The Dressing of Hyper Competence

The Dressing of Hyper Competence

We all know someone like this.  That person who everyone else asks for help.  The one the boss relies on to pitch in on every project that is floundering, even while spearheading other work.  The friend who seems able to think about your problems and their problems, while you perhaps feel weighed totally with simply your own issues.

Some of us are the one receiving help, some of us are the ones providing assistance.  At different times in our lives most of will wear both hats – but for some there is a pattern of taking on an extra burden.  Within the workplace there is often one type of person who gets tapped to fill that role, the hyper competent.

At first this seems to that individual like an acknowledgement of their ability.  A wished for recognition that they are talented in a way that others really need.  This is not wrong.  This is with out a doubt a primary factor in becoming the one who is relied on.  This person is highly capable, engenders trust and often delivers on expectation.  However this can cause an issue both for the employee and the company.

The burnout this can cause, or the lack of productivity due to being spread so thin, are well worn paths.  I wish to examine the other side of the equation – the risk run by the organization.

Organizations or groups that have hyper competent individuals come to rely on them by nature.  If it becomes too common, if there is an underlying issue that might be masked by the borrowed competence of this individual.  How important does it become to understand the reason this person is getting so much work?  We should all be aware that relying on a small subset of the company is risky.  If it is simply the blinding talent of one person,that may not be an issue.  But if this bandage is covering up the festering incompetence of their peers it becomes imperative to keep an eye on the situation.  Where there is implanted competence, we must be wary of infection in the potential gaps that competence covers up.

Skirting Disaster with a Quick Wit and a Strong Point of View

Skirting Disaster with a Quick Wit and a Strong Point of View

Sometimes the question is not “how do we solve this problem?” but “what is the actual problem?”  Some six sigma minded types would tell you that the first step to solving any problem is diagnosing it properly.  They are not wrong, but that way of phrasing can be a bit misleading.  I am not talking about problems that need a little fishbone diagramming and some root cause analysis.  What I am talking about is the situation we find when ambiguity surrounds an issue – when you are not even sure what direction the solution should lie in.

It may be easier to think through an example.  Imagine looking at a changing industry (perhaps insurance, banking or even long haul trucking) and being tasked with answering the question “what do we do next with product A”.  Now mix in a little bit of “by the way, product A will not be profitable in 3 years and may not even exist in 5 years” and some “it is part our core business.”

How do you begin approaching this problem?  Maybe some data analysis? Maybe some expert consultants? Hold some innovation tournaments?

I think before those questions there is actually a more urgent and arguably more important issue that needs to be addressed – who do we want doing this work?  When ambiguity arises, who leads us through the fog?  I would propose the leaders needed in these situations are comfortable setting strategic direction without need to build an edifice of system.  What the leader needs is an agile mind and the ability to act on an informed opinion.  Or as I have titled this, a quick wit and a strong point of view.

 

The Demand of the Norm

The Demand of the Norm

In business there is an effect similar to gravity. A business’s history and culture acquires a mass of its own over time. That mass perpetuates the values and norms of the business. In large organizations the mass of its history becomes a monolith by many names “what we’ve always done,” “the right thing,” “what we learned last time,””we decided,” etc.,. Here we call it the Norm. The Norm defends compliance, it draws us in, comforts us, and offers us safety from personal responsibility.

Here are 3 styles of leading within an organization with a powerful Norm, I recommend using all three at different times:

Assimilate- Comply, acknowledge the good and live with the bad. The power of such an organization is in its consistency. The system is far less punishing for compliant members than objecting ones. Absurd duties may need to be accepted and a great deal of mental effort will be expended to avoid offending the Norm. This approach takes advantage of the strength of ongoing currents within the monolith.

Subvert- Live within the system, but do not accept the values it has established. Regularly take the time to challenge the beliefs of the organization in closed-door meetings and side conversations. Be careful, this approach more often ends up being an exercise in gossip and bitter complaints than being an effective program for change.

Break- Invest energy to sustain conscious denial of certain values and take steps to remove yourself from the inner workings of the organization. This move not only requires significant effort, it also paradoxically needs the most acceptance from the organization. The subversive and the assimilated have the luxury of not being seen, but those who break with the Norm must live in view of its judgement.

 

The Octopus and the Man-0f-War

Looking for a solid decision-making analogy for a team embarking on highly complex work in a fluid, evolving environment?

Why not try an octopus?

Here’s what that might look like

Octopuses have significant amounts of neurons positioned within their limbs. Each leg can process complicated sensory input and begin to interpret external stimuli. With these capabilities an octopus can begin to react a few milliseconds before sensory inputs have reached the central processing center of the brain. While the limbs exhibit the ability to react to momentary changes in the environment, octopuses also have eyes to perceive more distant threats and can migrate to react to shifts in the environment.

It is best not to lean too much on biology for the analogy and suffice it to say: the Octopus model strikes a balance by splitting response to the environment between independent functional groups and a central strategic perspective.

The Man-of-War

Like all good analogies, the Octopus needs a foil to prove that it is the right choice. In this case, let us consider the Portuguese Man-of-War (interestingly, not a jellyfish). A Man-of-War  is a colony of specialized organisms working together to survive. In a world where distributed intelligence and decision-making is seen as the epitome of human evolution (DAOs, crowdsourcing, etc.,) it can be tempting to think of the Man-of-War as the paragon of a collaborative workforce. Each piece does its part in a perfect system without a power dynamic to pollute their interactions.

However, such an arrangement is only amenable in certain conditions. The Man-of-War lacks a function to perceive and respond to broader environmental changes. Without a central perspective the Man-of-War depends on the environment’s good favor to survive.

Here’s the thing, the octopus model isn’t strict in it’s hierarchy because it relies on the limbs for relative autonomy and interaction with the environment. The limb and head functions differ in relation to the perspective they afford. For example, in some cases a limb might need to be sacrificed to save the octopus. What limb could have the perspective to respond in such a way?

In business, a product line may need to be severed when larger threats are imposed on the enterprise. Product lines may not have the perspective to perceive the larger threats or respond in a sufficient capacity. Those product lines need relative autonomy like the Octopus limbs to respond and react, because a central strategic perspective will not have the timely contextual insights that a 1024px-octopus2 may have.

 

Minimum Viable Part 1

Minimum Viable Part 1

A few weeks ago I overheard a common complaint while in a meeting with technology experts.

“They don’t know what an MVP is.  Our business partners just aren’t thinking as well as we are about these things.”  The promulgator of this complaint was looking around the room ready to soak in the approval of their peers, who certainly would agree that “those other people” did not understand.  Indeed most of those centered around this table nodded and smiled knowingly.  While this situation of “us vs them” is common, the issue that arose in my mind from this comment was actually their use of MVP.

An MVP, for those who have more exciting lives than mine, is a Minimum Viable Product.  It is a phrase that became popular in the software sector around 7 years ago.  A basic definition would be “a product with just enough features to gather validated learning about the product and its continued development.”  This definition is vague for a reason.  While I am not going to get into too deep of a discussion about what qualifies as an MVP, it is important to know that there is no formula for an MVP.  The MVP in any situation will change based on what is attempting to be delivered.

Going back to the comment I heard, I felt a disconnect around what was being defined as an MVP.  The picture above, taken from here, is a general metaphor for what the goal of an MVP is.  The technology being delivered worked, but did not provide what the business needed to give to the customer.  In the diagram you can see that the MVP asked for was a skateboard.  This is because what the business needed was something that moved the customer.  In this situation, the individual was complaining about the business partner who was asking for software.  What they were getting from the technology partner was an excellent wheel, whose code ran smoothly and would be a critical component of the car to come.  But you cannot give your customer a wheel and ask them how well it moves them.  My complaining colleague was assigning blame, but not accepting that it was the technology group that had misunderstood the meaning of an MVP.

Thus far we have noticed that there is a disconnect between to business partners and the technology group.  Next we will look at what may cause this disconnect, and finally we will look at ways to overcome this disconnect.

Survivor Mindset

The goal of the CBS show Survivor is to Outwit, Outplay, Outlast. With physical, psychological, and political gamesmanship it can make for entertaining television. However, we’ve seen cases where people apply this mindset to their workplace. This introduces us to another of our installment on sicknesses; the survivor mindset.*

The survivor mindset turns wit and political savvy from helping navigate your environment into an obsession with challenging your coworkers. It is ego masquerading as bettering yourself.

Survivors are committed to winning ‘the game’ through side competitions, tricks or tasks to collect ‘immunity’, and outwitting every other person in the office. Survivor syndrome degrades organizational and personal morale through breeding mistrust. The survivor mindset directs energy to:

  • Endurance competitions like who gets the last/longest word at a meeting
  • Shows of strength like where one sees who can push responsibility the furthest from themselves
  • Immunity trials where extraneous tasks and personal favors are used to win over leadership and excuse future poor performance

Be careful that your ambition doesn’t become the kind that drives you to the survivor sickness. Not only does it degrade morale, it robs you. It robs you of the opportunity to relate with your coworkers as colleagues and friends.

Rudder Events

Rudder Events

In business, efficiency is often placed on a pedestal and revered as a demigod.  Six sigma could serve as its Franciscan order.  Agile was born of the pursuit of efficiency.  There exists, however, a vast amount of work that lives in the qualitative and communication based setting known as a meeting. It is here that the rudder event occurs.

A rudder is small, yet controls the whole course of the vessel.  In the same way there are often small actions, questions, or comments that control the whole course of a conversation.  Learning to control these events, and guide conversations without having to dominate them is an important form of efficiency.  The length of a conversation is not proportional to the value of its content (I would like to coin this as the McClain Axiom) and nothing exemplifies this more than rudder events.

Imagine if you will a conversation about implementing a new workflow.  Because this will only be of interest to a few in the room, the conversation can definitely list from its destination without much effort.  How can this be prevented?  By keeping a steady hand on the wheel, with timely and direct comments and questions that keep conversations focused.  This does require someone to be monitoring the conversation more than providing content, but in almost every meeting there are those who are there for the purpose of providing direction.  An expert application of rudder events saves time in every meeting, and keeps people engaged.  Saved time equates to efficiency.