Recently, an employee from an organization I worked at several years ago reached out on LinkedIN. They wanted to share their experience of a project I led back then to introduce SMART goals as part of the performance planning and assessment process. They were not a fan. I don’t blame them.
Posts from the ‘Organizational Effectiveness’ Category
This week’s Google Duplex demo raised important and provocative ethical questions about human-machine interactions. It also offered a glimmer of hope that the long-ago promise that technology would free us from mental and physical grunt work to enjoy lives of leisure might yet live.
The work that Duplex would do, book appointments, schedule reservations, is work that, to date, most of us have done for ourselves.
It’s called shadow work, and it’s become so ubiquitous that we barely notice it anymore. Our collective anxieties about automation and AI make it easy to overlook the less dramatic ways that work is being shifted away from workers.
I’ve been breaking a lot of my rules lately, and I paid for it this week.
No coffee after 1pm
Log off Twitter an hour before bed
Only skip the gym if you’re sick or in (non-DOMS) pain
Bring your own lunch
These are small things. They sound pretty easy. Inconsequential even. Breaking one does not result in immediate calamity. But I know through trial and error that ignoring one or more of these for even a week or two leads to quick fraying of the cord that tethers me to my capacity as a functioning human being.
Life is a series of trade-offs. Helpfully, life has continued to remind me of this fact (thanks life), despite it being something I should know well by now. One way to explain this concept is the Four Burners Theory. Have you heard of it?
Essentially it asks you to envision your life as a stovetop, with the four burners representing your health, work, family, friends respectively. As James Clear writes:
“The Four Burners Theory says that in order to be successful you have to cut off one of your burners. And in order to be really successful you have to cut off two.”
I am a messy desk person. I always have been a messy desk person, and at this point I think I always will be a messy desk person.
This fact always seems to come as a surprise to colleagues and friends. “But you seem so organized!” they exclaim, in a tone that makes it clear I’ve just revealed something disappointing and mildly shameful about myself. I am quite organized, but it’s always interesting to see how the state of my desk causes people to question this assessment of me.
I get it. Messy is not a characteristic we aspire to. At best, we consider it a quality of someone who’s childish or careless; at worst, a sign of madness. Mary Kondo took this to the bank.
I’m working on policies right now, which is always slightly depressing. Developing policies always feels like a lose-lose situation. At least some of them are necessary, but no one loves them. Organizations tend to view policy in very binary ways, either embracing it too tightly as a protective talisman against risk, or rejecting it outright as being oppressive. On its own, policy isn’t either of those things (protective or oppressive). That all depends on how its applied.
December is upon us, and with it come admonitions to enjoy a season filled with peace, joy, and reflection. In reality, it’s also a mad scramble to finish projects and see people before the arbitrary temporal landmark that is December 31st. Prevailing corporate wellness wisdom tells managers and HR to be especially mindful of employee stress during this period, and there is a tidal wave of articles aimed at individuals with tips to “survive the holidays”.
I have mixed feelings about wellness programs at work, and the holiday season reminds me why. Too often, these programs add things to employees already long list of tasks, rather than consider what might be removed or changed in the work environment.
It wouldn’t have occured to me to write about technology this week, even after attending Adam Alter’s talk about addictive tech at Rotman on Monday, which made such a big impression on me. Then Austin Kleon’s weekly newsletter landed in my inbox headed by this image, and it felt like a sign.
Working in HR means working with conflict. Often that conflict appears in our inbox or at our office door because it’s reached a stage at which it feels unmanageable to one or more of those involved.
When it lands there, we can find ourselves cast as mediator or referee. I’m sure that I’m not the only one who finds this to be a source of professional frustration; a firefighter called to the scene only after the flames have spread to adjacent buildings.