Archive for the ‘Interesting Thought’ Category

Insight on how I handle new opportunities

Thursday, April 27th, 2006

When it comes to new ideas I have a tendency towards favoring *Hot* ones. This is my natural reaction. I have to have a lot of information before I go ahead with an idea. It’s not because I think the idea is risky – I’m not risk adverse in the least. I just need some time to "think" about the idea.

 

The thinking process helps me take the idea from a *Hot* one to a *Cool* one. If I can successful do this then it’s off to the races - I am actively engaged and on-board.(for anyone that has to work with in the office or at home remember this)  Once I’m on board it takes a lot to derail me and I will apply the list of ways i know, or courses of actions that will lead me to the desired effect.

 

Whenever I hear a new idea my first reaction is to poke holes in the idea out loud and in front of everyone. This can come across to others as being reactionary, mean, pessimistic, and negative or any other word that describes something not nice. With conscious practice and hard work I’ve been able to calm this down over the last 2-3 years. It has helped me greatly in my professional career as well as my personal life.

 

 Because I become so focused after getting on board with an idea - I can start to exhibit into the type of behavior that I talked about in an early post. It’s like I have blinders on and I’m saying I see everything in front of me. Or put another way – I only see the problem in cool-def and i forget about all the other problems. This is something I need to work on in the coming months.

 

Writing this reminded me of a discussion I had with a friend about Top down vs. Bottom up thinking. Approach a problem by switching between focused and general points of view. I see a connection in there somewhere :)

Hot and Cold Explained

Tuesday, April 25th, 2006
After discussions with a friend of mine, re-reading the appropriate section of McLuhan for Managers and consulting Wikipedia I’ve decided to post a clarification to what I have been talking about in terms of hot and cold opportunities. I was struggling with a way to explain the Hot and Cold idea off the top of my head with my own words. I don’t think my original attempt hit the mark.
 
After discusing the situation I decided that my attempt was not inclusive enough and came across as being insulting to one side of the spectrum. I thought I would put the definition from one source here that describes what I was trying to say.
 
"A hot medium is one that extends one single sense in high definition. High definition means the state of being well-filled with data. A cool medium is one with low definition. Because of the lack of information, much has to be filled in by users. Therefore, a cool medium generally requires higher level of participation of users than a hot medium. When looking at the two different kinds of media, it can be interpreted that the hotter the medium, the less someone needs to interpret what is being presented to them, whereas the colder the medium, the more someone has to uncover and engage in the media. For example, this could be compared
with hot a high definition photograph where the viewer can glean a lot of information contrasted with a blue print where the viewer has to ‘fill in the blanks’."
This definition is also consitent with what is McLuhan for Managers by Mark Federman.
To sum it up Hot opportunities are high definition. All (most) the details are filled in. Cold opportunites are low defintion. The details need to be filled in.

What makes *Cool* and *Hot* opportunities appear?

Monday, April 24th, 2006

 

For me switching between *Hot* and *Cool* points of view and asking the right probing questions of those around me

 

It helps if you are aware of your ideas as you ask questions it will serve as a temperature gauge for your discussions. You need to engage your senses. Come out of the trees – look at the forest  what do you see that’s different? Walk around it and look for things that you didn’t notice before. Ask others what they see. Do you agree with them? Have they convinced you that what they see is really what’s there? Now go back into the forest and get shit done using your new found information.

How opportunities appear

Saturday, April 22nd, 2006

It’s funny how opportunities arise. Sometimes it’s obvious. These would be *Hot* opportunities. Other times the opportunities are not so obvious and requires a active thought – *Cool* opportunities.

 

In a start-up company there are many opportunities – both *Cool* and *Hot*. In fact there are enough opportunities that every employee could recognize and carry out something that is meaningful and engaging to them at the same time providing a great value to the company they work for.

 

My company, PlateSpin, has a culture of being *Cool* – management done by actively engaging in people in the tasks at hand. This culture comes straight from the top. It’s always been this way since the very beginning. We have now experienced a growth spurt and we’ve doubled in size in the last 8-12 months.  I can see a trend towards *Hot* management and employees. I hope the management doesn’t go this way completely. I can’t imagine that it would a major portion of the company works in a *Cool* climate.

 

Some people are completely focused on what is before them. They think that this makes the completely aware. In actual fact they are paralyzed by this. They get tunnel vision and cannot "see the forest from the trees". They wonder where the opportunities are.

 

One of the things I do with my team is keep them informed and engaged about all aspects of the business we are in. This has worked pretty well for us so far. We are a pretty young team in terms of collective years of experience but we are also a high performing, results driven team. I think I provide ample opportunity for people on my team to make a difference. I think everyone on my team enjoys a *Cool* culture.

 

Some people/teams/companies/cultures/situations are naturally *Cool* some are naturally *Hot.

 

What type of person do you want to be? Are you were you want to be?

 

 

*Cool* – Requiring a high degree of mental involvement through active involvement.

 

*Hot* – Requiring very little overall sensory involvement to achieve the outcome.

 

 

Credit to Mark Federman as some of this material is paraphraed and built from his book McLuhan for Managers.

What I think initiative is

Sunday, April 17th, 2005

When conducting interviews I often ask people what they think initiative is. I get varying answers from "doing the crap work that nobody else wants to do" to "thinking outside the box"

 

As a follow up I ask people to tell me a time when they have demonstrated initiative. Most of their answers are as vague as their descriptions of initiative.

  

I think most people (myself included most of the time) have not put a lot of thought about what initiative is and are therefore unprepared to answer the question. They haven’t formulated their own definition of what initiative is. They try to fit their past experiences into the dictionary definition instead of thinking about what initiative means in their own opinion.

 

On my way home tonight I got thinking about initiative and what is MY definition of initiative? What do I think "thinking outside the box" means? How does one display initiative. Are there any other things that are related to initiative and how do they tie into being a leader somehow?

 

I came up with the following:

 

The dictionary definition of initiative (see the bottom of the post) will tell you that initiative is the ability to begin something, an opening move. This definition falls short in my opinion – I think initiative is much more complex than this. If you look at initiative the dictionary way then almost anyone could proclaim they take initiative everyday all the time, which I don’t think captures the essence of what initiative is.

 

I don’t think initiative is something you can define on its own without thinking about other factors into account such as creativity, skill set, and general problem solving skills. When you get your creative juices flowing and you have the ability to acquire the knowledge initiative will start to naturally follow

 

When it comes to solving a given problem – if you study a problem and think about it over time you will eventually come to some type of conclusion about the problem. This is where having a broad skill set can increase your ability to take initiative and exhibit creativity. If you don’t have the skills to solve a problem you can’t begin to take initiative.

 

True initiative comes when you execute your ideas, illuminations and thoughts about the problem as you go while not being afraid to research and develop a possible solution that may turn out to be wrong. An important skill is to draw on past experiences to know whether or not you are going down the wrong path or not and being able to see when a path you are following isn’t going to lead you to

 

I think the key thing to remember is to follow through and see the idea or problem through to completion. This is where initiative ties into successful leadership. If you consistently fail at following through on your initiatives it will become hard to motivate a team of people to help you see your initiative through to completion. Nobody wants to work towards a goal that they know will more than likely result in failure.

 

This is not to say that failed initiative is bad – I’m just saying make sure it doesn’t become habit. There are lots of important nuggets of information to be learned from taking initiative and failing as long as you take the time to think about what cause the failure. If failed initiative starts to become habit then take a minute to re-evaluate your reasons for taking the initiative in the first place.

 

My conclusion is this. It isn’t always something you plan to do or force to happen – sometimes it just happens on its own without you realizing it. It is something that comes about as a result of putting other skills into action.

 

If you are trying to improve on taking initiative, one goal to work towards, as I see it, is to decrease the time it takes to take something from idea to successful execution. This will make you a valuable contributor no matter what level or role you play in your organization.

 

 

Problems that lead to failed initiative

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- If your skill set isn’t broad enough or you are unsure how to apply your skills when taking initiative you will accomplish little more than exerting effort over a problem that you can not come to a conclusion on. Also if you don’t have practice solving different types of problems, no matter what they are, then you will have no idea where to begin when it comes to taking initiative. I think this is where people get the idea that taking initiative is doing the crap work because when you are first starting out you have to practice the above two things before moving onto the next step in the process.

 

- Going down the wrong path for too long without knowing better can lead to failed initiative and then not learning from these experiences or not taking the time to reflect on failures.

 

 

Dictionary Definition of initiative

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- A beginning or introductory step; an opening move: took the initiative in trying to solve the problem.