There's a stage we have in running an Innovation Engagement that's called Prototyping or Engineering. This is the culmination of our work to that point where we give our team the opportunity to take everything they've collected, learned, and observed to that point and put that into a workable model.
The simple road out is to just build a plan, cast a vision, give a powerpoint presentation, or something that covers the concept but doesn't necessarily lay out a good model and example of exactly what you're thinking. It's the difference in an architect showing someone blueprints and then creating a fly through of the building. Some people can construct the idea in their head from a blueprint, but most of us need more visualization.
This is where our principle comes into play. Why do we prototype? We prototype (or build) to test. The better we build a model the more critically and accurately we can assess it's viability and determine how it resonates with our teams and clients.
My encouragement for everyone here is that no matter what you're working on (program design, product development, etc.) there is always an opportunity to prototype well and allow your audiences to evaluate accurately on a good idea of your proposal. Yes, it's simple... but it makes a big difference. Just remember that the more you can show the better your opportunities for success in the long run will be.
Showing posts with label Method. Show all posts
Showing posts with label Method. Show all posts
Wednesday, April 8, 2009
Thursday, March 26, 2009
Risk/Rigor
What's the correlation in Risk & Rigor?
This is a simple one but a great tool to have in your box of understanding the effort put forth toward any project.
Here's the premise... the greater the risk the greater the rigor.
An example. If I'm working on a project for a client that's significant for their organization, that has a great deal of investment, and stands in high profile... that project would demand a higher level of time and rigor. In another case you might have a quick issue to resolve that doesn't demand as much rigor.
Be conscious of the risk for each of your projects and responsibilities and seek wisdom for the proper rigor to give them each. There's no template for getting this one right - everything is different. But, it's good stewardship to match the risk with the rigor.
Risk/Rigor balance will help serve people well, ensure greater return on your investment, and serve to keep you in good standing with what you produce.
This is a simple one but a great tool to have in your box of understanding the effort put forth toward any project.
Here's the premise... the greater the risk the greater the rigor.
An example. If I'm working on a project for a client that's significant for their organization, that has a great deal of investment, and stands in high profile... that project would demand a higher level of time and rigor. In another case you might have a quick issue to resolve that doesn't demand as much rigor.
Be conscious of the risk for each of your projects and responsibilities and seek wisdom for the proper rigor to give them each. There's no template for getting this one right - everything is different. But, it's good stewardship to match the risk with the rigor.
Risk/Rigor balance will help serve people well, ensure greater return on your investment, and serve to keep you in good standing with what you produce.
Wednesday, February 25, 2009
Reassess/ Recalculate/ Reinforce
I heard a great strategy plan the other day for mid-progress development for project management and effective execution. It's a simple three step process of reassess, recalculate, and reinforce.
Reassess requires us to evaluate our teams, resources, effectiveness, and movement toward goal. It's painful, but good for development. This requires us to draw in other perspectives and carefully address progress.
Recalculation requires that we take our lessons learned and, as a team, work to develop tweaks and refinements to our strategies. Rarely are strategies perfect from the onset, great success hinges on the ability to flex mid-stream.
Reinforce requires that we take these previous two lessons and carefully allocate proper resources for continued effectiveness and success.
These three simple steps can help guide us through quick evaluation of progress management and milestone evaluation.
Reassess requires us to evaluate our teams, resources, effectiveness, and movement toward goal. It's painful, but good for development. This requires us to draw in other perspectives and carefully address progress.
Recalculation requires that we take our lessons learned and, as a team, work to develop tweaks and refinements to our strategies. Rarely are strategies perfect from the onset, great success hinges on the ability to flex mid-stream.
Reinforce requires that we take these previous two lessons and carefully allocate proper resources for continued effectiveness and success.
These three simple steps can help guide us through quick evaluation of progress management and milestone evaluation.
Monday, January 19, 2009
Plan-Pilot-Invest
Capital is certain an item of great need for people these days and for the expressed intention for business development. All of us have heard pitches for various new concepts and opportunities and most of us will quickly gravitate toward the financial impact of any such idea or proposal. That's a good thing and I consider it usually a perspective of stewardship. But there are ideas worth investing in and worth making the capital initiative to see them work. But how do you get from step A to step X in the process without making the huge investment?
This is where a simple model of "Plan-Pilot-Invest" will come into play for us quite well. The concept is simple.
First, take the time to sit and map out your expectations and goals for your project then develop your strategy plan. Strategic planning takes on many forms, for which I have no intention to invest in here. But there is a process to your planning and a means of engaging others. Proper planning is critical.
Second, take the general framework of your plan and do a pilot on a shoe-string budget to test its validity, engagement, need, etc. Here's a hint... as you are building your strategy take into considering a phase roll-out of your plan. This way you can map out the basic needs up to the luxurious needs. This way you don't have to sacrifice the greater/bigger pieces, they are just in que for future delivery.
Third, once it's been piloted and you've seen the success points you were looking for, then make the pitch for the capital investment and now you'll have some foundation to "sell" your idea or product.
It's simple, but so is the principle. Prove it small then the investment for larger will come. Or better yet... he who is trustworthy with little will be trusted with much.
Challenge: build your strategy in steps and allow a season of piloting before making the big plunge.
This is where a simple model of "Plan-Pilot-Invest" will come into play for us quite well. The concept is simple.
First, take the time to sit and map out your expectations and goals for your project then develop your strategy plan. Strategic planning takes on many forms, for which I have no intention to invest in here. But there is a process to your planning and a means of engaging others. Proper planning is critical.
Second, take the general framework of your plan and do a pilot on a shoe-string budget to test its validity, engagement, need, etc. Here's a hint... as you are building your strategy take into considering a phase roll-out of your plan. This way you can map out the basic needs up to the luxurious needs. This way you don't have to sacrifice the greater/bigger pieces, they are just in que for future delivery.
Third, once it's been piloted and you've seen the success points you were looking for, then make the pitch for the capital investment and now you'll have some foundation to "sell" your idea or product.
It's simple, but so is the principle. Prove it small then the investment for larger will come. Or better yet... he who is trustworthy with little will be trusted with much.
Challenge: build your strategy in steps and allow a season of piloting before making the big plunge.
Monday, December 1, 2008
Is, Is Not
Definition is often a bother to me in the productivity and working relationships of people. We get frustrated when things aren't done, when they aren't done the way we expected, or when people just don't seem to understand us. In some ways it seems like an unconquerable mountain when it comes to communication and overcoming obstacles. But in reality there are many simple things we can do to help make our work environments operate with efficiency and respect.
The simplest of one's is what's called, "IS, IS NOT". You simply task yourself to not only define what it is that you expect but also what you don't expect. Set the fences and explain the turf in the middle. This works not only for roles and responsibility but all the way to corporate vision and mission.
I will usually take clients through this exercise so that we can define what's on the other side of the fence just as we have defined what's in the middle. This enables people to take ownership, understand the bigger picture, and most importantly it gives everyone a framework for corporate accountability.
Definition can bring great clarity to a team and great strength to them as they move forward. Even as you delegate consider what you can define and the is and is nots. Ask yourself what are you main objectives and then what falls outside of that. Ask yourself what you expect for someone to do in their position or a project... and then what falls outside of that.
Building this as part of your corporate culture will be of benefit to your people, your business, and yourself.
Challenge: Seek to bring greater definition to your team by defining what IS and IS NOT
Respond: What other ways could you bring definition to your team?
The simplest of one's is what's called, "IS, IS NOT". You simply task yourself to not only define what it is that you expect but also what you don't expect. Set the fences and explain the turf in the middle. This works not only for roles and responsibility but all the way to corporate vision and mission.
I will usually take clients through this exercise so that we can define what's on the other side of the fence just as we have defined what's in the middle. This enables people to take ownership, understand the bigger picture, and most importantly it gives everyone a framework for corporate accountability.
Definition can bring great clarity to a team and great strength to them as they move forward. Even as you delegate consider what you can define and the is and is nots. Ask yourself what are you main objectives and then what falls outside of that. Ask yourself what you expect for someone to do in their position or a project... and then what falls outside of that.
Building this as part of your corporate culture will be of benefit to your people, your business, and yourself.
Challenge: Seek to bring greater definition to your team by defining what IS and IS NOT
Respond: What other ways could you bring definition to your team?
Tuesday, November 25, 2008
Fail Often to Succeed Quickly
There's been a phrase in business for years that reads, "fail often to succeed quickly". If you think about it, it's quite the revolutionary statement when most of our environments work to keep things "safe".
What does a working environment that encourages change, mistakes, trials, and testing look like?
How can we foster an environment that encourages employee engagement to facilitate these practices?
First, I believe the leaders must model the way and set the example for what is meant by failing often to succeed quickly. Leaders must be willing to make calculated risks for the forward movement of their team. But leaders must also be transparent to show where they've failed and where they've succeeded. Leaders must also take responsibility for their mistakes but then be willing to share the victory of a success with their team.
Second, the environment must be set for a team to seek creativity. This comes in various forms, and again, typically encouraged by the leader. Great environments for creativity are rare but they are worth their weight in gold. These environments allow teams to explore and test; a place to build prototypes and work through problems.
Third, there must be a defined "win" or determined goal for what you've set out to achieve in the first place. If you don't have a defined goal then you'll never know if you've achieved the mark. Now that you've created and prototyped a design for something, test it, and make certain it meet the need of your original intent.
Environments and leadership that guide to these types of atmosphere's in the work place will inevitably succeed in the long run. This is what brings out team creativity and team ownership in the project.
Challenge: Evaluate your work environment and seek to build an atmosphere in location and morale that is open to Failing Often to Succeed Quickly.
Respond: How have you seen environments achieve this goal? What would an ideal environment look like for you?
What does a working environment that encourages change, mistakes, trials, and testing look like?
How can we foster an environment that encourages employee engagement to facilitate these practices?
First, I believe the leaders must model the way and set the example for what is meant by failing often to succeed quickly. Leaders must be willing to make calculated risks for the forward movement of their team. But leaders must also be transparent to show where they've failed and where they've succeeded. Leaders must also take responsibility for their mistakes but then be willing to share the victory of a success with their team.
Second, the environment must be set for a team to seek creativity. This comes in various forms, and again, typically encouraged by the leader. Great environments for creativity are rare but they are worth their weight in gold. These environments allow teams to explore and test; a place to build prototypes and work through problems.
Third, there must be a defined "win" or determined goal for what you've set out to achieve in the first place. If you don't have a defined goal then you'll never know if you've achieved the mark. Now that you've created and prototyped a design for something, test it, and make certain it meet the need of your original intent.
Environments and leadership that guide to these types of atmosphere's in the work place will inevitably succeed in the long run. This is what brings out team creativity and team ownership in the project.
Challenge: Evaluate your work environment and seek to build an atmosphere in location and morale that is open to Failing Often to Succeed Quickly.
Respond: How have you seen environments achieve this goal? What would an ideal environment look like for you?
Tuesday, September 16, 2008
Disagreement
Many of us who have managed teams before know the good and bad of hearing our team member's thoughts and complaints. We also know of our own frustrations with operations, practices, environments, and other forms of work life.
I believe it is the leaders responsibility to pull from their team constructive criticism and to encourage everyone to challenge the process and to continually refine their efforts.
The challenge is to encourage disagreement and healthy conflict while maintaining morale and team work.
One principle I believe in with teams is a policy on complaints. It's simple... you're welcome, ALWAYS, to share a complaint... but it must come either with a good resolution suggestion or in proper humility.
Leaders fail if they create environments that are not conducive to challenging the process, but there is a means and method for doing that properly. If someone does have a problem, how great is it for them to know and be encouraged to come to the table with a solution.
Complaints do nobody any good, but complaints with solutions not only help solve the problem, they build team work and camaraderie of group effort.
Humility of spirit is also important to me in this topic as well. If someone doesn't have a solution, that's still okay... but I do look for an attitude of humility and a desire to see a solution (though not having one to offer).
This policy among others is extremely important for your team to hear you communicate. You must open the door for people to disagree and challenge the process. It takes strength to hear the bad of your world, but in the end, everyone is better off for having expressed what's in need of repair.
Challenge: Be strong in your leadership to proactively encourage disagreement and opportunity to challenge the process, but set the expectations for your team as well in how to do that.
I believe it is the leaders responsibility to pull from their team constructive criticism and to encourage everyone to challenge the process and to continually refine their efforts.
The challenge is to encourage disagreement and healthy conflict while maintaining morale and team work.
One principle I believe in with teams is a policy on complaints. It's simple... you're welcome, ALWAYS, to share a complaint... but it must come either with a good resolution suggestion or in proper humility.
Leaders fail if they create environments that are not conducive to challenging the process, but there is a means and method for doing that properly. If someone does have a problem, how great is it for them to know and be encouraged to come to the table with a solution.
Complaints do nobody any good, but complaints with solutions not only help solve the problem, they build team work and camaraderie of group effort.
Humility of spirit is also important to me in this topic as well. If someone doesn't have a solution, that's still okay... but I do look for an attitude of humility and a desire to see a solution (though not having one to offer).
This policy among others is extremely important for your team to hear you communicate. You must open the door for people to disagree and challenge the process. It takes strength to hear the bad of your world, but in the end, everyone is better off for having expressed what's in need of repair.
Challenge: Be strong in your leadership to proactively encourage disagreement and opportunity to challenge the process, but set the expectations for your team as well in how to do that.
Friday, September 12, 2008
Measurability of Effort
Why is measurability so difficult?
Maybe the better question for us is why don't we try to measure effort more frequently?
Perhaps the answer to the first question is in the second. Regardless, we all understand intuitively that measurability is important in all factors of life... not just work. This entry is an attempt to challenge our thoughts and foundations for measurability. The methodologies of effective measurability are complex and varied - we'll save those ideas for another entry.
Stewardship
We've all been task with certain assignments and responsibilities. In that tasking there's been given the responsibility to serve that task, supervisor, and business well. But that stewardship goes beyond preventative safety - it must proactively chart and measure the vitals of success. The point here - we are stewards of measurability.
Quantitative
This is a great place to start on an approach to measure the vitals of a project, team, program, etc. Most of us can brainstorm enough to collect the vitals we deem as important. Take those vitals and determine some numerical value to their effort and how to gauge alignment to that vital. The point here - quantitative measure are a easy start point; make these the first part of measurability.
Qualitative
These are more difficult, but they are also typically more important to measure. For example; if I were leading a session on better efficiency in work-life and personal-life then how could I measure life change? We all agree that things like life change and other subjective matters are difficult to measure. But they are not impossible to measure! This is your opportunity to raise above the normal and seek to add value and important to the quality and results of your effort.
My greatest success in this ares has always been in developing these vitals with teams. We rarely see the full perspective, therefore making it vital to have others input. If you do look to measure your efforts, make certain to look at both quantitative and qualitative measures - you and your organization will be better for it. And may I encourage you once again... I don't believe this is something you could do; I believe this is something you should do. This is our responsibility as managers and leaders.
Challenge: Brainstorm with your team what measures might look like and how your might evaluate. You don't have to figure it all out - just give it some thought and try and few things.
Maybe the better question for us is why don't we try to measure effort more frequently?
Perhaps the answer to the first question is in the second. Regardless, we all understand intuitively that measurability is important in all factors of life... not just work. This entry is an attempt to challenge our thoughts and foundations for measurability. The methodologies of effective measurability are complex and varied - we'll save those ideas for another entry.
Stewardship
We've all been task with certain assignments and responsibilities. In that tasking there's been given the responsibility to serve that task, supervisor, and business well. But that stewardship goes beyond preventative safety - it must proactively chart and measure the vitals of success. The point here - we are stewards of measurability.
Quantitative
This is a great place to start on an approach to measure the vitals of a project, team, program, etc. Most of us can brainstorm enough to collect the vitals we deem as important. Take those vitals and determine some numerical value to their effort and how to gauge alignment to that vital. The point here - quantitative measure are a easy start point; make these the first part of measurability.
Qualitative
These are more difficult, but they are also typically more important to measure. For example; if I were leading a session on better efficiency in work-life and personal-life then how could I measure life change? We all agree that things like life change and other subjective matters are difficult to measure. But they are not impossible to measure! This is your opportunity to raise above the normal and seek to add value and important to the quality and results of your effort.
My greatest success in this ares has always been in developing these vitals with teams. We rarely see the full perspective, therefore making it vital to have others input. If you do look to measure your efforts, make certain to look at both quantitative and qualitative measures - you and your organization will be better for it. And may I encourage you once again... I don't believe this is something you could do; I believe this is something you should do. This is our responsibility as managers and leaders.
Challenge: Brainstorm with your team what measures might look like and how your might evaluate. You don't have to figure it all out - just give it some thought and try and few things.
Tuesday, September 2, 2008
Internal Marketing
How many of us have been so excited about the launch of a new product or program that our entire focus is in getting that product in the hands of our clients? I know I sure have been there many times.
Before we ever begin channeling any new products outside our walls (no matter how much research, planning, and strategy exist behind that product) we have to consider our internal teams.
We often forget the very fabric of what makes us who we are - it's our people... it's never our clients. Yes, we serve our clients, but our first attention in any marketing strategy should be our internal groups. Our people are who produce, support, interact, and champion our products and services - so why are they so often bypassed?
The answer is simple - we take them for granted... and that's common. How many of us take our closest family and friends for granted? It's easy for people who are close to you. But we know that if we have major issues in life to work through there's no one better to discuss those issues with than family and friends. More so, there's no one better to have on your side after you make major decisions in life than family and friends for support.
The same principle applies for organizations and marketing. There is a great need, and opportunity for honor & respect, for any leadership to engage their team FIRST on any product that's about the be deployed. Engaging your team allows people's input, their buy-in, team ownership, a sense of inside-knowledge, and most importantly... a chance to value your team.
So before you launch your next product, program, service, or whatever you do, take the time to do some "internal marketing" and pull your team into the launch before everyone else is privy. You will be well appreciated by your team.
Challenge: Consider your internal teams before launching external products
Before we ever begin channeling any new products outside our walls (no matter how much research, planning, and strategy exist behind that product) we have to consider our internal teams.
We often forget the very fabric of what makes us who we are - it's our people... it's never our clients. Yes, we serve our clients, but our first attention in any marketing strategy should be our internal groups. Our people are who produce, support, interact, and champion our products and services - so why are they so often bypassed?
The answer is simple - we take them for granted... and that's common. How many of us take our closest family and friends for granted? It's easy for people who are close to you. But we know that if we have major issues in life to work through there's no one better to discuss those issues with than family and friends. More so, there's no one better to have on your side after you make major decisions in life than family and friends for support.
The same principle applies for organizations and marketing. There is a great need, and opportunity for honor & respect, for any leadership to engage their team FIRST on any product that's about the be deployed. Engaging your team allows people's input, their buy-in, team ownership, a sense of inside-knowledge, and most importantly... a chance to value your team.
So before you launch your next product, program, service, or whatever you do, take the time to do some "internal marketing" and pull your team into the launch before everyone else is privy. You will be well appreciated by your team.
Challenge: Consider your internal teams before launching external products
Monday, August 25, 2008
More than One
Have you ever shared an idea with someone and when you ask for feedback you can tell they have some thoughts but you also can tell there's a great deal of reservation on their part?
That's very common... and here's why. When you only present one idea to someone then their natural inclination is to associate that idea with you and not to look at it objectively. You are the idea.
A simple solution when you're presenting ideas... present more than one. Now you come to a colleague to share a few ideas and their feedback is measuring an idea against another idea and not against you.
It's a simple practice to help you gather the much needed critical reviews from colleagues.
Who knows, sharing more ideas might fuel a group onto something far greater than you ever could have imagined.
Challenge: Work a little harder to present more than one idea, you'll love the results.
That's very common... and here's why. When you only present one idea to someone then their natural inclination is to associate that idea with you and not to look at it objectively. You are the idea.
A simple solution when you're presenting ideas... present more than one. Now you come to a colleague to share a few ideas and their feedback is measuring an idea against another idea and not against you.
It's a simple practice to help you gather the much needed critical reviews from colleagues.
Who knows, sharing more ideas might fuel a group onto something far greater than you ever could have imagined.
Challenge: Work a little harder to present more than one idea, you'll love the results.
Monday, August 11, 2008
Before & After
We are often too consumed in a project to take the time to evaluate it's potential impact, how to measure that impact, and to clearly state our goals. This is in large part due to many of our lives our so last minute driven that we are forced to produce something without necessary strategic foresight.
Take proper time to plan may make all the difference in an effective strategy. One simple way to plan is to evaluate the project on certain criteria before you set out on that project. Develop some means to score the projects current status and then score it again once you have completed the project to benchmark any progress and development.
Observing the status of the before and after can help your team gauge it's effectiveness through a project and give you an opportunity to celebrate an effective success in strategy.
There's a business principle that says, "projects that are unmeasurable are unmanageable". Keep that in mind as you seek to refine and deploy new initiatives, if you haven't set a measurable means for success then you and your team essentially have nothing to manage.
Challenge: Take the time to define your goal and develop a way to assess that goal pre and post project.
Take proper time to plan may make all the difference in an effective strategy. One simple way to plan is to evaluate the project on certain criteria before you set out on that project. Develop some means to score the projects current status and then score it again once you have completed the project to benchmark any progress and development.
Observing the status of the before and after can help your team gauge it's effectiveness through a project and give you an opportunity to celebrate an effective success in strategy.
There's a business principle that says, "projects that are unmeasurable are unmanageable". Keep that in mind as you seek to refine and deploy new initiatives, if you haven't set a measurable means for success then you and your team essentially have nothing to manage.
Challenge: Take the time to define your goal and develop a way to assess that goal pre and post project.
Monday, August 4, 2008
Praise Quickly, Blame Last
So many times the world presents leaders who are quick to accept praise for something and slow to acknowledge blame.
My first point would be that I would have a difficult time considering this person a leader, but the point to be made here is one of character.
This is just one more great place where leaders have the unique opportunity to step up, to be set apart, to make a difference, to model the way, and to set a great example.
When it comes to accepting an accomplishment the leader should be quick to acknowledge his/her team. This is an opportunity for a team to be praised and a leader to deflect things being all about them.
But it's also true for blame or criticism. The leader must be willing to take this on alone in confrontation and then privately coach his/her team.
The principle here is that leaders draw others in with them in praise but should be strong enough to handle criticism for anything inside their area and take responsibility for solving that issue.
This is one of many great opportunity for the leader to step and lead well. Leadership isn't about the accomplishment near as much as it's about the journey of leading people somewhere.
Challenge: Stop and think before you accept praise & criticism - consider what most honors your team and those you work with.
My first point would be that I would have a difficult time considering this person a leader, but the point to be made here is one of character.
This is just one more great place where leaders have the unique opportunity to step up, to be set apart, to make a difference, to model the way, and to set a great example.
When it comes to accepting an accomplishment the leader should be quick to acknowledge his/her team. This is an opportunity for a team to be praised and a leader to deflect things being all about them.
But it's also true for blame or criticism. The leader must be willing to take this on alone in confrontation and then privately coach his/her team.
The principle here is that leaders draw others in with them in praise but should be strong enough to handle criticism for anything inside their area and take responsibility for solving that issue.
This is one of many great opportunity for the leader to step and lead well. Leadership isn't about the accomplishment near as much as it's about the journey of leading people somewhere.
Challenge: Stop and think before you accept praise & criticism - consider what most honors your team and those you work with.
Sunday, July 13, 2008
Engagement Pathway
Many organizations I work with will have bits and pieces of how they engage their clients and constituents. My general observation is that these organizations don’t have these pieces well thought out and certainly haven’t though how they strategically impact the constituent.
This is where we try and map out what that process for clients looks like; and we call that an engagement pathway… the pathway in which you engage your client.
Imagine if you were able to map out a pathway that’s strategic, engaging, measurable, and connected with various resources. That’s the goal every organization should have with it’s clients – to provide a sound experience from start to finish.
Engagement Pathways enable organizations to consistently reach clients with high quality and great resources. Remember the old Benjamin Franklin quote, “Failure to plan is planning to fail”.
Challenge: Consider how you can strategically engage your clients and map that experience for them.
This is where we try and map out what that process for clients looks like; and we call that an engagement pathway… the pathway in which you engage your client.
Imagine if you were able to map out a pathway that’s strategic, engaging, measurable, and connected with various resources. That’s the goal every organization should have with it’s clients – to provide a sound experience from start to finish.
Engagement Pathways enable organizations to consistently reach clients with high quality and great resources. Remember the old Benjamin Franklin quote, “Failure to plan is planning to fail”.
Challenge: Consider how you can strategically engage your clients and map that experience for them.
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