Incrementing to Awesome
Gentle steps up and to the right.
Wednesday 18 March 2015
I've moved!!
In case you're looking, this site has a new home -- http://incrementingtoawesome.com/
Cheers!
Wednesday 14 January 2015
Focus on Focus
Last year, I put effort into getting focused. It was hard
but it felt good. I was getting distracted less, making better progress, for a
time.
When things started getting hard, my focus slipped and now I’ve
worked out why.
My focus hadn’t been based on conviction; it was more a
convenience than anything else, simply the best candidate when I was narrowing
down my choices.
Now that I’ve refocused, I’ve discovered the power of focus
backed up with conviction. I’m powering through obstacles, gladly. My mind is
coming up with relevant ideas and thoughts, rather than the usual scattergun approach
of my subconscious. Most importantly, it’s easier than ever to stick to what I’m
supposed to be doing.
Now I know that focus requires conviction to back it up it
seems obvious. Isn’t that always the case? And that raises a question: what other factors make focus more powerful?
Thursday 1 January 2015
The Power of One
One can be the start of something, a habit: one word written, one contact with another person, one exercise, one step, one jump.
One is far greater than none. One is achievable and can lead to bigger things, gathering momentum with success.
Today is often a day of resolutions. They can be grand, humble, practical or aspirational.
One is a stepping stone. From one you can get to anywhere and what's easier to commit to than one?
Thursday 18 December 2014
The Next Little Thing
Wherever you are, wherever you want to be, it's tempting to look forward to, to plan, to rely on the Next Big Thing.
Small changes are more reliable, easier to explain, share, understand and implement.
The best bit? Most big changes can be made up of little changes.
Wednesday 10 December 2014
When dependencies aren't
What would you say if I asked you if you could
drive a car without wheels? What about without a stereo or air-conditioning?
Have you ever caught yourself thinking something along these lines:
- I’d love to contact that person but I don’t have a website
- I could publish that book but I don’t have an established following
- I could try to make some sales but I don’t have a product
Driving a car without wheels isn't plausible. Driving a car long-distance without a stereo or some
kind of climate control might be unpleasant but it’s definitely possible and
opens up the potential for other rewards.
The trick is telling the difference.
Thursday 4 December 2014
A Hierarchy of Doing, Chapter 1: The Hierarchy of Purpose
Hi folks,
I've got to admit, I'm excited. This has been a LONG time coming. This post is a draft of the first chapter of a book I've been working on for many months (where working mostly equals thinking strongly about doing).
If you can sit through and read this (it's not as long as you might think) I would love to have some feedback.
I don't have illustrations yet and you'll have to use your imagination with the case studies that need to be written. When it comes to the latter I will be looking for people with relevant stories who would like to contribute some of their wisdom to this book. If you've got a story to share please let me know.
Thanks for your time,
Adam.
Why purpose? Why ‘why’? Why should
we care about why we are doing things?
Hidden Truths
Let me start with a thought
experiment. If you visit a member of your organisation and ask why they are
working on a particular task, what do you think they might say? ‘Because I was
told to’? ‘Because I’ve always done this’? ‘Because month end is coming up’?
How many times do you think you need
to ask before someone says ‘to achieve X because of the
team’s/department’s/organisation’s current goals/vision’.
That’s a mouthful, likely no-one
will ever say that. But how many will think about how their tasks relate to the
greater goals around them, yet alone choose to vocalise it.
It’s much easier to focus on what
needs doing or how it should be done. The problem is that we achieve what we
set out to achieve. So if we choose to focus on how something gets done, that
is what will be optimised, potentially at the expense of the actual objective.
On the other hand, how often have
you heard someone say something like ‘I want this moved from here to here’ when
what they really want is improved production or maybe just a better view. By
skipping the why and jumping straight to the what it’s possible to deliver
exactly what was asked for and miss an opportunity to solve the real problem.
The Big Missing Picture
If people don’t know why there are
undertaking their tasks it can result in a tug of war. Each person is pulling
in their own direction, looking to fulfil their own objectives plus what they
see as the greater organisation’s directives, to whatever degree they are
motivated to uncover and follow them. This can lead to the analogy of a tug of
war, or a rowing boat spinning in circles.
Making the objectives clear won’t
guarantee that people will pull in the same direction (we are all individuals
after all) but, vitally, it opens up the opportunity to go in a common
direction.
Getting Aligned
Even better than ‘simply’ making
sure that everyone understands the organisation’s goals is to hire people whose
personal values and objectives are compatible. The more personal interests mesh
with those of the organisation the lower the friction. It’s too late to start
this with the current staff but it can help retain the right people.
The Bottom Line
In these days of Return on
Investment and focus on the bottom line, getting aligned can be a hard-sell.
Some might not see the benefit of super aligned teams. But how about sales?
‘People don’t buy what you do, they
buy why you do it’ – Simon Sinek.
Share the reasons for your
organisation’s existence. What does it stand for? What does it hope to achieve?
Get your message out there and you can find customers.
Why is Purpose First?
Out of the triumvirate of purpose,
practices and projects why is purpose the first chapter?
A Compass
I believe that Purpose should be the
rudder, the North Star and the Oracle. In case of doubt of approach or
selection of tasks or projects, the organisation’s vision and goals should
provide direction. It should guide all other decisions be it in the domain of
marketing, recruitment, product development, investment or human resources.
It’s not so much that by considering
Purpose first every other decision will automatically fall into place; it’s not
that easy. It’s more to say that this will minimise later decisions falling out of place.
The Head of the Family
This is almost the same statement as
the one above but I think it’s worth repeating. The hierarchy of doing will be
introduced later but suffice to say for now that Purpose belongs at the top. As
in any good hierarchy, all other things (Practices and Projects) below the top
derive and depend on it and feed information back up to the top.
[[An illustration would be awesome
here]]
The Hierarchy of Purpose
What do I mean by ‘Purpose’ anyway?
Vision
I see Purpose, with a capital P as a
hierarchy. At the very top of the hierarchy sits the vision. This represents
what the organisation stands for, why it exists. This might be a noble goal
like saving the world or curing cancer. The goal might be selfish: the
organisation might only exist to make money (in this day and age that seems
sadly likely). Most likely it will be something in between.
To an extent it doesn’t matter what
the vision is (legal and moral issues notwithstanding) as long as it is honest.
It can be tempting to fake a vision but ultimately that will only lead to
issues. Better off not having a vision at all than being false about it.
The vision could be a simple
statement or a composite. I would suggest though that if people can’t easily hold
the whole vision in memory or repeat it without relying on rote then it should
be simplified. It behoves the organisation to facilitate the deep understanding
and integration of the vision into its members minds (and hearts if you can
manage it).
While open to change the vision will
be largely static. The vision doesn’t have to be achievable. In some ways I
think it’s better if it isn’t. On the other hand, it has to be something that
can be worked towards. It should be possible to show progress towards the
vision, and that’s where goals fit in.
Goals
Where the vision holds the top of
the hierarchy of purpose, goals fill up the middle. Unlike the vision, goals
should be achievable. They might also be temporary, replaced as they are
achieved, or due to the influence of external conditions, or following
direction changes. Sometimes there will be a blurry line between the vision and
the goals. That’s fine, as long as a definite decision is made: there is no
right answer, only what fits.
Just as the vision is broken up into goals, goals may themselves be divided into sub-goals.
Objectives
Objectives can be found at the
lowest points of the hierarchy. There is a very fine continuum between goals
and objectives. Objectives are simply concrete and temporary goals.
[[Time for another illustration]]
Footer for illustration –
Each objective forms part of one or
more goals and each goal applies to one or more constituents of a higher-ranked
goal or the vision itself. Looking at it from the other direction, the vision
is broken down into multiple goals and each goal is then potentially broken down
into multiple goals and objectives.
Drawing the Lines
If you prefer definite lines and
definitions here’s one possible way to look at the hierarchy, through the lens
of SMART (if you’re not familiar with that term a quick internet search for
‘SMART objectives’ should do the trick). The vision is Specific (and
potentially Measurable). Goals should be Specific, Measurable and Achievable.
Objectives should be SMART.
Practising Purpose
A guide to using and applying
purpose.
Clear
This one is so important that it is
an acronym for the five traits taken together. Flowery language has its place
in the world but it’s vitally important that everyone can not only understand
the purpose of the organisation but can intuit how to apply it in practice in
their daily work. The vision should be short and snappy. Goals and objectives
should be written in as plain language as possible (obviously at some point,
especially with objectives, things will get technical but the suggestion
remains).
It doesn’t matter how much thought
has been put into the purpose. If people can’t understand it, it won’t work.
Linked
In today’s technological environment
it’s unlikely that the whole hierarchy of purpose will be stored in one place.
The vision might be on the internet and/or intranet. Goals might be held in a
project roadmap document and objectives in some form of project management
software. That is a pain but not insurmountable. The important thing is that it
must be possible to traverse the
hierarchy. There must be a way to go from the vision down to its constituents
and also to follow objectives and goals up to their ancestors.
Embraced
To get the full power of purpose,
everyone in the organisation must get behind it. There’s no point going through
the exercise to determine the full vision and goals and objectives if the
management or executives don’t get behind it. It will just be a waste of time
and likely demoralising for the staff. The CEO, managing director, or whatever
figure is in charge, should get behind the vision and the goals. They should be
visibly and vocally supportive, otherwise the whole process of determining and
sharing the purpose is not worth pursuing (although see the section later on
sub-organisations).
Everyone in the organisation should
have the power and the right to question a task or project if it seems to go
against the Purpose, or even if it does not visibly benefit the Purpose.
Accessible
This one should be obvious by now
but every member of the organisation needs at least some degree of access to the
hierarchy of purpose. It could be just the vision they see and goals and
objectives relevant to their work. In some cases, for security reasons, parts
of the hierarchy might be concealed from some people. And similarly, in a large
organisation, the whole hierarchy might be over-whelming. In addition, as
discussed earlier, there are potentially some benefits from making some of the
hierarchy available to the general public.
It should also be easy for the
relevant people to update and change the hierarchy. Trivially easy. The harder
it is to keep the hierarchy up-to-date the more likely it is that it will get
out of date.
Reflected on
It is unlikely that the hierarchy of
purpose will remain fixed. Time must be put aside for measuring or at least
intuiting the effectiveness of the values, goals and objectives. Anything old,
irrelevant or sub-standard should be updated or culled. New items arising from
experience, progress or external factors should be added.
Sub-Hierarchies
In a suitably large organisation it
might make sense to have separate hierarchies for different sub-organisations.
That’s fine. There should be at least some common vision at the top, then each
sub-organisation can have its own hierarchy beneath that, possibly starting
with its own vision.
[[illustration here]]
Starting with Sub-Organisations
It might the case that you belong to
an organisation that doesn’t choose to follow any of the practices described in
this text. Or it could be that you are more able to bring about a localised
change. In any case, it’s legitimate – potentially even sensible – to start by
treating your sub-organisation as an organisation in its own right and
determining and following a hierarchy of purpose for the sub-organisation
itself.
The Purpose of the Hierarchy of Doing
Sleeping in the bed I made.
[[best shown with another
illustration]]
Case Studies
[[Some case studies will go here.]]
Wednesday 3 December 2014
Freedom
How much freedom do
you have?
There are two extremes of freedom. At one extreme, you are
required to spend almost all of your time and attention simply surviving. There’s
no room for anything else. At the other end, you are independently rich with staff
to see to your every need. Since you’re reading this I’m going to assume that,
like most people, you lie somewhere in the middle.
How much freedom do
you really have?
Sometimes we might feel constrained by the particulars of
our lives. Work, debt, obligations, families, all might conspire to make us
feel trapped. But do you have the power to change those situations? Can you
work with your family to overcome issues? Can you leave your job? Can you sell
your house? Can you alter your mind-set? The answer to these questions is often
yes, it just doesn’t feel like it.
How much freedom do
you want?
Sometimes we feel burdened by the sheer range of
possibilities open to us. Having more freedom isn’t always good; constraints
have been shown to increase creativity. Perhaps deliberately – even arbitrarily
– reducing your choices can make the way forward easier. Other times we might
truly be suffocated by the boundaries of our lives. Perhaps it will take a
difficult and challenging break to get us to where we want to be.
Path to Awesome
Understand your personal freedom, appreciate the freedoms
that you do enjoy, recognise the choices that you’ve made and can make to
change your situation. Then, once you feel free enough, help others to feel the same.
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