If you think things are fast now, remember Moore's Law!

 In the book Stolen Focus the case is made (page 31) that there is a limit on humans which is being stretched by the increasing volume and pace of information, decisions, consequences and responses. If you think things are fast now, remember Moore's Law, the principle that the speed and capability of computers can be expected to double every two years. Your life will be on auto-pilot because you dear human, are incapable of making the decisions for yourself.

Even more alarming we will plunder energy and mineral resources to fuel the systems and production of this world in which we are less present and participant.


Here is some data..

Processing power, decision speed, and energy consumption are important factors to consider in both humans and computers/AI systems.

HUMANS:

1.1. Processing Power: Humans have remarkable processing power in terms of information perception and processing. However, it's hard to quantify this processing power in a way that compares directly with computers, due to the difference in biological and digital systems. Nonetheless, the human brain is estimated to compute at approximately 10^16 (10 petaflops) to 10^19 (1 exaflop) operations per second.

1.2. Decision Speed: Human decision speed can vary significantly based on a multitude of factors like fatigue, stress, expertise, etc. However, for a simple reaction time task (such as pressing a button when a light appears), it is about 200-300 milliseconds. More complex tasks, requiring cognitive processing, can take significantly longer.

1.3. Energy Consumption: The human brain consumes about 20% of the body's total energy, approximately 20 watts, even though it makes up only about 2% of the body's weight.

COMPUTERS AND AI:

2.1. Processing Power:

Past (1980s-1990s): Home computers in the 1980s had processing power measured in millions of instructions per second (MIPS), for instance, the IBM PC (1981) operated at 0.64 MIPS.

Present: High-end processors in consumer desktops can perform at a level of hundreds of billions of instructions per second (gigaflops). For instance, the Apple M1 chip operates around 2.6 teraflops, which is trillions of operations per second. Supercomputers can perform at the level of exaflops, or a billion billion calculations per second, like the Fugaku supercomputer in Japan.

Future (2023 onwards): The trend of increasing processing power is expected to continue, with quantum computing potentially revolutionizing the field by performing complex calculations far more efficiently than traditional computers. However, there are also predictions about the end of Moore's Law, the principle that the speed and capability of computers can be expected to double every two years.

2.2. Decision Speed:

Past (1980s-1990s): Early computers and AI would have decision speeds that were limited by their hardware, which was considerably slower than today's hardware.

Present: Modern AI can make decisions at speeds that are often much faster than humans, typically in milliseconds or less. This is particularly true for well-defined tasks with clear inputs and outputs.

Future (2023 onwards): It's expected that decision speed will continue to improve with advancements in hardware and software. Quantum computing, for instance, could enable even faster decision-making for certain types of problems.

2.3. Energy Consumption:

Past (1980s-1990s): Early computers were not energy-efficient by today's standards. For example, the CDC 6600, a high-performance computer from the 1960s, used about 150 kilowatts of power.

Present: Modern computers and AI systems can be much more energy-efficient, but power consumption varies widely depending on the system. A modern server for AI processing might consume on the order of a few hundred watts. At a larger scale, data centers can use significant amounts of power, with the largest ones using on the order of tens of megawatts.

Future (2023 onwards): Energy efficiency is a major area of focus in computer and AI development. It's expected that future systems will use power more efficiently, but as systems become more powerful, their overall energy consumption may still be high. Efforts like AI model optimization and hardware advances aim to keep this in check.

THE 10 C'S OF HIGH PERFORMANCE FROM JERSEY'S BEACH SPRINTS HOME INTERNATIONAL REGATTA ROWING TEAM

THE 10 C'S OF HIGH PERFORMANCE FROM JERSEY'S BEACH SPRINTS HOME INTERNATIONAL REGATTA ROWING TEAM

Cooperate

Cooperation is key for the Home International Regatta Rowing Team Beach Sprints. The synchronized movements in rowing require a shared understanding and effort. Cooperation fosters trust and unity, vital ingredients for any successful team.

Collaborate

Collaboration involves every team member contributing their unique skills and strengths. It ensures a holistic approach to problem-solving and technique refinement, leading to a stronger and more effective team performance.

Cognition

Cognition relates to the mental processes team members use to adapt and respond to ever-changing race conditions. Good cognitive abilities enable quick decision-making and strategic planning, essential for race success.

Coaching

Coaching forms the backbone of training, providing the necessary expertise, feedback, and motivation. A skilled coach brings out the best in each athlete, refining their technique and helping them to push their limits.

Challenge

Embracing challenges fuels the team's growth and resilience. Facing and overcoming obstacles together creates a robust team spirit and encourages continual improvement.

Communication

Clear and effective communication within the team and with the coach is crucial. It ensures everyone is aligned with the team's strategies, goals, and any adjustments made during the race.

Competence

Competence, in terms of skills and technical knowledge, is the bedrock of performance. Highly competent rowers make fewer mistakes, perform better, and contribute more effectively to the team's success.

Capacity

Capacity refers to the physical and mental endurance of the team. High capacity ensures the team can withstand the intense demands of the race, from the initial sprint to the very last stroke.

Capability

Capability encompasses the team's overall ability to perform under pressure and deliver results. It depends on individual competencies, the effectiveness of training, and the team's adaptability to changing race conditions.

Commitment

The commitment of each team member to their training, the team, and their shared goal is a driving force behind their success. High commitment levels inspire perseverance, dedication, and a strong will to win.

Tim HJ Rogers
Commonwealth Triathlete, World Champs Rower & 4 x GB Gold Medallist
ICF Trained Coach, IoD Business Mentor, Mediator,
Personal Trainer and Performance Coach

Home International Regatta Programme, Sponsored by Oak
Athlete Centered, Performance Focussed, Data Driven
Our Aim: To podium at the Coastal Rowing Home International Regatta events, every year for 4 years.

WHAT IS A MINIMUM VIABLE PROJECT (MVPJ)

 THE 80/20 RULE

The 80/20 rule, also known as the Pareto Principle, is a concept in economics and business that suggests 80% of outcomes often come from 20% of causes or inputs.

The 80/20 rule has been broadly applied in various contexts. For example

In business, it's often observed that 80% of a company's profits come from 20% of its customers or 20% of its products.
In productivity and time management, it's often stated that 20% of one's efforts result in 80% of the outcomes.
In software engineering, it's often noted that 80% of the errors and crashes are caused by about 20% of the bugs.

The main takeaway from the 80/20 rule is that not all inputs are equal; some contribute more significantly to the final outcome than others.

MINIMUM VIABLE PRODUCT (MVP)

A Minimum Viable Product (MVP) is a fundamental concept in Lean Startup methodology. It refers to a version of a new product which allows a team to collect the maximum amount of validated learnings about customers with the least amount of effort. It's a bare-bones prototype that is functional enough to satisfy early customers and provide feedback for future product development.

An MVP focuses on the key value proposition of a product, tests its core assumptions, and serves as a platform to learn and iterate. It's about identifying the basic features needed to solve a specific problem and meet market demands, eliminating all non-essential features.

It's a continual process of testing, measuring, learning, and refining a product or service based on feedback from early users. This approach reduces the risk of failure by verifying product-market fit before heavy investment in full-scale product development.

SCRUM MASTER AND PROJECT MANAGER

A Scrum Master and a traditional Project Manager have distinct roles and approaches in managing team dynamics and project execution.

A Scrum Master, aligned with the Agile methodology, is more of a coach than a manager. Their role involves removing obstacles that hinder the team's progress, facilitating communication, and ensuring that the team adheres to Scrum principles. They empower the team to self-organize and make decisions, fostering a collaborative environment where each member feels ownership and is encouraged to contribute to the project's success.

On the other hand, a traditional Project Manager adopts a more directive approach. They are responsible for planning, executing, and controlling the entire project. They make critical decisions, assign tasks, manage resources, and monitor the project’s progress. This role focuses more on adherence to a predetermined plan and timeline.

The Minimum Viable Product (MVP) approach complements the Scrum Master role. It emphasizes iterative learning and development with minimum intervention. By creating a basic version of the product and refining it based on feedback, the team is allowed maximum ownership, as they are involved in continuous decision-making and improvement. This aligns with the Scrum Master's coaching approach, encouraging self-organization and active learning for maximum project impact.

MINIMUM VIABLE PROJECT (MVPJ)

A Minimum Viable Project (MVPj) mirrors the principles of a Minimum Viable Product (MVP) in a project context. The goal is to deliver value by executing the least amount of work possible while still ensuring project success. It minimizes waste, reduces risk, and emphasizes learning and iteration. Here are some essentials of an MVPj

ARTIFACTS: Minimize documentation, but keep the essentials. You would need
A basic project charter defining the project's objectives, stakeholders, and value proposition.
A simple, dynamic project plan or backlog, outlining what needs to be done.
Basic progress tracking mechanisms, like a Kanban board or a burn-down chart.

INTERVENTIONS: The least amount of managerial interference is required. The team is empowered to self-organize and make decisions, fostering agility and adaptability. The Scrum Master (or equivalent role) only intervenes to remove blockers or when the team veers off the agreed-upon framework.

MEETINGS: Keep meetings to a minimum and make them productive. Typically, these would include:
A project kick-off meeting to align everyone on objectives and processes.
Regular (often daily) stand-up meetings for progress updates and issue identification.
Review/Retrospective meetings at the end of each iteration or sprint for feedback and improvement.

TIME: The project should aim for rapid delivery of value, using short, iterative cycles (sprints). The length can vary depending on the project's nature, but usually, it is 1-4 weeks.

Remember, the concept of an MVPj doesn't mean compromising on quality or skipping important steps. Rather, it involves focusing on the essentials, embracing flexibility, and fostering a culture of continuous learning and improvement.

Tim HJ Rogers
MBA Management Consultant + Change Practitioner
PRINCE2 Agile-Scrum Projects, Programmes and PMO
ICF Trained Coach, IoD Business Mentor, Mediator

Adapt Consulting Company
We support people and organisations with Processes, Projects and Change

#people #process #performance #projects #programmes #pmo #change #processimprovement #projectmanagement #changemanagement #workshops #mediation #coach #icfcoach #mentor #facilitation #training #jersey #channelislands

https://www.adaptconsultingcompany.com/company/
https://www.linkedin.com/company/adapt-consulting-company/

5C OF CORPORATE TEAM BUILDING

THE BENEFITS OF CORPORATE TEAM BUILDING ARE WELL DEFINED:

Increased productivity
Improved customer service
Employee empowerment

Team leaders need a clear picture of the fundamentals that all high-performing teams have in common.
Commitment
Contribution
Communication
Co-operation
Connection


COMMITMENT: to the intent and ethics of a company provides a clear sense of focus.  Once team members understand how their work fits into the company objectives and that their goals are achievable, individuals are ready to put aside personal needs for the benefit of the team, department or company.  Once a shared purpose is agreed upon, each team can develop goal posts and focus on continually improving. Time spent getting all team members on the same page will reduce the chances of disasters at a later stage.

CONTRIBUTION: the ability of a successful team is directly related to the skills the team members own and the ingenuity the team members apply. Work teams need people who have good work abilities and social skills and are willing to learn.  Teams also need leaders who will take responsibility for getting things done.

COMMUNICATION: plays a large role in enabling a work group to reach its full capacity.  Team members must be able to say what they think, ask for help and share new ideas.  This can only happen in an environment where team members trust one another and focus on solutions, not problems.  Open communication is important to a team’s success. To be able to assess the work performance of a team, members must provide honest feedback, be able to accept practical criticism and sort out any issues without complaint.  Direct and honest communication is a major player in these instances.

COOPERATION: most tasks in the workplace require much more than one person doing it all.  Success in a company depends upon a degree of inter-dependence within the team.  Team leaders can encourage co-operation by stressing the influence of individual members on team productivity.

CONNECTION: when a work team is connected to the company the team members will discuss team performance in relationship to the company’s priorities and customer opinion.  Team needs will be considered in connection with what is good for the entire company and what will be the best way to achieves objectives together.


read more
The five disciplines of highly effective teams
HTTPS://www.digitalleadership.ltd/blog/2021/2/25/effective-teams

NAVIGATING INFORMATION OVERLOAD: BALANCING QUICK WINS WITH LONG-TERM STRATEGY

In the era of constant connection, information overload has become an unavoidable aspect of contemporary life. The daily bombardment of emails, social media updates, and breaking news can often leave us feeling overwhelmed, anxious, and less productive. At the same time, the pressure to deliver immediate results and quick wins, often represented by catchy soundbites, is further exacerbating the problem, resulting in a worrying impact on sustainable and long-term productivity and strategy.

UNDERSTANDING THE PROBLEM

Information overload, or infobesity, is a state where the amount of information we are exposed to exceeds our processing capacity. Coupled with the drive for quick wins, this can lead to decision fatigue, burnout, decreased productivity, and a lack of focus on long-term objectives. When we're always reacting to the immediate and pressing, the significant but less urgent tasks are often neglected. Hence, it is vital to understand how to balance this need for immediate results with the requirements of sustainable long-term strategy.

COPING WITH INFORMATION OVERLOAD

A multi-pronged approach is necessary to navigate information overload

SETTING CLEAR BOUNDARIES: Designate specific times of the day to check and respond to emails, social media, and news updates. Avoid the temptation to check constantly, which can interrupt your workflow and drain your mental energy.

PRIORITIZE AND FILTER INFORMATION: Not all information is equally valuable. Understand your priorities, use filters to sift through the data deluge, and focus on what is important for you or your organization.

PRACTICING MINDFULNESS: Mindfulness can help manage stress and improve focus. By staying present, you can better process the information that you consume and avoid unnecessary distractions.

DIGITAL DETOX: Regular periods of digital detox, where you intentionally disconnect from all digital devices, can help restore balance, reduce stress, and improve focus.

BALANCING QUICK WINS WITH LONG-TERM STRATEGY

The drive for quick wins is not inherently bad. However, it becomes problematic when it overshadows or distracts from long-term goals and sustainable progress. Here are some strategies to maintain a healthy balance

ALIGN QUICK WINS WITH LONG-TERM GOALS: Use short-term goals as stepping stones toward long-term objectives. Ensure that every quick win contributes to or aligns with the larger strategic vision.

ENCOURAGE A LEARNING MINDSET: Celebrate the process, not just the outcome. Encourage a culture of learning, exploration, and growth rather than only focusing on immediate results. This will promote resilience and innovation, contributing to sustainable productivity.

SOUNDBITE WITH SUBSTANCE: When using soundbites to promote quick wins, ensure they contain substance and aren't just flashy taglines. They should communicate genuine progress or success, thereby fostering trust and credibility.

REFLECT AND REVIEW: Regularly review both short-term and long-term goals. Reflect on your progress and adjust your strategies as needed. This practice helps maintain focus on the big picture and avoids being caught in a cycle of chasing only quick wins.

In the face of the relentless information age and the seductive lure of quick wins, achieving balance is critical. By adopting strategies to manage information overload and maintaining a balanced approach towards immediate results and long-term sustainability, we can navigate this complex landscape more effectively. The goal is to create a culture that fosters productivity, strategic thinking, and resilience in an increasingly fast-paced and interconnected world.

Tim HJ Rogers
Thinking Feeling Being
We support people and organisations achieve their goals through facilitation, workshops, mentoring, mediation and sharing change resources
HTTPS://www.linkedin.com/company/thinkingfeelingbeing

Tim@ThinkingFeelingBeing.com
Mob 447797762051
HTTPS://www.linkedin.com/in/timhjrogers/

#mediation #coach #mentor #philosophy #psychology #purpose #thinking #feeling #icfcoach #coaching #facilitation, #workshops, #mentoring, #mediation #changeresources

IS IT THINK > FEEL > DO OR MAYBE THE FEELING INFORMS THE THINKING?

 IS IT THINK > FEEL > DO OR MAYBE THE FEELING INFORMS THE THINKING?

Great to attend the Jersey Business Productivity Conference today, and hear from Jamil Qureshi, a performance-enhancing psychologist and an expert in high-performing teams. 

Research has suggested that the process of feeling an emotion can often occur before we have had time to fully process or think about a situation. This is believed to be a result of our evolutionary history, where rapid emotional responses could have been beneficial for survival.

One of the studies supporting this idea is "The somatic marker hypothesis and the possible functions of the prefrontal cortex" by Antonio Damasio. Damasio's Somatic Marker Hypothesis suggests that emotions (which manifest physically in our bodies) help guide our decision-making process. According to this hypothesis, when we're faced with a decision, emotions associated with past experiences can help guide our choices before we consciously deliberate over them.

Another relevant study is "Emotion speeds up perceptual decision making" by Marius Usher and colleagues. The researchers found that emotional stimuli can hasten the brain's decision-making processes, effectively allowing individuals to react more quickly when emotions are involved.

Joseph Ledoux's Work, such as the book "The Emotional Brain The Mysterious Underpinnings of Emotional Life", also emphasizes that our brains process emotional stimuli through a 'low road' that bypasses the cerebral cortex (the part of the brain responsible for conscious thought), leading to quicker emotional responses.

These studies provide a broad scientific basis for the idea that emotions can precede conscious thought. However, the exact details can vary depending on the specifics of the situation and the individual person.

The human brain is incredibly complex, and while we've made great strides in understanding it, there's still a lot we don't know. Neuroscience is an active field of research, and new discoveries could continue to change our understanding of how emotions and thoughts interact.

WHEN IS IT THINK > FEEL > DO?

Cognitive-behavioral therapy (CBT) is a type of psychotherapy that teaches individuals how to identify and change destructive or disturbing thought patterns that have a negative influence on behavior and emotions. The primary goal of CBT is to help individuals learn to become their own therapists, understanding and controlling their thoughts and behaviors.

Here's a brief summary of how CBT can help us pause and think before we act

AWARENESS OF THOUGHTS AND FEELINGS: The first step in CBT is to help individuals recognize their automatic thoughts and emotional responses to certain situations. This could mean noticing when you're feeling anxious, angry, or upset, and what thoughts are associated with these feelings.

IDENTIFY NEGATIVE OR DISTORTED THINKING: After recognizing the automatic thoughts, the next step is to identify when these thoughts might be based on cognitive distortions or 'faulty thinking' patterns. This can include things like catastrophizing (assuming the worst will happen), overgeneralizing (believing that one negative event means everything will go wrong), or black-and-white thinking (seeing everything in extremes with no middle ground).

CHALLENGE AND CHANGE NEGATIVE THINKING: Once the negative or distorted thinking has been identified, CBT then helps individuals challenge these thoughts. This could mean asking for evidence for and against a thought, considering alternative explanations, or using problem-solving techniques to handle difficult situations.

PRACTICE AND APPLY NEW SKILLS: Finally, CBT involves applying these skills in real-life situations. This means that in situations where you might react automatically, you instead pause, recognize your thoughts and feelings, challenge any negative or distorted thinking, and then choose a different course of action based on this more balanced perspective.

In essence, CBT helps people learn to interrupt automatic thought and reaction patterns, enabling them to pause, evaluate their thoughts and feelings, and choose a more considered course of action.

Really interested in the science of Thinking Feeling Doing - so much so that I named my business ThinkingFeelingBeing!

Tim HJ Rogers

ICF Trained Coach, IoD Business Mentor, Mediator
MBA Management Consultant + Change Practitioner
Commonwealth Triathlete, World Champs Rower & 4 x GB Gold Medallist
Mob 447797762051 Tim@AdaptConsultingCompany.com
Home International Regatta Programme.
Athlete Centered, Performance Focussed, Data Driven
Our Aim: To podium at the Coastal Rowing Home International Regatta events, every year for 4 years.

REFERENCES:

Hofmann, S. G., Asnaani, A., Vonk, I. J., Sawyer, A. T., & Fang, A. (2012). The Efficacy Of Cognitive Behavioral Therapy A Review Of Meta-Analyses. Cognitive Therapy And Research, 36(5), 427–440. Https://Doi.Org/10.1007/S10608-012-9476-1

Damasio, A. R. (1996). The Somatic Marker Hypothesis And The Possible Functions Of The Prefrontal Cortex. Philosophical Transactions Of The Royal Society Of London. Series B, Biological Sciences, 351(1346), 1413–1420. Https://Doi.Org/10.1098/Rstb.1996.0125

Usher, M., Russo, Z., Weyers, M., Brauner, R., & Zakay, D. (1999). Emotion Speeds Up Perceptual Decision Making. Nature Neuroscience, 2(11), 966–970.

Ledoux, J. (1996). The Emotional Brain The Mysterious Underpinnings Of Emotional Life. Simon & Schuster.

Do you have the "thinking space" for creative thinking and future planning

  DO YOU HAVE THE "THINKING SPACE" FOR CREATIVE THINKING AND FUTURE PLANNING

I have read Stolen Focus: Why You Can't Pay Attention—and How to Think Deeply Again by Johann Hari

As a Coach Facilitator I note that when people lack capacity (time, resources, attention) their approach becomes one of critique other people's work rather than create their own.

For example people are more likely to comment on someone else's idea, strategy, plan than actually come-up with their own.

This is obvious where people simply do not have the time, money, resource, expertise but most importantly "thinking space" that is required to be truly creative free of constrains and judgement

This is why Coaching and Mentoring is increasingly important for business leaders – creating the time, space and environment for creative thinking and future planning.

Productivity Week 2023- Leaders Book Club launch
https://www.jerseybusiness.je/events/productivity-week-leaders-book-club-launch/

Tim HJ Rogers
ICF Trained Coach, IoD Business Mentor, Mediator
MBA Management Consultant + Change Practitioner
Tim@ThinkingFeelingBeing.com Mob 447797762051

#mediation #coach #mentor #philosophy #psychology #purpose #thinking #feeling #icfcoach #coaching #facilitation, #workshops, #mentoring, #mediation #changeresources

 

LEADERSHIP AND ENGAGEMENT FOR IMPROVEMENT IN THE HEATH CARE

 


Recent research has highlighted that NHS leaders favour ‘pace-setting’ stylesfocused more on the delivery of targets than engaging patients and staff.

Rising to the challenges that lie ahead requires a more nuanced style, withNHS leaders giving greater priority to patient and staff engagement; theinvolvement of doctors, nurses and other clinicians in leadership roles; andleadership across organisations and systems of care.

The business case for leadership and engagement is compelling: organisationswith engaged staff deliver better patient experience, fewer errors, lowerinfection and mortality rates, stronger financial management, higher staffmorale and motivation and less absenteeism and stress.

Patient engagement can deliver more appropriate care and improved outcomes.

There is specific evidence that links medical engagement with organisationalperformance both from the NHS and other health care systems.

The contribution of staff at an early stage of their careers to leadership andservice improvement needs to be valued and recognised.

The increasing recognition of the importance of integrated care, and the newstructures put in place by the NHS reforms, require leaders to be effectiveacross systems, including engagement outside the NHS.

To support this, leadership development programmes should bring togetherleaders from different professions and different organisations within andoutside health care.

NHS boards should value patient and staff engagement and pay attentionto staff health and wellbeing, for example by acting on the results of the NHSstaff surveys.

Every NHS organisation needs to support leadership and engagement indelivering its objectives, for example through effective appraisals, clear jobdesign and a well-structured team environment.

The role of team leaders in hospitals and the community is critical in creatinga climate that enhances staff well-being and delivers high-quality patient care.

The NHS Commissioning Board and the Leadership Academy have a keyrole to play in modelling and supporting the development of leadershipand engagement.

read more
https://www.kingsfund.org.uk/sites/default/files/field/field_publication_file/leadership-for-engagement-improvement-nhs-final-review2012.pdf

THINKING FEELING BEING

We support people and organisations achieve their goals through facilitation, workshops, mentoring, mediation and sharing change resources

Our products include Training and Development (based around the  Chartered Management Institute sylabus) and also Business Improvement and Personal Growth

https://www.linkedin.com/company/thinkingfeelingbeing

Tim HJ Rogers
ICF Trained Coach, IoD Business Mentor, Mediator
MBA Management Consultant + Change Practitioner
Tim@ThinkingFeelingBeing.com Mob 447797762051

#mediation #coach #mentor #philosophy #psychology #purpose #thinking #feeling #icfcoach #coaching #facilitation, #workshops, #mentoring, #mediation #changeresources

UNLOCKING EFFICIENCY: LEAN MANUFACTURING 5S AND 8W TO ELEVATE YOUR BUSINESS

In today's dynamic market environment, efficiency and productivity are crucial determinants of your business's success. One strategy that has proved incredibly effective in achieving these objectives is Lean Manufacturing. As a comprehensive management philosophy, Lean Manufacturing aims to minimize waste in all forms, increase productivity, and deliver optimal quality to the customer. Two powerful tools within the Lean Manufacturing framework are the 5S and 8W methodologies, which we will discuss in depth.

UNDERSTANDING THE 5S METHODOLOGY

The 5S methodology is a simple, systematic approach to workplace organization, stemming from Japanese principles: Seiri (Sort), Seiton (Set in Order), Seiso (Shine), Seiketsu (Standardize), and Shitsuke (Sustain). These steps, when implemented and maintained rigorously, can drastically improve workplace efficiency and safety, leading to enhanced productivity and, consequently, profits.

Sort (Seiri): This first step involves categorizing all items in the workspace and removing any non-essential tools, materials, or information. This decluttering process eliminates unnecessary items that can contribute to inefficiency and confusion.

Set in Order (Seiton): This stage involves arranging necessary items in a logical, easy-to-access manner. A well-ordered workspace minimizes the time spent searching for tools or documents, thereby speeding up workflow.

Shine (Seiso): This step requires regular cleaning and maintenance of the workplace, which not only ensures a pleasant environment but also helps in early identification of any potential equipment faults.

Standardize (Seiketsu): Standardized work practices ensure consistency in performance, eliminate ambiguity, and facilitate new employee onboarding.

Sustain (Shitsuke): The final stage is to maintain and continually improve upon the first four 'S's. This necessitates creating a culture of discipline and continuous improvement within the organization.

DELVING INTO THE 8W METHODOLOGY

The 8W technique is a problem-solving method that helps to identify and eliminate waste. It stands for What, Where, When, Who, Why, in What amount, Which constraints, and hoW. The methodology encourages businesses to question every aspect of their processes, leading to a more in-depth understanding of the workflow and revealing areas of inefficiency.

What: Identify what tasks are performed.
Where: Determine where these tasks take place.
When: Understand when these tasks are performed.
Who: Recognize who is performing these tasks.
Why: Understand why these tasks are necessary.
In What amount: Quantify the scale or frequency of these tasks.
Which constraints: Identify constraints or limitations associated with these tasks.
hoW: Understand how these tasks are performed.

Each of these steps provides valuable insights into your processes, highlighting areas where improvements can be made or waste eliminated.

ENABLING TRANSFORMATION WITH A MANAGEMENT CONSULTANT

Implementing these Lean Manufacturing strategies can seem daunting, but that's where the expertise of a management consultant can be invaluable. As a seasoned expert in Lean Manufacturing, process improvement, and technology, I can work closely with your team to educate, inspire, and guide them through the implementation of 5S and 8W methodologies.

With a rich blend of experience in teaching and coaching, I am equipped to help your team understand these methodologies in depth and appreciate their benefits. The up-skilling process will not only be about sharing knowledge but also instilling a culture of continuous improvement and efficiency within your organization.

THE COMBINED ADVANTAGE

The combination of Lean Manufacturing expertise and coaching skills is a powerful one. With a deep understanding of both processes and people, a management consultant can help your team seamlessly transition towards leaner, more productive work practices. This leads to reduced operational costs, improved product or service quality, increased customer satisfaction, and ultimately, greater profitability.

Embracing Lean Manufacturing principles through the 5S and 8W methodologies can revolutionize your business operations. So, if you're looking for ways to unlock the potential of your team and improve your business's profitability, consider taking the Lean Manufacturing route. With a knowledgeable and experienced consultant by your side, you're sure to reap the rewards of a more streamlined, productive, and profitable business.

WORK IS CRAP ONLY BECAUSE YOU ARE OVERLOADED, DISTRACTED WITH SHORT-ATTENTION

 

 

I read this.... "Colin, is "work" crap, or - for most people - is the toxic / mindless "workplace" crap?” You might want to read it before you come back to this. Bur the majority wont TLDR (Too Long Didnt Read)

https://decrapifywork.substack.com/p/the-source-of-the-problem

I agree which much of what is said but I have a few observations.

The six different types of work is actually 12 because for each one that you get paid for there is one you do not. As George Orwell wrote every persons work is another's hobby: The painter might relax in the garden and the gardener by painting. It is why the idea of Ikigai is so useful. Recognising that work does not have to be crap, and we all have (some) choice over how we use our time, may be revelatory for some.

We are unimaginative in the use of Christine Armstrong’s magic wand because we are overloaded, distracted with short-attention and in need of a quick fix to allow us to skip to the next insubstantial and inconsequential thing that is demanding our attention and spiking us with dopamine affirmations.

It isn't that work is inherently crap, it is our approach to it. We'd welcome flow or mastery and we recognise craft but we are increasingly impatient and anxious people in an impatient "get it done" world that will address symptoms not problems and celebrate actions not outcomes, and cannot address complex issues like climate change for as long as there are 1000 easier dopamine quick-wins available.

If you read this far, well done. I recommend these

Stolen Focus: Why You Can't Pay Attention and How to Think Deeply Again by Johann Hari and Random House Audio

The Organized Mind: Thinking Straight in the Age of Information Overload by Daniel J. Levitin, Luke Daniels, et al.

And if you did not read the link above (which you should) here Colin Newlyn's types of work and the responses to Christine Armstrong’s magic wand

Colin Newlyn's types of work

Focused, individual
Collaboration
Learning
Relationships
Networking
‘Busy’ work (aka ‘crap’!)

Responses to Christine Armstrong’s magic wand

Lunch breaks
Tech that works (printers were mentioned a few times)
Clarity about their roles and those of others
Clear deliverables
Development plans
️ Good inductions for new people
Fewer and shorter meetings (ban PowerPoint!)
Shorter documents (maybe four pages max?)
Boundaries


Tim HJ Rogers
MBA Management Consultant + Change Practitioner
PRINCE2 Agile-Scrum Projects, Programmes and PMO
ICF Trained Coach, IoD Business Mentor, Mediator

Adapt Consulting Company
https://www.linkedin.com/company/adapt-consulting-company

#people #process #performance #projects #programmes #pmo #change #processimprovement #projectmanagement #changemanagement #workshops #mediation #coach #icfcoach #mentor #facilitation #training #jersey #channelislands

We support businesses with people, process and technology change. Either small (eg SME start-ups) or large (eg privatisation of public-sector organisations). We do this as Consultant/Project Manager sometimes setting-up an in-house Project Management Office (PMO) and Change Team. We also Mentor for programmes like the UK IoD  BeTheBusiness.

PARTNERING WITH AI FOR THE CREATION OF HUMAN STRATEGIES

 

The problem with think-tanks and strategy groups is that they rarely have sufficient resource or capacity when thinking and planning overly on their expertise which inevitably is the narrow experience of one person in one career.

I recourse to AI when curating questions about (1) political, (2) economic, (3) social, (4) technological, (5) environmental, and (6) legal implications when prompting thinking for the long-term. In my experience humans appear to be overly optimistic about their ability to control and effect change and largely base their assumptions on personal or local knowledge rather the world-wide demographic, social and geo-political trends. The use of AI coupled with a facilitator can ask provokative and naive questions and challenge assumptions with data which can make the conversation more thoughtfull and creative.

To be clear I would not let AI write my strategy, but equally I would not write a strategy without resource to research, data, trends and some awareness which are great input to a human conversation about our purpose, goals and next actions.

Adapt Consulting Company
https://www.linkedin.com/company/adapt-consulting-company

#people #process #performance #projects #programmes #pmo #change #processimprovement #projectmanagement #changemanagement #workshops #mediation #coach #icfcoach #mentor #facilitation #training #jersey #channelislands

We support businesses with people, process and technology change. Either small (eg SME start-ups) or large (eg privatisation of public-sector organisations). We do this as Consultant/Project Manager sometimes setting-up an in-house Project Management Office (PMO) and Change Team. We also Mentor for programmes like the UK IoD  BeTheBusiness.

BUSINESS AND PERSONAL PRODUCTIVITY TIPS > Fewer meetings

While there’s no denying the necessity for meetings, they are a frequent productivity drain. Minimise this by simply having fewer. This will free up time in your calendar for productive work, and force the meetings you DO hold to be more focussed and efficient.
 
 Tim HJ Rogers
 ICF Coach, Mentor, Mediation Practitioner
 MBA Management Consultant + Change Practitioner
 Projects, Programmes and PMO, PRINCE2 Agile-Scrum, Lean, Six-Sigma
 

Follow adapt-consulting-company on LinkedIn
 

We support businesses with people, process and technology change. Either small (eg SME start-ups) or large (eg privatisation of public-sector organisations).
We do this as Consultant/Project Manager sometimes setting-up an in-house Project Management Office (PMO) and Change Team. We also Mentor for programmes like the UK IoD BeTheBusiness.
 
 #people #process #performance #projects #programmes #pmo #change #processimprovement #projectmanagement #changemanagement #workshops #mediation #coach #icfcoach #mentor #facilitation #training #jersey #channelislands

BUSINESS AND PERSONAL PRODUCTIVITY TIPS > Delegate

BUSINESS AND PERSONAL PRODUCTIVITY TIPS

Delegate
Only do the work that only you can, and delegate the rest wherever possible. Try outsourcing to others who have the relevant skills and can do it faster and better than you. Trust your colleagues to do things, rather than micro-managing every task. This will empower them, and free you up to do what you do best.
 
Tim HJ Rogers
ICF Coach, Mentor, Mediation Practitioner
MBA Management Consultant + Change Practitioner
Projects, Programmes and PMO, PRINCE2 Agile-Scrum, Lean, Six-Sigma

Follow adapt-consulting-company on LinkedIn

We support businesses with people, process and technology change. Either small (eg SME start-ups) or large (eg privatisation of public-sector organisations).
We do this as Consultant/Project Manager sometimes setting-up an in-house Project Management Office (PMO) and Change Team. We also Mentor for programmes like the UK IoD  BeTheBusiness.

#people #process #performance #projects #programmes #pmo #change #processimprovement #projectmanagement #changemanagement #workshops #mediation #coach #icfcoach #mentor #facilitation #training #jersey #channelislands

Too many projects and not enough resources?

 

1. Prioritize projects. Evaluate each project to determine its importance and urgency, then prioritize the projects that should be worked on first.

2. Delegate tasks. Assign tasks to those best suited to complete them, and allow team members to work on multiple projects simultaneously if appropriate.

3. Outsource. Hire outside contractors or freelancers to help with projects that can be completed quickly and efficiently.

4. Automate. Use automation to reduce the amount of manual labor required for certain tasks.

5. Streamline processes. Take the time to review processes and look for areas that can be improved to streamline workflow and reduce the amount of resources needed.

6. Reduce scope. Consider reducing the scope of a project to make it more manageable and reduce the amount of resources needed.

Follow *Adapt Consulting Company*
https://www.linkedin.com/company/adapt-consulting-company
https://www.adaptconsultingcompany.com/company/

We support businesses with people, process and technology change. Either small (eg SME start-ups) or large (eg privatisation of public-sector organisations).

We do this as Consultant/Project Manager sometimes setting-up an in-house Project Management Office (PMO) and Change Team. We also Mentor for programmes like the UK IoD  BeTheBusiness.

#people #process #performance #projects #programmes #pmo #change #processimprovement #projectmanagement #changemanagement #workshops #mediation #coach #icfcoach #mentor #facilitation #training #jersey #channelislands

Price's Law says that 50% of work at a company is done by a small number of people.

 
Do you know about Price's Law? 

Price's Law says that 50% of work at a company is done by a small number of people.
 
Specifically, it means that 50% of work is done by the square root of the number of employees.

Half of the work in any organization is done by the square root of the number of employees. Ten employees? Three of them do half the work. One hundred employees? Ten of them do. Ten thousand? Just one hundred.

This is why Consulting and Coaching with just a few people can completely transform your organisation.

Follow *Adapt Consulting Company* https://www.linkedin.com/company/adapt-consulting-company

We support businesses with people, process and technology change. Either small (eg SME start-ups) or large (eg privatisation of public-sector organisations).

We do this as Consultant/Project Manager sometimes setting-up an in-house Project Management Office (PMO) and Change Team. We also Mentor for programmes like the UK IoD  BeTheBusiness.

About Adapt https://www.adaptconsultingcompany.com/company/

#jersey #timhjrogers #agile #change #pmo #prince2 #programmes #project #publicsector #scrum #technology #waterfall #projectmanager #projectmanagement #businessanalyst #programmemanagementoffice #lean #process #sixsigma #processimprovement #policies #procedures #workflow #training

STAGES OF MEDIATION

 

STAGES OF MEDIATION

See our summary guide

Stage 1: Mediator's opening statement.

Stage 2: Disputants' opening statements.

Stage 3: Joint discussion. The mediator might encourage the parties to respond directly to the opening statements

Stage 4: Private caucuses. The private caucus is a chance for each party to meet privately with the mediator.

Stage 5: Joint negotiation. After caucuses, the mediator might bring the parties back together to negotiate directly

Stage 6: Closure. If the parties reach an agreement

Read more
https://www.adaptconsultingcompany.com/mediationtoolkit/Process%20Stages%20of%20Mediation.pdf

Tim HJ Rogers
Thinking Feeling Being
We support people and organisations achieve their goals through facilitation, workshops, mentoring, mediation and sharing change resources
https://www.linkedin.com/company/thinkingfeelingbeing

Tim@ThinkingFeelingBeing.com
Mob 447797762051
https://www.linkedin.com/in/timhjrogers/

#mediation #coach #mentor #philosophy #psychology #purpose #thinking #feeling #icfcoach #coaching #facilitation, #workshops, #mentoring, #mediation #changeresources

7 Classically Difficult People Types

 Types of difficult people

1. The Hostile, Aggressive, Belligerent and Offensive
2. The Complainer, Grouches and The Sourpuss
3. The Silent Unresponsive and The Quiet
4. The Super Agreeable - Puppy Type
5. The Negativist
6. The Know It All
7. The Indecisive, The Dithered, The Hesitant

Read more
https://www.adaptconsultingcompany.com/mediationtoolkit/Client%20Resource%20Working%20with%20Difficult%20People.pdf

Tim HJ Rogers
Thinking Feeling Being
We support people and organisations achieve their goals through facilitation, workshops, mentoring, mediation and sharing change resources
https://www.linkedin.com/company/thinkingfeelingbeing

Tim@ThinkingFeelingBeing.com
Mob 447797762051
https://www.linkedin.com/in/timhjrogers/

#mediation #coach #mentor #philosophy #psychology #purpose #thinking #feeling #icfcoach #coaching #facilitation, #workshops, #mentoring, #mediation #changeresources

CRUCIAL AND PERFORMANCE CONVERSATIONS: APPROACHES, STYLES, AND PEOPLE CONTEXTS

I have been putting together some thoughts for a presentation about crucial conversations and performance management and have drawn on my experience as a Project Manager, Coach and Sports Performance Director Significantly I have looked back at my notes from my Mediation Practitioner Course and have included links below which may be useful.

Crucial and performance conversations are fundamental to organizational success. They function as the backbone of performance management, task coordination, conflict resolution, and leadership effectiveness. This essay will explore the various facets of these essential interactions, touching on different approaches, styles of conflict management, and ways to deal with varying people contexts.

Firstly, it is important to highlight the role that policies, processes, and paperwork play in defining the contours of these conversations. The procedures set forth can either facilitate or impede these conversations, depending on their efficacy and practicality. On one hand, they provide structure and predictability, which can be beneficial to task-focused conversations. On the other hand, bureaucratic hurdles or rigid structures can hinder open and authentic dialogue, making it challenging to address performance issues or conflicts.

Personal Story

I once worked with an organisation where the “managing attendance” policy was so cumbersome that the prior managers failed to follow it and consequentially failed to properly address someone taking 220 days off sick, mostly on Fridays and Mondays in a 4 year period. The matter was resolved when we used Occupational Heath to provide a report (there was nothing wrong with them) offered options and alternatives, and documented each stage through to termination. Each step following the process correctly brought the matter to a conclusion where past managers simply accommodated the problem and shrugged-off the impact upon team morale.

The context and culture of an organization significantly impact the ease or difficulty of these conversations. A culture of open communication, trust, and psychological safety would naturally foster more effective performance and crucial conversations compared to a culture that represses dialogue or encourages competition over collaboration.

Personal Story

Working in an organisation that give regular and constructive feedback as a matter of routine is better than once that saves it up for the annual appraisal. As a Rowing Coach and Competition Selector I give observations and feedback all the time to athletes. I would regard it a huge failure if the Competition Selection was a surprise, instead people should have the data and opinion so that Competition Selection is merely confirmation of the transparent and obvious.

Three approaches can frame these conversations:

1. Task-focused: These involve SMART (Specific, Measurable, Achievable, Relevant, Time-bound) objectives and processes. They are effective for clear goal-setting, monitoring progress, and ensuring accountability.

2. People-focused: These prioritise feelings, teamwork, and achievement. They are crucial for building relationships, fostering team cohesion, and nurturing a positive work environment.

3. Strategy-focused: These are based on organizational outcomes. They align individual or team efforts with the broader organizational objectives, ensuring strategic congruence.

Personal Story

Roles have an effect. As a Project Manager looking at delivery I’ll usually take a task-focused approach with OKRs and KPIs, milestones and benchmarks including time, cost and quality. As a Personal Coach supporting the person my focus will be on their personal growth and capability, not just for the correct goal, but all future ambitions. As a Change Manager / Facilitator I will take a more Strategy-focused approach, more like an architect than a foreman looking at different approaches to achieve the goal rather than upon a particular process or person.



Different styles of conflict management complement these approaches:

1. Collaborating Style: This approach seeks win-win outcomes, nurturing a sense of teamwork and mutual respect.

2. Competing Style: This style prioritises individual goals over collective objectives, which can sometimes be effective, but may also escalate conflicts if not used judiciously.

3. Avoiding Style: This involves evading conflict, which may provide temporary relief, but could lead to unresolved issues in the long run.

4. Accommodating Style: This style involves prioritizing the interests of others over one's own, which can be useful in building relationships, but may also lead to imbalance if overused.

When it comes to dealing with difficult people during these conversations, it's crucial to identify their characteristic patterns. Seven classic types include the hostile-aggressive, the complainer, the silent, the super agreeable, the negativist, the know-it-all, and the indecisive. Understanding these archetypes can help tailor communication strategies, fostering more effective engagement and conflict resolution.

Personal Story

Behind each of the Classically Difficult People Types there is a through, feeling, experience which is the cause for their behaviour. The role of a good manager is to understand this and either address the issues or debunk the myths that are the practical, understanding or emotional barrier to progress.

1. The Hostile, Aggressive, Belligerent, and Offensive: Practice assertiveness to set clear boundaries, promoting mutual respect and open dialogue.

2. The Complainer, Grouches, and The Sourpuss: Encourage constructive criticism and problem-solving, focusing on solutions rather than problems.

3. The Silent, Unresponsive, and The Quiet: Foster an environment of trust and openness, inviting them to share their thoughts and reassure them that their voice matters.

4. The Super Agreeable - Puppy Type: Establish opportunities for them to develop decision-making and leadership skills, nurturing their self-confidence and autonomy.

5. The Negativist: Encourage positivity and future-focused thinking, while validating their concerns to ensure they feel heard.

6. The Know It All: Cultivate a learning environment and encourage humility by promoting collaborative problem solving and shared expertise.

7. The Indecisive, The Dithered, The Hesitant: Facilitate decision-making processes, provide support, and reassure them that mistakes are part of learning and growth.

Finally, using models like the DESC (Describe, Express, Suggest, Consequences) script can aid in structuring these conversations. The DESC model encourages one to Describe the specific situation, Express concerns about the action, Suggest other alternatives, and state the Consequences, promoting clarity, accountability, and constructiveness in discussions.

In conclusion, the dynamic nature of crucial and performance conversations necessitates adaptability and an understanding of the various elements at play – policies, culture, conversation approaches, conflict management styles, people's characteristics, and effective conversation models. With these in hand, one can navigate these essential dialogues more effectively, thereby bolstering individual and organizational performance.

Tim HJ Rogers

Thinking Feeling Being

We support people and organisations achieve their goals through facilitation, workshops, mentoring, mediation and sharing change resources

https://www.linkedin.com/company/thinkingfeelingbeing

Tim@ThinkingFeelingBeing.com

Mob 447797762051

https://www.linkedin.com/in/timhjrogers/

#mediation #coach #mentor #philosophy #psychology #purpose #thinking #feeling #icfcoach #coaching #facilitation, #workshops, #mentoring, #mediation #changeresources

POPULAR MODELS OR CHECKLISTS FOR COACHING > The Johari Window

POPULAR MODELS OR CHECKLISTS FOR COACHING

The Johari Window:

The Johari Window is a coaching tool that can be used to increase self-awareness and improve communication. The model involves dividing a square into four quadrants, with each quadrant representing a different aspect of self-awareness:
 
The Open Area: The part of oneself that is known to oneself and others
The Blind Area: The part of oneself that is unknown to oneself but known to others
The Hidden Area: The part of oneself that is known to oneself but unknown to others
The Unknown Area: The part of oneself that is unknown to oneself and others

TimHJRogers
Thinking Feeling Being
https://www.linkedin.com/company/thinkingfeelingbeing
https://thinkingfeelingbeing.com/about/

We support people and organisations achieve their goals through facilitation, workshops, mentoring, mediation and sharing change resources
#careercoaching #changeresources #coach #coaching #communicationcoaching #facilitation #feeling #icfcoach #leadershipcoaching #mediation #mentor #mentoring #philosophy #psychology #purpose #thinking #timemanagement #worklifebalance #workshops

Coaching for Goal Setting

 

Coaching for Goal Setting
Goal setting coaching is popular among professionals seeking to set and achieve meaningful goals. As a goal setting coach, I have helped individuals to set clear, achievable goals, develop action plans, and track progress. If you're looking to achieve your goals and maximize your potential, let's connect.

TimHJRogers
Thinking Feeling Being
https://www.linkedin.com/company/thinkingfeelingbeing
https://thinkingfeelingbeing.com/about/

We support people and organisations achieve their goals through facilitation, workshops, mentoring, mediation and sharing change resources
#careercoaching #changeresources #coach #coaching #communicationcoaching #facilitation #feeling #icfcoach #leadershipcoaching #mediation #mentor #mentoring #philosophy #psychology #purpose #thinking #timemanagement #worklifebalance #workshops

WHO IS DOING THE ROLE DETERMINES HOW IMPORTANT THE TASK IS...so think about how you allocate roles!

The "priority dilution effect" or the "priority paradox" can also manifest in how people perceive the importance of specific roles based on who is performing them. This phenomenon can occur due to several factors...

PERCEPTIONS OF COMPETENCE: People may perceive certain individuals as more competent or skilled in specific roles. When someone capable takes up a role, others may feel less inclined to consider it a critical priority because they trust that person to handle it effectively. On the other hand, if someone is perceived as less competent or inexperienced in a particular role, it may be seen as more important for others to step in and provide guidance or support.

TRUST AND CONFIDENCE: The level of trust and confidence individuals have in someone performing a role can influence their perception of its importance. If there is a high level of trust in an individual's abilities, others may be less likely to view the role as a priority because they believe it is in capable hands. Conversely, if there is doubt or skepticism about someone's competence or reliability in a role, others may feel a greater need to monitor or intervene, considering it a higher priority.

INTERPERSONAL DYNAMICS: Personal relationships and dynamics within a team or organization can also play a role. Individuals may assign different levels of importance to a role based on their relationships with the person performing it. For example, someone may prioritize a role more when it involves supporting or collaborating with a colleague they have a positive relationship with, while downplaying its importance when it involves working with someone they have a strained relationship with.

It's important to recognize that these shifts in perception based on who is performing a role can impact teamwork and collaboration. To mitigate the potential negative effects, it's crucial to foster a culture of open communication, transparency, and equal respect for the importance of roles and contributions. Emphasizing the value of every role and promoting a collective understanding of priorities can help ensure that tasks and responsibilities are appropriately acknowledged and supported regardless of who is performing them.

From Talk to Action The Crucial Shift from Ideas to Execution for Success

There is a common saying that "ideas are a dime a dozen, but execution is priceless." While think-tanks, advice, debate, and opinion have their value in shaping strategies and generating ideas, the execution stage is where the rubber meets the road and determines the success or failure of those ideas. It's true that we often overvalue the former and undervalue the latter, which can lead to failures in various domains.

Here are some examples

Technological Innovations: Many promising ideas and concepts fail to materialize into successful products or services due to inadequate execution. For example, a company might have a brilliant idea for a new gadget, but if they lack the technical expertise, skilled development team, or efficient project management to bring it to market, the idea remains just that—an idea.

Corporate Strategies: Companies may develop comprehensive strategies and plans for growth or market expansion, but without effective implementation, those strategies can fall flat. Lack of commitment and collaboration among different departments, misalignment of objectives, or poor communication can all hinder successful execution. As a result, the company may struggle to achieve the desired outcomes and lose its competitive edge.

Social Initiatives: Non-profit organizations or community projects can encounter difficulties when attempting to address social issues due to challenges in execution. For example, a campaign to raise awareness about a specific cause may fail to gain traction if there is a lack of commitment from volunteers, insufficient coordination, or ineffective communication strategies.

Startup Failures: Startups often have innovative ideas and products, but a significant number of them fail due to poor execution. This can include factors such as inability to secure funding, inadequate market research, failure to adapt to changing market dynamics, or the inability to build a strong team capable of executing the business plan effectively.

Government Policies: Governments often face challenges in implementing policies effectively due to various reasons, including bureaucratic inefficiencies, lack of coordination between departments, or poor project management. This can result in policies that fail to achieve their intended goals or lead to unintended consequences.

I want to expand upon the last point about Government...

Government-Industry Collaboration: Accelerating Economic Growth, Job Creation, and Industry Development

Unlocking the full potential of government policies to stimulate economic growth, create jobs, and foster thriving industries requires a transformative partnership between governments and industries. However, a significant hurdle arises when both parties view their roles as limited to advisory functions, rather than actively engaging in coordinated action.

Consequently, these barriers can undermine policy effectiveness, leading to the failure of intended goals or the emergence of unintended consequences. For instance, consider a well-intentioned public infrastructure project that encounters delays, exceeds budgetary limits, and ultimately falls short of delivering the anticipated benefits due to inadequate management and execution. This highlights the pressing need for collective efforts from both government and industry, recognizing that neither can achieve success in isolation.

By nurturing a culture of collaboration, co-creation, and shared responsibility, we can surmount this challenge and ensure that policies translate into tangible outcomes that drive societal progress. Governments and industries must join forces, leveraging their respective strengths and expertise, to deliver on the promise of accelerated economic growth, increased job opportunities, and the development of robust industries. Through a partnership, we can unlock the true potential of government policies and foster an environment conducive to sustainable prosperity.

In all these examples, the failure can be attributed to a lack of competence, commitment, consensus, and collaboration at the execution stage. While ideas and opinions are important, without proper management and a dedicated delivery team, they may never translate into tangible results. Successful execution requires competent leadership, clear decision-making, and the ability to rally teams and resources towards achieving the desired goals.


#ExecutionMatters, #IdeasVsExecution, #DeliveringResults, #FromIdeasToAction, #CompetenceAtExecution, #CollaborativeSuccess, #CommitmentToResults, #EffectiveManagement, #TurningIdeasIntoReality, #ExecutionIsKey

Tim HJ Rogers
MBA Management Consultant + Change Practitioner
PRINCE2 Agile-Scrum Projects, Programmes and PMO
ICF Trained Coach, IoD Business Mentor, Mediator
Tim@AdaptConsultingCompany.com
Mob 447797762051
@timhjrogers #timhjrogers

https://www.adaptconsultingcompany.com/company/
https://www.linkedin.com/company/adapt-consulting-company/

Is management about efficiency and leadership is about maximizing?

 

The statement that "management is about efficiency whereas leadership is about maximizing" reflects a common perspective on the roles and goals of these two concepts in organizational contexts. However, it is important to note that management and leadership are not mutually exclusive and often overlap in practice. Both efficiency and maximizing can be important aspects of both management and leadership. Let's explore these ideas further and discuss the Jevons paradox in relation to sustainability.

Management, generally speaking, involves the coordination and organization of resources and processes to achieve specific goals efficiently. It focuses on optimizing processes, minimizing waste, and maximizing productivity within the existing framework. Management often emphasizes the efficient allocation of resources, time, and effort to achieve desired outcomes.

On the other hand, leadership is typically associated with guiding and inspiring individuals or teams towards a shared vision or goal. Leadership encompasses qualities such as vision, motivation, and strategic thinking. Leaders often focus on maximizing the potential of their teams and pushing boundaries to achieve exceptional results.

Now, let's discuss the Jevons paradox and its relevance to sustainability. The Jevons paradox, named after the 19th-century economist William Stanley Jevons, describes a phenomenon where improvements in efficiency or technological advancements that increase the efficiency of resource use can paradoxically lead to an increase in total resource consumption rather than a decrease.

For example, consider the introduction of more fuel-efficient cars. One might expect that increased fuel efficiency would result in reduced fuel consumption. However, in practice, the reduced cost per mile of driving and improved efficiency may lead to increased overall car usage, offsetting the initial gains in fuel efficiency. As a result, the total fuel consumption may not decrease or may even increase.

The Jevons paradox highlights the complex relationship between efficiency and resource consumption. It suggests that increased efficiency alone is not sufficient to achieve sustainability goals. This paradox is particularly relevant in the context of leadership and extraction-oriented growth.

Leadership that primarily focuses on maximizing growth and extraction of resources may lead to increased consumption and strain on the environment. If leaders prioritize short-term gains and expansion without considering the long-term sustainability of their actions, it can have negative consequences for the environment and future generations.

On the other hand, management, with its emphasis on efficiency, can play a crucial role in promoting sustainability. Effective management practices can identify opportunities for reducing waste, optimizing processes, and utilizing resources more efficiently. By implementing sustainable practices, such as recycling initiatives, energy conservation measures, or supply chain optimizations, management can contribute to minimizing the negative environmental impact of organizational activities.

In conclusion, while management and leadership have distinct focuses, the division between efficiency and maximizing is not absolute. Both concepts can incorporate elements of efficiency and maximizing, depending on the context. However, it is important for both management and leadership to consider sustainability as a fundamental aspect of their decision-making processes. Balancing efficiency with long-term environmental considerations is crucial for creating a sustainable future.

Diverse Perspectives on Leadership Taskmaster, Coach, and Strategist

Leadership within a project management framework often embodies diverse mindsets. Each comes with its distinct way of thinking, motivating, and driving outcomes. Let's explore the perspectives of three different leadership styles - the Task-Focused Project Manager, the People-Focused Coach, and the Outcome-Focused Strategist - in handling a team that seems to have hit a roadblock despite clear roles and tasks following the S.M.A.R.T. approach.
 

THE TASK-FOCUSED PROJECT MANAGER

A Task-Focused Project Manager thrives on structure, detail, and process. They view the situation as a problem with task execution. They're likely to reason: "The tasks are well defined, measurable, attainable, relevant, and time-bound. Why isn't progress being made?"

Their response may involve a more detailed analysis of task completion. They may revisit each task with the responsible team members, looking for gaps in understanding, misalignment of resources, or time-management issues. This manager might tighten controls, set more precise expectations, or enhance monitoring of tasks to encourage progress. 

THE PEOPLE-FOCUSED COACH

In contrast, a People-Focused Coach leads with empathy and understanding. They believe in the potential of their team members, viewing this situation as a signal of underlying issues. They might ask, "What personal or team dynamics could be hindering progress?"

The Coach is likely to initiate one-on-one discussions, seek to understand individual challenges, and foster a supportive atmosphere. They might address motivational issues, improve communication, or mediate conflicts. They'll likely foster personal growth and development, building a stronger, more committed team.

THE OUTCOME-FOCUSED STRATEGIST

An Outcome-Focused Strategist is primarily concerned with results and progress. They see this situation as a hurdle to be overcome. Their thought might be, "We've hit a snag, but how can we use this to our advantage?"

This leader might encourage the team to brainstorm innovative solutions, stimulating creativity, and out-of-the-box thinking. They might reassess strategic alignment, redefine end goals, or shift focus towards more impactful areas. They would encourage change and progress, fostering a culture of continual learning and improvement.

OPTIONS

Which script would you follow?

1. Task and Process Focused Project Manager

"Good morning, team. I have noticed that our progress has been slower than expected recently. We all agreed on the S.M.A.R.T goals and I trust in our capabilities to deliver. Let's revisit our tasks and processes. Each task was defined with a clear expectation and deadline, so let's walk through each one to identify any possible bottlenecks. If there are any gaps in understanding or resource allocation, please let me know. We can introduce more checkpoints to monitor our progress more effectively. Remember, our project's success relies on the execution of these tasks. Let's use this as an opportunity to refine our workflow and improve our efficiency. I am confident that we can overcome this hurdle together."

2. People-Focused Coach

"Hello everyone. I've noticed some delays in our work recently. I believe we are all committed to this project, so let's take this as an opportunity to check in. I want to understand your challenges. Let's have open conversations about the tasks. Are there any obstacles that we need to discuss? Are there any personal challenges we need to address? Our strength lies in our unity and support for each other. If we understand our challenges, we can find a way to overcome them together. Let's ensure we communicate effectively and support each other. Your growth and development are what drive our success."

3. Outcome-Focused Strategist

"Team, I've observed we've been lagging behind on our project timeline. Let's not view this as a setback, but as a chance to innovate and progress. Have we considered alternative approaches to these tasks? Could we pivot our strategy to achieve better results? What lessons can we learn from the challenges we're facing? Remember, we're not just here to complete tasks - we're here to deliver outcomes. Let's use this moment to foster a culture of learning, innovation, and adaptability. Every challenge brings a new opportunity. So, let's use this as an opportunity to redefine our goals and explore innovative ways to achieve them."

CONCLUSION

Different leadership styles offer varying perspectives and solutions in addressing project challenges. The task-focused approach emphasizes structure and process, the people-focused strategy centers around team dynamics, while the outcome-focused mindset drives innovation and progress.

An effective project manager could embody aspects of all these perspectives, flexibly navigating between task, people, and outcome orientations as needed. After all, successful project management isn't about adhering strictly to one approach but about adaptively harnessing the strengths of each to serve the project's unique needs.

 #ProjectManagement #LeadershipStyles #TaskFocus #PeopleFocus #OutcomeFocus #TeamDynamics #Innovation #Progress #ChangeManagement #AdaptiveLeadership


Tim HJ Rogers
MBA Management Consultant + Change Practitioner
PRINCE2 Agile-Scrum Projects, Programmes and PMO
ICF Trained Coach, IoD Business Mentor, Mediator
Tim@AdaptConsultingCompany.com
Mob 447797762051
@timhjrogers #timhjrogers

https://www.adaptconsultingcompany.com/company/

 

 

 

THE CHALLENGE OF PROJECT BUDGETS, COSTS AND CONTROLS

THE CHALLENGE OF PROJECT BUDGETS, COSTS AND CONTROLS

It is interesting that some projects require the project manager to take responsibility for the project budget, whereas others see this as something belonging to the sponsor company leaving the project manager solely to look at delivery.

I believe this can be a mistake if the sponsor organisation is not actually used to managing project budgets. In this article, we'll give some experience and analysis. Which I hope will be useful.

SCOPE OF BUDGETS, COSTS AND CONTROLS

First, let's consider the various types of project, budget and control that we might want to consider. At its simplest it is literally identifying the anticipated costs and comparing with the actual costs of project delivery.

More sophisticated models may require cash flow analysis so that we know that the funding is available when needed. And over the projected period of time, discounted cash flow to take account of interest rates and the future value of money.

Another thing to consider is whether financial control includes the internal costs and what rates to apply to these internal costs when measuring and monitoring the value of internal resource.

Some projects only consider the capital cost whereas others also the revenue expense of running the project and potentially the return on investment looking further into the future.

I often recommend that financial control also take account of the payment mechanisms. Managing payments against invoices, milestones, delivery or other agreed criteria.

Looking at projected ROI may be important if the expected benefits fall below the cost of the project there may be a point in time in which it is wise to terminate.

EXAMPLE ACCOUTING FOR TIME

Here is a simplified , anonymised but otherwise real scenario. A series of 10 workflows where to be delivered over 10 days for £10,000. After 8 days of discussion and debate 5 workflow are drafted but none complete. Would you traffic-light this as green (still under budget), amber (well behind schedule), or red (unlikely to be achieved on-time and on-budget)

Typically the vendor-supplier only looking at spend will flag this as green whereas the sponsor-customer looking at projections might colour amber or red. Sadly poor monitoring often means the budget is run dry before anyone notices there is an issue.

EXAMPLE ACCOUTING FOR SCALE-CREEP

Here is another scenario. A series of 10 policies and procedures are to be produced, under the supervision of the compliance subject-matter expert. Quickly the 10 documents become 20 and what was anticipated as quick guides of 2 pages become lengthy manuals of 20 pages. How much deviation do you tolerate and accommodate before you halt and renegotiate.

This is where written-down requirements greatly help in the identification of scope-creep, scale-creep or change. Typically, however the changes are small and incremental like a rising tide and its only on later reflection (and perhaps review of time and costs) that the situation if recognised for what it is.

EXAMPLE ACCOUTING FOR CHANGE

Straightforward change should be easy to manage insofar as it should be obvious when the contract for a pizza becomes a request for a cake, or the budget for a flat becomes the need for a house.

Here again up-front written-down requirements greatly help in the identification of scope-creep, scale-creep or change. However whilst the deviation from pizza to cake maybe obvious, the transition from diesel car to electric car may be seen as minor for the person focussed on the car, and fundamental for the person recognising the differences in design, development, delivery and cost differences between diesel and electric vehicles.

The above covers some important aspects of managing project budgets, costs, and controls with the emphasis on the potential disconnect between a project manager's perspective and that of a project sponsor, as well as the impact of scope creep, time management, and change management are all critical points.

Below are some other scenarios…

RESOURCE AVAILABILITY AND SKILL CHALLENGE

A project plan could be threatened when a key resource is no longer available or is reassigned. Or perhaps the required skill sets for a project are underestimated, leading to increased training costs or the need to hire external consultants, which may inflate the budget.

TECHNOLOGY OR MATERIAL PRICE FLUCTUATION

In technology projects, or those that require specific materials, a sudden change in market prices could affect the overall budget. This scenario could be particularly relevant when dealing with long-term projects.

UNFORESEEN RISKS AND CONTINGENCIES

For projects that involve considerable uncertainties such as construction or research & development projects, the actual cost could far exceed the budget due to unforeseen risks materializing. The ability to manage risk and have a well-defined contingency plan can mitigate these scenarios.

RECOMMENDATIONS

TRAINING: Both project managers and sponsors should have training on project financial management, ensuring that they are prepared to oversee this critical aspect.

RISK MANAGEMENT: A rigorous risk management process can help in identifying and mitigating risks early. This process should be integrated into the project management workflow.

CHANGE CONTROL PROCESS: A clearly defined and strictly adhered-to change control process should be implemented to manage changes effectively.

SCOPE MANAGEMENT: To avoid scope creep, it is essential to have a well-defined project scope from the outset, and any change to it should be approved and controlled.

REGULAR BUDGET REVIEWS: Regular and systematic reviews of the project budget should be carried out to catch any potential overspends early and take corrective action.

CONCLUSION

Managing project budgets, costs, and controls is a complex task requiring a strong understanding of financial principles, project management skills, and keen oversight. Given the potential risks involved, project managers and sponsors should invest in appropriate training, employ robust risk and change management processes, and regularly review project financials to ensure success. The scenarios provided illustrate the necessity of these practices, and highlight the need for vigilance in project budgeting and cost control.