Office Speak: T-Shaped People – I’m not sure I’m any shape?

The idea behind T-shaped people goes like this: The vertical axis is supposed to symbolize someone’s depth of skills in one particular area, whereas the horizontal demonstrates the breadth of their skills across different areas. Think about it like this, if you invest all your energy in training people on how to do their job you end up with I-shaped people who only have the skills to do one job. That might be fine in a world where people just do one job, but in the creative economy you need people to work across different disciplines, people who can work interdisciplinary. They don’t need to know every discipline in detail, they need a basic understanding. These people with a wide, shallow knowledge in many disciplines and a deep knowledge in their own disciple can be envisioned as a letter T, rather than an I.

Lay a set of T shaped people together and you get lots of areas of overlapping skills which make for great interdisciplinary teamwork.

While I understand the metaphor, it’s not very good, is it? I don’t use the term myself, it’s the kind of Office Speak that I dislike, let me explain why.

Let’s start with the beginning of the metaphor – the I-shaped person. Do you know anyone whose skills are truly I-shaped, absolutely linier? The only thing that this person brings to the business is their ability to do one role. Let’s pick an example, in my business that could be a coder who can only code – they can’t do even the smallest amount of design, product management, test, deployment, analytics or even user documentation. I’m sure there are people who are like that, but they are very few and you may want to employ them because they probably bring something special to the role that they do.

If most people aren’t I-shaped, what are they? Honestly, I don’t think that they are any shape. I’m not even sure that you can describe most skills in a way that would allow you to put them into a box and classify someone proficient. Even in the skills where you can clearly define proficiency there’s a huge variance. Take driving as an example, there’s a defined proficiency for it in most countries – the driving test resulting in the driving license. Yet, how many of us know someone who has a driving license, yet wont drive on the motorway, or in the dark, or into a city. Are these people proficient, or not?

Think about other skills, ones for which there isn’t a defined level of proficiency. How do you measure someone’s amiability, or their honesty, how about clarity of thinking, or adaptability, and a huge one for our current age their ability to learn? Where do these fit into the I or the T? How do you even measure these in such a way that would allow you to put them on any chart?

Most of us don’t just have our employment skills though, we have all sorts of other skills. These skills aren’t in a separate bucket that we leave outside our office when we start work each day, they are our skills. A few personal examples: I learnt map reading as a boy scout, I’m convinced that the way I understand technical diagrams is heavily influenced by that skill. I used to do youth work at the local church and that’s strengthened my listening abilities and my ability to command a room. Working with people in volunteer roles has taught me about motivation. I’ve read several books about neuroscience, a fascinating subject. Where do these skills fit in the T?

The final reason I don’t think that the metaphor is very good is that it’s been endlessly corrupted. Let me give you some examples.

There are the people who want to define the thickness of the T – “that’s a fat-T role” or “that’s a thin-T role”. I don’t think that this is a comment on someone’s stature, I think what they are trying to say, in the case of “fat-T” is that the role needs someone to be very general with only a small amount of specialty, whereas a “thin-T” person needs to be very highly specialized in one area, but not so much in the breadth areas.

Then there are the people who start applying other letters to different situations.

There’s the X-shaped Executive, which just confuses me, I can’t see how this fits with the metaphor at all. The best that I can understand is that the X is there to symbolize that someone has intersecting skills as a leader and as a subject-matter expert. In other words, Executives have more than one I and they overlap?

Where do the E-shaped people fit in? Well, it turns out that this is a different metaphor all together with E symbolizing the four attributes that happen, conveniently, to begin with an E – expertise, experience, execution and exploration. These are often depicted as the different strokes that make up the letter E.

We haven’t finished though, where do you think an M-shaped person fits in? Here we are back to the metaphor with the two vertical bars of the M representing people who have deep skills in multiple areas.

Then there’s Pi shaped people? From what I can understand they are just M shaped people with an attitude.

People without a specialty can be described as a dash or hyphen. I hope no-one ever uses this definition in real life to describe an actual person.

Then there’s the ultimate description, the one that blows the metaphor completely apart – the comb-shaped person. They have deep skills in many different areas spread across a breadth of knowledge. This, for me, would represent most people except I don’t believe that you can put people’s skills on two dimensions. None of us fit neatly into two dimensions in any way that is meaningful.

Things have various qualities and the soul various tendencies, for nothing presented to the soul is simple, and the soul never applies itself simply to any subject. That is why the same thing makes us laugh and cry.

Blaise Pascal

Header Image: This is the view from the White Beach on Iona looking north towards Staffa and Mull.

Office Speak: “on a Page”

Something like this has happened to me hundreds of times in my career.

I am working on a solution to a problem, and I have a set of diagrams that describe how we can get things fixed. I’ve even created a commentary for the diagrams to explain the contents of the diagrams.

The answer to the issue is complex and is going to require multiple steps. Each step will need to be completed before the next one starts making it a sequence involving several teams.

The need for different teams means that I need to set up meetings to talk through the resolution. I’d quite like to put together a short document that talks people through it, but this is an organization driven by email, reaction, and most of all distraction. I know that getting people to read and interact with a document is not going to give me the results that I need. There’s a chance that a meeting will help me make progress.

It’s then that someone points out that there’s already a meeting where this kind of thing can be discussed. I ask what it is I need to do to get on the agenda. I’m directed to the person who organizes the meeting schedule, they book me a slot on the meeting and send me the standard slide deck that I need to fill in.

I open the standard slide deck and my heart sinks as I read the title of each page:

  • Problem Definition on a Page
  • Solution on a Page
  • Plan on a Page
  • Costs on a Page
  • Sales on a Page
  • Risks and Issues on a Page
  • Actions on a Page
  • Stakeholders on a Page
  • Current State Analysis on a Page
  • Mode of Operations on a Page
  • Customers on a Page
  • Team on a Page
  • SWOT on a Page
  • Integrations on a Page
  • Coffee Order on a Page

What is meant here is that I have one page to say all that needs to be said on this topic, the use of animation is cheating. It’s really shorthand for: “keep it simple enough for us to understand, don’t embarrass us by making it overly complicated.”

Each of the standard slides looks fine, but when I come to edit them it it’s clear that this template has been put together by someone who really doesn’t know how to make something that someone else can use. I am conflicted by the desire to stick with the standard verses doing my own thing in half the time.

This is a complicated set of activities; how can I be expected to get your solution on a page? How do I do that? I could make the diagrams smaller so that the details fit on, I could also simplify the diagrams. The problem with both options is that neither is very helpful. The small diagrams, I know, will just make people’s eyes bleed, the simplified diagrams will give people a simplistic view of the situation. Unfortunately, the rules are the rules, and the solution has got to fit on a page. I ask how firm the rule about a single page is, the reply is “No you can’t have more pages, we struggle to get people to focus for one.”

There is, of course, a third option, and that’s to get a bigger page. Unfortunately, most people are reading the material on a screen so it’s a bit of an academic argument. The point isn’t really about fitting material to a page, the true message is about simplifying the story.

I have some sympathy for the on a page approach. I’ve been in so many situations where someone thinks that you care enough to go through their entire documentation to get an understanding of what it is they are doing. I’ve also sat in meetings where someone describes everything in intricate detail despite being told that all you want is the overview that will help you to formulate the questions. Conversely, I’ve also been in an on a page meeting where it’s clear that someone is trying to hide something in the simplification. Mandating a single page feels like a blunt instrument to use when really what is required is someone to set the scene correctly.

I attend the scheduled meeting. Everyone looks at my on a page deck, which has taken hours to create; the attendees of the meeting conclude that I need to have another meeting to talk through the details with their teams. In this meeting we talk through all the diagrams and agree it’s the correct answer.

Header Image: This is the Lismore Lighthouse, taken from the ferry from Oban to Mull.

Graham’s WFH Tip #11 – Meeting Management – Recognise your emotional responses

There seems to have been a lot of chatter about meetings recently.

Some of the discussion being prompted by a set of tweets, followed by statements, from those involved in Shopify. They are seeking to radically decrease the meeting burden on people:

I have a lot of sympathy for the idea that meetings are bugs, most of them are not desirable and add little value. Like bugs meetings have consequences.

If you read the linked article you’ll realise that the tweet isn’t quite as radical as it may seem on first reading, but to be fair, the proposal is quite radical including meeting free days, large meetings limited to certain days, and an automated deletion of all recurring meetings with more than three attendees. This latter activity being a one-off thing to clear out people’s diaries.

Previously Microsoft published some data on the change in meetings with the switch to home working during the COVID pandemic:

Meetings are still consuming a lion’s share of our time. Since February 2020, the average Teams user saw a 252% increase in their weekly meeting time and the number of weekly meetings has increased 153%.

Great Expectations: Making Hybrid Work Work (microsoft.com)

What? That’s a huge increase.

Why such a massive increase just because people are working from a different location?

There are, of course, many reasons for this swing, some of them practical, many of them emotional. It’s those emotional responses that I want to think about for a little while in the hope that we can start to see them for what they are.

Now that you are working from home you have huge flexibility to join meetings of all sorts of shapes, sizes, priorities, and subjects. The emotional cues have changed though, your viewpoint on the plethora of meetings is limited to what you can see, and something is nagging in your head reminding you that you can’t see everything anymore. You can’t get a general feel of who is meeting who in the way that you could when everyone was in the same office. Your emotional response to meeting invites has changes. You treat every invite as equally important when you know that it can’t be true. How do you respond differently to the noisy person, or the person who calls something “URGENT:” and “CRITICAL:” or the one I’m seeing increasingly “MANDATORY:”

There’s an additional stickiness to regular meetings. I’ve seen this cycle happen hundreds of times – a regular gathering of a small group of people takes place. You add someone into the meeting to talk through a particular subject and they remain on the invite list. Others get added for other subjects. Before you know it there are meeting invitations flowing backwards and forwards, upwards and downwards. The small, focussed, meeting now has an invite list of 60 people and regularly has 40 attendees. The small 5 person catch-up has grown from 30 mins three times a week, to every day at 6pm, for an hour – most contributions are still provided by the original 5 people. The value of the meeting hasn’t changed but its costs have spiralled.

As an invitee to one of these meetings, how do you decide whether you should attend? Do you ask for an agenda and only attend when the subject is something that is your responsibility? (Agenda? What’s one of those? :-)) Do you trust the person who organises the meeting to stick to the agenda? What do you do if there is no agenda, which is increasingly common? What happens if someone asks a question about your area and you’re not there? How will you know if they discuss something that impacts your area, and you don’t pick it up in the minutes? Can you ever trust minutes anyway? But the minutes are now a video, and who has time to watch the videos. What if you miss something important? How much of this is an emotional response?

You tell yourself that you’ll join the meeting, even if you don’t get any value from it, because you’ll use the time to catch-up on some emails. You know this is practical folly, you know that this type of multi-tasking places a huge burden on your productivity. It’s not practical considerations that are driving you, this is an emotional response. You’d rather take the significant hit on your productivity than face the potential of missing out.

Working from home has taken away many of the people interactions that you used to value. Joining a call, any call, includes a certain amount of social time. Having spent an hour listening to whale music and trying to read a 50 page report, you are ready to talk to someone, anyone. You know that the social side of this meeting is going to be minimal, but it’s better than nothing. You want to be sure that you haven’t been forgotten. The last thing you need, in the current climate, is for people to forget who you are.

Let me give you some simple advice here – by giving in to these worries that are going around your head, you are compromising your ability to do excellent work. Most of those meetings that you attend do not add value to you and you should remove them from your calendar. You may miss something important, but you are paying a massive price to mitigate that fear. Remember, you survived, just fine, with fewer meetings before you started working from home.

Here’s my tip to you (sorry it’s a bit long): Decide to manage the load that meetings place on you. Recognise the emotional responses to meeting invites and resist the temptation to join everything and anything. Be particularly cautious of regular meetings, do an audit and cull the low value ones. If you aren’t speaking at most of those meetings it doesn’t need you to be there.

Header Image: This was the scene on my regular morning walk today – cold, crisp, misty, and beautiful. There was fun moment though, there’s a big iron gate at the end of this path which was frozen shut. Thankfully, a short detour and I managed to find a gap in the fence.

Sitting in the queue (at the blood donors)

Queues are fascinating places.

People show their character in a queue.

I’m sat with over 30 other people waiting to give some blood to the nhs. The red cushioned steel framed chairs are comfortable enough.

This activity is normally a slick routine with the queue moving seamlessly from station to station with little interruption.

Beside me the lady who has been waiting over an hour has just been called and stands with a mini cheer. We’ve just been talking about how much this queue has cost her, John Lewis will be the providers of her boredom purchases. She says she feels guilt about it, but her face says something different.

A moment passes and the man on the other side of me is called. He leaves silently but there’s an excitement in the queueing mass caused by the sudden progress. It’s not really progress though, it’s an anomaly of scheduling and everyone settles back into there infinite scrolling on their portable screens.

The lady behind me is trying to persuade her teenage daughter that it’s not going to be much longer. “Are we nearly there yet”l They’ve only been here for 10 minutes and the lady who’s just been called was also here for an hour. I suspect that honest may have been a better policy.

Another woman is called as I’m looking at my screen. The name that is called is the same as my deceased mother-in-law, before I’ve realised what I’m doing I have looked up to see if it’s her.

The two men behind me are convinced that the wait is getting shorter, but all that has happened is that people have stopped joining the queue. This is the last session of the day and we are nearing its end.

A lady behind me leaves the queue, she’s left her dinner in the oven and tells the new lady beside me that she worried her kitchen will be full of smoke. She’s already been here for 45 minutes and was only expecting 20.

To my left there are four men, all from the same company. Well, I’m assuming they are because they are wearing the same clothes with the same logos. They haven’t said a word to each other all the time I’ve been here (40 mins). I hope they are playing a game together on their screens, but think it’s more likely they just can’t be bothered to talk. It must be an exciting place to work.

Across from the queue I can see the people tucking into their reward biscuits. I can see from here that it’s Clubs today. Is a club biscuit enough of a reward to continue waiting? It’s quite a nice reward.

There are still people ahead of me, but it’s hard to tell how many as we are spread across two rooms.

Another two names are called. One of them is from the group of four. He stands up without saying anything to the others. They aren’t playing fruit ninja together then.

I’m sitting here debating whether I’m ok to go to the loo. They make you drink when you arrive, to make sure you are hydrated to give. I suspect that most of us are thinking the same thing. I don’t want to miss my turn.

Another name. Another from the four.

The father and son behind me have planned the refurbishment of a bathroom while I’ve been here. They are currently debating radiators and who is the best plumber, someone called Andy appears to be a favourite, but Jason is apparently easier to work with.

There’s now a queue for the Club biscuits. I hope there’s some left by the time I get there.

It’s now 50 minutes and I feel that I’ve invested too much to leave now. I’m sure they’ll get to me soon.

It’s definitely time to go to the loo. While I’m in there I hear another name being called.

It wasn’t me.

(When I got to the end there were no club biscuits left)

Graham’s WFH Tip #10 – Lift Your Focus and Feed the Birds

When I am working from home, which is all the time, I can find myself sucked deeper into situations than is good for me. Sat alone in my little office I can feel myself locked into a kind of tunnel vision. The screens, my headphones and the shenanigans they represent have become my sole attention.

There are times when this singlemindedness can be a powerful thing, the feeling of flow when I am in the zone is wonderful, but there are plenty of times when the tunnel is not a healthy place to be. Inside my head I am not flowing, I am watching the vortex of hundreds of things that I am supposed to be doing. Watching a whirlpool swirl around is mesmerizing, but not very productive. I need to break my gaze and switch my focus.

That’s when I look up and out of the window into the garden beyond. Here there is a bird feeder; around it the robust Great Tit is dancing with the flashy Goldfinch. On the fence the brightly coloured male Bullfinch is waiting in line behind his less brightly coloured but intricately dressed partners. The squirrel is contemplating how to extract some nutrition from the contraption before it marked “Squirrel Proof”. On the ground below a Dunnock is picking up the seeds rejected by the goldfinch. The Blue Tit makes a dash into the feeder, retreating just as quickly as it arrived. The squirrel dashes away followed by another, bigger, one. Meanwhile the Robin stands on the edge of the birdbath and makes sure that everyone is behaving themselves. Occasional visits from a Jay or Sparrow Hawk add extra delight.

A few moments watching the choreography and my brain has calmed enough for me to return my attention to the task-at-hand. My first task, list the tasks, then pick a task, before, doing a task.

When I worked in an office and met people in a room there was something cathartic about walking away from the room at the end of a meeting. It gave the opportunity for one set of thoughts to drain away before another set arrived. The move to home working and online meetings has created a situation where a day can be filled with more than ten 30 minutes meetings, back-to-back, without a break. Clicking on LEAVE isn’t the same as standing up and walking out of a meeting, it doesn’t have the same physical cues. Standing up at the end of a meeting, watching the birds for a few moments has become my end-of-meeting cue, especially useful when someone has generously given me “2 minutes back.”

Your thing might not be garden birds, I recognise that I am privileged to be looking out on a garden, my advice to you is to find something that lifts your focus up from the whirlpool and away from the battleground of the last five back-to-back meetings. It ought to be something that isn’t based on a screen, checking Facebook/TikTok/Instagram/Twitter doesn’t count. Something like a picture in your working space, a pet, a favourite object, or book, something that reminds you that this is just work. Having a perspective that it broader than your work is good for your work.

Header Image: This the Monastery of Saint George of Choziba in Wadi Qelt.

New to Graham’s WFH Tips? Here’s a handy list to help you catch up.

Graham’s WFH Tip #9 – Find your Social – It doesn’t have to be about work all of the time

There are several things that people miss about the office and many of those are related to the social interactions that being in the same physical location enables.

I used to enjoy going “for a brew” with the people who worked on the desks around me. We’d talk about all sorts of things, sometimes work, but mostly it was a more social interaction. How are the kids? What did you think about that show last night? Weren’t the roads bad this morning? How was your last holiday? That kind of a thing. We’d often supplement this with a walk somewhere at lunchtime.

Some groups of people find social interaction easier than others, I suspect that some people need it more than others, but for many these interactions are particularly important. The challenge with home working is that it strips out the triggers for these interactions, there’s nothing stopping me having a social chat with someone as I go for my coffee, but there are no social prompts for this. For many modern workers and especially for home workers lunch is the thing you do sat at your desk while listening into another conference call, a drink is something you get while there’s a short lull between calls. The result is that this type of interplay has vanished.

Why does it matter? Speaking personally, I work better when I understand that what I am doing has meaning and purpose. The long list of emails requiring my response doesn’t give meaning to anything. It’s the personal connections across the team is what gives purpose to what I am doing.

We are hardwired to connect with others, it’s what gives purpose and meaning to our lives, and without it there is suffering.

Brené Brown

On a more practical basis having those social connections leads to notable changes in my thinking. Knowing a bit about a colleague’s home situation and how it influences the times when they prefer to work makes for a different approach to scheduling. Understanding that a co-worker is going through a stressful time at home influences my response to their desire for time off. Understanding someone’s total workload, and not just the part I’m interested in, affects my expectation of their ability to deliver. Celebrating a team members family news strengthens those connections that give meaning.

As a home worker you need to recognise this challenge of the missing triggers for interaction and be more intentional about creating space for these important conversations. I’m not naturally good at this, it feels strange to cold-call someone just for a chat. I know others who are far more instinctive at this type of thing, but for me I need to schedule it.

Every other Friday I have a call in my morning with team members for whom the time-zone works. It’s supposed to be 45 minutes, but often goes for the full hour. None of us are naturals at chatting and often fall into the trap of discussing a work activity before one of us pulls us up into the social. It’s only a small group with each one based in a different country and it’s fascinating to hear about the perspectives across two continents. Certain subjects come up regularly, but I love those times when we find a new avenue to explore. It’s not as natural as a chat during the walk to Tesco, we need to work at it a bit, but it is so, so valuable to do.

Whenever I’m in a one-to-one or a group of three meeting I try to include a social element to the conversation, it’s a hugely valuable aspect of working together as human being. I must admit that I’m more likely to look favourably on a request from someone I have chatted with. Wider than that, though, these interactions connect me with people in a way that adds to the meaning and purpose that Brene Brown talks about.

Your circumstances may make it possible for you to meet up physically with the people you work with. Make those opportunities a priority, they will make a difference to the way that you feel about the team that you work with. I’m no longer in that situation, but there are plenty of former colleagues in the vicinity who I make the effort to connect with.

One thing that I personally find tiring is being the initiator, I’m assuming that I’m not the only one judging by the number of people that reach out to me. This makes me very grateful for those that do. Although I find it tiring it’s always worthwhile so I’m off now to find someone to interact with.

Header Image: This is the view from the top of Masada in Israel. There’s a huge amount of history in this place. Just imagine what it took to build a palace up here over 2,000 years ago.

New to Graham’s WFH Tips? Here’s a handy list to help you catch up.

Graham’s WFH Tip #8 – Lighten Up – you need more than you think you do…

Do yourself a favour, go to your local app store and download a light meter app. It doesn’t have to be a fancy photographic level one, you’re just looking for one number. If you have a proper photography level light meter handy that will do, but it’s overkill.

Put your phone, or light meter, next to your keyboard where you normally work, set the units to Lux and take note of the number.

Now move the phone/light meter around and take note of other readings. What does it say in that corner where you like to read?

You might also like to take note of readings at various times of the day. What does it say when you are on the early shift in October?

There are recommendations for how light an office should be, and it’s likely to be a lot higher than you were expecting?

The UK HSE recommendation for an Office is a minimum of 100 lux, with an average to avoid “visual fatigue” of 200 lux. That number goes up dramatically for situations for “work requiring perception of fine detail” – with a minimum of 200 lux and an average to avoid “visual fatigue” of 500 lux.

Those recommendations are just factoring in safety, what about wellbeing and alertness? Light isn’t just for seeing, it has a significant impact on how we feel. Well here the recommendations are a bit more difficult to pin down, but 1,000 lux is probably about the right kind of brightness. For a bit of comparison, not that there is any, an overcast day comes in at somewhere around 2,000 lux with a sunny day at >100,000 lux.

I work out of a small bedroom at my house. It’s blue skies outside, but it is October, in here today, without any lights on it’s just about 200 lux at my desk. This is supposed to be enough, but it feels dull. With lights on, which I do quite a lot, it’s over 500 lux, and it makes me feel completely different. Perhaps it’s time to invest in some spot lighting for my desk to push the brightness nearer to 1,000 lux.

The other factor in Office lighting is the temperature, and to a certain extent colour.

Colour makes a big difference to how we feel, and I certainly don’t have enough time to go through that now, suffice to say, there are colours which are good for different modes of working.

Most of the time, though, the predominant light should be a form of white for which the temperature is the thing that you should be considering. Most of us didn’t consider lighting temperatures until the days of LED and now we see hundreds of choices. For an office, the recommendation that people make is between 3,500K and 4,000K which may not be as warm white as you have in your lounge but isn’t a stark blue-white either. Why does temperature matter, it’s not about health and safety, higher colour temperatures impact productivity because we are supposed to find them invigorating. You should go for lower temperatures when you want to relax because they contain more red which helps to increase melatonin levels, something we need in an evening. The higher colour temperatures contain more blue light which is linked to alertness.

In summary: go brighter and go lighter.

Tip: Go brighter and lighter – aim for more than 500 lux brightness and 3,500K temperature.

There’s another discussion about lighting and home working, and that to do with video conferencing, but that’s for another day.

Header Image: Another beautiful morning walk.

Office Speak: “Double-Click” – “Can we double-click on that point?”

I’m sitting in a meeting, presenting graphically rich charts to some senior people when one of them says to me “Graham, can we double-click into what that means?” This was a term I’d heard hundreds of times before; I knew what was meant by the question, but this time it struck me as an odd thing to say – “double-click“?

For those of you who aren’t familiar with this way of speaking let me explain.

What is being requested is that I go into more detail about something in the presentation – that I open-it-up.

For those of you who have grown up in a world of desktop computing, and in particular a Microsoft Windows world, this makes total sense because you double-click on a file to open it up.

What’s strange is that double-clinking isn’t something many of us do very often, anymore. Most of our modern-day technology interactions are about a single-click or a tap. You don’t double-click a link in a browser, no one double-clicks to open anything on a mobile or tablet device. The only double-click I can think of on my iPhone is when I double press the side button to open the wallet. On a mobile are tablet device you are much more likely to long-press something than double-click.

It’s really only within the Microsoft Windows File Explorer and the Apple macOS Finder that anyone double-clicks on anything to open it. Perhaps that says something about the context in which people use the phrase?

I suppose that “can we click into that point a little?” doesn’t have the same impact, and “can we tap into that point a little?” sounds very strange indeed given the multiple meanings of “tap” (in UK English at least).

As we’ve seen in other posts the reasons that certain Office Speak finds its way into an organisation is complex, and often without clearly defined logic.

Sometimes Office Speak is a shortcut way of saying something, which doesn’t appear to apply here, it’s easier to say “can you open up that point a little”, than to say “can we double-click into that point a little”.

Sometimes the phrase is associated with an individual, and it’s that association that makes use widespread. If that is the case, I’ve not been able to work out who that person is. In a TED Podcast from May of 2022 Adam Grant is talking with Satya Nadella, CEO of Microsoft and there’s this fascinating little phrase from Adam:

“Well, I’m a big fan of rethinking for obvious reasons. And I want to try to speak one of your languages. Can we double click on each of those themes that you just raised? Is double click the right lingo here is that we’re looking for. Okay, good.”

Satya Nadella is building the future (Transcript)

That’s interesting, Grant associates the phrase, the lingo, with Nadella, or perhaps with Microsoft, but I’ve heard it used in many more organisations than that. Although I must acknowledge the limitations of my own observations, I work in technology, and work a lot with people who also work in technology, so perhaps this lingo isn’t used as widely as I perceive it is.

It’s almost like there is a reverse taxonomy adoption going on here. The way it normally works is that we use the lingo of day-to-day life in the way we present technology to make it understandable. An example of this is files and folders, the storage on the computer isn’t creating files and folders, they are just shown that way to help us. With double-click the taxonomy is working back the other way, something we do in our technology interactions has escaped into the real world. I suppose there are plenty of examples of this – reboot, upload, download – to name a few.

Personally, I’m resisting the use of double-click, I much prefer to ask someone to “go into more detail”.

Anyway, I hope you enjoyed my little double-click into double-click 😉

Header Image: Sunrise on my morning walk. Autumn has arrived.

Graham’s WFH Tip #7 – Make Time to Stand Up and Get Moving

It’s quite clear that our sedentary lifestyle is killing us. Who better than the wonderful NHS to tell us.

Having worked in an office for many years, and now also worked from home for a long while, I find that there is something different about the home office that means that there’s less movement. I’m speaking here as someone who sufferers with poor posture and many an aching neck and back. Sitting for long periods of time is not good for me, I can feel it.

Despite all the pain, movement doesn’t come naturally, I need to take conscious steps to make it happen. I need prompts to get up from my rear and to let the blood flow.

These are the steps that I take, and I leave them here as a few pointers of things you might like to take on. They certainly aren’t a definition of best practice:

  • I use an app on my work mobile – Stand Up! – which is set to remind me every 30 minutes to stand up. That simple ping is often all I need to get going. There’s also a tracking element to it, but I find that I’m not overly motivated by trackers.
  • I have a sit-stand desk – it’s not an automatic one, so I do need to press a button. If you can afford one with an automated timer, then go for it.
  • Bluetooth headphones enable me to walk around while I’m on calls – most of the time I’m at home alone, so the annoyance level for others is minimal.
  • Regular evening stretches get everything going again – I use a yoga app for this. It doesn’t take long to make a difference for me, 20 minutes is often all I need. I find being consistent at this difficult.
  • The coffee making facilities are downstairs – those few steps make a difference. I work on the first floor (that’s upstairs to those of you who don’t come from the UK) and stairs are a wonderful way of giving your heart rate a micro boost.
  • Occasionally I will do a walking meeting – unfortunately, the mobile signal isn’t great near my house which limits where I can walk. Also, many of the calls I’m attending are discussing a diagram or a document which isn’t great on a mobile.
  • Desk stretches – I know where my physical weaknesses are, and I know how to stop those weaknesses becoming painful. There’s a neck twist and a back stretch that make all the difference. I just need to remember to do them.

The reality is, I tend to be physically lazy, and there are times where all this movement isn’t enough, mainly because I’m scrimping on each one of them here and there. The overall result is that I get steadily stiffer. On those occasions I have found that a couple of sessions with a physio are invaluable. They act as a reset on the process. I used to put this off, thinking that I could work my way through it, I try not to do that anymore. Early intervention makes the recovery so much better. The desk stretches that I do are the ones that have been recommended to me by my physio.

It’s time for all of us to get moving.

New to Graham’s WFH Tips? Here’s a handy list to help you catch up.

Header Image: This is the view from the top of Malham Cove, a fascinating geological wonder in the Yorkshire Dales. Below is the view from the bottom.

Malham Cove

Graham’s WFH Tip #6 – Plan your first day back before you leave

I’ve recently returned to work after a week of holiday, which was wonderful.

On this occasion I had the privilege of going away returning on the Saturday. When this happens Sunday can feel like a bit of a lull day, I’m no longer on holiday, but I’m not yet at work.

Work is just over the horizon, I can’t yet see it, but my mind is already highlighting to me that it’s there. The negative part of me expects it to be stormy. It’s inevitably going to be a hectic combination of catching up and attending to the regular duties. I know that there is already a mountain of communication awaiting me on a screen that is within easy reach, just a few short steps away.

As the lull progresses the temptation to dive in and reduce the size of the storm grows. What harm can it do? Surely a small amount of preparation time now will reduce my stress and make things go smoother in the morning?

This is a mistake, for me anyway. I need to resist this itch. The pull is strong, but experience tells me that it won’t end well if I give in.

When I do give in, this is what really happens.

As expected, the mountain of communication is significant, unfortunately the stream of information is always incomplete, that’s normal. This isn’t a problem on a working day because I would contact the people involved and get a fuller story. On a post-holiday lull day there isn’t anyone to talk to, they’re still enjoying their weekend. The incomplete story will remain deficient; it sits there as a cloud in the storm.

That’s not the real problem though, it’s now incomplete and in my head. It sits there, in conscious, as a blob of frustrating ambiguity bouncing around trying to find resolution. Any post-holiday serenity that was remaining has been depleted and I let the culprit in.

I return to the mountain of communications and find a stream of emails that make me want to shout “No! Don’t do that!” At this imagination kicks in and I picture the many ways that people may have responded, and all the work I’m going to need to do to get them back on a sensible track. Why do bad ideas travel so much quicker than good ones? On a normal working day, I would be able to head off a bad idea before it had chance to germinate. It’s not possible to do that on holiday. On a lull day I know that the ideas have headed out into the wild, but I still can’t do anything about them. These ideas get as far as my head, another dark cloud hanging there, further depleting my post-holiday serenity.

Here’s the thing, though, when I do set off to tackle the poor idea, I frequently find that I’d misunderstood what was meant anyway. The black cloud I’d imagined wasn’t even real, something I would have found out in my first conversation with someone. If I’d left these communications until the morning the darkness would have lasted a few short hours instead they will now linger needlessly overnight.

There’s also a set of communications about things that need fixing, the problem is, there’s always some where it’s not clear whether it’s already been fixed or not. More clouds.

In short, by trying to tackle the storm early I’ve just walked into the middle of it with no immediate way out. The exit will arrive, on schedule, on the next working day, which is when I should have stepped into the storm.

So, what’s the tip? Plan your first day back before you leave.

Specifically, set time in your diary for your return, block it out. Make sure that this is a conscious task that you will remember while you are away. Remind yourself in the lull day that you don’t need to step into the storm because you have some time already set aside for that.

Enjoy the lull day.

On your return, use the time to go through your communication and build a list of things that you need to tackle, don’t try to tackle them in that time. Remind yourself that everyone survived without you for a period, they can survive for a few more minutes. Make the list a physical thing, don’t try and store it in your head. Once you’ve built the list, tackle the list.

New to Graham’s WFH Tips? Here’s a handy list to help you catch up.

Header Image: This is South Stack Lighthouse on Holy Island in Wales. Accessed is via a path of 400 steps and a short bridge over the sea, as you can see from the following picture looking back from the lighthouse. At least the bridge is now sturdy and metal, it used to be hemp rope!

The journey down…or up, depending on which way you are going.

QUOTE: “There are two circumstances we should always keep simultaneously in mind…”

There are two circumstances we should always keep simultaneously in mind. First, if the new generations had not continually revolted against inherited tradition, we would still be living in caves. Second, if revolt against inherited tradition should become universal, we would soon be back in caves.

Leszek Kołakowski

A little bit of a caveat here. I only found one second-hand source for this quote, which normally makes me a bit nervous of the authenticity of it. All the same, such an interesting insight.

Header Image: Such a beautiful river, flowing down a beautiful valley in the Lake District. If you know me, you can probably guess where it is.

Graham’s WFH Tip #5 – Enjoy You Spaces

I take the word “from” in “Working from Home” to mean that I can work anywhere within easy access of my home location. While I have a place in my home where I primarily work, I do not regard it as the only place where I can work.

The organisation I work for is quite flexible about my working location, I could work almost anywhere, but I like my home. I’m conscious in writing this post that there are people whose work doesn’t look anything like the pattern I’m about to describe. Some of that is because your work needs you to be at a screen all the time, I’m also conscious that some people work in organisations where your screen time is being monitored all the time. What I am about to say probably isn’t overly helpful if your work looks like this. If you work in the later type of organisation, I would seriously question the motivation behind that monitoring.

For many of us, our work includes times when we could be somewhere other than sat at our main screen setup – and there are times when we should. A change of location can have a significant impact on how we see things.

There are times and types of meetings that require us to work in our “office” location. It’s not good manners to do a video call in your local coffee shop. My main reason for saying this is that you don’t want to be that person who disturbs all the other people enjoying their daily brew. Here in the UK we are mostly too reserved to say something, but there are times when we want to walk over and unplug you or push you out of the door. There are also, probably, good security reasons, but most of the time the issue is good manners.

For the other times there are good reasons why you should consider working in different places, even if it’s a change of location within your home.

Within the traditional office space many organisations have been embracing an approach known as “activity based architecture”, or “activity based working” for some time. This approach defines areas within a location and designs them to encourage distinct types of activity. There’s quite a lot of thought gone into that trendy new office with spaces for quiet working, stand-up meetings, one-to-one spaces, etc. Organisations aren’t doing this just because it makes for a cool looking office, they are trying to create productive places.

Our surroundings can have a significant impact on our how we think.

A simple example may be to think about ceiling height. Yes, even the height of the ceiling can have an impact, in this case, the impact is on creativity. There are studies that have shown that a high ceiling increases people’s ability to think creatively. How high should the ceiling be to make a difference? Preferably over 3 metres, or 10 feet, it’s known by some as the Cathedral Effect, I’m sure you can understand why.

Speaking personally, the only place in my house where the ceiling is anything like that high is halfway up the stairs. What I do have, though, is a garden, and there the ceiling is significantly higher than 3 metres. Some of my best thinking is done outside, sat at a table with sheets of A3 paper and a pen. However, rain is a characteristic of the weather where I live, and it’s not always possible to work in the garden, that’s when a local coffee shop provides me with some headspace.

For everyone wondering. Yes, low ceilings are supposed to produce a different effect, and that’s the ability to focus.

The effects produced by high or low ceilings
actually occur because such ceiling heights increase or
decrease vertical room volume, which in turn stimulates
alternative concepts and types of processing.

J. Meyers-Levy, R. Zhu (2007) The influence of ceiling height

Another example. There are times when I need to review a long report. My normal place of work is a place prone to interruption, not by family or anything like that, but by the screens and the constant flow of notifications. This is when I choose a place in my house where there’s an armchair and the notification noise is minimal (and the ceiling is relatively low). It’s a wonderful place to give something some extended focussed thought. I’m someone who prefers to review material on paper and with a pen.

I’m also privileged enough to have a comfortable seat in the home office which I use when I want to think differently about something. It’s still close to the screens and tends to be the place where I corelate several thoughts together. I often use this seating to do my daily planning, something about sitting in this seat helps me to order my thoughts.

Each working space come with a frame, sometimes the frame is visible, in others it’s not. Changing the frame can be an immense help in changing our perception and helping us to think differently.

Different people are impacted by different elements of a frame, it may not be the ceiling height for you. For some people it’s the light in a location, for others the smell, colour also has an impact, so does clutter and tidiness. The important part of this tip is that you start to recognise the frames and use them to your advantage.

Have you thought about the frames that you are working in, and how a different frame would help to create a different outcome?

The biggest challenge I have is motivating myself to get up and move to another space. I know it will do me good, but that doesn’t stop me procrastinating.

This tip has been about static space, some work is better done on the move – perhaps we’ll go there next time.

Header Image: Sunset from a local swimming spot, local enough for an evening dip. It’s a popular place in the day, leave it a little later and we get the place to ourselves.

New to Graham’s WFH Tips? Here’s a handy list to help you catch up.

%d bloggers like this: