Focus: A Great Differentiator

To see Mt. Rushmore in a magazine is one thing, to go there and see it in person is amazing, but to focus in with binoculars (as my son Easton is doing here) gives one a whole new appreciation of the detail that went into sculpting this monument. It took Gutzon & his son Lincoln Borglum 14 years and 400 workers to complete this work of art.

In our workplaces, ministries, and even small day to day encounters, the ability and power of focus can be a maximizing, life-changing differentiator.

Most of us fall into rock-skipping. We're busy, trying to consume only what we absolutely have to, and are sprinting an inch deep and a mile wide at work and in life. We've all heard "focus", but what can that really look like?

• At work.... The nature of my job is to be an inch deep and a mile wide as Operations Manager...however, our initiatives won't get done without focus. Bill Hybels talked about having a "6 initiatives in 6 weeks" approach to your critical items. I find this very helpful to be able to say "no" to important things but will simply have to wait. Here are my current "6" that are my focus to April 15th at Pinnacle as an example:
  Web strategy with blog- initial steps to build a contributing writer team for future blog
  Video research for online snippets for training and solutions for clients
  Bootcamp- 2 week training curriculum developed for new sales executives/employees
  Chief Technology Officer strategy as more companies are looking to outsource IT
  Marketing plan rolling with client experience focus
  Existing Customer process defined
• Freakanomics is a good read about focus. It shows how much common knowledge we all believe to be true is actually false when someone takes the time to dig into the data/details. (Like, is it more dangerous to have a gun in your home or have a swimming pool?) Real information is power, it takes focus to find real information.... Focus= Power
• Every day interactions. When we take time to stop and focus on a person (maybe at the grocery store or with a neighbor), we can make a real impact rather than having a relationship of news/sports/weather. Rob Wegner delivered a great message on this available here for $4 http://www.wiredchurches.com/s.nl/it.A/id.2717/.f His statement: Small intervention + Focus= BIG IMPACT Small intervention + No Focus= Little or no impact.
• I get overwhelmed with the amount of information available to me. I can't read all the blogs, books, or attend enough conferences to keep up. I find myself "wishing" I knew more about scores of subjects. I'm learning..."it's OK not to know it all, take a deep breath, pick my target, and focus on something to be an expert in..." Having great people around you with their expertise' will fill in your gaps of information.
• Ever been to a Cirque du Soleil show? You'll see what crazy, amazing ability can come from focusing on one talent. To see how fast and how many bowling pins two people can fire off at each other without dropping a single pin was staggering. I admire their focus to a single craft.

The people around me that are changing the world are focused on specialties. They are not spread thin, Jeopardy wanna-be-winner, know-it-alls. They are satisfied with being great at tackling a single problem/challenge, in a single area, for a single company/organization at time. They know what they can and cannot do. The employees I see that make a real impact have the ability to focus and be a real expert in their field...they do not skim the surface. Great Mom's and Dad's are taking time to focus with their kids in small interventions.

Are you focused or are you just trying to keep up?

4,000,000 Jobs in 90 Days

The drumbeat from the $787 billion dollar stimulus package has been jobs, jobs, jobs. Last week President Obama visited Elkhart, IN to help sell the 4,000,000 jobs the bill would save and/or add. At that price tag, we are paying a staggering $196,750 per job. If the goal is to create jobs, let's do it in 90 days (4-6 times faster) and for 1/2 the price. Here's how:

• Offer $49,000 grants each year for the next 2 years for each new job created by pre-qualified/awarded businesses
• The $49,000 would cover the cost of salary, insurance, and other benefits for each employee (actual salaries could vary, this would be an average)
• Businesses would hire these people within the first 90 days of the program launch

How would you launch it?

• By district, grants would be allocated and prioritized by those hardest hit. Our elected Representative (in our case, Joe Donnelly) would be charged to form a quick team of local business minds and economists to review business applicants in their district
• Businesses would be selected on merits such as: ability to retain the jobs after two years, job training offered to new employees, benefits to local community, current strength, etc
• This goal of the selection process should be to keep it simple and swift
• Let's launch this April 1, 2009

Benefits:

• Immediate impact on monthly job loss numbers, rather than seeing the 500,000 jobs lost in February, the American public would see these numbers subside or even reverse for a period of a few months
• Consumer confidence could improve on the news of a stimulus working... immediately
• Actual price tag would be less by eliminating unemployments costs of those sitting on their couch rather than employed through the grant program
• Millions of workers would have an opportunity to be retrained in a new industry, employers would be able to allocate training resources they would not normally expend
• Federal deficit for 2009 could be drastically reduced
• Businesses that are waiting to hire could hire immediately. Not all companies are struggling, but most have hit a cautious, hiring freeze button
• Rather than hire workers by contracts that could end in 6 months or two years (in the current plan), thousands of businesses would want to retain these newly trained workers after the two year grant

Immediate Questions:

• How would that be fair? Fairness is already at issue. Someone is going to get the contract to build a bridge in Minnesota, some other company is not. People are already in line for bailouts to save their industry. This would be aimed at "creating" vs. "saving"
• Couldn't we get burned again by corporate America? These grants could be monitored and paid in "arrears" once businesses have demonstrated they've maintained their payroll levels, businesses would not simply receive lump sum deposits when approved to spend in other means (as we've experienced in the banking industry)
• How would be administer it? By having it handled by district, it immediately spreads our risk, creates accountability, and shares workload for each Congressional Representative and their staffs. Local chambers of commerce, municipal governments, and community leaders could all assist
• What about all the other needs in the current bill? Anything beyond jobs is simply "spending", we should call it for what it is. I'm not saying some of these items aren't valid or are certainly needed, but the concrete in a bridge is a "material cost"- not a job.

President Obama, Congressman Donnelly, the company where I work has 50 new jobs ready to go in the South Bend/Elkhart/Michiana area if this were approved.... we're in. I've already talked with one of our owners, we have scores of resumes in hand, and we're dead serious. We would train, deal with the human resources strain, find room, bring in computers, and whatever else it would take to make this happen. I'm confident that thousands of businesses would step-up to do the same. Small business all across America can lead this effort for recovery for half the cost and 400% faster. (If you are a business owner or influencer, feel free to send this or a version of this to your Representatives to let them know you've got jobs ready as well)

I'm not special, but I would be willing to help lead this effort. Just give me a call.

Thanks, Mark

Grumpy, Annoying, High-Maintenance Customers

Customers can be manipulative, grumpy, demanding, unreasonable, ridiculous, frustrating, rude, high maintenance, make you want to roll your eyes, and apparently even eat your laptop. Today I met with one of our challenging clients… and I loved it.

• Tough customers are candid- you get the opportunity to get real feedback on how their experience is with your organization. Worse: You lose a client and don't know for several months, they simply fade away without a sound.


• They will make the small cracks in your organization will look like gaping canyons- it can bring clarity to what you need to work on internally. Worse: You drudge along thinking you're doing "good enough" and don't fix what's actually broke.


• If you can keep these clients and turn them into "fans"- you're taking steps to raise the bar of service with your team. Worse: Make excuses of why they're just crazy and let them go to a competitor.


• These clients force you to be on your "A" game, ready to respond and find solutions. Worse: Walk on egg-shells with the client with a defensive disposition- this will simply make your already sub-par service worse.

Yes, there are times when you simply need to let a client go- it's just not financially viable to try to keep them. However, if you listen- there are valuable nuggets to take from these encounters. How are you responding to your customer-aches?

If by rare chance Mr. Customer you read this post. Thank you for your time and feedback today- you've helped us become a little bit better company today. I hope to get the chance to continue the dialogue in these upcoming weeks.

The Missing Piece: Finish

5K races don't mean much if you only run 3 miles. A 14 foot free throw doesn't score any points. In the work place, those who can be finishers stand out from the crowd and people take notice. The halls and cubicles where you work are full of people that get projects and tasks 80-90% complete. You want to stand out and be a performer? Finish.

3 Ways to be a Finisher:

• Look for an opportunity to take an initiative that has been stalling out or hanging incomplete at work. Take it, and in your mind make yourself 100% responsible. Do what it takes to get it done and done well. Want to be normal? Be cynical and roll your eyes at how the project is just another company objective that will never get done...
• In meetings and conversations, be the best note taker- pay attention and get the details of what needs to be done whether it's your responsibility or not. Help remind people of the tasks to do, priorities at hand, and assist people by reminding then what needs to get done. Normal is people on your team missing details leaving projects incomplete, clients unhappy, and money uncollected. Fill in the cracks for your team so your team finishes strong.
• Be willing to make a decision. Everyday there are scores of emails and conversations filled with questions, hurdles, and excuses. Bring clarity and be solution oriented... take those things that are spinning and bring them to a finish line. What's normal? Add to the confusion, be vague, ask questions that seem really smart but just keep things undone, offer more reasons why something can't be done and how you don't have enough information. Hide in the multitudes of 80%.

There are incomplete puzzles all around your work, embedded in your emails, and with your clients. What will you do?

Being a finisher comes with a price. You're going against the grain and at times it exposes "the normal" in others. People on your team will get defensive and will even go behind your back. Stay the course. Just keep doing.

At the end of the day, if you're truly "for" your team and focused on the mountain your team is trying to climb- you'll find purpose and growth in your work and in your life.

Wisdom from Warren Buffet

"A simple rule dictates my buying: Be fearful when others are greedy, and be greedy when others are fearful."- Warren Buffet

Lesson: Observe what the masses are doing and consider an authentic distinction to do exactly the opposite.

How many times have you been part of a meeting talking about what the competition is doing and the reaction is to adopt a "we do that also" strategy?

• While the masses dread Monday at work, find a way to love it.
• When no one wants to deal with a particular client, be the one to ask for that account.
• While everyone is looking for fuel efficient vehicles, look for a ridiculously low priced SUV
• If everyone's cutting their lawns with vertical lines, go horizontal...or better yet, put in astro-turf
• When people are panicked about the economy, have peace knowing our God will provide
• When all insurance agents send out calendars with mug-shots of themselves to their clients, send all your clients $5 Starbucks cards and offer to meet them for coffee
• When one candidate for President is for a $700 Billion bailout, be the candidate against it with a confident, thoughtful plan B

It's time to go launch a mortgage company. Thanks for the reminder Mr. Buffet.

"Doing the Splits at Work?"

If I did this, I would have a completely different look on my face.


There are times when our roles may shift at work... If done too early or without the right process, you or people on your team can end up in this position...

Have you ever felt this way at your organization? Here are some observations of doing the "splits" at work:

• If you begin doing a role at work before you have any authority to do the role, you may feel some pain for taking it on too early.
• You can fake it for only so long... this guy has a determined look on his face now... I'd like to see him in an hour...
• With growth comes change. With change comes some pain.
• Not everyone can do the splits at your organization, there comes a need to have people that are flexible for a short period of time.
• Leaders, managers... are you doing this to anyone on your team? If so, don't leave them "exposed" too long.
• Are you doing the splits currently? It's better to have a conversation with the decision maker(s) and manage one post well than to drown trying to hold on to both...
• Clarity is important as roles shift- those impacted need to understand the changes and what adjustments they may need to make.
• Leaders, when you have done all the analysis of the changes, commit to it, support it, and keep casting the vision to your team. When you're the one doing the "splits", it just confuses your people and well, let's just say you don't look like this guy...
• Have both feet in with change, don't keep one foot in the past.

Dealing with Technology Consultants

Here's what a few of our challenges can be with our clients:

• No point person or driver.
• Timelines are set for the project(s) but the client is too busy in their day to day operations.
• There are users excited about the project but the owner/management is disengaged- key decisions stall out and project could be in peril.
• Hardware and software can be buggy. Some clients think it's just plug it, install it, use it.
• To save money, some want us to "train the trainer"- the only problem is, no one has told the trainer that or the trainer is not really a trainer.
• Too many people at an organization have the ability to order our services with no internal controls. 60 days later the CFO is opening up a can...

The flip side when dealing with a tech firm:

• Appoint or create a project leader/team and give them your full support (leaders)
• Clear hurdles where you can so they have the time necessary to properly implement
• Stay engaged with your point person- hold them to their timeline internally
• Hire a reputable firm and check references if you don't have tech's in house to be on team
• Be committed to training. Don't accept getting 90% there but not be fully trained. Be upfront and talk about this with your consultant.
• Create internal processes for approving consultant time. Don't allow people to grab the IT tech to unclog the printer. Have a specified hit list and stick to the critical items first.
• Explore fixed bids with good, clear scopes of work. While the perception is that you may get a "padded" bid, the reality is many times a good firm is eating overages. It also gives you some opportunity to budget rather than deal with an open checkbook.
• Ask for quotes prior to work being done.
• On development projects, have a fixed monthly amount for regular progress to be made on your project/systems. Work from critical items then down the punch list.

"50 to 100"

Since the inception of the technology firm I'm part of, we've experienced an amazing 35% growth year over year. As the company continues to expand, maintaining that type of growth clip is going to be an increasing challenge with several dynamics at play. While the future is always an unknown, I hope to be able to capture the progress of our growth at our current number of 50 employees (actually 54 as we just brought on four more developers over the past few weeks) to 100 employees. It would be great to hear your stories and comments of similar challenges you face in your companies and organizations as we press in together....

Some key challenges as I see them today:

• As the project manager (and also involved in some operations), my drive has been to raise the bar in our customer experience and processes within our projects and company. Our ability to continue to improve in this area while growing with new people will be an interesting dynamic.
• Currently we have three Sr. Managers each overseeing one of our 3 groups (ERP, Developement, and IT). They are extremely gifted technology gurus who will have to learn to grow into more management function or reshape the structure of their teams. (Either shift from be a do-er to a leader or find some alternatives). This goes for me too, I need to be preparing for what 100 team members looks like...
• Our internal processes for leveraging information (task coordination, emails, budgets, scope, proposals, etc...) need to make critical improvements. Implementing and syncing the functionality of SharePoint, MS CRM 4.0, and Outlook with other tools will be essential. Gaps in communication will only grow without continual tightening of our systems...
• Outside leaders are going to have to be able to succeed and assimilate into our group. We'll be able to pull some up from within our team, however, most are talented "do-ers" that should stay exactly where they're at...already adding huge value...
• Management is going to have to look at the number of direct reports they currently have- typically 6-8 is the max- currently we're exceeding this in all three groups...
• Without acquisition, finding top calibur talent to come to South Bend/Elkhart, Indiana will continue to be a hurdle. We may need to stretch our boundaries and be creative with work locations, mobility, and communications to bring on new team members...
• We will need to have a plan to help each individual grow in their expertise', feel connected to the team, know how what they do makes a difference, and that they matter and are cared for...
• Our service needs to be at a level that's remarkable... something worth talking about as Seth Godin would say....

I love this team. I look forward to this run. While I'll be limited in some of what I can share, I hope to be able to report the core of the experience along the way... stay tuned....

Four Pillars of Project Management

My core role in my day to day job is project management- over the years from the construction industry and now in technology, I filter and measure our performance based on four pillars/criteria:

Budget:

• Is the budget on track?
• Are we experiencing any changes in the scope of work that need to be added to the budget?
• Is the client comfortable with our progress and billing?

Timeline:

• Are we going to be on time with our original targets?
• What critical items could affect the timeline, are these clearly established with the team?
• Is the client comfortable with our current timeline and plan?

Quality/Scope of Work:

• Are we addressing our clients "pain points" with quality direction and solutions?
• Have we eliminated any "grey area" out of the project scope- are there any items that need to be addressed?
• Have we identified any items that are potential problems? Is there anything that needs to be presented to the client for positive alternatives?

Create a Fan/Communication (most critical):

• Is this client/will this client be a fan of ours when this project is complete?
• Will they talk about us, recommend us to others?
• Are we "wowing" them? Are we communicating the "wins" and the elimination of the "pain points" throughout the project?
• Are we communicating well throughout the project and building into our long-term relationship?

There are several other bullets that could be added under each of these four items- these are simply a start. Taking the time to run these through my head with any given project and with our team has served me well over the years.... what about you?

"Finish + 1"

This weekend at Granger we showed a video where two of us were transplanted into the video game Halo... you should be able to watch it here on May 5th and beyond...

Ben (the cool young dude in the pics played my son) and I had had about seven hours of video shoot time most of which was done in the green room- our video guys are amazing.

My great friend Jeff Petersen runs point for the GCC video/arts team and I've been honored to be able to work with him on several projects over the years. He spent over three weeks tallying up over 150 hours of time in writing, shooting, editing and anything else that has to do with getting this project done all for a five minute video. Jeff's a Finisher + 1.

Leader's like Jeff know:

• Great ideas are overrated... getting something done is much more difficult


• A lot of projects, businesses, and ministries can function can be average and even good taking a vision to 80-90% of completion....


• But, the reality in most endeavors, 80-90% of something is really nothing so we risk having it be a complete waste of time..
  
• However, greatness comes when someone or some team takes the vision to the finish line... The final edits are made with minor improvements to the small details in a video, a good message is rehearsed a few more times to be sharp, or some final adjustments are made to a web-site to make the user experience a little easier...

The final thought is about the +1. Jeff and I have talked about how one extra hour in any drama, video edit, or any endeavor can add just that little extra "something" to the art.

I know when I cut corners. I know when I think to myself, "if I just had more time, that could have been so much better"... I know when I'm spread thin and kicking out a bunch of mediocrity...

What will it take to focus on finishing + 1? What project or vision are you working on that is getting diluted or is mired in the "it's good enough" stage?

Jeff's a great finisher. There aren't too many people out there like him. It was inspiring to see him work... (for the record, I didn't intentionally shoot a pic of him bending over...... dude....)

Strategy Questions

For those of you dealing with strategic thinking, brainstorming, project planning, etc.. this is a quick 10 minute braindump I did on questions that came to mind when I was asked- it's a little rough and in no particular order- but maybe it is helpful- any that you would add?


1. What are we trying to accomplish? What's the problem/un-met need?


2. Who are we doing this for? Do they really care about what we're setting out to do? Is there really a customer base for this? Is it a large enough need that justifies our investment of time, money, people?


3. Is this realistic, can this actually work, or is it "idealistic", looks good on paper but people won't respond to this or it just isn't practical?

4. Who on our team will be needed? Are they excited about it? What will they have to let go to take this on?

5. What additional resources/people/staff will we need to make this happen? Is the implementation team set?


6. Who is running point? At the end of the day, someone has to drive this and make the calls- who is it? Do they understand the target objectives, are they energized by it?

7. How will we measure success, what are the benchmarks along the way to know we're on track or need to change course?

8. Can we "test" our strategy in any way before launching fully into the plan?

9. What are the unknowns? Do we know what we don't know?

10. What other support will be needed/leveraged from the company/ministry? (Communications, marketing, legal, sales)

11. Has a timeline been established with tasks for each phase of the timeline? Who is the point person running the task/project management.... is that person in place to have specific deliverable steps identified, scheduled, executed, tested, and approved?

12. What are potential curve balls, deal-breakers to watch for? What are the IF this, THEN that scenarios to be aware of... initial Plan A's or Plan B's?

13. How long can we financially afford to carry out this plan? What is the payback?

14. What are the quality objectives? Is the standard of excellence being met? How will we know?

15. How will we measure our customer's response? What is the win? What adds value? What could/will that look like? Are we creating fans?

16. Is everyone on the team aware of their specific roles, priorities, timelines, and who they need to be communicating with?

Project Void

OK, here's the scenario: You're in the middle of a project with a client and you've hit some snags, maybe you've been swamped with other clients, you're behind, there are too many unknowns and when trying to determine your timeline for delivery, you just don't know. An hour goes by, a half a day, two days... a week..... a void is appearing.

This can be an awkward, tough point in project management. You want to be able to communicate to the client some tangible deliverables, the plan.... anything... but your team is struggling, stressed, they're trying to get their arms around the details, it's spinning..... you're struggling for answers, a shred of anything to give to the client. Ever been there?

Here are some responses I've seen in different people on the team:

• Hide. Just keep your head down and hopefully we can figure it out before the client either knows about it or says anything. Avoid and act like the void is not there.


• Pass the Buck. Just be glad it's not my responsibility to talk to the client. Someone else has to deal with the void, not me.


• Hope. Maybe we'll get lucky, wake up, and realize it was just a bad dream and the void is gone.

The problem is, the void will get filled.... somehow. We can fill it, or worse... the client ends up filling it. When voids appear and communication is paralyzed, it's not uncommon for the client to dictate the timeline and expectation because they're not hearing it from you. "I need this done by a week from Friday", "We need to launch by the end of the month".... then the team scrambles, sometimes frantic, trying to work into the timeline the client had to set. Sound familiar?

The reality of "project void" is pretty normal. It's a time to take a deep breath and press in...

• It's better to get the opportunity to set expectation of a timeline on your terms rather than have a ticked off client telling you what is going to happen


• Have the direct, tough conversation with your client- communicate more the more urgent the issue


• Only promise what you can promise, then deliver.... it's better to update as you know regularly than to guess and miss another deadline-

Excuses and mediocrity is the norm. Not wanting to be the person to have to deal with the client is normal. Add value to yourself, your company/team, and your clients and fill your "project voids".

Hey Leader, Have you Landed?

Imagine Noah landing (after 40 days of arking) on a mountain top and saying, "Yes, this is what we're going to do, this where we're going to be!" After his team unloads half of the animals, Noah says..."Uh, no, not this mountain, pack em' up, we're going over there!" His team, scratching there heads a bit, comply and go through the daunting task of gathering up all the animals and re-loading them in the ark. They land on the next mountain top and the same thing happens. And again. And again... How many mountain-tops would it take to frustrate the team, even to the point of not even unloading the animals when asked?

In several work places and teams I've been a part of, this is one area leadership or management has struggled. A few thoughts:

• Is your vision clear, is the game plan mapped out?
• Are you leaking your vision causing members of your team to act prematurely or move in the wrong direction?
• How long will it take your team to shut-down and not react to your "plan"- do they simply know to wait because it will change in two weeks anyway? Have they stopped unloading the animals?
• Are you making parts of your vision/priorities more urgent than they really are? Is this causing your team to hurry up and wait?
• Has anyone on your team wasted their time on your objectives that simply went away? Does this keep happening?
• Are you able to tell your team, "I don't know yet, I'll let you know when we're ready" rather than making a hasty decision?

Be clear with your vision. Be committed to your plan. Give your team confidence that you've "landed" and it's "go-time". Whether leading or managing, clear objectives and timelines will help make you someone worth following...... so for your team's sake..... land.

The Buck Stops with...uh.. it doesn't stop...

At your job or on your team, there are objectives and tasks that need to be done. Who owns it? Who's responsible? Over the years I see the same trends appear: Managers/leaders saying the same things that need to get done or are frustrated that things aren't moving and employees that are amazingly adept at not taking the ball or having side-door excuses why it wasn't their responsibility. How can we be better leaders/managers or better followers/employees?

Leading Down (Managers/Leaders):

• Objectives and tasks need to be clear with specific deadlines


• Assign one person accountable for the objective getting done
  
• Make it easy to come to you if difficulties (hurdles) come up or there are blockers to the task or objective in getting done- "not wanting to bother you" should never be an excuse
  
• Remove hurdles as needed- serve your team member(s)

Frustrate your team by having objectives constantly changing or when tasks and deliverables are completed, they have little or no value to the team/organization. In time, they won't want to grab the balls you're handing off...

Leading Across: (Peer to Peer)

• Rather than only worrying about your world, be aware of the tasks/objectives your other team members are carrying- if there are ways you can tactfully help, do it
  
• Be positive, encouraging, and have a "git er done" attitude- model well... Be an advocate of the company/team goals.. It's easy to be like the masses by whining and complaining


• Lock arms with those struggling/failing, help as you can.. Celebrate others winning... genuinely want their success... your peers need to know you are "for them"

Annoy your peers by offering unsolicited advice every day....... Lose positive influence by rolling your eyes or ripping your leader/manager behind their back ... Everybody wins when all objectives are met...

Leading Up (to the manager/leader)

• When objectives aren't clear, help clear them up by asking "How are we going to accomplish this?", "Who's going to run point on this?", "When do we need to have this done by?", "How can we/I help?"- Sometimes this is best one and one without an audience, your leader needs to know you're genuinely trying to help and not undermining


• Assume you need to be the communicator to the leader/manager, don't wait for them to come to you if you need help or pitfalls are appearing


• Your leader needs to know you're for them... you want them to succeed...


• When in doubt, fill in the cracks, be the solution, take responsibility

If objectives are clear and timelines are set, just get it done- Don't ask questions that don't need to be asked or take time from your leader that could have been avoided- trying to be "visible" with a bunch of fluff is only giving you the wrong kind of visibility.