Category Archives: Learning

Logic and Data; Yin and Yang

In a recent engagement, I’ve been paired with a pecuniary peer in pursuit of building a business case.

We worked together with the customer in a workshop and emerged with very different interpretations.  On its own, this is not surprising-  ask different individuals what happened in a meeting and you’ll get different answers- but we had core and complimentary purposes for the workshop.  I found obstacles and points of change.  The logical implications and resolutions flowed from that seed.  He found an accounting indicator that was far out of range (and not in a good way) for the customer’s industry. 

I focus from the qualitative perpective, taking processes, systems, information, strategies and data and craft the logical argument; he approaches from the quantitative perspective, taking processes, systems, information, strategies and data and crafts the fiancial justification.

Together we earned executive buy in.  We made a formidable team.

This post was originally titled “Logic vs. Data,” but that’s wrong.  It’s not Yin vs. Yang; it’s Yin and Yang.

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What is Creativity?

Early in my career, I read George Will’s excellent “Men at Work,” which not only made a baseball fan out of me, but helped me understand professionalism.  Hard work, practice, and development of skills apply to talent-related activities, not just white collar careers.

Is a creative person talented or professional?  Neither.  Both.  The creative person has a different end in mind.  For example:

If they give you a box of Legos and you build the little space-ship or car pictured on the cover, you’re solving problems; if you take that same box of Legos and make a trebuchet out of it, you’re being creative.

You have the same ingredients, the same effort, but completely different goals.

Do we really need 10,000 hours?

Malcom Gladwell makes the case for a ten thousand hour path to expertise in his book Outliers.

Simple math tells me, with forty hour weeks, fifty weeks a year, you’ll reach that plateau in five years.

We’re in Pre-Sales.  We haven’t got five years.  We’ve got until the demo date, likely set by the sales rep.*

What can we do with one hundred hours?  Invest it wisely.  Now go!

*With an eye towards return-flight scheduling convenience.

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Some ‘Splaining to do

We’re not here to teach, though we are here to explain.

We take our user interfaces, technology stacks, business processes, data, and reports and present a tasty jambalaya to our audiences.  We take complexity and convey simplicity through a memorable theme and three bullet points.*

We take an audience from “I don’t get it,” to “I want to get it.”

It’s some ‘splaining we do.

*because two aren’t enough and four is too many

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Schooling is the Opposite of a Desire to Learn

Schooling is someone forcing an agenda of information upon you.  “You must know this and this.” Hence the term: you’ve been schooled.  You’ve been taught a lesson.

A desire to learn is at odds with this.  You can only come to knowledge by seeking information and using it to expand your current understanding.

By asking questions, the learner can get to the point with the teacher.

By asking questions, the teacher can quickly gauge where the learner is.

Is it any wonder the best teachers (Socrates, anyone?) ask questions rather than dictate?

Questions are the currency of communication.  Information is worthless without the curious mind.

Discovery meetings are the time to ask questions.  If the customer insists on telling you their agenda, teaching you, how will they know if you’ve  understood them?

Climbing the Spiral Staircase

Every cycle you engage in- win, lose, or draw- you gain experience.

That experience brings out the finer points, the little touches and nuances that make a difference.  A point of positioning here, and understanding of the user’s life there, and tips about using projectors and podiums and whiteboards everywhere.

There’s always another level of competition.  There’s always a better way to convey the message.  There’s always a way to change, to improve.

Keep climbing the spiral staircase up and through the stratosphere.  Otherwise you’re just doing a job.

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“Well, I guess you’re a manufacturing company.”

Years ago, in a discovery session with a manufacturing company, my peers (manufacturing, planning, and production) poked and prodded as we walked about the facility, asking insightful questions about the customer’s operations, the challenges they faced, how they ran this and that process, when they resorted to manual lists and spreadsheets, when they made decisions with autonomy, when they went up the hierarchy; they even discussed the most economical approach cutting small pieces of steel out of a large piece of scrap.

In short, my peers proved themselves to be not just product and solution experts, but to truly be subject matter experts.

The moment that most impressed me was at the end of the day when, gathered around a table (okay, a folding-table like you get at Sam’s Club) in a conference room just off the manufacturing floor, one of my peers exhaled a sigh and summarized her day with, “Well, I guess you’re a manufacturing company.” Chuckles and agreement all around. Obvious but true.

This is winning the deal in discovery.

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Motivations in the Life-cycle of Experience

We go through a succession of motivators as we gain experience:

  • Fear of failure
  • Proving yourself
  • Taking risks
  • Being Bold
  • Leadership

Where are you on your journey?

Some Notes on a Fresh Outlook

I was once a Product Manager and dealt with 150-200 actionable emails a day.  In the Pre-Sales role the volume tends to be lower and much of it is essentially instant messaging. The challenge of handling, organizing, and cleaning up the mailbox remains.

As a Product Manger, I would do email in batches.  I’d stay off the email server for half the business day, then dedicate an hour to downloading and manually processing messages into folders for Today, Tomorrow, and Next Week.  Then I’d tackle the Todays and Tomorrows as a priority.  Next Week was a black hole where emails went to wander, lonely and forgotten.  I figured if it was important, people would ping me again.  They usually did.

In my Pre-Sales role, the trick is keeping the number of folders simple and taking advantage of the email folder’s search box.

I have offline folders for Opportunity, Product, Corporate and another for Travel.*

 Anything Opportunity related- sales team notifications, strategy emails, messages from the customer, documents, etc. get stuffed there.  I can find anything I want with a keyword search using names of people involved, the customer name, or something unique about the situation, e.g. “Smith, Marketing, MegaBigCo” and voila, it’s one of the resulting items that has been filtered out.

 Product gets any interesting Product Management announcements, hints and tips, customer reference stories, presentations, answers to technical questions shared by the Pre-Sales community.  Again, finding content is judicious keyword searching.

 Corporate gets the occasional organizational announcements and anything else that looks like business news.

Travel is an online folder to hold all my travel reservations and receipts, and is conveniently accessible from my smart-phone when I land and wonder what hotel I’m staying at, or what time my return flight departure is.

Storage space is cheap; searching and indexing are impressively fast and effective; I hate over-organizing with color coding, multiple levels of sub-folders, flags and follow ups and categorization.  The tags you need to find information are already in the documents.  Use them.

*Actually, I have another offline folder I call Praise. Any feedback from reps or people I’ve helped gets stuffed there. It’s surprising how many “thank you!” or “awesome job!” emails pile up through the course of the year.

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Letting Go?

You work in teams.

Teams imply collaboration

Collaboration implies more than one person responsible for execution.

A challenge creeps into this cooperative approach, this division of labor, even when those in the team execute according to expectations. Their execution and vision isn’t the same as yours. It’s of a different quality. The writing – the messaging you’re trying to craft- looks like it came from a committee. The audience will see this. 

But…

How far can you push before the whole project crumbles? Do you let go and face the audience knowing it isn’t the best? Do you go all Steve-Jobs-it-must-be-insanely-great on the team?

Tough call.

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