A. B. Clarke

Month: January, 2008

Nude Numbers 31

by abclarke

Nude Numbers are my weekly progress reports on my fitness goals. See About Running Naked for the philosophies involved.

Summary

Week 9 of the winter plan. Coming off a rest week things were a lot harder than I expected. But mid-week I decided to increase how much I ate and then things got much much better. Looks like it’s back to big-eating again.

Subjective Data

After the week off last week, and the fact that this was a light-ish lifting week (50% of my 1-rep max weight), I expected things to be easy. But starting off on Monday, my first day back, I found the lifting to be exhausting. By Wednesday it was clear I hadn’t recovered as much as I thought. So I tried something wacky; I increased how much I was eating.

As you can see from the weight data, my weight had been stabilizing and actually decreasing. But with the intensity of my current program, I was wearing down quickly. So I upped to about a 3,000 calorie diet on Wednesday and Thursday. On Friday my lifting session was awesome – I got all the lifts done, spent almost 2 hours at the gym, and only left because I had a salsa-dancing event I had to go to that night. And Saturday, I absolutely rocked all over my spin and short-run.

Lastly, I didn’t get as many swimming drills as I wanted to get in on Saturday due to a little sleep-in, but salsa was fun so that was worth it.

Objective Data

Blue lines == actuals; Gray areas == my target range for that week.

Assessment

With the exception of swimming, I hit all my goals for the week. But only because I decided it was time to eat more.

I think the moral of this week was I need to prioritize my goals and allow some constraint to relax; and that constraint is going to be my diet.

My big goals are to by March 31st: gain weight to 168; swim 1,000 yards without stopping; and keep my waist in check. For now, I’m going to relax the last constraint, and figure I’ll cut-calories after March if things get out of control.

Plan

This week is an even lower lifting week: 40% of my 1-rep maximum weight, and the week after is a hard 90% week. I’m going to continue the basic plan, keep my spinning workouts light (not too heavy on the climbing), and increase my calories to gear up my body for the 90% week. Hopefully I’ll end up next Sunday less tired than I feel right now, and ready to rock all over a 90% week (yikes).

Reminders

I’m still undecided between running a marathon in New York (November) or in Dublin Ireland. If you’re interested in running either with me, let me know. I’m not going to decide until around April. Also, if anyone is interested in doing the Philly Triathlon (June) with me, you’re welcome to join the team!

Presentation Notes

These notes are always presented in SOAP Note format. Click here for all the Nude Numbers posts.

Thanks for reading.

– Art

Staying Sane: Kill Some Puppies

by abclarke

(5d of 5 in The Rules of Naked Management)

Trying to stay sane as a manager? This is the third step in doing that.

Back on the Farm

I grew up on a farm in Ireland where at one time or another we raised cows, chickens, rabbits, turkeys, peacocks, goats and pigs. Every one of those was a cash crop, and while it cost us money to feed them, my father knew that ultimately we’d sell them at market for a profit so it was worth the short term cost.

But we also had dogs, and while arguably the dogs could assist in hunting, the truth is we kept them purely for companionship.

When I was about 8 my father got a puppy(1) for each of his four children. But no one in our backwoods part of Ireland could afford to pay a vet to neuter dogs. As a result, by the time I was eleven, we had 22 dogs on the farm(2). You couldn’t move in the farmyard without stepping on one of them.

To someone not familiar with living on a farm, this might even seem cute. But on a farm that every year struggled to make a profit (and therefore feed our family), these dogs presented a real problem: every day they drank an entire barrel of milk, and given our farm only produced 30 barrels a day, they were consuming over 3% of our dairy output. In good years, my father would only eke a small profit from his farm, so literally these dogs were threatening to eat us out of house and home.

Something had to be done. The question was what? We couldn’t give away the dogs; there were already too many dogs on farms in Ireland. In reality there were only three options:

Feed all the puppies

Certainly the best short term option for the dogs, but bad in the long term for them. If the farm went out of business, then all the dogs would starve and die. Not good.

Starve all the puppies

This would potentially keep the farm profitable and therefore in a position to starve the dogs for a long time, but would ultimately lead to sickly dogs spreading disease everywhere. Not good.

Kill some puppies

A horrible thought, but for the surviving dogs, it meant sufficient food, and for the farm it meant survival as well.

Ultimately there was no choice, and so my father, against the cries of all his sons, made the only rational choice.

He killed some puppies(3).

Managing a Puppy Farm

So, what does this have to do with staying sane as a manager? Last week I talked about how to do less more, but pointed out it would require you to not do some things that are on your list of responsibilities.

But in a management context, it’s hard to say no.

A former VP at Tellme explained it like this to me: every day you come to work and you have 10 different things you have to do but can only get 8 done. It’s like you have 10 puppies, all looking up at you with their big eyes, and begging to be fed. And the reality is you only have enough food for 8. What do you do?

In order to stay sane you need to do the same responsible thing my father did; you need to kill some puppies. Why is that?

Well, let’s look at the same three options again:

Feed all the puppies

You could increase the amount of time you work so that you can spend time with all your tasks. This will work in the short term, but you’ll exhaust yourself very quickly and this can lead to burnout, which ends up hurting all the things you work on. Not a good option.

Starve all the puppies

You could spend a little time on each task, but not as much as necessary to do a good job. But, you’ll find pretty quickly that that will results in things getting half done or worse, and you’ll feel pressured to spend more time fixing problems that came about because you didn’t do it right the first time. Not a good option.

Kill some puppies

This means you decide not to do some things, and you tell people in advance. In the short term they are disappointed, but they adapt quickly, and soon you find you can spend more time on the things that matter. In other words, short-term pain but long-term effectiveness.

The only rational choice is to either feed a puppy, or kill the puppy, but never starve the puppy. In other words, either fully work on a task or problem, or don’t work on it. But don’t ever try to half-do it. Again, this idea isn’t unique to me (IBM’s management team used the expression “feed a monkey or shoot a monkey, but never starve a monkey”).

Assuming I’ve convinced you that you need to NOT DO some tasks, then the question becomes how do you not do something when you have lots of puppy owners yelling at you to feed their puppies. Here’s the ways that have worked for me.

Know Your Puppy Owners

The first trick here is to know your puppy owners. Make sure you’ve build strong relationships with any decision makers who are going to depend on you, outside the context of just your job responsibilities. If you’re given a big project that they depend on, take them to lunch first and get to know them as individuals before you have to tell them no. Find out about their families, and their lives. Share information about yourself. Get to know them as a person, and help them understand that you are a human being too – not just a resource in another team.

You can’t always tell when you get a project that you’ll need to reprioritize it later, so always invest in getting to know the people upfront. Ultimately if you need to reschedule or renegotiate a deliverable, it’s much easier if you actually like your counterpart and he or she likes you.

As a side note, don’t try to build a relationship in anticipation of saying no. In other words, if you already know you’re going to tell that person no, but don’t have a relationship yet, it’s too late to try building one. Instead, you need to recruit other supporters who have relationships with that decision-maker, and you have to fall back on the other options here.

Find Three Ways to Kill a Puppy

Sometimes you can tell people no directly, but in business that’s often not an option. So instead, fall back on this rule. Never say “no” directly; instead present your decision maker with at least three solutions they can choose from to move forward. This rule was explained to me as follows:

One is an ultimatum; two is a dilemma; three are options!

When you have to renege on a commitment, don’t just tell the person who you have to disappoint “no”. That raises their defenses and gets into a pissing match. Instead before you say no, think from their perspective (which is why you should know your puppy owner first) and try to figure out at least three different options you could offer them. Sure, they won’t be as good as had you gotten what they wanted done, but if you’re disappointing a higher-up decision maker, but you present them with three options to move forward, your discussion will center around your options (so you’re controlling the fall out) and the higher-up will usually appreciate the effort you made to think of solutions(5).

Good executives know that the unexpected happens and that some things don’t get done the way they were planned, but reward their managers to think through solutions to get around the unexpected.

Never Kill a Puppy by Surprise

Peter Drucker said:

Never give your manager a bad surprise. And there is no such thing as a good surprise.

This dictum is a great thing to remember when dealing with your own manager, but it especially applies to saying no. Never inform someone that a deliverable or project was missed after the fact. If you do, you will lose their trust very quickly (you didn’t even give them an ultimatum). This means keep good track of who you owe what to (I use the task list I talked about last week) and every day, figure out who you’re going to disappoint.

People don’t like to get bad news, but they really appreciate it when given the news with enough time that they can react to it.

Kill Puppies in Public

This last rule is extremely important. Assuming you’ve informed all affected decision makers, given them their options, and guided them to agree to a solution, you must make sure to publically let folks know the puppy is dead.

Why is this? During renegotiations to “kill a puppy” your stakeholders will usually agree to an option; that’s because they are in crisis mode. Hard decisions get made when folks are in crisis mode.

But once they feel the crisis has passed, there is a very human tendency to fall back on the way things were. That might include their assuming “oh, Art couldn’t do it this one time, but he’ll get it done the next time.” As a result you may find your puppy coming back to life over and over again.

To minimize the chance of this happening, document the decision and communicate widely that the puppy is dead. If a project just got killed, e-mail out the decision in a short e-mail to all the project teams and stakeholders. If you’ve just agreed to divest some responsibilities and some other team agreed to take them, announce it at the largest meeting you can find, and take questions with your other stakeholders there. Once you’ve publically declared something dead, and your stakeholders have not objected in public (and how can they since they just agreed to the same thing in private) it becomes much more difficult for them to back out of their agreement.

Of all the rules for killing puppies, this one is most often ignored, and yet it’s probably most important. Like the rest of the principles of transparency that apply to Naked Management, transparency in killing puppies makes you even more effective.

Finally

But here’s the truth. If you do the things I suggest to stay sanelove thyself; do less more; and kill some puppies – your life will become more livable and you will become a better manager. But you won’t become a great manager. That’s because there is one last thing you need to do, and that’s “lead, don’t manage.” Which is the last (finally) rant in this series of rants, and I’ll talk about it next week.

– Art

(1) This story is actually mostly true, with one slight detail switch. In reality, we had 22 cats, not dogs. But I’m changed the story to puppies, because when I learned this analogy for the management principle from a former VP at Tellme (now working here) her expression was “killing puppies.” By the way, I’m confident she didn’t mean this definition of “killing puppies.”

(2) It appears that Irish dogs (well, cats) are Catholic.

(3) As I mentioned above, the actual events happened with cats, not dogs. And technically my dad didn’t kill them; instead he gave them all away to a factory that produced pig food. Now, before you get too appalled let me explain. He thought he’d have to kill a couple of them because no one usually would adopt 18+ cats, but when discussing it over beers with a friend who owned the pig factory his friend suggested a solution: The pig farm had a big problem with rats eating all their pig food and my dad’s friend realized that feeding the cats milk, if they took care of the rats, would cost him less than the lost food. In this case, a good solution was found at the last moment, but the fact is my dad had to get rid of the cats. As a manager, you also need to get rid of the puppies or kittens you can’t feed. (4)

(4) OK, funny (and still true) story here. Two years later the pig factory owner convinced another farmer to give him about 5 extra dogs he had. Why? Well, it turns out our cats had figured out that there was an easier way to get fed than catch rats all day; the cats just started eating the pig food. Instead of killing the cats, the farmer decided to get dogs to chase them away. I don’t know what happened after that, but I wouldn’t be surprised if the dogs started eating the food and the factory-owner got a horse to chase the dogs away. In a way, the pig farmer was just like the old lady who swallowed a fly.

(5) By the way, be open to fourth and fifth options that become apparent as you discuss things with the decision maker. By already bringing 3 to the table, the decision maker will often use their powers to come up with options that are even better for both of you.

Nude Numbers 30

by abclarke

 

Nude Numbers are my weekly progress reports on my fitness goals. See About Running Naked for the philosophies involved.

Summary

Week 8 of the winter plan. Given some knee pain, and a general feeling of aches all over my body, I decided to take a week off working out. Read on for why.

Subjective Data

By last Sunday evening, my normal rest day, the pain in my knee was still there, and I felt aches all over. I was also feeling rather cranky and having some trouble sleeping for the days before then. Based on that, I made the call to take a week off training, since they’re all classic over-training symptoms.

My eating stayed ok for the week, but because I wasn’t working out as much (but didn’t change the amount I ate) my weight as expected crept up a little.

Objective Data

Blue lines == actuals; Gray areas == my target range for that week.

Assessment

My plan from last week had been to take it easier so really I just modified it slightly.

But I really think I made the right call to cut out a week. Did I mention I’m trying to listen to my body more? (OK, admittedly it’s a little depressing to see all my blue lines above go to zero.)

At this stage, there is no pain in my knee, and most of the aches are gone. My right adductors and glutes are still a little sore though.

Plan

Now, I’m going to ramp back up slowly this week. That means light spinning (no climbs), 45-50% of resting-max lifting, and swimming drills. Basically what I said I’d do last week before I took the week off 🙂

My swimming plan is currently: Tuesday – long swim; Thursday – swim lesson; Saturday – Kicking drills.

The eating plan will continue for at least one more weeks, and then I’ll revisit to see if I should eat more to gain faster.

Reminders

I’m still undecided between running a marathon in New York (November) or in Dublin Ireland. If you’re interested in running either with me, let me know. I’m not going to decide until around April. Also, if anyone is interested in doing the Philly Triathlon (June) with me, you’re welcome to join the team!

Presentation Notes

These notes are always presented in SOAP Note format. Click here for all the Nude Numbers posts.

Thanks for reading.

– Art

Staying Sane: Do Less More

by abclarke

(5c of 5 in The Rules of Naked Management)

Trying to stay sane as a manager? This is the second step in doing that.

Why Do I Write This Blog?

It’s Friday at 6:30pm now, and as I write this I’m asking myself why. It takes time for me to this, time that would be spent on Vlideshow, time that could be spent at the gym, or time that could be spent having fun. It’d be so much easier to just punt this, and “do it next week”.

Heck, would it really matter if I didn’t write this at all? I mean it’s important to me in the long term as part of my philosophy of running naked(1), but it’s not really urgent. I think I’ll skip it this week.

The Trap

The reality is I have more things to do each day than I can possibly do in the time allotted, and several of those are urgent things. Today for example I had a meeting I agreed to take with another entrepreneur, I had a meeting scheduled with a recruit, I had some Flash coding (yes… I’m writing code these days) for my upcoming Vlideshow user test, a call with a business mentor, a meeting for a board I’m on, and a bunch of other things. And I had to write this blog entry. I was totally overcommitted today, and I knew it as soon as I got up.

I’ve mentioned it’s a trap; and it applies to the Entrepreneur as much as it does the manager. As you progress as a manager and get more successful, you’ll be asked to do more and harder things, but because they are harder things you’ll actually be able to effectively do less and less. The traditional answer is to delegate (less of an option for me these days), and while that’s necessary, it’s not sufficient. You’ll find that even after you’ve delegated all the things you can away, you still have more to do than is possible. You need to do more than just that.

The Answer

The answer is simple: don’t try to do everything. Do less. And the trick to that consists of two parts:

  1. Learn the difference between important and urgent tasks and concentrate on the important.
  2. Recognize you’re not going to get everything done, and choose the right things to not do.

Let’s talk about the first one of those parts.

Urgently Important

Urgent tasks demand attention. Urgent tasks are the person from finance yelling for your quarterly sales projections; Urgent tasks are your boss demanding you to fix a programming bug that is crashing your company’s website; Urgent tasks are the instant-message window that just popped up from a friend asking where you want to go for dinner tonight. Urgent tasks are the e-mail from a development manager asking you to read a 12-page product presentation they have and give them feedback in 2-hours before their meeting with the CEO. They are the things that if you don’t respond in the moment, someone gets upset.

Important tasks are the things that if you don’t do will eventually result in you failing in your goal.

But, it’s worth noting that not all tasks are urgent, and not all tasks are important. Some tasks are urgent but not important (e.g. responding about dinner). Others are important but not urgent (e.g. for me, writing this blog entry). Broadly you can categorize any tasks you have based on how important and how urgent they are and figure out which of the following categorizes it belongs in:

The trick do “Doing Less More” is simple. Each day:

  • Do all the tasks in box 1 that must be done;
  • Do at least one task in box 2;
  • Try to avoid tasks in box 3, but recognize you’ll have to do some of them;
  • Don’t do any tasks in box 4 until they “graduate” to box 3.

Doing Less More

As usual with me, this isn’t something that I invented. Lots of folks have recognized the difference between “important” and “urgent” (sometimes called “tactical” and “strategic”). For example, see Getting Things Done. But here’s how I do it.

  • I maintain a list of “strategic” things I need to do (with corresponding due days), and a list of “tactical bullshit” I need to do (with corresponding due days).
  • Every night, I create my to-do list for the next day. I used to do it on paper (in a black book I would carry) but these days I just do it in Microsoft Word. I always leave the top entry on my to-do list empty to start.
  • I fill in the remaining entries with first any urgent and strategic things that must be done (box 1 above).
  • I then start listing any items from box 3 that must be done tomorrow.
  • And then, I look at box 2. I take one item from box 2, and I fill in the blank top entry on my to-do list. That becomes my top priority for the next day.
  • In the unlikely event that my to-do list has less than 5-7 entries, then I add other things from box 2 to the bottom of the list.
  • If my entry has more than 7 entries, I look at every entry below 7 and find some way to punt it (e.g. delegate, or just don’t do it). Seriously – I kill those puppies. I don’t do it. It sometimes means I piss people off, but that’s the nature of killing puppies.
  • Then, the next day at work, I start working off my list and I DON’T STOP WORK UNTIL THE TOP TASK ON THE LIST IS DONE.

There are two odd things about how I do this (different that things like GTD recommend):

  1. I prioritize one non-urgent but important task (box-2) above all the other urgent-and-important tasks (box-1). Why? In the short term (when I started doing this) it meant I had to work hard to get through all my box-1 tasks and get the box-2 tasks done, but after a while the investment I made in “farming” box 2 started paying off, and my box-1 tasks decreased (because I wasn’t procrastinating as much).
  2. I choose 5-7 tasks because as a manager I found most tasks took me about 10 to 30 minutes, so doing 5-7 filled up about 50% of my day, leaving time for other interrupts. If a task takes longer than 30 minutes, then I schedule fewer things for that day. You need to recognize as a manager that at best 50% of your time will be under your control.

It sounds like a lot, but with practice you can get very fast at it. At this stage, it takes me 60 seconds to do this exercise every night. Most folks I know who have similar systems also spend no more than 1-2 minutes each day maintaining it. And during the day, as things get out of plan, I just start jettisoning things lower on the list. For example today, I punted on my flash code so I can write this blog (which since it’s not on my software critical path right now, is the right decision to make).

What Happens When You Do Less

A strange thing happens when you do less. I’ve found that once I started doing this, I pissed off some people in the short-term, but usually (sorry) they were people who cared about non-important tasks, and there was little long term damage to me. But I also found I developed a reputation for getting “important things” done, and people started giving me more important things to do.

Why is that? Well, come review time it becomes obvious: people care that you got the important things done, not that you reacted quickly to some urgent tasks 4 months ago.

What Happens When You Don’t Do Something

Still, just deciding to “not do something” may seem hard. And it is. But fortunately, there are ways to make that easier too, and that’s what killing puppies is all about. Which I’ll continue next week.

– Art

(1) In the short term it absolutely wouldn’t matter. I know that. But in the long term, if punting became the pattern, I’d lose sight of my goal of Running Naked. I pledged to write long pieces about once every week exploring different topics that are important to me, and if I can keep a track record of doing it, I believe the discipline will help me think through a lot of my approaches to life, and ultimately help make me a better person.

 

Nude Numbers 29

by abclarke

Nude Numbers are my weekly progress reports on my fitness goals. See About Running Naked for the philosophies involved.

Summary

Week 7 of the winter plan. I’m broadly on track, but nagging pains are telling me to cut back for a week or two. And so that’s the plan. Read on for more if you care.

Subjective Data

It was a heavy (85% RM) lifting week, and I’m exhausted writing this. I took an extra rest day at the start of the week (Monday) but then kept working hard through the rest of the week. On Friday, I cut out of work a little early (5:30pm) and went nuts (see the data if you’re really curious). Still, it was a fun week.

I have a weird pain in my left knee (after Yoga yesterday) which hopefully will go away soon, and a tightness/soreness in my right hamstring/adductor area that is annoying me a little (nothing too serious though). My one run this week was in Central Park (the weather in New York was unseasonably pleasant) and I was reminded that hard-street running is harder on my foot than the thread-mill.

My swimming kick isn’t as strong as I thought it was, and my long-swim on Tuesday really exhausted my upper body (which is pulling most of the weight). So Saturday I restricted my swim to just the kickboard, and I’ll keep trying that for a few more Saturdays to get the feel.

My eating stayed good all week – that eating 6-times-a-day thing is really working for me right now.

Objective Data

Blue lines == actuals; Gray areas == my target range for that week.

Assessment

The appearance of some pain is not very surprising (I’m not that young anymore), and does mean I should cut back a little. On the bright side, the plan calls for that anyway, so it’s good timing. I have to be careful to not let good weather make me run outside for now, so shame on me for doing that this week.

Eating is going well, and the data is starting to show that. I need to make sure I don’t lose weight – just stabilize.

But all in, I’m actually quite happy with progress. Swimming is slowly getting better, and I am gaining more muscle than fat.

Plan

I’m going to adjust the plan to be lighter on my legs for the next two weeks, to see if I can get the nagging soreness to abate a little. Specifically it means reduced weights for glutes, hamstrings and adductors, and holding back on climbs in spinning classes. I’ll do no more than 45-50% max-RM during my lifting. I’m going to keep spinning though as it’s the only real cardio work I’ve got going at the moment.

My swimming plan is currently: Tuesday – long swim; Thursday – swim lesson; Saturday – Kicking drills.

The eating plan will continue for at least two more weeks, and then I’ll revisit to see if I should eat more to gain faster.

Reminders

I’m still undecided between running a marathon in New York (November) or in Dublin Ireland. If you’re interested in running either with me, let me know. I’m not going to decide until around April. Also, if anyone is interested in doing the Philly Triathlon (June) with me, you’re welcome to join the team!

Presentation Notes

These notes are always presented in SOAP Note format. Click here for all the Nude Numbers posts.

Thanks for reading.

– Art

Staying Sane: Love Thyself

by abclarke

(5b of 5 in The Rules of Naked Management)

Trying to stay sane as a manager? This is the first step in doing that.

My Wife Is Flawed

I love my wife deeply; those of you who know me closely know how true that is. We started dating almost fourteen years ago, got married six and a half years ago, and I am more in love with her today than I have ever been.

But allow me to bitch for a moment: my wife isn’t perfect! Were she a diamond in a jeweler’s hand, he’d spot all sorts of inconsistencies, imperfections, and flaws(1).

I know: woe is me!

Aw Shucks…

Yet, I love those inconsistencies, and I love those imperfections. I accept and would not want to change any of those flaws, even though I’ll admit I don’t understand some of them. To me that’s the nature of love: truly accept what you cannot change.

My wife may not be perfect, but I still wouldn’t change a thing: she’s perfect for me.

Filling The Gaps

OK, hopefully you’ve finished throwing up now. Although I do mean what I wrote above, this article is still about Naked Management so let’s get back to the topic.

Let’s talk about personal growth and how most of us approach it.

Early in my career I took a look at myself, set a vision, and asked what I needed to achieve to get there. I then identified gaps to fill, imperfections in myself, and started filling them in.

  • I felt I needed sales experience? Check, I joined a sales team.
  • I felt I didn’t know how to effectively influence executives? Check, I designed a modification of my boss’s organization in my head and then influenced a reorganization.

This was the path I followed for several years until 2004: find the next flaw, the next weakness, and fix it.

Falling Into The Gap

At first I got huge returns on my investments, but gradually “filling the gaps” became harder. For example, in 2002 I got it into my head that I needed to learn more about design and pick up some skills in that area (I picked voice design because that was what was done at my employer). I started (as a sales-engineer) suggesting designs for automated phone system interactions.

Today I’ll happily admit any of my attempts (which took hours of work on my part) were easily bettered by 5-minutes of effort on the part of one of Tellme’s talented designers. Worse, my meddling efforts pissed off several designers, so not only did I fail to pick up this skill, but I did myself measurable political damage.

Talentless Hack

In retrospect the reason I never got good at design is because inherently it’s not a skill; it’s a talent. Some things are inherent talents; you either have it or you don’t. You can improve upon the talent by learning new skills(2) and someday you can become great! But if you don’t have a talent for something, you can work hard, learn all the skills you can, and at best (with a lot of work) you’ll be merely good. Only with an innate talent will you achieve greatness.

And when it comes to interface design, I have anti-talent.

Now the difference between talents and skills is well recognized, and the advice given by many people on it is quite good. I’ll summarize. To become great in your career:

  1. Invest heavily in skills that hone your core-talents; under-invest in skills that attempt to hone talents you don’t have.
  2. Avoid positions and circumstances that require talents you don’t possess; instead try to change the circumstances to rely on talents you possess.

Official management doctrine does not suggest you ignore areas you don’t have talent in; only that you invest up to the point where it is no longer a show-stopper for your career, but no further. Better yet is to avoid (or delegate away) the responsibilities that require a given talent.

But there is one thing extra you must do that I didn’t realize until 2004, and it relates back to the fact that I love my wife.

Anti-Talents

I believe I have a talent (which is not say I’m great at it, only that I have an innate passion and ability for it) that separates me from most people: I love and thrive in times of change and chaos. My adrenaline fires up when things are going wrong and I work hard to bring about change to fix a problem. But this talent(3) comes with two flaws, one of which I always realized, and one of which took me until 2004 to realize.

The first anti-talent, the one I’ve known for years, is that when things are not in chaos or the chaos is something I’ve seen and know how to solve, I get very unhappy. Once a problem is fixed, I get bored. Once the chaos is in order, I’d rather gag myself with a spoon all day than go to work. I’ve learned to work around this by hiring people who love and excel managing during good times, and then getting out of their way.

But I only realized the second flaw in 2004. I (like most people) have a large ego. OK, I have a super large ego. Sue me. And I believe given a little time and some resources, I can solve any new problem. I still believe that today.

But the flaw was I believed I could change anything about myself: I inherently believed every flaw I have was fixable. Every imperfection was smoothable. And as I continued on my path of career growth, and my ability to change some things about myself started to wane, I grew more and more frustrated and threw myself more and more into trying to fix the unfixable. It ate me up alive.

While my burn-out occurred on a spectacularly fucked-up and mismanaged project, the reality is I was headed in that direction anyway by following the personal growth path of fix all flaws.

In short, I did not love myself.

Sanity and Love

And that’s the first trick to staying sane: Accept and love yourself.

I started out this essay by pointing out that I love my wife. That means I love both her good attributes and her imperfections. And I accept those imperfections and don’t try to change them (well, except for her penchant to remind me I’m too wordy in my writing; she’s got to stop that!).

In 2004 I realized I needed to do the same for myself. I needed to accept that although there were things I didn’t like about myself, some of them were unchangeable and I had to accept them. I will never be a great designer. I will always get bored with day-to-day operational tasks.

And my fatal flaw? The one that ultimately felled me in 2004? I will always be compulsively obsessed and addicted to something. In 2004, it was my job. I had no sense of balance and was putting my job before everything else in my life: my wife, my family, and my health.

For me it took of a crisis to jar me to life, but I’ve come to accept this flaw in myself, and now I try to use it as a talent. I’ve been trying to apply my compulsiveness to building a balance of body, mind, spirit and soul, as opposed to just succeeding at a job. And since doing that, I’ve also learned how to be more effective at my jobs, and much more content at my place in the Universe.

For each of us the flaws are different, but the key step in keeping your sanity is the same:

  1. Know your talents
  2. Know your flaws
  3. And while you should always try to improve, accept that you are who you are.

If you can do that, the other steps in keeping your sanity are just details. Really.

– Art

(1) Now, I’m not the world’s smartest man but I’m also not the world’s stupidest man, so I’m not about to detail those flaws here. Suffice it to say she has flaws.

(2) As usual, I’m not the first person to realize the distinction between skills and talents. Here’s another framework recommended to me by my friends Naomi and Rich for understanding the difference, and a tool that helps some people discover their talents versus their skills.

(3) I believe all talents come at a cost, and everyone who is insanely talented in one key area is also fatally flawed in another. And nothing they can do will ever remove the fatal flaw; they just need to manage around it. It’s almost like we were given $100 to spend on talents when we were created, and some of us choose not to spend it evenly on all talents. I imagine Jimi Hendrix choosing to spend $99 of it on musical talent, leaving self-control underinvested in. But on the flip side, if we didn’t do that, how much more boring and ugly would this world be?

The Rules For Keeping Your Sanity

by abclarke

(5a of 5 in The Rules of Naked Management)

In prior entries I talked about the keys to running naked teams: Figure out the most important thing, run a naked team, grow your naked team, and grow the individuals on your team. With all that stuff to follow, how can the Naked Manager stay sane? That’s what this last article focuses on.

The Management Paradox

A trap awaits the successful Naked Manager. It consists of two truisms:

  1. You will be asked to do more and harder things with each success
  2. You will be able to do less and less with each success

The first truism happens because other managers always give their stars more and more to do – track-records are valued more than anything else. The second truism occurs because the problems get harder, require more time, and require more thought, and despite efforts by scientists to solve the problem, there remains only 24 hours in each day.

Left alone most managers at some point (myself included) fall into the trap of taking on more and more and relying on brute-force, intellect and ego to keep up the track record. Some managers (myself included) eventually cave under the pressure.

It happened to me in 2004. I feel into the trap of working 80+ hour weeks for three months in a row and I spectacularly burned out in my job and had to take 3 months off to recover. It was the second biggest failure of my life(1), but…

Breaking the Paradox

…I had the luxury at the time of working for a company that welcomed me back (which I’ll be forever grateful for) and the time off gave me some time to create a new framework to approach my job (and my life) with, which I applied and tweaked in my next go-round of the management merry-go-round. In reality what happened was one of the best things to ever happen to me.

This series of mini-articles will detail the approach I came up with to stay sane. These are the steps:

I’ll fill in the links as I post the details. I can’t guarantee it’ll work for everyone, but I’ve had some other friends and co-workers adopt the framework and reviews are very positive. Stay tuned for the details…

– Art

(1) I may write one day about the first. However, in both cases, the lessons I learned from the failures far outweighed the pain of the failure. I’m become a real believer that failures are the key to growth in all aspects of life. In the first failure I learned what it means to really love another person (my now wife). In the second failure I learned what it really means to love myself (and no, that’s not a masturbation reference 🙂 ).

Nude Numbers 28

by abclarke

Summary

Week 6 of the winter plan. In this update I return to the gym, go back on a controlled-diet, change my running plan because I’m worried my old injury is resurfacing, and see my numbers reflect the fact that I ate like a pig over the holidays. But despite all that, I think I’m still mostly on-track for the winter goals. Fun fun… read on for more.

I’ve also changed my blog to make it easy to see all Nude Numbers updates in one page. Click here to see all 28 updates so far.

Subjective Data

I definitely feel the return of the problem in my foot; not pain yet but the beginning of irritation. Also I’m finishing each week more tired than the week before – even with a rest week.

I missed my spinning and swimming goals this week because my pool was closed on New Year’s Day, and on Saturday my back, shoulders and glutes were still sore so I skipped my morning workout.

This was also my first week back on a calorie-controlled (maintenance) diet plan, which was easier than I expected.

Objective Data

Blue lines == actuals; Gray areas == my target range for that week.

Assessment

The pain in my foot is a little concerning, but thankfully I don’t have to be running a lot right now to meet my later goals in the year. I’m going to adjust my running plan to back off for now, and do more stretching to try to get flexibility in my ankle (which my physical therapist thinks is the root cause of the issue).

I was extremely tired come Saturday this week, even with a rest week. It could also be because this was a high-rep (12) with a highish-weight week (65% of 1-rep-max), so my lifting was really exhausting. Since I need to gain weight, I’m going to keep with the plan for now though.

I’m not worried about the blip in swimming numbers this week – it really was schedule related as my long swim day tends to be on Tuesday and I missed it this week.

You can definitely see the results of the 4-week holiday eating binge in my data (and the mirror). Take a look at the Abdomen measurements to see the jump. Starting New Year’s Day I went back on a calorie-controlled diet, and the weight results reflect that. The first week of a diet switch always brings a big change in scale numbers because of the water loss, so I know I need to keep this up for 3-4 weeks to eliminate real fat and get back in range. Hopefully I’ll start to see my abdomen shrink a little between now and February, but this week was a good start as weight gain leveled off.

Plan

I made a major change to plan this week – my running plans has been pushed back at least 4 weeks (here’s the old version if you care), and I’m going to stick to 1-3 miles a week between now and then, treadmill only, with lots of ankle-stretches. I’m also going to change from 3-sport-brick workouts (swim-spin-run) to 3-day alternating 2-sport workouts (swim-spin, run-swim, spin-run) on the advice of my coach.

My lifting plan for next week is 85% of 1-rep-max, 4-rep, 4-set, 60 second rest, which is harder than it sounds 🙂

And I’m continuing on my measured calorie plan: 2,250 to 2,750 calories a week.

Reminders

My aunt will not be able to run the Dublin marathon in October, so I’m still undecided between New York (November) and Dublin Ireland. If you’re interested in running either with me, let me know. I’m not going to decide until around April. Also, if anyone is interested in doing the Philly Triathlon (June) with me, you’re welcome to join the team!

Presentation Notes

These notes are always presented in SOAP Note format. Click here for all the Nude Numbers posts.

Thanks for reading.

– Art

Growing Individuals: Fire Your Stars

by abclarke

(4f of 5 in The Rules of Naked Management)

You’re Fired!

In the intro to this section, I laid out my argument for why you should “fire your stars”, but to recap:

“Fire your Stars” means tangibly change the responsibilities of the best performer on your team (and optionally change their title and compensation), even if it means transferring them to another group in the company.

This goes counter to most management advice which says retain your stars at all costs, but I say “Fire your Stars” because:

  1. Without action on your part, your stars will leave anyway.
  2. By “Firing Your Stars”, you can control the timing and circumstances.
  3. Your team becomes more resilient.
  4. Your team’s morale increases.
  5. Your team’s performance reaches a higher level than before.
  6. And damn it, it’s the right thing to do for your Stars anyway.

See the intro if you want the background for why these things happen.

Your Goal

This part of Growing Individuals is deceptively simple. You’ve already identified the top performer on your team (you did it as part of Putting Your Money Where Your Mouth Is). Now, you need to set the following goal for yourself:

Within 12 months since your last top performer changed responsibilities, you will change the responsibilities of your current top performer.

That’s it. Once every 12 months should give you a maintainable rate of change. You can “Fire more Stars” if you think your organization can handle it, but the minimum is one.

Now hitting this isn’t easy, you have to do lots of things:

  1. Understand and anticipate potential opportunities for your Star within your organization or other organizations.
  2. Pre-sell potential stake holders on the change.
  3. Aggressively make your Star fill any gaps that would preclude success in the new role.
  4. Balance the reality of your organization (probably slow moving) with the expectations of your employee (wants fast change).
  5. Handle unexpected realities, such as another person quitting unexpectedly.

Worse, there is no cookbook to follow for this one either, because each individual is unique, each circumstance is unique, and each set of opportunities is unique. In other words, it’s hard.

But it’s the right place to spend your time growing individuals. It means in reality of the time you spend on “growing individuals”, you spend most time on just your top performer. But that’s ok, because by following the other rules you’ve outsourced most of the rest of the work to the other individuals on your team and as a result they are growing nicely on their own.

For The Unbelievers

Some people will try desperately hard to retain their stars through other means. Usually they resort to compensation or title changes without actual changes in responsibility. I know I have before I figured out to Fire them. I can say with certainty, having tried all combinations of ways to keep stars that “Firing Your Stars” actually leads to the best retention for your company (if not your team). Here’s a quick summary of what I’ve experienced when I had a star who wanted to grow and changed some combination of title, compensation or responsibility.

A black circle represents something changed (for example, on the first entry, I changed nothing, resulting in the Star deciding to leave the company on their own):

One Last Caveat

The key thing about “Firing Your Stars” is making sure your Star has new responsibilities. But it only works if your Star feels that they are genuinely new responsibilities, and that some of her old responsibilities no longer need to be done directly by her.

I’ve tried, and seen many managers try, to spin an increase in responsibilities as a “new job” to an employee and they see through that bullshit immediately.

Here’s the key rule of thumb: if your Star does not perceive the change in responsibilities as a real step forward in their career, then you have not “Fired Your Star”, you’ve pissed them off. Very different.

Managing The Naked Team

Still, I believe if you run a naked team, grow a naked team, and grow individuals, you’ll end up with the strongest of teams you could possibly have. But, as GNP pointed out, it’s a lot of steps to follow. How the hell do you do all this without going crazy? That’s the next topic.

– Art