Blog of Matthew MacDonald

So Proud of My Dad

Matthew MacDonald — Wed, 16 May 2012 13:53:58 PDT

CGA Ontario published in May's "Statement Magazine" the list of those that qualified as LPA's this year. This is a new thing for CGA Ontario (2nd year) and my dad studied his face off to get it.

It was a massive accomplishment for our firm, and a huge accomplishment for him personally!

Way to go Dad!

Why Execution Trumps Innovation

Matthew MacDonald — Mon, 14 May 2012 07:06:36 PDT

It's a real trendy word these days: Innovation. It definately sounds cool. Much better than other hot words right now like "Uber" or "Holistic." The trouble with innovation (and creativity in general) is that it often STOPS at the development stage.

"Here's a great idea..."

It's difficult to execute. Delivering on the final product requires stuff that creative hate...logistics, costing, etc. Unfortuantely, the execution of an innovative idea or concept IS what in fact makes it innovative. I develop theoretically how flying skateboards would revolutionize children's play patterns...but if I can't make it, sell it and ship it...my idea is irrelevant.

This is all very basic, and most people understand it..however, what many miss is the importance of WELL executed ideas and products.

The ability to execute poorly is not difficult, but the discipline to deliver quality execution to an innovative idea drives success.

Last week I played golf at GreyStone Golf Club and encountered (for the first time) the 9th Tee Call Box. We pre-ordered sandwiches to be ready as we turned the corner onto Hole 10. Sounds like an innovative idea, and obviously, with it right there (see picture) innovation has gone to market. Unfortuantely, due to garbbled voices and a broken talk button...it didn't really work. Very disappointing, as upon discovering the innovation, my expectations raised and I became excited to order my food.

This is a classic example of failed execution. The real question is this: Would GreyStone had been better to NOT innovate by foregoing placing a CallBox that wasn't 100% working...OR have one that was not functioning correctly. When we went into the ClubHouse afterwards, it was explained that the CallBox had some glitches and they weren't sure what was wrong.

Execution trumps innovation because if innovation is not paired with excellent execution...the innovation would be better off dead.

Own it & Fix it!

Matthew MacDonald — Thu, 10 May 2012 06:54:18 PDT

It's an all to common scenario. We meet in our respective teams, and discuss how we can improve. A healthy exercise for sure, but unfortunately, the outcome often does not align with the initial goals defined at the outset. Despite a commitment to "where did WE win and lose" it moves to "were did YOU win and lose."

If we took a break from the madness of blame-game and all took ownership of every issue under personal control...wouldn't everything be on the table and ready for correction. Rather than pointing at where members of the team went wrong, and volunteering how you could've fixed or helped...the ship would with no doubt right-size and the team could move on. Instead, we try to solve issues by picking of micro-concerns 1-by-1 and shooting team members like they were playing Duck Hunt.

When meeting with your team, prepare with a list of the areas that you let others and the team down, with a plan on how you can improve. Most will follow, and the team will benefit.

Own it...Fix it!

Discernment is Decisive

Matthew MacDonald — Tue, 24 Apr 2012 11:09:37 PDT

It's more than just knowing what to do and when to do it...discernment is the ability to judge well. I find that my capacity to judge is rarely impaired, but the ability to judge WELL is in fact a gift and skill that needs to continuously be refined and developed.

The trouble with discernment is that it is decisive...but we are not. When I say "trouble" what I really mean is..real discernment pushes us to call a spade, take action and stand firm. I know lots of people that are extremely discerning, unfortunately, I know more people that are not...at all. So rather than offer some characteristics of discernment, here are some to look for when discernment may be lacking;

1. Impulsive - It's often said: "First out best out" or "Go with your Gut." While these are true in the right contexts, they are not characteristics to rely on when looking for discerning people. It's critical to differentiate being decisive with acting with unnecessary haste. When someone is decisive, they take in the context, variables and make a tactical and calculated decision without delay...this does not mean that decisiveness is reactionary or implusive, but rather is timely and firm in the decision...confident that all angles (or at least most) have been examined and flushed out.

2. Self-Seeking - Everyone is self-seeking at times. It's when our decision-making and advice is driven by motives that are self-seeking. It's easy to recommend a solution to someone that pays you their dollar or allows you to take a step up the ladder...but what about when what's best for the person or situation involves some self-sacrifice? Discernment is honest, self-examining and conscience of its surroundings. If you tell the truth all the time, you never need to remember what you said.

3. Scattered and/or Unclear - Be concise. As I reflect on situations and people that I've interacted with that lack discernment, this is a pervasive truth. Hectic and rash actions that drive vain and implusive decisions. Discernment is calm, collected and orderly. The person that panics and loses control rarely makes the best decision. Self-control and clarity of thought propel discernment and act as a guard rail down the path of decision-making.

Discernment at its core is more about wisdom than anything else. By surrounding yourself with trustworthy and competent individuals, you create an environment for discernment to develop.

Techno Treats - The iPad Keyboard

Matthew MacDonald — Tue, 10 Apr 2012 13:53:07 PDT

I'm always on the look out for great products that allow me to work with greater efficiency. I love my iPad. I know there are lots of people that mock them, but whether its reading on the Kindle App, cycling through PDF's and documents at a board meeting or just email and word processing...it's been fantastic for me!

Recently I discovered a case for the iPad that doubles as a keyboard. The colleague that showed it to me has had nothing but positive things to say about so I had to get one, and it's been great! You can buy one on Amazon (cheaper than Best Buy). Definitely worth the money if you plan on taking notes or using your iPad for more than just browsing. Check it out HERE.

S-T-O-P...STOP

Matthew MacDonald — Tue, 03 Apr 2012 12:36:09 PDT

It's a sign that we learn at a very young age. Right now we're teaching my oldest daughter (who's almost three) about the different meaning of the colors on a traffic light, as well as what you are supposed to when you see a big red STOP sign.

As expected, she's become a little police officer quite quickly, warning me of upcoming stop signs and red lights 50+ feet away. As the cuteness of it fades, I began to think about the reasoning behind what she was doing. She knew that something was coming...something that she wasn't sure if I saw...so she wanted to warn me. At the time of warning, I have two paths to choose:

1) Listen. Stop. Avoid injury.
2) Don't Lisen. Blow through the warning and the sign. 3) Risk injury and even dealth.

Seems pretty simple. The sign is designed to protect me, and my resident police officer is telling me to listen to the sign to avoid suffering.

Unfortunately, life doesn't have big red signs and doesn't always provide you with a 3-year old giving you advice at will. That being said, we can quickly blow through the stop signs. Here are three lessons I've learned through both listening and NOT listening to the signs that were in front of me.

1) Ask Around - You're not the only one with a problem. We all have out own, and chances are...someone you know has been where you are. There is wisdom in the council of many...seek it and listen.

2) Perform an Efficient Autopsy - This is often the hardest one. Typically, people either want to forget and move on OR dig deep and spend to much time in analysis of "what could've been." There is a very fine balance of looking at where you went wrong, stoping to reflect and then moving on. The balance is in the time spent and the action plan that comes from the lessons learned. Learn them. Move on.

3) Intuition is not Overrated - I can recall many occasions when I went against my "gut" feeling on an issue and later had wished I had listened. Based on #1 (advise from others) and #2 (lessons from past experience) your intuition can be a valueable asset. Don't solely rely on it, but vette it as a credible source of value in the decision making process.

I've blown through stop signs and it never ends well. Look for the signs...Follow the instructions.

Human Capital vs. Human Resources

Matthew MacDonald — Thu, 22 Mar 2012 07:03:38 PDT

I often see people flipantly confuse and interchange "Human Capital" and "Human Resources." Many of the people I interact with (across all industries) view the Human Resource Department as a necessary evil. A department that operates to keep the lawsuits down, make the staff feel good and to keep management out of jail. Wow...well, that's one way of looking at it.

Unfortunately, if you Google Images "Human Resources" 50% of the results are comics. Why is that? Do the same thing for "Finance" or "Sales" and you'd be hard pressed to find a comic or mocking image. The reason is that most businesses have turned their HR departments into a clerical position that in large part is a reactionary function of the business unit. Rather than HR leadings (hunting for new talent, equiping existing staff and building better work cultures and teams) HR has been the hire, fire and triage department. This is where Human Capital meets Human Resource.

If we define Human Capital as "the tools" and Human Resources as "the vehicle" we reframe the function of our HR departments. Any business with staff (so most of them) have employees with skills. By taking inventory of these skills and ensuring that the organization is maximizing them to their fullest, Human Capital is viewed like product inventory.

Similarly, if we view Human Resources as the vehicle of these skills, we want to ensure things are maintained and monitored, like a fleet of vehicles delivering product to customers.

I am not in anyway suggesting that all businesses lean into HR at the expense of profitability and growth, but I am suggesting that we must view staff and staff development with more intentionality than is currently being given. Google gets it, lots of other tech companies and Fortune 500 companies get it, but what about small to medium sized businesses...there surely is a better answer than HR/HC are strictly overhead.

Leadership

Matthew MacDonald — Tue, 13 Mar 2012 13:03:05 PDT

Being a leader is lonely work. Sacrifice & hard work...the only people that understand it are the people that are in it. The question often arises "How do I become a better leader" and it's really simple. At the heart of every successful leader must be a commitment 3 key principles.

1) Development - At the core of every successful leader that I have ever met, this principle has always been at the center of their success. A continued commitment to learning is critical. The quote "If your not growing you're dying" is very applicable to any leader. Read good books, Cast big visions, Listen to other great people. In addition to developing yourself, it is critical that you are developing others. Great leaders multiply. Whether it's Collins, Godin, or any of the other Leadership-Gurus...there is consensus...Leadership is by definition NOT self-seeking, but rather looks to promote the objectives of the team, and multiply personal strengths in those around.

2) Excellence - Mediocrity just doesn't do. One of the disciplines that I have picked up for myself is to pick up a piece of garbage when I see it. Small thing...yes...but by competing this mundane task, I put into my practice that even that little scrap of paper on the ground stands in the way of reception looking EXCELLENT. By practicing excellence daily and in the small things, it makes the big things simply a continuation of routine

3) Perseverance - Life can be hard. This comes down to Gladwell's Outliers principle of 10,000 hours. To become an authority or expert in anything, it takes first 10,000 hours of hard work and/or study. Press on, work hard, do the tough stuff...because 99% of people won't...so when you do...you will be an expert.

When Morality Leads Governance

Matthew MacDonald — Tue, 24 Jan 2012 06:44:16 PST

It's always interesting that people take up arms when "Church and State" become a little too close for comfort. Whether it's a law that promotes a religious affiliation or simply agenda being pushed by a niche group of people.

In the South Carolina debate last week, Ron Paul said something that really resonated with me:

When the #morality of a #country changes...so will the laws

How true it is. The moral temperature of a country is the single largest predicator of the future laws and legislation. Ron Paul used the example of abortion. Even when it was illegal decades ago, it began to become social acceptable...so the laws followed suit.

In present day, Marijuana is illegal...yet is (in many circles) socially acceptable (or at a minimum condoned) and I am sure that the legislation in future years will change to accomodate.

It is scary how the moral compass can dictate the policy and legislation of a country...even when there is a fading calibration of the master compass. We walk around with the confidence in our device as our guide, not realising that it is losing it's bearings and hasn't face due-north...ever.

The Secret to #Sales #Success?

Matthew MacDonald — Mon, 23 Jan 2012 06:10:47 PST

Yikes x 60.