Merry Christmas and Happy New Year.

On July 9, feedburner noted 400 subscribers.  I appreciate your support.

Yearly the President presents a State of the Union address, presumably to detail just that, The State of the Union, summarizing the state of the nation and its future intentions.

It seems that such an assessment would be good for me as well.

Doing my state of the person assessment entails the following items:

• Recall my mission and vision.
• Recall my written SMART long term and short term goals.

First I will examine my SMART short term goals. Since they are measurable, I go through this list of goals and for each one I indicate the degree of success I have had, the planned versus the actual achievement. I now have a visual element that describes how I have done versus what I had planned to do. Some of these goals may be in progress, but I think it is still constructive to list them and figure out their degree of completion or realization.

I could use this data to construct a spider graph showing the shape of the invidivdual (me) and have a good visual representation of me. Bar charts would work just as well.

Now we see why SMART goals are useful. They are measurable.

I now have the basis for preparing my state of the individual speech to my audience (wife). I know how I have done relative to the plans and the achievements  that I had hoped to accomplish.

I think I need to fine tune this part of the presentation a bit. I need to do a reality check on what I observe. I need to review the assessment I have made and ask myself if this really reflects the state of the individual. Do the metrics really tell the honest story? Did I accomplish the goal but not the achievement I intended? In any situation where I feel uneasy about what the assessment reveals I need to make a footnote and figure out why I have fallen short. Am I really honest with myself? Is this goal really what I want? Did I “cook he books” and achieve one objective like eliminating credit card debt but deferred maintenance for which I did not have a measurable goal?

The next viseral check is to review my mission and vision and to ask myself if the numbers show that I am consistent with my mission and vision. If I get an uneasy feeling that I am not consistent, then I know that when I get to the next step I need to align goals with my mission and vision.  This visceral check is really important. I have found throughout my career that, when I had an uneasy feeling about something, I was usually right in my concern.

Equipped with the mission, vision, goals, and quantitative assessment, I can develop the plans for the next year.

• Is the mission and vision still accurate? If not, modify.
• Referring to my goals and my assessment, am I where I need to be? Do I need to add other goals? Do I need to modify the goals based on a revised mission and/or vision.
• What do I plan to do this year, based on this process? What are the goals for the year? Where do I want to be 1 year from now?

Now I have the current state of things and my plans for the next year. I can complete a state of the individual address.

I believe this assessment does the following

• It shows us our successes, giving us confidence, reinforcement, and a sense of accomplishment.
• It indicates shortcomings, suggesting that we are not really identified with the goal[s] that we list. “Stop Smoking” has been on my list for years. Perhaps “live a healthy life, evidenced by healthy diet, weight management, cholesterol management and exercise” might be better.
• It validates our direction, that is, our mission and vision, or it suggests that we need to revise our mission and vision, then our goals.
• It lays the foundation for the coming year.

I am really excited about being back online and sharing this information with you.

PSM #24 is here.

Craig

See you in the New Year. Stay tuned!!!

PSM #23 is here.

Thanks
Craig

Thanks for your help.
Craig

• Hello
  • Hello, This is Plain Simple Management, this is podcast number 19, I am Craig Walters, and today’s topic is my continued plans for this podcast.
• Thanks
  • I want to thank those of you who have commented and provided feedback on my previous podcast. All of the comments I received were constructive and provided me guidance in how you, the listener, wants this podcast to evolve.
• Themes
  • Several of you expressed appreciation that these podcasts are not over-produced, waste little time, hopefully, and provide plain and simple strategies you may use in your management initiatives today.Several of you also requested concrete examples of the concepts and the strategies that I discuss during these podcasts.

    And several of you expressed your appreciation for the view of management and the regard I have for people as the key, fundamental element in any successful management initiative. Early on I defined management as the skill, ability, and/or act of accomplishing work through others.

    I also noted that I really need this feedback to keep what I produce congruent with what you need.

• Plans
  • I want to produce shorter and more direct podcasts than I have in the past. Previously I spoke from a collection of notes rather than from a script. Consequently it took me longer to cover the points that I wanted to discuss. In the future I will be more scripted and hopefully produce shorter podcasts with the greater content.I have noted that several podcasts cover a lot of information in a short amount of time. Max Lucado takes 1:03 seconds to get his message across. Wired magazine spends less than 5 minutes in their treatment of a subject.

    I want to integrate my web site into the podcasts. I plan to use the website and my postings there to provide examples in cases where the podcast does not lend itself to illustrating by example. Several have asked for examples. Over time I hope to construct an integrated set of examples that you may use in your management initiatives.

    I want to use my web site as a more direct way of communicating with you to tailor these podcasts to meet your needs. I encourage you to use the comments feature of my web site to leave questions, comments, and discussion on any of the topic that I discuss. I promise to read and respond to each comment you leave.

    I believe that my provider, Typepad, provides for polls. Occasionally I intend to conduct polls as a means of shaping discussion in the podcast. The thought comes to mind also that each of us, as a member of humanity, suffer from a terminal case of uniquenes, believing that our situations and problems are unique only to us. May be well crafted polls with indicate just how much in common we all have.

    I plan on publishing in the web site sufficient and complete information that will allow you to print the page and construct a notebook or folder of the information. During my career I have constructed and accumulated notes from various and sundry sources that serve me well when I review them occasionally. For example, just reviewing Covey’s list of the 7 habits of highly effective people modifies my thinking. Colin Powell’s thoughts to live by have a similar consequence

    I plan to provide you the starting point for a collection of your own.

• Summary
  • In summary,
  • The podcasts will be shorter and more focused on the topic at hand.
  • My web site www.plainsimplemanagement.com will contain explanatory details and examples.
  • The web site will provide you a mechanism for comment.
  • The web site will provide us with a method of shaping future podcasts.
• thank you
  • I value each of you.
  • I value your comments.
  • I want to be of service and value to you.
  • I want your help in structureing future podcasts.
  • Thank you for your comments.

Projects linger on for several reasons.

• The problem the project was initiated to address has changed or disappeared.
• The environment in which the project was constructed no longer exists.
• The support needed to complete the project has disappeared.
• You can fill in other reasons that you have seen in your career.

Projects that have to justify themselves continually are doomed to failure. It is better for us to recognize this, kill the project off, and re-evaluate the situation and the requirements the project originally set out to address. We may find that a change in scope, in direction, the identification of a new customer or a new champion for initiative may take a failing project and make for a successful one when it is redefined and restarted.

I am critically evaluating this podcast in the same manner. I will lay out the data.

• podcast alley currently ranks this podcast at 1787. Normally it is ranked below 1000. I have 23 total votes there.
• In the business section is it currently ranked 39th. Normally it is in the top 20.
• According to feedburner, there are 167 subscribers.
• 1076 people have viewed the www.plainsimplemanagement.com website. During the last 7 days 26 people [or agents] have visited.
• in iTunes the podcast is ranked at about 290 in the business section in terms of relevance. No one has commented on the podcast series in iTunes.

I conclude from this data that I am not providing significant value to you, the listening audience. The data suggests that this project is languishing.

So I need feedback.

• I need your comments. You may go to www.plainsimplemanagement.com and leave comments on this post. You may leave comments on podcast alley, the linkage to do so is on my website, and/or you may send email, the address link is on the web site. I need you to tell me what you want this podcast to do for you in the coming months.
• I need your vote on podcast alley each month. The counters are reset each month so you must vote each month if you wish to validate this podcast as valuable to you.
• Over 95% of the subscriptions to this podcast occur thru iTunes. I personally think that I am more relevant in business that several of the ~290 podcasts that appear in the list as more relevant. If you think so too, please enter a review there.

Please provide your feedback using one or more of the paths I mentioned and let me know what direction this podcast needs to go to serve you.

The linkage to the podcast is here.

The podcast notes are available here.

• Managers motivate no one
  • failed strategies
    • coercion and threats
    • ra ra speches and pep talks
    • affiliation
• People motivate themselves
  • Timberlake
    • Why people do things
      • To love and be loved.
      • To feel worthwhile.
    • People work to meet their goals.
  • Manager’s job
    • provide environment for people to meet their goals
    • Help people define their goals
    • Align people’s goals with organization’s goals
      • manager must ensure that both goals are met.
    • Or counsel the person to a place where the person can meet his/her goal.
    • Avoid driving a round peg in a square hole.
    • Letting someone go is typically for their benefit.
• Why people fail?
  • Unwilling
    • Goals are not consistent with the organization
  • Unable
    • Training, reassignment.

PSM People

• A couple of paradygm shifts
  • People put themselves first, their families second, and their job third.
  • People do not come to work to fail, no they come to succeed.
• Organizations
  • People and the most valuable asset.
  • People are what gets the job done.
  • Teams are the most effective organization
    • self-directed
    • self-organizing
    • internally motivated
    • self policing
    • synergistic
    • usually more correct
      • I don’t want 10 people that replicate me
      • teams are self defining
    • May visit team construction later
• Management role in an organization: empowerment
  • The pyramid is ineffective
  • The upside down pyramid
    • Manager at bttom, supporting
    • Manager facilitates
    • Manager removes obstacles
    • Manager guides
    • Manager provides resources

Task

• defintion
  • The task is the smallest practical unit of work in the plan.
  • The task is the basic building block for our plans.
  • A task represents the effort of one individual to produce an observable and necessary result.
• Attributes
  • A plan is build on tasks.
    • These tasks are sequenced.
      These tasks are networked in dependent relationships.
      On the map from ehre to there, tasks are the intermediate stops–but not milestones.
      Milestones represent the completion of a significant and related collection of tasks representing some aggregate value or utility.
    • Tasks are SMART
  • • They are specific.
      • Who, what, when, where, and why.
      • The why is important–it provides motivation!!
      • They are written. Remember planning is writing, not thinking.
    • They are measurable.
      • they have an evidence procedures, something to be measured.
      • Tasks allow us to track progress to our goals, since we can measure them.
    • They are attainable.
      • Ideally, taks are challenging to the assigned individual.
      • But they ware within the capabilities of the organization or person.
    • They are realistic.
      • Tasks are congruent with other goals.
      • Tasks are valuable to us.
    • Tasks are time based.
  • Tasks have effort associated with them.
    • Zero effort tasks are milestones.
    • From effort, we calculate the duration of the task.
    • From the duration and network, programs like Microsoft Project calculate start and end dates.
  • A task exists in one of sevral states.
    • Not started.
    • In progress.
    • Complete.
    • Late.
    • These states are observable.
• The status of the plan is derived from the tasks.
  • Task % complete is irrelevant. It is difficult to estimate the degree to which a task is complete.
  • Any task in progress could take forever.
  • A plan is only as complete as the sum of its completed tasks.
    • example: 100 hrs effort. Completed tasks sum to 50 hours, then the plan is 50% complete.
• Tasks ideally done by one person.
  • If assigned to one person, we can establish responsibility, authority, and accountability.
  • We must delegate responsibility, authority, and accountability.
  • If we don’t, then the person assigned the tasks does not have the necessary tools to complete it.

Notes follow:

quality

• what is quality
  • meeting reasonable customer expectations
    • setting reasonable expectations
  • meeting expectations completely
  • doing the right processes
  • doing the processes correctly
  • proving that the result is complete, correct, and responsive
    • quality can not be tested into a product
• cost
  • quality does not cost
    • quality is doing the thing right
    • quality is doing the right things
      • customer focus
      • meets requirements
      • exceed requirements
  • poor quality costs
    • never enough time to do it right
    • always enough time to do it over
  • cost of quality
    • rework
      • fixing stuff
      • filling in holes we missed earlier
    • impact to new initiatives
      • delay in start
      • delay in performance
    • inadequate time to focus on what is needed
      • urgent
      • important
    • we do the urgent
    • we ignore the important
• how to accomplish
  • do the right things
  • do things right
    • take the time
    • do the important things
  • do not let schedules compromise quality
  • do not allow demands to compromise quality
  • well trained staff
  • win-win or no deal

This podcast discusses plans and planning, offers 3 strategies for developing a plan, and suggests Pareto’s law applies to the planning process.

Please provide your feedback.

Notes follow.

Plans

• Discussion with Vision statement
  • really axle wrapped.
  • merits own podcast
  • Reflecting, I made it too complex
  • This is Plain Simple Management
• Simple Definition: A plan is a map to go from the current state to an end state
  • One now
  • Infinite thens
• Current state: inventory of where we ae now
• End state: where we want to be
  • Yep., it is SMART too
• How to develop a plan:
  • Why aren’t we there now?
    • What are the obstacles?
    • Remove the obstacles!
  • From now to then
    • Sequential progress from here to there
  • Sometimes to far
    • Start at end and work backward
    • End at the present
    • the map is the reverse
• Use the 80/20 rule
  • 80% of progress comes from 20% of effort
  • Do the inportant 80% first
    • 80% may be enough
  • End states do change
    • competition
    • exogenous factors
      • Economy
      • Politics
      • Burnout
    • change in values: Mission, Vision Statement
• Strategic and Tactical
  • Seems it is a matter of time
  • Short term are tactical
    • Less prone to external factors
    • Affected by internal factors
  • Long term are strategic
    • More factors affect the plan
    • require larger scope of examinaiton
• Another Definition: a sequence of tasks move the entity from the current state to the end state
• Next podcast will talk about tasks
• www.PlainSimpleManagement.com
• Want your feedback
  • please go to the website and comment

Originally published January 31, 2006

The Vision Statement is a collection of goals that, when accomplished, demonstrate the accomplishment of our mission.

Notes follow.

Vision Statement

• Long term
• Consistent with Mission statement
  • defines what it takes to achieve our mission
• Is SMART
  • specific–as it can be in the long term
  • Measurable
  • Attainable
  • Realistic
  • Time-based
• Is factorable into operational objectives–goals
• goals
  • long range
  • intermediate
  • short term
• plans are a way to accomplish goal[s]
  • Strategic and tactical
• Strategic Plans
  • lead to accomplishment of vision statement
  • recognize internal capabilities, or what can be
  • recognize the external environment
    • competition
    • trends
  • flexible-since they are long term
  • sustainable
  • A plan to accomplish incremental goals to
    reach the desired end goal, the articulated vision.

Originally published January 15, 2006

Have a happy New Year, a happy new day, a happy new life.

Originally published January 15, 2006

• What is it?
  • A concise statement of an organization’s purpose.
• Why have one?
  • Defines who we are
  • A Framework for defining goals
  • Provides framework to make decisions
  • IBM
    • respect for the individual
    • customer service
    • excellence
    • Influenced every decision
• Elements
  • the purpose of the organization
  • the values of the organization
• Attributes
  • active voice
  • slogan capable
  • unambiguous
• LInk to goals
  • How will you know you have achieved the mission statement?
  • What would an organization exhibit that meets the mission statement?
  • Expand and construct until specific goals are defined.
  • A mindmap would be helpful!!
• applicability
  • Applies to organizations
    • Salem Lutheran Church:
      “Making a bigger Heaven tomorrow
      by sharing Christ on earth today.”
  • Applies to people
    • Franklin Covey
• References: Google mission statement
  • ~ FranklinCovey
  • ~ Drucker Foundation Self-Assessment Tool

Originally published December 13, 2005

PSM4: Goals

• What is a goal?
  • A desired outcome
  • A desired state
• What are good goals?
  • Based on a mission statement
    • They support what you believe
  • Congruent
    • Don’t interfere with each other
  • Written
    • Planning is not thinking, it is writing
    • Active voice
      • subject, verb, object
  • empowering
    • Highly desirable
  • Complete coverage
    • address all areas of life
    • Completely address mission statement
• What are SMART goals
  • References
    • ~ www.topachievement.com
      • Specific, Measurable, Attainable, Realistic, Tangible
    • ~ http://www.coun.uvic.ca/learn/program/hndouts/smartgoals.html
      • Specific, Measurable, Acceptable, Realistic, Time Frame
    • ~ http://www.goal-setting-guide.com/smart-goals.html
      • Specific, Measurable, Attainable, Realistic, Timely
  • My own
    • Specific
      • Who, What, When, Where, Why
      • Why is important–it provides the motivation!!
    • Measurable
      • Writing, not thinking
      • Must have an evidence procedure
      • How will you know when you have accomplished the goal
        • The how becomes to goal.
      • Track progress toward goal
        • correct deviations from plan
    • Attainable
      • a stretch
      • within capabilities of the organization or person
    • Realistic
      • Congruent will other goals
      • Valuable
    • Time based
• Notes on goals
  • People do not work for corporate goals, they work for their own goals
  • Most people don’t have goals
    • Manager has no tangible way to motivate
    • Help people set goals for their lives
    • Establish congruence between your goals and their goals
    • Or counsel the person to a place where they can achieve their goals
    • Opposing goals will not be met

Originally published December 11, 2005

PSM3-Mind mapping

• Chicken or egg
  • Debated on which was next, goals or mindmaps
  • wanted a podcast on goals
  • didn’t have a mindmap
    • Thoughts not collected
    • Need writing, not thinking
  • decided to discuss mind mapping first
• Reference: The Mind Map Book by Tony Buzan
  • LInk to book on website
  • Link to Buzan
    • ~ www.mind-map.com
  • Must read!
• Another reference: Joyce Wycoff: “Mindmapping”
• I use mind mapping
  • creative thinking
  • wholistic thinking
  • problem solving
  • Any time I am tempted to make a list
  • Any time I am tempted to make an outline
  • Meeting preparation
  • Speeches & Presentations
  • Project Management
    • who, what, when, where, why, how, $
  • Organizing podcasts
    • contains ideas
    • denotes relationships
    • does not dictate an order
    • ensures completeness
  • Ability to recall
    • Memory is visual
      • For me at least
      • Preferred representational strategy
    • Mindmaps are visual
• Software
  • Freemind
    • ~ freemind.sourceforge.net
    • See site for documentation and examples
  • MindManager
    • ~ http://www.mindjet.com
  • Visio
    • has mind map component
  • Conceptual mapping tools
    • ~ http://cmap.ihmc.us/
    • Just now investigating
• Manual alternative
  • advantages
    • more creative
    • more personal
    • more free form
  • disadvantages
    • sharing
    • collaboration
    • Integration with computer software tools
• Note
  • Difference between Tony’s Master Mind Map and MasterMind group
  • Both are valuable
    • MasterMind group later
  • Mindmappingis a registered trademark belonging to Tony Buzan

Originally published November 28, 2005

Since this weblog will deal with management and leadership it seems that a workable definition of management would be valuable.

• Management is accomplishing work through others. But work without tangible result benefits few, if anyone.
• Management is accomplishing tasks through others. But tasks which are disorganized or disjointed provide little value to the organization and its members.
• Management is accomplishing goals through others. This seems to be the more valuable objective of management, to achieve goals set by the company, the group, or ourselves. Goals imply the production of some tangible product or service or the attainment of some valuable state.

A key element in these definitions is that others are involved. Therein lies the challenge in management, accomplishing goals while relying on others to do so. Consequently it seems that this is the bigger component in a manager’s role. Classical definitions hold that the components of management are planning, organization, direction, and control. But these components rely on others.

The core components of management are the goals and the people who will achieve them.