We all are capable of what matters most
Netflix Management
Loyalty is Good
- Loyalty is good as a stabilizer
- But, unlimited loyalty to a shrinking firm, or to an ineffective employee, is not what we are about
- Hard work is not directly relevant - it's about effectiveness (not effort) even though effectiveness is harder to assess than effort
Tuesday, November 10, 2009
Tuesday, November 3, 2009
3 Nov 2009: "I Love Technology..." (Isaku quoting Kip)
BASECAMP
Web-based tools for managing projects ($20/mo or so)
http://basecamphq.com
List of web-based tools
Web-based tools for managing projects ($20/mo or so)
http://basecamphq.com
List of web-based tools
Thursday, October 29, 2009
29 Oct 2009: Crucial Conversations
"Give me a lever long enough ... and I shall move the world." - Archimedes
If I have an issue, do I want someone to tell me about it?
- Yes, in the right way.
- In the right setting.
Why don't you tell someone their trousers are undone?
- We may be afraid - the other person's attitude is challenging
- Past experience may inform a resistance to doing this
What are the costs of not taking on a crucial conversation
- parking lot veto (watercooler veto)
Everyone (93%) workes with an untouchable - someone dishonest, incompetent, bullying, conniving
- More than half say he's done if or more than 4 years
- They damage moreale, hurt customers, sap productivity
- Fewer than 1 in 8 are willing to talk about it
- 44% say they put in only effort required
- 75% say they could be more effective
Silence Fails
Five Crucial Conversations for Flawless Execution
* 150+ hrs of observation
Results
- Fact-Free Planning
- AWOL sponsors (need to check in regularly and often)
- Skirting
- Project Chicken (escalate and see who flinches first - choosing a whipping boy)
- Team Failures
- overbudget
- missed deadlines
- poor quality of functionality
- damaged morale
- no work-life balance
Wbat if people deal wit the crucial confrontation?
- cut dollar impact
- reduce cost savings
Leadership Skill
1) What results do you want that you're not getting?
2) What crucial conversation is ot being held or not being held well that perpetuates your problem?
When emotions kick in, you're unlikely to do your best.
As soon as a conversation changes, the motive changes. (No longer about project, but about winning the conversation - I'm going to dominate you!)
Identify:
1) What do I want for myself?
2) What do I want for the other person?
3) What do I want for our relationship?
What do I want to be better or different after this conversation.
We see facts and interpret them with a narrative (tell ourselves a story).
We generate an emotional response to our story - and act accordingly.
People see our reactions to emotions that are caused by a story not understood by the other.
Thoughts are electrical, but emotions are chemical.
Emotions have a shorter half life.
Identify if things aren't working and say, "Can we talk about this in 20 minutes?"
"The measure of success is not whether or not you have a tough problem to deal with, but whether it's the same problem you had last year
- John Duluth
"What you can't communicate runs your life." - Dr. Robert Anthony
"Don't trade the possibility of an uncomfortable conversation for the certainty of bad relationshipas and results."
We are left to deal with the most complex and challenging conversations of our lives with the same set of skills we would use to deal with a salivating predator. (Blood leaver our brain and goes somewhere else when we're frustrated.)
Start with the Heart
- Learn to look (make it safe, master my stories)
- State my path (explore others' paths, move to action)
So what happened today?
- look for more facts to build a more complete story
- the more mutual respect, more shared goals, the safer we all feel
If someone said something that wasn't true, we should try to understand why someone would think that and understand their point of view. (Joseph Smith)
Name the game and take away the power the other peson is using against you.
Motives that Kill Dialogue
- save face
- look good
- keep the peace (artificial stability/remedy)
- avoid conflict
- win
- be right
- punish
If you're trying to deal with "the hog" through external controls, you never solve the problem.
Why do I need to identify my motive?
The motive you can't see controls oyu
you aren't that good an actor
If you can see it, you can't fix it
Questions provoke the brain
Learn to look for silence and violence
silence, withdrawng, avoiding, masking, DIALOGUE, controlling, labeling, attacking, violence
The sooner you notice you're not
IT IS AS HARD TO SEE ONESELF AS TO LOOK BACKWARDS WITHOUT TRUNING AROUND.
Present facts, not opinions
State motives
People never become definsive about what you're saying. People become definsive because of why they think you're saing it.
You know I care about your goals
You know that I care about you.
With enough safety you can talk about anything.
If safety is at risk, don't water down the content,
Can one person who disagrees respectfully make it safe for the entire group?
19/20 yes!
You cannot run away from a weakness. You must fight it out. Why not now, where you stand?
All my life I've wanted to be somebody. Now I see that I should have been more specific.: Search for signs of Intelligent life inthe Universe
If I can change, it will improve the relationship.
a lot of evidence shows that if 1 changes, then the relationship improves
The Bonds that Make us Free
if each person wakes up each morning with an anxious concern for the other, then you're going to get good places. (Pres. Hinckley)
If I have an issue, do I want someone to tell me about it?
- Yes, in the right way.
- In the right setting.
Why don't you tell someone their trousers are undone?
- We may be afraid - the other person's attitude is challenging
- Past experience may inform a resistance to doing this
What are the costs of not taking on a crucial conversation
- parking lot veto (watercooler veto)
Everyone (93%) workes with an untouchable - someone dishonest, incompetent, bullying, conniving
- More than half say he's done if or more than 4 years
- They damage moreale, hurt customers, sap productivity
- Fewer than 1 in 8 are willing to talk about it
- 44% say they put in only effort required
- 75% say they could be more effective
Silence Fails
Five Crucial Conversations for Flawless Execution
* 150+ hrs of observation
Results
- Fact-Free Planning
- AWOL sponsors (need to check in regularly and often)
- Skirting
- Project Chicken (escalate and see who flinches first - choosing a whipping boy)
- Team Failures
- overbudget
- missed deadlines
- poor quality of functionality
- damaged morale
- no work-life balance
Wbat if people deal wit the crucial confrontation?
- cut dollar impact
- reduce cost savings
Leadership Skill
1) What results do you want that you're not getting?
2) What crucial conversation is ot being held or not being held well that perpetuates your problem?
When emotions kick in, you're unlikely to do your best.
As soon as a conversation changes, the motive changes. (No longer about project, but about winning the conversation - I'm going to dominate you!)
Identify:
1) What do I want for myself?
2) What do I want for the other person?
3) What do I want for our relationship?
What do I want to be better or different after this conversation.
We see facts and interpret them with a narrative (tell ourselves a story).
We generate an emotional response to our story - and act accordingly.
People see our reactions to emotions that are caused by a story not understood by the other.
Thoughts are electrical, but emotions are chemical.
Emotions have a shorter half life.
Identify if things aren't working and say, "Can we talk about this in 20 minutes?"
"The measure of success is not whether or not you have a tough problem to deal with, but whether it's the same problem you had last year
- John Duluth
"What you can't communicate runs your life." - Dr. Robert Anthony
"Don't trade the possibility of an uncomfortable conversation for the certainty of bad relationshipas and results."
We are left to deal with the most complex and challenging conversations of our lives with the same set of skills we would use to deal with a salivating predator. (Blood leaver our brain and goes somewhere else when we're frustrated.)
Start with the Heart
- Learn to look (make it safe, master my stories)
- State my path (explore others' paths, move to action)
So what happened today?
- look for more facts to build a more complete story
- the more mutual respect, more shared goals, the safer we all feel
If someone said something that wasn't true, we should try to understand why someone would think that and understand their point of view. (Joseph Smith)
Name the game and take away the power the other peson is using against you.
Motives that Kill Dialogue
- save face
- look good
- keep the peace (artificial stability/remedy)
- avoid conflict
- win
- be right
- punish
If you're trying to deal with "the hog" through external controls, you never solve the problem.
Why do I need to identify my motive?
The motive you can't see controls oyu
you aren't that good an actor
If you can see it, you can't fix it
Questions provoke the brain
Learn to look for silence and violence
silence, withdrawng, avoiding, masking, DIALOGUE, controlling, labeling, attacking, violence
The sooner you notice you're not
IT IS AS HARD TO SEE ONESELF AS TO LOOK BACKWARDS WITHOUT TRUNING AROUND.
Present facts, not opinions
State motives
People never become definsive about what you're saying. People become definsive because of why they think you're saing it.
You know I care about your goals
You know that I care about you.
With enough safety you can talk about anything.
If safety is at risk, don't water down the content,
Can one person who disagrees respectfully make it safe for the entire group?
19/20 yes!
You cannot run away from a weakness. You must fight it out. Why not now, where you stand?
All my life I've wanted to be somebody. Now I see that I should have been more specific.: Search for signs of Intelligent life inthe Universe
If I can change, it will improve the relationship.
a lot of evidence shows that if 1 changes, then the relationship improves
The Bonds that Make us Free
if each person wakes up each morning with an anxious concern for the other, then you're going to get good places. (Pres. Hinckley)
Thursday, October 22, 2009
22 Oct 2009: Continuing the Budget Discussion
F&A Federal Administration - 42%
70% of F&A stays at top Bridge funding
30% of F&A goes to college
10% of college funds goes to department
any left over funds go to the PI
F&A at BYU stays at the top (VP for Research)
Some gets channeled in several different colleges
Different colleges decide what departments to help and within depts which professors to support
The mission of BYU is undergraduate teaching
BYU Emphasis on student mentoring
2 avenues: faculty funding mentoring ($500) and student funding ($1500)
Fast lane NSF
Cover Sheet
Table of Contents
References Cited
Budget (Including Justification)
Facilities (In Kind goods and what the facility offers you)
PI CoPI Info (Put in system by Grants Administrator at BYU)
suggested Reviewers
Project Summary
Project Description
Bio Sketch
Facilities
Current and Pending
Supplementary Docs (Evidence)
Deviation Authorization (Money can't be spent in certain ways)
Additional Single Copy
Resubmission details - reviewer
There are different categories:
Gifts cannot have F&A attached
Research accounts are all separated
Grant Manager (name them by name)
Name the name and salary and qualifications
70% of F&A stays at top Bridge funding
30% of F&A goes to college
10% of college funds goes to department
any left over funds go to the PI
F&A at BYU stays at the top (VP for Research)
Some gets channeled in several different colleges
Different colleges decide what departments to help and within depts which professors to support
The mission of BYU is undergraduate teaching
BYU Emphasis on student mentoring
2 avenues: faculty funding mentoring ($500) and student funding ($1500)
Fast lane NSF
Cover Sheet
Table of Contents
References Cited
Budget (Including Justification)
Facilities (In Kind goods and what the facility offers you)
PI CoPI Info (Put in system by Grants Administrator at BYU)
suggested Reviewers
Project Summary
Project Description
Bio Sketch
Facilities
Current and Pending
Supplementary Docs (Evidence)
Deviation Authorization (Money can't be spent in certain ways)
Additional Single Copy
Resubmission details - reviewer
There are different categories:
Gifts cannot have F&A attached
Research accounts are all separated
Grant Manager (name them by name)
Name the name and salary and qualifications
Tuesday, October 20, 2009
Grant Timeline Revisited
- Meet with grant writing team at Department of Education of McKay School
- Talk with IRB (and find out timeline)
- Email Manohar & phone
- Email Mulmiji
- Email Mahabir Pun
- Get HLCIT update
- Submit funding proposal to Erika
- Run proposal by Erika Feinauer
- Run proposal by Randy Davies
- Run proposal by David Wiley
- Question
- Narrative
- Lit Review (Spencer)
- Budget
- F&A Indirect Costs
- Evaluation
- CV (Tiffany, Wiley, Davies, Manohar, Mahabir)
- Talk with IRB (and find out timeline)
- Email Manohar & phone
- Email Mulmiji
- Email Mahabir Pun
- Get HLCIT update
- Submit funding proposal to Erika
- Run proposal by Erika Feinauer
- Run proposal by Randy Davies
- Run proposal by David Wiley
- Question
- Narrative
- Lit Review (Spencer)
- Budget
- F&A Indirect Costs
- Evaluation
- CV (Tiffany, Wiley, Davies, Manohar, Mahabir)
20 Oct 2009: Aaron Popham: Grants & University System Details
Government Grants
Any federal contract would have to go through www.grants.gov (searchable, key word search)
Federal Registration: any entity or action that is passed through govt is recorded in registry
RFPs and RFAs (Federal Registry Announcement & Dept Description of that information)
Federal Registry is best place to find details about funding grants.
NSF website has a nice engine for investigating RFAs www.nsf.gov (get number and search on grants.gov)
National Department of Education
Go to State Govt website and search for grants. You need to know someone in order to be alerted.
IRIS database (Illinois Research Institute System) - BYU pays for a subscription
All university grants need to go through approval process of department and university first
All grants that have work with human subjects need approval of IRB
30-60 days is release of announcement of RFP
Grant writing is different than scholarly writing
Need for scholarly support
Write to a distinct set of criteria (which means different language)
A faculty member that tries to go it alone may leave out essential nuances of the grant lingo
BYU's F&A On Campus Indirect Cost is 50% Off-Campus Indirect costs is 28% (>120 days away)
Budget
Personnel
Benefits
Capital Equipment >$5,000 per item
Supplies <$5,000 per item
Travel (Air tickets, food, hotel)
Stipend (Training for participation, subsistence allowance)
Contractual (consultants)
F&A (Facilitites and Administration)
BYU uses a modified indirect costs (BYU only takes FA on the first $25K of the total of all contractual work); there is no F&A on stipend. Put as much into contractual embed travel costs in the contractual agreement.
Division at BYU dedicated to grant disbursement
Any federal contract would have to go through www.grants.gov (searchable, key word search)
Federal Registration: any entity or action that is passed through govt is recorded in registry
RFPs and RFAs (Federal Registry Announcement & Dept Description of that information)
Federal Registry is best place to find details about funding grants.
NSF website has a nice engine for investigating RFAs www.nsf.gov (get number and search on grants.gov)
National Department of Education
Go to State Govt website and search for grants. You need to know someone in order to be alerted.
IRIS database (Illinois Research Institute System) - BYU pays for a subscription
All university grants need to go through approval process of department and university first
All grants that have work with human subjects need approval of IRB
30-60 days is release of announcement of RFP
Grant writing is different than scholarly writing
Need for scholarly support
Write to a distinct set of criteria (which means different language)
A faculty member that tries to go it alone may leave out essential nuances of the grant lingo
BYU's F&A On Campus Indirect Cost is 50% Off-Campus Indirect costs is 28% (>120 days away)
Budget
Personnel
Benefits
Capital Equipment >$5,000 per item
Supplies <$5,000 per item
Travel (Air tickets, food, hotel)
Stipend (Training for participation, subsistence allowance)
Contractual (consultants)
F&A (Facilitites and Administration)
BYU uses a modified indirect costs (BYU only takes FA on the first $25K of the total of all contractual work); there is no F&A on stipend. Put as much into contractual embed travel costs in the contractual agreement.
Division at BYU dedicated to grant disbursement
Tuesday, October 13, 2009
13 Oct 2009: CV Preparation
C.V
Most recent first (reverse chronological)
2 page abbreviated
Presentations - up to 5
Publications - up to 5
list of recent collaborators
Name
Contact Info
Education (Degrees & Process)
Profile
Publications
Other Writings
Employment
Presentations
Memberships (Current and Recent)
Skills? (provide context for reader)
Grants
Awards
Teaching
Service
Leadership
Languages
Research Agenda & Interests (current)
Cover Letter
Objective
Names of References
Most recent first (reverse chronological)
2 page abbreviated
Presentations - up to 5
Publications - up to 5
list of recent collaborators
Name
Contact Info
Education (Degrees & Process)
Profile
Publications
Other Writings
Employment
Presentations
Memberships (Current and Recent)
Skills? (provide context for reader)
Grants
Awards
Teaching
Service
Leadership
Languages
Research Agenda & Interests (current)
Cover Letter
Objective
Names of References
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