在這裡是行不通的 (Chinese Translation from Manager Tools’ article “That Won’t Work Here”)

dreamstime_xs_19639677 (240x160)Note: The following passage is a Chinese translation of the article “That Won’t Work Here” from Manager Tools’ newsletter. You can find the entire newsletter at this link. The author of the article is Ms. Dani Martin, and Manager Tools has been very generous in granting me the permission to translate and to publish the article on my blog. My only intention is to share actionable managerial thinking and tips with a broader, like-minded audience. Please feel free to comment or to suggest ways to improve my translation for future articles. Thank you.

在這裡是行不通的

我經常在會議上會聽到 “這(Manager Tools)三位一體思想在我的組織內是行不通的,因為我們是一個非營利性或是社會服務機構。” 盡管我解釋說,當我作經理時已經運用三位一體在三種不同的非營利性機構,從一個大規模,全國家性組織(美國癌症協會),到一個小規模,地方性的食物銀行。有時候,這些說法還是有人堅持不渝。但是每一次當我運用的效果還是很卓越的。

所以這讓我感到很懷疑這到底是怎麼一回事。為什麼小公司的經理認為三位一體只會在大公司裡行的通?而大公司中的經理聲稱它會更容易在小點的公司裡行的通?為什麼做軟件公司的人肯定它更容易在製造業務裡行的通?為什麼這麼多的人認為,除了他們自己的機構,這將是更容易或是更好或是更快的在任何其他的組織中被接受?

最近我才意識到,這是因為變革是很難的。要實施三位一體,先需要一位管理者去改變他自己的行為。通常找一個原因去自圓其說這個新的行為是沒有必要的到是很容易,因為這是一個免費通行證加上一個合乎邏輯的理由。我現在終於明白了,因為我自己也會做出同樣的事情,像我告訴我自己可以不去運動跑步,因為我剛剛忙完了兩天的會議。但是我不能指望有更好的身材,如果我三個星期都因為忙而不去運動。就像我們身為管理者也不能期望有不同的結果,如果我們都不去改變我們自己的行為。

如果你來到我們的會議,並且告訴我你在哪裡行不通,我會明白,因為我要求你採取一些不同的做法。我也希望能告訴你,那一天我已經做了我的運動跑步。變革是不容易的,所以讓我先來做。

Fresh Links Sundae – October 27, 2013 Edition

http://www.dreamstime.com/-image9076544Fresh Links Sundae encapsulates information I have come across during the past week. Often they are from the people whose work I admire or resonate with me. I hope you will find these ideas thought-provoking at the minimum. Even better, I hope these ideas will, over time, help my fellow IT pros make better decisions, be awesome, and kick ass!

With the on-going difficulties experienced at the national healthcare website, some people have attributed the difficulties to technology missteps. Michael Schrage believes that successful IT systems demand serious IT governance, and effective governance is not in place at this time. Don’t Blame IT for Obamacare’s Tech Troubles (Harvard Business Review)

With the cloud, BYOD, and other recent trends, some believe internal IT is no longer a necessity.  Bob Lewis suggests that, instead of fighting the trends, IT should lead the effort in shaping how the new trends can be leveraged for the organization’s advantage. Time to decommission IT? Lead the charge. (IS Survivor Publishing)

Many software asset management (SAM) systems have been designed to serve the singular nature of software inventory control function. Peter Bjorkman believes that is an outdated design. A multi-stakeholder approach is needed, and it will be beneficial for SAM. Shaking off SAM’s ‘solitary’ stereotype (The ITAM Review)

In response to a call for tips on building a service catalogue, Rob England explains the difference between service catalogue and request catalogue and how they should be apply in your environment. #SMFlashbook My top tip for building a service catalogue (The IT Skeptic)

For years, IT executives have had to deal with stealth technology or shadow IT set-up that could put their company’s security — and maybe their authority — at risk. Today, Tom Kaneshige suggests that IT executives see the world differently and are quick to explain that they should be ambassadors between tech vendors and business users. CIOs Want to Be Allies, Not Adversaries, With Business Users (CIO.com)

Technical debt can be defined as having unfinished tasks in an IT project. Technical debt is also a significant problem for many organizations and can contribute to considerable development issues. Russ Miller talks about the best ways to deal with technical debt. Technical Debt – Q&A With Russ Miller, CTO, SunView Software (ITSM Lens)

As work moves through the organization, it can reach a point where the whole process slows down or halts. When that happens, Sasha Dichter believes those choke points provide excellent learning opportunities. Choke points (Sasha Dichter’s Blog)

Global competition has changed the employment game. A gap has been created within the employee-employer relationship and driven largely by fear. Ted Rubin suggests that employers should start thinking of employees as an investment, instead of treating them like a commodity. Empower Your Employees… and They Will Power Your Brand! (Ted Rubin)

Marshall Goldsmith suggests that we can all increase our own interpersonal effectiveness by better understanding the powerful concept of referent groups. He explains what the concept is and how it can be a useful tool for understanding differences in organizations. Referent Groups and Diversity (Marshall Goldsmith Personal Blog)

Tom Asacker believes that complicated, time-consuming, and costly processes can kill value. Organizing simple, powerful creative undertakings can do the opposite. Kill the matrix. (Tom Asacker)

Bar Rescue and Running IT – A Book Review of “Raise the Bar: An Action-Based Method for Maximum Customer Reactions”

jon_taffer_book (300x186)First the disclaimer… I am a fan of Jon Taffer’s Bar Rescue show and have been for the last couple of years. While we all know the reality shows are made primarily for entertainment, I enjoyed the show because I believe it teaches some valuable business lessons. When Jon’s book “Raise the Bar” came out, I was eager to find out what wisdom Jon could share from all those businesses he tried to rescue. I also wanted to compare notes and see what other insights I might have missed and could pick up.

I was pleasantly surprised to find that many things Jon discussed in the book are pretty consistent with what I thought about the show. I think his advice can be helpful not only to the bar business but also to other types of business. My professional work is in the IT area, and I believe the advice will work for delivering technology services, too. Here are just a few examples good business practices that, I believe, resonate well with the work in IT:

“You cannot have a great business without creating one great, positive reaction after another.”

“My definition of a standard boils down to this: qualifiable, quantifiable, and verifiable.”

“There has to be an established process for you to do a walkthrough of your business and determine whether everything is being done right and, if not, how to fix it.”

“Successful businesses have winning teams that promote and encourage winning players and mitigate weakness through peer pressure. Teams work together on clear objectives that force individual members to perform or leave.”

As it turns out, running a, excellent IT shop is not that different from running an excellent bar. I believe a disciplined IT organization can not only deliver positive experience to its business constituents but also operate at a highly competent level. While customer reaction and standard management are crucial, the book also emphasizes the importance of hiring solid employees who will fit well with your business and help everyone succeed. Although some interactions in the shows sometimes can get a bit superficial in front of the cameras, overall, I am convinced that Jon’s recommendations in the book are solid and actionable.

One last quote I liked… “Good people need to be treated with dignity – it’s your fault for hiring the wrong person; it’s not the employee’s fault for being the wrong person. That’s humanity.”

This is my main take-away from the book. Although running a bar or a IT business can be a science, it still takes people who are capable and committed to following the processes and to get the best results. At the end of the day, IT is still all about the people.

科技與兒童 (Chinese Translation from Manager Tools’ article “Technology And Children”)

dreamstime_xs_17990343 (240x160)Note: The following passage is a Chinese translation of the article “Individuals” from Manager Tools’ newsletter. You can find the entire newsletter at this link. The author of the article is Ms. Wendii Lord, and Manager Tools has been very generous in granting me the permission to translate and to publish the article on my blog. My only intention is to share actionable managerial thinking and tips with a broader, like-minded audience. Please feel free to comment or to suggest ways to improve my translation for future articles. Thank you.

科技與兒童

我保存了一篇從雜誌上撕下來的文章。這並不是什麼不尋常的事。其實,馬克和我平時互相問候之時,有時會彼此交換撕下來的文章。這一次這篇文章停留在我的辦公桌上了幾個星期。很少會有什麼文件在我的辦公桌上停留超過幾天。我是一個高D (DISC),說到做到那種女孩。

那一篇文章是從9月份的“成功”雜誌上,它講到有軟件可以幫助教師與家長彼此對孩子的表現的溝通。有一些程式能結合測試和學習。他們還會發送有關考試和功課截止日期的提醒。

我的第一反應是這還了得,為什麼要教小孩子以科技為依賴?我以前有一本筆記裡面寫著對數公式和一個納皮爾的骨頭。我有一個日曆去記錄我要交的功課。我還要跟根據期末考試來修改。還要根據我的進度看是需不需要期中考,或是需要更多的幫助。但不知怎的,我老有個感觸一直牽扯到我自己的反應。我寫不出來,但…

這時我才意識到,這些孩子們一定會依靠科技。他們可能從來沒有使用過紙日曆,他們會有一個手機去提醒他們需要做的事情和截止日期。他們不是被教導以科技為依賴,他們被教導如何去操縱科技來幫助他們。

他們正在學習如何用四周圍的環境,去給他們不斷的回饋,並利用小步調去保持在正確的方向來達到他們的目標。當他們需要幫助時,他們被教導去如何開發謀略,這些資源在網上通常是免費的。

你知道嗎,我有點嫉妒那些孩子們不需要對科技與給他們生活更輕鬆上的結合去想太多。我也希望我以前能有如此方便,這樣我也可以從節省的時間中獲益。到過來講,如果那一天我們有個電磁脈衝的災難,我也許還能夠拿手來算對數。

Fresh Links Sundae – October 20, 2013 Edition

http://www.dreamstime.com/-image28379626

Fresh Links Sundae encapsulates information I have come across during the past week. Often they are from the people whose work I admire or resonate with me. More importantly, I picked these articles to help my fellow IT professionals be more successful. I hope you will find these ideas thought-provoking at the minimum. Even better, I hope these ideas will, over time, help my fellow IT pros make better decisions, be awesome, and kick ass!

Some experts have predicted that the CIO role has become less and less relevant over the years and maybe going away soon. Bob Lewis disagrees and explains why the CIO role is necessary to coordinate the integration between applications and systems. Is the CIO dead? Maybe. Should it be? Nah. (IS Survivor Publishing)

As the power of data and analytics profoundly affects the business landscape, companies once again need more top-management talent who can understand and leverage the technologies. Brad Brown, David Court, and Paul Willmott outline six areas that will require more senior leadership’s participation. Can Your C-Suite Handle Big Data? (Harvard Business Review)

Many of us are accustomed to having access to highly capable consumer technologies that offer convenience and commodity pricing. Over time, we have grown dependent on those technologies. Sharon Taylor reminds us the importance of balancing the level of support response, redundancy, cost, and reality when offering those same technologies and services to our organizations. Rocket fuel, cake and customers. (SHIFT)

Many IT organizations are looking for ways to improve their services by making themselves more assessable to the business. Robert Stroud suggests that perhaps a “walk-up service center” can help to improve your organization’s service management effort. Service Management From the Back Room to the “Drop-in Center” (CA Service Management)

Most IT departments are in a struggle to meet the demands from a customer base and from a massive volume of IT project and firefighting work at the same time. Offering a more personalized support from IT appears to be a low priority item considering the resource and staff constraints. Ian Aitchison thinks that offering a more personalized IT support to enterprise users can be doable. You don’t need to be a Genius or a Guru to offer a Personal Service Desk (The ITSM Review)

Many CIOs feel innovation can only come after establishing a culture for innovation within the organization. CEB believes that, instead instilling a culture, a “climate of innovation” will be more malleable and can be influenced by processes, practices, and signals from leaders. Laura Wilson explains what is a “climate of innovation” and recommends four actions to create such climate within your organization. Want to Make IT More Innovative? Don’t Set Up a Skunkworks Team, Examine Your Behaviors (CEB’s IT Blog)

Some leaders try hard to help their teams by handing out advice on every aspect of the team’s work. Susan Cramm explains what the negative consequences can be and what corrective actions a leader should take. Are You Disabling Your Organization with Advice? (Strategy+Business)

Today’s leaders face a set of very different environments and leadership challenges. Len Lagestee believes that, by changing the way we think, speak, and act, we will begin to design how we will be remembered as a leader. Shaping Your Leadership Legacy (Illustrated Agile)

A challenge around strategic core competencies today is that too many of them appear to be enterprise-centric rather than from the customer’s point of view.  Michael Schrage discusses how companies can re-think and re-architect how they can empower customers to add value to their core competencies. Do Customers Even Care about Your Core Competence? (Harvard Business Review)

Marshall Goldsmith suggests that leading an organization that provides integrated multi-product solutions is remarkably different from leading an organization that sells a single line of products. He recommends approaches leaders should take to navigate in today’s interconnected world. On a Consumer Watershed (Marshall Goldsmith Personal Blog)

Something else you might be interested in…

Microsoft has made a free Windows 8.1 ebook by Ed Bott available for download. Introducing Windows 8.1 for IT Professionals (MSDN Blogs)

杜拉克與裝箱 (Chinese Translation from Manager Tools’ article “Drucker and Tubs”)

dreamstime_xs_29451609 (159x240)Note: The following passage is a Chinese translation of the article “Drucker and Tubs” from Manager Tools’ newsletter. You can find the entire newsletter at this link. The author of the article is Ms. Dani Martin, and Manager Tools has been very generous in granting me the permission to translate and to publish the article on my blog. My only intention is to share actionable managerial thinking and tips with a broader, like-minded audience. Please feel free to comment or to suggest ways to improve my translation for future articles. Thank you.

杜拉克與裝箱

寓意:你無法控制費用,只能削減他們。

最近我們開始用從(彼得)杜拉克上學到的想法,去運用在我們每一個會議製備的包箱與裝運。

在過去的兩年,我們會議的後勤和運輸的過程中都變得更加複雜。許多加入到我們裝箱的東西增加了運費和勞工成本。每一樣增添的項目都有個很好的理由:一個手提音響可以省下租賃音響設備的錢,好幾份紙名冊和清單可以給我和馬克來方便的使用,再來一些給時鐘備用的電池。最終的結果是每一次會議上需要一個大於30%的航運裝箱,加上15個小時在運輸與材料上的準備,並且在會議前多一個小時的設立。

馬克鼓勵我和 Maggie 從開頭到結尾,在重新計劃一遍。他說“我們不要拿一個小手術刀去對付這問題 ,讓我們拿把大斧頭”。當我們反思整個裝箱的一切,這過程幾乎成了一個遊戲,如何去把這個裝箱弄到越小越好。

到最後這結果比我想像的小很多。我們停止裝運一大堆東西。我所擔心的事,一件都沒有發生。這會場內的勁頭沒有因為沒播放音樂而下降。所有的名冊和清單可以在我的 iPad 上查看。如果實在有需要的話,我可以到時再多買幾個電池。而事實也證明,有些人喜歡做自己的姓名紙板棚。他們所做的款式和畫的圖片都很有趣。

這和杜拉克所教的有什麼關聯?他說,你不能控制費用,你只能削減他們。每一件東西加入到裝箱裡是完全在我們的控制之內。當我們的成本增加了,我們可以決定從其他方向來控制。最後的結果是我們將在 2014 年節省至少 $11,000 的費用。那才是你如何削減,而不是光控制成本。

在你的工作上,你的裝箱是什麼樣子?你有那些費用或是項目可以從中削減?

Fresh Links Sundae – October 13, 2013 Edition

http://www.dreamstime.com/stock-image-sundae-image13526471Fresh Links Sundae encapsulates information I have come across during the past week. Often they are from the people whose work I admire or resonate with me. More importantly, I picked these articles to help my fellow IT professionals be more successful. I hope you will find these ideas thought-provoking at the minimum. Even better, I hope these ideas will, over time, help my fellow IT pros make better decisions, be awesome, and kick ass!

More and more workplaces are demanding more hours from the employees far beyond the typical 40-hour week. If you are in one of those organizations and need to cope with it, Bob Lewis has some insight to share. Escaping the toxic workplace (IS Survivor Publishing)

With enterprises being more software driven than ever, George Colony believes that technology management leaders must not only continue to manage the traditional IT but also need to make large strides on managing BT (business technology). Tech Management in the Age of the Customer (Forrester Blogs)

With ITSM concepts and frameworks in existence for over 20 years, most people thought we probably have reached a plateau in term of squeezing more productivity out of ITSM efforts. Allen Houpt advocates that more productivity can still be had and suggests 10 tips to reduce service costs in a webcast. The Little “ITSM” Engine That Could (CA Service Management)

As a follow-up to a recent discussion in the Software Asset Management group on LinkedIn, Rory Canavan presents a detailed process model for Corporate Governance for a successful SAM implementation. Process of the Month – Corporate Governance Process (The ITAM Review)

As the cloud and big data trends develop, jargons and buzzwords have made them difficult for people to understand the real issues behind those trends. Jeremy Bergsman talks about how data protection and third-party risk management should be addressed in order to master the cloud and big data trends. Are Buzzwords Clouding Your Judgment? (CEB’s IT Blog)

When it comes to creating a strong foundation for customer loyalty management, Ted Rubin believes that your customer service department plays the most important role. He recommends four approaches to leverage your customer service team for effectively turning customers into fans. Customer Loyalty Management via the Customer Service Silo [] (Straight Talk)

Empowerment is a noble notion where people are given the opportunity to fully leverage their capability and contribute to their organizations. For some under-performing individuals, Rob England suggests that “empowering” people can sometime means setting them up for failure. Empowering the hopeless (The IT Skeptic)

In an IT project, a business analyst will often need to create a functional specification. Laura Brandenburg explains what a functional specification is and what information goes into it. What Goes Into a Functional Specification? (Bridging the Gap)

Mitch Joel believes that many people are doing it wrong when it comes to preparing for a public speech. He recommends a 22-step approach on how to prepare for one. How To Give A Great Presentation (Seriously) (Six Pixels of Separation)

After spending three years managing a recent start-up, Jeff Nolan wrote a series of blog posts to document the lessons learned as well as what worked and did not. Startup Lessons Learned: Hiring; Startup Lessons: Dynamic Org Structures; Startups Lessons: Product First; Startup Lessons: Marketing; Startup Lessons: Board Management; Startup Lessons: Tough Decisions (Enterprise Irregulars)

是你還是我?(Chinese Translation from Manager Tools’ article “Is It You Or Is It Me?”)

dreamstime_xs_16879390 (240x187)Note: The following passage is a Chinese translation of the article “Individuals” from Manager Tools’ newsletter. You can find the entire newsletter at this link. The author of the article is Ms. Wendii Lord, and she has been very generous in granting me the permission to translate and to publish the article on my blog. My only intention is to share actionable managerial thinking and tips with a broader, like-minded audience. Please feel free to comment or to suggest ways to improve my translation for future articles. Thank you.

是你還是我?

我想每個人都有些能夠觸我們霉頭的人。那些人的作法讓我們費解。那些人對事情的處理也輕重不分。

當我們碰見任何與我們思想不同或行為不一致的人,我們第一個反應會是“你是錯的。一個有理智的人不會這麼做。你把一個好好的事搞砸了。這所造成的干擾,困難,與摩擦,都是你而不是我。“

你們許多已經接觸到 DiSC 有助於我們理解他人。當你明白什麼事對什麼人是重要的,你對他們的動機以及他們的做為,會有更清晰的了解。

還有另外個角度來分析這件事。有時候真的有可能是其他人的錯。那種時候我哥哥會說“混帳”。但是這又怎麼樣呢?你明天後天與未來還是要和他們相處。如果你不能改變他們,那你就需要調整自己。試著用不同的方法去改善關係,或是降低你惱火的程度。

很多事並不是完全針對你來。當我第一次申請工作被拒絕的時候(那時對我是個極大的震撼!),我的母親告訴我:“他們可能把工作給另一位有五個孩子,沒有丈夫和只有一條腿的女士”,她意思是說有人會比我更需要這份工作。現在我們很少知道其他人的遭遇。即使我們知道有一個人生活中的困難,但我們只能想像,我們沒法親身體會。

我寫這篇文章主要是為了我,也是為了你。我要提醒我自己的是,無論我們之間有什麼樣的摩擦,我們需要保持一個寬宏大量與以誠待人的態度。在商業中,我們有時會忘記這麼做。因為我們只認為我們的業績,我們的目標,我們的待遇比其他人更重要。那些並不是。做人厚道才是重要。

Fresh Links Sundae – October 6, 2013 Edition

http://www.dreamstime.com/-image28379626Fresh Links Sundae encapsulates information I have come across during the past week. Often they are from the people whose work I admire or resonate with me. More importantly, I picked these articles to help my fellow IT professionals be more successful. I hope you will find these ideas thought-provoking at the minimum. Even better, I hope these ideas will, over time, help my fellow IT pros make better decisions, be awesome, and kick ass!

When IT groups and their business counterparts do not collaborate, Thomas Redman and Bill Sweeney believe that the failure to derive the full advantage of information technologies does enormous disservice to organizations. While there is no “silver bullet” solution, they have outlined three approaches for IT and business leaders to consider. Bridging the Gap Between IT and Your Business (Harvard Business Review)

With the technologies available to consumers these days, many end users have become knowledgeable on the technologies they are using in their work environment. However, a number of IT organizations still have outdated processes and lack of tools to support their increasingly knowledgeable end users. Eric Feldman gives examples of how IT can better engage and improve their interaction with the end users. Are Your Consumers Treated as Consumers? (CA Service Management)

As part of an ITSM initiative team, Earl Begley was tasked by his CIO to ensure quality execution. He shares with us the lessons learned and the takeaways from his experience as the project’s Total Quality Manager. Is Darth Vadar in your ITSM project? (The ITSM Review)

Dan Kane points out that the “traditional” approach to IT metric reporting can be ineffective, due to the use of the siloed numbers that do not help the readers make the necessary connections between the numbers and the big picture. As a result, the metrics often fail at driving action or decisions. He recommends an approach that can help transform the focus of ITSM metrics into information that tells a compelling story. Do your metrics tell a story?  What makes for a compelling metrics story? (Hazy ITSM)

Reflecting from her recent trip to Nepal as a volunteer for a humanitarian effort, Susan Cramm describes how our 21st-century leadership skills can have a powerful and positive impact on those living in extreme circumstances throughout the world. Using Your 21st Century Skills in a 19th Century World (Strategy+Business)

On a recent mountain climbing trip, Bob Lewis experienced the negative consequence when you push your body too far. He cautions that management today can sometimes create a harsh environment where the employees are pushed too hard and too far. Pushing through the pain hurts (IS Survivor Publishing)

Many organizations go a considerable length to build fault-tolerance capability into their technology environment. Occasionally, due to poor design decisions, the fault-tolerance capability does not fully come through when the need arises. Jonathan Hassell explains why regular testing, robust communication, and occasional mock failover are necessary to ensure your disaster recovery practice will work when you need it. 4 Ways CIOs Can to Respond to a Service Outage (CIO)

Organizations seem to have different levels of success when deploying the same technology solutions to its business environment. Patrick Gray believes that, once you develop a strength at gathering and managing use cases, your IT projects are more likely to meet their objectives, satisfy the key stakeholders, and make your company more effective. Approach IT from the perspective of use cases and not features (TechRepublic)

Seth Godin believes that art is the work of a human – an individual seeking to make a statement, to cause a reaction and to connect. He also advocates “art” creation is not just for the artists in the traditional sense – all of us are capable of producing our best craft and “art.” Decoding “art” (Seth’s Blog)

Many people seem to know that encouraging upward challenge is a key to maintaining organizational integrity; however, it can be hard to do in practice. Marshall Goldsmith recommends that business leaders should focus on encouraging their followers on learning how to recognize potential integrity issues and effectively communicating these in a way that can prevent problems. Challenge Up: A Key to Organizational Integrity (Marshall Goldsmith Personal Blog)

Something else you might be interested in…

With data being recognized as a key asset for a number of business processes, trusting the data too much or too little can often lead to unintentional, negative consequences. Cathy O’Neil has published a free e-book that urges its readers to cultivate their inner skeptic when it comes to leveraging data for decision making. New Essay, On Being a Data Skeptic, now out (mathbabe)

個人 (Chinese Translation from Manager Tools’ article “Individuals”)

http://www.dreamstime.com/royalty-free-stock-images-individuality-concept-image14815169Note: The following passage is a Chinese translation of the article “Individuals” from Manager Tools’ newsletter. You can find the entire newsletter at this link. The author of the article is Ms. Wendii Lord, and she has been very generous in granting me the permission to translate and to publish the article on my blog. My only intention is to share actionable managerial thinking and tips with a broader, like-minded audience. Please feel free to comment or to suggest ways to improve my translation for future articles. Thank you.

個人

我這星期養了一隻貓。他是我第一隻寵物。作為一個新寵物的主人,我當然也閱讀了所有我能找到有關的資料。我去了一家寵物店,一位女店員問我:“新的貓?”看來我這個做新寵物主人算是很明顯。

人家說,貓需要有個地方去爬上爬下,因為貓喜歡坐高高的。不過到目前為止,他完全忽略了我給他買的一個高塔。人家說,他需要有充滿薄荷味道的玩具,而他也不感興趣。但是沒有人告訴我,說他可以在浴室裡打開櫃子藏在裡面,就像他第一夜後和我沒看到他捉迷藏的感覺!

這算是蠻有趣的,你看他每小時做一周圍巡邏和檢查。當他看著窗外,彷彿像他在看電視。每次門大聲關上,會害他嚇一跳。

在我所讀到的,沒有一件能給我在厄尼身上做到個準備。他的確是與眾不同。

這讓我想起,當你的團隊有一個新的成員會是什麼樣子。你會期待某些結果。你會覺的某些事情重要,某些事情不重要。你也許不會建立一個高塔讓你的新成員爬上爬下,但你可能會打印出作業程序標準,想著他會用心閱讀。然後發現他並沒有這麼做,還問了一大堆問題。

每個人都是因人而異。我們的老祖宗需要能夠快速的評估前面的人是否是朋友還是敵人,但我們已經不需要這樣做(至少不需要在辦公室裡這樣做)。這種迅速的概括,已經不像以前有那麼大幫助。當你和一個不熟的人打交道,可以暫停對他的判定,因為你會遲早會發現到他的為人如何。正如拉爾夫•愛默生所說過,你的為人會比你所說的一切更多倍的響亮。