Managing for the First Time

Launch of Careering to Success.com

2015-09-26T08:02:00.000+01:00

When I first launched this blog back in 2011, I didn't know what to expect and also what to do with it. All I knew is that I wanted to share tips and techniques for new managers. In 2014 I launched a second blog focussing more on individual personal effectiveness.

Both have taught me some interesting lessons and I'm ready to launch again.

Last month I started www.careeringtosuccess.com

Careering to Success's single goal is to bridge the knowledge and skills gap between young people leaving formal eduction and starting a career in business. Although that's the audience, I've heard from many people saying that the ideas shared are equally relevant at any stage in a career.

So please go take a look and let me know what you think.

You can also on social media at:
Twitter @careertosuccess
Facebook https://www.facebook.com/careeringtosuccess

Thanks, Robert

Managing for the First Time blog is moving

2014-02-20T10:02:00.001+00:00

Hi. Thanks for following the blog, http://managingforthefirsttime.blogspot.com/

You may have noticed that there have not been any recent posts as I reevaluated the purpose of the blog.

I have therefore decided to relaunch it with a focus on the ‘individual’ at the new site of http://perseffect.wordpress.com and eventually www.perseffect.com when I get the website up and running.

You can also follow it on twitter @perseffect

Hope you like the new site and focus.

The 'Supposed To Be' Dad

2013-06-15T22:45:00.001+01:00

How many times have you heard from your kids, “you’re supposed to be playing with me” (and not checking emails on your blackberry).
How many times have you heard from them, “you’re supposed to be having dinner with us” (and not making that seemingly urgent call that really can wait until tomorrow).
Funny how kids can focus on the truly important things. That’s why it’s annoying when they call you out on it, because they are right.
Learn to focus on the right thing at the right time and give your full attention to it, whatever that may be. Don’t become a supposed to be Mum/Dad at home, and likewise a supposed to be whatever at work.
Play the right role in the right place at the right time. You’ll be much more effective for it.
Please see my website at www.managingforthefirsttime.com for more techniques, tips and advice on this topic and others.

A Quality Product

2012-08-25T22:26:00.004+01:00

I was visiting a local organic farm this morning and was struck again at how unquestionably great food tastes when it is fresh, and untainted by preservatives and chemicals (not to mention the mental "comfort" that comes from knowing its local & socially responsible).

It comes back to the idea of doing something really really well. How often we try to do so many different things at once and are never really completely happy with the results we deliver. Have a think over the last week; how many things did you deliver that you were entirely happy with?

What one thing will you do next week without compromising on quality? Who will you surprise by reminding them what great looks like?

Please see my website at www.managingforthefirsttime.com for more techniques, tips and advice on this topic and others.

GTD and Beyond - Making Ideas Happen

2012-06-09T17:49:00.000+01:00

I have often blogged about GTD and ways to keep focussed on the right activities. I have also spoken numerous times with colleagues about the opportunities which it presents to be more productive and feel more in control.

However, it is still only a system which requires actioning to generate actual achievement. Other authors such as Seth Godin seem to approach from the other end and start with the execution first (See, 'Ship It').

What is often missing is the middle piece, the practical advice on what happens day to day in between the system and the shipping.

I've been reading a book by Scott Belsky called Making Ideas Happen. It suggests a focus on creative types that struggle to deliver beyond the idea, but really, the concepts within are completely transferrable to everyone.

What I like is that it covers the process as a whole with real world advice which complements systems and approaches which I current use. It's split into 3 distinct areas:

1. Organisation and Execution - The GTD bit
2. The Forces of Community - How to engage others to make your things happen
3. Leadership Capability - The steps you need to take to actually see it through

I really couldn't put this one down. Would recommend this to anyone struggling with seeing it all through to the moment of achievement and success.

Please see my website at www.managingforthefirsttime.com for more techniques, tips and advice on this topic and others.

2012-05-30T21:55:00.001+01:00

Confirmed my participation in this year's World of Learning event (#WOL12 @Learn_EventsUK) on 2nd October.

I'm taking part in the Lunchtime Panel Session entitled "Reduce cost, increase performance, support growth. How can L&D deliver?"

Really looking forward to seeing you there and joining in the discussion.

Please see my website at www.managingforthefirsttime.com for more techniques, tips and advice on this topic and others.

Going Paperless?

2012-05-10T20:57:00.000+01:00

Having been out of the creative loop for a while now, I've managed to get back on top of the focus of what's important and working for me day to day.

Although I've not been talking much about it (more to come in later posts), I've been developing my paperless system to ensure I have what I need, whenever i need it, wherever I am (Very GTD).

My ScanSnap scanner and Evernote account are indispensable to deliver this for me.

However, I was excited to read today David Sparks (@macsparky) new book, Paperless on the iPad. It's a multimedia extravaganza and, as always, even just one top tip from David justifies the time spent on it. And believe me, there's a lot of top tips in here.

£2.99 or $4.99 from the iBooks store. Worth every penny.

Thanks David.

Please see my website at www.managingforthefirsttime.com for more techniques, tips and advice on this topic and others.

Data Management and the Rent v Buy Model

2012-02-25T07:56:00.000+00:00

Ownership and possession was once the goal. This was at the time that possessions were hard to come buy and very hard earned. As the 'wealth' of the average person increased the goal of possession became easier to attain.

However with the ownership of items came the relative devaluation of those items and in fact a negative aspect; clutter, disruption (potential loss) and lack of focus. More items mean more work to manage them. (There are some noticeable exceptions to this such as home ownership in the UK where ownership fulfils a deeper security and stability need).

More and more people are now rejecting this model in favour of renting an item or service. You only need to look at services such as Spotify for music or Netflix for movies. Why own an item when, for a relatively low monthly charge, you can have access to whatever you need whenever you need it. And most importantly, no storage, clutter and disruption for the other 364 days of the year that you don't.

In addition, the delivery of this information is through the web which arguably is available from almost anywhere rather than wherever the physical item is stored.

Is there an equivalent of this in the workplace? I think there is and it centres around documents, data & information. Working in an HR department, I have and need access to a whole host of information. That used to mean cupboards and cabinets full of folders of information all neatly filed and stored for years to come. It meant purchasing market data in books chocked full of raw data to be used once (if at all) for one off jobs.

Ownership meant management and potential distraction. What I really want at work is an answer to my question, whatever question it happens to be at the time. That answer will come from the information at hand. I want it:

Unrestricted - Whatever data I need, is available, not just some of it
At point of application - wherever I happen to be at the time
In a timely manner - Accessible (& searchable) quickly enough to efficiently find what I want

(Some readers might find parallels in the above to the mantra, Right People, Right Place, Right Time)

This idea has the airs of "Paperless Office" but is more to do with "Online Document Management". Although I don't think it will work in the corporate environment just yet, Evernote is a service I use in my home life which is accessible online, on a programme on my computer (for offline use) and on my mobile devices through an app.

This convenience is about unburdening yourself and therefore acting quicker and getting things done.

Have a think about it, do you really need to possess everything? Is a little bit of freedom and loss of burden in fact what you need right now? What might you active instead!

Please see my website at www.managingforthefirsttime.com for more techniques, tips and advice on this topic and others.

(Photo by spykster via flickr used under a creative Commons Licence)

Is Your Message Understood?

2012-01-22T21:19:00.000+00:00

Last year I wrote a post about the appropriateness of feedback. It talked about the purpose of giving feedback. Once you get this right however, how to you ensure it is effective and therefore understood.

How many times have you given feedback which has seemed to go well only to find shock and surprise the next time it comes up in discussion. It is also worth remembering that, in my experience, the seriousness of the feedback is directly proportional to the potential misunderstanding. So you need to get it right.

Also, remember that giving feedback is hard, so others are unlikely to giving this exact same honest and constructive feedback. This will be confusing to the employee and they will be trying to reconcile the difference of views in their head. You must be clear in your message to ensure that they don't just choose to believe the contrary (easier) feedback rather than yours.

So how do you do this?

1. Clarify and Confirm
In the world of change management (in this case individual change) you need to expect to confirm the feedback 5 to 7 times in order for something it to be understood (Prosci). Don't assume that it was taken in the first time.Repeat, revisit, clarify and continue to give examples as they occur.

2. Increase the Quality of the Feedback
I've seen something similar in the past but the ICO concisely state that good communication is:

"Defined as two-way, appropriate to the audience, medium and message, and is in correct, clear language.
Honest, relevant, timely, appropriate, useful, inclusive and authoritative."

Make sure that you are giving the feedback as clear as you can. Practice it if you have to but don't shirk from your responsibility of getting this bit right.

3. Check for Understanding
Check for active listening - Ask for them to confirm it back to you, in their own words. This is a great way to see what they have heard. Repeat the key message if you feel you didn't quite get the response you were hoping for.

4. Regular Reinforcement
If you don't follow it up, they won't think it was more than a passing viewpoint, even if it was thoroughly delivered at the time. Take the time to refer back to it, either in positive changes you've seen or to reinforce continuing issues you are yet to see required improvements in. Do this frequently to ensure the message is understood in that initial period of time.

If you find that things just don't work out then there are unlikely to be no surprises. In many cases, if the employee has bought into the situation due to fully understanding the issue (they may not agree with it but they will understand the feedback), they may even resolve the situation themselves by finding other opportunities under their own steam.

However, on the positive side, an employee who does make the change is likely to respect and reflect positively on the experience (at least after the fact). Don't also forget the influence that your action has on others. They will see this action and it sets a powerful message that you and the team work towards a core value of improvement and high performance.

With all of this, you must prepare and have courage. Nothing in life of any importance is easy. Commit to it and reap the benefits.

Please see my website at www.managingforthefirsttime.com for more techniques, tips and advice on this topic and others.

You just can't communicate enough

2011-12-05T20:13:00.000+00:00

One thing I learnt a while ago is that you can't communicate enough.

To that end, I wanted to let my readers know that I'll be taking a break over the next few weeks leading up to Christmas so don't worry if you don't see many posts from me.

However, I've got an absolutely burning topic I want to share with you as soon as I have it written. Its about effective delegation using OmniFocus. I've really started to hone this skill recently and want to share it with you as soon as I can. Keep an eye out for this soon.

Framework 'v' Flexibility

2011-11-24T23:44:00.000+00:00

There is too often the difficulty in deciding between the two options of defining a business framework 'v' the flexibility and freedom to do whatever seems the right thing to do.

Lets look at the pros and cons

Framework
+ Consistency
+ Predictability
+ Efficiency
- Rigid and limiting
- Bureaucracy
- Stifles creative learning and imposes barriers

Flexibility
+ Innovation
+ Growth
+ Motivational (for some)
- Too easy to stray into dangerous territory
- Requires rigour and discipline to keep in focus
- Allows solutions in the short term which may not be long term sustainable solutions

I used to think of these as a balancing act, to be used in opposing equal measure (how many times have you heard "You need to be able to balance both"?) but I'm not so sure.

I do think you need both but not as competing forces, instead as collaborative. A win win of the best of both rather than one or the other. You need to take the benefits of the framework to the point of diminishing returns and then build upon it with creativity and flexibility.

This cumulative benefit can give you competitive edge or take you to somewhere that might just surprise you.

Please see my website at www.managingforthefirsttime.com for more techniques, tips and advice on this topic and others.

Drop it!

2011-11-15T20:49:00.000+00:00

I've been thinking about a post I've been trying to write for more than week now. I just can't seem to get it right. I finally decided today, if its not going to work, drop it and move on.

So I did.

Its ok to stop the struggle if its just not working. The minute I made the decision, my mind cleared and I could focus again on other things, including the very learning point I decided to write about here.

Is there something big stopping you from moving forward?

Please see my website at www.managingforthefirsttime.com for more techniques, tips and advice on this topic and others.

When is enough, enough and what does enough look like?

2011-11-02T20:45:00.000+00:00

I had a couple of isolated discussions on different topics this week which, in reflection, I've realised are intertwined.

One was on the topic of doing everything with purpose (brought up in my yoga class) and the other was on delivering perfection (with a new member of the team).

I argued at the time that you shouldn't try and deliver perfection because it invoked the law of diminishing returns and that the Pareto 80/20 rule should be our guiding principle in order to deliver the ever increasing workload effectively. This didn't seem to go down too well with the new employee.

However what I realise now was that the real core value they were trying to express was delivering with purpose. To deliver something knowing that they had given their absolute best shot without compromise (not just ticking the box to move the task on).

The trick is:

1: Deliver everything with purpose and give your fullest attention to it so that you can walk away with integrity. Don't just tick the box.
2: Knowing when to stop and being comfortable with your credibility from the thing you delivered.

I realise this is a fine line and a tough one to judge but don't assume one or the other is acceptable on its own, its not.

Ask yourself if you have met the intent of both of these during the next piece of work you deliver. Practice makes perfect.

Please see my website at www.managingforthefirsttime.com for more techniques, tips and advice on this topic and others.

Even the bad weeks can be a blast

2011-10-28T19:29:00.000+01:00

I've just had one of those weeks where every mistake that could have occurred, did. Its tough for you and the team during these times to stay positive.

What you must do however is understand what was driving those mistakes and treat them as a opportunity to improve. Picture what it would be like in a week, month or years time when that mistake is a thing of the past. There will be new challenges by then but not that one again.

Its amazing how positive that belief can be for your own motivation (effectively balancing out the negative reactions to the initial problem). And just remember how much effect your attitude has on the team around you.

So stay positive, even the bad weeks can be a blast.

Please see my website at www.managingforthefirsttime.com for more techniques, tips and advice on this topic and others.

Get up 30 minutes early?

2011-10-22T19:21:00.000+01:00

I picked up on this article a couple of weeks ago on 5 things to do every day for success (here). Its not the only time I've seen the first recommendation of such an article to be "get up 30 minutes early" as a way to get ahead on the day's events.

In principle I agree with this but have you actually tried it? Very few people are sure will be able to sustain such a change. But that's because they are missing the obvious. They expect to take that extra 30 minutes without giving something in return to restore the balance.

Here's the trick, balance it out by going to bed 30 minutes early. That's the first thing to do.

Please see my website at www.managingforthefirsttime.com for more techniques, tips and advice on this topic and others.

The power of an 'equal terms' relationship

2011-10-13T21:25:00.000+01:00

This one may well seem off on a tangent but bear with me.

I've been using eBay on and off now for several years both as a buyer and a seller. It's ultimately just a hugely accessible marketplace, one where, in the past buyers and sellers could meet together on equal terms to come to a transactional arrangement. This was largely reinforced by their rating system for both buyer and seller. It was a win win situation.

A little while ago, eBay changed the rules so that the buyer was the only one who could leave feedback. Rightly or wrongly, it was no longer equal terms. The buyer has the power to 'punish' the buyer through negative feedback scores. In my capacity as a buyer I don't feel it benefits me much to have this potential 'hold' over the seller. As a seller however it brings constant frustration with less than genuine bidders who can hide behind these new rules without detriment. Now this certainly isn't every buyer, but more than expected.

eBay (the Company) is a business seeking shareholder wealth. It wants to protect the buyer to generate more individual sales and therefore revenue. However it is no longer facilitating a marketplace but a transactional service which largely works one way, the buyer's way.

So does this generate cooperation and value created by two equals? Does it inspire any kind of (tenuous as it might be) teamwork? Of course not. It breeds suspicion and worry. It promotes individual gain over others.

Equal standing and respect is essential for every healthy relationship (knowing even when a power balance is present, it will never be used). It is something that is fundamental to the way you can work with others.

As for me, I'm quitting eBay for a little while. I might give a few things away to charity, a win win for everyone.

Getting More Focussed - Pick Four

2011-10-05T20:35:00.000+01:00

Regular readers will know I try and adopt the GTD system in the way I organise myself and my work. The hardest part I have always found is prioritising (the part that GTD won't do for you).

I recently picked up on a concept publicised here by Seth Godin and based on Zig Zigler's Performance Planner Methodology called Pick Four. Its all about accepting that you can't deliver everything and instead to focus on those critical few that give the greatest personal benefit.

By committing entirely to these four goals daily over 12 weeks, it gives a turbo boost to these particular commitments (providing you actually do the work). But you cannot just forget about your other commitments. This is how it fits into my workflow/thinking.

Might this method of focusing on the vital few give you some big success over the near future.

Please see my website at www.managingforthefirsttime.com for more techniques, tips and advice on this topic and others.

Balance and Rest

2011-10-01T17:01:00.000+01:00

Seems a simple thing to say (and even write) but for all of your drive and successes, you must also remember to balance this with rest and recuperation.

Ignoring this fact (and it is a fact, everyone needs rest) will ultimately lead to poor performance and likely mistakes. But you'll need to figure out what your 'rest' looks like.

If you're an introvert, this may be calm activities, possibly in isolation and some quiet. For an extrovert, it may be out and about amongst it all soaking up the atmosphere.

It doesn't matter what helps you to rest and recuperate, what matters is that you make the time to do whatever is right for you. Now do it.

Please see my website at www.managingforthefirsttime.com for more techniques, tips and advice on this topic and others.

(Photo by seabamirum via flickr used under a creative Commons Licence)

The Purpose of an Employee Survey

2011-09-24T15:44:00.000+01:00

The Employee Survey seems to be one of the greatest ways to create disharmony with your employees that I have seen. This is especially the case in generically written corporate surveys where the aim is to gather contextual views and trends at a higher level.

So what is the output of an Employee Survey?
I propose that it delivers two things.
1. Measure a specific set of metrics (and potentially compare against benchmarks) - Point in Time
2. Demonstrate a trend of this data based on previous year's comparable data - Change throughout Time

Now this is all well and good and incredibly valuable but is only data. It needs then to be turned into information. This is where the leadership teams consider and possibly seeks feedback generically from the employees (focus groups etc.) in order to decide decide what to do about it.

However, this is where the failure point lies. It can only ever deliver a gap between the individual employee's expectations and the leadership level initiatives based on the overview trends. This is often simply due to the gap between the individual level and the hierarchy which builds up to the level at which the organisation operates the survey.

So what is the output of an Employee Survey for the Individual?
Lets go back to the question of what an Employee Survey delivers but this time from the viewpoint of the employee filling it in. It delviers two things:
1. An opportunity to share their views (positively or negative)
2. Change, but only when the results (data) are interprested and are acted upon.

I beleive the downfall comes from the difference in approach between the top down and bottom up viewpoints. Both are valid but neither particularly being met or supporting each other (when the data and trends are bad, the focus becomes to drive change broadly which dissapoints individuals. When individuals are dissapointed, they perceive no change to them and effect the scores/data negativly). A downward spiral or at best neutral despite everyone's best interests and hard work.

It seems that this top down approach of using the generic/organisation level data to drive the changes can unfortunately miss the mark. One approach can instead be to look at the survey less as a driver for change but singularly as a measurement of it. Looking at point 2 of the employee's view of the output, Change, or in the context of an annual cycle activity, Continuous Improvement.

What can I do as a manager?

Stop thinking of the survey as the driver for the change. You and the team are the driver of the change on a continual basis, week after week, month after month. How else do you think your team will believe that you take the idea of making improvements based on their feedback seriously. Make it a part of your regular agenda, add a suggestions section it to your stand-up board, simply make it a routine topic to talk about continuous improvement.

The Employee Survey? It'll take care of itself if you do this right. Its just the measurement piece. It might even add some further ideas to bring into the cycle of improvement but is not the only source.

And because its continual improvement, you don't need to wait until after the next survey cycle to start. Start today, ask the team what they would like to change or improve and ensure the process is there to follow up and make it a regular ongoing activity.

You want engaged employees? Don't wait for surveys and someone else to tell you what to do. Start today by making it your responsibility.

Please see my website at www.managingforthefirsttime.com for more techniques, tips and advice on this topic and others.

How best to start your day

2011-09-08T13:49:00.001+01:00

I'm on holiday this week and can more easily reflect on the activities I do in a normal working week without the pressures of actually having to do them.

I'm a GTD'er and use products such as Omnifocus and techniques such as Pomodoro. I also work in a global company so inputs come through to me 24hours a day even though I don't work 24 hours a day. So how does it actually work for me.

My work email inbox is my primary inbox. I also have a physical inbox on my desk but nowadays less and less come 'in' to me through this.

So what do I actually do when I first get into the office in the morning. If you've read Eat That Frog! by Brian Tracy, Rule 1 is to do the most difficult thing on your list first (before even reading your email). In a similar vein, Tim Ferris states in his blog; One piece of advice for improving self-discipline: Spend the first two hours of every workday working on outstanding projects, before you check your e-mail.

I have to disagree with both. Although I agree with the intent, I disagree with the fact that ignoring email is the right thing to do. Based on the GTD methodology, you process all your inputs to ensure you are focussing on the right thing right now with no distraction. With emails coming into me overnight, I can't be truly focussed until I have processed those overnight emails.

I have two rules for this method though:
1. You must only process, not jump into tasks based on those overnight emails.
2. Spend no more than 30 minutes on this activity.

This 30 minute rule is actually quite manageable if (and only if) you have processed your email at the end of the previous email to zero (See Merlin Mann's Google Talk on the subject here, essential viewing in my opinion).

I have a daily checklist that I try and adhere to as much as possible. It goes:

8am: Turn on PC laptop and wait 15 minutes for it to load up and run all security checks, (all the time wishing I had an apple computer at work)
8:05am: Make myself a coffee. Might as well do myself a favour to help my brain get into gear
8:10am: Process overnight email
8:40am: Write up a paper based todo today list (I use the downloadable Pomodoro one here) based on my Omnifocus lists and anything last minute or from the overnight email that is urgent
8:50am: Turn off email and do the work

I do turn the email back on periodically throughout the day (every hour or so) but having it off helps me to focus on the tasks to be done. Having the paper based todo today list helps by avoiding the need to reference the computer unless it is required.

I don't look at Twitter or Facebook at all during the day but I do check my personal emails on my iPhone at lunchtime to give me a distraction and mental rest.

I try and stick as best as possible to the todo today list and get the activities completed. I find that this is only achievable if I have completed the steps above at the start of the day.

Do I do this every day?, No. Sometimes things just don't go right even at 8:01am but these are the exception rather than the rule and I reap the rewards because of it. See if this commitment to starting the day the best way you can will help you.

Please see my website at www.managingforthefirsttime.com for more techniques, tips and advice on this topic and others.

Results Driven? or Something Else

2011-08-31T21:24:00.003+01:00

In CV's (or résumé) you often see the phrase results driven. Sounds impressive doesn't it?

I have to admit that this is better than just doing a task in order to tick a box, irrespective of it's outcome. To be actively seeking to deliver a result rather than just blindly following the process likely set in place by someone else, unquestionably and without thought. Not bad.

However, maybe the phrase should be outcome driven or effect driven or purpose driven or even worth driven (See the book, The Gift: How the Creative Spirit Transforms the World by Lewis Hyde on the idea of worth).

Perhaps this is a better way for you to define your hard work and labours. Perhaps this might encourage you to consider the reason for, and the value of, the results you work so hard to deliver.

Considered this way, are your results still so impressive?

Please see my website at www.managingforthefirsttime.com for more techniques, tips and advice on this topic and others.

Appropriateness of Feedback

2011-08-24T20:59:00.001+01:00

This Sunday morning as I was sitting having breakfast and surfing the web on my iPad (I know; I should really put it down) when I started to read a comments trail which followed a researcher's open request on LinkedIn to complete their masters dissertation questionnaire.

I had responded to the request earlier in the week by completing the survey online. I feel it's right to support those that are asking for relatively free things from others (5 minutes of your time) especially if it's for student research (I was a student too looking for support).

I found that people were using the open forum comments section to criticise and denounce aspects of the survey they did not agree with. It staggered me as to how damaging this feedback was.

Feedback is supposed to be a gift

Usually I find that managers find it hard to give valuable and constructive (but often negative) feedback to support and develop their employees. I work hard to support them to have the management courage to ignore the short term uncomfortable situation in order to give this ultimately positively impacting feedback.

Here I found feedback being given but in entirely the wrong way. I could see it being taken in no other way than negatively, with no real support to help the individual improve. One of the biggest problems was that it was given in an open forum, hardly an environment where the individual would be focused on the feedback itself and learning from it, rather than worrying about what everyone else reading it would be thinking.

Would you walk up to one of your employees in the middle of the office and give them feedback in front of everyone else on what they did wrong and what you therefore thought of their work? Of course not.

That's the key message with feedback.

It has to be given in a way that helps and directs the individual to make the improvement by promoting reflection and learning. Anything other than that is scoring points against them. You may not mean it, but that's the impact.

Feedback is a gift but as the giver of it (the communicator), you have to responsibility to ensure you do it right.

Please see my website at www.managingforthefirsttime.com for more techniques, tips and advice on this topic and others.

(Photo by striatic via flickr used under a creative Commons Licence)

Give a Due Date for everything

2011-08-20T14:40:00.001+01:00

This is one of the simplest techniques I think I have every learned in management. When assigning a task or discussing it, make sure you assign a due date to it right then and there.

Now it might need reviewing or modifying later but that will be a conscious decision. Not setting one on the other hand leaves things open to interpretation and inevitably to slipages and missed expectations.

It also has two additional benefits:

1. It reinforces that it is important. By giving a due date you are implying that it is important enough for you to set a follow up date up front. Don't underestimate these unspoken messages.

2. It simply makes it very easy for you to plan your follow up and takes it off your mind. You don't need to put any more thought into how and when to revisit the topic. Just put a reminder in your diary, and forget about it. Not doing this will mean that it is always on your mind worrying about when the right time is to follow up. That's not time well spent in my opinion.

These are such simple (almost insultingly obvious) things yet we fail to do them and make our lives harder time and time again.

Do yourself a favour and try and remember this one thing this week. I guarantee you'll see some results immediately.

Please see my website at www.managingforthefirsttime.com for more techniques, tips and advice on this topic and others.

(Photo by Claude via flickr used under a creative Commons Licence)

Reactions to Guidelines and Frameworks for Personal Development

2011-08-17T22:12:00.000+01:00

There has been a lot of talk over the past week or two in the UK about the government's new five a day parenting guidelines.

A positive article from the BBC can be found here whilst a more scathing one from The Telegraph can be found here.

This has sparked a great debate about whether people should be told or even helped in the 'right' way to raise their child. On one side, the argument is that parents who don't know should be helped through guidelines and education. On the other, parents should be left to do the right thing for their child rather than a one size fits all approach.

Intervention

A lot of the debate is around the word 'intervention' (which I particularly dislike, but seems to have become the word of choice in training and development circles).

The 5 a day proponents say that this is not intervention anyway, merely proportional help and that without it further intervention may be inevitable later in life (schooling/social/criminal etc problems) if the parent fails in the role. The opponents clearly don't agree with intervention at an early stage.

So I guess the question is what does the parent need and how best to identify and then satisfy that development need. This same situation appears in the workplace all the time.

How do you help people to understand something that they might not currently even have awareness of? Intervention is only intervention (assuming the negative connotation) when it be forced upon a person who already has awareness and have chosen to either develop in a certain and different way, or not at all, but with a rationale behind their choice.

Just a reference point?

I honestly can't see why guidance and a framework aren't a great place to start. Those with awareness can find their place in that framework and develop from there. Those with no awareness might just have their eyes opened to the possibility and pathway to develop. Surely that's a win-win and doesn't sound like a 'one size fits all' at all.

Those ready to fight it seem to want to fight whether it's right or not, whether it's needed or not. They don't seem open to the idea that everyone can improve and be ready to ask themselves "where am I in this framework and do I need to do something to develop". Perhaps it's a fear thing, to analyse yourself. Blame the framework, rather than focus on themselves and how best to use the information to their advantage.

I'm sure that you see this type of behaviour in the workplace all the time. People who think their way is the right way without referencing outside influences or new ideas. You must constantly challenge this with new ideas and external reference points. Challenge your team to be unafraid to constantly reassess. The answer might be that they are in the right place already, but it's good to check.

There is nothing to fear and everything to gain. Try and help them understand that.

Please see my website at www.managingforthefirsttime.com for more techniques, tips and advice on this topic and others.

Checklists (People still aren't realising their value)

2011-08-10T20:46:00.000+01:00

I wrote a post a little while ago in a blog entitled Managing the Standard Work about the power of checklists and I recommended reading of a book called The Checklist Manifesto by Atul Gawande.

Whilst scanning the news online this week, I saw an interesting question on this very subject by the BBC writer, Michael Blastland entitled Go Figure: Tick box v check-list.

You can read the whole article but to summarise it, you've got to get past the idea of a checklist being a way to have to stop thinking. You're probably sick of me saying this but Begin with the Outcome in Mind. Answer this first, what is the purpose of using a checklist; what is its value?

The purpose of a checklist is to compliment and aid the thinking process, not replace it.

Until this is understood and bought into a don't think people will ever get past the idea of 'tick box'. Tick box suggests doing following the list simply in order to satisfy its own purpose. A checklist however has a measure of value in it. It is a check. That check is the value add.

Be really honest with yourself and ask how many simple mistakes you or for team made this week. How many? 1, 2, 10?

I used a checklist today and stopped 4 mistakes becoming issues which would have come back to bite in about 2 weeks time. 15 minutes to save about a days potential non value added work to fix the issues (let alone the grief and loss of reputation)?

Do yourself a favour and think seriously about how (with the right focus) checklists can help you and avoid becoming another tick box activity in your life.

Please see my website at www.managingforthefirsttime.com for more techniques, tips and advice on this topic and others.

(Photo by AlanCleaver via flickr used under a creative Commons Licence)

Who's on your reading list?

2011-08-03T21:41:00.001+01:00

An original thought is hard to come by nowadays with your thinking becoming a culmination of influences and inputs from a whole host of sources. This is no bad thing as the output is always greater than the sum of its parts.

So who do I follow? Whose 'Tribe' am I in? Who do I listen to?

I thought I would share some of my influences to open up your world to some of mine.

Creative thinkers

Seth Godin - This blog and books - A great provoker and has never ceased to make me think
Dan Pink - His books and twitter feed - You must read 'Drive'
Merlin Mann - I don't much follow him specifically as I really struggle to handle his rambling communication style but he does keep popping up with some great stuff

Presentation

Garr Reynolds - His blog and books - He really knows what presentation is all about
Nancy Duarte - Great books and presentation design
Ted Talks - By various folks, check out as many as you can

Efficiency and Productivity (making your life and work easier)

David Allen - The master of Getting things Done (GTD), Essential Reading
David Sparks - His books, blog and webcast (MacPowerUsers) - Just the nicest guy on using a mac and getting on with work and life
Kourosh Dini - Brilliant GTD, OmniFocus and Pomodoro advice
Practically Efficient - Tips and tricks, aways worth a read of the blog
Asian Efficiency - Great web site and guides to using OmniFocus and twitter feed (although repeats their posts a lot)

I hope you try a few of these and get as much from them as I do. Enjoy.

Please see my website at www.managingforthefirsttime.com for more techniques, tips and advice on this topic and others.

What and How in order to Why - 2 Stage Development Planning

2011-07-29T20:45:00.002+01:00

I've spent much of the last month working with various managers at all levels in a business to focus on development planning of their employees.

Much of the time, it is seen as a simple box ticking exercise in order to 'fill out the paperwork'. The reason for development seems to have been forgotten by all but those who are actively focussed on progression and promotion. Of course, everyone can develop and improve.

Stage 1

Drivers for your Development

Begin with the outcome in mind. The goal is the activity in which you are trying to deliver a result.

What you need in order to deliver that goal is both the technical skills required for that activity and more importantly the behavioural competencies to help you be more effective in delivering that great result.

Your development should focus on satisfying a need for one or the other of these things, either the technical skill or the competency to help you make a success of it.

This is the first stage; identifying why you are doing it.

Stage 2

Stage two is to figure out the mechanism in which you are going to 'develop'. This is the second stumbling block to people creating a good development plan. A simple thought process to this however is to follow the model What and How in order to Why.

What?

What is the actual need, the specific thing that is required? Is it a strength that you want to develop to greater effect (yes, development doesn't need to be focussed on a weakness) or perhaps plug a gap?

Is it a skill required or a competence?

Some examples might be develop presentation skills or learn how to type.

These are not the activities themselves (the How) and they are not the rationalle for doing it (the Why) but they are an essential part.

How?

How really starts to get into the interesting part which requires you to truly get into the specifics of how this can be achieved. This will likely be more than one action step.

For those followers of GTD, this taps into the idea of a 'Next Action'; what actually needs to happen to turn the 'what' into reality.

Continuing the examples above, it could be read Garr Reynold's book Presentation Zen or complete tutorial from online touch typing class.

Why?

Lastly, the Why. This actually brings us all the way back to the starting point in Stage 1 of beginning with the outcome in mind. What goal are you ultimately trying to reach some kind of output on?

When you couple these three things with the transition phrase 'in order to' then you get:

Develop presentation skills by reading Garr Reynold's book Presentation Zen in order to have a more effective communication style when pitching ideas to senior management.
or
Learn how to type by completing the tutorial from the online touch typing class in order to become more efficient in creating monthly technical reports.

Now these are relative simple development plans (if only skills and competencies could be gained so easily) but I hope they give you the idea.

Development planning does not need to be complicated but you do need to step back and get back to basics. Why don't you try this two stage model with something you want to achieve this month. Good Luck.

Please see my website at www.managingforthefirsttime.com for more techniques, tips and advice on this topic and others.

('What' photo by judepics, 'How' photo by ivanwalsh, 'Why' photo by theeerin via flickr used under a creative Commons Licence)