Management
By Philip, on
August 5th, 2009
by Philip McAndrew
Today I was hit with a harsh reality. I have been failing to be an effective teacher.
It is the start of the summer semester at my high school. I have taught my students for the last year, and this summer session is a continuation of our time together. After having established myself as someone they can trust and someone they can talk to, I figured I could push the envelope a bit further. I really wanted to begin challenging their perspectives, making them think, and trying to add value to their lives. Although my intentions were good, I failed.
My original goal was to help prepare them for their future through the medium of English while examining cultural and process differences. I have: showed them a video about how “Schools Kill Creativity,” discussed the value of their future degrees and what they are working toward, and I have made them examine their talents to help them find what they will excel at in the future. I want to help them get ready for the world that lies outside of high school.
What I have failed to do is really make sure that this information is what they are looking for. When I look back at my high school life, these are all things that I would have been interested in, but then again, I was only going to school from 7:05am to 1:50pm with sports after school. These girls are at school everyday from 7:30am to 9:30pm, and are preparing for a test 184 days away (there is a number on the upper left corner of the blackboard). Unfortunately, what these girls are looking for is a relaxing, low-pressure class that they can enjoy while reinforcing the things that they learn in their regular English class. I missed this. I exaggerated the scope of my responsibilities.
After some reflection, there are at least three areas in which I specifically failed. The first is the examination of the environment and current situation. I was unaware of what the market desired. I thought I was delivering what I thought they need, rather than providing for them what they want. I have been using an industry push strategy and neglecting the market pull end of things.
The second area was that I botched was reading the market signs. Now that I look back, the feedback that I received from them on the first day contained little enthusiasm. Although they wouldn’t tell me anyway, in hindsight they were not excited. I should have been a more active listener, beyond what the words were saying, and observing what their attitudes were projecting.
The third area that was a detriment to my success is the way that I pitched the principles I wanted to communicate. I made the agenda I had very well known. I took an aggressive stance on what I was trying to promote and had somewhat of a “take it or leave it” disposition. Apparently they decided it was better to leave it. They didn’t see the value, and I didn’t present the information in a package that they were willing and ready to relate to.
Now, as a disclaimer, I am also well aware that as students and children, we often do not know exactly what is best for us. I am also aware that a student will pull any strings they possibly can to make their lives easier and their workload less. I am not advocating giving them everything they desire, but more focusing on the point that I should really understand their position as the consumer of my product. If I can make them love English, practice their speaking, have a good time, and not add more stress to their lives, then that would be success.
So, to put all this in a nice little box:
You might be headed in a direction you think is wonderful and you expect that others will think so as well, but in fact you are missing the needs and wants of your customers. Their loyalty and approval is at stake, and if you lose that then you might on your way to failure.
Implications for managers:
The implications are straightforward: know the needs and desires of your market. If you think you have something that they want, but don’t know they want, make sure you are packaging it in an attractive and applicable way. Your product should add value to your customers lives, whether it is the value you originally intended, or one created by the receiving party.
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Management
By Philip, on
July 28th, 2009
 Have you ever moved to a new place? The first time you wander through the streets you begin creating your mental map. You begin to know individual roads by the stores and other landmarks you see on them. After awhile, you start to place those roads in the context of other new discoveries. Eventually, you develop a conceptual map of the city as well as a sense of direction. You can be completely disoriented, see one sign of where you are, and find your way back. It is the same with business… and one of the key steps to getting promoted.
As an undergraduate student I was introduced to the fundamental principles of management. I took my first accounting class, and I began to understand the ideas of credits and debits. I progressed into marketing and learned about the 4 p’s. Eventually, I was exposed to Finance, Human Resources, and Strategic Management. All of these subjects became familiar. I began to discover bits and pieces overlapped and concepts from one “separate” discipline began to link to others. When I began thinking about my previous work experience, I realized what it was that made my superiors, well, my superiors. It was their understanding of way all the things in our firm and industry worked together.
The development of the mental map is one of the most crucial steps in reaching the corporate elite. Of course there are many others, but the value of this map manifests itself in things like (just to name a few):
- More accurate market predictions.
- Better quick decisions.
- More appropriate plans.
- Knowing which relationships to strengthen.
- Knowing when to make moves.
- Key locations for business development and product placement.
- More effective meetings that take less time.
Clearly these are things all managers desire, but the active seeking of this type of understanding is often neglected. It is of utmost importance to your current and future career that this becomes a part of your working mindset.
Implications for managers:
When a position opens in another department, but the pay is the same and the title isn’t an increase, take it! Lateral maneuvers do not always pay off immediately, but over the long term they are what will get you into a higher position. If you ask people at the top how they got there, you will never hear them say they worked in one department over the last thirty years.
Riding the coat tails of people bound for success is definitely a great way to climb the corporate ladder. Remember though, that the person you are following has a life, goals, and that their plans may change. Make sure that the person you are working with doesn’t become stagnant. If you see him/her passing on opportunities, these may be your ticket further (Caution: not every position change will make you more valuable, make sure it is something that does).
Once you can clearly see how things work from the macro level, to the industry level, and finally the firm level, you will probably discover you are already in a position where you hold a large amount of responsibility. Continue to explore deeper and your rates of success will increase dramatically.
Think of your conceptual map as job security. Once it is developed, it is truly something valuable. Your firm may find that you are replaceable, but your wealth of market knowledge can probably fill a giant hole in another firm. If in fact, however, you can develop a true expertise, then you may become a danger to your firm if you work with the competition.
Finally, bringing people along with you that are valuable to your organization will go a long way. I was once told that when you are a manager, your job is to train yourself out of a job. After you have taught someone to do what you do, you can then move up. This may sound like terrible advice, because you are risking replacing yourself. It may be true, but I know from my experience that when I teach someone something, I know it better than I ever did before. The point here is that you should keep your eyes open for people under you making moves and developing a map. Don’t try to stop them, try to push them, help them, and maximize their skills. Teams win in the end, and if you can harvest talent for your organization, you will come out on top.
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Management
By Philip, on
July 17th, 2009
The other day, I called my brother on Skype. It had been about five days since I had last talked to him. We began catching up. He told me about his excitement to start college, some recent events, and began describing a proposed remodel of his house (including a video tour). As he walked into the kitchen, I saw my mom tinkering around in the background. Then it hit me.
You see, I haven’t talked to my mom in quite some time. It seems that every time I try to call, she is busy running errands, taking care of someone, or just making life run around her house. When I think about calling my mom the first thought is that she will not be available to talk. I am also a busy person, so I imagine that in my mother’s mind, when she tries to call me, I am also most likely not available. What is happening is we’re experiencing a case of good intentions gone bad.
Let me explain.
In both of our minds, the other person is unavailable. This is the direct result of the second line that plagues every phone call we have had in the past 3 years. The infamous:
I am sorry I haven’t talked to you in awhile; I have just been soo busy.
Now I must say that when these words flow from between my teeth, I have the best intentions of making my mom feel better. I am sure that they actually do help in this regard. I am also sure that when she justifies her lack of phone calls to me, she is not intending to give me the impression that I would be hard pressed to find her at a convenient time. I believe that although our intention to make the other person feel better is effective, it is not worth the future tendency that arises to avoid a call because of the assumption the other person is too busy.
Here is my proposal. No more apologies for the time between calls. Simply pick up the conversation where you left off.
Examples:
What has happened since the last time we talked?
Last time we talk you told me about _____. Whatever happened with that?
You’ll never believe what happened to me the other day…
You see, the point is that by avoiding the apology and the emphasis on the lack of phone call, you make the future willingness of both parties to connect that much greater. In the end, you will probably speak more often and not hesitate to call for fear of needing to justify your absence.
Implications for Managers:
As managers successful communication between divisions, and employees is essential. The application from this post is to think about the way that you handle your communication with those around you. Are your email responses only one or two words? Are you always getting off the phone emphasizing a meeting or some other arrangement you need to attend? Is it important that your employees feel you are available when they need you?
I am not saying that you should spend all of your time writing lengthy emails, and having 20-minute conversations while walking to and from the water jug, but I am saying to monitor the impression you are giving off to those around you. It will help your relationships, your mood, and other people’s perceptions of you.
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Management
By Philip, on
July 13th, 2009
by Philip McAndrew (photo: ecoworldly.com)
Beep, beep, beep, the alarm clock goes off. You open your eyes, barely enough to see where you are swinging your arm to shut it off. You think, “Only five more minutes and I will feel ready to get out of bed.” Snooze… five minutes later; the same process happens over again. Why is it so difficult to get out of bed? Once you are awake, why is it that you can go through an entire day feeling groggy, akin to a grayed-out alcohol-induced memory lapse? Of course you might have a big day in front of you, or you may have extremely important things to accomplish, but you still feel much different from the way you felt when you were that excited child running around, climbing trees, getting hurt, and being excited about life. Where did all the energy go?
There are many posts on the Internet about how to manage your energy. The tips and tricks of dieting right, avoiding caffeine until the afternoon hours when your energy cycle is at its lowest, exercising regularly, or developing habits that are consistent, provide a good outline for how to improve your biological based energy. The part that I believe they are missing, or forgetting to mention, is the connection to you psyche and motivation. Let me give you an example:
Your bags are packed. Your tickets are in hand. You have a carry-on with all the essential boredom cures. You are going on a trip. Your flight leaves tomorrow morning at 6am. You know you have to be at the airport 2 hours beforehand, you live an hour away from the airport, and it will take you about 25 minutes to wash your face throw on some clean clothes and get in the car. This means you need to wake up at around 2:35am. Being a responsible adult, you decide that you are not going to stay up all night like you would have when you were 22. The alarm goes off, you spring out of bed, grab your stuff, and jump in your car. There are no thoughts about how tired you are, and you definitely don’t think about staying in bed.
Now, I am not saying that every day of life can be as exciting as leaving to go on vacation, but I am saying that there is something to be gained from examining the perspective we have during those times.
Last week I was watching a TED presentation titled, “A Healthy Take on Time.” In this presentation Philip Zimbardo, a psychologist from Stanford, briefly discussed some key points from his research. The point from the presentation that resonates with my topic is that it is your perspective on time that gives you your roots (past focus), energy (present focus) and goals (future focus). Zimbardo argues that balancing these three foci is what will help you make the best decisions and have a happy and healthy life. As far as our day-to-day energy is concerned, Zimbardo suggests a present focus as the source. In other words, your energy comes from experiencing a life today that fulfills your wants and needs in a way that stimulates you. This stimulation commonly comes in the form of motivation, which I will argue is the predecessor to productive energy. Motivation, I think gives a direction to your energy. The aforementioned biological energy although providing energy, is different from psychological energy in that it is unguided. You may have seen a teenager sleep in on the weekend, wake up with a yearning to do something, have energy stored up, but is unsure of how to direct it into something productive. Give that adolescent some form of motivation, now that energy can be channeled into something productive (whether positive or negative).
This brings up another point from Zimbardo’s talk. There are two sides to each perspective, the positive and the negative. Clearly, when we are discussing energy, excitement, and productivity, we do not want to emphasize the negative. While considering the motivation of an adolescent, we surely do not want him/her channeling their energy into negative methods of expression. The key point is that the energy generated from the present focus needs to be used in a positive manner to maximize productivity and advancement toward future goals.
The Main Point:
We should understand how a psychological awareness of the present time perspective links energy levels to productivity through motivation. Productive output comes from more than biological energy management, because the psyche behind the energy is what spawns the useful action.
Personal Anecdote:
The other day, I was riding my bike through Southern Taiwan and having a pretty standard discussion about personal development, productivity, and exercise with my buddy Jake. We were talking about the way you can continue on a certain path and begin developing bad habits, and there will be very few people who will actually tell you about the way you are becoming. Personality seems to be one of the things that people don’t dare confront. Where this conversation led, was to the question: What areas of our personality can we improve to become more pleasant to be around? I realized that my greatest area of improvement could come from managing my moods.
After some discussion, I pinpointed that my energy level was the main source of my irritability, apathy, excitement or joy. This was how I came to my investigation of energy management. After the ride, I immediately went home and began my search on the Internet. I found many posts on the ways to manage biology based energy. I began trying to go to sleep earlier, monitoring my sugar levels, managing my caffeine intake, but I still felt the story wasn’t complete. I could see how all of these things could make someone feel rested and ready to go, but that they didn’t require the person to actually GO!
Upon seeing Zimbardo’s speech, I realized that energy without motivation is great but nowhere near complete. It is like a man at the top of a snow-covered mountain. The view is great, but if he had skis and a push in the right direction the whole experience would be different and probably a lot better.
Implications for life:
The day-to-day challenge of managing priorities is tough. You have your goals set, you have the focus and determination to reach those goals, and you are in a rush to get there. You want to do what you can today to reach those goals and you schedule your present priorities based around them. However, your present desires do not always fall inline.
For example, you want to lose 10lbs over the next two months. You try to exercise everyday, but right now you really want to eat an ice cream with your child. You know that ice cream is not inline with your fitness goals, but by understanding the relationship between your present desires and your future goals, you can understand that by enjoying that ice cream after a hard week of exercise is a great way to reward your success for the week. You are in essence providing yourself the energy to continue along a path toward your goals with renewed fervor. The idea is not that you should feel terrible because you “slipped up,” or that you made a huge mistake. The idea is that you recognize that ice cream is a wonderful thing to enjoy, especially if you are doing it with your child.
Your understanding of time perspective and its effect on productive energy helps you to keep the things you do in a more balanced state. If you are like me then balance is not something that comes naturally, it is something that must be worked for. Once you have this healthy balance, then you will find that your energy levels are higher for the things that you care about. You will be able to understand why it is that you either spring out of bed ready to go, or you just want to sit in front of a TV all day.
Food for thought: Perhaps you are not sitting in front of the TV all day because you need the rest, but because you don’t have any present based reason to be excited and feel alive.
Implications for Managers:
As managers, we desire to increase efficiency, productivity, and ultimately profit. The lower the inputs and greater the outputs the higher the margin. Understanding the source of energy of our employees allows us to better understand how we can change existing policies and systems to meet the psychological needs and desires of our employees. Often, meeting the psychological needs of our employees is not equal to a cost increase.
The first place to examine is the reward structure of your firm. How are you rewarding the work of your employees? Are your employees being stimulated in a present focused way? Are the rewards within reach or just out of reach? When was the last time you asked yourself: What is it about your employees job that should make them excited to produce more?
Investigating the answers to these questions should help you start implementing a present based time perspective in motivating your employees.
The beauty of all of this is that it doesn’t have to cost the firm extra money to provide this productive energy. It is often not the huge campaigns that firms undertake that make a difference in the way someone feels at work. It comes from simple things like praise from your peers, delegation of responsibility, feelings of importance, opportunity to learn and be challenged, and friendly competition.
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