Got a story to tell?

I started work with a new client this week. One of our conversations revolved around adoption of the program we were implementing. This is a pretty common theme in a lot of projects I work on, how to get people to buy in to your vision.

I came across an article on this topic on Harvard Business Review. One of the interesting recommendations of the article was to tell stories. As a former Navy guy, I have heard my share of sea stories. While entertaining, sea stories also had a lesson to teach. It was usually about how to avoid doing something stupid, exemplified by someone doing something stupid.

But stories can help in business as well. I often tell stories of how a previous client did something similar and what their outcome was. Sometimes, in spite of my best advice, I have had clients do stupid things. More often though, they stories are of success. The story drives a point home better than providing statistics or giving recommendations without any backing.

So what stories do you have to tell? How will your stories help you move your project forward?

A Brand Called You

I had an article published yesterday on Projects@Work on Seth Godin's latest book, Linchpin. I've been a fan of Seth Godin since he spoke at the PMI Global Congress more years ago than I want to think about. It was at the conference that I was introduced to Fast Company magazine as well.

From Fast Company's "The Brand Called You" to Linchpin, the focus has been on how you need to take charge of your future. So have you worked to refine your brand? You may be thinking that you don't need to because you work for a company and don't plan on becoming a free agent. Even if you do work at a company, you still need to think about your brand. As Godin points out, if you are just a cog, you can be replaced by a cheaper cog.

So where do you start? One good technique is to become the expert on something; be it project management, your company's products, or some technology. Then you need to get the word out that you are the expert and help people out. This is what Godin calls giving your gift.

As an example, I was one of the first people to get my PMP certification in the organization I was working in at the time. I started helping other people get a better understanding of project management. First, it was some half-hour "brown bag" sessions at lunch and eventually I put together a half day intro to project management for people in the department. This wasn't in my job description. No one asked me to do it. I did it because I was developing a passion for project management and I wanted to share it. People started to think of me as the guy who know how to run a project, and the big, high profile projects started coming my way.

So figure out how to brand yourself. What do you have to offer your organization? What problem do you want to be known for solving?

A good quote

A came across this...it's like the saying the race doesn't go to the swiftest but to the one that keeps on running;

“Nothing in the world can take the place of persistence. Talent will not; nothing is more common than unsuccessful men with talent. Genius will not; unrewarded genius is almost a proverb. Education will not; the world is full of educated derelicts. Persistence and determination are omnipotent. The slogan ‘press on’ has solved and always will solve the problems of the human race.”~ Calvin Coolidge

Are things getting to complicated?

I heard an interesting tidbit of information this week. As software complexity increases, the amount of effort to add a feature rises exponentially. For example, if you were 40 story points, it might cost $10,000 (I am making all these number up) but to do 80 story points wouldn't be $20,000 but more like $40,000.

So when you combine this with the Standish study that said only 20% of the features on custom developed software are used always or often, you have a pretty good argument for simplification. Not only do all these extra features never get used, they cost a whole lot more to implement than the basic features that are needed.

So next time you're in front of the customer and they ask if you can do this or that, say yes, but it will cost them. Ask them what the real business value is. If they have a good answer, the feature probably makes sense. Otherwise, focus on the top 20% of the features they want (based on business value) and deliver that first before committing to any additional work.

Are you being creative?

Back when I was in the Navy, I received one fitness report (aka performance evaluation) in which I had a lower rating for Creativity. At the time I was puzzled, why would I have to be creative? I was a low-level officer, just following the orders given to me. There wasn't any room for creativity in my job.

It took me a while to realize that in any job you should be bringing creativity. Following the rules is not enough. You need to use your creativity to change, improve, and maybe break the rules in order to improve the organization.

This isn't always easy. You have to make the time to come up with creative ideas. On a recent project of mine, I was so busy going to meetings, responding to emails, and just getting tasks done that I wasn't being very creative, so I got into the habit of reflecting on the day after I got back to my hotel room each night and thinking about what I could have done that I didn't even have time to think of during my busy day. That became the first task on my list for the next day, so I could get to it before things got to crazy.

So where can you be more creative? Take some time at the end of your work day to think about this.

Re-imagine your failures

I read an interesting concept today. This come from US Snowboarder Shaun White. He said that when he doesn't succeed with a maneuver, he watches the video, then he imagines the scene but instead of failing, he succeeds with the move.

Think about this. You had a meeting or conversation with a colleague that didn't go how you wanted. What could you have done to make it come out the way you wanted?

I find I'm challenged when I have to give constructive (ie, negative) feedback to a team member, the conversation doesn't always go the way I want. If I practice Shaun's advice, future conversations should go smoother and I can get my gold medal!

Change what you're passionate about

I came across an interesting idea in Seth Godin's Linchpin

Transferring your passion to your job is far easier than finding a job that happens to match your passion.

I've read a lot lately about how you should figure out what you're passionate about and then find a way to make money at it. I think about photography, which is something I am passionate about. Would I feel the same way if I had to do it to make money?

The alternative that Godin is proposing is to become passionate about what you're doing now and that will in turn make you more successful because you bring your full self to work.