Author: Jeremiah

  • Discussion with Kuwaiti Member of Parliament

    A few nights ago I met up with recently elected member of Kuwait parliament the Right Honourable Nawaf Al Fuzaia.  We discussed many things, one of which was about the prospect of doubling of the budget for the Government of Kuwait over the next 10 years.

    That reminded me about C. Northcote Parkinson and his famous discussions around the same topic from the 1960’s – about what is now known as Parkinson’s Law.

    To understand why Kuwait’s government budget will roughly double in the next 10 years, in summary, is because:

    People, events, work, plants even, will expand to fill the space allocated to them. If there is no restraints on growth, then they will simply grow, and grow and grow.

    Put more simply, Parkinson explains succinctly that in a world free of restraints, in government:

    1. An official wants to multiply subordinates, not rivals,
    2. Officials make work for each other.

    To counter this one must place restraints.  Free Market economics works very well because businesses are profit based, so there is a natural restraint upon spending, on expenses. Therefore a business will only grow if it is needed, if it is good.  This is a vital restraint that is missing in most governments of the world: therefore a government will grow whether that growth is needed or not.

    Restraints on budget (as for example, as a percentage of GDP), the number of people, limiting the value of government managed assets: these are ideas for restraints for government.  The State can still own assets, however they are privately managed and therefore profit based – this is a PPP – Public Private Partnership: a concept gaining popularity in many parts of the world.

    Parkinson’s book is available online here: Parkinson’s Law

    This was the general thread of some of our discussion that evening. It was a good night.

    Jeremiah Josey

  • Eight Principles – Participative Management

    This article draws from something I read recently by Joan Lancourt and Charles Savage called Organizational Transformation and the Changing Role of the Human Resource Function

    What is participative management?

    I call it the humanising style of management that I advocate and endorse. Most of my articles describe different aspects of it. The ultimate result is that we treat each other as adults, with sincerity, focus and honesty.

    It is also a style of management that works.

    It’s an open form of management where employees have strong decision-making roles. Participative management can be developed by owners, CEOs and management teams who strive to actively seek a strong cooperative relationship with their employees: their “co-workers” or “associates”. The advantages of participative management include increased productivity, improved quality, and reduced costs. Expansion of the groups activities and their successes is only limited by their imagination.

    Beware however, as it is also a buzz word given lip service by companies appear egalitarian to their stakeholders. So if you have great work environment, and you want to shout out about it, have a third party such as WorldBlu endorse it.

    Traci Fenton at WorldBlu lists the criteria in a very concise way, so I suggest heading on over to her site and checking it out. If your company is like this, then be listed by WorldBlu. Your employees will love the recognition and it will help your business in all the areas I discuss here.

    Here are some companies very well engaged with participative management:

    Joan Lancourt and Charles Savage studied these eight companies and their work makes for interesting reading.

    There are eight core principles that two of the companies, W.L. Gore and Oticon developed, however they are in use by all companies that engage in participatory management to varying degrees.

    These first four principles are from the company W.L. Gore Incorporated:

    1. The Freedom Principle encourages associates to grow in knowledge, skill, and scope of responsibility.

    2. The Waterline Principle states that mistakes, which are inevitable in any dynamic organization, “above the waterline” are not a serious offence. However, mistakes “below the water line” can sink the ship. Therefore, before taking a serious risk, associates need to check with other key people.

    3. The Commitment Principle indicates that associates are expected to keep any commitments they make.

    4. The Fairness Principle mandates that associates be fair to everyone else, including suppliers and customers.

    Leadership at Gore is not positional; it is expected of everyone, and a natural leader is defined by his or her followers.

    Malcolm Gladwell says this in his piece The Tipping Point says this: Small group peer pressure is much more powerful than the concept of a boss (page 186).

    That is why this works. We love to belong to a successful group and our peers are quite to point out when we are not pulling our weight.

    (By the way, Malcolm also covers these points which further describe why participatory management can be so successful: Law of the Few, the Stickiness Factor, and the Power of Context. I won’t cover them here, suffice to say organisations that apply them do exceptionally well).

    The next four principles come from Oticon, where their set of core values to guide the work of the company emerged after hundreds of hours of discussion. These values supplanted the previous formal structures and formed the framework for the four operating principles which guide the transformed organization:

    5. The Choice Principle states that employees may choose their projects and are also free to determine what training they need, their vacation schedules, and their working hours.

    6. The Multijob Principle requires everyone to work on a project outside his or her area of prime competence. This is based on the assumption that “a top chip designer who performs a marketing function in one project becomes a much better chip designer. . . . because he sees the world stereophonically.”

    7. The Transparency Principle promises that with almost no exceptions, every piece of information is available to everyone. The agility, integration, and alignment that result from this policy far outweigh any risk associated with openness.

    8. The No Controls Principle means that projects emerge based on opportunity, need, and interest. Skunk works are common and, although there is a strategic plan, it is not interpreted rigidly.

    Here are some other points raised by Lancourt and Savage with their work:

     In considering how to make the company a national player, Ralph Stayer of Johnsonville Foods came to realize that by keeping people dependent on him for leadership and decisions, he, not the employees, was the source of the problem. He likened the situation to that of a buffalo herd in which the herd simply follows the lead buffalo anywhere – even over a cliff. In contrast to the buffalo, in a flock of geese, each goose is responsible for getting itself to the flock’s destination. When the lead goose gets tired, another goose moves forward to take its place, assuring a fast and steady pace. To help Johnsonville Foods transform itself from a herd of unquestioning followers to a more empowered community, Stayer stopped merely delegating work and instead transferred ownership of the customer relationships to the organizational members.

    At Semco, the leadership baton rotates every six months among the six “counselors” in an effort to void what other companies get stuck with -responsibility nailed down to a single man or woman. At Semco there’s no one to blame if the company goes down the drain. When financial performance is one person’s problem, then everyone else can relax. You get to pass on the baton, but it comes back again two-and-a-half years later.

    Oticon and Semco have found that by openly sharing all information, including financial and salary information, with everyone, the company creates the alignment necessary to maintain order without having to impose controls from the top. This emphasis on shared values and widely available information brings us to a fourth theme: the way in which organizations have altered the language they use.

    At Johnsonville Foods, the role of supervisor has been defined as that of “coordinator,” and the role of manager has become that of “coach.” At Oticon, managers are now “leaders” and “sponsors,” and “sponsorship” at W.L. Gore is also an important role. At Semco, the six senior executives have become “counselors,” and department heads are “partners.”

    There you have it. A start at least anyway. Put it into practice and let your own groups’ style and community standards influence the result.

    Jeremiah Josey

  • Do It Daily!

    Bathing daily, eating daily, sleeping daily. Daily is the greatest gift we have to change our lives. Just by changing what we do a little each day means we can change the course of our lives over a life time. Yoga daily, meditation daily, fresh healthy foods daily, positive uplifting people, conversations, events, circumstances, daily. These steer the way to what ever life you want. Do it today.

    Image

    Jeremiah Josey

  • Appear crazy, but not be crazy

    We drive ourselves crazy when we try to comprehend things beyond our comprehension, trying to make them fit into our own existing paradigm.  That’s being rigid.  Avoid this crazy.  Stretch your own paradigm until it breaks, then you can grab a new one. Then crazy is what you may appear to be, yet you know you are not ;o)

    Like this quote from Ernest

    Become Superior by Ernest Hemingway
    Become Superior by Ernest Hemingway

    Jeremiah Josey

  • Advice from Richard Branson: give your employees freedom

    By Jack Preston of Virgin

    Richard Branson

    You won’t come across many people who have never had a boss. The thought of not having someone to answer to at work is a peculiar one for most people, however for Richard Branson it’s a natural state of affairs.”Having always worked for myself, I’ve never had to play by anyone else’s rules, and I wouldn’t want to. This attitude has shaped my approach to management since Virgin’s early days, when I decided to grant our employees many of the same freedoms that I enjoy,” wrote the Virgin Group Founder in a recent entrepreneur.com blog.

    Without a rule book to adhere to or a rigid company policy to bear in mind, Branson and his Virgin staff have managed to shake up countless industries over the years. A company defined by a ‘Screw it, let’s do it’ attitude towards tough decisions, Virgin has seen its refreshing outlook pay dividends and win the faith of consumers.

    “Today the Virgin Group is made up of dozens of companies headed by CEOs and managers who have the freedom to run their businesses as they see fit. This philosophy goes against the usual rules of business and may seem unmanageable, but it has turned out to be one of the keys to our success,” explained Branson. Who went on to highlight how this played out for one of the Virgin Group’s newest companies in 2012.

    “Our newest business, the global touring company Virgin Live, had a great launch for this reason. Although the Virgin brand is well respected within the music industry given our roots we had no history of promoting global tours. However, our small, enthusiastic team at Virgin Live beat competition from giants within the industry and won the right to promote The Rolling Stones’ 50 & Counting series of shows. This was a very proud moment for us: If you are going to enter this business, there really isn’t a bigger or better way to show your intentions.

    “Before their show at London’s O2 Arena, I caught up with Mick Jagger to have a word and take a few photos with him and my family. After we were chatting he jokingly asked me if I was going to disappear, because ‘That’s what all the other promoters do.’ I had no intention of doing so. ‘I’ll be seeing you down the front,’ I told him.

    “My family and I watched the show standing in front of our seats near the stage. It was a fantastic night – they put on a marvelous show. Why anyone would have passed up the opportunity to see it is beyond me. I thought later that Mick’s question showed why we had won the contract: Our employees love what they do and throw themselves into the work, so they achieve much more than anyone would expect.”

    Men want freedom, women want security. Give it to them, and life is easy.

    Jeremiah Josey

  • The Climb Takes Effort

    Focus, concentration, endeavour, planning. All of these things are needed to reach any height, obtain any position different to where you are currently.

    Realize that anyone who has anything in this life has obtained it through some effort of some kind. Even in supreme creation, what I call creating from a purely meditative state, takes training, discipline and attention to obtain the necessary state of mind.

    Everyone has put in some form of effort somewhere, and where they are is defined by the effort they contributed.  This is a good reminder.

    Those at the Top
    Those at the Top

    Jeremiah Josey

  • Brilliant, and Ancient Technology

    This is the famous 12 sided stone in Hatum Rumiyoc Street, Cusco, Peru.  It is 1,000’s of years old, carved with a technology long forgotten by man, and is in fact lost to modern science.  We do not know how it was done, and we do not know who did it.  It wasn’t the Incas. There is simply nothing in their technology capable of achieving it.

    The stone is carved from diorite which is a very hard, very rare, igneous rock.  These days we cut it with diamond.

    Why are there 12 sides? It’s elementary my dear Watson: the most efficient and most conservative means to cut a stone is to remove as little material as possible, just make some flat surfaces so you can get a good seal with other rocks (there is not filler or mortar used in this wall).  This is only possible if the means by which you cut the rock is so easy, is so simple, that you do not mind putting in 1, 2, 3, 12 sides to get fit you want.  Cutting rock almost as hard as diamond like a hot knife cuts butter – what reality is needed to achieve that?

    That is another discussion, and includes the Pyramids, and Florida’s Coral Castle – a very, very recent application of a similar and related technology.

     

    Hatum Rumiyoc Street, Cusco, Peru
    12 Sided Stone, Hatum Rumiyoc Street, Cusco, Peru

    Jeremiah Josey

  • Who Decides Right and Wrong

    Abraham Hicks

    As you experience more in life you realize that what used to be right for you becomes wrong and visa-versa.

    Doesn’t that make you think about those definitions in the first place?

    Jeremiah Josey

  • The End of Humanity? It’s All in the Numbers

    For the human population to remain steady, each woman needs to have at least two children – one to replace herself and one to replace her mate. The actual number works out to be about 2.1 – to allow for accidents and the like.

    In this very good presentation by Hans Rosling, he very clearly demonstrates how much of the western world is way below 2 births per woman, in fact many countries hover around 1, and he shows how as countries “modernize” their birth rates drop rapidly.

    That means the end of the human race!

    With a little bit more thinking (see here), we’re talking about the year 2300 for the population to be less than 1 billion people. And then afterwards where does it end??!!!

    Hans Rosling’s web site is here: www.gapminder.org.

    Hans Rosling

    Jeremiah Josey

Jeremiah Josey