Category: Writing

The Next Version

The first version may dramatically change, or create new markets. But, it can’t stop there.

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Just when the caterpillar thought the world was over, it became a butterfly.  ~English Proverb

There’s always a next version.  The latest update.  The new and improved model.  That is, if you sell a product (or service) and hope to remain relevant.

The first version may dramatically change, or create new markets.  But, it can’t stop there.

When Microsoft came out with its first version of MS-DOS (Microsoft disc operating system for those of you born after 1983 or so), they didn’t stop developing what they had.  There was always a new version just around the corner, and then all the versions of Windows after that.

Consider how quickly Apple’s iPod improved, shrank, morphed, and spawned new products and categories (like the iPhone).  The first iPhone was awesome and changed everything.  But, Apple didn’t stop there.  They couldn’t.

Dr. Athey (one of my favorite professors) used to talk about the “ratchet effect” in technology.  With each successive improvement in speed, features, or capability, the expectation level is ratcheted-up, at least one notch.  Each improvement creates a new floor.  A platform for the next leap.

Stop improving, stop inventing, stop pushing, stop creating, stop leaping, and guess what.  Your product begins to wither and die.  What was once amazing becomes the norm.  The markets you created start to shrink.

The same ratchet effect applies to each of us.

I will never forget a conversation I had with Grandpa Clyde.  He was about 90 years old at the time.  He had just started using email, and asked me how he could send an email to more than one recipient.  I gave him some email pointers, but I got a whole lot more in return.  His questions demonstrated a key secret to a happy life:  Continuous exploration…seeking the next version.

What are you curious about?  What scares you?  What seems impossible?  These are the first things to explore.  Choose to take your first step.  Once you take the first step, the next one is easier.

What features will be in your next version?

 

 

Photo Credit:  ARS Technica

 

 

The Finest Gift

It was like a perfect slice of the sun walked in the room.

Bingo changed my life.  The Alamitos dorm held their annual bingo tournament in the Commons, and a friend told me I should go.  Sounded like fun to me.  What else was a college freshman to do just weeks before final exams?  But, we’d have to wait a few minutes for one of his friends who’d be joining us.

She can shop all over town, turn the gift shops upside down.
Finding something for her man with everything.

I noticed her eyes first.  Then her smile.  It was like a perfect slice of the sun walked in the room.

“Bob, this is Janet.  She lives in the girl’s wing on our floor.”  Suddenly, words were a little hard to find.  “She’s a CIS major too,” he said, breaking the silence.  Talking about your major was always a good ice breaker.

But it’s right behind her eyes and no matter what she buys
She’ll always be the finest gift she brings.

Playing bingo is similar to a movie from a first date perspective.  There’s not a lot of time for chit chat.  Not that this was a date.  After all, we just met.  I was starting to string words together again, just barely.  This was the one person who would change my life forever, but this was also bingo.  It all about the numbers.

I wasn’t thinking about anything except how to see her again.  Then it happened.  I got a BINGO!  The prize?  A week’s membership at the Jack LaLane Health Spa.  That was nice, but didn’t get me closer to seeing Janet again.  Lucky for me they had more memberships to hand out.  A few games later, with one of the memberships on the line, I could see that Janet was close to having bingo.  How awesome is that?

Every year it’s never missed, should be at the top of every list.
It can never be outdone, it’s the perfect gift for everyone.

I’m sure I was the most excited person in the room when Janet yelled, “BINGO!”  We had matching membership envelopes!  This was my opening.  We were only three or four weeks away from the end of spring quarter.  We’d be moving out of the dorms for the summer…Janet wouldn’t be living just down the hall.  I had to move fast.

It’s in everything you’ll see, scattered underneath our tree.
You can hear it in the carols that we sing.

The details are a bit fuzzy for me as I think about our visits to Jack LaLane’s.  I do remember sitting in the Jacuzzi (I presume, after we had done our workouts).  The more I talked with Janet, the more I knew she was THE ONE.  And yet, I only had a few weeks.  The abyss of summer break was fast approaching.  I had to stay focused, which was impossible whenever I was around her.

It’s the heart of love’s design and it appreciates with time.
And she’ll always be the finest gift she brings.

Janet and a group of her friends were planning a trip to the Griffith Park Observatory to celebrate the end of the school year.  I knew a few of her friends (some were neighbors on my wing).  But, I wasn’t exactly part of the Griffith Park trip plan.  What do you do in that situation  Invite yourself, of course.

We had a small convoy of cars that night.  I couldn’t believe I was in the passenger seat of Janet’s convertible as we approached the observatory.  This was like a date, but not quite.  We were part of a big group.  Everything was closed at the observatory (college students work the late schedule), but we walked around the grounds and checked out the stars for quite a while.  I remember how the lights reflected off Janet’s eyes more than anything else.

Our road trip wasn’t over.  We stopped at a Tommy’s Burgers on the way back.  My first chili burger, on my first (almost) date with Janet.

Every year it’s never missed, should be at the top of every list.
It can never be outdone, it’s the perfect gift for everyone.

Only six weeks later, we were in my parent’s Toyota 4×4 pickup, following my family down to Gonzaga Bay in Baja…about 100 miles south of San Felipe.  Why not go to the middle of nowhere in Baja, off road, with this (awesome) guy you met playing bingo?  Janet is an adventurer, to say the least.

Now it’s not in any store and she could never give me more
Then her promise of the finest gift she brings.

Three years later, we shared our first Christmas as a married couple.

Christmas_1988

Our adventure continues to this day.

The finest gift is truly the one I receive every day (including Christmas).

Her love.

I know her love’s the finest gift she brings.

Clint Black sure got it right:  http://youtu.be/wGe96bEL7B8

 

Your Employees Don’t Work for You

Who works for whom?

The following is an excerpt from my book, Leadership Starts (and Ends) in Your Head…the rest is detail.

Chapter 3.  Employees Don’t Work for You

Ask employees to list the things they “work for.” I guarantee managers will not be at the top of that list, if they make the list at all. The following is generally what employees are working for:

  • To earn a paycheck
  • To make a living for myself and/or my family
  • To experience the challenge
  • To grow
  • To have fun with my coworkers
  • To create something bigger than myself
  • To be a part of an organization that shares my values

Ironically, if you ask a lot of managers to describe their organizations, they will often tell you how many people they have working for them. Really? How is it that employees are working for a whole list of things other than managers, yet managers list how many people are working for them? How can this basic premise of the relationship between management and employees be so disconnected?

Is it just semantics to say that employees don’t work for their managers; they report to their managers? Quite the contrary. It’s critical for managers to realize that their employees merely report to them. Employees take direction, seek motivation, look for clarity, look for support, and often look for permission or forgiveness from their managers. But they don’t work for their managers.

Great managers actually work for their employees. The managers’ focus should be creating environments where their employees, and by extension, their businesses can be successful. This means that managers are, first and foremost, service providers to their employees. Managers are responsible for ensuring that any obstacles to great performance are removed from their employees’ paths. These obstacles may come from outside the organization, or, as is often the case, the biggest obstacles will come from within.

What are some obstacles to great performance? It can be as simple as the climate control in the office. It may be too cold or too hot for employees to concentrate on their work. Employees may be struggling to get their jobs done with faulty or worn-out tools. How about the work environment that has an employee who disrupts the rest of the team or isn’t pulling his or her weight? All of these are examples of issues managers need to be aware of. Not only that, managers need to take swift action to eliminate these barriers to performance, in service to their employees.

And that’s just it, if managers are paying attention to the needs of their employees, they will be able to move quickly to help their employees succeed. After all, an employee’s success is the key to the organization’s success, and, in turn, the manager’s success.

 

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© 2014 Bob Dailey.  All rights reserved.

 

 

 

Life is…

Life is a celebration…

As we end one year and prepare to begin another, it’s a great time to reflect.

What have I completed, and what will I begin?

How did I fail, and how will I succeed?

Who did I help, and who will I help?

What is my true mission?

I found this great reminder (as I often do) in a quote from Mother Teresa:

“Life is an opportunity, benefit from it.

Life is beauty, admire it.

Life is a dream, realize it.

Life is a challenge, meet it.

Life is a duty, complete it.

Life is a game, play it.

Life is a promise, fulfill it.

Life is sorrow, overcome it.

Life is a song, sing it.

Life is a struggle, accept it.

Life is a tragedy, confront it.

Life is an adventure, dare it.

Life is luck, make it.

Life is too precious, do not destroy it.

Life is life, fight for it.”

 To this list, I’d add:

Life is a journey, explore it.

Life is failure, learn from it.

Life is service, give it.

Life is a gift, share it.

Life is a celebration, enjoy it!

© 2014 Bob Dailey.  All rights reserved.

Exceeding Your Vision

The following is not an excerpt from my new book, Leadership Starts (and Ends) in Your Head…the rest is detail.  But, I’d be remiss if I didn’t mention it here (and highly recommend it).

 

Vision

-What do you want to be when you grow up?

-Now that you’ve graduated, what are your plans?

-Congratulations on your marriage.  Here’s to a long and happy life!  Where are you two planning to live?

-I heard about your new job.  That’s great!  What are your prospects for career growth there?

-I heard you don’t really like your job?  What would you do if money wasn’t an object?

Each of these questions are about goals and vision.  Where do you see yourself today and in the future?  What defines success for you and how will you get there?  What path are you on and will it get you where you want to go?

But, what happens when you reach your future?  Will you know you’ve arrived?  What happens when your vision for the future comes true?

You achieve, even exceed, everything you had in mind when you started.  You exceed your vision.

Sounds like a good problem to have.

Consider the retiree who has no idea what to do with his/her time now that work doesn’t occupy their day.  The stay-at-home mom whose kids are all grown up and moved away.  The thirty-two-year-old internet entrepreneur who just sold his company for $500 million.  They have reached their goal line, that place they’ve dreamed about.

Their vision led them here, but what’s next?

I’m reminded of a quote by Walt Disney:  “All of our dreams can come true, if we have the courage to pursue them.”

For most, the courageous part is the pursuit.  For others, courage is their willingness to find new dreams when the first ones come true.

As we go through our lives, chasing goals, climbing mountains, and living the dream, it might be worthwhile to extend our vision.  Look past our first set of goals; the ones that occupy most of our time.

Look toward the greater goals, and broader definitions of our dreams.  Seek the true definition of our potential.  Our ultimate purpose.

Consult not your fears but your hopes and your dreams. Think not about your frustrations, but about your unfulfilled potential. Concern yourself not with what you tried and failed in, but with what it is still possible for you to do.  -Pope John XXIII

 

© 2014 Bob Dailey.  All rights reserved. 

 

Two Standard Deviations

One hundred people who are working separately will never lift a thousand-pound boulder…

The following is an excerpt from my new book, Leadership Starts (and Ends) in Your Head…the rest is detail.

Chapter 4.  Maintain Two Standard Deviations

I had lots of statistics classes in college. We learned a ton of formulas for measuring things like economic order quantity, measuring cycle times, and the differences between mean, median, mode, and midrange. We learned how to calculate the probability of certain outcomes and how various outcomes relate, or don’t relate, to each other. These are all great, and each has its place.

One of my operations management classes (which came after finishing the statistics prerequisites) showed us a nice set of measurements and formulas for determining if something is “in control” or not. Funny thing is, I don’t remember the actual formulas, but I definitely remember the lessons.

If you take a series of measurements of something like cycle time (the time it takes to produce a widget, for example), you can plot these measurements on a graph. By calculating the average (which might actually be the mean, midrange, or mode—I can’t remember), you can then derive the standard deviation. If your cycle-time measurements in this example are all within two standard deviations of the average, then your system is, by definition, “in control.”

I’ve probably botched it in terms of the statistics, and that isn’t the important thing here. The key lesson is that everything you do as a manager should be within two standard deviations. The standard-deviation measurement is a metaphor for your behavior, your reactions to good and bad news, your response to competitive threats, and the way you conduct your life in general. By maintaining two standard deviations, people around you can rely upon that aspect of your character. They need to know, and rely upon knowing, that you will be measured in your response, your feedback, and your approach to business issues.

This means that you won’t be the type of manager who storms around the office, yelling at people when bad news arrives. You’re also not the person who runs around whooping it up and hugging everyone when good news comes your way. When a competitor makes a move that potentially damages your organization, you will exercise restraint in your emotional response.

Does this mean you become a robot? I sometimes say that I am a robot in a work setting, but I am joking when I say it. As a manager, you are by no means a robot. You can be happy, sad, angry, afraid, sick, and tired, or any other range of emotions. But you are the one in control of each of these emotions.

The two-standard-deviations rule provides a lot of leeway in your behavior, both positive and negative. You will become a more subtle and thoughtful operator if you keep two standard deviations in mind as you move through your day and your career.

Those who work with you, report to you, and rely on you will appreciate this two-standard-deviations philosophy. Volatility in a work setting stifles creativity. Who will take the risk of being creative when his or her manager is a powder keg, waiting to blow up at the first sign of a mistake? Creativity breeds innovation but also carries the risk of failure. A failure that no employee will risk if his or her manager’s response to failure is to blow up and start yelling.

Such an environment also stops the flow of honest and accurate information. Employees will adjust the flow of information to a volatile manager in an attempt to yield a positive response. The content of the information becomes secondary. The delivery becomes the primary concern for the employee. This leads to information being skewed, manipulated, or shielded from the unreasonable manager. Without an accurate information flow, decisions and strategies will not be as effective, and may be wrong altogether.

Employees take on the style and demeanor of their managers. Not just their direct managers, but all the way up the chain of management to the top of their organizations. While this adoption isn’t 100 percent, obviously, the adoption is quite evident.

A volatile or out-of-control manager will have an employee base that is similarly volatile. An environment that lacks trust will develop. Trust is the bedrock of any team. Without an environment of trust, the multiplying power of the strong team is eliminated. Without trust, working across organizational boundaries is nearly impossible. The organization becomes a group of disconnected islands, often lobbing shells at each other, instead of focusing on delivering results for the organization.

One hundred people who are working separately will never lift a thousand-pound boulder, but one hundred people working together and trusting each other will be able to lift it. Maintaining two standard deviations in your approach to management will lead to honest and accurate flows of information, promote a trusting environment, and leverage the power of a strong team of employees. Harnessing this power is the key to management success and the success of your organization.

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© 2014 Bob Dailey.  All rights reserved.

 

 

Getting Quiet

Getting quiet can be scary…

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It’s easy to focus on all the details of our busy life.  The errands we run, the work we do, the people we meet, the things we do for others, the things we do for fun, and occasionally thinking about what’s going on in the world around us.

But, what about when things get quiet? When we listen only to our own thoughts.

Getting quiet can be scary. What’s in there? What’s missing? Where are you going? Do you recognize yourself? Do you like the person you’ve become? What’s important?  What do you want from your life?

We can talk ourselves out of just about anything. That includes getting quiet. Here’s a short list, in no particular order, of ways to create some space for quiet time in your (too busy) life:

  • Turn off the radio (and your cell phone) when you drive.
  • Purposely wake up about 20-30 minutes earlier than usual…there’s your extra time for quiet.
  • The next time you’re clicking around the TV channels, click the off button instead.
  • Take a walk, a run, or a hike…without your cell phone.

How should you spend your quiet time?  You decide.  It’s your time.  Meditate, read inspirational quotes, pray, or sit in silence and give your brain some time to slow down.  It may seem a bit awkward at first, but that will pass as you get to know yourself better.

Get quiet.  Listen to your thoughts.  You might be surprised by what you hear.

 

 

What’s Wrong with Murphy’s Law

In 1949, Captain Murphy gave us his “law:”

If anything can go wrong, it will go wrong

Since then, a number of variants and other “laws” have emerged:

A dropped piece of bread will always land butter side down.

The line next to you will move more quickly than the one you’re in.

If all you have is a hammer, everything looks like a nail.

Success always occurs in private, and failure in full public view.

All things being equal, you lose.

As soon as you mention something…if it’s good, it stops; if it’s bad, it happens.

Anything is possible if you don’t know what you’re talking about.

A shortcut is the longest distance between two points.

There’s no time like the present to procrastinate.

What’s wrong with Murphy’s Law, and these other variants? On the surface, nothing. They each have kernels of truth and wisdom.

But, they ignore other possibilities:

Everything that can work, will work. Consider how many things worked as they were supposed to today. You probably don’t remember them, since they worked so well.

How often do you really drop a piece of bread?

Sure, your line may move slower today. That won’t be the case every time. If we consider our neighbor’s perspective, they’re enjoying the fact that their line is moving faster today than your line. Isn’t it nice to see someone have a small victory?

We all have more than a hammer. Remembering to look in our toolbox from time to time and dust off our other tools is the key to success.

Our successes and failures are always personal first.  The people who are willing to share in both are what matters.  The size of the audience doesn’t.

All things are rarely equal.  The level of equality at the start has little to do with whether you win or lose.

We get the things we visualize the most.  We have more control over what happens than we realize.

Some of the best discoveries came from people asking the dumb question, or looking at something with “untrained” eyes. The most potent resource in a company is the new employee who “doesn’t know anything.”

Unexplored shortcuts take you nowhere. Some shortcuts lead to entirely new destinations that you never thought possible.

Now is the perfect time to begin, or begin again.

The only thing we control in life is our attitude. Our attitude has more impact on our lives than any of these “laws.”

Old Docks, New Horizons

You don’t have to be Galileo, Christopher Columbus or Marco Polo to be an explorer…

Hillsdale_Dock
Old docks capture my imagination. There’s a quiet intensity about them. A history we can feel more than see. They offer a lasting invitation to explore. To cast-off, set sail, and see what’s over the horizon.

Will you accept that invitation? How far will your explorations take you? Which way will you go? What if you can’t see the other side? Should you cast-off anyway?

We answer (or avoid) these questions every day.

Is it best to merely stand on the dock and look out at the horizon, wondering what’s just out of sight? Or, better yet, wait for someone to return and describe what’s out there? No way!

Every explorer (and innovator) in history chose to leave the safety of the dock. They couldn’t see the other side. In fact, they chose to leave the dock precisely because they needed to see over the next horizon, and the one after that.

They knew what we each know, whether we choose to admit it or not.

The answers to life’s biggest questions come to those who seek.

You don’t have to be Galileo, Christopher Columbus or Marco Polo to be an explorer. We are each explorers. All we have to do is accept the invitation.

 

 

The Life We Realize

Was today important? How about tomorrow?

Our Town

EMILY: “Does anyone ever realize life while they live it…every, every minute?”

STAGE MANAGER: “No. Saints and poets maybe…they do some.”

― Thornton Wilder, Our Town

 

“Choose the least important day in your life. It will be important enough.”

― Thornton Wilder, Our Town

I never read Thornton Wilder’s play, Our Town. It seems like the type of literature that would be required high school reading. The mundane and simple nature of the play would surely be lost on most high schoolers, so it’s a good thing I didn’t discover the play until recently.

I’ve just started reading it…the first play I’ve read in at least thirty years. What a relief to know I get to read this one for the sheer pleasure of it, and not in preparation for a final exam on the subject.

There are a ton of thought provoking quotes in the play, but these two stand out for me:

Does anyone ever realize life while they live it…every, every minute?

It’s easy for us to see that fish swim in water that sustains their life, but I doubt they realize it. It’s easy for us to understand that we are “swimming” in the air that sustains our life, but I doubt we realize it. Life is all around us, every minute if we choose to notice.

How many of us realize how precious each day is while we are living them. The countless decisions and non-decisions we make each day, the people we impact (hopefully positively). The memories we accumulate along the way.

Instead of continuously looking ahead, chasing our dreams, maybe it’s good to look to the side occasionally. Slow down and check out the scenery that’s whizzing past as we barrel ahead to our futures. Taking time to appreciate the gift of our life, even as we live it.

Choose the least important day in your life. It will be important enough.

If you live to be 100 years old, that’s 36,500 days. How about 75 years? That’s 27,375. Imagine you just turned 48, like me. I’ve used 17,538 of my days, so far. Trust me, I used a calculator to check my math.

Which one was the most important? How about the least important?

What are the criteria you use to define importance? Do you have your criteria all picked out? Are you ready for the days when those things you thought were important suddenly don’t matter?

Each of us can identify important days in our past. Chances are, some of the days you see today as being most important didn’t seem so important when you were living them in real time. Hindsight is good that way.

Was today important? How about tomorrow, or the next day?

Each of them will be important enough, if we take the time to realize it.

 

 

 

Photo Credit:  http://www.theguardian.com