Category: Learning

Facts are facts and will not disappear on account of your likes…

Posted on by The Information Badger in Business, Leadership & Management, Learning, social media

Many years ago, after completing the turnaround and handover of a troublesome major project to a difficult client, the Badger went on holiday in sunnier climes for some rest and recreation. His family had insisted on complete digital disconnection from the world of work during the break, and so the Badger was fully refreshed, keen to catch up with colleagues, and champing at the bit for another challenge on the first morning back at work after the holiday. Shortly after settling into a backlog of emails, however, the Badger’s phone rang – the CEO wanted to see him straight away. With some trepidation, the Badger immediately went to their office in another part of the building.

The CEO greeted the Badger jovially, ushered him to a sofa, and then got straight to the point. A major contract on the company’s routine monitoring list had suddenly escalated as having serious delivery and contractual problems. The CEO said that they were being inundated by different opinions about what had gone wrong and what action was needed. They used a phrase uttered by Clint Eastwood in the film ‘The Dead Pool’, namely ‘Opinions are like a**holes, everyone’s got one’’, to highlight their frustration that opinions were making it difficult to get to the facts they needed to decide a course of action that was in the company’s best interest. The Badger left the CEO’s office with a new task, namely, to establish the facts!     

Having been involved in many problem situations, the Badger had already learned many things, two of which were pertinent to his new task. The first was that the cause of problems rarely sits with just one of line or project management, inter-business unit rivalry, financial controls, people issues, plans and processes, client relationships, requirement and engineering flaws, or contract ambiguities. It’s normally a combination of many of these factors. The second was that having a good grasp of the overall facts was essential to formulating a recovery strategy and action plan that had solid foundations. To get to the facts meant cutting through the opinions, half-truths, distortions, agendas, and finger-pointing of others, by being the completely objective grown up in the room.

So, if you find yourself having to make important decisions during the maelstrom of an escalating problem, then be steadfast, focused, and do what’s needed to ensure you take these decisions based on facts not opinions. Good leaders and managers remember that Nehru once said ‘Facts are facts and will not disappear on account of your likes’.  Nehru died in 1964, but these words remain relevant in today’s world dominated by the clamour of instant opinion from social and mainstream media.  Long-live decision-making based on facts, because without this the future is one of perpetually worsening  chaos!

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Walking out of a meeting with a client…

Posted on by The Information Badger in Business, Delivery, Information Technology, IT Project Management, Leadership & Management, Learning, Project Management

‘Meetings, meetings, meetings!’, a delivery leader exclaimed irritably after a session with a client who had given them the verbal hair-dryer treatment about an imminent milestone and its associated payment. ‘They don’t want to pay, even though we’ll have met the milestone in full’, the leader grumbled before berating themselves for not having walked out of the meeting. The Badger smiled. Memories of his own difficult meetings with clients came flooding back.

Notwithstanding the comprehensive training in meetings and negotiations that companies provide, it’s real experience in difficult client meetings that hones your  approach to getting the right outcome. The Badger’s approach developed over the years to have essentially three things at its core. The first was that the client is not always right, and that being in command of irrefutable facts, and using them calmly, consistently, and assertively rather than petulantly and confrontationally, is crucial to getting the desired outcome. The second was mental resilience, to have as much background to the client’s position as possible, and to decide tactics that are unwaveringly focused on the desired outcome, before the start of the meeting. The third was to always have a walking out option in the kitbag as a weapon of last resort, but not for use to assuage personal ego or frustration.

Had the Badger ever walked out of a client meeting, the delivery leader asked? Yes, but rarely. One occasion was some months after a system with a fractious delivery history had become operational with a client’s end-users. The meeting was to a) formalise that the delivery contract’s deliverables had all been delivered, and b) that the client would make the final payment due and close the contract. It should have been a formality, because the client’s staff had already confirmed everything had been delivered to contract and to their satisfaction. Item (a) was indeed confirmed at the meeting, but the client refused, without giving any reason, to pay the outstanding money.

During a break, the Badger and his team agreed we were wasting our time because the client had no intention of paying. After the break, the Badger asked the client to confirm that although no contractual deliverables remained, they would not pay the money due. They confirmed this, and the Badger got up and left followed by his team. The shock on the client’s team faces was palpable. It was not something they’d anticipated!  Payment was received three days later after the Badger’s CEO phoned the chairman of the client’s Board of Directors to complain and threaten litigation if users continued to use the system.  

With a twinkle in their eye, the delivery leader looked at the Badger, grinned broadly, and said ‘I was wise not to have walked out. If I had, the client might have thought I was a petulant, over-sensitive, snowflake with no backbone’.  The Badger laughed aloud…

‘Why haven’t we learned lessons from other problematic projects?’

Posted on by The Information Badger in Delivery, Information Technology, Learning, Processes and Practices, Project Management

Early in the Badger’s career, when he was part of a team sorting out a large software and systems project with serious problems, the CEO of the time angrily asked the line manager responsible for the project ‘Why has this happened? Why haven’t we learned the lessons from other problematic projects?’. The line manager’s answers were ill-considered waffle and only served to ratchet up the pressure from, and antagonise, their boss.  

At that time, projects involving anything IT related were notorious for serious timescale and cost overruns. IT was a young, rapidly growing industry, and software development was seen as black magic performed by very clever people. Disciplined software engineering processes were rudimentary, and most programmers were graduates from enormously diverse STEM-subject, rather than computing, backgrounds. The Badger’s first software team leader, for example, had a Civil Engineering degree and a master’s degree in Water (sewage) Treatment!

In the decades since,  IT companies have improved and evolved their management and  engineering policies and processes – their ‘company manuals’ – because it was necessary to stay in business. Today, a continuous improvement ethos that feeds lessons learned into policies, processes, and practices is a norm, and software and systems engineering is more standardised and rigorous. Companies still have troublesome projects, but there are fewer of them, and they are detected earlier and addressed faster.

And so, the Badger’s interest was piqued recently when he heard a CEO calmly ask a line manager the same questions as above. The line manager answered with three points that struck a chord with the Badger’s own experience. The first was that in recent years annual staff turnover of between 12 to 15% had diluted the continuity of knowledge because nearly half the workforce had changed. The second was that clients want the capabilities of evolving innovative technology much faster and cheaper, which means that projects can encounter more skill and experience issues than envisaged at contract signature. The third was that feeding lessons learned into management and engineering policies, processes, and practices and embedding awareness in the workforce needed a greater company willingness for those who had lived the project experience to spend more time as ‘overheads’ rather than revenue earners.

The CEO calmly agreed, and then said something which also aligned with the Badger’s experience, namely ‘Our company’s policies, processes, and practices will never be perfect. If we want fewer project difficulties, then we must get project people to just talk more to each other and willingly share their experience’.  And there you have it. The fastest way to learn lessons is for people to just talk to each other. Projects depend on people, and people have different personalities, motivations, strengths, and weaknesses, and never do quite what you expect! That’s why troublesome projects will never be eradicated completely and continuous improvement is always a challenge.  

‘Leaders aren’t snowflakes that melt away under pressure…’

Posted on by The Information Badger in Change, Information Technology, Leadership & Management, Learning

A new Group CEO arrived with a mandate to grow the enterprise and take it to a new level of performance and market success. They drove change from day one, quickly gaining a fearsome reputation for being tough, highly focused on business detail,  and being harsh on people. Unpopular change fuelled gossip across the workforce that the CEO was a self-centred, uncompromising bully who fired anyone who underperformed. Against this backdrop, the Badger, a young project manager, quaked in his boots when he heard that the CEO wanted to meet him and review his project.

The Badger quickly realised during this review that the CEO was professional, numbers and action-oriented, and relentlessly focused on achieving success. They could be charming but also very direct, and they demanded a high standard of performance from those they dealt with. They expected everyone to know the performance of their function, business unit, or project in detail. Many people found this intimidating because it was different to the approach of the CEO’s predecessor. The Badger survived the review. He learned that the CEO was not to be feared if a strong individual performance, an action mentality, and a robust grasp of the detail were conveyed. Was the CEO a bully? No, just a strong, direct personality with a difficult job who demanded the best from their staff.

Two weeks ago, the Badger met a forlorn young lady leading a team of software engineers for coffee.  It was her first team leading role on a long running project, and she confided that she felt she was being bullied and treated harshly by her project manager over the performance of her team. The Badger recounted the anecdote above, and recommended  that she consider possible parallels between the CEO and her PM. Last week she emailed to say that she’d upped her game, her dealings with the PM had improved, and that they weren’t a bully!

Yesterday the Badger and the young team leader met again for coffee. She was despondent. One of her team, a new University graduate, has complained to the HR function that she is bullying them. Shocked by the accusation, and concerned about HR’s involvement, she asked for some advice. The Badger told her not to become distracted, to let due process take its course, and to continue to demand high standards of performance from her team. She thanked the Badger for listening, and simply said ‘In the last two weeks I’ve learned that leaders aren’t snowflakes that melt away under pressure, that claiming something is true doesn’t make it true, and that you have to be tough, unemotional, and resilient to make things happen’. This young lady is learning fast from personal experience. She is developing the no-nonsense, resilient leadership attributes that our modern and rapidly changing world will always need.

‘Read Aloud’ is no match for the natural intelligence of the human brain…

Posted on by The Information Badger in AI & Robotics, Information Technology, Learning, Technology

Somewhere on your tablet, laptop, or desktop you may have created a folder or sub-folder to store general items that you think are interesting and might be of use at some stage in the future. The content may, for example, include information and pictures accumulated over time from websites, items from social media or streaming services, and interesting facts, figures, and slides from presentations given by others. If, like the Badger, you have such a folder then the content probably languishes there rarely used. That’s certainly true for Badger who this week came across a subfolder of old ‘that might come in handy’ items while doing some overdue hard-drive housekeeping.

Most of the subfolder’s old content was moved to the Recycle Bin, but one 15-year-old item from the internet was a reminder of the marvel that is the human brain. That item was simply the following paragraph of misspelt words. See if you can read it.

Fi yuo cna raed tihs, yuo hvae a sgtrane mnid too. Cna yuo raed tihs? Olny smoe plepoe can. I cdnuolt blveiee taht I cluod aulaclty uesdnatnrd waht I was rdanieg. The phaonmneal pweor of the hmuan mnid, aoccdrnig to a rscheeachr at Cmabrigde Uinervtisy, mneas taht it dseno’t mataetr in waht oerdr the ltteres in a wrod are, the olny iproarmtnt tihng is taht the frsit and lsat ltteer be in the rghit pclae. The rset can be a taotl mses and you can sitll raed it whotuit a pboerlm. Tihs is bcuseae the huamn mnid deos not raed ervey lteter by istlef, but the wrod as a wlohe. Azanmig, ins’t it? And you awlyas tghuhot slpelnig was ipmorantt!

The majority of people can read and understand this jumble, and the reason why is in the jumble itself. The human brain is magnificent.

On finding this item, and with Artificial Intelligence seemingly everywhere these days, the Badger wondered if the ‘Read Aloud’  function in Microsoft Word embodied ‘intelligence’ that matched his brain’s ability to read and speak the jumbled words coherently and correctly. After turning auto correct off to type the jumbled words into Word, hitting ‘Read Aloud’ on the toolbar resulted in the words being spoken exactly as written, that is in a babble as if they were an obscure foreign language! Clearly any artificial intelligence in ‘Read Aloud’ doesn’t match the natural intelligence of the human brain.

Artificial Intelligence (AI) is, of course, a broad field. It’s also a field in which marketeers liberally associate their products with AI when actually it’s an algorithm rather than ‘intelligence’ at the heart of their product. So, what does the Badger conclude from his simple test? Simply that even though AI seems to be a dominant theme at this year’s CES event in the USA, the human brain remains streets ahead when it comes to true intelligence. And long may that be the case…

Think differently about your performance appraisal with your boss…

Posted on by The Information Badger in Business, Delivery, Education, Human Resources, Information Technology, Leadership & Management, Learning

The reactions of people who’ve just had a performance appraisal with their boss varies enormously and also highlights how different we are as individuals. Personal reactions, of course, cover a wide spectrum. The Badger’s experience, however, is that while a person’s demeanour and body language says a lot about their reaction, most people share little more than the odd comment about their appraisal with others. There are always, of course, people who think they’ve been treated poorly and say so to anyone who will listen. In the Badger’s experience, such individuals tend to be self-centred, averagely talented, poor listeners, and they normally have egotistic or narcistic personalities.  These individuals, and those at the other end of the spectrum who are just downright lazy, unproductive, and permanently negative,  tend to share their displeasure widely and keep HR functions busy with claims of unfair treatment.

A youngster in their first job since leaving University 15 months ago whined to the Badger this week that their appraisal had been a shock and unfair. The youngster, hungry for rapid career and salary progression, unfortunately failed to recognise that they haven’t adjusted to working life as well as their peers. The Badger explained this, and in the course of doing so remembered some wisdom from a training course he attended many years ago. On that course, a behaviour expert, building on the sport coaching work of Tim Gallway, emphasised that we should think about individual performance using the simple equation ‘Performance = Talent – Interferences’. If someone has 100% Talent, then their Performance is never 100% because there are always Interferences from personal and/or organisational factors. Personal interferences come, for example, from lifestyle, health, family and/or caring responsibilities. Organisational interferences come, for example, from skill set mismatches with work role, adequacy of role definition, relationships with leaders and work colleagues, organisational bureaucracy, and factors like organisational dynamism and workforce stagnation if business growth is poor.

The behaviour expert’s key message was that everyone has Interferences, so no one can ever perform at 100%! Interestingly, they used the same equation to describe the performance of a company. In this case, Talent represents a company’s portfolio of  products and services, and Interferences are largely the policies, processes, and  controls that influence the delivery of the portfolio to clients. Bigger companies tend to have more Interferences than smaller ones, and no company ever performs at 100%, although clever accounting and expectation management often masks this!

So, think about your performance appraisal in the terms above. Your Talent is constant, so your Performance dips when Interferences rise. Eventually Interferences will reach a level that makes you feel like doing something different with your life. It’s very empowering when this happens, because it definitively changes the way you approach your appraisal with your boss.  

There’s more to getting a smart education than ever-smarter technology…

Posted on by The Information Badger in Education, Learning, Life, Smart & New Technology, Uncategorized

With a bleak Winter on the horizon, Pink Floyd’s ‘We don’t need no education…’ grumbling from the radio, and Remembrance Day a few days away, thoughts about the grip that tech has on our lives have been a trifle melancholic. Remembrance Day is always poignant for the Badger. His grandfathers, who he never knew, served in the Army during WW1, and his father rarely spoke of his childhood, his life during WW2, or his post-war Army service. The poignancy is heightened this year because the horrors and hardships they endured are evident today in a Ukrainian family currently being hosted by a family member. Sadly, the tech-dominated ‘progress’ of the 21st century has done little to change the propensity for humans to inflict harm on other humans.  

Research has expanded the Badger’s knowledge of his forefathers’ lives, producing enormous pride, and admiration for their resilience in the face of adversity. One grandfather won two Military Medals for bravery in WW1. The other was invalided out of the Army after being gassed in the trenches, a primary factor in his death in early middle-age. The Badger’s father was a child evacuee from London when WW2 started in 1939. He was orphaned in 1942 and joined the Army in 1946 serving in a decimated post-war Germany, and then in Egypt. When pressed, he would only say that these experiences were ‘character-building’ and had influenced his three favourite sayings, namely ‘There’s no such thing as can’t, try’, ‘If you’ve got a problem, don’t bleat about it, deal with it’, and ‘Every day is a day for learning’. When the Badger was growing up, these were part of the parental soundtrack of life and became embedded attitudes. It was his father’s way of passing on lessons learned from difficult life experiences. 1

The Pink Floyd rendition here reminds the Badger that education has not only changed dramatically over the decades, but also that today’s Tech makes it easier, in some respects, to adopt an ‘Every day is a day for learning’ attitude. The days of blackboard and chalk, and throwing chalk at a pupil not paying attention, are gone! The smartest of educations, however, comes from complementing learning delivered by ever-smarter technology with face to face, non-virtual, cross-generational discussions with people sharing their experiences and life lessons. Part of the Badger’s melancholic tinge is due to a feeling that ever-smarter technology is progressively diluting this kind of learning. Another part is a feeling that whilst today’s world is different to that of his forefathers, it isn’t really any better. The melancholic tinge will no doubt fade in a few days. On Remembrance Day, the Badger will be paying tribute to his forefathers, and their values, with great pride. ‘Every day is a day for learning’ is very much part of their legacy. Make it part of yours too.

Innovation, USPs, and the herd instinct…

Posted on by The Information Badger in Business, Change, Education, Information Technology, Innovation, Learning

Have you ever listened to leaders talking in person, or via video or teleconference, about innovation, unique selling points (USPs) that make the company stand out from the crowd, and slogans to be used to grab the attention of potential customers? The answer is  ‘probably’, a word used to great effect in Carlsberg advertising campaigns  that trace their roots back to 1973. The Badger’s sat through many such talks over the years, but one more than twenty-five years ago generated a memorable insight that’s still relevant today.

At a senior staff gathering in a London hotel conference centre, the Group Chief Executive gave a lengthy presentation that announced and justified the company’s move beyond its software, systems development, and systems  integration roots into outsourcing and offshoring services. The presentation not only boasted about this being innovation, but also it conveyed new USPs. Many present were, like the Badger, experienced, delivery-centric people who felt the assertion that this was innovation was highly dubious, and that the new USPs were aspirational and not underpinned by any reality. The audience understood the IT market was changing, but they reacted badly to the claim this move was innovation because competitors were already way-ahead, and it felt like the company was just following the herd rather than playing to its true strengths.

In the hotel bar afterwards, a subsidiary executive provided some wise words of insight when tackled informally about the presentation. They pointed out that although the business world worships innovation as necessary for survival and growth, the reality is that true innovation is rare and it’s imitation that is the endemic driver. They used examples of the new products and approaches emerging across the IT industry at the time to illustrate that these were born out of imitation and not innovation. The executive also highlighted that since the herd mentality is a feature of human behaviour, no one should ever be surprised that companies follow the herd and assert USPs that are primarily just slogans to differentiate in business conversations with potential clients. The bigger a company, the executive asserted, the more the slogan is influenced by spin and market trends, and the more tenuous the link with raw capability. This has coloured the Badger’s calibration of company sales and marketing messaging ever since, and the executive’s innovation, USP and herd mentality insight still resonates in today’s world in which we are bombarded with information relentlessly, and organisations do everything they can to grab, keep, and capitalise on our attention. So, just remember that if something claims to be an innovation today, then be sceptical because imitation is endemic and true innovation is scarce. Similarly, always explore any asserted USP to see if it passes the ‘unique’ test amongst industry peers, because it’s the herd instinct rather than uniqueness that dominates the world of business.

Speaking truth to power in a commercial organisation…

Posted on by The Information Badger in Assurance, Business, IT Project Management, Leadership, Learning

The Badger was reminded of the dangers of speaking truth to those in power while talking to a friend at a social event recently. While sharing stories of the ying and yang of company life, his friend mentioned that they had been quietly tapped on the shoulder to say that they were at risk of redundancy. The Badger’s friend, with many years of loyal service, explained that their relationship with their boss had deteriorated, and that their boss was manipulating their exit because they had been consistently and relentlessly telling them the truth about project difficulties and necessary corrective actions. The boss, apparently, didn’t want to accept the truth, the difficulties were getting worse, and the Badger’s friend’s level of frustration suggested that both individuals had come to the end of their tethers!

Speaking truth to power is fraught with danger and to minimise its risks requires not only having an objective understanding of the personality and priorities of the person holding the power, but also good awareness of organisational politics, culture, and other factors. Without this, someone speaking truth to power might not foresee or prepare for the personal consequences of possible retaliation. These points were made to the Badger by his own boss many years ago during a coaching session. Their advice has influenced the way the Badger has spoken truth to power ever since.

One crucial piece of advice was that when speaking your truth, you must fully understand that you are either challenging something the person with power is responsible for, or their view or opinion of a situation or circumstance. It is thus essential to focus on the issue rather than on criticising the person or others. It is also essential, before you speak, to think through not only the possible retaliations and negative consequences for yourself, but also your gameplan should these materialise. If you don’t embrace these points then you may be ignored, your frustration will fester,  and you will be both flummoxed and unprepared should someone, for example from HR, tap you on the shoulder because you’re ‘a problem’. The Badger’s boss commented that anyone speaking truth to power must themselves partake in the gamesmanship that is inherent in the functioning of any sizeable commercial organisation.

Good leaders and managers, of course, want open communication and to hear truths spoken by peers and subordinates. Indeed, many cultivate dispassionate, objective, and dependable trusted advisors who tell them the truth. The least effective, on the other hand, only hear what they want to hear and are dismissive of truths from others. Unfortunately, the Badger’s friend had not foreseen the dangers of speaking truth to leaders. They have, however, learned to think before speaking, to always consider the potential personal consequences beforehand, and to have a pre-prepared game plan to look after your interests if you get a tap on the shoulder. Speaking truth to power requires gamesmanship…

Setting the bar too high…

Posted on by The Information Badger in Business, Delivery, Education, Information Technology, Leadership, Learning, Project Management

In his school days, the Badger was in the school field athletics team because he was good at javelin, long jump, and – rather surprisingly for someone of average height – the high jump. It was, according to the team coach, the Badger’s natural technique rather than any specific physicality that underpinned why he was good at these events. The coach, a resolute athlete who demanded the same dedication from others, had two favourite phrases to encourage team members to train hard and do better. The first was ‘technique is the difference between reliable success and reliable failure’. The second, used especially for the high jumpers, was ‘you don’t jump high unless you set the bar high’. Little did the schoolboy Badger know that he would regularly hear leaders and managers utter this one throughout his working life!

The Badger’s often heard executives say ‘you don’t jump high unless you set the bar high’ when setting an expected, imperative outcome that is challenging, and when trying to persuade their audience that the challenge is tough, but the outcome is within reach. These last few words, however, are crucial because if an audience don’t sense that the outcome is within reach then they will nod sagely, consider argument futile, and only work half-heartedly towards the objective. If that happens then the road ahead will almost certainly be full of disappointment, blame, low morale, problems, and financial under-performance.

For many leaders and senior staff in sizeable organisations, attending an annual gathering at which executives set out the key priorities and targets for the coming year is routine. The Badger’s attended many such events over the years, and whilst fundamentally there’s nothing wrong in using ‘you don’t jump high unless you set the bar high’ to set ambitious targets, two observations crystallise from the experience. The first is that if the audience sense the challenging target is reachable then they will embrace it, fully align their support and activities, and executives will hold onto their jobs. The second is that if the audience feels the bar has been set so high that you need binoculars to see it, then they will pay lip-service to the challenge, gossip about the credibility of executives, worry about the enterprise’s viability, and speculate about whose heads will roll when outcomes are not met.

The point is simply this. If you are the leader in a company, project, programme, or service, then don’t lose touch with reality or your people. If  you set the bar way too high, then you will have an unhappy workforce, people will leave, output and quality will decline, financial forecasts will not be met, and your credibility as a leader will be damaged. The best leaders stay grounded in reality, make good judgements that balance competing soft and hard priorities, set the bar within reach, and communicate honestly and inspiringly. Those that don’t ultimately suffer the consequences.