sharepoint, eric rhodes, jay hajj, Toby Elwin, blog

The project management SharePoint

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.

columbus, capability model, Toby Elwin, blog

Capability model incompetence

Capability models rarely aggregate the sum of people capability. Organization capability is sabotaged by people capability, the organization capability model rarely covers the contingency of the unwilling, the unable, and the unmotivated.

Organizations are a product of social interactions, not industry feature. People decide to avoid each other or work together and that is the sum of individually-motivated competence, not organization capability.

learning, bears, salmon, confidence, competence, Toby Elwin, blog

Confidence to learn and competence to contribute

Some people dedicate themselves to life-long learning.  Some people revel in positioning themselves as no longer able, willing, or interested to learn any more. Learn confidence when you allow learning as an on-going. competence. The reality is we continue to learn and process experiences until we draw our last breath. Today, those who resist, say learning new technology, are often called Luddites – artisans who resisted the industrial revolution. Those with confidence to learn build competence to contribute. People who do not have competence do not feel very confident. Their behavior may mask a lack of confidence with bravado, hostility, or self-deprecating humor. You might see this in a refusal to learn or resistance admitting they do not know – both equally frustrating. Those who lack competence rarely embrace learning because they may feel learning reveals a lack of knowledge others judge …

ted williams, carl yazstremski, learning, metrics, learning and development, Toby Elwin, blog

Why 70 is a key metric for learning and development

The 70:20:10 framework helps to plan learning and development. 70:20:10 represents a good model, percentage, or ratio to frame how people across your organization learn. With these percentages in mind strive to fit learning opportunity that: 70% of learning happens through job experiences, 20% through feedback and collaboration, and only 10% through formal training courses and reading The lowest return on training investment is the 10% learning from the course itself and represents actual diminished return on application. If 20% of learning happens through interaction and feedback then a healthy work environment need to practice as well as formal and informal feedback.  The space for people to practice within their work demand is critical. You only know what you know when you socialize what you think you know, so an employee will find this out only through feedback. If 70% of learning happens on-the-job, what the employee …

evolution, revolution, information, development, link, Toby Elwin, blog

The value of information and the link to development

Information is not competitive advantage, knowledge is competitive advantage.  Until you socialize your information amongst others you never discover if the value of your information is actual knowledge. An organization’s socialized knowledge is really their competitive advantage and information and knowledge are both human capital issues. Enterprise knowledge management is a critical strategic need and how you collect and share information maximizes your organization resources. However, the value of knowledge comes only when knowledge aligns to strategic and tactical need.  Socialization of information is the critical step to align and coordinate resources:  people, time, and financial. Information for the Gentry Class Too often organizations build strategy as an executive exercise of information and tightly-controlled knowledge.  This high-level review leaves out the opportunity to invite in fresh perspectives and leverage the organization’s cognitive diversity. Strategy created in a vacuum invites change resistance. You, and your organization, can only know …

Wile E Coyote, motivation, resource management, Toby Elwin, blog

Motivation management is resource management

In this age of cheaper-faster-better resource management is critical to organization survival.  The resource that poses the biggest organization management challenge, more than finance, more than time: motivation. Organization health is the alignment between internal, employee, motivation as well as external, customer, motivation. Each day when the closing bell chimes, whether that bell chimes in your head or on the production floor, the organization, management, and leaders need better awareness that the employee who left for home, often comes back tomorrow with a completely different mindset. People are not linear, but emotional. Organization risk is expecting an equally motivated employee to return the next morning. Leaders, managers, and coworkers are all under intense pressure to manage their motivation to show up at work and deliver within themselves, yes, and within their organization. An added complexity to motivate comes when juggling …

dumb and dumber, toby elwin, blog

Low risk, low return human resources

My 11-odd-years in business and talent management consulting, the other nine years in marketing, have shown a few disturbing trends that I see from most poorly-run companies. These type of organizations, across all industries, ascribe to, what they believe is a low risk strategy, but in reality, is a low return, strategy for human resources to: Take advantage of the economy to lay off the workers they don’t manage – the problem cases; Take advantage of a recession to lay off more staff than needed to slash costs; and Recruit for industry experience over technical experience There are far more, but I wanted to just get this list started. A problem with strategy 1: The root cause of the problem remains that lazy incompetent leaders, managers, and human resource professionals who don’t manage talent.  These people and their policies are …

oxbow, decision making, better, Toby Elwin, blog

8 steps to better decision-making

We now have access to more information than we can possibly process. All that information does not always mean better decision-making. Knowledge is power, but decision-making needs to make a comeback for us to realize our potential. With all this noise, this information, this data, is your decision-making process improved? The Future Filter The constant challenge: you can never have all the information and time is your biggest enemy against knowing everything. Here is how I see the funnel towards decisions (if I had time I would have made a mad 3D hierarchy pyramid, but alas … I ask you to envision a pyramid one from mere words. If anyone wants to send me a graphic, I’ll add it) with noise as the pyramid base: Noise — all the 0s and 1s/bytes and bits throughout the web, over the airwaves, across the spectrum; Research — the …

project, human capital, Toby Elwin, blog, fellowship, team

All projects are human capital projects

All the projects underway across your company share one, elemental risk: all projects across your company are human capital projects. The valuation of a company usually involves four areas: Physical capital, Financial capital, Intellectual capital, and Human capital Valuation is a combination of science, art, and voodoo (Enron anyone???). Voodoo aside, when I recast these valuations from a new angle, I see each, relies, in their entirety, on people: Physical capital – people are trained to use, maximize, and maintain machines Financial capital – people manage, buy, sell, and negotiate Intellectual capital – people research (question/challenge) and invent Human capital – people and their knowledge, skill, and abilities contribute individually and collectively as part of a company’s social network If people are the lever for a company’s value, no amount of their knowledge, skills, and abilities will matter without their motivation. When 70% …

Change: this time let’s try something new

In today’s Boston Sunday Globe, Ideas Section, under the Uncommon Knowledge, Surprising insights from the Social Sciences, by Kevin Lewis, I read the following: A Time to Try Something New* Whenever you’ve experienced major changes in life, have you sought comfort in familiar things? If you’re like most people, your answer is yes. However, new research suggests that the real answer is probably no. When Americans were offered a choice between American potato chips and British potato crisps, those who indicated a greater degree of concurrent life change preferred the crisps, while those not experiencing change preferred the chips. Yet, most people predicted the opposite choice. This pattern also held for nonfood choices, such as deodorant and entertainment. The researcher also ran an experiment that randomly assigned people to list more (vs.fewer) life changes that were occurring and then make …

blog, diversity, facade, Toby Elwin

Diversity façade, part 1

Intelligence does not guarantee insight. However, diversity does. The very leverage of knowledge is dialogue. And dialogue, a true exchange of ideas and opinions, is only possible in an environment that welcomes and fosters diversity, not the diversity façade, but the diversity lever of possibility. Although diversity can be a sensitive and often incendiary issue, I want to focus on diversity’s greatest benefit: the birth and exchange of ideas and perspectives. What is the goal of diversity in the workplace? Why is diversity an important topic? What are distinct, tangible benefits of diversity in the workplace? I feel diversity efforts attempt to build an environment where qualitatively, diverse individuals are expected to provide insight, cross-learning opportunity, and opinion. However, what too often results is the extreme opposite: a retreat to group-think and the dilution of individuality to a normative environment …