Saturday, January 31, 2009

Use Every Idea

I saw a great show on the science channel titled "A World of Trash," part of the "Ecopolis Series". The program was a "contest" between four competing technologies for handling our waste stream. The judge was a Nobel prize-winning scientist.

The first technology, currently being used in Singapore, involved incineration of trash with a byproduct of hazardous ash. The ash is taken offshore and placed inside a four mile impervious barrier to create an island. Top-coated with clean soil, the island can support trees and vegetation. The impervious barrier combined with an on-going monitoring system prevents leakage.

The second technology, currently in limited use, involves using gas plasma to totally eliminate the trash while producing a residual gas. While expensive, it allows for the recovery of certain elements such as precious metals.

Third was a technology being tested in Australia using a process invented centuries ago in South America. Organic trash such as wood chips and food waste are incinerated to form biochar (similar to charcoal). The char is mixed into non-productive soil and the process eventually results in a dark soil that is very productive for farming.

The final technology was a process for extracting heat from raw sewerage and using that heat to generate electricity. Great idea, currently used somewhere in Scandinavia, but limited to only one area of the waste stream.

The contest was limited to one winner. The judge's assignment: "if we could only choose one of these technologies to deal with our rapidly increasing waste disposal problems, which would be best?"

The winner - Biochar for several reasons recited by the judge. However, as any good scientist should do, the judge also listed the advantages and disadvantages of each technology.

The show accomplished its mission. But it left something unsaid that every problem solver must consider: Each of the technologies had a use for certain applications. Indeed, for some applications, biochar was not the best answer. But the contest needed a winner as we often do when considering alternatives in our problem solving efforts. We evaluate our alternatives using the best data and logic available, and then choose the best alternative. The creators of the best alternative are congratulated and we get on to implementing the solution. In effect, our contest ends. We turn to other problems and issues. And often times leave behind some very good ideas in our less-than-best solutions for this particular problem.

If the Science Channel judge had the option, it seems to me that the best answer was to use all four technologies. Use heat from sewerage for electricity in areas where that is cost effective. Use plasma technology to extract precious resources such as platinum from that segment of the waste steam. Use biochar incineration for the organic waste stream. See if there are other technologies to handle other remaining segments of the trash stream. Then anything that remains can be conventionally incinerated into an ash that takes up far less space in landfills (or seafills if we want to add to the shoreline or build an island).

The Science Channel program chose the best alternative as we should do for our business problems. But as problem solvers we would be best advised to take an additional step. Once we've chosen our winner, we need to examine each of the other alternatives and ask ourselves, "Is there any way we can make use of this idea now or in the future?"

Tough to do when the problem is solved and we have to get back to work. And I think its safe to say that it won't get done unless we include that step in our action plan, budget the time to do it, and most importantly, commit to doing it so no good idea gets left behind.

By the way, the show was so good it prompted me to write this, my first attempt at a post, back in December. It's been in my draft folder ever since with the intention of telling you about the show so you could see it too. Unfortunately the series ended in early January and I couldn't find any re-runs scheduled when I checked a few days ago. But The Science Channel still has information and some short videos available on their website.

Copyright © 2009 Daniel W. Pelley
All rights reserved.

Friday, January 30, 2009

In-Between Time

Yesterday I wrote about the idea of keeping busy making continuous improvements when business is slow. In a sense, that lean thinking idea is a macro version of a time management concept called "utilizing your in-between time."

What's in-between time? It's those little parcels of time we all encounter as we go through our day. It's those minutes you have when you arrive for a meeting a few minutes early. It's those few minutes waiting by the phone for someone who promises to call you right back. It's the time a sales person spends in a customer's waiting room. The time spent waiting for materials, supplies or work instructions.

These little parcels of time are great opportunities to use your time more effectively. For example, many people who arrive early for a seminar get a cup of coffee and socialize with their neighbors. But some people who arrive early get a cup of coffee and check emails on their iPods or voicemail on their cell phones.

Another example: people who've learned to process paperwork while their phone conversation is on hold. Still another: production workers who use minor waiting time to restock supplies, or clean, perform minor maintenance tasks, or catch up on paperwork.

Often times I find myself with a 1-1/2 hour interval between a morning seminar and an afternoon one. Unless travel time or an extended lunch with the customer is involved, I end up with a pretty good chunk of time on my hands. Allowing for lunch and time to set up the afternoon seminar and greet incoming participants, I end up with about 40 minutes of in-between time. I often use that time to grade homework papers, thus saving me from doing them on the weekend.

The trick to utilizing in-between time is to be prepared with things to do during that time. If you can utilize just 10 minutes of in-between time daily, you're going to gain an extra 40 hours of productivity a year.

Copyright © 2009 Daniel W. Pelley
All rights reserved.

Thursday, January 29, 2009

When Business is Slow

Like so many other companies, my seminar business is seasonal. Starting the week before Christmas things have been very slow around here. But I have been quite busy doing those things I never seem to have time for during the busy season which, for me, starts next week.

During the slow time I've been working on a new advertising piece for my certificate in supervisory management program series, a new program titled "Leadership in a Changing Environment," sorting through clutter and junk, working on upgrading the topics of "Trusting Employees" and "Delegation," and of course devoting a lot of time learning about blogging and creating this, my first blog.

Those readers who practice the lean approach recognize the value in what I've been doing. One principle of lean thinking is to use any down time or idle time to make improvements to your operation. In these difficult economic times many non-lean companies are quick to layoff people in order to save money. When you layoff a person, you temporarily lose their knowledge and skills. You also run a risk, and in the case of good employees a strong risk, that the laid-off person may find other employment and not return when recalled. In that case, you lose your entire investment in the person.

Lean thinking suggests that before you layoff people you try to find ways to keep them employed in making those continuous improvements you never had time to do when you were busy. But I know long before lean thinking became a popular tool, smart managers would try to keep good employees working even when times were slow. As a young person working in a factory, I remember a time when three of us (all trained as machine operators) spent nearly a whole summer cleaning, painting, sorting and organizing as we waited for business to pick up. And due to those efforts, when business did pick up, that clean and well organized environment added to our productivity.

Copyright © 2009 Daniel W. Pelley
All rights reserved.

Wednesday, January 28, 2009

Why Bother?

She was new to our program for supervisors. Only in her second week of class. The time when her first homework assignment was due. She had done it. Worked hard on it. Was ready to turn it in.

Part of the assignment was to set a S.M.A.R.T. goal for her department. When the assignment was given in the first week of class it was highly recommended that people discuss their goal with their boss. To make sure the boss agreed with goal. She did. And this was her boss's response: "What are worrying about that crap for? You don't have to set goals in your position. Don't waste my time with this."

Now, before class began, with almost a tear in her eye, she asked me: "Why did my company send me to this, Dan, if they don't even care about what I learn?"

And that my friends is an example of stupid things companies do when it comes to education and training. I know she benefitted from the program. When she changed employers. But the company who sent her to the program received no real return on their investment of money, her time, and the time of those covering her department while she attended classes.

The moral (Do I need to give you a moral?): If you are not going to be interested in what your employees are learning, if you are not going to show that interest, if you are not going to be a coach and answer their real-world questions of applying what they are learning to their job, then you are wasting their time and your money.

Copyright © 2009 Daniel W. Pelley
All rights reserved.

Tuesday, January 27, 2009

Dumb Things Companies Do

I've been working in education for over 25 years (first part time, later full time). I've had the pleasure of seeing how education can make a significant contribution to organizational efforts. Unfortunately, I've also seen some of the dumb things that organizations do with the end result that their educational efforts are reduced, become less than effective, and at the extreme even become a waste of time and money.

I want to include some of these things in the blog as examples of what not to do. It's my hope that presenting these examples will give people an opportunity to reflect on how their organization approaches training and education.

The danger, of course, is that I may become too negative or get too carried away. So I ask you to give me a good swift verbal kick in the pants if I do by commenting on these posts.

The first example will be posted tomorrow. It represents a significant and substantial failure. But as I write this I also realize that many of the dumb things companies do to reduce educational effectiveness are not done intentionally and often are not substantial. But they are significant from the point of view that they diminish the educational experience. I also realized that it was hard to create a succinct label for these posts. I wanted to create a category called "dumb things companies do to really screw up their training efforts" or "DUTHCODO TRESUTTE." Now is that ridiculous or what? I also realized that I was starting to rant. So I slapped my fingers and created the category: education.

Copyright © 2009 Daniel W. Pelley
All rights reserved.

Monday, January 26, 2009

Issues: Organization Politics

Issues included in this blog come from managers seeking Dan's advice. It's our policy to limit editing of issues, except to clarify or eliminate redundancy. Dan's response will always follow the issue, and we encourage your comments as well.

The issue: "I don't like organizational politics. I've always believed that the most appropriate candidate should get the position, and the best idea should always be implemented. Yet company politics often favor the 'chosen ones' and their ideas. This shows favoritism, supports hidden agendas, and undermines company integrity. I strongly disagree with this and find ways to meet with those above my position to ask them to assist me in understanding their reasons for whatever the political decision was. I feel that by taking the time out of my day to 'vent' or ask for clarification allows me to better deal with the issues. But I'm beginning to sense that perhaps I should exercise a bit more restraint with my comments about things I cannot change."

Dan's Response: Many people do not like politics, but politics are a reality in virtually every organization. Failing to understand these realities and the powerful processes that underlie them would be a tragic mistake. Choosing to discuss situations when you don't understand or disagree can be a good thing as long as you confine it to your boss and senior managers. But choose your battles wisely. Senior managers usually do not appreciate having to defend every decision with an inquisitive subordinate.

You also need to be very sure that your unhappiness with politics does not show through to (or worse, rub off on) your subordinates or your peer group. Overt outward dissension with the decisions of your boss or other higher level managers can be harmful to your career.

If you have a trusted peer who understands and appreciates the reality of organizational politics, and that peer will maintain your confidence and agree to mentor you, you might use that peer to help you in dealing with these types of issues.

Copyright © 2009 Daniel W. Pelley
All rights reserved.

Sunday, January 25, 2009

Thought for the Day

Most of the decisions we face as a manager are not worth more than a minute or two of our time.

ANON

Copyright © 2009 Daniel W. Pelley
All rights reserved.

Saturday, January 24, 2009

Flying Blind

I talked about my zip line adventure in yesterday's blog. An extremely low probability substantial risk compared to a high probability of a great adventure (reward) found me on the zip line.

There were a total of eight lines, and you progressed from tower to tower, changing lines at each tower as you descended the mountain. The first line was one of the longest, and the one that required little effort on our part. We didn't need to use a brake hand or follow guide signals. Just hand on and go. We told that we might spin (as we were not using our braking hand). We were also told that they would control our speed and stop us. They neglected to tell us how they would stop us.

Off I went. Good ride down, but I did spin 180 about half way and continued backwards from that point. Good ride, but I couldn't see the where I was going. But I enjoyed the ride and was real complacent until ......WHAM and I saw a cable flying off in front of me.

Click here to see a picture and learn what happened.

Copyright © 2009 Daniel W. Pelley
All rights reserved.

Friday, January 23, 2009

Assessing Risk Probability

Yesterday I blogged about the concept of downside risk as a decision-making tool. Downside risk focuses on a worst case scenario as part of making a go/no-go decision. But it shouldn't be used exclusively or in isolation. Whenever we face a future event, we also have to consider the idea of probability. How likely is it that you'll trash a $50,000 piece of equipment? 1 in 10 million? or 1 in 10? Certainly makes a difference in your thinking. And in how much time needs to be spent on your decision.

For many issues you can probably get by with a good guess on probability based on your experience. For other issues there may be a historical fact base to reference. In extreme cases such as where substantial rewards are threatened by significant risks, you may want to get into more sophisticated mathematical modeling techniques. In any case, remember that future risk (and rewards) are also linked to probability.

For example: I recently returned from a cruise vacation that included a stop in Costa Rica. I've heard that the tree top zip line was a great adventure and was thinking of trying it. Other family members did it and raved about it. You ride as high as 200 feet above ground harnessed to a gravity driven free wheeling small trolley following a wire cable without any controls other than a leather glove that serves as a brake that might reduce your speed a little.

The risk: The cable, trolley or harness fail and you fall. In that case, given the height of much of the ride, you have a real possibility of severe injury or death. The reward: Great ride described as an adrenaline rush, great scenery and bragging rights to your friends, plus a chance for me to help overcome my fear of heights. The probability of equipment failure, serious injury or any injury for that matter -- remote.

Yes, I did it. Click here to see pictures.

But I did get a pretty good shock. I'll tell you about it tomorrow.

Copyright © 2009 Daniel W. Pelley
All rights reserved.

Thursday, January 22, 2009

Downside Risk

I often hear from managers having difficulty making decisions. There may be many causes for this, but the end result is a strong sense of insecurity. "Will I make the right choice?" Will I do the right thing?" "What if I'm wrong?" The result: excessive worry. stress. procrastination.

When you find yourself in this situation, use the concept of downside risk to help make your "go/no-go" decision. Ask yourself this question: "If I make a 'go' decision and its totally wrong, how bad (damaging) will it be?; i.e., What's the worst case scenario if I'm wrong?" The answer to that question will help you decide how much time and effort needs to be put into your decision.

For example: You may be agonizing over trying a new procedure. Will it work or won't it? Should you or shouldn't you? Assessing your downside you conclude that you might waste an hour of time, $25 of materials, and suffer an "I told you so" from the skeptics. In that case you'll most likely get on with it and see what happens. (Of course if your boss is the ultimate nitpicking critic who watches every minute and every nickle, then you already probably already made a no-go decision.)

On the other hand, if your downside is a waste of an hour, $25 of materials, the possibility of trashing a $50,000 piece of equipment and a good chance of getting fired, you'd best put a lot of thought into your decision including getting a good handle on the support from your boss and senior managers for this experiment.

Downside risk quantifies the possibility of failure so you can validly compare it to the rewards of success and creates a rationale for how much time and effort needs to be put into your decision.

Copyright © 2009 Daniel W. Pelley
All rights reserved.

Wednesday, January 21, 2009

Ready-Fire-Aim

Here I go. First day of blogging. Welcome to all who visit. While this blog focuses on first-line (supervisory) management topics, we hope that managers at all levels (and those who aspire to be managers) will find this blog to be useful as well.

So why ready-fire-aim as a first topic?

There are four ways to approach something new. One is to just hold your nose and jump in without any forethought or planning. In that case, you depend solely on luck. You may land in a bed of clover. Or you may land in a pile of stuff. Unless you're related to a leprechaun, probably not a good way to go.

Second way is to carefully research your change, structure your approach, dot your "i" and cross your "t," talk to everyone you can, sort through advice and counsel, set clear goals, develop a specific action plan, and then get on with it. Good way to go. If done right it can eliminate a lot of potential trouble. You'll be more likely to land in the bed of clover. But the process can also be time consuming. Unfortunately it also provides an excuse for procrastination. After all, it's easier to research and talk about "doing something" than actually doing it.

Third way is best described by the analogy of target shooting. No matter how much time you spend lining up a rifle shot, you'll simply never know the accuracy of your projected path until you fire a round and see where it lands. The third approach suggests you get an approximate location of your target, then go ahead fire. You're not firing blindly because you know roughly where the target is, and the result of your shot will give you feedback on your chosen path.

Fourth way is to balance approaches two and three. Research, get advice, set goals and create action plans until you're fairly certain that you know how to reach your target (ready). When you're comfortable enough to risk it, get going on it (fire). Then check results against the target, adjust the process (aim), and fire again. Continue until you hit the bulls eye (or your bed of clover).

The key to the fourth way is to be comfortable with your risk level before firing by thoroughly understanding the ratio between how well you've prepared (reward) and the potential of what you've overlooked (risk). A key part of that assessment should be a management concept called "downside risk." What's that? Visit us tomorrow. Its my next post.

So here I am on my first day and I just fired off my first post. Not totally unplanned or unprepared (I did get ready). But once I committed to having the blog, I have moved fairly quickly (and fired). What I don't know is how well I aimed. Whether or not I'm on target. If you'll respond by filling out the survey (at the top of the right hand column) and/or sending a comment, that will surely help.

Copyright © 2009 Daniel W. Pelley
All rights reserved.
Clicky Web Analytics