Training With Paper Airplanes

So I was in an Agile and Scrum Management class yesterday. 

Always looking for new best practices and efficiencies for what we are doing in software development. 

We did one exercise to compare the old Waterfall methodology with Agile. 

And the instructor had us as a team build paper airplanes one way and then the other so see the difference in output and outcome. 

Lo and behold, we had almost 40 planes in agile and only 6 in waterfall. 

What you see in the photo is the testing phase: we actually had to see if they could fly at least 10 feet without taking a nosedive.  😉

(Credit Photo: Andy Blumenthal)

Don’t Get a Huge Hierarchy or a Big Fat Flat

So organizations are a funny thing.

Too hierarchical and you can get lost in the maze of corner offices.

Too flat, and there is no one to make a darn decision. 

Huge hierarchies can be costly and inefficient, but flat as a board organization are mob rule.

I think there has got to be a happy medium.

– One, where there is leadership, accountability, a reasonable span of control, and room for professional growth. 

– Two, where there is dignity and respect for everyone, and your tile and level doesn’t make any difference in terms of having your voice heard and being able to make a difference. 

Hierarchies that reach to the pompous sky and flat organizations where all the air is let out and nothing can get done are those that need to be hailed away in a big menacing orange wheel lock.

(Source Photo: Andy Blumenthal)

Sexual Harassment No, No, No

So I took this training about sexual harassment etc. 

There were some good general tips for managers confronting these challenging situations:

1) Address it quickly

2) Discuss it privately

3) Specify the problem behaviors

4) Get commitment that it won’t happen again

5) Document what occurred

It’s not rocket science, but thought this was useful guidance. 

Unfortunately, people don’t always behave appropriately, but hopefully, individuals and society as a whole can learn to do much better.  😉

(Source Photo: Andy Blumenthal)

Supervisors vs. Team Leaders

Here is a comparison of the roles and responsibilities of supervisors and team leaders. 

Often there can be confusion over who is supposed to do what. 

This table should help clarify what supervisors and team leaders do in terms of strategic planning, work assignments, resource management, employee training, and performance management. 

I hope you find this a helpful resource, and that you can organize your staff more efficiently and productively 😉

(Source Graphic: Andy Blumenthal)

Management Is A Privilege

So some people have this notion about management that is all wrong. 

– Management is not a right or entitlement.

– Management is a wonderful privilege!

The privilege comes with responsibility and is earned by knowing how to manage and treat your people right.

That means:

– Acting with integrity

– Treating people fairly, with dignity, and respect

– Showing you value them

– Helping to develop them

– And of course, achieving results together!

I heard it said well like this:

“If you don’t treat people well 

you won’t be a manager for long.”

Again, it’s a privilege, not a right, to manage and lead others. 

Those who abuse their privilege and people–it’s like the cycle of life. 😉

(Source Photo: Andy Blumenthal)

From Cradle To Grave

It’s funny how in organizations talk about the lifecycle of people. 

From a full lifecycle perspective, it’s “cradle to grave!”

In terms of lifecycle on the job, it’s “hire to retire (or to fire).”

Really the lifecycles are intertwined. 

It starts with the cradle…we are born and go through a maturation process that focuses on our education and preparation for life. 

Then we get hired into our (hopefully) dream jobs, where we spend our careers until we retire–or if you mess up badly and get fired or decide to change career course–you may have to go back to “go” and “do not collect $200” and you get hired again for another career round. 

Eventually you retire and start your 2nd life in retirement, where please G-d, you have the health and prosperity to enjoy the fruits of your labor and your families. 

Ultimately, our lifecycle ends at the grave with the death of our bodies–our souls go on to Heaven and live forever basking in the light of the Almighty. 

Thus, the human capital lifecycle. 😉

(Source Graphic: Andy Blumenthal)

Manage As A Mensch

So I was watching Shark Tank and they gave an update on how one of the products, “Mensch on a Bench,” is doing.

It’s selling in Bed, Bath, and Beyond and has exceeded 100,000 units already!

Aside from the doll and book, they are working on Mensch apps, activity kits, and candy bars. 

The founder said, “It is hilarious and heartwarming to see all the different ways that families can incorporate Mensches into their lives.”

This got me thinking about how being a mensch can also be incorporated into being a great manager!

– Treating people decently and fairly

– Empowering them to do their jobs well

– Empathizing with them as human beings

– Appreciating the power of diversity

– Respecting everyone and their points of view

– Recognizing and rewarding a job well done

Unfortunately, there are too many bad bosses out there that micromanage and abuse their people. 

They are arbitrary and dictatorial and never ask what anyone else thinks; they dump the work on their people, but don’t lend a hand; they steal their ideas and take credit for their work; on top of it, they might even then stab them in the back when they’re not looking; ah, forget about showing any sort of appreciation or kindness–it’s dog eat dog. 

Hence, being a mensch first is a management must!

Think about people, not as a means to an end, but as an end unto themselves–they are souls interacting with your soul. 

Kindness, compassion, empathy…but keep your eyes on the important work and mission you are doing.

Get it done together, as a team, collaboratively, and with everyone contributing towards the endgame. 

(Live and) manage as a mensch! 😉

(Source Photo: here with attribution to Bed, Bath, and Beyond)

A Winning Letter

So everyone with management responsibility whether in business or government gets their share of sales calls. 

People are competing to get their “foot in the door” and at the same time not get the “door in the face” to do business and of course make money–it’s called capitalism and “it’s the American way!”

Most of the time, managers don’t have time to respond to all the calls they get. 

But this week, I received the most brilliant introductory letter from a 26-year old in technology services. 

I think it’s important to share from this, because it’s really the best I ever received from anyone looking to make a contact. 

First, the letter is handwritten, which right away made it more personal and so got my attention in the first place to even read it. 

Second, the person mentions some things that they know and like about me–demonstrating that they did their homework and was also subtly ingratiating about it, but not seemingly in a b.s. or over the top way.

Third, the person shows flexibility to any venue to get an opportunity to touch base (along with a sense of humor throughout), “over lunch, coffee, water, a warm glass of milk, etc.”

Fourth, the specifics of what he’s looking for…”I want to ensure I stay ahead of the curve. I am thinking you can provide some great knowledge.” Elaborating later in his letter, he says, “what keeps you up at night, what will keep you up tomorrow and how will you overcome it.”

Fifth, he tries to make it a win-win for a meeting and says what he can bring to the table…”Well, I can tell funny stories from my weekend, my budget to buy a Tesla one day or my engagements with other gov’t agencies. You pick!”

Sixth, he provides a form of disclosure with a sense of trustworthiness saying, “I am in sales. However that is not my objective with you so I promise not to sell sh*t.”  

Seventh, he works to connect to me personally again by referencing a funny blog I wrote about ties, and he says, “I promise not to wear a tie–I hate them too.”

Eighth, he frames this cold call as completely casual, offering again to “steal some time…[or] if not I understand.”

Ninth, leaving it open to get back with him, he writes, “Feel free to email, call, tweet, or carrier pigeon me.”

Tenth, he wishes me well, “Take care Andy”, and he signs it and includes his business card. 

My reaction is that this is either a young and brilliant salesperson seeking legitimately to network, learn, and make some possible future opportunity inroads unknown.  

OR

Of course, if I think more from a operational security (OpSec) and security awareness training perspective, I could be concerned about some smart “social engineering” going on here, but that wasn’t the feeling I got from this. 

My gut thinks this is one highly motivated and intelligent young man creatively getting into his profession, and I must say, it was impressively done. 😉

(Source Photo: Andy Blumenthal)

Measured {Leadership + Management} + Staff = Success!

So I heard from a colleague this week an argument about:

Too much leadership dilutes good management. 

AND [similarly]

Too much management dilutes good leadership.

What is this a tug of war (without the showy skirts please!)?

Or 

Can you ever have too much of a good thing? 

Typically, leaders provide the vision and managers the execution.

I don’t see how it is really possible to have one without the other and have anything useful at the end of the day.

A vision without delivered execution is just another big idea.

And

Execution without a meaningful vision is just chasing your tail.

Too much leadership with grandiose vision after vision overwhelms the ability to manage a successful execution.

Too much management of the devils-in-the-details and even the best leadership vision isn’t going to see the light of day.

So the conclusion:

Great leaders need to set the goal posts high but doable and then get out of the way so that talented managers can make sure to get the job done and done right.

And don’t forget that it’s a diverse and skilled staff that actually does the heavy lifting and need to be respected and appreciated.

Tug of war over! 😉

(Source Photo: here with attribution to Jamie McCaffrey)

Overqualified And Underwhelming

Ok, so this sign is sarcastic for the question I received the other day.

A colleague, who is a supervisor, asked me :

“How do you take a group that doesn’t know how to do the work (literally does not know how) and get them going, then teach them to do it on their own instead of doing nothing, waiting, blaming?”

My response was:

You can’t do everyone’s job for them…you will fail that way (and they will fail that way). 

You have to learn to work effectively with others…you have to delegate and let them do their jobs. 

As a manager, you should review, edit, comment, question, suggest, recommend, and quality assure (not micromanage).

Send staff to training, mentor, and guide them, but don’t do the job for them. 

What do you think?

(Source Photo: Andy Blumenthal)