I discovered Rachel Botsman just a few weeks ago and, of course, wrote a bit about her work.
The concept of “shared economy” and “idling capacities” isn’t new. However, when I heard her use those terms in a TED Talk, my heart about leapt out of my chest. This resonates so with my idea of work and workplace, in terms of valuing people and resources as well as maximizing outcomes.
Rachel Botsman defines these terms as:
Sharing economy – “an economic system that unlocks the value of underused assets through platforms that match ‘needs’ with ‘haves’ in ways that create greater efficiency and access”. – Rachel Botsman
Idling capacity – “untapped social economic and environmental value of underused assets – tend[ing] to fall into three categories: physical stuff, labor assets (time, skills, human potential), and capital assets (crowd-funding, crowd equity, peer-to-peer lending platforms)” – Rachel Botsman
She talks about this broken system of supply-and-demand. “How can we extract more value from existing assets?”
These ideas are captured in a short video of her speaking here.
I see idling capacities and underused assets in all areas of my life… maybe it’s because I struggle with my own idling or being “idled”. That is not for this conversation. What matters more is how to get folks “in the game”, so to speak, who have so much to bring to the table. Yet, for whatever reasons, are idling. At their work station. In meetings without voice. Working at an idling pace when they have capacity for so much more.
Are you aware of such a situation? Share it in Comments below.
A sharing economy breaks down organizational silos, even departmental and team silos, and creates an environment where assets (people, products, places) are maximized. It can be a messy fuzzy-boundaried process. If organizational leaders are willing to give some latitude to the process and the people “idling”, a much healthier and more efficient workplace could be birthed.
Botsman introduces how technology has spurred the evolution of the sharing economy.
In considering how to have a more expansive mindset related to applying available resources to a problem, we have to be willing to do some difficult things. There are those who will have to give up some control. In a sharing economy, there’s no such only one “smartest person in the room”. Trusting other people on our teams with chunks of decision-making along with the work both conserves and optimizes.
We have to be willing to think outside that proverbial box and ask questions like “what more can we do with….” or “who else can we include….” or “what is it we don’t want to leave out”.
I love those kinds of questions!
Maddening for some, I know. I get it…
For today, I just wanted to introduce this subject…still very much a preschooler in this arena. However, I see it as so influential positively in today’s workplace. So fundamental, too.
Build in idling for reflection, rest, and recalibration…but don’t leave assets in that state for very long. It devalues people and delays product development.
Even when we have the technology to streamline processes and move projects to completion, we have to understand how technology affects trust. Botsman has a quick summation here:
Two workplace scenarios. The first is when either the manager or the team is super excited about a goal, and action items are determined and given to just the right team member and calendared for quick turnaround. Photo Credit: JSC
The second scenario is when either the manager or the team is super excited about a goal, then one or the other digs in their heels. The meeting ends with no clear shared responsibilities, no movement forward, no hope of change.Photo Credit: GangplankHQ, Flickr
Sigh…all the most excellent strategic planning can take place inside a conference room…and without execution. Essentially, nothing happened there.
I’ve had both kinds of team experiences and want to focus on the former one above. Talk about high employee morale when a group of colleagues operate as a finely tuned machine and the yield is high-quality productivity.
When you go to the website, you actually are able to immediately grow in your understanding of how to influence execution in your company. The video below is an incredible teaching tool – 17 minutes of powerful content on execution:
In brief, their 4 disciplines of execution are:
Focus on the wildly important goals (WIGs). The day-to-day operations always stand against those game-changer goals. Determine to be unyielding on the highest-priority goals (1-3 maximum).
Act on the Lead Measure. [New terminology for me.] The lag measure is the goal itself. The lead measure is what you can influence to accomplish the lag measure. Lead measures are the leverage used to get to the lag measure (goal). Lead measures are “predictive and influenceable“.
Create a compelling scoreboard. I appreciate the wisdom of this (Chris McChesney describes it so well in video above). The scoreboard is not for the manager. It’s all about the players at this juncture, and it should feel like a game. [Actually an element of fun and energy incorporated. What a concept!] The scoreboard would be simple, highly visible and the players (employees) should be able to tell right away from the scoreboard whether they are winning or losing toward meeting the goal.
Create a cadence of accountability. Everybody is going to love this! 20-minute meetings are calendared every week, at the same time. All the people in the room have “skin in the game”. This meeting is sharply focused on 3 things (related to the lead measures only): each person reports on the week before; reviews/updates the scoreboard; makes commitments for coming week. That’s it! How streamlined and forward-moving, is that?!
Many years ago, I was on a work team that was given the responsibility and liberty to determine what else was needed in the formation of a comprehensive cancer center. We had many places already in place – excellent medical and nursing care, an engaged community, and a charitable foundation to provide extra resources for taking us to a state-of-the-art cancer center.
3 nurses – Kay, Kathy, and I – had the question to answer of “Why Else?” What else did we need? We worked together on the planning and execution of comprehensive support services and education. Each of us brought our own giftings – I had vision and ideas, Kay was an influential nurse manager, and Kathy was detail-oriented and had a gift for taking a project to completion. Some of the services that came out of those problem-solving sessions are still embedded deeply into the DNA of that cancer center today.
Start at 6:17 minutes in (if you don’t want story and context), and you will hear his wisdom about the importance of radical truthfulness and radical transparency.
“One of the greatest tragedies of mankind: People arrogantly, naively holding opinions in their minds that are wrong…and acting on them, and not putting them out there to stress-test them, and that’s a tragedy.” – Ray Dalio
“Collective decision-making is so much better than individual decision-making if it’s done well.” – Ray Dalio
Kathy, Kay, and I had that sort of team relationship – radical truthfulness and radical transparency.
Whether you are part of a team, or an independent entrepreneur, there are excellent principles here.
If you want to take an honest and critical look at your team or company’s success in operation, you have great helps here – in the FranklinCovey’s counsel, in Ray Dalio’s discoveries and in the philosophies of business leaders like Steve Jobs. I’d also like to add anything on teaming by Patrick Lencioni.
I would love to hear how you get to execution…because until you do, it’s just meetings upon meetings.
Please add in Comments below any other resources that have proved helpful to you in getting to effective execution with the added impact of high morale in getting to goal.
YouTube Video – 4 Disciplines of Execution – Gwinnett Medical Center – This was personally very satisfying and encouraging for me. My dad was a patient at this medical center during the time when there were banners flying everywhere about it being one of the top medical centers in the country. At the same time, we family members stayed with him around the clock, because nurses did not come when we called, nor were other services offered with any communication that my dad or we mattered to staff. To see that they also came to recognize this was a problem and took effective steps to correct it was exciting.
Some weekends are meant for lots of play mixed with Fall clean-ups…this was one of those. Then Monday comes around. You pull your tired body out of bed, try to stretch those shoulders out and loosen up your knees again. In a matter of minutes, you settle that frame in your desk chair, and expect your brain to be on task with new work-week vigor. Right?
Maybe. Whether it’s Monday or any other day, our workspaces (especially if it’s cubicle life) can, over the course of the day, do a number on our creative thinking and problem-solving. Our minds and bodies cry out for stretch breaks…and not just to hit the restroom and pour the next cup of coffee. A change in location – i.e., to the next meeting – isn’t the recipe for clearing our heads either.
Getting outside…now that’s a grand solution.
My husband works on an incredibly beautiful street in our city. He is in meetings inside, of course, much of the day. When not in meetings, he’s at his desk. Eating his apple and bag of nuts, at lunchtime…right there. At his desk.
I don’t take advantage of being outside myself, so no shaming here. Still, the individual worker and the work itself would certainly profit from a breather…a step away from the desk or conference room table…a few minutes on the outside.Photo Credit: University of Washington
“Brain breaks can make a big difference in your ability to be productive, creative, and innovative. The paradox is that doing less often allows you to do more.” –Jeff Stibel
Walking into an office building and around the folks smoking, I think, “Hey, nice they [have to] go outside…just that alone probably counters some of the impact of smoking on their health.”
Hopefully, you didn’t use up your break reading the blog today…unless you’re reading it while you’re sitting outside in the sun.
I love Philip Terman’s poem Some Days about the replenishing affect of the quietening out-of-doors. Here’s a portion:
Some days you have to turn off the news and listen to the bird or truck… You have to close all the books and open all the windows so that whatever swirls inside can leave and whatever flutters against the glass can enter. Some days you have to unplug the phone and step out to the porch and…allow the sun to tell you what to do.
– Philip Terman, Our Portion: New and Selected Poems