London wakes

I was on one of the first tubes this morning. On the way to catch an early train from King’s Cross. It’s strange to pass through a station this large when it is devoid of people. It’s beautiful and unnerving all at once. I missed the bustle. For all our complaints about hating the commute, for those of us who travel in London regularly, there is a safety and familiarity in the crush. 

An acceptance and understanding of a shared rules in our own community. Where we know to queue for the Jubilee line, but no other ones. And where we know which signs to ignore in our most familiar stations to shave 30 seconds off a transfer. Millions of people who have never met coordinating their movements together. It’s both unnatural and a beautiful thing. 

By the time most of you wake life will be carrying on as normal for some and be changed forever for others. London, as a city, will be changed yet resolute. There are signs everywhere of a city impacted by sad events over many years – CCTV, the station warnings about suspicious activity and the posters. We keep going, we keep travelling and we keep hoping. I don’t know if it is defiance or habit, but maybe maintaining habit in the face of threat is an act of defiance in itself. 

I’m due at the House of Commons for a reception next week and my colleagues visit for work more often than I do. It’s a special place. Symbolic and vibrant.  I don’t know how that experience will change in the aftermath of yesterday’s tragic events. It will be sad that it might. My thoughts are with the victims, the families and friends impacted and the emergency services that responded or lost a colleague. 

My thoughts are also with the communities that, by undesired and unwarranted association with the incident, will be impacted in the way they are treated. For our own benefit and for London’s we need to maintain our habits, but also our reaction. The last year has been tough and undoubtedly divisive. Now is a time to focus on the sanctity of human life and what we have in common. The events of yesterday need to represent a need to unite and heal, not an opportunity to further create schisms. Hate and distrust creates and fuels hate and distrust. The common enemy we need to unite against is simply anyone who would seek to divide us. 

If you are reading this on your way to work then try and build a bridge today. Try and speak to someone that you wouldn’t normally. Try and build a human bond with someone that wasn’t there before. Our relationships are what make life worth living. Show your defiance wherever you are by bringing your communities a little closer in response to a tragic and divisive act. 

London will keep waking up each day and we will keep living and working together. 

A nearly empty King’s Cross

Outcomes drive and Kenny Dalglish 

I remember hearing a story about Kenny Dalglish. It may or may not be true. It may or may not be about Kenny Dalglish. It goes a bit like this. 

At the very successful Liverpool side of the 1980’s a new player joins the squad. He notices that Kenny Dalglish isn’t in training and asks a coach where he is. The answer he gets is that Dalglish is playing golf.

The new recruit is outraged that Dalglish isn’t training with the rest of them and demands to know if he is allowed to skip training to play golf too.

The reply he gets is elegant and simple ‘You can go play golf when you can play golf in the week and then play football as well as Kenny does every Saturday’. 

I’m hearing less about Results Only Work Environments recently, perhaps as it was just one of those phases that we go through where people focus on exciting words. I am, however, hearing more people focus on outcomes being critical. If you focus on quality of decision making, work in line with core principles and then drive good outcomes you will find flexibility enough for everyone to succeed. 

My first HR Manager sat me down after 2 years working together and said she had confession. She had been waiting two years for me to miss a deadline or for a project to go out of control. I asked why that was concerned and she said it was so she could coach me on the fact I’d miss deadlines without more discipline in writing things down. It was my first HR job and I hadn’t realised the way I worked wasn’t the norm. 

She said it took some time for her to understand that I had a slightly abnormal memory and (whilst I have plenty of weaknesses) my mistakes wouldn’t come from forgetting what needed to be done or underestimating complexity. As with many people my strengths and weaknesses, for all these years, probably are quite similar now to then. She needed to support me on those areas – and not assume that my challenges and risks were the same as the rest of the team. 
If your requirement of people is that they all work in the same way then you mitigate their weaknesses, but also blunt their strengths. There is nuance in there – only an idiot or a genius would start a large project without a clear comms plan, stakeholder map and consultation methodology  – but there is scope for us to embrace difference without breaking organisations.

But remember the test is that this only works if your team can deliver at their best on a Saturday. One day we’ll get to a point where flexible working means creating the conditions where people work best, not just where they get a day at home each week. But that’s for another day. For now just take a step back and think about how much of you work and your team’s is really designed in terms of their strengths and weaknesses. 

Treat me like I’m me

Short one. 

There is a lovely line that Aaron Sorkin has recycled a few time in his scripts. You can find a brilliant video of his recycled lines here

The line is “Don’t talk to me like I’m other people”

It’s normally uttered by a character angered that they are being treated as though there is no history between them. As though there is no trust. As though there is no real understanding. 

Too often I’ve seen and heard superficial observations of motivation in the workplace that don’t really get to the heart of that individual’s values. We treat them like motivations are consistent across groups of people. 

Tim is upset. The conversation is then about why someone in Tim’s position would be upset. 

It should be about what we know about Tim. 

Don’t talk about Tim like he is other people. 

My first profound TV interview 

The below was my status feed a year ago on Facebook. I thought I’d share it so people can either laugh or learn. Both are very important. 

Today was my first TV interview. I think I’m supposed to pretend that it’s all in a day’s work and I’m blasé about this kind of stuff… Lots of people I know seem to do this regularly. For me it was my first time and I wanted to share the experience so that everybody else knows it is ok to get nervous and you survive and learn as you go. 

Here’s how it went:

1. 3 visits to the toilet in the hour leading up to it

2. “Better with jacket on or off? Or on? No, off… On? Off” – that lasted about five minutes 

3. There is a large amount of unusable footage where I’m caught out by hugely difficult questions like “What does HR do?” and “What is your job?”.

4. I use the word “profound” about 17 times. Everything is a profound change or has profound impact or is profoundly interesting. 

5. I imagine anyone watching in HD will be able to see my lip becoming increasingly sweaty. SD viewers will be OK. 

6. I’m pretty sure I broke every guidance on position offered to me by our PR team, but it was such a blur I can’t quite work out if I managed the whole set. 

7. At one point they asked me “What are the main employment trends currently?”. I couldn’t manage one trend. After a pause I said… “Self employment is going up which is good and….not good” 

That’s how it really went. 
#Failoutloud folks, as the very wise Marco would encourage me to do.

Speed reading on #Kindle & #Productivity 

I’ve been a fast reader as long as I can remember. I didn’t learn how to speed read, but if the average person reads at 200-250wpm I’ve read enough to have a normal speed well above that. 

Yesterday Google suggested that I might like a speed reading app. Since the folks at Google are the only ones (outside of  government agencies) to get to read all of my emails I tend to listen to them. In fact sometimes they even answer my emails for me. 

So I duly downloaded an app and was impressed with the way it presented a web page – but the interface was a bit clunky. I really wanted something that could read books straight from my Kindle library. So I went back to Google and it revealed that,  embedded in the Kindle app on Android and on Amazon tablets, there is already a speed reading feature built in. There it is… Just click on ‘Word runner’ 

Then it does this… It flashes up words very fast (you dictate the pace) and your brain neurolinguistically sucks them up into your amygdala to process in the left side of your prefrontal cortex releasing dopamine. If you don’t understand that sentence is bunkum you should read more. 

In theory you can read super fast… But I was reading a relatively complex book about high  frequency trading, stock market movements and algorithms so I kept it just under 600wpm. And it worked. 

I tweeted about it and it seems that some people aren’t that fond of speed reading. Which is fine, but I think trying it is worth a go for most busy people. I’ll relax with a novel, business books I just want to absorb. 

If you fancy giving it a go and you have the right kit then just think how much more you could consume, how much time you could free up, how much more you could learn by using a bit of free tech. It can double the speed you read and really, really cleverly it even slows down slightly for difficult words/bits of text. 

And yes. I enjoyed reading it too. 

Proximity Problems 

I’ve got a longer post written on the issue of what I call ‘the proximity problem’ within organisations that I’ll release next year. For now I have this. 

When my mother had late stage cancer her spine was hugely weak. She risked a broken back or ribs with any small collision. She also had poor balance due to the impact of her treatment.  Walking with her around a city or town centre, or when using public transport, I used to be hugely protective of her and furious with the people who would jostle and push just to get somewhere faster. I formed the best protective barrier I could.

I also became far more aware of the difficulties people have moving around in public spaces. I became more tolerant of missing a tube because I was held up by someone walking slowly through a tunnel. I accepted and was aware that I should never be in such a rush as to see other people as simply impediments to my progress. 

My mother passed away two years ago and I’m aware of that intolerance and lack of awareness creeping back into me. Impatience and frustration take its place. 

The lack of proximity to the the problem – through distance or time causes lack of understanding to grow and for empathy to fail. 

I’m a worse person for not appreciating the struggles of people – whether in the bustle of a crowd or an organisation – more keenly. 

So the next time you feel frustration with progress or people, just try and imagining how you would feel if they were the people that mattered most to you, rather than on the fringes of your awareness. 

And check out #hrrandomactsofkindness too

CIPD Branches, doughnuts and strategy

This morning I’ll be hanging out in the cafe at CIPD Towers and calling it work.

We are attempting to write the first draft of our business area’s strategy out in the open with the entire organisation joining in. I look after, amongst other things, making sure we are communicating well with our branches. We are better than we were before, we are not there yet.

The feedback from our branch network has been they want to be confident that the work they do lines up with the CIPD strategy, so we’ve invited the entire CIPD to come down, have a doughnut and share their thoughts.
I have no idea if it will work. I have no idea if there will be a giant crowd, a steady stream of people or tumbleweed. But there are a few benefits

  • Things created together create shared accountability
  • Doing things in the open creates trust. No rabbits out of hats (when nobody asked for a rabbit)
  • If people suggest something that won’t work then we can explain why and then they understand decisions a bit better
  • If someone suggests something that would work then that has saved me some thinking – or done some thinking I wasn’t capable with
  • It should be fun
  • It’s a good opportunity to showcase the amazing work the branches do – and my team does when I’m not getting in their way
  • It’s a good excuse to have doughnuts
  • When people, our volunteers, are giving their time up the least we owe them is making sure it is being spent on the right things

Once we’ve got the strategy draft we can share more broadly and see where we get. We speak to branches everyday about what they want to see, this is about making sure the organisation is joined up too and we are all pulling in the same direction.

And doughnuts.