Leaders Are Readers -- June 2023
APPLIED ANALYTICS & AI
We continue diving and delving into AI, in part, because it is fascinating, and in part, because it is here, and seemingly will continue to become more and more woven into the fabric of our daily lives. From the piece; “In just five days, one million users flocked to ChatGPT, OpenAI’s generative AI language model that creates original content in response to user prompts. It took Apple more than two months to reach the same level of adoption for its iPhone. Facebook had to wait ten months and Netflix more than three years to build the same user base.” Wow! Wish I knew where to invest some early dollars … This is a bit of lengthy piece but well worth the time. Also read the couple call outs as they explore some important and interesting points. The speed of evolution here is already, and will continue being, difficult to ensuring public policy keeps pace, particularly in providing safeguards. Not stifling the technological advancement, rather ensuring we aren’t exploring digital environments in the absence of trying to keep this from becoming The Terminator. Exploring opportunities in the gen AI value chain | McKinsey
Another lengthy, and informative, piece on generative AI. Here, I argue these things aren’t the province of CEOs; senior leaders in any organization should read these 17 pages and leaders at all organizational levels would benefit for the reading investment. I’m struck by the potential to really make use of data at enormous scale and the continuing promise to free human talent to apply those things only humans can do (at least currently). What every CEO should know about generative AI | McKinsey
Concerned about the first two articles in this section? The following might be helpful in forming and framing a flexible mindset to keeping us ahead of the generative AI changes and maintaining our professional employment viability. Specifically, this piece highlights focusing on our personal brand and continuing to cultivate our expertise. That’s what we do in these monthly missives, we seek ways to continue our lifelong learning journeys, helping us remain both viable and vital in the workspace! 5 Ways to Future-Proof Your Career in the Age of AI (hbr.org)
BOOKSHELF
Only one book completed this month. Adding another John C. Maxwell book to the “read pile”. This one is a newly published in 2023 entitled, The 16 Undeniable Laws of Communication. Here, Maxwell delivers yet again. Lots of good, discernable, digestible, and applicable Laws. He provides good examples of what good communication looks like in execution and practice. He breaks the 16 Laws into five different buckets. Who says it; What is said, How it is said; When it is said; and Why it is said. Ever looking to improve in this area, this book provided more brain food for improving how we communicate with one another, not just in delivering keynotes, presentations, or speeches. That is a big focus here, but these Laws are applicable in how we communicate even in one-on-one conversations. He doesn’t really stipulate these Laws apply to our written communications; I posit they also apply there. Not for texting with emojis though….!
CULTURE CLUB
The quote “culture eats strategy for lunch” is often attributed to Peter Drucker. Regardless of attribution and who advanced the idea first, it is on target. The following two-part article takes a quick look at why this is important. We all likely instinctual know the quote to be true. Do we know what this looks like in actual application? Is there an “easy” way to get our minds around how to advance and apply the concept that allows a good culture to take root and blossom in our organizations? In short, yes! At least this thought leader shares it really boils down to starting with organizational purpose and building up and outward from there. She covers five things we can do to build purpose-driven organizations (and good cultures!): 1) Work with leaders to define (or redefine) your larger purpose; 2) Align your purpose to human-centric core values; 3) Connect your purpose to your people; 4) Empower leaders and managers to bring your purpose and values to life; and 5) Celebrate the accomplishments that drive a purpose-driven culture.
Part 1: The purpose-driven organization: 5 ways to start building - Talent Management (talentmgt.com)
Part 2: The purpose-driven organization: 5 ways to start building - Talent Management (talentmgt.com)
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Continuing our look at organizational culture, in addition or aligned to the two-parter provided above, don’t overlook the role compassion plays. The author points out this isn’t empathy, nor is it loosening standards or accountability, rather, seeing people as human beings with all their wonder and their warts. Four areas are covered, starting with our self-compassion. True, I’m at times the least forgiving about my own mistakes, missteps, and misfires. We all have them, we should be aware of forgiving ourselves for mistakes. Does not mean we won’t have consequences, rather how we respond to mistakes reveals character. Second, we must build around psychological safety. Cannot agree more. If our teammates know they can be themselves, and that their leaders care about them, they are much more productive and feel valued. Third, we must lean into understanding those around us. I take this one step further in light of The Arbinger Institute’s “Outward Mindset”. If we are more focused on helping our teammates succeed, we will learn more about them and when compassion is crucial, we’ll know how and when to supply it. Last of the four covered areas is acting, not just saying. The author explains accountability is important here and indicates we must demonstrate trust, guidance, and support. Imagine how powerful our organizations might be if we understand how to deliver on purpose-driven organizations that actualize the human touch (compassion) in all we do. Better Culture Starts With Compassionate Leadership | CCL
FOCUSWISE
Usually under this title, we usually listen to one or more of Curt’s ~five-minute podcasts. This month we read an article about being a happy high achiever. Reading through this, I noted at times across my own current career, where I was too focused on success, sought perfection (unobtainable!), needed others to validate my worth, lacked any manner of life balance (or my preferred term of life harmony), far and away too often was comparing my success(es) to others and / or thought of myself being an imposter elevated beyond capabilities; and neglected well-being. He lays out three ways to get after still being high achieving, but not, if you will, destroying oneself and our relationships in the process. During a panel a couple months ago, I shared the way I provide that self-care is to now my own gas gauges (taking care of my mental, spiritual, social, and physical resilience so things remain in harmony), having more than one accountability partner, and setting boundaries (what I coined as being inside the sevens). That last one supports and is supported by the former two, and also ensures realistic goals are set for each day. Those days add up to equal success over time. How to be a (Happy) High Achiever — Focuswise
FRIDAY FORWARD
Yes.This. So much to learn from a simple two-minute response. The video link is embedded in the following missive. There is a decided difference between failing at something finite and for time and abject failure. Who among us has always, only, and ever succeeded at everything? Certainly not me. Many, many mistakes, personal and professional over my life. Most have long been removed to the mind’s rubbish pile. I don’t think about them anymore. Some failings are good reminders to not repeat. Allowing ourselves to see not accomplishing a goal on time, or as preferred, doesn’t mean we are career failures. We pick ourselves up and drive on. There will be another opportunity if we learn, lean-forward, and look for the “next shot”.
Failing vs Failure (#378) by Robert Glazer
While not everyone is a sports fan, sports undeniably can offer us valuable lessons for life and leadership.
A prime example occurred last week during the NBA basketball playoffs. The Milwaukee Bucks, who had the best record in the league, suffered a shocking and resounding defeat in the first round of the postseason.
Perhaps the most resonant moment of the series came after it ended, during a press conference featuring Bucks star Giannis Antetokounmpo. Antetokounmpo, a two-time NBA Most Valuable Player and one of the world’s best basketball players, was asked by a reporter if he considered the season to be a failure. His frustrated but poignant response?quickly went viral .
Here are some snippets of what he said to the reporter.
“Do you get a promotion every year on your job? [reporter responds no] No, right? So, every year you work is a failure, yes, or no? No. Every year you work, you work towards something, towards a goal. It’s not a failure; it’s steps to success. There’s always steps to it.”
“There’s no failure in sports. There’s good days, bad days. Some days you’re able to be successful, some days you’re not. Some days it’s your turn, some days it’s not your turn. And that’s what sports is about. You don’t always win. Sometimes other people win. And this year somebody else is going to win, simple as that.”
“Michael Jordan played 15 years, won six championships. The other nine years was a failure? That’s what you’re telling me?”
Although he did not make this distinction directly, I believe Antetokounmpo was differentiating between the concepts of failing and failure. While these two terms are closely related, they have a meaningful distinction.
In life, we repeatedly fail, whether we lose a game that can only have one winner, fall short of a personal goal, or fail to meet the expectations of a boss or customer. Famously, Thomas Edison failed to create a long-lasting lightbulb over 1000 times before he succeeded. It is through these instances of failing that we?learn from mistakes , adjust our approach, and come back better and stronger the next time.
Failure is different from failing. Failure comes when we stop trying after we fail; it’s when we don’t pick ourselves up and continue working towards our goals. Failure is also when we give in to fear and self-doubt and use that as an excuse to not even show up the next time around.
One of the biggest issues with our?education system ?and prevalent parenting style today is that we don’t teach or model for kids that it’s okay and normal to fail. We treat failing as something to avoid at all costs even when the stakes are objectively low, as they should be for any child in any endeavor that is not life and death.
This relentless pursuit of perfection has many kids legitimately feeling that their hopes and dreams are shattered if they fail to make a sports team or get a single B in a class that doesn’t really interest them.
Paradoxically, this fear of failing is likely the largest cause of actual failure when these same kids enter the real world and face the inevitable adversity?life brings . As Antetokounmpo notes, every season in life has winners and losers. However, just as winning one day doesn’t mean you will remain successful forever, failing doesn’t make you a failure. The only true failures are suffered by people who give up as soon as something gets hard or after they fall short on their first attempt.
If you talk with anyone at the top of their field, they will be quick to share how failing strengthened their resolve, and how their many shortcomings were critical to their eventual success.
Antetokounmpo’s best advice from?his two-minute speech , which I encourage you to watch, might also have been the simplest: ”You don’t always win. Sometimes other people win.”
We need to remember to?embrace the lessons ?that come from failing, while at the same time using those experiences as opportunities to grow and become better. Strive for progress, not perfection.
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Given our continuing focus on AI/ML/Data & Analytics, this installment by Robert does bend us away from, or at least reminds us, we shouldn’t be given to, wide swings (in any direction). Towards the end, he details the normal innovation cycle. Many of our Readers remember the Dot Com boom and bust around the turn of this century. It was glorious for those who bought early and had presence enough to harvest their gains prior to the bust. Most, though, thought upward trajectory was perpetual and got absolutely wiped out. I remember a couple of my co-workers excitedly talking about one particular investment they’d been pouring into because it was growing rapidly, only to collapse completely a short time later. Not trying to give investment advice here other than to say, I am dabbling in “hot investments” but only with that I can afford to lose if those implode. Should one or more catch fire, great! If not, my family’s future isn’t staked on “maximalism” about something emergent and exciting.
Avoiding Maximalism (#379) by Robert Glazer
When I look around the business landscape right now, most notably on my LinkedIn feed, I feel like I’m watching a movie I’ve seen many times before.
A few weeks ago, I wrote about how generative AI is poised to cause rapid changes to many aspects of how we work and live over the next few months and years. Given AI’s potential, it’s not surprising to see it talked about constantly in the news and across social media, to the point that it often feels like the only topic of conversation.
As is common with many technological advancements, the genuine excitement for something new often attracts a group of vocal “maximalists.” These individuals display excessive enthusiasm, audacious predictions, and hyperbolic language—as well as massive Twitter threads—insisting that the new technology will revolutionize the world immediately and will become the ultimate solution for all facets of life.
The problem with the maximalist narrative is that it conveniently overlooks the challenges, complexities, regulatory considerations, and time required for any innovation to be integrated into existing systems. While a maximalist’s optimism can spark interest and drive progress, the tendency to overlook challenges and complexities results in unrealistic expectations and a distorted view of the market.
For example, remember that barely eighteen months ago we were in the middle of?feverish speculation ?about Web3, Blockchain, Cryptocurrency and NFTs. Investment capital was pouring into this vertical as many of the maximalists and “Crypto bros” trumpeted bold predictions. These included proclamations that Bitcoin was going to $1 million and should be the majority of your investment portfolio, that traditional banks should not be trusted with your money, and traditional, or fiat, currency would quickly cease to exist.
These same people also said that if you were an engineer and not working on Web3, your job would be extinct momentarily.
While Web3 technology has promise that may still be realized, had you followed the maximalists blindly, you likely would have lost a majority of your savings and possibly changed your career and found yourself facing a layoff.
The reality is that new innovations, even disruptive ones, tend to follow a very predictable pattern and adoption curve.
1.?A small group of people and companies work on the new innovation before it’s really understood by the masses.
2.?The new innovation begins to get traction and more people start to gain interest in the space.
3.?A few early players launch products that wow the market and catch incumbents off guard. As others start to feel FOMO, there is a rush to catch up and the hyperbole begins.
4.?Money pours ?into the space, and people and investors lose their objectivity. This is when you start to hear that “it’s different this time,” as a host of unprofitable and unsustainable businesses chase market share and compete against each other.
5.?Everyone you know is talking about this new technology. It feels like all you hear and read about, and you start to fear that everyone is getting rich but you.
6.?The space quickly gets overfunded, and competition gets fierce. The realization also sets in that there is a difference between cool technology, or an exciting free product, and a sustainable business model.
7.?The market crashes, wiping out about 90 percent of the players as investors run for the exits.
8.?Slowly, the market begins to sort out the long-term winners and applications. Companies refocus on applications of the new innovation that can result in a?profitable, sustainable ?business.
Those of us who remember living through the Dot Com Bubble recognize this exact pattern. Yes, the internet has changed our lives; however, I remember hearing from Dot Com maximalists that paper would cease to exist and that any company that didn’t sell online would be out of business within a matter of years. The last point is especially ironic given that selling online today is harder than it’s ever been, and catalogs are still going strong.
We sit today at the juncture of many exciting new technologies that have the potential to usher in significant and lasting change, including AI, Web3, Blockchain, Crypto, and the Metaverse. These innovations will likely change how we live and work. At the same time, however, it’s crucial to recognize the hurdles and complexities needed for global adoption and the eventual necessity of sustainable business models.
By ditching the hyperbolic, maximalist lens and embracing a more grounded perspective, we will be better suited to unlock the potential of emerging technologies. Perhaps more importantly, we will also be cognizant of the challenges of adoption, and hopefully avoid falling victim to the scammers and opportunists who always emerge to profit from the maximalist approach.
FROZEN?!
No, I’m not breaking into “Let It Go” from Disney’s Frozen, rather we keep coming across materials about the “frozen middle”, a term with which I think most of our Readers are familiar. Rather than saying or stipulating others must adapt and advance their own thinking (and performance), the author focuses on what we can do to keep from becoming a part of the “frozen middle”. In short, understand failure is data that can make us better; focus on getting the basics right (and performing at a high level); and becoming or remaining a lifelong learner. I may well be inferring what she doesn’t … if we model these behaviors around and for others, particularly for those leaders lead; they will become emulated habits. Perhaps the whole team or organization doesn’t adopt these three things; many will, and our organizational outcomes will improve in response. Thawing out the frozen middle (chieflearningofficer.com)
HARVARD YARD
Don’t think we have a current “chronic complainer” on my team. Sure, we have complaints, heck sometimes I complain (about the workload, or lack of appropriate time to provide what is sought at preferred quality levels). For certain have worked with chronic complainers over the years. The notes and nuggets provided here are good frames for kinds of complaints, listening to what they are really imparting, and asking the right questions to address and do something positive with complaints that are actually constructive.
Do You Have a Chronic Complainer on Your Team? By Sarah Moughty (bolding and underlying added for emphasis)
I once managed a big-time complainer. Nothing was ever good enough, and minor stumbling blocks required lengthy back-and-forths. The person maintained a mental list of past perceived slights, some of which dated back years. They had been shuffled around from manager to manager because people found them difficult to work with.
It’s easy to dismiss someone who complains a lot, but I actually enjoyed this person. I valued their unique perspective, and they often made me laugh. Even so, when I saw them approach my office door, I would sometimes brace myself in anticipation of the impending litany of grievances.
In a new article, IMD Business School behavioral scientists Alyson Meister and Nele Dael emphasize the importance of managing destructive complaints—but also harnessing constructive ones. “Different types of complaints have different underlying intents (both conscious and unconscious) and downstream effects,” the authors write. They describe four kinds of employee complaints:
? Productive complaining—for example, a complaint about an unsustainable workload or a colleague’s inappropriate behavior—can surface important issues that you need to address before they spread.
? Venting can offer a temporary release by helping us blow off steam. Talking to a trusted colleague can give us perspective or make us feel supported when we’re frustrated. However, excessive venting can??trigger exhaustion or compassion fatigue in the listener and can contribute to a negative team culture.
? Chronic complaining is usually reflective of the complainer’s pessimistic mindset, and it can also sap the listener’s energy. However, chronic complainers can still surface productive complaints, so you can’t dismiss them entirely.
? Malicious complaining is destructive, aiming to damage someone else’s reputation or career, and it can spiral into toxicity. Managers need to intervene quickly to preserve the team’s psychological safety.
Meister and Dael offer solutions to help manage the various kinds of complaints. Doing so, they write, will help you “create a positive, high-performing work environment while monitoring and containing the risks and costs of complaining.”
After reading this article, I dug into the archives to see what else HBR has published about complaining—and complainers—at work. Did you know that most employees spend 10 or more hours per month either complaining or listening to someone else complain about their boss or senior management? (Note: This doesn’t even include complaints about peers, subordinates, or projects!)
Career coach Marshall Goldsmith saw this figure and didn’t believe it—until he surveyed 200 of his clients and got the same results. Goldsmith suggests getting your employees in the habit of asking themselves four questions to distinguish productive complaints from the rest:
1. Will this comment help our company?
?2. Will this comment help our customers?
?3. Will this comment help the person I’m talking to?
?4. Will this comment help the person I’m talking about?
If their answers are no…I think your team will know what (not) to do.
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We easily could have included this short piece in Applied Analytics & AI above but did not want it to be lost this is an HBR daily dose. There is a lot in these few notes. Recently, was with a group of professionals from within my part of the Air Force enterprise who expressed concern they would need to learn to code in Python, R, R2 or other language in order to take advantage of ongoing digitization and AI/ML-related efforts we’re incorporating into our analytic toolkits. It isn’t necessary that we all become coders, but it is necessary we teach basic understanding of how these things work, prepare for their evolving (and continuous) incorporation and use, and the use of these technologies are burned into our day-to-day operating models.
Introducing AI into Your Organization by Tsedal Neeley
Given the rapid emergence of generative AI, you may be wondering how you should prepare to introduce it at your organization. Start by framing the technology as a set of systems your team can use for collaboration. You can do this by focusing on three things:
? Ensure everyone has a basic understanding of how digital systems work. Emphasize to your team that they don’t have to become programmers or data scientists. You simply need them to take a new and proactive approach to collaboration (learning to work across platforms), computation (asking and answering the right questions), and change (accepting that it’s the only constant).
? Make sure your organization is prepared for continuous adaptation and change. Communicate with other leaders to break down silos and build a centralized repository of knowledge and data. Integrating AI not only means familiarizing yourself and your employees with today’s technologies, but also being structurally prepared to adapt to future advancements.
? Build AI into your operating model. If your organization’s tech systems are static, your organization will be static. But if they’re flexible, your organization will be, too. Dismantle data silos, increase cross-functional collaboration and help to build a software- and data-driven operating model that can harness AI’s potential.
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领英推荐
There is much continued conversation about remote work. Note, this is a type of teleworking where the ability to be in the office with others isn’t practical because the team member lives too far away from the “central office” to commute in with any regularity. Some are adept and able at working remotely with great professional productivity and maintaining purposeful personal relationships. Since the pandemic lockdowns, have seen some remarkable examples of this. Have also seen the converse, where remote working was not a good fit for the member and things quickly went south. In this piece Octavia provides good questions we should be asking our remote working teammates and also those who work remote should be asking themselves. As I draw my Air Force career to a close, I’m seeking remote working opportunities precisely for the freedom to be where my family wants to be, and not be limited in choosing my next chapter. Will be keeping these questions handy for self-check-ins.
Is Remote Work Starting to Feel Too...Remote? by Octavia Goredema
If you’re grappling with the isolation that can come with working from home, these steps can help you address it.
? Identify your needs. What type of interaction and levels of engagement do you enjoy? Is it small talk, one-on-one meetings, or group conversations? Are you looking for a lunch buddy? Do you wish you had a bigger team to collaborate with? Reflecting on your answers will make it easier to determine if a solution could be a quick fix or something that requires a bigger change.
? Assess your options. Ask yourself questions like: What resources already exist that I may not be utilizing? What parts of my routine can I adjust to better suit my social needs? Are there new opportunities for socializing that I could learn more about and try?
? Take a first step. For example, if you love collaborating with others, could you ask your manager if you could mentor someone who needs to learn a skill that you have? If you miss small social interactions, could you ask a peer if they’d like to meet once a month for a virtual coffee? If you want to build new connections, could you find a local volunteer role that will allow you to meet some new people? One or two small tweaks to your routine could make a big difference.
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Incredibly important, and not just bathroom breaks! Find those moments during the day to take effective breaks. Sometimes, I take a short walk (there are 17.5 miles of open walking corridors in the Pentagon), sometimes it is just getting a fresh cup of coffee (and sometimes it is my go-to mushroom coffee … less caffeine + other healthful benefits), sometimes it’s chatting with a co-worker on nothing connecting to work, other times it is reading something that feeds me positively. Some focus on mindfulness moments; that’s effective too. Point is, we are much more productive when we take beneficial breaks during the day. Please, no snakes, lizards, or other unusual pets in the office!
Are You Taking Effective Breaks from Work? By Zhanna Lyubykh and Duygu Biricik Gulseren
Taking breaks throughout the workday can boost both your well-being and performance, but far too few of us take them regularly—or use them effectively. Research suggests you consider the following factors to get the most out of your pause from work.
? Length. A longer break isn’t always better. Disengaging from work for a few minutes but on a regular basis (micro-breaks) can be sufficient for preventing exhaustion and boosting performance.
? Location. Changing locations will help you recharge. If you can get outside, even for a short walk, all the better.
? Activity. Browsing social media is a popular, but not necessarily effective way to take a short break. Instead, choose to do something that enriches you, brings you joy, and gives you energy.
? Pets! Research shows that interacting with a dog can lower levels of cortisol hormone, an objective indicator of stress. So, if it’s possible to spend some time with a furry companion during the workday, give it a try.
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Maybe just a good set of reminders for me. Good to reflect and refresh what good leadership looks like.
Earn Your Legitimacy as a Leader by Nitin Nohria
No job title or level of expertise is enough to make you a legitimate leader in the eyes of your employees—you need to earn that distinction through your actions. Here’s how.
? Communicate clearly. Tell a compelling story about where your team (or organization) is coming from, where it’s going, and why. Crucially, you need to be able to convey how your employees fit into that plan.
? Demonstrate fairness. “That’s not fair” are words that will swiftly undermine your legitimacy. As the person who sets the tone, you need to proactively communicate care and respect for the people you lead with transparency and consistency. Favoritism and opaque decision-making will demotivate your employees and lead to a culture of self-protective and political behavior.
? Behave with integrity. Do you act in accordance with your espoused values, especially when doing so is costly?
? Be authentic. Authentic leaders are as honest about their successes and strengths as they are about their failures and weaknesses—and they’re open about who they are beyond their professional lives.
? Put others first. Acknowledge that leading is a privilege, generously give credit where it’s due, and make sacrifices before you ask others to do so.
? Lead with purpose. People don’t just expect you to boost performance and profits; they also expect you to infuse their work with a sense of mission and meaning. Show that your motivation is in service of a larger goal (e.g., serving society or creating real value for customers) rather than a more mundane goal (e.g., increasing shareholder wealth).
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Good question, and if they are, what to do about it? Over and again, it is clear in this piece, energy (not forced), engagement and education are keys to continued thriving in this “new” hybrid environment. Openly opining, I’ve been spending a lot of time of the road, engaging in-person across my part of the Air Force enterprise to draw our community closer together. Most I visit are actually in their respective offices, working alongside their teammates, but I have learned that these in-person engagements have served to energize our front-line teammates, connect them to the bigger picture, and are paying dividends in an ongoing cultural evolution we’re undertaking. A desired side-effect is we’re also having direct engagements with key decision-makers who appreciate hearing what we’re working towards accomplishing on their behalf. A little off topic, but I see the connections being the same whether in-person, hybrid, or fully remote. There are across the board applicable actions presented in this piece.
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Wait, what? We should be disagreeing more at work? Aren’t we trying to reduce disagreements and get along better? The author provides good insights and information about how to disagree in a way that is constructive, builds benefits, leads to more collaboration, and generates better organizational outcomes. Disagreements don’t need to devolve into personal pokes or ugly undertakings. Think about our best relationships, perhaps with your husband or wife, children, parents, best friend from high school or college, or someone else. Do you always agree with them? Of course not, but because we care about them, even when we disagree, we work to find workable outcomes because it preserves the relationships in meaningful ways, and in the context of our professional lives, improves our personal and organization performance. Might sound counterintuitive, read on! Why We Should Be Disagreeing More at Work (hbr.org)
LEARNING & LEADING
Have been increasingly convinced continual skilling and upskilling our teammates is one of the most important things organizations must do now and in the years following. Long gone are the days of, go to school for a degree, technical certification, or learning specific skills and you’re more or less good for your career. While that might be more conjecture than reality for most professions, the pace of technological change more than necessitates continuous learning. Reviewing the landscape across the past several, perhaps more years, it is clear that our investments in Learning and Development are central organizational requirement, not a nice to do if we have budget and bandwidth leftover. The following shares how Warner Bros approached building a new L&D team to deliver transforming opportunities. Case study: How one learning approach at Warner Bros. Discovery delivered career value during a major transformation (chieflearningofficer.com)
The following links to a 20-minute podcast. Liner notes are: “In this special episode of "Voices of CLO," Liz Loutfi, managing editor for Chief Learning Officer, speaks with Pluralsight's chief people officer, Will Clive, about his insights on the global talent landscape and the characteristics of a successful upskilling program.” Deciphering the Code to Advancing Your Upskilling Program (chieflearningofficer.com)
Sorry, yet another required download … but the information is useful. Some months ago, we read about the move from professional ladders to the idea of a lattice. Here, we explore moving from ladders and lattices to a labyrinth. Novel and new concept, at least for me. Quick 11-pager that sums with the following; “…Whether called a ladder, a lattice or a labyrinth, career pathing has become a more complex and vastly more important component in the employee retention battle. Changes over the past five years, especially with the increasing permanence of remote work, means employers and employees must mutually and cooperatively build and follow career paths that support the interests of both sides. And career paths are no longer universal entities. While the organization’s “geography” may be a constant, the routes mapped and taken from start to finish will be different for each employee. Those recognizing and adapting to those realities will be the retention battle’s victors.” My key takeaway is really the word “flexibility”. Understanding our organizational needs translates to ensuring we are training and developing teammates to meet those requirements while also balancing the member’s desires for growth, development, and career-pathing. Shifting Career Pathing from Ladder to Lattice to . . . (chieflearningofficer.com)
MASTERFUL MCKINSEY
One of the key lines from within this piece [bold emphasis mine]; “The HR function is often overburdened with transactional work and not well equipped to create value for the enterprise. Yet people-first organizations look at business problems from the perspective of how talent creates value, and HR is well positioned to bring data-driven insights to talent decisions. HR can arm itself with data-driven insights and people analytics to support talent-driven transformation, and HR business partners can then consistently make talent decisions based on data. Truism in my own organization. We are often saturated with just transacting the day-to-day. It is challenging to carve out people other resources like time, to apply real analytics to addressing how to make organizations better. HR is a critical partner in making positive progress by leaning in and out rather than simply responding to demand signals. This is part of my own experience where my organizations’ CHRO took risk, aligning resources away from the transactional and freeing the team from the bureaucratic to get about transformative HR practices and policies. Some ideas moved fast, others, frankly, took multiple years to realize (part and parcel of operating in a big, hierarchical organization).
We did, in fact, deliver some sweeping changes that have the potential to unlock and unleash value. Just today, as I write these notes, I read a post from a teammate indirectly calling into question some of the work we advanced (and absent any improvement recommendations). Criticism is useful; it helps refine and improve if connected to recommendations. The posts in response were interesting, but not directly useful. However, it highlighted one thing … we need to improve the strategic communications about what was done because many of the critiques are precisely why the changes were made. If applied correctly, both the developmental and performance feedback tools will address the concerns, criticisms, and complaints! Also reminds me, many think HR is easy, anyone can do it! Not at all true because humans are, well humans. We are crafty, creative, cranky, and complex beings! What I’m really saying is, get directly engaged to do more than just post criticisms or complaints, help the organization by executing the changes in the manner and method intended! The new possible: How HR can help build the of the future | McKinsey
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While this piece focuses on new businesses, including those growing from existing organizations, I argue the ideas and information articulated apply to any and all organizations. In some respects, the ongoing fluidity and hyper competition in the talent marketplace necessitates practicing the principles outlaid here, including; being customer-centric (after all, they are why we’re in business), calibrate risk appetites, willingness to learn and pivot, and have a knack for hiring the right talent. There is more to the article, simply sharing my thinking the information presented here has application well beyond “new” companies or ventures. Would love to hear Readers thoughts. Getting the talent strategy right: Critical factors for new businesses | McKinsey
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Rather than just rant, as I did a little in the notes to the first McKinsey article above, here is a good piece detailing what Talent Management really is. Great primer and summary about what the TM is and, more or less, lists many, if not most of the necessary components within a strategy. Part of what I was detailing above is, there are many connections between the TM-related updates and changes my organization has undertaken in the past several years. They are largely congruent and complimentary. Yes, we must be better and communicating the “why” and “what” of the updates; we must also share the data and detail. I’m remined of the political adage attributed to many, including the late US House Representative Daniel Patrick Moynihan, “Everyone is entitled to his own opinion, but not his own facts.” In short, we make data-driven, risk-informed HR decisions (mostly …). Express your opinion, please also bring some analysis, research, and data backing up that position. Readers interested in building comprehensive TM strategies will find this piece helpful; and those not wholly understanding what TM is, will also likely find this piece helpful. What is talent management? | McKinsey
OUTWARD MINDSET
Have shared many times, we purpose built the US Space Force’s talent management strategy, The Guardian Ideal, on three interrelated and irreducibly important tenets; a growth mindset (continuous learning for all), an outward mindset (making others successful first), and psychological safety (allow me to bring myself to everything I do absent ridicule and open me to constructive developmental feedback in return). Here we plumb the organization who created and coined the term “outward mindset”, The Arbinger Institute. Rather than just name them, decided it was useful to link to specific materials this month. The following provides a good primer for why accountability isn’t the “best” approach to eliciting performance. Developing teammates who hold themselves accountable to achieving is far more useful. It not only removes me projecting blame for my poor or lagging performance on others, if implemented and executed well, everyone around me is invested in my success and I in them. Imagine if we concerned ourselves with others achieving first and foremost. By extension I will also succeed and recognize it really isn’t “about me”. That is radical, only it isn’t. It is proven via research to work, and work exceedingly well. Stop holding employees accountable—develop accountable employees?- Arbinger . Herein, Arbinger highlights it’s Job Map and 3A+ Developmental Framework. A friend who works for Arbinger shared these with me now several years ago and I’ve thought about them consistently. They are “simple” yet very powerful in application.
QUOTABLE QUOTES
Have always loved the way Twain phrases things. We often find humor, or something thought-provoking, or quirky in his musings, but he always brings a kernel of truth.
“History never repeats itself, but it does often rhyme.” - Mark Twain
What an amazing way to look at life! If we never really see failure or events as a loss, rather as a win or a learning opportunity, it affords and allows us to move beyond something that didn’t go well. As we explored in Culture Club and the first Friday Forward installment above, when we learn self-compassion, everything we experience can make us better going-forward. Easier said then done, but like many, or most things, our mental framing makes the difference more often than not. It’s not being Pollyannish about occurrences or obstacles, rather putting pieces of the puzzle into perspective in a positive manner.
“I never lose. I either win or learn.”?– Nelson Mandela
One of our Readers (hat tip Capt Crystal “Maestro” Hensley) shared this just two days ago, and in time for today’s monthly launch. Loved this so much had to add it here!
“A reader lives a thousand lives before he dies, and the one who doesn’t read, lives just one.” – George RR Martin
STUDYING STOICSM
Admission time, as soon as I read this post, I thought of the 1980’s hit from the British band, The Human League, Human. Yes, that song is actually about betraying loved ones, but the point isn’t lost here. We’re all human, we may not all have the same advantages, achievements, or aggravations, but we are all connected by the fact we are all flesh and blood, we are all impacted by the events and the effects they emanate. Be who you are, and also be quick to forgive, forget, and forge on. Trite but true, we really are in this thing together.
“Many artists—songwriters, poets, comedians, and so on—have said some version of the same idea: the personal is universal. Artists often find the more personal they get in their art, the more people tend to resonate with it.
It actually helps explain how Meditations has endured for thousands of years.
We should not be able to relate to Marcus Aurelius at all. His experience was so unrelatable. There was literally a cult that worshiped the emperor and his spouse as living deities. Marcus controlled the largest army in the world. He had unlimited wealth. He could kill, torture, or exile anyone he wanted. People cheered him as he walked down the street.
Just the fact that he lived a long time ago should be an unbridgeable gap between us. Yet we find a way to relate to him. Because he was unflinchingly honest in his journal, and he was touching something universally human.
There are two lessons here. First, if you want to make great art, be unflinchingly personal–go to what makes you unique and you . But second, don’t let that uniqueness separate you from others. On the contrary, if you want to feel less alone, remind yourself that you aren’t . Your problems aren’t that unique. Your nature isn’t that unique. Your personal stuff isn’t that unique. In fact, it is universal.
We are all people struggling the same way , we are all people with the same capacities and dignity and worth. Let’s celebrate that. Come together over that.”
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Truth! We, well maybe just I do, focus on things often outside of my control. This isn’t about being a control freak, rather reminding myself there are so many daily occurrences over which I exercise no real control. Can’t change someone else’s behavior by willing it. Perhaps we can impact change, sure, but focus on ourselves first and the things we can, and do, actually control. The poster here highlights in the open lines, “you’re waiting for people to get back to you”. Those knowing me best know one of my pet peeves is when people are slow to respond. Understand, sometimes the communications are complicated, and everyone is busy, provide patience. But a simple acknowledgement … “I have this and will get back to you soonest” goes a long way with me. That way, I know you received the text, email, chat, memo, etc., and I trust you will answer fulsomely at the appropriate time. Can’t control that from others, I can however be someone who practices what I preach and move quickly to provide my own “I have this and will get back to you soonest.” As we explored in the first Studying Stoicism this month, we’re only human, bound to make mistakes. Be patient, be kind, be generous to others and focus on your own actions and activities first. Those you can do something about.
“Life is frustrating. You’re waiting for people to get back to you. You’re waiting for approval on stuff. You’re waiting for things to ship. You’re dealing with bureaucracy. You’re depending on teammates. You’re dealing with the fallout of decisions that weren’t your call, rules you don’t agree with.
It’s interesting though how often we complain or chafe against these constraints…yet when the ball actually is in our court, we’re slow. We’re indecisive. We don’t do our best.
More than strange, it’s wasteful madness.
The Stoics say over and over again that there is stuff in our control and stuff outside our control . But this delineation is about more than just putting things into categories…or learning how to practice the so-called ‘art of acquiescence .’ It’s also a statement of priorities.
The things in your control? You have to get them under control. You’re never going to be able to speed others up…but you can use the time they take up to decide what you’re going to do when it’s time to respond. No amount of yelling is going to make that container ship in the Atlantic go faster, but you can handle everything else you need to handle before it comes in. You can’t eliminate the red tape in the DMV, but you can trim the inefficiencies in your own office (and that will still save you time).
Stop beating your head against the wall where it makes no difference.
Handle that first. Actually, not even ‘first,’ because that implies it’s possible to somehow get to the bottom of all of it. It’s a lifelong task, getting your own house in order, improving your own processes and decisions, dealing with what’s up to you.”
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Included this post because it is theme variation on the previous one. Change is … constant, frustrating, opportunity presenting, a learning opportunity, daunting, dangerous … the list is long and maybe endless. Just like we cannot control other’s actions, we cannot control change. We can influence it, shape it, embrace it, advance it, make it work if we accept it just is. Have read a ton of research about the pace and frequency of change. One research presentation I saw actually just this past week as I was finishing up this month’s offering, showcases the top five changes overwhelming organizations; culture change, restructuring, market expansion, leadership transition, and merger or acquisition (in highest to lowest change percentage). Look familiar to our Readers? In my own organization, checkmark numbers 1, 2, ad 4. We’re doing all of that simultaneously. That same research notes that 73% of survey respondents do not expect change pace to slow or stop in the foreseeable future. While that material is a few years old and isn’t meant for current application per se (was a thought-exercise I was a part of this week), suspect that data is likely still pretty right and relevant. Focus on what you can control AND embrace change.
“Change is a constant in life, and embracing it is key to living a fulfilling and meaningful existence. The Stoics recognized this fact and encouraged us to be adaptable and flexible, no matter what life throws our way.
It can be tempting to resist or fear the unknown. However, the Stoics taught that change is not something to be feared, but rather, it is an opportunity for growth and self-improvement.
Marcus Aurelius wrote, “The universe is change; our life is what our thoughts make it.” By focusing on our thoughts and our perspective, we can choose to see change as a positive and embrace it with open arms.
The first part of this email itself is an example of this very idea. Because it was written in part–although not completely–by ChatGPT, an artificial intelligence bot that can apparently do a remarkable job of mimicking and generating what a writer does. Yet we say “written in part” because, although the text ChatGPT spit out was largely usable and without grammatical errors, it wasn’t perfect. It didn’t sound exactly right. Things had to be moved around, stuff had to be deleted.
In his fascinating book Average is Over (which was published in 2013) Tyler Cowen predicted the rise of products like this. But instead of despairing that we’d all be replaced, he simply suggested that talented humans would have to figure out how to use these tools to be better at their jobs. This is itself a very Stoic idea. Because change, disruption, new technologies, they happen. We have to adjust and adapt to them instead of feeling threatened by them. We have to find ways to be improved by them (which Cowen discussed on the Daily Stoic Podcast ), to benefit from them, as we do with all that fate hands us .
Embracing change also requires us to let go of our attachment to the past and to things that may no longer serve us . It may mean letting go of old ways of thinking, trying new things, or even stepping outside of our comfort zone. But by embracing change, we open ourselves up to new possibilities and experiences that can enrich our lives.
So let go of your fear of change and embrace it with open arms . Remember that change is a natural part of life, and by adapting and growing, we can live our lives to the fullest.”
TED TALKS
Ok, this actually leads to an article, but at the end of this piece is the connected 9-minute TED Talk. From the actual talk, “leaders with a good sense of humor are seen as 27% more motivating, their teams are more bonded and creative.” We shouldn’t chuck (appropriate) humor out in the workplace. Think about how many of us now use MS Teams, Zoom, Webex or other digital connection and collaboration platforms that have emojis and GIFs available and are used! I both encourage and engage in using them with my own team. Not all the time and in every response, but it is ok to include some humor and light-hearted responses in our communications with our co-workers. During my first Pentagon assignment, humor and play was encouraged because we operate in high-stress environments. We need good relief and release from often tense and tension-filled meetings, messages, and moments. One of my cubicle-mates once, somewhat angrily, told the other three working in that four-person arrangement, “work is a place for work, not for fun!” He meant that. He was not part of the pranks or puns. We worried we might find him having had a medical emergency because we was wound and wrapped very tightly. It was unhealthy; he was unhealthy. If he’d allowed for some comic relief, as good as he truly was at his position, he would have been great and would have found much more joy in what we were all working very hard to accomplish. It’s ok to have some fun at work (of course when, where, and how matters!). I’m both heavily caffeinated and I’m the best. If you watch the talk, you will understand!
THE MAXIMUM STANDARD
This piece is so well crafted, needed to share it this month! He had me at the title as I, rightly, assumed this was hearkening to Teddy Roosevelt’s famous commentary about “the man in the arena”. Long have loved that because it rings so very true. Here, the author shares personal experiences and leadership applications connected to lines or snippets from the longer Roosevelt commentary. Very effectively done and communicates to each of us … we can do it, but we must arrive and act in the area. The Man in the Arena – The Maximum Standard
Read and Lead On!
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