Bob Sutton’s 15 Beliefs:

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 underrate

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 stuf

Jim Maloney is right: Work is an overrated activity

The Little Rules of Action

from zen habits by Leo

“The shortest answer is doing.” – Lord Herbert

Too often we get stuck in inaction — the quagmire of doubt and perfectionism and distractions and planning that stops us from moving forward.

And while I’m no proponent of a whirling buzz of activity, I also believe people get lost in the distractions of the world and lose sight of what’s important, and how to actually accomplish their Something Amazing.

And so today I’d like to humbly present a few little rules of action — just some small reminders, things I’ve found useful but by no means invented, common-sense stuff that is often not common enough.

1. Don’t overthink. Too much thinking often results in getting stuck, in going in circles. Some thinking is good — it’s good to have a clear picture of where you’re going or why you’re doing this — but don’t get stuck thinking. Just do.
2. Just start. All the planning in the world will get you nowhere. You need to take that first step, no matter how small or how shaky. My rule for motivating myself to run is: Just lace up your shoes and get out the door. The rest takes care of itself.
3. Forget perfection. Perfectionism is the enemy of action. Kill it, immediately. You can’t let perfect stop you from doing. You can turn a bad draft into a good one, but you can’t turn no draft into a good draft. So get going.
4. Don’t mistake motion for action. A common mistake. A fury of activity doesn’t mean you’re doing anything. When you find yourself moving too quickly, doing too many things at once, this is a good reminder to stop. Slow down. Focus.
5. Focus on the important actions. Clear the distractions. Pick the one most important thing you must do today, and focus on that. Exclusively. When you’re done with that, repeat the process.
6. Move slowly, consciously. Be deliberate. Action doesn’t need to be done fast. In fact, that often leads to mistakes, and while perfection isn’t at all necessary, neither is making a ridiculous amount of mistakes that could be avoided with a bit of consciousness.
7. Take small steps. Biting off more than you can chew will kill the action. Maybe because of choking, I dunno. But small steps always works. Little tiny blows that will eventually break down that mountain. And each step is a victory, that will compel you to further victories.
8. Negative thinking gets you nowhere. Seriously, stop doing that. Self doubt? The urge to quit? Telling yourself that it’s OK to be distracted and that you can always get to it later? Squash those thoughts. Well, OK, you can be distracted for a little bit, but you get the idea. Positive thinking, as corny as it sounds, really works. It’s self-talk, and what we tell ourselves has a funny habit of turning into reality.
9. Meetings aren’t action. This is a common mistake in management. They hold meetings to get things done. Meetings, unfortunately, almost always get in the way of actual doing. Stop holding those meetings!
10. Talking (usually) isn’t action. Well, unless the action you need to take is a presentation or speech or something. Or you’re a television broadcaster. But usually, talking is just talking. Communication is necessary, but don’t mistake it for actual action.
11. Planning isn’t action. Sure, you need to plan. Do it, so you’re clear about what you’re doing. Just do it quickly, and get to the actual action as quickly as you can.
12. Reading about it isn’t action. You’re reading an article about action. Ironic, I know. But let this be the last one. Now get to work!
13. Sometimes, inaction is better. This might be the most ironic thing on the list, but really, if you find yourself spinning your wheels, or you find you’re doing more harm than good, rethink whether the action is even necessary. Or better yet, do this from the beginning — is it necessary? Only do the action if it is.

“Talk doesn’t cook rice.” – Chinese Proverb

Upside vs. Downside

From Seth Godin’s blog:

How much of time, staffing and money does your organization spend on creating incredible experiences (vs. avoiding bad outcomes)?

At the hospital, it’s probably 5% on the upside (the doctor who puts in the stitches, say) and 95% on the downside (all the avoidance of infection or lawsuits, records to keep, forms to sign). Most of the people you interact with in a hospital aren’t there to help you get what you came for (to get better) they’re there to help you avoid getting worse. At an avant garde art show, on the other hand, perhaps 95% of the effort goes into creating and presenting shocking ideas, with just 5% devoted to keeping the place warm or avoiding falls and spills as you walk in.

Which is probably as it should be.

But what about you and your organization? As you get bigger and older, are you busy ensuring that a bad thing won’t happen that might upset your day, or are you aggressively investing in having a remarkable thing happen that will delight or move a customer?

A new restaurant might rely on fresh vegetables and whatever they can get at the market. The bigger, more established fast-food chain starts shipping in processed canned food. One is less reliable with bigger upside, the other—more dependable with less downside.

Here’s a rule that’s so inevitable that it’s almost a law: As an organization grows and succeeds, it sows the seeds of its own demise by getting boring. With more to lose and more people to lose it, meetings and policies become more about avoiding risk than providing joy.

Helping Teams Advance One Gemba at a Time

from DailyKaizen by Lee Fried

Most frontline teams in my organization are not used to being asked to improve their own process.  Like most organization in transition most improvement that has taken place in the organization in the past was management driven and usually owned and executed by outside experts like consultants and project managers.  As we transition into a system where teams are asked to be responsible for improving their processes every single day one of the most powerful tools management has is the gemba walk.   There are many reasons why the gemba walk is not only an important tool, but an essential tool in a Lean transformation.  Here are just a few:

• Gemba walks are one of the most important methods for teaching management Lean.  It takes Lean out of the conceptual world and forces management to learn by doing. 
• Gemba walks demonstrate a behavior change from management.  It shows that management is curious about the work and interested in seeing the real problems.   Early on they also demonstrate to the teams that everyone is in the change together.  Management is learning alongside the teams they are coaching.
•  Gemba walks allow management to begin to understand the problems that they create and forces them to begin to take responsibility for solving the gaps in their management system.  They see firsthand the challenges created by unclear or too many priorities, silo thinking, narrow job classifications, etc.    
• Gemba walks teach leaders how to set clear expectations and have the discipline to follow-up to see progress.  In order to do this effectively the manager must understand the content of the work; know how to see problems, and to know how far a team can improve over a set increment of time. 

In several post in the past I have talked about some of the advice I give leaders as the learn how to effectively lead gemba walks.  As my own experience has grown some of my thinking has advanced.  Here are a couple of tips that I hope help:

• Gemba walks can only be effective if leaders are disciplined, consistent and organized.  This is why having management standard work is so important.  In our organization we create visual systems (Kamishibai boards) that track adherence to management system work to help reinforce this discipline.   These boards track the frequency, sequence and content of what should be checked during each gemba walk and clearly make visible that the walks are happening as scheduled.  As managers build these boards they need to determine how often they will visit each team (less frequently the higher you are in the organization), and then the board makes it transparent to the teams how often they can expect a visit thus reinforcing the management responsibility.
• Early on it is important to have some coaching help during gemba walks.  It is nice to have a Sensei to go with you, but it is also effective to walk with a leader that has more experience then you do if a Sensei in not available.
• During each walk a leader should ask the team a series of open ended questions to assess the current situation, challenge the current thinking and prepare the team for taking the next step.  If you are just getting starting it is very helpful to have a set of standard questions you always ask the team as well as a system to track notes from past gemba walks.  The leader should take the time to review their notes and prepare their questions so that they respect the time of the team.
• Gemba walks and visual management go hand and hand.  Without visual systems gemba walks often end up being disorganized, not focused on data and worst of all they turn into PR visits or complaining sessions.  Gemba walks are probably the most important tool in helping set and maintain the expectation that teams make their processes visible.
• Finally, at the end of each gemba walk the leader should summarize what they and the team has learned and then clearly define the follow-up items that the team and the leader need to resolve.  Often the due date will be during the next gemba.  This is the most powerful part of the gemba, because when done effectively it helps move the team to the next level of improvement and at the same time gives leadership credibility as the leaders solve some of the systems problems that get in the teams way.   In order to do this well a leader needs to have a system to track on follow up items.  If they ask a team to try x by y date the leader better show up to check or they will lose credibility quickly.  When they do show up to check on the follow up just like they said they would teams start to see that management is serious and they will invest the appropriate time in the improvement activities moving forward.  Something very important as teams begin to learn how to improve their own processes.

Do You Have The Commitment of A Gurkha?

Even if you’re a student of history, this one may have flown under the radar.

Back in 1964 there was a confrontation between Malaysia and Indonesia. In his book One Crowded Hour, Tim Bowden tells about an incident that happened in Borneo during this time.

A group of Gurkhas from Nepal were asked if they would be willing to jump from transport planes into combat against the Indonesians should the need arise. The Gurkhas had the right to give the request a “thumbs down” because they’d never been trained as paratroopers. Bowden quotes cameraman Neil Davis’ account of the story:

“The Gurkhas usually agreed to anything, but on this particular day they provisionally rejected the plan. But the next day one of their NCOs sought out the British officer who had made the request and said they had discussed it further and would be prepared to jump under certain conditions.

“What are they?” the British officer queried.

“The Gurkhas told him they would jump if the land was marshy or reasonably soft with no rocky outcrops, because they were inexperienced in falling. The officer considered this and noted that the drop zone would almost certainly be over the jungle. No rocky outcrops there. So, they would surely be all right. Anything else?

“Actually, yes,” answered the Gurkhas. They wanted the plane to fly as slowly as possible and no more than a hundred feet high. At that point, the British officer explained that the planes always did fly as slowly as possible when dropping troops, but to jump from 100 feet was just impossible. The parachutes would not open in time from that height.

“‘Oh,’ the Gurkhas replied, ‘it’s OK then. We’ll jump with parachutes anywhere. You didn’t mention parachutes before!”

What does it take to have, or receive, Gurkha-like commitment and courage?

Helping Teams Advance One Gemba at a Time

from DailyKaizen by Lee Fried

Most frontline teams in my organization are not used to being asked to improve their own process.  Like most organization in transition most improvement that has taken place in the organization in the past was management driven and usually owned and executed by outside experts like consultants and project managers.  As we transition into a system where teams are asked to be responsible for improving their processes every single day one of the most powerful tools management has is the gemba walk.   There are many reasons why the gemba walk is not only an important tool, but an essential tool in a Lean transformation.  Here are just a few:

• Gemba walks are one of the most important methods for teaching management Lean.  It takes Lean out of the conceptual world and forces management to learn by doing. 
• Gemba walks demonstrate a behavior change from management.  It shows that management is curious about the work and interested in seeing the real problems.   Early on they also demonstrate to the teams that everyone is in the change together.  Management is learning alongside the teams they are coaching.
•  Gemba walks allow management to begin to understand the problems that they create and forces them to begin to take responsibility for solving the gaps in their management system.  They see firsthand the challenges created by unclear or too many priorities, silo thinking, narrow job classifications, etc.    
• Gemba walks teach leaders how to set clear expectations and have the discipline to follow-up to see progress.  In order to do this effectively the manager must understand the content of the work; know how to see problems, and to know how far a team can improve over a set increment of time. 

In several post in the past I have talked about some of the advice I give leaders as the learn how to effectively lead gemba walks.  As my own experience has grown some of my thinking has advanced.  Here are a couple of tips that I hope help:

• Gemba walks can only be effective if leaders are disciplined, consistent and organized.  This is why having management standard work is so important.  In our organization we create visual systems (Kamishibai boards) that track adherence to management system work to help reinforce this discipline.   These boards track the frequency, sequence and content of what should be checked during each gemba walk and clearly make visible that the walks are happening as scheduled.  As managers build these boards they need to determine how often they will visit each team (less frequently the higher you are in the organization), and then the board makes it transparent to the teams how often they can expect a visit thus reinforcing the management responsibility.
• Early on it is important to have some coaching help during gemba walks.  It is nice to have a Sensei to go with you, but it is also effective to walk with a leader that has more experience then you do if a Sensei in not available.
• During each walk a leader should ask the team a series of open ended questions to assess the current situation, challenge the current thinking and prepare the team for taking the next step.  If you are just getting starting it is very helpful to have a set of standard questions you always ask the team as well as a system to track notes from past gemba walks.  The leader should take the time to review their notes and prepare their questions so that they respect the time of the team.
• Gemba walks and visual management go hand and hand.  Without visual systems gemba walks often end up being disorganized, not focused on data and worst of all they turn into PR visits or complaining sessions.  Gemba walks are probably the most important tool in helping set and maintain the expectation that teams make their processes visible.
• Finally, at the end of each gemba walk the leader should summarize what they and the team has learned and then clearly define the follow-up items that the team and the leader need to resolve.  Often the due date will be during the next gemba.  This is the most powerful part of the gemba, because when done effectively it helps move the team to the next level of improvement and at the same time gives leadership credibility as the leaders solve some of the systems problems that get in the teams way.   In order to do this well a leader needs to have a system to track on follow up items.  If they ask a team to try x by y date the leader better show up to check or they will lose credibility quickly.  When they do show up to check on the follow up just like they said they would teams start to see that management is serious and they will invest the appropriate time in the improvement activities moving forward.  Something very important as teams begin to learn how to improve their own processes.

Power of a great story

Brilliant Management – “you put in the details”

Quote

It is not the critic who counts, nor the man who points out where the strong man stumbled, or where a doer of deeds could have done them better. The credit belongs to the man in the arena whose face is marred by dust and sweat and blood, who strives valiantly, who errs, and who comes up short again and again, who knows the great enthusiasms, the great devotions, and spends himself in a worthy cause. The man who at best knows the triumph of high achievement and who at worst, if he fails, fails while daring greatly, so that his place will never be with those cold timid souls who never knew victory or defeat.

– Teddy Roosevelt

How to Defeat Burnout

“Do what you love.”

We’ve all heard this advice before. It’s great advice, though not many people truly take it to heart.

But sometimes doing what you love isn’t enough to keep you going. Inspiration, passion, and motivation are difficult things to hold on to. They always seem to slip away right when you need them most.

You know that feeling. Where you’re that close to finishing a project, or achieving a goal, or crossing a task off your to-do list … but you just can’t muster the energy. You’ve lost interest. You’re exhausted. Drained. And you don’t know why.

That’s burnout. It’s something many of us are all too familiar with. I’d like to share with you a few ways that I fight burnout – or prevent it from catching me in the first place.

1. Achieve in increments. When you only focus on a big goal someday, it’s easy to get burned out by the daily grind. It’s like driving toward a mountain in the distance. You can drive for hours, but the mountain doesn’t seem to get any closer. And spinning your wheels gets real tiring real fast.

The solution is to give yourself a way to measure and record every little step forward you take. Here’s how:

• Get a journal, notebook, or calendar. Writing things down is important.
• Identify milestones on the road towards your goal.If you’re writing a book, you could treat each chapter as one milestone. Or, even better, treat each 500 words or 1000 words as a milestone.
• If milestones aren’t obvious, create them. For example, if you’re training for a marathon, hold yourself to a progression of distance. If you start out running at your maximum distance, you’ll plateau very quickly. Instead, start at a shorter distance – even if it’s very easy for you – then work your way up slowly.
• Track milestones in a simple, visual format. Think of the progress bar on a download. One glance tells you exactly how much progress has been made. The format you choose doesn’t need to be detailed or comprehensive. It just needs to show that you’re moving forward day by day.

Learn to appreciate the little accomplishments. Let yourself enjoy the feeling of getting things done.

2. Train your muse. One of the biggest myths about inspiration that it’s random. One day you’re inspired and motivated, the next day you’re burned out – and there’s no way around it. Or so they say.

In fact, inspiration is just like any other skill. It may start out as unreliable, but it can be trained and developed into something you can rely on.

So how do you train your muse? The best way I’ve found is immersion. Surround yourself with things that inspire you and reflect your goals. Great composers listen to music. Great authors read voraciously. Great marketers attend seminars. Great productivity-ists subscribe to Zen Habits. And so on. Immersion trains your mind to work efficiently in the ways you need it to.

The more that your inspiration becomes a part of your life, the less likely it is to run out when you need it most. With that in mind, be creative. What ways can you connect with your inspiration on a daily basis?

3. Work less. Cut down on the amount of energy and time you spend working. If you have sick days or vacation days left, take advantage of them. Or, if you’re self-employed, force yourself to work fewer hours each day – even if that means turning down new projects.

Working less doesn’t mean you have to slack off or get less done. It does mean that you:

• Eliminate unnecessary tasks.
• Take strategic breaks.
• Stop multi-tasking.
• Seek help from other people.

4. Define success realistically. There’s absolutely nothing wrong with having big dreams and big ambitions. But if you’re constantly frustrated by a lack of progress, it might be time to take a step back and examine your goals. Are they achievable? Are you holding yourself to a reasonable timeline?

Here’s a good way to do this. Get a piece of paper and write down your big, ambitious goal. Then write down at least 10 specific, concrete steps that will allow you to achieve that goal. Be as detailed as possible. If you can’t come up with a series of down-to-earth steps to get you from here to your dream, that’s a sign that you need to either redefine your goals or rethink the way you’re pursuing those goals.

5. Get more sleep. You’ve heard this before, I know. So have I. But that didn’t stop me from going against my better judgment and tiring myself out by staying up late to work. Getting enough sleep takes a conscious decision – and, just like any good habit, takes time to develop.

One of the biggest barriers for me in this area is procrastination. I have a tendency to put things off throughout the day, then stay up later as a result. What’s keeping you from getting the rest you need?

6. Take it slow(er). The world tells us to rush things: “Get there faster. Make money quicker. Retire sooner.” And while these things aren’t necessarily bad, they can easily get us in over our heads. If you’re feeling burned out and overwhelmed, it’s time to slow down.

A few ways to take yourself out of 24/7 high gear:

• Spend at least 10 minutes a day in a quiet place, away from distractions. Breathe.
• Put together a playlist of slow, relaxing music. Listen to it whenever you start feeling frazzled.
• Take a butcher knife to your to-do list. Set a limit to the number of tasks you  take on each day and stick to it.
• Extend your deadlines. Do you absolutely, positively have to get this done now? Just remember – this isn’t an excuse to procrastinate.

7. Get a second opinion. It’s hard to spot burnout from the inside. Your close friends and family are likely to identify the signs of burnout long before you do. So listen to what they’re saying. The next time your spouse, parent, or best friend tells you you’re working too hard, take it seriously.

8. Set clear boundaries. Burnout happens when we allow work to overflow its boundaries and interfere with every other part of our lives. So set strong boundaries. The clearer the better. In writing, if possible.

For example, instead of saying: “I’ll spend at three hours every night with my family,” make it clearer: “I won’t work after 8 o’clock. That’s 100% family time.” Clear boundaries are easier to stick to and harder to rationalize away.

Once you’ve set up your boundaries, make them public. Let your family know that you’ve set aside time just for them. They’ll hold you accountable to your promises. Let your clients know that you’ll be unavailable during certain hours. This will reduce the temptation to fudge on your boundaries.

9. When you’re working, focus. I’ve found that concentrating on work is actually less exhausting than allowing yourself to be wishy-washy about it. When you decide that it’s time to work, buckle down, eliminate distractions, and do it wholeheartedly. There’s something amazingly refreshing about pure, sharp focus.

10. Create outlets. If you’re a person of diverse interests (and really, who isn’t?), it’s likely that you have several very different goals and ideas bouncing around in your head at any given time. These ideas need outlets. If you hold them inside, they’ll eventually start interfering with your focus and creating unnecessary frustration, leading to burnout.

In other words, I think it’s okay – healthy, even – to start a few side projects as outlets for creative energy. Just make sure that you keep your priorities straight and your side projects fun. If these side projects become sources of stress, cut them out immediately.

11. Know when to power through it. This is going to sound out of place given what I’ve said above, but it’s powerful – if applied correctly. Sometimes the solution for burnout is just to power through it. Sometimes burnout can be an illusion. In these cases, the best choice is to refuse to use burnout as an excuse, ignore the fact that you feel burned out, and just work through it. It’s like a runner gaining her second wind and coming out stronger on the other side.

However, just as an experienced athlete knows when to push through the pain and when to pull back, you’ll need to be very careful how you take this particular piece of advice. Until you develop a keen awareness of your own tendencies, it’s usually better to err on the side of caution and pull back when you start feeling burned out.

12. Never accept defeat. Burnout is an obstacle like any other. It can hold you back for a while, but it’s not the end of the world – unless you let it defeat you.

If you have a great goal in mind, don’t give up on it, no matter how apathetic, exhausted, or frustrated you might feel. If everything I’ve said up until this point fails, do this: hold on to your dream – even if it doesn’t feel like much of a dream at the moment. Hold on to it anyway. That way, when the storm clears, your dream will still be intact, ready for another try.

Get more inspiration from Jeffrey at his blog, The Art of Great Things, or subscribe to his feed.