Month: May 2012

Books, Books and More Books

Posted on by Seniye Groff

I have been reading voraciously, as usual, and have a few books to recommend:

Trapeze by Simon Mawer.  The main character, Marian, becomes a special operations spy for Britain against the Nazis.  Her special skill is that she speaks French and therefore is placed in France, where she has some previous connections.  Read on to find out what happens.  Apparently there were lots of women spies during this war.

I also read two business books:  Results Without Authority and Quick Brainstorming Activities for Busy Managers.  Both are worthy of a place on your business bookshelf.

Last night I started The Lifeboat by Charlotte Rogan.  I am 70 pages in and hooked.  I am always amazed by debut novels and wonder how long the writer mulled over the contents of their story before pen met paper (or fingers met keys)!

Results Without Authority

Posted on by Seniye Groff

Just finished writing my review for Tom Kendrick’s book “Results Without Authority”.  If you are a project manager, or just tasked with managing projects, this would be a good book to add to your bookshelf!

Tom Kendrick’s “Results Without Authority” shares strategies, tips and tricks for project managers and the projects they manage.  The greatest challenge for a project manager is to keep a team and project on task, even though the team does not ultimately report to the project manager.  Kendrick believes that three things can keep a project moving forward:  project process, influence and metrics or measurement.  The first half of the book explores these three elements.  The second half of the book examines when to use these elements throughout the project.

Kendrick has a no-nonsense, practical approach to managing projects.  He gives key ideas and the end of each chapter and sprinkles the chapters with lots of example stories.  Although this book is dense, with more information than most 267-paged books, this is a book you will refer to time and time again.

Tiagi’s Four Door Model

Posted on by Seniye Groff

I learned something new yesterday and want to share.  I am working on a project that needs to be turned upside down!  I am talking to anyone and everyone about what new ideas are floating around in training.  Someone I met yesterday mentioned Tiagi’s Four Door model.  Anyone who is faintly familiar with training, knows Tiagi.  He is a master at framegrames and that is just the beginning.  He is an energetic, excitable presenter with lots of interesting ideas.  Here is what I found out about his Four Door model:

What is the Four-door Model?
The “four doors” represent four different areas or components of the learning environment:

1. The Library

2. The Playground,

3. The Café

4, The Evaluation Center.

Each of the components
The Library contains the content of the course or module—the information required to master the learning objectives and to successfully complete the final performance test. It typically contains pre-built or existing content, such as videos, documents, slide shows, photos, and audio files. Anything that contains meaningful content and could be put on the Web is used. Learners are invited to study the content in any way they prefer.

The Playground contains fast-paced frame-games that provide practice in recalling and applying the content from the library. They help increase fluency. The frame-games typically require the learner to type or choose short answers. Learners can play each frame game repeatedly at up to three levels of difficulty.

The Café contains social learning activities. A good example is the open-question game which uses open-ended questions to encourage the learner to reflect on the content presented in the library. Learners respond to each question by typing an answer in a text box. When complete, the learner can review the answers given by experts and fellow participants. The café may also include other social-learning components such as wikis, blogs, message boards, etc. Facebook and LinkedIn groups would fall under this category.

The Evaluation Center is simply the test center. It contains the performance test. Ideally, instead of using multiple-choice questions, the evaluation asks the learner to complete or participate in an actual job-related assignment.

The beauty of this model is that the learner can use or not use any of these components.  It allows the learner to decide based on what they need to know and how they like to learn it.  This really ties nicely with the just-in-time learning model that is so prevalent today.  Also, you could name these four components anything you wanted so that it reflects your business and culture.

Happy Cup

Posted on by Seniye Groff
Today was the day…I became Roaster for the Day at Happy Cup Roasting.  About a month ago, I found out I had won Happy Cup’s Roaster of the Day contest.  Apparently there were 300 entries but luck was on my side.  I won coffee for a year, a day with a roaster and a once in a lifetime experience!  I was able to bring three friends with me and so I chose friends that I knew were interested in coffee and that would “blend” well together.

We learned a lot about coffee in general, the roasting process and then blended beans for a one of a kind coffee roast.  The roasting part only took about 13 minutes but apparently can very quickly go awry.  Once we roasted and cooled the beans, we bagged them and then ground some of the coffee to try our creation.  I must say it was very smooth…no milk or sugar needed!!  If you can read the bag, you will see the customized name of my roast:  “Turkish Tornado” and the “Packed by Seniye” and the date on each bag!

The Age of Agility

Posted on by Seniye Groff

The May 2012 issue of “Talent Management” has a great article about Unilever’s flexible work model.  Unilever has made a deliberate decision to give its employees the ability to work whenever and wherever they like as long as the work gets done.  I am currently working onsite for a project and when I was hired, I was told I could work remotely as much as I wanted.  I was a bit skeptical but it has turned out to be true.  Although the workplace is extremely flexible, I still need to go in about three days a week.  I need to meet people, test procedures in the lab and ultimately feel connected to the project, the team and the processes. 

Unilever has resolved the disconnect between saying they are flexible with truly being flexible by investing heavily in technology and by eliminating the conventional idea of what an office is and is not.    They build their offices around activities rather than people.  They have three zones:

  1. Focus zones where people come and go and there is no ownership over the work stations.
  2. Connect zones which are spaces for virtual and face-to-face meetings.
  3. Refresh zones are locations stocked with food and gyms.

Unilever has also invested heavily in technology  so that people have great laptops, smart phones and virtual collaboration technology.  Finally, Unilever trained their people on the agile model.  No doubt, some people struggle with the agile model.  I imagine there must be a boss or two that is still “stuck” in the old way of believing face time is best.  For me, disconnecting from work, when my home office is constantly looming is my biggest challenge.  Nonetheless, I applaud Unilever for not just saying they support work/life balance but instead putting together the infrastructure, tools and training to make life/work balance a reality for its employees!