August 27, 2014
A close relative has recently been diagnosed with dementia and we’re all coming to terms with this unanticipated situation. There are lots of articles on dementia in the papers and TV etc but I guess it was a case of thinking that it wouldn’t happen to any of us. For example, as I’ve now found out (see here)
After the age of 65, the risk of developing Alzheimer’s disease doubles approximately every five years. It is estimated that dementia affects one in 14 people over the age of 65 and one in six over the age of 80.
We’ve had some helpful meetings with the social services and have independently done research and reading up on the condition from the internet. As always the information is fragmented, you have to bring bits and pieces together and then relate that to what seems to be happening in practice (medically, financially and legally).
In parallel with this I’ve talked to friends and neighbours who also happened to be in very similar situations or had been through this recently. Sometimes the whole situation seems a bit chaotic, with numerous organisations involved, although, remarkably, very good results (regarding the care of the relative) seem to be coming out.
In this light one of the most useful pieces of information I came across was a simple bit of honesty (see here):
Be prepared to be persistent to get what you want. Health and social care professionals may not always communicate with each other as well as they should, and you may find you have to explain your situation each time you meet a new professional.
I was quite amazed to read this on an official NHS site but the advice was worth it’s weight in gold.
I wonder how many other organisations would be similarly honest?
August 24, 2014
I’m just back from a short holiday in Italy and I always find these breaks are good for seeing things in a new (or least a slightly different) light. Often this results in changing the amount of time I allocate to my different personal (or collaborative) projects. Some in actuality I haven’t even started and others have meandered so an honest review is always handy anyway.
Part of this is figuring out what activities really matter. I recently came across this thought-provoking quote:
“Good strategy works by focusing energy and resources on one or a very few pivotal objectives, whose accomplishment will lead to a cascade of favourable outcomes.” – Richard Rumelt
Not just a highly favourable outcome, a cascade of outcomes! This puts things in quite a different light. So, in part, it means saying ‘no’ to things (and being comfortable and disciplined in this) but also to imaginatively think through the possible consequences of a ‘yes’. The use of the word ‘cascade’ emphasises anticipating not just one (major) jump ahead but (loosely) a few more.
The author of the quote is the Professor of Business & Society at UCLA Anderson and he’s written a well reviewed book on this topic: Good Strategy/Bad Strategy. Here are some sample extracts:
Good strategy is rare. Many organizations which claim to have a strategy do not. Instead, they have a set of performance goals. Or, worse, a set of vague aspirations. It is rare because there are strong forces resisting the concentration of action and resources. Good strategy gathers power from its very rareness.
Competitors do not always respond quickly, nor do customers always see the value of an offering. Good strategy anticipates and exploits inertia.
Organizations experience significant entropy—the continual drift towards disorganization. Much of the useful work of managers and consultants is maintenance—the constant battle against entropy. Strategists must battle this never-ending drift towards disarray within their own organization. And they must try to exploit the disarray of their rivals.
August 14, 2014
Positive comments and conversations produce a chemical reaction too. They spur the production of oxytocin, a feel-good hormone that elevates our ability to communicate, collaborate and trust others by activating networks in our prefrontal cortex. But oxytocin metabolizes more quickly than cortisol, so its effects are less dramatic and long-lasting.
This “chemistry of conversations” is why it’s so critical for all of us – especially managers – to be more mindful about our interactions. Behaviors that increase cortisol levels reduce what I call “Conversational Intelligence” or “C-IQ,” or a person’s ability to connect and think innovatively, empathetically, creatively and strategically with others. Behaviors that spark oxytocin, by contrast, raise C-IQ.
More from the HBR article here.
August 6, 2014
Really good set of points to think about from Bob Sutton:
- Sometimes the best management is no management at all — first do no harm!
- Indifference is as important as passion.
- In organizational life, you can have influence over others or you can have freedom from others, but you can’t have both at the same time.
- Saying smart things and giving smart answers are important. Learning to listen to others and to ask smart questions is more important.
- Learn how to fight as if you are right and listen as if you are wrong: It helps you develop strong opinions that are weakly held.
- You get what you expect from people. This is especially true when it comes to selfish behavior; unvarnished self-interest is a learned social norm, not an unwavering feature of human behavior.
- Getting a little power can turn you into an insensitive self-centered jerk.
- Avoid pompous jerks whenever possible. They not only can make you feel bad about yourself, chances are that you will eventually start acting like them.
- The best test of a person’s character is how he or she treats those with less power.
- The best single question for testing an organization’s character is: What happens when people make mistakes?
- The best people and organizations have the attitude of wisdom: The courage to act on what they know right now and the humility to change course when they find better evidence.
- The quest for management magic and breakthrough ideas is overrated; being a master of the obvious is underrated.
- Err on the side of optimism and positive energy in all things.
- It is good to ask yourself, do I have enough? Do you really need more money, power, prestige, or stuff?
- Jim Maloney is right: Work is an overrated activity.
August 3, 2014
Some remarkable numbers. The corresponding infographic for 2013 can be found here.
Picture credit here.
July 22, 2014
From Greg McKeown in the HBR (I’m reading his book Essentialism at the moment):
Mr. Frost, my superb economics teacher in England, once shared the story of two people talking about a lecture given by the late Milton Friedman, the father of Monetarism. The first said, “Twenty years ago, I went to the worst lecture I’ve ever heard! Friedman gave it and I still remember how he just muttered on and on and all I could make out was the word ‘money.’” The second man responded, “If you can remember what the key message was some twenty years later, I think it might be the best lecture you ever heard!”
Indeed, Friedman’s singular message — that by controlling the supply of money, you can stabilize the whole economy — became, arguably, the most impactful economic theory of the second half of the 20th century. The point I wish to emphasize is not an economic one, but a human one: if you try to say too many things, you don’t say anything at all.
He highlights a few key lessons he’s learned over the years in giving effective presentations:
- You can’t communicate what you haven’t defined i.e. be really clear, starting with yourself, about what you want to say
- Lose the slides and have a conversation – something my friend David Gurteen has been saying for years!
- Kill your darlings i.e. ruthless editing
- Be repetitive without being boring i.e. focus on the one message you want to hammer home
See also, Why Are Most Events Rubbish?
Rereading this latter post, it may be a bit unkind but the underlying point is still a good one and one that everyone still seems to be struggling with.
July 16, 2014
This picture plus it’s accompanying discussion can be found here. It’s quite interesting to think about one’s connections in this way, even if it’s hard to be too specific about the measurement of the (time dependent) factors.