"You - call 911!"

In times of great change, as in times of crisis, leaders sometimes need to jump into "directive" mode.

That's what I realized during some chatting today with fellow managers.  You see, we were talking about how managers and leaders can be more effective in times of change and uncertainty, as part of a discussion about 'situational leadership' and we reckoned that even experienced employees often welcome specific, unambiguous direction in times of crisis.  This is sometimes difficult for managers with experienced teams, as we often think the best thing is just to stay out of their way because they'll figure it out quickly enough.  In reality, even experienced employees can stall out and panic during these times of great change.

This rang true for me, and reminded me of my first aid / emergency medical training.  In that training, they tell you that when someone is having a medical emergency, one of the worst things you can do is trust / hope that 'someone' will do the right thing.  In medical emergencies, they tell you to take charge, look at a specific person and say to them, "You - call 911!" so you don't have to leave things to chance.  In other words, give a specific person a specific thing to do so they can focus on what's required of them.

In times of organizational upheaval or uncertainty, the same principle holds true.  Rather than hope that everyone gets back to work and figures out what to do next, many people look to company leaders to jump into "take charge" mode and start giving specific instructions.  "You - go work on x, and get it done by the end of the week."  This gets people working again, gets them focused, and takes their mind off the chaos.

I've been in uncertain and rapidly changing situations quite a bit in my life, and there are a lot of changes going on in my world right now.  Maybe it's time for me to be more directive to get people focused and moving forward.  What about you?  Any of this sound familiar?  Share your thoughts, please.

Team up - business lessons learned from volleyball

I was watching one of my daughter's volleyball tournaments this weekend and I made a few observations that I think will apply to our work teams:

• Know (and play) your position:  In volleyball,  everyone expects that their teammates will play their position and know where they should be on the court.  When this doesn't happen, it results in a lot of dropped balls.  The same is true in our work teams - people expect you to know your position and not drop any of the balls you're responsible for.
• Talk to each other:  One of the key attributes of a successful volleyball team is that they are constantly talking to each other on the court.  If there is any doubt who should grab a ball, one of the players yells, "Mine!" and everyone else on the team backs off and lets them handle it.  At work, if there is any doubt about who owns what, someone needs to overtly take responsibility for the commitment in question and everyone else needs to back off and let them handle it.
• Celebrate the "aces":  When the server on the volleyball team serves the ball and the other team is unable to return it, the "ace" gets celebrated immediately.  And not just by the players on the field - the ones on the bench celebrate, too.  In our work teams, we should recognize wins as they happen and everyone on the team should have the chance to celebrate - even if they weren't directly involved in the win.
• Reassure and support each other:  When someone screws up, let them know it's OK and move on to the next point (if it's appropriate, tell them what they could've done differently in a constructive way).  In our work teams, the same concepts apply - remember, it shouldn't be personal - it should be about how to recover and learn from mistakes.
• Ask for help when you need it:  On a volleyball team, the setter works really hard - they have to move all over the court and their job is to set up the ball so the "hitters" can make a big play and get a point.  However, sometimes, they just can't get to the ball in time.  The moment they notice that this is the case, a good setter yells, "Help!" or something similar, signaling to their teammates that they need someone to cover their responsibility.  In a team, this kind of behavior is also necessary.  The moment you realize you can't meet your commitment, you need to ask for help - it's much better than a dropped ball with no warning.
• Don't let your attitude wreck the team's attitude:  I've seen huge performance variations between one game and the next in volleyball.  The pivotal difference is often the attitude or confidence of one or two girls on the team - if they are "on," they bring the team up; if they are "off," they bring the team down.  In work teams, never underestimate the impact your attitude and confidence have on the others on your team.  Don't let your negative outlook spoil the team's chances for success.

These are just some of the parallels I drew from watching volleyball.  Hopefully, they will get your juices flowing and help you be a better contributor to your team.

Who's on your "founders list'?

A friend of mine asked me an interesting question: If you were starting a new company, who would be on your "founders list"?  In other words, among the people you know, work with, etc.  who would you want with you if you started a new company?

An interesting twist on this question:  Which of the people in your current company or team would make the list?  Are you doing enough to let these people know you value them, and to keep them engaged?  More importantly, have you asked them to be part of your core team or "inner circle"?  These are the people who are likely making the most positive difference in terms of moving your business or mission forward - shouldn't you be spending more of your energy on them?

And another, more sobering, question:  Would any of these people want you on their "founders list"?  What can you do -- now -- to increase your value to the people you value?

I have a new favorite laptop bag

My old laptop bag was beginning to fall apart, so I got The North Face Off-Site Laptop Bag the other day.  I absolutely love it.  You see, I have this "thing" about laptop bags - I'm very picky and usually dissatisfied.  I get a lot of flak from my wife for the number of bags I discard (give away, sell, etc.) because they frustrate me.

But this bag?  Awesome.  The North Face ranks as my #1 favorite bag (I'll share my #2, etc. at the end of this post, along with my favorite laptop backpacks).

Here is why I love this bag:

• This bag is extremely light, but has a ton of space (over 1800 cubic inches)
• There are "cinch straps" on the sides so you can compress it to a smaller size when it is fairly empty, or expand it when you are carrying a bunch of stuff
• Waterproof zippers keep your stuff dry in the rain
• The North Face makes extremely durable products, so this should last a long time (and it has a lifetime warranty against defects)
• There are a lot of pockets with a good range of sizes, which makes it easy to tuck away cables, power supplies, etc. for easy organization and access
• The laptop compartment is roomy for up to 17" laptops (my MacBook Pro 15" fits beautifully) - and the padding along the bottom of the bag is excellent
• There is an expandable front pocket that can expand enough to hold a bike helmet if you are into that sort of thing
• It comes in brown or black (I chose the brown) and looks casual, yet business-like
• The strap and carry handle are very comfortable

So, if you tend to carry a lot of stuff with you when you travel, I think you'll love The North Face Off-Site Laptop Bag.

The rest of the story - other strong choices:

I mentioned I had a few other favorites - here are my top choices:

Shoulder-carry laptop bags:

1. The North Face Off-Site Laptop Bag - see above.
2. Timbuk2 Commute 2.0 - This one isn't quite large enough for me, but it's a terrific bag. If you like messenger-style bags, check this one out.  Good use of space, very tough, very water-resistant, and checkpoint friendly.
3. Briggs & Riley @Work Computer Case - Spacious, versatile with lots of pockets.  A bit on the heavy side, and pricey though.
4. Tumi Alpha Large Expandable Organizer Computer Briefcase - big, lots of pockets and tough. Very expensive and the computer compartment has a very rigid reinforcement panel that can make it tough to get under some airline seats.

Laptop backpacks - note, I don't use backpacks much in business, since they look too casual for some of the meetings I attend. On vacation, backpacks are my favorite.

1. Brenthaven Trek Expandable Backpack - This is a very durable, fantastic laptop bag with great use of space. Comfortable, with nice straps.
2. Briggs & Riley @Work Computer Backpack - Great bag, lots of padding, but a bit short on pockets for me and it's pretty tight (not expandable) so it doesn't always cooperate when I overstuff it. Comfortable and durable.
3. SwissGear Carbon Backpack - Spacious, lots of pockets.  Shoulder straps are too short for someone tall like me, and it doesn't have compression straps so it feel big even when it's empty.

I've used more than my fair share of laptop bags in the last 20 years - I feel like you can't go wrong with any of the bags on this list.  Let me know what you think, if you get one of them.

Choices and forcing functions

I'm going through a strategic planning process right now.  It's very liberating - you can start to redraw the boundaries, constraints, and reassess the pre-existing conditions of your business.

One of the challenges is not trying to commit to doing too many things.  A long time ago, I realized something that seems counterintuitive, at first glance:

Sometimes you have to limit your choices to expand your opportunities.

What I mean is you need to force yourself to focus on fewer things so each one of your focus areas receives sufficient investment to allow it to succeed and thrive.  One of the mistakes I see companies make (lots of them, not just mine) is to spread themselves too thin.

We often think of a "shotgun" approach as hedging our bets.  In a way, that's true, but dividing your organization's attention across too many different initiatives more often results in frustration and failure.

So, what can you do?

Some techniques can help:

• Drive to your top 5. You have lots of options, and you probably have a group of people you need to get on board with your priorities and commitments.  Getting a group to agree on a short list is challenging, so your first step should be to try to get to reasonable alignment with five target areas.
• Get clear on your top 3. This will take a while, but if you can get the group to agree on the top 3 areas of focus, that is real progress.
• Drop the bottom 2. Now that you know your top 3, it's time to say "no" to everything below those.  It will be a test of your mettle, but it's important.
• Pick your #1. You've got a list of 3 important things - now, pick the one that is the most important.  It will be your cornerstone.
• Align your resources to your #1. Allocate at least 67% of your resources, time, etc. to your #1 priority (that's a minimum - allocating more to #1 is even better).  The remaining 1/3 of your resources can be budgeted to the remaining 2 items (the mix there is less important, as long as you don't ever allow your commitment to #1 to drop below 67%.
  • I realize you may not be able to make the shift all at once, but give yourself an aggressive deadline, then plan and execute to have the resource shift in place by the deadline.
• Hold the line. The old saying, "No pain, no gain," holds true here - it will be a difficult transition but well worth it in terms of focus and execution.

This transition can be a very liberating one, if you do it deliberately.  There is huge value in setting clear guidelines to drive decisions of what's in, and what's out - especially when it comes to how everyone in the organization spends their precious time and the company's precious money.

Anything to add or challenge from your experiences? I'd love to hear it.