Truth + Being Right

For those of you Jack Nicholson movie buffs, we remember his speech in "A Few Good Men". For a refresher - click here. The memorable line is "You can't handle the truth!" 

WHY BEING RIGHT SUCKS 

We all have some issues with 'truth', especially when 'truth' is pointed at us. We seem to do better when 'truth' is aimed at others (spouse, kids, team members, etc.). 

• Why is that? We remember all the scoldings we got as kids, and it makes us feel bad. 
• We feel justified in our actions, so therefore we couldn't be wrong. 
• We need to lead, so leaders must not ever be wrong. 

Well, if you lead a team of any sort or type, it is deadly to be always right. Especially reminding the team that you were right is even worse. Then, on top of it all, you state that you being 'right' is some universal 'truth', that the team better understand and comply. 

What you get in the end of all this is animosity, reluctance, inaction, and other team crushing behavior. 

WHAT CAN YOU DO AS A LEADER?

First, there are no easy answers. I really believe we only learn when we fail, when we were not right - when sometime we didn't know the 'truth'. So, where is the balance? How can we assist in spreading the 'truth'? 

• It is now clear to me that you can't stop someone from making the mistake, no matter how much you try. They will learn best from their own mistakes; learning their own truths. 
• As a leader, be there to support and assist after the fall. Help clean up the mess. 
• Talk about what we 'wish we would have known before' the problem arose. 
• Let them come to their own conclusion. It will be a more powerful lesson.
• Express that you have made the same mistake. You will come off as more 'normal' and less like Jack Nicholson in the movie. 

However, you must, in my opinion, still teach, still counsel, still set team standards, and most of all you must set the example as a leader. Lead by example, by being a good team member also.

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David Haynes, NCARB, PMP, LEED AP
Ideate Director of Consulting

David is a Registered Architect, Project Management Certified Professional, who previously had his own architectural practice and was President of a commercial design-build construction company for 15 years. A graduate of University of Arizona, he has worked as an Architect, contractor, developer and as a national construction manager for a national retailer. David currently provides business process analysis, virtualization and change management solutions for AEC clients across the United States involved in the design and building industry. Follow David on Twitter: @dhaynestech 

Get it. Know it. Use it.

This post was originally published on David’s blog Connecting the [Data]… 

Balancing Transparency

There is a gentle balance between total transparency and 'black box mentality." 

TRANSPARENCY - Everything you know is known to the customer. This is sometimes called a "data dump." By being transparent with our customers, we enable trust, foster communication, and build customer loyalty. All good things. 

BLACK BOX MENTALITY - Information is "delegated to and controlled by someone else, and left unobserved until the final deliverable." This is described in more detail here. 

Transparency is generally considered good, while black box is considered bad. My take is a bit different. When hiring a professional, we need to let them do their work. When I go to the doctor, I don't ask to be there when the blood analysis is done by the blood technician, because I might want to do it myself later. 

• My point is that transparency has been used, at times, in the hope of learning the 'secret sauce,' thus eliminating the professional specialist, and the costs therein. 
• This discounts the time and effort the professional has invested to learn the solution to the problem, and how to accomplish it in the most effective manner. 
• Even if a 'data dump' was possible, it will be not be complete. Processes and methodologies will be learned incorrectly. 
• Data dumps usually require, to be effective, a lot of documentation that is never repeatable and scalable for the professional. 

SETTING EXPECTATIONS 
As a customer, it is important to communicate what the expectations are, as a service provider we must also set expectations. Service providers, read my blog about the process of setting expectations. Setting expectations involves early communication, thoughtful negotiation, and mutual benefit to both sides of the negotiation. 

What is the best balance? 

• If you have hired a consultant, let them do their work. Demand communication, assist in setting expectations (early in the process), and understand that the service provider is in business to make money. 
• If you really want to learn the process in detail - state that early, and be prepared for the provider to walk away (that is what my doctor said when I asked to learn how to do surgery). 
• Be a good partner. Provide clear information early (see expectations above). Do your part (on time).

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David Haynes, NCARB, PMP, LEED AP
Ideate Director of Consulting

David is a Registered Architect, Project Management Certified Professional, who previously had his own architectural practice and was President of a commercial design-build construction company for 15 years. A graduate of University of Arizona, he has worked as an Architect, contractor, developer and as a national construction manager for a national retailer. David currently provides business process analysis, virtualization and change management solutions for AEC clients across the United States involved in the design and building industry. Follow David on Twitter: @dhaynestech 

Get it. Know it. Use it.

This post was originally published on David’s blog Connecting the [Data]… 

Six Strategies for Effective Leadership

I was listening to a podcast from Pete Carroll (football coach), and his words caught my attention. Instead of the usual lingo (blitz, 2 deep zone, etc), he spoke at a higher level. He made a profound statement:

Know who you are.

I said, okay. But, I thought about the famous saying "I'm okay, you're okay," but quickly added "I'm okay, but you really need some work." So, I was very interested in how Pete was going to make the logical progress from all-accepting to achieving goals. His strategy was simple and worth repeating.

• Gameplan - Have a gameplan. Do we start each day with goals in mind, or are we just surviving? I hear more and more from my management friends, that their team "is just trying to survive". Wake up each morning with a gameplan and goals to be achieved that day.
• Language - This is all about communication. When I say "imperative" do you understand what I mean? When I say "strategy" or "tactics", are we communicating? If not, then we don't have the same language. Verbal exchange (face-to-face) needs to be the main methodology of communication in our world. Lessen those tweets, and cryptic emails - reach out and talk to your team.
• Consistency - The coach's comment was "say what you are going to do and then DO IT."  If you manage people, be accountable to them. That is the most effective way to have the team reach its goals. If the management is not consistent in theme, presentation, and ACTION - you are destined for inefficiencies.
• Everyone on the Same Page - This may seem obvious, but usually the lack of 'same page' is one of the causes of team dysfunction.
• Build on Strength and Uniqueness - This one was key for me. Sometimes we struggle to expand, to do something different and miss the uniqueness that makes us special. Can you define your personal, team, and company strength and uniqueness? That is your BRAND. Leverage your BRAND, maximize your BRAND.
• Focus on the Task at Hand - Provide high-energy, focused energy to complete core tasks. There are lots of blogs and web sites devoted to this. My current belief is to turn off your phone, get to a quiet place, and get to the business of getting things done.

What surprised me, and encouraged me, was that the strategies noted above can be applied to so much we do in life: work, home, relationships, hobbies. The blueprint is above, now is the time to implement those strategies.

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David Haynes, NCARB, PMP, LEED AP
Ideate Director of Consulting

David is a Registered Architect, Project Management Certified Professional, who previously had his own architectural practice and was President of a commercial design-build construction company for 15 years. A graduate of University of Arizona, he has worked as an Architect, contractor, developer and as a national construction manager for a national retailer. David currently provides business process analysis, virtualization and change management solutions for AEC clients across the United States involved in the design and building industry. Follow David on Twitter: @dhaynestech 

Get it. Know it. Use it.

This post was originally published on David’s blog Connecting the [Data]… 

Breaking Down Barriers

One of the responsibilities of a leader is to encourage team communication. That open discussion of strategic goals the company is achieving, projects that need completion, issues that need resolution are all important elements of a successful team. Barriers stop the achievement of these elements. 

WHAT SHOULD A LEADER DO? 

ANSWER - Break down those barriers. Some approaches that make sense. 

• Create consensus - everyone “rowing in the same direction”
• Create a culture of active listening (which helps in creating consensus) Leaders need to participate in discovery, process, and solution of the goals/projects.
• Remove roadblocks - wish I would have understood this earlier in my management career. 

Good leaders can manage to remove barriers in most cases. However, there is a barrier that is hard to overcome. 

THE TEAM MUST WANT TO SUCCEED! 

What would make a team member not want to succeed? I think the crucial part is the word “succeed.” Consensus is not alignment. Alignment of goals, needs, and motivation are overlooked elements to the word “succeed.” What is the difference between an aligned and non-aligned team: 

Alignment to the goals is key. Verifying that your team is in alignment is tougher. Ask the tough questions, set definable benchmarks, and hold the team accountable.

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David Haynes, NCARB, PMP, LEED AP
Ideate Director of Consulting

David is a Registered Architect, Project Management Certified Professional, who previously had his own architectural practice and was President of a commercial design-build construction company for 15 years. A graduate of University of Arizona, he has worked as an Architect, contractor, developer and as a national construction manager for a national retailer. David currently provides business process analysis, virtualization and change management solutions for AEC clients across the United States involved in the design and building industry. Follow David on Twitter: @dhaynestech 

Get it. Know it. Use it.

This post was originally published on David’s blog Connecting the [Data]… 

The 80/20 Rule

The phrase 80/20 rule gets used by a lot of pundits to describe "that 80 percent of all our results in business and in life stem from a mere 20 percent of our efforts."

The original 80/20 rule came from the Pareto Principal which talks about root cause analysis - 80% of effects come from 20% of the causes. 

My 80/20 Rule 
It has been my experience that the first 80% of any task or project takes 20% of the time - and - the last 20% of a task or project takes 80% of the time.

Here are some examples:

1. Trade partners (construction subcontractors) will get about 80% of the work done, leaving 20% to be found by others. 
2. Students will prepare for about 80% of the test material, hoping the last 20% will not be on the test. 
3. Kids will clean 80% of their room, and hide the last 20% under the bed or closet.
4. Team members are gung-ho to finish the first 80%, but have other priorities at the last 20%. 

Why Does the Last 20% Need the Most Attention? 
It needs the attention because that is where the 'finish' zone is. The finish zone is where all the: 

• Synthesis is done. 
• Customer receives the value of the service. 
• The job /task/project is DONE and COMPLETE. 

The last 20% may be the hardest part, but it is worthy of the same attention and dedication and thoughtfulness as the first 80%. Here are some strategies: 

1. Understand the last 20% will be harder and give it the appropriate amount of project time. 
2. Give the effort that is required. It is hard being the last 20% team member, but I say it is rewarding to be a part of the 'finishing' team. 
3. Use more checks and balances so the last 20% is not so much about fixing things (see Last Planner, Agile methodology, and writing effective requirements.)

Finally, the pundits say "that 80 percent of all our results in business and in life stem from a mere 20 percent of our efforts." I think here they are talking about most of our time in life and business is not spent in productive pursuits. How much time do we spend trying to find that email the boss sent out that he/she wants an answer on? Too much time, I agree.

A job worth doing is worth doing well (and to completion). Planning well and good execution are the keys to success. 

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David Haynes, NCARB, PMP, LEED AP
Ideate Director of Consulting

David is a Registered Architect, Project Management Certified Professional, who previously had his own architectural practice and was President of a commercial design-build construction company for 15 years. A graduate of University of Arizona, he has worked as an Architect, contractor, developer and as a national construction manager for a national retailer. David currently provides business process analysis, virtualization and change management solutions for AEC clients across the United States involved in the design and building industry. Follow David on Twitter: @dhaynestech 

Get it. Know it. Use it.

This post was originally published on David’s blog Connecting the [Data]… 

The Art of Managing Up

Recently in my managing career, I read an article by Wayne Turk titled "The Art of Managing Up." I don't remember where I found this article, or if someone recommended it to me. The article can be found here. It proved to be a perception changing article. 

First, if you work for a company, I would definitely read this article. If you work for yourself, you still have customers/clients that you need to 'manage up.'

It was an important article because it clarified to me several key points. 

• I was struggling too hard to change my boss to my way of doing things. That was clearly the wrong approach. It reminds me of Jim Croce's lyrics to "You Don't Mess Around With Jim:"

"You don't tug on Superman's cape 

You don't spit into the wind 

You don't pull the mask off that old Lone Ranger 

And you don't mess around with Jim"

• Managing up is really about stretching yourself - see article. What can you do to make the situation better (whether that is the project, the corporate culture, or the company itself)? I understood the need to stretch, but didn't realize my participation in dysfunctional company interactions was limiting my ability to manage up effectively.

• Communication - I cannot stress this too much. I had to learn my boss's communication style. Every manager, including me, has a different style. 

• See how they communicate with you, it usually is a good indicator of how they want communication to happen. 
• For some managers, ask - they might tell you, but observation of the manager's communication style will be more illustrative. When, how often, form (written/verbal) are all aspects.
• Some managers want discussion, some want just the 'short and sweet' discussion.

• Lastly - provide solutions to the problems you bring to your boss. Be a solver, not a whiner. Does your solution need to be complete (helpful, but not required). The solution does need to be thoughtful, cogent, and provide a path to success. 

Managing up is not manipulative, but a method to create a stronger 'bond' with your boss and create an better work environment

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David Haynes, NCARB, PMP, LEED AP
Ideate Director of Consulting

David is a Registered Architect, Project Management Certified Professional, who previously had his own architectural practice and was President of a commercial design-build construction company for 15 years. A graduate of University of Arizona, he has worked as an Architect, contractor, developer and as a national construction manager for a national retailer. David currently provides business process analysis, virtualization and change management solutions for AEC clients across the United States involved in the design and building industry. Follow David on Twitter: @dhaynestech 

Get it. Know it. Use it.

This post was originally published on David’s blog Connecting the [Data]…