Tag Archives: Career

Motivation, Rewards, Performance Appraisals and Your Career

In this interview Dan Pink again makes some great points relating to psychology, managing people and managing your career.

Q. What kinds of programs can managers and companies put into place to motivate their workforce?

Assuming companies are paying people fairly, they should do what they can to foster autonomy, mastery, and purpose. One of my favorite specific ideas is this: The Australian company Atlassian conducts what they call “FedEx Days” in which people work on anything they want for 24 hours and then show the results to the company the following day. These one-day bursts of autonomy have produced a whole array of fixes for existing products, ideas for new ones, and improvements to internal processes that would have otherwise never emerged. For creative tasks, the best approach is often just to hire great people and get out of their way.

I agree. Focusing on motivation is wrong, as Douglas McGregor detailed in the Human Side of Enterprise over 50 years ago. The problems with theory x management (motivation through fear and rewards) has been detailed over and over again decade after decade. I get tired of us ignoring very well done work to help us manage better for decades 🙁

Q. Are you suggesting that offering someone a 50 per cent raise won’t motivate him or her to work harder?

…most organizations dangle what I call “if-then” rewards — as in, “If you do this, then you get that” — bonuses, commissions, and like. Fifty years of social science tells us that “if-then” rewards are great for simple, routine, algorithmic work [but not creative work]… The best use of money as a motivator is to hire great people and then pay them enough to take the issue of money off the table.

By the way, even that juicy, non-contingent 50 per cent raise has some serious limits. People will be thrilled in the short-run, but over the long term (say, the third paycheck) the thrill will become the status quo…

Again I agree: When Performance-related Pay Backfires, Righter Incentivization, Build an Environment Where Intrinsic Motivation Flourishes.

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How Could They Know?

I am a big fan of Dr. Deming’s ideas on management. The way I see one of the quotes of Dr. Deming used I don’t agree with. Dr. Deming said “How could they know?” to explain why people continued to follow less successful practices (for example, page 55 of Out of the Crisis). How could they know of better practices, he would say.

I must say I have always thought the answer to that question was pretty easy. They could learn about the job they were paid to do. It is a shame that many organizations do a very poor job of preparing or coaching those they promote into management for their new position. However, I don’t see that as an excuse to fail to learn yourself.

There are plenty of books with great information. How could they know? They could read.

Yes, there are also plenty of management books filled with nonsense. That does make it a bit more difficult. But I still don’t have much sympathy for hearing, “how could they know” as a reason for continuing performance appraisals or failing to understand variation or falling to know that “motivating” through monetary rewards backfires or… If you wish to manage human systems I don’t think it is too much to expect you to know about how to do so, and have the knowledge to distinguish nonsense from well reasoned thoughts.

If you want to take on a management job you should take your responsibility seriously. Choosing not to take advantage of the wealth of great material in the past 70 years on how to manage more effectively is not a decent excuse. How could they know? They could take responsibility to learn. If they chose not to do so that is their choice. They chose not to know. I guess some can see that as an acceptable excuse. I don’t.

If they are trying to apply ideas and having trouble: I have sympathy for that. Applying ideas on management is not easy. Human systems are complex and there are no simple guides that tell what is needed in your specific situation and organization. but ignorance of basic management principles, with no evidence of concerted efforts to learn I don’t have sympathy for.

I seem to expect more from managers than most people I talk with. Most seem to find it a perfectly acceptable excuse that a manager never bothered to learn about management. I don’t really understand that. Dr. Deming did seem to hold senior executives accountable for failing their organizations, but he was more accepting of manager’s ignorance than I am.

Read and use The Leader’s Handbook and The Improvement Guide and you will be well ahead of most of the management practice I see.

Related: Curious Cat Essential Management BooksBad Management Results in LayoffsThe Importance of Management Improvement

Learn to Code to Help Your Career

I believe there are big benefits to knowing how to code (programing, software development). What is possible for your organization is often significantly impacted by understanding how to properly use software (and create it, coding, when needed). The lack of understanding of software is a significant problem not just for those wanting a job coding (that are available for those with the right skills) but also for those making decisions about what the organization should do.

The profound ignorance (meant not in a pejorative way but in the descriptive way) of software is a significant problem for managers today. The critical role of software in our organizations is only growing. And the importance of understanding software (which coding provides in a way no other learning does) is only increasing. My guess is a decade or two or three from now a understanding of coding will not be nearly as critical for managers. I am just guessing the nature of coding will be significantly changed and not understanding the details needed to code will not be as critical as it is today. Maybe I am wrong about the importance of understanding coding fading over time (it is more a feeling than a chain of logic I can clearly explain easily).

There are many indirect benefits of learning to code. In the same way that those with an education in engineering do very well in their careers overall, even if they take a path where they are no longer engineers a background in coding prepares you well for your career. Actually, similar to engineering, part of this effect may well be those that can graduate with an engineering degree and those that can be employed for several years as a software developer have skills and abilities that would have made them successful even if they didn’t pass through those experiences (still I think, those experiences to add to their success).

Good programmers have a strong tendency to think in ways that those interested in management improvement need (and, sadly, often lack): systems thinking, customer focus, efficiency focused [good coders often hate wasting their time and naturally despise non-value added steps], a willingness to speak up about things that need to be improved, a desire to make a difference, passion for what they do…

If you work along side good programmers these traits will be reinforced every day (this was my favorite part of my last job – working with great programmers that pursued these principles and re-enforced my doing so also). Yes there are also things you might have to temper in dealings with non-coders (being a bit kinder/less-direct about perceived failures, for example). Also some coders can be so engaged they expect an unsustainable commitment from peers (this is one of the great benefits of a good agile software development system – a focus on creating an environment for sustainable development [not expecting unreasonable effort/hours on the part of coders]).

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Pull Consulting: Immediate Management Consulting As You Need It

2013 UpdateNew method for by the minute consulting with John Hunter.

As happens in this fast paced world this service is no longer available. The company has shut down their web site.

I think the potential for consulting as you need it is great. I actually was looking into creating an application to support the ability to provide this service with someone else; but we just had too many other things going on. I have now made myself available for consulting you pull as you need it through MinuteBox. You can get consulting when you need it for as little time as you need.

So if you are trying to apply the ideas I discuss on this blog and run into issues you would like to get some help with connect with me and you can get some immediate coaching on whatever you are struggling with. I am offering a special rate of $1.99 a minute, for now. The graphic on the right of this post (any post on this blog, actually) will show if I am available right now (as does johnhunter.com). If so, you can connect and get started. If not, you can leave a message and we can arrange a time.

I am featured on MinuteBox with this cool graphic, isn’t it nice 🙂

home page of MInute Box with John Hunter graphic

John Hunter feature on Minute Box homepage

One advantage of this model is that those of you following this blog have a good idea of what topics you would like to delve into more deeply with me. If you have any questions on a particular topic you would like answered today or arranging coaching on specific topics over a period of time or help planning a project or someone to bounce your ideas off give this consulting as you need it model a try.

For those of you management consultants reading this blog (I know there are many) you can create your own Minute Box account easily and provide this service also. And even if you are not a consultant if you have advice worth sharing (and I know there are many of you also) you can also set up an account.

Related: John Hunter’s professional life timelineJohn Hunter onlineJohn Hunter LinkedIn profileTop Leadership blogsTop Management and Leadership blogs

Manufacturing Skills Gap or Management Skills Gap?

I stumble across articles discussing the problem of manufacturers having difficulty finding workers with the skills they need (in the USA largely, but elsewhere too) somewhat regularly. While it is true that companies have this problem, I think looking at the problem in that way might not be the most insightful view. Is the problem just that potential workers don’t having the right skills or the result of a long term management skills gap?

To me, the current manufacturing skills gap results directly from short term thinking and disrespect for workers practiced by those with management skills shortages over the last few decades. Those leading the manufacturing firms have shown they will flee the USA with the latest change in the wind, chasing short term bonuses and faulty spreadsheet thinking. Expecting people to spend lots of time and money to develop skills that would be valuable for the long term at manufacturing firms given this management skills shortage feels like putting the blame in the wrong place to me.

Why should workers tie their futures to short term thinking managers practicing disrespect for people? Especially when those managers seem to just find ways to blame everyone else for their problems. As once again they do in blaming potential workers for their hiring problem. The actions taken based on the collective management skill shortage in the manufacturing industry over the last few decades has contributed greatly to the current state.

If managers had all been managing like Toyota managers for the last 30 years I don’t think the manufacturing skill gap would be significant. The management skill gap is more important than the manufacturing skill gap in my opinion. To some extent the manufacturing skill gap could still exist, market are in a constant state of flux, so gaps appear. But if their wasn’t such a large management skill gap it would be a minor issue, I believe.

That still leaves companies today having to deal with the current marketplace to try and find skilled workers. But I think instead of seeing the problem as solely a supplier issue (our suppliers can’t provide us what we need) manufacturing firms would be better served to look at their past, and current, management skills gap and fix that problem. They have control over that problem. And fixing that will provide a much more solid long term management base to cope and prosper in the marketplace.

Another management issue may well be the hiring process itself. As I have written about many times, the recruitment process is highly inefficient and ineffective. When you see workers as long term partners the exact skills they have today are much less significant than their ability to meet the organizations needs over the long term. In general, information technology recruiting has the worst case of focusing on silly skills that are really not important to hiring the right people, but this also can affect manufacturing hiring.

Related: IT Talent Shortage, or Management Failure?Dee Hock on HiringManufacturing Jobs Increasing for First Time Since 1998 in the USA (Sept 2010)Building a Great Workforcemanufacturing jobs have been declining globally (including China) for 2 decadesImproving the Recruitment Process

Networking is Valuable But Difficult to Quantify

Networking works incredibly well. Unfortunately it isn’t as simple as peddling your bike where you want to go. The benefits of networking are unpredictable and not easy to control (to specifically target – you can do this, it just has fairly uncertain results). So networking can seem like you put in all this effort peddling up hill day after day, month after month, year after year, and yet you never get to see the beautiful rainbow or end up at a wonderful ocean beach.

However it is well worth it, especially for those that have valuable skills and experience. To some extent it might work just to get opportunities anyone with a decent attitude could get. But networking is most effective, I think, when you have special skills that those in the community can share with those that have opportunities and give you a decent shot at a job. A big reason this works is that the job market is very inefficient – thus networking can greatly increase your odds (if it were efficient this would matter much much less).

I have been able to get jobs and consulting as a result of networking. It didn’t give me jobs, I couldn’t have gotten otherwise, but it allowed to know of opportunities, to be sought out by others, and to be seriously considered when I approached others.

I have long believed it is very valuable to build a personal brand online (for knowledge workers anyway). The return for doing so may well be difficult to measure. But it can definitely help open doors and give you opportunities for jobs and consulting.
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You’ve Got to Find What You Love

Your work is going to fill a large part of your life, and the only way to be truly satisfied is to do what you believe is great work. And the only way to do great work is to love what you do. If you haven’t found it yet, keep looking. Don’t settle. As with all matters of the heart, you’ll know when you find it. And, like any great relationship, it just gets better and better as the years roll on. So keep looking until you find it. Don’t settle.

– Steve Jobs

Watch this great commencement speech by Steve Jobs at Stanford in 2005.

We lost a great person today, when Steve Jobs died at the age of 56. His words are just as important today: you have got to find what you love to do. Keep looking until you find it. It won’t necessarily be easy to do. But life is too short to waste merely getting by.

My father found what he loved and pursued that throughout his life. He also died young. They both died young, but they both had great lives because they took charge to make the most of their lives. By doing what they loved they made the world a better place for many others, and themselves. Take that message to heart and make your life the best it can be.

Related: Quotes from Steve JobsPeter ScholtesPositivity and Joy in WorkBuild an Environment Where Intrinsic Motivation FlourishesRemembering Bill Hunter

Interviewing: I and We

In response to: say “I” — not “we” — in your interviews

If you are a manager you need to lead teams, lead projects and improve work systems. In an interview I believe you need to say specifically what you did but also talk about what the team accomplished. A manager needs to have successful project and make other people successful. To me the important thing is getting great long term results, not doing lots of tasks themselves. Often figuring out the right leverage points to work on is difficult but it doesn’t have to be a large volume of work, just the right decisions on where to make improvements.

Sometimes (often, for me, but maybe I have more difficulty explaining it than I should) these ideas are hard to convey to others. It is similar to answering hypothetical questions where, the way to “handle” the issue raised is to avoid getting into that mess in the first place. We were able to success not because of 3 specific actions I took during the project but because of the system I put in place and cultivated for years that allowed the team to succeed. But some people have trouble connecting long term system improvements to current project results.

As a manager my main focus is on building capacity of my organization to succeed over the long term. That greatly reduced any fire-fighting I have to do. Of course for many interviewers great tales of fire-fighting play better than I didn’t really have to do much to make x,y and z projects successful because I set the stage over years creating a system that works well.

Creating systems that work well often isn’t tremendously exciting and tales of creating systems that avoid disasters seem boring. I didn’t have to be heroic isn’t as sexy as and I was a hero in this way 3 months ago and then last month I saved us from disaster when… If I am interviewing, I would want to ask why you have to keep being a hero, but I don’t think most people think that way.

If you just talk about what I did it also can confuse interviewers, I think. Those things are often not directly tied to accomplishing some business need. Creating the right systems which allow great results to be attained often isn’t obvious why it matters. It is indirect and not nearing as obvious as fire-fighting behavior what the benefit is. Most organizations are not used to the value of creating well performing systems so they just think of management doublespeak that accomplishing nothing (since most such talk, respect for people, for example, is just talk and not of much value).

To show that the improvements made have real results I think you then have to switch follow “I did x,y,z’ with “which allowed our team to accomplish a,b, c.” Unless you really did have to do most things yourself instead of creating the systems that allow others to perform well. In which case it makes it easier to say what I did, but should cause those doing the interviewing to ask why you hadn’t set up better systems (at least it would if I were the one conducting the interview).

Related: How to Get a New Management Strategy, Tool or Concept AdoptedWhy work doesn’t happen at workBuild an Environment Where Intrinsic Motivation FlourishesCircle of Influence

I Will Co-Facilitate a Deming Seminar in Singapore July 25-27

image of the Deming medal

The W. Edwards Deming Institute is working with the NTUC LearningHub to offer management seminars in Singapore. I will be co-facilitating a Deming 2 1/2 day seminar in Singapore with Kelly Allan in July.

The 2 1/2 day Seminar, Deming’s New Philosophy of Management, is open for registration to the public.

In the seminar you will learn the way of thinking taught by Dr. W. Edwards Deming. Those ideas have been used by leading companies around the world and the value of these management ideas is as high today as it has ever been. Applying these ideas will allow your organization to achieve higher quality, lower costs and increased productivity. As regular readers of this blog know I often write about these ideas here.

Seminar Overview
Application of Dr. Deming’s “New Philosophy of Management” gives you the insight to remove barriers to success, increase efficiencies, reduce waste, boost motivation, stimulate innovation and understand your organization and its real capabilities. Some improvements are as simple as stopping current practices and enjoying productivity increases. Others require learning and understanding the four key components of the “New Philosophy of Management:”
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Finding, and Keeping, Good IT People

Finding good IT people, wherever you located globally, is hard. Waiting for the good IT people to apply for positions, is not likely to gain enough good candidates.

To get really good IT people you need to actually manage your current IT staff properly. Then word will get out that your organization is not run by pointy haired bosses (phb) and good IT people will be open to joining. This obviously is not a quick fix. But this practice is the key. This is just respect for people with a eye on the special needs of creative IT people.

If you do this you will also reduce turnover. That doesn’t help in recruiting people, but it solves the underlying problem recruiting is meant to deal with – having staff to do the work. Making your environment tech employee friendly has the benefits mentioned above and will reduce turnover.

Like many issues when examined systemically the most important factors to deal with the recruiting problem are often not directly looking at the problem at hand. Now there are sensible actions to improve the recruiting process. Take a fundamental look at the hiring process and think about some real changes – how about trying people out first, not determining staffing primarily on judgments based on how well then interview. Don’t have silly prerequisites. Why do you need a college degree for an IT job? Or why require specific degrees, like a computer science degree, and exclude others, for example, an online IT degree. Might specific college experience be helpful? Yes. Might someone without it be a great employee? Yes.
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