The Politics of Meetings, part 4

There are aspects to every meeting which go beyond the typical literature on conducting effective meetings.  It is important to make sure you have an agenda, have invited the right people to the meeting and be sure to define the take aways along with the responsible parties.   

      But there is more to a meeting than that.  So, this series of posts will deal with what I call the Politics of Meetings.  Some have an intuitive grasp of these principles, but most never quite understand there is much more going on, some of which can have serious implications for your ability to rise within the organization. These will not appear in any specific order.

      7.  Relating to others in meetings:

a.       Your skill in personal dynamics is probably the most important ingredient you bring to any meeting .

b.      Always be aware of your own emotions and make sure to keep them under control.  It is OK to express strong emotions, however, defensiveness or anger directed toward another individual will not serve you well in the long-run and maybe not in the immediate.

c.       Learn to be aware of the subtle clues of other’s emotional state and recognize when they are feeling threatened or becoming angry.  Practice strategies for defusing potentially problematic emotional build up.  These might include:  an obviously non-related comment or personal story, re-focus on the issue (instead of the emotion), a (deserved) compliment of the other’s contribution to this point, etc.

d.      Always treat others with respect, regardless of whether or not you like them or feel they are competent.  You won’t always like everyone you work with and there will even be times when you will feel some of your co-workers may not be competent for the position they hold; but everyone deserves to be treated with respect.  This applies when talking directly to them and when talking to others – ALWAYS TREAT OTHERS WITH RESPECT even when they are not in the room.

e.      Never let anger push you to a statement or response which will destroy a working relationship.  If such a break must occur, make sure it is made with both sides of your brain and not a purely emotional response.

f.        If you are the object of a personal attack:  a) take a deep breath (this oxygenates your brain and helps you think more clearly, b) pose a reflective question such as “It feels to me that you are attacking me personally about this issue, is that the case and if so why?”  This usually diverts the attack back to the issue, however, if not, listen to what is said and reply with something like this:  “I can see your point and I will definitely think about what you have said.”  Then intentionally refocus the conversation back to the issue.

Politics of Meetings, part 3

There are aspects to every meeting which go beyond the typical literature on conducting effective meetings.  It is important to make sure you have an agenda, have invited the right people to the meeting and be sure to define the take aways along with the responsible parties.   

      But there is more to a meeting than that.  So, this series of posts will deal with what I call the Politics of Meetings.  Some have an intuitive grasp of these principles, but most never quite understand there is much more going on, some of which can have serious implications for your ability to rise within the organization. These will not appear in any specific order.

5     5.  What you write

Bring something to write on and take notes.  This will serve four purposes:

                                                               i.      It will remind you of what was discussed if you need to look back.

                                                             ii.      It will provide you a space to record off-shoots from the conversation which need to be followed-up.

                                                            iii.      It will send a clear message that you are engaged.

                                                           iv.      It will allow you to track assignments and take-away actions.  It is prudent to record not only those assigned to you but to others as well.  This allows you to keep in mind the broader picture and offer assistance if possible.  Your assignments should be transferred to your project list as soon as you return to your office along with timelines for completion established.

6.  What you say depends upon what you hear and what you know.

                                    Engaging in the conversation requires active listening skills and focused attention, as well as an open mind to diverse possibilities.  Those who aspire to leadership should be especially attentive to engaging in the conversation.  Here are some considerations.

                                                               i.      If you don’t understand something ask a clarifying question such as “This is what I think you said/mean ___, is that correct?”  This can be easily overused so try to keep your usage of clarifying questions to one per meeting or you risk giving the impression that you are incompetent or haven’t been paying attention.

                                                             ii.      If you have something which either clarifies the discussion or adds to the discussion, make your statement, but be careful not to dominate the conversation.

                                                            iii.      If you disagree with a point that has been put forth, it is appropriate to state that, using terminology which focuses on the issue and not personality, e.g. “I have a different perspective on that,” or “I’m not sure I agree with you for this reason ___.”  Keep in mind that if you disagree, but say nothing, you are tacitly agreeing and will be ethically required to support the result, so speak up if you disagree.

                                                           iv.      If you agree, let that be known by body language or comment.  If your agreement is based on different factors than those already expressed, state those factors, e.g. “I support the direction we are going but for different reasons ___.”

                                                             v.      Before speaking THINK about the ramifications of what is being discussed.  Even if the solution is not the direction you would have chosen, will it accomplish the same ends?  Are there any ethical consideration?  There is usually more than one way to accomplish the same task; don’t become so hidebound that you are unable to see and accept reasonable alternatives.

Politics of Meetings, part 2

There are aspects to every meeting which go beyond the typical literature on conducting effective meetings.  It is important to make sure you have an agenda, have invited the right people to the meeting and be sure to define the take aways along with the responsible parties.   

      But there is more to a meeting than that.  So, this series of posts will deal with what I call the Politics of Meetings.  Some have an intuitive grasp of these principles, but most never quite understand there is much more going on, some of which can have serious implications for your ability to rise within the organization. These will not appear in any specific order.

     

     2.  What you wear, even to meetings, can make a difference in how you are perceived and how your comments are received.

      The basic guideline here is to dress at your level of aspiration.  If you aspire to be a manager, dress like a manager in your organization dresses.  If you aspire to be the CEO, dress like the CEO.  This applies in most situations, even casual day, if your organization has such a day.  A radical departure from the cultural norm can draw more attention to your behavior than to your comments, perhaps in a prejudicial way which can lessen your influence.  This might be a plus if done well and with class and professionalism, but it is more often a negative.

      3.  What you drink/eat

      This is not always a factor, but it can be, depending upon the culture of your organization.  Be sensitive to the culture.  It is OK to push beyond the boundaries to some degree.  A radical departure from the cultural norm can draw more attention to your behavior than to your comments, perhaps in a prejudicial way which can lessen your influence.  Eating to excess is always a bad idea.

      4.  Who you look at

      This is one of the most interesting aspects of meetings: determining who is really in charge and where the influence resides.  Until you have a good grasp of the relationships of those attending the meeting, take time to observe where people direct their eyes during the meeting.  Are they looking at the speaker, or at someone else to see how they are reacting to the speaker?  When they speak, to whom do they direct the majority of their eye contact; to the leader or to someone else within the group.  The individual to whom most people look, especially when it is time for a decision, is the real leader of the group, regardless of position.

      What does this mean for you?  Make sure you acknowledge both the positional leader and the unofficial leader when making comments by appropriate eye contact, not forgetting the rest of the group in the process.

Politics of Meetings - part 1

There are aspects to every meeting which go beyond the typical literature on conducting effective meetings.  It is important to make sure you have an agenda, have invited the right people to the meeting and be sure to define the take aways along with the responsible parties.   

      But there is more to a meeting than that.  So, this series of posts will deal with what I call the Politics of Meetings.  Some have an intuitive grasp of these principles, but most never quite understand there is much more going on, some of which can have serious implications for your ability to rise within the organization. These will not appear in any specific order.     

1.   Where you sit can make a difference. 

a.       Are you leading the meeting?  Do you want to establish a clear sense of who is in charge?  Then sit at the head of the table in the seat most obviously associated with the leader.  If you want to establish an atmosphere of collaboration, choose a central seat along the side of the table where you can get good eye contact.  Keep this in mind, if you are the leader of the organization, where ever you sit is the “head” chair so don’t feel bound to sit in the same place, allow the focus of the meeting to guide your selection.

b.      If you are not the leader you need to ask yourself what your personal contribution to the meeting is likely to be AND your personal goals within the organization, i.e. how ambitious are you?  If you are ambitious but have nothing relevant to contribute, sitting close to the leader makes you look like a “suck-up,” instead sit about half-way from the leader and the end of the table.  If you aren’t all that ambitious but you do have relevant information, sit closer, if not sit farther.  In other words position yourself so that you can be seen as putting the good of the organization ahead of your personal preferences.

4 Reasons We Struggle with Ethics - LINK

http://www.leadershipnow.com/leadingblog/2013/04/4_reasons_we_struggle_with_eth.html

This blog post on Leadership Now describes four reasons we struggle with ethics:

We want it now
We think our situation is different
We look for shortcuts
We think ethics is about rules

This is a short post but definitely a good read, and probably one that may remind you of things you need to be reminded about.

iPad - making it a business tool - part 4

I know in part 3 of this series I talked about cloud storage which I feel is important.

In this post I want to focus on a specific type of application which could be technically considered a cloud storage application, but in practical usage it is really one of the things which makes mobile devices amazing and true functionality across platform possible.

The type of application I'm talking about is a data aggregator.  In case you don't recognize what that means, I'm sure you will recognize some of the names in this list of applications below:

• Evernote
• SpringPad
• Catch
• Live Binders
• Pearltrees
• Pinterest

Each has a slightly different take on how to aggregate data, but the important point is that with these programs you can store all kinds of documents, spreadsheets, pdfs, pictures, audio, video, basically anything, in a place where you can easily search it, by key tag or title, or text, and find what you are looking for.  You can sort it into folders or keep all the files in one large list.  It doesn't matter, because you can always find what you are looking for.  And, at least in the case of Evernote, there are plugins for Outlook and your web browser which makes it incredibly easy to add emails and web pages to this aggregator.  Using another service found at www.ifttt.com I can set up automatic clipping of certain bogs to come into a specific folder in my Evernote I've titled Web Articles.

Most of these are free in their basic version, which is typically enough.  The thing which impresses me is that I can store key pieces of my life across my entire life and still have access to it, albeit I typically have to have a live internet connection to retrieve data, at least the first time.

Most of these applications cross platforms from PC, to iPad, to Android so that what is stored on one platform is available on the others as well.

You want to think of this like a Portfolio of information which you want to keep track of for the long haul, as well as storing other, more short-term information as well.

Another application which is somewhat similar that I've just started using is Google Keep.  So far, I'm finding this the perfect solution for short-term notes, lists, and reminders.

Find the one that is right for you - and then discipline yourself to use it - you will be pleased with the result.

5 Leadership Lessons: Avoiding the "Mediocre Me" Mindset - LINK

This is a re-post from Leadership NOW

If you wonder if you should step up and lead, this book is for you. Mediocre Me by Brigadier General John Michel is a challenge to think differently about your role in the world. “Instead of the term leader being synonymous with someone who strives to use their influence to build value into their surroundings,” writes Michel, “it is more likely we associate it with someone doing whatever it takes just to keep the routine going.” Here are five more thoughts from Brigadier General John Michel: 

To read the rest of the article click here

Don't work too hard . . .

I stopped to get fuel this morning at my regular place.  I always get the fuel first then get a cup of cappuccino (half french vanilla and half hot-chocolate with a shot of real coffee).  As I'm checking out, the clerk, a nice young man who works hard at being personable, says to me on the way out the door, "Don't work too hard."

I know I've said those same words myself but for some reason they've stuck in my head and I've turned them over and over all day.  I've come to the conclusion that that is NOT the reputation which I want to cultivate, nor is it the lifestyle I choose to live. 

Say instead, "Work hard, give it all you've got, and be proud of what you've accomplished."

Just sayin'

iPad - making it a business tool - part 3

I won't do the subject justice but you will definitely need/want some kind of cloud storage option.  I know iCloud is an Apple product but I have limited experience with it and can't comment either way on it.  However, I have used Dropbox for years and am a HUGE fan of this application.  Some of the features which I love:

• Seamless sync with whatever I put in the MyDrop box folder.  I save it there and it automatically is saved in the "cloud."  If you are like me you have wondered where the "cloud" actually is.   I don't have the answer - which is why I back this file up on a flash drive periodically (I know paranoid).  
• Cross platform accessibility - this means I can access these files on my desktop, my laptop, my iPad, my Android tablet, and my phone  - and changes made at any of these locations automatically updates to the others - I LOVE THIS
• The ability to designate folders and files to share with others.  This allows me to share pictures or projects and keeps everyone up-to-date.

I also use Google Drive for some storage and especially for documents created with Google docs.  This is also handy for sharing files.

There are other cloud storage options and this is not meant to be a review so you do the research and find out which one(s) work best for you - but you should have at least one on your iPad ready to go.

Which is your favorite cloud storage application and why?

iPad - making it a business tool - part 2

As I mentioned in part 1, I use Notability for taking notes and have been able to go basically paper free with this wonderful application.  One thing which contributes to that is finding the right stylus.  It has to make the connection to provide the same sense as writing with ink and paper, with the same legibility - which with my handwriting is saying a lot.

So far I've only tried out three different stylus. 

The first seemed the coolest.  It came to a fine point with a round disk which slid across the surface of the iPad.  This particular stylus worked fine IF you kept the angle relative to the iPad relative high, i.e. it needed to be as close to 90 degrees as possible for the best effect.  When you could work this way, the writing was great.  However, when you forgot, or relaxed and the angle decreased, so did the writing quality with skipped lines.  Also the disk floating on the surface eventually left enough marks on the screen protector I was using to actually make the entire screen look pretty nasty.  I never used it on the bare tablet screen and would be a little afraid to do so after what it did to the screen protector.  So, while it looked cool, this was definitely NOT what I needed.

This second stylus was the cheapest and definitely not fancy by any stretch of the imagination.  The writing surface was a rubbery black tip with a simple aluminum barrel with a clip and a top piece with a hole in it for attaching a connector.  I think the connector could be similar to a wrist band or even a plug which would fit in the headphone jack, although that did not come with the pen.  This worked well on the bare iPad screen, although at times it seemed to drag a bit.  On the screen protector you could definitely feel the drag.  Still that was usable and provided a constant line, no matter the angle at which the pen was held.  I thought I was going to be fine with this, although I did wish that the drag could be eliminated.  That brings me to the final pen I tried.

This is the Trueglide.  My version doesn't have the cord at the top and it is finished with a flat top.  The barrel is black aluminum with some decorative features near the pen end.  The amazing thing about this pen is how smoothly it writes.  This is the best experience.  No drag, smooth connected lines every time no matter the angle.  This stylus makes writing an actual joy and enhances my ability, and my desire, to go paperless.  The only thing I would change is the barrel width - it is a little narrow for my tastes.  However, it does have a clip similar to the pen above which works well with my iPad case and is definitely not bulky or obnoxious.  I really like this pen and unless someone gives me another one to try which can trump these qualities, I'm sold.

If you are going to make your iPad truly a business tool, you have to feel comfortable with your tools and I think the Trueglide stylus will do that for you.

Still you may have tried something else which you like - please feel free to write a comment to this post and share your experience.

iPad - making it a business tool - part 1

I have an iPad.  I've been working with if for several months now and appreciate the ability to have such a powerful tool available that is far lighter than my laptop and, for many tasks, more appropriate.

Of course the primary applications to make an iPad truly useful in a business sense is the ability to sync with corporate email and calendar.  This is such a major benefit that I honestly can't imagine why anyone wouldn't put this at the top of their customization immediately upon unboxing this or any other tablet.    The ability to receive and send email, basically anywhere if 3G or 4G, or by wifi if not 3G/4G is such a time saver.  The calendar function is equally important.  By updating or adding an event to my iPad it automatically syncs with Outlook at work or the other way around.

I know most of our smart phones do these two functions as well, so maybe that is not enough of a benefit to invest in an iPad, however, this might change your mind.

Using an app called Notability I have been able to completely eliminate any other form of note taking at meetings.  This program is literally amazing.  I take a lot of notes and have traditionally used a spiralbound notebook and have several on my shelf that I have collected over the years, allowing me to look back and track down information as well as recall conversations.  But it also means that I only have with me what is in the current notebook.

Now I do all of that and more with Notability.  The application allows input from typing, pen, recording, and even inserts pictures within the notes.  The typing is about what you would expect and without a keyboard it is limiting.  The pen input, however, IS AMAZING!  There is an easy way to set up a place for your palm to rest and write within a zoom box that works so well and intuitively that keeping up with any meeting is easy.  And if the meeting has information which is too detailed for notes, a simple tap at the top of the application turns on a recorder which syncs with the location where you are writing for playback.  If there is information on the whiteboard, no problem, simply tap another icon and easily take a picture and insert it right into the notes.  Have .pdfs sent to you by email, such as an agenda, and want to take notes on that, no problem, as notability opens both .pdf files and .rtf files.  If I know I'm going into a meeting and have been sent the material in a Word document, I will convert it to a .pdf and then open it in Notability, allowing the same functionality with recordings, pictures, pen input and even highlighting.

These files can then be stored in the cloud or natively on the iPad - or BOTH.  Additionally they can be sent by email and easily printed either from the email through your computer or on an AirPrint enabled printer.

The best part - the application has an easy file organizer for keeping track of notes and that means that I can carry with me ALL my notes as well as all the may other wonderful things possible with a tablet and have them available anytime, anywhere.

More later about iPad efficiencies.

10 Ways to Handle Difficult Conversations - Link

Delivering unpleasant news, correcting misunderstandings, confronting a friend or family member, and dealing with hard-to-talk-about issues are the kinds of conversations most of us dread. They’re a part of life, however, and you can’t avoid them. Although you may never be 100 percent comfortable in these situations, there are a number of things you can do to make these necessary talks as productive and painless as possible.

This is a great article which goes into 10 tips on handling difficult conversations. 

To read the rest of the article, click here:

http://www.littlethingsmatter.com/blog/2010/09/23/10-ways-to-handle-difficult-conversations/ 

QBQ Book Study - Chapters 32 - 39

Continuing the study of QBQ by John Miller, looking at chapters 32-39.

 

I did attend the discussion for this section.  Again, the facilitator did a great job in summarizing the material and there was good interaction from the participants.  As I may have mentioned earlier, these sessions are being held "virtually" using web and phone conferencing with as many as 50-60 people in attendance at each session.  So far everyone I've spoken with has found the discussions helpful and this particular book a benefit to their lives.

 

These are the final chapters of the book and, although there is one final session for this study which summarizes the book, this is my last planned posting for this particular study.

 

Both in this session and the last session, the facilitators indicated they read the book at least once a year or even more often.  Certainly I have been reminded of important things as I have gone back through this study and re-read the book so I can see such repetition as a worthwhile endeavor.  I think even more so because of the subject of personal accountability seems to be one which so easily slips away from us without that reminder.

In chapter 32 Miller describes the cornerstone of leadership as being "humility."  Certainly that could have been inferred even in the first pages with the story of the manager who went to get a customer a drink at the request of his waiter.  Being humble in effect means a regard for others at least as high as that which you have for yourself, which translates into service.  When we understand that service toward others is not a lessening of ourselves (that is almost unAmerican! . . . . but decidedly Christian)  then we are on the road to true leadership.

I particularly resonated with the material in chapter 33 when Miller says "Leaders are not problem solvers."  I have a tendency to respond with answers and solve problems as a natural expression of my personality.  According to Miller and other leadership experts, it is crucial to restrain those impulses and instead unleash the creativity and capability of others in the organization to find solutions and learn how to fix problems.  This often entails suffering while there are mistakes and failures, but the end result is a stronger workforce with better skills.

Another nugget from this section states the difference between the "letter" of the QBQ and the "spirit" of the QBQ and the knowledge that the "spirit" has to trump the "letter."  The "spirit" of QBQ says:

• No more victim thinking, procrastinating, or blaming.
• I can only change me.
• Take action!

This is a pretty good place to close this study.  These three points, along with an understanding of how to frame the right questions comprise the heart of the book.  I need to put them on a sticky note and stick it to my computer monitor.

ACCESS 2013 President's Report

ACCESS Conference 2013
President’ Report

What Got You Here Won’t Get You There

My first ACCESS conference was in Dallas, Texas.  I was immediately impressed with the real sense of professional collegiality and willingness of the members to share and collaborate.   As the years have gone by, I have continued to be impressed with the passion our members bring to serving students, and assisting each other on the subject of distance education.

The title of this, my final, report as president is "What Got You Here Won’t Get You There."  I borrowed the title from Marshal Goldsmith’s book by the same title.  I want to take a few minutes to look at what has gotten us “here,” and touch briefly on what might be involved in getting us “there.”
Some of the things which have gotten us here:

• Hard work
• Dedication of time, talent, and resources
• Ethical conduct and values based mission
• Passion for student learning
• A willingness to take risks and innovate

If all this has gotten us here, and we can assume it will be needed to get us "there," what more needs to be added?  Some might suggest that nothing more is needed; that if we keep doing what we've always done, things will get better.  But I've also heard this kind of thinking is the definition of insanity. I have an idea there might be something else needed to get us "there."

We exist in an interesting profession at an interesting point in history.  Higher education is steeped in the traditions of the past.  We are forced to deal with that reality in almost every faculty meeting.   We have innovated, but only within the paradigm of what higher education has always done, albeit with constant struggle against the traditionalism of many of our colleagues and institutions.  The growth of distance education in the academy has come as a surprise to many of our colleagues, even as those of us closer to the technological front could have easily predicted.  This struggle in awareness and acceptance is not fully resolved and may not be for some time.  However, the pervasiveness of this delivery venue will eventually break through even the hardest heads at our institutions, or, sadly, they will retire in consternation of their perceived lessening of the educational process.  We who are at the forward edge of these changes applaud the new wave and bemoan our colleagues who haven’t been able to adapt.  Secretly we even believe ourselves to part of a new elite, which, although somewhat suspect now, will eventually be recognized for the saviors of higher education that we feel ourselves to be.

But, again, all of this is part of the broader paradigm which has essentially not really changed.  It is our “here.”  However, the advance of technology and a societal shift in perspective has already begun to suggest that there is a “there” which will not be effectively served by the old paradigm, even in these new clothes.  Do we want to go there?  Should we go there?  Can we afford to go there?  Perhaps more importantly, can we afford NOT to go there?

One of my co-workers told me last week his 10 year old wanted a Nexus 7 for his birthday.  Another told me that he gave his 5 and 8 year old children Kindle Fires for Christmas.

The advent of MOOCs, the Western Governors competency model, social media, always-on pervasive knowledge available on any subject, usually including how-to videos, and the flattening of our world with the accessibility of mobile technology points to a “there” for higher education which, although nebulous at this point, is becoming visible. This was made even more clear in the presentation by Robbie Meltoisoniazid mobile technology and her 70,000 mobile applications.  Echoing her words  all I can say is "Oh my gosh what is coming in our future?"

So, what will we need to take us “there?”   I am a big fan of scotomas. You know what a scotoma is don't you?  A scotoma is a way of looking at things that overlooks, ignores, or is ignorant of, the possibility that there are other ways to see the same thing with a completely different effect.  The only way to overcome a scotoma is with assistance. That is what ACCESS and other engagements in the collective dialogue provide for us: the opportunity to see the future as we challenge each other and the scatoma that we have known up to now as "higher education."  We have to stay engaged in the conversation and not fall prey to isolationist, or worse, elitist, thinking.    We can get "there" if we go there  together. I am convinced that the "there" of the future will require an unprecedented level of collaboration amongst our institutions, and I am convinced that ACCESS and other conferences  and organizations like it, are part of our solution to get us "there."

It has been my pleasure to work with some amazing people on the ACCESS Executive Committee such as Mary Lowe, Kevin Mahaffy, Michael Wilder, Jason Baker, Michael Freeman, Mindi Thompson, and Chris VanBuskirk.  I am confident in their leadership in the coming years to help us find ways to see this new scotoma that will become higher education, because what has gotten us here will definitely not get us "there."

QBQ Book Study - Chapters 24 -31

Continuing the study of QBQ by John Miller, looking at chapters 24-31.

I did attend the discussion for this section.  The facilitator did a great job in summarizing the material and there was good interaction from the participants.  As I may have mentioned earlier, these sessions are being held "virtually" using web and phone conferencing with as many as 50-60 people in attendance at each session.  So far everyone I've spoken with has found the discussions helpful and this particular book a benefit to their lives.

This section starts with a couple of chapters on integrity (I'm going back to chapter 23 as well).  In keeping with the focus of the book the IQ (incorrect question) we too often ask is: "When will others walk their talk?"  and the QBQ would be:  "Am I walking my talk?"    Miller defines integrity as: "Being what I say I am by acting in accordance with my words."  This is a powerful concept and he follows this up in the next chapter with an in-your-face concept of "Believe or Leave."   By this he is pushing us to place our personal integrity at the top of our lives in practice as well as in theory.   It is a fact that whenever we live in conflict with our values we suffer in our own personal sense of self-worth, not to mention our productivity and dysfunctional relationships.

In chapter 26 he gives a twist to the serenity prayer: "God grant me the serenity to accept the people I cannot change, the courage to change the one I can, and the wisdom to know  . . its me!"  I like this and he clearly states we can't really change others so our only hope of finding peace and purpose comes when we stop trying to change those around us and focus on our own issues.  I know this to be true personally and have been working on this process for a number of years.  I'm also aware of the trap of postponing working on ME until things get better ( or I have more money, or more time, or better health, or move to a new location, or ......) because if I do postpone, I will always find an excuse not to start.

This is reinforced in what Miller says is the third guideline: "All QBQs focus on action."  We ask better questions and then we take action.

He finishes this section by talking about leadership.  I know many people who would say they are not leaders and sometimes when this subject is raised they completely check-out of the conversation.  But I think if we've learned anything from QBQ it is that we are at least the leader of OURSELVES.  Being a leader of ME means that I get to choose to ask Better Questions and take Action, regardless of what the rest of the world does.  This is empowering stuff!!

QBQ Book Study - Chapters 16 - 23

Continuing the study of QBQ by John Miller, looking at chapters 16-23.

Unfortunately I was unable to attend the actual discussion over this section so this is a summary of the information from these chapters which stood out to me.

Culture is one of those nebulous terms which everyone uses but when push comes to shove is difficult to pin down with an exact definition.  We say things like "that's part of our culture," or "we need to change our culture," often with specific attitudes or actions in mind which conform to our impression of who "we" are.  This is my metaphor for culture: My perception of myself and my likely response/attitude is my "culture."  For my family, culture means, to me, the things that we as a family are likely to do/say or the attitudes which we are most likely to display.  When our children act outside this "culture" we say to them, "that may be how others behave, but that is not who WE are," and so we mold and reinforce our family's culture.  For an organization the establishment and reinforcement of culture follows this same model, usually built of the shared personal "cultures" of the individuals who compose the organization. 

When I read this quote at the end of chapter 18, "Ownership: 'A commitment of the head, heart, and hands to fix the problem and never affix the blame'" I hear "this is our culture," (or at least what I want to reinforce to become our culture).  

 

This whole section resonates with "culture" both for who I want to be as an individual and what I want for my organization; and it starts with me.  That is why I believe that our corporate culture is an amalgamation of our individual "cultures."  In becoming a better, more responsible ME, I contribute to a better more responsible company.  I'm part of the solution . . . or part of the problem.  Miller says: "Change only comes from the inside, as a result of decisions made by the individual."

Chapter 23 focuses on integrity and I will contribute more on that topic with the next post on this study.

QBQ – book study – chapters 8-15

Continuing the study of QBQ by John Miller, looking at chapters 8-23.

Again the study facilitator did an excellent job in opening up the topics of these chapters and including everyone in the conversation.

Some of the things which stood out to me from the discussion and reading these chapters:

• That there is often a sense of powerlessness by many employees who focus on “why” the leadership isn’t doing something different, e.g. communicating better, or “when” the leadership will take action.  According to Miller, “Questions that begin with ‘When’ lead to procrastination.”   Procrastination leads to stress and frustration which definitely leads to poor engagement and production.   However, the procrastination under question is not that of leadership, but of ourselves in asking “when” someone else will act and not engaging ourselves in finding the solution.

• In my office on the wall I have a sign given to me by a friend which states “THINK OUTSIDE THE BOX.”  I like this and ponder it often throughout my day.  Miller adds a thought which I think is a corollary:  SUCCEED WITHIN THE BOX.   This thought forces me to quit wishing for resources I may not have and instead examine other ways to use the resources I do have to get the job done.  It empowers me.

• Another quote:  “We don’t need the ‘new’ thing or the ‘hot’ topic.  What we need to do is to practice the fundamentals – like personal accountability – day in and day out.”  This strikes me because I am often captured by the ‘new’ and know how easy it is to be distracted from the fundamentals.  Anything we can do to remind ourselves of getting back to the basics is welcome.

• This study concludes with the emphasis of “who” questions focusing on blame . . . instead of on solutions.  “There’s not a chance we’ll reach our full potential until we stop blaming each other and start practicing personal accountability.”  I couldn’t agree more, but it is easier, and too often we chose easier instead of anything which might cause us to admit it our own actions which need addressing.

This continues to be a study which challenges me to be a better me.

Looking forward to the next section.

QBQ - book study - Introduction - ch. 7

I have posted earlier about the book QBQ by John Miller and will try not to duplicate that information in this and subsequent posts.  This post is related to a book study of QBQ in which I am participating.  So far I have attended the first session and we have read up through chapter 7.  This is not as much reading as you might think since many of the chapters are only a page or two in length.   So far the study has gone well and the facilitator of the first session did an exceptional job, especially since it is a large group, most of whom are participating virtually through web/phone conferencing.

The first part of the book explains that the IQ (Incorrect Questions) which most often come to mind when we are faced with challenges are usually the wrong ones for achieving the outcomes we truly desire, and ultimately our success and happiness.  These questions usually begin with "Who," "Why," or "When."  Examples of these kind of questions are:

• "When is that department going to do its job?"
• Why don't they communicate better?"
• "Who dropped the ball?"
• "Why do we have to go through all this change?"
• "When is someone going to train me?"

As you can see, all of these questions, and indeed, most of our questions are designed to deflect responsibility anywhere except back to us.  In QBQ Mr. Miller tells us that the beginning of effectiveness lies in our choice; and that we always have a choice!  The beginning of choice is to determine to ask the Question BEHIND the Question.  He provides three guidelines for creating a QBQ: (p.18)

1. Begin with "What" or "How" (not "Why," "When," or "Who")
2. Contain an "I" (not "they," "them," "we," or "you")
3. Focus on action

I think the challenge will be to consciously pay attention to my speech patterns and then practice re-framing  my questions to fit the model outlined above.

One of the quotes which jumped out at me was: "The best thing we can do to get rid of victim thinking in our world is to get rid of it in ourselves." p. 23

This really resonates with me because I see so much victim thinking every day.  When we believe we can't, we are already defeated.  I choose to believe that there is more than one way to skin a cat, so to speak.

This is a great reminder about personal accountability and I'm looking forward to these studies to reinforce the necessity to make the right choices.