Relieve stress

Last week I spoke about the two lessons I've learned during last year and 2009. Today I'll speak of the second lesson.

Lesson 2: When things change more often than expected, don't sweat it. Adapt.

Did I say I like planning? I do. But... too much planning can be a waste of time and effort.

Sometimes things just aren't in your hands. You depend on other people, other areas in the company and I think we've pretty much concluded that the only thing you can control is your reaction to situations.

Things change continously and the time lapse between changes is so short that there really is no time to plan again.

What to do?

Stop resisting, go with the flow. Adapt. New circumstances are thrown to you? Re-adjust yourself to respond effectively.

No stress, no worry, no resistance to what is, because it already is!
No complaining, no badbauthing, no resentments.

Regroup, adjust and act.

I wonder what lesson 3 will be...

Micromanaging or are you burning yourself out?

2008 and 2009 so far have taught me two very important lessons. I will cover both in two separate installments.

Lesson 1: Micromanagement

First, let’s define what micromanagement is, according to dictionary.com:

mi⋅cro⋅man⋅age
   /ˈmaɪkroʊˌmænɪdʒ/ Show Spelled Pronunciation [mahy-kroh-man-ij] Show IPA
–verb (used with object), -aged, -ag⋅ing.
to manage or control with excessive attention to minor details.

I like planning. In fact, I love planning. An old boss of mine used to say that the Japanese spend 70% of the time planning. True? I’ve no idea, but I have seen better and more effective results when I plan whatever I’m going to do.

Planning then starts to become addictive and soon you find yourself trying to plan not only your work, but the work of the people you work with.

You want to cover all the bases. You hide your “control-thirst” behind an attitude of “I want to help, I want to teach, to lead”. And in the end you realize there just isn’t enough time to control every variable and more importantly, there isn’t enough time, energy or patience to “control” people.

You are going crazy trying to take care of all the details, people start to hate you because you want them to do things your way, the results are not good and the stress levels rise rapidly.

A crisis is reached.
You reach a crisis.
The smell of smoke coming from your brain.
The realization of the time spent away from family, friends and hobbies.
The thought: Was it worth it?

No, it’s not. It doesn’t matter If you made a lot of money.

My advice?

Chill. Forget about control. Make peace with the fact that it’s not realistic to control everything. In fact, it’s not necessary. Trust in the people you work with (See the podcasts about delegation at www.managertools.com).

Prioritize. How? One really good way is using Pareto’s Law (also known as the 80-20 rule), which states that, for many events, roughly 80% of the effects come from 20% of the causes. So choose the 20% of activities that have the 80% of impact in your operation, and focus on that.

Pareto’s Law is just one way, but research more.

Even if your team don’t deliver, it’s not the end of the world. Re-focus on that 20%. Avoid anger and regroup.

Meet me here next time to review lesson 2!
All the best!

How to Be a Star at Work: 7 Rules for a Really Big Career

I read this fabulous article by Cathie Black who is president of Hearst Magazines, which publishes O, The Oprah Magazine. In it she presents seven ways to get ahead in your professional career. I thought it was very timely, so here it is, taken from oprah.com.


How to Be a Star at Work: 7 Rules for a Really Big Career
By Cathie Black

From a lowly sales assistant to head of a magazine empire (...) Cathie Black has boldly gone where no woman has gone before. Here, in a preview of her forthcoming book, Basic Black, she shares her unorthodox (dare we say daredevil) strategies for getting ahead.

Thousands of years ago, a handful of fortune-tellers roamed ancient China, traveling to the palaces of Mandarins and predicting the future. When they were right, they were showered with riches and praised at lavish banquets. When they were wrong, they were boiled alive.

Taking a risk is scary when you focus on what can go wrong and exciting when you consider the benefits if all goes well. The trick is to think about risk in the right way and use it to your advantage. Most people see taking risks as opening themselves up to unnecessary, even dangerous, chance. But the truth is, avoiding risk won't keep you safe, nor will it guarantee a smooth ride.

In fact, the opposite is often true. It's like the monkey parable: A monkey sees a nut in a hole and reaches in to grab it. Once he's closed his fist around it, he can't get his hand back out of the narrow opening. He can't free himself unless he lets go of the nut, but because he's afraid to lose it, he won't let go.

Trying to avoid risk is like clinging to that nut. You may think you're playing it safe by holding on to what you have, but in reality you're just hindering your own progress.

Keep reading...

Transmilenio and design during Christmas

I'd had a crappy day and then just when I was getting home, something brought a smile to my face...

Yesterday was a long succession of ups and downs, mostly downs, made lots of mistakes, there was a tense atmosphere... at the end of the day I took a Transmilenio bus to go home. 50 minute commute, listening to my iPod, trying not to think too much about the events of the day.

When suddenly, as the bus was approaching the Portal (Terminal, the last stop) the driver speaks up in this towering voice (which they never do, as you'd know if you live in Bogotá; Transmilenio drivers are not allowed to talk to passengers) and said:

"Hello, passengers! My name is So and So (I'm so sorry I didn't get his name) and I just want to say to you all that it has been a pleasure driving you tonight and that I do this work with love, because I am here to serve you. I also want to wish you all a very Merry Christmas and Happy New Year and a wonderful evening!"

Well, as you can imagine, we were all kind of shocked at first, thinking that maybe this guy was some psycho that was going to kidnap the bus or something. But then the whole bus burst into applause and some people yelled "And to you too!". I did have a funny feeling in my throat, a mixture of sudden happiness and tears.

And what does this story have to do with design?

Design as this driver drives. Design because you love it. Be excellent in your endeavors because it will bring you joy, because this is the way you serve the world. And your tool is design. Do you think you can reach such passion?

All the best!

Honor your commitments

Obvious, right? Yet seldom people do. It all boils down to that short, simple word: Trust. And trust can make or break a deal, can’t it? But if it’s so important, why then people don’t honor their commitments?

When I was a teenager I suffered of disorganization and lack of direction and focus. Then I started working and soon I learned that professional life is filled with commitments. From the specific goals for your position to the staff meetings, you acquire commitments all the time.

And people expect you to do what you said you were going to do, when you said you were going to do it, using the parameters you agreed to use.

So I embraced this “honoring my commitments” philosophy and I’ve been like that ever since.

I’ve recently experienced quite the opposite working inside a corporate culture in which getting 30 minutes late to a meeting or not showing up at all is considered normal. I reluctantly accept a 15 minute tardiness. Any longer than that is simply an insult. Or so I thought.

Now my new challenge is to not let myself be contaminated by such culture, which is somewhat hard to do because if they’re not going to show up, why bother handing in your homework?

So far, I’ve been able to identify two kinds of people:
- Those who say they’re going to do x or y and don’t do it and…
- Those who just can’t say no to anything.

I intend to make this post into a wake up call for the vast number of people who take commitments lightly:

Do you want your customers and employees loyalty?
Earn their trust.
How?
Do things when you say you’re going to do them. To the minute.
Do things the way you say you’re going to do them. Always.
Strive for excellence.

It will render high dividends, even more sales! As the Mastercard campaign goes: “Being trustworthy: Priceless”.

All the best!

Accountability (Part 3)

The past couple of weeks I presented two examples of accountability in the workplace (Accountability Part 1 and Part 2). This week I’ll cover a polemic topic. IM at the office.

Bottom line, I think Messenger and other IM platforms should be allowed at work.

Here in Colombia, the general rule in companies is that you’re not permitted to IM while at work. As with anything that’s prohibited, you want it more! And this creates the need to find a way to get around this rule. And believe me, people will always find a way to get around it.

So it becomes this clandestine activity and you end up using valuable time trying not to get caught.

The idea behind this rule is that you don’t waste working hours chatting to your friends online; computers are set up so that you won’t be able to access any chatting software.

Now let’s go back to the title of this article, accountability.

I used to work for a company where IM was not only allowed but encouraged! So I concluded:

• When IM is allowed, most people tend to use it more and more sparingly as time passes. They end up getting tired of it.

• Performance should be evaluated based on results, goals and expectations, not on how many hours your backside is on the chair.

• IM can even be used as a working tool, you can easily share files, video-conference… and you can save time by not having to go to the 10th floor to ask something from someone.

So the idea I want to leave you with is this:

The issue is not breathing down the necks of each of your employees to see what they do every hour of every day and try to ensure that they do their work. The approach should be to set clear goals and expectations from the beginning and follow them up regularly. I’ve found that most people will step up to the plate and deliver.

Caveat: There are indeed people who are addicted to IMing and who don’t deliver results. If this is the case, IM allows you to tell those who do deliver from those who will find any excuse to procrastinate.

All the best!

Accountability (Part 2)

Welcome to the second installment of my series in the subject of accountability. Last week I spoke about office hours. This time I want to focus on office perks.

I don’t think it’s any secret that when you feel good, you do good work and when your employer provides the resources for you to enjoy your working environment as well as take care of some of your personal issues, it is more likely that it’ll be easier for you to focus, and to render your best results.

Remember the Swedish company I worked for? That company was an example of good working environment, awesome offices and office furniture and great culture, so I’ve experienced some of this.

There was another company I worked for where my boss used to say “We like people to not be worried about their financial situation, so that they can come here and be more productive” and their salaries were higher than the industry standard.

The other day I saw some blogs (See resources at the end) which posted pictures of Google offices and I was astonished at how cool they were and the kind of perks they enjoy!
(Pictures taken from Andrey Drozdov, Nice workplace looks like it.. Google offices in Zurich)

I’m a designer, so the actual office space is critical for my productivity and I really appreciate it when those details have been taken care of and if you look at the pictures of Google offices, you’ll see what I mean. It’s not only that they’re really cool, but they enjoy some additional perks such as day care for your children or beauty parlors.

So what am I actually saying here?

If you employ people (especially designers) take into consideration their working conditions and the balance you can help them achieve between their careers and their personal lives. Why? Because these factors deeply impact retention, commitment and productivity, that’s why. Ask the guys at Google!

See you next time for part 3!


Resources:
Andrey Drozdov, Nice workplace looks like it.. Google offices in Zurich
Metropolismag.com
Fresh Pics

Accountability (Part 1)

From Wikipedia: “Accountability is a concept in ethics with several meanings. It is often used synonymously with such concepts as answerability, enforcement, responsibility, blameworthiness, liability and other terms associated with the expectation of account-giving. As an aspect of governance, it has been central to discussions related to problems in both the public and private (corporation) worlds. […]

In leadership roles, accountability is the acknowledgment and assumption of responsibility for actions, products, decisions, and policies including the administration, governance and implementation within the scope of the role or employment position and encompassing the obligation to report, explain and be answerable for resulting consequences.”

A few years ago I worked for a Swedish company; one of its core values was “freedom with accountability” which meant that employees were free to act as they saw fit, considering the core values, mission and vision of the company.

So as long as the objectives were met, we were able to come and go from the office, to make our own decisions, to use the company’s resources and to assess situations based on our own principles.

The way most of us responded to this policy was to actually be more responsible, more committed. It taught us that we didn’t need a cop breathing down our necks for us to do better work, to strive for better results, to handle things in on time.

In other words, the company allowed us freedom to choose our courses of action, and in return it got better results from us.

I realize that not everybody will react to such policies in this manner, but rather try to take advantage of the situation to procrastinate and be lazy. Of course in the end, the consequences will be paid.

I am a full supporter of such policies. I believe that being clear about expectations with employees will make it easier to implement these proceedings and, if all goes well, most people will respond the way we did in the Swedish company.

I’m going to touch on three subjects related to accountability: office hours, office site perks and IM in the workplace.

Office hours

There’s usually some office hours policy, right? You’re supposed to go in at certain time in the morning and you’re supposed to leave at some other time in the evening. And you’re supposed to take a fixed amount of time at lunch. This generally applies to everybody except people in sales, or high level managers.

Whenever I’ve been forced to follow the office hours policy, I’ve found myself getting there on time and leaving on time. Not one minute extra. Why? Because it infuriates me that performance and results are measured on a how-long-are-you-at-your-seat basis.

However, whenever I’ve been free to handle my working hours I’ve found myself being more committed to the tasks, mainly because I feel more empowered to manage my time as I see fit, given of course, that I am clear about expectations.

But what exactly are we talking about here?

• Yes, there are office hours, but if you have a personal issue, you can go solve it before coming to the office (Provided this doesn’t cause any trauma on the operation) or leave early to do so.

• Projects and results are evaluated based on completion and quality, instead of how many hours you put into them.

• Weekends are sacred and only you can choose whether or not you go in the office on a weekend to finish something.

• The same goes for after work hours.

• It is expected for the employee to try to balance his working hours with his personal time, as it is vital that employees are rested and energetic to achieve top results in projects.

• It is understood that some personal issues are more important than work.

• People are entitled to take as many breaks as they feel necessary during the day.

Whenever I’ve used these concepts in my experience, employees have never disappointed me.
I leave it out to the community to share some comments about this and about their experiences.

Come back next time, to read Part 2, about office site perks.

In-house designers beware…

A few days ago I stumbled across this passage from “Pulling Your Own Strings” published in 1978 by Wayne Dyer.

(From Wikipedia: Dr. Wayne Walter Dyer is a popular American self-help advocate, author and lecturer. His 1976 book Your Erroneous Zones has sold over 30 million copies and is one of the best-selling books of all time).

I thought it would be useful to publish here, as a call to reality for all in-house designers. All comments are welcome.


"How Institutions Work

Business institutions exist for one reason: to make profits. They seek only to perpetuate themselves so as to return dollars to the people who have taken the risks of financing them and manufacturing the products or delivering the services.

They are not in business for charity, and they don’t pretend to be. Therefore, any victimizing you experience as a result of your connection to an institution has probably come about because you allowed it to happen.

If you believe a business institution owes you some kind of loyalty and ought to reward your long service with a lot of benefits to you as a person, then you are carrying around groundless illusions.

The institution will attempt to deal with you in as utilitarian a fashion as possible. It will pay you for your services until you can no longer deliver the services it needs, and then you will be dismissed in as inexpensive a manner as possible.

This is not a sour view of business in western culture; it is simply the way things are. Whenever you become an employee of an institution, this is the implied agreement. Even if it has such things as pension plans, profit sharing, incentive programs, or any other devices designed to hold on to employees, the fact remains that when it doesn’t need you any more, you will be replaced, and every effort will be made to get rid of you as cheaply as possible.

Institutions simply do what they’re designed to do, and there is no complaining about them being written in these pages. But you are not an institution. You are a human being who breathes and feels and experiences life.

You do not have to be upset about the way businesses operate, nor do you have to commit yourself slavishly to institutions just because you are encouraged to do so by institutional spokesmen who stand to gain by your self-victimizing loyalty.

The man who retires after devoting fifty years of unflagging service to a company, and receives a gold watch and a small pension for his lifetime of devotion, has not been victimized by the institution. It owes him nothing, so he should feel grateful for the watch. He did his job and received his paychecks, and the company received his services. That is the way it’s supposed to be.

But the retiree has been victimized if he has devoted himself beyond normal requirements and sacrificed his own personal goals and his family activities, because institutions do nothing but continue on, whether you kill yourself for them or simply see them as ways for you to make your living."

In my opinion, even though you must bring excellence and commitment to everything you do, it would be foolish to ignore the reality of how companies work and to regret the personal time that you sacrificed for them.

Getting the Most of Your Career

Some time ago How Magazine published a list of some of their articles for getting the career of your dreams.

These are a few of their posts:

· Create Your Personal Career Map

This essential guide presents questions you need to answer to help you hone in on where you want your career to go and how to get there.

· 5 Career Mistakes (And How to Avoid Them)

How can you have a fulfilling career? By making sure you're not falling into any of these on-the-job pitfalls.

· 5 Steps to Learning to Love Your Job

Sometimes you have to take matters into your own hands, and a job is no exception; here's how to make the most of a current position.

· When to Know It's Time to Move On

How do you know when you've done all you can in a position or if a job has become a dead-end? Here are 5 sure-fire signs.

· Tips for Overcoming Common On-the-Job Fears

Are you afraid to ask for a raise? Scared by your manager? Haunted by past mistakes? Here's how to confront—and overcome—these common office-place issues.

See all the career-advice articles, specifically for designers.

All the best!

Is disorganization and lack of planning effective?

I used to be pretty disorganized when working or doing a project. Then I discovered the many benefits of being organized. And then… there comes a project that made me question if being organized all the time really paid off.

The latest project I embarked in consisted of many items, all showing up at once, handling a massive amount of incoming information and then analyzing, organizing, deciding. This naturally led me to get ready to plan and implement databases and tools to keep track of everything.

But just when I was ready to do that, the person for whom I was doing the project implied that maybe my thoroughness wasn’t really necessary in this case, but rather intrusive and time consuming.

I was resistant, at first, after all, I know how to handle my own information, thank you very much! But then I decided to listen.

So I started questioning my own usual procedures:

- Is a database really necessary?
- How complete should it be?
- What fields should it have?
- Do I need to leave a record of every single item?
- What if I only left a record of the items that were going to go on?
- How can I make this effort more effective?
- What activities don’t have any added value?
- How can I do things more quickly, without sacrificing quality?
- Do I have to follow a predefined set of activities?

So instead of using a huge database with tons of information that I wasn’t immediately going to use, and that I could refer to later, I decided to do things simple.

A mixture of digital (database) and analog (notes and printed materials) mediums to keep track and be effective.

So I realized that I don’t always have to be ultra organized, that some projects don’t need to leave records of everything behind and that they can be done in less time, using less resources, if you’re just open to new ways of doing things and listening to what the customer actually wants and needs.

The moral of the story is, question your own procedures from time to time, you may find new and interesting ways of tackling your projects.

All the best!

The 10 Major Causes of Failure in Leadership

In order to reinforce my past entry, allow me to transcribe now another passage of “Think and Grow Rich” by Napoleon Hill, published in 1937.

Here goes:

The 10 Major Causes of Failure in Leadership

1. Inability to organize details.
Efficient leadership calls for ability to organize and master details. No genuine leader is ever “too busy” to do anything which may be required of him in his capacity as a leader. When a man, whether he is a leader or a follower, admits that he is “too busy” to change his plans, or to give attention to any emergency, he admits his inefficiency. The successful leader must be the master of all details connected with his position. That means, of course, that he must acquire the habit or delegating details to capable lieutenants.

2. Unwillingness to render humble service.
Truly great leaders are willing, when occasion demands, to perform any sort of labor which they would ask another to perform. “The greatest among ye shall be servant of all” is a truth which all leaders observe and respect.

3. Expectation of pay for what they “know” instead of what they “do” with that which they know.
The world does not pay men for that which they “know”. It pays them for that they DO, or induce others to do.

4. Fear of competition from followers.
The leader who fears that one of his followers may take his position is practically sure to realize that fear sooner or later. The able leader trains understudies to whom he may delegate, at will, any of the details of his position. Only in this way may a leader multiply himself and prepare himself to be at many places, and give attention to many things at one time. It is an eternal truth that men receive more pay for their ability to get others to perform, than they could possibly earn by their own efforts. An efficient leader may, through this knowledge of his job and the magnetism of his personality, greatly increase the efficiency of others, and induce them to render more service and better service than they could render without his aid.

5. Lack of imagination.
Without imagination, the leader in incapable of meeting emergencies, and of creating plans by which to guide his followers efficiently.

6. Selfishness.
The leader who claims all the honor for the work of his followers, is sure to be met by resentment. The really great leader claims none of the honors. He is contented to see the honors, when there are any, go to his followers, because he knows that most men will work harder for commendation and recognition than they will for money alone.

7. Intemperance.
Followers do not respect an intemperate leader. Moreover, intemperance in any of its various forms, destroys the endurance and the vitality of all who indulge in it.

8. Disloyalty.
Perhaps this should have come at the head of the list. The leader who is not loyal to his trust, and to his associates, those above him and those below him, cannot long maintain his leadership. Disloyalty marks one as being less that the dust of the earth, and brings down on one’s head the contempt he deserves. Lack of loyalty is one of the major causes of failure in every walk of life.

9. Emphasis of the “authority” of leadership.
The efficient leader leads by encouraging and not by trying to instill fear in the hearts of his followers. The leader who tries to impress his followers with his “authority” comes within the category of leadership through force. If a leader is a real leader, he will have no need to advertise that fact, except by his conduct, his sympathy, understanding, fairness and demonstration that he knows his job.

10. Emphasis of title.
The competent leader requires no “title” to give him the respect of his followers. The man who makes too much over his title generally has little else to emphasize. The doors to the office of the real leader are open to all who wish to enter, and his working quarters are free from formality or ostentation.

I think many latin american leaders, in all areas, fall into these negative practices, don't you?

All the best!

The 11 Major Attributes of Leadership

I’ve been reading another book. It’s called “Think and Grow Rich” by Napoleon Hill. It was published in 1937, when Andrew Carnegie appointed Napoleon to study the characteristics of great achievers in America and to write a book that would summarize such characteristics.

I’d heard a lot about this book, so I decided to give it a try. I’m not finished yet, but I want to transcribe a passage of it here, since I believe it relates to the way I view design leadership.

So here goes:

“The Major Attributes of Leadership

1. Unwavering courage.
Based upon knowledge of self, and of one’s occupation. No follower wishes to be dominated by a leader who lacks self-confidence and courage. No intelligent follower will be dominated by such a leader very long.

2. Self-control.
The man who cannot control himself, can never control others. Self-control sets a mighty example for one’s followers, which the more intelligent will emulate.

3. A keen sense of justice.
Without a sense of fairness and justice, no leader can command and retain the respect of his followers.

4. Definiteness of decision.
The man who wavers in his decisions, shows that he is not sure of himself. He cannot lead others successfully.

5. Definiteness of plans.
The successful leader must plan his work and work his plan. A leader who moves by guesswork, without practical, definite plans, is comparable to a ship without a rudder. Sooner or later he will land on the rocks.

6. The habit of doing more than paid for.
One of the penalties of leadership is the necessity of willingness, upon the part of the leader, to do more that he requires of his followers.

7. A pleasing personality.
No slovenly, careless person can become a successful leader. Leadership calls for respect. Followers will not respect a leader who does not grade high on all the factors of a pleasing personality.

8. Sympathy and understanding.
The successful leader must be in sympathy with his followers. Moreover, he must understand them and their problems.

9. Mastery of detail.
Successful leadership calls for mastery of details of the leader’s position.

10. Willingness to assume full responsibility.
The successful leader must be willing to assume responsibility for the mistakes and the shortcomings of his followers. If he tries to shift this responsibility, he will not remain the leader. If one of his followers makes a mistake, and shows himself incompetent, the leader must consider that it is he who failed.”

11. Cooperation.
The successful leader must understand and apply the principle of cooperative effort and be able to induce his followers to do the same. Leadership calls for power and power calls for cooperation."

All the best!

Design resources: 2 articles

Here’s two articles I read this week from How Magazine, that I want to share with my readership.

Get A Life (And Other Remedies for Creative Atrophy) by Jenny Pfalzgraf.
When creative impulses are few and far between , designers often turn to outside sources for a boost. Whether it's hiking in the mountains, getting a tattoo or bringing your pet iguana to the office, this freedom to explore your inner child feeds your business finesse.

The Proof is in the Process by George Shaw
A teacher once told me, "Anyone can be creative on their best day. If you want to make a living at this stuff (graphic design), you've got to be creative on the days when your car breaks down and your wife leaves you." I thought he was trying to get me to listen to country music, but eventually, I figured out what he was talking about.

All the best!

How can I?

The other day I was listening to a radio show and one of the people cited a question that got me thinking about Colombian designers’ attitude towards design and work in general.

How can I…?

I don’t think I’ve been on the field as much as I would’ve wanted. Still, It’s no secret that I get this impression that many Colombian designers (and some Latin-American designers, maybe?) suffer from “third world” or “small” mentality, where we’re basically living and working by default.

This was especially evident when I went to the 10th Design Showroom at my university a few weeks ago.

So, they call themselves “lucky” if they can land a job. A job, which for the most part, is very poorly rewarded in our country. I think it’s easy for young designers here to get into a self-pitying pattern where external circumstances define their future as people and as professionals.

And so they find themselves waiting for a company to offer them a job, waiting for that lucky break, basically waiting to see if maybe the stars align so that they can get a better quality of life and maybe, just maybe, pursue their dreams.

So… back to the radio show I was listening. How can I…? And fill in the rest yourself!

How can I add value to this company?
How can I make my portfolio all the more attractive?
How can I be different from other designers?
How can I make some money?
How can I make work easier and more effective?
How can I help this customer reach his goals?
How can I make this logo different?
How can I approach this issue from an unexpected angle?
How can I make this project innovative?
How can I do better work?
How can I learn more and grow as a designer?
How can I stimulate my creativity?
How can I change?
How can I become the person I want to be?
How can I land the awesome position at that amazing company?



The list goes on! Did you notice something? This question immediate causes your brain to come up with answers! Notice that it’s a completely different attitude than “Why can’t I get a job?”

Do write some comments and list some more “How can I…?” questions. I’m sure it’ll be fun!

All the best!

Design jobs: 3 great articles

As a second post for today I want to place a link to three articles from How Magazine which I think are very relevant to young designers today:

Creatives Wanted: How to Prepare Yourself for Today's Job Market
Turning Up the Volume: Teleconferencing Etiquette
Five Sure Signs Your Job Is a Dead-End

Enjoy!

Design resources: Springwise.com and Trendwatching.com

This week I’m going to present young designers with two more resources they can use to expand their creativity and be on top of the latest news.


Springwise.com

“Springwise and its network of 8,000 spotters scan the globe for smart new business ideas, delivering instant inspiration to entrepreneurial minds from San Francisco to Singapore. Time to start the Next Big Thing!

Springwise scans the globe for the most promising business ventures, ideas and concepts ready for regional or international adaptation, expansion, partnering, investments or cooperation. Ferociously tracking more than 400 global offline and online business resources, as well as taking to the streets of world cities, digital cameras at hand.”

Need I say more? In Springwise you’ll find the latest, most wackiest and smartest business ideas from around the globe. It will:

· Be a source if design inspiration.
· Be a source of news and design trends.
· Be a source of practical ideas even you can implement.

Check it out and subscribe to the free newsletter! The latest issue covered:

Product placement agency targets YouTube
Marketing & advertising

Crowdfunding software projects
Media & publishing

Zero cents per minute Update
Telecom & mobile / Marketing & advertising

A social marketplace for clothes hounds
Fashion & beauty

Solar-powered vending machines
Eco & sustainability / Food & beverage

Helping seniors relocate
Life hacks

Free love at the food court
Marketing & advertising

Freeze-dried eco burials
Lifestyle


You can search their webpage by date or by industry, or you can even submit an idea!
Why not give it a try?



Trendwatching.com

“Trendwatching.com is an independent and opinionated trend firm, scanning the globe for the most promising consumer trends, insights and related hands-on business ideas. For the latest and greatest, we rely on our network of 8,000+ spotters in more than 70 countries worldwide.

Most of our findings are aggregated in a free, monthly Trend Briefing, which is sent to 130,000+ business professionals in more than 120 countries. (…) Our trend findings help marketers, CEOs, researchers, and anyone else interested in the future of business and consumerism, to dream up new goods, services and experiences for (or even better, with) their customers.”

In other words, they spot market trends, given them a name and then they follow up on them and show different examples. Some of the trends are:

5*STAR*LIVING
(AFTER) SPOILING DATE
BEING SPACES
BRAND SPACES
BRANDED BRANDS
COUNTER-GOOGLING
COUNTERVALS
CRIBTIMONIALS
CROWD CLOUT
CURATED CONSUMPTION
CUSTOMER-MADE

Visit their trend page, to see more!

This is where the world is headed, so designers, beware!

All the best!

Design Resources: Design Management Institute, DMI.

Hello, there, Everybody! It’s been a long while! Do forgive me, life has been hectic. Anyway…

Here’s another wonderful resource I think designers from all over the world should know about, the Design Management Institute in Boston, US.

I learned about DMI several years ago when I was on a quest to find more information about design management. As they put it:

“The Design Management Institute (DMI) is an international nonprofit organization that seeks to heighten awareness of design as an essential part of business strategy. Founded in 1975, DMI has become the leading resource and international authority on design management. DMI has earned a reputation
worldwide as a multifaceted resource, providing invaluable know-how, tools and raining through its conferences, seminars, membership program, and publications."

The thing I like the most about DMI is that they are an unlimited source of information and education for any designer, even for us, who don’t live in the US, with the online tools (like Webinars) they’ve got.

There are also many conferences and seminars people in the US can attend. The agenda for October includes:

Design Research for Product and Service Innovation in Chicago.
Law Meets Design in New York.
From What’s Possible to What’s Right online.

Check out DMI’s calendar.


Most of the conferences and seminars are not free, but fairly priced and the topics are really interesting, because they cover design management issues that they don’t teach you at school (Or at least not my school).

Do click around their website to see all the different resources (They even have a job bank) and/or subscribe to their newsletter to get the latest news!

All the best!

Positive feedback

As most people, I was never very good at recognizing people’s efforts or saying a kind word whenever they showed some progress. In time I realized I had to leave my comfort zone in order to obtain better results.

I think that most people have trouble giving positive feedback. I know I do. However when you’re leading a team of people, be it a design team, your family or people working with you in any other endeavor, you really need to learn to acknowledge even the smallest efforts for improvement.

Why?

Well, who doesn’t want to be acknowledged and not taken for granted? Don’t you want to be? Don’t you get a little spring in your step when someone says something positive about you?

Would you agree with me if I said that positive feedback can largely increase your team’s productivity?

Well, that’s old news, yet I see too many professionals and managers who avoid it.


But what is positive feedback?

It is the action of telling somebody effectively that what they’re doing is acknowledged and recognized.

That’s pretty simple, isn’t it?

Not quite. You see, saying “good job” to someone doesn’t bear the same connotation to actually stating what it was they did well and its impact.


So how to go about it?

There are many resources on the Web about this subject and several ways to use it. Here’s my take on it:

When you spot something that someone has done, when you catch yourself thinking “hey, that’s pretty good”, every single time, even if it’s something small, follow the next steps:


Step 1: State the time.
The specific time in which the person did something well. The phrase should start with their name, followed by an expression of time.

E.g. “Hey, John, this morning…”
“John, yesterday during the meeting with customer x…”.
Be as precise as possible.


Step 2: State the action.
The actual thing they did. The fact.

E.g. “Hey, John, this morning when you delivered the sketches on time…”
“John, yesterday during the meeting with customer x you supported the concept we were presenting with the items you brought…”.


Step 3: State the impact.
On the operation, how what they did affects the results positively and how it makes you feel.

E.g. “Hey, John, this morning when you delivered the sketches on time, it proved to me that I can trust you with deadlines, that you’re a professional and that you care about what you do”.

“John, yesterday during the meeting with customer x you supported the concept we were presenting with the items you brought, which allowed the customer to visualize the project more effectively and made me feel very proud that you’re on our team”.


See, if you’re this specific when giving feedback it has a bigger impact on the person and encourages them to keep striving to be better.

I still struggle a bit with it, it doesn’t come as natural as I’d like, but I’ve found that giving positive feedback builds up relationships and contributes to a more effective and productive work environment.

Care to try this at home, as well?

All the best!

Paradigm shifts and design

I started at my new job this week. I haven’t been exposed to the specific tasks of the position, yet I’ve learned a few lessons…

It is a big company, so there were these introductory activities that are meant to give the newbie an idea of what the company is, where it’s going…

As a designer and professional I look for new challenges, I look to acquire new knowledge. Which may in the beginning be interpreted as challenges related to the technical aspects of design, form, color, sketching, specifications…

And then sometimes you find your challenges somewhere else and related to other things different than design.

This week I met this guy, 25-year-old. At first glance one of those yuppie guys that work in the commercial field, remembers everybody’s name, always smiling… you know the type, right? Your typical sales manager in the making.

In one of the activities we were all asked “what is something that few people know about you?” and his answer was “overcoming a back injury in a taekwondo match”.

I later on asked him about it and he told me about being in bed for two years because he’d broken his back, he wasn’t able to walk and he was told that if he were to walk again, he’d be “walking strange”.

I can tell you something, six years later, he’s not walking strange. Not only that, the guy jogs every day and at 25 he has a clear picture of where he’s going, what he wants; he’s building his life.

So this knowledge took me from seeing him as the yuppie careless kid, to admiring his vision and persistence and even feeling jealous of him because when I was his age I had no idea of where I was going.


Oh, but there was more for me to learn this week…

Another one of the people in the activities was this girl… She got there late, for starters. I immediately made the judgment that a person that would arrive late wasn’t very committed or maybe she just didn’t care.

During the day it became obvious that she was loud, bossy and obnoxious. I was thinking “thank the Lord she’s not in my area, I don’t have to work with her”.

And as luck would have it, at the end of the day I learned that she and I will actually be working really close together.

How ironic, huh?

I also learned that this twenty-something woman has a child and a husband, goes to college and works full time. Her day starts at 4am to study for her finals and then get her son ready for school at 5:30.

How about that? Suddenly my perception turned 180°, I could see her struggles and enthusiasm.

But what does all this have to do with design, you ask?

Not much, I guess.

But I wanted to bring this experience up to illustrate how we can get so immersed in our misconceptions that it takes a shift in our paradigms to understand, to be able to see further.

Would changing our paradigms have anything to do with design?

How about making assumptions about a problem? About people?

Could there be other alternatives? What else could it mean?

How else could we approach the issue?

Be open, be generous, be humble.

All the best.