Building on failure and action versus motion

I just listened to the 37signals podcast.  It was a playback of some of the brainstorming sessions leading up to the release of the book REWORK.  For those who don't know me, I'm a complete 37signals fanboy.  They just "get it".  I don't know if it's their no BS approach to business or that they have great products.  But, I've found many of the things they created, do, and say helpful in multiple areas.  It doesn't matter if you're an entrepreneur or a project manager.  They have something for everyone. There were two things from the book I wanted to note today.  First, they talked about building on failure versus building on success.  My takeaway is if you want to reach a goal (insert your project or product here), it is easier for you to build upon small successes than to fail and start over. Example: When you're [creating] an [product] for a customer, wouldn't you rather deliver small chucks and get acceptance from the customer along the way, rather than offer a big reveal at the end and risk delivering something they don't want?  If you fail, you have to start all over.  Out of a million possibilities, you've narrowed it down by ONE.  I agree with the PDCA approach (Deming cycle). You should refine, deliver, refine, deliver.  Don't forget to deliver.  If you get something 99% done, you still have nothing.  Deliver something (regardless how small), get acceptance, and repeat.

The Second thing I wanted to note from the podcast was the mention of an Ernest Hemingway quote

Never mistake motion for action

Things don't have to be hard.  If your business [process] requires you to do wasteful (time or money) things, don't do them!  You should be doing things because they provide value (save time/money or make money).  The rest is just fat and you need to trim the fat from every business [process].  Make your [processes or products] as lean as you can without hitting the bone.  Only then can you have a good baseline.  Only then can you build on top of something.  Anything beyond that and you may be wasting time and money compensating.

Do something because you need to do it.  Don't do it because you feel obligated.  Do you need to go to that next meeting because there is valuable information being communicated?  Or rather, if you don't go it will give the impression that you're being antisocial?  Meetings are perfect examples of an crime perpetrated by people that don't have enough actual work to do or those to feel obligated by people that don't have enough real work to do.

You know why I don't check my email every 5 minutes?  Because I have things I need to get done for the customer!  Sending me pictures of LOLcats is not going to help me get that work done.  Equally, expecting me to respond to that email within an hour of you sending it just reinforces the fact that you have more time on your hands than me.

Image courtesy Flikr: Travis S.

I won’t be staying late with you

I have to again give credit to 37signals.  In their book Rework, they pointed out the 800 pound gorilla in the room, over and over again.  This video is a "gorilla" I've been dealing with for the last 15 years. I usually arrive at the office around 06:30 or 07:00 (2 hours before anyone else).  Why?  I'll probably get more done in those 2 first hours than I will the rest of the day.  Though I only check my email at the top of each hour, I still deal with meetings and people "dropping by" to ask me questions or to tell me about the newest restaurant in their neighborhood.  Interruptions mean you don't get work done. I'm not saying you shouldn't make your customer happy. I'm saying you should be able to get it done without working late.

Tell me if this sounds familiar.  Some of your co-workers show up at the office around 09:00 (closer to 09:30) and then take a 1.5 to 2 hour lunch break.  They then don't understand why you turn down meeting requests scheduled for late in the afternoon or don't respond to emails sent to you after business hours.  Just because someone is unable to manage his or her work, I am not going to feel guilty for not working late.  Before I had a family or understood work-life balance, I didn't hesitate pulling an all-nighter at the office.  Now it just looks like poor time management.

So, are you working late tonight? Do you really have work you need to do are are you just trying to make yourself feel better by creating work for yourself? I'll make you a deal. Drink your preferred caffeinated beverage around 05:00 and get to the office no later than 07:00. You'll probably have the most productive day you've had in months.

The painful reality of many meetings

I'm rereading (listening) to Rework for the 3rd time.  It's been about a month since I last absorbed this artfully crafted piece of wisdom from Jason Fried and David Heinemeier Hansson of 37Signals.  People who read my blog know that I hate meetings.  I'm ok with the 5 minute stand-ups.  I'm ok with the 22 minute meeting, when necessary.

The painful reality is one poorly organized meeting can suck more time and energy than a week of good meetings. How many meetings do you go to in a week? Do you really need to be there? Is there a published goal-based agenda?  Not going to meetings is like not watching CNN for a week.  If it's really important, someone will tell you the news.  Otherwise, you find yourself commonly hearing the same old thing over and over again.  Your time is more valuable than that.  Go do something else.

Social constraints for your meetings

One rule that I have about meetings is it should start on time so it can end on time.  We all know that is easier said than done.  If you have a daily stand-up meeting, which is timeboxed at 5 to 15 minutes, you can not afford to have people showing up late.  They need to show up on time. But what if there is that one person on the team who does show up late... every... meeting?  Do you punish him or her?  Let's make them pay a dollar every time they are late.  Do you think that is a good idea or a bad idea?  Have you tried it?  I have.  It surprised me when it didn't change that person's behavior.  If anything, it just ensured they would be late.  Why?

By paying me the dollar, that person no longer felt obligated to arrive on time.  Everyone else, while still adhering to the culture of acceptable behavior, arrived on time.  Everyone else on the team, felt equally obligated to arrive on time because I was on time.  They felt that they owed it to me to be there on time.

So, how do you correct this negative behavior?  I like to zone in on something that makes the violator uncomfortable.  I've made them sing.  I've made them dance.  I've stopped the meeting when they've arrived late and then made them go from person to person on the team and say "I'm sorry for wasting your time".  This may sound a little over-the-top but they slighted everyone on my team.  Everyone else was there on time; they should be as well.

I'm including a link to a TED video with Clay Shirky.  You don't need to watch the whole thing.  What 4 minutes starting at 6 minutes 50 seconds.   He mentions the study A Fine Is A Price by Uri Gneezy and Alfredo Rstichini in 2000.  It is exactly what I'm talking about.  It defined the difference between social constraints versus contractual constraints.  Nothing like a research study to spice up the next meeting.

http://www.youtube.com/watch?v=qu7ZpWecIS8#t=6m50s

The 22 Minute Meeting

22Minutes

After looking at my calendar, I noticed I'm booked solid this Friday.  From the moment I arrive until I leave for the weekend, I'll be in meeting after meeting.  Do you think this time could be spent doing more productive things?  At present, only one of the meetings has an agenda.  I actually have something to do with that meeting so kudos to my colleague on that one. If she's out, I'll be running the meeting.  As for the other two, if there isn't an agenda, it's going to be an example of Parkinson's Law (Work expands so as to fill the time available for its completion).  If you suffer from this regular time suck, also known as a meeting, please enjoy the 6 minute video.  I can guarantee you will not be disappointed.

As mentioned in the video, here is a link to the 22 Minute Meeting Poster. I'm not going to take credit for finding this video. I was commenting on Mark Suster's blog and found it in the comments.  (Mark was explaining the right way to cancel a meeting.)

What I like about the idea of a 22 minute meeting is it would work, regardless of the project approach. Are you using Agile, Waterfall, or Spiral? It doesn't matter!  Are you the vendor or customer?  It doesn't matter!

Like the image?  Find it at Pictofigo

Red PM Pill vs Blue PM Pill

Due to a wicked sinus infection, I wasn't at the client site for several days.  I found myself taking pill after pill, trying to get myself back to a condition where I could return to the program and really be effective.  I think I took every colored pill under the rainbow.  I chuckled to myself as I took a blue pill, as I thought about the movie The Matrix. In a memorable scene, the character Neo is faced with a decision.  By taking a blue pill, he could continue believing what he wanted to believe.  By doing so, he was ignoring reality.  The one who was giving him an opportunity of enlightenment was Morpheus.

Morpheus: This is your last chance. After this, there is no turning back. You take the blue pill - the story ends, you wake up in your bed and believe whatever you want to believe. You take the red pill - you stay in Wonderland and I show you how deep the rabbit-hole goes.

Welcome to the world of project management, Morpheus.  I've learned over time, which of my stakeholders to give the red pill to and which to give the blue pill to.  To be truthful, many don't even want you to offer them a pill.  It's my job to support and advise stakeholders related to the program.  It's not my job to tell a stakeholder which pill to take.

When managing stakeholders, you really need to understand their motivations and expectations.  Not all stakeholders want the program or project to succeed.  Of the ones who do want the program to succeed, I've witnessed complete polar opposites of figurative pill popping.  On one side of the spectrum, I've dealt with a stakeholder who wanted to know every little detail of what was going on with a project.  This micro-manager almost choked on his red pills.  On the complete other side of the spectrum, I've had a stakeholder who showed up for a project charter meeting, swallow the blue pill, and just let everything take its course.

For those in the middle, there is a bit of a punchline.  Mix both a red pill and blue pill and you get a purple pill.  "Purple Pill" is a trademark for a heartburn medication, which is exactly what you'll need at some point of a project.

So, I'm back in the office today.  I sat in a meeting with 50 other people and listened to a monthly status briefing by a vendor.  As I looked around the room and thought about writing this, I muttered to myself.

red-red-blue-red-blue-blue....

Sometimes a Stakeholder Just Says Bla Bla Bla

Do you have that one stakeholder who comes to your meeting and finds a way to talk about something completely unrelated? You tell them you need to take the conversation offline but it's still really annoying. Bla bla bla! It's important when you schedule a meeting to have an agenda. It's also really important to stick to it. When in doubt, don't have the meeting. 

Give the Gift of Communications

I'm really disappointed that, for the second week in a row, a key communications meeting was canceled.  Though I review the slide deck hours before the meeting, I look forward to the interaction with everyone.  I'm sure some across the table from me don't agree.  Some may be relieved they don't need to look me in the eye and answer questions from me or my colleagues.  Unfortunately, regardless if it temporarily relieves their anxiety, it just complicates matters in the long run.  You can't get all of the information you need from a PowerPoint slide deck.  You need to read body language and engage with people.  In an age of PowerPoint slide decks, conference calls, and Go-To-Meetings, there is still a need to interact with people one-on-one. Do you want a better relationship with a customer, vendor, or colleague?  Then talk to them!  Get your butt out of that chair, walk down the hall, drive across town, and engage them.  Though you may actually have a need to talk to them about a given subject, take a moment and try to interact with them on some topic other than business.  We're all human.  Reach out and communicate!

My analogy is like bringing your wife (or loved-one) flowers (or some other gift).  Don't bring do it because of a birthday, an anniversary, or some other holiday.  They expect that.  Bring the gift because it's Tuesday, Wednesday, Thursday, or because you thought of something that reminded you of them.  Now, realize that gift is communication.

image by lrargerich