sacha chua :: living an awesome life

Real World Strategy wrote of me:

Here is somebody in their mid twenties who has already spent a decade immersed in a world of collaboration and web based networking. As William Gibson said, “The future is already here – it is just unevenly distributed”.

This is interesting, because I’m both leading and following, learning from what’s new and what’s old.

The new: I represent a whole bunch of new ideas we’re still trying to figure out. Many of the things I do helps people imagine the future. Researchers who explore how power users work using our new collaborative tools often interview me (which is great, because I get to find out what they’re working on!). People figuring out virtual leadership look at how I and other people can influence without authority.  My value is not only in the ideas and effort I contribute, but in the questions I ask and the assumptions I help explore.

The old: All that is so small, though, compared to the awesomeness of being in a company where people have been thinking about and working on collaboration for decades. The infrastructure we can build on, the critical mass of talent we have, the way we challenge ourselves to figure out how we can work better and the world can work better—I love that. 

What I identify with the most is this ad:

… except I smile more.

People are teaching me so much. I work on sharing as much of it as possible, and on figuring out how IBM and the world can make the most of the person they are helping me become. I don’t know enough of the organization to make that overall choice yet, but there must be something amazing we can do with the gifts people have given me.

It’ll be a great adventure!

Wednesday turns out to be the perfect day for catching up and practicing relentless improvement. It breaks up the work week into manageable chunks. You have the experience from the first two days, and you have the energy to improve the next two days. I think I’ll make Wednesdays my catch-up-and-kaizen day.

Last Wednesday, I decided to invest time in figuring out how I can get closer to saving time and money through cooking once a month. We’ve comfortably settled into a routine of cooking once a week, which saves us a lot of time and lets us focus during weekdays. What would it take to cook for two weeks, freeing up a weekend? What would it take to prepare for longer?

I emptied our chest freezer and the freezer drawers of our fridge. Then I inventoried the contents, discovering useful things along the way. (It turns out we have three packages of frozen okra, and three and a half packages of frozen shrimp.) I measured the internal dimensions of the different spaces and drew diagrams.

After I put the frozen items back, I reorganized them on paper, and then moved things around to match our new organizational scheme. Packed lunches and large containers go into the chest freezer to take advantage of its regular shape. Breakfasts, desserts (lots of frozen home-made tarts!), bones for stock, and small packages of ingredients go into the freezer drawers because that freezer is easier to search.

I picked up 16 Rubbermaid Take-away containers (in addition to the eight we already had). Standardizing on one storage system is important because it means not having to look for the correct lid. We still have a lot of different storage systems, but I plan to simplify that soon. I also picked up Ziploc zipper freezer bags, which I can use to freeze large portions of soups, sauces, and other things.

I estimate that I can fill the chest freezer to capacity with up to 52 of the Take-away containers, which can be used for individual lunch portions. If I want to further conserve space, I can also freeze larger portions (without rice, for example), cook fresh rice as needed, and assemble the lunches or dinners during the week.

I’m also planning to make cheesecake tarts, lemon tarts, and other varieties, so that I can throw them into our new frozen-desserts drawer and we can enjoy them any time. I may also pick up a bunch of different kinds of apples and make this Saturday an apple-tart-tasting party, as many people have not likely thought about the differences between the apple varieties. It’s hard to compare when you eat them on separate occasions, but I can give people the opportunity to sample many different kinds of apples. <laugh>

Next steps:

• Clear freezer by using up the bulk ingredients
• Collect bulk cooking recipes
• Make meal plan and shopping list
• Experiment with online grocery delivery
• Try cooking for two weeks

I think about relentless improvement, even for the little things in life. Figuring out the little things in life frees me up to work on the big things.

It’s a good idea to plan what you want to learn. One of the good things we do at IBM each year is to put together an individual development plan, which combines formal learning, informal learning, and on-the-job experience.

I’ve written about some of the things I want to learn at work, such as facilitation skills. I’ve also written about some of the things I wanted to learn in life: getting better at storytelling, helping new hires connect, sharing what I’m learning, helping people change, nurturing relationships over a distance, and being more practical. What I hadn’t really done before was to make a map. (Or if I did, I forgot about it, and what use is that? )

So here is what I want to learn, and now I can take that and translate the work parts into an individual development plan, and add next actions for work and life learning to my to-do list. =D I definitely recommend going through the process of thinking about what you want to learn and sharing that with other people. I’m sure that I’ll add or remove things from this, but it’s a good start!

Thanks to TerriAnne Novak for the nudge to think about this.

…It is important to note that by simply participating, managers transfer their status into the new paradigm; while not participating creates a real discrepancy.

Cecille Demailly, Toward Enterprise 2.0: Making the Change in the Corporation, as cited in Bill Ives’ blog post

Sarah Siegel’s reflections on virtual leadership made me think about the changes that IBM is going through. We’re moving further apart from each other (more remote/mobile workers, more geographically-spread management functions), and at the same time, moving closer to each other through social networking tools. Front-line managers might still see many of their team members face to face, but dotted-line relationships across countries are becoming more and more widespread, and middle managers work in an increasingly virtual world.

Many people struggle to translate management and leadership skills to the virtual world. They feel the loss of contact as we move away from offices and co-located teams, but they don’t have a lot of guidance on what excellent leadership looks like in this new globally-integrated world. There are no recipes or clear best practices in standard management and communication books, in the MBA courses they might have taken, and in the business magazines. Their own managers might also be dealing with the growing pains of the organization.

So some managers participate, and many don’t. The ones who participate are figuring out what works, and they may make mistakes along the way. The ones who don’t participate (out of fear? lack of time? lack of confidence?) might end up finding it even harder to get started, and then people feel confused and isolated because they aren’t getting leadership and direction from the people who are supposed to lead them.

I think managers really do want to help people work more effectively. It’s hard with all the external pressures and the pace of change, tools that are constantly evolving and practices that need to be adapted for the times, and greater challenges from both inside and outside IBM. Communities like the one Sarah Siegel organizes for IBM managers are vital, because managers need to be able to connect with other managers and learn from each other.

There are no clear answers yet. Organizations around the world are still figuring things out. Many of the principles remain the same, but translating them online when you can’t see body language and you can’t make eye contact is difficult for many people.

People need to learn how to not only work around the challenges of a virtual world, but also take advantage of its strengths. And there are strengths. Virtual teams are not just shadows of what we can do face-to-face. Going online brings new capabilities that we can explore.

We need to help managers figure this out. Along the way, we’ll end up helping ourselves and other people, so it’s worth the effort.

I remember growing up and realizing that even though I’m the youngest of three children, my parents were learning all sorts of new things about parenting while raising me. That helped make it easier for me to understand them instead of getting frustrated or upset. It’s like that with managers, too. Managers are learning about working with us just as we’re learning to work with them and with IBM.

So, how can we help? Here are some ways:

• We can explore and model behaviour. For example, I believe that a culture of knowledge-sharing can make a real difference to IBM. If I experiment with that and model the behaviour, I can help managers and non-managers see what it’s like, what the benefits are, and how to get started. Mahatma Gandhi said, “Be the change you want to see in the world.”
• We can give feedback. I think my manager finds it amusing that I think a lot about what brings out the best in me and I suggest that to him. Managers can’t read minds. Make it easy. If your manager is receptive to the idea, give suggestions and share what you think.
• We can coach. When the pain of ineffective methods is strong enough to drive change (think about all the frustration over endless reply-to-all conversations), people will look for better ways to do things. Coach people on how to use tools and how to change practices. It’ll take time and they’ll probably get frustrated along the way, but you can help them keep their eyes on the goal (and remember how painful the old ways were!).
• We can help people see the big picture. Resource actions can sap morale. Impersonal communications can make you feel that the company has drifted from its values. Even if people are afraid, you can work on making sense of the situation, focusing on the positive, and looking for ways to keep moving forward. Vision isn’t just the CEO’s job. What you say and how you act can influence how other people feel about their work and how well they can focus on making things better instead of getting lost in the stress.

There are a lot of individual contributors within IBM. If we see leadership as something everyone in the organization does instead of being limited to those who have the “manager” bit in their Bluepages record, if we remember that leadership competencies are something we can express no matter where we are in the organizational chart and we take responsibility for helping make IBM and the world better, and if we help as many people as we can, we’ll not only get through these growing pains, but we’ll make a company worth working with even more.

Thanks to Rawn Shah for sharing a link to Bill’s blog post through Lotus Connections Profiles, and to Sarah for prompting me to write more about this!

It’s almost time to make my personal business commitments. It’s a great time to think about what I want to do with IBM.

There are the existing goals and commitments that come down through the management chain. I want to work with IBM on making those happen because I believe in what we’re doing, and I believe that the work will help me grow. Saying yes to those is easy.

And then there’s the really important question of what I want to do with IBM, if IBM can be this platform that lets me make a bigger difference. What I want to do with IBM is to build a world where work really does flow like water, where people can do and be their best wherever they are.

If we can figure out how to work with the system—if we can figure out how to align and support even a fraction of the energy and talent in this 400,000-strong organization and our extended ecosystem—imagine how much we can help change the world and how much better we’ll work. Look at how much the world has already changed in the past few decades. Wouldn’t it be amazing to find out what we could do if we could help people fully use their talents?

So what does that look like, long-term?

• People can easily and effectively collaborate with people around the world. This means knowing how to reach out and find resources, work together, and deliver results. Challenge: Lots of growing pains right now, especially as work moves around the world and companies shift towards more diverse workforces. People don’t know which tools to use when, and we’re still figuring out how to work together.
• People can work on what they’re good at and passionate about. We can get better at connecting people with opportunities and adapting to changing needs.
• People learn and share as much as they can. Learning from other people and sharing what we’re learning becomes a natural part of the way we work.
• People work well. We communicate clearly, without too much jargon. We communicate as people, not hiding behind passive words or inhuman abstractions. We connect with each other.

How can I help make this real?

• Consulting: I can help organizations, communities, teams, and individuals change the way they work by helping them learn about tools, practices, and success stories. I can coach people on how to develop new practices. I can look for what people are doing well, document those practices, and explore how they can work even better. If I can get really good at consulting, I can help people identify the strengths that they can build on, recognize and share what works, and plan how to address the challenges that get in the way of collaboration.
• Practising relentless improvement: I’m good at looking for small ways to improve processes and building tools to help people work more effectively. If I can get really good at relentless improvement, I’ll be able to identify key changes that help people work much more effectively, shape a culture where people love practising relentless improvement themselves, and formalize and share improvements through processes and tools.
• Learning and sharing: I’m good at learning tons from people around me and sharing what I’m learning through presentations, blog posts, and other ways to scale up the knowledge. If I can get really good at learning and sharing, I’ll be able to inspire people to learn and share, map out what people need to know, share lots of insights, and organize it so that people can find what they need.
• Connecting: I’m good at connecting people with other people, resources, and tools. This is partly because of a wide network and broad exposure, partly because I deliberately look for ways I can connect people, and partly because I work on taking notes and thinking of associations. If I can get really good at connecting, I’ll be able to not only help people build on others’ work instead of duplicating effort, but also push the network knowledge into the organization so that people can find relevant people and resources without being bottle-necked by connectors. I could also get really good at connecting and then use this to help clients understand complex technical systems.
• Showing the big picture: I’m good at showing people how they fit into the big picture, why their work matters, what else is going on, and what they can do next to grow. If I can get really good at helping people see that, I’ll be able to shape people’s motivation to work, help people stay passionate and engaged, and show what the next steps are.

It’s interesting to look at this list. Although I enjoy building systems and developing my technical skills, I think I’ll get closer to what I want to do by focusing on the business side. My technical aspect helps me because I can automate tasks, crunch numbers, analyze information, and build tools for remembering things. For the kinds of challenges I’m really curious in exploring, though, technology isn’t the limiting factor. Technology-wise, things change really quickly, and I’m confident that people can build what we need. What we’re limited by is our ability to change and learn.

What does that look like in the short- and medium-term? What can I work towards for my career?

One of the quirks about planning my career is that I don’t need to work towards a specific position in order to make the kind of difference I want to make. I can already work on this from where I am. My current role already involves all of those capabilities to some extent, and I also contribute outside my official job role. My work with Innovation Discovery helps me learn about all sorts of interesting people and interesting projects. My mentors teach me about consulting skills and facilitation techniques. My tasks provide me with plenty of opportunities for relentless improvement. Learning and sharing, connecting people across the organization, helping people see the big picture and the next steps—these are things I do for work and fun.

So, how can I make the future even better than today?

• Better alignment: The more closely my goals and my team’s goals are aligned, the more resources I can tap to make things happen, and the better IBM and our clients can take advantage of what I’m good at.
• Immersion: If I focus on developing one capability (or a set of related ones), I can create and share more value faster than if I spread myself out. For example, if I focused on doing lots of technology adoption coaching, I can build lots of resources around that instead of making gradual progress in lots of areas. (Although touching so many different areas of work also helps me with connecting…)
• Better inspiration: If I work with other high-performing teams that do connection and collaboration really well, I can learn tons, share insights with other teams, and bring my own talents to the mix. If I work with different kinds of high-performing teams, I’ll learn different things. For example, I’m currently learning a ton about working with decision-makers and spanning boundaries within IBM, because those are the things my Innovation Discovery team excels at. I wonder what other teams can teach me, and how they might benefit from cross-pollination.
• More leverage: I can learn about contributing through a team in addition to contributing as an individual. People-management sounds like it’ll take a lot more work than individual contribution (and management seems less secure, too!), but it seems to be a good way to break past the limits on how much value I can individually create. I have 24 hours in the day, like anyone else, but if I can figure out how to be a great manager and enable lots of other people to work at their peak, we can create more collective value. I love learning about management and leadership, and I’m curious about what’s possible. I don’t know enough about this because most of my mentors are individual contributors, so I don’t have a good sense yet of whether management would be a good fit or how I can go about exploring it.

There are many paths that I can take. Here are a few paths that people have recommended I think about:

• Working towards becoming a client IT architect: David Ing recommended this because it involves low travel, takes advantage of my strengths in connecting the dots and keeping complex systems in my head, and helps me build a deep understanding of a particular industry (probably public sector?). It’s a revenue position, so it should keep me relatively safe from resource actions, and it will allow me to continue contributing to IBM.
• Focus on collaboration, maybe figure out some kind of rotational program between client-facing and staff positions: I would love to alternate between focusing on helping our clients adapt and helping IBM adapt. If I have the capacity to do this simultaneously, even better. Working with IBM will help me deepen my understanding and empathize with client challenges, while working with clients will help me share what we’re learning and broaden our perspectives. David Singer suggested this because being client-facing means not having to worry too much about other people cutting budgets, while the rotational aspect will help me learn more.
• Working towards becoming a master inventor. Boz suggested this one because I love helping people come up with and improve ideas, I love learning, and I love connecting the dots.

Staff positions are interesting and I know a lot of people who do incredible work. I love the variety of my internal and external network and the things I learn from constant interaction with clients, though. So it looks like I’ll focus on growing as a consultant and figuring out how to be the bridge. Following an individual contribution path will give me more flexibility, I think, than growing into people management.

I’m fascinated by small businesses and entrepreneurship, but an organization of IBM’s scale and influence can do so many amazing things. I want to figure out how to work with an enterprise like this to make things happen. So I’m going to figure out what I can do with IBM, because I want to make a bigger difference than I can make alone. =)

What does that mean for the next year and the next few years?

• I can deepen the work that I do with Innovation Discovery by volunteering to take on more responsibility for engagements, or by applying relentless improvement to the social networking and collaboration topics that clients are interested in. Scaling the program up is interesting and creates value, but if I’m going to focus on that, I need to figure out how to focus more on the consulting or sales aspect instead of taking the training/staff approach so that it’s in line with my long-term goals.
• If I want to focus on the client IT architect path, I can find a mentor and look for engagements that will let me immerse myself in other kinds of systems and how to work with them. Yes, even if that means stepping outside my wonderful open source / web application world. After all, our team is good at application services, so I should take advantage of those competencies.
• If I want to grow towards the strategy and transformation practice, I can find mentors, shadow or support engagements focused on Web 2.0, and build more thought leadership inside and outside IBM around collaboration and technology adoption.
• I can deepen my technical leadership capabilities by sharing what I’m learning, exploring more virtual leadership skills, and helping people become better technical leaders and individual contributors.

What are some next actions that I can take?

• Find role models in strategy and transformation, learning and knowledge, and other areas that I’m considering. Find out what their work is like and look for resonance.
• Negotiate my job role with the Innovation Discovery team so that we can deliberately develop certain capabilities.
• Invest into learning and sharing as much as possible around collaboration and change, learning about different industries along the way.

If I can build lots of understanding and insight around collaboration both within and outside IBM, then I can help people learn and experiment within the company, and I can inspire clients to learn and experiment as well, and I can (I hope!) convince clients to invest in partnering with IBM so that we can help them create value much faster.

So that’s what I’m thinking, and now that it’s outside my head and in a form I can share, I can work with other people on making it clearer.

Now the hard work begins: clarifying, creating, collaboratig, learning, sharing… =)