Things I thought we would have fixed by now

I think I must look on things a bit too simplistically.

I am convinced that we ought to be able to fix certain things, but as we haven’t fixed them in a long time then it’s clearly not as easy to fix them as I think it is.

Here are a few of the things that I thought we would have sorted by now, but haven’t. This is only a few, because once I got started I nearly couldn’t stop:

Media Conversion Dongles

How many bits of cable do you have in your laptop bag that convert one thing to another thing? I currently have four, the most used being the USB-C to HDMI converter. I limit the volume that I carry for personal health reasons, but the combinations are potentially huge. It’s not even enough to carry something that covers the four major standards – DisplayPort, HDMI, USB and VGA. Each of these standards has its own set of variant, there are three different sizes of HDMI and another three different sizes of USB, and that’s not including USB-C.

Meeting Room Equipment Connectivity

You walk into a meeting room, before you is a table with various cables sticking out of various sockets. This is one of those fancy rooms with a touchscreen interface that allows you to select various things like the position of blinds, the inputs to the visual equipment and the depth of the carpet pile.

You notice that one of the cables aligns with the video output on your laptop (for once you don’t need a media conversion dongle). You plug your device in, you select the correct input on the touchscreen interface and…nothing. You check that your laptop is sending a signal, which it is, but…nothing. You select other inputs on the touchscreen thing and apart from a brief excursion to a strange TV channel…nothing.

This is an important meeting so you came early but the clock has decided to go double-time on you and your set-up time is fast running out.

Eventually you get a picture on the huge 4K screen at the front, but for reasons no-one understands you can only get it to display 1024×768 resolution as a postage stamp in the middle.

You decide to forgo audio.

Why is this so difficult?

Permanent Markers on Whiteboards

Almost every meeting room I have ever been into has a collection of pens available for use, but they are nearly always a jumble of permanent and whiteboard markers. Next to this scattering of pens is often a pile of paper towels and an aerosol can containing a substance to get permanent marker off a whiteboard.

Why isn’t there a standard for the size or shape of the pens to make it easy to differentiate between whiteboard markers and permanent markers? Wouldn’t that be any easy solution to avoid the problem?

Yes, I know they normally say on them, but people don’t always look and one of the drawbacks of the substance in the aerosol can is that it also removes the markings from the outside of the pens.

Browser Switching

The browser is the basic access capability for the Internet so I would have expected it to have become a commodity by now, but I don’t think that a day goes by without me needing to switch between different browsers.

This wouldn’t be too bad, but the problems that I see with different browsers are all highly annoying glitches. I get part way through a process and something doesn’t look right, or something doesn’t load, or things just hang. I’d prefer that a particular browser failed to start a page than get part way through and then fail.

Printing

Why is this so, so, complicated?

I’m not, primarily talking about the physical handling of ink/toner and paper here although that can be a problem.

My challenge is the process of getting from device to desired output. I’m imagining all of those sheets of paper that you see around any office printer that contain one line of print on them. I’m also talking about those times when you just need one page of something, but somehow it manages to stretch itself out over five pages. Then there are those times when you send things to the printer and nothing prints, so you send it again, then you go to the printer and there are three copies of what you asked for. How does this happen?

Yes, I know I shouldn’t be printing anything, but there are times when paper is necessity.

Calendaring and Scheduling

How many online calendars do you have? I have at least 5.

Why so many? It’s because various tools form part of my scheduling experience and those calendars don’t work together. They each want to own the thing that I’m doing in their tool.

They each, helpfully, provide iCal export and import capabilities, but that’s not really practical and I shouldn’t have to be copying files around for something as basic as time management.

I can get a single view of all of these calendars together because there are tools for that, but that’s still not very helpful because no one can see my availability other than me.

Password

I don’t think I need to explain this one.

Why do we still have passwords?

Video Conferencing

If you do any video conferencing you’ll know that we still have a lot to do in this area. We can barely get audio conferencing working in many situation let alone seamless and reliable video.

For a while I tracked how much longer after the scheduled start time audio conferences started – the average was 6 minutes. Compare that to walking into a meeting room and getting started (without equipment – see earlier comment on Meeting Room Equipment Connectivity.)

People have tried all sorts of technical solutions to these problems but the reality is, if we are honest, none of them are what we really hoped for when we imagined seamless video communications.

Open Plan Offices

I’ll leave this one here.

More Features = Lower Utility

There are many situations when I want to buy a new something but the new features that have been added to the latest model of the something make my heart sink. In many situations the new features take away from the primary purpose of the something.

I used to have a Bluetooth headset that only connected to one device. It was difficult to get connected, but once it was connected it worked. Then it broke. I bought myself a newer version of the headset with the promise that it was easy to connect and could connect to more than one device. This new headset does indeed connect to more than one device, unfortunately it gets confused about which device is playing sound and it’s almost impossible to make it switch. It even loses connection when it’s only paired to one device. The two-connected-devices feature destroyed the utility of the headphones.

I have more examples, but I won’t bore you with them now because this post is already long enough.

Are we really so desperate for new features that we are willing to compromise the primary reason for buying the item?

How about you?

I’m sure that I’m not the only one?

“That doesn’t sound very agile?”

I’ve heard this phrase a number of times recently. The normal context is this:

  • Manager: “I must have the important widget for ABC Corporation by the end of the week.”
  • Product Owner: “Why?”
  • Manager: “Because we promised it to them last night?”
  • Product Owner: “I’ll have a look at the current work in progress and discuss what we can do with the team in the morning stand-up meeting. Because this is a new item, not in the plan for the current sprint I’m not sure that we can do anything by the end of the week.”
  • Manager: “That doesn’t sound very agile?”

There’s a miscommunication here. What the Manager has said to the Product Owner makes no sense to the Product Owner because what they have heard is “Well, that doesn’t sound very Agile?” with a great big capital “A”. What the Product Owner has defined IS Agile, it may not meet the Manager’s expectation of agile, but they are different things.

See: Office Speak: “Agile with a capital ‘A’” and “agile with a small ‘a'”

Somewhere along the road Manager Types have picked up the impression that they can ask Agile Teams to do whatever they want and it will be done at the drop of a hat. In their understanding Agile equates to “no planning” when the reality is that Agile means “planning differently”.

I suspect that this impression of Agile as ultimate flexibility is derived solely from the name and not from any study of the practices of Agile. In many situations I suspect that the Manager Types haven’t done any training on Agile and are simply fab-surfing with the hope that the latest fad will, at last, be the answer to all of their problems. What they haven’t realised is that Agile will only be an answer to some/many of their problems if they engage and embrace it, and to do that they need to understand it.

Stuck Between Reality and Rationality

There’s a piece of street furniture in my home town that is famous. It’s not a fancy statue, or even a bench. It has it’s own twitter account with thousands of followers, and it’s own listing on Google Maps, with 38 reviews. It’s even got its own tag on the local news site.

It’s know as the Fishergate Bollard.

Rather than famous, perhaps a better word for the Fishergate Bollard is infamous. It’s not known for its beauty, or it’s historic symbolism, it’s known because vehicles keep knocking it over and parking on top of its plinth:

It’s garnered so much interest that someone even submitted a Freedom on Information Request to find out how much it was costing the local council to keep fixing it, the answer – about £1,400 a year.

You would have thought that this was a relatively easy problem to resolve, but this has been going on for over 3 years. Why so long to get it fixed? I’m only guessing, but I suspect that there is an ongoing tension within the roads authority between rationality and reality.

I’ve driven past the bollard a number of times over recent years and I can’t see any rational reason why people drive into the bollard, but the reality is that they do.

Some people complain that it’s not tall enough, or bright enough, which I can kind of get, but it’s not small. If this bollard isn’t big enough, how big would it rationally need to be?

The Fishergate Bollard was created as part of major road renovation scheme which some people loved and others hated. Changing it would seem like a retreat from the original renovation concept, but the reality is that cars, vans and buses all park on top of it.

There are definitely times in my life when I get stuck between rationality and reality. There are things that happen which I can’t rationally explain. There are technical things that rationally should work. There are things that rationally should only take a certain amount of time. The reality is often different and yet I plough on in the hope that my rationality will overcome the reality.

“Well this should work.” I say to myself after the fifth or sixth failed attempt. I speak the words of Robert the Bruce, king of Scotland (maybe) to myself “If at first you don’t succeed try, try and try again.” and rationally commit to persistence and ignore the reality.

I’m not sure I know the correct balance between persistence and giving in, but I do know that I regularly find myself stuck between rationality and reality. My life would be simpler if I gave in to the reality earlier more often, but I’m not sure I would have learnt so many lessons along the way if I hadn’t gone through the rational adventure.

Perhaps what I experience as an individual, many organisation experience collectively.

Header Image: This is a cove at Cleit/Cleat on the beautiful Isle of Barra in the Outer Hebrides. They aren’t visible on the picture, but there are seals basking in the sunshine on the rocks. The water was so clear that we watched other seals playing in the water.

How do I have fascinating conversations? | Questions?

Some conversations are better than others – agreed?

Some people appear to have far more fascinating conversations than the rest of us – agreed?

Why is that? That’s the subject of this set of posts.

It’s worth a bit of a recap of where we have got to so far. In the first post I looked at some of the anti-patterns for fascinating conversations, sometimes looking at the opposite of something helps us to see the way to a positive outcome. Whilst each one of these anti-patterns were defined in the form of a person, I acknowledge that I’ve been every one of these people and I suspect I’m not alone in that. In the second post I looked at the impact of listening on these anti-patterns and in particular we looked at the power of reflective listening. I also introduced a new anti-pattern the Reflection Robot.

Imagination Time

You have been invited by a friend to a celebration. As you walk into the venue you recognise that there are people there from the various sections of your friend’s life, some are family, some are friends like yourself, some are work colleagues, there are also people there from the charity where they help out. You look around and see some people you know sat around a table, but there isn’t any room left at that table. As you look at the other tables you realise that there are only two seats left at a table where you aren’t sure that you know anybody, and what’s more you aren’t sure how these people relate to your friend. You can’t stay standing all night, so you and your partner sit down.

You turn to the person next to you and you say “Hi.”

They say “Hi.” in response.

Conversation protocol dictates that it’s your turn next. The other person is looking at you expecting an interaction.

You are convinced that the next words to come out of your mouth will significantly impact upon the rest of your evening.

What do you say? Do you make a statement? Do you ask a question? Do you play it safe and ask one of those questions that you know will get a safe response? Do you go bold and try to open the conversation to going somewhere interesting but risk looking a bit weird?

You decide to go safe “My name’s [name], how do you know [friend]?”

Inwardly you are disappointed by your lack of courage expecting a suitably safe response. There are a number of possible responses, but you know that the answer is likely to be a bit dull.

They respond “Hi [name], pleased to meet you, I’m William and [friend] and I work together. How do you know [friend]?”

This response has set the course of the conversation for the next few minutes. In the case of a work colleague my next response generally leads to quite a short conversation. When you tell people “I work at an IT Consultancy” their response is often quite short. I’ve thought about finessing the answer to this question to help people out a bit, but never settled on a set of words which enabled people to stay engaged in the conversation.

Questions are such an important part of conversations. Asking great questions is a skill. Actively listening, and asking great questions, are the basic ingredients of fascinating conversations.

What do we learn from the Anti-Patterns?

Let’s keep it a bit shorter this time, I think we are starting to get to know these anti-patterns now.

THE SOAKERS

Soakers are easy – they don’t ask question.

You ask them questions and they respond and before you know it you’ve run out of questions. If you’ve ever been the one asking the questions you’ll recognise how tiring this is.

I suspect that most Soakers can be turned around, but I don’t have a formula to achieve that and I’m rarely successful at it. What I will say is that I think that there is a link between the Soaker and the quality of the questions that we ask but I don’t want to make the questioner the one responsible for the entire interaction.

THE SMART BOMBERS

The Smart Bomber makes statements, they don’t ask questions. There’s a secondary challenge here though, quite often it’s difficult to know what the follow on question to the statement should be. The statement is so often so far from the flow of the conversation prior to it that no-one knows what questions to ask and quite often just stare at each other wondering what just happened.

THE AGENDA ENFORCERS

The Agenda Enforcer, does, at least, normally start with a question. The problem is the question being asked and timing of that question. Rather than going with the flow of the conversation that is already taking place, they want to push a conversation in a particular direction by enforcing their question into the flow.

THE DISTRACTED DISTRACTORS

Asking questions requires engagement in the conversation, if you are distracted, you aren’t going to give the level of engagement required. The question you are most likely to ask, as a Distracted Distractor is “Pardon? What did you say?”

THE NON-STOP TALKERS

One of the strange things about Non-Stop Talkers is that they do, sometimes, ask questions, what they don’t do is wait for responses.

“Do you remember when I fell down the stairs? I do it was so painful, I had to call for an ambulance. Do you remember how long it took for the ambulance to arrive? It must have been 2 hours. Did you stay here with me all that time? You did didn’t you…” I’ve put punctuation in here to make it readable, but often these people talk without punctuation.

THE GUESSING FINISHERS

I suppose that the Guessing Finisher is permanently asking question. Each time they guess a word they are really asking a question, they’ve not very good questions, but questions all the same.

THE REFLECTION ROBOTS

This is the new anti-pattern from last time. I did receive some feedback from someone who thought I was being a bit harsh on counsellors in this anti-pattern, this wasn’t my intention, actually it was the opposite of my intention. Rather than providing constructive reflection the Reflection Robot is using a reflection formula to bounce the question back without actually engaging in the conversation. The questions are there, but they are without feeling or interpretation. Good counsellors don’t use a formula for their reflective questions.

What have we learned?

The anti-patterns have told us a number of different things:

  • Some questions are more interesting than others.
  • Asking the right question for the situation is important.
  • Asking the right question at the right time is even better.
  • Even the right question at the right time isn’t always enough.
  • Don’t forget to listen to the responses.
  • There can’t be a formula for questions.

How do we know what a great question is?

This is one area where the internet is littered with advice, far too much of it to know where the golden nuggets are, so here are some observations from a mediocre asker of questions (me):

  • Be prepared – If you are going to have a fascinating conversation you need to start well. Starting well requires you to ask good questions from the beginning.
  • Be sensitive – The right question depends on the depth of the conversation. Most conversation don’t start deep, they become deep. If you force a conversation too deep too quickly it will stall. Shallow conversations generally aren’t fascinating.
  • Be natural – You need to bring something of yourself into the questions that you ask. The best quesitons are the ones that would fascinate you.
  • Be open – Yes or No answers don’t lead to a fascinating conversation. The trick is to learn to ask questions that solicit an open response. Example: “What is it that you love about your job?” generally results in a better response than “Do you love your job?” to which the answer is Yes or No.
  • Be reflective – Reflective listening is a skill and works well with reflective questions.
  • Be responsive – The best questions are often follow-on questions, by which I mean, questions that build upon the previous response.

If you’d prefer the advice of others try these on for size:

In summary I think that these two quotations will suffice:

“To be interesting, be interested.”

Dale Carnegie, How to Win Friends and Influence People

“Judge a man by his questions rather than by his answers.”

Voltaire

Header Image: We live quite close to some gorgeous Lancashire countryside. The other night we decided to go for an explore and enjoy the sunset. The lambs in the fields were particularly excited to see us.

It’s my Blog Birthday | 12 today

This is blog post number 2027.

Blog post number 1 occured on 4th Aprill 2005 without a fanfare and without any real content. I had no idea what I was doing back then, and I’m still not really sure, but I’ve learnt a lot along the way.

I mostly blog for myself, but I do hope that it’s of value to those of you that read it. Having said that, it is interesting to see what people do read, so I thought I would share the all-time Top 10:

  1. Office Speak: “Sharpen Your Pencil”
  2. Add a Third Time-Zone to your Outlook Calendar
  3. The British, the Queue and the Tut
  4. Office Speak: Greenfielding
  5. Count Your Blessings #120 – Short Stories
  6. Office Speak: “Can you please go on mute” – “PLEASE GO ON MUTE”
  7. Office Speak: One Throat to Choke
  8. Productive Workplace: Design Mindset Spaces
  9. The Bergen Facebook Addiction Scale (BFAS)
  10. “If everyone has to think outside the box, maybe…

Header Image: This lane is often part of my morning walk which is often the place where an idea for a blog gets formulated.

Axiom: “You can’t teach an old dog new tricks” – Does age make you resistant to change?

For those of you not familiar with this saying it’s primarily referring to a reluctance to change that comes from old age. In other words, the older you get, the more resistant to change you are.

“You can’t teach on old dog new tricks” is generally referred to an idiom,  meaning:

a group of words established by usage as having a meaning not deducible from those of the individual words.

But in practice many people treat it as an axiom:

a statement or proposition which is regarded as being established, accepted, or self-evidently true.

A conversation with a colleague got me thinking, is there truth in the saying, or is it just a rhyme that we’ve all assumed to be true and embedded it in our attitudes towards older people?

So I thought I would go on a journey of discovery because if it is true there ought to be good evidence to support such a strong statement.

My first thought was to try and define  the age at which you become an “old dog”? The “old dogs” idiom was likely first published in a book of proverbs by John Heywood in 1546. Which got me wondering about how long people lived in 1546. The earliest life expectancy figures I could find for England and Wales was for 1851 when, on average, women lived to 42.2 and men only to 40.2. Assuming that in 1546 it was something similar, an “old dog” would be anyone older than 35 perhaps, but definitely 40? Or perhaps I’m messing with statistics a bit too much and average isn’t such a great indicator but it’s enough to get you thinking.

Even without a clear definition of what constitutes an “old dog” I started my search for evidence. I was particularly hoping for resistance to change in the workforce.

Can’t Teach Old Dogs: 0
Can Teach Old Dogs: 1

Starting with a search of “resistance to change” age I was presented with a study from 2013 entitled “Age, resistance to change, and job performance” by Florian Kunze, Stephan Boehm and Heike Bruch. They investigated the correlation of resistance to change (RTC) with age but also looked at the correlation with tenure in a role and job status (blue collar v white collar). This was their conclusion:

Contrary to common stereotypes, employee age is negatively related to RTC. Tenure and occupational status are further identified as boundary conditions for this relationship.

Age, resistance to change, and job performance

Just to be clear here, when is says that employee age is negatively related it means that older people tend to have a lower resistance to change. Within the report the relation isn’t huge, but it’s there all the same, and if definitely doesn’t support the axiom. Someones job status and their tenure also have an impact on their RTC, but these correlate in the stereotypical way; a lower job status creates a higher RTC as does an extended period in a role.

Can’t Teach Old Dogs: 1
Can Teach Old Dogs: 1

But that’s just one study so I continued my search and ended up as the Sloan Center on Aging & Work. They published a survey in 2008 which concluded:

“late-career employees were perceived to be the most resistant to change (41%), reluctant to try new technologies (34%), and difficult to train (18%), according to the States as Employers-of-Choice survey (Fall 2008).”

Older Workers Seen as More Loyal But More Resistant to Change

So there’s certainly a perception that late-career employees are resistant to change. Treating surveys as evidence is always tricky, you have to look at the actual questions and make judgements of whether the perceptions being highlighted are genuine. You also need to look at the cohort of people who were surveyed in order to understand whether their may be bias in the data. I’ve not had chance to do this so I’ll leave the information here as potential evidence for the axiom. Another challenge with this survey is the term late-career employees, there are bound to be more late-career employees who have had a long tenure than early career employees, you have to have been around for a whole to have enjoyed a long tenure so some of this perception may simply be the challenge of long tenure.

So one report that says that age isn’t the issue and one that says that people perceive that late-career employees are resistant to change. Let’s continue our searching.

Can’t Teach Old Dogs: 1
Can Teach Old Dogs: 2

Another survey? This time looking at people in government organisations and snappily entitled: “An Investigation of the Difference in the Impact of Demographic Variables on Employees’ Resistance to Organizational Change in Government Organizations of Khorasan Razavi” (Khorasan Razavi is a region in Iran)

The aim of this study was to investigate the difference in the impact of demographic variables, including age, gender and level of education on employees’ resistance to organizational change. According to the results of Student’s ttest, the mean of variables in the groups of men and women is equal and there is no difference, thus gender has no significant impact on employees’ resistance to change. Investigating the results of correlation test indicated that since the significance level is greater than the confidence level (0.05), there is no correlation between the variables of age and resistance to change. In the following activity, the individuals were categorized into four groups, including under 30, 30 to 40, 40 to 50 and over 50 years old. The results of test analysis of variance indicate that the significance level is greater than the confidence level, thus these four groups are the same. According to the results of Duncan test, there is no difference between these four groups, thus employees’ age has no significance impact on their resistance to change.

An Investigation of the Difference in the Impact of Demographic Variables on Employees’ Resistance to Organizational Change in Government Organizations of Khorasan Razavi, 2016

This is a relatively small study and used a questionnaire technique, so can’t be defined as conclusive, but is another piece of evidence for the age has no impact side.

Can’t Teach Old Dogs: 2
Can Teach Old Dogs: 2

Where to next? Find another study? There’s this one: “Impact of Age on Employee Resistance to Change. A Case Study Cotton Company (COTTCO)
in Zimbabwe”
they surveyed 60 employees and concluded that age was a factor. They also highlight that other factors impacted this conclusion, such as the openness of the organisation.

Conclusion?

That makes it 2 for and 2 against and perhaps that also makes it time to stop. Is this simple scoring mechanism sufficient? The first study is by far the largest with 15,243 participants and should carry more weight than the COTTCO one with 60 participants, but they weren’t asking the same questions so it’s not as simple as that. What can we conclude in this confusing landscape? There’s enough evidence to question the validity of the axiom and to question the use of age as a reason for resistance to change.

What about the other factors?

Whilst doing this research I was most struck by the idea of the other factors, particularly length of tenure, openness and role status. Whether someone becomes resistant to change as they get older, or not, would be something that was difficult to change. If it’s a biological condition, and I’m not saying it is, then it would be very difficult to change. If, however, the perception that late-career employees are resistant to change is primarily driven by factors, other than age, then organisations should take that very seriously indeed, these are things that organisations can and probably should change.

Organisations need to ask themselves whether they are creating, for themselves, individuals who are resistant to change and if they are, then what is the cost of that conditioning? Whilst I doubt whether organisations are consciously creating people resistant to change, they are creating organisational environments where that is the result.

Header Image: These are The Kelpies in Falkirk Scotland, taken on a recent visit. I left a few people in the picture so you could get an idea of the scale.

I’m Reading… “Humility Is The New Smart – Rethinking Human Excellence In the Smart Machine Age” by Edward D. Hess and Katherine Ludwig

Everywhere you look technology is changing how we do things and what we do. While this change already feels dramatic the reality is that it’s only just begun. There are many estimates about how significant this change is going to be, the latest one was published in the UK, this week, by the Office of National Statistics: Automation could replace 1.5 million jobs, says ONS. To be clear about the statistics here, this is 1.5 million jobs in England (not the whole of the UK or GB) and represents 7.4% of jobs. The slight irony of this report is that it is accompanied by a ChatBot which will tell you about which jobs are at risk, thus demonstrating the levels of disruption already underway.

Society is on the leading edge of a technology tsunami. Advances in artificial intelligence, the Internet of Things, virtual reality, robotics, nanotechnology, deep learning, mapping the human brain, and biomedical, genetic, and cyborg engineering will revolutionize how most of us live and work. Technology will be able to learn, as well as teach and program itself. We call this next big step the Smart Machine Age, or SMA.

Hess, Edward D.. Humility Is the New Smart: Rethinking Human Excellence in the Smart Machine Age (p. 1). Berrett-Koehler Publishers.

As with any change, we have a choice, we can either ignore it, or we can recognise it and respond. Once we recognise that a response is required the next sensible question is “how?”

  • How is the change going to impact me?
  • What skills am I going to need for the future?
  • What skills is my organisation going to need for the future?

It’s these questions that this book is speaking into by arguing that we need a new mindset and new behaviours.

They argue that the way we think isn’t suitable for the SMA:

Mental models guide our thoughts and actions and predispose us to behave in certain ways. They can help us simplify the world and operate efficiently, but they can also be limiting and destructive when they’re like concrete bunkers, blinding or repelling us from ideas, facts, or perspectives that challenge our views of the world. Many of our mental models are stuck in ideas and perceptions originating in the Industrial Revolution. The SMA is a new reality requiring new ideas and rules.

Hess, Edward D.. Humility Is the New Smart: Rethinking Human Excellence in the Smart Machine Age (pp. 33-34).

What’s the route to these required mindset changes? Humility:

What ultimately is needed to thrive in the coming SMA is this kind of openness to perceiving and processing the world more as it is and not merely as we believe or would like it to be. That is what’s at the heart of our definition of Humility. In the SMA, we all will have to acknowledge the need to spend less time focused on “big me” and instead balance our competitive spirit with a collaborative spirit, because critical thinking, innovative thinking, and high emotional engagement are all team sports—“big us.”

Hess, Edward D.. Humility Is the New Smart: Rethinking Human Excellence in the Smart Machine Age (p. 60). Berrett-Koehler Publishers.

The book then goes on to describe a set of NewSmart Behaviours that will enable us to make this mindset change and to create a posture of humility:

  • Quieting Ego
  • Managing Self: Thinking and Emotions
  • Reflective Listening
  • Otherness: Emotionally Connecting and Relating

The final section of the book broadens these ideas beyond purely personal changes and focuses on the ways in which these changes are impacting teams and the changes to the ways in which we lead the NewSmart Organisation.

Sometimes it’s difficult to summarise a book into just a few words. For me, this book is itself a summary, it’s chocked full of many interesting and valuable ideas, but isn’t sufficient for us to become NewSmart. In no way is that a criticism, I’m not sure that any book could be sufficient, reading a few pages on Reflective Listening or Quieting Ego isn’t sufficient to change behaviours that we’ve built up over decades (for some of us). Those few pages may be sufficient to get us started on our journey of becoming NewSmart which, itself, would be a great achievement. Sometimes the most difficult part of a journey is to work out the starting direction.

This book draws an a number of books that I’ve already read so there were, for me, times when I felt like I was going over old ground. Again, this isn’t a criticism, it’s great to see ideas proliferate beyond the boundary of a single book.

Humility Is The New Smart includes many Reflection Time sections and a couple of Assessment Tools I found these some of the most valuable parts of the book, taking the time to contemplate the next steps and to dig a bit deeper into the mindset or behaviour being highlighted. I contacted Ed Hess via twitter to see if these were available as a separate document, but unfortunately they aren’t. I wanted to be able to annotate my thoughts and conclusions, which isn’t easy to do in a small area in a book.

In conclusion: The world we live in is changing it’s time to get prepared, and this book gives a great summary of how to develop.

Header Image: Today’s picture is of the Blackthorn blossom which is currently brightening up my morning walk in the fields near to my house.