• The need for structure

    Structure?

    My recent post on how not to manage geeks has sparked a lot of interest and a lot of great comments.

    Right now there’s a very interesting debate going on in the comments about the need for structure in small or large organizations. This debate is great because it goes right to the core of the central dilemma of new leadership and employee empowerment.

    Here are some of the key arguments that have come up:

    Elling writes: I think you’re attacking structures which you can do without in a small company… In a large company there’s a NEED for the structures…

    Jeremy writes: I can anticipate some of this need – the need to account for diverse costs accurately and thoroughly, the need to maintain a standard of output for workers in an organized, fair fashion, etc. – but these play to the weaknesses of large organizations. In other words, large organizations SHOULD be at a disadvantage, and the structures we’re proposing tearing out actually add value only in the sense that MegaCorp is inherently inefficient and out of scale with the market.

    Numeeja writes: …there is NEVER a ‘NEED’ for self-serving, ‘personal progression over departmental improvement’ style work places and managers.

    Thad writes: The place where I work is managed by good people who don’t want to be bureaucratic jerks, but they can’t grasp one simple concept: they are giving me money in exchange for doing something I love–they don’t have to shackle me with schedules and policies to get me to produce! I will be here working my little heart out because *I want to be*. I try to block out the memos and TPS reports and remind myself that those things aren’t really changing what I get to do here, but damn, every time the red tape is thrust in my face it just deflates me and I don’t even feel like trying to design or build something.

    Elling writes: If you have 20 people which you want to pull in the same direction, you NEED to have a manager who’s job it will be to try and ensure that the people in the group DO pull in the same direction… On the other hand, I do realize that there ARE idiot-bastard-managers out there. And I’m not defending them.

    Cityzenjane writes: …small tech teams in my experience – when left to their own devices do a GREAT job of pulling in the same direction, getting behind technical strategic priorities that they have been part of developing.

    First let me say thanks to all who’ve commented. THIS is what blogging is all about – one post sparking many great contributions. I feel lucky to be hosting this dialogue.

    But which is it? Do companies need structure or don’t they? Is less management better than more management? Is management a necessary evil or simply evil? :o)

    Niels Bohr, the Nobel Prize-winning physicist once said:

    The opposite of a correct statement is a false statement. But the opposite of a profound truth may well be another profound truth

    and that’s exactly what I think we’re dealing with here. Whenever I’m faced with one of these either-or questions, I try to loook beyond the immediate choice, to see if there might exist an answer that transcends the dilemma and includes both. Can we have both personal freedom and structure at work?

    The answer is not only that it can be done, but that many highly succesful companies are actively doing it. The truth is that there needs to be structure for personal freedom to even be possible. But we are talking a different kind of structure. Where the “old” structures are often opaque, rigid and top-down we can instead create new structures that are the exact opposite but perform the same function of coordinating and streamlining people’s efforts. These new structures are transparent, dynamic and participatory.

    Southwest AirlinesCompanies that have done this include business school case classics like Semco, Oticon, Southwest Airlines and GE Aviation. None of them are doing too shabby (understatement alert), and people are really happy at work there. Herb Kelleher, ex-CEO of Southwest, was once asked how he could maintain control when his employees had so much freedom. His answer is classic:

    Control? Never had it. Don’t want it.

    I think we can move forward most efficiently if we shift away from choosing between freedom and structure, and work from the assimption that it’s about choosing both and thus creating a new kind of structure.

    Let me hit you with one last Niels Bohr quote (Yes I’m a fan, dammit):

    How wonderful that we have met with a paradox. Now we have some hope of making progress.


  • Computer troubles. And computer bliss.

    My laptop died last week. OK, OK, if you want to know the truth: I killed it. I swear I didn’t mean to. This wasn’t premeditated murder it was more like involuntary manslaughter.

    Anyway: Perfect opportunity to buy a new laptop. I scanned the market and found big ones, small ones, cheap ones and expensive ones. But I ended up going with the gorgeous one. Just look at it:

    LG Notebook LG Notebook LG Notebook

    I spent some hours yesterday installing Ubuntu Linux on it, restoring my data from a backup and installing all the other applications that I use. Thanks to the Automatix script, that went incredibly easy.

    You install Automatix, start it, select which of the 45 options you want installed, and it goes to work. An hour later, everything was installed and worked. That is quite simply amazing!


  • Pecha Kucha

    Guy Dickinson introduced a new format at reboot8: Pecha Kucha.

    It’s insane.

    And it rocks.

    Here’s the deal: A number of people do a presentation on any topic, consisiting of 20 slides each of which is shown for only 20 seconds. Somebody else times it and advances slides while you present your topic in only a little over 6 minutes.

    This wasn’t on the official program, Guy added it himself during the conference, and this is precisely why reboot rocks – smart, passionate people contributing great stuff not originally part of the plan.

    Anyway, I read about this Pecha Kucha thing and went “hmmmm, that sounds like a new challenge” (regardless of my normal resistance to PowerPoint slides). Mind you: I decided to do it 1 hour before the session started, so I had to furry and cut down a previous “Happy At Work” presentation and figure out what to say.

    When my turn came I was really nervous, which I normally never am before presenting. But remember: Adrenaline makes fun things even more fun! And it went great!

    The 5 presentations shown were wildly different (from “The power of small” to “10 things to do with the palm of your hand”) but each was interesting and managed to give you an actual feel for the topic in a very short time.

    It was also fun to see people put themselves on the line and try something new. There was an element of risk and “will they pull it off” that gave a certain nerve and immediacy to the whole session.

    Thank you to Guy for introducing the format to reboot, I have a feeling it will be back for reboot9.

    UPDATE: You can download my slides here.


  • Links

    A few good links while I’m rebooting:

    Great article on abundance in the digital world. Quote: “In the physical world scarcity is what leads to value. In the digital world abundance is what leads to value.”

    Karoshi T-shirtKaroshi is a japanese word for death by overwork. Yes, it happens. If you want to protest the The Cult of Overwork, why not put it on a T-shirt (thanks, cityzenjane).

    Even serious business magazines like Forbes say you should sneak out of work right now.


  • Busy week

    I’ve got a busy schedule this week so expect sporadic blogging at most for the next few days :o)

    Wednesday I’m facilitating two sessions at Samtalerne, a conference about conversations and how they apply to the business world.

    Thursday and friday is of course time for Reboot8. I will present a session called Let’s take back politics thursday june 1 at 17:45. If you’re coming to Reboot, please join me for a talk about how we can create true democracy using simple, already proven technologies and processes.


  • Happy babies at work

    PregnantCNN has a great story of a small company who tried an innovative solution when four key employees became pregnant at around the same time:

    We had fewer than 25 employees at the time, and the soon-to-be moms were our head of publicity, a media buyer, the manager of print production, and a senior account executive. Each had client and supplier relationships that were vital to our business. Plus, conducting four executive searches at the same time would be costly.

    So I decided to try something radical. A few months before they left for maternity leave, I invited the women to bring their babies to work when they returned.

    The moms were so thrilled to be close to their babies that none ever dropped the ball when it came to work. When one had to run to a meeting, another babysat. We made sure employees who couldn’t stand the sound of crying babies didn’t sit near the “romper room.”

    As we grew to become the $60-million-a-year company that we are today–we now have 150 employees who fill six historic homes in Austin and an office in New York City–additional moms and even dads brought their babies to work.

    So far, 33 babies and a small army of dogs have “grown up” at our company. I can’t measure in hard numbers the impact of the goodwill that our family-friendly policies have had on productivity, but our local newspaper routinely names T3 as one of the best places to work in Austin.

    They do have one rule, though: No goats!

    I like this approach (to the babies, not the goats) and I think it has massive potential. It reframes the situation from “Oh no, one of my employees is pregnant, that’ll create huge problems” to “yes, pregnant employee, what fun!”

    BookKirsten Stendevad, a friend of mine, has written two books on the subject. One is about motherhood and how it can be a career boost, rather than a hindrance. The other she co-wrote with her husband Esben Kjaer, and it takes a similar approach to being a father. Both books are only available in danish so far.

    All of this is yet another case of self-fullfilling prophecy. When you approach something as a problem, you make it a problem. Regard the same situation as an opportunity and, well… this story speaks for itself.

    May I add: “Yes! Crisitunity!”


  • Four Fantastic Phrases at work

    Four Fantastic Phrases

    Let’s say you agree with me, that being happy at work is really important. That coming to work day after day, year after year, simply for the paycheck is just not enough. Hey, we spend most of our waking hours at work, so we might as well enjoy it, right?

    Assuming that: What can you do to be happy at work? Specifically, what can you do right here and right now? Something simple, easy and fun, that will make a positive difference for you and your co-workers.

    If that’s where you’re at, there are Four Fantastic Phrases you should know. Four simple things to say that make work a lot more fun. Four phrases whose absence is guaranteed to make work absolutely miserable.

    Here they are:

    1: “Thank you”

    It’s so simple: People are constantly helping each other out at work and doing stuff for co-workers, and a simple “thank you” can really make a difference.

    Take it a step further and praise people while you’re at it. Remember that you can praise people both for what they do and for who they are. As in “Thanks for getting that report to me a day early” or “I really like working with you because you’re so dependable” respectively. Both are good!

    Praise and thank-you’s take no time and cost no money, but really brighten people’s day.

    2: “I’m sorry”

    Let’s face it, we all screw up once in a while. When you do, don’t hesitate to apologize. In fact, the sooner you apologize, the easier it is.

    Some people think apologizing is a sign of weakness, but in reality it shows that you take responsibility for your actions and it makes it easier to move on after making an error. It also shows that you learn from your mistakes, provided, of course, that you don’t keep making the same mistake over and over.

    Most of the time, a mistake is not your fault alone, but you can always take responsilibity for the part that is your fault and apologize for that. When it’s both your fault and somebody else’s fault, apologize first, instead of waiting for the other guy to do it. He may be waiting for you too, you know :o)

    3: “Help”

    Ask for help when you need it. Many people actually like being asked, since it makes them feel appreciated and needed, so there’s a chance to make somebody happy at work right there.

    Also: Offer your help, even when not asked. Some people feel too busy to offer their help, but when we all help each other, we each become more efficient and get more work done. When everybody’s thinking “I really don’t have time to help others” everybody gets less work done, and the statement becomes self-fullfilling.

    4: “Yes, and…”

    A co-worker comes to you with a new idea. “Let’s try a new approach on the Hansen project. Why don’t we [insert new idea here]?” Here are some potential responses:

    • “No, that’ll never work”
    • “Yes that sounds interesting, but we don’t have time for that”
    • “Yes that sounds interesting, and I’d like to hear more”

    No’s and yes-but’s discourage people. It’s a sign that you’re not really open to new ideas. Yes-and means you’re willing to listen and consider new ideas in depth. People love being listened to.

    NB: Yes-and is not about saying yes to everything. If you do that, you’ll never survive :o) Yes-and is about being open to other people’s suggestion instead of immediately rejecting them.

    Four Fantastic Phrases

    So.

    Imagine a workplace where people:

    • Constantly thank and praise each other
    • Apologize freely when they make mistakes
    • Easily offer and ask for help
    • Are always open to each other’s ideas

    That would have to be a nice place to work. On the other hand: Imagine a company where people rarely or never use those four phrases. Scary thought, huh?

    Here’s the deal: Each of the four phrases is contagious. The best way to spread the virus is to use them yourself. The more you thank others, the easier it will be for them to thank you. The more you admit your errors, the more your co-workers can do it too. Etc…

    And start now. Find a co-worker and praise her. Have you made a mistake recently? Go apologize right now. Are you stuck on some task? Go ask for help. Does one of your colleagues look stressed? Go offer him your help.

    Anybody can use these phrases, employees, executives, middle managers, techies, receptionists, janitors, office workers, everyone. I will say this though: Coming from managers, they have an even stronger impact. But that’s no excuse for the rest of us not to use them, untill management does :o) Remember: Something happens when you do something. Not before.

    Will it make a big difference? Not immediately. But it gets the ball rolling and makes you and others a little happier at work every day.


  • Quote

    And speaking of politics, here’s a quote by Al Gore taken from this NY Times article:

    Politics has become a game of meaningless, mindless battles, conducted by unscrupulous methods and people, designed to transform even the most serious policy debates into sport.

    – Al Gore


  • Reboot democracy interview

    Reboot politicsI’m speaking at the Reboot conference in Copenhagen on june 1-2. My topic is how we can reboot democracy, which is absolutely necessary because I believe politics is broken.

    Leading up to the conference, I was interviewed by podcaster extraordinaire Nicole Simon. We had a great chat about politics, why people don’t care for it and what it would take to get us all involved in creating the future of the world (main keyword: It has to be fun!).

    You can find the podcast here.


  • Happy birthday to m… HOLY COW, I’m on digg

    There’s been a lot of interesting stuff happening the last 24 hours:

    And then something funny happened to my blog. I submitted my post on the top 10 mistakes managers of geeks make to reddit and… well look what happened to my stats:

    Stats

    Yikes. In short order the post got picked up by del.icio.us and Fark, but WordPress was till holding up. Then the post made it to the front page of digg, and the site promptly died :o)

    The best part is that the post really seemed to resonate with people and it got a lot of insightful comments and great feedback. I hope people can use it to create better relations between geeks and managers.

    And now that the site is back up and running I can go back to bed and sleep some more :o)



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