Larry and the Law of Diffusion of Innovation

Larry and the Law of Diffusion of Innovation

Change is constant—we all know that. However, I admire the skill of leading the right change at the right time. When it is possible to impact change, roughly 16% of people will happily raise their hands and run into the burning building (of change). I am one of them. However, I have learned this lesson: not all change needs to happen, and some change does not have to happen NOW. The right change at the right time is the sweet spot. Unless you are Larry, he’s part of the #neverchange movement. Sadly, no one has heard from Larry in a month because he’s still using dial-up and a rotary phone.

Learning: Not all change is necessary, but it is constant. Knowing where you are and what you need to manage the wave of change is critical to leading a team through it.

Not Aligned. Definitely, Not Aligned

Not Aligned. Definitely, Not Aligned

Introverts and most people would not make a peep in this kind of environment. Whether an All Hands or a Summit or something of that scale, silence does not translate to agreement. A more personal and “in the field” approach will suit you better if you seek real alignment.

Navigating feedback takes a lot of work as a leader. You are there to make the tough calls, not abdicate responsibility. Conversely, you must gain inclusion to have lasting change, so feedback is necessary.

Learning: Leaders who assume feedback will come from the dynamics of large groups are likely not seeking feedback at all.

Job Seeking with AI

Job Seeking with AI

Job hunting isn’t what it used to be. Today, around 90% of companies are leveraging AI to quickly scan incoming resumes to determine the candidates that would best fit their needs. The specific AI toolset that recruiters use is called ATS (Automated Tracking Systems), and if you just submitted a resume through Greenhouse, then you likely just met ATS. The challenge with ATS is that it’s AI. Not a Human. Although there are bound to be significant time savings for the company in not having to review unqualified resume after unqualified resume, there is also the likelihood that the “diamonds in the rough” are getting passed over.

The interesting phenomenon about ATS is that several companies are cropping up, claiming to be experts in navigating ATS, promising “guaranteed interviews” for a small price. These are scams, perhaps not Nigerian prince-level scams, but ATS is still so new that few know how any company uses it for any one role within the company. In reality, many positions have over 600 applicants, and some have over 3,000 applicants. Also the degree of AI/ATS being used at any given company will vary – many just use ATS as a filing cabinet/storage bin.

Learning: If you are looking for a job, be patient and continue to reach out to your network. Your human connections will very likely land you your next gig. If you have a job and want to help others, be a job-seeker advocate by connecting candidates with your companies’ recruiters.

We Need More Options Or Do We?

We Need More Options Or Do We?

Overchoice is the cognitive delay that happens when there are too many choices. In some cases, it leads to “no choice decided.” Any salesperson can tell you about the “no decision” fatigue many prospective buyers face. Certain hacks help navigate “easy decisions” while allowing focus on “tough decisions.” Former US President Obama was known to limit his choice of suits to focus on real issues. Leaders, including CEOs, tend to follow similar hacks in decision-making.

Learning: What’s one thing you can simplify in your daily routines so that you can focus on the real issues?

References and Resources

Always Wear The Same Suit: Obama’s Presidential Productivity Secrets by Drake Baer/Vanity Fair; Type: Article

Alice Must Have Known

Alice Must Have Known

Whenever a conversation goes too far or too deep, it goes down the “rabbit hole.” I’ve heard “Rat hole” recently, but that’s just laziness. The Rabbit hole trope has been used since the mid-1800s, and it’s time to retire it. In mixed audiences of generalists and specialists or mixed-levels (such as Executives and Individual contributors), there is value in keeping a subject to a higher level. There are also appropriate times to “geek out.” Either way, save the bunnies.

Learning: Keep rabbits out of it.

Agendas – Who Needs Them?

Agendas – Who Needs Them?

Unless you are dealing with a complete narcissist, the main reason someone takes over a meeting is because they didn’t understand the purpose of the meeting in the first place. Pre-reads and Agendas can help address a lack of understanding. And, as most people jump from one meeting to the next, it’s easy for some to be unclear on the goals of any given meeting.

Learning: Pre-reads and Agendas are signposts of intention and can help keep meetings focused.

References and Resources

How to Finally Make Meetings More Productive (Re-Release) by Anne Morriss and Frances Frei/Fixable; Type: Podcast

Not the Same Thing

Not the Same Thing

If you haven’t seen Arnold Schwarzenegger’s non-blockbuster classic Commando, you need to stop everything and watch it—or put it somewhere in your queue. It’s best known for using the same extras, which results in the same people dying repeatedly throughout the film. It’s just fun that way.

There is a point here. And it’s the idea of Commander’s Intent. This military term combines strategic direction with the freedom to act. I have long admired this style as it lays out the objective and “mission” parameters and provides the necessary autonomy to the assigned team in the field.

For more insights, pick up the following books:

  • Alex Shootman’s “Done Right”
  • Jocko Willink’s “Extreme Ownership”

Learning: The concept of Commander’s Intent illustrates the blend of strategic direction and operational freedom without over-managing every detail.

Have you leveraged Commander’s Intent? Has it worked for you? We’d love to know your experience.

Shields Up: How NOT to Approach Feedback

Shields Up: How NOT to Approach Feedback

Receiving feedback is incredibly difficult. A very common response to receiving feedback is to dismiss it. Immediately. In some cases, If the employee receiving the feedback believes that their identity is being attacked, then it will not stick unless they release their grip on their identity parameters. Or, and I’m being sarcastic here, work through the below steps (preferably around 2-4 am). For a more in-depth toolkit and understanding of giving and receiving feedback, I recommend picking up the book Thanks for the Feedback by Sheila Heen and Douglas Stone.

Learning: To help navigate feedback blockers, approach receiving feedback as an opportunity to learn more about your identity construct.

References and Resources

Thanks for the Feedback by Sheila Heen and Douglas Stone; Type: Book

Ghosted Again

Ghosted Again

It’s inevitable. A recruiter or contact reaches out to you, and you talk, and then they vanish. There are so many reasons why this can happen. People get busy. Life interferes. Time passes, and then guilt sets in. No contact. No responses. Nothing.

And I get it.

Learning: If we look at the inevitability of AI (Artificial Intelligence) changing every knowledge worker’s role, our humanity will hold us all together.

Also, Note to Self: Do not forget this message.

Not a Boomer Problem

Not a Boomer Problem

AI is everywhere, and it’s affecting our jobs. It’s natural to worry about being replaced by a bot. The best action? Engage with AI to stay ahead. Here’s a simplified approach:

  1. Learn: Read up on AI. Start with articles or LinkedIn posts.
  2. Experiment: Try new AI tools. Familiarize yourself with different applications.
  3. Reach out if you want to know how I stay updated with AI.

Learning: AI isn’t leaving. Adapting is key.

Is AI a concern in your industry? Should it be? We’d love to hear from you.