Notes From the Road #6 - Accountability in the Air

The scene was the start of the cross-country Delta Airlines flight from Atlanta - San Francisco. As the last few passengers were getting settled, the head flight attendant commenced her normally familiar and standard set of pre-flight announcements. You know these standard flight safety announcements, you tune them out just like I do - I mean what person alive is actually not familiar with how a seat belt is fastened?

But on this flight - the announcements were different and distinctive. No, not for being all that clever or funny, like sometimes are found on Southwest Air flights, but for being more real, personal, and accountable that most. 

Before launching into the speech about the faster seat belt light and turning off cell phones, the flight attendant said something along the lines of this:

'I know that you many of you may find air travel frustrating or stressful or too expensive. I know what people sometimes write or say about flying on our airline. I understand that feeling sometimes myself. But I want to let you know that it is my personal responsibility to make this flight an enjoyable one for you, and to take some of that stress and frustration away. So if and when you need something, you let me know, and I will take care of it.'

What I loved about the speech, apart from the sincerity from which it was delivered, (you kind of had to be there to get that sense), was that the flight attendant talked in first person, using 'I' and 'me' in her statements, rather than the softer and more general 'we' or 'us'. She was not suggesting that the other flight attendants on the flight did not share her desire to make the flight a successful and enjoyable one, but rather she was taking personal ownership and accountability for results. It is a small thing, but I thought it stood out, and to me it was pretty refreshing.

And as the 5-hour flight passed, from what I observed she backed up that statement with her performance. Cheerful, attentive, professional all the way. I think demonstrating some of the best leadership I've seen in action in a long time. 

Recognize the issues, take ownership, have a plan, be personally responsible, and then follow through.

Very cool and a definitley helped make a Sunday night cross-country flight much better.

Have a Great Weekend!

Creating great mobile experiences, accessed from the sofa

I read a super piece over the weekend on Stephane Rieger's site titled, 'Mobile Users Don't Do That', a short, but spot-on and important reminder of the importance of thinking critically and specifically when designing and deploying applications or solutions for use on mobile devices.Source - Yahoo!

The main point of the piece - is that often mobile or tablet design projects get too caught up in bad or at least inaccurate assumptions, namely mobile users are typically 'on-the-go', and lack the time, focus, or ability to maneuver around complex applications or complete multi-step processes because they are hopping in and out of taxis or marching up Seventh Avenue. Rieger correctly points out, and cites several recent studies, that mobile and tablet users are just as likely to be sitting on their sofa, accessing data and applications in a slow pace, often while consuming other content on a PC or a TV. In those 'multi-consumption' scenarios, the challenge for mobile designers is not so much streamlining functionality and navigation due to the user actually being mobile, but to maintain user attention and focus when they are likely doing two or three other things.

I saw a quote online the other day, (not sure who was the actual originator), the posited that the term 'social media' ought to be dropped. The take was that in 2012 all media is social in one fashion or another, and all social networks have inherent in them some kind of media component. If you think about it, that makes perfect sense. Turn on CNN or any of the other major TV news channels and I'll be within 5 minutes you will see and hear calls to 'Find them on Facebook' or 'Post us your questions on Twitter and we will read the best ones on the air'. And obviously the social networks themselves are mostly morphing into media outlets, just look at what happens on Twitter and Facebook when major national or world news breaks.

I mention this because I wonder if the same merging or blending around the edges is going to happen to workplace technologies - i.e. that to users it will start not to matter if their applications and tools they need are accessed on desktop computers in the office, laptops at a client location, tablets while sitting in the airport, or on iPhones while sitting on the sofa. Delivering solutions that work for them wherever, however, whenever they want to need to work, and using whichever device they prefer, (based on lots of factors, only one being their location and mobility), will become the primary design challenge for the next 5 or 10 years I think.  And as Rieger reminds us so well, making erroneous assumptions of what people want to to and what they expect from all these access methods and potential experiences is certainly a trap that has to be carefully avoided.

It certainly isn't an easy problem to solve, but it sure is interesting. And the best solutions will eventually arrive at the point where it doesn't matter to the users where they are and with what device they are using, the solution will simply work.

Some applicants ARE awesome and can do lots of pull-ups

Recently another 'clueless applicant' tale bounced around the interwebs, this one centered around what was described by Business Insider and Forbes as 'The Worst Cover Letter in the World', so bad that the applicant was 'laughed at by everybody on Wall Street.'Give me 35

If you missed the story, and don't want to click through to the linked pieces above, here is a quick summary:

An unnamed student at New York University, applying for what was described as a summer analyst position with JP Morgan, included a cover letter that was a bit over the top, a bit long, had a couple of really kind of stupid mistakes, but mostly seemed, (at least to me), to be coming from a hard-working, positive, ambitious, and eager individual that is determined to get his career started.

You can read the full, (with personal identifiable details redacted), cover letter here, and I am sure you'll be as equally amused as Forbes, BI, and most of Wall St. was with the applicant's references to his bench press progress, 'double my bodyweight', and ability to pick up computer programming languages quickly, 'I learned a year's worth of Java in 27 days on my own.'

And if you do read the full cover letter, and the corresponding article ripping the kid for mistakes, bragging, length, and overall lack of polish and professionalism in communication, you'll probably agree with the conclusions and comments in the Forbes and BI pieces.

Ha-Ha-Ha. What a joke, what a doofus. What in the heck are they teaching kids at NYU anyway. Let's all have a good laugh at this kid who clearly doesn't get it that no one cares about how much he can bench press or how many pull-ups he can do.

Here's what I think. If I were looking to fill spots for one of these summer analyst programs, I'd bring the kid in for an interview. I know the cover letter was not technically perfect. And yes, the kid probably needs a refresher course in some basic rules and mores here. But that doesnt' take away from some important considerations as well.

Assuming the kid's grades and program of study checked out, (easy to verify), I would look at the bragging and the posturing in the letter as an indication of a kid that has drive, that had goals and set them, and is probably the kind of kid that has had to work hard to get as far as he has.

Bench pressing double your body weight is hard. No, make that really freakin' hard. I have known maybe 3 guys in my whole life who could make that claim. And 35 pull-ups? Good luck passing ten. So maybe I am overvaluing the level of effort, sacrifice, and commitment it takes to make those claims, but to me, they show some character. And that I think would make me want to meet the kid.

On a broader level, I sort of get really angry and frustrated when I read these kinds of pieces, and read the smug know-it-all comments and insults lobbed towards job seekers who in an attempt to make their credentials stand out from the pack, fail to execute in just exactly the way we 'professionals' want them to. I am not defending spelling errors, shaky grammar, and sloppiness, but I am standing up for making a claim as to why you're awesome and why you deserve consideration.

So yes, if it were me, I'd bring the kid in to interview. And I'd probably ask for some workout tips. 

Acknowledging the Competition

This past couple of weeks the sports world has been chock-full of big time, high stakes contests ranging from the recent Super Bowl to what was in my little sports bubble, an incredibly entertaining and interesting NBA game last Friday night between the Los Angeles Lakers and the New York Knicks.

While in different sports, and certainly having wildly different levels of significance, these contests possessed some interesting back stories, both around how teams and players perceive and communicate about their competition. 

Two data points to submit -

Point One - shortly after the New York Giants victory in the Super Bowl, a full-page congratulatory advertisement in the New York Daily News was taken out in acknowledgement of the Giants fantastic victory, and commending the Giants organization for the 'passion' and 'toughness' they exhibited in winning the championship.

The organization that placed the ad? Not the New England Patriots, the team that the Giants actually defeated in the Super Bowl, but the New York Jets. The Jets, as the 'other' professional football team in the greater New York City area have had a long history of futility, and after some recent better play in the last few seasons, saw themselves as a serious title contender. Sadly for the Jets, their season ended in disappointing fashion, failing to even qualify for the league playoffs, in no small part to a loss to the eventual Super Bowl Champion Giants in a late-season game.

Point Two - Shortly before last Friday's Lakers-Knicks game at Madison Square Garden in New York, reporters asked Lakers' star Kobe Bryant, an all-time great player, and 5-time NBA title winner what he thought about the recent and surprising play of the Knicks young point guard Jeremy Lin.  Remember, Kobe is a pantheon-type player, one of the greatest ever, and Lin, while a sensation at the moment, has played only a handful of games of note in the NBA.

From the transcript of the exchange between Kobe and the press:

"I know who he (Lin) is, but I don't really know what's going on too much with him. I don't even know what he's done. Like, I have no idea what you guys are talking about. I'll take a look at it tonight though."

[Asked again about Lin] "I don't even know what the [fudge] is going on. What the [fudge] is going on? Who is this kid? I've heard about him and stuff like that, but what's he been doing? Is he getting like triple doubles or some [stuff]? He's averaging 28 and eight? No [stuff]. If he's playing well, I'll just have to deal with him."

[Would he consider guarding Lin?] "Jesus Christ. Let's not get ahead of ourselves."

It's hard to say how much Kobe really knew about the Knicks' Lin, and how much of his remarks were meant to make sure that the rest of the league, the reporters, and the fans know that he remains one of the top players in the league, on what is still a good team, and what the [fudge] are you guys doing asking me about some rookie no one's ever heard of before three days ago.

The difference in the two approaches? 

The Jets are the second-class citizens in the New York football scene. And their local rivals the Giants have just won their second Super Bowl in 4 years, (and 4th overall). The Jets have been looking up at the Giants for the better part of their history.  Kobe, on the other hand, has been one of the very best players in the NBA for over a decade, winning 5 titles in the process, and Lin, well despite this past week of excitement, has achieved about 1/1,000,000th of what Kobe has done in his career.

For the Jets management, taking out the ad congratulating the Giants sends a pretty strong message to the players, coaches, and fans that their job is not nearly done, and to see what success looks like well, they don't have to look far.  It is about making sure the Jets understand that and hopefully to keep them motivated to do something about that.

And for Kobe, the best player on the Lakers and the team leader? His comments are clearly meant to make sure his teammates realize that they are still the Lakers, and he is still Kobe Bryant, and that they, and the rest of the league should not forget that.  A leader on a traditionally great team probably has to take that tack, and to keep up the team's swagger and confidence. 

What do you think - does your position on the pecking order influence and factor in to what you say about your competition? 

Does what you say about the competition have any effect on the morale of your staff?

Postscript - The Knicks, led by Jeremy Lin's 38 points did beat the Lakers last Friday. Kobe played pretty well (34 points 10 boards), but the Knicks had too much #LinSanity going for them.

If culture eats strategy, then what eats culture?

I still play Rock-Paper-Scissors.

For a simple game, it is incredibly nuanced and complex. Like all good games, there is no sure way to win, and no sure way to lose. Some day I hope to hone my skills to the point where I can compete for big bucks on the R-P-S circuit.

Why mention Rock-Paper-Scissors? Choose wisely

It came to mind from thinking about two things - one, another run around the park for the popular 'Culture Eats Strategy' meme, (ok, it is not really a meme, I just couldn't think of a better word. Sorry.). This line of thought posits that without the 'right' or 'good' or 'well managed' company culture, that it does not really matter much what the business strategies are, that decreased or lacking employee engagement levels caused by that poor culture will effectively short-circuit and lead to failure even the best, most intelligent strategies. It makes plenty of sense, is fairly hard to argue against, and tends to play to the part of us that simply likes to believe if we create great places to work, great experiences, and happy/engaged/satisfied employees that everything else might just fall into place.

But like the Rock-Paper-Scissors game, that is non-linear, and where any choice you make can potentially be trumped by another choice, is it possible that while Culture may eat Strategy, that there might be something out there that might eat Culture?

How about Talent?

A few days ago mega fast food franchise company Yum! Brands, (think, Pizza Hut, KFC, Taco Bell), announced its latest quarterly earnings, and one of the highlights was the company's strong growth and performance in China, with an expansion of locations and same-store sales up 21% on the quarter. On the quarterly earnings call, Yum! CEO David Novak was asked about the company's successes in the often difficult to crack Chinese market, and his explanation of the reasons behind this excellent performance curiously did not attribute it at least primarily to some kind of superior business strategy, or wonderful organizational culture. No, he talked about Talent. From the transcript of the earnings call:

I think our whole formula for success in China has been geared on great local management team with phenomenal local operating capability. And we've always had one rule, we never want to expand any further than or faster than our people capability.

But we're like the Procter and Gambles, the king of marketing talent in the United States. We see ourselves as the leader in operating talent in China. The second big thing on people capability is just our development operations. Our development team -- we have 700 people in our development team. And we have the best retail management base in China. This is a huge competitive advantage as we go forward. 

Let that sink in a minute. People capability. The leader in operating talent. The main reason Yum! is winning in China.

Later in the discussion Novak does talk about the importance of flagship locations, and arriving first to local markets, both clearly business strategy type decisions, but the overall emphasis and the main reason for success and ongoing competitive advantage is finding, developing, and pipelining great local managerial talent.

Talent. Not culture, not strategy, not some innovative marketing or social media outreach.

It is a very interesting take, and I'd recommend reading the full transcript of the earnings call, (come on, you have time, lay off Facebook for ten minutes).

What do you think - if culture eats strategy, could it be that talent eats them both?

Have a great weekend!