Creative Reaction

A drawback of technology is constant connectivity and constant workplace interruptions - to the point that many of us have lost our weekends. I came across Take 48! today in which entrepreneur John Battelle details this very struggle; “The weekend is when I catch up on work I can’t get done during the week, in particular work that requires long form thinking”. The result? “In an odd and most likely not very healthy way, the weekends have become two more workdays.”

Battelle, along with two other senior leaders at his company, have made a step in the right direction; they have agreed to not send e-mail (which they rely upon heavily) from 6 P.M. Friday until 6 P.M. Sunday.

The result? “by golly, it really worked… it felt as if (the company), as an institution, was taking time to breathe, to contemplate, to relax and feed itself.”

Reading between the lines, this company really needs to take further steps, though they should be given credit for recognizing a problem and taking action to solve it.

Let’s all aim to limit the workweek to its M-F boundaries, enabling ourselves and our staffs time to think and work within those boundaries. Having evenings and weekends to spend time with our friends and loved ones, and to take care of our responsibilities is what’s best for all and what’s best for our businesses.

This short post over at HR World, Dress to Impress, sites a CareerBuilder.com survey where 41% of employers admit to having a tendency to promote those who dress more professionally.

Is that fair? I’m sure that there are readers whose immediate response to this is that “people shouldn’t judge…” or that this is superficial; and yet I would have to disagree.

Selling the Invisible author Harry Beckwith explains that in any business that is a service, and thus has no tangible product, the intangibles, such as how we dress become far more important.

There’s a somewhat well-known story involving management guru Tom Peters, an airline executive, and coffee stains, in which the airline executive explained that when passengers see coffee stains, they have a tendency to wonder if other aspects of the airline, such as its maintenance, are also sloppy. The airline made a better effort to clean the planes and profits rose.

So perception matters; it’s simply a reality of life. How we dress is something we have complete control over. And “dressing up” can another effect; it can actually improve our attitudes - if we let it.

While maintaining the site, I realized feedburner.com, which I use for site stats, updated its format for feed addresses. I’m getting errors and appears they are not working properly. I apologize for the inconvenience.

They’re now working again. Thanks for your patience!

A recent NYT Shifting Careers blog post (Subscription required) is guest-written by Maggie Jackson, the author of a new book ominously titled, Distracted: The Erosion of Attention and the Coming Dark Age.

The reason for the implied and impending doom can be found in the publisher’s description of the book; “our near-religious allegiance to a constant state of motion and addiction to multitasking are eroding our capacity for deep, sustained, perceptive attention—the building block of intimacy, wisdom and cultural progress and stunting society’s ability to comprehend what’s relevant and permanent” and clearly, we are surround by examples of this. (CR readers have read about this issue here and here and here.)

Moving away from the gloom and doom, how do we combat distraction in our own lives and encourage our staffs to do likewise?

The issue is largely a cultural one. Jackson says, “What’s needed is a renaissance of attention — a revaluing and cultivating of the art of attention, to help us achieve depth of thought and relations in this complex, high-tech time”. According to the research she’s read, attention is “a trio of skills: focus, awareness and so-called executive attention”, which she explains this way: “You can be aware that you’re in a beautiful garden and then you can focus on an individual flower… executive attention is the ability to plan and make decisions.” For this last state to occur, we must consciously disconnect from the distractions; phone & cell phone ringers off, IM off, E-Mail Off, and if necessary, some sort of “do not disturb” sign.

Jackson continues, “to combat overload, we also need to look to our environments. That’s why a few pioneering companies are creating places or times for uninterrupted, focused creative thought. IBM employees practice “Think Fridays” worldwide, avoiding or cutting back on e-mail, meetings and interruptions. Other firms are setting aside unwired, quiet rooms.”

She ends with a quote that is bound to become another favorite of mine, “‘Wisdom is the art of knowing what to overlook,’ wrote William James, the father of American psychology research. Long ago, he identified the foremost challenge of our time: how to allocate our attention. And now, we’re beginning to discover what he foretold: that living distracted just isn’t smart.”

There’s plenty to contemplate here. Do we have work environments that enable focus and creativity? If not, what can we do differently?

This longer than usual 3-page article in BusinessWeek is aimed at management geeks, and applies to creative businesses only in a general way, yet it covers some very important issues.

Matching the Right People to the Right Jobs is just as critical to a company’s success as a great product or service. Sometimes employees are promoted into management even though they lack management skills. Sometimes businesses grow and it’s hard for managers to delegate their growing responsibilities. Sometimes the industries change. The article covers all of these cases, plus a few more, also discussing when it’s best to bring in outside consultants.

Ars Technica lead me to this The New Atlantis article entitled The Myth of Multitasking. As an amateur “mutitasking” myth-buster (mentioning the myth here and alluding to it here) of course I took notice. I had no idea what a gold mine it would turn out to be! The article is quite simply the most comprehensive I’ve read on the subject. (And Creative Reaction readers may notice several of the article’s references have been mentioned on our pages.)

The article starts with what I think will become one of my all-time favorite quotes, “There is time enough for everything in the course of the day, if you do but one thing at once, but there is not time enough in the year, if you will do two things at a time.”

The article continues with a short history of multitasking, from its appearance on resumes as a “skill” and its subsequent exposure as a fraudulent ideal, quoting numerous studies, and pointing out that our very culture may be at stake. This is an article worthy of printing/reading/tagging/digging/forwarding to colleagues!

Ed Kless of Verasage Institute has a quick post contrasting empathy and sympathy, the former being a trait that would limit a person’s leadership ability, and the latter being a perfect complement to a person’s leadership ability.

He explains, “Empathy implies that the leader would share in the anxiety of the follower. This would hamper the ability of the leader to lead and therefore not be in alignment with great leadership.” He continues, “Leaders need to be self-differentiated. They need to exhibit a strong sense of self. They need to be autonomous, independent, individualistic, and, yes, sympathetic”.

Managers, take note!

This BusinessWeek post, Three Steps to Calming Angry Customers, can be applied to any number of business and day-to-day situations, assuming, of course, you are actually trying to help the angry individual.

Tom Murphy, director of the Human Resiliency Institute (nice) at Fordham University, has created a three-step process for dealing with angry travelers as he trained JFK International Airport’s 500 employees. Simply stated, the steps involve being calm, giving detailed, truly useful answers, and brainstorming together with the hopefully now calmer individual to solve his problem. A quick, worthwhile read. Just make sure you leave hostage negotiations to the pros.

Another great post today by Seth Godin. In Is it worthy?, Seth asks us, given all the opportunities we have, are we putting our best efforts into everything we are doing? It’s always a good thing to take a step back and gain some perspective.

He takes a bit of a detour in the last paragraph, though I like where it goes. “The object isn’t to be perfect. The goal isn’t to hold back until you’ve created something beyond reproach. I believe the opposite is true. Our birthright is to fail and to fail often, but to fail in search of something bigger than we can imagine. To do anything else is to waste it all.”

Good reading.

“Some of the biggest technology firms, including Microsoft, Intel, Google and I.B.M., are banding together to fight information overload. Last week they formed a nonprofit group to study the problem, publicize it and devise ways to help workers — theirs and others — cope with the digital deluge.”

Kudos to Techdirt for seeing an analogy here between The Simpsons and the above quote from an NYT article (Subscription required, don’t bother; as the article is not very coherent, let me save you some time by regurgitating it.)

We all know the dangers that cell phones, IM, and e-Mail pose to our productivity - primarily that of the constant interruptions. Of course, we already know better than the “typical information worker who sits at a computer all day (and) turns to his e-mail program more than 50 times and uses instant messaging 77 times” (if not, see here and here and here and here) though seeing an actual dollar amount, $650b (billion) in lost productivity, in the United States alone, drives the point home.

So what new technology are we getting? I hope it’s better than this “E-Mail Addict feature” in Gmail, “an experimental feature for the company’s e-mail service that lets people cut themselves off from their in-boxes for 15 minutes”. “Clicking the ‘Take a break’ link turns the screen gray, and a message reads: ‘Take a walk, get some real work done, or have a snack. We’ll be back in 15 minutes!’”. “Those who find they are truly addicted can cheat by hitting the escape key”. Ugh.

Michael Davidson, the engineer who created the feature, admits this is for people who say, “I don’t have self-control”. Is quitting your e-Mail and IM, and shutting your cell phone ringer off for an hour or so at a time really that difficult?!

This leads me to think (perhaps being overly cynical?) that the aforementioned nonprofit study group may not lead to much. All things being equal, the simplest solution is best. This is a problem most easily solved by equipping and training our employees with basic productivity skills and making sure we as managers are leading by example.

Parents can go around their homes, inserting plastic safety caps into every power outlet in sight, or they can simply train their toddlers not to stick their fingers in the outlets. I’d rather train. Besides, it’s simply a matter of a few hours or days when the toddlers figure out how to remove the caps!

A book I’ve been meaning to mention has been burning up the blogosphere. I haven’t seen a post about it befitting Creative Reaction until a revolutionary business think tank reviewed the book, putting the book’s premise into perspective.

The book is Why Work Sucks and How to Fix It.

The review is written by Verasage Institute founder Ron Baker.

The way to fix work is to establish a “Results-Only Work Environment” or “ROWE” (both coined by the Why Work Sucks authors), which is an environment where employees have complete autonomy to work wherever and whenever they want, as long as their work gets done.

Ron Baker frames this perfectly; “Firms are struggling with work/life balance, flextime, time management, etc.  But all these are a joke… Work/life balance is not up to firms to define, but rather their team members… they need control over their time.  They need to be trusted to do their work.  They need to be judged on results, not putting in time… After all, if a team member isn’t performing, working longer hours is not going to make a difference.”

Baker asks, “Isn’t this how we all worked in college?  We were responsible for our own schedules, getting our work done, studying for exams, etc.  What makes firms think they need to treat knowledge workers like children after they graduate?” What an apt analogy!

Baker’s own mission, banishing the Marxian “time equals money” fallacy, dovetails perfectly with the premise of ROWE. Again quoting Baker, “Work is what you do, not where you go, or where you are.” Spending hours and hours at work is not the same thing as producing results. (Creative Reaction has touched upon this here and here and here.)

So, read the full review, consider buying the book, reward those who are engaged in their work and show results, let the slackers go, and enable your business to be more creative and more focused on its customers.

This Signal vs. Noise post, Finding the natural size for your company, reminds me of one of my favorite business books, Small Giants, (subtitled, Companies That Choose to Be Great Instead of Big).

David of 37Signals speaks of the “perception that companies must always be growing or they’re dying”. He continues, ”I think that’s a harmful dichotomy that leads to the death of perfectly viable companies in their quest for constant growth”. I’m sure the author of Small Giants would heartily agree.

While the main theme of Small Giants is outstanding customer service, what I find refreshing is its relentless focus on relationships. Quoting (possibly paraphrasing) a passage on some of the characteristics of a Small Giant, “the businesses exhibit exceptionally intimate relationships with customers and suppliers, based on personal contact, one-on-one interaction and mutual commitment to delivering on promises. The founders/leaders take the lead in this regard. They are highly accessible and absolutely committed to retaining the human dimension of the relationships.”

Small Giants is nothing short of inspirational, as it reminds business owners, myself included, of the positive impact we can make on both the individuals with which we come into contact and the communities we serve. In fact, I’ve purchased at least three or four copies to give to clients and business associates.

Perhaps 37Signals will find it’s way into a future edition of Small Giants.

Australian online business magazine Smart Company has a great article on company-wide innovation, based on the research of RMIT University in Melbourne. The researchers studied 92 fast growing companies, finding 10 common characteristics which promote innovative business cultures.

The first finding: innovation starts with the leadership qualities of the CEOs or founders. “They were passionate about their work, had a positive and optimistic outlook, do not allow setbacks to hinder their drive and vision, are forward thinkers, determined, thrive on difference and change; surround themselves with like-minded individuals, concentrate on team culture, learn from their mistakes, and aim to resolve problems quickly.”

Not surprisingly, many of the other characteristics had to do with the work environments, made possible by savvy management; an emphasis on training and learning, collaboration, and open communication.

A few other things we’ve recently mentioned include investing in technology and recruiting (and rewarding) innovative people; it’s good to see some common themes here within Creative Reaction’s pages.

One characteristic I found interesting was making sure that vendors, suppliers, and even bankers understand the company’s vision, which makes sense as they all play supporting roles.

The article covers a lot of ground in four pages. Worth reading.

An unusually long and slightly more serious than usual Seth Godin post, mostly on what does not constitute a good use of e-mail communication. Worth reading, even if it does sting a bit when you notice a bad habit or two. E-mail checklist.