Management Craft

Metrics Smetrics

I have often pushed back when someone suggested we measure something.

What's this? Why?

Yes, yes, we need to measure some things. But most of the time, the suggestions are to measure:

A. The wrong things
B. The right things in th wrong way

This happens a lot with training programs. Senior leaders want to see results. Trainers ought to want that too. But too often, the methods we use to measure training's effectiveness are poor and costly. In one case, the cost of measuring the training was higher than the training costs.

Measurement is not the panacea. Many goals are useless. Don't waste your and your people's time creating metrics that don't make a difference or help you run the business. How many reports do you look at? Does the information really make a difference or is it just interesting? Now think of the effort that goes into generating these reports - is it worth it? Are you evaluating success correctly?

It's Monday - try this. Assess all the reports generated and get rid of at least two that don't measure up. Think of the work and hassle you will reduce! It's a great way to get the week started.

Adrian over a Slow Leadership offers this meaty post on the topic. Here's a snippet:

As a result of this kind of statistical idiocy, people find themselves facing impossible goals, even as their organizations raise market expectations that they are wholly incapable of fulfilling, however hard they drive their people forward. What’s even worse is that people truly do try their hardest to meet the objectives set for them. As W. Edwards Deming said, people with sharp enough targets will probably meet them even if they have to destroy the company to do so.

Fireside Chat with Ron Carucci

How do we cultivate leaders when emerging leaders are very different? - Chat with Ron Carucci

In this 30 minute chat with author, business school professor, and consultant Ron Carucci, we discuss how to best recognize, develop, and harness emerging leaders. Ron says there is no shortage of leaders, they just don't want to lead like they have been lead. A different approach is needed if we are to relate to and develop these new leaders. Ron is the author of Leadership Divided: What Emerging Leaders Need and What You Might Be Missing. We had a very interesting chat. Whether you are like me - a product of the 80s, and 90s - or younger, a new or emerging leader, you will enjoy this podcast. All trainers, coaches, and educators ought to listen twice!

Oh, and pardon my scratchy voice on this one, I am just getting over a cold!

Want to hear the latest research about emerging leaders? Listen to this podcast!

You can listen to my podcast with Ron Carucci by clicking here:

You can also download an MP3 version of the podcast here: MP3 Download

And just a reminder.....

Here is the Podcast Feed for the entire Fireside Chat podcast series:

You can also find this series on iTunes (and several other podcast sites), just search under my last name for Fireside Chat.

Having Fun with Amazon

A couple weeks ago I created an Amazon.com aStore and called it Lisa's Management Bookshelf. Well, I got bored with that and changed the store.

I decided to have a wee bit o' fun. Sure, it's a device to make a few nickels, but fun and money can coincide nicely with the right intent. I have filled my store with my favorite things for the moment. You might find some good ideas for gifts or things you need.

Check out Lisa's Favorite Things here. I will likely change it up again at some point. In addition to this post, there is a link on the top right corner of my blog.

Have fun and let me know what you think of my choices!

Nice Wee Write Up in Globe and Mail

Focus Like a Laser Beam got a nice write up in the Globe and Mail. Beauty, eh? (That's my attempt at writing in Canadian - I can do that since I was born in Canada and my relatives still talk like this.)

Thanks Harvey!

Satan a trainer?

This article by Wayne Turmel (you know him from the Cranky Middle Manager podcast) on Management Issues is very funny and clever. And like most workplace humor, like Dilbert and Despair, there is a wee bit of truth in it that also makes it a bit tragic.

It's called, Satan's Training Brochure.

10 Most Brilliant

Here's Popular Science's list of the 10 Most Brilliant young people. I find the whole worm thing fascinating! Found via Business Innovator Insider.

Berkeley Podcasts

A friend of mine alerted me to this. Berkeley is podcasting some classes. Check out the list here. The courses that piqued my attention include:

• Introduction to Nonviolence
• Physics for Future Presidents
• Human Emotion

I think corporate trainers could stretch and enhance their reach by using podcasting too.

Perhaps this is the wave of the future for university education, too. Pay your tuition and you can download related references, study materials, and course recordings.

Making the Case for 2 iPods

A bit of a sidetrack here....

Like everyone else in the electrified world, I have seen the new line of iPods. The new shuffle is BRILLIANT!

So small, has its own clip, 1gig of listening pleasure at only $79 bucks. The design is inspiring.

I have a nano now, but I am making the case for owning two iPods. My nano is great and I love taking it when I travel. Songs, podcasts, books, and my calendar.

When I exercise, I have to select the album I want to play out of ALL the stuff on my nano. If I want to exercise to a mix, I need to set up a song list and I have not figured out how to do that yet. I used to have a shuffle before I got my nano and used it just for exercise. I had a mix of songs that enhanced my workouts.

The new shuffle is even better. I can have my perfect exercise mix and use it just for that purpose.

My question is, can you have two iPods in iTunes with different music on each one? Seems like that ought to work, right? Hmmm.....

Expectations ARE Clear

I like this post from Brain Based Business called How visible are expectations where you work? Here's a snippet:

When clear focus is missing , workers often complain that they  have no idea what their supervisors want… and yet these same leaders bemoan the fact they can’t get ahead. One frustrated manager approached me after a talk I gave about highlighting specific expectations so people’s brains can register what to go after.  “I give my boss whatever he asks for and it’s never the right thing,” she complained. Yet when I asked him to list what he wanted,  he seems unclear himself. “I’ll know it when I see it,” he’d often mumble.

I don't agree totally with the post, but I do agree that many managers are lousy at clarifying expectations - their expectations, what they want.

Let's face it, the expectations are clear, but they are likely not what you want. Yours actions, words, and reactions all reinforce notions about what's expected. The question is, are these defacto expectations aligned to what you need to accomplish within the department?

Here's an example. I was meeting with a senior leadership team for a small company about a month ago. They were moaning about this one employee they have who is brilliant but can be verbally aloof and abusive - a real jerk to work with (I know this sounds similar to an example I shared a couple posts ago but it is a different company, similar situation). They tolerate her. They were using words like unacceptable and intolerable to describe her bedside manner. I corrected them. Her behaviors are meeting their expectations and are acceptable. By their actions (or inactions) they have set the expectations extremely low for relationship skills - not just for this one person, but for the whole organization.

Needless to say, they did not like hearing this - but thought about it and agreed.

Expectations are clear. Make sure the notions about what excellence looks like match your goals for the department.

People are Amazing

Some more than others and not all the time - sure.

But we are surrounded by amazing, interesting, complex and caring people. Do we choose to know them? Do we choose to be inspired by their greatness instead of being threatened, jealous, or envious?

This is a challenge for me sometimes. OK, often. But when I embrace the amazing nature, styles, and skills of others, I lift myself up too. It really does feel great.

I wonder why it is not the automatic response. Socialization, schooling, and my competitive soul certainly play a part.

OK, here goes. Suspend judgment for a minute. Yanni was on PBS last night (the concert from his recent live album). The collection of greatness was amazing. Yanni brings together the best musicians from around the world and gives them equal time to shine. The concert was eclectic, exotic, provocative, and showcased many great talents. During the pledge break, Yanni talked to the PBS representative and shared that he composes the music BASED on the particular talents of each musician. He selects the players first, then writes and arranges the music. And it shows.

In business, this is what a start ups often feels like. The initial team comes together and then they collectively decide to take on the world.

There are two lessons from this that I think could be helpful to managers.

1. When you love (yes love, but get your mind out of the gutter) and respect great talent, it shows. When your team feels your sincere admiration for their unique greatness, they want to play their hearts out for and with you.

2. What would be different if we designed the work based on each players unique gifts and talents? Instead of the other way around? If someone were to design work based on your unique strengths and talents, what would your workday look like? This topic relates to the Marcus Buckingham - Now, Discover Your Strengths - work. But I like this twist - the amazing power of seeing, appreciating, and inviting in other's greatness and then designing the work environment to fully utilize their unique strengths.

When I see this, remind myself of this, and knock myself upside the head if petty insecurities take center stage, I am a much more effective and impactful leader. And it feels much better.