In It's Not Rocket Science - 2, I shared about the importance of identifying the TWDS (tasks which determine success) and then making sure to put them first.
What I neglected to say is that if your supervisor asks you for ANYTHING, that is immediately a TWDS. I can't tell you the number of times I've see it happen that the supervisor asks for something only to have the direct report (you or me) get so wrapped up in getting the everyday things done that the supervisor's request is pushed back. Doing so might be a passive/aggressive way of saying you have too much on your plate and you need some help, but I can tell you what message it sends to the supervisor: You don't have a clear grasp of how to manage your responsibilities.
It may not be fair, but if you don't take care of the supervisor's requests in a timely manner, your competency will be questioned, as will promotions, raises, etc. So, if your supervisor asks you for ANYTHING, place it at the top of your TWDS list. Not just place it there, but get it done. Not just get it done, but get it done above expectations.
If you struggle with making these requests fit into your other responsibilities, set up a meeting to discuss the problem with your supervisor, but DON'T ignore the requests or procrastinate them.
It's not rocket science.
Tuesday, October 28, 2014
Monday, October 27, 2014
It's Not Rocket Science
OK, there will be more of the It's Not Rocket Science posts coming.
However, it occurred to me that you might have something to say on this subject. If you would like to write a "guest blog" on the topic, related at least loosely to leadership, please email me your post and if I agree I'll post it and give you full credit.
My email address is: rlupchurch@gmail.com
Looking forward to hearing from you.
However, it occurred to me that you might have something to say on this subject. If you would like to write a "guest blog" on the topic, related at least loosely to leadership, please email me your post and if I agree I'll post it and give you full credit.
My email address is: rlupchurch@gmail.com
Looking forward to hearing from you.
Sunday, October 26, 2014
It's Not Rocket Science - 2
This might be difficult for some to understand, but in almost every job there are approximately 1-5 tasks which determine the success of the individual in the position, but approximately 100-1000 tasks which somehow need to be accomplished.
One of the first things to do in ANY job is to determine which out of all the many tasks, will be the ones which define success (TWDS - tasks which define success), and make those a priority. This is NOT rocket science, but it is probably one of the most ignored principles. It is also one of the most challenging because often the TWDS are not clearly differentiated from all the others. Sadly, in some cases the Supervisor can't even clearly articulate the TWDS, even though intuitively he/she knows when you are succeeding or failing based on these nebulous TWDS.
You can identify the TWDS by starting with the position description and listing out the potential TWDS from that document. Next comes sitting with the Supervisor and discussing priorities, such as: "if there is only so much time, which of the following do you feel should be the higher priority?" Finally comes experience; in performing the actual work, which tasks seem to have the greatest propensity for institutional success if accomplished well, or failure if neglected or performed poorly. This process should identify at least some of the TWDSs. Keep refining it - there are rarely more than five, and then build the rest of your job around making sure these get done.
The individuals who succeed and are promoted have already figured this out. There are many others who work just as hard or harder who never seem to be appreciated and are never promoted. It's not rocket science, it is simply identifying the TWDS and then making sure they are the top priority.
One of the first things to do in ANY job is to determine which out of all the many tasks, will be the ones which define success (TWDS - tasks which define success), and make those a priority. This is NOT rocket science, but it is probably one of the most ignored principles. It is also one of the most challenging because often the TWDS are not clearly differentiated from all the others. Sadly, in some cases the Supervisor can't even clearly articulate the TWDS, even though intuitively he/she knows when you are succeeding or failing based on these nebulous TWDS.
You can identify the TWDS by starting with the position description and listing out the potential TWDS from that document. Next comes sitting with the Supervisor and discussing priorities, such as: "if there is only so much time, which of the following do you feel should be the higher priority?" Finally comes experience; in performing the actual work, which tasks seem to have the greatest propensity for institutional success if accomplished well, or failure if neglected or performed poorly. This process should identify at least some of the TWDSs. Keep refining it - there are rarely more than five, and then build the rest of your job around making sure these get done.
The individuals who succeed and are promoted have already figured this out. There are many others who work just as hard or harder who never seem to be appreciated and are never promoted. It's not rocket science, it is simply identifying the TWDS and then making sure they are the top priority.
Friday, October 24, 2014
It's Not Rocket Science - 1
After making that statement in my last post I though I would elaborate on a few other leadership related topics which would fall under this heading. Keep in mind that even though I say "it's not rocket science" knowing that has not kept me from stumbling in most of the areas I'll mention in these posts.
When you start a new job, listen more than you talk! This is definitely NOT rocket science. There will be a LOT of things going on at the new job which you may THINK you understand but because you are unaware of certain factors, don't really understand at all. Ask all the questions you want, in fact the more questions you ask the better. However, be VERY cautious in stating opinions until you have listened carefully first. Also, NEVER make disparaging comments about your interactions with another employee, either past or current. As soon as you do you'll find out that the person you are talking about is the brother (or sister) of the person you are talking to and you can pretty much write off a good working relationship with that person until you can (hopefully) repair the breach. In fact, as my Mother used to say, "if you can't find something nice to say, don't say it all." That is obviously too simplistic and sometimes hard things have to be done and said, however, to do so without adequate information will create more problems than it solves.
So: When you start a new job, listen more than you talk!
When you start a new job, listen more than you talk! This is definitely NOT rocket science. There will be a LOT of things going on at the new job which you may THINK you understand but because you are unaware of certain factors, don't really understand at all. Ask all the questions you want, in fact the more questions you ask the better. However, be VERY cautious in stating opinions until you have listened carefully first. Also, NEVER make disparaging comments about your interactions with another employee, either past or current. As soon as you do you'll find out that the person you are talking about is the brother (or sister) of the person you are talking to and you can pretty much write off a good working relationship with that person until you can (hopefully) repair the breach. In fact, as my Mother used to say, "if you can't find something nice to say, don't say it all." That is obviously too simplistic and sometimes hard things have to be done and said, however, to do so without adequate information will create more problems than it solves.
So: When you start a new job, listen more than you talk!
Sunday, October 19, 2014
Proactive vs Reactive
I'm confident that most of those reading this will know the difference between the two words in the title:
Proactive - creating or controlling a situation by causing something to happen rather than responding to it after it has happened.
Reactive - acting in response to a situation rather than creating or controlling it.
I also think that most would believe themselves to be, in general, Proactive. That is, that they typically create or control the situations in which they find themselves by causing something to happen. They take initiative. While most would say this describes them, they would be WRONG.
Individuals who are primarily proactive are relatively rare. They are usually self-confident, think strategically, and like to win. They are leaders and their proclivity to be proactive usually elevates them within their organization to the higher levels of leadership, although this can be affected by other variables, e.g. the presence of character flaws and/or lack of social skills, and is not always the case.
Outside of these rare individuals, most the rest of us are primarily REACTIVE. When a situation occurs we react. Now, obviously, being reactive is not all bad, however, by and large those who are primarily reactive have little time to see the bigger picture because they are always putting out fires, fixing problems, and trying to stay on top of things. This is also called management by some. However, for reactivity to move into the area of management there must also be a component of leadership (this is not leadership per se, but simply a small aspect of leadership) which is able to understand AND direct energy toward the fulfillment of a goal, thus blending in some proactivity.
Individuals who are primarily REACTIVE often feel victimized, or as if they are caught on a treadmill. They say they are part of the machine and have little job satisfaction. They almost always feel there is nothing they can do to change their circumstances and are consigned to live like this until they die.
Those who feel this way are, wait for it, . . . WRONG! Proactive and Reactive are not fixed personality traits which are locked in stone. Anyone can become Proactive, or at least move to become MORE proactive if they choose to do so. But first you have to accept that it is POSSIBLE, then you must begin to take steps to move beyond being merely reactive.
Where to start. The next time you react to a situation. STOP and ask what caused the situation and consider options about what you could personally do to make sure the situation doesn't occur again, and then DO something.
That's it, its not rocket science. Simply STOP, ASK, THINK, and ACT (SATA). The more you do this, the more your life comes back into your own control and your confidence increases. Oh, and you also win more.
Proactive - creating or controlling a situation by causing something to happen rather than responding to it after it has happened.
Reactive - acting in response to a situation rather than creating or controlling it.
I also think that most would believe themselves to be, in general, Proactive. That is, that they typically create or control the situations in which they find themselves by causing something to happen. They take initiative. While most would say this describes them, they would be WRONG.
Individuals who are primarily proactive are relatively rare. They are usually self-confident, think strategically, and like to win. They are leaders and their proclivity to be proactive usually elevates them within their organization to the higher levels of leadership, although this can be affected by other variables, e.g. the presence of character flaws and/or lack of social skills, and is not always the case.
Outside of these rare individuals, most the rest of us are primarily REACTIVE. When a situation occurs we react. Now, obviously, being reactive is not all bad, however, by and large those who are primarily reactive have little time to see the bigger picture because they are always putting out fires, fixing problems, and trying to stay on top of things. This is also called management by some. However, for reactivity to move into the area of management there must also be a component of leadership (this is not leadership per se, but simply a small aspect of leadership) which is able to understand AND direct energy toward the fulfillment of a goal, thus blending in some proactivity.
Individuals who are primarily REACTIVE often feel victimized, or as if they are caught on a treadmill. They say they are part of the machine and have little job satisfaction. They almost always feel there is nothing they can do to change their circumstances and are consigned to live like this until they die.
Those who feel this way are, wait for it, . . . WRONG! Proactive and Reactive are not fixed personality traits which are locked in stone. Anyone can become Proactive, or at least move to become MORE proactive if they choose to do so. But first you have to accept that it is POSSIBLE, then you must begin to take steps to move beyond being merely reactive.
Where to start. The next time you react to a situation. STOP and ask what caused the situation and consider options about what you could personally do to make sure the situation doesn't occur again, and then DO something.
That's it, its not rocket science. Simply STOP, ASK, THINK, and ACT (SATA). The more you do this, the more your life comes back into your own control and your confidence increases. Oh, and you also win more.
Wednesday, October 08, 2014
8 Shifts Young (and old) Leaders Need to Make (link)
Great post that describes the shifts in thinking and perspective necessary for leaders in this age:
From Entitlement to Honor
From Unreliable to Consistent
From Dissension to Cooperation
From Conformity to Integrity
From Pride to Humility
From Passive to Passionate
From Selfishness to Love
From Premature to Patient
To read the article follow the link below.
Leading Blog: A Leadership Blog: 8 Shifts Young Leaders Need to Make.
From Entitlement to Honor
From Unreliable to Consistent
From Dissension to Cooperation
From Conformity to Integrity
From Pride to Humility
From Passive to Passionate
From Selfishness to Love
From Premature to Patient
To read the article follow the link below.
Leading Blog: A Leadership Blog: 8 Shifts Young Leaders Need to Make.
Monday, October 06, 2014
Scaling Excellence - What I learned
In several earlier posts I've included quotes from the chapters of Scaling Up Excellence by Robert I. Sutton and Huggy Rao. Now I want to tell you some of the things that I'll take away from this book.
Let me say as I go through this list, everything you will see here can be found in various places in the Bible. The principles of scaling have to do with justice, loyalty, mission, commitment, and faith.
Nip bad behavior in the bud. This may sound like a Duh statement, but I've seen too many times, and been guilty of it myself, to know that sometimes bad behavior is ignored hoping it will just go away. In almost every case it doesn't go away and eventually the leader who, for whatever reason, even if seemingly noble, will have to deal with a sticky issue that can even negatively impact his/her own career. Nip bad behavior in the bud!
Communication cannot be overstated. Silos are the bane of scaling and effective growth, and yet most of our structures promote silos where all the information for a particular department is kept within that department. Usually there is no malicious intent, however, the effect of the siloing of information is just as bad whether the intent was malicious or not. The bottom line is that information to be empowering must be shared. Effective internal communication is an absolute necessity and at the forefront of that must be the continual casting of vision by the leader.
Cut cognitive load. This is a challenging lesson for me because I tend to think I can do everything and that to add one more thing . .. and one more thing . . .and one more thing will work out. It doesn't!! The illustrations and research in chapter four have helped me to realize that if you want to grow you have to build infrastructure AND you have to give people time to adjust to the changes. The message for me is that scaling for growth often means to SLOW down. I know, this is counter intuitive but too many times I can see where I've failed is trying to add too much too fast thinking that everyone will eventually catch up only to watch a project fail.
Building new and better rituals is something I have had success at in the past. Implementing new incentive programs, or celebrations, etc., are a lot more important than most realize. In fact, this might even be a hidden secret that undermines many projects causing long-term failure even when it looks like you are gaining short-term wins.
Finally, scaling is not a hit and run endeavor. As the authors say, "It's a Ground war, not just an Air war." If you aren't serious about scaling and willing to personally invest time and energy over a broad time span, then don't be surprised if the scaling effort fails. There are no quick fixes or silver bullets which can cause scaling to happen. Those who are looking for the quick fix, may see initial success and believe the ship has righted itself and is heading toward success, only to find it turned broadside to a huge wave which capsizes the ship.
Good book with some great lessons we can all benefit from.
Let me say as I go through this list, everything you will see here can be found in various places in the Bible. The principles of scaling have to do with justice, loyalty, mission, commitment, and faith.
Nip bad behavior in the bud. This may sound like a Duh statement, but I've seen too many times, and been guilty of it myself, to know that sometimes bad behavior is ignored hoping it will just go away. In almost every case it doesn't go away and eventually the leader who, for whatever reason, even if seemingly noble, will have to deal with a sticky issue that can even negatively impact his/her own career. Nip bad behavior in the bud!
Communication cannot be overstated. Silos are the bane of scaling and effective growth, and yet most of our structures promote silos where all the information for a particular department is kept within that department. Usually there is no malicious intent, however, the effect of the siloing of information is just as bad whether the intent was malicious or not. The bottom line is that information to be empowering must be shared. Effective internal communication is an absolute necessity and at the forefront of that must be the continual casting of vision by the leader.
Cut cognitive load. This is a challenging lesson for me because I tend to think I can do everything and that to add one more thing . .. and one more thing . . .and one more thing will work out. It doesn't!! The illustrations and research in chapter four have helped me to realize that if you want to grow you have to build infrastructure AND you have to give people time to adjust to the changes. The message for me is that scaling for growth often means to SLOW down. I know, this is counter intuitive but too many times I can see where I've failed is trying to add too much too fast thinking that everyone will eventually catch up only to watch a project fail.
Building new and better rituals is something I have had success at in the past. Implementing new incentive programs, or celebrations, etc., are a lot more important than most realize. In fact, this might even be a hidden secret that undermines many projects causing long-term failure even when it looks like you are gaining short-term wins.
Finally, scaling is not a hit and run endeavor. As the authors say, "It's a Ground war, not just an Air war." If you aren't serious about scaling and willing to personally invest time and energy over a broad time span, then don't be surprised if the scaling effort fails. There are no quick fixes or silver bullets which can cause scaling to happen. Those who are looking for the quick fix, may see initial success and believe the ship has righted itself and is heading toward success, only to find it turned broadside to a huge wave which capsizes the ship.
Good book with some great lessons we can all benefit from.
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