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Follow-up Q&A to the Art of War for High-Performing Professionals

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Hello, this is Laura Lee Rose – and I enjoyed our Art of War for Product Managers and High-Performing Professionals.

Below is an abridged list of Q&A that I collected during that presentation.

Feel free to contact me at LauraRose@RoseCoaching.info for any follow-up questions or presentations.

 

Q: What does “never compromise with honesty” mean?

 

This means to keep the “real reason” for the task in mind at all times.  Don’t use the singular focus on numbers and dates distract you from the real reason for all your hard work.

 

For instance, even though your task is to get this product out the door on a certain date, the real-reason of the task is to release a high-quality product that customers will actually use.  The team was running late and the delivery schedule was in jeopardy.  To bring in the schedule, the product managers moved all the customer-review of the early design phases.  They also compressed the time between the Beta Release and the general release.  By by-passing usability studies, focus group prototypes and taking early demos to various trade-shows in order to save time; the product managers actually lost the opportunity to make sure the product will actually be used by the clients.   At the Beta Release, it was discovered that the customers like the idea of the product, but the implementation was not how they actually do their work.  The idea behind the tool was to assist clients to get their work done more efficiently.  This product was making the customer to fit the product instead of the other way around.  The team had to go back to the drawing board and the company cancelled the product release.

 

Another example: You know what the executives want to hear, so you put a slight spin on your status report to avoid conflict and disapproval.  You didn’t tell “a lie” – you merely didn’t tell the entire truth.  Your solution is for the team to just work longer and harder to catch up.  This strategy doesn’t work because the team is already working longer and was burnt-out.  The issues got worst and not better.

Another example:  The quality reason for retesting all the defects by a certain date is to allow the development team enough time to find, fix and retest the defects found by more testing.  In software development, any code change generates a 10% chance of creating or finding new defects.  By enforcing multiple deadlines in the product schedule to have all the teams retest all the accumulated ‘fixed items’ in their queue – allows those hidden defects to become visible with enough time to fix and retest.  A test group allowed their retest queue to get out of hand.  The 0 defect deadline was the next day and they realized that they would not be able to retest their 100 fixed items.  Since the developers said these items were fixed and the testers didn’t want to be called out on their defect counts, the testers closed all their defects without testing.  The consequence was that a significant number of defects were left in the product, the product quality suffered, customer complaints rose, technical support hour’s increase, and a costly emergency maintenance release was schedule.

 

Another example: In an interview, you’re trying to figure out what the interviewer (or your executives) wants to hear, instead of expressing who you really are (or the true status of the product).  Although you want to stay focused on answering the exact question that the interviewer is asking, don’t try to figure out what answer they are hoping to hear.  They need to hear who you really are (and visa-versa).  Answer as honest as makes sense – and don’t try to mind-read.  After you have answered, ask them how they would have handled the situation.  Then you can better comment on the way they handled the situation.  Many situational and scenario-based interviews have really no right or wrong answers.  By feeling comfortable finding out more about how their organization works, you can decide if this organization is a good fit for you….(versus spending a lot of time force-fitting the partnership).

 

I go into the: who, what, where, when and how in the IT Professional Development Toolkit.

 

Q: Who can you use as accountability partners in the professional realm?

 

Your manager, mentors, coaches, HR representatives and even clients can be used as both accountability partners and reasonable forcing functions.

 

You can use Reasonable Forcing Functions and Accountability Partners in your performance goals as well as your product goals.  In this discussion, we are not only focusing on your company “product” work but the work that you do on your product or “YOU, Inc”.  We all do well when we make external commitments to others at work.  But we may fall short to the commitments and tasks that we have only ourselves as the audience.  Incorporate the reasonable forcing functions and accountability partners in these tasks as well.

 

Sample of how to use an accountability partner: Tell a coworker, manager, mentor or coach about your individual career goals, your deadlines and milestones for certain individual projects, and status/progress.  Document these goals in your personal business commitment and individual development documents (signed by your manager).  Make your manager, mentors and coaches your co-conspirators in your career success. If they know where you want to go, they can keep an eye and ear out for you.  .  They can see, hear and go places that you don’t have time or access. You have now made them your secret agent and have increased your spying ability

 

Sample of how to use a Reasonable Forcing Function: One of your committed goals is to be better exposed to client perspective, bring in new business and to become known as an expert in this field.  You know that attending a technical conference will provide you the opportunity to talk to prospective clients, bring in some new customer leads, and learn more about your field of expertise.   Your company doesn’t have the funds to give everyone a trip to technical conference, but if you are selected as a speaker at a conference – they will send you.  A reasonable forcing function is to commit to submit 3-5 abstracts to the various technical conferences (they all have submission deadlines).  You get the approved list of technical conferences and start submitting 3-5 abstracts to each conference.  If you submit enough abstracts to various conferences, one of your abstracts will get accepted by one of the conferences.  You don’t have to have submitted the paper or outline until one gets accepted, so you aren’t spending time on the presentation until one is selected. Now that the abstract is selected – you have a reasonable forcing function to achieve your other goals.

 

Reasonable Forcing Function IS NOT a term from Sun Tzu’s Art of War book.  Rather is it a time management technique.  You all do it today in your normal life.  For instance, you tell your children that you can’t watch TV until your homework is done.  Your home is a wreck but you can’t seem to get motivated to clean it up; so you invite people over for next Friday night.  That forces you to make the house more presentable.  You love to paint and sculpt but you don’t seem to make time for it.  So you sign-up and pay for a sculpting class every Wednesday night.  You actually already do this.  We’ll just use it more deliberately and liberally.

 

I talk more about reasonable forcing functions and accountability partners in the professional development toolkit.
Q: Question regarding the comment that only 36% of a product is used by the end-user:

The Usage of coded features data was presented by the Standish Group at the XP Conference

 

 

 
Q: Being overwhelmed on the number of products you are to develop?  Here are some suggestions:

 

Recommend that you take more of an ownership of your own calendar, schedule and profession.  You are the one accepting those tasks.  Remember that all MUST DO products will get done, but they don’t have to be done by you.  Anything that doesn’t get funded or resources are simply not a MUST DO (by definition).  If it’s important enough, they will find someone to do it.  It is the executives role to properly fund and sponsor the things that really matter.

You are a great product manager, therefore – Product Manage – yourself.  Companies and managers are much like blind waiters.  They will continue to pour until YOU say “when”.  It is your responsibility to review the priorities, ROI, and which products are most in line with the company’s vision and mission statement.  Companies are in the business of making money.  High performing product managers can quickly determine which product will bring in the money and which are not.  Excel in putting your time and effort in high-revenue products and recommending end-of-life to those that are not making the build.  In today’s market, technology is changing so rapidly that if you continue to put effort in a product that’s just not cutting it; the chances are high that when it finally does make it to market, it will already be obsolete.  Don’t fall in love with the product, just because you’re assigned to it.  Always, look at your products objectively.  Not all products deserve to be released.  And the quicker you can pull the plug on the duds, the more money you are saving your company as well as effort on yourself.
Q: What’s the best way to handle overwhelment?

 

Transparency and communication is key to smoother releases.  Managers and executives often don’t care who does what.  They care about the important things getting done. If you continue to blindly accept projects and tasks (merely because people are handing them to you), then you run the risk of not delivering any quality products at all.  I always recommend frequent and regular one-on-one meetings (at least twice a month), with your manager.  If you only speak with your manager when something is wrong or during your performance review, then you are always anxious. If you regularly have these meeting (already scheduled in your calendar) – you are well-practiced in these meetings; your manager will be well-informed and you will know exactly where you stand (in performance metrics) at all time.

Your manager is responsible for handling and properly distributing the workload so that it gets done properly.  If you are honest with your status and realistic with your own time-management and project management schedule, he has the opportunity to re-assign before it’s too late.  By keeping it to yourself, you are tying your managers’ hands because he is unable to properly manage the situation after the train leaves the station.

 

ALSO – In these global and distributed times, it’s important to have a Communication Plan for various issues.  Some people only communicate via text, some folks only via phone, some people only do email, some people are on different and conflicting time zones.  By outlining your significant stakeholder’s communication preferences (time zones and contact information), you can be assured to get their attention when you need them.  Remember the real-reason for contacting them isn’t to just cross-off the item “send this information to xxx”.  The real-reason for contacting them is to make sure they receive the information, understand it and discuss the consequences.  Sending a quick email to check off “I sent him the information so I have done my part” doesn’t accomplish your real goal.

 

Having a communication plan and structure for your significant stakeholders will grease the wheels of communications.  For instance, you and your stakeholder may decide to:

1)     Merely update the internet wiki with regular status information and have an auto-responder that automatically email the link to the stakeholders weekly.

2)     Send an email with the subject header convention:  CALL TO ACTION xxxxx DUE yyyy  for requests or action items

3)     Call or text when a high-priority problem is encountered (and be armed with options and alternative solutions).  And setup a follow-up phone or in-person meeting for a longer discussion – keeping time zones in consideration.

4)     Person to person meeting or phone meeting for mentoring and coaching meetings.

5)     Frequent one-on-one meetings with managers on all status, future plans, business strategies and performance discussions.

 

I talk more about communication plans, one-on-one meetings, and performance evaluation strategies in the IT Professional Development Toolkit.

 

Q: Any tips for getting buy in from higher ups when trying to block out time?

 

It’s been my experience that ‘higher-ups’ don’t really have that much interest in your individual calendar.  You are the one in total control of your calendar.  You are totally responsible for your own career and professional development.  Expecting others to somehow make the time or allocate money for your individual professional and career development is a limiting state of mind.  You are the most influential person TO YOU.  You are the only one that can make a change in yourself.  It’s more empowering to acknowledge that it’s your responsibility.  You should certainly appreciate any and all support that you do get from your company.  But – in my opinion – you are not entitled to this from your company.  The company is in business to make money.  If it’s worthwhile (business wise) to invest in your professional career – the company will do it.  And it’s really, really nice if they help you in your career.  And you should really appreciate it.  But it’s really not their responsibility.  The more you can illustrate that it’s to their advantage to assist you (by aligning your career development to the company’s vision or bottom line), the better it will be for you.  But it’s really up to you.   I talk more about taking more ownership in designing your own professional career in the IT Development Toolkit. 

 

Therefore, – simply start blocking out time for your career development (10 minutes a day is a good start). Make your best judgment on what’s the best time to block out time. (For instance, if you know that your team has a weekly staff meeting on Monday’s at 2:00pm – avoid that time-slot for your blocked time). Tell people in advance that you have a standing meeting at that time.  Publish your calendar (with the blocked time clearly visible).  Use the ‘Do NOT Disturb’ functions during that time.  Send an authorized representative to meetings that you don’t feel that you really need to be there.  Make liberal use of the meeting notes and other meetings to stay on top of things.  Train and mentor others to attend selected meetings (and certain tasks) that both help them in their careers as well as off-load you with your time.   Use the 4 Ds (delete, delegate, diminish, and delay) from my IT Professional Development Toolkit series) to block and get more time.

 

Q: How does this work in an interrupt-driven company?

 

In interrupt driven companies – the idea is NOT TO COMMIT to many things and incorporate buffers between tasks to accommodate for this environment. In my IT Professional Development Toolkit – I talk about this as well.  If you know that your company is interrupt-driven – then you can project manage it appropriately.  You know you will be constantly interrupted so you don’t commit to many items.  You use my Sprint and Buffer method that is designed specifically for interrupt-driven environments.

 

I show the: who, what, where, when, why and how in the IT Professional Development Toolkit.

 

 

Q: Shouldn’t I wait for the company to define what a “good product manager” means?:

 

I disagree on making your company responsible for creating your definition of what makes a good product manager – to you.   You should incorporate their definition into yours.  But you are empowered to define who you really want to be.  If you have chosen the Product Management field, you should have your own definition of what it means to you.  It should exceed the definition of the company and fit your individual principles and goals.  Why make others responsible for defining who you really want to be?
What if two product manager colleagues disagree on something and can only agree to disagree and cannot come to a resolution, what do you do afterwards?

 

One recommendation is to find the common-shared goal among the three product manager.  Continue to bring the discussion to a higher-level until you get some type of agreement.  Oftentimes people are arguing over a detail or specific solution.  When people of like-minds and professions are arguing – it simply means that they are talking ‘at’ the wrong level.  It’s merely an indicator that the parties are looking in the wrong place for the answer.  When you pop-up the discussion to the next higher level, things tend to work out.

 

One example:   One product manager (Product Manager 1) states that this release needs to have a Drag-n-Drop feature in this release.  The other product manager (Product Manager 2)  is adamant that it cannot be included in this release because the code is from a 3rd-party company.  There simply isn’t enough time to get the legal authorization to change it on our own, or get the 3rd-party folks to change it.  Product Manager 1 knows that a high-profile client will leave the company and product – if we don’t but this feature in this release.

This is what I did:

1)     Paraphrased our common product goal:  Release the product with high-quality, on-time and with significant enhancements that clients will be very pleased with.

2)     Get everyone agreeing to the high-level common goal.  Get everyone on the same page with the company vision and mission.

3)     Try to kick-up the discussion by understanding “why” this change is needed in the first place.  I asked the team ‘why’ this change is needed.   Product Manager 1 says – “The client needs create a project plan from some of his other project folders.  He doesn’t want to start from scratch.  He wants to drag-n-drop his selected folders to create the new project.  He doesn’t want to re-invent”

4)     I paraphrased, “So, let me restate to make sure I understand.  You’re focusing on what the client really wants, which is what we all want.  And what the client wants is a method to import files from a previous project into his new project file.  He doesn’t want to start from scratch.  He wants an import function.”  (First understand and then be understood — from Steven Covey’s 7 Habits of Highly Effective People).

Product Manager 1 – “Yes – they want an import function”

I asked Product Manager 2: “I think we already have an import function, don’t we?  It’s not using the drag-n-drop feature.  But it accomplishes the essence of the goal.  It gets the job done, doesn’t it?”

Product Manager 2 nods, “YES – it’s called IMPORT.  You can browse your directory and click on the folders to drill down.  You can even drill down to the documents and specific lines to import.  Once you have highlighted the areas that you want imported, you just hit the IMPORT button.  You can even include everything and then mask-out things you don’t want to include (which are a faster way to important large amounts of data).”

Product Manager 2 is happy, “Really?  That’s even better than what they asked for.”

Product Manager 1. “And it’s already in the product that they have today.  They don’t have to wait until the next release….”

 

The stale-mate was caused by getting too caught in the details.  Product Manager 1 wanted to give the customer what he/she was asking for; customer was asking for a specific solution (drag-n-drop) to answer their problem; Product Manager 2 was narrowly focused on the impossibility of that one solution (drag-n-drop).

By disengaging from the specific details on HOW something will be accomplished, and focusing on exactly what is trying to be accomplished – most people can find a common, shared goal.  I talk more about how to use paraphrasing, listening techniques, negotiating techniques and finding the common ground in the IT Professional Development Toolkit.

 

 
Q: Do you have a good business case and/or justification?  Where I work I can’t pull resources from other teams unless justified

 

This is a great use of the Recovery Protocol (detailed in the IT Professional Development Toolkit).  Every company is different.  Every product is different.  That is why you create a recovery protocol chart before your project is started.  If people agree to accept the fact that you cannot add resources, then that becomes the unyielding attribute.  The group now agrees that the other legs need to change:  scope of the product, the release date of the product and the quality of the product.  If your group decides that something else is NON-NEGOTIABLE or inflexible, then they have agreed that resources will change.  The key is to get this agreement upfront so that you are not wasting time during the fire.

 

Another suggestion is to be creative with your resource definitions.  I had a 10-3 developer to tester ratio.  The testers were not able to keep up with the output of the developers.  So I got creative with my resources and looked into areas that wanted to get early versions of the product.

1)     The documentation team needed early versions of the software.  They also needed customer scenarios for the features.  So I gave them all our test-case user-scenarios.  They were responsible for testing the user-case scenarios as well as using that as their foundation of their manuals.  They also created new test scenarios for our test cases and their manuals.

2)     Tech support needed to understand the new release, so they were happy to retest several of their customers reported defects on the software.  Even though the Tech Support team only focused on the defects their clients reported, this off-loaded the retesting that our testers needed to do.

3)     Sales teams needed to better understand the product and create demos for their trade shows.  We gave them test cases so that they can automate in their demo.  They ended up testing the software while they were creating their trade-show demos and presentations.

4)     Training team used and tested our test-case scenarios as part of developing their training materials.

5)     The usability and customer focus groups needed early versions of the product, so they became our early deployment labs of the product.  They tested the installation and configuration of the products in their usability labs.

6)     Developers were in heavy development mode in the early elaboration phases of the product, but testers were under-utilized because things were not ready to be functionally tested.  Testers were repositioned to help unit test with the developers.  This allowed the developers to see how the testers would be testing the product further down the line.  Testers also automated the developers unit tests – so that these tests became the build-release and acceptance tests.

7)     During the end-game, the developers’ loads were reduced (because their development cycles were coming to a end), they were then repositioned in system testing of the software.  Because the testers had helped the developers in their unit tests, the developers were happy to help.

 

This is another example of focusing on the wrong item.  If you allow having “NOT ENOUGH STAFF OR TESTERS TO TEST THE PRODICT” be your center, then you will not get the product out the door on time.  If you focus on the common team goal “GET THE PRODUCT PROPERLY TESTED” then you can design all sorts of other resources to accomplish the testing tasks.  Testing doesn’t have to be done by ‘testers’.  Testing can be done by anyone needing an early version of the product to get their individual task accomplished.

 

Q: I work for a company that deliver an education platform, so talking to students and faculty are not easy so much of the direction we get are from the university business folks…How do you balance on what the student/faculty may need vs what the business (registrar, student services, etc) think they need?

You can create an end-user focus group that includes students by offering to go into the University to work with the students.   If you couch your interest as “I want to make sure we are providing exactly what you and your students need….” the university would not see a problem with these types of visits. In my Design Partner Program, I regularly setup interviews and visits with the end-users (versus the buyer).

I often went into my clients’ software labs to see exactly how they were using the product. I tagged along with the technical support and deployment teams when they were rolling out my product. Only issues I ever had been with government security issues; and even then, they arranged a lab that was acceptable for this usability study.  The clients immediately see and understand the Win/Win of this offer.

 

Q: My company has $0 budget for professional development, so I can’t really do this.

 

Once again, your professional development and career is not your company’s responsibility.  Therefore, why are you waiting for your company to invest and fund your success?  If you allocate a budget to hobbies, gyms and other interests – shouldn’t personal and professional development also be an important investment in yourself?  The IT Professional Development Toolkit is cheaper than most hobbies and gym memberships, and takes only 10 minutes a day.

In the toolkit, I outline how you can get your company to send you to training conferences, professional association fees, and industry magazines on their dime.  The key is to make it cost-effective for them do to so.  Setup an in-house training program that you facilitate.  Attend these professional events and bring the training back to the team; speak at the training-conference and professional organizations to illustrate that your company is a thought-leader in this space; bringing back sales leaders and meeting with prospective clients while you are at the conference; get your articles published in these technical journals, etc.  Bring something to the table to illustrate the company WIN..

 

Q: I can’t afford to block out the time for this.

 

The IT Professional Development Tools are designed to be studied and practiced in ten minute blocks (the size of a work-break).  If you have time for a 20 minute chat in the halls, you have time for a ten minute practice session.  Whether you invest in the toolkit or not, blocking and scheduling ten minutes a day on your career is a smart goal and commitment.  You can change your life in ten minutes a day.

 

5 mistakes new entrepreneurs make

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This is Laura Lee Rose, a business and efficiency coach that specializes in professional development, time management, project management and work-life balance strategies.  In my Professional Development Toolkit package , I go into professional development and real-world IT topics in detail. If you are interested in more training in these areas, get signed up
It takes courage to take that first leap into entrepreneurship.  As you dive into that brave new world, be aware of some of the top 5 mistakes new entrepreneurs encounter.
A few bad habits an entrepreneur can make:
1) Not thinking like the owner
Because they are small business owners, they spend much of their time doing ‘worker-bee’ type tasks instead of ‘owner’ tasks. They they feel they don’t have enough money, they don’t invest in supporting staff and assistants that would offload the tedious activities that someone else can do — to allow them to focus on activities that ONLY THEY (as the owner) should be doing.
2) Not having a succinct, branding message.
Most new entrepreneurs don’t take the time to create a succinct, branding message and explicit target market. They tend to go throw out too large of a net, in hope of attracting a large number of clients. The results is a confused audience. No one actually understand the entrepreneurs true expertise or niche.
3) Not spending the appropriate and continuous cycles on marketing and sales.
People getting into entrepreneurship because they love doing what they are doing. Often times that ‘passion’ isn’t sales and marketing. But ‘Sales drive the bus’. As an entrepreneur, if you don’t sell – you don’t eat.
4) They don’t know or understand their numbers.
Beginning entrepreneurs often don’t understand their numbers:
  • what yearly income they want to make
  • how much their business needs to make to pay them that year income
  • how many sales they need to make to generate that business revenue
  • what their leads-to-sales ratio is (i.e. how many doors do they need to knock on, to get 1 sale)
  • how many leads do they need to get – to achieve the number of sales they need to get to generate that business revenue
  • what are the start-up costs of the business
  • how many years are they planning to get in the black
5) They don’t keep their business plan up-to-date
Entrepreneurs may create a start-up business plan; but they don’t see it as a living document. They don’t continually review or revamp with their financial adviser, investors and business coaches.
In my “Thinking Like An Owner: Taking the Leap into Entrepreneurship” I do into the who, what, where, when and how of all of the above.  For more information about this toolkit, get signed up:
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Use Change Management to create an impeccable reputation

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This is Laura Lee Rose, a business and life coach that specializes in professional development, time management, project management and work-life balance strategies.  In my GoTo Academy: Soft Skill Tools for the GoTo Professional continuous online coaching series, I go into professional development and real-world IT topics in detail.

If you are interested in more training in these areas, please sign-up for the continuing online coaching series.
If you are enjoying these tips, please refer and pass along to others.

My mother very much enjoys the daily judge programs. When I was growing up, soap operas was the prominent daytime TV.  Today, it seems to be the judge programs.  programs.  Majority of the conflicts stem from miscommunication or lack of communication.   Many times one person is suing the other for “not doing what they promised they would do”.  Other times, they are in court because one person doesn’t feel that the other is taking responsibility for their own actions.Most of these cases can be eliminated and avoided with some simple Change Management steps.
Although organizational change management processes can vary (and are often more extensive);  following these minimum steps in both your working and personal relationships, you will avoid much grief and regret.

1) Clearly state, document, and sign the agreement of action.  Have all stakeholders agree and sign the agreement.  Include communication plans in this agreement).
2) Verify that all parties understand the issues.  Get individuals to paraphrase the agreement in their own words, so that you can validate that they really understand the expectations on both sides.
3) Agree upon communication plan.  Define how parties are going to provide status, communicate problems, and discuss deviations/consequences from above agreement.
4) Immediate communicate any deviations from the signed agreement. Expect change and be totally transparent on the progress and status of the activities
5) Collaborate, document and sign the agreed change to the original plans.  Have all stakeholders agree and sign the agreement.

Taking the time to do these simple steps keeps everyone in the loop and protects both working and personal relationships.

Try it and let me know what you think.
In my GoTo Academy: Soft Skill Tools for the GoTo Professional continuous online coaching series, I go into this in detail.

If you liked this tips, more can be found at www.lauraleerose.com/blog or subscribe to my weekly professional tips newsletter at http://eepurl.com/cZ9_-/

The weekly newsletter contains tips on:
1)      Time management
2)      Career maintenance
3)      Business networking
4)      Work life balance strategies

If you haven’t taken advantage of your introductory time management coaching session, please contact LauraRose@RoseCoaching.info

Are you killing your career? 10 reasons why your career is stalled.

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This is Laura Lee Rose, a business and life coach that specializes in professional development, time management, project management and work-life balance strategies.  In my IT Professional Development Toolkit – I go through the: who, what, where, when, and how of the below.  If you are interested in more training in these areas, please sign-up for the continuing online coaching series.
Do you feel your career has stalled?  Chances are that there are some things that you are doing to kill your own career.  Check this list to see where you stand.
1) Singular focus on doing a great or perfect job on your assigned tasks and responsibilities
– Many professionals complain that they work 10-12 hours a day to do an excellent job on their tasks. Then they complain that they still only get “Average” or “Meet expectations” in their performance review — when they feel they deserve an Exceptional or Excellent rating. The fact is that employers pay you to do excellent work in your assigned tasks. They expect you to be exceptional in your field of expertise. Therefore, you are ‘meeting expectations’. To get an “Above Expectation” rating — you need to offer something in addition to your defined tasks.
2) No career vision or plan.
-Many people don’t take the time to design a career development plan. They don’t sit down and envision where they really want to be in 10 years. It’s something people do when they first get out of college. But once they get a job in their profession, they often allow the company (or their manager) manage their career at that point. Managers intend to look out for their employees and do what’s best for both their employees and company. But if the employee doesn’t clearly articulate what the employee really wants in their own career, the managers don’t know what is best for the employee. Because employees are not taking ownership for their own career plans, companies/mangers often direct their resources (employees) to fill the companies’ gaps.
3) Lack of imagination in your career vision.
-When asked, “What do you want in your career?” or “Where do you see yourself in five years”; most people say, “I just want to still have a job.” Doing the same thing, the same say — will keep you in the same place. Merely doing a good job at what you are asked to do — will keep you stalled. Having a larger vision of where you want to be – gives you an exciting roadmap. For instance, if you decide you want to own your own company in 10 years, you will realize that your technical background is fine — but you lack the Big Picture and marketing savvy. So — now you have identified some gaps that you need to fill for your longer-term goals. Now you can start filling in those gaps (perhaps taking on a temporary position with sales and marketing to help fill in that portfolio).
4) Not aligning your performance with the company bottom line.
– Companies are in business to make money. If you are assigned to projects and products that are not making money, then you are not contributing to the company bottom line. By not taking ownership of your own future (delegating your career progress to your manager) – you may feel like you are being ‘the good soldier’ – but you are losing the fight. You need to understand the company vision, mission and goals — and then quantify your own performance according to those company goals. Otherwise, you are killing your career.
5) Not ‘project managing’ your own career.
– Most complain that they don’t have time to do anything ‘extra’ because they are already overworked. They are too busy doing their assigned tasks — and don’t have time to focus on their own individual development plans and career growth. Your career is one of your most important project that you will ever have. You are the one accepting the various tasks from your managers, coworkers, and sibling departs. You have the power to properly manage your time and projects. Your employer is a ‘blind waiter’. They will continue to pour until you say ‘when’. YOU are responsible for saying ‘stop’. If you don’t project manage your own career and life, you won’t be able to be, have and do whatever you want.
6) Blaming other people for your work-load.
– Along the lines of the above. You feel that you are being a ‘good soldier’ when you take on other people’s work. You feel you are a good team player to accept interruptions and urgent, last minute requests. Even though you are behind in your other commitments, your solution is to merely work harder and longer to catch up. As a result, you continue to fall behind, churn among several tasks and fail on all of them. You blame other people for giving you so many last-minute requests. It may make you feel better to blame others, but you are the one responsible for accepting and making those commitments. And it’s your career on the line – not theirs.
7) Not understanding what is expected of you
– Not documenting your responsibilities and SMART goals in reaching your departments business goals. Employees need to understand their company and their department’s business goals and commitments. Employees also need to understand how their role and responsibilities support those company and business goals. Employees and managers need to outline their own Personal Business Commitment (PBC) document – to achieve their department goals. Documenting your SMART goals with your manager’s approval, should be used for your performance evaluation review. If you know upfront – what is expected of you (i.e. your PBC with your SMART goals) – you are more likely to get a good performance rating.
8) Not making use of Change Management
– The above PBC is a living document. The only thing that is constant is change. Therefore, the better you can manage change, the better for you. Every time a new task, new project or new request comes to you – you need to do a Change Management process on it. You need to review the priority, consequences, stakeholders involved, and what will come off your plate to accomplish the task. Just because a request comes to you NOW — doesn’t mean that it’s an urgent or even important request. It just means that the request is coming in NOW. You need to review the priority against your other tasks and what will be delayed, delegated, diminished, and deleted because of it’s addition.
9) Assuming your manager know all the answers
– Beware of the high-level dumb. Just because your manager suggests you do the task in A,B,C,D steps — doesn’t mean that A,B,C,D is the most effective or efficient way to do it. Your manager doesn’t really care HOW it is done. He/she just wants is done accurately, on-time and with quality. If you can accomplish the essence of the goal with high quality, precision and reduced time — he/she will be happy. If you do exactly what people are telling you — then you are not illustrating your expertise, creativity, and initiative. You won’t get gold stars for doing what other people tell you to do. That illustrate that you are a good follower — but not a leader.
10) Not asking for help
– Many feel that asking for help illustrates a lack of competence and ability. People rather deliver something late, instead of owning up that they are running into a roadblock or challenge. You feel that you will figure it out — if you work harder and longer on it. You know everyone is overworked and don’t want to bother them. Instead, you just stay isolated, with head-down to get your work done. In the meantime, you have become the bottleneck in the critical path. By being transparent in everything that you do, you can avoid many of these bottlenecks. High-performers are not ‘all things to all people’. They just seem that way, because they know who to go to for mentoring and coaching. Take the time to do a self-assessment of your skills and skill gaps. Line up the appropriate mentors and coaches to fill those gaps.

Hiring interns for the first time

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Most new business owners don’t have much budget for staffing.  So we experiment with interns or inexperienced new hires. The success or failure of any new-hire (intern or paid) depends on how well we prepare.
Below are some tips:
1) Don’t underestimate the value of an orientation program
All new employees need to go through a documented and repeatable orientation program. In this program, you cover important policies, procedures, daily administrative expectations, code-of-conduct, company hierarchy;organization flowchart, and company mission and vision statement
2) All origination material should be available 24-7
Place all learning material on-line on your website – for future reference.
3) Pair new employee with a buddy or mentor
The buddy system reduces multiple people getting interrupted by the new-employees questions and issues. Having an assigned buddy or mentor enables the manager to manage the training load. The training curve isn’t limited to the new-employee’s learning curve — but expands to everyone they interrupt to ask questions.
4) Have documented procedural manuals for all significant tasks
If you don’t have documented procedures, have the new-employee be responsible for create (or correct). Having the new-employee document the procedures keep the living documents relevant and accurate.
5) Conduct frequent one-on-one meetings with the new-employee as well as with others
During your regular one-on-one meetings with yoru employees, explicitly ask how the new intern is coming along. Have specific SMART (Specific, Measurable, Achievable, Realistic, Time-bound) goals for them to accomplish in a timely fashion. If they are consistently not meeting those metrics, then it’s prudent to release and find someone else better suited.
This is Laura Lee Rose, a business and life coach that specializes in professional development, time management, project management and work-life balance strategies.  In my GoTo Academy: Soft Skill Tools for the GoTo Professional continuous online coaching series, I go into professional development and real-world IT topics in detail.If you are interested in more training in these areas, please sign-up for the continuing online coaching series.

How to do things that scare us.

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This is Laura Lee Rose, a business and life coach that specializes in professional development, time management, project management and work-life balance strategies.  In my GoTo Academy: Soft Skill Tools for the GoTo Professional continuous online coaching series, I go into professional development and real-world IT topics in detail.

If you are interested in more training in these areas, please sign-up for the continuing online coaching series.
If you are enjoying these tips, please refer and pass along to others.

 

There are things in our professional careers that naturally scare us, but are required for advancement and continued growth.  If we get complacent and too comfortable, we are actually stagnant.  Fear is actually a sign of growth and development.  We are rarely afraid of things we have already done before.  We are normally afraid of places we haven’t been before, things we haven’t tried before or subject matter that we know nothing about.  If fear is a sign that we are pushing our envelop, then conquering that fear is a sign of real personal and professional growth.  In essence, fear is an indicator that we’re ready for that next level.

So, how do we gather enough courage to take that next step?  And transition to that next level?  One of the most effective tools to conquering fears (and how to do things that scare you) is to focus on the advantages that conquering that fear will provide.
For instance: If you are afraid of public speaking, but it’s required for that job promotion — focus on all the doors that your presentation skills will open.
1) Ability to persuade and present your proposals to high-level executives
2) Ability to be seen as the thought-leader in your field by your executives, clients, and other experts
3) Ability to get bonuses for your work, publications, and speaking engagements
4) Ability to have company-paid vacation/travel as you promote the company technology to different technical conferences and trade-shows
5) Possibility of being interviewed on radio, TV, and technical journals as a thought-leader in your field. 

Try it and let me know what you think.
In my GoTo Academy: Soft Skill Tools for the GoTo Professional continuous online coaching series, I go into this in detail.

If you liked this tips, more can be found at www.lauraleerose.com/blog or subscribe to my weekly professional tips newsletter at http://eepurl.com/cZ9_-/

The weekly newsletter contains tips on:
1)      Time management
2)      Career maintenance
3)      Business networking
4)      Work life balance strategies

If you haven’t taken advantage of your introductory time management coaching session, please contact LauraRose@RoseCoaching.info

15 Etiquette Tips to Get Ahead

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This is Laura Lee Rose, a business and life coach that specializes in professional development, time management, project management and work-life balance strategies.  In my GoTo Academy: Soft Skill Tools for the GoTo Professional continuous online coaching series, I go into office methods on various real-world IT topics in detail.
If you are interested in more training in these areas, please sign-up for the continuing online coaching series.

Yvette Maurice (http://blog.opencolleges.edu.au/perfect-office-manners-check-list-30-rate/) wrote an interesting article regarding Do You Have Perfect Office Manners? Check This List of 30 To See How You Rate!

I liked it very much.  There are great tips for getting comfortable in your current position.  I then took some of hersame tips (just 15) and modified them for the 15 Etiquette Tips to Get Ahead.

They are strictly based on Yvette’s tips with a twist.

Here are some of the things Yvette listed – but with a small twist to get ahead.  For her unmodified advise, read http://blog.opencolleges.edu.au/perfect-office-manners-check-list-30-rate/

1. Don’t “Blame-storm”  – Get the team to immediately focus on the solutions.

When you see the Blame-storm start, initiation the focus on the solution by saying, “Great, we know what we need to fix.  How do you want this to work from this point forward?”  Focusing on how and why something occurred only keeps you in the same ‘thinking state’ as when the problem was created.  Visualizing how you really want the “entity” to work is really where you want your ‘thinking power’ to be focused.

2. Chewing Gum and other ticks

Everyone has a nervous tick or activity.  Some it’s chewing gum, others it’s twirling their hair or tapping their fingers.  When you see yourself doing your “nervous tick”, use it as a trigger to let you know something is not exactly right.  Then ask yourself these questions:

  • Am I bored? If so, start another project on my todo list.
  • Am I nervous?  If so, do something positive and productive to reduce that nervousness
  • Am I angry or frustrated? If so, think about what you can do right now to reduce those negative feelings.

3. Dressing with Respect BUT FOR SUCCESS

Dress like the person you want to be.  Dress more like the next level up then your peers.  If the managers are dressing in more business attire and your co-workers dress very casual – I recommend dressing more like the managers (or the group that you want to be).  Surround yourself with the type of people you want to emulate.

4. Don’t take Personal Hygiene to extremes

Don’t over-do cologne or perfume.  Many people are allergic to scents in deodorants, soaps and perfumes.  Also be careful with scented candles, if you are in a shared working space.  It’s more of a health and safety issue at this point.

5. Cover Your Mouth and Say Excuse Me

In Yvette’s article, she was commenting on how to handle coughing and sneezing.  My recommendation is to stay home when you are ill.  Often people feel that they are being tough when they come into the office – but actually you are costing the company money.  And no co-worker around you appreciates it either.  Think of it this way.  You come in and work with (infect) 5 people.  Now instead of losing 1 day of work from you, the company is losing 5 people the next few days.  You are also only 40% productive while you are there; and others are also distracted with the thought that they will become sick as well.  With today’s ability to work from home – the best solution is to stay home and help out from home.  You’re get better faster and will be able to produce at 100% then you do arrive in the office.

6. Keep Interruptions to a Minimum

In Yvette’s article, she recommends keeping personal calls to a minimum as to not interrupt your co-workers.  If you work in a cube environment, reserve a conference or team room for those important personal calls.  With the advent of text and on-line instant messaging, many can carry on a quick communiqué from their desk.  And then take the longer (necessary)  conversations to a small conference room (or schedule those at lunch or during outside breaks).

7. If Someone Does Something Nice, be Appreciative AND RECIPROCATE

In Yvette’s articles, she mentions saying thank you for these nice things.  If you want to get ahead, actually reciprocate beyond what they did for you.  If they helped you with a project, send a thank you note to them and copy their managers.  If they mentioned you in their presentation, mention them in yours and ask them to stand up when you give your presentation.  Reciprocate one step beyond what most people would be expecting.  And make sure their manager (and your manager) knows they are helping you.

8. Be Helpful and Cooperate with Your Colleagues to a point

In Yvette’s article, she correctly recommends helping others.  If someone needs help with a copy machine or directions to someplace, please be courteous.  But don’t take too much time helping others.  Don’t take on others people’s problems as your own.  You lose time and momentum on your items.  If your colleague’s problem is aligned with your goals, take the time to assist.  If their issues distract and derail you from your tasks, schedule and goals give them your consult and move on.  Call-in and delegate their problem to the appropriate person.  Remember, your colleague is currently stuck and is just asking for assistance to get to the next step (to get unstuck).  They aren’t necessarily asking you to do their work.  Advising them or calling in the right person for the job is helping.  It doesn’t have to be you doing the actual work; just advise them to their next step so that they are no longer stuck.

Also – be careful you are not training people to continually come to you with their issues.  Teach them to fish.

10. Look After New Employees to a point

The only thing I would add is that – if you are taking much time with a new employee; make your manager aware.   The new employee should already have a ‘helper’ assigned to them.  Get the “helper” involved in orientating the new employee.  If you company doesn’t have an orientation program for the new folks, then make your manager aware that you are helping a new person.  As long as your manager understands where your time is going, your manager can assist with the issue.  Don’t be afraid to talk to your manager about your project progress, your interruptions, and your challenges.  It’s your manager’s job to manage the normal ebb and flows of a project.  Keep them in the loop at all times.

12. Instead of Wait Your Turn to Speak in a Meeting – Create Your Turn

My only recommendation is to get your topics on the meeting agenda.  Meet with the meeting facilitator to add your issues to the agenda.  Tell the facilitator that you will need to leave the meeting at a certain time and ask him/her to put your agenda toward the front end of the meeting.  This way, you can relax and really listen to what’s going on in the meeting, without being worried that you won’t get a turn to speak.  If you want to get ahead, you will want to participate in meetings.  But, as Yvette mentioned, you don’t want to unnecessarily interrupt.  Showing initiative to place your topic on the agenda will allow you to calmly have your turn.

13. Respect not only Your Elders

The only thing I would add is to RESPECT EVERYONE.  You never know who these people will be next year or even next month.  Your co-worker may become the next manager of a sibling department or your department.  You may find that – in order to be on your dream project – you will have to work alongside someone that you don’t normally associate.  You may find out that in order to complete your task; you will need to ask a favor of a sister-department.

14. Manners at All Times but with balance

Although I agree with the general thought of “mind your manners”; don’t be a doormat either.  Take respectful initiative in everything you do.  Be considerate but selective where you put your time.  Keep your own business commitment in mind at all times.  Don’t risk not completing your tasks to assist others with their jobs.  If someone is having a lot of computer problems, call IT for them.   If someone needs a lot of help, advise them to seek their manager.  It’s their manager’s job to make sure his/her employees are running smoothly (not yours).  Make sure your manager is aware of what’s going on with your project – so that he/she may help manager some external distractions that you are encountering.  Keep external interruptions to a minimum, to allow yourself to stay on track.

Keep the airplane rule in mind:  “Put on your oxygen mask before helping others.”

30. And Don’t Nit – Pick!

I’m just skipping to tip 30.  My general rule is to give everyone the benefit of the doubt.  Everyone is actually doing the best that they can with the information and expertise that they currently have.  Everyone wants to do a good job.  Everyone wants to do the right thing.  If you have that attitude, things will look differently to you.

 

Try it and let me know what you think.

If you liked this tips, more can be found at www.lauraleerose.com/blog or subscribe to my weekly professional tips newsletter at http://eepurl.com/cZ9_-/

The weekly newsletter contains tips on:
1)      Time management
2)      Career maintenance
3)      Business networking
4)      Work life balance strategies

If you haven’t taken advantage of your introductory time management coaching session, please contact LauraRose@RoseCoaching.info

URGO method to reduce overwhelment and stress

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URGO
Urgent Rating Graphing for Overwhelment

This is Laura Lee Rose, a business and life coach that specializes in professional development, time management, project management and work-life balance strategies.  In my GoTo Academy: Soft Skill Tools for the GoTo Professional continuous online coaching series, I go into office etiquette on various real-world IT topics in detail.

If you are interested in more training in these areas, please sign-up for the continuing online coaching series.
Every day we are inundated with new tasks, special requests, and high-profile client requests.   But we rarely truly take the time to relationally and realistically prioritize to our best career advantage.  A co-worker is in the middle of some family issues and you end up picking up his/her slack.  The company undergoes some re-organization, and your project lists has increased.  Often times we don’t feel we have a choice, but you really do.
Below are some quick steps that gives you a visual chart that clearly outlines which project or task to spend your time on.
I call this my URGO (Urgent Rating Graph for Overwhelment) method.

  1. Identify your imperatives or career goals
  2.  List your significant time sinks or tasks
  3.  Score each task 0-5 (5 being the most in aligned with your goals) for each listed goal
  4. Chart the results
  5. Create a career plan to accomplish those priority action items.

Example:
Step 1:  My professional goals and mission statements

  •   Get recognized as a thought-leader in my field
  •   Become the GoTo MPV that the executives go to on new innovation and technical strategies
  •   Acquire a new-level promotion within the next 6 months

Step 2: List your current tasks and desired tasks

  • Have a great, innovative approach to solving a new market problem that might open the company to a whole new market
  • Team mate is growing through some tough times and I am stuck picking up his/her slack on maintenance issues
  •  Assigned to an end-of-life product that has been scheduled to be dropped.  But a few clients won’t upgrade to the new product; therefore, the ‘drop’ schedule continues to be postponed.
  • Although I am not behind, I would like some time to get ahead of my current project.
  •  Next Generation Project X is the next high-profile product.  My business proposal would fit perfectly in that scenario.

Step 2: Take each task and objectively rate or score it for each of your career and professional goals

Make a proposal for a new solution to the executives

  • Get recognized as a thought-leader in my field
    • Score 5 – I feel that this is innovative and can be used in our company’s next generation product
  • Become the GoTo/ MPV that the executives go to on new innovation and technical strategies
    •  Score 4 – If this goes as I expect, I could be implementing this in Project X.  I could become one of the technical leads on Project X
  • Acquire a new-level promotion within the next 6 months
    •  Score 4 – This would get me off some of the ‘end-of-life’ product and out of maintenance duty

————————————–Total Score  13
Continue to pick up slack for a co-worker

  •  Get recognized as a thought-leader in my field
    •  Score 0 – It could be considered being a team-player, but neither my manager nor executives actually recognize or acknowledge that I’m doing this.  Right now, I’m doing it.  I’m not even sure my co-worker realizes the extra work he is putting on me.  Besides, this really isn’t even my responsibility.  It’s my manager’s role to manage everyone’s changing work schedule.  Not allowing my manager to know what’s going on is not to my benefit.
  •  Become the GoTo MPV that the executives go to on new innovation and technical strategies
    • Score 0 – Once again, no one is aware of what I am doing for my co-worker.
  • Acquire a new-level promotion within the next 6 months
    • Score 0 – This just keeps me stuck on this maintenance project.

————————————–Total Score  0

Working on ‘end-of-life” and maintenance products

  • Get recognized as a thought-leader in my field
    •  Score 2 – One of the few people around here that still understands this old technology.  Everyone else has either quite or has moved onto the new platforms.  But this technology is currently obsolete.  My company is just behind the curve on ending it.
  • Become the GoTo/MPV that the executives go to on new innovation and technical strategies
    • Score 0 – I don’t have a chance to even learn a new technology because of my current maintenance tasks.
  • Acquire a new-level promotion within the next 6 months
    • Score 0 – Without my intervention, I’ll be stuck on this ‘end-of-life’ and maintenance gig.  I’ll become the only one with this old technology knowledge and they won’t be able to remove me from this spot.

————————————–Total Score  2
Although I am not behind, I would like some time to get ahead of my current project. 

  •  Get recognized as a thought-leader in my field
    •  Score 2 – The current projects are on the technology that is being phased out.  I can not be regarded as a thought-leader with this project.  As long as I don’t fall behind, my remaining time should be spent on other things.
  •  Become the GoTo MPV that the executives go to on new innovation and technical strategies
    •  Score 0 – This is not new technology.  Therefore, spending more time that I need on this is fruitless.
  • Acquire a new-level promotion within the next 6 months
    • Score 2 – If my project is actually phased-out, I will be available for a new project or position.  But there’s no telling when that will be.  It’s been in this same state for 2 years already.

————————————--Total Score  4

Next Generation Project X is the next high-profile product.  My business proposal would fit perfectly in that scenario.

  • Get recognized as a thought-leader in my field
    • Score 4 – This project is getting lots of visibility.   I already have ideas on the next directions on this platform.
  • Become the GoTo MPV that the executives go to on new innovation and technical strategies
    • Score 5 – My  proposals will tie my ideas to the Project X evolution schedule.  We will be no only able propel the development cycle forward but be able to patent and license how we are doing it.
  • Acquire a new-level promotion within the next 6 months
    •  Score 5 – My blending my business process ideas directly into the Product X infrastructure, I will be building a foundation for a promotion and leadership role.

————————————–Total Score 14

Step 4) Chart the results
From the chart, you can visually see that Getting the Next Gen Project X  and Presenting your proposal to the executives are your top career and professional goals.

Step 5) Create your career plan with those to priorities in focus.
Some suggestions would be:

  • Stop picking up the slack for your co-worker.  Talk to him/her honestly about the issues and encourage them to talk to your manager about it.
  • Start diverting your time to creating that proposal and interviewing executives on what they are really looking forward to in the next fiscal year.
  • Start volunteering your time on Project X and networking with the Project X managers.
  • Prototyping your process as it would look and feel in Project X
  • Continue to work on your proposal and demo/practice on Project X team and managers.
  • Start patent disclosure meetings with your company legal departments.

The above is just an example.  Your goals and tasks will be different and more complex than the above.  But this method works on a variety of situations from task priority, career management, risk analysis, and much more.  It takes the emotional out of the decision process and allows you to focus on the ROI for your professional career development.

Try it and let me know what you think.

What else do you need to continue to move forward?  Tell LauraRose@RoseCoaching.info — and she will try to make it happen.  It can’t be given if no one knows you want it…. Ask for what you want.

If you are having trouble keeping up with the assignment,  let’s talk….

On the Move? Things to Consider Before Relocating for Work

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Moving boxes in empty roomTraveling across the country for a new job may be just the adventure you’ve been waiting for. Like all adventures, relocating for work comes with its share of challenges. Being honest about the benefits and drawbacks of moving for work can save you time, money and family struggles down the road.

Show Me the Money

One big relocation incentive is a pay increase. But extra zeroes may not make much difference when the boxes are all unpacked. Ask yourself these questions regarding price vs. rewards before relocating:

  • Can I sell my home and break even or make a profit? If you can’t sell your house in a timely way and make enough from the sale for a down payment on another home in the new location, the difference in salary may not be worth the move.
  • Is the pay substantially better than where I am? Although the pay may look like enough to make moving worth the effort, some serious number crunching can help you get a clearer picture. Compare utility costs, fuel costs, taxes, as well as the cost of food in the new location. Are there added perks to the new job, like a car that could save you money? Take time to compare 401k plans, profit sharing and potential bonuses between your current job and the new offer. Adding everything together helps you get a clear picture of how much more you will make if you relocate.
  • Will the new company help with moving expenses? Moving across the country is expensive. Calculating how much the move will cost and whether your new job will to pay for it is an important part of your decision-making process.
  • Will the company cover temporary housing? If you are moving to a large city like, say, Phoenix, finding the right neighborhood for your family can take a lot of time. Many companies offer a short-term housing allowance to cover apartment rentals to give you and your family time to find the right house, neighborhood and school district.

The Relationship Factor

No matter how good the job offer, relocating can be difficult on relationships. Spouses, significant others, children and extended family are all part of the equation. Consider the impact your move will have on those you love by asking yourself these questions:

  • How will the move affect my spouse’s career? If your spouse has achieved certain career goals or is working toward them, relocating for your job may not be in her best interest. Be willing to say “no” to a new offer for the sake of your spouse.
  • What about the children? Moving can be harder on children than anyone in your family. Changing schools, making new friends, getting used to a new neighborhood can be devastating for children if not planned intentionally and strategically. Consider carefully how relocating will impact your children and, if they are old enough, get them involved in the conversation.
  • How will my extended family react? If you live near aging parents, consider how moving will impact them. Do they need help with their daily routine? Will moving mean multiple trips back and forth each year to meet their changing needs? Do your parents provide support like babysitting? How will your family replace this in a new town?

Using other’s failures to set your pace?

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This is Laura Lee Rose, a business and life coach that specializes in professional development, time management, project management and work-life balance strategies.  In my GoTo Academy: Soft Skill Tools for the GoTo Professional continuous online coaching series, I go into office etiquette on various real-world IT topics in detail.

If you are interested in more training in these areas, please sign-up for the continuing online coaching series.

 

Over the holidays, I visited my family (as many people do).  During on conversation with my mother, I was offering to pick up a movie for mom to watch.

Mom: “Don’t bother.  All the movies are in discs these days.  I like videos and they don’t make them anymore.”

“Well, you have a DVD player in your reading room.  We could…”

Mom:”No,No.  It’s connected to the small TV.  I don’t like that TV.”

“No, problem.  We’ll just connect it to your big TV in here.  You are right … it’s much better watching this set.  We’ll just…”

Mom:  “Don’t bother.  Your sister tried it and she couldn’t do it.  Your cousin tried it and he couldn’t do it.  They both say that the TV is too old to be connected.”

“Well, it won’t hurt to…”

Mom: “Don’t bother.”  And I decided to drop it for now.

The next morning, while mom was still asleep, I took a closer look.  I took the DVD from the small set and successfully moved it to the larger set in the family room.  Since I knew mom already worked the VCR machine, I wrote out the instructions for the DVD as close to the VCR players instructions as possible.  When mom woke up, I played a DVD for her and she was very excited.

I realize that many people believe that “history repeats itself” as rationalizing for not trying things others have failed.  But you are not the same person that tried before.  They don’t know what you know.  They don’t have the same experience, background or resources that you do.  Even if you are the one that tried and failed before … you are currently a different person than you were last year, last month and even yesterday.

What past limitations are you using to hold you up?