Consider Before you Commit

Consider Before you Commit

🎯When you are intending to get things done, consider before you commit🎯

Intent and Strategy are deeply connected with one lubricating the other to keep us motivated, engaged and on the decision pathway for what is next.

Clients and colleagues often discuss what they intend to do with me. “My intent…”, or “I intend to…” do something. What is happening here is the creation of a social connection point/pathway to take action and, if well received, to get stuff done.

Inside Three Dimensional (3D) Objects

Can the inside of objects be as engaging as the outside of objects? Well, yes.

A photo of a small child drawing all over the inside of a cardboard box was shared with me a few days ago, along with a reminder that this was my preferred painting style in high school.

My immediate response was that it is necessary to draw within the box to understand the space, as it leads us to explore outside of it. Also, that nobody seems to draw on the inside of a three dimensional (3D) object. It was a surprisingly personal response.

The above response troubled me. I started looking at objects in everyday life. The ones we live in, the ones we visit, the ones we transport ourselves in. There are drawings, blank walls, feature walls, lights on ceilings, curtains, paintings, sculptures, dash-boards, posters, carpet, water, doorways and windows. There was personalisation on the inside of 3D objects everywhere.

Perhaps this personalisation is a haven, perhaps a longing for intimacy with one's creation, maybe familiarity or certainty. Whatever of these it is, adorning or drawing on the inside of three dimensional objects seems as natural as doing the same on the outside. It's a way-point to explore from and can be seen as a point in time that can be kept untouched, updated or discarded based on these explorations.

So here's the thing, the inside of three dimensional objects are deeply personal. A space for us that we may choose to share, or not. They are rich with the essence of us and present an opportunity to explore another world. So, if we are lucky enough to be invited to share in the deeply personal, let's be respectful, observe and be in conversation with the host.

After all, it's not the done thing to splatter full cans of paint around the inside of an art gallery, or is it?

Digital access across cultures

HOW DIGITAL CONNECTIVITY IN THE PACIFIC CAN BE IMPLEMENTED THROUGH A ‘PACIFIC LENS’ (A PRIORITY POST COVID-19)

A research project in conjunction with the Council for International Development and the University of Otago MBA Programme. Everyone needs connection, to learn, to grow and to challenge their status quo. This is the challenge and the core thesis of the research report. Covid-19 may have changed the way this currently happens, though there are alternatives worth considering.

The measures put in place globally to stop the spread of Covid-19 has challenged accepted norms in the aid, development and humanitarian sector when it comes to programme design and programme delivery. As a result, many of the international non-government organisations (iNGOs) that are members of the Council for International Development (CID) are looking to renew their approaches to programme delivery and in some cases their operating model to continue to provide needed assistance to the communities they serve.

An avenue open to these organisations is digital access. While action on digital access is largely missing from recent agendas, the Lancet Covid-19 Commission statement to the 75th UN General Assembly notes that achieving universal digital access as a key to inclusion.

Read on here… https://www.cid.org.nz/connect/news/digital-access-across-cultures

Or, view the CID Talk here… https://www.youtube.com/watch?v=Oy27VOC_SJQ

Thought for Friday: Intent

Here’s a Scott Miller discussion with Stephen M. R. Covey called “Stephen M. R. Covey’s Advice to Leaders” https://www.youtube.com/watch?v=QlhRCIjvExs (3:38) [FranklinCovey On Leadership, 22-Nov-2018]

In the chat Covey notes the power of declaring our intent. He suggests that this gives a good lens for others to view us from. Intent also builds trust, it’s a high leverage thing to do. It’s also a good test of what it really is. We don’t make up intent if it isn’t real, it’s embarrassing. For us, this is part of planning, engaging and delivering with aligned values.

Some things to consider

  • Extending trust. Give it and get the return.

  • Bringing more caring. The mutual benefit.

  • Gaining hope. A new option.

What is your squad declaring? What lenses are you offering? Who are you sharing this with?

How does this thinking apply to you in your Tribe / Support Function? What are you planning to give to get a return? What options are you considering? Where are you showing that you care?

Why is this important? Good question. The world is full of good intentions. These intentions aren’t always driven by conscious intent. A desired result may focus benevolent intent. This intent may pour money and energy into a cause “to be seen to be doing good” only for trust to be destroyed when a lack of care is exposed. A specific, real and caring intent provides a robust lens to consciously build relationship.

For further viewing / reading:

Inviting you to have a view / read and to have a chat with me about your thoughts

[Originally posted internally in my role in IS Governance at The Warehouse Group.]

Thought for Friday: Writing our Own Lives

Here’s an article by Dave Itzkoff called “Matthew McConaughey Wrote the Book on Matthew McConaughey” https://www.nytimes.com/2020/10/14/books/matthew-mcconaughey-memoir-greenlights.html  (2,500 words) [NY Times, 14-Oct-2020]

In the article McConaughey, through Itzkoff, discusses “certain universal and teachable truths”. These truths are learnings from a life of experiences faced into and welcomed. He is at the same time eager and weary, being in the moment with an air of easiness. His is a life of “continuously updating and testing my philosophies, almost daily… there’s humanity in that reality”. A life of continuous incremental improvement, where the boundaries of the road is a guide to an efficient way through the landscape of his life. For us, this is part of continuous improvement, relentlessly delivering product and listening to our customer.

Some things to consider:

  • Improving on what is there. It always starts from something.

  • Running toward the future . Continuous refinement.

  • Experiencing humanity. Weary and welcoming at the same time.

What is your squad doing? What are you updating? Where are you in the moment?

How does this thinking apply to you in your Tribe / Support Function? What are you starting from? What experience do you bring to your work? How do you agree what to drop? Where is your customer checkpoint?

Why is this important? Good question. We all have a view of the truth of our lives. Each of these truths come together to form the world we live in. They are both comfortable and uncomfortable. When a truth sticks, even when it does not serve a person or community then we cease to improve. Our refinement becomes narrow and isolating. A lever to un-stick this truth is choosing to experience humanity and improving on what is there. Moving us to a place where we re-engage, in the moment and continuing to write our lives.

For further viewing / reading:

Inviting you to have a view / read and to have a chat with me about your thoughts.

[Originally posted internally in my role in IS Governance at The Warehouse Group.]

Thought for Friday: Footloose

Here’s a song sung by Kenny Loggins called “Footloose” https://www.youtube.com/watch?v=ltrMfT4Qz5Y (2:55) [Columbia, Mar-1984], lyrics https://genius.com/Kenny-loggins-footloose-lyrics

In the song Loggins and co-writer Dean Pitchford challenge the limitations of the eight hour day and working within a rigid rule set. This brings a frustration that boils over in the phrases “I’ll hit the ceiling” or else “I’ll tear up this town”. Though, it is telling that the song is also an instruction manual to get back into relationship with “you’ve got to turn me around”, get grounded “put your feet on the ground” and seize the opportunity “take the hold of all”. This is where we find freedom to “cut footloose”. For us, this is part of our customer journey, stakeholder engagement, refinement and freedom within a framework.

Some things to consider:

  • Listening for what isn’t being said. The time being present with the people who matter.

  • Connecting in with what has been said. How we got to the present.

  • Running with opportunity. Momentum into the future.

What is your squad not hearing? How does this connect? Where is your momentum?

How does this thinking apply to you in your Tribe / Support Function? What are your rituals? Where do rituals connect with the people you are in relationship with? What keeps you all grounded? Where is your freedom moment?

Why is this important? Good question. Rules can be constructs that provide meaning and direction. Their intent is often to keep us away from harm. When the intent is mixed with ideology then the opportunity to shape these rules to meet the current environment may mean that they become the cause of the harm. This is the place where relationship, grounding and opportunity can collide to lift the lid off this harm and guide our passions to build rules that guide our momentum into the future.

For further viewing / reading:

Inviting you to have a view / read and to have a chat with me about your thoughts.

[Originally posted internally in my role in IS Governance at The Warehouse Group.]

Thought for Friday: A Version of Ourselves

Here’s an article by Dr Papaarangi Reid (Te Rarawa) called “When our excellence constrains their privilege” https://e-tangata.co.nz/comment-and-analysis/when-our-excellence-constrains-their-privilege (5 minute read) [E-TANGATA, 20-Sep-2020]

In the article Dr Reid explores the complexity / failures of meritocracy and how balance is imperfect in a system with many competing measures. She notes that current and forecast demographic representation as a core attribute for selection into medical education is not a high priority. Her challenge is to step past meritocracy / excellence to select for our future demographic using social justice and ethics as additional key criteria.   

For us, this is part of building user stories, acceptance criteria, solving for the customer, developing personas and shaping squads.

Some things to consider

  • Considering what will be. Solve for now and into the future.

  • Reflecting the customer. Engage in concordance with each other.

  • Looking past our heads. To our hands and our hearts.

What is your squad considering? What are you engaging in? Where are you looking towards?

How does this thinking apply to you in your Tribe / Support Function? What are you reflecting on? What can you bank on happening in the future? Where are you aligned with your customer, where are you not aligned?

Why is this important? Good question. There is merit in creating metrics to measure things, be they: people, places, products or quantities. Where measurement decisions are taken without context, the richness of what we may need to solve for is lost. If we live by the numbers alone, who are we solving for? We end up solving for who we want to solve for, which is often a version of ourselves.

For further viewing / reading:

Inviting you to have a view / read and to have a chat with me about your thoughts.

[Originally posted internally in my role in IS Governance at The Warehouse Group.]

Thought for Friday: Opportunity in a New Plan

Here’s an article by Jason Goodwin called “My son built a boat, and now we’ll live like millionaires” https://www.countrylife.co.uk/comment-opinion/jason-goodwin-my-son-built-a-boat-and-well-live-like-millionaires-218843 (638 words) [Country Life, 29-Sep-2020]

In the article Goodwin notes how simple, affordable plans can help us quickly build a structure to personalise and gain enjoyment from. It also notes how, even though we may have a structure, our plans to use it may be altered, destroyed or delayed by the unexpected. This is where the experience gained by building the structure assists in rebuilding from the plan or attempting a different, more ambitious plan. For us, this is part of planning, refinement and pivoting.

Some things to consider:

  • Seeking utility. The essence of the need for structure.

  • Meeting the customer. The plan to fulfil the need.

  • Shaping based on feedback. The unexpected as an opportunity.

What are you planning? What is the unexpected? Where are you using your experience?

How does this thinking apply to you in your Tribe / Support Function? What is your structure? What changes are you expecting? Where is the opportunity to attempt different?

Why is this important? Good question. A good plan could be described as a simple plan. As a plan becomes complicated our attachment to it grows. This attachment crowds out the opportunity to refine or pivot in the face of the unexpected. Switching our attachment to the customer and seeking utility opens the door to challenge structure and find the opportunity in a new plan.     

For further viewing / reading:

Inviting you to have a view / read and to have a chat with me about your thoughts.

[Originally posted internally in my role in IS Governance at The Warehouse Group.]

Thought for Friday: Be Prepared to be Amazed

Here’s a talk by Celeste Headlee called “10 ways to have a better conversation” https://www.youtube.com/watch?v=R1vskiVDwl4(11:44) [TED, 9-Mar-2016]

In the talk Headlee shows that our default position is to talk and not listen. Our passions often lead our talking positions and this leaves little room for listening to each other. She notes that “a conversation requires a balance between talking and listening, somewhere along the line we have lost that”. Honouring each other by coming from the starting point that all experiences are individual brings openness to the conversation. Listening, considering and responding is the number one skill to develop. After all, listening is not preparing to speak. For us, this is part of engaging our stakeholders, delivering to objectives and aligning values.

Some things to consider

  • Paying attention instead of focusing on paying attention. Let go of doing and let go of fleeting thoughts in conversations.

  • Seeking response.  Pause and honour the space between, response will come.

  • Assuming that we always have something to learn. Go with the flow and be brief.

What is your squad listening to? What are you learning? Where are you pausing?

How does this thinking apply to you in your Tribe / Support Function? What are you honouring? What do you think you are paying attention to? Where are you all in flow?

Why is this important? Good question. When we talk from preconceptions and experience we bring the past to a conversation. If this is all we do then the conversation is no more than a statement of positions that may or may not reflect the present. All it takes to glimpse the present is to step aside from the past and give it some space. The future may reveal itself. This is where we can be prepared to be amazed.

For further viewing / reading:

Inviting you to have a view / read and to have a chat with me about your thoughts.

[Originally posted internally in my role in IS Governance at The Warehouse Group.]

Thought for Friday: Engaging in Systems

Here’s an article by Stewart Patrick called “When the System Fails” https://www.foreignaffairs.com/articles/world/2020-06-09/when-system-fails (3,800 words) [Foreign Affairs, 9-Jun-2020]

Patrick takes a look at the World Health Organisation (WHO) and responses to Covid-19. He notes that as a system the WHO is reliant on benefactors to serve beneficiaries. It is part of a wider, complex group of systems that include complementary systems, dependent systems and competing systems. The WHO system is affected by many stakeholders who can influence its effectiveness and efficiency. Covid-19 has seen influential stakeholders exit or bypass the system, reducing this part of the system to a skeleton and performing only a part of its intended role. For us, this is part of engaging our stakeholders, delivering to objectives and aligning values.

Some things to consider:

  • Testing the purpose of the system.  Is the system still valid in its current state and the current state of the complex environment it is part of.

  • Contributing when it shows up weaknesses. The system is only as useful as its commitment to contribution and engagement in results.

  • Refining in feedback loops. Test and learn, retain knowledge and know-how.

What is your squad refining? What systems lack purpose? Where are you seeking feedback?

How does this thinking apply to you in your Tribe / Support Function? What systems have you taken your eye off? What does test and learn look like? Where are the weaknesses that you are not surfacing? What results can you trust?

Why is this important? Good question. If we choose not to use a system that is designed to serve a purpose then we introduce competition and inefficiency. This may be a great thing in a competitive environment as it may open up a new market or become a disruptor in an existing market. When the system is designed to preserve and coordinate something like global public health then this choice may accelerate failure. This failure may result in greater loss of life.

For further viewing / reading:

Inviting you to have a view / read and to have a chat with me about your thoughts.

[Originally posted internally in my role in IS Governance at The Warehouse Group.]