Category: Organizations

  • Avoiding toxic co-workers

    Diego has two worthwhile posts on avoiding assholes at work, using Richard Branson’s reality show as an example:

    Sir Branson took an innovative approach to the asshole problem by donning Scooby-Doo-ish makeup and mask before picking up would-be contestants from the airport in a London taxi cab. Disguised as an arthritic old cabbie, Branson was able to observe these would-be Trumps interacting with a “little” person, a situation which is to an asshole what buried truffles are to a pig – an invitation to root around and generally make a boor of one’s self. Not surprisingly, three contestants showed their true colors in short order, and Branson kicked two of them off. A strong cultural statement, eh?

    The Wall Street Journal has a piece on inept managers today. They get there either because

    Sometimes a supervisor promotes a lame manager because he figures the manager is unlikely to unseat him. “They don’t want to have subordinates on a lower rung of the ladder who might soon step over them,” says Angelo Calvello, a principal at a financial firm in Chicago. “Normally, a boob has got a boob for a boss.”

    or

    Organizational psychologist Gary Hayes says organizations flattened starting in the 1970s, when layers of management were removed in the name of organizational efficiency. But “a very large number of companies after that really stopped rewarding management skills,” he says. As a result, “people get promoted because they have a technical skill that gets found out and recognized early on and that becomes the horse they ride into town,” he says.

  • Orpheus-style leadership

    This book review reminded me of the conductor-less Orpheus Chamber Orchestra

    …which has forged a successful recording and performance career without the need of a conductor. Their group is not leaderless, members are keen to emphasize; rather, the leadership role shifts among them within a performance and even within a piece. Echoing Peter Drucker, the author writes, “The Orpheus approach may be the harbinger of leadership trends to come in the business world.”

    I love this example of putting power in the hands of the people doing the work, yet I’m still a little skeptical about how much your average classical musician wants to be on the board and schmooze with rich patrons to keep the endowment funded. Still, I’d like to experiment with the model in businss environments, especially in employee-owned companies.

    The Orpheus Process is built on eight principles:

    1. Put power in the hands of the people doing the work.
    2. Encourage individual responsibility for product and quality.
    3. Create clarity of roles.
    4. Foster horizontal teamwork.
    5. Share and rotate leadership.
    6. Learn to listen, learn to talk.
    7. Seek consensus (and build creative systems that favor consensus).
    8. Dedicate passionately to your mission.
  • HP taking lessons from Apple?

    HP bought Snapfish, but I think the comparison to Yahoo/Flickr is less interesting than a comparison to Apple. Apple enhanced hardware by adding software and services (iTunes -> Music Store), lengthening the value chain and creating an integrated system that makes it easy for people to buy what they want. It’s also a razor/blades situation. HP is doing the same thing, connecting their cameras to a service to printers and supplies.

  • NYC First Friday, Nov 5

    The next social meeting of First Fridays in NYC for the User Experience Design community will be Nov 5, 6:30 at
    Hell
    59 Gansevoort St at Washington St (Meatpacking District)
    (Between 12th & 13th Streets, West of 9th Avenue/Hudson Street)
    212-727-1666
    Subway: A,C,E and 1239 to 14th Street or L to 8th Ave

    I’ll miss it unfortunately, have a G&T for me.

  • Customer culture and company value

    The recent legal scandal involving four insurance companies in the U.S. caused them to lose $4 Billion of shareholder value in 2 days and now one chief executive. Having worked in one of those companies, and for others who are similar, I’d say a deep, underlying cause is a severe lack of empathic concern for the customer. There are many levels of hierarchy and bureaucracy between workers and customers than breeds insensitivity, and eventually greed.

    Those of us who care about helping companies improve their products and organizations should absorb this lesson and teach it as a morality tale. Bad companies get punished, not just by the law but also by the stock market. In the longer run sales will suffer as wary customers punish them by taking business elsewhere.

    Being customer-centered leads to better products and to better companies.

    Update: And Marsh has to lay off 3,000 people as a result. Very sad.

    Another Update: And several Marsh board members are losing their seats.

  • MBA class experience

    I attended an MBA class last night at New York University’s Stern School of Business. I was both interested in the topic of the class and as an observer of the professor’s teaching style and MBA students in general. I noticed:

    • Students were predictably clean cut. Diverse ethnically as you’d expect in New York or in a good MBA program, but in many ways not very diverse.
    • They served free coffee in the classroom.
    • Each student had a little nameplate they carry with them and position in front of their seat, like at the United Nations.
    • I pulled out my laptop to take notes and looked around to notice not a single other person with a laptop (the room did offer sufficient electrical outlets, ethernet jacks, and wi-fi). This could be explained in several ways, such as the idea-heavy rather than fact-heavy nature of the lecture. But it surprised me; I thought all the hip, well-to-do kids would be doing everything digitally.

    Update: David reports that students are explicitly asked not to use laptops in the classroom, a guideline he feels is vital to the educational experience.

  • E-Myth

    I just read The E-Myth Revisited after it having been recommended to me several times. In it Michael Gerber addresses the most prevalent problems of small businesses (e stands for entrepreneur) along with his solutions. It’s a breezy read, and, although a little too preachy at times, it’s a worthwhile read.

    A few notes worth remembering:

    • The Fatal Assumption: if you understand the technical work of a business, you understand a business that does the technical work
    • Whereas before starting the business you were The Technician, now you must also be The Entrepreneur and The Manager
    • The technician will manage by abdication whereas the manager will manage by delegation
    • Tom Watson of IBM had a very clear vision of what the company would look like when it was done. “I then realized that, unless we began to act that way from the very beginning, we would never get there… At the end of each day, we asked ourselves how well we did, discovered the disparity between where we were and where we had committed ourselves to be, and, at the start of the following day, set out to make up for the difference.
    • Your business is not your life
  • First Fridays, now in NYC

    You’re invited to the first monthly social meeting of First Fridays in NYC for the User Experience Design community.

    It should be a good evening of simply meeting with peers to talk, network, relax, and engage.

    Fri, Oct 1st, 6:30p till 8:30 at
    Hell
    59 Gansevoort St at Washington St (Meatpacking District)
    (Between 12th & 13th Streets, West of 9th Avenue/Hudson Street)
    212-727-1666
    Subway: A,C,E and 1239 to 14th Street or L to 8th Ave

    For more information send e-mail to: info (at) nyc.htmhell.com
    For a list of other UX events in the NYC area you can also go to http://nyc.htmhell.com/

    This is a UXnet event and was organized through the coordinated efforts and resources of AIfIA, AIGA, IxDG, NYC CHI, STC and UPA. If you represent an organization that you feel should also be part of future event coordination, please contact info (at) nyc.htmhell.com.

  • An egg laying, wool-milk-pig

    That’s the literal translation of this great German phrase, die eierlegende Wollmilchsau which literally translates to a pig that lays eggs, grows wool, and gives milk. As when a company is looking for someone with Java, IA, graphic design, project management, and creative writing skills.

  • We like you, too

    SFGate ran a great interview with David Neeleman, CEO of JetBlue. It’s an honest look at his failure in university, his Mormon upbringing, and his take on fundamental airline operations.

    I recently noticed with delight their new ad campaign, We like you, too (contrast this with Google’s Do no evil. It’s a different stance that brings different results.). It’s a little cocky, but gets to the heart of what they want to do: make customers happy. And we hear this explicitly from Neeleman:

    Let’s just treat people nice. Sometimes people don’t deserve to be treated nice. But let’s just do it anyway, because that’s just the way we want to do business. And so we talk a lot about that kind of stuff.

    He extends this attitude toward employees too. He defends his anti-union stance by trying to treat employees better than a union would. Last year the profit sharing program resulted in 17% bonuses.

    Link courtesy of Kottke.

  • Faster or Stronger

    A shot from the preferences panel of Apple’s newest version of Chess…

    slider

    I assume the application works like Deep Blue, massively calculating moves in advance to choose a better position. So it can go faster but calculate fewer moves, or calculate more moves and become a stronger player, but at the expense of speed.

    It’s refreshing to apply this metaphor to business. Moving slower gives you more time to make decisions. Of course there’s opportunity costs involved, but to mentally reverse the attitudes of the internet boom can result in a new perspective.

  • The challenge of the 21st century

    Forty-nine countries have agreed to participate in a 10-year project to collect and share thousands of measurements of the Earth, ranging from weather to streamflow to ground tremors to air pollution with anticipated benefits ranging from weather forecasts to energy consumption estimates to predictions of disease outbreaks. As usual, it’s not the design of the system that’s the big challenge:

    “We have been able to make computers work together. The challenge of the 21st century is to get people to work together… It will not be the technology that limits it, it will be the sociology,” Leavitt [head of the U.S. EPA] added, noting that the problem will be overcoming bureaucracy, politics, turf.

    Link courtesy of Brett.

  • Motivation

    More notes from Managing the Professional Service Firm

    Issues in motivating each other…

    • There is a spiral effect among
      • Motivation
      • Productivity and quality
      • Economic success
      • Marketplace success
    • Honesty is very important in recruiting. It creates the right match between position and employee so the person’s motivation emerges naturally
    • Firms should have slightly more work than staff to maintain an atmosphere of challenge
    • Professionals are smart and want a variety of challenges. They usually have Impostor Syndrome
    • Professionals need a meaningful understanding of their work
    • And to be reminded that all of the work is important
    • Outplacement is not just humanitarian, but a compliment to up-or-out and a way to build the network
  • Coaching

    More notes from Managing the Professional Service Firm

    On coaching…

    • Coaching is even more important when the market for employees is constrained.
    • The best management is not the most intelligent or the highest skilled, but the best at coaching. They can make people feel special and focus their talents.
    • Use the Socratic method to stimulate thought.
    • Senior people coaching junior people is another form of leverage.
    • Maister does the math and shows it’s more profitable for managers to spend their time coaching than to do their own work.

    Manager’s performance should be measured by

    • the aggregate performance of the group they manage
    • 360 degree feedback

    He goes on to say more about managing, that he finds there’s a big difference between the duties of a professional and a manager of professionals. The entire chapter is good, but in summary managers should be…

    • patient
    • willing to give credit to others
    • good leaders in tough times
  • Building your assets

    More notes from Managing the Professional Service Firm

    Ways to build your assets as a consultant:

    Learn by reflecting on recent work

    • alone (e.g. journal)
    • with your team
    • with your client
    • with your peers
    • with your mentor

    Apprentiships are the most effective way of developing knowledge and skill. Depending on the company culture, balance apprentiships with a Darwinian system where initiative is rewarded.