Genuine Curiosity

Author Dwayne Melancon is always on the lookout for new things to learn. An ecclectic collection of postings on personal productivity, travel, good books, gadgets, leadership & management, and many other things.

 

Airline troubles and pricing insanity

In a few weeks, I'll be speaking at a conference in Toronto.  Several weeks ago, my assistant made all the flight and hotel arrangements.  Ticketing

Today, she told me our travel agent accidentally canceled the trip, so she asked them to re-book asap so we can still get 21-day advance pricing.  The flight we booked today cost half the price we paid for the ticket booked several weeks ago.

In light of all the airline bankruptcies and rising fuel prices, this makes no rational sense to me (not to mention I thought you were supposed to be rewarded for booking early - not penalized).

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New address is working

Well, it took much longer than it was supposed to, but my new address is working here - you can now find me at genuinecuriosity.typepad.com - whew!

If you like it here, pass it around to others you think may enjoy this site - and thank you.

Sincerely,
Dwayne

P.S. Any old bookmarks or links to any of the genuinecuriosity.typepad.com address will still work. Oh - and I just realized that the Google search bar on my page will not show the correct results until they crawl my site again, since the URL is changed in there, as well. 

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Not what, or how - but why?

If you read yesterday's post and thought, "Hey, that guiding principles thing sounds good - what's that look like?" I have just the resource for you: Rosa Say's book "Managing With Aloha."Mwacover 

This book is all about guiding principles, and Rosa relates her personal experiences as a manager in the context of Hawaiian values.  She goes through 18 different values, relating personal stories along the way and providing helpful advice on how to manage with integrity, openness, respect, accountability, camaraderie, and love (yes, love is compatible with business).

For me, some of the most valuable stories are those about situations where she missed cues from her employees and made management mistakes.  She then goes on to discuss what she learned from the experience, and how she tried to make it right.

For example, she tells a story about "unintentional neglect" in which she reassigned one of her employees to a new job, with the intent of recognizing her past contributions.  However, the employee was demoralized because they felt they were no longer part of the "inner circle" of Rosa's organization after the reassignment.  In the book, you can clearly feel the turmoil Rosa went through to try to resolve this and repair the relationship.

She also relates a number of stories about employees who made poor or self-destructive choices, and how she dealt with them in a way that respected them, held them accountable for their personal choices, but helped them get through it (like I said, love is compatible with business).

For example, there's a story about how she fired two of her staff for coming to work intoxicated.  However, because she felt a responsibility to help them rather than wash her hands of them, she arranged for both of them to enter rehab programs (and somehow got the company to foot the bill for it!).  You should read the book to find out how that turns out - very interesting.

The bottom line? This is not a management "how to" book - this is a management "why" book.  I recommend it highly to anyone, managers or not, but I think it's a must-have for any leader who wants to create more cohesiveness and sense of purpose within their organizations.

If you want to get a taste of Managing with Aloha before you pick up the book, head on over to Rosa's blog, Talking Story with Say Leadership Consulting.  You'll find that Rosa not only talks a good story - she lives a pretty good story, too. 

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A good metaphor for strategy

Over the past several years, I’ve worked with a wide variety of companies on IT best practices.  One of the things I’ve noticed is that some organizations are more adaptive than others, particularly in times of stress or crisis.  I think it has a lot to do with whether the business emphasizes instructions or strategy.

The businesses that run based on instructions often do quite well during normal operation, but always seem to have trouble when the unexpeced happens.  That’s because they are biased toward specific guidance (policies and procedures) reliant on the premise that they have anticipated everything and have it documented somewhere.

In contrast, organizations that have a bit less formal process but strong core principles and explicit strategies tend to be more adaptive, more agile, and more innovative.  They are able to distribute responsibility more broadly, react to new conditions fairly quickly, and spend a lot less resources on unplanned activities (aka “fire drills”).

Imagine that a giant labyrinth is before you.  Labyrinth

  • If someone gives you a set of directions to get through the maze, you’ll do fine in that maze but your directions are useless in the next labyrinth.  And, if you lose the map, you’re in big trouble.
  • In contrast, if someone gives you a strategy like “Keep your right hand on the right wall and follow that wall until you get to the exit.” you might take a bit longer to get through, but that principle will work on any labyrinth.

Does your business run on instructions or strategy?  Ideally, it isn’t just one or the other.  As with most things, the key here is balance.  However, if you are going to emphasize one end of the spectrum over the other I’d recommend you invest more in communicating the core principles and strategy of your organization.  A strong grounding in these areas across your company will allow you to leverage the best your people have to offer.

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Coordinate schedules with a whiteboard

Now that school is going again, the challenges of communication regarding schedules is a challenge for our family. With my travel; the scouting involvement of me, my wife, and all the kids; school commitments; sports commitments; and all sorts of other things it can get crazy very quickly.

My wife started something a few years ago that seems to work pretty well for us. FridgecalShe bought two dry-erase calendars that we attach to our refrigerator magnetically. The top one always represents the current month, the bottom one is next month.

At the beginning of each month, we:

  • Move the new month to the top
  • Erase last month's calendar
  • Fill in the dates for next month
  • Fill in any commitments we know about
  • Put next month's calendar at the bottom on the fridge

As we go through the month, we can easily deal with adds, removes, and changes to our schedules.
While not perfect, this has been a very effective means of doing a sort of air traffic control over our busy schedules.
By the way - we have another dry-erase board on the front of the fridge which is a sort of "inbox" for what we need at the grocery store. When you notice we're low on milk, it's your job to write "Milk" on the grocery board.

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A couple of comments from the old site:

by Bren:
It's so weird how alike we are...we've been doing pretty much the same thing for a little over a year. We only use one whiteboard, but the idea is the same. Schedules (ours is only a week out), grocery lists...we also keep a half dozen frequently called phone numbers there, both for us (well, me and my lousy memory) and for babysitters.

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by Rosa Say:
Bren, I was thinking the same thing :-) Dwayne, in our case we use good old fashioned paper calendars with huge blocks to write in, so we can jump months ahead if need be, but also because I like to rip off the pages and keep the record. They're helpful for all sorts of things in estimating future trace dates/recurrences that I should make digital reminders of in Outlook, and at tax time they really help for the mileage stuff I missed ... need every deduction we can get with the absurdity of Hawaii's taxes.
A hui hou, Rosa
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by memorykeeper:
I have a similar system, but not whiteboard based. I work week to week using Mozilla's Calendar application - Sunbird, which color codes entries for each 'user'. Since the events are entered into the calendar, printing out this week and the next week is not a problem.

Any changes are then 'markered' or 'pencilled in'.

Whiteboard scores over my method there.

A great share. Thanks

Memorykeeper
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