Morning vs. Evening People

http://www.thisislondon.co.uk/lifestyle/article-23852426-why-morning-people-rule-the-world.do

"Yet the research continues to mount, arguing that evening people have qualities which should be nurtured. They tend to be more creative, intelligent, humorous and extroverted. They are the balance to morning people, who are said to be more optimistic, proactive and conscientious."

We all have our perfect time of day to collaborate, work more efficiently, and to just get things done.  Can we use bridge these two 'time zones' so that organizations become more efficient and effective?  Simple things can bridge the morning and evening gap.  Things as simple as not scheduling meetings at 8am or 5pm.  Be aware of colleagues 'time zone' and balance your zone with theirs.  By each person being aware of the others 'time zone' you will be more likely to connect in meaningful and useful ways.

Based on the time of day I am writing this post you can guess which type of person I am.

 

Truths of Enterprise Social Interaction (Collaboration)

1. Collaboration tools do not need to be complex, costly, or fully integrated into the organizations other business tools to provide value.


2. The value of Collaborative technologies often cannot be quantified.


3. The “mom test” should be applied to collaboration technologies.
   
   
   
   • David Coleman of Collaborative Strategies defines the mom test as: “…tool needs to be easy enough for my mom to use for it to be successful.”
   
   
   
   


4. Collaboration doesn’t need to be managed, just fostered.
   
   
   
   • Provide people the freedom to share their thoughts, ideas and experiences in a way that can be applicable to the organization.
   
   
   • Collaboration will grow organically if it is left alone - free from management meddling.
   
   
   •  People must be given the ability to converse with limited constraints (within acceptable usage parameters).
   
   
   
   


5. Trust is developed through genuine interaction not edict.


6. Successful organizational collaboration is evidenced through cross-functional interactions.


7. Collaborative technologies will expose the hidden networks within an organization.


8. The hidden networks are where the real work of the organization takes place and value derived.


9. Collaborative technologies empower individual contributors.


10. Productivity enhancing collaboration does not always have to be 100% business focused.


11. Context is a determining factor in the value derived from conversations.


12. Self organization and policing occurs where collaboration is free of artificial constraints.

Retaining workers

Retaining mature workers key to holding off job shortages

As I was reading this article (linked above) it struck me that the issues and tactics outlined to retaining mature workers really are the same that are needed to retain less mature (mature = older, less mature = younger).

The five steps outlined are relevant to all workers, not just older workers.  Employees desire to be connected, engaged, appreciated, and fairly compensated.  In return they will provide appropriate value and expand the organizations capabilities and collective knowledge.  The accomodations outlined for older workers are the same that will attract and retain younger workers - flexible schedules, training, etc.

Why do these supposed "experts" feel the need to create these artificial and incendiary classifications between generations?  This approach is divisive and counter productive.  We live in a connected world that is cross cultural and trans generational.  This calls for connectedness not generational segregation.

Ballistic Jelly Management

I was thinking about a behaviour I've encountered over the years.  That behaviour is something I have come to call Ballistic Jelly (gelatin) Management.

Ballistic Jelly Management happens when a layer of management (I won't use the term leadership for obvious reasons) charged with translating vision into action fails to make the translation.

The visual is a familiar one to those that watch any of the CSI television programs.  The bullet shot from a gun found at a crime scene into a block of ballistic gelatin and stopped with relative ease before it can escape to the jelly.

This layer of management that should be the translator of senior management vision to the organization just can't seem to do it.  Instead of showing leadership the Ballistic Jelly Managers act just like ballistic jelly, stopping the vision before it can spread.  I've seen this happen mostly in "old school" command and control type organizations where the leadership is trying to changed the organization into one that is more collaborative with open lines of communication in all directions.

Perhaps it is a generational thing or just self preservation.  I think it is more often an inability to fully grasp the vision and personally apply it.  It really is hard for some people to change from an information hoarding to a fully transparent information sharing mindset.

It really is a profoundly sad thing to see this happen.