Hi friends! I disappeared from the blogosphere for a while, but I’ve been as busy as ever. Last April I made my biggest career jump yet… I joined Cisco as the VP and CTEO of the Collaboration and Communication Group.

You may ask “What is a CTEO?”

Well, CTEO is a new position that my boss and I made up at Cisco. Many of you have heard of a CTO, which is a Chief Technology Officer. We’ve done something new here at Cisco, which is that we combined the traditional CTO team with the User Experience team in Cisco’s Collaboration Group. So, my team consists of about 20 CTO office types of people responsible for technology directions, architectures, and innovations. In addition, my team has about 80 user experience designers and user researchers who create the user experiences for Cisco’s Collaboration products. As you know, I’ve been passionate about the intersection of Experience and Technology for many years, so this combined role is a dream job for me, and I think the broader organization is catching on to the importance of CTEO.

Why did we combine User Experience and Technology? In a field like collaboration, the ultimate goal is to provide people with a great collaboration experience that improves how people work together. In collaboration, user experience drives technology needs and technology advancements enable great experiences. CTEO helps reinforce the importance of the intersection of Experience and Technology throughout the organization.

In my view, CTEO (both the individual and the organization) has a number of roles:

  • Innovation: CTEO must promote innovation across the organization. It is natural for a business to become focused on near-term business needs, threats, and opportunities. CTEO must constantly be on the lookout for mid- and long-term technology and market threats, disruptions, and opportunities. Note that innovations cannot only be done by CTEO team members, but CTEO members must promote innovations by members of the broader organization and promote co-innovation with customers and industry partners as opportunities arise.
  • Architecture: CTEO must promote an architectural approach across the business group’s various product lines to create platforms that can be leveraged across businesses and to provide interoperability for a broader solution offering. The organization may consist of a number of product lines that may not naturally work together. While it may be impossible to force all the products to work together instantly given the demands of the business, an architectural approach helps the various business groups continue to move forward in their own business while working towards a greater solution.
  • User Experience: CTEO must contribute and promote user research and user experience design in the individual products and in the product portfolio. User research helps the business understand true customer needs and helps direct the business product portfolio accordingly. User research also provides usability testing for products to ensure ease of use. User experience design provides actual visual, interactive, and industrial design for the various products. This includes providing design consistency across the portfolio of products.
  • Process and Culture: CTEO must facilitate the process and culture of the organization to promote innovation, architecture, and user experience. Because CTEO does not develop products itself, it is very much a position and organization of influence and must work well with the broader organization and must enable the broader organization. Note that having great designers is not sufficient to create great experience products; rather, creating great experience products requires the broader organization to work towards this goal. To be successful, we need the whole organization pushing for innovation, architecture, and user experience.

Well, this is my definition of what a CTEO does. What do you think? Is CTEO an important role in an organization? I am the CTEO for Collaboration. What other industries could use a CTEO? What would you do if you were CTEO for a day?

I’d love to hear your thoughts on this new role!

The NY Times published an article about President Bill Clinton’s visit to North Korea to meet with Kim Jong-il about releasing the two imprisoned American reporters, Laura Ling and Euna Lee. The result was simple and surprising- they were released! I found this article particularly interesting because it describes not only the result, but the approach that was used to achieve it. The article included the approach that was used for the meeting request and the meeting itself. As I read the article, I saw many parallels with the experiences that I have had when doing business in Asia. This post contains ten tips for doing business in Asia which I gleaned from this article and my experiences, which includes successes and failures. Continue reading »

I was reading a colleague’s post on work-life balance, where she was referencing Jack Welch’s statement that there is no such thing.

Those who know me would certainly laugh if they knew I was commenting on work-life balance, but I might have one valuable perspective to offer– the perspective of a manager of people who strive for success at work AND success in life. Let me talk about a model that I’ve seen work.

As a manager, I need a team that can deliver results and handle the demands of a fast-paced work environment.  But, work demands do not understand family demands.  Work demands do not understand 40 hour work weeks (or 60 hour work weeks).  Work demands do not understand children’s needs.  Work demands do not understand unexpected illnesses.  In essence, work demands do not understand life demands.

While I don’t know much about work-life balance, I did make one realization about some of my top performers.  Basically, there is the mythical 40 hour work week where you work 8 hours a day 5 days a week forever. While this might work for an average or good performer, but I haven’t seen this work for a top performer.  I find it more realistic to think of a "bursty" work schedule.  There are times when work demands bursts.  There are times when life demands bursts.  As a manager, I have found that my top performers are able to accommodate “work bursts”.  They can spend the extra hours when we’re in a clutch.  They go the extra mile to deliver the work that is needed when it needs to be done.  I see them do acrobatics in their lives to get the job done when the demands are there.  On the other hand, since I know they are doing acrobatics in their lives to accommodate the bursty demands of work, as their manager I feel compelled to do acrobatics to accommodate the bursty demands of their lives. In essence, they have done acrobatics for me, so I do acrobatics for them. Together, we try to achieve success and find balance.  So, work gets taken care of when work demands come flying in, and life gets taken care of when life demands come flying in.  Win-Win!

Now, the problem comes in when work demands and life demands collide. Let’s face it, this happens all the time.  When this collision happens, I find the saving grace to come from the team, in work or in life.  I love it when I have teams that work together to deliver their results, and work together to accommodate each other’s life’s demands.  From my perspective as a manager, the team has hit their deliverables and deadlines on time with high quality work. But, under the covers the team has done acrobatics to cover for each other so that one person could care for a sick child or an ailing parent.  When I see a work team operate this way, I have a big smile inside because I know that this team has bonded in a way that will get them through the toughest demands of work and life.

One thing I should note is that having a team like this at work or in life is not automatic. It takes sustained effort to build the relationships needed for this type of teamwork. It means being helpful, even when it’s not convenient. It means being thoughtful to find out when someone needs help, because people in need seldom come out and say it. I find that people who are helpful and thoughtful even when it’s not convenient in turn get unbounded help from their teammates when they are in their time of need.

In summary, I don’t have an answer on whether work-life balance is achievable, but here’s one approach to try:

Life demands and work demands are bursty… and they don’t know about each other. In order to succeed at work, you must be able to work in bursts. In order to succeed in life, you must be able to live in bursts. In order to succeed in work AND life, you need to build teams around you, in life and in work, that allow you to handle those bursts. In order to build those teams, you must be thoughtful and helpful to those around you.

Work-life balance may be one of those mythical dreams, but it’s still a dream worth trying for. Good luck!

So, do you think this approach can work? Have you seen or experienced situations where this approach has succeeded or failed?

 

I had an interesting experience when going out to lunch with my team.  They took me to one of their regular lunch spots where I had never been.  I kind of vaguely knew where it was, but I didn’t know exactly where it was.

I had to drive separately to get back for a meeting, so we split up in the parking lot to get into our cars.  For some reason I ended up getting into my car and out of the parking lot first.  Since I vaguely knew where the restaurant was, I started heading in the general direction of the restaurant.  But, since I didn’t exactly know where the restaurant was, I had to follow them.  But, I was in front of them.  So, I had to follow from in front.

So there began my little adventure.  I kept going towards the general direction of the restaurant.  But, I kept looking in my rear view mirror to see where they were going.  I looked in the rear view mirror to see which lanes they were getting in, and then I switched into those same lanes, but did this many cars in front of them.  I actually followed them from in front for about three turns… all the way into the parking lot of the restaurant.  It worked perfectly!  And, it was actually pretty fun!

So, why am I writing all this?  Well, I thought it was pretty funny to follow from in front.  And then I thought about how it applies to work.  Sure, as a manager I’m the official leader of my organization.  But, in many ways, my team members “lead from behind” while I lead by “following from in front”.  I mean that I lead by getting the best ideas from my team and others around me and I use these ideas to help guide all of us forward.  Now, I think I have a good idea of my own every now and then, but I’m also perfectly happy to push forward the great ideas that my team members have.  Hey, a great idea is a great idea no matter where it comes from.  And actually I’m kind of proud of my ability to pick out great ideas from my team.

We’re all familiar with the concept of “Leading from behind”.

What do you think about the concept of “Following from in front”?

Have you followed from in front?

 

I just played in two women’s ice hockey tournaments in the last two weekends. We competed at a Women’s C level in the first tournament (MLK tournament in San Jose) and at a B level in the second tournament (in Las Vegas!). Perhaps you can guess the result- we won the first tournament and we lost the second tournament.

Needless to say, two back-to-back weekends of hockey tournaments creates lots of good teamwork blog material. I’ll just start with one for now: Teamwork is about recovering from mistakes.

Let’s face it- everybody makes mistakes. In every second of every shift of a hockey game, you can do something brilliant, do something catastrophic, or do something somewhere in between. You will make mistakes. In fact, if you don’t make mistakes then you may not be taking enough risks or working to the peak of your ability.

So, the question is what happens when you do make a mistake? Of course, you should get back into things and try to recover (it doesn’t help to get down on yourself in the moment!). In addition, this is where teamwork comes in. When you make a mistake, it’s not the end of the world. Rather, it’s an opportunity for your teammates to shine! If your teammate makes a mistake, then you have an opportunity to shine!

Here’s an example: I was playing center. One of my defenders went into the offensive zone to make a play, so I covered back for her. Then there was a turnover. The other team got the puck and their forwards started skating towards our goal. Since I was covering for the defender, I started backing up to cover the play, while thinking hard about being in the right position to cover them. I was feeling pretty good and I was ready for the challenge of breaking up the play on this odd man rush. Then, out of the blue, my skate caught an edge and I fell backwards on the ice. My heart sunk. I thought “Oh $@#%%! They might score!”. I turned over and saw the other team skating hard towards the net. Then, all of sudden, I saw a streak of my teammate’s jersey. She was backchecking hard at full speed… she caught up to the player with the puck… took the puck away from her… and broke up the play! Yay- they didn’t score! Meanwhile I got up and jumped back into the play and the game continued on.

I was really proud of my teammate who totally rocked and saved the team from my mistake! Also, I think that even if my teammate didn’t break up the play, there was a really good chance that my goalie would have saved the day since she was also playing a great game! Of course, I’ll try to make fewer mistakes and stay on my skates next time :) , but it’s great to know that I can count on my teammates in times of trouble.

This is just one split-second example of a teammate covering for another teammate’s mistake. In a fast-paced sports game, mistakes and recoveries happen all the time- even every few seconds. Sometimes it’s blatant and sometimes it’s subtle. The main thing is that it’s all about teamwork- you work to the very best of your ability for your team, and if you or a teammate happen to make a mistake, you get out there to help recover from it and drive forward to create the next great play.

An added bonus is that by knowing that I have great teammates who can recover from mistakes, I know that I can take bigger chances on high-risk, high-reward plays. And, I hope my teammates know that they can do the same since I’ll be covering for them.

Another added bonus is that every time the team makes and recovers from a mistake, the team grows stronger!  It makes teammates appreciative of each other, trust each other, rely on each other, and gain confidence that they can get through even tougher situations together.

The example that I gave was a very blatant and visible mistake and recovery that happened on the ice. Note that mistakes and recoveries happen off the ice as well- in between shifts, in between games, and in between tournaments. In addition, mistakes and recoveries happen in work and in life, and teamwork can help with the recovery. Do you have any great mistake and recovery stories in sports or at work or in life?

Feel free to leave a URL with your comments.

In a prior post I wrote about the deceitful group that was tricking me into running up hills for long distances. The status of that is that I continue to fall for their trickery and deceit every Saturday morning (which doesn’t bode well for me). I guess you could call them trickster friends. But, this post is not about them. Rather, this post is about another personality type I call the bully friend. A bully friend is someone who bullies you into doing things you would not normally do, and makes you grow as a result. For example, a bully friend of mine somehow bullied me into running my first running race last weekend- the US Half marathon in San Francisco.

Warning: This post will meander a bit between a work post and a personal post.

My college freshman roommate, Julie Ask, registered me for the US Half marathon for my birthday. (Hint for identifying bullies: Is that really a birthday gift?!?) She’s always been a bully that way, roping me into all sorts of things, so it’s hard to tell if she’s really a friend. Yet, we’ve remained “friends” for 21 years. Fortunately, she got me ready for the race. She sent me to the running store to get properly fitted for shoes, and I learned that my shoes were two sizes too small- ouch! She bought me some Gu to keep me energized throughout the race. She bought me some Glide to protect my skin. She got me some hair bands to tie up my hair. She bought me a race belt to hold my number. And, she had a carbo-loading pasta party the evening before the race so that I would eat properly and at the right time. Basically, she exhausted any excuse I could think of to get out of the half marathon. I guess that’s what bully friends are for.

Julie wisely said that our goal was not to finish, but to finish healthy. Like the deceitful Saturday morning trail runners, I think she’s trying to trick me into running another race some day. So, she set us a modest goal of finishing in 2:15-2:30. We ran with Julie’s brother and another friend, and the four of us decided to stay together for the race.

On race day, she picked me up in a cab from my sister’s apartment in SF. We got to the starting line early and stretched out. We had our first Gu 15 minutes before the race started. At 7:00, bang, we were off. Out of the gate, lots of people ran past us. Julie wisely said that our strategy was to let people pass us at the beginning, but then to pass them at the end. So, we were patient and kept a comfortable pace.

The sun was shining when the race started. The view of the Golden Gate bridge, Alcatraz, and all of SF was beautiful in the morning sunlight and throughout the race. We started at Aquatic park and had the excitement of the race crowd. We ran across Chrissy field and had a beautiful view of Alcatraz and the Bay. We did a couple loopty loops in Golden Gate park. We ran across the Golden Gate bridge and had beautiful views all around. On the far end of the bridge, we ran down to the ocean and climbed back up the hill to get to the other side of the bridge. We ran back over the Golden Gate bridge and saw boats and their wakes in the water below. Thanks to Julie’s experience of knowing where the camera men would be, we struck a hang-loose group pose for the camera man as we passed him on the bridge. We ran back along Chrissy field where Julie’s brother’s wife met us at mile 10 and handed us the most delicious Twizzlers you ever tasted! Then, we went over the baby hill at Fort Mason and crossed the finish line in Aquatic park. We finished comfortably at 2:19 according to plan. Since this is my first race, I was told I get to call this a personal record.

We walked every water station and we Gu’ed every 45 minutes, i.e., we did whatever Julie told us to. For some reason I kept floating forward and thank goodness Julie kept reeling me back. As a result, we were all pretty comfortable for all 13.1 miles. I usually get sore around mile 9. But, thanks to Julie’s pacing, the trail running, and my new shoes, I was pretty comfortable until the last baby hill at Fort Mason. Julie’s strategy worked… people passed us at the start but we mostly passed others in the 2nd half of the race. Our loved ones met us at the finish line. We achieved Julie’s goal of finishing healthy.

Let me show off about my bully friend a bit more. By day, Julie is a vice president and research director at JupiterResearch. She is their analyst in charge of wireless and mobility and she has a great blog. In addition, she is a Toyota sponsored endurance athlete as part of their viral marketing campaign to push Toyota hybrids, think renewable energy — environmental-friendly cars — endurance athletes. She does all sorts of crazy events, like triathalons, half marathons, soccer, ice hockey, and swimming (I’m getting tired typing them!). When she does her races, she wears her Toyota sportswear to represent the brand and she posts a little story about the race. Her bullying certainly pre-dates the Toyota sponsorship, but as you can tell she’s a great representative for them. I’m just lucky to have her as a bully friend.

So, why did I write this story on my work blog? Because it shows another example of how teamwork can be used to help individuals stretch and grow to achieve things that they never thought they could. Julie had a plan and I grew as a result. She pushed me hard enough to take me beyond where I would have gone on my own, but she pushed gently enough to make sure I finished healthy so that I’d do it again. Julie achieved her goal of delivering me back to my loved ones in a healthy state. I achieved her goal of completing my first half marathon with a healthy finish. At the end of the race, she gave me permission to run faster next time (actually, she said she would give me a longer leash).

Are you lucky enough to have a bully friend?
Are you a bully friend to someone else?
Have you used the bully method to help someone grow at work? (I also call it the tough love method.)

Please feel free to leave a URL with your comments.

As you may know from a previous post, my newest hobby is trail running with a group of great people. We go every Saturday morning at 7am. It’s earlier than I like to wake up, but once I get a little coffee in me and start driving over, I start looking forward seeing my new buddies and catching up. Well, this Saturday morning I was running a little late. I drove over to the trailhead and got there at 7:10. I was looking forward to seeing everyone, but I pulled up and noone was there. Darn, I missed them! Unfortunately, the trail splits in many different directions at this particular trail head, so I had no idea which way they went. I was disappointed, but then started running up one of the trails alone.

Well, I think trail running with a group is really fun, but I have to admit that pounding my way up a hill by myself is not nearly as fun. So there I was, running up the hill, step by step, slowly making my way to the top. I was hoping to bump into them, but it was quiet and they were nowhere to be seen. I continued uphill for a few more miles and still didn’t see them. I took my best guess and went along a route where I thought we might intersect, but I made my way around and I was still alone. I got to a point where I realized we should have passed by now. So, I finally gave up and accepted that I missed them. Oh well!

Since I was at the top of the hill, I decided to make the most of it and run over to another vista point so that I could at least get a great view of the bay. I turned up the trail and pounded along step by step. All of a sudden there were a few runners coming towards me on the trail. We started to gasp hello at each other (as trail runners do when they pass each other) and… SURPRISE… it was them! I was surprised! They were surprised! It was such a spontaneous surprise that we had big smiles and high-fived each other. What a treat! After our happy reunion, we ran the second half of our trail run together and made our way back. (Actually, we had a nice little adventure on our way back, but that would qualify for a personal post).

Well, as you can guess, I’m writing this in my work blog because it got me thinking about analogies to work. Can you think of situations where you are heads down into your work, pounding away on something for hours, days, or weeks. You’re working hard, engrossed in a problem or project, just working away. You get so immersed and focused that you start to lose track of what’s going on around you. You might even be stuck in a rut and not realize it. Think about the impact of a nice little surprise! Maybe someone brings you a cookie. Maybe someone takes you out for a cup of coffee. Maybe someone simply takes a minute to stop by and and ask how you’re doing. Maybe someone finds an excuse to have a little celebration for you. All of a sudden you have a little surprise that pulls you out of a rut and brings a smile to your face. Then, you can get back to what you were doing with a renewed energy and perspective. Wow- the impact of a little surprise!

In my little story, the surprise was serendipitous. But, a little surprise can be just as impactful when someone plans it, especially when it has a personal touch.

I’ve been the lucky receiver of a few little surprises from friends and colleagues in the last couple weeks. Thank you! I’ve been the giver of a couple little surprises, too.

Have you had an experience where you had a little surprise- serendipitous or planned- that pulled you out of a rut?
Have you ever given someone a little surprise to help pull them out of a rut?

Here’s a little homework assignment for this week: Find someone who might be stuck in a rut, and give them a nice little surprise!  Then, come back and tell me about it.

Feel free to leave a URL with your comments.

I went to Leadership Boot Camp (my own name for an intensive HP Leadership Development program) earlier in the summer with a number of senior leaders from across the company. The class was mostly VPs with a few directors. As part of the program, they have assessments to help you understand yourself better so you can be more effective. In one exercise we answered questions and then were assessed according to four styles of leadership. We were each characterized as having some percentage mixture of the four styles. People ended up with one or two dominant leadership styles. Here are the four leadership styles:

  1. Directive: Leadership style is driven by taking charge and getting things done. Directives are known for moving things forward competently and quickly.
  2. Principled: Leadership style is driven by principles and perfection. They strive to develop thoughtful solutions based on principles.
  3. Accommodating: Leadership style is driven by considering other people’s needs and feelings. They are caretakers who work hard to make sure everyone feels good all the time.
  4. Analytical: Leadership style is driven by data, facts, and analysis. They control their emotions and use numbers, data, and logic to make their decisions.

This is how our class did: Over 90% of the people were “directive”. A couple people were “principled”. Nobody was classified as primarily “accommodating”, though many people had this as a secondary leadership style. A few people were “analytical”.

The class was mostly VPs, so having so many “directive” people made sense. As you can guess, our classmates from finance, accounting, and IT were “analytical”. It turned out that I was one of the two people assessed as “principled”.

The assessment was followed by a discussion about what happens when people with different styles work together. Let me know if this situation sounds familiar to you… It certainly resonated with me!

Basically, the directive people are focussed on getting the task done, and they make decisions quickly to reach that goal. The principled people are focussed on creating the best solution, even if it takes a little extra thinking to come up with it. When working together, the directive people keep charging forward and making quick decisions while the principled people keep raising questions to make sure the solution matches the principles and reaches perfection. Tensions can arise when the project is under tight deadlines and the quick decisions don’t match the principles. Basically, the principled people start getting frustrated at the “rash decisions” and the directive people start rolling their eyes at the “redundant discussions”, thinking “why are we discussing this again?” Meanwhile, the analytical people roll their eyes saying “it’s simple, we just need to follow the data. What’s the problem?” And, the accommodating people are stressing out trying to find ways for everyone to get along. Uh-oh! The tight deadlines are causing a clash of leadership styles!

Does this situation sound familiar to you? Do you have any examples to add? How do you get out of this situation? I’d love to hear your thoughts. Let’s have some fun with this one!

Please feel free to add a URL with your comments.

I somehow got mixed up with a bad crowd- a very bad crowd- a trail running crowd. These people are crazy. They see a hill and they want to run up it. They like running half-marathons and marathons. They run at a moderate pace, sauntering along and stopping to regroup every so often, but they just keep on going up and up and they seem to be able to run forever. They think a 6-mile run is short, and they say things like “only 6 miles”. They hate running on flats because “flats are boring”. What can I say, they’re crazy.

I got mixed up with them about a month ago by mistake. Now I just follow them wherever they take me. Before meeting them my longest run was 6 miles on flats during small time windows in my life of peak fitness. Last weekend they tricked me into running 8.5 miles, which was easily my longest run ever. Yesterday they tricked me into running 13.5 miles to 2000 feet elevation. Yes, we stopped to regroup every so often. Yes, I was practically crawling at the end. But it was longer and higher than I ever planned to run during my entire lifetime.

Afterwards I was sore… very sore… and I told my friend how far we ran and how sore I was. He said, “You didn’t know that you were going to do that beforehand?” I said “No!” In fact, I didn’t know how far or how high until we got to the top, actually, I didn’t know until we got to the bottom and finished and they started clicking away on their little GPS gadgets. But my friend’s question made me think… Often times if you are going to do a big ambitious challenging thing, you would know about it in advance and get yourself prepared and psyched up. You would train for it (perhaps for months), you would eat right beforehand, you would probably spend a good number of brain cycles fretting, and you might lie awake in bed a little nervous the night before. Well, since I didn’t know what we were going to do, I didn’t have to go through any of that. From my perspective, I was going out for a little jog on a trail, and it accidentally lasted longer and went higher. I didn’t have to plan and worry about it beforehand. I just had to do it.

Okay, why am I writing about this in my work blog? Well, it’s because it didn’t actually happen purely by accident. I’ll exagerrate a little bit, but basically, the team has a few schemers who tricked me into it. I think I was duped.

Barb turned back early because she only planned to do a “short run” (think “only six miles”) since she was recovering from the first part of laser eye surgery and couldn’t see depth. After we were just a couple miles into the run, Barb’s parting words to me were “This hill goes up just a little more and then it’s all rolling hills… You’re gonna do great at this trail!” and then she turned off. So, I happily jogged along thinking it was “just a little more” uphill and the peak was just around the next corner. In reality, that “goes up just a little more” was about 4.5 more miles and 1500 more feet. She tricked me.

Dennis is another tricky one. He uses that “a little more” phrase quite a lot as well. When we’re at the juncture where we’re about to do a really steep and hairy section, he just smiles kindly giving no hint that something really bad is about to happen. When I first met the group, he sent me an extra email with directions to let me know where they will meet, and during runs he gives all sorts of compliments and encouragement. During a run he changes his pace to help out and encourage anyone who is having a hard time. As you can see, Dennis is another one of those people full of tricks and deceit.

Tim, Scott, Mary, Gerald, Cathy, Ruth… They’re all guilty. And, they each do their trickery in different ways about different things… For example, one will tell a joke or talk about good food during a hairy part of the climb, again, just trying to trick you into lasting longer. As you can see, it’s just a bad crowd.

Or, I guess I could take another perspective. The group is full of mentors, coaches, and great team players. In fact, they’re almost a perfect team. What makes this group into such a great team?

  1. They strive for ambitious goals together.
  2. They encourage, motivate, and support each other.
  3. They push ahead and then wait for each other.
  4. They welcome and develop new people.
  5. They develop each other.
  6. They help each other through the challenging times and are sensitive to each others’ needs.
  7. They figure out and say what each other needs to hear during times of challenge to get to that next level, whether it’s the truth or a little white lie.
  8. They mentor each other without wanting any acknowledgement or credit.
  9. They turn their individual strengths into their group strength.
  10. They like each other, have fun together, and celebrate each others’ accomplishments.

Again, they don’t seek credit or acknowledgement when helping each other out. But, since I figured out their trickery and deceit, I’m calling them on it here!

As you can guess, I’m writing this here because I think this applies to work and your career. It doesn’t matter what job, experience, or skill level you or the person you are talking to have. You can always give a little encouragement and coaching. Don’t worry about being noticed in the short run… you absolutely will be noticed and appreciated in the long run!

Have you motivated someone today?
Have you encouraged someone today?
Have you mentored someone today?
Have you helped someone with their development today?
Have you helped someone be better than they ever thought they could or would?
Have you ever been tricked, deceived, motivated, and encouraged into doing something you didn’t think you could?

I’d love to hear your thoughts and experiences.

Please feel free to leave a URL in your comments.

David Maister has an interesting post on using friendship skills as a strategy at work. David’s target audience is people in professional service firms where clients are your key customers. He suggests that skills that make a person a good friend will also make a person a good consultant for your clients. I think it’s a very interesting perspective and I agree with it. In fact, I think it’s brilliant! And, I think it’s good advice for anyone who is trying to have a successful and impactful career.

We hear about the importance of leadership, teamwork, collaboration, building networks, and personal effectiveness. But to explicitly call out friendship skills takes this to a new level.

True friends:

  • believe in each other
  • have a good time together
  • are honest with each other
  • are proud of each other’s success
  • go to extremes to help each other without hesitation, even if it means making a personal sacrifice
  • have reciprocal relationships that result in a win-win for everyone
  • give each other the benefit of the doubt
  • tolerate mistakes and are ready to forgive
  • go out of their way to make up for mistakes to regain lost trust

When I think about it, my most effective work relationships have many of these friendship properties. And, when I think about, the biggest accomplishments I have seen come from teams with many of these friendship properties.

I’m not saying that all your coworkers should be your closest friends. But I am agreeing with David that friendship skills can be important factor for career success.

What do you think about using friendship skills at work?
What do you think about developing friendship skills for your career?
Which friendship properties are most useful for work?
Are there other properties of friendships that are useful for work and your career?

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