It's Not Only Cows That Get Confused...

It's that time of the year again, and farmers used to complain that cows get confused with milking times.

Daylight savings is starting or finishing in many countries, and businesses and systems that are time dependent are often thrown into confusion.

First there is remembering that clocks are either advanced (start of daylight saving) or turned back (end of it) - and that means all clocks from watches to alarm clocks, electronic devices, mobile (cell) phones etc have to be reset. Many are automatically adjusted, but it is still necessary to check.

It might be disappointing that you cannot tape your favourite television program, but what of other more serious consequences if automated clock changing does not occur?

This was the case at Gatwick Airport in England, when the computerised time change did not occur (as reported in the Daily Telegraph). The scheduled rewind of the computer clocks did not occur, and passengers were inconvenienced and staff stressed when trying to cope with the turmoil. Fixing the problem was more complicated than it should have been, given that we have been living with the notion of daylight saving for over 20 years.

What safe guards and checks do you have in place for your simple, expected changes?

How to Get People to Use Your Existing Systems

Many managers complain that their staff do not use their existing systems - compliance is always a problem.


So, how do we get people to use the systems we have in place?

Put simply:
If we want people to use our systems make sure that they are easy to use. The systems should be appropriate for the task and have some degree of flexibility so that people can enjoy using them (at least in some way). The flexibility might be the order in which things are done, or it might be the manner in which people complete the task. Allow people's individual personalities and preferences to come through.

Why do we need flexibility in systems?
There are three very clear reasons why people don't use existing systems.
1. Not everyone is the same;
2. People don’t do the same thing the same way every time; and
3. It is unlikely that the system CAN be used all the time.

You see, poorly designed, irrelevant, overly complicated and/or rigid systems are likely to be difficult to use and will not reflect the needs of the users.

In designing systems that people are likely to use, is the system
1. Necessary - don't burden them with unnecessary stuff
2. Obvious - to the user not just the designer
3. Appropriate - make it easy to use
4. Relevant - it must serve a sensible purpose
5. Flexible - allow them to enjoy using the system
6. Understood - the purpose, use and application of the system
7. Agreed - design it with the user in mind, talk to them

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How to Bring Order into Your Life

There are any number of systems that people suggest we use to bring order into our lives and move from chaos to calm.

The difficulty is choosing the right system for each of us

When you can't find your way clearly around completing any task, think back to when you did something well. How did you do it?

We really do know what to do
We all have our own natural way of doing things. It might not be the same as the way that other people do the same or similar thing, but it obviously works for you. When you know what your natural way of doing things is, you can start to apply that same method to all things that you do.

For example, some people like to have everything in order BEFORE they start to work on a task. Others are happy to get stuck into the task and organise as they go. Another approach is to have a clear plan but remain flexible so that they can respond to any changes as they arise.

Think about how you do the things that you do efficiently. It should be something that you know you do easily and efficiently, that your friends and colleagues tell you that you do well. Take it apart - think about how you do it.

• Do you use a checklist (written down or in your head)?
• Do you talk about it with others to help you sort out your ideas and actions?
• Do you plan each part of the task or do you just respond to what is happening as you complete the task?

The more detail that you can identify about how you do anything, the more likely it is that you can see the patterns that you use whenever you complete any task. Once you have noticed your patterns, think about where else you can use this same approach to complete any task.

For more tips, visit http://www.sharonnephillips.com

Calm in a Storm

I'll admit it. I am not always calm, despite my appropriate branding of
Calm from Chaos (see http://www.sharonnephillips.com). People who know me will vouch for that. It can take a lot for me to lose it, but I can lose it along with the rest of us.

And you know what? I lose it when things don't go according to my plans. I plan well, I know that I can guess where things will fail and I build in safety nets around those predictable failures.

But, when things don't happen the way I expect, I get stressed and disappointed and sometimes angry and frustrated. That's when I lose it.

When I let go of expectations, and go with the flow knowing that I have done my best I can remain calm - that's why people can recognise me as easy going and "in control" (while I KNOW I am NEVER fully "in control").

Can you let go so you can let yourself be calm?

What do your secrets stop you from doing?

We all have secrets.

Sometimes they stop us wanting to stand out, to follow our dreams or to form deep, close relationships with others because we are scared that they might find out about our deepest, darkest secrets.

What would happen if we let go of the fear of someone finding our secrets out? In this age of the Internet, of surveillance and scrutiny, it is likely that if someone wanted to, they would find out our secrets anyway. And we all have a past.

So, if you let go of the fear of being found out, what would you be able to achieve? If you could own all of your experience as gifts that have shaped you into who you are, would you reach out and grab your full potential?

Finding calm in turmoil is a gift.

Managing Relationships

Relationships can be the most satisfying or disturbing things in our lives. Friends can support us through thick or thin, yet some people are the cause of some of the most caustic situations we have the misfortune to experience.

What if there was a simple rule to follow to help us form strong relationships? Would that be like finding a gold mine?

Consider this: Do you treat your relationships as a privilege or a right?

If you approach relationships as a privilege you are likely to honour them more, and take time and care to get it right (or at least better).

If you consider your relationships to be your right you are likely to take
them for granted and get upset when things don't go the way you want or
expect. You are less likely to try to patch things, or be understanding.

Which do you prefer?

Systems all around us

Many people believe that systems have to be clearly defined and described. The reality is that systems are everywhere and that systematic approaches are used all the time. We sometimes just don't think of them as systems.

I was recently an extra in a television production called "Purgatory", produced at the Australian Film, Television, and Radio School (href="http://www.aftrs.edu.au/">http://www.aftrs.edu.au/)

There were many systems being used - from all aspects of preparation - costume, make-up, lighting, camera work and reverse camera work, continuity (making sure that each "take" was like the last so that editing was easier), direction, acting - the list is endless.

What struck me throughout was that things just happened. It seemed that some
decisions were made "in the moment" - in response to something that was immediately obvious, and others were planned and realised in the fullness of time.

It didn't matter how they happened - just that they did.

Don't get hung up on the formality of your systems unless that is imperative. Results count!

Do you play clean, keen or mean?

How you play the game counts. It might not seem much at the time, but not only do first impressions count, but the consequences of your actions could be enormous.

I recently saw an International Judo Competition for under 16 year old (young men and women). There were a few things that stood out. It was necessary to clarify rules because some countries allow different techniques at different ages - what is an acceptable throw or hold-down in some countries for age groups is not in others. Different rules within the same overall system.

And some competitors had a clear edge - they were match ready and experienced.

There seemed to be three main groups - the clean, keen and mean. Some played within the rules to the point where it was almost a disadvantage to them (clean). Others competed very strongly - with determination and skill that belied their years (the keen). The third group played more aggressively - they were not only determined to win, but went the extra mile to the point that some pairs suffered the most extreme injuries of the competition (mean).

The same applies in all areas of our lives. What are we prepared to do, and how we do it impacts on others around us. What are your limits and boundaries - your no-go zones? When we acknowledge these in our lives, we can be more comfortable with our choices and results.

Misunderstandings unlimited...

We all use words, and frequently use the same words as each other, but they often mean different things - and this creates confusion and misunderstandings. Add to this that timing and context is crucial. As we evolve and learn the way in which we use our words also changes.

This can have enormous impacts in our personal and business lives, if we assume that everyone understands our words as we intend them to.

This is obviously not a new idea, but I am writing about it now because I have just read an executive summary that was 25 pages long (and I thought executive summaries were a brief outline of major findings for busy people)!

Either someone has the wrong idea (the authors or me) or the definitions have changed.

When you write reports, think of who will read them, what they are for and how they will be received. It is about how you can best present your information - not how much you know!

How do you change an existing system?

You will know by now that fully support the development of practical
and appropriate systems and that I believe that existing systems should
be regularly reviewed to ensure compliance. If systems are appropriate,
practical and easy to use, compliance will follow.

But what happens when systems change? If we are not careful in managing the
change, the result will be confusion. And the impact of that confusion
could be massive.

I noticed a while ago that prescription medication is now often supplied without the product information pamphlet. This means that patients must remember the doctor's orders for taking the medication, or ask the dispensing pharmacist for the information. This might not be a problem, or it might be a practice that introduces more risk into our health care.

What do you think?

Do you push your customers away?

How many of us have had similar experiences - ready to make a purchase but put off by the retailer not providing the information we need, or not having the stock available?

The balance between stock control and customer service, or "just in time" versus "just in case" is a tough one for small retailers.

I recently went shopping with some friends. The retailer of a small store lost a comparatively large sale (based on his stock prices) because he didn't answer our questions and wouldn't demonstrate a working model of the product. Perhaps he didn't think we were serious and ready to purchase, or perhaps he was short-staffed, or perhaps he really didn't need the sale, or there could any number of valid and not so valid reasons. No matter why, he lost the sale.

How do we greet and treat our potential clients, and can we tell how much they will spend or how long our relationship will last at the first meeting?

Like the Queen has been reported to say of meeting new people "We might not remember them, but they will remember us for the rest of their lives" - we do not know the ramifications of our actions.

System failure - big time...

You might be aware that the horse racing industry in New South Wales is in turmoil. One of my American friends expressed amazement that the story of equine influenza has been the leading news story for much of this and last week. However, he would be unaware of the magnitude of the problem...

Equine influenza will cost the industry (and the country) billions of dollars.

It is the first time that there has been such a breach of quarantine in this country so we are reeling at the fact that it has happened, and the speed with which the disease has spread (with the potential even greater -there are 500,000 horses in New South Wales alone).

It is not only the Spring Racing Carnival in New South Wales (and the rest of Australia), but it is also the season for breeding Thoroughbreds - and thoroughbred horses conceived through artificial insemination are banned from racing. When they are allowed to be mated (serviced) after the disease has abated, the resulting foals will be younger than usual and this might adversely impact their racing careers. I do not know the intracies of breeding thoroughbreds but there might be some problems with the mares coming into season for mating as well.

Not only that, but current predictions are that all races in New South Wales will be canceled for a few months. Horses currently are not allowed to be moved, and thoroughbreds are only able to be exercised by walking around the track (for the moment). Like all peak performers, there is the likelihood that they will lose condition quickly. And of course, they will be very, very frisky when finally they are able to be exercised - potentially posing a greater risk to the safety of jockeys and track workers.

Horse racing is an international industry and sport. The Melbourne Cup is possibly in jeopardy and the ramifications are yet to be fully determined - international horse travel could be stopped as horses are quarantined.

All of this because the system of quarantining livestock failed - one sick horse has spread this highly contagious illness into a population that is not inoculated against this illness (there has never been a need to do so before now). Many people did not know what to do early on, and by the time clear "lock down" actions were taken, some exposed horses had already traveled to new stables or show grounds and race tracks, thereby spreading the disease further.

This item is making international news:

http://www.timesonline.co.uk/tol/news/world/article2355291.ece

http://www.iht.com/articles/ap/2007/08/29/sports/AS-SPT-RAC-Australia-Influenza.php

When there is confusion or inconvenience, you need strong controls and systems in place to make sure problems are not exacerbated. Make sure everyone involved knows the reasons behind these systems and that they can feel the need for them - or they won't take any notice.

Make sure when the stakes are high that you are quick, clear and practical in your advice., and be prepared to back it up with actions.

Life Balance Tips

Gail Kelly, CEO of St George Bank in Australia, and soon to be head of Westpac Banking Corporation in Australia is not only a successful businesswoman but a wife and mother of four (including triplets).

Her key points on balancing life include:

• Deal with what needs to be done as it comes up. She does not "compartmentalise" her life.
  
• Live in the moment.
• Don't worry too much
• Love your life
• Run life as a whole - prioritise across all areas of your life, making sure that there is time for the important events, holidays, school concerts or whatever is important to you. Gail Kelly has been known to leave work to attend important events in her children's lives!
• Most importantly - keep things in perspective.
  

Quite possibly nothing new, but it is nice to hear successful CEO's able to put it into practice - and if they can, maybe we can do some of it too.

To find the calm in the chaos of hectic multifaceted lives, take some time to find what you truly value and appreciate, and bring some elements of this into your daily life. The goal is to be able to work and live in accordance with your values - if this is not entirely possible, allow yourself some moments each day to live and value your values, and appreciate your achievements and capabilities.

If you want to read a little more about how Gail Kelly does it, follow these links:

http://www.abc.com.au/news/stories/2007/08/17/2008434.htm?section=business

http://www.abc.net.au/lateline/business/items/200705/s1929272.htm

Great Management Strategies

I recently attended a business breakfast in which Gail Kelly, CEO of St George Bank gave some insights into her style of management. She is a remarkable woman who arrived in Australia in October 1997. She not only heads a medium recognisable bank in Australia but is also a wife and mother of four (including triplets) - and is soon to be heading up Westpac Banking Corporation, one of the largest banks in Australia.

Her management tips include:

• Apply dedication and discipline to achieve your goals
• Have the right person in the right place - be clear about selection criteria so that you can recruit people who match the values of the corporation or business.
• Look after the heartbeat of the business - what it stands for, who it serves, and what the customers truly want. True service comes from understanding your customer's needs, so define your value to your clients - who and where they are.
• Work within the culture of the business - use the infrastructure and people that are already there and improve on this. Celebrate the achievements of your staff.
• Allow time to establish the correct building blocks, and growth takes time.
• Leadership is what you do and how you do it. It is behaviour that marks a true leader.

These might all be fairly standard ideas regarding management in the twenty first century - they are just stated so clearly and succinctly it is a joy to hear them.

To read more about Gail Kelly follow these links:

http://www.smh.com.au/news/Business/Gail-Kelly-to-head-Westpac-as-new-CEO/2007/08/17/1186857719777.html

http://www.theage.com.au/news/business/ceo-who-gave-birth-to-triplets/2005/07/02/1119724845747.html

Concordance versus Compliance

It seems that everyone is worried about getting people to comply with their wishes - to do what they want them to do. This occurs within and outside the workplace. Parents worry that their children do not comply with rules and boundaries. Children worry that they do not comply with their peer group's ideas of normal behaviour. Laws exist in our society to ensure our compliance with rules and boundaries.... Even pharmaceutical companies worry about customers not complying with medical advice..

A recently released report stated that as many as 41% of adults do not continue to take their prescribed medications for the full course, with more men than women opting out of completing their treatments for various reasons. This is unwise because it means that we are assisting the development of "super bugs" (those that are increasingly resistant to treatments such as antibiotics), and we have unfinished boxes and bottles of prescribed (and therefore restricted) medicines lying around. This study found that insisting on compliance was not the best approach. A better approach was to aim for concordance. Concordance is based on understanding and agreement - in this case, explaining to patients what their condition was, how it would impact on their lives, and how to treat it effectively improved compliance.

How can concordance assist you to move to calm from chaos?

What I love...

Well one of the many things....

I really love seeing systems working well.

I use public car parks on a fairly regular basis, and there is one I go to that recently upgraded its information and monitoring systems. It is now such an easy, enjoyable experience - because they reviewed what customers need and provided it!

This particular car park has a variable LED screen that provides motorists information on the number of available car spaces on each level as they enter the car park, and at each level as you drive through. There is also a light above each car space indicating availability - green for available, blue for disabled available, and red for unavailable (although this is fairly obvious because there is a vehicle parked in the space!)

It is so easy using the car park, even in peak hour or when in a rush....

Now I guess all they have to do is work out how motorists can make sure they never forget where they have parked.

What I hate...

Well "hate" is too strong a word... but what drives me to distraction is when simple systems are designed to fail.

I walk my dogs in large park in Sydney that has designated "off-leash" areas (meaning that dogs can be let off the leash as long as they are kept under control). In one particular part of the park, there is a huge area that attracts a lot of people walking their dogs. This picture depicts only a part of this area! On many days there can be more than 35 dogs off the leash in this area. The dogs have a fantastic time playing and chasing each other, and it is a real community with people knowing all the regular dogs and people - quite a social event for all concerned.

In the middle of this huge area is a section in which dogs are not allowed - it is a commemorative pavilion and very appropriate that dogs should not be allowed there. My problem with it is the way dogs are excluded - there is a metal plaque embedded in the ground (see picture below) with a diagram of a dog with a line through it and an arrow pointing the direction in which dogs are not allowed.


Do they think that dogs can read?

Calm & Collected - Tribune-Review

While searching the web I found this article on helping children to cope with bullying and stress at school. The article makes the point that skills we often suggest and provide to assist our children with their challenges are equally appropriate for us.

Calm & collected - Tribune-Review

Watch this video I recorded a while ago on getting from chaos to calm

It's in the asking...

I recently attended a discussion forum for adolescents and parents. A number of experts presented information about the use of the Internet, amongst other topics. During the presentation, a uniformed police officer asked the children if they had a fake ID. Not surprisingly, no-one admitted to this. However, when the police officer rephrased the question to be "Do you know anyone with a fake ID" many children admitted they did.

How you ask the question will determine the answers you get.