Gaia: Mindful Management

Re: Fish!

http://lu.gaia.com — Tue, 01 Aug 2006 22:45:04 GMT

Thanks for the reply Bobbo. I am a teacher, and yes we are lucky to have a principal who has a vision. Last year was her first year, and while many in the building feel that she has an "agenda", one can't argue with what she has put on the table. I guess I was quick to jump on her wagon because last year was my first year in this building as well. She seems to have a good understanding of the teacher as a manager; manager of students, manager of parent involvement, manager of curriculum etc. etc. I have talked with Brenden in the past about the need for a management and systems model in the education and social service world, it is exciting to see someone who shares this vision.

I will explore the book review section of zaadz, and look to post a review in the near future.

Peace,

Re: Fish!

http://bobbo.gaia.com — Mon, 31 Jul 2006 17:46:49 GMT

hi Lu -

No direct experience implementing the Fish! philosophy in a broad organization. The 4 goals make a great deal of sense. Be present - stay in the moment - is the one I personally work on. And that bunch on Pike Street is definitely in the moment.

From your post, I assume you are in education? A teacher? If so, you are blessed to work with a principal who shares a vision. Hopefully, the book wasn't "thrust" upon you.

Using these 4 steps in a classroom seems worthy :)

And if you haven't checked out zBooks - you might want to post a review -

Shalom

Bobbo

Fish!

http://lu.gaia.com — Sun, 30 Jul 2006 15:15:23 GMT

Before the school year ended, our principal handed our faculty a copy of FISH! Catch the Energy & Release the potential. by Stephen C. Lundin, Ph.D., Harry Paul, and John Christensen. The book is a narative account of how the philosophies of the workers at the world famous Flying Fish Market in Seattle's Pike Place Market were implemented in a defeatist work in environment, resulting in an amazing about face in employee attitude and production. The philosophy incorporates four elements that lead to a fun, productive work place:

1. Choose your attitude

2. Play

3. Make their day

4.Be Present

The author's have made quite a business of this management philosophy, complete with school curriculums, business seminars, a video, etc. etc. While simplistic in its scope, the philosophy does seem to be on track. Has anyone else had experience with the Fish! philosophy?

Re: Listener vs Reader vs ??

http://bren.gaia.com — Thu, 27 Jul 2006 18:13:06 GMT

Yeah, I hear you about the tricks/tips being a dodgy strategy. For me, though, it's the genesis of habit. I start with the little things that help me do what I should be doing, and eventually a habit appears.

I know when I've fallen off the wagon when I respond too quickly (and without much more than a kneejerk response) to email. This RARELY happens in a face to face conversation, but I find myself occasionally replying too quickly to some emails. The resulting backlash is the dirt hitting me on the face after I've fallen off the wagon.

My trick for preventing this? Knowing when an email "triggered" me and sending the hasty note to myself. Or just writing the note in a text editor and never sending it at all. Both make me feel inexplicably better, and without the nasty aftertaste. :-)

What makes for happy workers?

http://tia.gaia.com — Wed, 26 Jul 2006 11:57:33 GMT

New organisational values are:
- trust
- respect
- fun
- friendship
- responsibility
- openness
- empathy

Guiding principles:
- Let people think for themselves
- Talents beyond structures
- Make decisions quickly and openly
- Ask for help when you need it
- Keep it simple
- Holistic
- Make it happen
- Winning by sharing

Re: Listener vs Reader vs ??

http://tia.gaia.com — Tue, 25 Jul 2006 20:07:27 GMT

When I can't amend... jeez....

Re: Listener vs Reader vs ??

http://tia.gaia.com — Tue, 25 Jul 2006 20:06:45 GMT

It does annoy me when I can amend or delete a post.. suffice to say there is a word missing from that post.. which is that staff DO respect a manager who treats them humanely..

Re: Listener vs Reader vs ??

http://tia.gaia.com — Tue, 25 Jul 2006 20:04:51 GMT

Bren -

I bought myself Drucker 365 (just before he died..) and managed to read a page a day (the object of the exercise) to get some of his wisdom imbibed.

Tricks'n tips is a dodgy strategy. Whilst a manager can't be the 'buddy' to a staff member, bringing a degree of authenticity to daily proceedings goes a long way to espousing loyalty, something that bodes well in downtimes. As the old saying goes 'Be nice to people on the way up, you may need them on the way down' and such considerations. No one respects a manager that throws their weight around, acts like a manager, shuffles off responsibilities, doesn't appreciate work well executed, doesn't give good feedback when things go pear shaped and who, basically, behaves fairly humanely. I can't stand be on the receiving end of ' Management strategy'.

What happens when you fall off the wagon?

Re: Listener vs Reader vs ??

http://bren.gaia.com — Fri, 21 Jul 2006 18:41:29 GMT

Good notes. That's pretty much been my historical approach as a manager. I *really* try to do more listening than talking and I'm a fan of AI, so I try to integrate those types of questions into my approach, with an awareness of the current "vibe". I'll abandon, if needed, and come back at a more opportune time. That said, I frequently fall off the wagon (as consolation, I tell myself that everyone does), but always begin again.

This has always worked well for me, so I'm glad to hear that I'm on the right track at least. Still keeping an eye out for more tricks and techniques...

Re: Listener vs Reader vs ??

http://tia.gaia.com — Fri, 21 Jul 2006 18:03:47 GMT

Bren -

You are addressing a powerful reason why some managers succeed and some succeed less.. Do successful managers need to be 'people' persons? No...but with some simple protocols..you can help those seeking your response/input/feedback feel responded to, heard, etc. with some AI (appreciative inquiry) devices which can feel like EQ (emotional quotient) qualia.

You noted 'Once I explained these ideas to them, and described my ideal problem solving scenario, all of our frustrations dropped off dramatically.'..is a case in point.

Easily applied strategies.. are often just plain common courtesy and common sense applied... If the timing is wrong and the overwhelm is great, create a boundaried contract that sounds like..'Id like to speak about this, when is a good time for you...?' type of thing...it translates to managing hot topics, pressing issues in a way that everyone can find mutually agreeable language to diffuse impatient reactions above well considered responses..

Listener vs Reader vs ??

http://bren.gaia.com — Fri, 21 Jul 2006 14:13:40 GMT

Peter Drucker once wrote that managers fall into two communication categories: listeners and readers.

Listeners prefer to hear about and talk about problems, issues and decisions. Once they've done their verbal processing, they're ready to commit to paper.

Readers prefer to read about the problems, issues and decisions first, before talking about them. When they've had sufficient time to consider pros/cons, then they are ready to talk about it.

This has held true with me, and it's been a good truism to be aware of. I once had a staff of six people and all but one fell into the "listener" paradigm. I'm a reader. When they popped up in my doorway, wanting to talk about complex issues, I was quickly overwhelmed. Once I explained these ideas to them, and described my ideal problem solving scenario, all of our frustrations dropped off dramatically. This isn't to say that I demanded only written reports--far from it. Some stuff can certainly be discussed and solved on the fly. But just knowing about our own proclivities was tremendously helpful.

I'm wondering whether there are other, similar tensions that I can be mindful of? I'm thinking of things like emotional intelligence, etc, though I don't know much about that stuff. Are there other quick, relatively easy and highly effective strategies like the listener/reader paradigm that you've found helpful?

Re: Just a Thank You

http://bren.gaia.com — Thu, 20 Jul 2006 04:53:29 GMT

Thanks for the note, Bobbo. I'm new here too, and loving it! Zaadz is pretty cool--glad to hear you think so as well!

Thanks for stopping by the pod...

Just a Thank You

http://bobbo.gaia.com — Wed, 19 Jul 2006 22:33:43 GMT

I found your blog - Slacker Manager - via the InBubbleWrap guy. Through it, I discovered Zaadz. Spent much of the day getting registered, approved, profiling, etc. And a great deal of time following the stream of conversation on capitalism from Brian.

Terrific title for your pod. I'll check back with frequency.

Re: Mastery and the big Why

http://bren.gaia.com — Wed, 19 Jul 2006 18:17:28 GMT

@Sian: Yeah, you're right. A whole lot of people just want to keep their head down, get their check and go home to "real life." That's such a bummer. We can have an impact on those around us by teaching them and encouraging them to think about this stuff. And maybe those lessons will get passed on and maybe not.

I've been in places where you are now. Even now I work with people who seemingly don't want to examine this stuff. Fortunately for me, my staff all seem to have a strong sense of purpose here, but that's not the case for everyone we interact with. I'm not sure how to deal with the folks that don't report to me. My fallback plan is simple example and a willilngness to show enthusiasm for their work. To listen to them and take an interest when the opportunity arises. My hope is that they'll either get infected with enthusiasm, or open up enough to have a conversation about how to get there from here. It's happened a few times, so I just keep on keepin' on.

I'm looking forward to seeing how this pod can help with all this stuff, too. :-)

Re: Mastery and the big Why

http://bren.gaia.com — Wed, 19 Jul 2006 18:08:49 GMT

@Tia: I think we're saying the same thing, just different ways. I can't disagree with anything you just wrote!

Speaking from my experience, I worked for years in HR and Org Dev at a Fortune 500 retailer. Everything was fine for a long time. Did good work, was innovative, my ideas were implemented and I had good bosses. After a while, though, it started to suck. When I began putting posters for Buy Nothing Day up in my office (heresy for a retailer), I realized that my perspective on the world had shifted and that I was now in the wrong place.

So the answer to why are you working here is a big one for me. It doesn't bother me if people don't have passion for the specific job they're doing, because it's likely there's a better fit just around the corner. But if people don't like the business or industry that they're in, then there are bigger issues to deal with. Like you said, it's all about creating a sense of value, and it's got to be authentic value, not manufactured.

Re: Mastery and the big Why

http://tia.gaia.com — Wed, 19 Jul 2006 15:41:10 GMT

Ok..well I think there may be something in the interpretation of of the term mastery..frankly as a boomer dyed in the wool new ager, Im about done with wanting to be perfect and wholly engaged in loving who I am and being authentic. Im not interested in jumping hoops, moving goal posts, yours and any one else's, or anything that predicates that I am without value as I am..or anyone else.

So I think it has everything to do with creating a sense of value. Value for the employee, value for the job in hand..and how meaningful that exchange can be leveraged. Let's cut to it..most people do what they can do get a weekly pay check. It invariably isn't as esoteric as ''filling in dull documentation has been a life calling for me..'.. it s more about utilitarian skillsets matching a job vacancy that is ergonomic fit (geographical, et al). It is up to the manager, leader, CEO to put in place protocols that induct, educate and facilitate from day one the capacity of the employee to bring value and find job satisfaction within a framework established by the company vision and value system.

A kneejerk from me ..but hey, it kicks up a conversation.

Re: Mastery and the big Why

Wed, 19 Jul 2006 14:56:27 GMT

I agree that a good first question is "Why do you do this job?" I think this question works if you are working with someone with some good self-awareness and desires to do a good job.

But unfortunately it isn't one that everyone wants answered. I used to work with a great medium sized company (about 500 employees worldwide) that had strong values and incorporated meaning into what they did. It was a great experience and helped me realize how much I like to know 'why' I am doing my job - what is it's greater purpose and what is my role in making that purpose happen. Most of the people at this company were motivated by this "why" and the company grew in leaps and bounds.

I now work in a large corporation (50K+), but there is very little meaning given to our jobs and the 'why' of what we do is not always clear. I can make it for myself and my staff, but I have found that not everyone wants to get behind the why. Many just want to come in, do their job, and then go home. There is little desire to grow. I didn't believe it until I had experienced it.

As a manager, I am always looking for ways to support my staff and create an atmosphere that helps give meaning to what they do. I'm looking forward to seeing how this POD can help. :-)

Sian

Re: Mastery and the big Why

http://bren.gaia.com — Wed, 19 Jul 2006 14:02:47 GMT

Thanks for the thoughtful response, Tia.

I appreciate your comments about managing people by encouraging self-appraisal and rewarding with praise. Right on the money (I'm no fan of the traditional performance appraisal process). To me, though, mastery isn't neccessarily about overcoming undesireable traits. Take your example of being a manager who encourages self-appraisal and rewards with praise. If that's the model that I should emulate, how can I be expected to get better at it without practice and some degree of mastery? Working with "what is available" is great, as long as nobody is relying on you for answers, or you're working in a business that doesn't expect growth. When people rely on you to have answers, or at least know where to get the answers, or when your boss requires that you grow your business, then it seems that mastery is needed.

As for the answer to how being educate, great! A here I am working in higher education--beautiful synchronicity! :-) You advocate asking, "how can I help you do your job in a way that is both satisfying and productive.' I submit that perhaps that ought not be the first question. The first question should be 'why do you do this job?' Without that answer, our poor worker bee won't have a chance of an honest answer to how we can help them do their job in a way that is satisfying. It's rarely the case, but sometimes our responsibility as managers is to help people find work better suited to their answer to "why". Sometimes that involves moving people around in jobs (as I recently did with great success) and sometimes it means helping them move to an organization better suited to them.

Re: Mastery and the big Why

http://tia.gaia.com — Wed, 19 Jul 2006 10:36:29 GMT

Bren -

The subject of Mindful Management - the objective of motivating staff/personnel to accomplish work targets productively, presumably by self mastery suggests to me that your expectation is to be a role model and this holds promise. But it is flawed concept.

Self Mastery in itself suggest 'overcoming' perceived traits that are undesirable or counter productive. It presumes a forward momentum. It creates a competitive goal post mentation of having to 'do better' rather than engage from the place of self acceptance and work with what is available. As someone who manages collaborative spaces that are designed to engage people from where they are, my understanding is that people are wired to 'do better' when encouraged to self appraise and be rewarded with praise, a wholly different stimuli.

As for 'The answer to how is yes'..often the answer to how is educate. Going from how to why..suggest that information has not been sufficiently forthcoming (aka a lack of engagement and discourse around relevant issues presenting/creating the knowledge vacuum) at a relevant juncture. Why is always a good question..but 'how can I help you do your job in a way that is both satisfying and productive' reflects true engagement and investiment.

Just my two cents.

Mastery and the big Why

http://bren.gaia.com — Wed, 19 Jul 2006 05:26:53 GMT

I'm not sure about all the questions in this pod's description, but I do know of a couple of good books that have been helpful in my journey...

Mastery by George Leonard
The Answer To How Is Yes by Peter Block

Mastery is all about personal mastery, regardless of domain. Could be golf, could be personal finance, could be management. The truths are the same: we plateau and we need to get comfortable with not having answers and making no progress.

The Answer To How Is Yes is a book that freaks out control freaks. It advocates shifting our thinking from "How" to "Why." It's a reminder that we each have our own hierarchy of priorities and needs and those are the places from which we should be working.

How's all this relate to being a mindful manager? For me, these are two steps along the path. Understanding my own mastery of management and understanding why I manage the way I do.