Book Report: The One-Minute Manager

The One-Minute Manager, by Kenneth Blanchard and Spencer Johnson, is a quick ready. It comes in at just 112 pages. So, that is one argument for why you should read it, I suppose; you can learn something useful in just one sitting.

My argument against reading it is the same argument against reading a lot of these management books. There is no evidence to back up what they claim you should be doing to be a good manager. This (like The 5 Dysfunction of a Team) are written as a story with key management lessons sprinkled throughout. I am not a fan of that writing or learning style.

The story emphasizes the importance of asking the right questions, holding staff to a high standard, accountability, and offering praise when it’s appropriate. Common knowledge? Probably.

The book has some nice, neat, easily packaged take aways.

The One Minute Manager establishes One Minute Goals. Those are goals that should take no more than one minute to read. Write up goals for your team and individual employees on a regular basis to help manage their work flow, manage the team’s and your expectations, and help to keep everyone on task. They suggest having just a few short-term goals at one time; those goals are constantly updated.

The One Minute Manager also looks for things to praise. It only takes one minute to find something good! I do like the notion of keeping an eye out for the positive, especially in the busiest times at work! Of course, praise can help build motivation and reinforce what a person is doing.

Finally, the One Minute Manager reprimands in One Minute. It is a two step process. First, tell the person that what he or she did wrong, how you feel about it, and then let that simmer. Then, step two, tell the person how how much you value them and tell them your sense of their capabilities. The idea behind this one is that if you reprimand immediately after the reprimand-worthy event and reprimand often then a culture of feedback is built and employees get back on track quickly. To me, again, this advice seems pretty basic. Of course I value my team and will tell them that… even when trying to correct something that went wrong.

This was a quick summary. The author, Ken Blanchard himself, has a quick 8-minute lecture on the One Minute Manager.

So, overall, do I recommend this book? No. But, now that you have this handy summary, you essentially have the main take-aways minus the silly story. You’re welcome.

Book Report: Getting Things Done

Book reports–I’ll read it so you don’t have to.
 
One of the constant challenges that managers face is in balancing it all–taking time to be deliberate, creative, strategic, and visionary all while driving work forward. Ironically, when we get busier, some of these basic time-management tactics go out the window when we need them most. 
 
The book Getting Things Done offers lots of tricks and tools that can help do just what the author promises.  Frankly, I found the paper-based system to be outdated in this digital world; I am far too often on-the-go, rarely work at the same desk, and don’t own a filing cabinet all of which are requirements for his paper-based system.  However, I have some great take-aways from this book that DO work for me in our digital world.
So, this post is, essentially, a Cliff Notes series of suggestions that work for me, and hopefully, will work for you!
 

First up, the weekly review: In a weekly review, you, essentially, clean up the week that just ended and plan for the week to come. I especially like this approach as I find it helps me to transition more easily into the weekend and sets me up for success for the following week.  I find that my weekends are much more enjoyable and relaxing when I know that I have tied up loose ends from my workweek. This article offers a fantastic list of what you can include in your weekly review. Fans of Marie Kondo and Gretchen Rubin will appreciate how the process also includes a cleaning up of one’s physical work space, too. I typically look back at my calendar to see what meetings I was in and make sure that I have either completed the tasks that were assigned to me during the meeting or do any follow up that may need to happen such as asking for meeting notes, scheduling the next meeting, and so on. I also look to the week ahead and make sure that I have either provided or requested agendas for all of the meetings on my calendar. Great tip–if there is not an agenda consider carefully if it is worth your time! 

As a minimum, on Fridays, I try to use at least thirty minutes to review my calendar for the upcoming week, prioritize my to-do list, and use the Getting Things Done trigger list to help spark my memory of things that may be in the back of my mind or loops that may need to be closed. I don’t have a perfect system but this helps to make sure that I stay on top of my activities. Plus, I find that by using the Trigger List that I end up clearing my mind of all of these little things that I’d subconsciously been keeping track of.  I would love to hear your suggestions about how you optimize your time and make sure that we honor our commitments.  

 
What tricks have you learned and developed over the course of your career?
What works best for you?
Let’s hear from you in the comments so that we can all benefit from your practices! 
 
Do you have a team member who could use some help in getting and staying organized? Perhaps this review could do the trick!

Why Good Leaders Make You Feel Safe

I was recently reminded of this great TED Talk by Simon Sinek called Why good leaders make you feel safe.  

In his talk, he suggests that when the right environment is created, we are all capable of doing remarkable things and acting in great service to others. He attributes trust and cooperation to building that great environment.

I have found that, perhaps oddly, when I’ve worked in really fast paced environments (ie: disasters, pandemics, epidemics), the tolerance for mistakes is higher. We know that we are making decisions quickly and not everything will go right. But, in some ways, that increases the trust and feeling of safety. It allows for honest conversation. It encourages people to ask for help.

But, how do you do you build a sense of safety? Simon proposes some suggestions, have a listen!

What are your thoughts?

How do you make your team feel safe?

Or, in your own heart, what could you be doing to increase that level of safety and security?  

The Story of Us

Since the 2016 Presidential elections, I’ve been reading more and more of the work of Marshall Ganz (and wish that I had an earlier introduction to his body of work!).

Ganz worked for United Farm Workers for sixteen years before becoming a trainer and organizer for political campaigns, unions, and nonprofits. He is largely credited for the success of the Obama grassroots campaign. 

Why am I writing about him now? 

Well, let me draw your attention to this article: Leading Change: Leadership, Organization, and Social-Movements and in particular, the section on telling stories. I try to help health care workers see themselves as agents of change. In trainings, I aim to include elements that work to build motivation and build a sense of unity between health care workers and their community.

Whenever I am working to develop a curriculum or health care worker training, I like to ask three simple questions:

  • What should the participants know?
  • What should the participants be able to do?
  • How should the participants to feel about whatever they are doing/learning?

This is, of course, a re-visioning of the standard “know-do-understand” model of curriculum development. There are times when we need to ensure that health care workers are not perpetuating stereotypes or messaging treatment options in ways that may be alienating to patients.  By helping to frame the story of health care, we can also help to ensure that patients receive the best possible care.

How do you incorporate storytelling into your work?

The Power of Empathy

We work in a climate of ever evolving innovation, best practices, and clinical knowledge.  It is charged time, indeed, to work in global health. All of that change, even positive change, however, can also usher in a sense of being untethered or a perception that change happens on a whim among our teams.

I recently read this article, The Power of Empathy Within Organizational Change.  In this article, the author explores how empathy, the ability to understand and share the feelings of another, is a necessary component of change management.

When change is coming, we often prepare our teams in terms of the changes in work-streams, new organizational structures, new funding codes and the like.  How often do we take an empathetic, rather than strictly practical, approach to managing change among our teams?

What if you took a proactive approach and talk about empathy within your team? Perhaps you can share and discuss this short video by the great Brené Brown as a starting point:

Consider the following questions to spark conversation with your team:

  • Brené Brown talks about four key practices related to empathy, perspective-taking, staying out of judgement, recognizing emotions in others, and communicating about them. How do we, as a team, undertake those practices? How might we work to improve our practice of empathy?
  • When is it easiest for us, as a team, to practice empathy? When is it most challenging?
  • What does Brown mean by “empathy is feeling with people”?
  • Have you ever had someone approach a problem with “at least…”? How did that make you feel?

As you consider an upcoming change, for example, a new hire or new funder, consider taking an empathetic approach to how you message and manage the change. Your team may be richer because of it.

Why Your Doctor Should Care About Social Justice

It seems we’ve all been thinking deeply about race and racism in the United States. My interest in public health stems from a desire to work towards equity and justice.

One of my favorite TEDTalks is by Mary Bassett: Why Your Doctor Should Care About Social Justice.  Dr Bassett is the Health Commissioner for NYC and a long time health activist.

As you may know, I worked for several years at Partners In Health (and am working there on the COVID response now) and so appreciated her nod to the work of Paul Farmer when she says:

“But I knew that epidemics emerge along the fissures of our society, reflecting not only biology, but more importantly patterns of marginalization, exclusion, discrimination related to race, gender, sexuality, class and more. It was true of AIDS. It was true just recently of Ebola. Medical anthropologists such as Paul Farmer, who worked on AIDS in Haiti, call this structural violence: structural because inequities are embedded in the political and economic organization of our social world, often in ways that are invisible to those with privilege and power; and violence because its impact — premature deaths, suffering, illness — is violent. We do little for our patients if we fail to recognize these social injustices. Sounding the alarm is the first step towards doing public health right, and it’s how we may rally support to break through and create real change together.”

She ends her talk with this statement:
“Our role as health professionals is not just to treat our patients but to sound the alarm and advocate for change. Rightfully or not, our societal position gives our voices great credibility, and we shouldn’t waste that.”

Videos like this can be great ways to spark ideas among your team members. What if you showed this video to your team and had a conversation about it?

Here are a few questions that may help to spark conversation:
  • What do you think your individual role is in addressing the social issues that accompany illness?
  • What do you think our collective role is in addressing the social issues that patients experience?
  • Have we pushed the envelope far enough as an organization to ensure that we are using our positions of power to advocate for patients and families?

Surprising Habits of Original Thinkers

I’ve often witnessed an amazing power in collaboration around brainstorming and great ideas; it is amazing when it happens and has led to some of the best work in which I’ve participated.  At times, though, managers will need to nudge their teams along when it comes to brainstorming. We’ve all been in a position where we don’t want to be the one to share the dumb idea or to be the one to suggest something that has been tried before.

This talk by Adam Grant about the Surprising Habits of Original Thinkers and the accompanying discussion guide may help you to appreciate how your team may process their ideas, come up with creative ideas, and communicate about those ideas.

In global health, we strive to be innovative and come up with creative approaches to solving complex health issues.  It is a task with significant weight–truly lives are on the line.

Might you be up for leading your team in a discussion about creativity and original thinking?  Hopefully we can help to support the creativity of our teams and help to grow comfort in thinking about the same old problems in new sorts of ways.

PS: The Lean In website has lots of great resources that you can use. I am a fan of the discussion guides that can be used to guide our teams through difficult conversations or to help set team norms.

 

Love as a Force for Social Justice

Poverty. Death. Illness. Repression. Injustice.  These are the issues of global health. It is what we confront, among a laundry list of others, as a part of our daily work and as a part of our mission.

Behind all of that is such beauty and joy and resilience…it is breathtaking at times!  I remember being at a hospital in Sierra Leone during the Ebola epidemic. A child who was orphaned due to Ebola had been admitted. She had been found after being alone for god knows how long.  She had illness on top of illness; she was skin and bones.

Everything about what happened next, though, was a story of community and care. I saw a nurse at the hospital draw his own blood to donate to her. Two women unofficially adopted her and ensured that she was fed, diapered, clothed.  She steadily made progress that some would call miraculous.  And right before I left, the sign of her true recovery was that she led the ward, providers, visitors, and patients alike, in a jubilant dance party!

The love behind each and every action in this story is motivating. From the community health worker who found her and overcame his fear to bring her to the hospital. To the hospital workers who stayed in their roles when so many others fled out of fear.  To the nurse who donated his blood. To the women who gave of their time and resources.

The great Ann Firth Murray at Stamford University is renowned for her work in global health, in particular, she was the founder of the Global Fund for Women.  In her long career, she has born witness to tremendous suffering and injustice.  She developed a course called Love as a Force for Social Justice as a means of investigating how love can be a tool that can be used towards the elimination of violence (elimination of violence against women is a critical element of her body of work).  I highly recommend it as a morale boost and an anti-burn-out tool.  You can read an interview with her about the course here.

In the course, she explores several nonviolent movements, from Gandhi’s Salt March to the Dakota Access Pipeline protests, in order to demonstrate how love and commitment can be transformational. She also brings in neuroscience, biology, and psychology to make her points (the science-minded side of me was pleased to see that!).

In our work, we often talk about human rights, empathy, accompaniment, commitment, humility….but we rarely talk about love as a force for change.  It’s seen as weak, at worst, and perhaps out of place at best.

Martin Luther King, Jr, once not-so-famously said that “justice is love in calculation. Justice is love working against anything that stands against love. Standing beside love is always justice.”  Cornel West said, more famously, “justice is what love looks like in public”.So, with love being so foundational to so many social movements and so intrinsically tied with justice, maybe it is time for a small change that would allow a tsunami of changes to come.

Effective Meetings

A great resource for running effective meetings can be find in this aptly titled article: How to Run a Meeting.

I’d like to draw your attention to the part regarding the functions of a meeting. In the meeting agenda, I encourage being specific about your agenda items in terms of what you wish to accomplish. The functions of a meeting can help you with that. Do you want to decide? Brainstorm? Review? Reflect? Spell it out. In doing so, your meeting purpose will be clearer and you’ll help your attendees better prepare for the meeting.
I particularly like that this article emphasizes the importance of building and maintaining a sense of the team in each meeting. 
 
The article also gives tips on how to seat people for meetings, how to draw out those who may not be contributing fully, and reign in those who may be dominating. All in all, it gives great suggestions and tips!
What are some suggestions you have for running effective meetings? I just read about how the Dropbox IT team deleted nearly all meetings from Dropbox employees’ calendars (except for those that were with customers). It gave their team a moment to pause and decide if a meeting was needed or the best means of solving a problem, communicating, or brainstorming. Interesting and very bold idea!

What it Takes to be a Good Leader

I’d like to share some  ideas about what it takes to be a good leader.

Take a listen to this talk by Roselinde Torres.

She distills the best qualities of leaders into three elements:
1. The ability to see changes that may be on the horizon and prepare for them
2. Networking skills that bring various perspectives to the work
3. The willingness to take some risks and abandon practices that may have been successful in the past but no longer serve the team

The reflection questions below may give you insight into your own practices and habits (and maybe encourage a change or two!):

  • What are your skill levels as they pertain to those three qualities?
  • Take a moment to think about, as she suggests, how you spend your time–do you allow yourself the opportunities to develop in these three ways?
  • Are you cultivating your team to be leaders?

What do you think about her distillation of leadership qualities? I would add skills around trusting and transparent communication to her very valuable list. To me, trusting and transparent communication is critical to giving and receiving feedback and to ensuring that your team is helping you to see what is on the horizon.

Have you considered watching TED talks like this one with your own teams? I have always appreciated leaders and managers who ensure that I keep learning and developing. Plus, they are short enough to fit into team meetings or over a lunch break. How do you help to foster growth and development in your team and in yourself?