Many times what looks like a team is not a team. A collection of well-intended professionals that meet, from time-to-time, around business issues, is not a team. In What It Takes to Build a Team, John R. Anderson’s dense and rewarding read, reminds me that there is no ‘I’ in team. Identity shapes how people describe their world. The range of options that someone can identify and define their view presents little issue, until collaboration. Teams work in concert to meet common goals: Share success; Collaborate for achievement; and Willing to give up resources for the good of the collective In our world of people, process, and technology, a single item can mean multiple things. The law of identity presents a shared meaning, not mixed messages. Teams that identify ‘why’ and ‘what’ can create a shared meaning ‘how’. A team is not a team when they: Ignore broader company issues at the cost of turf issues, Yield no ground and defend their current position, and Avoid anything with the perception to make them look professionally or politically weak Successful team meetings require work, between meetings, to visit, listen, and hear out the other team-member position. Here are some team behaviors required to move meeting rhetoric to meeting results: Openness to inquiry without defensiveness; Willingness to consider improvement and change to benefit the team objective, even if that means giving up some resources or responsibilities; and Ability to think differently about their jobs and become more strategist and general manager, less focus on narrow issues within functional responsibility areas Scrum, Scram, or Scam Teams take an additional hit when delegates seem to arrive to take the place of, and hold the line for, stakeholders. Often commanded there by the stakeholder, the delegate …
Too often there is a chasm between the technology design and the user need. Technology alone is not enough. Whether a business area or a consumer product, delight is a unique feature requirement. In 2011 Steve Jobs, hosted an iPad 2, special event and I take two great points within this three-minute and 11 second video clip: Technology married with the liberal arts or the humanities creates results that delight. Apple competitive advantage is that product architecture and the organization architecture that build the products align. Intuitive products rely on user objective, not technical wizardry. From an email to a presentation, we design for reaction, from communication to technology, the goal is reaction. Features and functions of the software, hardware, and applications need seamless integration to meet user objective, not technical architecture. The design function is the user objective. Function goes beyond the lab and into the environment objective. This video reminds me, again, about good design. Technology = liberal arts + innovation In your next technology discussion think about what, exactly liberal arts and the humanities has to do with user-centered delight? video source: youtube.com/user/danapeters/ Apple’s technology formula was last modified: August 20th, 2015 by Toby Elwin
Dumb, data-driven decisions happen when numbers have no context and people have no confidence. Who? How? and So now what? improve the odds.
When innumerates run the asylum, you, your customers, and your business miss context and transparency to interpret intent.
Successful communication inspires action and is clear to others what needs to happen to meet that objective.
All communication faces daunting odds to reach each person, intention intact. Perception, bias, and noise lay between intent, action, and reaction.
To succeed in the communication obstacle course against intent, you need to make clear how to make it happen.
New conditions demand new business management strategy. Technology enabled a disruption greater than any department or team level at a company can solve.
Customers severed the business message and took control of marketing channels.
Media lost privilege, marketers lost their minds, business lost their playbook, and customer’s rewrote the rules of engagement.
We need to reengineer marketing from the outside in and then align people, process, and technology from the inside out.
Bias derails evidence for perception and perceiving is most certainly not seeing.
Bias is both a decision shortcut as well as a communication wall.
Portfolio planning, from finance disciplines, presents projects as financial portfolio option mix to meet organization strategy. Project communication deserves risk and return criteria to project a financial portfolio, not bias.
An inbound marketing campaign is a project that requires multiple points of interaction from concept, strategy, design, art, content and copy creation, and optimization to publishing, analysis, and campaign and lead nurture.
Where many of us might keep all the campaign components in their head, I sought to help manage this with a repeatable, scalable tool that helps all inbound project stakeholders manage, deliver, and analyze a strategic campaign.
This checklist lends order to the stakeholder and subject matter expert sign up, sign on, and sign off.
The speed and pace of change demands business act, respond, and accomplish so much more, with so much less. HubSpot CEO, Brian Halligan, presents the following:
> In 1983, of the 1,000, largest American companies, by 1993, 811 remained
> In 2003, of the 1,000 largest American companies, by 2013, 243 remained
That change happens is constant reality. Now constant change accelerates the decade of decay. Demand for new revenue demands new business models and human capital competency.
In 2010 I wrote a post on Fortune 500 turnover, that simple math called almost 50%. What if the period took too much hit from the dot com bubble to provide a good source, in this post I revisit those numbers and look at 2013 and 2014 Fortune 500 numbers as well.
Projects that understand what existed and what exists are both efficient and effective.
SharePoint has an incredibly rich out-of-the-box capability, but too many times the project team does not know what is capable with SharePoint.
With these self-paced, training links provide an overview of what could be to collaborate, search, publish, and file.
Project portals need to meet user objective, not IT administrator needs. More people should reject the SharePoint designer, not the SharePoint capability.
The CMO 2015 Social Landscape partnered with Aberdeen Group to create a new chart and new evaluation criteria.
New social sites since arrive all the time, did your organization invest in Pinterest? Google+?
They might be an easy, what of Qzone? Plurk? or KakauTalk?
Now with Aberdeen Group research links you can find out what the heck to allot the VK budget.
Time impacts a project business need. How a project team identifies the impact decides if time is a resource waste or resource investment.
Before you sink costs into a project and well before your project looks more like sunk costs invest time for a better appreciation.
A review of what was, what is, and what should never be, is critical to identify risk to resource commitment.
Take a page from Led Zeppelin, who borrowed heavily from others, at times, without acknowledgment, to create something grand from what was tried.
In social media you get back what you give out.
Frozen mental models of marketing 1.0, or outbound marketing, continue to present tough nuts to crack for why people do not let go of hang ups.
The technology to hyperlink and to subscribe to content mirrors social interactions, not a new marketing channel to exploit.
Here are blogs to help you get control of social media self.
How to get control of your social media self is a topic that, for some, seems to mean there is a set of rules, or a prescription to follow, that will make it easy and deliver instant results, fame, and fortune.
Well, like losing weight or learning a skill, there are no social media shortcuts.
Those transparent about their lifelong learning come to manage their social media identity and support others in a virtuous giving, learning, providing, receiving cycle.
Learn to manage your social media identity faster and have more fun with this list of infographics and checklists from other’s shared experiences.
That people change for organization need is at distinct odds with people’s needs. People change for organization goal is a very irrational expectation.
You can not plan for change if you do not plan for the impact that change has on individuals.
One communication plan can not account for the unique roles if it does not account for unique impact. One plan for all to follow equals everything that no one relates to.
One change management plan is irrational project management.