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.
July 1, 2014
Quote from the entrepreneur Richard Farleigh:
Do you remember your best and worst business decisions?
I can remember the worst ones. Psychologists say when something works well we put it down to ourselves, and when something goes badly we put it down to luck. I try the opposite. All you can say is you learnt from each one.
See also here, on the fascination of failure.
June 16, 2014
Interesting and lengthy post by Jon Gruber, motivated by the recent Apple World Wide Developers Conference (WWDC), which discusses Apple’s CEO Tim Cook’s assertion that:
“Apple engineers platforms, devices, and services together. We do this so that we can create a seamless experience for our users that is unparalleled in the industry. This is something only Apple can do.”
Is this true, though? Is Apple the only company that can do this? I think it’s inarguable that they’re the only company that is doing it, but Cook is saying they’re the only company that can.
Apple, Google, and Microsoft each offer all three things: devices, services, and platforms. But each has a different starting point. With Apple it’s the device. With Microsoft it’s the platform. With Google it’s the services.
And thus all three companies can brag about things that only they can achieve. What Cook is arguing, and which I would say last week’s WWDC exemplified more so than at any point since the original iPhone in 2007, is that there are more advantages to Apple’s approach.
Or, better put, there are potentially more advantages to Apple’s approach, and Tim Cook seems maniacally focused on tapping into that potential.
May 27, 2014
“If you want to build a ship, don’t drum up people to collect wood and don’t assign them tasks and work, but rather teach them to long for the endless immensity of the sea.” – Antoine de Saint-Exupery
Odd how this often gets submerged in the daily grind of things.