Discipline makes Daring possible – Page 96 – Discipline makes Daring possible.

May 12, 2020

Being prepared is much better than trying to predict the future.

Yesterday, I caught a repeat of “The Spark” on BBC Radio 4. A conversation with Margaret Heffernan on preparedness.

There was far too much in this 30-minute programme to summarise here. I recommend a listen, but here are some of Margaret’s brilliant thoughts on preparing for various eventualities rather than trying to predict which will happen:

“Preparedness is a better mindset when you know you are dealing with things that are generally certain, but specificially amibiguous.” For example, we know epidemics occur, but we don’t know when, where, or exactly what. We can’t predict, but we can be better prepared by asking questions like this: “If X (or Y or Z or J) happens, what will we wish we had had?”
Too much focus on efficiency (as quickly as possible, as cheaply as possible, as high a utilisation as possible), is the enemy of preparedness. Cutting out the margins for error, leaves no margin for resilience when you need it.
It’s a good idea to separate what’s predicitable from what isn’t, and deal with the two things as separate processes. Human beings are inherently unpredictable, they can’t and won’t be bureaucratised. Don’t try. For truly predictable things use technology. For the unpredictable stuff (such as dealing with human beings), use human beings, they are much better at using their judgement.
Surround yourself with people who are different from yourself. who don’t see things the way you do. Who will help you ask this question regularly: “If you were wrong, what would you see?”

And if you want to take preparedness even further, I recommend “Antifragile: things that gain from disorder”, by Nassim Nicholas Taleb.

May 11, 2020

Learning to see things differently

My introduction to systems thinking was “The Fifth Discipline The art and practice of the learning organization”, by Peter Senge.

That was a long time ago, and you’ve probably never heard of some of the companies used as examples (People Express?), but if you want to learn to see the systems that exist in and around your business or organisation, and more importantly, how they in interact in ways currently invisible, this is a brilliant introduction.

Forgive the old-fashioned-ness of it, and have a go at spotting and sketching the systems that make a difference to your business.

You’ll soon learn to see things differently.

May 7, 2020

Long reads for a long weekend

As human beings we are complex sytems, inhabiting complex systems.

Some of these are natural – weather, plate tectonics, ecosystems, the galaxy; some we’ve made up ourselves. And of course, through the social systems we invent, we impact some of the natural ones.

The more we’ve understood our bodies – the physical system we inhabit – the better we’ve been able to cure, contain or prevent individual suffering and maximise the potential for individual flourishing. The more we’ve understood the natural systems we operate in, the better we’ve been able to exploit or enhance them to our benefit.

As businesses we operate within social systems, and if we want to maximise the potential for it’s individual flourishing, it pays to understand those systems better.

They’re both a long read, but with a bank holiday weekend ahead, Capital in the 21st Century and its sequel Capital and Ideology are a great place to start to understand the social system that’s had the biggest impact on everything in our world for the last 250 years.

If reading is not your thing, Capital is available as a documentary film too.

Remember, all models are wrong, so it’s worth exploring as many as you can. Some of them may prove useful.

May 6, 2020

What is simplicity?

I found this book in a pound shop. I read it in a day, and liked it so much I went back and bought up the rest to give to as many friends and clients as I could.

It’s a fascinating read, even to a Mac-heathen like me, and in common with my other recommendations this week, it combines an engaging story with actually useful guidelines.

But at the heart of it is this:

“Simplicity is a core set of values that pervade everything you do.”

Simplicity is much harder to do than complexity. Especially if you decide to be the only one responsible for it.

May 5, 2020

What is Marketing?

One benefit of this pause we’re in is more time to think about our businesses than usual.

Which makes books like the one I recommended yesterday particularly good reads, if reading is your thing.

Today’s book is “This is Marketing” by Seth Godin. I recommend it because unlike any other marketing book I’ve come across, it makes you think hard about what marketing is really for.

We usually start our marketing thinking from the wrong side of the relationship: How much do I need to sell? Who can I sell it to? How can I get to that is quickly and easily as possible?

This book challenges you to think from the other side: Who do you want to serve? What do they want? What do they really want? Can you offer that? How can you do that best for them? How does the word spread when you get it right?

The result is a business that may be very hard to get started, but which in the long run creates more, better, more appropriate value.

More, better, more appropriate value is just what we all need going forwards.

This is the book to help you create it.

May 4, 2020

Deep and deliberate delegation

I re-read this book by Dave Stitt over the weekend, and frankly, it made me jealous.

It is just so good.

Clearly and simply written, sharing tools and techniques I’ve never seen before, it delivers a really powerful combination of thought and action, insight and how-to, theory and process.

All of which makes it a much deeper, more thought-provoking read than most business books, yet still one that prompts you to get on and have a go for yourself.

If you are taking stock of how you delegate in your business, with a view to doing it much, much better, I thoroughly recommend this book.

Deep and deliberate. Pretty good rules to do business by.

April 30, 2020

Community (and status)

Humans are tribal. We know that.

We like to hang around with other people like us. Who share our beliefs, values and ideally, our sense of purpose.

We can belong to many different, overlapping ‘tribes’ – when I was a student in Manchester, I could take you to more pubs than anyone else I knew, because I belonged to several separate tribes, who each had their own hangouts.

We also like to know where we fit within our tribes, our status.

Status doesn’t necesarily mean being at the top. We might indeed be a ‘leader’, but we could equally be an ‘elder’, a ‘wise one’ or a ‘poet’. We might be the ‘one everyone goes to for information or advice’. We might even be ‘the weirdo’. Status simply means knowing our position in the tribe, and knowing that everyone else knows it too.

Of course, our tribalism isn’t always a good thing. And like our other motivations, if we don’t find it at work, we look elsewhere.

So maybe we should offer it at work?

And not just for the team, for customers, suppliers and associates too?

April 29, 2020

Purpose

If there is one thing that human beings like better than making their own individual dent in the universe, it’s being part of something that promises to ma

April 28, 2020

Mastery

Humans love learning to the point of mastery, where we can start to pass that learning on to others.

We can’t help ourselves. If we don’t get the opportunity in school or at work we make our own opportunities.

Don’t believe me?

I challenge you to pick anybody in your circle who has not mastered something well enough to be able to teach you what they know.

You may not think it a skill worth mastering, but it is mastery nonetheless.

Maybe we’ve got work all wrong? We’re making people seek mastery outside work instead of helping them to find it in their work.

Why is that?

April 27, 2020

Agency

On Saturday, I found a really good definition of ‘Agency’:

“People are ‘conscious, reflecting initiators of acts in a structured, meaningful world.’ They are not simply programmed to follow scripts defined by roles; they instigate actions, often with considerable intelligence, creativity and improvisation.”*

We see this all the time outside work. People restore whole canals, railways, buildings. They run clubs for all sorts of activities. They learn difficult skills as a hobby. They volunteer to do boring or ridiculous, dangerous things for charities. Even more so during a crisis, as now.

It seems that people can’t help themselves. Given the smallest chance, they spontaneously create value, as long as they feel they have a ‘structured, meaningful world’ to do it in.

Of course a workplace can be a ‘structured, meaningful world’, in which people can behave as ‘conscious, reflecting initiators of acts’, but far too often, it isn’t.