Category Archives: Work

#194 The perfect employer

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We all work for someone. If you are self employed, well, you work for yourself. That is not really true, because you do not pay your bills, your customer does. So, in a broader sense, we all work for our customers. CEOs, executives, bosses, supervisors, and managers are for administrative convenience and adult supervision only.

Would you like to work for the following employer?

  • One who is very, very careful about who they hire. They have such rigorous hiring practices that mere selection is like a badge of honor. The Indian Administrative Service has that reputation for hiring only the best.
  • One who trains and develops their employees, so much that the employees are coveted by others. In other words, a company whose alumni can write their own checks when they become a free agent. General Electric has that reputation thanks to its leadership development center.
  • One that will hold their employees accountable and fire them ruthlessly, but with compassion. I cannot think of any good example for this criteria. Most companies will fire low performers, but I don’t know anyone who combines accountability with ruthlessness and compassion.

If your organization does not fit all three criteria above, do not despair. Ask what will take for your organization to satisfy all the above criteria? What will it take for you to be a leader who can create such an organization? Use the answers to become better, for you may get your chance one day. When you get that chance, you need to be ready. Complaining about your organization will not get you anywhere, in fact you will regress in your leadership development.

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#192 Value of analytics and reporting

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With all this talk about “big data” and the power of data-driven decisions, it is relevant to assess the steps to insight using numbers. Analytics and reporting can provide you at least three immediate benefits:

  • Broken process: If you are new to using data, the first set of reports will make no sense. Before you dismiss them as “useless,” know that you are looking at the symptoms of a broken process. If the steps to perform work are random, unstructured, and unpredictable, your analytics and reports will simply reflect that. Use the analytics and reports to make your business processes structured and predictable.
  • Bad behavior: If you have a process defined (fully or partially) you may find that co-workers are willfully ignoring policies and procedures. While analytics and reports will flag the bad behavior, transparency will drive compliance. Meaning, just having policies and processes is not enough, co-workers must follow them for meaningful analytics and reports.
  • Bad data: This is a subset of bad behavior, but it indicates other problems as well, such as defects in systems. If the data is bad, the analytics and reports will be meaningless. If you think it is because of bad data, better roll up your sleeves and get to work cleaning the bad data.

Once the above three benefits are realized, even partially, true insight will be available. It could be that 50% of your data is unusable, but you can get insight from the remaining 50%. Don’t ignore the problems that can be identified and solved by assuming or pretending that you need perfect processes, behavior, and data.

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