Tag Archives: Management

Do you have any marketable skills?

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stacking-beer-cansIf you asked 100 people “Do you consider yourself a success?”, I’d expect 90 of them to answer one of two ways: a) Yes b) Depends on how you define success. (Which sounds like “no” to me)

During my working years (I never thought in terms of ‘career’) I don’t recall thinking in terms of success. My defining question was “Am I enjoying what I’m doing?” Yes. I did, I am. Did I have a system? I would have said, no, I was just lucky.

Reading Scott Adams’ How to Fail at Almost Everything and Still Win Big got me thinking about success.

“The best way to increase your odds of success — in a way that might look like luck to others — is to systematically become good, but not amazing, at the types of skills that work well together and are highly useful for just about any job.”

Adams provides a list of skills in which he thinks every adult should gain a working knowledge.

  • Public speaking
  • Psychology
  • Business Writing
  • Accounting
  • Design (the basics)
  • Conversation
  • Overcoming shyness
  • Second language
  • Golf
  • Proper grammar
  • Persuasion
  • Technology (hobby level)
  • Proper voice technique

In the book he makes his case for each of these skills. As I read, I evaluated my own knowledge of these skills.

  • Public speaking – Got my BA in Speech and Theater, taking lots of public speaking course along the way
  • Psychology – a course or two
  • Business writing – several books and some courses
  • Accounting – almost zero knowledge
  • Design – Yeah. Spent the last 10 or 15 years creating and websites for the company and clients
  • Conversation – co-hosted daily radio show for a dozen years. Hundreds of interviews
  • Overcoming shyness – college and community theater; 10,000 hours of airtime on the radio
  • Second language – nope
  • Golf – nope
  • Proper grammar – writing courses, public speaking, radio, all contributed
  • Persuasion – a couple of course in college; wrote countless radio commercials
  • Technology – geek wannabe. Got the computer/internet bug early and never lost it
  • Proper voice technique – see above

Turns out I had a pretty good handle on 9 of the 13 skills in Adams’ list. Not by design, mind you, just luck. Looking back, however, I can see how these skills combined and overlapped to make me well-suited to the work I wound up doing.

I can here all those zippers coming down, ready to piss on any idea that has Scott Adams’ name on it but I’d challenge you to read his book first. This little bit is just one idea in a couple of hundred pages.

I read a butt-load of management books during the first half of my working life but stopped after reading The Dilbert Principle and seeing myself lampooned on every page. Never read another management or self-help book, until this one.

Seth Godin on Zero Unemployment

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I know it’s sappy, but Seth Godin can give me goose bumps. Excerpts from recent post:

In a marketplace that’s open to just about anyone, the only people we hear are the people we choose to hear. […] The more valuable someone’s attention is, the harder it is to earn.

Management is almost diametrically opposed to leadership. Management is about generating yesterday’s results, but a little faster or a little more cheaply.

For a long time to come the masses will still clamor for cheap and obvious and reliable. But the people you seek to lead, the people who are helping to define the next thing and the interesting frontier, these people want your humanity, not your discounts.

Scott Adams: Management

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“One of the interesting aspects of better global communications, better access to information, and better mobility is that collectively it reduces the risk of making hiring mistakes. When employers were limited to hiring people who lived nearby, and the only information at their disposal was lie-filled resumes, every growing company would necessarily absorb a lot of losers. But now that entrepreneurs can hire the best people from anywhere in the world, we have for the first time in human history the ability to create teams so capable they require no management structure. That’s new.”

“Management only exists to compensate for its own poor hiring decisions. The Internet makes it easier to locate and then work with capable partners. Therefore, the need for management will shrink – at least for some types of businesses – because entrepreneurs have the tools to make fewer hiring mistakes in the first place. Management won’t entirely go away, but as technology makes it easier to form competent teams without at least one disruptive or worthless worker in the group, the need for management will continue to decline.”

Scott Adams: Corporate Culture and Success

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“Company culture is another area that I think the experts get backwards. The common belief is that you need a good company culture to create success. But isn’t it more likely that companies with awesome employees get both a good culture and success at the same time? A good corporate culture is a byproduct of doing everything right; it’s not the cause of success as much as the outcome. Success improves culture more than a good culture can cause success.”

What if you don’t want to be a manager?

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From a post by Anne Kreamer at HBR.org. It’s probably just my own heightened awareness, but a bunch of really timely articles have found their way to me in recent weeks.

“Companies continue to cling to the notion that one of the only mechanisms they have to acknowledge employees’ talent is to make them managers and then to continue to promote them into ever-higher levels of management — reflecting the misguided assumption that being good at something also means being able to (and wanting to) manage others doing the same thing.”

“As corporate executive I felt like I had to pretend to be something I wasn’t — I didn’t like being a manager, but I was a manager, so I had to appear to be interested in all the stuff that went along with being a manager. This is something social scientists call “emotion labor” — what you experience when you feel obliged to act differently from your natural inclinations.”

Learfield 2.0

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Latest release dropped on Friday with the announcement that our company had been purchased by a private equity firm.

Learfield was founded (co-founded, actually) by Clyde Lear, forty years ago. He borrowed $24,000 from some local businessmen and grew the company by ploughing back profits and — later– borrowing from a local bank. A great entrepreneurial story.

For the first dozen years of the company (ver 1.0), Clyde managed everything. Around 1984, he started growing the company and needed to delegate some the work. I was part of that hiring spurt (ver 1.1).

It wasn’t long before our sports division took off and we opened an office in Dallas. Our news division was growing, too, but not as fast (ver 1.2).

Sometime in the 90s we had a major restructuring of management, with Clyde handing off CEO duties. This was Learfield 1.3 and as the dust settled, I slipped out the window and began easing myself down the corporate ladder.
A couple of years ago, Clyde shuffled the cards again and Greg Brown took over as President and CEO (let’s call this ver 1.8)

Learfield 2.0 is a major update. Clyde still has a “minority interest” in the company but prior to Friday, he had the final word on anything big (if he wanted it). That’s a big change for those of us that were personally brought into the company by Clyde. And doubly so for those charged with the running the new company.

Let’s just call this a soft reboot. Control+Alt+Delete.

The Two Bobs

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The Missouri Department of Transportation recently announced the closure of a number of offices around the state and the elimination of a bunch of jobs. Difficult times call for difficult decisions.

A few days ago I got a whif of how this is coming down, at least for some employees.

In at least one section, managers at a certain level and above were notified they will have to “reapply” for their current jobs. They’ll log in to a website and justify why they should keep the job they have had for years.

They’ll also have to identify some other jobs within the department that they’d be qualified for, in the event they don’t keep their current job.

Anyone who has ever done a stint in management sees what’s going on here. Someone up the food chain doesn’t have the authority (or balls) to decide who stays and who goes, and to tell them that, eye-to-eye.

“Yes, I know you did your job for 15 years and got great evaluations every year, but someone more qualified got your job. Sorry.”

Now I ask you, after going through this demeaning process, even if you get to keep your job, how do you feel about the people you work for?

38 Life Lessons

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From Leo Babauta. There are a few of my favorites. The entire list is worth a read.

“You can’t motivate people. The best you can hope for is to inspire them with your actions. People who think they can use behavioral “science” or management techniques have not spent enough time on the receiving end of either.”

“Let go of expectations. When you have expectations of something — a person, an experience, a vacation, a job, a book — you put it in a predetermined box that has little to do with reality. You set up an idealized version of the thing (or person) and then try to fit the reality into this ideal, and are often disappointed. Instead, try to experience reality as it is, appreciate it for what it is, and be happy that it is.”

“Do less. Most people try to do too much. They fill life with checklists, and try to crank out tasks as if they were widget machines. Throw out the checklists and just figure out what’s important. Stop being a machine and focus on what you love. Do it lovingly.”

via 38 Life Lessons I’ve Learned in 38 Years | zen habits

“The Cultural Imperative For A Social Business”

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That’s the title of a blog post by Maria Ogneva that has been stuck in my head for a week or so. It’s about how businesses and organizations communicate and share information. A topic of discussion in our company recently. Here are a few of my take-away’s from Maria’s post:

“Transparency and openness require the braveness of “opening up the kimono”, not when convenient, but all the time. It involves letting people know what’s happening and why, with advance notice, providing a channel to share feedback, and closing the feedback loop – in the open.”

I give us a B- on that one. We’d like to be there but aren’t quite.

“Knowledge hoarding is replaced by sharing. Traditionally, our educational systems have emphasized becoming a specialist. We have hoarded our knowledge in fear that if we shared what we knew, we will become more replaceable.”

Ouch. Been guilty of that myself. I suspect we still have pockets but by the very nature of hoarding, it’s difficult to know.

“Command and control mindset: Traditionally, corporations have been structured with tightly managed controls at the top, which were passed down through levels of management, down to the people who actually performed the work. Tasks to be done, as well as the processes by which these tasks had to be done, were mandated from the top.”

The C&C manager often has an “I-know-best-that’s-why-I’m-the-manager” mindset. Takes a lot of self-confidence to break free of this approach. But the command and control style of management be less and less effective in any event:

“Rigid hierarchies: Scarcity of information pre-Internet, combined with specialization, has contributed to knowledge hoarding. At times, this asymmetry of information, and not the right leadership skills, allowed people to rise up the corporate ladder. Hierarchies were developed to preserve this status quo. However, things are changing rapidly, and democratization of information is definitely putting the emphasis back on leadership style, and not access to information, as a competitive advantage.”

This is why I’m all in on the Network and shared information. It’s breaking down these 20th century approaches to business, communication and everything else.

If you manage a company or work at a company, you should take a few minutes to read this insightful post. I’ll let you know how things come out at our company.

“The Future of Work”

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Chris Brogan thinks work will be more and more modular, mobile, cause-balanced, smaller/bigger, and goal-aligned.

“Many of us will start using “project” as the unit of measurement of work. Meaning, a job won’t be a job any more, but a collection of projects, sometimes with the same employer and sometimes not. We will all work a bit more like Hollywood’s film industry, gathering the right team for the right project, and having more than one “picture” in the works at all time. This will require a lot more self-organizing and a lot more self-discipline, but people who define work around the unit of “project” instead of the unit of “job” will definitely have a better chance of succeeding.”

Brogan notes that “management styles are still based around “butt in chair” metrics.” While you might just be hoping to have a job in the future, this short –but insightful post– is worth a read if you want a peek at what things will be like in the future.