Professional bragging

No one likes a bragger. In the workplace, however, it is crucial to be able to articulate your value and successes in ways people can relate to and remember. This is what I call "professional bragging." When done well, it is one of the keys to being recognized and rewarded at work.

Learning to see your value
Many people I mentor fail to see the big picture of how their work creates value for the company, customers, or even themselves. Often times, they view success only as large project completions. While major launches are important, I also view success as all the smaller "wins" along the way, including process improvements, learning, cost savings, etc.

The key is being able to consistently assess your value through a broader lens; one in which others can understand, even outside of your immediate team. Some questions to help broaden your lens and identify value:

• How does my work impact our company? Our customers?
• What improvements have I made to our team? Myself? Our processes?
• What positive feedback have I received? 
• How have I grown in the past few weeks? Months?
• Where have I been proactive?

Your list of wins
The questions above can help better identify your "wins." Even small wins are important because of the cumulative value they bring.

My suggestion is to write down your wins each week. Keeping an ongoing list is important for two reasons: 1) it's a great list of accomplishments which we can use as a basis for our future "professional bragging"; 2) it trains the brain into continuously seeing (and seeking) value in our work. At first it might not be easy to think of 1 or 2 things each week, but over time your lens expands and identifying wins comes more naturally.

Making it meaningful to others 
So now you have expanded your lens, and are documenting your wins -- great, time to "brag!"

Just like wins, professional bragging can come in all shapes and sizes. Identifying the appropriate opportunities (or timing), message, and audience is most crucial with professional bragging.

• Opportunities: These are literally endless. It just takes some creativity and awareness to identify them. Some of them can fall in your lap: for example, your boss may ask you to present to senior management. Some may require you to seek out opportunities yourself: for example, requesting to post on your company's internal blog or intranet site. Forwarding an appreciation email to your boss is an (easy!) opportunity, or perhaps you can host a lunch-and-learn session to present new learnings and benefits. The list goes on...
• Message and audience: Utilize your list of wins to help shape topics or ideas. Crafting a message which resonates with the audience is the most important aspect of professional bragging. The message must be one which answers the question for the audience: "Why is this important for me?" This means the focus should remain on value to them and your mutual interests. Answering this question when thinking of your message content can also help ensure your intended audience is appropriate. 

Professional bragging is a skill which takes time to develop. Be sure to continuously assess reactions and feedback to your messages. You will know you are doing well if others refer to them positively or unprovoked afterwards. Ultimately, this can significantly help your career progression, as you become more visible within the company, and synonymous with positive, valuable, and impactful work.

Technical debt

There were times in college when I would not do laundry for weeks (gross, I know). Then finally I would have no choice but to spend an entire Sunday in the laundry room. I could not do any of the fun things I would normally associate with a Sunday, and I would kick myself for not doing it more regularly to make it less of a hassle.

That is exactly what it is like when software, systems, and tools are not upgraded, patched, or replaced on a regular basis. The time and money associated with these legacy systems piles up and contributes to your company's "technical debt." The longer it lingers, the harder technical debt is to clean up.

The perils of too much technical debt...

Preventing and eliminating technical debt

The best way to avoid technical debt is to have a continuous pulse on your systems and their health. This is everyone's job. Everyone must be aware of the risks and understand the impact of their technology's lifecycle. This requires the people most familiar (usually the most technical) to be able to articulate the need and value of an upgrade, for example, in ways senior management or product owners can understand. That is not always easy to do, so I recommend ways in which addressing technical debt becomes part of the process:

1. Continuous improvement culture - A culture in which people are rewarded for making things better and always striving to improve is the single best way to minimize technical debt. When team members inherently feel motivated and empowered, technical debt goes down exponentially.
2. Mandate open standards - Utilizing proprietary technologies can lock companies into vendors or tools for many years. This can be quite costly. Mandating the use of technologies which are built upon or use open standards is required to be nimble and relevant long term. Open standards prevent team members from re-inventing the wheel, help avoid vendor lock-in, improve agility and choice, and dramatically increase application portability and integration. These all in turn help minimize technical debt.
3. Add a hardening sprint - If you are following Agile practices (and even if you are not), you can consider adding a hardening sprint to your schedule every quarter. So if you do 2-week sprints, the last 2 weeks of each quarter can be dedicated to working on stories related to reducing technical debt (or "hardening" the system). The beauty of this is it becomes part of the whole team's routine, and increases visibility to the importance and benefits of eliminating technical debt. It does still require those closest to the technologies to be proactive in identifying improvements and articulating the value to the product owner.
4. Semi-dedicated Systems Team - Having a separate team of people dedicated to "owning" the architecture and maintaining system health sounds good on paper, but actually it leads to accountability problems. Instead, having everyone support what they build makes people think twice about cutting corners and throwing things "over the fence." As a result, I suggest having a group of senior technical folks dedicate 20-30% (not 100%) of their time to continuously improve and monitor system health. This does not mean that they do 100% of the work, but rather set the standards, goals, and requirements for the them and the rest of the team to do and follow. Some (or all) of the work done in a hardening sprint, for example, likely will be suggested by the Systems Team.
5. Call for back-up - In many cases, legacy systems come with significant risks to the business, usually security-related. Leverage your friends in the security department to help you build a business case for making the necessary changes to your systems (or what might happen if the changes are not made). Be sure to also paint a positive picture of the business benefits to come in the future as a result.
6. Governance - While my least favorite on the list, sometimes it does take some hard and fast governance rules to help prevent technical debt. Projects should not be approved which build upon legacy systems or have no clear plan for future upgrades.

Customer reliability engineering

I was blown away when I spoke with Dave Rensin during my visit to the Google campus. He is Google's Director of Customer Reliability Engineering, and his views on customer support are world-class.

Dave's goal is to drive customer anxiety to zero; to remove the things that would cause customers to want to leave.

To do this, Dave's team has several principles they follow:

1. Make sure your customer understands they are not alone. They need to feel a sense that "we are in this together" and you will stay with them until the problem is solved.
   
2. Ensure customers never feel like they are talking in a vacuum. Never let the customer feel like you know more than you are telling them. Tell your customer all the details (without sensitive info, of course).
   
3. Create a shared fate with your customers. Arbitraging issues with money (or credit) is not good enough. Dave's team reviews their customers' production systems and provide guidance on how to make it up to Google's standards. If the customer meets those standards, they will then identify when issues are caused by their customer's system, and proactively reach out with possible solutions (utilizing a shared dashboard both his team and the customer can see) -- and they do that for $0. This drives mutual accountability; truly being "in it together."

Dave goes into some details of the above in the video below. More details can be found in Dave's Google Blog post.

Boss vs. leader

I strive to be the best leader by emulating some of my favorite leaders. They tend to be the ones who put others' interests first, drive collaboration and teamwork, and promote and inspire a positive future.

The following two graphics demonstrate what I feel is the difference between being a "boss" and being a "leader."

I wrote earlier about the importance of being a great leader.

Data, data, data

"Data, data, data" is the new "location, location, location."

Uber owns no taxis, yet is the largest taxi company in the world. AirBNB owns no real estate, yet has the most accommodations in the world. These companies run their businesses on data, and lots of it.

Data is king, and it is only becoming more important. Proper analysis and utilization of data helps to uncover the what, the why, and even predict the future. As a result, data must be a core component of your digital strategy.

Hindsight
At the most basic level, data gives us hindsight. A simple example is how grocery stores utilize loyalty cards. Customers sign up for them with some basic personal information, and in return the store gives the customers discounts when they use their card. Data collected from these cards helps the grocer identify individual purchasing habits -- it gives them hindsight.

This is why online retailers encourage customers to create accounts. The data collected (which products are being viewed, which terms are being searched for, etc.) all help track what is happening in their store.

Insight
Understanding the "what" is just the basics when it comes to data analytics. Having the view into the "why" provides insight.

Why do certain customers buy one product over another? Why do certain products sell better at certain times of the year? These are the types of questions the data can help provide insight into.

Foresight
Being able to predict behavior is the next step; this is where the most positive transformation can occur for an organization.

Again using grocers as an example, stores can use big data to predict and suggest the price points of certain products at certain times to ensure the right amount is in stock and fresh. If the price of strawberries, for example, is too high grocers risk having too many in stock and the strawberries going bad. If they accurately predict the right price point, they can keep the right amount moving off the shelves at a pace that ensures each package is still fresh.

Lastly, there are some scenarios where proper data analysis can actually help to prescribe some actions. In other words, using data can help make things happen.

Let us use the car company Fiat as a fictitious example for this. If Fiat mined the publicly available social media posts specifically looking for terms which suggest a propensity to buy their car, they may be able to help drive more sales. The scenario could go something like this: John Smith posts to Twitter, "Thinking about buying the new Fiat. Can't decide between that or the Toyota Prius." That post will get picked up in Fiat's social media scanning algorithm, and alert the salesperson in John's region to contact him directly. That contact may help to influence John in purchasing a Fiat.

Making it happen in your organization
To leverage data effectively, naturally you need data. Determine the sources, and if none exist start setting up your data collection processes.

Once you have the data, it needs to be usable. Having it in 25 disparate systems will make life tough. Rather centralizing it and "cleansing" it for use (i.e. ensuring accuracy, removing duplicates, etc.) is key.

Additionally, data can help create a source of revenue. Identify any data which may be unique to your organization which others externally may pay to access. Ensure proper usage controls and governance are in place.

Also keep in mind potential external integrations or partnerships.

Ultimately, there are endless possibilities to how you can utilize data. Start small, take an MVP approach, and build from there as you learn what works for your organization.

High-performing teams, Part II - Being proactive

There is not one thing which creates a high-performing team (HPT). Trying to define the numerous aspects of an HPT culture took me an entire blog post. However, being proactive is one key attribute required for all individuals of a high-performing team.

Doing what is expected
My prior post discussed team growth expectations. In order to achieve continuous growth, each individual simply doing what is expected of them is not enough for achieving HPT status.

Take a software developer, for example. They are expected to create X features working on Y product while collaborating with their teammates. They are expected to complete those features on time, follow proper standards, and ensure their code is efficient and secure. That is the baseline. That is expected of them each and every day. While that may sound great, my view is if everyone on the team did that year after year team growth would be stagnant. (And it may get boring for the developer!)

Being proactive
Being proactive is the key to unlock exponential growth and creativity in both individuals and teams.

The definition of proactive:

Creating or controlling a situation by causing something to happen rather than responding to it after it has happened.

Take a software developer again as an example: They can be proactive in numerous ways, including identifying a new solution to a problem the team is facing (without being told, of course), implementing it, and organizing a lunch-and-learn session to ensure everyone is aware and understands the new way forward.

The key is for individuals to take the initiative in looking for ways they can help improve themselves, the team, and the company. This is often where new and creative ideas emerge, which naturally leads to learning and mastery.

The proactive expectation (and contradiction?)
I argue being proactive is therefore expected of all team members.

Does this mean, however, any proactive work is then simply viewed as par for the course? Does this mean no individual can ever be seen as going above-and-beyond?

No. The beauty of being proactive is while it is expected of everyone, there are so many ways in which it can be done. Therefore, it is impossible to define exactly how to do it, so it can never be explicitly expected.

Team growth expectations

Most companies have year-end performance reviews. This is a time to reflect on how each individual has performed. Managers have a critical responsibility to also look at the team as a whole.

• Is the team growing overall?
• Where is the team this year compared to last year?
• Is the team well prepared for the year to come?

Each team is expected to continuously grow.
Each team may define growth differently, but I like to think of team growth as the collective improvement of skills (both technical and "soft"), processes, and tools. A high-performing team knows they must continuously improve to remain ahead of the competition. This implies constant growth.

New things means new challenges; expect them.
In order for team members to grow, managers must provide the space and a safe environment where trying new things and failure are OK. Managers should expect small bumps in the road ("growing pains") when new things do not work out or take time to learn. As long as they are followed up quickly by learning and more improvement, failures are OK.

Doing the same as last year is unacceptable.

These new improvements will become common knowledge, and collectively the team will grow. This sets a new bar for the team to aspire to. The collective team's growth means every individual is expected to keep pace. Someone performing at the same level the team was collectively at a year or two ago is now significantly behind pace. These individuals must demonstrate an immediate improvement.

I try to illustrate these expectations in a very rough graphical sketch below. The green line represents (at a high level) the overall growth of the team. Highlighted are sharp improvements (perhaps a new process was implemented, for example) followed by small declines, or "growing pains." The team's collective growth sets the bar for the next year, and all the individuals are expected to keep pace.

Measuring anything

Most projects require some sort of measurement to obtain approval, determine viability, estimate return on investment, etc. It can appear challenging to think of how to measure risk, productivity, profit, etc.; however, Douglas W. Hubbard's book, How to Measure Anything, demonstrates anything can be measured, and in more practical ways than you might think.

A reduction of uncertainty
It is important to note how Hubbard defines measurement: observations which quantitatively reduce uncertainty. This is key as it takes the pressure off individuals for having to be exactly precise in their answers. Especially when just starting out, even a small reduction in uncertainty can be a large step toward a particular outcome. Hubbard points out that even sophisticated scientific experiments have margins of error; measurements for business are no different.

Really, anything?
Yes, anything can be measured. (Although not everything necessarily should be measured.) Hubbard suggests the following to help demonstrate this:

If it matters at all, it is detectable, observable.
If it detectable, it can be detected as an amount or range of possible amounts.
If it can be detected as range of possible amounts, it can be measured.

Determining the "what"
Understanding why you want to measure something helps guide the scope of what can be measured. For example, someone may say, "We want to measure IT security." The first question to ask is: what is IT security? From there, you should be able to identify particular objects of measurement within each part of your answer. Once you have your object of measurement and understand what it means, you are halfway there.

It is easier than you think
When we are struggling with measurements, Hubbard reminds us of the following:

1. Your problem is not as unique as you think. Recognizing that others may have solved similar types of problems in the past may help to put things in more perspective.
2. You have more data than you think. Some data is better than none. 
3. You need less data than you think. Again, we are not looking for 100% certainty.
4. An adequate amount of new data is more accessible than you think.

Obtaining measurements
Hubbard's "Applied Information Economics" has 5 steps to help obtain measurements. I try to summarize them below:

1. Define a decision problem and the relevant variables. Asking "why?" helps here. Start with the decisions you need to make, then identify the variables which would make your decision easier if you had better estimates of their values. What is the decision this measurement is supposed to support?
2. Determine what you know. Quantify your uncertainty about those variables in terms of ranges and probabilities. Hubbard uses the term Confidence Interval (CI) to gauge the level of uncertainty for a certain interval. A 90% CI would be one in which there is a 90% chance all outcomes fall in the interval you provided. For example, my 90% CI for average commute times in my office is 30-70 minutes. It is important to be "well-calibrated" in giving your 90% CI. Hubbard suggests the equivalent bet test as a way to gauge how calibrated you are.  
3. Pick a variable, and compute the value of information for that variable. Some variables' measurements will be more valuable than others. The goal is to find the variable with a reasonably high information value. (If you do not find one, then skip to step 5.)
4. Apply the relevant measurement instruments to the high-information-value variable. Go back to step 3 to repeat this process with any remaining high-value variables.
5. Make a decision and act on it. 

Hubbard suggests at least 10% of the project budget for large efforts be spent on performing measurements to first justify the investment.

Note: Beware the "measurement inversion." Hubbard warns that most managers tend to measure the data which are easiest to obtain, but provide the least amount of economic value. Hence why step 3 above is critical.

Measurement instruments

Hubbard outlines the following to help start us toward our measurements:

• Decomposition: Which parts of the thing are we uncertain about?
• Secondary research: How has it (or its parts) been measured by others?
• Observation: How do the identified observables lend themselves to measurement? Can you create a way to observe it indirectly?
• Measure just enough: How much do we need to measure it?
• Consider the error: How might our observations be misleading? Consider things like confirmation, observer, and selection bias. 

Hubbard describes at length many different types of measurement instruments like controlled experiments, regression modeling, and Monte Carlo simulations. I will highlight just a few of those which do not involve too much (or any) math, because I think it is important to have a few straightforward methods "in your pocket:"

• Rule of 5. There is a 93.75% chance that the median of a population is between the smallest and largest values in any random sample of five from that population. This rule allows us to obtain a CI greater than 90 by only sampling a small amount of the population. 
• Spot sampling. Determining how many fish are in a lake can seem impossible (unless you drain the lake!), but spot sampling can help here without draining the lake. In this case, a biologist might catch 1,000 fish, tag them, and release them back to the lake. A few days later she may catch another 1,000 fish and see that only 50 fish (5%) had a tag on them. This means there are approximately 20,000 fish in the lake.

Simple personal example
I'll conclude with a personal example of how understanding that anything can be measured can help expand possibilities. I was in a senior management meeting on a topic around improving our company's leadership, and someone said, "It is almost impossible to measure the performance of managers."

So I suggested the following:

1. What things do we consider make a good manager or leader? 
2. Of those traits, what are ways we can observe and measure those?

The group discussed many areas like team performance (which itself needed to be broken down further to define measurements), as well as retention/attrition rates, referrals (i.e. employees referring friends for open positions under that manager), promotions, etc.

The group was able to identify why measuring manager performance was worth measuring, and as a team identified possible measurements. The next step would be for us to put a value on each variable, and decide what decisions the measurements would be used to support.

Empathy, above all else

In writing my series about high-performing teams, I thought to pause on the one key element required in all forms of leadership. Without this, your teams will not develop a sense of trust, cohesion, or feel safe. That key element is empathy.

Empathy is different than sympathy, which Brené Brown does a great job explaining in this short video:

Brown discusses what she views as the 4 qualities of empathy:

1. Perspective taking -- Being able to see something from someone else's view.
2. Staying out of judgement -- Refraining from passing judgement on someone, especially without knowing the full story.
3. Recognizing emotion in others.
4. Being able to communicate the above.  

Simon Sinek, whose talks I highlighted before, speaks to the incredible impact great leaders have in creating a culture of safety and empathy, and the positive results which follow: 

One of Sinek's most powerful examples of empathy is the military captain awarded the Congressional Medal of Honor. Captain William Swensen ran into live fire in Afghanistan to rescue wounded soldiers. One of the medics in the rescue helicopter had a GoPro camera, which captured the moment when Captain Swensen helped bring a wounded soldier into the helicopter, then bent down and kissed him, before heading back to the field to rescue others. 

Sinek uses the emotional story to make us reflect on our own teams. How many of your employees would you do something like that for? How many of your employees would do something like that for you? For others? I am not talking about the kiss specifically, of course, although that in itself helps to demonstrate the deep bond between the captain and his soldier. 

Sinek says, 

"In the military they give medals to people who are willing to sacrifice themselves so that others may gain. In business we give bonuses to people who are willing to sacrifice others so that we may gain." 

In a different example, Google's Chade-Meng Tan describes how empathy at work helps to improve people's lives, and ultimately the world. The Jolly Good Fellow... Which Nobody Can Deny (yes, that was his official job title) recently retired from Google to pursue his mission of helping to create the conditions for world peace. I am truly inspired by him and his work.

In the video, Tan speaks about how inner peace, inner joy, and compassion help to enable happiness and reduce stress. He alludes to mindfulness and promotes meditation to raise self-awareness. This self-awareness in turn guides us to be more compassionate and live with more empathy.

I believe empathy is the single most important attribute for leaders. With it comes many inspiring and positive outcomes that can make yourself, your team, and even the world a better place. 

High performing teams -- Part I: Culture

We all want our teams to be high performing. Here are just a few general traits I associate with high performing teams:

• Team members collaborate extremely well, with deep trust and openness;
• Consistently output high quality;
• Deliver at a rapid pace;
• Continuously learn and able to shift to new areas;
• Demonstrate innovation and creativity;
• Strong customer focus and knowledge;
• All team members contribute to their work and also proactively seek to improve the team;
• Has the same goals, moves in the same direction.

How do you create high performing teams? It takes a bit of effort across several different areas. I will try to use my experience to provide a framework, starting with culture.

CULTURE

Having the right culture in place is the first step toward achieving high performance. Here are some key areas I focus on:

• Relentless optimism. Doubt, fear, and negative outcomes from past experiences can hinder individuals, and bring down the entire team. With a positive outlook comes more possibilities. More possibilities bring infinite upside.
  
  Relentless optimism must start from the top. Leadership has to believe in positive change, positive results, and envision a future that is bright.
  
  This also means the senior members of the team (those whom the team look up to) need to pay attention to seemingly minor things like body language in meetings, and wise remarks that may spark doubt into others. There cannot be rolling of the eyes or anyone blurting out "Yeah, right!" Statements like, "This will never work," should be replaced with, "This could work if..."
  
• Ownership. When individuals are held accountable for their deliverables, they are more likely to ensure its quality.
  
  Leadership must identify areas where they want the team to take full ownership of their work. The team can also help to identify ways they want to be measured or demonstrate accountability. It is important for leadership to truly step away here; allow the team to be autonomous in their solutions while never micromanaging.
  
  Taking ownership should not be dreaded, rather done with pride. Leadership must help paint this light, recognizing that demonstrating a lack of ownership (perhaps as first examples for the team) could be challenging. So I remind leadership to ensure praise is given to those doing well.
  
• Failure + rapid learning is OK. A high performing team knows that it is fine to fail fast and cheap, as long as they learn from it. A team creating a new product, for example, does not want to find out it will not sell in the market after 18 months of development. They want to test their hypotheses and obtain feedback early to ensure the company does not waste time and money.
  
• Continuous improvement. The team must have a constant and proactive urge to improve processes, products, tools, and each other. I wrote about the bad words in a previous post -- those must all be removed in some fashion. I also wrote about finding the time to innovate through automation and elimination -- the essence of continuous improvement.
  
  Leadership must also make time for learning and development. Sending employees to courses can be beneficial, but how many of them are truly worth the time and money? Pick and choose wisely, and ensure results from training can be measured and demonstrated. Look for other avenues to embed training in ways which engage the team more. This takes a deep understanding of the individuals on the team, and how they operate.
  
• Need for speed. Each team member must have an eye on the speedometer. What is slowing down the process? How can we get something out the door faster? This is similar to a continuous improvement mindset, but focused strictly on speed to deliver.
  
• Safe to speak up. In order to achieve a lot of the above, the team must feel safe to speak up. Challenging status quo can be uncomfortable if leadership is not open and does not truly listen. New ideas will not emerge from team members if they are continuously stifled or ignored. Create an environment where everyone feels like their opinion is valued and they can make a difference.
  
• Have a purpose. With everyone moving toward the same goal, vision and standards of work, the team will move in lock-step even when leadership is not looking. Leadership must set out clear goals, measurements, and objectives. They must be continuously re-enforced and re-visited in various ways to demonstrate progress and positive impact.
  
• Have fun. A culture of friendliness, fun, and collaboration ensures everyone trusts each other, is willing to lend a helping hand, and enjoys coming to work. Smile, give high fives, and lighten up a little. :)

My beliefs for employees

I love managing teams, because I see each team member as another opportunity to positively affect someone's life. This list outlines a few of the key areas which I feel make work a special place for my employees.

I believe employees should...

• Feel empowered. Autonomy enables people and ideas to flourish without limits.
• Be challenged. Too easy is boring.
• Continuously learn. Mastery and feeling like you are growing in skills or knowledge is extremely rewarding.
• Have a purpose. Working on projects with meaning, significance, and positive impact.
• Feel safe to speak up. Open dialogue; all ideas are always welcome.
• Be creative. 100% planned = 0 innovation. Employees need space to have their best ideas come through.
• Understand why. See the whole picture and how work aligns to broader goals and strategy.
• Ask questions. No such thing as stupid questions. Challenge status quo.
• Leverage strengths. I believe in maximizing strengths, not zeroing in on development needs.
• Have fun. Smile, laugh, and be kind to each other. Work will not always be 100% fun, but it does not hurt to try. Why not have ice cream parties every Friday afternoon? :)

Creating the time to innovate -- Part II

I wanted to expand on my earlier post on creating more time. As I inherit or join new teams, the first deep-dive I do is an analysis on what people are spending their time on. The goal is to identify what can be eliminated, automated, or delegated to provide us time to do more impactful work.

Eliminate
I often tell folks, "Some parts of your role will be eliminated." I can sense fear in their eyes when I say that, so I quickly follow up with, "The goal is to eliminate the items which are not value-added work, so you have time to do more exciting and creative work."

The reaction I tend to get is no longer fear, but excitement, followed by a, "How...?"

The how is easier than you think. I propose taking an inventory of the work the team is doing, and assessing each item for its value and impact on the organization as compared to how much time is spent doing the task. It may become apparent some things which take a lot of time are not worth the value it is providing.

As an example, one team member told me each month for the past 2 years he worked on producing a set of reports for a particular group. It took him 2 days to compile the reports manually. I challenged him to identify if the reports are even being used or are still needed by that group. As it turns out, the reports were not being looked at any longer. He stopped creating the reports, and got 24 business days back each year.

Automate
Some things cannot be eliminated. Automate them.

Here are just a few items you should consider automating:

• Repetitive or common tasks
• Mindless items -- not requiring much human skill
• Anything considered a standard change (and if it is not standard, make it standard so it can be automated!)

The point is to let the machines do the work for you, so the team can focus on things which require more critical thinking and creativity.

Delegate

Having a single person be the sole holder of knowledge in a particular area can create bottlenecks. It means they may get pulled into urgent issues or other areas to help because no one else can. This is a time killer. They must spread their knowledge and delegate to others. 

Delegating can also occur in the reporting example I gave above. If those reports were still being used, perhaps the report creator could have devised a way for his business partners to view the details on their own. In other words, they can view or pull the reports whenever they needed without asking my team for help. An effective delegation.

Why be a great leader?

Great leaders have a tremendously positive impact on organizations. Here are a few reasons why you need to invest in great leadership.

A players hire A players, B players hire C players
It takes one to know one: great talent knows how to hire other great talent. In addition, great leaders know hiring people smarter than them is a good thing, and are not uncomfortable in doing so. They focus on hiring based on how results were achieved, and less on the "what."

Not-so-great leaders tend to hire sub-par employees, at times preferring those who will take orders and simply just do the job they tell them to do.

Great talent stays with great leadership
The immediate supervisor is the single best variable which can predict how engaged an employee will be. The number one reason why people leave their job is due to them not liking their immediate manager. A great leader helps retain top talent.

Great leadership has a trickle-down effect
Studies have found the effectiveness of leadership diminishes across the organization from top to bottom. Other words, the senior leadership on average is more effective than middle management, and middle management is more effective than lower management.

The key here is what the authors of the book How to Be Exceptional: Drive Leadership Success By Magnifying Your Strengths call the "leadership ceiling." If senior management is only average, then middle and lower management will be below average and significantly sub-par, respectively. Therefore, it is crucial to have an exceptionally strong senior management team, because their effectiveness sets the bar for the other levels of management.

Great leadership drives business results
From the same book above, the authors site a large study demonstrating sales leaders receiving the highest 360-degree feedback had 6 times the sales revenue as compared to the teams being led by the lowest-rated leaders. Top leaders pull out the best in people.

The bad words

Certain phrases are considered curse words on my teams. They represent the opposite culture which I try to instill. We strive for continuous improvement and innovation. We cannot settle or become overly comfortable, because technology moves at the speed of light. We must always be learning and thinking ahead.

Here are a few of those:

"That's the way we've always done it..."
Or also, "We've done it this way for years." If you hear this often, it generally means your team is probably far behind high-performing teams. Getting complacent or not having a constant pulse on improvement will eventually make your team irrelevant.

"Legacy system"
Why does this legacy system still exist? It is likely that managing it is painful, it contains critical security holes, and only a few employees understand it. Removing or upgrading it will reap many positive benefits. Quantify those, demonstrate the value, and kill the legacy stuff!

"Temporary code"
There is nothing more permanent than temporary code. We spend a little bit more time up front to get things right and not have to pay the price three-fold in the future (when things may break or require additional efforts due to earlier "shortcuts").

"Manual work"
We believe in automating everything. We want to be doing deep work tasks, letting the machines handle the trivial stuff.

Changing culture and creating the time to innovate does not come overnight, but demonstrating small wins along the way helps to reinforce the desired behavior.

The digital urgency

Software is disrupting business.

The days of stating things like, "We are not a technology company, we do X," are over. (Fill in your choice of traditionally non-tech domains for X: finance, farming, etc.)

Every company should have a digital urgency: a healthy dose of paranoia, knowing your business can be severely disrupted by a more nimble and tech-focused firm.

PayPal was not invented by a bank. Uber was not created by Yellow Cab. Blockbuster did not invent Netflix. Disrupters can come from anywhere and anyone.

If your leadership does not believe your company is a technology company, you must act fast. Otherwise your business may not exist in 5 years.

Here are some thoughts on how your company can stay relevant and use technology as a business driver.

IT is no longer a back-office function
Most great IT departments help deliver key business solutions which drive down costs, improve productivity and efficiency, enable scalability, and increase security. The continuous improvement mindset of great IT employees is something which is hard to teach, but exponentially valuable. Combine that with the "anything is possible with technology" attitude, and you have found a powerful digital engine that is capable of being at the front-lines of business decisions.

General Electric (GE), the traditional industrial juggernaut, is now a digital-first company. Their Predix platform helps power what they call the Industrial Internet. It enables asset and operations optimization by providing a standard way to run industrial-scale analytics and connect machines, data, and people.

Jeff Immelt, GE CEO, talks about how the GE Chief Information Officer (CIO) role has changed. Immelt recognized the amount of technical expertise GE had in-house, and combined the CIO's org (IT) with the engineering org (OT) to make a new Digital org driving revenue for the company through technology. Listen to his keynote address at GE's Minds and Machines conference where he describes their transformation.

External strategic radar
Every company should have a constant pulse on the external technology landscape: trends, start-up activity, etc. However, it needs to be structured. Thresholds should be created to know when the company should take action in a particular direction. When is a new concept really worth the investment? How early do we want to be on this trend?

The list of trends can be specific to your company's domain, but can also contain a few outliers that may not be initially obvious to how it may eventually fit into future plans. The list should be regularly monitored and reviewed at senior levels, and be visible to management at all levels.

Internal innovation: Hack Days
Autonomy is quite possibly the single most powerful "tool" for bringing about innovation and creativity from individuals. A Hack Day (or days) can further enable this.

Mentioned in my previous post about motivation, some companies, like Atlassian, give their employees the complete freedom to work on whatever they want for a short amount of time (24 hours each quarter, in Atlassian's case). They have seen new product ideas, enhancements, and other improvements come as a result of these.

I propose variants of this to see what works best for your organization. One variant might be to have an idea capturing tool used prior to a Hack Day, and participants can choose which of the top ideas they want to be a part of creating during the Hack Day itself.

The key is for management to be on board with giving their employees the time to do this. In addition, management must make this visible and regularly commit to helping fund or enable some of the best ideas to fruition. This is not a one-time event. This must become part of the culture.

In summary, the digital threat is real. The need for digital urgency is required from all levels of all organizations. Make the time to get the best out of your technologists, constantly monitor the external landscape, and enable creativity and innovation from within.

Multi-tasking and context switching

We all want our teams to be 100% utilized. Why hire someone if they only will be working 75% of the time?

As a result, many managers ensure individuals on their team always have a full plate of tasks to complete. However, the size of a task rarely is calculated with context switching costs in mind.

Context switching costs
Neurologically, our brains are not wired to be multi-taskers. The brain simply switches from one task to another rapidly.

That shift comes with a cost. Our brains take time to re-adjust and focus on the new task.

Some neurologists say 10-20% of the time a task takes to complete can actually be wasted through context switching.

Take a Java developer for example. They may have a lot of variable names, functions, API's to remember for a particular product. Moving to another product requires almost a clean wipe of their short-term memory, and a gradual ramp-up of the knowledge of the new project.

Therefore, the goal is not piling on many tasks to ensure 100% utilization. Rather, it is to improve productivity through reducing context switching.

Reducing context switching
Ultimately, working on one thing at a time is the most effective way to reduce context switching. Other tips to consider:

• Asynchronous communication -- When things are not urgent, writing an email, for example, may be better than an IM or phone call. This allows the individual to stay focused on the task and respond when they are ready.
• Setting aside time -- Following on the item above, emails can become a distraction. Dedicating a set block of time during the day for emails or other non-project related work can help keep focus high when doing project work.
• Set expectations -- Let your colleagues know at certain times you may not be quick to respond. This can help take pressure off you to feel the need to constantly check emails.

Agile plays a huge part in minimizing context switching from a software development perspective. More on Agile in a future post.

The Kanban approach is also useful here. It stresses the important of a work in progress limit. Each individual can only work on a certain amount of tasks each day. Any more than that is added to the backlog. All tasks are prioritized, so there is no slow-down to figure out what to work on next. Our DevOps engineer uses Kanban, and he has a work in progress limit of two. More on Kanban in the future, too.

Creating the time to innovate -- Part I

I am frequently approached by leadership from other divisions asking how my teams find the time to be so innovative. I propose that it is not finding the time, but rather creating the time. We all need more time in the day, but if you create a culture which inspires quality, you will naturally have the time you've been looking for.

Culture
A culture of continuous improvement runs through my team's veins. When inefficiencies arise, the team identifies solutions to improve productivity.

Team members are encouraged to give back to the team (I call this "team community service") by proposing and implementing better ways of doing things. Generally it's about 20% of their time (equating to about 1 day per week).

The key is not assigning tasks nor me saying what to do, but rather giving each individual a blank slate to identify and contribute to the areas they are most passionate about. (See previous post about motivation.)

Quality
Where do we get the time to implement these solutions? We have a constant pulse on things which prevent us from working on value-add tasks. From here we identify where we need to simplify or improve quality. These improvements in quality add up to very large time savings.

At first the team uses this extra time to catch up on value-add work and achieve a consistent flow. However, once we achieve optimal flow, we use the extra time gained to continue to innovate, gradually reaching the magic 20% time for each individual.

Suggestions to get started
Analyze your team's errors, production bugs, defects, and other distractions which require someone to stop what they're doing and spend time fixing issues. Use the 80/20 rule to determine the 20% of items causing 80% of the issues, and start to eliminate them.

It may be difficult at first, but leverage key team member strengths and passions. Some folks will not mind putting in extra effort, especially if it means helping the team in the long run and working on something they enjoy.

Be sure to track your team's progress. Take a baseline of key metrics today (number of production defects, average time spent fixing issues, etc.), and track improvements along the way.

The key is to have a tipping point in mind: when do you stop giving the time saved back to "business as usual" work and start giving it to "team community service?" Some individuals may only be able to reach 10%, while others may reach 20% or more.

You will see that 10-20% of time spent on innovation and continuous improvement will produce 2-10x gains for your team in the long run. Create the time to do it.


Update: Read Part II of this topic here.

What motivates us

Daniel Pink challenges the conventional way of thinking about motivation. He points to research demonstrating larger rewards do not necessarily lead to better performance for tasks involving conceptual and creative thinking.

So what does motivate us?

Autonomy
No one likes a micro-manager. When things are 100% planned it equates to zero innovation. Self-direction, on the other hand, drives engagement.

Software company Atlassian provides developers 24 hours once a quarter to work on whatever they want, however they want. The only thing they must do is show their results to the company at the end of the 24 hours. This quarterly event has produced many new products, bug fixes, and productivity improvements which may never have emerged otherwise.

Mastery
Why do people play musical instruments? I learned to play the piano after college, not because I was getting paid for it (I wasn't), but because I enjoyed doing it and seeing my progress along the way.

Open source projects are another example here (think Wikipedia or Linux). Contributors to these projects do not get paid, many already have jobs, but challenge and mastery spark their desire to contribute.

Purpose
We want to be a part of something bigger than ourselves. This goes hand-in-hand with my post about the power of "why."

Skype's founder said, "Our goal is to be disruptive, but in the cause of making the world a better place." That is quite a purpose to get up and go to work for every day.

It is important to note that money is in fact a motivator. If you pay someone too little, that can be severely de-motivating. Pay someone enough to get the issue of money off the table and they can focus solely on their work.

The power of "why" in leadership

Simon Sinek explains it's not what we do or how we do things that makes us a great leader; it's why we do it.

Sinek describes how our brains are hard-wired to follow those who believe what we believe. It is this connection which inspires others to take action, not because of what we're doing, but why we're doing it.

In the business world, great companies rally around leaders with big visions. Steve Jobs said he wanted to "put a ding in the universe" and go to bed each night saying "we've done something wonderful." Instagram set out "to change the way we see the world." These purpose-driven statements call on something more than just what the product is, or how it's made. They drive action through inspiration.

Sinek points out that Dr. Martin Luther King, Jr., gave the "I have a dream" speech, not the "I have a plan" speech. 

People don't buy what you do, they buy why you do it.