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Month November 2010

Mental Evolution I (“Realization”)

[This is part one of multi-part series related to my experiences in searching for a new career opportunity.]

I read an article on CNN today which really hit home with me.  The article was about the rescue of two boys who were lost at sea for nearly two months – having recently been found by a tuna ship off the coast of Fiji.  The story is nothing short of a miracle.  While the concept of faith is perhaps an underlying factor in their survival, the final sentence of the article is a very powerful one:

“They’ve got a lot of gusto, a lot of strong mental spirit,” Fredricsen told the Morning Herald. “Physically they are very [distraught] but mentally they are very strong.”

When I attempted the summit of Mt.Rainier in 2007, the main reason I was unable to accomplish this goal had everything to do with a lack of mental toughness and very little to do with physical capability.  This was very surprising to me.  The fact that these boys’ survival was based primarily on their mental strength says a lot – not only about them but about me as well.

I am physically very strong.  Mentally, however, I think there is opportunity for improvement.  Of course, the degree of “weakness” depends upon a number of factors – and there are certain circumstances where I can be quite resilient when many others cannot.  In any event, this ability to adapt can be strengthened – and this identification is the first step towards a stronger “mental infrastructure.”

Using my personality type (INFP) as the basis for this journey is key.  Without going into elaborate detail about the aspects of this personality type, I was able to locate ten INFP-specific “rules” to achieve greater success and become mentally stronger.

In scanning this list, and looking back over the past year, it’s safe to say that my ability to “follow” these rules has varied depending upon the situation.  Fortunately, given the degree of personal introspection I’ve invested over the past two years (e.g. this blog), nearly all of these rules are ones that I employ on a daily basis.  But, there are two major exceptions:

  1. Express Your Feelings. Don’t let unexpressed emotions build up inside of you. If you have strong feelings, sort them out and express them, don’t let them build up inside you to the point where they become unmanageable!
  2. Assume the Best. Don’t distress yourself by assuming the worst. Remember that a positive attitude often creates positive situations.

The first one has been the most difficult for me – primarily because I tend to internalize everything I’m feeling before expressing those feelings.  In certain circumstances, this can be a positive but in many cases it causes me significant stress – particularly if those same feelings remain “hidden.”

The second is another area for improvement.  While my ability and desire to help others can be seen as having an optimistic outlook, I’ve found that this level of optimism is in contrast to what I sometimes feel in my personal and professional lives.  I need to take steps to employ a similar perspective independent of the situation.

While this CNN article prompted me to share these thoughts, they have been there for some time.  Given my experiences over the past several weeks, I’ve felt this lack of mental toughness to be something that I really need to pay close attention to.  When you strive for success on a daily basis, any and all barriers need to be managed accordingly – and increasing my mental strength is my primary barrier right now.

The 7’10″ Skyscraper.

I was looking through an old issue of I.D. Magazine the other day and stumbled upon an article by William Bostwick, Ian Volner, Eva Hagberg and Jesse Ashlock entitled “Toy Stories.”  I found this article interesting because it went to the heart of why designers design – at some level, it’s about play and enjoyment.  The exploration of new ideas and concepts is what drives many to this field, and it typically starts at an early age.

I decided to search online for some of the toys listed in the article.  Coincidentally, I found a unique toy web site called Fat Brain Toys that has a wide variety of quality toys for all ages.  What I really like about Fat Brain Toys is that their selection is of high-quality and “open-ended” which ultimately translates into greater exploration and learning.

While I love just about everything that Fat Brain Toys offers, I was particularly interested in a construction set by Uberstix called Uberarc.  Uberstix are unique in that they connect with just about every building set imaginable – including Lego, Erector and KNeX.  In the spirit of building a mini metropolis, the Uberarc product offering is particularly cool:

“Learn to build from blueprints. Full scale blueprints are included that teach how to build from plan views, isometric views, detailed views and more. Download and print your building permit and learn about wind loads and seismic loads.”

In short, any toy that encourages prototyping and is taller than the child building it is simply awesome!

UBERSTIX UBERARC 3200 piece Set

Uberstix Uberarc

The (New) Hierarchy of Needs – Part V

[This is the final segment of a five-part series on project management that is based upon Abraham Maslow’s “Hierarchy of Needs”]

Problem Solving

The next level starts to go into the core of the project – problem solving.  This is essentially what all projects are about.

What is a problem?  A problem is an obstacle which makes it difficult to achieved a desired goal or objective.  Problem solving can be fun as it helps to build a certain skill set regardless of the topic.  In the project management space, problem solving is the name of the game.  While many problems may be obvious, there are many that will not be as obvious and may remain hidden.  It’s the job of the project manager to uncover these hidden problems and take steps to address them.

To ensure understanding, hidden problems are those that are known by the project team but aren’t being surfaced to project leadership.  Team members are more likely to hide problems if they don’t have confidence these problems will be addressed.  Problems can also remain hidden if there isn’t a clear understanding of who can solve them.

Your role as project manager is first and foremost your relationship with the team – if team members have a clear understanding of the objective and team organization, and have confidence in your ability to lead, problems will be raised much more rapidly and the team will be able to make greater traction in the long-run.

Thus, your ability to lead, instill “order” and “structure” and tackle the tough problems are all very important in this “layer”.

Momentum

At the top of the pyramid is momentum – that’s what ultimately keeps the project going!  Initial momentum naturally follows the layers just described, but it ultimately requires a core belief that the project will be successful.

As shared earlier, the ultimate goal of this new hierarchy is to have every team member reach their full potential.  While this is a lofty goal, if you want to deliver a quality product / service in a short period of time, this is what you need to shoot for.

As with any moving object, ensuring that you maintain positive momentum is ultimately dependent upon the source of “power.”  In a project, that source of power is the team and the hierarchy tiers that fall just below this one.  The more organized and refined the underlying layers, the less “friction” and the longer you can maintain positive momentum over the long-term.

References:

ShopWell: The Next Generation of Food Consumption.

My Google search agent for “IDEO” highlighted a venture launched by the company called ShopWell.  While the site is still in early beta, I’ve signed up to take advantage of the service that ShopWell is offering – which is to ultimately help me select food choices that are right for me.

ShopWell

While you can read about ShopWell in a more in-depth article here, one of the key points that I’ve taken away from this article is how ShopWell can meet the needs of both consumers and food manufacturers.

While standard nutrition labeling has helped, it is too generic to offer any real guidance to consumers – especially if the person has health conditions, is allergic to certain ingredients, or is extremely athletic.  At the same time, with 99 of every 100 new food products failing, food manufacturers need a better way to figure out what consumers want.

By radically simplifying the decision-making process for consumers (essentially categorizing foods into red/yellow/green status items that meet consumer’s specific needs), and providing manufacturers with greater transparency into these choices, ShopWell is a company designed to serve both of these needs.

Check out Wade Roush’s article here to learn more about this new endeavor.

Point in Time Visualizations.

I stumbled again upon the Wordle site by Jonathan Feinberg and thought it would be interesting to see what visualizations came about from both Incubator and Big Generator.  Here’s what it came up with:

Incubator (November 2, 2010)

Big Generator (November 2, 2010)

Visualizations such as these can be extremely useful in situations where you aren’t certain of the content as it can highlight key themes that may remain “hidden” within the text.

The (New) Hierarchy of Needs – Part IV

[This is part four of a series on project management that is based upon Abraham Maslow’s “Hierarchy of Needs”]

Accountability

The next level up moves beyond this “foundation” and starts to get into the tactical level – “who’s involved and who’s accountable?”  In this layer, we build an organizational chart that shows who is involved and where each resource “fits”.  Discussions around “workstreams” and communication pathways can be found here.

In order for a project to be successful, accountability needs to be defined and enforced at multiple levels – not just with the project performers.  All project participants – including stakeholders – have a specific role to play, and if they have a role to play that means that they are accountable for “something”.  Said in another way, if it’s difficult to define what that resource is accountable for, then they should not be part of the project.  It’s really that simple.

Creating a team organizational chart is the first step in this accountability definition.  The key is that there should be ONE and only ONE leader.  Ensuring that the leadership chain is clear and unambiguous in the visual is extremely important – if it’s not obvious who is running the project, then you have a problem.

Having a technical lead, for example, can be beneficial but only if the structure is defined such that the technical lead reports to the PM.  If the PM and technical lead both report to the sponsor or customer, then you have an accountability problem.  Similarly, if you have multiple customers, how does that working relationship look?

Again, if it’s not obvious in the visual, it’s not going to be obvious in practice.

Another tip is to keep the core team as small as possible.  Why?  Mainly because the more resources you have, the more communication paths you create.  Communication paths are critical to a successful project and need to be carefully managed.

For example, in a “loose” organizational structure, you are more likely to have communication “cross talk” and duplicative efforts which impede progress.  Maintain the team organization and manage communication pathways like a traffic cop – keep things organized and life will be easier.

What happens when your project scope requires a significant number of resources?  Your core team can and should remain small.  Just divide the organization into discrete areas of accountability.  Again, keep the core team small and hold people accountable.  Careful workstream definition is key here.

I’ve learned even when people are identified on an organizational chart, it doesn’t mean they “buy-in” to the structure you’ve created.  Unfortunately, the reality is that they are unlikely to challenge what you’ve “built” because doing so can put them in an awkward position and you’re likely to receive false acknowledgement.

The key is to ensure team participants are comfortable in the role that you’ve identified, and if they are identified as a workstream lead, doubly ensure they know what you are asking them to do.

If you have the luxury of leading a team where roles are undefined, it can be beneficial to utilize Strengths Finder to truly understand the strengths of each resource.  It’s easy to assume that each person has strengths that align with the task they have been assigned, but that can be misleading.

Get the most from your resources by understanding where they excel and how they wish to contribute.

Remember, your primary goal is to build a solid relationship with the team.  If you don’t have that, it’s going to be difficult to be successful in your role.  Your secondary goal is to delegate, assume positive intent, empower the team and let things sort themselves out – you are not there to micromanage.  If you are micromanaging, you either haven’t got the right framework in place or you have the wrong resource doing that particular task (or both).