Just in time (1)

There’s a good sort of just in time. We plan something, know what needs to happen and how, know what we need to do it well, when, where and with whom.

This kind of just in time feels great, with the right amount of tension for whatever it is we’re doing. Good training events feel tight like the skin of a drum – focused and snappy and free from clutter. There is time to share the material clearly, time to apply and discuss. There’s time and concentration to spare to tweak the way we present, double-check misunderstandings or discuss special cases. Time to focus and engage properly. The training starts and runs and finished – just in time.

Family events, trips to the market, airport departures, and collecting children from school all have their own ‘just in time’ feeling that comes from getting timings right, including time for traffic and coffee breaks along the way.

The thing about this kind of just in time is, you usually get it by allowing plenty of time – what feels like more than enough time – both to prepare and to deliver. You get it by allowing extra time for journeys and contingencies, and by allowing mental, emotional, social slack to compose yourself so that you arrive ready to participate, to perform or enjoy.

Getting things done

Thought for the day:

There will always be more good ideas than capacity to execute.

Chris McChesney, Sean Covey & Jim HulingThe 4 Disciplines of Execution (amazon)

Conclusion: focus on one or two wildly important goals at a time, and get them done.

This is a lesson that I learn, apply, forget and re-learn in different areas of my life. It works.

As powerful as a smile

Real marketing is built into what you do and why you do it. It’s part of your story, something that you do organically when your business is aligned with your mission and values. Kept promises, free returns, obsession with the details, returned emails, clean tables, and attentive staff – all of this is your real marketing.

Real marketing creates a deeper impact, leaves a lasting impression, and is as powerful as a smile.

Bernadette Jiwa – The Fortune Cookie Principle

Why do people come to you for the thing you provide?
What do they get? Why do they want it? How does it make them feel?
What makes them come back?
Do they tell other people about you? What do they say?

What do your actions / words and tone of voice / website / way you dress / your office / commitment to doing things well say about who you are and what you’re doing? Do they say the same thing?
For a non-profit organisation, do you smile at your donors and your clients in the same way? (you should)
Are you an example of these things for your team? How do you articulate them to the team, to new members, to partners?

Motto (3): Work hard

Have fun, learn lots, work hard, be kind.

Of course you should work smart. Automate what you can. Delegate and outsource to people who can do things better than you. Shamelessly avoid, or ruthlessly eliminate, the unnecessary.

Then identify your real work – the things that only you can do, probably things for which there are no instructions or maps. Throw in a few inefficient things that you’ve discovered you need to do to keep you honest – and do the hard work of consistently showing up and getting it done.

Work hard to…

In my experience the hardest work to do well is the important, non-urgent, values-laden, emotional-labour intensive stuff. For me, this includes

  • Focusing on doing the work, and on the people it’s for, and not on how I look doing it – no-one else actually cares
  • Managing people well – not just to get the job done, but to look after them and help them grow
  • The necessary ‘wrapper’ of thorough preparation and follow-up so that meetings, events, regular training are really worth the time
  • Being present, staying focused and committed and pushing forward when the next step isn’t clear or it feels like nothing’s working, or nothing’s working
  • Having time for people at the right time – and being able to say ‘no’, or ‘I have to go’
  • Following up on things I’ve delegated and doing what it takes to get them done
  • Finishing things when they’re good enough.

Old year’s resolutions

  • What can you tick off already? Good work on those.
  • What do you need to quit – stop doing, stop trying to do, draw a line under, declare an amnesty for yourself, admit that it won’t get done, and let die with the old year?
  • Perhaps most crucially, what are the little things – acts of kindness that you’ve been thinking it might be nice to do, short emails to friends, decisions, bookings, commitments – that you can do, and get into the habit of doing, starting from right now? Today, the day before you make new year’s resolutions, everything you do is a bonus, a gift of the momentum that a frontlog brings that will make tomorrow better or easier for your future self – the self who’s arriving tomorrow.

Leading, ends and means

Those who set the purpose or the direction for a team need to exercise their authority and be absolutely insistent about the end states to be achieved, and then hold back and not dictate all the details of the means by which those ends are to be achieved.

And that’s tough for a leader to do. I know how to be an authoritarian and tell everyone what we’re going to do and how we’re going to do it. I know how to be a full-scale democrat and say “Okay, what would you all like to do and we’ll all try to come to consensus about that.”

But the right way to set a purpose is to be unapologetic about “This is the mountain that we’re going to climb.” And then not to follow that up by saying “And every time you get to a fork in the trail or a stream that needs to be forded, wait up for me and I’ll tell you how to do it.”

That’s a tough number for leaders to do but it’s really important.

Richard Hackman on the People and Places Podcast

What do you think? Maybe we could get consensus about it…

Too many buckets

You can fill a bucket pretty quickly under a tap. But try and fill a lot of buckets at once – a drip here, a squirt there – and it can take a long time before you have enough to work with in any of your buckets. And you’re probably wasting time, energy and water moving constantly between them.

Stan Lee (1922-2018) – What If?

The exact cover of the Marvel What If that Dave’s brother kept in a plastic folder


Stan Lee was brilliant and prolific.

We know him for Spiderman, the X-men, the Avengers, the Fantastic Four, Black Panther… for being the driving force behind Marvel Comics, now a multi-billion dollar, multi-media juggernaut.

It’s less well known that he started in the comics industry in 1939, aged seventeen, as a general dogsbody, lunch-fetcher and inkwell filler at Timely Comics (which would eventually become Marvel).

Lee must have had something about him – he became editor at 19 – but here’s the thing: he slogged it out writing comics – westerns, crime stories, horror and superhero work – for twenty two years without really hitting the big time. They say he chose Stan Lee as a pen name because he was worried he’d be embarrassed by his work in comics if he ever wrote the Great American Novel.

By the early 60s Lee was fed up, and ready to quit. The Fantastic Four was a last throw of the dice on his wife’s suggestion that he try writing the comics he wanted to write. There was nothing to lose.

He was forty-one years old.

The rest is history.

What if Stan Lee had never written the fantastic four?

Some takeaways:

Starting line

Where’s the starting line?

Sometimes we’re a few steps further down the track than the people we want to take with us:  we’ve given it more thought, we’ve done it before. We want it more.

We’re so keen to get people over the finish-line that we don’t notice that they’re still milling around at the start – or even that they’ve chosen to stay in bed.

How far away are you? How many steps backward will you need to take if you want to take them with you?

What do you need to communicate? What are the thousand other important things that you don’t?

When are you going to stop talking about techniques for crossing the finishing line and help them to put on their shoes?

 

*see also: Clarity. Simplicity. Focus.

 

Narrow channels and deep

This post was lost in the Crocapocalypse – I’m reposting it with its original date.

We were at the beach today, trying to catch waves in a pool we’d made.

You can move a lot of sand trying to get the water to come – dig a big, wide channel – and never get a drop if it doesn’t go far enough towards the water, and each part isn’t deeper than the part before.

Build a small channel instead, a narrow channel, and deep, to where the water is. When the wave comes, the sea will do the work for you.

It’ll cut you a Grand Canyon.