Slack

is the title of an excellent book by Tom DeMarco. This second snippet (here's the first) continues my tactic of rereading good books several times. As usual I'm going to quote from a few pages:

Talented managers are ... all sense organ, constantly attuned to the effect their leadership is having on their people ... Managers without such talent find themselves relying on formulas and "principles" of management. They reason, "This thing I'm trying to do should work; the fact that it isn't working probably suggests that I'm doing it half-heartedly." And so they do more of whatever they've been doing.

When the new automation is in place, there is less total work to be done by the human worker, but what work is left is harder. That is the paradox of automation: It makes the work harder, not easier.

In my experience, standard processes for knowledge work are almost always empty at their center.

The power you've granted is the power to err. If that person messes up, you take the consequences. Looked at from the opposite perspective, it is this capacity to injure the person above you that makes empowerment work.

When there is neither time nor staff to cope with work that runs more slowly than expected, then the cost of lateness is paid out of quality. There is no other degree of freedom.

... voluminous documentation of everything that will hold still for it.

Successful change can only come about in the context of a clear understanding of what may never change, what the organization stands for... the organization's culture... If nothing is declared unchangeable, then the organization will resist all change. When there is no defining vision, the only way the organization can define itself is its stasis.

stuka pilot

is an excellent book by Hans Ulrich Rudel (isbn 978-1908476876). As usual I'm going to quote from a few pages:

He tells me that a large scale offensive is in preparation in my sector... approximately three hundred tanks are to be employed in this operation... The number three hundred flabbergasts me... I reply that I find some difficulty in believing it... He says to me, half in earnest, half in jest: "If I didn't know you, for two pins I would have you put under arrest for saying such a thing. But we will soon find out." He goes to the telephone and is connected with the Chief of the General Staff. "You have just given the Fuhrer the figure of three hundred tanks for operation X." "Yes I did." "I want to know the names of the divisions concerned with their present strength in tanks. I have somebody with me who is well acquainted with the position." ... the Chief of the General Staff has the bad luck to begin with the 14th armoured division. He says it has sixty tanks. Goering can hardly contain himself. "My man reports that the 14th has one!" A lengthy silence at the other end of the line. "When did he leave the front?" "Four days ago." Again silence. Then "Forty tanks are still on their way to the front. The rest are in repair shops on the line of communications, but will certainly reach their units by zero day, so that the figures are correct." He has the same answer for the other divisions. The Reichsmarschall slams down the receiver in a rage. "That is how it is!" The Fuhrer is given a totally false picture based on incorrect data and is surprised when operations do not have the success expected... The South Eastern zone with its network of communications is being incessantly blanketed by the enemy's bomber formations. Who knows how many of those forty tanks, for example, will ever reach the front or when? Who can say if the repair shops will get their spare parts in time and if they will be able to complete their repairs within the specified time?

In ministries and departments, however, mistakes are denied on principle.

Another confirmation of the truth of our old Stuka maxim: "Nothing comes off - except what you have practised."

We have long since ceased to develop practice from theory; we do just the opposite.

The fitters have their hands full, for the aircraft have been heavily damaged by flak. The life of such an aeroplane will always be limited.

Little by little I discover all the tricks. Skill is often the result of getting hurt.

I now see that perfectly plainly. We are alone to possess this knowledge; the responsibility is ours.

the mind of war

is an excellent book about John Boyd by Grant T. Hammond (isbn 978-1588341785). As usual I'm going to quote from a few pages:

…in order to determine the consistency of any new system we must construct or uncover another system beyond it… One cannot determine the character or nature of a system within itself. Moreover, attempts to do so lead to confusion and disorder.

he was always testing the limits - of airplanes, people, science, the military, and, most especially, bureaucracies.

In dozens of interviews, conducted for this book, the most consistent theme and nearly universal comment was that John Boyd was the essence of an honourable man and incorruptible.

Oral, not written, communication and conviction, not accuracy, still rule in military culture.

Boyd liked putting things together (synthesis) better than analysis (taking things apart)...

He also came to appreciate the routine practice and repetition that was required to become really good at something and to overcome the boredom by focusing on minute improvements.

He observed very carefully.

Boyd could go from 500 knots to stall speed, practically stopping the plane in midair, which would force any aircraft on his tail to overshoot him and thus gain the advantage for Boyd. In another trick, he would stand the F-100 on its tail and slide down the pillar of its own exhaust. Fire would come out of the intake in the nose of the aircraft and the tailpipe simultaneously. A seemingly impossible feat, it was challenged by others. Boyd when to Edwards Air Force Base in California, where NASA had two fully instrumented F-100 aircraft, and demonstrated it and other techniques to a series of nonbelievers. The test pilot at Edwards who challenged him at the time was a fellow by the name of Neil Armstrong.

Boyd had never designed an airplane before, but as he told Colonel Ricci and Gen. Casey Dempsey, "I could fuck up and do better than this."

The rule of thumb in the Air Force is that a plane will gain a pound of weight a day for the life of the aircraft.

High entropy implies a low potential for doing work, a low capacity for taking action or a high degree of confusion or disorder… The tendency is for entropy to increase in a system that is closed or cannot communicate with the external systems or environments.

A natural teacher, he understood that if he told you something, he robbed you of the opportunity to ever truly know it for yourself.

We are never deceived. We only deceive ourselves. [Goethe]

Boyd's dictum: "Ask for my loyalty and I'll give you my honesty. Ask for my honesty and you'll have my loyalty."

Quality Software ManagementVol 3. Congruent Action

is the title of an excellent book by Jerry Weinberg (isbn 0-932633-28-5). This is the second snippet review for this book (here's the first). As usual I'm going to quote from a few pages:

Management is the number one random process element.

If you cannot manage yourself you have no business managing others.

Congruent behaviours are not stereotyped behaviours - quite the contrary. Congruent behaviours are original, specific behaviours that fit the context, other, and self, as required by the Law of Requisite Variety.

Congruence is contagious.

It takes a long time and a lot of hard practice to raise your congruence batting average.

A basic law of perception is that we tend to minimise small differences (tendency toward assimilation) and to exaggerate appreciable differences (tendency toward contrast). Thus, our perceptions make the world more sharply differentiated than it is, and we're a lot more alike than we are different.

The simplest idea about curing addiction is to stop the use of X, under the belief that X causes addiction. X does not cause the addiction, the addiction dynamic causes the addiction.

To change the addiction you'll have to use something more powerful than logic.

One of the manager's primary jobs is to set the context in which interactions takes place and work is accomplished.

Management sets the context almost exclusively through the use of language.

Culture makes language, then language makes culture.

In all Steering (Pattern 3) organisations, the team is the fundamental unit of production.

I've learned that there's simply no sense trying to solve software engineering problems, or create software engineering organisations, when I'm not able to be congruent. So I work on that first, and that's what I hope you do, too.

Becoming a Technical Leader

is an excellent book by Jerry Weinberg (isbn 0-932633-02-1). As usual I'm going to quote from a few pages. I know I've snippeted this book before, but I read it again and a really good book deserves a repeat snippet.

From working with systems, I have learned that the process of change is always organic.

Organic models may be characterized by "systems thinking": the belief that event X is the outcome of hundreds of other factors, including the passage of time.

People improve their performance not by amputating their old behaviors, but by adding new ones.

There are many technical workers who enjoy wandering so much that, like Alice in Wonderland, they don't much care where they go, so long as they get somewhere. Computer programmers call this process "hacking"

In front of each plateau is a ravine.

Probably the most widespread and pernicious myth about leadership is that only Leaders can lead, where the capital L indicates that someone has been appointed to the position of leadership. ... It's only in threat/reward models that leadership and management are synonymous.

You can develop your ability to see and hear more effectively.

People aren't used to thinking in terms of relationships.

I first look for personal power, which can be converted into almost anything.

Break down big learnings into a sequence of little ones, pay attention to the efficiency of your educational strategies, and become aware of your emotional reaction to learning.

Effective leadership masterclass

is an excellent book by John Adair (isbn 0-330-34785-3). As usual I'm going to quote from a few pages:

Every person and thing is only what it is in relation to others. [Lao Tzu]

It is this quality of doing things spontaneously and in an unselfconscious way, without regard to their effects upon other people's perceptions of oneself.

The natural badge of such inner humility towards all things is silence.

I believe the first test of a truly great man is his humility. [John Ruskin]

I cannot hear what you are saying because you are shouting at me. [Zulu proverb]

So many people are loath to make irrevocable decisions, are tepid in their enthusiasms. [Ordway Tead]

I do not say that the men of the 14th Army welcomed difficulties, but they grew to take a fierce pride in overcoming them by determination and ingenuity. [General William Slim]

Change and leadership are closely linked.

Leadership is of the spirit, compounded of personality and vision; its practice is an art. Management is of the mind, more a matter of accurate calculation of statistics, of methods, of time tables, and routine; its practice is a science. [General William Slim]

Leadership is bound up with culture.

As a natural leader, he [Gandhi] led by example - spinning for at least an hour every day.

Wooden on Leadership

is an excellent book by John Wooden and Steve Jamison (isbn 978-0-07-145339-4). As usual I'm going to quote from a few pages:

Effort is the ultimate measure of your success.

I believe leadership itself is largely learned.

In the end, the choice you make makes you.

Genius is nothing but a greater aptitude for patience. [Benjamin Franklin]

Sometimes during practice he would have the guards switch positions with the forwards - have us do the other guy's job. He wanted everybody to understand the requirements of the players in the other position… I was so impressed by the control of his practice. [Gail Goodrich]

There are no big things, only an accumulation of many little things.

What happened is a good lesson in how we can limit ourselves and our organisations without even knowing it - how we can say "no" when we should be asking "how?"

Success breeds satisfaction; satisfaction breeds failure.

Lots of repetition. You can't believe the repetition. [Gary Cunningham]

Things turn out best for those who make the best of how things turn out.

I rarely assigned one player to a basket. Basketball is a team sport, and I felt it was unwise to allow players to practice by themselves. Always I wanted them to be interacting with their teammates.

How you practice is how you "play"… It's only natural for those under your leadership - perhaps even you - to focus on the end result rather than learning and doing what it takes to get there. I attempted to solve this particular problem at UCLA by occasionally removing the siren song; specifically, I made them practice and play basketball without the ball.

A good leader always seeks improvement - always.

The way of the leader

is an excellent book by Donald Krause (isbn 1-85788-137-0). As usual I'm going to quote from a few pages:

Do the essential things well: Be proactive (do through action), Reduce complexity (concentrate effort on the essential things), Seek improvement (get the essential things done better).

We can never know everything there is to know about a complex process… The knowledge that we really need to optimise a complex process is unknowable. Therefore, we can only approach optimisation a little bit at a time as our understanding grows.

Battles are won by great execution, not by great plans! Great execution can save a mediocre plan; poor execution will always ruin a great plan. [George Patton]

A person who practices self-discipline and continuously develops his level of skill seldom fails in the long term.

Listen carefully. Observe closely.

When the chips are down, the main question is not how you go about meeting your objectives, but whether you succeed in doing so.

For an effective leader, determination is more important than intellect.

Perfection is the enemy of effectiveness.

The art of leadership is an art based on simplicity, and all success is rooted in performance.

Learn by observing the behaviour of other people. If you observe good behaviour, copy it. If you observe bad behaviour, look for the same behaviour in yourself and eliminate it.

There is no surer road to disaster than to fit past solutions, however successful, to current situations.

Discipline is not intended to kill character, enthusiasm, and initiative, but to develop them.

Minimize form and maximise substance.

It is better to be alone than in bad company.

It has been just so in all my inventions. The first step is intuition - and comes with a burst, then difficulties arise... Persistence is the key [Thomas Edison]

Character is a habit. It is created through the daily choice of right and wrong. It is a moral quality which grows gradually to maturity. It does not appear suddenly.

The Autobiography of Martin Luther King, Jr

is an excellent book edited by Clayborne Carson (isbn 978-0-349-11298-5). As usual I'm going to quote from a few pages:

I became convinced that noncooperation with evil is as much a moral obligation as is cooperation with good.

Capitalism is always in danger of inspiring men to be more concerned with making a living than making a life.

Gandhi resisted evil eight as much vigour and power as the violent resister, but he resisted with love instead of hate.

We'd better decide now if we are going to be fearless men or scared boys.

I realised that this speech had evoked more response than any speech or sermon I had ever delivered, and yet it was virtually unprepared. I came to see for the first time what the older preachers meant when they said, "Open your mouth and God will speak for you."

We came to see that, in the long run, it is more honourable to walk in dignity than ride in humiliation.

Gandhi was able to mobilise and galvanise more people in his lifetime than any other person in the history of this world.

A tender heart and a tough mind.

Justice too long delayed is justice denied.

A social movement that only moves people is merely a revolt. A movement that changes both people and institutions is a revolution.

It is a climate where men cannot disagree without being disagreeable.

The ultimate test of a man is not where he stands in moments of comfort and moments of convenience, but where he stands in moments of challenge and moments of controversy.

Accordingly, each situation has to be studied in detail;… Nevertheless, we had to begin a march without knowing when or where it would actually terminate.

I refuse to determine what is right by taking a Gallop poll of the trends of the time… Ultimately a genuine leader is not a searcher for consensus but a molder of consensus.

Quality Software ManagementVol 3. Congruent Action

is an excellent book by Jerry Weinberg (isbn 0-932633-28-5). As usual I'm going to quote from a few pages:

Distrust any enterprise that requires new clothes. [Henry David Thoreau]

Incongruence is stereotyped behavior because it is not appropriate for the particular situation.

Busy management is bad management.

One of the functions of a leader is to become a focus for hostility.

Culture makes language, then language makes culture.

Breaking up economic teams is economic nonsense. Why is it so common?

In all Steering organizations the team is the fundamental unit of production.

In Steering organizations, managers rise above the level of product management and begin concentrating on process management.

We connect through our sameness and grow through our differences. [Virginia Satir]

Intellect is great, but character is more important.

Social skills influence more and more the effectiveness of technical skills.

We blame out of fear, and the blame creates a situation that justifies the fear.

Long Walk to Freedom

is an excellent book (isbn 978-0-349-10653-3). As usual I'm going to quote from a few pages:

I maintain that nurture, rather than nature, is the primary moulder of personality.

I did well in school not so much through cleverness as through doggedness.

These [meetings] were not scheduled, but were called as needed... Everyone who wanted to speak did so... People spoke without interruption...

Majority rule was a foreign notion. A minority was not to be crushed by a majority.

This metal wire, he said, pointing above, is an example of Western manufacturing, which is skilful but cold, clever but soulless.

I could compensate for lack of natural aptitude with diligence and discipline. I applied this to everything I did.

There is nothing like returning to a place that remains unchanged to find the ways in which you yourself have changed.

Gaur believed in finding solutions rather than spouting theory.

I was far more certain in those days of what I was against than what I was for.

If fine bodies and impressive physiques were essential to being a leader, I saw that few among us would have qualified.

If you wait for textbook conditions, they will never occur.

Class, Nyerere always insisted, was alien to Africa; socialism indigenous.

I did not think this view [always rejecting bail] should be universally applied and believed we should examine the issue on a case-by-case basis.

Any man or institution that tries to rob me of my dignity will lose because I will not part with it at any price or under any pressure.

Talent is Overrated

is the title of another excellent book (isbn 1857885198) by Geoff Colvin. As usual I'm going to quote from a few pages:

Deliberate practice is not what most of us do when we think we're practising.

Most organizations are terrible at applying the principles of great performance. Many companies seem arranged almost perfectly to prevent people from taking advantage of these principles for themselves.

nothing, it turned out, enabled any group to reach any given grade without putting in those hours. ... There is absolutely no evidence of a 'fast track' for high achievers.

memory ability is very clearly created rather than innate.

General Electric CEO Jeff Immelt has been clear about what the company is looking for: someone who is externally focused, is a clear thinker, has imagination, is an inclusive leader, and is a confident expert.

The roadblocks we face seem to be mostly imaginary.

Jerry Rice was the greatest because he worked harder in practice and in the off-season that anyone else; he spent very little time playing football; he designed his practice to work on his specific needs; he did much of the work on his own; it wasn't fun; he defied the conventional limits of age.

Practice is so hard that doing a lot of it requires people to arrange their lives in particular ways.

The advantage of practice was cumulative.

Deliberate practice requires that one identify certain sharply defined elements of performance that need to be improved, and then work intently on them.

Practicing without feedback is like bowling through a curtain that hangs down to knee level. You can work on technique all you like, but if you can't see the effects, two things will happen: You won't get any better, and you'll stop caring.

Feedback? At most companies this is a travesty, consisting of an annual performance review dreaded by the person delivering it and the one receiving it. Even if it's well done, it cannot be effective. Telling someone what he did well or poorly on a task he completed eleven months ago is just not helpful.

Practice is designed, so it can be designed well or badly.

Great performers never allows themselves to reach the automatic, arrested-development stage in their chosen fields. The essence of practice, which is constantly trying to do the things one cannot do comfortably, makes automatic behavior impossible.

In fact what they [great performers] have achieved is the ability to avoid doing it automatically.

Becoming a Technical Leader

is the title of an excellent book by Jerry Weinberg. As usual I'm going to quote from a few pages:

Underlying organic models is the fundamental idea of systems thinking: "It is impossible to change just one thing at a time."

Leaders are leaders of change in themselves.

People don't become leaders because they never fail. They become leaders because of the way they react to failure.

If you are a leader, people are your work.

There is no conflict between people and task.

Doing something new heightens awareness, which is stimulating, but also a little uncomfortable.

If you intend to grow you cannot avoid some pain.

Very few of the classic leadership studies have been done in environments even vaguely resembling the technical work situation.

The only way we can see ourselves is through other people. This inability to see ourselves as others see us is the number one obstacle to self-improvement.

Becoming a leader means shifting the focus from your ideas to the ideas of others.