Mindmapping Eats Balanced Scorecard for Lunch

Have you seen one of these Balanced Scorecard bubble charts?  If its like the one I’ve been seeing lately it looks like an example from “top ten things never to do with PowerPoint.”  The late Steve Jobs would hate it…but I digress.  The real problem with them is that they just become another mind-numbing chart.  Some companies even put them up on the wall like Successories’ motivational posters.  While displaying such things certainly communicates what your “big rocks” are, it does little to align the “IBE”s

Go ahead – stick it out there!

I worked with some young pros recently who inspired this article. When was the last time someone senior to you had to reel you in? In military circles you might hear “man you really stuck your —- out there and got it chopped off.”. Well, I say good for you! I’m certainly not talking about doing something foolish or destructive, but if you haven’t gotten reeled in or your head bashed about lately, are you really trying to lead? Are you showing any initiative? If you’re in an organization that doesn’t encourage innovation then you might get really discouraged after awhile. Let me encourage you to press on.

Reflection Improves Us

Reflection. We don’t do much of it. Why not? Don’t we all complain about how busy we are and long for a break? Well…take one..daily preferably, but at least weekly. Personal reflection can accomplish a number of things, but most of all it helps you learn from the interactions you’ve had with others. Are well received by those you come in contact with or did you default into some bad habits such as gossip or complaining. Did you ask more questions than made statements? Did you listen twice as much as you spoke in meetings? It’s a good time to pull out that goals list or coaching map, too and check your progress.

Optimal Creativity and Leadership Implications

I had to good fortune to facilitate an annual strategic ideation meeting recently with a Hawaii-based training and development organization.   Like before at another workshop, I asked the 20 participants when they did their best, creative thinking.  Amazingly (tongue in cheek), none of them mentioned “while at work.”  Like audiences before, the responses included “while running,” “just before bed,” “in the shower, ” etc.  Could this be because their state of mind at the time of greatest creativity is when they are emotionally relaxed?  It takes only a few minutes on an internet search to find credible data linking stress to all forms of ills.  Is it any wonder therefore that a work environment full of stress is devoid of innovation and creativity?

Keeping Your Processes Current

Mindmaps, especially those used in real-time or collaboration modes, can keep your operational processes and/or standard operating procedures (SOPs) current.  I was demonstrating “Military Planning 2.0 with Mindmapping” to Don Lett, a retired Army lieutenant colonel, now responsible for major emergency contingency plans.  He commented on the struggle to keep SOPs current and enduring due to the turnover of military and government civilian personnel.  He saw what I had not considered before – that by putting SOPs in collaboration mind-maps the data stays fresh

Honoring our long-lost warriors

I had the pleasure today to sit next to and meet Sergeant First Class Oscar Rosales on a Delta flight this morning from Honolulu to Atlanta. He was escorting the remains of a Korean-war soldier -a corporal- to Arlington cemetery. SFC Rosales was a gentleman, professional soldier and the Corporal would have been proud to have him as his escort. The Delta aircrew did their part too, in reminding the rest of us to remain seated as he and our long-fallen soldier departed. It’s a marvelous thing that our Government still works to bring our military’s remains home. It was an honor to witness this part of that soldier’s journey back home after so many years. It’s a day that should make any American proud.

Sent from my iPad

Do you question or dictate?

I was speaking with a senior Army colonel yesterday comparing the effectiveness and popularity of two general officer leaders.  The junior of the two generals speaks twice as much as he listens, while the more senior officer listens twice as much as he speaks.  The later is both more popular AND is the most effective.  Most will understand that by the word “popular” I mean that subordinate officers like working with him and find him approachable.  It is because he listens, considers the expertise of the speaker, and makes a reasoned judgement or decision.  He is also the officer more likely to hear of potentially bad news early so it can be acted upon more proactively.  The staff members serving the more junior general, by contrast avoid him at all costs since he has the propensity to direct and not listen to subordinate recommendations.    Which one are you?

Often times new leaders (out of immaturity) and those who have assumed a new senior position of leadership (out of a false sense of superior intellect) believe they must or should “tell” more about how something should be accomplished.  Although a leader MAY may know more, asking questions is STILL the more effective form of leadership.  By doing so you earnestly, you can both improve your subordinates “game,” develop or maintain healthy relationships, AND guide them in some direction (assuming your way is best).  However, by listening more than you speak, you may uncover new information or new ways of doing business that will make you and whatever it is you’re doing more successful.

Ask good questions and listen twice as much as you speak.

Military Planning 2.0 with Mind-Mapping

We have not had a real breakthrough in planning processes for a long time.  Military planners have long had a 1/3-2/3 rule that says for any given mission, senior planners or headquarters elements take 1/3 of available time to plan and give 2/3 of the time to subordinate units or commanders for preparing to execute the mission.  This rule was ingrained in me even as a cadet in the Fighting Texas Aggie Corps.  The rule is a good one even for today, but technology in the form of real-time mind-mapping (MM) makes this a nearly obsolete paradigm and greatly enhances the concept to execution process.

Office Rules: “Getting it Done” meets sensitivity

A short note today about managing in the office for efficiency.

Making email work for you:  If your email box gets overloaded quickly, set up some rules in your office whereby email messages must be prefaced with a few key letters.  I use the following:

Walk out with something done

If you’ve followed my articles at all you’ve noticed my inspiration for them comes from real contacts.  I caught up with an old friend who is now a regional executive with one of the top 3 pharma companies in the world.  I relayed to him why I decided to add deBono Thinking Systems to my consulting portfolio:  Over 20 years of seeing verbal ping-pong played out in countless meetings resulting in little to no output – an atmosphere dominated by titles, egos, and type A personalities.  My friend is experiencing the same thing.