How vs. Why

Here is an interesting parallel between the Data, Information, Knowledge, Wisdom pyramid and the knowledge worker roles and responsibilities defined by Peter Drucker.  Depending on what you read, there exists a tendency to refer to Knowledge as “doing things right”, which happens to fit Drucker’s classic definition of “efficiency”.  On the same token, there’s also a tendency to see Wisdom as “doing the right things”, which also neatly fits Drucker’s definition of “effectiveness”.

DIKW  Pyramid

So from Drucker we know that management represents efficiency, leadership represents effectiveness, executives need to be leaders, and all knowledge workers need to think and act like executives.

This leaves us with a curious relationship between [Knowledge, Management, Efficiency]  vs. [Wisdom, Leadership, Effectiveness]. Description is at the heart of the former, which defined work in the 20th century.  Prediction, on the other hand, is at the heart of the latter, and it will define work in this 21st century.


Best (mal)Practices?

What if I tried to sell you on the notion of “best practices” as just a bunch of superfluous hogwash?  You know, the kind of waste another best practice – Lean’s “Eliminate Waste” principle, attempts to eradicate.  I’d try hard to convince you of the uselessness of pair-programming, ineffectiveness of test-driven development, or the wastefulness of the more appropriately named Sick Sigma. “You’re just wasting time and money”, I would plead.

You might try to convince me otherwise by showing how it’s clearly possible for a best practice, like SWOT, in helping a naturally deliberate person find his new career path (read part 1 and part 2 first), or how there’s not a lack for imagination in applying Theory of Constraints to electronic trading.  Heck, you could even remind me of my own past success with Charles Handy’s Sigmoid Curve, or the undeniable boost in software quality brought by test-driven development.

Backpedaling, I would formulate my own rebuttal, including convincing and equally dizzying material from David Snowden on best practices in complex adaptive systems.  “Those examples worked because the system was ordered!”, I’d bark.

I had the pleasure of listening to David Snowden speak on the issue of effectiveness in Complex Adaptive Systems.   He suggests to lay off best practices, particularly in knowledge management when applied to complex domains.  To understand why, simply imagine what comes of trying ‘to fit the square peg to a round hole’.   A best practice represents a codification of knowledge, and “knowledge cannot be entirely codified”.  He instead advocates using approaches which promote the discovery of shared context:

“…shared context is vital to knowledge exchange, and such context always involves some human trusted validation.  This is not to say that codification of material in advance of need is not advantageous, but the effective reference is nearly always human.” – David Snowden

Returning to our discussion, the lightbulb finally goes off for the both of us.  “To boost effectiveness in complex domains, practices need to be adaptive and promote continuous feedback, the software industry must have known this all along when they moved away from predictive practices towards adaptive ones like Agile”, I conclude.  To which you respond,  “yes, but even David Snowden suggests there’s still plenty of value to glean from a best practice.”


Visit the newest version of Boost Practices – the strengths based knowledge worker practice tool:



Social Skills

LinkedIn recently introduced a “whole new way to understand the landscape of skills & expertise, who has them, and how it’s changing over time.”   So essentially they have created a social network around knowledge worker skills.  Although the site confuses skill with technology (e.g. Wii, Blackberry and iPod as skills?), it nonetheless represents an innovative step towards better understanding skills and their relationship to the larger topic of competence (i.e. talent, skill, knowledge).

With LinkedIn Skills, I can now see the who, what, where and when of a particular skill, which is inline with the people-oriented features we’ve come to expect from other social media technologies such as Twitter, Facebook and Foursquare.  With Skills, I can track the growth of a particular skill, determine which skills are on the up and up, and which should be dropped in favor of greener pastures.   As the idea matures, I’m sure we’ll see commercial opportunities such as: Click to …”Verify, Improve, or  Share” your skill, but the precedent has been set.  Skills are now first class citizens in the world of social media technologies.


Manager != Leader

All too often we see knowledge workers, media and other professionals confusing the role of a leader with that of a manager. Peter Drucker spelled it out clearly for us – leadership is about ‘doing the right things’, in other words about being effective. Management on the other hand is about ‘doing things right’ – it’s about being efficient, the first looks outward, the latter looks inward. What’s the big deal in confusing the two you ask?  There are two general problems:

  1. A manager who strives for the glory of leadership, without understanding the essence of his role as a manger, will increase the risk of demotivating the team he manages, while also increasing the probability that goals and objectives go unmet.
  2. A leader who strives for the operational control of a manager, without turning his focus and vision outward,  will cement the ineffectiveness of his decisions.

This begs the question, can an individual be both a great leader and manager?


Technology of Doing

Over the course of the past twenty years or so, the software development community has created or sought axioms, metaphors, techniques, approaches, analogies, processes and other practices (sometimes borrowing them from automobile manufacturing) that render software development work more productive and the worker more effective.  These practices continue to influence work across organizations, teams, and individuals and their recent rise to prominence in other knowledge worker disciplines supports the notion that software developers are in fact “pioneers in knowledge work”, as was suggested by Watts Humphrey.

Many of these practices resulted from the need to improve the effectiveness of software development efforts after the general ineffectiveness experienced with projects that followed the traditional management and engineering mindset.  As other forms of work continue to evolve to depend more and more on the effective application of specialized knowledge,  we may find that what has proven effective for the software development community (e.g. Agile) may be equally so when applied to other work disciplines.


About ten years ago I started implementing my vision for a repository of knowledge worker tools and practices that could help promote this cross-pollination of practices.  At the time I referred to it by the name “Metaframeworks” and the idea was to organize, document and digitally capture these popular practices so they could be effectively studied, referenced, mixed and matched across disciplines.  An example of the practices I set out to capture were all those defined under the compound software development practices such as Scrum and Extreme Programming. With Metaframeworks however, I wanted to capture the practices emerging from many knowledge worker disciplines, not just software development.

So as the ‘need-to-know’ culture of Web 1.0 began a transition towards a ‘need-to-share’ culture in Web 2.0, I also started looking for ways to add more structure to this repository as well as introducing new ways to share the knowledge and information it captured.  At this point the project was renamed ‘CGuide’, and supported a new hierarchical classification of practices, with the classification scheme borrowed directly from Google Directory.  The repository had also moved from my local hard drive to Amazon’s online Simple Storage Service (S3) and while CGuide’s predictable structure and online accessibility made it easier to find and navigate towards a relevant practice, there was something missing.  Needed was a common metamodel and associated metadata to capture key characteristics of these practices.  This metadata would be critical in promoting the development of semantic tools capable of searching through the directory of practices, for example.

Which brings me to the third generation of this repository.  This new phase operates in a web increasingly dominated by social media technologies such as Twitter and Facebook but also increasingly limited by traditional keyword based search tools of Web 1.0 and 2.0.   As our collective maturity in using the Internet increases, along with the tsunami of data it generates, users are demanding more relevant search results to their increasingly sophisticated queries.  Back in 1999 the founder of the World-Wide Web, Tim Berners-Lee, was quoted as follows:

I have a dream for the Web [in which computers] become capable of analyzing all the data on the Web – the content, links, and transactions between people and computers. A ‘Semantic Web’, which should make this possible, has yet to emerge, but when it does, the day-to-day mechanisms of trade, bureaucracy and our daily lives will be handled by machines talking to machines. The ‘intelligent agents’ people have touted for ages will finally materialize.

– Tim Berners-Lee, 1999

His ambitious vision is turning out to be the seed for the Web’s next generation.  In the spirit of evolving this repository with the times of the Internet, I am moving it to Metaweb’s excellent structured data platform known as Freebase, with the vision of turning it into the world’s largest open linked data repository of knowledge worker practices.

The Project

Technology of Doing includes a comprehensive dataset of knowledge worker practices.  You can start using this dataset by visiting   Practices are none other than methods, concepts or phenomena that feed from a large body of true sciences and/or experiences and provide an effective way to achieve a set of objectives.  For example, ‘Pair-programming‘ is a type of knowledge worker practice prevalent in software development , ‘DIKW‘ is a type of practice found in knowledge management, and ‘Strengths-based Selection‘ is practice adopted by business management specialists. Each of these practices can be associated to one or more objectives (e.g. improve productivity) as well as a one or more practitioner strengths (e.g. empathy).

Semantic Possibilities

With the structure and metadata in place, the development of semantic tools capable of offering a strengths-based practice selection to individuals, teams and organizations alike is now possible.  An example of this is the Boost Practices application, where individuals can use it to better align their work practices with their natural talents.

Check back throughout 2011 as I cover more of the Technology of Doing.


Boosting Effectiveness

Remember the “Computers are Everywhere” slogan from this vintage 80’s cartoon commercial?  It appeared on broadcast television during Saturday mornings as a way to educate young audiences to the newfound efficiencies computers were bringing to all aspects of society, including air traffic control, fire response, and space travel.  The commercial delivered an important message to kids, probably the same ones who a few decades later, would be at the center of the tidal wave of innovation and speculation that came to be known as the dotcom era.  Notwithstanding the commercial’s positive message and influence, it neglected to mention the importance of doing things faster, cheaper, and better, presumed the right things were being done to start with.  Which is to say, it didn’t pay to be quicker at doing the wrong things.

This is the basis for effectiveness, which has become the mark of quality for 21st century knowledge work.  But what exactly is effectiveness and what renders a person, process, or technology more effective?   In this series, Boosting Effectiveness, I will present the essential characteristics for effectiveness in knowledge work, and discuss how you can improve effectiveness in your own day-to-day knowledge work.

Purpose and Objectives

Legendary management scientist, Peter Drucker, differentiates the logic of work from the logic of working.  Work, he says, represents the tactical actions defined by an organization to fulfill a set of objectives.  These objectives in turn, represent the direction and “action commitments” of the organization towards a common purpose while also setting the standard for measuring performance.  You may hear terms like ‘mission’, ‘vision’, ‘strategy’ or ‘tactics’, but the general concept is the same – purpose, objectives and the tactical actions derived from them form a framework meant to inspire and concentrate an organization’s thoughts and efforts towards a common point.

Countries are founded on this type of framework.  The United States of America defines its purpose in the Preamble to the U.S. Constitution.  This constitution in turn defines a set of objectives, that include the Bill of Rights.

Business organizations also hold their thoughts and actions accountable to this framework. Consider a a high-tech company with the mission of “organizing the world’s information and make it universally accessible and useful“.

The logic of working follows a similar principle.  Drucker reminds us that  “making the worker achieving implies consideration of the human being as an organism having peculiar physiological and psychological properties, abilities, and limitations, and a distinct mode of action”.   Consider, for example, an individual who decides to live a life that remains true to her core values and principles.

Therefore, boosting effectiveness in knowledge work first requires we maintain an intimate understanding of the context for what is ‘right’.  The key is to understand that there are two contexts for effectiveness in knowledge work.  The first embodies the purpose and objectives of the organization through the definition and creation of work, and the second embodies the purpose and objectives of the worker through their ‘distinct mode of action’, which includes their talents, skills and knowledge.

This brings me to the first principal for boosting effectiveness in knowledge work:

Boosting effectiveness in knowledge work requires an intimate awareness and understanding of the purpose and objectives of the work (logic of work), along with the purpose and objectives of the knowledge worker (logic of worker).


Any bicycle mechanic will tell you the importance of regularly maintaining a wheel’s ‘trueness’.  This process involves the careful adjustment of tension, provided by the wheel’s spokes, to achieve a perfectly straight wheel.

Boosting effectiveness follows a similar logic.  Both require finding a harmonic balance between potentially opposing elements. When truing a wheel, a single turn of the spoke can impact any of the four variables controlling its shape and performance.  In knowledge work, any decision or action that doesn’t fully harmonize logic of work with the logic of the worker can have a detrimental impact on one, the other, or both.   Consider the following examples that benefit both the work and the worker:

This brings me to the second principal for boosting effectiveness in knowledge work:

Boosting effectiveness in knowledge work requires that decisions concerning people, process or technology harmonize the logic of work with the logic of the worker.

Responsible Commitments

In his book ‘Reflections on Management‘, Watts Humphrey talks about the importance of creating and communicating ‘responsible commitments’.  These commitments are key to a team’s performance, and according to Humphrey ‘the only way for the team to operate’.   Thus far, the principles for boosting knowledge worker effectiveness have focused on the logic of work and the logic of the worker.  Responsible commitments, although rooted in a work plan, are also designed to elicit and nurture a shared vision and commitment from all team members.  This is key in an era of knowledge work where the body of knowledge required for effective decision making rests with the knowledge workers themselves.  Humphrey points out four necessary characteristics of these commitments:

  1. They should be based on a work plan
  2. They should be freely assumed and publicly accessible
  3. They should follow a phase of diligent preparation
  4. They should precede the performance required to fulfill them

Responsible commitments thus ensure that the vision and commitment towards fulfilling an objective starts with the specialists, while also providing a motivational boost for two reasons.  First, the individual and/or team will feel more confident in achieving commitments they help define.  Second, with their name associated to the commitments, credibility is also on the line.

Therefore, the third principle for boosting effectiveness in knowledge work:

Boosting effectiveness in knowledge requires  a culture of creating and communicating ‘responsible commitments’ of work, by engaging and eliciting the thoughts and opinions of all members whose responsibility it is to fulfill them.

Quality Feedback

In February 2001, 17 software developers met to discuss lightweight software development methods. Heavyweight predictive software development approaches, such as the Waterfall method, were perceived ineffective, complicated and slow to respond to changing requirements.  The software development community was heavily criticized through widely quoted statistics showing the failure rate of software development efforts.  The air was right for a change and this now infamous meeting resulted in what has become the Agile software development movement.

The software development practices born out of this movement share a common characteristic.   They are all designed around the early and continuous discovery and adaption to change.    Test driven development, for example, which forces a programmer to confront the question “Why am I doing that?” more times than not, has been proven more effective at improving the quality of software being produced.  Or take Agile’s promotion of daily meetings, which inspire all team members to open up and think through their work day, anticipating changes while also better understanding their previous issues through shared feedback.   There is also Scrum’s burndown chart, which helps team members visualize their daily progress, or Agile Retrospectives, which give all members a chance to reinforce what they liked, learned, lacked and longed for from the previous software release.  These practices are all designed to generate quality feedback so teams can make the necessary adjustments.

This brings me to the fourth principal for boosting effectiveness in knowledge work:

Boosting effectiveness in knowledge work requires practices designed to generate timely, accurate, precise, and complete feedback regarding the work’s output or the worker’s performance.


Arguably the most fundamental and overarching element when talking about boosting knowledge worker’s effectiveness is trust. By trust, I’m referring to professional trust and its components.  In order to establish the foundation for boosting a worker’s effectiveness, there needs to be a strong and growing foundation of trust between a worker and his team, his employer as well as the technologies and processes underlying her work.   Knowledge management researcher, David Snowden, confirms the importance of trust (pdf) for the effective exchange of knowledge by suggesting “shared context is vital to knowledge exchange, and such context always involves some human trusted validation.”

This brings me to the fifth and final principal for boosting effectiveness in knowledge work:

Boosting effectiveness in knowledge work requires the growing presence of professional trust between the worker and his colleagues, employer, tools, processes and customer.

This concludes the series on Boosting Effectiveness.

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Behavior Driven Hiring

While past performance does not guarantee future results in the financial markets, when hiring knowledge workers, this same heuristic does not apply.  A knowledge worker’s past performance indicates the recurring professional behaviors that enable him or her to succeed in future work. In their book, First Break All the Rules, Marcus Buckingham and Curt Coffman point out that these recurring professional behaviors are talents.  By asking open ended questions as well as analyzing these recurring professional behaviors in the candidates they interview, organization’s can significantly boost the effectiveness of their hiring practices.

There are three reasons for the improved effectiveness. First, with a focus on talents comes the advantages of a strengths-based hiring approach.  As Tom Rath, Author of StrengthsFinder 2.0, points out in his book, “People who do have the opportunity to focus on their strengths every day are six times as likely to be engaged in their jobs and more than three times as likely to report having and excellent quality life in general”.  The second benefit of this hiring approach is the belief that, when it comes to people, past performance may be the most accurate indicator of future performance.  Finally, the understanding of talents, emerging from the hiring process, will help guide the self-organization phase for effective team growth after the candidate comes on board.

Sabermetrics & Internships

The sports and software industry provide two fascinating examples of organizations who found a way to build winning teams by selecting the right talent. I’m talking about the Oakland Athletics of Major League Baseball and FogCreek Software founded by Joel Spolsky.

In his book MoneyBall: The Art of Winning an Unfair Game, Michael Lewis takes a fascinating look at the subjective and often flawed conventional wisdom guiding Major League Baseball’s insiders for over a century.  The book focuses on the Oakland Athletics baseball team, and the method in which its front office, headed by its General Manager Billy Beane, took advantage of more empirical gauges of player performance.  His system relied on the principles of sabermetrics in order to build a team, which in 2002, finished tied with the New York Yankees for most wins despite having one of the lowest payrolls in Major League Baseball.

Similarly, Joel Spolsky knew exactly the kind of programming talent he needed to thrive as the small software startup, FogCreek Software, in New York City. Needing the ‘top 1%’ of programming talent was not enough however.  He needed a way to identify and recruit this talent before his competition had a chance to.  And so he devised his lavish system of internships. Through this system, he has been able to stay true to his vision of “helping the world’s best developers make better software”.

Two organizations, two completely different hiring strategies, but both first determined exactly the type of talent they needed to succeed, then found a way to hire it.

Effective Amplification

Throughout this series I will apply many of the concepts and ideas presented in Tom Rath’s StrengthsFinder 2.0.  In particular the language for talent devised by strengths psychologist Don Clifton, which consists of 34 talent themes,  and the strengths equation:

Strengths = Talent * Investment

where investment is simply the time spent developing and growing skills and knowledge.  This equation is essential in the larger context of high-performance knowledge worker teams.  In such teams, selecting the right people is the first and most important factor behind a management strategy that aims at high-performance, and when coupled with the right team building approach, can propel any group towards something greater.

The Programmer Example

Consider the following example.  By now it should be common knowledge that the best programmers in the world have a superior attention to detail.  Yet this is just one of the innate talents they possess.  Rob Walling presents a broader set of traits found in great software developers, including the tendency for them to be pessimistic, angered by sloppy code, long term life planners, as well as possessing elevated attention to detail.  Mapping these traits to the talent language proposed by Don Clifton results in the following themes:

If you’re looking to hire the best programmers available, you could start by giving preference to those candidate’s whose recurring professional behaviors indicate the presence of some or all of these talent.  Let’s take another example.

The Social Media Manager Example

Consider the traits of a brilliant Social Media Manager.  In her blog post, Maria Ogneva suggests that passion, domain expertise, natural evangelism, a service DNA, personable,  thirsty for knowledge, risk tolerance, ability to fail fast, balance of perfectionism, advocate for community, strategic, business savvy, and innovative self-starter are all characteristics of a capable Social Media Manager.  Mapping these to the talent language results in the following themes:

If you’re looking to hire a great social media manager and find a particular candidate’s recurring professional behaviors indicate strong Input and Strategic talents, your chances of hiring the right manager have improved significantly.

The Level-5 Leader Example

Jim Collins, author of Good to Great, discovered that leaders who transformed their companies from good to great all exhibited the characteristics he referred to as Level-5 leadership.  These characteristics include self-confidence, humbleness, unwavering resolve, and workmanlike diligence.  Mapping these characteristics to the talent language results in the following themes:

Your business strategy may be designed such that it depends on a Level-5 leader at the helm, and choosing a candidate who possesses all these talents will provide a solid step towards implementing that strategy.

The Startup Founder Example

Looking to hire someone with the qualities of a Founder?  Paul Graham has a few ideas on which traits to look for .  Mapping these to Don Clifton’s language for talent results in:

Behavioral Interviewing

These examples demonstrate a way for hiring organizations to better understand their talent requirements.  What they do not show, however, is how organizations can verify these talents are innate to the candidates they’re interviewing.

Any organization can address this through talent assessments, such as StrengthsFinder 2.0,  which relies on instinctive, “top of mind” responses as a more accurate indicator of a person’s talents.

With Behavior Driven Hiring, however, I’d like to propose an approach that also incorporates the analysis of a candidate’s blogs, github, linkedin, and twitter accounts, just to name a few, in order to conclude his or her talent profile.

Examples of this could include the following:

  1. Determining a programmer has elevated levels of the Discipline and Harmony talents because of the consistently favorable static code measures in the open source projects he has owned over the years.
  2. Pinpointing the Belief and Activator talents in an aspiring Social Media Manager through the analysis of their blog posts and twitter usage.
  3. Concluding a potential Level-5 leader’s knack for the Restorative talent through numerous linkedin references suggesting she managed to dramatically improve the market standing of all her previous employers.
  4. What does an open source programmer’s poor github “commit hygiene” tell you about their Analytical and Deliberative talents?
  5. Realizing a stock market trader’s skill and knowledge are perfect for the job at hand, but the extraordinary focus, discipline and adaptability he has shown in past military experience (as discussed by Paul Sullivan in his book Clutch), will make him particularly adept at delivering under pressure.

These examples are just a small sampling of current and future possibilities for behavior driven hiring.  Share your own ideas for analyzing recurring professional behaviors by posting a comment or emailing

Check back soon, as I continue updating this series on Behavior Driven Hiring.

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Four Stages for Team Effectiveness

A few years ago, I was part of a software development group stressed by a combination of challenges.  The first was our ability to quickly assemble small effective teams to take on an increasing amount of short term consulting assignments.  The second was ensuring that these same people could divide their attention and continue their contribution to a core team focused on a longer term and more strategic software product.  As a budding project manager in charge of both teams, I grasped at anything that could help me better understand the team-dynamics we would experience over the coming months.

Source: Unknown

I stumbled upon Bruce Tuckman’s, 5-stages of group development model (a.k.a. forming, storming, norming, performing, adjourning), which despite it’s age, and simplicity, proved timeless in helping me understand the maturity of the transient and core teams I was managing.   Fast-forward a few years, and my understanding of team dynamics has grown to include concepts that are more deliberate in describing the stages of growth for high-performing teams.  Although I liked Tuckman’s model in the past, I no longer find it useful because it does not make explicit the pre-requisites for effectiveness from one stage to the next.  For example, how well your team ‘performed’ depends on how well they ‘stormed’.  I want to remove any notion haphazardness in Tuckman’s model while making explicit the characteristics required for successful transition from one stage to the next.

Four Stages for Team Effectiveness

I’m proposing the following new model for effective team growth:

Self-organize -> Trust -> Adjust -> Deliver

The growing research and understanding of creativity, motivation and trust in knowledge worker teams inspired this Four Stages for Team Effectiveness model.  Derived from Tuckman’s model, it borrows concepts and terminology from Agile software development, the importance of trust in creative teams, and from Peter Drucker’s teachings on knowledge worker effectiveness.


It doesn’t surprise me to hear Dan Pink, The Surprising Truth on What Motivates Us, talking about the critical role autonomy plays in fostering motivation in creative types.  The link between autonomy and self-organization is how they work hand-in-hand towards ensuring the most effective team members are assigned to productive work as well as inviting the cohesion and commitment required to overcome big challenges.   The key with self-organization is for management to define the right-outcomes while allowing team members to organize around their strengths in order to determine how to achieve them.  Command-and-control organizations lacking this autonomy and self-organization across their structure, are forced to rely on a complex and potentially demotivating system of closely monitoring people, and their productivity, while providing the “carrot and stick” rewards to keep them going.


By trust I not only mean the trust between team members, but also the trust between a team and their stakeholders, their customers, their organization, their processes and the tools they use to build solutions.  As Rachel Davies writes, the equation for Trustworthiness depends on four critical factors.  Each of these factors is responsible for regulating the level of trust in knowledge worker teams.  Diana Larsen’s Agiles 2009 presentation on trust supports this equation in more detail by elaborating on the necessary components of trust which include credibility, support, and consistency.


As Jim Collins wrote in his book Good to Great, sooner or later all great teams will need to confront the brutal facts. Regardless of the level of trust between team members, uncomfortable periods of adjustment are inevitable.  They represent the teams desire to narrow the gap between what they are doing and what they should be doing.

These gaps can result from changes in the marketplace or from within the organization.  Development methodologies or business processes designed to continuously discover and communicate these changes will increase a team’s ability to respond to them as exemplified by the Agile software development practices.


Elevated levels of motivation and happiness will be the signature of teams who have grown through and mastered these previous stages. By this stage they will be an autonomous, cohesive group, committed to doing the right things while delivering immense value.  Teams should learn to rely on the feedback loop, emerging from this stage, to reinforce and grow the solid foundation of trust and effectiveness they have built.


Think back to the software development teams you’ve been a member of.  Do you remember your own stages of forming, storming, norming, performing or adjourning?   Now compare the stages of growth between a lackluster team you worked with and a high-performing team.   How did the stages of growth differ between these teams?   I’m proposing a new model for growing effective teams and the elements of this model are rooted in exactly those differences.

Share your own stories of team growth and effectiveness by emailing

Related posts: Behavior Driven Hiring, Boosting Effectiveness

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Live from Railsconf

Join me starting Monday, June 5, 2010 as I start a week of live blogging from Railsconf in Baltimore Maryland.

Click to see the previous day blogs:

Monday, June 7, 2010
Tuesday, June 8, 2010
Wednesday, June 9, 2010
Thursday, June 10, 2010

All Railsconf 2010 keynotes on youtube available here.

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Entrepreneurial Spirit – Opportunity

This is the final part to my series on the Entrepreneurial Sprit, where I present the characteristics of the perceived struggle driving the success of today’s internet entrepreneurs. I recommend you read parts one and two if you haven’t already.

As I mentioned previously, this struggle does not belong to entrepreneurs alone.  Knowledge workers also need to continuously align with their strengths, at the same time effectively growing their knowledge and skill, if they are to make a remarkable impression on their customers.  In this final post I’ll talk about the other side of the struggle, that of finding or creating the right opportunity.

Quick Rewind

Thus far I’ve stressed the importance of knowing and building on your strengths, as well as becoming more effective in both thought and action.  I believe these are essential ingredients in forming the foundation of autonomy, mastery and purpose that is so important to the motivation of creative people.  As I conclude this series, a narrative has emerged and it reads as follows:

Achieving and growing this level of effectiveness will permit you to grow your competence in a unique and powerful way.  This results in elevated levels of motivation which further amplifies your sense of purpose, autonomy and mastery, which further increases the number of opportunities you encounter and your ability to succeed in them.

In essence I’m saying that the number of opportunities you encounter will depend on your level of effectiveness.

What is Opportunity?

Look up the definition of ‘opportunity’ and you’ll find words ranging from ‘possibility’ to ‘chance’.  In his classic book, Think and Grow Rich, Napoleon Hill suggests the following:

Opportunity has a sly habit of slipping in by the back door, and it often comes disguised in the form of misfortune or temporary defeat.  Perhaps this is why so many fail to recognize opportunity.

For entrepreneurs, an opportunity is a calling to act, and every aspect of this ‘calling’ will directly relate to the effectiveness of the person who found it.

I asked my brother, a successful designer and woodworking entrepreneur, how he finds opportunity:

“The right opportunities come from surrounding yourself with the right people, this includes prospective clients.  Imagine you are an explorer or hunter entering a forest.  Not just any forest, but the right forest. This is your ‘market’.   The machete and other tools you carry will help clear the mess and pave your path forward.  Preparation means sustaining and growing the effectiveness of your mind, body and machete. This is what you can control.  In this context, the longer you search, the greater your chance of finding the reward. And don’t forget to enjoy and refine this process throughout, it will increase the chance of future reward.”

It’s Simple Really

As a person who creates and does things, the way to find and create new opportunities is to continuously align with your strengths while growing your ability to decide and do the right thing across the spectrum of people, processes and technology/tools.  I’ll end this series with a relevant quote from Guy Kawasaki that says “Make meaning and you’ll make money”, perhaps better restated as find meaning and you’ll make money.

I hope you enjoyed this series on the Entrepreneurial Spirit.

For questions for comments please email