Inside Out

Steve Jobs (1955-2011)

We are a Mac based workplace here at Totem. I could bore you with why we made that decision, ease of use, low support costs, etc, but you probably don’t care. We like them and we like the customer focus that Apple has.

It was for that reason that we were very sad to hear of the the death of Steve Jobs. Aside from the human tragedy of someone dying so young,  the world has lost a maverick, a visionary and an incredible business man. He probably wasn’t easy to work with but people wanted to work with him. He stood on the shoulder of giants, in the form of his team of engineers and designers, but he assembled that team in the first place. He gave them their goal and ensured they stayed focused. He defined one clear model of leadership in the tech industry.

Fuller obituaries are elsewhere, everywhere really, a measure of the impact he and his team had. If we can have 1/100 of the impact on the world that they have, we’ll be a pretty happy team.

Hidden in one of Apple’s core products is something that I think sums him, and Apple, up well.

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Most courses evolve. They start as either a client brief, or from an idea by our staff and then move through various conversations and revisions, being changed even as they are being delivered. Looking through my file from a leadership course back in March, I found this piece of paper. It was the outcome of 30 minutes discussion between two of us and it became a very successful “Looking at Leadership” course that finished with the participants rowing the length of Windermere.

The fact that you can read it means the handwriting isn’t mine but I love the fact that, for one course at least, it is possible to pinpoint when all the ideas came together. [Click for a larger version]

Review is a key tool for almost all forms of learning. Whether you call it an “after action report” or a “personal reflection”, we must review our actions if we are to learn from them.

Choosing the right form of review is a skilled task, more art than science. Here are 10 questions to ask yourself before you dive into your next review

1. Do we want to review what just happened?

Sometimes it’s important to review as a group, sometimes it’s best to let the action speak for itself. The individual’s reflection over time may be enough.

2. Are we ready to review yet?

Even if we want to review the action, are the participants in a state where it will be useful? Could they do with more time to process what just happened or are they bursting to share their thoughts?

3. Is this the right time to review?

Even if we feel ready to review what just happened, is it worth leaving until we have eaten or are less tired, or do we need to capture the learning now?

4. Are we in the right location to review?

Sometimes it helps to be at the scene of the action, sometimes some distance is useful. Is this setting inspirational, will it help anchor the learning. Are there distractions and are they useful?

5. Are the right people here to ensure a successful review?

Do we need the whole group here? Should we split into smaller groups? Do some people need to reflect on their own? With or without leaders/trainers?

6. What role will I have in the review?

Should I contribute? Facilitate? Sit quietly? Be absent? Observe?

7. What format and structure will the review take?

Options include: Group discussion, written reports, structured notes, questionnaires, presentations, personal conversations, pictures, slideshows.

8. What tools do I have available to me during the review?

Do I have access to exercises, models, pictures and theories that might help explain my points, or help others to make theirs?

9. Are we going to capture the review for further review?

Is the review of interest to anyone other than the participants? Will they want a chance to revisit the review again later? Will they be building on this review?

10. If we are, how?

Sometimes taking notes is useful, what about video? Is there a formal system in place for reflection that needs to be completed?

From Develop Your Leadership Skills by the master of leadership training, John Adair.

The six most important words…

I admit I made a mistake

The five most important words…

I am proud of you

The four most important words…

What is your opinion?

The three most important words…

If you please

The two most important words…

Thank you

The most important…

We

…and the least important…

I

We’ve just arrived home from the Sonata Nationals, a yacht racing event that this year was held in Poole. The Sonata is 6.9m boat that is very seaworthy and fast for its size.

We were blessed with sunshine and a good amount of wind which meant the racing amongst this very competitive fleet was close, intense and exciting. In this type of event there aren’t many tactics, the short courses and identical boats mean that most races are won by making your boat go faster through the water. A 1% drop in performance will cost you 60m over the race and probably about 5-6 places.

What struck me out on the water that a small yacht like the Sonata, normally crewed by 3 or 4 people, was a perfect medium for team building.

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An interesting series of podcasts from The Banff Centre, Canada. Their Leadership Learning Lab aims to explore the connections between the arts, ecology, culture, and the practice of leadership.o T fulfill this goal they have invited various leaders in a wide variety of fields such as music, alternative culture, business and the outdoors to talk about what leadership means to them.

Inevitably some are better than others but at about 20 minutes each, they make great listening in the car or while commuting.

The downside is that they are only available through iTunesU which means that if you don’t use iTunes you might struggle to get them. This use of propriety software is frustrating and unnecessary, if you are willing to jump through hoops, you can get around it.

Link to Podcasts on iTunesU