It’s been a busy few weeks between work and a sick kiddo at home. Sorry for missing the last two posts.
The changes I’ve recently experienced at work has inspired some thinking on this post’s topic. While I typically have a good mind for keeping track of projects (with some liberal use of a notebook), the updates to my job and the sheer scope of accrediting an engineering degree has proven to be more than my current organizational and productivity systems are capable of managing. Tasks were rapidly multiplying and open-loops weren’t being migrated for tracking; there was no translation between meeting notes and what was getting scheduled into my calendar.
I functionally hit a crossroad. One path was to keep trying to do the same thing and fall further behind, and the other was to force a systems growth to accommodate my new workload. What got me here won’t get me there, if you will. Put another way, my outputs were optimized to how I managed my workload, so if I wanted to change or improve my output, I would have to change the system. Changes in work forced the system to grow.
On one level, I want to deny this – why do I have to constantly adapt the system to new work? Can’t I find one universally applicable approach to managing my workload? Sadly, no. This is the pipedream sold by productivity wizards who claim their one system will take care of everything. The reality is that those systems are often tweaked to meet the unique cognitive needs of the person. If you want to use those prescribed systems (GTD, Building a Second Brain, etc), you will need to adapt it to how your mind processes information. And it makes sense that as you grow in your career, you will need to grow the systems that you use to keep on top of things.
Most of my systems have developed “organically.” I would implement new features on an ad hoc basis in response to specific needs. This is one of the first times that I’ve had to make large changes by first thinking through what I needed and how I wanted things to play out. As weird as it is, it reminds me of Stephen Covey and seems to combine two of his principles – begin with the end in mind, and sharpen your axe. By knowing where you want to go, and by spending a lot of front-loaded work setting things up, you have a better chance of dealing with bumps as you go.
I was reminded today of one thing I missed in the two years we worked from home. When carrying out your duties from home, in isolation, your interactions with your colleagues has two defining features: it’s mediated, and it’s pragmatic.
It’s mediated for the obvious reason that it’s done entirely remotely. You see your colleagues, but through a screen. You work hard to not talk over each other, because doing so makes the conversation stilted. The interactions are just more screen time you are seeking to limit, and it’s artificial in the conversational decorum that’s needed to make the medium work.
And it’s pragmatic in that your interactions are always deliberately chosen. Unless you intentionally sit on an open call, waiting for people to come in as they please, all interactions with colleagues are done by appointment and with a specific purpose in mind. The two of you “connect” virtually to discuss, then disengage to carry on with your day.
The office is different. There is something to be said for serendipitous conversations that pop up when passing each other in physical space; when you wander into someone’s office or cubicle and strike up a chat. The conversation has a tendency to float from topic to topic, because unless you booked a meeting into their calendar, your interaction doesn’t have the same constraints. Once the purpose of the chat is over (e.g. your question is answered, or the message is conveyed), you then move on to whatever adjacent topics are on your minds.
In the time I’ve worked here at the college, I’ve found a lot of opportunity for career development in the casual conversations I’ve had with people around the office. The conversations aren’t even about my career development explicitly, but instead are lessons learned through osmosis. Lessons learned when a manager is describing an issue they are dealing with, and you gleam from them insights into the skills you need to develop to meet similar challenges. Or where they share stories from earlier in their career that’s relevant to something being experienced in the present. It’s not a traditional mentorship, but if you listen closely, it can come close.
During the time I worked at home, my career development came through the projects I worked on, reflecting on skills I lacked, and seeking out ways to train into what I needed. It was always reactive and “just in time.” I didn’t realize how much I missed what happens when people are sharing a space together, and you as a colleague seeking wisdom get a chance to learn proactively with “just in case” wisdom that gets filed away for future use.
I miss the freedom of wearing shorts at home, but I’m glad to be back for the water cooler discussions.
As the saying goes from Heraclitus, you can’t step in the same river twice. There are two ways we can interpret this metaphor. The most common interpretation is that you cannot step in the same river twice because the river is constantly changing. The water is flowing past, the flux of the water is changing the boundaries and composition of the river, and so it’s impossible to step into the exact same river twice. But another way to interpret the metaphor is to place more emphasis on the you – You can’t step in the same river twice – whereby the you stepping into the river changes and is not the same over time. This can be taken as literally as when describing the flux of the river – your cells are changing, etc. But I like the more poetic version of the metaphor that speaks to us changing with our experiences through our lives.
When you return to a river (the river being a stand-in for any number of things), you are a different person, and your past experiences make the phenomenological event that you experience different. The first time I encountered this was retaking a course in high school. I was the kid that took a course called Writer’s Craft, loved it and the instructor so much that in the following year I enrolled in it again with the same teacher. However, the materials selected for the class by the teacher, and indeed my fellow students, were all different. It was different, less enjoyable this time around. I still enjoyed studying under my teacher, Mr. Steffler, but with it being a different cohort of students (students from the grade below me), I realized that the experience lacked the magic of when I took it with my original cohort. I tried to step in the same river twice and was surprised when it was different; that I was different.
There is also the case where you revisit a book you read previously and it speaks to you on a different level. Maybe your experiences help you connect with the characters on a different level, or you empathize with the characters differently. Your values might have changed. Or just that you are older and more knowledgeable, you understand more of the text and draw different connections.
This happened to me recently. My job promotion at work was approved, and I’m taking on management tasks as part of my portfolio. Maybe because I have mild imposter syndrome (I sometimes believe I am continuing to fail upwards), or maybe because I’m trying to be proactive, I decided to pull my copies of books by Peter Drucker off the shelf to learn what it means to be in management and how to do it well. I started with a short text of his called Managing Oneself, which I read back in 2017.
Something in the book landed differently this time, which I think breaks down to two differences about me now versus who I was five years ago. The first is I am busier now than I was then. This isn’t to say I was idle then – I was working three jobs, heading up a non-profit, in a relationship, etc. However now my life feels fuller with things that feel more critical – a higher stakes position at work with more responsibility, co-managing a household with my wife, the responsibilities of family and childcare, dealing with a pandemic, etc. I might have fewer work domains on my radar than I did in the past, but things have higher stakes now, and the idea of more effectively managing myself speaks to who I am as a person, where I’m trying to be mindful of others, plan for the future, and lay down a good foundation to support our family as we go.
The second thing that landed differently was the section about learning more about yourself and how you operate as you manage yourself/your life. I don’t remember this sticking in quite the same way (and based on my blurb from Instagram, it seems I was slightly underwhelmed by the text). For as much as I feel like I’m an imposter sometimes, I also know myself more now, am more confident in my skills, and have cultivated experience and expertise as I travelled along my career path from then until now. And so to revisit this section about managing yourself (that is, identifying what you should prioritize your focus on nurturing and developing) speaks to me. Rather than being frenetic and jumping on every opportunity while you are early in your career, it is better to slow down, be mindful, and think through what will add value to your life.
I don’t need to worry about losing out on opportunities by not acting fast. Instead, I can think about enhancing quality, enriching life, and paring down the things that no longer serve me.
I thought I was going to read the book a second time to remind myself of its content. Instead, I realized I was coming at the book afresh, for the first time, ready to learn.
A friend who recently was appointed CEO of a company called me this week looking for a soundboard to sort out ideas he had in his head about how to proceed with company operations and strategic direction. The company is looking to shift strategic priorities, and he was looking for an outside voice to make sense of the new direction in relation to the legacy systems he’d need to grapple with.
One of the topics that came up reminded me of a concept I learned about while reading Susan Eisenhower’s book about her grandfather’s time during World War 2 and his subsequent Presidential years.
At two times during Dwight Eisenhower’s tenure in significant leadership roles, he had to create a beachhead to establish his forces (literal and metaphorical) to push towards his objectives. During the war, Operation Overlord’s first phase was to establish a beachhead in Normandy to create a defensible position to allow Allied Forces to work their way into Europe to push back Germany’s army. Establishing a beachhead is critical to success, but is often difficult for offensive forces to complete as the defending force usually has the upper hand in terms of resources and strategic positioning. While the offensive forces need to both set up a foothold and protect its lines to allow more troops to arrive, the defending forces merely have to reinforce it’s occupying positions to clamp down on fresh troops from joining the beachhead. Once the effects of first-mover advantage wears off, the offensive force must contend with protecting supply lines, fighting active defense from the opponent, and pushing past inertia to avoid grinding to a halt in order to win. Once established, a successful beachhead serves as a ratchet for the offensive force – the location of which all future offensives are launched from, and from which the troops need not backslide past. Traction is gained, and the army moves forward.
Similarly, during Eisenhower’s presidency, he saw the importance of passing civil rights legislation, but saw the difficult uphill battle that would needed to both move the country towards accepting civil rights AND enshrining those rights in law (turning both hearts and minds of the nation). While he would have aspired to complete civil rights equality in his time, he knew that if poorly planned, then history, culture, and opposing interests would ensure that forward progress towards equality would halt. Instead, he sought to establish a kind of metaphorical beachhead for civil rights, working on government programs and legislation that would lay the foundation for future leaders to take up and ratchet their work – allowing the movement to progress forward without worrying about losing traction and backsliding.
In listening to my friend, I noted that he also needed to take this lesson from history and focus on his own beachhead. While we think that a CEO is all-powerful in terms of exerting their will over the company, we must also face the reality that comes with working with legacy systems and people. Change is difficult and slow, and when poorly executed either stalls from inertia or alienates your workforce. And so I suggested he take a leaf from Eisenhower’s example and focus on what his core objective is that is reasonable within the timeline he’s being given, and focus on establishing a beachhead to deliver value back to the company president.
Since reading about Eisenhower, I’ve thought about my own beachheads – what are the areas of my life that I must focus on to ensure I’m moving forward with my goals, whether they are family, work, health, or passions. It is still very much a work in progress, but I want to find those areas that I can carve out and secure so that when it’s time to take risks towards my goals, I have a safe space to launch from.
I love Hank and John Green from the vlogbrothers YouTube channel. I don’t know how they manage to crank out so many thoughtful videos, but each time I check-in, I’m treated to another video where they somehow connect a thoughtful musing into a reflection of substance.
Feel free to check out the full video of one of Hank’s recent entries “Wrong on the Internet,” but below I have captured some of the interesting points that connected with thoughts I’ve had and resonated with me.
Layperson epistemology – it’s difficult for the average layperson to make sense of conflicting/contrary pieces of information when the business of the internet is motivated towards churning out content that screams for your attention.
Similar to the incompleteness theorem, solutions we create for problems will be temporary until we innovate new solutions based on updated information and advances in technology. This can bring about cynicism related to Kuhnian-style revolutions of our worldviews, that problems never seem to go away.
The internet business is not an information game, it’s a rhetoric game. Rhetoric is the prime mover of information, especially when hard data is absent. You can whinge about how “the other side” is devoid of logic and refuses to see the truth before their eyes, or you can accept this as a fact and play the game to win the rhetoric game.
Memes (of the information variety, not the funny pictures kind) that make you feel good smug are super dangerous for distracting the issues. Corporations might be the biggest cause of our climate or capitalist problems, but we can’t just immediately remove them and expect all our woes to be solved. The services they provide are still required for society to function.
Shifting blame breeds complacency. Instead, personal accountability and action at the individual level are still important.
A problem well-formed is half solved, but the internet business is not about forming good problems. In our smugness, we play games to win or gain prestige, and so reactions move far quicker and are easier than responses. In order to create well-formed problems, we need to place greater value on responding to solutions, articulating our values, and using tools like science, politics, and economics to optimize according to our values. (h/t to Seth Godin’s thinking that influenced me here)
On the topic of responding to emergencies (starting at 2:40 of the video), it’s important to remember in our smugness that we are not, in fact, rational creatures.
The insidious effect of the internet business: “If the tweet makes us feel good, we don’t tend to spend a lot of time doing a bunch of research to tell us whether or not it actually is good.”
With the passing of Prince Philip last week, I reflected on his impact on my life. Normally, the goings-on of the Royal family impacts me little directly, albeit I am a commonwealth subject as a Canadian. However, Prince Philip was also the creator of the Duke of Edinburgh Award Program, which I participated in as a youth. I was fortunate to be introduced to the program during my Army Cadet days, and I progressed through each of the three levels before I aged out of the program, completing my Gold Level in late 2011.
I recently participated in a survey of Gold Level holders asking about the program’s impact on my life. At the time, I answered that the program had little lasting impact on me. I said this in relation to each of the four core areas of the program – physical fitness, skill development, community service, and the adventure component. For each of these areas, I felt like little had directly carried over all these years later. I’m not a particularly fit person, I don’t remember any of the skills I had developed, and I haven’t gone camping in about a decade. The only domain that I am still highly active in concerns volunteering.
So, on the surface, I feel somewhat disconnected from my achievements in the DofE program. Yet, as I reflected over the weekend, I was struck by a realization: had it not been for my gold level trip to Kenya (I joined a group who travelled to Kenya in 2007 to perform a service project and climb Mt. Kenya), I would not be where I am today.
My trip overseas came at the midpoint of my undergraduate experience. As I returned home and went back to school in September 2007 for my third year, I had a profound change in outlook. Prior to my trip, I was a residence-body. I rarely ventured out beyond the dorms and was too shy to join on-campus clubs and groups. But after returning from the trip, when I was faced with an opportunity that I was nervous to attempt, I would remind myself that I had just climbed a mountain, and now anything seemed possible. It gave me the confidence to step outside of my shyness and embrace new challenges.
I joined the campus first aid team and the departmental undergraduate society. In time, I took over both groups and lead my peers through successful tenures as Operations Coordinator and Society President respectively. I committed more fully to my studies, and continued my education into graduate school. The friends I made on the first aid team lead me to a job in the gambling lab as a field researcher. It also lead me through the same connections to volunteering for a local non-profit board and working with the local Community Foundation. Those experiences then helped me get my first full time job at Conestoga College, where I currently am employed.
I’m not saying that I wouldn’t be where I am had I not been in the DofE program. However, I can draw a strong link through each of these personal developments that traces back to a decision I made one day to join in when a friend told me about this fun opportunity to travel abroad. And while I don’t often remind myself anymore that I climbed a mountain when I’m trying to convince myself to be brave, I feel a deep sense of gratitude for being a part of something that pushed me to grow beyond what I thought I was capable.
Kurt Hahn was a mentor of Prince Philip who provide inspiration for what would become the DofE program. He is known for saying that “there is more in us than we know if we could be made to see it; perhaps, for the rest of our lives we will be unwilling to settle for less.” Without realizing it, these words infused themselves into who I am as a person, and I didn’t understand what it meant or its impact until the passing of Prince Philip.
Rest in Peace, His Royal Highness, The Prince Philip, Duke of Edinburgh.
Last week, I finished reading As A Man Thinketh & From Poverty to Power by James Allen for the book club I am in. I noticed I hadn’t updated my reading tracker for the year, so I quickly updated my progress in 2020 to date.
The Kite Runner
My Own Words
Ruth Bader Ginsburg
Stillness is the Key
The Oxford Inklings
The Infinite Game
The Ride of a Lifetime
As a Man Thinketh & From Poverty to Power
I have been maintaining my reading tracker since 2016 when I chose to make reading a priority in my life. I was pleasantly surprised to see that I had surpassed 200 books in the last 5 years, which amounts to around 65,000 pages (caveat – a lot of these books are in audiobook format, and the page counts are taken from Amazon’s book listings, so the amount is inflated to include front and back matter).
I’ll be posting my 2020 reading list in January, but I thought it would be fun to boast about this a little bit in the interim. I may not remember everything that I’ve read, but on the whole I find this time very much well spent. Through slow, incremental steps, I’ve made a lot of progress.
I recently finished Adam Savage’s maker’s memoir, Every Tool’s a Hammer. I always enjoyed watching MythBusters back in the day, though I wouldn’t say I was a diehard fan – I caught episodes as they aired, but didn’t follow the show. As an adult, I wish I had followed more closely, because I’m finding that I’m drifting towards the maker ethos, and it would have been good to have been mentored in real-time to the show’s airing. I guess that’s why we have reruns and syndication.
Anyway, the book has many great insights, one of which is concerned with giving praise and making sure the recipient of the praise is acknowledged.
Adam reflects that all of his growth came from feedback from his mentors. In the role of a boss, he questions why would he shy away from feedback if he wasn’t happy with something (e.g. someone’s performance or the product of their build). This moment of empathy is a valuable insight to me, because as a leader I often hedge my feedback, wanting to avoid hurt feelings or awkward interactions. But there is a difference between providing feedback for growth, and being cruel. I’ve had many great bosses that helped me grow through their feedback, even if that feedback made me feel less than great. But their feedback was never cruel or meant to belittle me – it held me accountable and showed me what to do for next time.
He also mentions praise – people want to be acknowledged and recognized by the ones signing the cheque. Even if it sounds corny, he says, it goes a long way towards building up your team both in terms of morale and skills.
When it comes to political engagement, our attention is typically drawn to issues at the federal and provincial levels. That is where the majority of our conversations centre – big events, big policy, and big money. But when it comes to politics that affects us directly as citizens, we shouldn’t forget the third level: local municipal politics. Municipal politics works quietly in the background, appearing in local papers and managing the invisible supports that allows a community to flourish. As I gain experience in life, I’ve slowly narrowed my focus from the federal to the municipal, realizing how important this layer of governance is.
Last week, our county’s council voted on whether to implement a mandatory face covering bylaw for indoor spaces. While the province has been responsible for most of the implementation of emergency and health measures, some decisions have been left up to the municipalities to determine how best to move forward. Cities and counties around where I live have begun voting in favour of enacting face-covering bylaws, often with majority or unanimous support.
Which is why I was very disappointment by last week’s council meeting. They thankfully passed the bylaw into effect, though it came at a slim margin of 6-5. Some of the dissenting votes were the result of residents contacting their Ward’s representative to express a desire to vote down the measure. Other felt it was too paternalistic for a county council to make these decisions. Some mentioned that this shouldn’t be the responsibility of the municipality, while others wanted to trust that citizens are smart enough to decide what’s best for themselves. A few also took issue with the specificity (or lack thereof) of the language of the bylaw, though when the bylaw wording was amended they still voted against.
I was happy to see my Ward’s Councillor both speak in favour of masks and vote to support the measure. In an effort to be more engaged, I wrote an email to my Councillor to commend him on his performance at Council, and to show my support for a continuation of support for the bylaw, since the bylaw was only passed with a proviso that the bylaw will expire before each council meeting unless it is re-affirmed at each regular meeting moving forward. I sent him the letter below, and I wanted to share that here as an example of how one can engage with their local politics. My Councillor responded almost immediately to thank me for my show of support and to assure me that he’s working on plans should the bylaw not receive ongoing support at future meetings.
Subject: Regarding Mandatory Mask Bylaw
I am writing to show my support and gratitude for your leadership during the council meeting this week. I thought your comments were thoughtful, forward-looking, balanced, and compassionate, and you demonstrated good leadership for the Ward.
I’m not sure what your personal emotions were during the meeting, but I doubt I would have held the same composure that you showed. In reading the emails sent to the council, I’m saddened by some of the beliefs held by my fellow citizens, especially those who purport to have medical knowledge but claim that masks are harmful.
I hope, given the narrow margin that the vote passed, that the bylaw isn’t defeated in the next few meetings due to the grumblings of people who don’t care enough about all of us to be a little uncomfortable when out and about. Please continue with your support of the Medical Officer’s direction to help keep us safe.
I hope you and your family are keeping well!
Provincial and Federal politics might be more glamorous, but remember that municipal politics affects us in many important ways.