Love, peace, and happiness to all of you, my friends.
Let's have a great 2011 together.
M.
Friday 31 December 2010
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Wednesday 29 December 2010
p
-k
)Sunday 26 December 2010
Festivities taken to new level
I am reporting from Lansdowne House Caversham England in the Royal county of Berkshire. Unprecedented preparation in the kitchen did not prevent unusual happenings at the dinner table.
A menu consisting of tians of crab with vanilla cucumber salad and freshly baked cheese scones, followed by duck cooked two ways, peas a la francaise and dauphinoise potatoes, topped with individual black forest gateaux for desert was to be a fresh take on 1970's favourites.
Who does not remember the famous prawn cocktail which adorned so many dinner tables in those days? The unspeakable pinkish mayonnaise drooped over three prawns with some limp lettuce leaves underneath. Yummo! Our creation was to be delicious and ironic, so the "cocktail" part was represented by Margaritas. One each or so we thought. As we settled in, the Tequila took over, the mood lifted, bellies extended and..... WE GAVE UP AFTER THE STARTER. We had been snacking all day after a sumptious breakfast and just simply could not face any more food. So, we had some more Margaritas, settled in the lounge around the fire and postponed the remaining courses until today.
Will we get past the duck today? I will keep you posted.
A menu consisting of tians of crab with vanilla cucumber salad and freshly baked cheese scones, followed by duck cooked two ways, peas a la francaise and dauphinoise potatoes, topped with individual black forest gateaux for desert was to be a fresh take on 1970's favourites.
Who does not remember the famous prawn cocktail which adorned so many dinner tables in those days? The unspeakable pinkish mayonnaise drooped over three prawns with some limp lettuce leaves underneath. Yummo! Our creation was to be delicious and ironic, so the "cocktail" part was represented by Margaritas. One each or so we thought. As we settled in, the Tequila took over, the mood lifted, bellies extended and..... WE GAVE UP AFTER THE STARTER. We had been snacking all day after a sumptious breakfast and just simply could not face any more food. So, we had some more Margaritas, settled in the lounge around the fire and postponed the remaining courses until today.
Will we get past the duck today? I will keep you posted.
Saturday 25 December 2010
Merry Christmas
yes, I made it home, before the big freeze brought Heathrow to a standstill. The temperature swing between B's A's and London was 33 C - I went from a balmy summer night to proper winter.
My visit to Buenos Aires was truly amazing for many reasons and I will find a quiet minute in the next few days to write more about it.
For today just a hearty thank you to everybody and
A MERRY CHRISTMAS TO YOU ALL.
My visit to Buenos Aires was truly amazing for many reasons and I will find a quiet minute in the next few days to write more about it.
For today just a hearty thank you to everybody and
A MERRY CHRISTMAS TO YOU ALL.
Friday 17 December 2010
Thursday 16 December 2010
Passport in Argentina
Those of you who have seen my passport in the last 3 years know that it's a very sorry sight. It had a tumble in the washing machine in 07 and has not been the same since, regardless of many repairs.
It has also seen me safely in and out of China, the US, India, Uruguay, Thailand and Argentina several times in this time.
Today I ran into the immigration witch of Argentina. And for the second time in two years she gave me the most almighty dressing down about the state of my travel document. In Spanish of course. So all I could (and did) say was "sorry" - all in all 23 times. And just like last time she let me through...
It has also seen me safely in and out of China, the US, India, Uruguay, Thailand and Argentina several times in this time.
Today I ran into the immigration witch of Argentina. And for the second time in two years she gave me the most almighty dressing down about the state of my travel document. In Spanish of course. So all I could (and did) say was "sorry" - all in all 23 times. And just like last time she let me through...
Incidentally, I think all other border controls simply take one look and decide that no forger in the world could possibly be so dimm and create such an eye catching fake.
Safe travels all.
Tuesday 14 December 2010
Living in the bubble
Unrest in Baires. 13,333 people squatting in a public park. Federal and city authorities at each others throats. 3 people dead after clashes with local residents and/or police. President on telly. Demonstrations downtown. Yet, we all continue as before - dont even talk about it in the office (at least I don't notice). We are living in the afluent middle class bubble. Untouched and uncaring.
Sunday 12 December 2010
Captain's log #3393 - On values and fears
In case you wonder - reading up on Personal Styles (yes, I know, yet again!), prompted this reflection.
What we consider rewarding is directly linked to what we value. Consequently our values are like our inner objectives and are vey powerful in driving our behaviour.
If we fail to follow our values, we create an imbalance in our lives and this can lead to disappointment, fear, and anger. (BTW - people only tend to get angry when something is important to them.)
What stops us from following our values?
Values have related needs and fears. Needs and fears are opposite sides of the same coin. When needs are adequately met, fear is reduced. When not, fear increases, and if this happens over a longer period of time, it has a negative impact on the way we relate to our environment and our overall happiness and therefore performance.
Some of us (or possibly all of us for some of the time?) allow fear to control our decisions and behaviour - but this is truly counter-productive. By focussing on your primary needs (as established through your values) you maximise the chances of breaking a negative, re-inforcing feedback loop and come closer to fulfilment.
Now this is pretty abstract, so here is my attempt to be practical about this:
I have a need for achievement, autonomy, power, rewards, and stimulation.
If my autonomy is undermined, I will develop frustration and fear - the fear that I might never again be able to be autonomous.
This in return will inform my decision to be "defensive", to ignore root causes, to concentrate on secondary fulfilment, instead of focussing all my energy on achieving a degree of autonomy which meets my needs.
What we consider rewarding is directly linked to what we value. Consequently our values are like our inner objectives and are vey powerful in driving our behaviour.
If we fail to follow our values, we create an imbalance in our lives and this can lead to disappointment, fear, and anger. (BTW - people only tend to get angry when something is important to them.)
What stops us from following our values?
Values have related needs and fears. Needs and fears are opposite sides of the same coin. When needs are adequately met, fear is reduced. When not, fear increases, and if this happens over a longer period of time, it has a negative impact on the way we relate to our environment and our overall happiness and therefore performance.
Some of us (or possibly all of us for some of the time?) allow fear to control our decisions and behaviour - but this is truly counter-productive. By focussing on your primary needs (as established through your values) you maximise the chances of breaking a negative, re-inforcing feedback loop and come closer to fulfilment.
Now this is pretty abstract, so here is my attempt to be practical about this:
I have a need for achievement, autonomy, power, rewards, and stimulation.
If my autonomy is undermined, I will develop frustration and fear - the fear that I might never again be able to be autonomous.
This in return will inform my decision to be "defensive", to ignore root causes, to concentrate on secondary fulfilment, instead of focussing all my energy on achieving a degree of autonomy which meets my needs.
Thursday 9 December 2010
Captain's log #3392 - On Extroverts and Introverts
I came across this in an ezine today and thought it interesting. You kind of have to read what the professor has to say before you read the conclusions at the bottom, sorry about that.
Dr. David Meyers, Professor of Psychology at Hope College:.
Thus, when sensory stimulation occurs, the reticular system is activated. The reticular system transmits information about its state to the cerebral cortex, which in turn arouses the brain. Under the influence of the cortex, the reticular system controls not only arousal but attention.
Some individuals are more sensitive to environmental stimuli and therefore shy away from becoming overly involved in the environment (Introverts), while others are less sensitive and tend to seek out environmental stimuli to maintain active levels of interest (Extroverts). All individuals try to shift their behaviors to the environment in such a way as to increase their level of comfort and to decrease their level of discomfort.
Dr. David Meyers, Professor of Psychology at Hope College:.
Inside the brain stem, extending from the spinal cord right up into the thalamus, is a finger-sized network of neurons called the reticular activating system (also called the reticular formation). Most of the spinal cord axons of sensory neurons travel up to the thalamus. Along the way, some of them branch off to the adjacent reticular system.
Thus, when sensory stimulation occurs, the reticular system is activated. The reticular system transmits information about its state to the cerebral cortex, which in turn arouses the brain. Under the influence of the cortex, the reticular system controls not only arousal but attention.
Some individuals are more sensitive to environmental stimuli and therefore shy away from becoming overly involved in the environment (Introverts), while others are less sensitive and tend to seek out environmental stimuli to maintain active levels of interest (Extroverts). All individuals try to shift their behaviors to the environment in such a way as to increase their level of comfort and to decrease their level of discomfort.
The reticular activating system also affects individual attention levels. Introverts, being overly sensitive to the environment, pay more attention to weaker stimuli (less intense), often withdrawing from stronger stimuli (more intense), which tend to overpower them. That could be why introverts sometimes tend to magnify, distort, and “overreact” to experiences that are intense and/or stressful.
In contrast, extroverts—less sensitive to what is occurring around them—tend to become disinterested with weaker stimuli; they pay closer attention to, and are more motivated by, intensity.
In contrast, extroverts—less sensitive to what is occurring around them—tend to become disinterested with weaker stimuli; they pay closer attention to, and are more motivated by, intensity.
Extroverts sometimes have a tendency to “underreact” to situations where there is not enough stress or stimulation. Thus, extroverts and introverts often prefer different activities, physical surroundings, and even friends or associates, due to their personal level of sensitivity and response to environmental stimuli.
Monday 6 December 2010
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Captain's log #3391 - How to please your boss #4 - Tuning in
The manner in which you project your messages, verbally and non-verbally, has a strong impact on how your boss will view you. Typical blunders are caused mainly by not tuning in. Understand the style preferences of your boss and "flex" your own style to suit. For instance, if your boss is analytical and quietly thoughtful, provide details and give him/her time to digest - don't put a person like this on the spot. If your leader is action oriented, reduce the detail, expect quicker decisions and a certain amount of impatience - make sure you grab his/her attention quickly and make clear that you are in command of the details and you have thought things through.
There are more general problems to overcome as well. Improper handshake, poor eye contact, inappropriate speech volume, hesitation/long pauses (especially on the phone) can easily be avoided through practice and a conscious awareness of your own demeanour. Even if you have to think about your actions constantly, practice will help you to change and eventually your behaviour will first appear natural and then become natural.
Thursday 2 December 2010
The agony
Of hearing a snippet of a song and not knowing who performed it...
Tonights agony: part of an ad for the Ashes series (England playing Australia in cricket) on ITV. After one hour I found it: Curtis Mayfield, Move on up. Phew...
Tonights agony: part of an ad for the Ashes series (England playing Australia in cricket) on ITV. After one hour I found it: Curtis Mayfield, Move on up. Phew...
Captain's log #3390 - How to please your boss #3 - Breaking bad news
This is definitely a multi-stage process. It begins the very first day of working together, when you establish the ground rules of engagement. How often do you review? How does your boss like to be kept up-to-date? If managed pro-actively bad news hardly ever comes as a surprise, for example when expectations are set correctly. It is also important to flag concerns at the earliest opportunity.
Now - however hard you try, now and then it will all go wrong. Un-foreseen circumstances or, heaven forbid, a mistake you or your team made, will lead you to the point where you have to break bad news unexpectedly.
Before you communicate - think! Get all the facts right and avoid over-reacting or un-necessary dramatisation.
If you made a mistake - own up. No boss worth a penny will hold a fully-fledged mistake against you (meaning you tried to do the right thing but it did not work out). Of course, you cannot make the same mistake twice without consequences.
Come with solutions - not just problems. Most bosses hate it when their team members only come with problems and give no indication that they have put effort into fixing the problem themselves.
Don't dress up and/or confuse your message. - it's the same as for giving feedback. Don't mix good and bad (the infamous s**t sandwich), because the good won't be remembered anyhow in that context.
Most importantly - don't delay. Problems tend by their nature to get worse. The sooner all the facts are known and everybody is on the same page, a path to resolution can be defined and executed.
Most importantly - don't delay. Problems tend by their nature to get worse. The sooner all the facts are known and everybody is on the same page, a path to resolution can be defined and executed.
And - everybody who is a boss already (or will be in the future), should also think about this. Firstly bosses usually have bosses themselves, but secondly.... remember how it felt!
Wednesday 1 December 2010
Captain's log #3389 - How to please your boss #2 - The most important things
Forget (for a moment) about your objectives. Your boss will naturally assume you are working on those and that you are doing your "day-job" ok. From time to time though you should quiz your boss about what's on hers or his mind. What are the pressure points, what are the current priorities. Volunteer to work on those. Ask where you can help. By tackling the hot issues of the day, you will be more visible and get more attention for your contributions.
Friday 26 November 2010
Captain's log #3388 - How to please your boss #1 - Updates
My new boss at Nielsen took me aside on my first day and said: "Here are a few things which you should do". Amongst them was a new concept for me. "You should do things which please me", he said. In fact it seemed a strange request to me at the time (and a bit unusual as it was stated so bluntly), but now, many years later, it is making total sense to me.
Those of you who are working more closely with me know, of course, that I have very specific preferences. This has to do with my personal style and knowing my strenghts and weaknesses a little better these days. But for this series, I am going to try to be more general and reflect on what has worked for me in the past. I have had 16 bosses in my life (not counting the one at home!).
How to please your boss
Rule #1 - Updates
Give short and to-the-point updates on your progress, even if you have not been asked for it. Especially if you've had a success. Bosses are busy, but this is a sure-fire way of a) cheering them up, b) giving them a sense that things are progressing, even if they haven't pushed for them, and c) you are not monopolising their time.
Thursday 25 November 2010
Motto for my BPI?
A cardinal principle of Total Quality escapes too many managers: you cannot continuously improve interdependent systems and processes until you progressively perfect interdependent, interpersonal relationships.
Stephen Covey
Stephen Covey
Wednesday 24 November 2010
Captain's log #3387 - Steven Covey's 90/10 Principle
Thanks to Kerstin Petersen for this. Read about it here.
Had a great practice run with it today. To start, let me explain one of the little games I like to play - I beat the boredom of commuting by trying to run the tank of my car down to the last drop before I go to a petrol station to fill up again. My range after yesterday's drive home was 18 miles remaining - result!
Now picture the scene. This morning I had to run Aly into town. I also had a call with Dorothy. No problem this can be done from the car, right? Well, only if your phone is charged, of course. Which it was not. So I grabbed my laptop and a cable to be able to charge the phone while talking. Did I take a jacket? Of course not - only a short hop. Ended up sitting in a freezing car (it was -1 C this morning, with my laptop the only source of electricity AND heat, because I could not afford to run the engine for fear of running out of gas. And of course, no jacket means no wallet, no wallet means no money and no money means no gas. Got home with no feeling left in my fingers, short of time for my next call to find the long awaited workmen had arrived to fix the roof. They needed direction and (this is England after all) tea. With milk. Which we don't have in the house. Back in the car, but hang on, there was a little problem there, still no petrol.
Rest of the day turned out nice though. 90/10 proven!
Had a great practice run with it today. To start, let me explain one of the little games I like to play - I beat the boredom of commuting by trying to run the tank of my car down to the last drop before I go to a petrol station to fill up again. My range after yesterday's drive home was 18 miles remaining - result!
Now picture the scene. This morning I had to run Aly into town. I also had a call with Dorothy. No problem this can be done from the car, right? Well, only if your phone is charged, of course. Which it was not. So I grabbed my laptop and a cable to be able to charge the phone while talking. Did I take a jacket? Of course not - only a short hop. Ended up sitting in a freezing car (it was -1 C this morning, with my laptop the only source of electricity AND heat, because I could not afford to run the engine for fear of running out of gas. And of course, no jacket means no wallet, no wallet means no money and no money means no gas. Got home with no feeling left in my fingers, short of time for my next call to find the long awaited workmen had arrived to fix the roof. They needed direction and (this is England after all) tea. With milk. Which we don't have in the house. Back in the car, but hang on, there was a little problem there, still no petrol.
Rest of the day turned out nice though. 90/10 proven!
Tuesday 23 November 2010
I am a Peter Drucker fan, don't you know?
Management by objective works - if you know the objectives. Ninety percent of the time you don't.
Peter Drucker
Captain's log #3386 - On how enthusiasm is infectious
I used to say that whenever I am depressed I need to go and visit one of our modelling hubs. The energy and bustle always cheers me up, as does the general attitude of our young analysts, keen to learn and progress, hard working, smart, and very very friendly.
Today I had the great pleasure of having lunch with one of the "young lions", Kaushal Mehta. He is so full of enthusiasm for the road ahead, has more innovative ideas than you can shake a stick at, and above all the deep seated desire to improve the current situation - all beyond my imagination.
I was not having the greatest of days, I was looking forward to my afternoon like a middle aged man preparing for his cholesterol test, but the session left me refreshed and full of hope for a bright future.
Today I had the great pleasure of having lunch with one of the "young lions", Kaushal Mehta. He is so full of enthusiasm for the road ahead, has more innovative ideas than you can shake a stick at, and above all the deep seated desire to improve the current situation - all beyond my imagination.
I was not having the greatest of days, I was looking forward to my afternoon like a middle aged man preparing for his cholesterol test, but the session left me refreshed and full of hope for a bright future.
Apple
Ireland is in deep financial trouble, as we know. Somebody posted a good solution on facebook today:
- Apple will bail out Ireland and buy it outright
- Ireland will be re-named iLand
- It's inhabitants will be known as iPaddies
What would happen if Bill Gates decided to buy it?
- Apple will bail out Ireland and buy it outright
- Ireland will be re-named iLand
- It's inhabitants will be known as iPaddies
What would happen if Bill Gates decided to buy it?
Monday 22 November 2010
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Sunday 21 November 2010
Faces of GMT Project
Hi gang, I need your help with a little project I am working on. Not entirely sure what the final outcome will be (hey this is not a BPI project!).
What I have in mind is to create a collage and a gallery of "The Faces of the Global Modelling Team". I have many photographs from my trips around the world, but I thought it would be much more fun, if a lot of you took part.
What do I need?
I need photos of people who are or have been playing a part in the big adventure which is the GMT. These photos should be headshots and I would like two copies. The first one should be 100 pixels x 100 pixels, the second one 400 x 400. The head should be clearly visible against a light or dark background. It should take up a good portion of the frame (see examples below). The filename should be the name of the person and the format should be jpg.
Please email me your contributions to Michael.Curth@Nielsen.com using "Faces of GMT" in the subject line.
I will be sharing all photos I receive in a central pool, possibly on ishare and create a gallery on flickr with the 18 best shots (using the larger images). I will also create a collage (I will seek creative input, if I get stuck - which is likely ;-).
Please pass this on, using the link to this blog post.
Cheers and happy hunting....
What I have in mind is to create a collage and a gallery of "The Faces of the Global Modelling Team". I have many photographs from my trips around the world, but I thought it would be much more fun, if a lot of you took part.
What do I need?
I need photos of people who are or have been playing a part in the big adventure which is the GMT. These photos should be headshots and I would like two copies. The first one should be 100 pixels x 100 pixels, the second one 400 x 400. The head should be clearly visible against a light or dark background. It should take up a good portion of the frame (see examples below). The filename should be the name of the person and the format should be jpg.
Please email me your contributions to Michael.Curth@Nielsen.com using "Faces of GMT" in the subject line.
I will be sharing all photos I receive in a central pool, possibly on ishare and create a gallery on flickr with the 18 best shots (using the larger images). I will also create a collage (I will seek creative input, if I get stuck - which is likely ;-).
Please pass this on, using the link to this blog post.
Cheers and happy hunting....
Thursday 18 November 2010
Captain's log #3385 - Working with friends
Just returned from dinner with some of my friends (and colleagues). Bruce Richardson, Natalia Pina, Kerstin Petersen, Roshan Chattaway, Stephane Teissonniere.
Probably the last get together for a while with this group. Natalia is moving on to new, and hopefully better things. And who knows what the rest of us will be up to in the near and further away future.
Made me think. I have been truly blessed in the last few years.When I go to work, I am excited, because I "get to play" with my friends. True friends. Friends you can laugh with, debate, discuss, disagree, decide good things, go after things, develop, enjoy.
So much joy, so much hope and earnest engagement.
This makes me very happy in un-certain times.
'Nough for now. Time for a last drinkie then off to bed. Good night. M.
Probably the last get together for a while with this group. Natalia is moving on to new, and hopefully better things. And who knows what the rest of us will be up to in the near and further away future.
Made me think. I have been truly blessed in the last few years.When I go to work, I am excited, because I "get to play" with my friends. True friends. Friends you can laugh with, debate, discuss, disagree, decide good things, go after things, develop, enjoy.
So much joy, so much hope and earnest engagement.
This makes me very happy in un-certain times.
'Nough for now. Time for a last drinkie then off to bed. Good night. M.
Wednesday 17 November 2010
Tuesday 16 November 2010
Monday 15 November 2010
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Captain's log #3384 - On finishing things
I am a good starter. Some years ago in my personal review my boss said: "well, of course - you are not a finisher"; so he was marking me down. I seem to remember I let that one go, although I really didn't agree then and I don't agree now.
There are starters and then there are finishers. I need to be surrounded by finishers, that's all. If I was a finisher, maybe I would not get so many things off the ground.
However.... reputations are built on results and even if you have many helpers, the drive, the will to see things through does have to exist.
What works for me these days is to follow this programme:
- float an idea and see how people react
- refine idea with input from "analyst" type people around me
- get a project team set up with the right leader
- put review points in and keep reviewing it
Above all keep asking this question:
"By when will we achieve this and that?"
If your team does not know the answer follow up with "By when will you know when you will know?"
Be reasonable but state your requirements clearly and make sure you have all, starters, analysts, implementers, doers, relationship builders, communicators, and finishers.
Tata for now
There are starters and then there are finishers. I need to be surrounded by finishers, that's all. If I was a finisher, maybe I would not get so many things off the ground.
However.... reputations are built on results and even if you have many helpers, the drive, the will to see things through does have to exist.
What works for me these days is to follow this programme:
- float an idea and see how people react
- refine idea with input from "analyst" type people around me
- get a project team set up with the right leader
- put review points in and keep reviewing it
Above all keep asking this question:
"By when will we achieve this and that?"
If your team does not know the answer follow up with "By when will you know when you will know?"
Be reasonable but state your requirements clearly and make sure you have all, starters, analysts, implementers, doers, relationship builders, communicators, and finishers.
Tata for now
Wednesday 10 November 2010
Writer's blog(ck) at the moment
I can't think about anything interesting to say today - so... if you are bored and you like games try Onslaught 2 (the ultimate in tower defense games). It's online and it's free. http://onslaught.playr.co.uk/index.html
Tuesday 9 November 2010
Thought of the day
"Everything will be alright in the end; if it's not alright then it's not the end."
Saturday 6 November 2010
Worked a bit on my Flickr site
have not done anything about this for the last 6 months - not good enough...
http://www.flickr.com/photos/michaelcurth/
http://www.flickr.com/photos/michaelcurth/
Wednesday 3 November 2010
Trending today
Tuesday 2 November 2010
Applications
I am really a sucker for applications. In the same way that Mr Hogan likes his gadgets, I cannot resist a good piece of software. Or, truth be told, any piece of software. My hard disk is littered with partial and abandoned installations. There is a reason, why I have a "private" laptop - who knows what the IT support people would have to say. Furthermore I count myself lucky by not having an iphone, ipad, etc - I would display "permanently busy with app installations" on my communicator.
In a somewhat related development, I have actually become pretty adapt in rooting out viruses, worms, and other harmful creatures. I know they have a right to live - but not in my backyard.
Now and then, there is a break-through app for me. This year's favourite - Tibco Sportfire. If you haven't tried it - go for it. It changed the way I explore data and it is a joy to use.
Monday 1 November 2010
Captain's log #3383 - On Neil Peart
Enjoyed old music clips on the internet over the weekend and eventually cam across one of the best drummers I have ver had the pleasure to see - Neil Peart from Rush.
Thursday 28 October 2010
Captain's log #3382 - Network Wizzard
Am finally confirmed network wizzard!
For weeks whenever I wanted to connect my work laptop via wireless to the world wild web or even the Nielsen network, it worked for about 2 minutes and then deterioated very quickly. Even the new arrival (still need to find a name for the baby) did not cure this problem. A second wifi access point did actually help - but it still made no sense - you could sit 2 micrometers away from the original router and it would still not work.
Then I noticed that the security protocol on the two wifi routers was different - the original was set to WAP, the new one to WAP2. I did try to read up on this stuff, but boy - you need a degree. Anyhow, I changed it, risking total network breakdown..... but, yes - wait for it - it cured the problem! Fastest network ever (65Mb), access at the deep end of the garden and general network mania breaking out.
Now, where did I put the little scrap of paper with the network access key again?
For weeks whenever I wanted to connect my work laptop via wireless to the world wild web or even the Nielsen network, it worked for about 2 minutes and then deterioated very quickly. Even the new arrival (still need to find a name for the baby) did not cure this problem. A second wifi access point did actually help - but it still made no sense - you could sit 2 micrometers away from the original router and it would still not work.
Then I noticed that the security protocol on the two wifi routers was different - the original was set to WAP, the new one to WAP2. I did try to read up on this stuff, but boy - you need a degree. Anyhow, I changed it, risking total network breakdown..... but, yes - wait for it - it cured the problem! Fastest network ever (65Mb), access at the deep end of the garden and general network mania breaking out.
Now, where did I put the little scrap of paper with the network access key again?
Tuesday 26 October 2010
Captain's log #3381 - My new laptop has arrived...
and it's a sad day in a way, because I had to say good bye to a very special piece of kit, my old, equally loved and hated HP laptop. 5 years and countless circumnavigations it has been a loyal companion, letting me down only very occasionally, but never in critical situations.
How can you get attached to a piece of hardware? Well, probably in the same way you get used to your car or your favourite jeans. Something makes us attached to things, love and cherish them even - alternatively it's just me, and I am getting old.
How can you get attached to a piece of hardware? Well, probably in the same way you get used to your car or your favourite jeans. Something makes us attached to things, love and cherish them even - alternatively it's just me, and I am getting old.
Friday 22 October 2010
Captain's log #3380 - On the "Transactional Model"
An old one but a good one. I have learned a lot from it over the years and used some of the ideas and concepts in teaching and in living.
If you haven't read about it, give this a try:
http://www.businessballs.com/transactionalanalysis.htm
If you haven't read about it, give this a try:
http://www.businessballs.com/transactionalanalysis.htm
Thursday 21 October 2010
Captain's log #3379 - On Syberian Swans
They have arrived in England like every winter, trying to avoid the very cold winds out to the east. But, wait for this - they are 4 weeks early.... experts say this points towards a long and harsh winter. This global warming situation really rocks!
Monday 18 October 2010
Captain's Log #3378 - The Central Team
The central team is the superglue which holds the Global Modelling Team together. What a fabulous group of people. I am grateful every day for their contributions, tenacity, and knowledge.
Relocation Relocation
The captain's log has relocated to the world wilde web - the iShare enclosure does not suit me any more.
So welcome - and I promise that for every blog I write, I will import one from the past!
Cheers gang
So welcome - and I promise that for every blog I write, I will import one from the past!
Cheers gang
Friday 17 September 2010
Captain's log #3377 - Re-discovering a bit of Wittgenstein
Don't get involved in partial problems, but always take flight to where there is a free view over the whole single great problem, even if this view is still not a clear one.
Ludwig Wittgenstein
Ludwig Wittgenstein
Tuesday 17 August 2010
Captain's log #3376 - On Principles of Change
I am brushing up on my change management skills and have read various articles and stuff.
Suprising myself, because I am actually as tired as a badger after crossing the National Highway Number 1 on foot, I have actually had a moment of relative clarity.
- Truth is more important than good news during the change
- People will by and large want to do a good job and that includes going through the change process
- Consistent behaviour and being true to your values is the only way to earn trust
Thursday 22 July 2010
Captain's log #3371 - On good ideas
- Good ideas are not adopted automatically. They must be driven into practice with courageous patience.
Friday 2 July 2010
Captain's log #3365 - On "pretending to listen"
Apologies to all who I have bored with this over the years.
As per previous blog, let's face it, I am not a brilliant listener. So, you may ask, what am I tryng to do about it?
Many moons ago, when I had my first big management job, I got sent to an assessment centre. Somewhat reluctantly I went off to have my attitudes, values, and behaviours poked and probed and neatly summarised at the end of the day. One of the key findings was - hey buddy - you are a very bad listener. I stood accused of showing boredom and dis-interest, sending out many body language signals to my discussion partners when I was "finished with them", which was usually very early in the conversation!
The consultant then proceeded to ask me what a good listener actually does:
- focussing on the person (not get sidetracked by the laptop, anybody else walking past, the phone, etc)
- repeating back in his own words what the other has said, seeking clarification
- writing notes
- using affirmative gestures (nodding, open posture, tilting of head to signal interest
- summing up in the end what the discussion was about and what conlcusions have been reached
- agreeing next steps where appropriate
See - I did read the book! Then came the kicker - the consultant said: "From now on, Michael, seeing you know what a good listener does, I want you to pretend to be a good listener - that's all."
Somewhat puzzled and relieved I left the surgery to continue on my merry way. Guess what though. If you are pretending to be a good listener, you have to do all the things listed above and if you are doing all the things listed above, you are forced to listen. I mean how else can you repeat back what has been said, if you don't pay attention in the first place.
I also joke about this quite a lot, in the hope that, if any of you ever catches me out, when I am not doing it right, you will tell me (and you will forgive me).
Have a great week! 02/07
Captain's log #3365 - On "pretending to listen"
Apologies to all who I have bored with this over the years.
As per previous blog, let's face it, I am not a brilliant listener. So, you may ask, what am I tryng to do about it?
Many moons ago, when I had my first big management job, I got sent to an assessment centre. Somewhat reluctantly I went off to have my attitudes, values, and behaviours poked and probed and neatly summarised at the end of the day. One of the key findings was - hey buddy - you are a very bad listener. I stood accused of showing boredom and dis-interest, sending out many body language signals to my discussion partners when I was "finished with them", which was usually very early in the conversation!
The consultant then proceeded to ask me what a good listener actually does:
- focussing on the person (not get sidetracked by the laptop, anybody else walking past, the phone, etc)
- repeating back in his own words what the other has said, seeking clarification
- writing notes
- using affirmative gestures (nodding, open posture, tilting of head to signal interest
- summing up in the end what the discussion was about and what conlcusions have been reached
- agreeing next steps where appropriate
See - I did read the book! Then came the kicker - the consultant said: "From now on, Michael, seeing you know what a good listener does, I want you to pretend to be a good listener - that's all."
Somewhat puzzled and relieved I left the surgery to continue on my merry way. Guess what though. If you are pretending to be a good listener, you have to do all the things listed above and if you are doing all the things listed above, you are forced to listen. I mean how else can you repeat back what has been said, if you don't pay attention in the first place.
I also joke about this quite a lot, in the hope that, if any of you ever catches me out, when I am not doing it right, you will tell me (and you will forgive me).
Saturday 26 June 2010
Captain's log #3363 - On leading and listening
I have been wondering - can I ever truly be a good listener? I have to take in a lot of stuff from many people and then form an opinion to make a decision (which is not a democratic decision, but needs to be even handed nevertheless to enable people to buy into what needs to be done). It is tempting for me to form my opinion quickly and then be dismissive of additional inputs, but I am trying my best.
I've read somehwere that the role of the leader is to not play the hero (because reality is way too complex), but to
- face the complexity
- reframe the problem so it is simpler (but not simplistic)
- then encourage people to help solve the devillish details
The listening part comes into play when facing the complexity - I got to listen to people who are a lot more detail minded than I am.
I guess I am not finished with this one for a while yet.
6/26/2010
Thursday 17 June 2010
Captain's log #3360 - Baroda Day 12
How can we make "giving feedback" fun?
- Ask for the top 3 good and bad things about the project
- Only ask for verbatim comments and code them up later
- Publish the results to the entire community all the time
- Reward prizes for the best feedback performance
- Make it really easy
what else can we think of?
6/17/2010
Tuesday 4 May 2010
Captain's log #3340 - On asking questions of your business
As many of my readers know, I am a Peter Drucker fan. You will also know that I keep looking at "Modelling" as a business within AAC / Nielsen.
Drucker felt strongly that we should challenge our business model and its underlying assumptions frequently - like so:
• What assumptions are we making about (1) the environment, (2) our mission and (3) the core competencies that we need?
• Do the assumptions in all three areas fit each other?
• Is the theory of the business known and understood by everybody?
• Is the theory tested constantly - and altered if necessary?
Even if your answers are four resounding cries of Yes!, the theory of the business won’t last forever. Drucker was fully aware that change is inevitable, like it or not: ‘A theory of the business always becomes obsolete when an organisation attains its original objectives’. That’s why he advised use of ‘abandonment’ - meaning that every three years you should challenge every product, service, policy and distribution channel with the question, ‘If we were not in it already, would we be going into it now?’ - the self-same question that led to the revolution at GE. But Drucker adds three more
queries:
• Why didn’t this work, even though it looked so promising when we went into it five years ago?
• Is it because we made a mistake?
• Is it because we did the wrong things?
• Or is it because the right things didn’t work?
Note the simplicity of the questions – Drucker believed in making himself understood. He also insisted that preventing collapse required studying the customers - and, very important, the non-customers: ‘The first signs of fundamental change rarely appear within one’s own organisation or among one’s own customers’.
• What assumptions are we making about (1) the environment, (2) our mission and (3) the core competencies that we need?
• Do the assumptions in all three areas fit each other?
• Is the theory of the business known and understood by everybody?
• Is the theory tested constantly - and altered if necessary?
Even if your answers are four resounding cries of Yes!, the theory of the business won’t last forever. Drucker was fully aware that change is inevitable, like it or not: ‘A theory of the business always becomes obsolete when an organisation attains its original objectives’. That’s why he advised use of ‘abandonment’ - meaning that every three years you should challenge every product, service, policy and distribution channel with the question, ‘If we were not in it already, would we be going into it now?’ - the self-same question that led to the revolution at GE. But Drucker adds three more
queries:
• Why didn’t this work, even though it looked so promising when we went into it five years ago?
• Is it because we made a mistake?
• Is it because we did the wrong things?
• Or is it because the right things didn’t work?
Note the simplicity of the questions – Drucker believed in making himself understood. He also insisted that preventing collapse required studying the customers - and, very important, the non-customers: ‘The first signs of fundamental change rarely appear within one’s own organisation or among one’s own customers’.
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