ITLP Tuesday Readings

Dewitt Latimer was CIO at Montana State University until his untimely death earlier this month in a motorcycle accident. Prior to his becoming CIO at Montana State, he was Deputy CIO at the University of Notre Dame.

Among the many words of sympathy and celebration of his life that were written was today's reading "Lessons from Dewitt." This essay was written by Mike Chapple who was his friend, menthee, and colleague at Notre Dame. Mike is Senior Director, Enterprise Support Systems, and concurrently Assistant Professor of Management at the University of Notre Dame.

Dewitt's lessons are great lessons and good reminders of the impact we can have on those around us. Pick one and work on it this week.

. . . . . jim

"Lessons from Dewitt"

I first met Dewitt nine years ago when I came to Notre Dame for a campus visit and series of interviews. I must admit that my first impression was something along the lines of "this guy is a little bit crazy." Over the subsequent nine years, I learned that, yes, he was a little bit crazy, and also that he was brilliant, kind, and intensely devoted to his family, friends and the communities that he served. That combination of qualities enabled him to make tremendous contributions to IT and higher ed as a change catalyst, thought leader and innovator.

Dewitt was my friend and mentor and always shared lessons about life, leadership and IT generously. Over the past week, I've been touched by the many stories shared by his friends and colleagues. I've spent much of the last week reflecting on the many things that I learned from him and wanted to take the opportunity to share them with you all.

So, here's my list of the top things that I learned from Dewitt:

1. Be bold. Take risks. The most exciting and valuable things happen when you try things that haven't been done before. Being the first to do something is daunting and fraught with risk but can have a tremendous payoff. At the same time, when you take risks, you must be prepared to fail. Learn from those failures and move on to the next thing.

2. Don't let non-critical details get in the way of your vision. The world is full of a million i's that need dotting and t's that need crossing. You'll never get to every single one of them. Trying to do so will only stop you from making progress. The trick is figuring out which details are critical to realizing your vision and zeroing in on those.

3. Don't put lipstick on a pig. If something is fundamentally broken, no amount of tweaking is going to make it better. You need to tear it apart and start over again.

4. Assemble a team of great people and expect great things of them. If you hire "A" players, they will figure out the right things to do and live up to your expectations, especially if you set the bar high enough that it seems slightly out of reach. Assemble a team of people with strengths and talents that differ from their own and know when to let them take the lead.

5. Push the boundaries of your comfort zone. Force yourself to step into the middle of uncomfortable situations, such as speaking opportunities, job searches and unusual experiences. You will grow as a result. Do the same thing for people around you.

6. Be kind. Everybody has a story. Take the time to listen to it and use it as the lens through which you interpret their words and actions. Be compassionate and empathetic.

7. Build networks. Share openly of your time, knowledge and talent with people from many different organizations and walks of life. Do this even if there is no foreseeable return. Good things will come as a result.

8. Mentor future leaders. Spend time with staff who show the potential for leadership. You will be serving your organization by helping to prepare the next generation of leadership and, at the same time, will experience tremendous personal and professional satisfaction.

9. Ask crazy questions and spark controversial conversations. Every once in a while, you'll be onto something. At the very least, you'll have a lot of stimulating conversations with interesting people who will expand your horizons.

10. Have fun. Work shouldn't be boring or dull. It should be full of exciting opportunities to learn, grow and explore. Make an effort to engage your team in a way that makes work enjoyable.

11. Family comes first. Your professional career will probably only span about half of your life. Your family has been by your side since before you got your first job and they will be there long after you retire. Invest your time in them.

Thanks for taking the time to read this. Dewitt had a powerful influence on many people and we will continue to miss him greatly.

Posted by Jim Hall at 11:16 AM | Permalink

Today's reading, "The 15 Most Important Minutes of the Work Week", is from the pen of Lydia Dishman, business journalist covering innovation, entrepreneurship, and style. She regularly writes for FastCompany, CBSMoneywatch, and the New York Times.

Dishman begins her essay by asking "How often do you and your boss have a real one-on-one conversation about your work?" Once a year? Once a month? Once a week? The essay argues for once a week saying that each manager should have a time, it doesn't have to be long, with each direct report to give and gather feedback and to increase engagement.

Although the piece does talk about a software application from 15Five to help these conversations, that isn't the real point. The point is to have a short conversation focusing of a set of questions to connect the leader/manager to the staff member.

Some of the question-sets Dishman suggests are:

1. From 15Five:

• What did you do this week to help another member of your team?
• On a scale of 0 to 10, how happy were you at work this week?
• Did you learn anything new or awesome this week that you'd like to share or try with the team? What is it?
• What aspect of our organization do you worry about the most?

2. From Warby Parker:

• List one idea to improve your individual productivity, the team's productivity or the client's experience.
• On a scale of 0 to 10, how happy were you at work this week?

3. The 15Five default set:

• What's going well?
• What are your challenges?
• What help do you need?
• On a scale of 0 to 10, how happy were you at work this week?

The bottom line here is that the leader/manager needs to be in touch with each staff member to keep them engaged understanding that they are part of something bigger and that they are valued for their contribution. Hassell, CEO of 5Five, puts it this way: "There's no simpler way or more clear statement a company can make than simply giving their employees a voice - asking them for feedback on a regular basis and engaging in an open and authentic dialogue about their successes, challenges, ideas, and morale."

Take some of your reflection time this week to ask whether you are adequately connected with your staff? And, if not, ask yourself the hard question, how do I get to that level of connection?

Have a great week. . . . jim

Posted by Jim Hall at 1:04 PM | Permalink

"If you cannot do great things, do small things in a great way." ~ Napoleon Hill

Do you get frustrated when your expectations don't happen? Rethink them.

Are you reacting to the past or driving for the future while ignoring the present? That is where your work takes place.

Do you think about the task yet ignore the process? Process is the method that takes good to great.

What small things can you do today to set yourself or others up for greatness? List 3 things.

Posted by Jim Hall at 11:53 AM | Permalink

Today's Tuesday Reading comes from the pen of Joe Bajek, Director of Enterprise Cloud Services at the University of Colorado. Joe is a participant in the current Advanced Leaders Program cycle and submitted this essay as a reflection on leadership earlier this year.

The message is simple: "You need to take care of each other" when you here a call for help. To that I'd add, look for opportunities to help those around you. Both you and they will benefit.

Begin to make it a practice to really look out for those around you. . . . jim

One Hand

One of the concepts I have really connected the dots on with the Leadership Team I am currently a part of, more-so than other teams I have worked with in the past, is the commitment we have to supporting each other. This echo's a core value that I have been exposed to in another career.

As a young cadet in the Merchant Marine, one of the first concepts that is drilled into you is the idea of "one-hand." You are brand-new, in a group of people you don't know from all different backgrounds and walks-of-life out to achieve a common goal (not unlike what we experience in business today). Up at oh-dark-thirty (the "oh" stands for oh-my-God-it's-early) for physical training and the indoctrination officer/drill instructor yells "One-Hand!" You stand around wondering what is going on, then end-up doing 100 push-ups because you have no clue what you should have done when someone yells "one-hand." After that exercise he graciously explains the concept.

On a ship you can be out in the middle of the ocean over 1,500 miles away from land, medical attention, or any kind of help. There are typically about 25 people on a tanker for instance carrying hundreds of thousands of barrels of refined gasoline (which can be flammable). The important concept is that YOU NEED TO TAKE CARE OF EACH OTHER! You have to have your shipmate's back. So you have two hands - one for you, and one for your shipmate. Wherever and whenever you hear someone say "one-hand," you immediately drop what you are doing and rush to your shipmate - because they need help!

Needless to say, from that day forward whenever we heard "one-hand," we went running to our shipmate, surrounded them, protected them, helped them, or supported them any way we could. At least we avoided having to do more push-ups!

While we don't hear people walking the halls of the office or datacenter yelling "one-hand," the same concept applies. I would submit it's harder though because, at least for me, asking someone for help is not part of our culture. So as Leaders we need to support an environment where it's OK for our employees to ask for help, as well as asking our colleagues for help. We cannot do it all ourselves - so whether you are comfortable yelling "one-hand," or have some other way you ask for help - don't fail to ask for help when you need it!

Posted by Jim Hall at 12:34 PM | Permalink

Today's "reading" is a short (4:23) video Why Courage is the Most Essential Virtue (YouTube) from Box of Crayons, by Michael Bungay Stanier, a senior partner there . Box of Crayons is a Toronto-based organizations with the slogan "do less Good Work in order to do more Great Work."

Stanier's thesis is that having courage enables you to say NO to something so that you can say YES to something that really matters.

So, take a look at the video, and step up to saying NO to give you the space, time, energy, resources to say YES.

Have a great week. . . . jim

Posted by Jim Hall at 11:40 AM | Permalink

Today's Tuesday Reading is an essay from Brian McDonald reflecting on the events of the past week here in Greater Boston. From this horrific set of events he points out several enduring leadership principles.

. . . . jim

The Boston Bombing Was Close to Home

Marathon Monday is a wonderful tradition in Boston going back 117 years. It is Patriot's Day as well. An occasion celebrated by the reenactment at dawn of the battle that took place between the Minutemen and the British in Lexington on April 19, 1775. The Red Sox play at 11am so fans can leave Fenway Park to cheer on the runners as they start on their last mile in this grueling contest. Thousands show up along the 26.2 miles from the starting line to Copley Square providing water, oranges and encouragement to those making this trek. It's a grand day, perhaps Boston's finest of the year.

In an instant, this Marathon Monday turned from a triumph for so many to a tragedy for all. In an instant, people went from cheering for others to screaming for help. How unfortunate to have one act undermine the security and safety of an entire community.

Yet how remarkable it was to watch this same community rally to respond to this catastrophic event.

Once again we saw how individuals can step up in the most challenging moments and do the right thing. It was inspiring to see so many people take the initiative to tear down the barriers to get to the injured and to care for those who were scarred and scared. During a moment of terror we also witnessed an outpouring of compassion and generosity.

Leadership Is About Doing the Right Thing

There were numerous actions taken by too many people to count attesting to the power of distributive leadership. As Steve Fleagle said after the flood took place at the University of Iowa, "people simply went ahead and did what needed to be done. Many never had to be asked, they just took the actions necessitated by the crisis. It was heartening to see." Our communities can create the environment to prompt people to take initiative even without a crisis.

Distributive Leadership Can Unleash Incredible Energy

We also appreciate all the first responders, law enforcement officers, healthcare professionals, Boston Athletic Association volunteers and others who clearly had done the scenario planning to prepare in the event of a disaster. They took on the roles they were required to fulfill in a professional manner we all hope to emulate in times when people need us to be leaders.

Collaboration Across Organizations Was Needed to Accomplish this Mission

We continue to grieve for those who lost their lives including an 8-year old boy, a 24-year old BU graduate student, a 29-year old restaurant manager and a 26-year old MIT police officer. Our hearts go out to their families, their communities and to other places that experience these violent acts.

Boston is strong. Our community will carry on with our traditions. Next year's 118th Marathon will be a more sacred event and the runners will finish their race. It was helpful to have a mantra, a refrain people could repeat: "Boston Strong" became a rallying cry to hang our hopes on.

Resiliency is a critical leadership competency as we know from our own leadership journeys. Our communities also need to have the ability to bounce back. It is helpful to support one another as we work through these difficult events. Together we are more resilient than when we are left on our own.

Resiliency an Important Competency for Communities as Well as Leaders

Thanks to all who shared their thoughts, their prayers and their concerns this past week. Everyone in the MOR family was safe and out of harms way this week despite the tragedy and the ensuing gun battle in Watertown our home base. We are most appreciative for your friendship and support.

~ Brian McDonald for MOR Associates, Watertown, MA

Posted by Jim Hall at 10:41 AM | Permalink

"Learn from the past, set vivid, detailed goals for the future, and live in the only moment of time over which you have any control: now." ~ Denis Waitley

Do similar things keep happening to you? Learn the lesson. Are your decisions and actions taking you where you want to be? Have a vision. Are you so wrapped in your "to do's" and "thoughts" that you can't see what is happening now? Be where you are.

One thing you can't get back is time. How do you spend yours?

Posted by Jim Hall at 11:25 AM | Permalink

Today's Tuesday Reading is a recent reflection from the pen of Robert O'Malley, Director Electronic Research Administration, University Information Systems, University of Colorado. Bob's key point is it's the job of the leader to keep the team "on point," heading with a laser-like focus on getting the results the team committed to deliver to its sponsor. This is a good reminder for all of us.

Is it time for you to sharpen your focus today? . . . . jim

We have all read and learned about the leadership and vision of Steve Jobs and Jack Welch and others. This kind of leadership can change industries and even society. However, there is also another kind of leadership; "small ball" leadership, that is exhibited in small teams with smaller but still significant projects and missions. That's what I am looking for today and that's why I am standing atop the starting tower for the finals of the varsity eight-seat shells at a major rowing regatta on the Schuylkill River in Philadelphia.

As I look down river from this vantage point, I can see all of the shells heading up in my direction. Each crew is made up of 8 rowers and one coxswain. And it is the coxswain that I want to focus on in our leadership study. It is this small team with the coxswain as leader that epitomizes how leaders affect their teams in changing or unpredictable conditions. Not all leaders are sitting in a corner office. In this case, our leader is sitting in a small, cramped seat in the back of a 65 foot long boat; a boat not much wider than your hips.

Rowing is the one sport in which competitors never see where they are going; they can only see where they have been. It is only the coxswain who can clearly see the finish line. Like a good leader, the coxswain is responsible for looking forward, planning a strategy that will take into account the course, the conditions, the crew and the competition. One of the main jobs of the coxswain is to keep the team focused. It is easy to lose focus as your boat moves down the course. It's important not to worry about competitors on your port or starboard side, just keep listening to the coxswain's instructions. She has a plan and vision but the team needs to "keep their head in the boat".

In our business, our team may not be aware of the long term goals or implications across units, it is the role of the leader to understand all of this and convey, where possible, that vision to the team members. The team members may only know the projects they have been on, seeing only where they have been, but the leader understands where we have been but also where we need to go. Once that vision has been established, the team must focus like a laser on that project and keep their respective "heads in the boat" at all times.

As I watch the shells approach the starting tower, I can usually predict who will be successful. It is the team where the seat lineup, stroke rate and race strategy and all of the other decisions have been made. These decisions are made before the team launches their boat because it is when the boat is sitting still in the water when it is most unstable. Another tip off to success is how the coxswain and crew interact. Is the coxswain providing clear, concise vision and directions in the cramped turnaround space above the race course or is the leadership always changing direction on the water? For both projects and rowing, each course correction slows the project down.

For the IT leader, making these decisions early on is essential for success; the big decisions such as technology, scope, time and cost must be made before project launch. Major ad hoc decision making as a project moves forward is a recipe for failure and the leader must be aware of factors that will lead to instability for both projects and rowing shells. Once the project decisions are made and progress can be marked, momentum starts to build and decisions are increasingly difficult to change as we build our speed. Mid-course corrections need to be avoided at all costs for they only slow us down.

As the eights back into position, getting ready for the start, they face one of the most vulnerable times, waiting for the start of the race. Everything has been decided. The crew is in place, each knows their jobs. The vision has been worked over and over, but now a sudden wind or change in current may cause the project team to lose their "point"; exactly where they need to head when they come off the starting line. Now is the time when the coxswain may need to make minor adjustments due to some unforeseen conditions as seen from the dock.

It is the job of the leader to keep the team "on point", heading in the direction that was originally planned by project owners. Failure to do that will result in mid-course collisions or even going completely off the course.

Everyone is ready. Heads down and in the boat. Watch your point. The starter is raising the flag indicating the project can begin.

"Rowers! ......Attention!...........Go!"

Posted by Jim Hall at 10:30 AM | Permalink

Today's Tuesday Reading is "Bring Courtesy Back to the Workplace", and comes to us from the pen of Ron Ashkenas. Askenas is a managing partner of Schaffer Consulting and author of The GE Work-Out and Simply Effective. The essay first appeared in the HBR blog.

Ashkenas begins his essay with the declaration that "Respect towards others should be standard behavior in the workplace, regardless of role, rank, or reputation." Sounds like a reasonable proposition, not only for work but for all of life. Certainly, in the not-to-distant past, the majority of work was either face-to-face or via real-time. These personal interactions allowed people to get to know each other and create human connections. They also fostered courtesy.

In today's world, however, most of the communication is neither face-to-face nor real-time. The result is that much more of today's work is conducted impersonally, which may mean that there is less pressure to observe social standards. Recent studies support this possibility.

In the absence of high-touch, personal communications, managers are reporting significant bread kaons in courtesy and respect, exacerbated by workplace stress.

Ashkenas makes two suggestions to restore civility on your team:

1. Hold an all-hands meeting of your team and talk openly about the kind of behaviors you expect from each other. Having an open dialogue can re-orient your team, making it more aware of workplace courtesy and respect and when it's lacking.

2. Encourage your team and your colleagues to (courteously and privately) push back on bad behaviors when they occur. Bad behavior often occurs in the heat of the moment, often without the offenders realizing their impact. Calling out the behaviors will often have the impact of helping offenders hold themselves accountable for their behaviors and improving.

Perhaps this is an issue that you need to address with your staff and your team. At a minimum, do stop and think about opportunities you have this week to improve the civility in your environment.

Have a great week. . . . jim

Posted by Jim Hall at 11:50 AM | Permalink

"Never speak out of anger, Never act out of fear, Never choose from impatience, But wait... and peace will appear." ~ Guy Finley

Have you ever said something that caused more trouble or you wish that you could take it back? Have you held yourself and others back because something wasn't "comfortable"? Have you ever had to fix or redo something because you made a hasty decision or action?

What do you need to do to ensure that you are better balanced mentally and emotionally before you act? Write three things.

Posted by Jim Hall at 11:54 AM | Permalink

Erika Andersen's essay "What Leading With Vision Really Means", which recently appeared in a Fast Company newsletter, is today's reading. Andersen is a leadership coach and founder of Proteus International, a consulting, coaching. and training firm focused on leader readiness.

Andersen notes that people want leaders who look beyond today, who have and compellingly articulate a clear positive future state toward which they can focus their efforts. In her view, individuals who focus on the current crisis, who seem to be more interested in the status quo or protecting themselves are not seen as leaders.

Thus, in her view, the leader's farsightedness based on a sense of what's necessary, right, and good and the team is what's needed. This possible future will both respond to and resonate with people's individual and collective sense of success. Their response will be "I want to go there!" Huge heroes for her are Henry Ford - a nation where every family would have an automobile - Steve Jobs - everyone would have a computer that would be accessible and easy-to-use as televisions and telephones.

So, what does a farsighted leader do:

1. See possible futures that are good for the enterprise.

2. Articulate their vision in a compelling and inclusive way.

3. Model their vision.

4. See past obstacles.

5. Invite others to participate in the vision.

Oh, you say, I'm not responsible for the enterprise where I work. But, I say, you are a responsible leader and you can lead from where you are - whether you are leading yourself, your team, the multiple teams in your part of the organization, or ... So, it is time to step up.

. . . . jim

Posted by Jim Hall at 10:21 AM | Permalink

Quote sent from Greg Anderson, who like most of you seems ready to see Spring!

"Oh, Spring! I want to go out and feel you and get inspiration. My old things seem dead. I want fresh contacts, more vital searching." ~ Emily Carr, artist

Do you continue to try to work with things, people, events, tools, processes, etc. that aren't really working? Are there times that you think there are better or more useful ways to do the work or spend the time? Make a list of activities that you think could be improved.

"Spring" into action and make your work a better place. New growth is rewarding and refreshing.

Posted by Jim Hall at 11:14 AM | Permalink

For today's Tuesday Reading we are going to focus on four of Heidi Grant Halvorson's "Nine Ways Successful People Defeat Stress". Halvorson is associate director of the Motivation Science Center at the Columbia University Business School and this essay appeared in the Harvard Business Review blogs.

Halvorson notes that everyone who is a professional in today's workplace experiences bouts of extreme stress. So, it's not whether you are going to experience stress but what you are going to do about it. The essay offers nine scientifically-proven strategies for reducing stress and today's reading focuses on the first four:

1. Have self-compassion. In other words, cut yourself some slack! People who are self-compassionate are happier, more optimistic, and less anxious and depressed; and more successful. That's right, more successful.

2. Remember the "Big Picture." Anything can be thought of in more than one way. Halvorson notes that we can think of "exercising" in Big Picture terms as "getting healthier" (the why of what we are doing) or the how of what we're doing, "running two miles." The Big Picture terminology can be energizing as it gives what we are doing more meaning and purpose.

3. Rely on Routines. One of the most stressful things in each of our lives is making decisions. It shows up everywhere - deadlines, workload, bureaucracy, managers, ... Few people would say that making decisions are a heavy stressor, but the truth of the matter is that every time you make a decision you create a state of mental tension that is stressful. If you create simple routines to handle recurring situations, you reduce stress. You already have some of them - for example, the routine you follow between when the alarm clock goes off and you leave your house going to work. President Obama in his Vanity Fair interview said "I'm trying to pare down on decisions. I don't want to make decisions about what I'm eating or wearing. Because I have too many other decisions to make. You need to focus your decision-making energy. You need to routinize yourself. You can't be going through the day distracted by trivia."

4. Take five (or ten) minutes to do something you find interesting. Interesting is not the same as fun or relaxing and it isn't necessarily effortless. Take a break to do something really interesting. It won't be a waste as research shows that it actually replenishes your energy.

If you have some extra time, explore Halvorson's other five "ways":

1. Add "where" and "when" to your to-do list.

2. Use if-then's for positive self-talk.

3. See your work in terms of progress, not perfection.

4. Think about the progress that you've already made.

5. Know whether optimism or defensive pessimism works for you.

Take one or two of the four items for today and work on them this week. I learned some time ago to take a break to do something interesting so I'm working on remembering the bi picture and creating routines. What about you?

. . . . jim

Posted by Jim Hall at 11:14 AM | Permalink

"If you realized how powerful your thoughts are, you would never think a negative thought." ~ Peace Pilgrim

Do you notice your negative thoughts? Write them down. What purpose do they serve?

How do they help you achieve what you are wanting? Pay attention and reframe your thoughts. You'll feel and do better.

Posted by Jim Hall at 10:37 AM | Permalink

The Tuesday Reading today is "How to Win a Bitter Leadership Contest". It was suggested by Bill Allison, an ITLP alum who is Director, Campus Technology Services at the University of California, Berkeley. Bill noted that the short piece is valuable even when the leadership contest isn't bitter and isn't a contest. The piece appeared at simplacable.com, a Tokyo-based consultancy and was posted by Anna Mar, engagement manager and senior writer at the organization.

Mar posits that open positions in your organization are precursors to contests. She goes on to argue that if you are a viable candidate for the position you should make five strategic moves:

1. Start assuming responsibilities when the position becomes vacant, seek permission to assume some/all of those responsibilities. This is parallel to something Jack McCredie, former CIO at Berkeley has said: If you see something that needs to be done, do it.

2. Ask for it. Let the decision makers know that you are definitely interested in the position. And, be patient with the process.

3. Make your goals public - at the right time and in the right way. Let people know that you are a candidate for the role. You want others to visualize you in the role.

4. Play fair - don't bad mouth other candidates for the position. And, be transparent in what you do and don't be presumptions in your doing of it.

5. Be positive stupid - focus on what you have to offer not on what you're owed!

6. Work hard - and deliver everything you have especially in the final stretch.

7. And, always remember, failure is an option. Often, when an individual campaigns for a position and doesn't succeed, he or she loses interest, becomes disengaged, an frequently leaves. This is often a mistake. You have valuable skills, learn from your experience, tune your leadership skills, and continue to step up.

Do think about what lies before you and take one of those appropriate opportunities as they appear. . . . jim

Posted by Jim Hall at 8:50 AM | Permalink