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]… 

Negotiate - What you do every day

 "Negotiation is a dialogue between two or more people or parties" (Wikipedia)

Just as all of us who work are part of a sales organization, ALL of us who interact with others are involved in negotiation. However, negotiation has gotten a bad reputation, based upon the 'win at all costs' that exist in today's hype-competitive business environment. There seems to be a notion that negotiation is about getting the other side to surrender, as expressed in this quote:

"Negotiation means getting the best of your opponent" - Marvin Gaye

I believe something different. I have some experience in negotiating - with a weak position, with a strong position, out of necessity, as the 'hired gun', and even when I desperately wanted to be anywhere else but at the negotiation table.

Those who manage people in a business environment, negotiate with their team members all the time. Team members negotiate with their team leads also. It is a two way street.

Here are some things I have learned - maybe these observations will help you in your next negotiation.

• If the other side cannot give you what you desire (such as ordering a BigMac at a Starbucks), all the negotiating skills, yelling, and desk pounding will not get a resolution. Look at your expectations (http://connectingthedata.blogspot.com/2013/08/are-you-asking-right-questions-service.html). "You cannot negotiate with people who say what's mine is mine and what's yours is negotiable" - John F Kennedy. 
• Facts sometimes get in the way of emotions. This is often my fatal flaw - I think facts should always rule, and in some negotiations, facts just get in the way. Let the other side get their emotions 'expressed'. "The most difficult thing in any negotiation, almost, is making sure that you strip it out of emotion and deal with the facts" - Howard Baker.
• Some say that being dispassionate is the key. I have been in too many negotiations, where one side did not care - I promise you, there never was a resolution until each side cared about the outcome. Each side may have different reasons for a resolution, but they wanted a resolution.
• Try to understand the other person's position. Not just the technical aspects, but the social, economic, and cultural side of why/how you are negotiating. 
• Leverage is the key and the danger. If I leverage you, by withholding money, to complete a task well, what are the chances that you will be 'all in' (http://connectingthedata.blogspot.com/2013/10/are-you-all-in-or-just-surviving.html). In my mind, leverage is the gentle balance between forcing and coaxing. It is crucial that the harder the leverage point, the clearer the path to the other side getting what they desire.

So, where can we get some guidance?  I personally like the "GROW" process (http://en.wikipedia.org/wiki/GROW_model):

• Goal - where do we both want to be at the end point. If your goal is to 'kill' your opponent, you can quickly see why these negotiations never work. 
• Reality - this is usually where facts can get in the way. Maybe the 'reality' is not only about the facts, but how people feel about those facts.
• Obstacles/Options - Overcoming obstacles is the key to a good negotiator. What is the 'roadblock' that is stopping a solution. In lean thinking, it is almost always systematic roadblocks that cause problems (waste or error). I have seen the an obstacle to be as simply as "I want to get paid 10% down to buy materials", and I have seen negotiators say "no", because they had leverage.
• Way Forward - Actions steps moving forward.

The GROW process also works for conflict resolution and mentoring. If you are not familiar with the process - check it out. (http://www.mindtools.com/pages/article/newLDR_89.htm).

"The most important trip you may take in life is meeting people half way" - Henry Boyle

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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]…