Bim Musings changed it's look. Now there's an interactive way of dealing with leadership and management issues. Here's a place for those new to leadership, or those looking for leadership renewal to share there thoughts, ideas, best practices with others.
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Saturday, December 01, 2007
Thursday, March 08, 2007
Need Help? Be Specific.
When I was working at a Fortune 500 company, my division was internally merging with a culturally different organization. It was essentially the Gen X crowd versus The Baby Boomer generation. One side would list major accomplishments as their wedding day, the birth of a child, or a trip abroad they had saved up for. The other, President’s Club, numbers they hit, problems they solved. Two different worlds – united in the fact that we all very much disliked our new boss. This boss did do one thing very right. He saw that the intergration was not smooth so he hired outside help to bring us together.
We escaped to an island and embarked on a number of team building exercises. They were mostly awkward, but occasionally fun. At the end of each one we would debrief and discuss what we learned – what went right, what went wrong. Inevitably, each one ended with the realization that we needed clearer communication and to be more helpful toward each other. One of our last exercises changed the dynamic of the team, my place on it and forever altered how I approach communication, particularly when asking for help.
We were paired up into several teams, deposited into a large field and instructed to use the compass each team was provided to race around key areas of the meadow. An orienteering on steroids. This brought up the competitive spirit unlike any of the other exercises. The person I was teamed with was a very nice guy, but an over accomidating follower with no innate leadership that I could tell. As the race began I instantly forgot my cub scout training on how to actually adjust and read a compass. I asked for help, but my coworkers, some of them very good friends, began to mock me. They were off and racing, and each time they passed by they would taunt us, but never offering assistance. It began to tick me off and strengthen my resolve. We eventually got instruction from the facilitator and after a five minute delay, my partner and I were able to surge up to a second place finish.
During our after action review I was uncharacteristically livid. “What had happened to the many hours we had already spent learning the value of team, and communication, and helpfulness? Were those other exercises just a waste of time, had we learned nothing,” I quizzed angrily. Many were shocked by my red faced outburst, but they understood the point and my passion that it had aroused. One colleague explained by way of a future solution. “You just said, someone help – you weren’t specific. What help did you need and who did you want it from? I’m competitive, and was so busy I didn’t even hear you. It’s like the tons of email I get everyday. When someone copies in the world looking for help, I tend to ignore it. I figure someone else on the distribution list will help. The fact is, everyone is busy and no one ever helps, because they don’t know how.”
He continued, “Be specific in what you want and who you want it from.” Poignant words, which I found to be immediately true. In the heat of the moment, when I approached the facilitator, I addressed him by name and specifically asked him if he could give me a quick refresher on how to set and read the compass. He did, and as a result I got exactly what I wanted.
The team came together fairly quickly after that weekend away. There were too many other influences that prevented up from becoming a truly high performing team, but we communicated with each other exceptionally well, and we were always able to get the help we needed from each other, because instead of standing in a field shouting to the heavens, we asked specific people what specific help we needed. The results were faster and much more satisfying.
We escaped to an island and embarked on a number of team building exercises. They were mostly awkward, but occasionally fun. At the end of each one we would debrief and discuss what we learned – what went right, what went wrong. Inevitably, each one ended with the realization that we needed clearer communication and to be more helpful toward each other. One of our last exercises changed the dynamic of the team, my place on it and forever altered how I approach communication, particularly when asking for help.
We were paired up into several teams, deposited into a large field and instructed to use the compass each team was provided to race around key areas of the meadow. An orienteering on steroids. This brought up the competitive spirit unlike any of the other exercises. The person I was teamed with was a very nice guy, but an over accomidating follower with no innate leadership that I could tell. As the race began I instantly forgot my cub scout training on how to actually adjust and read a compass. I asked for help, but my coworkers, some of them very good friends, began to mock me. They were off and racing, and each time they passed by they would taunt us, but never offering assistance. It began to tick me off and strengthen my resolve. We eventually got instruction from the facilitator and after a five minute delay, my partner and I were able to surge up to a second place finish.
During our after action review I was uncharacteristically livid. “What had happened to the many hours we had already spent learning the value of team, and communication, and helpfulness? Were those other exercises just a waste of time, had we learned nothing,” I quizzed angrily. Many were shocked by my red faced outburst, but they understood the point and my passion that it had aroused. One colleague explained by way of a future solution. “You just said, someone help – you weren’t specific. What help did you need and who did you want it from? I’m competitive, and was so busy I didn’t even hear you. It’s like the tons of email I get everyday. When someone copies in the world looking for help, I tend to ignore it. I figure someone else on the distribution list will help. The fact is, everyone is busy and no one ever helps, because they don’t know how.”
He continued, “Be specific in what you want and who you want it from.” Poignant words, which I found to be immediately true. In the heat of the moment, when I approached the facilitator, I addressed him by name and specifically asked him if he could give me a quick refresher on how to set and read the compass. He did, and as a result I got exactly what I wanted.
The team came together fairly quickly after that weekend away. There were too many other influences that prevented up from becoming a truly high performing team, but we communicated with each other exceptionally well, and we were always able to get the help we needed from each other, because instead of standing in a field shouting to the heavens, we asked specific people what specific help we needed. The results were faster and much more satisfying.
Saturday, February 03, 2007
Directors Direct
When I was a student at Emerson College, one of my sophomore courses had me direct a short video production. The college, with its strong, “learn by doing” approach, had two studios with cameras freshly donated from the local television station. This particular class was taught by an exceptionally chic PBS producer who always clutched a coffee filled Styrofoam cup in her hand.
I had completed many video projects in high school and during my freshman year at Emerson. Having had already written the script and storyboard the prior week, when it was my day to direct I was feeling very comfortable and was assured I had everything under control. I remember feeling jazzed as I ran back and forth between the control room and the studio, where I set up particular shots and helped move pieces of the set. I rolled a ladder into position under a spotlight and began to scramble up it when my sophisticated instructor called out to me, “Karl, what are you doing?”
“Adjusting the light,” I replied.
“Don’t you have a lighting director? She quizzed
“Yes,” I said.
“Then tell them what to do,” she said.
“But –,” I started to explain.
She looked up at me and motioned with her hand, “Look around – see all these people just standing? That’s you’re crew.”
“But, I was just trying to help,” I offered
“Their job is to help you – your job is to direct them. If they aren’t helping you they know they will fail this assignment. In real life, if they didn’t help you, they would be fired and not get paid,” she said.
I started to protest about how I was brought up, but she would have none of it. In surprising less than polite PBS language she told me, “Now get your (butt) off that (freaking) ladder and into the control room. Do not come out on the studio floor again until the shoot is over and you congratulate or reprimand your crew. Right now you have a (freaking) show to do, so use your headset, use your floor manager and use your assistant director. You are the director – (freaking) direct!”
In short order the control room and studio were buzzing with activity and it ended up being a great experience.
At first blush this may run counter to how many believe teams work. It may seem to challenge a culture of empowerment, or the servant leadership lifestyle. It doesn’t. In fact, it fits perfectly well into those contexts. It took me years to not so much learn, but confirm that early leadership lesson. There are different styles of directors that may emphasis one nuance over another, but the basic formula is the same. Set the vision; communicate the vision, repeatedly, wisely assign roles and delegate tasks to those who can best fulfill the vision. Then get out of their way, so they can do their job in a way that compliments your job. Give them feedback, but don’t do the work for them. At the end of the production, learn from any mistakes and celebrate success. We needn’t complicate things. Directors Direct. Leaders Lead.
I had completed many video projects in high school and during my freshman year at Emerson. Having had already written the script and storyboard the prior week, when it was my day to direct I was feeling very comfortable and was assured I had everything under control. I remember feeling jazzed as I ran back and forth between the control room and the studio, where I set up particular shots and helped move pieces of the set. I rolled a ladder into position under a spotlight and began to scramble up it when my sophisticated instructor called out to me, “Karl, what are you doing?”
“Adjusting the light,” I replied.
“Don’t you have a lighting director? She quizzed
“Yes,” I said.
“Then tell them what to do,” she said.
“But –,” I started to explain.
She looked up at me and motioned with her hand, “Look around – see all these people just standing? That’s you’re crew.”
“But, I was just trying to help,” I offered
“Their job is to help you – your job is to direct them. If they aren’t helping you they know they will fail this assignment. In real life, if they didn’t help you, they would be fired and not get paid,” she said.
I started to protest about how I was brought up, but she would have none of it. In surprising less than polite PBS language she told me, “Now get your (butt) off that (freaking) ladder and into the control room. Do not come out on the studio floor again until the shoot is over and you congratulate or reprimand your crew. Right now you have a (freaking) show to do, so use your headset, use your floor manager and use your assistant director. You are the director – (freaking) direct!”
In short order the control room and studio were buzzing with activity and it ended up being a great experience.
At first blush this may run counter to how many believe teams work. It may seem to challenge a culture of empowerment, or the servant leadership lifestyle. It doesn’t. In fact, it fits perfectly well into those contexts. It took me years to not so much learn, but confirm that early leadership lesson. There are different styles of directors that may emphasis one nuance over another, but the basic formula is the same. Set the vision; communicate the vision, repeatedly, wisely assign roles and delegate tasks to those who can best fulfill the vision. Then get out of their way, so they can do their job in a way that compliments your job. Give them feedback, but don’t do the work for them. At the end of the production, learn from any mistakes and celebrate success. We needn’t complicate things. Directors Direct. Leaders Lead.
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