MiramarMike.co.nz blog

Those Audio Summaries, Are they AI Generated?

2024-10-16T15:14:00.002+13:00

Yes.

Mike's Audio Summaries, is a YouTube podcast experiment.

I've published three at time of writing this and they have caused much amusement, confusion, and conversation.

So how does each episode get produced, here's the complete run down of how I do it.

1: Write a blog post

It all starts with me having an idea of blog post that will be lengthy, something that will take me a while to write as it is fact heavy, has many sections, and needs me to actually do some research.

The posts I use for the AI audio summaries are definitely not based in my usual posts, they just don't have enough in them.

2: Use NotebookLM

Once I've written my post and it is published I then go to Google's NotebookLM: https://notebooklm.google/

NotebookLM (Google NotebookLM) is a research and note-taking online tool developed by Google Labs that uses artificial intelligence (AI), specifically Google Gemini, to assist users in interacting with their documents. It can generate summaries, explanations, and answers based on content uploaded by users. It also includes "Audio Overviews", which summarizes documents in a conversational, podcast-like format.

[source: Wikipedia]

2.1 "Upload" content into a new notebook

Once logged in I then create a new notebook, ("folder"), and upload all the content I want NotebookLM to base its workings on.

For me so far that has been almost exclusively web page links and it definitely starts with my own blog post, obvs. I then add into the notebook all the webpages I have referenced.

Currently NotebookLM has a limit of 50 sources per notebook but even with my heaviest blog posts I haven't got close to it.

It's interesting that a small number of web pages I upload are not used because the publishers have disallowed it, Stuff for instance.

2.2 Ask a few 'sanity' questions

As the first page, my original blog post, is referenced by NotebookLM is generates a whole series of things in what's called a "Notebook guide":

A text summary
Suggested questions
Notes, which are answers to questions asked

I type in a few questions just to check that it can answer the basics.

So far so good, in essence it's an AI chatbot but based only upon the content I have given to it. If you ask it about anything else not present on the webpages referenced then it won't have a clue.

2.3 Create and download "Audio overview"

This is the gold, the bit that everyone is talking about.

I push the "Create audio overview", wait about 5 minutes as the world's water, power, and other resources are sucked up and used, before downloading the generated .WAV file created.

I could just listen to it in NotebookLM if course but I've got bigger ideas.

3. Format and Covert To MP4

A .WAV file is just audio, one of the simplest and oldest media formats there is tbf. I hunted around for a system to convert to .MP4 so that I could load it up into YouTube to share with the world and embed back on my original blog post.

I current use Veed as it not only converts but allows me to add background images (often created with Google's Gemini, but not always), text, and most fun an actual sound wave.

4. Upload to "Mikes Audio Summaries" YouTube podcast

The conversion is done, download as an .MP4 and uploaded into my new YouTube podcast playlist, Mikes Audio Summaries.

5. Share the YouTube video

I also then re-edit the original blog post and embed the YouTube video as well as being chuffed to bits and blasting out the link to mates etc.

So, there you have it, how I generate an AI audio summary video on my selected blog posts.

How long I'll do this for is up for grabs as it is an experiment, it'll be irregular at best.

I'm now off to create and add one to this very post ...

Mike Riversdale Pops His CV Into NotebookLLM

2024-10-11T17:08:00.004+13:00

Straight of the bat you need to know that I've only listened to the first minute or so as the cringe factor is so so big.

I feel seen 😂🤣🫣😱

So let's talk about how I got myself into this situation.

I opened up Google's NotebookLLM, started a 'folder' called job and popped in my CV, a link to this website, and a JD for a scrum master (I forget who's).

I then asked it to create an 'Audio overview, downloaded it, converted to an MP4 and up into YouTube.

OMG ... amazing eh, but I can't listen to it, I just can't. If you know me and listen let me know how it goes, maybe, maybe I don't want to know 😳

Webstock 2009, Talking About Fear

2024-08-31T19:51:00.006+12:00

This is just for me, you don't have to watch me take my clothes off on the Webstock stage 🫣

"Webstock Undressed", filmed by Sigurd Magnusson - Mike Riversdale doing his 8x5

Reinventing The Wheel Is For The Machines

2024-08-30T15:06:00.016+12:00

"AI is not all that it's cracked up to be!", and you can go search for as many articles as you like expressing such a view.

As I sit here listening to a work conversation it strikes me that LLMs, especially generative LLMs ('AI' from now on) are gonna take a lot of 'work' from knowledge workers.

Reinventing the wheel is, I suspect, what a LOT of people are doing in office pods around the world.

It's rare, very rare, to experience a problem that has not been encountered, discussed, resolved, and published about.

This is why code ("programming") is such a rich area for 'AI', almost everything that needs resolving has been by someone and is on open places such as GitHub. Your particular coding opportunity might be unique when seen as a whole but the individual components are likely already out there just waiting to be put together in your novel way.

This applies to your policy, your work programme, your leadership challenge, anything that you think is new is likely only new to you.

When I started working with cloud technologies, "Enterprise 2.0", everyone's own specific email set-up was managed and lovingly cared for by a team of techies. The logic we approached such organisations when selling Gmail was, "No business is special because of its email system, unless you're in the business of selling email systems." It's blindingly obvious now, it felt weird to many back then.

The typical reaction from those that were handcrafting their organisation email system was, "But if this is done by someone else, what will I do?" A minority lead the way though, exclaiming, "Oh thank f*#k for that, I can stop doing that and get on with this other stuff that makes an actual difference."

Fear of being dispensable, no longer the tech wizard, losing status amongst peers can drive a lot of behaviour, some defensive some aggressive, all ultimately resolved during the change.

Note: the fear is not about the tech, it's about paying the mortgage, personal status, and even self worth ... don't stomp all over those feelings, they're more important than anything else.

So, back to reinventing the wheel and your work programme, or your project plan, or your membership levels, or your policy, 'AI' is going to bring up the same feelings for you. What you're doing isn't that special, all that brain energy you're putting into it is repeating what someone else has already done, and the machines know the answers.

I know, you are a Project Manager, but if the AI machines do that, what will you do?

You have two options, fight it or sit back in your chair, let out a big breathe, smile and say:

Oh thank f*#k for that, I can stop doing that and get on with this other stuff that makes an actual difference.

Catastrophising, It's Only Human

2024-08-21T14:02:00.001+12:00

A month in and you've still not found a job.

"Jeez, this is never going to happen, what do I say to the kids, can we keep paying the mortgage, Christ, maybe we can move out to something smaller, I'm never gonna get a job!"

"Bloody hell, Christine still doesn't have a job, sounds like it's a nightmare out there. What if they don't extend my contract? Should we look at Australia, what a nightmare!!"

"They're gonna cut my job, I know they are, the boss won't talk to me about it, she doesn't know anything anyway, I hate this time. They can't surely stop the project, we're nearly there. I start looking for jobs, any job, I'll never get a job when I need it, better get one now."

I spent the day catching up with some people and the stories of how so many people are catastrophising is a worry. The pressure, the intense anxiety, the tears, it can all feel so so SO overwhelming.

"It'll be hard until it ends, if it's still hard then it's not the end."

You can look at that two ways:

1: "It's never going to end!"

The end is never in sight.

When you're deep in it and everything you know has changed it can seem like everything will be bad from now on.

My experience tells me, now, that is wrong.

It takes strength to see it.

Believe in your life. Believe in what you have done - that family didn't just appear, those jobs you have/had didn't fall into your lap, this current job environment has been here before and did change.

You WILL get to the end.

It's your choice to decide when it ends.

It's down to you to put the past behind you.

What can you do to help yourself and those close to you;

Acknowledging that unpleasant things happen,
Life is full of challenges as well as good and bad days,
Recognising irrational thoughts,
Knowing when to stop,
Thinking about another outcome,
Offering positive affirmations, and
Practicing excellent self-care.

Details: Medical News Today: How to stop catastrophizing

2: It will end

Yes, it will.

I know, "See point 1 Mike!!", but I'm here to tell you it will end. It will end unexpectedly, suddenly, and it'll be a release of so many emotions.

Take a look back at your life, all of those ducking horrible times, be they from nastiness are school, hating your first job, things in your personal life, they have all ended, eventually.

It will end, and if it's still going then it's not the end.

3. What does it look like when it's ended?

If you've ever worked in a highly effective organisation, or with a team that delivered, or maybe a ran a race, or just got the family out to go for a walk, you know having a vision of where you're going makes everyone's life sooooouch easier.

"Can you right a function to sort this data please", what a nightmare request. Why, what are you wanting to do, what is your end goal? Give me desired outcomes not functions, everyone in IT knows that's the way to go.

Sidebar: if you're ever writing an RFP please please start and end with outcomes, never list features and functions.

If this is common sense and best practice at work then apply it to yourself. What is the outcome once it's delivered, what are you aiming at, what does it feel like when it ends?

Good luck and remember, everything ends, it's a fundamental of the universe (entropy).

The Future As Seen By Me In 2010

2024-05-08T17:12:00.004+12:00

Well looky here, things one has scanned in eh.

(ignore the photo, that's some guy that made some accounting software, not sure what became of him ;)

MIKE RIVERSDALE is fuming. The expensive headphones he bought in Sydney three weeks ago have just died. His first reaction is not to randomly spill expletives into his coffee, but to use his iPhone to vent his frustration to his Twitter con- tacts, under the moniker Miramar Mike.

"I will also put, 'What should I do?' It's a conversation. I'm reaching out to the people following me."

The council predicts hand-held digital devices such as smartphones will rule the world in 2040.

They already rule the life of Mr Riversdale, whose company WaveAdept helps businesses adapt - their computing sys- tems to allow staff to work from anywhere - and with anyone.

In order of fre- equency, he uses his iPhone to tweet (1136 followers; 8363 tweets since joining), e-mail, make phone calls and use online services, such as checking buses or what's on at the movies.

But even for an IT geek it's im- possible to imagine what wizardry might be available in 30 years. At present, major developments happen every six months. But progress is expected to accelerate.

When he comes into Mojo cafe in 2040, Mr Riversdale expects to have his flat white waiting for him. Smart tracking means they already know he's coming, and what he had last time. And they know he's with me. As soon as the beans are ground, there's an automatic order to the suppliers for a top-up.

And when he heads home, he'll get an unsolicited message from Go Wellington to say his usual bus is running late. But it will still be raining, he'll still have left his brolly at home, and it will be the same cranky old bus that eventually rolls up.

Cover Your (Online) Tracks

2024-05-05T14:49:00.004+12:00

Test your browser to see how well you are protected from tracking and fingerprinting.

This tool is made available by the Electronic Frontier Foundation (EFF), a reputable and experienced non-profit advocate for defending our* digital privacy, free speech, and innovation.

* mostly US but that almost always affects the world online

3 Actions For Those Being Made Redundant

2024-04-10T12:30:00.004+12:00

It sucks out there in Wellington and around the country at the moment as the Government, tech, and media industries cull roles in wide ranging and sweeping actions.

No-one except you know how this feels, and only those close to you can understand the impact, but know this, you will survive.

1: Understand, YOU are not redundant.

Your role is being made redundant, you are not.

For whatever reason the role you've been filling is deemed no longer viable within the organisation you used to work within.

You are not redundant, your role is.

This is isn't about you, don't take it personally, this is not a reflection of you.

Of course the impact on your life and those you hold close is very personal, but the reason it has happened is not about you.

(as a side note, you are not merely your role anyway, you are way more than whatever work thing you were doing)

2: Do not panic!

If you can, take time to re-evaluate what you do before shotgunning your CV out to every recruitment agency, friends, and ex-colleagues [Mike: advice I failed to follow myself, oops]. Get all the hugs you can, talk to your loved ones and don't keep your feelings bottled up. Then, re-evaluate everything you know about your work self, what you do, who you do it for, why you do, where you do it, how you doing it. Allow yourself time and space to change each and every answer you come up with. Exciting eh (see next).

If you have to move quickly then:

Get hugs,
Talk to your loved ones, let the feelings out,
Sign on at MSD, the payments may take time but don't delay,
Get hugs,
Focus your CV,
Focus your conversations,
Focus your budget.

Then, re-read paragraph at the start of this section.

3: Change is going to happen, that's exciting.

I won't bore you with theories of change, we all know the words but fuck that ain't helping right now.

Excitement is, however, something you should know about. Did you know that it's exactly the same as anxiety - Jane McGonigal explains the science behind it thus:

It turns out that anxiety and excitement are, physiologically, the exact same emotion. Whether you are anxious about something or excited about it, your body responds in a nearly identical “high arousal” state. Based on mind-body science, Harvard Business School researcher and psychologist Alison Wood Brooks has devised an incredibly simple trick to turn anxiety into excitement
....
As soon as you feel your nerves, say I’m excited or Get excited to yourself. Out loud. Say it a few times. I’m excited. Get excited! That’s it—that’s the whole trick. According to Dr. Brooks’s research, this is literally all it takes to make people less anxious, more optimistic, and more successful in solving problems or undertaking stressful tasks.
It seems too easy eh - but I'm here to tell you it works every time.

It seems too easy eh - but I'm here to tell you it works every time.

5 Common Staff Reactions To The Word "Agile"

2024-04-03T14:05:00.003+13:00

"Agile", a 5 letter word that can bring up thoughts, emotions, and even reactions. Of course it does, it's a loaded word that can mean as many things to as many people hearing it. It's a word that has been bandied around inside organisations for a number of years, it's been unfairly hooked to many other words, and it's still one that can cause confusion.

Over the years I've worked with teams in all corners of organisations incorporating those that want to, "Do it, do it now!", through, "Up for it, but please help us", to, "Whah? Nah mate".

Everyone, no matter where you are, has questions, and these are the top 5 I've heard but almost definitely not the top 5 out there, the comment box is right there at the bottom of this post for you.

Right, onto the 5 questions heard from around the traps ...

1: What is the point of changing to agile?

It's just more meetings
I don't have time to change to Agile
I'm too busy
I'm too busy to try new things

Yes, it takes time to change and all of us only want to invest into something we have confidence will benefit us - "What's in it for me?".

As each stand at the start of a potential change we don't really know the answer, although we can point to others in your organisation and online where they have gained and learnt. This why I take a "Let's answer this question BEFORE we do anything else. Let's work together and come up with one or two hypothesis we can validate and grow from."

The organisation has invested in agile for the benefit of all of us, we should look at it as a gift being offered; we can take bits and try whilst leaving other parts that may not deliver immediate value.

Only YOU will know which parts may make your work easier or more valuable, as only YOU know your current ways of working better than anyone else.

Let's start the conversation between YOU and us ... let's talk.

2: We are doing Scrum, we are agile (aren't we?)

I'm agile already

Is agile so new that it's sweeping the world with it's novelty and newness, heck no, it's been around with a 'title' for decades and before that for a millennia. We use parts of 'agile' in our working and personal lives all the time.

So, you may already be agile in the formal sense, you have been trained, got experience, and using recognised frameworks. Awesome, dig deep and carry on ... whilst sharing how you're doing it as we can all learn from the way others apply 'agile'.

You may also have an 'agile mindset' because of who you are and a lot of the underlying principles are just the way you run things. Again, a lot of us do something 'agile' each and every day and whilst we may not pop a label on it it's as agile as the next person.

3: Agile just doesn't work for me/us as we are completely BAU, true?

Not sure we will ever be able to work in sprints, given the nature of our work

Business As Usual (or even Core Activities as some have called them) comes in two flavours, most teams have both.

The first is the repeated and repeatable things a team do to 'keep the lights on' in whatever way they need to keep whatever lights are important to them. Is there value in applying an agile framework to this work, most likely not. Is there value in applying the four modern agile principles, definitely yes.

The second is to look at ALL work as BAU, "It's what we do, I go to work, I do stuff, I do it usually, and it's the business of the work I go to, therefore everything is Core Activities". Let's test that hypothesis eh, call me.

4: Why are you gonna force us to change, it's just another bloody management fad!

Where's the evidence that agile works? (Which is also phrased as where's the evidence that agile works for science and research?)
Need some evidence that it works
Agile doesn't work for [INSERT YOUR ARENA OF FUN]

Firstly, NO-ONE is gonna force any to change, that's a given.

Secondly, as noted above 'agile' is not new and certainly not something that came out of your typical business school or consultancy firms, although they are most certainly focusing on 'agile' these days as they know where businesses of all types are heading and want to 'get the bit of it'.

Evidence that it works:

Self serving articles, maybe - Google "evidence agile works".

My question though is not, "Does A beat B", but what from A and B can we use to make people awesome, ensure safety, deliver value faster, and safely experiment and learn.

5: Agile is easy, just give us the templates and leave us alone!

I'm not working Full/Proper Agile
Is Agile REALLY the solution to everything?

There is a massive difference between "being agile" and "doing agile". There are a multitude of agile frameworks one can use and whilst they are very useful guardrails for teams to work within never become to beholden to them, they are there to serve the team NOT the other way around. But hey, you want framework resources, Wikipedia has them for everyone.

If you are being agile then the frameworks you're using may not be quite so obvious ... but this is the gold standard and top work!

Make People Awesome
Make Safety a Prerequisite
Deliver Value Continuously
Experiment & Learn Rapidly

Is agile the be all and end all ... no, of course not.

But neither is waterfall, PRINC2, or even "doing it as we've always done it".

Let's take the best of everything and then we will all be awesome!

User Stories vs Tasks

2024-02-28T13:50:00.002+13:00

Let's dive in and say it out loud, a backlog is merely a list of user stories BUT it is not a list of tasks.

It's items within items within items.
On a typical backlog you will have, Initiatives with Epics holding User Stories containing Tasks and even Sub-tasks.

Initiatives and Epics we all mostly get correct, they are the big items spanning big(ish) timescales, say no less than 3 months.

Tasks and sub-tasks, we get those as well. We're all used to writing lists of things to do, "Get the bins in", "Get a haircut", "Write the weekly report". Things we need TO DO.

And there's User Stories, a weird in between thing that's not massive but, so you're telling me Mike, not a task. Why can't my Backlog be full of things to do, that's what lists are for, no?

Taking this straight from, User Stories - the best we can create, a doc of hints and tips from me at ... well, somewhere ;)

What is a User Story?

Summary: A user story is an informal, general explanation of a feature/deliverable written from the perspective of the user. It’s purpose is to articulate how a feature/deliverable will provide value to the customer.
A key component of agile is putting people first, and a user story puts end users at the centre of the conversation. These stories use non-technical language to provide context for the team and their efforts. After reading a user story, the team knows why they are building, what they're building, and what value it creates.
Note that "customers" don't have to be external end users in the traditional sense, they can also be internal customers or colleagues within your organisation who depend on your team.
Stories fit neatly into agile frameworks like Scrum and Kanban. In Scrum, user stories are added to sprints and “burned down” over the duration of the sprint. Kanban teams pull user stories into their backlog and run them through their workflow. It’s this work on user stories that help Scrum teams get better at estimation and sprint planning, leading to more accurate forecasting and greater agility. Thanks to stories, Kanban teams learn how to manage work-in-progress (WIP) and can further refine their workflows.

Still not sure why user stories aren’t tasks?

User stories are the WHAT needs to be Done and WHY.
The daily tasks (HOW, WHEN, WHERE, WHO) needed to get to a user story Done are not recorded as the User Story.

Agile Product Owners Course In 15 Minutes [video]

2024-02-26T11:37:00.008+13:00

Of course there are a LOT of nuances that this video hints at but doesn't go into ... and to be fair no 3-day course can prepare you for those either, it comes with experience.

As an ex-colleague of mine once said, "[this is] The Best Video on YouTube. Ever.*", and he's not wrong.

* about Agile

I Love The Chinese Room

2023-12-13T06:22:00.001+13:00

This is a great analogy of how generative AIs operate on top of Large Language Models (LLM), they are definitely not intelligent, artificial or not.

You're stuck in a room with a letterbox in one wall. Opposite is another letterbox with two lights, red and green, both unlit.

After a while two pieces of paper come through the first letterbox, each with a Mandarin character on them.

You stare at the papers, but don't speak Mandarin. After a while you think, "I'll post one through the other postbox, why not".

You do so, and the green light comes on and goes back off. Cool you think.

Another set of two pieces come through the first letterbox. You post the same Mandarin character through, green light. Nice.

The next time with the next two pieces of paper your chosen post receives a red light. Ok, won't do that character again.

Over time the pieces of paper come through in threes, fours, and then many. You also notice patterns, eg one character after another always gets a green light.

In the room reviewing the papers you've posted through the people pushing the buttons to turn the lights on grow to believe you can now speak Mandarin fluently.

You still can't.

Giving a useful "No" can provide safety, value, and lead to unexpected great outcomes

2023-07-11T12:54:00.002+12:00

It’s just two letters, and yet saying no can feel really hard - even complicated. For many of us, saying no doesn’t just feel awkward. It feels wrong. No-body likes to hear a straight out, "No." without context or reasoning.

That doesn't mean we can't use the word, but we have to be much more empathetic when we say it.

“Saying no is one of the best forms of self-care we can engage in,” Dr. Nicole Washington says, noting that saying "no" supports us in:

creating space in our schedules to rest and recharge
engaging in activities that actually align with our current goals
setting boundaries with loved ones and colleagues

Here's a few ways of saying, "No ..." that can help you negotiate your workloads and ensure we make people awesome whilst keeping safety a prerequisite.

"No, not yet"

This leads on to a discussion and hopefully and agreement of both realistic and understandable timings leading to an, "OK, yes starting on Tuesday".

It is rare, but not unheard of, that we are asked to drop everything and jump at that very moment. It can be difficult to gauge timings without asking, "No, not yet" is a perfect valid response but should never be the final word.

"Mike, can you help kick off Project X for me?"
"No, not now. Next week, anytime from Tuesday on, if that would help."
"Nah, that'll be way too late I will go ask ..."

"No, because ..."

Whatever the reason is, state it.

Of course, your reason may not stack up in the long run, but by being clear, open, and honest you are setting the scene for a much more constructive conversation.

Note: When saying no, it’s best for you to provide one compelling reason rather than a list of reasons. When offered a list of reasons, people tend to pick the weakest reason and argue against it.

"Mike, can you help kick off Project X for me?"
"No, because I don't have access to the project information."
"Ah, that makes sense, let me ..."

"No, because our current priority is ..."

As an organisation moves towards a more open and connected one using such approached as roadmaps, Big Room Planning (BRP), Objectives & Key Results (OKRs), SAFe Planning Intervals (PI), and other agile approaches we are surfacing up conflicting priorities. This is fine, exactly what to expect.

These conflicts have always existed but typically they were worked around, hidden, left to die in the corner, or tackled by people attempting to work all hours they could to deliver multiple clashing #1, VERY IMPORTANT, MUST DO, DO THIS NOW items. This is NOT making people awesome, and is certainly not making safety a prerequisite.

If it's a matter of timing then see "No, not yet" above.

However, if it is a matter of truly clashing #1 priorities then it's likely to be surfaced by a lack of people (or resources such as $ or equipment). Working on two #1 priorities is easy when we have teams sitting around waiting for the call - do you?

So, what to do?

Bring the parties together. Explain why you cannot work on Item A and Item B at the same time. And then step away, let the instigators of A and B work out what brings the highest value, re-prioritise (or re-time). If this cannot be successfully concluded then up the chain it goes, it is not for us all to determine the value between two competing items (unless it is your job, and if it is, be prepared to make the call).

(Think of agile frameworks such as BRP and PI as the pointy end of this, but the conversations should be happening daily, weekly, and definitely on a monthly basis)

"Mike, can you help kick off Project X for me?"
"No, because I have to complete this code for Nicky."
"But this is for Jen!"
"Let me get a quick Meet with you, Nicky, and I and you two can make the call."
"Oh, that code is for Project Y, yes, then I get it, see you once it's done!"

A few last tips gleaned from around the Web

Explain the Consequences of Saying Yes

When rejecting a request, we can all explain the consequences of saying yes. This can help the requestor see why you feel compelled to say no.

Offer an Alternative

Instead of outright saying no, you may be able to offer an alternative.
(think self service, "Google it", or Intranet for those actions you know they could do themselves).

Establish Visibility

Even with an awareness of how agile works and how it doesn’t, some external teams and customers may still balk at the idea of their “urgent request” being dumped into a backlog; especially if in the past this hasn’t been an issue. To address this key challenge, agile teams should use a simple and streamlined task management tool that lets all access an updated high-level overview of tasks in the workflow, so they can clearly see what is really going on — and do their part to keep workflows flowing.

Open your Jira Projects, share your Trello links ... let people see the work and the value you are delivering and take away the surprise of clashing priorities and resource constraints.

Break Down Requests to (Possibly) Turn No’s into Yes’s

Agile teams should reach into their diplomatic toolkit and see if there is a way to break down requests into something smaller, faster, and more viable. While there is no guarantee that a counter-offer like this will be accepted, it’s worth the effort.

I leave you with a cracking on the nose post for all agile teams - you want examples of saying no at all levels of your organisation, here ya go

Programs, portfolios and projects – most organizations are running too many programs, portfolios and/or projects simultaneously. Say NO to some of them! Concentrate on what the organization can do well, and profitably. Monitor status and shut down underperforming projects so other projects can have additional help. Do not throw good money after bad!

"F@$k he winds me up!!!" - time to get curious

2023-07-10T11:22:00.000+12:00

Intellectual curiosity is the driving force behind scientific discoveries, medical breakthroughs, and innovative new technologies. Without it, our world would not progress and evolve as it has been.

source: Your Guide to Intellectual Curiosity

Sounds like curiosity is the driving force behind a few organisations I have been speaking with recently. In other organisations it may be safety, and in others perhaps it's security, or even entertainment.

Bill Gates famously said, “‘I don’t know’ has become ‘I don’t know yet’” and admits that much of what has propelled his career is a sense of wonder and curiosity.

One way of showing curiosity is when you are personally challenged by a team member. With so many diverse, interesting, and dynamic people it's small wonder we meet people that can, initially, rub us up the wrong way (I am absolutely one of those people that can cause a little friction).

This is the perfect time to be curious, both about the person themselves and their motivations, reasons, deeper feelings but probably more importantly about those items within yourself. The movie 12 Angry Men is a wonderful example of this as Henry Fonda's character is curious, not challenging but definitely strong, and asks the questions.

A goal I find useful is to, find the potential in your colleague.

Despite, or because, of how you are interacting / communicating right now how can you (not them) find an interesting, novel, and memorable path to a more productive relationship? Being curious is, like a cat, tied up with fun and finding interesting resolutions, or novel approaches, will bring you more fun and help make everyone awesome.

You will also avoid the, "head down and just ignore", coz no-one wants that.

Go well all, seek out those that annoy you and practice being curious.

HOW TO: Turn Off Your Phone (and Web) For The Holidays

2022-12-14T13:42:00.020+13:00

It's so easy to let work suck you back in with a ping here, a notification there - my advice is to TURN IT ALL OFF! But before we get into steps and how to's - HAVE AN AMAZING HOLIDAY, I hope it's full of love, laughter, and friends!

Contents and HOW TO TURN IT ALL OFF:

Phones

Work Profiles
Syncing
Notifications

Laptops and the like

Web notifications
ChromeOS

Out of Office

Phones

For either Android (Samsung, Pixel etc etc) or iOS, if you have a separate work phone - TURN IT OFF and PUT IT INTO A DRAWER.

Work Profiles

If you have an Android phone with a Work Profile - TURN IT OFF. If work profiles is news to you check out my post Using Your Phone for Work AND Personal.

Note: some of the following steps might not be the same on every device - it's about choice!

To pause or turn on your work profile from the Work profile tab:

Swipe up from the bottom of your screen to the top.
Tap the "Work" tab.
At the bottom of your screen, toggle the Work apps switch.
When the switch is off, your work profile is paused. When the switch is on, your work profile is running.

To pause your work profile from Quick Settings:

Swipe down from the top of any screen and locate the work tile (briefcase icon).
You may need to swipe down again to see all your quick settings. If you don't see the work tile, you can add it if your device supports it by tapping the edit icon at the bottom of the panel.
Tap the work tile.
When the tile is dimmed, your work profile is paused. When the tile is illuminated, your work profile is running.

If you have an iOS phone with a ... um, profile, managed apps (?) - TURN IT OFF

I've tried looking this up but I don't actually see how it all works so you'll have to work out how to do that yourselves - maybe someone can leave instructions and/or links as a comment below.

Syncing

If, for some bizarre reason, you still need (not "want", need) to open your work apps now and again during your holiday break (!) then I suggest you turn off background syncing and then just get the data as and when you "need" it.

For Android users

Open your phone’s Settings app.
Tap Accounts.
If you have more than one account on your phone, tap the one you want to sync.
Tap Account sync.
Turn off the apps you don't want to auto-sync.

Tip: Turning off auto-sync for an app doesn't remove the app. It only stops the app from automatically refreshing your data.

You iOS folks I think the instructions in Have A Rest, Turn Off Your Mobile Phone Syncing are still valid.

Notifications

OK, you're addicted and truly believe you have to have the work stuff coming at you 24/7 despite the fact that you are on holiday! (do you though, do you really?)

At the very least turn off all the notifications for your work apps/profiles.

Stop the ping noises, get rid of the pop-ups and notifications, and remove the "unread" red labels on the apps. Make it seem like they are on holiday as well but safe in the knowledge that they are truly working in the background when you shouldn't be.

If you have your personal and work Android apps all munched up under one profile then you're gonna have to go through each app separately - seriously, use a Work Profile it's soooo much easier.

Option 1: In your Settings app

Open your phone's Settings app.
Tap Notifications > App settings.
Under "Most recent," find apps that recently sent you notifications.
To find more apps, in the dropdown menu, tap All apps.
Tap the app.
Turn the app's notifications on or off.

You can turn off all notifications for a listed app.
To pick specific categories of notifications, tap the app's name.

Option 2: On a notification

To find your notifications, from the top of your phone screen, swipe down.
Touch and hold the notification, and then tap Settings .
Choose your settings:

To turn off all notifications, turn off All notifications.
Turn on or off notifications you want to receive.
To allow notification dots, turn on Allow notification dot.

Option 3: In the certain app

You can control many app notifications from a settings menu in the app. For example, an app could have a setting to choose the sound that app's notifications make. To make these changes, open the app and search for the settings menu.

Right, for you iOS users out there Apple have glorious instructions for ya: Change notification settings

Laptops and the like

Look, it's a bit like the phones thing above, just TURN IT OFF and PUT IT IN A DRAWER.

If you use your laptop for personal things as well then just DON'T LOG IN to the work profiles!

Web notifications

Here I am talking about Chrome (and Chromium based browsers), but you Safari and Firefox people can get amongst it and turn off notifications as well.

On your computer, open Chrome.
At the top right, click More > Settings.
Click Privacy and security > Site Settings > Notifications.
Select the option you want as your default setting.

Block a site:

Next to "Not allowed to send notifications," click Add.
Enter the site's web address.
Click Add.

Allow a site:

Next to "Allowed to send notifications," click Add.
Enter the site's web address.
Click Add.

Allow quieter notification prompts (blocks notification prompts from interrupting you):

Allow sites to ask to send notifications.
Click Use quieter messaging (blocks notification prompts from interrupting you). You won't get notifications after you ignore multiple notifications from a site, or if other users typically don't allow notifications from a site.

ChromeOS

If you have a Chromebook with just one profile (!!!??!?) then next to the clock, click the Notifications setting to turn off / on.

Email - add an out of office!

Here's how using Gmail on the web

On your computer, open Gmail.
In the top right, click Settings and then See all settings.
Scroll down to the "Vacation responder" section.
Select Vacation responder on.
Fill in the date range, subject, and message.
Under your message, check the box if you only want your contacts to see your vacation reply.
At the bottom of the page, click Save Changes.

And via the Gmail Android app:

On your Android phone or tablet, open the Gmail app .
In the top left, tap Menu.
Scroll to the bottom, then tap Settings.
Choose your account.
Tap Vacation responder.
At the top, turn the "Vacation responder" switch On.
Fill in the date range, subject, and message.
Tap Done.

The iOS Gmail app instructions are very similar.

I’m on Mastodon

2022-11-20T09:23:00.001+13:00

I've been a quiet member of the "Twitter replacement" Mastodon universe for a while.

My particular corner of it is using Cloud Island and I am @miramarmike@cloudisland.nz

As always the best way to keep up with what I’m doing is the RSS feed from this website, but I realise that’s not for everyone. However you follow along, thank you and please spread the word!

How You Doing?

2022-01-27T18:50:00.003+13:00

I don't know about you but it feels like we're on the edge of something quite momentous. With all the talk of "what's coming" re Omicron and the numbers being bandied around, certainly the types of figures we here in AoNZ haven't experienced as we've watched other countries go through it a number of times.

I s'pose that's one shining light, we know that countries do come out the other side. Of course there is much pain and loss and that's the worry, for me at least.

I have no pithy phrases to give, no hints & tips, no, "have you tried this", I think I just needed to let it out, and let others know that you're not alone, I'm scared too.

Using Your Phone for Work AND Personal

2021-09-20T20:25:00.002+12:00

This post starts with a lot of explanations and then I get to the, THIS IS WHY!!

A lot of people I know have two phones. Two actual physical phones, one a work phone and one a work one. I find this weird as I can't imagine ever wanting to carry a redundant piece of equipment. "Why do you have two phones?", I ask, "Coz I don't want my work stuff on my own phone". That is a totally wonderful reason ... let me tell you how I do that with one phone.

Of course people have multiple Google Accounts, be that work & personal ones, or multiple personal ones, or personal ones and club ones ... we've all got a few accounts.

On Chrome / Chromium you can have multiple profiles managing each of your accounts. Yes you can have many accounts in the one browser profile BUT trust me it's a LOT easier to have separate profiles, keeps everything separate and synced appropriately, and a theme helps remind you which one you're in.

And those Chrome profiles automatically turn into Chrome OS logins, voila, all your apps and bookmarks and extensions and passwords and ... stuff.

Personal Profile

Let's now look at the phone (phone, no-one is buying Android tablets, surely!). On the phone you get two profiles, personal and work. Hmmm, not quite the same flexibility as Chrome but it's better than a kick in the arse.

Imagine that the default profile, the one you didn't know you were using, the one that is there when you do nothing, is your Personal Profile. In this you pop all the apps you wanna use when you're not working, all the Google (or other) Accounts you want to use for personal things.

Work Profile

Then, if you're gonna use your phone for work, you create a Work Profile.

When using the Work Profile use your Google (or other) Accounts, install work apps, even if they are already installed in your Personal Profile - got Gmail for personal use and work, then you have 2 Gmail apps, one personal and one work.

Your work data + apps and personal data + apps are kept separate.

Your workplace may also want to set policies in your Work Profile for security and the time you leave / lose your phone so they can ensure the data is wiped etc.

In newer Android versions (11+) you can connect your work and personal apps, for example, by connecting your calendar app you could view your work and personal events together.

Because you are able to have completely different settings in the two profiles, one trick I found useful was setting the keyboard under the work profile to a totally different colour than my regular Android keyboard. It was a quick visual reminder of which profile I was using, particularly when using an app common between profiles such as Gmail.

[source: Using Android with profiles and dual-SIMs is possible but needs work]

Turning Off Your Work Profile

This! THIS is the reason I love using a Work Profile (apart from different notification sounds), you can turn the pause it, in essence turn it off.

When your work profile is running, your work apps can run and generate notifications that appear alongside your personal notifications. Pausing your work profile temporarily disables your work apps and notifications, allowing you to use your device without any work interruptions. You may want to pause your work profile when you're not working. For example, at the end of your workday, over the weekend, or when you're on vacation.

Not only can you manually turn it off / on but you can schedule it to automatically turn off.

Simply head over to Settings > Digital Wellbeing and Parental Controls > Work profile schedule, tap to set your schedule.

5:30pm, my Work Profile turns off, stopping all work app access and notifications, until 7am the next day when it turns back on automatically. Perfect.

The final hurdle is for the Work Profile to have a completely different phone number to your Personal Profile ... do-able when you have eSim capability as a lot of the newer handsets do.

This Lockdown DOES Feel Different

2021-08-23T12:47:00.016+12:00

When Aotearoa New Zealand went into Level 4 lockdown for the first time (March 25th 2020 to April 27th 2020) they were "unprecedented times", now, it doesn't feel like that eh. The nation was locking down just as many parts of the world took a similar drastic approach, AoNZ wasn't alone as the world rushed to survive.

As people it was so unusual and novel that we had no reference frame helping us 'how to be', so we did as we were told and knuckled down to a life inside. We invented things to keep us going deep inside our newly invented bubble concepts, we learnt new information in engaging ways, we 'fell in love' with those that were guiding us, and it was an adventure.

Like all new adventures it was easier for some than others. There were deaths, hardships, and long term issues I suspect we won't recognise let alone deal with for a number of years.

But most of all, it was all so so different from anything we had ever encountered.

And, it worked. Surprisingly to some, astoundingly to the world, and, "Yeah, 'course mate!" to many Kiwis, we beat the COVID-19 fucker, even when it dared to try to sneak back in a few times.

This though time, in Aotearoa New Zealand it feels different, and for the simple reason that this lockdown IS different - it's not new, we've been here before.

"Done that, bought the t-shirt", we are impatient to get it over with, coz we know we can do it.

For a start, we are much more comfortable in working from home coz we've done it - staff know how to do it, the tech does work, and managers can relax coz they know the work will get done. We also know what doesn't work, especially for those managing kids or elderly in their bubble AND trying to do work, and much more empathetic and flexible.

There is no massive learning to do, just do the work and get on with it.
Which kinda sucks, coz there's no adventure spirit, no 'all pulling together', no 'team of 5 million' - notice how that label hasn't stuck this time around. Just, well, day to day work life, but locked inside.

It's also true that the COVidiots know the cracks to slip through, the loopholes they can prise open, and the lack of comeback when they just do whatever they want. The virus also uses all these, it's why it can spread so quickly, and it doesn't have to "think" it just does, like a Terminator that just keeps on going with no thought for how "clever' you may feel, it'll get ya!

We are also, as a nation, out here on our own this time.

Many nations have given up, they're not locking down, they are putting ALL their hope in the vaccinations and to some degree attempting to force themselves to "get back to normal". This seems to me like a gamble, a throw of the dice whilst pushing all the chips forward saying, "We're all in!!". Red 22 does sometimes come up, but it mostly doesn't. Not to say vaccines aren't great, of course we should all get vaccinated, AND do all the virus management at the border, lockdowns, etc

In this country we are doing it differently, certainly differently to most of our traditional "chums", excepting Australia. Over the Tasman they are struggling hard to put a lid on their own outbreak and we are certainly learning from their slow start and I wish them the best and hope they nail it.

So here we are, little old Aotearoa New Zealand, doing it "the old way" and trying to stick together despite those that would force us apart. If we manage it this time it will be an incredible testament to the people of this country and an even bigger achievement than the first time - this time we did it tougher, mostly alone, and with a sense of "Ah fuck, right let's knuckle down and do this again!", the first time didn't require as much.

To everyone that is doing 4 simple things needed, thanks!

Oh, and of course, spread those legs!

PS: to all the essential workers I hope we don't just say thank you this time but also PAY YOU MORE MONEY!

Avoid The Safe Pair Of Hands

2021-08-19T17:40:00.003+12:00

I hosted an inter-agency event a few years ago and to kick it off I asked the 50 or so attendees to just go wild with ideas, pop down every dream they've ever had about working inside government no matter how small, how big, how "crazy", how "mundane".

Yeah, I know, a bit like telling people to get creative!! "Und now, you vill be creative!!"

The intention was to get it out, know that you're not alone in your thinking, everyone has something they dream about.

And to dream is to hope is to plan is to focus is to do.

Here's just a hint at what some people deep inside government, the boring bureaucrats, the upright civil servants, the people like you and me dream about.

I like a few of these dreams from government workers, I especially like, "Avoid the safe pair of hands", and "Try more stuff?".

I also think free WiFi at police stations should happen!

How To Write Your Job Experience

2021-06-08T12:33:00.000+12:00

Whether it's in a traditional CV or on LinkedIn I think the way Michael Lopp has written his job history is both extremely engaging and very very clear - I will be revisiting mine to do similar, you should as well.

Here's a sample:
("Operating Systems: ... Steve Jobs ...", LOL)

No More Emails From This Blog

2021-04-19T09:19:00.001+12:00

If you have ever signed up to receive updates via email for my fantabulous blog then I'm afraid you're gonna be disappointed from July 2021+ as Google is turning off the email subscription part of the feed from this blog.

Starting in July, we are transitioning FeedBurner onto a more stable, modern infrastructure. This will keep the product up and running for all users, but it also means that we will be turning down most non-core feed management features, including email subscriptions, at that time.

[source: Upcoming changes to FeedBurner]

What do I suggest you fine email subscribers do ... um, er ... I dunno tbh as I don't use email to subscribe to blogs. I am a big user of Feedly where you can definitely find me, maybe that's the way to go. Or any of the many other RSS readers that are out there.

3 parts to Active Connections - Available, Open and Equitable

2021-03-04T11:35:00.002+13:00

Here I’m talking about connecting people to people, people to information/resources, information to information and resources to resources. All the connections that you need to ensure that the collaboration [definition] can flow as long as you've paid attention to the other collaboration pillars:

What are 'connections'?

Unlike 'communications' and 'information', which I have talked about under the assumption that you know what they mean, I'd like to take a pause and let you into my version of 'connections' in the context of the 3 collaboration pillars.

Information is a thing, communication is an activity whereas a connection is anyone of the following:

Common goal / purpose
Relationship
Tools
Process
Culture
...

Connections are the prepared petri dish into which you place your people alongside your good information and clear communication.

Or another way of thinking about connections is as pipes along which the collaboration (in all it’s weird and wonderful forms) flow, like water pipes, the Intertubes or oil in an engine.

These connections MUST* be:

Available
Open
Equitable

As with 'good information' and 'clear communications' it's no good having 2 out of 3 and if a connection doesn't meet all three then it'll be slow, blocked or even an active deterrent to the collaboration flow.

Usual areas that assist with "connections" - Knowledge Management, HR, social club, the "office clowns", IT, C-level staff.

Sense of belonging;
Mutual trust and respect;
Complementary, diverse skills and knowledge;
Intellectual agility

FEEDBACK LOOP!

1: Available + Open

Equitable is a misunderstood word

2: Available + Equitable

3: Open + Equitable

For instance, if one person can edit a page (person connecting to information) but another cannot the connection isn't equitable and therefore collaboration is impeded. Another example would be to have everyone around a white board but then take charge of the pens - the connection to a key resource is not available to all ("He who takes thee minutes at a meeting, controls that meeting" - Mike Boyle, circa 1992)

http://work.miramarmike.co.nz/2008/01/6-fears-of-wiki-coming-into-your.html

https://sites.google.com/a/miramarmike.co.nz/collaboration/knowledge-network

* MUST - nothing else will do!

It's NOT Been A Tough Year

2020-11-27T17:36:00.005+13:00

2020 has been a lot of things here in Aotearoa New Zealand, challenging, uplifting, scary, hopeful, anxiety ridden, friend-full, lonely, laughter driven, tear soaked - you can add many more I'm sure.

What I've found though is that it's not been that tough.

Maybe life had prepared me for the COVID driven, Trump madness, Brexit riddled, election prone, wage challenged time I have had.

Back in 2016 life took a turn for the ... well, life took a turn, and a lot changed. I've had to rebuild a lot of what I'm about, who I truly am, and face a lot of demons and soothe the anger through hard bloody work. With the past help of the GP, counselling, and ongoing exercise, and friends, + family love over the years I've gained a lot of insight for things that work for me, tips and techniques to cope with the travails of the universe, and experience in how to reach out, how to care for others. I know when it's good to hunker down to work and when it's best to let the inner diva fly free.

These skills are all about resilience and boy-o-boy this year has been a year for resilience eh.

So, I feel lucky that I had a (sort of) trial run at 2020 way back when and that over the years I have honed myself.

"Nice Mike, happy for you ... why isn't this on you personal blog?"

Two reasons, firstly resilience is a subject we all need to be talking about with the economy, business, staff, and day-to-day work. Secondly, I see that resilience isn't something that comes after a 2 day workshop but over time as people actively use their innate / new found skills in difficult circumstances. It takes practice, gets better when actively called upon, and key that it moves from weird and feeling false (consciously incompetent) to inbuilt and habit (unconsciously competent)

Part of how I've managed this year is to be grateful for my years of learning, to actively think of the times I have used a specific technique. I have given myself feedback, I have asked others how they thought it went, and I have most definitely reviewed myself. All things leaders in organisations should do when they see their staff practising resilience. Behaviour needs praising.

And what better time that now, the end of 2020. Look, I know the 'end of the year' is merely a human time construct but it's ritual, especially here in AoNZ with the long summer holidays coming up.

If you are known as a leader of a team, work within a team, then take some time to call out the great personal work that people have done this year to keep going. Take time to notice the specifics, the actual behaviour you saw, and pass on how it helped you or the the team. Don't be afraid to note how people have found it hard (again be specific), how they kept going, and what that means to you.

Being resilient is about how people cope, and how they use techniques to cope, but it's also a practice that happens over time and getting praise for becoming better is key to progression.

Well done everyone for being resilient in 2020, you're even more prepared for whatever 2021+ brings.

The Language Of Events

2020-10-30T11:16:00.002+13:00

I have recently been teasing out why hybrid-events have, to many, been a lack lustre and frustrating experience. Through the insight of Duncan Nimmo I have crystallised it to, "we need to invent a new grammar/narrative of such events".

Duncan comes to me from the movie making industry, here's my summary of what he told me - stick with it, it is totally hybrid-event related :)

... before the movie camera was invented we of course have had storytelling for a very very long time. Sitting around the campfire having a yarn, writing novels and publishing them, and even performances on the side of the street.

Theatre itself evolved out of this storytelling tradition and became its own thing with its own technology and ways of being - act 1, act 2, act 3, principal actors, physical theatres, and everything else that goes to put on a theatrical performance.

When the movie camera was invented it was at first a novelty to be witnessed, the sheet hung up and a train arriving at a station. The sheer act of seeing the technology in action was the event.

"Wow, we can have 50 people on a video call, how cool is that!"

Movie makers desired to do more than merely show off the cool tech and their next move was to point the camera at a theatre stage and, using the camera technology, share an existing mode.

"Ok, if we can have 50 people on a video call why can't we make that into a conference?!"

If we had stopped there we wouldn't have cinema as we know it today.

The Russian director, Sergei Eisenstein, took the technology of movie making and, by inventing the grammar ("film language") of the modern cinema, enabled many others, then and now, to leap into a whole new universe of expression - the cinematic movie.
His, and other early pioneers*, leap was a grammar - the cut, the montage, the close shot, the pan, ... - that we instinctively know as "a movie". Think about when the movie grammar is not used and how we don't think of it as cinema, it's a "live performance on the big screen". Or it can be a jarring challenging experience which some directors are well aware and use consciously. They know the grammar we all speak / expect and chose to usurp it for creative purposes.

Taking this back to live events we can plainly see that we are at the same state with hybrid-events. We have had in-person events since for ever and all know and understand how these work, we instinctively know what is both expected of us and the event when attending. Align this with the "sitting around the campfire", it's human, connected, and in meat space.

Theatre can be thought of as our fully online events - not in what they do but how it's a heightened version of the campfire with a much more passive audience. There are fantastic online events just as there is wonderful theatre that delivers an experience to remember. There is also dross in both theatre land and online, we wonder why we bothered buying the ticket.

Hybrid-events are yet to be fully realised, the grammar as articulated for movies by Eisenstein and transformed "camera pointing at theatre" into "cinematic movie making" is yet to be heard.

If we had stop here we won't have [insert label that will surely replace 'hybrid-events'] as we will know them tomorrow.

Much like cinematic movie making there will need to technology evolution to support this new 'thing'. BUT I believe that we, event making people, need to express this new narrative of hybrid-events using what we have and then the holes will become self evident. Let's find the problems before rushing into making technology, no-one needs the event equivalent of 3D movies when no-one in the audience thinks that's a problem to be solved.

I hope this gives people a sense of where we're at, why hybrid-events aren't what we'd all hope, and that they can and will. Without the grammar we can't all work towards a new thing, and that'll be the focus of my next article, what is the grammar ...

L’Arrivée d’un train en gare de La Ciotat by Auguste and Louis Lumière,

* there is never "the one person" that changes the world. Everyone stands on the shoulders of giants, and we all benefit from the work of those around us. Eisenstein stands amongst Lumiere, Melliers, Porter, Griffith, and many others. Eisenstein did however collated the many cinematic movie making approaches into "film language", that's his mark.

If you're interested in the language of film check out "Scorsese Talks 'The Language Of Cinema'"