation. We can use simple meditation techniques to causes changes at the neural level, to increase creativity and imaginative capacity.
If you’re a developer, you’ll appreciate the “system” view of how memory works. Konnikova walks the mechanisms of the mind based on the latest understanding of how our brain works. You’ll also appreciate the depth and details that Konnikova provides to help you really understand how to think and operate at a higher level.
Basically, you’ll learn how to put your Sherlock Holme’s thinking cap on and apply more effective thinking practices that avoid common cognitive biases, pitfalls, and traps.
By the time you’ve made it through the book, you’ll also better understand and appreciate how our mindset and filters dramatically shape what we’re able to see, and, as a result, how we experience the world around us.
If you want a tour of the book in detail, check out my book review of Mastermind: How To Think Like Sherlock Holmes.
It might just be one of the smartest books you read this year.
7 Habits of Highly Effective Program Managers
How To Use Six-Thinking Hats
Where the Focus Goes
I hate quotas. For me, I'm about quality, not quantity. And yet quotas have consistently helped me get the ball rolling, or find out what I'm capable of.
Time management tips # 10 – set limits. When we set a quota, we have a target. It helps turn a goal into something we can count. And when we can count it, we build momentum.
In my early days of Microsoft, my manager set a limit that I needed to write two Knowledge Base articles per month. I did that, and more. Way more. It turned out to be a big deal. Before that limit, I didn't think I could do any or would ever do any.
A few years back, I set a limit that my posts would be no longer than six inches (yeah, that sounds like a weird size limit, but I wanted to fill no more than where the gray box on my blog faded to white.) My blog ended up in the top 50 blogs on MSDN, of more than 5,000 blogs, and my readership grew exponentially that month. The reason I set the size limit is because my original limit was "write no more than 20 minutes." The problem is, when I'm in my execution mode, I write fast, and my posts were getting really long, even if I only wrote for 20 minutes.
Setting limits in time, size, or quantity can help you in so many ways. Especially, if getting started is tough. One great way to start, is simply to ask, "What's one thing I can do today towards XYZ?" Limits also help us avoid from getting overwhelmed or bogged down. If we’re feeling heavy or overburdened, start chopping at limits until your load feels lighter.
Here are some example of some limits you can try:
Once you set a limit, you suddenly get resourceful in findings new ways to optimize, or new ways to make it happen. When there is no limit, it's tough to optimize because you don't know when you are done.
While I'm a fan of quality, the trick is to first "flow some water through the pipe" so you can tune, prune, and improve it.
If you're feeling rusty, try setting little limits to bootstrap what you're capable of.
In 30 Days of Getting Results, you can use the time management exercises to be more effective 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
This is a mental model we often use when connecting business and IT.
The big idea is that IT exposes it’s functionality as “services” to the business. When speaking to the business, we can talk about business capabilities. When talking to IT, we can talk to the IT capabilities.
In this model, you can see where workloads sit in relation to business and IT capabilities. Business capabilities (i.e. “what” an individual business function does) rely on IT capabilities. The IT capabilities, together with people and processes, determine “how” the business capability is executed.
The beauty of the model is how quickly and easily we can “up-level” the conversation, or drill-down … or map from the business to the IT side or from IT to the business.
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’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.