Steps
Steps
“You don’t have to see the whole staircase, just take the first step.”
– Martin Luther King
Clarify
Clarify
When we find ourselves in conversations that have a lot of emotion, energy, or potential to go somewhere unpleasant, it is helpful to do a few things:
- Don’t assume malicious intent
- Separate the content from the person and investigate what the source of the emotion is coming from
- Clarify what you do want out of the situation
- Clarify what you don’t want out of the situation
- Clarify your understanding and define action items
Context Is Everything
Context Is Everything
The person that just cut you off on the road driving like crazy at first may seem like a jerk. But what if they are rushing to the hospital?
It is easy to think the worst about the sales rep that is using harsh language urgently declaring why they need this work done as fast as possible. But what if the team before you left a poor impression on a previous project costing that sales rep financially and relationally?
An engineer who has delivered their work late every day this week might be thought of as slacking or not engaged. However, he could be dealing with a family situation at home causing quite a distraction.
Before we jump to conclusions and form our own opinions we should make sure we fully understand the context of the situation. Let’s investigate and ask questions. Fill the gaps in the story we’re telling ourselves.
Be slow to judge, quick to listen, and eager to help.
Context is everything.
At What Cost?
At What Cost?
Two scenarios:
- 10% profit, calm consistent work week, balance
- 25% profit, ad hoc weeks, little structure
I would chose scenario 1 again and again. To me, the 15% less profit allows for more time. More options. More autonomy.
So next time you’re presented with the choice, its worthwhile to ask “At what cost?” instead of just taking the option with more dollars.
Practical Optimism
Practical Optimism
Practical optimism is about taking a realistic look at the present and the future. It does not mean you ignore or deny the bad things that are happening, or that you believe that everything will be perfect. Instead, it is about understanding the reality of a situation and then focusing on what you can do to make the best out of it. It’s essentially a strategy. One that leads to, in my opinion, a favorable headspace.
Without a doubt, a key component of practical optimism is having a growth mindset. This means that instead of seeing a situation as a challenge, you see it as an opportunity to learn and grow. This mindset gives you the motivation to take action and find new solutions. It also helps you to stay focused on the possibilities, rather than the limitations. When others around you see walls, do you see a door?
Career Capital
Career Capital
I love the idea of Career Capital. Cal Newport shares, “If your goal is to love what you do, you must first build up “career capital” by mastering rare and valuable skills, and then cash in this capital for the traits that define great work.”
Passions cannot scale like rare and valuable skills. The truth is as we work on these rare and valuable skills we organically develop a passion for acquiring and practicing those skills. The market observes this and can reward us. It is mutually beneficial because we are now getting rewarded for work that is pleasing for us to carry out.
80/20
80/20
The Pareto Principle, or 80/20 rule, is a popular principle that deserves all the recognition and bears repeating.
What is the 20% of the effort that can provide us with 80% of the result? How can we avoid 80% on the non-important effort that only yields 20% of the result?
Focus on the most important, get results/feedback, assess, then game plan for the next steps accordingly.
It is a simple, efficient way to analyze what types of actions you should be taking to move your projects forward.
The Questions
The Questions
You don’t always need to have an answer. In fact, most people aren’t going to want to work with someone who always has an answer. You also don’t always need to be knowledgeable in the space in that you are leading a project. It’s helpful, but not always required.
The key is the ability to ask meaningful and interesting questions.
There is certainly a time and a place for technical responses and showcasing knowledge, but what can change the game are questions. And as a project manager or leader, approaching your team or customers with interesting questions drives engagement, which enhances adoption, and leads to increased impact.
Asking interesting questions is not only a great way to gain progress on a project but also to develop a personal brand. People who ask generic straightforward questions aren’t too differentiating. Sure, these questions have a time and place and may be required. But the ability to ask interesting and uncommon questions is a way to set yourself apart. Those questions open up doors to trailblaze and innovation. That’s someone I want to collaborate with, support, and promote.
When leading in an unfamiliar space, admit to others and yourself that there are others who are better suited to support you. Find who that person/team is, prep them for the situation, and observe the questions and actions that follow. What’s standing out to them? What appears to be the most critical? Is there any change in their tone around certain topics?
And once you’ve established a working history with those experts and spent time with them to see how they perform their roles, make sure that next time you need to call on them you’ve already anticipated what they are going to ask and need.
By keenly observing these experts you will find patterns that emerge. Equipped with those questions and responses you can be a more efficient extension of the experts and get the information before connecting with your team or bringing that expert in. It’s also a more favorable experience for your customer.
Asking the questions is the first step, the real change comes in the actions that follow. But more on that later.
It Will Be Fine
It Will Be Fine
What are some responses other than “it will be fine.”?
- There’s a lesson in there
- We are experiencing this for a reason
- Never relent and always persist
- This sucks, but the way we respond doesn’t have to
- Unfortunately this is happening, however there is XYZ to consider
- I understand. You’re right to feel that now. Let’s revisit this moment in two days and assess how we feel then.
- This feeling is not ideal. What are some actions we can take to generate the feelings we need?
To the person you are talking with “it will be fine” can be dismissive, non-confident, or inattentive. Use the alternates to paint a better picture.
Give
Give
“You can have it all if you don’t have to hold onto anything.” – Steve Andrews
What a freeing thought. What a liberating mindset.
Give it up and you’ll have more than you’ll ever need.
Be more selfless. Share more. Less possessive.
With possessions, with knowledge, with time.
Very seldom have I regretted giving.
Whether it’s my best, time, money, or materials.
Giving is magic. Let’s make more magic.