Month: January 2014
Science has been interesting to me for most of my lifetime, but it wasn’t until my first child was born that I shifted from “interested” to “involved.” My eldest daughter was diagnosed with Systemic Onset Juvenile Idiopathic Arthritis (SoJIA – originally called Juvenile Rheumatoid Arthritis, or JRA) when she was 15 months old, which also happened to be about six months into the start of my old Consulting company and in the middle of a very critical Y2K ERP system upgrade and rehosting project. It was definitely a challenging time in my life.
At that time there was very little research on JRA because it was estimated there were only 30,000 children affected by the disease and the implication was that funding research would not have a positive ROI. As an aside, this was also a few years before the breakthroughs of biological medicines like Enbrel for use on children.
One of the things that I learned was that this disease could be horribly debilitating. Children often had physical deformities as a result of this disease. Even worse, the systemic type that my daughter has could result in premature death. As a first-time parent it was extremely difficult to imagine that type of life for your child.
Luckily, the company that I had just started was taking off so I decided to finds ways to personally make a tangible difference for all children with this disease. We decided to take 50% of our net profits and use them to fund medical research. We had a goal of funding $1 million in research and finding a cure for Juvenile Arthritis within the next 5-7 years.
As someone new to “major gifts” and philanthropy I quickly learned that some forms of gifts were more beneficial than others. While most organizations wanted you to start a fund (which we did), the impact from that tended to be more long-term and less immediate. I met someone who was passionate, knowledgeable, and successful in her field who showed me a different and better approach (here’s a post that describes that in more detail).
I no longer wanted to blindly give money and hope that it was used quickly and properly. Rather, I wanted to treat these donations like investments in a near-term cure. In order to be successful, I needed to understand research from both medical and scientific perspectives in these areas. That began a new journey of research and independent learning in completely new areas.
There was a lot going on in the fields of Genetics and Genomics at the time (here’s a good explanation of the difference between the two). My interest and efforts in this area led to a position on the Medical and Scientific Advisory Committee with the Arthritis Foundation. With the exception of me, the other members were talented and successful physicians who were also involved with medical research. We met quarterly, and I did ask questions and make suggestions that made a difference. But, unlike everyone else on the committee, I needed to study and prepare for 40+ hours for each call to ensure that had enough of an understanding to add value and not be a distraction.
A few years later we did work for a Nanotechnology company (more info here for those interested). The Chief Scientist wasn’t that interested in explaining what they did until I described some of our research projects on gene expression. He then went into great detail about what they were doing and how he believed it would change what we do in the future. I saw that and agreed, but also started thinking of the potential for leveraging nanotechnology with medicine.
I was listening to the “TED Radio Hour” while driving today and heard a segment about entrepreneur Richard Resnick. It was exciting because it got me thinking about this again, and this is a topic that I haven’t thought about much for the past few years (the last time was contemplating how new analytics products could be useful in this space).
There are efforts going on today with custom, personalized medicines that target only specific genes for a very specific outcome. The genetic modifications being performed on plants today will likely be performed on humans in the near future (I would guess within 10-15 years). The body is an incredibly adaptive organism, so it will be very challenging to implement anything that is consistently safe and effective long-term. But, that day will come.
It’s not a huge leap to go from genetically modified “treatment cells” to true nanotechnology (and not just extremely small particles). Just think, machines that can be designed to work independently within us, do what they are programmed to do, and more importantly identify and understand adaptations (i.e., artificial intelligence) as they occur and alter their approach and treatment plan accordingly. To me, this is extremely exciting. It’s not that I want to live to be 100+ years old – because I don’t. But, being able to do things that have a positive impact on the quality of life for children and their families is a worthy goal from my perspective.
My advice is to always continue learning, keep an open mind, and see what you can personally do to make a difference. You will never know unless you try.
Note: Updated to fix and remove dead links.
In the past I wrote about about how I like to read, experiment, and learn as much as possible about as many thing as possible. My goal isn’t to be the Jack of all trades and Master of none. Rather, I view knowledge and experience as pieces that can be used to build a mosaic of something interesting and/or worthwhile.
Years ago when I first started programming my manager had me work with the top performers in the group. Being inquisitive and always wanting to improve led me to ask a lot of questions in order to understand why things were done the way they were. One Analyst I worked with was extremely sensitive, and after fielding a few questions he told me, “Programming is like art. Two people will interpret things in two different ways, but in the end you will have two pictures that are similar and both do the job. So, quit messing with my picture.”
At first I was somewhat offended, but then I realized that much of what he stated was true. That led me to incorporate better methods and approaches into what I did, making them my own, as a way to continually improve. From that perspective learning really is somewhat of an artform.
What makes teaching worthwhile to me is helping people improve in ways that are their own, rather than teaching them how to do things in one specific “right” way. One analogy is that you are teaching people to navigate, rather that providing them with the route. Also, in order to be a good teacher you need to have a solid grasp on the topic, be willing and able to relate to students, and want to help them learn. It’s rewarding on a couple of different levels.
Your ability to teach well starts with your understanding of the topic, but that is just the foundation. Being able to apply a seemingly abstract concept to a concrete problem is a very helpful skill. In medicine they have the concept of, “See one, Do one, Teach one.” It is a great way to codify the knowledge and start developing the desired skills.
Being open to other approaches that might seem strange at first but then you see the brilliance in the solution is also helpful. Often a student would mention how they handled a problem and it sounded bizarre at first, but digging deeper into their approach resulted in understanding something that was actually pretty amazing.
Amazing teachers are out there, and I’ve met several of them. Those people are worth their weight in gold – especially when they are teaching children. They have their own kind of “magic” that can inspire people and provide the confidence and desire to do more than they ever dreamed was possible.
Teaching is about helping others, and not trying to be the smartest person in the room. And remember, not everyone wants to learn and/or improve so don’t take that personally. Just do your best to help the people who want to grow and improve. Mentoring is another good way to do this. You will be surprised at the positive impact one person can have by doing this.
A while back I wrote a post titled, “To Measure is to Know.”
The other side of the coin is that what you measure defines how people behave. This is an often forgotten aspect of Business Intelligence, Compensation Plans, Performance reviews, and other key areas in business. While many people view this topic as “common sense,” based on the numerous incentive plans that you run across as a consultant, as well as compensation plans that you submit as a Manager, that is not the case.
Is it a bad thing to have people respond by focusing on specific aspects of their job that they are being measured on? That is a tough question. This simple answer is, “sometimes.” This is ultimately the desired outcome of implementing specific KPIs (key performance indicators) and MBOs (Management by Objectives), but it doesn’t always work. Let’s dig into this a bit deeper.
One prime example is something seemingly easy yet often anything but – Compensation Plans. When properly implemented these plans drive organic business growth through increased sales, revenue, and profits (three related items that should be measured). This can also drive steady cash flow by constantly closing within certain periods (usually months or quarters) and focusing on models that create the desired revenue stream (e.g., perpetual license sales versus subscription license sales). What could be better than that?
Successful salespeople focus on the areas of their comp plan where they have the greatest opportunity to make money. Presumably they are selling the products or services that you want them to based on that plan. MBO goals can be incorporated into plans as a way to drive towards positive outcomes that are important to the business, such as bringing-on new reference accounts. Those are forward looking goals that increase future (as opposed to immediate) revenue. In a perfect world, with perfect comp plans, all of these business goals are codified and supported by motivational financial incentives.
Some of the most successful salespeople are the ones that primarily care only about themselves. They are in the game for one reason – to make money. Give them a plan that is well constructed and allows them to win and they will do so in a predictable manner. Paying large commission checks should be a goal for every business because with properly constructed compensation plans that means their own business is prospering. It needs to be a win-win setup.
But, give a salesperson a plan that is poorly constructed and they will likely find the ways to personally win with deals that are inconsistent with company growth goals (e.g., paying commission based on deal size, but not factoring in profitability and discounts). Even worse, give them a plan that doesn’t provide a chance to win and the results will be uncertain at best.
Just as most tasks tend to expand to use all time available, salespeople tend to book most of their deals at the end of whatever period is being used. With quarterly cycles most of the business tends to book in the final week or two of the quarter – something that is not ideal from a cash flow perspective. Using shorter monthly periods may increase business overhead, but the potential to significantly increase business from salespeople working harder for that immediate benefit will likely be a very worthwhile tradeoff.
What about motiving Services teams? What I did with my company was to provide quarterly bonuses based on overall company profitability and each individual’s contribution to our success that quarter. Most of our projects used task oriented billing where we billed 50% up-front and 50% at the time of the final deliverables. You needed to both start and complete a task within a quarter to maximize your personal financial contribution, so there was plenty of incentive to deliver and quickly move to the next task. As long as quality remains high this is a good thing.
We also factored-in salary costs (i.e., if you make more than you should be bringing-in more value to the company), the cost of re-work, and non-financial items that were beneficial to the company. For example, writing a white paper, giving a presentation, helping others, or even providing formal documentation on lessons learned added business value and would be rewarded. Everyone was motivated to deliver quality work products in a timely manner, help each other, and do things that promoted growth of the company. The company prospered and my team made good money making that happen. Another win-win scenario.
This approach worked very well for me, and was continually validated over the course of several years. It also fostered innovation, because the team was always looking for ways to increase their value and earn more money. Many tools, processes and procedures came out of what would otherwise be routine engagements. Those tools and procedures increased efficiency, consistency, and quality. They also made it easier to on-board new employees and to incorporate an outsourced team for larger projects.
Mistakes with comp plans can be costly – due to excessive payouts and/or because they are not generating the expected results. Back testing is one form of validation as you build a plan. Short-term incentive programs are another. Remember, without some risk there is usually little reward, so accept the fact that some risk must be taken to find the point where the optimal behavior is fostered and then make plan adjustments accordingly.
It can be challenging and time consuming to identify the right things to measure, the proper number of things (measuring too many or too few will likely fall short of goals), and provide the incentives that will motivate people to do what you want or need. But, if you want your business to grow and be healthy it is something that needs to be done well.
This type of work isn’t rocket science, and therefore is well within everyone’s reach.
Having great ideas that are not understood or validated is pointless, just as being great at “filling in the gaps” to do amazing things does not accomplish much if what you are building achieves little towards your goals. This post is about Dreaming Big, and then turning those dreams into actionable plans.
Let me preface this post by stating that both are important, and both are complementary roles. But, when you don’t recognize the difference between the two it becomes much harder to successfully execute and realize value/gain a competitive advantage.
The visionary person has great ideas but doesn’t always create plans or follow-through on developing the idea. There are many reasons why this happens (distractions, new interests, frustration, lack of time), so it is good to be aware of that as this type of person can benefit by being paired with someone who is willing and able to understand a new idea or approach, and then take the next steps to flesh out a high-level plan to present that idea and potential benefits to key stakeholders.
The insightful person sees the potential in an idea, helps others to understand the benefits and gain their support, and often creates and executes a plan to prototype and validate the idea – killing it off early if the anticipated goals are unachievable. They document, learn from these experiences, and become more and more proficient with validation of the idea or approach and quantification of the potential benefits.
Neither of these types of people are affected by loss aversion bias.
I find it amazing how frequently you hear someone referred to as being Visionary, only to see that the person in question was able to eliminate some of the noise and “see further down the road” than most people. While this is a valuable skill to have, it is more akin to analytics and science than art. Insight usually comes from focus, understanding, intelligence, and being open minded. Those qualities are important in both business and personal settings.
On the other hand, someone who is truly visionary looks beyond what is already illuminated and can therefore be detected or analyzed. It’s like a game of chess where the visionary person is thinking six or seven moves ahead. They are connecting the dots for the various future possibilities while their competitor is still thinking about their next move.
The interesting thing is that this can be very frustrating situation for everyone.
- The person with the good idea may become frustrated because they feel that they are misunderstood or ignored.
- The people around that visionary person become frustrated, wondering why that person isn’t able to focus on what is important or why they fail to see / understand the big picture.
- Those visionary ideas and suggestions are often viewed as tangential or even irrelevant. It is only over time that the others understand what the visionary person was trying to show them – often after a competitor has started to execute on the idea.
- The insightful person that wants to make a difference can feel constrained in environments that are static and offer little opportunity for change and improvement.
Both Insightful and Visionary people feel that they are being strategic. Both are focused on doing the right thing. Both have similar goals. That’s what is truly ironic. They may view each other as the competition, rather than seeing the potential of collaborating.
This is where a strong management team can have a positive impact by fostering a culture of innovation and placing these people together to work towards a common goal. Providing a small amount of time and resources to explore an idea can lead to amazing outcomes. When I had my consulting company I sometimes joked, “What would Google do?”
The insightful person may see a payback on their ideas much sooner than the visionary person, and I believe that is due to their focus on what is already in front of them. It may be a year or more before what the visionary person has described shifts to the mainstream and into the realm of insight – hopefully before it reaches the realm of common sense (or worse yet, is completely passed by).
My recommendation is that people create a system to gather ideas, along with a description of what the purpose, goals, and advantages of those ideas are. Foster creative behavior by rewarding people for participation, whether or not the ideas are used. Then, review those ideas on a regular basis. With any luck you will find some good ideas – some insightful and possibly some even visionary.
Look for commonalities and trends to identify the people who are able to cut through the noise or see beyond the periphery, and the areas having the greatest potential for innovation. This approach will help drive your business to the next level.
You never know where the next good idea will come from. Supporting efforts like these provide opportunities to grow – people, products, and profits.