Alex Wong A11.4.1 - Portfolio Dashboard Update - 11/12/2017
Image source: https://www.flickr.com/photos/laffy4k/185202451
License: CC BY 2.0 (Generic)
CC BY 2.0
My additional metric for week 11 is based on one of this week's videos, "The Surprising Truth about what Motivates Us".
Low Autonomy, Low Mastery, and Low Purpose Warning Indicators
Similar to the empty gas light pictured above, I would have three alert lights, one for each of the three elements: Autonomy, Mastery, and Purpose. I would just have these items as an alert if any of these elements are running low, not necessarily paired with a tank (what usable unit would these even be measured in?), so this would serve as a warning for either myself, or possibly even my team, if any one item is low. Examples could be if things are getting too micromanaged, the low Autonomy warning light would turn on, or if the direction of the group or company is lost, the low Purpose light would turn on. These would serve as a quick reference to check the overall health and heading of myself or the team. Sometimes, it may be an intermittent light just to check something, or if the lights stay on, signs of something more serious.
License: CC BY 2.0 (Generic)
CC BY 2.0
My additional metric for week 11 is based on one of this week's videos, "The Surprising Truth about what Motivates Us".
Low Autonomy, Low Mastery, and Low Purpose Warning Indicators
Similar to the empty gas light pictured above, I would have three alert lights, one for each of the three elements: Autonomy, Mastery, and Purpose. I would just have these items as an alert if any of these elements are running low, not necessarily paired with a tank (what usable unit would these even be measured in?), so this would serve as a warning for either myself, or possibly even my team, if any one item is low. Examples could be if things are getting too micromanaged, the low Autonomy warning light would turn on, or if the direction of the group or company is lost, the low Purpose light would turn on. These would serve as a quick reference to check the overall health and heading of myself or the team. Sometimes, it may be an intermittent light just to check something, or if the lights stay on, signs of something more serious.
Alex Wong A10.3 - Portfolio Meter Update - 11/05/2017
Here is my additional metric, based on material from week 10:
I chose to build it around the topic in Phil Parker's "Do Lecture" because I see myself and others fall into similar behavior patterns with the language they choose to evaluate their own situations, and I think it is important to include in my dashboard because it comes up so frequently. It's a small but powerful indicator, so it will work as a nice addition to the rest of my indicators without replacing any.
Passive Language Indicator
This indicator is designed to be like an idiot-light, in order to alert when you start using passive language about your behaviors or situations, so it will only be either on or off, triggered by detection of this language.
Functionally, this will serve like an auto-pilot or cruise control indicator light, but when it comes on, you are reminded to take control of the wheel and that you can determine your own actions and responses. A simple icon of a steering wheel should get this idea across to the user.
I chose to build it around the topic in Phil Parker's "Do Lecture" because I see myself and others fall into similar behavior patterns with the language they choose to evaluate their own situations, and I think it is important to include in my dashboard because it comes up so frequently. It's a small but powerful indicator, so it will work as a nice addition to the rest of my indicators without replacing any.
Passive Language Indicator
This indicator is designed to be like an idiot-light, in order to alert when you start using passive language about your behaviors or situations, so it will only be either on or off, triggered by detection of this language.
Functionally, this will serve like an auto-pilot or cruise control indicator light, but when it comes on, you are reminded to take control of the wheel and that you can determine your own actions and responses. A simple icon of a steering wheel should get this idea across to the user.
Warning Indicators (Week 6-A6.2b)
Here are two warning measurement tools for the dashboard:
Leadership Stage IndicatorThis warning measurement tool would work and look much like a gas gauge on car dashboard.
When a leader or organization, is operating at tribal stage 5, the meter would read at its maximum value, full, and when a leader is operating at tribal stage 1, the meter would read at its minimum value, empty. Just like a car, a leader will try to maintain the tank at the maximum value, but the car will still work when the tank is not completely full, like leaders at stages 4 and 3. It might not be optimal or perfect at these stages, but it is functional for the majority of companies. At stages 2 and 1, the red warning light should come on to call attention to address any issues. Even the gas warning light in the car still gives a little bit of time/miles to get to the nearest gas station. If the warning light is ignored through stage 1, movement grinds to a halt, requiring outside aid/bailout, or possibly causing irreversible damage to parts of the system.
This can also indirectly reflect other loads on the system, similar to the case when the authors of the book were investigating stage 2 tribes and felt themselves get drawn down towards this level. This would be similar to an extra load or trailer reducing gas mileage on a car, causing excess fuel consumption to reduce the level on the gauge faster than normal.
By tracking or periodically checking on this gauge or the stage of the leader or organization, this can serve as a good reminder to do periodic maintenance or upkeep to ensure things are in working order. Otherwise, if the gauge is full when checked, it can also serve as reassurance that operations are running smoothly in this regard.
Utilization Gauge
This indicator would work much like a tachometer, which is also found on some car dashboards to indicate engine RPM.
This gauge could scale up from a leader or organization not operating (0 RPM), idling (600-1000 RPM), operating efficiently (1500-2500 RPM), or redlining (>6000 RPM). This could give indicators if a leader is under-performing, working within normal ranges, or is overextended. Critical warning indications would be to avoid redlining or higher RPM than normal. Working in those conditions may be acceptable temporarily, like a car climbing a hill or a tight deadline at a company, that would require extra effort, but this would not be sustainable to keep doing without risking permanent damage or burnout, in the case of employees or tribe members. This would be similar to working load limits versus peak load limits for a rating.
The utilization gauge can also serve the purpose of knowing when to call in extra help, or for a leader to ask for assistance, similar to when to know to shift a car transmission into higher gears. As the utilization gauge increases above normal working levels, but before the redline limit is reached, the leader would know to take the reading and make adjustments, such as adding personnel or reaching out to an expert for advice.
Keeping an eye on this gauge helps a leader to stay within reasonable limits when operating or taking on new projects or extra work. Additionally, the gauge can serve as a check to change behavior if it repeatedly bumps utilization over normal limits. Overall, this also can help with a number of gauges from previous metrics, looking at staying on task with minimum utilization levels, looking at existing loads before taking on new or unusually large challenges, and being mindful not to overextend or overuse resources.
Leadership Stage IndicatorThis warning measurement tool would work and look much like a gas gauge on car dashboard.
When a leader or organization, is operating at tribal stage 5, the meter would read at its maximum value, full, and when a leader is operating at tribal stage 1, the meter would read at its minimum value, empty. Just like a car, a leader will try to maintain the tank at the maximum value, but the car will still work when the tank is not completely full, like leaders at stages 4 and 3. It might not be optimal or perfect at these stages, but it is functional for the majority of companies. At stages 2 and 1, the red warning light should come on to call attention to address any issues. Even the gas warning light in the car still gives a little bit of time/miles to get to the nearest gas station. If the warning light is ignored through stage 1, movement grinds to a halt, requiring outside aid/bailout, or possibly causing irreversible damage to parts of the system.
This can also indirectly reflect other loads on the system, similar to the case when the authors of the book were investigating stage 2 tribes and felt themselves get drawn down towards this level. This would be similar to an extra load or trailer reducing gas mileage on a car, causing excess fuel consumption to reduce the level on the gauge faster than normal.
By tracking or periodically checking on this gauge or the stage of the leader or organization, this can serve as a good reminder to do periodic maintenance or upkeep to ensure things are in working order. Otherwise, if the gauge is full when checked, it can also serve as reassurance that operations are running smoothly in this regard.
Utilization Gauge
This indicator would work much like a tachometer, which is also found on some car dashboards to indicate engine RPM.
This gauge could scale up from a leader or organization not operating (0 RPM), idling (600-1000 RPM), operating efficiently (1500-2500 RPM), or redlining (>6000 RPM). This could give indicators if a leader is under-performing, working within normal ranges, or is overextended. Critical warning indications would be to avoid redlining or higher RPM than normal. Working in those conditions may be acceptable temporarily, like a car climbing a hill or a tight deadline at a company, that would require extra effort, but this would not be sustainable to keep doing without risking permanent damage or burnout, in the case of employees or tribe members. This would be similar to working load limits versus peak load limits for a rating.
The utilization gauge can also serve the purpose of knowing when to call in extra help, or for a leader to ask for assistance, similar to when to know to shift a car transmission into higher gears. As the utilization gauge increases above normal working levels, but before the redline limit is reached, the leader would know to take the reading and make adjustments, such as adding personnel or reaching out to an expert for advice.
Keeping an eye on this gauge helps a leader to stay within reasonable limits when operating or taking on new projects or extra work. Additionally, the gauge can serve as a check to change behavior if it repeatedly bumps utilization over normal limits. Overall, this also can help with a number of gauges from previous metrics, looking at staying on task with minimum utilization levels, looking at existing loads before taking on new or unusually large challenges, and being mindful not to overextend or overuse resources.
Top Metrics (Week 5-A5.2.2)
Here are some of my top metrics from all previous entries (in no particular order, just ones that I think stand out and should apply to *all* Creative Leaders):
- Be diverse
- Natural leaders should embrace a variety of styles and should recognize diversity within the group
- (1 = focusing on 1 method, 5 = looking at multiple methods to find the optimal choice)
- Be positive
- Praise accomplishments - do not focus on mistakes
- (1 = dwelling on negative aspects, 5 = remembering positive aspects)
- Be resilient
- Keep moving toward your goals
- (1 = making negative progress, 5 = moving making positive progress)
- Be flexible
- Find ways to work around or address challenges
- (1 = giving up, 5 = finding solutions)
- Be critical
- Don't be afraid to kill ideas.
- (1 = sidetracked by random ideas, 5 = focused on main task or filtered good ideas)
- Be deviant
- Be willing to make the difficult and unpopular decisions when necessary.
- (1 = blindly following existing norms, 5 = willing to go against the grain, emboldened by others' doubt)
- Be observant
- Keep an eye on your peers - they provide important feedback about the group
- (1 = ignoring or moving against feedback, 5 = listening to and acting on feedback)
- Be thorough
- Make sure the details are right
- (1 = ignores mistakes, 5 = fixes mistakes)
- Be resourceful
- Look outside of normal reach
- (1 = stayed insulated, 2 = opened up to new areas)
Alex Wong A5.2.2 -Metrics #4 10/01/2017
This week, we are adding 3 more metrics, with rationale about why we have chosen it: (Mainly focusing on ideas from Belsky's Making Ideas Happen)
- Be deviant
- Be willing to make the difficult and unpopular decisions when necessary. Creative leaders must be willing to pursue something new and see it through to completion.
- (1 = blindly following existing norms, 5 = willing to go against the grain, emboldened by others' doubt)
- Be urgent
- Take action now. Creative leaders must realize that they are working with a finite time limit
- (1 = waiting for the "right" moment, 5 = seizing small opportunities)
- Be critical
- Don't be afraid to kill ideas. Creative leaders need to be able to focus on the current task, and distinguish/eliminate bad ideas before committing too many resources or too much time.
- (1 = sidetracked by random ideas, 5 = focused on main task or filtered good ideas)
Alex Wong A3.3 - Metrics #3 - 09/17/2017
This week, after studying examples in nature, we are adding 5 additional qualities:
- Be observant
- Keep an eye on your peers - they provide important feedback about the group
- (1 = ignoring or moving against feedback, 5 = listening to and acting on feedback)
- Be connected
- Recognize connections with others - you are always part of a bigger network
- (1 = acting alone, 5 = utilizing others)
- Be dynamic
- "Equilibrium is death" - stagnating to a balance point puts you at risk
- (1 = moving to a static position, 5 = looking and acting on purposeful change)
- Be diverse
- Natural leaders should embrace a variety of styles and should recognize diversity within the group
- (1 = focusing on 1 method, 5 = looking at multiple methods to find the optimal choice)
- Be passionate
- Natural leaders should be the heart, not the head of the group
- (1 = directs with control, 5 = directs with encouragement)
Alex Wong A2.3 - Metrics #2 - 09/10/2017
After this week, looking at classical models of leader and looking at some new leaders, here are 10 more qualities and scale:
Scale revisions: 1 should be the opposite of the quality, 5 be a good example of the quality, 3 would be neutral.
- Be resilient
- Keep moving toward your goals
- (1 = making negative progress, 5 = moving making positive progress)
- Be flexible
- Find ways to work around or address challenges
- (1 = giving up, 5 = finding solutions)
- Be positive
- Praise accomplishments - do not focus on mistakes
- (1 = dwelling on negative aspects, 5 = remembering positive aspects)
- Be humble
- Don't focus on self-importance
- (1 = looking at glory, 5 = working selflessly)
- Be supportive
- Help others in need
- (1 = ignoring others, 5 = aiding others)
- Be thoughtful
- Show consideration for the needs of others
- (1 = acting selfishly, 5 = take others into account)
- Be thorough
- Make sure the details are right
- (1 = ignores mistakes, 5 = fixes mistakes)
- Be inspired
- Look up to others
- (1 = look at bad examples, 5 = find great leaders to follow)
- Be purposeful
- Use good reasoning behind actions
- (1 = acting blindly, 2 = following a plan)
- Be resourceful
- Look outside of normal reach
- (1 = stayed insulated, 2 = opened up to new areas)
Scale revisions: 1 should be the opposite of the quality, 5 be a good example of the quality, 3 would be neutral.
Alex Wong A1.3a - Metrics - 09/03/2017
Here is my initial list of 10 qualities I think a good leader should have, and when/how to check them:
Scoring: Each item is graded on a scale of 1-5 for the sake of ease and simplicity in data collection.
- Be honest
- When sharing information, do not misinform or otherwise distort the truth.
- Be transparent
- When others ask or need to know, share information clearly.
- Be thankful
- When others help, express gratitude.
- Be forgiving
- When something does not work out as planned, do not cast blame.
- Be receptive
- When a new idea comes up, do not immediately shut it out, but analyze it appropriately before finalizing judgment.
- Be productive
- During the week, meet goals.
- Be realistic
- When setting goals, check if they are maintainable or too easy.
- Be curious
- During the week, learn something new.
- Be mindful
- During the week, make time for personal care.
- Be reflective
- When making changes, re-check metrics.
Scoring: Each item is graded on a scale of 1-5 for the sake of ease and simplicity in data collection.
- Did not meet criteria (<60%)
- Met criteria poorly (<70%)
- Met criteria OK (>70%)
- Met criteria most of the time (>80%)
- Met criteria nearly all of the time (>90%)