As part of this semester’s MP course I wanted to solicit feedback on my performance from constituents beyond my direct supervisor. I looked through the web for different options, and I found that I favor MIT’s performance evaluation templates the most. They have two formats that I think can be used to capture a lot of information about feedback on our professional performances.
One of them is focused on a quantitative evaluation of your performance along several parameters; the other is more narrative style and asks for stories regarding your development in your role and your organization.
As a quick summary, here are the parameters around which the quant one measures performance:
1. Proficiency/skill in carrying out assignments (ability/competency)
2. Planning/organizing/prioritizing work load (analysis/time management)
3. Holds self accountable for assigned responsibilities (accountability/reliability)
4. Proficiency at improving work methods/procedures (continual improvement)
5. Effective communicator
6. Ability to work independently/ or with a team
7. Willingness to take on additional responsibilities
8. Adeptness in analyzing facts, problem solving, decision-making, and demonstrating good judgement (sensible thinker)
All managers are different, and some people may have managers that have unclear expectations, or do not communicate their expectations. This points to the importance of being able to manage oneself. I think that pointers such as these can lead the individual to continually reflect and evaluate their own performance. Of course, we may not be as objective as an outside source (but heck, they are likely not to be objective either!), but at least we can bring a greater awareness to monitoring our performance. By bringing a higher level of awareness, we should be able to hone in on issues, and do a little trouble-shooting ourselves.
Recent polls suggest Americans have had enough at work. The labor market seems to require more and more of the workforce – balancing continuing education, extracurriculars, and networking all while doing the job leads many of us to feel burntout. As a class of Evening MBA students, I’m sure every one of us can relate.
I’m quite a collector of “better living through research” materials and have noticed three burnout coping strategies that have proven themselves useful again and again.
1. Schedule daily quiet time.
“Everyday I start off happy, but then your boss is calling, your phone is ringing, and the dogs are barking. You’re trying to write an email and suddenly three people text you about a firedrill involving an SVP and a rejected project proposal. How am I supposed to manage stress if I can’t escape it?”
It’s a stress management trope for a reason: it works. Some call it unplugging, prayer, or meditation but no matter how you label it, humans were not designed to have constant stimuli interrupting their thoughts and functions. I subscribe to meditation twice a day, and have recently picked up transcendental meditation as a way to further my own practice.
2. Make time for nothing. Yes, nothing.
As my mother likes to say, “It’s your job to take care of you”. Schedule downtime and protect it fiercely. Sometimes that means protecting it from yourself – leave an hour a day to unwind and relax, and resist the temptation to fill that time with distractions like housework or chores (unless that means relaxation to you).
3. Learn to recognize burnout behaviors and have an action plan at the ready.
“I left the stove on last night, really? Yes, that is a nervous eyelid twitch. No, I will not stop watching Parks and Rec and eating waffles – Leslie Knope gets me.”
Humans are creatures of habit and when threatened, we tend to revisit the same patterns that make us feel safe – whether it’s drinking too much, sleeping in, or even becoming selectively forgetful; when we’re burntout or stressed, our personal coping mechanisms rear their ugly heads.
If there’s a behavior in your life that seems to appear every time you’re facing a heavy workload or are scraping the bottom of the energy barrel, it’s a safe bet that burnout is on the horizon. Once you recognize these patterns, have a plan ready to address them.
Recently I made a presentation what I think every successful leader needs for management practice. It’s what I called the 4p’s of successful leadership. Those 4p’s are Performance, Perception, Personality and Passion.
I found this article because after presenting I was interested in seeing what other people’s opinion are on what qualities should leaders possess and I thought it would worth sharing. This article asked 332, 860 professionals-what skills have the greatest impact on a leader’s success in a position the respondent’s currently hold?
What is interesting is number one with 38% said Inspires and motivates. That aligns right with one of my P’s, personality.
See the full article to see the rankings on characteristics of a leader.
In my earlier post on this subject, I discussed the history of information design and some best practices associated with its use today. It’s great to consider the past and present of this art, but what about the real context for most of us on a day-to-day basis?
In my career thus far, I haven’t to do much of this type of work. In fact, between undergrad and business school, I don’t think I touched PowerPoint more than a few times. Well, those days are over! I’ve been serving in my new role at Arby’s for almost a month now, and I’ve already been asked to create what we call “one pagers.” These summaries are a brief overview of a topic, usually presented via a PowerPoint slide. It’s important that they present only the most critical information, and are used during the numerous meetings that happen on a daily basis.
So what role do infographics play? Let’s just say that they’re a team player and not the star. Our one-pagers are generally mostly text, organized in a way that is very clear and easy to read. The graphs, data, etc. typically plays a support role or is left out altogether, only to be presented in more thorough presentations. The key here is to extract the data into bullet points or going beyond that, make your point or recommendation based on the data. I found a good example of the general form we use on, of all places, the Citizens for Public Justice website. I agree with their format, and it can be seen here: http://www.cpj.ca/content/how-write-one-page-brief
I still believe that I will have to create a good bit of graphs and charts, however I think the true, modern form of infographics are typically left up to the design types and corporate communications department. Luckily, the organization is fairly flat and meeting with those people, collaboration, and learning from them is eminent.
Although I may not be presenting as much of this type of work as I had expected, I believe I will certainly know how to create meaningful visualizations of data to support my future recommendations. I look forward to the challenge and continued learning!
The beginning of this HBR article, How to give a killer presentation, is intriguing to the relationship of what many of us just experienced in our final presentations of MP. Even though this article is shortened to non-subscribers, the intriguing part to me is the basis of the article – a story about a boy who had a story to tell. The 90+ of us just finished our presentations, and it was amazing to see what some of my peers had to say. Learning from each other is one of the biggest facets of this program, yet at the same time this isn’t just to learn about each others’ business knowledge, but to learn about the more personal part of each others’ lives.
Many of us gave great presentations, and as this article began, you have to begin with a good background to your story. I think the key to this article is not just another subset of bulletpoints of how to do a process (although that’s probably where the article heads), but to make you think about what the baseline of any presentation needs to be – a good story. A lot of times we can get caught up in the details – get caught up in the data. Presenting the data is so critical, that we forget what the baseline is, and how to bring the story completely together, full circle. Without a clearly stated statement at the beginning of your presentation, there’s a good chance you’ve already lost a large part of the story you’re trying to tell.
Effective leaders tend to find a strong balance between data analysis and intuition. Many times, the aspect of intuition comes from recognizing patterns or trends. A big part of problem solving is recognizing these trends and finding ways to minimize its reoccurrence. Additionally, it is important for leaders to understand the true essence of the problem rather than finding a temporary fix that will likely rise again in the near future. This gives leaders more time to focus on other areas of the business rather than continuing to fix the same problem over and over again.
Understanding the intricacies of every aspect of the business is one way to develop a strong sense of how your decisions can affect specific areas of the business. Effective leaders don’t look at problems as a nuisance; effective leaders see problems as an opportunity for ongoing improvements.
Forbes has come up with four characteristics that make an effective leader:
1) Transparent Communication: The main takeaway is that transparent communication allows for other people to be heard. It fosters an environment where people are willing to speak up if there is an issue.
2) Break Down Silos: The importance of this characteristic is to eliminate boundaries. It is important to solve problems that affect the overall business rather than one segment of the business.
3) Open-Minded People: Effective leaders are ones who are not discouraged to find innovative ways to solve a problem. They are individuals that do not avoid the problem; they are not afraid to face problems head-on.
4) A Solid Foundational Strategy: As we have learned in our Strategy course, a business without a strategy is dangerous. Effective leaders go beyond figuring out the problem; they find ways to implement a strategy to solve the problem. This includes resource allocation and budgeting.
Some final takeaways are:
Always step back and assess the situation; never take a blind guess when solving a problem.
Find ways to solve the cause of the problem to eliminate it from reoccurring.
Learn from your previous failures and use those lessons learned to solve future problems.
Don’t avoid problem solving; challenge yourself to solve the problem head-on.
In our first semester we learned about issue trees in MP and event trees in DDA and how they help break-down problem statements into solvable nuggets. In addition to these trees, here are three more analytical frameworks to breakdown problems:
Means-ends networks: The initial problem statement is broken down by identifying all the obstacles that hinder reaching the goal. Then develop an action to get past this obstacle and in turn identify new obstacles that would thwart this plan. When all of these levels’ impediments are addressed, the overall problem statement should be solved.1
Objective hierarchy: Another hierarchical structure where a broad objective is developed out of the problem statement at the highest level. This objective is broken down into narrower objectives. As the objectives get narrower they take the form of actions, therefore they are called ‘means objectives’.2
Consequence tables: This structure is useful in comparing multiple options. List the multiple alternatives on one axis of the table and attributes to compare on the other axis. Give each alternative a rating for each attribute (the rating being relative to that of the other alternatives). Color coding the ratings based on different thresholds visually helps in comparing the alternatives.3
Looking back at our past two MP project I feel as though a means-end network would have been very beneficial (in addition to the issue trees we developed). There were several obstacles in both the Carlos Museum and Delta projects that needed to be sorted out and solved at a basic level.
I’ve always been fascinated by the Space Race of the 1960s. I am particularly amazed by the fact that in less than ten short years we went from considering space the realm of Hollywood and science-fiction to the kind of reality that you could watch live on the television in your living room. How did they do it? Computers? A bottomless budget? Sure, there were major advances in computer processing and increases in federal financing, but how did they go from being behind the Soviet Union to surpassing them en route to being the first nation to rendezvous, dock and land on the moon? I believe it has a lot to do with the team management practices that were exercised by NASA’s space flight leadership team. In former Flight Director Gene Kranz’s book Failure is not an Option he described how the NASA team was able to advance quickly through the Apollo program towards landing on the moon by saying, “Apollo succeeded at critical moments like this because the bosses had no hesitation about assigning critical tasks to one individual, trusting his judgment and then getting out of his way.” The basis for this trust was largely due to the emphasis NASA leadership placed on communicating, mapping out systematic solutions to complex problems, and establishing clear responsibilities for solving those problems and executing their designed solutions.
What’s interesting is that this is exactly what we were taught to do in MP. Upon reviewing the slides Professor Noonan presented during the Fall Semester, it is apparent that many of the lessons shared by our own “decision Jedi” were actually put to use by NASA in their effort to win the Space Race. Two slides, in particular seem applicable, which I’ve paraphrased below:
Intro Deck, Slide #24:
MP learning objectives and topics include: (a) defining the central problem in a situation; (b) connecting that problem to effective teamwork; (c) developing and delivering valuable insights; and (d) connecting those insights to effective action. “Excellence is an art won by training and habituation.” – Aristotle
Part 3 Deck, Slide #2:
How can we organize and manage team effort? (A) Appropriate work stream: (i) Targeted analyses, (ii) Spanning the tree, (iii) Driven by issues, and (iv) Focused using hypotheses; (B) Productive: (i) Focused info, resource needs; (ii) Clear, specific deliverables and declines; and (C) Effective use of team: (i) Responsibility and (ii) Coordination.
During the Space Race, the engineers and test pilots at NASA trained religiously, and spent extensive time developing rules and procedures for their flights. Since no one had ever flown in space before, each new mission provided an opportunity to literally “write the manual” on how certain objectives should be reached. Because the lives of the colleagues and friends, as well as the future of the nation, depended upon their precision, these engineers would try to consider every step of every mission from all angles before lighting a single rocket. In doing so, they were essentially asking themselves closing their eyes and asking themselves, “what do we need to do to achieve X?” and then building out mental “issue trees,” branches of which were then assigned to specific departments or team members to research, resolve and execute.
Apollo 13 (Theatrical Poster)
Although this kind of structured team management and leadership was a part of each stage of the Space Race, the most enduring display came in April of 1970, during the Apollo 13 mission. One of the most detailed accounts of how the Apollo 13 problems were tackled can be found in Flight Director Gene Kranz’s account in Failure is not an Option. Kranz describes how he broke the task down into key parts (e.g., power, trajectory, using the LM as a lifeboat for three men when it was designed for two, etc.) and then began in a structured and disciplined form of “brain storming” (or what some might call “brain steering”) during which every option was explored to ensure that the issue tree was mutually exclusive and collectively exhaustive.Short of reading Kranz’s book yourself, you can get an idea of what happened during the Apollo 13 mission by viewing the 1995 film starring Tom Hanks. Below are some key points in the film and links to YouTube clips that help provide a nice representation of this kind of team management:
Flight Director, Gene Kranz – sporting his famous “white team” vest
1) Shortly after the explosion occurs on the Command Module, mission control begins to devolve into chaos over the news that the Apollo 13 spacecraft is mysteriously venting oxygen into outer space. Gene Kranz focuses the group by saying, “Let’s work the problem people, let’s not make things worse by guessing.” (NOTE, only the first 42 seconds of this clip are from the scene that I’m referring to here, you can ignore the rest). Kranz’s statement reframes the crisis as a problem that can be solved, not a moment for mindless panic, and in so doing he returns his team to the tasks they’ve been trained to do: solve space flight problems in a systematic fashion. Moreover, although it’s hard to appreciate from this short clip, you can get a sense for how direct the lines of communication are in mission control. Every person has a role to play and their area of expertise is distinct. Gene Kranz sources information from each of them and provides specific instructions to each group. He never says, “somebody go do that” it’s always clear communication directed at a specific individual or sub-team so everyone knows who is responsible for generating the answer to a specific question.
2) After relocating the astronauts to the LM (a/k/a Lunar Module, LEM), Gene Kranz makes it clear that the old flight plan is being tossed out the window and he focuses the team’s brainstorm efforts on the key question, “How do we get our people home?” When the sling-shot around the moon idea is presented a debate ensues, displaying how team members are wearing “different colored hats,” to essentially test the strength of the proposed solution.
3) When faced with the challenge of managing the power supply, a man named “John” proposes that everything must be turned off otherwise the LM will run out of power in 16 hours, not 45 hours. A cacophony of negative responses fills the room but Gene Kranz assesses the situation, makes the decision to power down the LM and moves on with the remaining team members to say they need to find a squeeze every amp out of the electronics in the spacecraft –“failure is not an option!” This particular scene displays the trust Kranz placed in his team members and their expertise, and, again, the power of positioning each challenge as a problem that can be solved by specific team members or sub-groups of team members.
4) As one team works on the electronic power issues, another is just discovering that the CO2 levels in the LEM are rising and that the filters from the Odyssey and the LEM are not compatible. This leads to the famous “Square peg in a round hole” problem. This might be the most incredible problem solved during the mission, and if you’d like to read more about it, you can do so here. The work done by Ed Smylie’s “tiger team” unquestionably saved the lives of the three astronauts, but again it shows the value of breaking a big problem (“how do we get our guys home?”) into smaller questions and dividing the task of researching and resolving those problems up to be the responsibility of smaller groups or individuals.
Years later, the Apollo 13 the flight commander, Jim Lovell, during a separate interview, suggested the Apollo 13 mission and provides several key takeaways for business leaders:
Identify the problem and figure out what you have to solve it;
Communicate – you need to share information with your team members in order to solve the problem;
Good leadership and good teamwork are marked by perseverance and initiative.
Thanks to this structured approach to problem solving and team management, NASA was able to bring the crew of Apollo 13 home and in the process they achieved what is largely regarded as the administration’s finest hour. If you’re interested in learning how you too can achieve this level of success within your own organization, I would invite you to review the aforementioned slides and check out the movie Apollo 13 on iTunes or your preferred viewing platform. Remember, “FAILURE IS NOT AN OPTION!”
Apollo 13 crew members Fred W. Haise, James A. Lovell, and John L. “Jack” Swigert, arriving at the USS Iwo Jema after safely landing in the South Pacific Ocean.
Think back to the first time you had to make a decision in a corporate setting. Take a moment and ask yourself some question:
– What was the problem at hand?
– Did you have all of the information that you needed to accurately make a decision?
– Did you have enough time to think over all of the potential outcomes?
– Or conversely, did you have so much time, that you started to second guess yourself?
Now, I will ask a different question. Think about the first bad decision that you made; a decision that had an outcome that was not what you were hoping for. Ask yourself the same questions. Then ask yourself, what would have been different, had you sought help from those around you, and made a decision as a group, rather than as an individual?
I personally find the group mentality to be frustrating, even maddening, at times, since, typically the more minds that come together, the more lag there will be until a decision. I know that many share my feelings, and in fact, the majority of corporate decisions are made on an individual basis. It is always easiest to have someone to point the blame at if things go wrong. Is this mentality the most effective decision making tool that we have in our arsenal?
In the HBR article entitled, The Five Habits of Highly Effective Hives, Thomas Seeley analogies the group think process to that of Honey Bees. Professor Seeley explains an effective method for maximizing our collective IQ, and ultimately obtaining better solutions then one might without a group. His five step method is below:
Remind the group’s members of their shared interests and foster mutual respect, so they work together productively.
Explore diverse solutions to the problem, to maximize the group’s likelihood of uncovering an excellent option.
Aggregate the group’s knowledge through a frank debate.
Minimize the leader’s influence on the group’s thinking.
Balance interdependence (information sharing) and independence (absence of peer pressure) among the group’s members.
Decision making is arguably the most overlooked competency in organizations today. People are promoted based on an assumption that they are better decision makers than others. Yet, group decision making proves to be an insurmountable hurdle for many corporations today. Mastery of both theory and implementation of this soft skill will not only positively impact your corporation, but also your personal brand. Practice this skill and help to raise the collective IQ of the group.
Although the MP projects we were given the previous two semesters were real issues, one aspect that was limited (due to the sheer number of students) was a constant engagement between us and the firm we were trying to help, to narrow the scope. Boiling down to the scope was part of the MP learning process, however Detlof von Winterfeld and Barbara Fasolo point out in “Structuring Decision Problems: A Case Studying and Reflections for Practitioners” how much of an iterative process structuring a problem and decision analysis can be. Shown below is the decision analysis ‘snake diagram’ that clearly shows the back and forth that is necessary, especially in the early stages of a project, between the decision board (decision makers) and the decision team (decision analysts – those that are responsible for formulating a solution). After being given the scope of the problem, the decision team has the decision board sign off on their understanding of the problem prior to moving on. This gives the decision analysts an opportunity to refine the scope of the project with the assistance of the decision makers.
Brainstorming is also included in the way of developing alternatives and assessing them. Not surprisingly the Plan for Action and Implementation only take up a third of this process with most of the foundation work being done prior, as was suggested in MP.
Figure 1. Spetzler Snake Diagram for Decision Analysis. von Winterfeldt, Detlof and Fasolo, Barbara, “Structuring Decision Problems: A Case Studying and Reflections for Practitioners” (2009). Published Articles & Papers. Paper 30.
