Discipline makes Daring possible.

Just a blip

Just a blip

Dinosaurs were at the top of Earth’s food chains for around 180 million years.

They died out because they were unable to adapt through evolution to changes in their environments – first rapid climate change caused by volcanic activity, then of course the famous meteorite.

Homo Sapiens has only been around about half a million years.   We’ve arrived at the top of Earth’s food chains by making the Earth adapt to us, driven by models of the world that we make up.  Models that turn out to be at best only partly true and often are disastrously misleading.

Will we be the first species to go extinct, not because we can’t adapt, but because we won’t?  Because we refuse to change our minds?

That might just make us the stupidest blip in Earth’s history.

Contrasts

Contrasts

When we put our minds to it, we humans can be pretty brilliant.

Yesterday, I heard about porous molecular cages for the first time.  These cages are made up individual molecules that have been designed to imprison another type of molecule – effectively creating a molecular sieve for separating chemicals.   As if that wasn’t brilliant enough, the team at Imperial College have been using machine learning and evolutionary models to screen potential molecules for stability, ease of production and scalability.

Also yesterday, I saw a 10-year old Palestinian girl describing how she had grown up amid constant bombings.  “Why are you doing this to us?” she asked, “How are we supposed to fix it?”

When we refuse to put our minds to it, we humans can be pretty dumb.

Let’s at least try.

Good tools

Good tools

A good process is like a favourite tool.

You know the kind of thing I mean – that ladle you reach for first because it feels right, holds plenty, pours without dripping and washes up easily.  Or that favourite saw, that is somehow just easier to work with, even though it’s old and a bit battered.

Often, what makes a good tool work brilliantly is exactly what makes it beautiful.  It’s obvious what it’s for, and how it should be used.  It’s comfortable to work with, easy to maintain.

Good tool designs are timeless, yet it’s often clear that an individual has crafted them and/or worked with them.   They allow for a little personal finessing.

A good tool, like a good process, is one you’re happy to use every day.

It’s one you’re willing to keep in good order, so you can have it to hand always.  It’s a tool you’re proud to share, and proud to pass on when your work is done.

Good processes, like good tools, don’t make work, they enhance it.

Managing what matters

Managing what matters

When you pay a traffic warden by the ticket, you’ve incentivised them to find the easy targets, not to prevent illegal parking, and certainly not to keep the roads safe for other users.   Worse, you’ve incentivised them to pursue minor infractions over major ones.

That’s why my street is full of traffic wardens just before school opens and just after it closes.  It’s why parents arrive 30 minutes before they need to in order to grab a legal parking space, wasting an hour a day just sitting in their cars.   It’s also why everywhere else in my town centre remains plagued by illegal, inconsiderate and dangerous parking.

This kind of simplistic proxy for performance has become endemic, because its easy to measure.   If you can say ‘I’ve hit target’, you’re off the hook as a person, a school, a company or a government department.   Never mind that you’ve actually made life worse for everyone, and really dreadful for some.

What gets measured gets managed, they say.   True.

So start with what you really want, then explore different, creative and possibly multiple ways to measure whether you’re achieving it.

The answer’s unlikely to be a simple tally.  And you may just come up with a completely new approach to the problem.

The monster in the office

The monster in the office

There’s a monster in the office, and everyone’s afraid.

Everyone calls it ‘the Boss’.

The owner thinks it has many heads, eating the business out of house and home, and just not caring enough what they do and how they do it.

The team thinks they know exactly who it is – the control-freak micro-manager, constantly interfering, trying to do everyone’s job and never happy with the results.

Neither are right.

Every business owner I’ve met has a vision in their head for how their business makes promises to clients and keeps them.  But there’s often a massive gap between that vision and what they’ve actually managed to communicate to the people whose help they need to achieve it.

That gap is the real monster.

Fortunately like most monsters, it disappears with daylight.

Everything’s a process

Everything’s a process

My grandmother was obsessed with spotlessness, which meant my mother grew up under an extreme housekeeping regime: shoes had to be taken off at the door; books weren’t allowed to be seen (too untidy); everything, from picture rail to chair rail had to be dusted every day.  And of course at that time, as the only girl of three children, it was my mother’s job to do it.

When she had a family of her own (7 children), my mother had to come to an accommodation with housework.   It was pointless spending all day dusting chair rails, when a horde arrived back every afternoon bearing a new cloud of dirt, but to leave it to a once a week blitz would mean living in what felt like squalor to her (and ruin a precious weekend day).

So every day, once we were out at school, she’d spend an hour on housework, using a weekly rota to keep on top of everything.   That freed up the rest of her day to read, see friends, shop, whatever, knowing that if a visitor dropped by the house would be, if not spotless, respectable.

The thing that makes housework depressing (if you let it) is that it is never ‘done’.   It’s a continuous process.   For my mother, the answer wasn’t to avoid it, or even to outsource it.  It was to embrace it as a process, enjoy it as part of life, without letting it take over.   She knew her house would never be perfect, she preferred to enjoy living in it.

That’s an approach worth learning from.

After all, everything we do (and are) is a process.  We’re never ‘done’.

So instead of fretting about a stasis that’s impossible to achieve, let’s make sure we all enjoy doing what might get us there.

Considered adoption

Considered adoption

Contrary to the popular image, the Amish are not backward-looking.  Nor are they against new technology.   What they are against is a rush to embrace the new without considering how it might impact on their ethos and their way of life.

Once they have considered, communally, they often adapt a new technology to suit their needs.   An iron or a lamp becomes battery- or propane-powered, to preserve their separateness from the outside world.  A phone and internet connection is housed in a shared booth at a walkable distance from homes, to maintain the primacy of face-to-face communication and neighbourliness.

The resulting ‘contraptions’ might look odd to us, but the approach is one worth adopting.

Before you jump on the latest bandwagon, ask yourself:

  • Does this technology support and enhance my ability to make and keep my Promise of Value?
  • If not, how could I change to make sure it does?

If the technology can’t adapt to suit you, it probably isn’t fit for your purposes.

Collective authenticity

Collective authenticity

If authenticity is doing, not being, it follows that for a company of more than one person, achieving corporate authenticity requires everyone to be ‘doing’ what is consistent with the company’s values and personality.

How can you ensure that?

  • Be crystal clear on the Promise you make as a business.   Use that clarity to attract and recruit only those who share it.  That way you can be confident that whatever work they produce ‘from within themselves’ will align with it.
  • Support them with a Customer Experience Score to make learning easy.

Then give them the responsibility to deliver, and the autonomy to do so.

As all master craftsmen know, practice never makes perfect, but it does make authentic.

And authentic is what clients really buy into.

Authenticity

Authenticity

Authenticity is a result of mastery.

Our word comes from the Greek roots ‘auto‘ – self and ‘hentes‘ – maker or doer.  For the ancient Greeks it indicated someone who had mastered their craft to the point where they could produce work from within themselves, as opposed to copying from someone else.

What’s interesting to me about this is that authenticity isn’t so much about being as doing.  We master our craft by interacting with the world, changing both sides of the equation in the process.  Eventually, other people see us as authentic because we appear to have mastered our means of expression.  Of course it never feels like that from the inside, which is why artists never give up.

You can’t be authentic, you can only do it, over and over again.  In whatever field you’ve chosen to practice your art.

That’s how you leave your mark.

Intermittence

Intermittence

I realise that my posts have been somewhat intermittent of late.

I apologise for that.

Most of it is down to me.  Some of it is down to technology.

I’ve got myself in hand.  This weekend it’s tech’s turn.

I’m hoping you’ll spot the difference.

Thanks for bearing with me.