NCMO’s Grandchild

The predominate feature of modern communications technology (and environment) is distributed communications; we no longer need a centralized physical office to manage our affairs.

Last updated on January 2nd, 2019 at 07:02 pm

The Dark Age

A long, long time ago, in a place far, far away, “Harry” served within the NCMO (Navaids/Communications Management Office), where he manned the desk as an operator. The NCMO was a room (20 x 20 feet square) adjacent to the Commander’s office; the Commander of a USAF communications squadron. This squadron supported operations of tactical and strategic units on an air force base; and, as such was overhead; but, nonetheless, essential to those tactical and strategic units accomplishing their missions.

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The Opportunity of Change

Because management is the accomplishment of predetermined objectives through others, new managers must look to those within the organization to implement changes to accomplish those objectives.

Last updated on January 2nd, 2019 at 07:01 pm

When a new manager comes into a firm, one thing is for certain: the new manager has been brought in to solve one or more major problems. At minimum, this will be the problem of maintaining momentum; but, more probable, the new manager is there to significantly improve performance well beyond current levels and obtain improved results.

The normal response of the typical employee in this situation is to wait and see what the new manager does, and what follows. This wait and see behavior is typical of a spectator, who can only react to the actions of the new manager.

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Manage the Risk of Briefing New Management

By staying objective, sticking to the facts, and allowing the new management the time and space to work through his/her problem, we can be part of the new manager’s solution, not part of the problem.

Last updated on January 2nd, 2019 at 07:00 pm

A respondent on GaryNorth.com has a problem…

He is a mid-level employee of a firm, is concerned about how to respond to the incoming new top-level boss, who wants one-on-one interviews with all subordinates in the firm, for the stated purpose “… to learn exactly what they do, and to get to know them.”

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Part 2 – Performance Appraisal Implementation

If we are to control our future, we have to control our present; and we also have to build that future based on the present.

Last updated on January 2nd, 2019 at 06:59 pm

I have several options for my “review,” which we plan to schedule for this coming mid-week. I could take the approach of asking good questions and getting as much info from my boss as possible to see how I’ve done and how I can improve. I could ask to negotiate my “guaranteed minimum” bonus so that I get more than the “minimum” based on better than “minimal” performance (how that would be quantified is another question). I could negotiate for a raise due to 1) good performance and 2) being currently underpaid.

Yup, lots of ways to go..

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Part 1 – Performance Appraisal Framework

…establish a true picture of performance first, and don’t ever let compensation concerns affect the view of performance.

Last updated on January 2nd, 2019 at 06:57 pm

Recently on GaryNorth.com, a member asked about how to approach his upcoming six month performance appraisal, and for a framework for the appraisal.  Here is a detailed response:

When I accepted my job about six months ago we agreed that I would have a performance review every six months…

Excellent.

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Dealing with Workplace Incidentals

Can you accomplish one or more of your objectives within this system? Keeping in mind that this system is not unique, but pervasive; and differs only in detail at other firms…

Last updated on January 2nd, 2019 at 06:56 pm

A series of statements recently posted on GaryNorth.com indicate an employee is trying to work through an understanding of his employment environment:

“I had told my wife I could try a dramatic approach, if needed, to try to get what I wanted (which included acting like I was quitting), but I told her the risk/reward potential of that approach wasn’t tilted in my favor in this situation.”

Nothing personal, and no hard feelings, but I suggest you act business-like. “Business-like” as if that next employer was watching. What image would you like him/her to see when you discuss your current behavior at that job interview? Let your preferred image guide your action.

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Exit Strategies

A carefully prepared exit strategy considers both leaving the current organization and entering the next.

Last updated on January 2nd, 2019 at 06:54 pm

The following question was posted on GaryNorth.com:

“What is the framework for formulating/evaluating exit strategies, as well as related tactics?”

Background: Military Context

In the military context, the purpose of a breakout is to save the remnants of a fight from total annihilation, so that they may be reapplied elsewhere at another time. Essentially, the force breaking out either evades or fights its way out using a series of deliberate tactical actions designed to preserve resources, deflect any opposition, and get to a place of safety; it doesn’t turn and run pell mell, as that is generally suicidal.

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Turnover Planning

The Turnover Plan serves many purposes beyond turning over a job to a successor. The basic value in publishing the plan is understanding the job in detail.

Last updated on January 2nd, 2019 at 06:53 pm

The following was posted to GaryNorth.com recently:

“If I decide to leave my job in the next several months, how should I plan to hand off my job to a successor in a professional manner?”

I suggest you publish a Turnover Plan. The ostensive purpose of such a plan is to “turnover” the job to a replacement, whether present or not. But, there are more strategic reasons for you to publish the plan, as indicated by the benefits. Publishing the plan:

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Perspective

…it matters little what perspective others have; yours is the perspective of paramount importance vis-a-vis your career plan. You may choose to adopt another/different perspective; then again, you may not. Same choice for everyone else.

Last updated on January 2nd, 2019 at 06:50 pm

This is part of a dialog recently posted on GaryNorth.com:

“How common is it for anyone to have a 40,000 ft perspective?”

per·spec·tive

[per-spek-tiv]

noun

  1. a technique of depicting volumes and spatial relationships on a flat surface.
  2. a picture employing this technique, especially one in which it is prominent: an architect’s perspective of a house.
  3. a visible scene, especially one extending to a distance; vista: a perspective on the main axis of an estate.
  4. the state of existing in space before the eye: The elevations look all right, but the building’s composition is a failure in perspective.
  5. the state of one’s ideas, the facts known to one, etc., in having a meaningful interrelationship: You have to live here a few years to see local conditions in perspective.

From: <http://dictionary.reference.com/browse/perspective?s=t>

Perspective is a human trait, in all humans, exercised to a greater or lesser extent in any individual as the individual chooses. Those that choose to step back and consider a broader (or another) perspective in any particular context will; those that don’t, won’t.

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The View From nn,nnn Feet

…because he’s in an organization, it’s the management components – accomplishing predetermined objectives through others, that constitute the largest growth opportunity, and will carry him to 10,000 feet over time.

Last updated on January 2nd, 2019 at 06:49 pm

This was posted recently on GaryNorth.com:

“Have you defined more specifically what you mean by the 5,000, 10,000, and 40,000 foot metaphors in another thread?”

The purpose of the analogy is to engage a sense of perspective that is at once micro, macro, and more expansive; and to promote a symbolic viewing of contexts (or components) as part of a larger, whole, and interrelated system: the system of one’s career.

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