Education versus Experience

Every now and then I get drawn into the age-old argument about education versus experience.  On one side of the argument are people who seem to have an irrational resentment towards others’ educational credentials.  They ask, “how is it that smart people can do such stupid things?”

The answer, quite simply is that education and intelligence are not necessarily correlated.

On the other side of the argument are those that wave their communications degree from the local community college around like it was a ticket to success.  They ask, “I studied hard, why won’t they make me a vice-president of something?”

The answer, quite simply, is because you don’t know anything yet.

People who want to seriously argue whether education or experience is better, apparently have neither.  It is an argument for brain-dead people.  Here are a few points to ponder:

  1. Education is simply a different form of experience.  If this is all you have, it is limited at best.
  2. People who have 25 years experience at something need to be questioned as to whether they have 25 years experience (like a neurosurgeon) or one year’s experience 25 times (like a barista).  Sometimes anything past the first year is a waste of experience.
  3. When things don’t happen the way you want them to, it’s not necessarily a knowledge (education) gap.  If education was the only thing that mattered, then nobody would smoke, very few would be fat, and nobody would watch TV (or use any other recreational drugs).

The bottom line is that any education or development is going to make an individual better than s/he would be without it; it won’t make one individual better than another.  So stop fixating over education versus experience, and go improve one or the other.

 

Politically Correct Brainstorming

So… how many politically correct pinheads does it take to screw-in a light bulb?  ANSWER:  None… because they are forever in the dark.

As it turns out, there was a (hopefully futile) movement in the UK to stop using the term, “brainstorming”, because some PCP (politically correct pinhead) decided that this was disrespectful to those with mental illness.

This PCP was apparently in a good position to winge about such things, because very clearly, s/he suffered from some form of mental illness.  I’m not really sure what is more ridiculous to me: this PCP’s delusional version of reality; or the fact this complaint got enough traction that it actually made the news.

Perhaps people paid attention to this for the same reason they slow down to see a car accident.  The most frustrating thing about this silliness is that it diverts attention away from the serious implications of mental illness.

So next time you suggest a brainstorm to generate ideas, and some PCP tells you the term is inappropriate, respond with the following:

a)    First comment on their appearance – no one looks perfect, so find something really obvious to critique them on.

b)   If they happen to be from a visible ethnic group, don’t be afraid to bring that up either.  This is unlikely, as most PCPs tend to be white folks with Anglo-Saxon last names who ease their guilt by advocating for others who would rather they kept their mouths shut.

c)    Question their parentage – that should set them off.

d)   Ask them how much they’d charge to haunt a house.

e)    Be relentless.

After your coworkers have pulled the (kicking and screaming) PCP off you, remind them that violence in the workplace is a serious issue; equating brainstorming with mental illness is not.

Now, I’m headed outside to board up Wily Manager headquarters in anticipation of the forthcoming firebomb.

 

Brainstorming Exercises

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Brainstorming is one of those simple tools that is poorly understood, and even more poorly used.  By using some simple Brainstorming Exercises, you can reap the maximum benefit from this simple concept.  Below, we talk about the following aspects of Brainstorming Exercises:

  • When (and when not) to use brainstorming exercises
  • Where Brainstorming Exercises fit in
  • Types of Brainstorming Exercises:
    • At a flipchart
    • The Affinity Diagram
    • The Delphi Method
    • The Stepladder technique
  • 3 things to remember about Brainstorming Exercises

When to Use Brainstorming Exercises:

Brainstorming Exercises are not something to do on a whim.  There are specific circumstances that best lend themselves to Brainstorming Exercises:

  • When you want to generate a number of ideas quickly.
  • When you want to engage a group or team in problem solving.
  • When you need to be innovative and creative.

When Not to Use Brainstorming Exercises:

Brainstorming Exercises are not to be used in all cases.  In particular, you should not use them:

  • When you already know the answer or solution you will use.  Never string people along giving them they illusion they have input, when they really don’t.
  • When you’re not looking for options or feedback.  In some cases, a manager will not want to solicit her team for feedback.
  • If you or your organization is too conservative to do anything differently.  If all of their ideas are going to be shot down, you are better off not asking your team for ideas.

Where Brainstorming Exercises fits in

Brainstorming is one piece of the process of generating ideas and implementing them:

  1. Frame the question.  Ensure you have a clear idea of the question your asking or problem you are trying to solve.
  2. Brainstorm ideas and options. Use some of the options here to generate ideas.
  3. Evaluate ideas and options. After brainstorming, you will want re-engage your more critical brain.
  4. Move to Action.  All the ideas you generate in a brainstorm are useless unless you do something about them.

Brainstorming Exercises

At a flipchart

  • Start with a specific question.  Ensure that your group all has a common understanding of the question or problem statement.
  • Use green-light thinking only.  There should be no evaluation or criticism at this point.
  • Use more than one scribe to get ideas happening in rapid succession.
  • Tell everyone to start their sentence with “Yes, and…” , and go around the group in sequence.
  • Once you have run out of ideas to write down, you can go back and begin to evaluate and condense your ideas.

Affinity Diagram

  • Start with a specific question.  Ensure that your group all has a common understanding of the question or problem statement.
  • Have everyone write his/her ideas on a Post-It note.
  • Assign two people to put the Post-Its into categories.
  • Get two more people to edit the categories yet again
  • If there are a large number of ideas, you may want to refine the categories several times.

Delphi Method

  • Start with a clear question.  Ensure that your group has a common understanding of the question or problem statement.
  • Have people write down their ideas anonymously, and send them to a facilitator, or collector of ideas that is viewed as neutral.
  • This is normally done outside of a meeting.
  • Schedule a meeting and present all the ideas generated to the participants.
  • Evaluate and condense ideas.

Stepladder technique

  • Provide a clear question to all members of the group.  Ensure that your group all has a common understanding of the question or problem statement.
  • Have two members meet to discuss their individual ideas one on one.
  • Introduce a third member who presents her ideas to the first two.  The first two member would then discuss their ideas with the newcomer.
  • Add group members one at a time.  This can be done over the course of several meetings.
  • Once all group members have contributed, evaluate and condense ideas.

3 Things to Remember About Brainstorming Exercises

  1. Brainstorming isn’t a free-for-all.  To get the benefit from brainstorming, you should put some structure around it.
  2. There are variations that may be more appropriate to your situation.
  3. Beware of the extroverts, and encourage the introverts.  Extroverts are very comfortable throwing ideas around and verbalizing their ideas.  Introverts have as much to contribute, but need to be drawn out.

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Structured Brainstorming

Join Jed and Bob as they discuss when and how to use Structured Brainstorming to generate ideas and solve problems.

Watch the ‘Brainstorming Exercises’ Video (16 mins 11 sec):


Download the ‘Brainstorming Exercises’ Cheat Sheet, Video, Audio, and Slides

How to Brainstorm

Brainstorming is one of those tools that many people use, but few use well.  Join the Wily Manager guys this week, and they talk about how to structure your brainstorm to ensure it will lead somewhere.

Monday’s Tip: Be very clear on the question or problem statement. Confirm that everyone involved in your brainstorm has a shared understanding of the question or problem.

Tuesday’s Tip: Don’t use a brainstorm to solicit ideas, when you have no interest in considering them. The best way to upset people is to ask for their input, and then ignore it.

Wednesday’s Tip: Encourage more introverted team members. Just because your extroverts talk more, doesn’t mean they have better ideas.  Draw ideas out of your introverted team members.

Thursday’s Tip: Figure out what type of brainstorm will work best for your group and situation. Sometimes you can gather around a flipchart.  Other times, you may want to try a different variation of brainstorming.

Friday’s Tip: Remember to move to action. All the work you do on brainstorming is wasted unless you do something about the ideas generated.  After brainstorming, ideas need to be evaluated and some should be acted upon.

Resistance is Futile

Wily Manager is a resource for managers at all levels of organizations.  We also encourage aspiring new leaders to engage with us to.  Every now and then I get some hate-mail that makes it clear that some non-managerial types hang out on the website too.  I’m guessing they visit so they can make themselves more angry and bitter than they already are because they are boring, ugly, and have no friends.

The hate mail I get is when I speak truth to managers.  Often times, these truths come at the expense of well-regarded intellectuals who have done lots of research about business, but have never really participated in one (other than the job they had as an intern during their undergraduate studies).

Here’s one of those truths:

“People will naturally resist change”

Of course, the gurus will tell you that people don’t resist change.  They say people will get on board if you take the time to explain the benefits, why the change is being made, and what’s in it for them.  That is exquisite BS.

The best is example is the metric system.  The metric system is much easier and nearly universal in its use.  Yet, the few hold-outs in the world cling to the old Imperial System like Linus to his blanket.

Here’s another uncomfortable truth:

“If you want to overcome resistance to change, you need to make the pain of staying the same greater than the pain of changing.”

The gurus would hate this truth.  They would contend that you hold people’s hands, sit in a circle, and sing campfire songs, and people will change.  They won’t.

Don’t coddle people through change – yes, you need to explain to them what is changing, why it’s changing, and what the benefits are.  You need to tell them several times.  But then you need to make the pain of staying the same greater than the pain of changing.

If you doubt me, here’s a third truth:

“Resistance is futile.  Your own distinctiveness will be added to our own – prepare to be assimilated.”

 

Dealing With Resistance

Join Jed & Bob as they discuss using the Wily Manager Coaching Model to overcome resistance in the workplace.  Also get some ideas for how to identify the symptoms of resistance.

Watch the ‘Dealing With Resistance’ Video (14 mins 41 sec):


Download the ‘Organizational Change Resistance’ Cheat Sheet, Video, Audio, and Slides

Organizational Change Resistance

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Organizational Change Resistance occurs in every organization, yet few put plans in place to deal with it.  Below we talk about how to deal with Organizational Change Resistance:

  • Identifying Organizational Change Resistance
  • Calling out Organizational Change Resistance
  • Coaching for Organizational Change Resistance
  • Three Things to Remember about Organizational Change Resistance

Three Steps to Dealing With Organizational Change Resistance:

  1. Identify the resistance
  2. Call out the resistance
  3. Coach the resistance

Identifying Resistance

The first step in overcoming Organizational Change Resistance is to identify the symptoms of resistance.

  • Missed Deadlines – One way for people to resist is to simply “blow off” a deadline.  If this is happening regularly, it could be due to resistance.
  • Excuses – Do people make excuses for why things are not getting done, or not being done in the prescribed way?
  • Finger Pointing  — Another way to resist is to point the finger elsewhere when thing go wrong.
  • Analysis Paralysis – Becoming overly-analytical is a way to avoid doing something you don’t want to do.
  • Silence — Withdrawing feedback or input is a way to demonstrate resistance.
  • Procrastination

Call Out the Resistance

The first step to dealing with Organizational Change Resistance is call it out for what it is.  When you confront people with this, keep the following things in mind:

  • Use direct, neutral, everyday language.
  • Describe how you see the resistance showing up.
  • Describe the impact the resistance has on you and the organization.
  • Describe how you are feeling.

Coach the Resistance

Coaching people through Organizational Change Resistance is not fundamentally different than coaching through other performance issues:

  1. Provide context.  Ensure that people understand the larger picture, and why you are asking them to do things.
  2. Clarify with them that they fully understand what you are asking.  Ask clarifying and confirming questions to test their understanding
  3. Create a path forward with them about what needs to be differently going forward.  You may need to go back and forth between the Clarify and Create stages a few times.
  4. Commit to what you will do to help people, as well as specific dates and deadlines for things that they are going to do differently
  5. Close your coaching session with a recap of what has been decided, who has what commitments, and express your confidence that the person can be successful.

Organizational Change Resistance

Three Things to Remember About Dealing With Organizational Change Resistance

  1. Leadership is a contact sport – you need to engage people, and discuss things when experiencing resistance.
  2. Use the coaching model template to prepare.  Your conversation needs to be structured, so use this tool to help do so.
  3. Involve them in the problem solving effort.  Getting their buy-in necessarily means involving them.

Watch the ‘3-Minute Crash Course’ about Organizational Change Resistance (CLICK THE ARROW TO START THE VIDEO):

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Dealing With Resistance

Sometimes it might be easier if managers could assimilate their people as efficiently as The Borg did in Star Trek.  Alas, it doesn’t work that way, and if it did, it would probably violate some of those pesky employment laws.  Join the Wily Manager guys this week as they discuss how to Overcome Resistance.

Monday’s Tip: Know the symptoms of resistance. Resistance takes many forms such as procrastination, silence, excuses, and finger pointing.  What symptoms do you see?

Tuesday’s Tip: Call out resistance when you see it. It is necessary to confront people when you suspect they are resisting.  You need to structure this conversation carefully to address the resistance, and correct the performance.

Wednesday’s Tip: Listen carefully to people when they resist. You need to understand why people are resisting so you can address those reasons head-on.  In order to understand, you need to listen carefully.

Thursday’s Tip: Ask lots of questions. You learn much more, and will be able to win people over much faster if you ask more questions, as opposed to telling them in an attempt to win them over.

Friday’s Tip: Gain commitment on new behaviors. Once you have determined the way forward, confirm what you will do differently, and what your people will do differently.

Be the Master of Your Email Domain

Regular consumers of the Wily Manager website and podcasts will know we make the occasional Seinfeld reference when making our point.  In the spirit of the 1992 Emmy Award winning episode, “The Contest”, we submit our list of ways in which dealing with email is a lot like being the “Master of Your Domain”:

  • The ridiculous amount of time you spend doing it, is something you really should keep to yourself.
  • It’s something you know everyone else is doing, but you’re never really sure.
  • If you don’t exercise caution and discretion, it can be really embarrassing.
  • It’s all about you… and really has nothing to do with anyone else.
  • It can make you go blind.

There are five more reasons that I chose not to publish, because many people visit our website from their workplace, and I’d rather not have it get caught up in a firewall.

For those that have absolutely no idea what I’m talking about, I’m hoping the video clip below helps, and if not, you should google:  “Seinfeld:  The Contest”.  It’s even on Wikipedia.

Are you master of your domain? Cause, “I’m out.  I’m out of the contest.”

I gotta go answer some email now.