I wrote this poem following the passing of my Mother Ellen McAlister, on 7 March 2018. I offer it as a gift to all those who have lost loved ones. Although they’re gone, their memories live on, in the hearts of those whose lives they touched.
Now & Then
Now and then I will recall
A moment lived, however small
That has a special place
Within my heart.
Now and then, a sound or smell
Or a passing sight that dwells
Just long enough
To bring back memories.
And when those memories race
And I feel their warm embrace
For just that moment
Then turns in to Now.
8 March 2018
An egocentric person
Thinks the world is thurstin’
For the “wisdom” that they know is theirs.
So they opine things all day long
And although they frequently are wrong
They never seem to be uncertain of their fare.
Don McAlister, 4 September 2017
If our lives were as simple as we often wish they would be
Black and white…yes and no…and complexity free.
Then the world would be easier to bear don’t you think?
Or would the boredom of simple, simply drive us to drink.
Don’t get me wrong, I like peaceful and calm
And some relief from the chaos and stress.
But there is beauty as well, when things go to hell
That’s when creativity flows at its best.
So be careful what you wish for when things are a mess,
Some solutions, though simpler, are not always the best.
Let the tempo and rhythms of the uncertainty ride
Bring the energy you need to see the box from outside.
27 December 2016
Posted in Best Practices, Better Thinking, coaching, Leadership, Life, mentoring, Personal Development, poetry, Risk Management, teaching, That's Life
If uncertainty is the state of not knowing what we need or want to know, then we must hate it…right? After all, uncertainty that matters is what we define as risk. Risk is what keeps us up at night. Worrying about it impacts our mental and physical health. It causes us to spend time and resources that we could otherwise devote to the certainties in our lives. We are wired to be afraid of uncertainty, to see it as a threat, and to protect ourselves from its likelihood and consequences by converting “unknowns” to “knowns.”
But wait…we must also love uncertainty, or at least we love the process of its resolution. We love not knowing for sure what’s inside that wrapped gift. Our brains release pleasure-causing endorphins when we hear the unexpected punch line of a joke. We are naturally curious about, and seek to explore and understand the world around us and the world within us. Without the “itching” of uncertainty we would not experience the pleasure that comes with the “scratching” that learning and knowing provides.
So I guess the bottom line is this. Love it or hate it, uncertainty is a commodity of life, which we need for both survival and fulfillment. What are your thoughts?
Forensic assessments of failed and troubled projects often reveal that the direct causes of the problems, and/or the contributing factors, are self-inflicted. The damage caused by these project management “friendly-fire” incidents can be significant and long lasting.
Consider these real-life self-inflicted Project damage examples:
• You improve a local process within the project with insufficient consideration of the affects the changes may have on the rest of the project system. The overall project is sub-optimized at the expense of making one element look better.
• You fail to measure your project performance in the same way your customer does. The customer metrics may not be fair or right, but if you’re not looking at things they way they are, then trouble is just down the road.
• You shield your team from unfavorable news or feedback to keep them from being distracted. Transparency may be uncomfortable and sometimes even risky, but it builds trust, and engages everyone in early avoidance/resolution of the emerging problem.
• You provide quick recognition of problem solving heroics. Unfortunately, often the work of the most heroic goes unnoticed. You should focus on celebrating team accomplishments and let them identify their own heroes.
• You implemented a rigorous project earned value management system by breaking-down your work packages down to the lowest level, requiring a bi-monthly earned value review cycle, and setting minimum cost and schedule variation thresholds for action. Unfortunately you now spend so much time crunching the raw data through the financial systems and pressing the team leaders for analyses, reports and variance explanations, that you lose your real-time feel for the pulse of the project and emerging changes in context. Earned value metrics are important, but tailor your process rigor to meet the real needs and means of the project.
• You stoically maintain your project cost and schedule baselines in their original configuration, even though significant changes in project customer requirements and performance have occurred that have created variances which are unrecoverable and for the most part, irrelevant to current project conditions. You’ve done this because both you and your management believe you should “own” all variances and you want to show at least some progress in reducing these “original sins” them during the project life cycle. The problem is, that these large “artifact of the past” variances that your team are dutifully measuring, and repeatedly explaining, may be obscuring subtle, near-term adverse trends that could have a significant impact on the current and future performance of the project. It may be time to “bite the bullet” and discuss with your customer and management the implementation of a project re-baseline. For more on this, see my blog, “Knowing When to Re-Baseline Your Project.”
These are all real examples of situations I’ve encountered while analyzing the cause network for troubled or failed projects. Projects are complex; people systems with lots of opportunities for human error. Good people, with good intentions will make errors that cause some damage. But, thoughtful review of shared examples like those listed above and others you may have experienced, can go a long way to reducing the likelihood and consequences of the risk of self-inflicted project damage on your next project.
Your thoughts on this topic are welcomed.
“Push me towards your goals and I will resist, looking backwards at you as the source of my irritation. But, shine a light on your goal, extend your hand to pull me forward, and I will reach out with enthusiasm to join you on the journey.”
19 January 2016
Are you a “Push Me” or “Pull Me” leader? I’m sure you’ve experienced both styles in your family and business lives, and I’m willing to bet that you have a preference for the “Pull Me” style. Why then do we continue to experience so much “Push Me” leadership in our businesses?
“Push Me” leadership is a throwback to our schooldays when parents, teachers and coaches used that style to motivate us, because we lacked the knowledge, experience and self-confidence required to respond to more sophisticated forms of leadership. I believe that those in businesses who continue to use the “Push Me” style are unknowingly adopting a kind of parental leadership role in their organizations. The parental leadership style may work for a limited segment of the work force, but for the rest it is uncomfortable and counter-productive.
As adults however, our education and experience has provided us a set of basic and specialized knowledge, personal and social skills, and a model for how we want our leaders to behave…”Pull Me” leadership. “Pull Me” style leaders paint a vision for a future state, set and communicate goals and milestones, establish boundaries, provide resources, set the tempo, eliminate barriers, and then empower the team and set them loose to execute using their best skills and judgment.
Take a hard look at your leadership style. Certainly an effective leader must adapt their style occasionally in response to a changing context. However, your predominant style should Pull rather the Push your teams.
I welcome your thoughts on this topic.
At a recent Rotary Club meeting, our speaker, Mike Sheppard, a retired college and professional football coach, remarked that, “the best coaches teach at three levels: basics, art and heart.” This simple, but elegant phrase captures the essence of what our best teachers, coaches and mentors do to reveal and build, the talent and character of those in their charge.
Whether in it’s in our school classrooms, on our sports fields, or in our workplaces, there is no more important role, nor a higher calling, than that of teacher, coach or mentor. They inspire us to reach our potential, they generously share their knowledge and experience to help build our skills, they teach us how to trust and be trustworthy, and they show us how to be better leaders and followers.
For all those who teach, coach and mentor… who help us understand, perform, and learn how to treat others…THANK YOU! This limerick is my gift to you.
Basics, Art & Heart
You coach the basics at the start
Then the subtleties and art
But the job’s not done
Until you teach someone
How to do it all with heart.
16 September 2015
Posted in Better Thinking, coaching, Heroes, Knowledge Sharing, Leadership, Life, mentoring, Personal Development, poetry, Rotary Club, teaching
Tagged coaching, leadership, learning, limerick, mentoring, poetry, teaching, trust, workforce