LESSONS FROM THE BIKE FOR THE BOARDROOM

I always used to think about performance (I can control) rather than result (compared to others). Training focuses on all the things you can control: mind & body (strength, stamina, speed, flexibility, technique, self-talk, grit) and how to prepare for (but not get anxious about) what you cannot control (wind, rain, heat, cold, other people, sh*t that happens). No plan is perfect. But the process of planning (thinking and self-control) is important.

People > Process > Progress > Performance

Whatever your challenges there is always at least one step that you can do to move nearer your goal. 

Perhaps your next step is getting in touch.

Tim HJ Rogers

CONSULTANT MENTOR COACH

[1] Consulting and Project management (I will do the task for you)

[2] Teaching (I provide the tools, templates, training to do the tasks)

[3] Mentoring (You own the task and have the knowledge. I support with my experience and observation)

[4] Coaching (You are the expert. I support reflection and thought for you to develop your own ideas and path)

Mob 447797762051 

TimHJRogers@AdaptConsultingCompany.com

https://www.facebook.com/profile.php?id=100046668197706

TIME TO REVIEW PROCESS AND SYSTEMS TO REDUCE COSTS OR MAKE MONEY?

My background is in projects, process and systems.

Those systems may be political and organisational systems (for example the integration and incorporation of Jersey Ports). Those systems may be  regulatory systems (for example the data protection, tools, templates, training and support)

I also improve process and systems:  using LEAN to reduce costs or increase income, or help monetise the products and services. Typically making money from the savvy use of data (also linked to a understanding of marketing and data protection)

I have worked with clients on a no-save no-fee basis. For example for 3 Care Homes I said "If I cannot find £25k of savings do not pay me!". I would be very happy to work with anyone on a similar basis: If I cannot save (or make) money at least 5 times what I cost then simply do not pay me.

It might be worth a coffee and a conversation to discuss which existing or potential products, services or systems might provide these rewards.

To see case studies or find out more, or just share a coffee and conversation contact us. We love what we do and we would enjoy sharing ideas which may be useful to your organisation or team.

TimHJRogers
Adapt Consulting Company
@AdaptCCompany +447797762051

 

GROWTH IS NOT NECESSARILY GOOD - RETHINKING BUSINESS AND ECONOMICS

The world is moving away from GNP / GDP Growth because it is dysfunctional.

As Robert F. Kennedy said...

Gross National Product counts air pollution and cigarette advertising, and ambulances to clear our highways of carnage. The gross national product does not allow for the health of our children, the quality of their education, or the joy of their play. It does not include the beauty of our poetry or the strength of our marriages; the intelligence of our public debate or the integrity of our public officials. It measures neither our wit nor our courage; neither our wisdom nor our learning; neither our compassion nor our devotion to our country; it measures everything, in short, except that which makes life worthwhile.

Jersey has already made a move to sustainable wellbeing is a more holistic concept and uses different tools to measure how well society is doing across the key areas. [See link Government Performance Measures]

THE PERFORMANCE FRAMEWORK ALLOWS US TO SEE HOW JERSEY IS PROGRESSING

All children in Jersey live healthy lives https://app.resultsscorecard.com/Scorecard/Embed/64689
All children in Jersey learn and achieve https://app.resultsscorecard.com/Scorecard/Embed/64766
All children in Jersey grow up safely https://app.resultsscorecard.com/Scorecard/Embed/64767
All children in Jersey are valued and involved https://app.resultsscorecard.com/Scorecard/Embed/64675
Islanders benefit from healthy lifestyles https://app.resultsscorecard.com/Scorecard/Embed/64769
Islanders are protected against social and environmental health hazards https://app.resultsscorecard.com/Scorecard/Embed/64770
Islanders can access high quality, effective health services https://app.resultsscorecard.com/Scorecard/Embed/64771
Islanders with long-term health conditions enjoy a good quality of life https://app.resultsscorecard.com/Scorecard/Embed/64772
Mental health and wellbeing are fundamental to quality of life in Jersey https://app.resultsscorecard.com/Scorecard/Embed/64773
Islanders are safe and protected at home, work and in public https://app.resultsscorecard.com/Scorecard/Embed/64775
Islanders enjoy living in a vibrant and inclusive community https://app.resultsscorecard.com/Scorecard/Embed/64774
Islanders engage in the public decisions that affect their Island https://app.resultsscorecard.com/Scorecard/Embed/64787
Islanders are able to afford a decent standard of living https://app.resultsscorecard.com/Scorecard/Embed/64783
Islanders benefit from a strong, sustainable economy and rewarding job opportunities https://app.resultsscorecard.com/Scorecard/Embed/64782
St Helier is an attractive town to live in, work in and visit https://app.resultsscorecard.com/Scorecard/Embed/64780
Islanders live in secure, quality homes that they can afford https://app.resultsscorecard.com/Scorecard/Embed/64778
Jersey benefits from a safe, sustainable transport system https://app.resultsscorecard.com/Scorecard/Embed/64779
Jersey's unique natural environment is protected and conserved for future generations https://app.resultsscorecard.com/Scorecard/Embed/64776
Jersey's natural resources are managed and used responsibly https://app.resultsscorecard.com/Scorecard/Embed/64777

THERE ARE PROBLEMS

The move to sustainable wellbeing is to be applauded and there are good links with OECD Sustainable Development Goals SDGs and current economic thinking based around Doughnut Economics. However there are problems.


WHAT - What clear tasks or actions need to be done to improve these targets?
Take for example % of Islanders scoring their level of anxiety as high (27% in 2019) and unknown for 2020. Is that 25% being suicidal and 2% being mildly upset? What actions are being taken to address this and what is the target outcome 10% or 0%.

WHO - Who is responsible for the success or failure of the tasks or actions and the eventual outcome?
Using the example above, is this the role of government, charities, schools, businesses or community? What tools, training, funding, legislation, grants, subsidies are available to encourage, coerce or mandate the necessary actions of those who are accountable, responsible, consulted or informed?

HOW - How will we measure progress and success?
The Performance Measures above appear to be updated annually, is that enough for us to plan, do, review, improve? Would more frequent update allow us to measure the success of different initiatives and see what works and what does not. Fast, regular feedback generally helps learning and performance. How do we evaluate value-for-money or speed of delivery on initiatives by government, charities, schools, businesses or community?

WHEN - When will we achieve the outcome?
What is the right balance between quick-wins and long-term gains. Is success measures along-side annual budgets and strategy or political tenure?

A NEW PERSPECTIVE

I used to think about Economics as being about trade, products, production, and profit. I used to think the role of government was to provide the services that commercial business cannot and use tariffs, taxes, regulation, subsidies and grants to encourage business and community to act in a way that best serves the Island rather than the individual.

I have changed my mind. Books like What Money Can't Buy: The Moral Limits of Markets Kindle Edition by Michael J. Sandel, and Doughnut Economics: Seven Ways to Think Like a 21st-Century Economist by Kate Raworth have persuaded me that the purpose of Economy is to deliver Community Goals.

This is a much more active role than policing by tariffs, taxes, regulation mentioned above, and it more about engagement. It is less about PESTLE and SWOT analysis and more about the following...

Care
Compassion
Competence
Communication
Courage
Commitment


So that brings us back to sustainable wellbeing and Government Performance Measures.

A GOAL WITHOUT A PLAN IS JUST A WISH

A goal without a plan is just a wish…and daydreams alone seldom produce results. The challenge for government, charities, schools, businesses and community must surely be to understand, agree, and align efforts and to address the WHAT, WHO, HOW, WHEN questions above.

Maybe this is where we need to revert to the more mechanical approach Management by objectives (MBO) using the following

OKRs - Objectives and Key Results
CSFs - Critical Success Factors
KPIs - Key Performance Indicators

SMARTER Objectives
S >pecific (simple, sensible, significant).
M >easurable (meaningful, motivating).
A >chievable (agreed, attainable).
R >elevant (reasonable, realistic and resourced, results-based).
T >ime bound (time-based, time limited, time/cost limited, timely, time-sensitive).
E >valuated.
R >eviewed.

I am always interested in different perspective and experiences and welcome suggestions for blogs, books, and videos.

TimHJRogers
Helping people and organisations get things done

Adapt Consulting Company
Consult CoCreate Deliver
@AdaptCCompany +447797762051


REFERENCES

GovernmentPerformanceMeasures
https://www.gov.je/Government/PlanningPerformance/GovernmentPerformance/Pages/GovernmentPerformanceMeasures.aspx

OECD Sustainable Development Goals
https://www.cisl.cam.ac.uk/about/rewiring-the-economy/rewiring-the-economy-model

Doughnut Economics
https://www.kateraworth.com/doughnut/

PESTLE and SWOT
https://www.unicef.org/knowledge-exchange/files/SWOT_and_PESTEL_production.pdf

OKRs - Objectives and Key Results
https://www.perdoo.com/the-ultimate-okr-guide/

CSFs - Critical Success Factors
https://www.mindtools.com/pages/article/newLDR_80.htm

KPIs - Key Performance Indicators
https://kpilibrary.com/topics/lagging-and-leading-indicators


SEE ALSO

Rethinking Our Economy Post Covid-19
https://timhjrogers.blogspot.com/2020/07/rethinking-our-economy-post-covid-19.html

6 SECRETS FOR small AND BIG PEOPLE

6 secrets to raising the happiest kids in the world

1. Babies get plenty of sleep

2. Kids spend more time with both parents

3. Kids feel less pressure to excel in school

4. Kids are encouraged to express their own opinions

5. Kids eat “hagelslag” (chocolate sprinkles) for breakfast

6. Kids are encouraged to bike

6 secrets to happiness for adults

1. Get plenty of sleep

2. Spend more time with friends and family

3. Feel less pressure at work and more community

4. Encouraged to express opinions and listen to others

5. Eat and chat together more often

6. Be more active: swim, run, bike, walk, yoga etc

Inspiration 

https://www.cnbc.com/2019/06/06/dutch-parenting-secrets-to-raising-the-happiest-kids-in-the-world.html.html

TimHJRogers

Helping people and organisations get things done

http://www.adaptconsultingcompany.com/coaching/

Adapt Consulting Company

Consult CoCreate Deliver

@AdaptCCompany +447797762051

TWO INTERESTING ARTICLES ABOUT THE FUTURE OF WORK

WORK: DEMOCRATIZE, DECOMMODIFY, REMEDIATE
https://democratizingwork.org/

WHY THE SECRET TO PRODUCTIVITY ISN’T LONGER HOURS
https://www.theguardian.com/money/2017/jan/22/alex-soojung-kim-pang-interview-rest-why-you-get-more-done-when-you-work-less

If you have a different perspective or experience please comment below.

If you are interested in coaching, mentoring or facilitation get in touch.
 
TimHJRogers
Helping people and organisations get things done
http://www.adaptconsultingcompany.com/coaching/

Adapt Consulting Company
Consult CoCreate Deliver
@AdaptCCompany +447797762051

GOALS, TARGETS, OKR AND KPI - AND SMART OBJECTIVES

GOALS, TARGETS, OKR AND KPI - AND SMART OBJECTIVES

(a goal without a plan is just a wish)

 

THEORY

Most people will agree that goals are a good thing. They aid focus, help us grow and possibly give us purpose. But a goal without a plan is just a wish. If we are planning then we probably need a target and a method to measure progress, which is why we need OKR and KPI and SMARTER objectives.

OKR is the acronym for objective and key results. It is future focussed: An Objective tells you where to go, and a Key Result describe the components of success. These tend to be broad and ambitious. Google says the “sweet spot” for an OKR grade is 60% – 70%; if someone consistently fully attains their objectives, their OKRs aren’t ambitious enough and they need to think bigger

KPIs are used to evaluate performance over time for an organization, individual, program, project, action, etc. They look at the past and measure how well we did. They are a measurable value that demonstrates how effectively a company is achieving key business objectives. Selecting the right one will depend on your industry and which part of the business you are looking to track. Each department will use different KPI types to measure success based on specific business goals and targets.

SMARTER Objectives tend to be more narrow, personal and specific and often used in annual task setting and performance review and appraisal.

S >pecific (simple, sensible, significant).

M >easurable (meaningful, motivating).

A >chievable (agreed, attainable).

R >elevant (reasonable, realistic and resourced, results-based).

T >ime bound (time-based, time limited, time/cost limited, timely, time-sensitive).

E >valuated  

R >eviewed.

PRACTICAL APPLICATION

To avoid talking about something that is industry specific I am going to offer an example from rowing.

Objective: Be a world-class rower 

Key Result: Achieve top 10 of your class (age-group, gender or classification) in 2020 European Champs, Irish Champs, GB Champs, or other premium class event.

Key Performance Indicator (Something you can measure)

KPI No1: Strength - able to squat 1.5 x body weight 

KPI No2: Power - able to hold 220 watts over 40 minute effort on water or 300 watts over 40min effort on rowing machine

KPI No3: Aerobic Capacity - VO2Max over 50

KPI No4: Speed - able to row 2000 meters < 7mins or 5000 meters <38mins on rowing machine 

CSF = Critical Success Factors (What is important)

What will help the above

> Clear purpose, vision and commitment

> Clear understanding of success factors eg strength, flexibility, technique, mental focus

> Good coaching eg to improve strength, flexibility, technique, mental focus

> Good management and administration eg to get you to the start-line

> Good data eg heart-rate, power, video technique 

> Culture, Communication  and Trust

> Good training environment indoors (rowing machine) and outdoors 

> Good equipement: Boat, Oars, Clothes etc.

> Flexibility 

> Confidence  

> Communication  - cultural behaviours and knowing MBTI or DICS personality and those of team-mates and coach

>Mental Resilience - coping mechanisms, habits and rituals

> Compatible team-mates

What will hinder the above

> Poor sleep, diet, or hydration

> Too many distractions

> Poor prioritisation of time/effort

> Poor focus, stress, confusion

> Fear or uncertainty

For any factor above which may appear vague (example confidence) try to create SMARTER criteria and use a diary to keep yourself on track

S >pecific (simple, sensible, significant): I will be more confident by noting all my successes and learning from failures 

M >easurable (meaningful, motivating): I will maintain a diary of each good thing, lesson or improvement

Achievable (agreed, attainable):  I will update this weekly, and share examples with my coach

R >elevant (reasonable, realistic and resourced, results-based): I will focus on those elements which will improve me as an athlete 

T >ime bound (time-based, time limited, time/cost limited, timely, time-sensitive): I will do this for 90 days, and then review

E >valuated: I will each day score 1 to 10 how confident I feel about my rowing technique/strength/power [choose what is relevant]

R >eviewed:I will review this afer 90 days to see if there has been an improvement over the period

If you have a different perspective or experience please comment below. If you are interested in OKR KPI SMARTER or performance management get in touch.

TimHJRogers

Helping people and organisations get things done

Adapt Consulting Company

Consult CoCreate Deliver

@AdaptCCompany +447797762051

REFERENCES

OKRs Vs. KPIs: Breaking Down The Difference

https://www.clearpointstrategy.com/okrs-vs-kpis/

OKR vs. KPI: How they compare and how they work together

https://www.perdoo.com/resources/okr-vs-kpi/

What Are Smart Objectives And How Do I Apply Them?

https://www.professionalacademy.com/blogs-and-advice/what-are-smart-objectives-and-how-do-i-apply-them

 

HAS COVID-19 DRIVEN US IRREVERSIBLY ON-LINE (AND WHAT IS THE IMPACT FOR RETAIL?)

It is really interesting to see how Covid-19 and the prospects of unemployment or uncertainty have accelerated change and shifted behaviours, including perhaps a priority of price over quality?

In Jersey King Street / Queen Street is really suffering from a lack of people and although there is no necessary correlation between footfall and revenues you have to believe that overall sales across all stores will be well down. In the last 6 week 558,730 less people movements have been made. That's means on average for a 6 day trading week 15,521 less people movements per day

Obviously this is partly because of lock-down and home working, but what if we don't ever fully go back. What if working from home is the new normal?

It is interesting that Hello Fresh imports around £100k of produce per week into Jersey, and this is climbing. Amongst all the other on-line retailers competing for our basket there is a new Jersey offering: YouCookJersey

https://www.facebook.com/YouCookJersey

The challenge will be if we do buy local (on-line or off-line) or simply seek a one-stop-shop solution using Amazon Fresh (3- 5 years?)

If anyone is thinking of Rethinking Economics I recommend the International Festival 22 to 26 July which seeks to discuss diverse range of economic ideas and perspectives that can move this process forward. These will cut across five themes:

Diversifying, Decolonising and Democratising Economics;
The Role of Economics in Global Issues;
Climate, Environment and Ecology;
Pluralism in Policy and Practice;
and, Reforming Economics Education - Ways and Means.

https://www.rethinkingeconomicsfestival.org/

@TimHJRogers @AdaptCCompany
www.AdaptConsultingCompany.com
#thinking #data #decisions #change

IT DOES NOT HAVE TO BE BIG PROBLEM TO BE WORTH FIXING.

Many clients seem to wait until a project, problem or  change is really big before seeking help. 

Many consulting firms seem to think that all problems demand full-time 5 days per week over many weeks. 

In truth small timely interventions, conversations, coaching or support can quickly deliver results avoiding big issues and significant cost.

@TimHJRogers @AdaptCCompany

www.AdaptConsultingCompany.com

#thinking #data #decisions #change 

#data #gdpr  #infosec

LEAN THINKING AND BUSINESS PROCESSES £10k BENEFIT OR YOUR MONEY BACK

Often your team and colleagues know how to improve performance and save costs, but they are reluctant to speak-up.

Good facilitation and simple questions can be transformative, often because people will open-up to an outsider.

I have worked with many businesses improving process, performance and outcome often in just 2 or 3 meetings.

I sometimes work on a no-win no-fee basis: If by working together we cannot identify £10k of benefit do not pay me!

Importantly I do not offer advice you cannot implement.

Conversation and collaboration never has a down-side.

@TimHJRogers @AdaptCCompany

www.AdaptConsultingCompany.com

#thinking #data #decisions #change 

#data #gdpr  #infosec

RETHINKING OUR ECONOMY POST COVID-19

(Plus some useful reference material)

There is a lot of debate about 'the new normal' on TV, media, work and amongst friends and family. The last couple of years have seen some big challenges and some interesting choices in elections and referendums.  I feel that the pace and impact of change will accelerate and things like Brexit and Covid-19 will be something to look at in the rear view mirror very soon.

Covid-19 has seen people reappraise their priorities and depending on circumstances, experiences may be very different but there has certainly been change. But aside from the things we can control, like attitude mindset, fitness, behaviour there is a lot we cannot change without engaging in community and/or politics. 

In this discussion I will also reference a number of books that I think are helpful on the subject. This therefore is not necessarily thrusting my own views forward but offering information that might help the debate. So whether you agree or disagree (and good debate requires both) I hope you read some of the books because they at least offer valuable data, history, insight and ideas.

There is a lot of valuable discussion on social media about role, life, purpose and values. Also about physical and mental health. However for the remainder of this text I am thinking about the economy rather than personal philosophy or psychology. I am setting aside personal preferences, choices and values [1]  and attempting to think like  a monarch, like a benevolent dictator, like a capitalist or a socialist leader in-charge of a country. 

This is important because our individual choices are as different as our individual needs and economic thinking should consider the diversity and community on a much broader scale and over a longer period (perhaps a generation or two) if it is to be successful.

If we take economy to mean production (products/services) , resources (land, labour,capital), trade [2] rather than wellbeing, education, public service and community [9] then we possibly need to think what will the world look like in 30 years and how do we prepare for that to be an opportunity rather than a threat?

We need to look 30 years forward [3]  and think about technology, and the impact of artificial intelligence and machine learning  [4] and the impact on society and wealth [5]. We need to reappraise the constant pursuit of growth and capitalism [6] and understand the hopes, fears of people [7] and how this affects our economic choices [8]

Whilst it is true to say that predicting is difficult  [10] there are plenty of examples of people building robustness into their planning for the future [14] to weather the unpredictable, and indeed to thrive. [11]. 

So when we look at economy we need to think what are the PESTLE factors [12] and population [13] and have the conversation in that context, noting tightening of tax avoidance, increased wealth disparity, environment and climate issues etc., and a new expectation, nationalism, community from the public (manifest in the way they vote).

I mention PESTLE not because it is not obvious, but because it is so obvious that we often forget to look at the broader context of change when confronting our own community or personal change. Paddelling hard in any direction should take account of a change in wind and tide. Too often business and economic strategies fail to do this.

What will be the short,  medium and long-term changes locally and globally for each of...

political 

economical  

social 

technological  

legal 

environment  

And how certain are we in our predictions 50:50, 60:40, 80:20. Enough to bet our future or will we hedge our bets across a number of possibilities [11]. I have seen business and government projections so wildly optimistic that I would happily bet £10,000 that their 90% confidence (9:1 odds) are wrong. 

Perhaps to truly appreciate VUCA environments (volatility, uncertainty, complexity, and ambiguity) perhaps we should consider how each element has changed since 1990 when considering further, faster, more significant change to 2050.

Once we have some consensus assumptions (if indeed that is possible) we can then think. What do we feel are the POLICY PRINCIPLES and the government and business ACTIONS that should deliver them?  Strategy at its most simple comprises {1} where are we now (do we have data?) {2} where do we want to be (is that suitable, feasible, acceptable) {3} how do we get there (competence, capacity, drive and desire.) 

We improve our odds of getting things right using data both to establish baseline and progress. For example, how do we stack against OECD sustainability goals [15] and other countries [16]. Only when we understand context and have the data can think like a Treasury Minister or Chief Minister about what policies we want to employ to embrace the opportunities and avoid the risks. 

Some useful references

[1] What Money Can't Buy: The Moral Limits of Markets Kindle Edition by Michael J. Sandel

[2] Talking to My Daughter: A Brief History of Capitalism Kindle Edition by Yanis Varoufakis (Author) Format: Kindle Edition

[3] Homo Deus: A Brief History of Tomorrow by Yuval Noah Harari 

[4] How to Fix the Future: Staying Human in the Digital Age by Andrew Keen 

[5] Utopia for Realists: And How We Can Get There by Rutger Bregman 

[6] WTF?: by Robert Peston

[7] The Road to Somewhere: The New Tribes Shaping British Politics Kindle Edition by David Goodhart

[8] Out of the Wreckage: A New Politics for an Age of Crisis by George Monbiot

[9] Humankind by Rutger Bregman 

[10] The Black Swan: The Impact of the Highly Improbable by Nassim Nicholas Taleb

[11] Principles: Life and Work by Ray Dalio | Sold by: Amazon Media EU S.à r.l. | 19 Sep 2017

[12] political, economical, social and technological, legal and environment factors https://en.wikipedia.org/wiki/Global_environmental_analysis

[13] https://theconversation.com/its-a-national-crisis-uks-birth-rate-is-falling-dramatically-121399

[14] Superforecasting: The Art and Science of Prediction by Philip E. Tetlock (Author), Dan Gardner (Author) 

[15] http://www.oecd.org/dac/sustainable-development-goals.htm

[16] https://en.wikipedia.org/wiki/Good_Country_Index

I hope this text is not preachy that is not the intent. The purpose is to offer some hooks to hang our thinking on, and some books to help us decide what to hang there. There will be different views, possibly as broad and diverse as the people who express them. But a successful economy is one in which we can all live and thrive and must therefore take account of this.

If you have a different perspective or experience please comment below. If you are interested in forecasting or risk management  get in touch.

 

TimHJRogers

Helping people and organisations get things done

Adapt Consulting Company

Consult CoCreate Deliver

@AdaptCCompany +447797762051

Are we too focused on leadership?

There are a lot of good lists out there about the differences between management and leadership

For example...

9 Differences Between Being A Leader And A Manager

1. Leaders create a vision, managers create goals.

2. Leaders are change agents, managers maintain the status quo.

3. Leaders are unique, managers copy.

4. Leaders take risks, managers control risk .

5. Leaders are in it for the long haul, managers think short-term.

6. Leaders grow personally, managers rely on existing, proven skills.

7. Leaders build relationships, managers build systems and processes.

8. Leaders coach, managers direct.

9. Leaders create fans, managers have employees.

More details here https://www-forbes-com.cdn.ampproject.org/c/s/www.forbes.com/sites/williamarruda/2016/11/15/9-differences-between-being-a-leader-and-a-manager/amp/

However I wonder if we are too focused on leadership? Among my family and friends we do not feel the need to elect a leader. We do not feel we need to follow someone but instead we collaborate, communicate and cooperate. Indeed this is how tribes work, and the concept of a village working together for the benefit of all.

Leadership and management is an interesting concept that we accept in work and in politics, but it does not really serve us as well as just getting along together. We often get disappointed and elect a new one. Or in some cases find ourselves subjugated by them and the power (wages, work, reputation, training, housing, food etc.) that they command.

Them and Us is about this division, whereas without it there is only Us. It is not that I disagree with leadership qualities, I just think we should all have them, and share them.

As a result of the book Humankind [by Rutger Bregman] I have discovered Jos de Blok and his model anchored on the self-management capacity.

Useful link about Jos de Blok https://www.youtube.com/watch?v=BeOrNjwHw58

FAVI, led by its former Director Jean-François Zobrist, developed in the 80’s a customer focused organization where the structure fades to assure full listening of the autonomous and responsible teams. An unusual management that promotes a constant search for customer love, trust in human being and innovation.

Useful link about Jean-François Zobrist https://www.enliveningedge.org/organizations/favi-part-1-zobrist-broke-favis-command-control-structures/

You may also have heard of Valve. Imagine a company where everyone is equal and managers don't exist. A place where employees sit where they want, choose what to work on and decide each other's pay. Then, once a year, everyone goes on holiday together. You have just imagined Valve.

Useful link about Valve: https://www.bbc.co.uk/news/technology-24205497

It is well known that money does not motivate and indeed may de-motivate if it makes noble effort or charitable support cheap and grubby.

Useful link about Valve: https://www.youtube.com/watch?v=u6XAPnuFjJc

For my own part I started as a waterfall PRINCE2 project guy commanding people, process and technology. I am now much more in favour of Scrum Agile approach which is more bottom-up collaborative and favour an ask better questions approach [Humble Inquiry: The Gentle Art of Asking Instead of Telling by Edgar H. Schein].

I would be interested to hear from anyone who has worked in these types of organisation.

TimHJRogers

Helping people and organisations get things done

Adapt Consulting Company

Consult CoCreate Deliver

@AdaptCCompany +447797762051

How Has Lockdown Changed Your Leadership Style?

I read this...

Overall, there is probably still a high sensitivity for some leaders who are looking for evidence or reasons to distrust, rather than trusting in the new ways of working. I have always focused on the analytical aspects of management and leadership, for example, working towards hitting a number, and focusing on growth... but... it is not all about focusing on the end results and forced me to change my style

https://www.forbes.com/sites/alisoncoleman/2020/07/11/how-has-lockdown-changed-your-leadership-style/#11abb3eff10e

I have been reading this...

Humankind: A Hopeful History Humankind: A Hopeful History Originally published: September 13, 2019 Author: Rutger Bregman

 

What is fascinating about Rutger Bregman's book is the idea that 'leadership' is both new (in the last 5% of human history) and a dysfunctional result of property, ownership, and civilisation that simply did not exist when Homo Sapiens were nomads and equal. The unfair society is actually a result of.... society! 

I cannot recommend the book enough and whether you agree with the statement above or not, the book is worth a read. If you are interested in teams, team performance and concepts like scrum which is about facilitation rather than control then you will find this book interesting.

If you have a different perspective or experience please comment below. If you are interested in teams, team performance and culture get in touch.

 

TimHJRogers

Helping people and organisations get things done

Adapt Consulting Company

Consult CoCreate Deliver

@AdaptCCompany +447797762051

We have scored 75% against the criteria – is that OK?

As a data, risk and logic guy my life is models and numbers. I have check-lists models and guides for data protection, information security, data governance, records management and  IT strategy to name but a few.

If you want to talk to be about business or change I can point to balanced score-cards, Kotter and Kublar Ross, EFQM and Investors in People and many more.

Indeed, having been through distance leaning I now have an MBA and a variety of PostGrad qualifications which are all about learning outcomes, criteria and evidence. I am a tutor / mentor for the Chartered Management Institute and I have check-lists models and guides used to educate, inform, appraise and grade students.

Even in my hobbies, formerly as a Triathlete and more recently as a Rower, I can point to numbers to indicate ability: That might be watts per kilo, a sub-3 hour marathon or a top 10 ranking against my peers.

What ever the circumstance I can find a number that flatters.

What I worry about is that people are too easily impressed by numbers, often without context. Too many students are satisfied with a pass-mark rather than a deep understanding. Too many businesses are content with an above-average ranking without actually understanding the implications. This tick-box compliance has been the undoing of many people and organisations and it is really important that the numbers guide the conversation rather than replace it.

There are many excellent books in risk, modelling, change, prediction and economics and I will happily provide a reading list rather than attempt to convey the genius of the authors, but I would like to make a point.

75% of these homes look OK. What does the data suggest you should do?

 

Perhaps the data is a bit out-of-date, perhaps the actual situation isn’t on the tick-list and it is not reflected in the score. Where would you put your attention (time, people, money, priority) in this next scenario?

 

Sure enough you can report to the CEO or the Risk Committee that you have scored 75% out of a possible 100, but that isn’t the whole truth now is it?!

The problem with things like data protection, information security and even business planning in these times of COVID-19 is that whilst data is necessary there is much more that needs to be done than compile the numbers.

How about this as a scenario? Where would you your attention (time, people, money, priority) now? I have avoided making matters financially or morally complicated by adding values or salaries, but most risk, project and planning is based on ROI. Moreover these houses may be departments, business units or investments.

 

I want to conclude by making a clear distinction between governance, evidence, culture and compliance. Governance is about accountability and controls, evidence is something you can monitor and measure, culture however is much more difficult and compliance is when they align.

 

This is over simplistic and I commend books in risk, modelling, change, prediction and economics. I will also defend all the models that I have mentioned. I would just like to emphasis that it is really important that the numbers guide the conversation rather than replace it.

YOU MAY NOT NEED A DATA SHARING AGREEMENT

SOME USEFUL GUIDANCE: YOU DO NOT NEED A DATA SHARING AGREEMENT TO PROVIDE INFORMATION THAT IS REQUIRED BY LAW

I recently received this useful guidance....

You don't need a sharing agreement to provide information to the Government of Jersey GoJ - there is a legal obligation for an entity to provide that information. For example, if I had staff I would have to give Social Security that manpower information. My legal basis for sharing the information with Social is because the Social Security Law says I have to.

{Schedule 2 Item 8  Employment and social fields: The processing is necessary for the purposes of exercising or performing any right, obligation or public function conferred or imposed by law on the controller in connection with employment, social security, social services or social care.}

There is nothing in the DPJL that says that formal data sharing agreements have to be in place between two entities and the DPJL doesn't refer to 'data sharing agreement' at all nor does GDPR (other than where there is a controller/processor relationship); data sharing just needs to be done in accordance with the Art.8 principles (etc) and a formal data sharing agreement simply helps an entity to evidence that the sharing is being done lawfully.

The place where data sharing agreements really come into play is, for example, if I’m selling my business and providing my data to the purchaser so they can do their due diligence. You want an agreement in those circumstances to set out exactly what is being shared, confidentiality provisions, return of information if the transaction doesn't go ahead etc. You also see them in cases where information is being passed across for research purposes.

The UK ICO has a code of practice out for consultation: https://ico.org.uk/media/2615361/data-sharing-code-for-public-consultation.pdf

It's pretty helpful but doesn't say when you'd have one. Pg 25 has good stuff about what you would likely want to include but the rest of the doc focuses really on the accountability of controllers and their being able to evidence why processing is necessary and transparency.

LEADERS SHOULD BECOME ELDERS - TO FACILITATE RATHER THAN DIRECT

This is a great article... In A Post-COVID World The Manager Is The Weak Link
https://paulitaylor.com/2020/05/27/in-a-post-covid-world-the-manager-is-the-weak-link/

The key factors for me are when the number of remote workers climbs past 50% fundamental changes to the nature of work become necessary and I suspect (I hope) people will increasingly be paid for what they achieve rather than their attendance at an office.

Unlike the author who feels we should be ‘Ending Our Obsession With Leadership’ I think leadership is still important, but it is a different kind of community leadership that brings diverse people (in remote locations) to a task rather than the employer-employee relationship that exists when you sit outside the bosses office.

This shift is already happening in Projects where instead of a Project Manager directing tasks for a project with clear time, budget, people and deliverables we have Scrum Managers supporting teams to identify and deliver products that add value in an environment of uncertainty and change.

I think we would benefit from our leaders becoming more like tribal elders, there to share knowledge and encourage others to collaborate rather than to guide or direct.

OTHER SIMILAR POSTS

Ending Our Obsession With Leadership
https://paulitaylor.com/2020/01/03/ending-our-obsession-with-leadership/

Does a successful tribe need management? Or is it better without?
https://projectspeoplechange.blogspot.com/2015/08/does-successful-tribe-need-management.html

6 Questions to determine successful leadership
https://adaptconsultingcompany.blogspot.com/2018/02/6-questions-to-determine-successful.html

If you are interested in facilitating change, get in touch.

TimHJRogers
AdaptConsultingCompany com
Mob 447797762051
Twitter @Timhjrogers

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