Tools and re-tooling... one big analogy!

Heads up... this will be one big fat analogy for understanding situations and problem solving. Recently I was reminded that when you don't use the correct tool(s), the job is so much more difficult; for that mater, sometimes impossible. I had to remove an "allen bolt" from a piece of machinery, and it was on so very tight, I could not loosen it.

If you are not familiar with an allen bolt, it is a bolt with a hexagon socket in the head and you use an "allen key" to loosen and/or tighten the bolt. As bolts go, it is a good one, and it's usually straight forward to get on and off (see picture). My allen key couldn't get it off; when I used a drill with a hexagon bit attached, I still couldn't turn the bolt... it would not budge and I had a BIG problem! I needed to get it off. 

Something you should know about getting bolts off, it is all about torque, which is to say the force of twisting; it explains why a drill wouldn't work, as it is built for speed, and although I thought I had an allen key, it was more of a bicycle tool. As a result of not recognizing that torque was required to loosen the bolt, I defined the problem based on the tools I decided to use - I used my perspective of the tools I had available to define the problem to be a very tight allen bolt... not that the real problem was that I did not enough available torque.

Eventually realizing I needed the right tool that would provide sufficient torque, I bought a true allen key (the long version); sure enough, the bolt came right off - The bolt was never too tight. 

As I look back at my trials and tribulations with the allen bolt...

• I tried to align the situation to the tools I had at hand, instead of aligning the tools to the situation; this was compounded because although I understood needing torque, I dismissed it and focused on the tools.
• I spend almost no time on the situation to really understand it, and develop a plan... I simple grabbed my tools and "went to work".
• I became so entrenched with my line of thinking, it wasn't until I looked for advice that I was able to mentally "step back" and reassess what tools I was using to address the situation.
• There was a part of me, deep down, that knew I should be working with a real allen wrench but didn't want to spend the time getting one, or even spending the money. In the end I had to buy one, and I calculate it ultimately took me 5 times longer. 
• The tools I had were just fine, just inappropriately being used. It was not the fault of the tool that it could not remove the allen bolt.
• The ultimate solution was to re-tool. I now have a fine set of allen keys that I can use another time.

There you have it... a story, lessons and reminders all from removing an allen bolt. 

It could have easily been a story about a new competitor, a major customer changing how they do business, a product launch to a new market segment, or applying for a new position.

Analogies are just so much fun, don't you think?

gpe

I would like to raise a glass and toast...

... our mothers.

They brought us into the world; taught us the important things, and have given us the opportunity to meet such wonderful people.

I think this stands on it's own very nicely, but for those interested in the backstory, it goes something like this.

We had finishing up a three day meeting with a small banquet; it was a time where everything we touched turned to gold*, so it was a marvellous venue. Halfway into the evening a leader came up to me and said, "In about ten minutes I will need you to mention your team and make a toast". And then walked away. Soon enough I found myself thanking my team for their hard work, raising a glass and making a toast to "our mothers". It seemed like the most appropriate thing to do. 

I have used this toast every so often since; not only because I have it in my back pocket, but because I think there is a profoundness that I never want to forget.

It turns out the probability of being the person that "you are", has been calculated to be 1 in 10 followed by 2,685,00 zeros**. So when it is said you are a miracle, from a mathematical perspective, it's basically correct. This is grand reminder that we are given a great opportunity and should, to the best of our abilities, make the most of it.

We end up knowing a fair bit over a lifetime, but it is that foundational knowledge that we learn at a very young age that serves us the most - Honesty, courage, resilience, respect...

Everything we do, and everything we will ever do, involves people we surround ourselves with. Choose well and choose often.

It was also very good wine by the way.

gpe

The rewrite can be found by clicking here.

* As a quick aside, my experience with the "everything turns to gold" thing, is it ebbs and flows. Enjoy it when you are there.
** Probability calculated by Dr. Binazir and highlighted in an article by Dina Spector (Business Insider, June 11, 2012).

Why do we tolerate "untrustworthiness"?

Yes untrustworthiness is a real word and is defined as, "the quality or state of being untrustworthy"... with untrustworthy meaning, "not able to be relied on as honest or truthful". 

Why do I bring this up? Let me tell you, and although some may think me naive, hear me out because eventually I will get to how it impacts optimizing your execution.

The other day I mentioned in passing that I had an agreement with someone and  immediately the question was, "do you have it in writing?" To that I mentioned I had a letter of intent... with shock she said, "You need a contract!" After offering some context to the situation, I then said, "I trust the person". The horror that spread over her face... it was as if I had slapped a baby*; we changed the topic.

I understand that there is process, procedure, and complicated situations where clarity of language and interpretation is needed... I get contracts; what struck me though, was the extreme insistence that a contract was needed and all would be solved**. This is not the first time I have heard this type of thing, and it is as if there is a grand untrustworthiness that surrounds us... all to be solved with a contract. 

It was not so long ago that the handshake or raising of a glass was not simply a symbolic gesture; someone may actually be trying to kill you. Maybe we are hardwired to assume that we are all simply untrustworthy and have to act accordingly, if only for survival's sake. The problem is that sustainable success in anything involves working with others, and with that comes our struggle to find trust - We need each other for our mutual success, but innately don't trust anyone... the universe sure has an interesting sense of humor. 

So maybe the response of "get a contract" is natural and ultimately the correct one... but then again, she could have said, "do you trust this person?" Our energy seems to be directed towards putting mechanisms in place to minimize "untrustworthiness", instead of maximizing trustworthiness; we insidiously re-enforce an underlying belief that unless there is some sort of document to hold a person accountable, being untrustworthy is alright. Where this is really problematic is with the small stuff, and that brings us to its impact regarding optimized execution. Let me offer an example - 

Your team needs to get a project done, on time, on budget and it has to "shine"; you have a team where you:

• Trust that people will meet their deadlines, as you know things are usually all connected.
• Trust that if issues arise they will be communicated quickly and accurately.
• Trust that professionalism will trump any personal issues.
• Trust that people will raise their hand if they need help.
• Trust that there will be candid, open communication.
• Trust that "confidences" will not be compromised.
• Etc.

Knowing that the right "skills" are in place to support that trust, I would suspect you are confident that it will get done with great fanfare.

Now, if we started substituting out "trust" for "untrustworthy", how comfortable would you feel? Can you already envision the little problems growing into bigger problems, missed deadlines, apathy, and sub performance as "untrustworthy" creeps in?

It is true that trust needs to be earned, but it also needs to be promoted, supported and recognized. Building trust is a mutual endeavor and may be very situational specific, but there are pillars that you can generally count on for support:

• Do what you say you will do.
• Take responsibility for your actions.
• Act with the best ethical and moral intensions.
• Be honest (and it will hurt sometimes).
• Offer up your experience.
• Communicate openly.
• Wholeheartedly support and foster trustworthiness.

There will always be a need to a good contract; I have a few of them myself. But when you look over at the person you work with every day, your teams, the entrepreneur you are looking to partner with or the person you are thinking to bring on as a partner, the foundations for mutual success will not be build on a "tightly worded contract", but TRUST in each other and the desire to get things done.

For me, trust first, then a contract; saves on legal fees in the end. Plus I guarantee your execution will be much better for it... trust me. (sorry for that)

gpe 

* no babies were slapped in the making of this blog.

** I have also heard that a contract is as good as your lawyer... not sure where I heard it though.