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Archive for the ‘Mindset’ Category

Leading by Example: Actions Speak Louder than Words

It was the first project I had ever worked on. New to Sydney and the company, I was seconded to work on the ERP project as a Subject Matter Expert. Maybe they thought to have someone new would be good for the project? This project was hard work, and I loved every minute. Every day brought new challenges and things I had not done before. One of those was to develop training plans and materials to train the entire business on how to use the new system. Thinking that the job was done once I finished the documents and plans, it was another ‘rise to the challenge’ moment when the project manager told me I would be delivering the training. Not only was I to deliver the training, but the CEO and MD of the business had both insisted that they were coming to the very first session. Intimidating? Yes, yes it was… I was a junior member of the team, and here were the CEO and MD sitting in the front row of the first training session, asking questions.  But the months of immersion in the system held me steady, and I came through the training session in a good place. Reflecting on it now, I know that they were sending a clear message to the rest of the staff by showing up, being interested, and engaged and being in the first session. They were leading by example. They didn’t understand the system, nor would they likely ever use it. But they did know the power of leading by example. They were demonstrating the behaviour of being willing to learn that we needed at that point in the project. Leading by example means leading yourself first. 1. Showing up (physically and mentally) I have consistently advocated, over the years, for being ‘on-site’ and co-located when we are working on projects. The little things that as outsiders we glean from being in the client space and seeing how they communicate - what gets priority, who gets heard, how the kitchens and bathrooms are kept - help us to navigate the organisation and steer the project successfully. At the moment, it’s really hard to re-create the physical part of this. Building that rapport and understanding of the nuances of the business are much harder. Not impossible, but harder. What are we doing? How are we making this work? Well, to start with I’m actively managing MYSELF. Taking a moment, I remind myself before every conversation that I have no idea what each person's working environment or day is like. Some don’t have the work from home set up that I have. They maybe have small children, sick parents, foster pets or other challenges that have made their way into work life. Parts of our lives that used to be compartmentalised are now all on top of one another, and that can seem overwhelming. This practice reminds me to bring empathy. Taking myself for a walk (even a short one) when I find myself getting emotionally plugged in. If I can’t go for a walk, I’m doing a five-minute burst of push-ups, crunches or something else that gets the blood moving and the energy focus back in the physical rather than the emotional. If you have online calls or meetings back to back, taking a walk and finding a way to shift the energy stops you taking baggage from one conversation into the next. 2. Being interested/ engaged. We don’t have the incidental interactions that we used to so we’re focusing on shorter conversations and meetings. I’m trying to make them more focused and frequent. I’m reminding myself to call on each person who is in the call/group (if that’s possible); it's not possible if you’ve got 20+ people on a call but entirely feasible if you’re in a smaller group. Making time for the informal catch-ups with little/to no agenda. Connecting with people via phone as well as via screen (where relationships are already established sometimes, the phone just takes the constant feeling of ‘on show’ load off). Extending that connection to not just the project team but the broader context of what’s going on in the business and more often, what’s going on in people's lives. In many ways, this working experience has brought more of our ‘whole selves’ into the light in our work lives. Often it’s the casual conversations, that yield valuable information. Insight about someone’s workload, or personal circumstances that potentially impact their capacity or focus on what the project needs from them. Keeping informal connections helps us connect the dots on what else could be going on. 3. Being first A lot of project work is new work. At 6R, we have often worked on ‘the first’ Australian implementation of software, so being first is more familiar territory to us than most. Typically, in software, no one wants to be ‘first’ – being first means you’re learning all the lessons that those who come second will benefit from. Just about everyone wants to be that ‘close second’, gaining the benefits of early adoption without the painful lessons of first, where it’s everyone’s first time. This is everyone’s first pandemic. I hope that there is no ‘close second’. Just like the start of the pandemic, learning new ways of doing things is hard, but some looked for the silver lining, it is the same with projects, be the first to find the silver lining. You can also be the first to take your team through what you have learnt. The first to test the system. You can be first to encourage a colleague, to acknowledge the work someone has put in or to notice an improvement. This all builds your own positive mindset and exercises the self-leadership that we all need to bring to the table right now. What you want to ignite in others must first burn inside yourself ~ Charlotte Bronte   OMNICHANNEL FREE 5-PART VIDEO SERIES We at 6R Retail have been working with retailers for over a decade connecting stores to back-office systems and rolling out eCommerce sites that help retailers and their customers bring the digital and physical closer. In our 5 part video series, we share insights we’ve learned from implementing omnichannel retail features and look ahead to what might be next for retailers. We’ll cover: Ship from Store Click & Collect Endless Aisle Redemption & Refunds Transition Service [mailmunch-form id="796490"]

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Energy Audit: How Do You Manage Under Pressure?

In this article Tony Schwartz shares some alarming numbers he sees when conducting his 'energy audit' with groups of senior managers and leaders: 77% said they had trouble focusing on one thing at a time. 80% said they take too little time to think strategically and creatively, and spend too much of their time reacting to immediate demands rather than focusing on activities with long-term value and higher leverage. 54% said they often feel impatient, frustrated or irritable at work, especially when demand gets high, How effective can people possibly be when our energy is so compromised? Which is to say nothing of the distraction, impatience and irritability that we can end up taking home with us to the ones we love the most! Maintaining energy is not something that only senior mangers need to focus on, it's relevant for all of us. This article reminded me of an energy exercise I did too. "Energy is like a bank account" said Nikki Fogden-Moore, "think of the things that you do and the people that you’re with as either making deposits or withdrawals in that account." I am writing down, in two columns as instructed, the things that renew my energy in column one and the things that deplete it in the other column. As I’m finishing this exercise I can almost feel the light bulb go off over my head. I can choose to manage some of the additional pressures when I’m under work pressure to keep the pressure cooker from exploding and leaving a mess on the walls by just making some small adjustments that will keep my energy levels in a better place. It was a great exercise and I highly recommend that you give it a go, it's really a head space that you need to get into to really think about what renews and what depletes.  Here are some simple guides that I’ve developed over years of project delivery to keep myself nice(ish) when the delivery tunnel hits. Reduce the stress by reducing contact (where possible) with people and situations that are a stretch. This doesn’t mean I get to opt-out of project delivery or stop working with people who I find difficult, dysfunctional or not as diligent and competent as hoped. That must continue to get the project finalised and over the line with everyone in the best possible state. It means that channelling what I have into the project delivery and family is all there is. Almost everything else must pause; therefore reducing pressure in areas of my life I can control. Opting out of some of the more discretionary social engagements, and opting in to things that create good sleep and help me to maintain my health (both mental and physical). I will catch up with those people after the project pressure has passed. Getting each day off to a good start has been a continuous improvement project for years! I’ve varied my morning routines over the years and often get fed up with it and change it about. The fact that the guy who owns the café where I’m sitting just greeted me with ‘it’s like groundhog day’ means that others note there’s a routine. Habits and routines reduce decision making, which means some tasks like exercise and what to eat for breakfast go onto auto-pilot. If I don’t have to decide it makes it easier. We’ve been talking about good habits this quarter (internally) and the 6R team are all committed to morning exercise and getting moving. Some of us are more committed to caffeination than others though, but we all try to... Find ways to create little mental breaks in the day. Building in small sanity breaks also makes the day easier and keeps us as a team, in better mental health (even just a walk to move the car). It gets the body moving and gets us out from behind the screens to just take a little break. I’ve also, this year, adopted a small break approach to holidays. This was not the exact plan, but when I  found that a ten-day break was just not workable, we made the best of five days and found that it was more than enough! Doing something different from the regular routine meant I returned feeling refreshed with new energy. Not to say that there isn't more to go on the development side - no one is ever done on the improvements but these small and practical things have helped me get through energy slumps.

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