Art of Managing—Change Your Field-of-View

Graphic with the words of Art of Managing and other management termsThe next time you get to the end of the roll of paper towels, instead of immediately throwing the cardboard tube into the recycling bin,  channel your inner kid and put it up to your eye and use it as an imaginary telescope. Admit it, you did it. We all did. Wrapping paper tubes were reserved exclusively for sword-fights with annoying siblings, and the paper-towel tubes made excellent telescopes for spying on these same characters.

The view through the cardboard tube is analogous to how many of us view our firms, careers and industries. 

Too often, we’re laser focused on the object in front of us; the next project, the next quarter or our annoying competitor, and our field-of-view is severely constricted. We fail to see the bigger picture until something from outside our narrow view of the world runs us over. It might be that disruptive competitor we scoffed at or the new technology that we never thought would stick. These unseen and unanticipated changes disrupt our firms and derail our careers with remarkable indifference.

I see and hear the result of this monocular vision in my work all of the time. As a strategy consultant, I engage with clients who spend way too much time looking through the paper towel tube. As a coach, I’m frequently approached by individuals who woke up one day to find out that everything they had been educated and trained for and were accustomed to doing no longer applied. These are more than sobering moments. For many, they are horrifying.

Standing still in this era with our firms, our strategies or in our own careers guarantees that you are moving backwards at the speed of change. While none of us on our own can stop the force of change, we can all do a better job scanning for trigger events and anticipating how these events might impact our firms, our industries and our jobs. The first step in this process is expanding your field of view (FOV).

8 Ideas to Help You Expand Your Field of View:

1. Make external scanning part of your normal operating routine. It’s essential to get more people on your team regularly looking for and talking about the world beyond your industry and customers. Encourage the team to look far and wide at new developments in other industries and geographies. Focus on identifying potential trigger events that have the potential to ripple through industries. As a starter exercise, spend time with your team mapping the potential ripple effects from autonomous automobiles across our society and even industries far removed from the traditional automobile ecosystem. 

2. Jump-start scanning by assigning teams to visit events in unrelated industries. Visit conferences and trade-shows in unrelated markets and look for the latest developments, innovative new technologies or emerging business models.

3. Consider using “association” techniques to stimulate investigation and idea development. Two idea prompters: “How would the Ritz Carlton reinvent our customer service approach?” Or, “How would Amazon use our data to improve our marketing?” Observing how innovative firms and market leaders in other segments execute their business can serve as a source of ideas for your business. Your goal isn’t to mimic those firms, but to identify approaches that you may be able to adapt to your audiences and that differentiate from competitors. Starter Approach: send cross-functional team out to observe the operations of these innovative firms and have them report back on their findings and ideas. 

4. Create a space to curate observations and foster idea generation. I’m a fan of curating content in a physical space. It might be a room filled with whiteboards or offering ample open-space for flip-charts. A physical location allows people to wander in and out and consider ideas and observations and add their own thoughts to the evolving discussions. If your team is dispersed geographically, place someone in charge of refreshing digital images or operating a virtual whiteboard.

5. Check your instinct to prognosticate too early in the process. While we all like to think we’re analysts able to assign probabilities to potential outcomes, focus initial efforts on discussions, not mathematics. Discussion prompters include: 

  • “If this materializes in our space, what will it look like?  
  • How will this impact our customers? 
  • How might we leverage this trend? 
  • How might we protect our business against this?
  • How do we get out ahead of it before competitors?

6. Cull the herd. Over time, winnow the events down to those the team selects as most likely to impact your space and firm. Shift the dialog to, “How do we defend against or leverage this?”

7. Create the mechanism to turn insights and ideas into actions. Create intelligent experiments out of the insights gained from scanning. Whether it’s scenario analysis, exploration of potential partnerships or acquisitions, or early stage research and development, the work of scanning must eventually move beyond conversation.

8. Keep refining and improving your processes. I’ve offered just a few of many possible approaches to external scanning. Strive to get more people involved. Allocate more time for discussions. Consider involving customers and partners in the “What if?” scenarios and draw upon their ideas. Don’t let this process stall or atrophy or, you will revert to your tube-like view of the world.

The Bottom-Line for Now:

None of us can afford to focus solely on the view from our conference room window. Other than the color of the grass or leaves on the trees, the view never changes. Work hard as a professional and as a member of your firm to find ways to expand your field of view. While you might not be able to alter the course of that storm bearing down on you, the advance notice will allow you to sidestep or leverage it. Both are better than being blindsided and crushed.

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See more posts in the Leadership Caffeine™ series.

Read More of Art’s Motivational Writing on Leadership and Management at About.com!

Art Petty serves senior executives and management teams as a performance coach and strategy facilitator. Art is a popular keynote speaker focusing on helping professionals and organizations learn to survive and thrive in an era of change. Additionally, Art’s books are widely used in leadership development programs. To learn more or discuss a challenge, contact Art.

book cover: shows title Leadership Caffeine-Ideas to Energize Your Professional Development by Art Petty. Includes image of a coffee cup.

 

 

Art’s Leadership & Management Writing for the Week Ending 1/9/16

Sign indicating "Brand New and Fresh"In case you missed it:

At the Management Excellence Blog:

Just One Thing: Don’t Fall Victim to Doom and Gloom. Spend too much time reading the headlines and you’re to be excused if you feel like crawling back into bed and pulling the covers over your head. Sometimes, you have to make your own good news.

Radical Candor: A Band-Aid for Lack of Accountability. Bolting a program of “radical candor” on top of a dysfunctional culture is likely to be a waste of time and filled with some fascinating exchanges. Lack of candor in a culture is a failure of the firm’s leadership.

Leadership Caffeine: Fight to Overcome Obstacles. How hard are you working at knocking down the obstacles in front of your team? Chances are, not hard enough.

At the About.com Management and Leadership site:

8 Tips for Getting Started Successfully with Your New Team. You get one chance to make a first impression, and when it comes to your new team, you cannot afford to make it a bad one.

6 Tips to Help You Prepare for Difficult Conversations. You grow performance by taking on and tackling the tough conversations. Here are some practical and powerful ideas to prepare for your next one. 

6 Practical Exercises for Strengthening Your Critical Thinking Skills. In a world of uncertainty and ambiguity, your critical thinking skills are essential for success as a leader and manager. The good news is that great critical thinkers are made, not born. Here are 6 exercises to help you work on this core leadership skill set.

That’s it for this week. And remember, there’s a reason why most managers and leaders fail to produce great teams and great results. It’s darned hard work. Keep pushing!  

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You can catch all of the latest by subscribing to the Management Excellence blog (e-mail or RSS) or visit/subscribe to the Management and Leadership section at About.com.

For subscriber-only content, register for the Leadership Caffeine or New Leader’s e-news.

 

Art’s Leadership & Management Writing for the Week Ending 1/2/16

NewsflashIn case you missed it:

At the Management Excellence Blog:

Writing as the Management and Leadership Expert at About.com:

  • Everything I Know About Managing I Learned Playing Video Games: OK, while the title is a stretch, perhaps we as managers can take a lesson or three from the game designers who have turned work into fun, cracked the code on engagement and possibly enabled the most powerful problem-solving approach known to human-kind.
  • Seven Ideas to Strengthen Your Team’s Performance: In today’s workplace, teams are the engines of innovation, problem-solving and everything new. However, high performance teams don’t spontaneously generate. As a leader, you’re accountable for the hard work of building the environment for performance to emerge. Here are some tips to help your cause.
  • Want to Lead? Consider Becoming a Project Manager. Project Managers are the unsung heroes of our corporate world for all of their efforts and results to translate ideas and customer needs into reality by guiding and groups in pursuit of something unique. The role is also a remarkable leadership training ground. Here are some thoughts on focusing your leadership development efforts in this remarkable field.
  •  Developing as a Manager in an Era of Uncertainty. Today’s and tomorrow’s managers face some profoundly complicated challenges. In my lead-off post as the Management and Leadership Expert at About.com, I share some thoughts on cultivating the skills needed for success in this difficult role.

That’s all for the week. It’s forward and onward with the new year and new week. And remember that success as a leader is built one encounter at a time. Make them all count! 

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You can catch all of the latest by subscribing to the Management Excellence blog (e-mail or RSS) or visit/subscribe to the Management and Leadership section at About.com.

For subscriber-only content, register for the Leadership Caffeine or New Leader’s e-news.

 

6 Reasons Why We Should Apply Game Design Approaches to Designing Workplaces

what is next?“Life is too short to waste on playing bad games.” Yu-kai Chou

Imagine a world of work where your colleagues work tirelessly to complete the hard work that keeps everything moving. They voluntarily stay late and even deprive themselves of sleep to ensure the work is done. Along the way, they collaborate at a moment’s notice to fend off enemies and slay the dragons that arise from unexpected locations, and they’re always working on their own skills development. When things go right, they celebrate, they gain credibility among their colleagues and they nobly take their new-found skills and powers and apply them to even bigger challenges, all the while striving to strengthen the team and the organization.

Sound like fiction to you? Rather than fictional, perhaps it’s virtual—as in gaming. Yes, video gaming.

As part of my research for my latest book project, I’m digging into the theory and application of game-centered design (“gamification”) to our world of work. The findings and the opportunities to adapt and adopt the principles that have tens of millions of people happily engaged in leveling-up by grinding (dealing with the grunt work) and overcoming obstacle after obstacle, may very well hold some of the key answers in the quest to build as Gary Hamel describes it, a modern organization designed for people.

I approached this project with some initial trepidation. Admittedly, my credibility as a gamer is light. Yes, I am old enough to have played the first version of Pong, and if you’re giving me truth serum, I confess to still owning an operating version of the original Atari console from the mid 1970’s. It’s safely stored at my lake house and pulled out on inclement days after all other entertainment activities have been exhausted. Space Invaders anyone?

As part of my research, I’m digging in to not only the theories and principles behind effective game design, but the application of the theory to management. Yes, my wife is actually giving me latitude to “play” as part of my research. (I love this job.)

A number of serious game theorists and designers have spent a great deal of time translating the theories and principles of human motivation, behavioral psychology and economics, neurobiology and other fields into their form of virtual reality in great games. One of those experts, Yu-kai Chou, writing in his fantastic book, Actionable Gamification—Beyond Points, Badges and Leaderboards, and via his blog, TedX talk and social media activities, offers up a treasure trove of thought-provoking content and guidance for game designers and management thinkers everywhere.

This is not an easy read, but it’s most definitely a voyage of discovery as Chou presents his Octalysis framework describing the 8-core human motivations and how they tie to game design. While he offers up many examples of the application of game design to a variety of activities in the corporate world, including: onboarding, training, marketing, employee and customer engagement, he mostly focuses on the core drives as they relate to creating great games. The game design theory is all his and that of the many experts he cites in this detailed and well document work. The applicability to organization design and the practice of management and all related speculation is mine—don’t blame Chou for my transgressions here.

While I cannot do justice to Chou’s extensive work in this short-form post, a few key points from his book are in order:

“In (his) view, gamification is the craft of deriving fun and engaging elements found typically in games and thoughtfully applying them to the real-world or productive activities.”

The process of gamification is: “…Human focused design—which optimizes for human motivation in a system as opposed to optimizing for pure functional efficiency within the system.”

“Now imagine a world where there is no longer a divide between what you need to do and what you want to do.”

And the cautionary:

“Despite the many case studies on gamification that demonstrate the potential and promise of its great impact in the world, there are still many more examples of poor practices, failed attempts and misconceptions.”

In what is the focal point of the book, Chou presents: “The 8 Core Drives of Gamifcation,” as the building blocks of his “Octalysis” framework. While you’ll recognize these drives from your study of human psychology and various theories of motivation and behavioral economics, his structure is designed for applying the concepts, not just understanding them.

The 8 Core Drives of Chou’s Octalysis Framework:

  1. Epic Meaning and Calling
  2. Development and Accomplishment
  3. Empowerment of Creativity & Feedback
  4. Ownership & Possession
  5. Social Influence & Relatedness
  6. Scarcity & Impatience
  7. Unpredictability & Curiosity
  8. Loss & Avoidance

For those of you inclined to go to the scientific sources behind these drives, Chou conveniently recaps a number of the major academic and research studies into motivation and decision-making and relates them to his framework in a chapter near the end of the book. He is quick to highlight that he studied and participated in game design and discovered these drives as part of observing games that succeeded with millions or tens of millions of people. Later on in his work, he studied the science behind what he observed was working with wildly successful games.

And in what to me is the critical contrast between games and real life, Chou offers: “The only problem is, unlike most games with a computer interface, life does not have clear objectives, visual cues to tell me what to do, or feedback mechanics to show me how I have advanced in it.”

He’s right. And perhaps we in management have it mostly wrong.

At Least 6 Reasons Why We Should Consider Applying Game Design Approaches to Designing Workplaces:

1. Our traditional design is mostly flawed. Beyond a handful of firms that we all read about on the “Best Places to Work List,” many of us work in environments that suffer from a variety of systemic maladies that destroy morale, motivation and any propensity towards innovation.

2. We’re stuck in a rut. Consultants and management theorists have been working on tweaking organizational models for decades now, but somehow, they still mostly take on the characteristics of the organizations that emerged in the early and middle throes of the industrial revolution.

3. The obvious has been un-obvious. The construct…the logic, the framework and the base appeal to core human drives of well designed gaming experiences have been on display for a couple of decades and tested by hundreds of millions. However, those in charge (my generation) mostly ignored the power of these models and the design principles. We failed to connect the dots to our kids spending endless hours “leveling up” and the powerful psychology at work in those games.

4. Modern game design is…modern. The video games were designed with a different objective in mind than our organizations. If you follow Gary Hamel (Management Innovation Exchange), you know that he makes a compelling case for the traditional organizational model to have been the tool to convert artisans and farmers and craftspeople effectively into machines able to do the same work over and over with as little variation and as much efficiency as possible.

5. Modern game design is based on principles that have emerged on the Internet and Web. The games of the past two decades were designed with the Internet as an integral component, unlike most of our longstanding organizational and management models still struggling to bolt on these principles.

6. The Beta testing shows it works for humans. Great games draw tens of millions of people to labor unceasingly, to collaborate, to grow and learn, and in some cases to do so at the expense of food and sleep. These games appeal deeply to the motivations that make us go.

The Bottom-Line for Now:

I’m early in my exploration and perhaps just partially baked (or half-baked as critics may point out) in my thinking. I frankly hate the idea of solving our problems in the workplace with the points/badges and leaderboard thinking that dominates so many light attempts at gamification. I’m much more interested in extending and embedding the models and design principles of mega-successful games into our world of work. Stay tuned, and if you have some ideas to build on this early foundation, please share. I’ll read them when I can pry myself away from my latest attempt to level-up!

Art Petty serves senior executives and management teams as a performance coach and strategy facilitator. Art is a popular keynote speaker focusing on helping professionals and organizations learn to survive and thrive in an era of change. Additionally, Art’s books are widely used in leadership development programs. To learn more or discuss a challenge, contact Art.

Leadership Caffeine™—Seeing and Observing

image of a foam coffee cup with brown outer sleeve

The Leadership Caffeine™ series is intended to make you think and act.

A dialog between Sherlock Holmes and Dr. Watson in “A Scandal in Bohemia,” by Sir Arthur Conan Doyle:

“The distinction is clear. For example, you have frequently seen the steps which lead up from the hall to this room.”

“Frequently.”

“How often?”

“Well, some hundreds of times.”

“Then how many are there?”

“How many? I don’t know.”

“Quite so! You have not observed. And yet you have seen. That is just my point. Now, I know that there are seventeen steps, because I have both seen and observed.”

The famous author Saul Bellow coined the phrase, “first class noticer” and the late Warren Bennis as well as Harvard’s Max Bazerman both implore(d) us to strengthen our powers of noticing.

”I’ve never seen the world before. Now I was seeing it, and it’s a beautiful, marvelous gift. Enchanting reality! –Saul Bellow

In my discussions with senior leaders, I ask a few simple but not simplistic questions:

  • What’s new that will change everything for your firm?
  • Who are the people on your team that see the future?
  • What are you doing to change the game for the better for your customers?

As you might imagine, the answers to all three of the questions are often…light.

Too many of us view our world through glasses that both narrow the vision and shrink the focal point to a point just a short distance (and time) from the here and now.

We spend an incredible amount of time immersed in a world of our own fabrication—the world as it feels and looks and acts from inside our organization’s walls. It’s not the culture that will kill you, it’s the view. It’s time to change it.

Take off the blinders and look up and out further. Extend your focal point.

Changing the View and Becoming First Class Noticers:

A marketing executive I hold in high regard did this with her team.

She had grown tired of the endless debates about what to do and where to go that were anchored firmly by the view and biases of the people in her firm.

She sent her team out into the field to attend industry events and talk with customers. They parroted what they heard: “faster horses” (more of the same…incremental changes) from the customers, and the same tired industry gossip and scuttlebutt about new features, functions and releases from competitors. She had long been convinced that the only thing that changed at the annual industry trade-shows were the company names on the badges of the same people.

She did something her team viewed initially as odd. She cut the budgets for travel to industry events and she signed people up and sent them out to events and conferences and summits in markets and for technologies far removed from her firm’s industry.

The team was confused.

She sent them out with bewildered looks on their faces, armed with two requirements:

  1. Listen and observe. Pay attention to this environment. What’s happening? What’s new? What’s driving and changing everything? How are the change leaders impacting the incumbents?
  2. Be prepared to come home and share your ideas (no matter how wild) on how what you observed might apply to our industry and customers?

While people were tentative at first, they quickly embraced the idea of listening and learning and observing in these very foreign environments. They met with industry leaders. They lingered at the booths of unfamiliar companies and asked questions. They asked a lot of questions. And then they returned home to share.

Some of their ideas connecting developments two or three degrees away from their industry sounded like science fiction. She was pleased.

They logged the ideas and made them visible in open space area. She encouraged people to return to them and refine and jump and build on the ideas…on their own or in small groups. She encouraged people who developed a belief in a vector to research and experiment. They did.

Over the two years following the start of this program, the company added two of the ideas from this adventure to their long range investment horizon. Two other ideas translated to near-term revenues based on new partnerships uncovered in these pursuits. Her team is now talking with their customers about opportunities to grow and adapt and partner in new ways with new technologies and ideas.

The Bottom-Line for Now:

The team in this example extended and broadened their view of the world to their firm’s benefit. They became “first-class noticers” who translated what they observed into ideas and in some cases actions. If your firm is preoccupied in the world that exists inside the walls of your firm, it’s time to push out and open your collective eyes and look around and notice. There’s a lot going on out there. As Bellow says, “Enchanting Reality!”

Art Petty serves senior executives and management teams as a performance coach and strategy facilitator. Art is a popular keynote speaker focusing on helping professionals and organizations learn to survive and thrive in an era of change. Additionally, Art’s books are widely used in leadership development programs. To learn more or discuss a challenge, contact Art.