Posts Tagged career
I recently completed a 3 year project which – according to client requirements – should have been done 2 years ago. Hey, I’d like to say that good things take time! But the truth is that sometimes life – and IT project execution – is just unpredictable. And painful. But – ever the optimist – throughout the three years, I tried to find the sunny spot in the gloom of our basement project room. And today I’m asking myself “what did I learn?”
You cannot deliver on something you do not know.
Seek out experts, get training for yourself and your team. Classroom training is not enough. For me, I learned the most from my network of connections I had built over the years through my engagement in a professional community – the Americas SAP Users Group (ASUG). Collaboration with others outside of my own usual comfort zone – across companies and within my own company – helps me to shift paradigms, and, in this case, helped me to question my own design and to rethink the possibilities.
Expectations are sneaky.
Expectation – noun – a belief that someone will or should achieve something. We IT people like things that are concrete – you know, “If x, then y, else z…”. As Project Managers and Business Analysts, we follow plans and processes, carefully sequenced and timed. We define scope and lock it down. What is impossible to manage are the expectations of a variety of stakeholders – each with different concerns. In my case, Legal wanted the solution delivered fast. Business areas didn’t want productivity disrupted. Administration wanted something that would require little manual intervention (add time to the project plan here!). Human Resources wanted a solution that employees would like (add more time to the project plan). IT, of course, wanted us to stay on time and within budget. I understood all these expectations. What we missed was how difficult it would be to keep those expectations from creeping back into the project even after we had all agreed some things would simply not be done within the parameters of this project. There’s only one way (in my humble opinion) to prevent being sidetracked by expectations: that is, have one single person as the ultimate decision maker.
“Failure is delay, not defeat.” – Denis Waitley.
Despite your best laid plans and past successes, sometimes you simply fail to meet everyone’s expectations, the timeline or the budget. But I refused to admit defeat. We missed the two scheduled release dates. We went over our original budget by a significant number. Despite the pressure from management on those two points, our team persevered in finding the right solutions. With my sense of integrity intact, I suggested a redesign of the solution – thereby removing many of the hurdles that were getting in the way of expectations — some of which were pretty important expectations. No one applauded or sent bonuses my way when we were done. But I have the satisfaction of knowing I did the very best I could and that what I delivered really did remove potential issues for our buisness.
Denis Waitly said “Failure is something we can avoid only by saying nothing, doing nothing, and being nothing.” I don’t think I can be accused of any of that. The entrepreneurial spirit in me still prefers to challenge the status quo, longs to innovate, and is okay with taking a calculated risk. I have raised two daughters who were at times scared to fail. And everyday, with every new decision they faced, I would say, “What’s the worst thing that’s going to happen if you try that?” I have never received an answer to that question from either one of them. And so now I am going to take a page from my daughter’s playbook at Blondes Have More Run and leave us all with the following.
Excuse me now, but i have to keep going!
The best job I have ever had — that is, the one in which I have felt most rewarded — was in being a mom. But I want my life to be insightful and impactful and intellectually stimulating outside of my home. The difficulty has always been finding balance between the two “M” words – Mom and Manager.
The expectation that a corporate work week is routinely more than 40 hours is challenging for any parent. Yet, I willingly give those hours because I feel passion and a sense of commitment to my colleagues and to the successful completion of work that enables a better workforce via technology.
I am not leaving the best job I ever had. But for MongoDB CEO Max Schireson, stepping down to do LESS and allow someone else to step up to do more was crucial. There is no shame in this – and I am personally applauding his choice — and his integrity and passion for life and family.
The question for each of us is how we will make personal balance work for each of us. And the realization we must all achieve is that the question is not just for women.
It is my hope that Max Schireson’s choice will not only inspire more dad’s to chose worklife balance, but more, that it will make it increasingly acceptable for women to be able to shift temporarily into a lower gear in order to achieve Mom-Manager happiness. Can we all “lean in” to that idea?
Earlier this summer, Matt Lauer asked Mary Barra, the CEO of GM, whether she could balance the demands of being a mom and being a CEO. The Atlantic asked similar questions of PepsiCo’s female CEO Indra Nooyi. As a male CEO, I have been asked what kind of car I drive and what type of music I like, but never how I balance the demands of being both a dad and a CEO.
While the press haven’t asked me, it is a question that I often ask myself. Here is my situation:
* I have 3 wonderful kids at home, aged 14, 12 and 9, and I love spending time with them: skiing, cooking, playing backgammon, swimming, watching movies or Warriors or Giants games, talking, whatever.
* I am on pace to fly 300,000 miles this year, all the normal CEO travel plus commuting between Palo Alto and New York…
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I was not a born leader. Well – not in the typical sense. I was not raised by parents who led me to aspire to being the President or even a manager. I wasn’t even strongly encouraged to go to college (although I wasn’t discouraged either). I was raised by parents who provided enough guidance to make good choices, and then let me try and fail and try again. When I entered the workplace, I entered as a secretary. (These days, we call these bright and invaluable experts “administrative assistants.”) When I received my college degree, I did it at night, while working full-time and while raising my daughters. I did not have aspirations to be a manager. I aspired, rather, to do interesting and intellectually stimulating work. I thrived on relationships I built in the business community and in learning about their thoughts, ideas and experiences.
Over the years, however, I found that my natural curiosity seemed to inspire others to dig deep, to find the right answers, to stop and question their own thinking or the way in which things were always done. And, ultimately, I was asked to lead.
I am enormously proud of all I accomplished. But – trust me – I didn’t set out with a personal roadmap. And perhaps because of that I am more aware of the possibilities that exist when individuals and organizations refuse to allow perceptions, sterotypes or expectations guide choices.
Forbes recently conducted an interview with Angela Yochem, CIO at BDP International. The title of the article is “Former Musician Turned Board Level CIO, BDP International’s Angela Yochem’s Unconventional Path To The Top Of IT”. The headline is attention grabbing. Why? Because we remain fascinated and surprised, when a declared right-brained person excels in a left-brained world.
The fact is that diversity of thought is essential to business success. Diversity of thought will not arise from hearing the same voices repeatedly.
Leaders — those who can guide others thru transformational change — come in all shapes and sizes.
“The collection of capabilities that a CIO must bring into that role is so much broader than it used to be” Angela Yochem says and continues “If you’re a technology leader, you’re the one proposing transformational technology opportunities.”
Transformational technology. Transformational implies an innovative and creative culture. I’ll have a second helping of that, please! And please serve it with a surprise side dish of mixed milieu.
In my early 20’s, I was incredibly serious about how others viewed me and whether or not I was being taken seriously. At a friend’s picnic, someone sprayed me with a hose and I was upset because my hair was ruined and my cute outfit had to be taken off to dry. Seriously.
I have been taking that perfectionist attitude to work too. EXCELLENCE demands getting it all absolutely 100% right – right? I mean, you agree, don’t you?
Here’s the thing that working in technology taught me: the 80/20 rule. Sometimes you have to sacrifice something to get to the bigger picture. If your budget is tight and timeline is short and only 80% of the business requirements will be met, can the 20% be handled in another manner?
For those of us who are perfectionists, this is difficult to accept. You have to step back and see the entire view. How much more money will it cost to do it “the right way?” And – as rapidly as things change in today’s world – how long will your “right” design be relevant? What are you really trying to fix? Really dig deep and work together to understand the core issue. Sometimes the answer to the problem is much simpler than you initially thought. Sometimes, there really isn’t an issue at all – but a perceived issue or a misguided process.
Most days I still dress pretty impeccably for work, believing in the mantra dress for the job you want, not the job you have. As I raised my two daughters, however, I cannot always afford to be as impeccably dressed as I would like. But, I’ve learned that it really doesn’t matter what my hair or clothing look like if I am not bringing quality and productive results to the table.
In a large organization, we’re all in it to make money — and not just for ourselves, but for the company. When the company we work for wins, we all win.
Icy streams of water slide from my hand down my raised arm and sizzle to my bare thigh as I take a long swallow from my sweat-coated glass of iced tea. AAHHHH…refreshed. A breeze runs it’s long steamy fingers through my should-length bob. I inhale the scent of crisp, salty ocean air, mixed with coconut scented sunblock and I curl my toes into the cool depths of the sand.
I wish I were at the beach. But I’m not.
I am actually sitting in my Pennsylvania home, inside my study surrounded by sea shells and ocean themed art. A ceiling fan rustles my hair. So – aren’t you wondering about the sand?
I really do have sand in my study — a recent gift from my 24-year-old daughter — who brings her inner child to her job as a Fresh Foods Manager at Wawa every day and makes sure that I keep the same spirit alive myself. Chelea has been found singing in the deli, handing out Cowtails candy to a coworker who made her day or playing practical jokes on others.
Your inner child is shorthand for your “authentic self”. The thing is, Chelsea gets up every day and brings her whole self to work. Her whole self prepares the food, makes the sandwiches, maintains the inventory, cares about her Wawa team, wants to be proud of the work she does, and wants to have fun while she’s doing it. Is there anything better than enjoying what you’re doing for 40+ hours a week?
Dress for success. First impressions count. Define your own personal “brand”. But the most important thing you can do for those with whom you work – and for whom you work – is to be authentic.
Keep it real. Stick your toes in the sand every once in a while.
“One of the penalties for refusing to participate in politics is that you end up being governed by your inferiors.” Plato
Awareness of office politics is essential to navigating an organization – and he who navigates well is hardly an inferior. When politics turns into something that is less than “fun” for those involved, what do you do? As leaders, we have a fundamental responsibility to ensure a respectful workplace exists. As leaders, we have a duty to acknowledge diversity of thought. As leaders, we build teams when we recognize and make attempts to subvert attempts to play out strategies that are at the expense of others There will always be disagreements in thought, process and speech. Workers – all human – will undoubtedly make mistakes. We build strong teams, however, when we can bring diverse parties to the table together to discuss the issues, understand what is driving the strategy of one group or person over another and work together to a resolution that benefits the organization.
For an insightful discussion on the importance of office politics, read “Dealing with Office Politics – Navigating the Minefield” on Mindtools.com.