I have been thinking all weekend what to do, today. Today is hard.
Basically, I have too many things to do. I also know the importance of some over others but the clarity goes way down when you talk about what makes money today vs what makes it tomorrow. I think I have to evaluate things like this:
- What needs to get done?
- What is right for the enterprise?
Now those are taken directly from the book Effective Executive by Peter Drucker. There are other pertinent questions, but if you want to distil things down to a base and work from there these truly are the right questions.
Now I must set out to take care of these things the best I can!
While authority may be was given, responsibility is taken; and that is a very important concept to remember.
I feel a little bit like listing things I have already done or am doing is like cheating, but I do it anyway because 25 is a surprising lot.
I have been asked to make a list of 25 ways I could take responsibility (without authority). –if you cared more about changing things more than credit, authority or blame?
- Start writing and creating the systems that will live beyond me
- Automate some of our more complex processes
- Look into the possibility of making an app
- Explore the uses of machine learning and how it will positively impact our users
- Start calling people and asking them what kinds of things they need and want; in relation to what we are building
- Start a twitter account and post teasers
- Start a Facebook and post teasers
- Start a blog and expand on some of the more difficult tasks we have faced
- Automate testing
- Try to break things so they can be fixed better
- Give others authority when they need it
- Take care of some of the “setup” tasks that are easy and quick allowing our talented people to focus on the hard problems
- Come up with better ways to notify people of what is going on and keep them informed
Wow, I’m stuck, most of what I am thinking of seems like fluff. The instructions say I should read others posts and add to mine. That is what I will do here.
- Get together with co-workers to see what they think is important
- Relay important information up-the-chain including opinion on how to improve or react
- Improve on problems by example
- Allow others to take ownership (responsibility) and offer help
- Do things that need to get done but no one else is willing to do
- Talk to the others involved ni my project about where things are going or could go
- Understanding the real problem
- Give the right credit
- Thanking everyone
I am surprised how hard this seems, but I guess when I think of some answers I just think “not good enough” “not grand enough”, but possibly that misses the point.
- Take care of my garbage
- clean my desk
- Sweep the floors
- Congratulate others involved
Who are you following? What does it mean for you to be enrolled in that journey? What commitments are you making and what compromises do you refuse to make?
Currently, Linus. For me to be enrolled in this journey means I make a little less money right now but I am working on some amazing things that are pushing the boundaries of the technology we are working with. It means that my boundaries have been pushed greatly and I have been forced to grow in a lot of ways I did not expect, it has been a major learning experience.
The commitments I am making are all about seeing this project through to the conclusion of making a profit and being self-sustaining. I see it as a major bridge and hurdle that I need to figure out. I have to find a way to replace myself with systems that will hold up against the tests of time, technology, and other people.
Now that you’ve considered the people you’re enrolled with, what would it mean for someone to be enrolled in following you? Are they getting the same satisfaction as you are? Are they making the same commitment? What are they seeking?
In relation to My Tribal Job, if I can get people on board with this project I know they will be able to get the same satisfaction of helping people and making a difference. I know that their help and commitment is what this project needs to go to the next level. From the previous exercise, I know we need to work on our story although, we are nearly there with the powerful message we currently have.
Think about the C people in your organization– and then figure out what about their role makes them act like C people? Are their round holes for these round people?
This question is one I have thought about a lot on other occasions and in other settings. I ask it a different way: “Can the person reach their full and true potential in the position they are in?”
It becomes a hard thing at times because if someone is working at their full potential they are often moved up to a “managerial” role (I know we are talking about leaders) and they might not be as effective in that position as the former. I know part of that is the assumption that if they are good at their job then they will be able to make others good at their similar job. I think this breaks down in most cases. I think that star that was doing something amazing just became a B person and if they get stressed or burnt out they become a C person.
Of the other C people I see around or have seen over the years, many of them are showing up for a paycheck. I have seen something amazing from Linus, somehow he is able to sense this happening and is able to motivate the C people beyond themselves. I have seen him do it by letting them try new things or grow in ways that they previously thought not possible. It is an amazing thing to witness.