info_outline
Personal sounding board & other peoples software in today's arena
11/05/2023
Personal sounding board & other peoples software in today's arena
Personal sounding board in today's arena Choose your HARD problem, and YOUR people who care about that problem don't just say it. In today's fast-evolving landscape, choosing "your meaningful specific hard problem" and "your people" affected by it is crucial. Soft skills like empathy, understanding, and re-learning have always been essential. They are the core of this 10-year-old podcast, yet today, it's more important than ever. It's also becoming more accessible and easier to have your software-based sounding board give you tailored, specific answers instantly. This is great, yet bias and filters also pose a risk. AI-powered Ways of Working are already here, and middle managers are greatly affected since most of their work is coordination, communication, resourcing, and decision-making - stuff software often does way better, way more straightforward and without the cost of delay. An illustration in comparison. LinkedIn job ads will have a "get a resume review" button a year from now; many people will say thanks for helping us train our users to click this button. Top on this service is now an Autobot that will do this for 1% of the price and 90% of the results, making it critical for those who used to live "of/within" that boxed-in service - they now need to find other, better revenue and thus better ways to help their people. Way of working agile resistance from managers - that kind of transparency and owning what is committed and what not is hard Automation - SLA, KPI, OKR fulfilment. Often, I've encountered we don't want that automated since that would give conflicting reports with those PowerPoint where I've given myself some poetic freedom not to show all, to round a few metrics up for years, etc. An organization will only learn to run experiments for continuous risk reduction and better experiences faster and more often. What is the core of this for those you serve? And what experiments and learning should go where since not every initiative should be a win if your organisation aim to do better. Ask yourself what complex and challenging problem might be worth it and for whom we ask yourself a meaningful specific. You need to be precise; otherwise, you can't follow up if it's working for its intended outcome or if you're becoming better at solving this specific problem. Ask yourself this question. What happens when your Autobot instantly gives time back to your boss or client while also leaving no room for conflicting reports? You can ask any meaningful, specific question about any problem like this from many perspectives. Perhaps your client is a higher-up, getting time stolen from conflicting reports, which might help. Perhaps your client is middle management, juggling multiple perspectives from both upwards and peers. Perhaps your client is forward-orienting and Happy to let go of sunk cost. Perhaps she is defending sunk cost whatever it costs? Asking yourself questions like this, with empathy and daring to choose a whom, daring to choose a what, daring to ask ourselves, does it work great for those we aim to help? And where is that heading in the big ocean-like waves of change? Who are you in this and what do you want to become? AND who cares about having those problems solved well in a way that will get you and them there?
/episode/index/show/gaming/id/28520330
