tag:blogger.com,1999:blog-30320078875937971422024-03-06T01:11:34.387-06:00Business Analyst Field NotesLisa Combesthttp://www.blogger.com/profile/09790023271132848762noreply@blogger.comBlogger14125tag:blogger.com,1999:blog-3032007887593797142.post-90637269542473219682018-03-02T16:08:00.000-06:002018-03-02T16:28:46.947-06:005 Reasons and 10 Tips for Improving Your Communication Skills<br />
<div class="MsoNormal">
I cannot teach you to write well in one short-ish
article.<span style="mso-spacerun: yes;"> </span>What I can do, I believe, is
help you to understand why you should care about communication in written and
spoken forms and why doing so will help you succeed.<span style="mso-spacerun: yes;"> </span>I also can give you a few pointers that have
helped me over the years as a document writer, business analyst, and speaker.<span style="mso-spacerun: yes;"> </span>Here we go.<o:p></o:p></div>
<h2>
5 Reasons You Want to Communicate Well (Not an exhaustive list)<o:p></o:p></h2>
<div class="MsoListParagraphCxSpFirst" style="mso-list: l1 level1 lfo1; text-indent: -.25in;">
No matter what you seek to do in this life, you
will want to be heard.<span style="mso-spacerun: yes;"> </span>Whether you are a
team player or a lone-wolf, you will need to communicate with other
people.<span style="mso-spacerun: yes;"> </span>You will need to be able to tell
them your intentions, your goals, your needs, and probably some complicated
concepts.<span style="mso-spacerun: yes;"> </span>If you cannot do so quickly
and efficiently, you are likely to experience a great deal of frustration on
your part and maybe even some negativity on the part of others, as they become
frustrated.<span style="mso-spacerun: yes;"> </span>Being able to express
yourself well can give everyone a favorable opinion of you and help others know
who you are and what you are trying to accomplish.<o:p></o:p></div>
<div class="MsoListParagraphCxSpFirst" style="mso-list: l1 level1 lfo1; text-indent: -.25in;">
<br /></div>
<div class="MsoListParagraphCxSpMiddle" style="mso-list: l1 level1 lfo1; text-indent: -.25in;">
<span style="mso-bidi-font-family: Calibri; mso-bidi-theme-font: minor-latin;"><span style="mso-list: Ignore;"><span style="font-family: "times new roman"; font-stretch: normal; font-style: normal; font-variant: normal; font-weight: normal; line-height: normal;"> </span><span style="font: 7.0pt "Times New Roman";"> </span></span></span><!--[endif]-->Expert communicators are valuable at work and in
other organizations.<span style="mso-spacerun: yes;"> </span>Do you want to be
more in demand at your workplace?<span style="mso-spacerun: yes;"> </span>Do you
want to be a go-to person in your organization?<span style="mso-spacerun: yes;">
</span>Being able to speak and write well will take you a long way towards
being the “it” person.<span style="mso-spacerun: yes;"> </span>Why?<span style="mso-spacerun: yes;"> </span>Because you can articulate your own thoughts
and help clarify those of others.<span style="mso-spacerun: yes;"> </span>Because
you can get a point across.<span style="mso-spacerun: yes;"> </span>Because you
can help people understand where the organization is going and why.<o:p></o:p></div>
<div class="MsoListParagraphCxSpMiddle" style="mso-list: l1 level1 lfo1; text-indent: -.25in;">
<br /></div>
<div class="MsoListParagraphCxSpMiddle" style="mso-list: l1 level1 lfo1; text-indent: -.25in;">
Being able to write and speak well can help you
unleash your creativity.<span style="mso-spacerun: yes;"> </span>As you are able
to put your thoughts, dreams, and even wacky ideas out into the world, you will
be able to unlock the part of your brain that can break through barriers and
find new and exciting ideas and approaches to every day challenges.<span style="mso-spacerun: yes;"> </span>Creativity is a highly sought skill and one
that needs exercising.<span style="mso-spacerun: yes;"> </span>Speaking and
writing creatively will help.<o:p></o:p></div>
<div class="MsoListParagraphCxSpMiddle" style="mso-list: l1 level1 lfo1; text-indent: -.25in;">
<br /></div>
<div class="MsoListParagraphCxSpMiddle" style="mso-list: l1 level1 lfo1; text-indent: -.25in;">
Writing and speaking well exercises your brain
and helps with developing critical thinking skills.<span style="mso-spacerun: yes;"> </span>As you practice your writing and speaking,
you will be examining what you are doing, honing your skills, learning to be
more efficient and effective.<span style="mso-spacerun: yes;"> </span>You will
begin to consider and dissect the information in front of you, how it’s
organized, and use it to formulate effective communication about the topic at
hand and your thoughts that follow.<span style="mso-spacerun: yes;"> </span>This
process will become second nature, over time, and begin to extend to other
people’s communications with you so that you be able to more fully understand
what is being communicated to you.<o:p></o:p></div>
<div class="MsoListParagraphCxSpMiddle" style="mso-list: l1 level1 lfo1; text-indent: -.25in;">
<br /></div>
<div class="MsoListParagraphCxSpLast" style="mso-list: l1 level1 lfo1; text-indent: -.25in;">
Being able to speak and write effectively requires
mental organization.<span style="mso-spacerun: yes;"> </span>As you practice
these skills, you will establish organizational patterns that will extend to
your everyday life.<span style="mso-spacerun: yes;"> </span>Deliberate and conscious
efforts in the early days of your efforts will become well-traveled courses of
thought in the future.<span style="mso-spacerun: yes;"> </span>You will be
better able to collect your thoughts, arrange them, and then communicate them
effectively and efficiently.<o:p></o:p></div>
<h2>
5 Tips for Improving Your Writing Skills (Nope, not exhaustive)</h2>
The single most valuable thing you can do in
order to learn to write well is to read.<span style="text-indent: -0.25in;">
</span><span style="text-indent: -0.25in;">If you become familiar with the sound and flow of well written
communications, you will start to internalize them.</span><span style="text-indent: -0.25in;"> </span><span style="text-indent: -0.25in;">Once you know how well written information “sounds”,
you can begin to examine your own writing and critique it against what you know
to be good.</span><span style="text-indent: -0.25in;"> </span><span style="text-indent: -0.25in;">Your reading should include
fiction, non-fiction, scholarly, journalistic, and narrative styles.</span><span style="text-indent: -0.25in;"> </span><span style="text-indent: -0.25in;">Read everything.</span><span style="text-indent: -0.25in;"> </span><span style="text-indent: -0.25in;">Not every writing type requires the same rigor
for syntax, structure, and style.</span><span style="text-indent: -0.25in;"> </span><span style="text-indent: -0.25in;">Become
familiar with all of these so that you may easily switch from one form to
another as your audience and context change.</span><span style="text-indent: -0.25in;">
</span><span style="text-indent: -0.25in;">A social media post detailing your vacation should not be written in the
style of a scholarly article nor should your business document necessarily
mirror a style appropriate for fictional literature.</span><span style="text-indent: -0.25in;"> </span><span style="text-indent: -0.25in;">When you know the different tone and the
styles of writing, you can start to fit your communications appropriately.</span><br />
<div class="MsoListParagraphCxSpFirst" style="mso-list: l2 level1 lfo2; text-indent: -.25in;">
<o:p></o:p></div>
<div class="MsoListParagraphCxSpFirst" style="mso-list: l2 level1 lfo2; text-indent: -.25in;">
<span style="text-indent: -0.25in;"><span style="font-size: 7pt; font-stretch: normal; font-variant-east-asian: normal; font-variant-numeric: normal; line-height: normal;"><br /></span></span></div>
<div class="MsoListParagraphCxSpFirst" style="mso-list: l2 level1 lfo2; text-indent: -.25in;">
<span style="text-indent: -0.25in;"><span style="font-size: 7pt; font-stretch: normal; font-variant-east-asian: normal; font-variant-numeric: normal; line-height: normal;"> </span></span><span style="text-indent: -0.25in;">Be succinct.</span><span style="text-indent: -0.25in;">
</span><span style="text-indent: -0.25in;">Long, rambling sentences and paragraphs are generally confusing and
inefficient ways to get your point across.</span><span style="text-indent: -0.25in;">
</span><span style="text-indent: -0.25in;">Learn when it’s a good time to use a list instead of the standard
paragraph. People can more easily consume small bites of information.</span><span style="text-indent: -0.25in;"> </span><span style="text-indent: -0.25in;">It is much more difficult to parse and
understand a multi-line, multi-segmented sentence.</span><span style="text-indent: -0.25in;"> </span><span style="text-indent: -0.25in;">When writing, you may need to ramble to get
your thoughts onto paper, but never fail to come back and edit for conciseness.</span></div>
<div class="MsoListParagraphCxSpMiddle" style="mso-list: l2 level1 lfo2; text-indent: -.25in;">
<o:p></o:p></div>
<div class="MsoListParagraphCxSpMiddle" style="mso-list: l2 level1 lfo2; text-indent: -.25in;">
<br /></div>
<div class="MsoListParagraphCxSpMiddle" style="mso-list: l2 level1 lfo2; text-indent: -.25in;">
Speaking of which, learn to edit yourself. <span style="mso-spacerun: yes;"> </span>Learn to cut out the superfluous and focus
upon what is critical in order to get the reader to understand your message.<o:p></o:p></div>
<div class="MsoListParagraphCxSpMiddle" style="mso-list: l2 level1 lfo2; text-indent: -.25in;">
<br /></div>
<div class="MsoListParagraphCxSpMiddle" style="mso-list: l2 level1 lfo2; text-indent: -.25in;">
Decide why you’re choosing to write and keep
laser focus on that purpose.<span style="mso-spacerun: yes;"> </span>Are you
communicating an experience?<span style="mso-spacerun: yes;"> </span>Are you
trying to persuade someone?<span style="mso-spacerun: yes;"> </span>Are you
giving directions?<span style="mso-spacerun: yes;"> </span>Keeping singular
focus upon what you are doing keeps your writing in line.<o:p></o:p></div>
<div class="MsoListParagraphCxSpMiddle" style="mso-list: l2 level1 lfo2; text-indent: -.25in;">
<br /></div>
<div class="MsoListParagraphCxSpLast" style="mso-list: l2 level1 lfo2; text-indent: -.25in;">
Ask for criticism from good writers.<span style="mso-spacerun: yes;"> </span>No matter how well we edit ourselves, we will
miss things.<span style="mso-spacerun: yes;"> </span>Our own writing lives in
our minds and we know what we are trying to say.<span style="mso-spacerun: yes;"> </span>Other people don’t have that luxury and can
help you see things that your brain just glosses over.<span style="mso-spacerun: yes;"> </span>Be sure to establish a safe and respectful
relationship with your editor.<span style="mso-spacerun: yes;"> </span>It is of
no use to either of you if feelings are hurt.<span style="mso-spacerun: yes;">
</span>Tell your editor what you are looking for and be ready to hear that you
made some mistakes.<o:p></o:p></div>
<h2>
5 Tips to Improve Your Speaking Skills (Again, not exhaustive)<o:p></o:p></h2>
<div class="MsoListParagraphCxSpFirst" style="mso-list: l0 level1 lfo3; text-indent: -.25in;">
Slow down.<span style="mso-spacerun: yes;">
</span>Allow yourself time to organize your thoughts.<span style="mso-spacerun: yes;"> </span>Ask yourself if it is necessary to say what
you are about to say.<span style="mso-spacerun: yes;"> </span>Take time to
consider the right words to use.<span style="mso-spacerun: yes;">
</span>Constructing your message well will help you get your meaning
communicated.<span style="mso-spacerun: yes;"> </span>Remember to focus on your
point.<span style="mso-spacerun: yes;"> </span>Slowing down will help you keep
that focus in mind.<span style="mso-spacerun: yes;"> </span>When you speed
through your communication, you risk losing focus and obscuring the intent. You
risk being a blatherer.<o:p></o:p></div>
<div class="MsoListParagraphCxSpFirst" style="mso-list: l0 level1 lfo3; text-indent: -.25in;">
<br /></div>
<div class="MsoListParagraphCxSpMiddle" style="mso-list: l0 level1 lfo3; text-indent: -.25in;">
<span style="mso-bidi-font-family: Calibri; mso-bidi-theme-font: minor-latin;"><span style="mso-list: Ignore;"><span style="font-family: "times new roman"; font-stretch: normal; font-style: normal; font-variant: normal; font-weight: normal; line-height: normal;"> </span><span style="font: 7.0pt "Times New Roman";"> </span></span></span><!--[endif]-->Be self-aware and watch your facial expressions
and body language.<span style="mso-spacerun: yes;"> </span>If your mouth is
saying one thing but your body and face are saying something else, you are
diluting or confusing your message.<span style="mso-spacerun: yes;"> </span>Keep
in mind that a large part of communication is expression and posture.<span style="mso-spacerun: yes;"> </span>Study body language to help you be aware of
what you are portraying while speaking.<span style="mso-spacerun: yes;">
</span>Remember that facial expression affects the sound of your voice.<span style="mso-spacerun: yes;"> </span>Even if someone can’t see you, they can tell
if you’re smiling.<span style="mso-spacerun: yes;"> </span>The same principle
applies to other expressions.<o:p></o:p></div>
<div class="MsoListParagraphCxSpMiddle" style="mso-list: l0 level1 lfo3; text-indent: -.25in;">
<br /></div>
<div class="MsoListParagraphCxSpMiddle" style="mso-list: l0 level1 lfo3; text-indent: -.25in;">
Read and write.<span style="mso-spacerun: yes;">
</span>For much the same reasons as listed above, reading will improve your
speaking skills.<span style="mso-spacerun: yes;"> </span>Reading about great
orators and examining their speeches will help you to understand what makes
great communication and how you can use the same tools and techniques to
communicate well yourself.<o:p></o:p></div>
<div class="MsoListParagraphCxSpMiddle" style="mso-list: l0 level1 lfo3; text-indent: -.25in;">
<br /></div>
<div class="MsoListParagraphCxSpMiddle" style="mso-list: l0 level1 lfo3; text-indent: -.25in;">
Listen to people.<span style="mso-spacerun: yes;"> </span>By listening to others, you will begin to
understand what makes effective communication and what doesn’t.<span style="mso-spacerun: yes;"> </span>As you listen, ask yourself whether this is good
communication or not.<span style="mso-spacerun: yes;"> </span>Ask yourself why
it is or is not.<span style="mso-spacerun: yes;"> </span>Think about your own
speech and compare and contrast with the subject to which you are listening.<span style="mso-spacerun: yes;"> </span>If you tend not to be a listener, challenge
yourself to become one so that you can be more aware of other people’s speech
patterns and capabilities.<span style="mso-spacerun: yes;"> </span>Doing so will
also help you become more introspective with regard to your own speaking.<span style="mso-spacerun: yes;"> </span>Additionally, don’t avoid listening to
yourself.<span style="mso-spacerun: yes;"> </span>Record yourself and listen
with a critical ear.<span style="mso-spacerun: yes;"> </span>No one likes to
hear themselves, but put aside the angst over your nasal voice and accent.<span style="mso-spacerun: yes;"> </span>Focus upon what you are saying, are you
organizing your thoughts well?<span style="mso-spacerun: yes;"> </span>Are you
focusing on the point of your communication?<span style="mso-spacerun: yes;">
</span><o:p></o:p></div>
<div class="MsoListParagraphCxSpMiddle" style="mso-list: l0 level1 lfo3; text-indent: -.25in;">
<span style="mso-spacerun: yes;"><br /></span></div>
<div class="MsoListParagraphCxSpLast" style="mso-list: l0 level1 lfo3; text-indent: -.25in;">
Speak.<span style="mso-spacerun: yes;"> </span>If
you don’t practice a skill, like speaking, you will not improve.<span style="mso-spacerun: yes;"> </span>Challenge yourself to speak up, especially if
you don’t usually do so.<span style="mso-spacerun: yes;"> </span>Look for simple
ways to improve casual conversation as well as opportunities to speak in front
of other people.<span style="mso-spacerun: yes;"> </span>You need not be in
front of a crowd to speak well.<span style="mso-spacerun: yes;"> </span>You can
practice speaking well every time you verbally communicate with one or more
people. <o:p></o:p></div>
<h2>
In Conclusion<o:p></o:p></h2>
<div class="MsoNormal">
There are many similarities between speaking and writing. <span style="mso-spacerun: yes;"> </span>Improving one will positively affect the
other. <span style="mso-spacerun: yes;"> </span>It’s really nice when you can use
synergy to make changes.<span style="mso-spacerun: yes;"> </span>Speaking of
synergy, as you improve your spoken and written communication skills, something
else will happen.<span style="mso-spacerun: yes;"> </span>You will gain
confidence.<span style="mso-spacerun: yes;"> </span>When you KNOW you can make
yourself heard and understood, you can feel more confident when presenting
yourself anywhere.<span style="mso-spacerun: yes;"> </span>Whether a job
interview, a lesson in your local church, mosque, or temple, or a presentation
at work, when you know in your bones you can get your point across, you can
easily nail your purpose.<o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
There are of course more ways to improve your communication
skills.<span style="mso-spacerun: yes;"> </span>If you really want to improve,
use Google and look for resources and information on how to practice and
proceed.<span style="mso-spacerun: yes;"> </span>The world is at your fingertips
and you can access that information for free.<o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
Who am I to tell you how to improve your communication
skills?<span style="mso-spacerun: yes;"> </span>I am a technology professional
who has been writing and speaking as a part of that job for over 30 years.<span style="mso-spacerun: yes;"> </span>I have been a technical support specialist
helping people troubleshoot issues with large multi-media systems.<span style="mso-spacerun: yes;"> </span>I have been a department manager with up to
14 people reporting to me.<span style="mso-spacerun: yes;"> </span>I have been a
business analyst working with teams both co-located and globally dispersed. <span style="mso-spacerun: yes;"> </span>I am a seasoned documentation writer, working
with teams producing several different products for external sales and many,
many applications internal to my various employers. <span style="mso-spacerun: yes;"> </span>I am a public speaker with engagements at BA
World and local organizations under my belt.<span style="mso-spacerun: yes;">
</span>I am a member of the Yelp Elite Squad with over 800 reviews.<span style="mso-spacerun: yes;"> </span>Finally, I am a confident writer and speaker
who wants to share with the world. <o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
Thanks for your time.<span style="mso-spacerun: yes;">
</span>I would love to hear what you think of this and my other articles.<span style="mso-spacerun: yes;"> </span>Cheers.<o:p></o:p></div>
<br />Lisa Combesthttp://www.blogger.com/profile/09790023271132848762noreply@blogger.com0tag:blogger.com,1999:blog-3032007887593797142.post-58902052164796016532018-03-01T09:56:00.004-06:002018-03-01T09:56:34.291-06:00Trust for Teams and Practical Steps to Build It<div class="MsoNormal">
<i>Trust: (noun) Assured reliance
on the character, ability, strength, or truth of someone or something;
dependence on something future or contingent; something committed or
entrusted to one to be used or cared for in the interest of another; (verb)
Believe in the reliability, veracity, ability or strength of someone or
something<o:p></o:p></i></div>
<div class="MsoNormal">
These definitions resonate with me, all of them. In my humble opinion, trust is the most
important element of a successful business enterprise. Unfortunately, it is also one of the hardest
elements to find and get right<w:sdt citation="t" id="-547681866"><!--[if supportFields]><span
style='mso-element:field-begin'></span> CITATION Dor16 \l 1033 <span
style='mso-element:field-separator'></span><![endif]--> (Meinert, 2016)<!--[if supportFields]><span
style='mso-element:field-end'></span><![endif]--></w:sdt><w:sdt citation="t" id="1417057589"><!--[if supportFields]><span style='mso-element:field-begin'></span>
CITATION Sam18 \l 1033 <span style='mso-element:field-separator'></span><![endif]--> (Becker, 2018)<!--[if supportFields]><span
style='mso-element:field-end'></span><![endif]--></w:sdt>. In this article, I will make the case for
building and maintaining trust in the workplace and then offer practical steps
to create trust, nurture it, and help it grow.<o:p></o:p></div>
<h2>
Why is trust important for the workplace?<o:p></o:p></h2>
<div class="MsoNormal">
Does it seem odd to you that I would even ask that
question? If so, then please stick with
me. I hope to convince you that it’s
critical. If you read that question and thought
“There are hundreds of reasons.” Good for you!!! You are with me on this and can help convince
the skeptics and cynics among us.<o:p></o:p></div>
<div class="MsoNormal">
Human beings are social creatures. We developed to be social animals from the
very start of our evolution. We find
evidence of society in the remains left behind by the earliest humans and even
some of our non-<i>Homo sapiens</i> relatives. The development of societal bonds has been
one of the major success factors for our species. It has allowed for shared labor, safety nets
for those who fall ill or have difficulties, and enough food for a larger group
than was possible in individual family units.<o:p></o:p></div>
<div class="MsoNormal">
Society uses trust as one of its most basic and critical
elements even though its importance is generally unrecognized until trust
starts to break down<w:sdt citation="t" id="-1847858442"><!--[if supportFields]><span
style='mso-element:field-begin'></span>CITATION TrustInSociety \l 1033 <span
style='mso-element:field-separator'></span><![endif]--> (Karen S. Cook, Editor, 2001)<!--[if supportFields]><span
style='mso-element:field-end'></span><![endif]--></w:sdt>. Social stability is threatened by a lack of
trust, whether that social unit is a work group, a team, or a community. If members of a group cannot trust one
another, then the ability to work together effectively is compromised. <w:sdt citation="t" id="-437986837"><!--[if supportFields]><span
style='mso-element:field-begin'></span><span
style='mso-spacerun:yes'> </span>CITATION Res \l 1033 <span style='mso-element:
field-separator'></span><![endif]-->(Institute,
n.d.)<!--[if supportFields]><span style='mso-element:field-end'></span><![endif]--></w:sdt><o:p></o:p></div>
<h2>
So, that’s all very nice, now what?<o:p></o:p></h2>
<div class="MsoNormal">
Now we start building.
Building trust is something that you should think about every day. Building trust is part and parcel with being
an ethical and responsible person but if you are not deliberate about it at the
outset of trust building exercises, it can be easy to forget and accidentally
break trust. Breaking trust is a huge
hurdle to have to overcome, so it is best to not do it. Being deliberate in trust building efforts
helps ensure you never have to say you’re sorry.<o:p></o:p></div>
<h3>
Ways to build trust as an individual<o:p></o:p></h3>
<div class="MsoNormal">
First, take your group to an offsite location. Then, set up some pillows in case someone
gets dropped…. No, trust falls are not
necessary or even advisable. There are
many ways you can demonstrate and build trust in a real world environment. Here are a few and some explanation for each.<o:p></o:p></div>
<div class="MsoListParagraphCxSpFirst" style="mso-list: l0 level1 lfo1; text-indent: -.25in;">
<!--[if !supportLists]-->1.<span style="font-size: 7pt; font-stretch: normal; font-variant-east-asian: normal; font-variant-numeric: normal; line-height: normal;">
</span><!--[endif]--><b>Lead by
example</b>: When you show someone that you have confidence in them and know
they can handle a situation, then they are predisposed to respond in like ways
toward you and others. Micromanagement
of others is a sure-fire trust breaker.
By hovering over others and questioning their every action and decision,
you are signaling that you have no trust in them or their capabilities. This does not mean that you should never have
follow-ups with your team members. What it means is that you should give people
the space to do their thing and then follow up to see their progress, give
encouragement and guidance and then trust them to move on. <o:p></o:p></div>
<div class="MsoListParagraphCxSpMiddle" style="mso-list: l0 level1 lfo1; text-indent: -.25in;">
<!--[if !supportLists]-->2.<span style="font-size: 7pt; font-stretch: normal; font-variant-east-asian: normal; font-variant-numeric: normal; line-height: normal;">
</span><!--[endif]--><b>Show
respect</b>: When you are working with a
group of people, give everyone respect at the outset. Showing respect is about the little things
that demonstrate you value a person or a group of people. You can do this by doing the following:<o:p></o:p></div>
<div class="MsoListParagraphCxSpMiddle" style="margin-left: 1.0in; mso-add-space: auto; mso-list: l0 level2 lfo1; text-indent: -.25in;">
<!--[if !supportLists]-->a.<span style="font-size: 7pt; font-stretch: normal; font-variant-east-asian: normal; font-variant-numeric: normal; line-height: normal;">
</span><!--[endif]-->Be consistently on time for meetings<o:p></o:p></div>
<div class="MsoListParagraphCxSpMiddle" style="margin-left: 1.0in; mso-add-space: auto; mso-list: l0 level2 lfo1; text-indent: -.25in;">
<!--[if !supportLists]-->b.<span style="font-size: 7pt; font-stretch: normal; font-variant-east-asian: normal; font-variant-numeric: normal; line-height: normal;">
</span><!--[endif]-->Refrain from talking over people, no matter how
excited you are<o:p></o:p></div>
<div class="MsoListParagraphCxSpMiddle" style="margin-left: 1.0in; mso-add-space: auto; mso-list: l0 level2 lfo1; text-indent: -.25in;">
<!--[if !supportLists]-->c.<span style="font-size: 7pt; font-stretch: normal; font-variant-east-asian: normal; font-variant-numeric: normal; line-height: normal;">
</span><!--[endif]-->Speak with people in a respectful tone of voice
and with respectful language<o:p></o:p></div>
<div class="MsoListParagraphCxSpMiddle" style="margin-left: 1.0in; mso-add-space: auto; mso-list: l0 level2 lfo1; text-indent: -.25in;">
<!--[if !supportLists]-->d.<span style="font-size: 7pt; font-stretch: normal; font-variant-east-asian: normal; font-variant-numeric: normal; line-height: normal;">
</span><!--[endif]-->Look people in the eye when talking and look at
them when listening<o:p></o:p></div>
<div class="MsoListParagraphCxSpMiddle" style="margin-left: 1.0in; mso-add-space: auto; mso-list: l0 level2 lfo1; text-indent: -.25in;">
<!--[if !supportLists]-->e.<span style="font-size: 7pt; font-stretch: normal; font-variant-east-asian: normal; font-variant-numeric: normal; line-height: normal;">
</span><!--[endif]-->Give all speakers your undivided attention<o:p></o:p></div>
<div class="MsoListParagraphCxSpMiddle" style="mso-list: l0 level1 lfo1; text-indent: -.25in;">
<!--[if !supportLists]-->3.<span style="font-size: 7pt; font-stretch: normal; font-variant-east-asian: normal; font-variant-numeric: normal; line-height: normal;">
</span><!--[endif]--><b>Follow
through</b>: If you say you will do something, do it. Making promises to another person is an
assurance that they can put their trust in you.
Failure to follow through means you are untrustworthy, period. If something comes up and you are unable to
meet your commitment to someone, let them know as soon as you realize it. Even if you disappoint them by breaking a
promise, you at least let them know that you respect them by warning them of
your inability to follow through. <o:p></o:p></div>
<div class="MsoListParagraphCxSpMiddle" style="mso-list: l0 level1 lfo1; text-indent: -.25in;">
<!--[if !supportLists]-->4.<span style="font-size: 7pt; font-stretch: normal; font-variant-east-asian: normal; font-variant-numeric: normal; line-height: normal;">
</span><!--[endif]--><b>Communicate
openly</b>: When you communicate openly you foster an environment of
transparency. Incomplete communication
implies a lack of trust on your part and then makes people trust you less. If there are things that cannot be
communicated to a certain audience for a good reason, establish a protocol for
communications security and widely publicize it. Be sure to include the reasons for needing
communication security and make sure everyone understands it. Then, when
something isn’t communicated, make sure it is because of your rules and always
stick to your rules.<o:p></o:p></div>
<div class="MsoListParagraphCxSpMiddle" style="mso-list: l0 level1 lfo1; text-indent: -.25in;">
<!--[if !supportLists]-->5.<span style="font-size: 7pt; font-stretch: normal; font-variant-east-asian: normal; font-variant-numeric: normal; line-height: normal;">
</span><!--[endif]--><b>Put the
interests of the team ahead of your self-interests</b>:<b> </b>Often the good of the team
is in our own best interest too. That
makes this trust building method a piece of cake. Sometimes, however a situation arises that
makes it superficially more rewarding to take your own interests to heart. Unfortunately, when you let yourself fall
victim to that thinking, you are telling your team members that they don’t
matter, the goal doesn’t matter, and you do not respect or value them. You may or may not agree with what the team
is working on and it may seem to be less agreeable for you, that’s OK to
say. You should state your reservations
and then let the topic go. Support the
team and their work anyway. If you do
this, you are saying you value the team and the goal. By voicing your disagreement but accepting
the consensus, you are showing others that you value their knowledge and
opinion. If things don’t work out, be
sure not to fall into the “I told you so.” trap. The team knows what you said. Lastly, be aware of your intent when you are
interacting with a group of people. This
exercise in self-awareness helps you examine your motives and helps you
maintain your own ethics along with building trust between yourself and others.<o:p></o:p></div>
<div class="MsoListParagraphCxSpMiddle" style="mso-list: l0 level1 lfo1; text-indent: -.25in;">
<!--[if !supportLists]-->6.<span style="font-size: 7pt; font-stretch: normal; font-variant-east-asian: normal; font-variant-numeric: normal; line-height: normal;">
</span><!--[endif]--><b>Listen</b>:
Listening to the people around you is one of the most important ways to build
trust. When you listen to someone, you
are showing them that you value them and what they have to say. When you listen, listen attentively and
actively. Do your level best to eliminate
distractions. Put away your electronic
devices. Make eye contact. Use active listening skills such as observing
body language, smile while listening, and lean in toward the speaker. Ask questions to probe the person’s thoughts
and gain a deeper understanding of the message they are giving. If you want more information on active
listening, there are many different resources available. Google is your friend and will give you more
information than you can absorb.<o:p></o:p></div>
<div class="MsoListParagraphCxSpMiddle" style="mso-list: l0 level1 lfo1; text-indent: -.25in;">
<!--[if !supportLists]-->7.<span style="font-size: 7pt; font-stretch: normal; font-variant-east-asian: normal; font-variant-numeric: normal; line-height: normal;">
</span><!--[endif]--><b>Be open
to feedback</b>: We are not all perfect
and everyone has room for improvement.
When you are given constructive feedback, be genuinely grateful. When someone has taken the time and has the
consideration for you to give feedback, they are telling you that they value
you. When you show gratitude for
feedback, discuss it, and work on changing as a result of it, you are signaling
your respect and value for the person who gave the feedback as well as showing
self-awareness and respect because you want to become a better individual and
team member. When someone gives you
feedback, even if you don’t agree with it acknowledge the spirit in which it is
given. Remember that a person’s
perceptions may differ from yours and take the opportunity to be
introspective. The person giving
feedback may have misread you, the situation, or the signals in the
environment, however their feedback is still valid and allows you and the
person giving feedback to grow and build trust.
Never be afraid to discuss feedback with an open mind.<o:p></o:p></div>
<div class="MsoListParagraphCxSpMiddle" style="mso-list: l0 level1 lfo1; text-indent: -.25in;">
<!--[if !supportLists]-->8.<span style="font-size: 7pt; font-stretch: normal; font-variant-east-asian: normal; font-variant-numeric: normal; line-height: normal;">
</span><!--[endif]--><b>Recognize
each team member as an individual</b>:
When you demonstrate that you value each person as they are and their individual
ability to contribute to the team, you are showing respect and accepting that
your way isn’t the only “right” way of doing things. We are generally not able to pick out who
will be our team members, let alone select the team to which we are assigned.
We have to build relationships with total strangers and work in a coordinated
effort toward a common goal. Recognizing
that we are not going to like the same things, behave the save way, think the
same way, or react the same way to a given situation is a huge step toward
being an effective team member. <i>Demonstrating</i> your acceptance of
diversity and the fact that you appreciate other perspectives and ideas builds
trust in ways that <i>saying</i> you support
diversity cannot. Remember, actions
speak louder than words. <o:p></o:p></div>
<div class="MsoListParagraphCxSpLast" style="mso-list: l0 level1 lfo1; text-indent: -.25in;">
<!--[if !supportLists]-->9.<span style="font-size: 7pt; font-stretch: normal; font-variant-east-asian: normal; font-variant-numeric: normal; line-height: normal;">
</span><!--[endif]--><b>Help</b>: When someone needs some assistance, don’t
hesitate to jump in and help. If you see
someone struggling, let them know you see it and offer help or just lend a hand
without being asked. It’s a simple human
kindness that speaks volumes about how much you value someone. In the end, you will be rewarded in kind many
fold because of the seeds you planted when you helped someone out.<o:p></o:p></div>
<h1>
Ways to build trust in a group<o:p></o:p></h1>
<div class="MsoNormal">
Groups need strong leaders, so when we talk about building
trust within a group, you must have at least one person within that group
willing and able to be a leader.
Generally speaking, a team needs to have a person who can spearhead these
efforts. <o:p></o:p></div>
<div class="MsoListParagraphCxSpFirst" style="mso-list: l1 level1 lfo2; text-indent: -.25in;">
<!--[if !supportLists]--><b>1.<span style="font-size: 7pt; font-stretch: normal; font-variant-east-asian: normal; font-variant-numeric: normal; font-weight: normal; line-height: normal;"> </span></b><!--[endif]--><b>Deal with unhealthy conflict</b>: In any
relationship, you’re going to have conflict.
Failing to address unhealthy conflict within a group is a sure fire way
to ruin trust. As a team, you must be
willing to look at the situation and deal with it openly. Keeping things hidden and unsaid is a recipe
for resentment. A leader in the team
must be able to compassionately bring conflict into the open and lead safe and
sane discourse on the point of contention until consensus can be reached. When a team has a leader that is unafraid to
help resolve conflict, they know they can bring problems to them and get
results. That’s trust<b><o:p></o:p></b></div>
<div class="MsoListParagraphCxSpMiddle" style="mso-list: l1 level1 lfo2; text-indent: -.25in;">
<!--[if !supportLists]--><b>2.<span style="font-size: 7pt; font-stretch: normal; font-variant-east-asian: normal; font-variant-numeric: normal; font-weight: normal; line-height: normal;"> </span></b><!--[endif]--><b>Link individual and team priorities to your
organization’s strategies and goals</b>: Context means a lot. People like to feel as though they are a part
of something bigger. Aligning team and
individual goals with those of the larger organization signals that the company
wants to bring everyone in on success.<b><o:p></o:p></b></div>
<div class="MsoListParagraphCxSpMiddle" style="mso-list: l1 level1 lfo2; text-indent: -.25in;">
<!--[if !supportLists]--><b>3.<span style="font-size: 7pt; font-stretch: normal; font-variant-east-asian: normal; font-variant-numeric: normal; font-weight: normal; line-height: normal;"> </span></b><!--[endif]--><b>Foster a supportive environment</b>: Teams that are supportive of each other at
work and even outside work makes for an environment of trust. When you know someone has your best interests
at heart, it’s easier to trust. When you
take time and put energy into helping others within the team meet their needs
and aspirations, you are showing each member on the team that they are
important.<b><o:p></o:p></b></div>
<div class="MsoListParagraphCxSpMiddle" style="mso-list: l1 level1 lfo2; text-indent: -.25in;">
<!--[if !supportLists]--><b>4.<span style="font-size: 7pt; font-stretch: normal; font-variant-east-asian: normal; font-variant-numeric: normal; font-weight: normal; line-height: normal;"> </span></b><!--[endif]--><b>Make sure everyone has their time in the spotlight</b>: Ensuring that each member of the team gets
their moments of praise and recognition helps people understand what each team
member brings to the team effort and rewards them for their work. Be sure that the praise that is given, is
sincere and genuinely heartfelt. People
can tell when someone is giving empty praise, so don’t do it.<b><o:p></o:p></b></div>
<div class="MsoListParagraphCxSpMiddle" style="mso-list: l1 level1 lfo2; text-indent: -.25in;">
<!--[if !supportLists]--><b>5.<span style="font-size: 7pt; font-stretch: normal; font-variant-east-asian: normal; font-variant-numeric: normal; font-weight: normal; line-height: normal;"> </span></b><!--[endif]--><b>Leaders take the heat for the team</b>: Every team has its times of trouble. When something unfortunate happens, leaders
who protect their team from the ire and tribulation surrounding it make huge
strides in building trust with that team.
If a leader is willing to be the center of negative attention in order
to allow their team to regroup and move ahead, that leader is demonstrating
that they put the welfare of the team ahead of their own. That’s trust gold.<b><o:p></o:p></b></div>
<div class="MsoListParagraphCxSpMiddle" style="mso-list: l1 level1 lfo2; text-indent: -.25in;">
<!--[if !supportLists]--><b>6.<span style="font-size: 7pt; font-stretch: normal; font-variant-east-asian: normal; font-variant-numeric: normal; font-weight: normal; line-height: normal;"> </span></b><!--[endif]--><b>Keep team members accountable for their
actions and outcomes</b>: Every single
team member must be equally accountable to the team to carry their weight on that
team. Holding each other accountable and
answerable is the best way to keep people together and performing at their
peak. It also helps head off resentment
or feelings of favoritism.<b><o:p></o:p></b></div>
<div class="MsoListParagraphCxSpMiddle" style="mso-list: l1 level1 lfo2; text-indent: -.25in;">
<!--[if !supportLists]--><b>7.<span style="font-size: 7pt; font-stretch: normal; font-variant-east-asian: normal; font-variant-numeric: normal; font-weight: normal; line-height: normal;"> </span></b><!--[endif]--><b>Invest time in teaching teams how to
discuss, debate, and decide</b>: When an organization takes the extra cost and
effort to give their teams the tools they need for success, it shows that the
organization cares about the team and individuals. When teams are trained together and asked to
demonstrate their learning in real life, the team can build trust as they learn
how to interact with each other. Over
time, this will build a high performing team that will be formidable in their
ability to work together on tough topics<b>.
<o:p></o:p></b></div>
<div class="MsoListParagraphCxSpMiddle" style="mso-list: l1 level1 lfo2; text-indent: -.25in;">
<!--[if !supportLists]--><b>8.<span style="font-size: 7pt; font-stretch: normal; font-variant-east-asian: normal; font-variant-numeric: normal; font-weight: normal; line-height: normal;"> </span></b><!--[endif]--><b>Build respect into your team charter</b>:
If you are working as a group without a charter, shame on you. Charters give your team an agreed to standard
of behavior which allows trust to blossom.
By including respectful communication and behavioral practices in that
charter, you are telling the team that each team member is important, their
contributions are important, and that the team is important. Once you have a charter, enforce it evenly
and with compassion. Recognize
violations and address them appropriately.
If a disruptive behavior starts out, address it directly with the
violator in person and as soon as possible.
Some violations need to be addressed in public, some in private. Those choices are sometimes hard to
make. Compassion for the violator feeds
into your decision on when to talk.
Think about how you would feel if called out in public for
something. If you would be horribly
embarrassed, you might want to have a private conversation.<b><o:p></o:p></b></div>
<div class="MsoListParagraphCxSpLast" style="mso-list: l1 level1 lfo2; text-indent: -.25in;">
<!--[if !supportLists]--><b>9.<span style="font-size: 7pt; font-stretch: normal; font-variant-east-asian: normal; font-variant-numeric: normal; font-weight: normal; line-height: normal;"> </span></b><!--[endif]--><b>Play together</b>: The old, trite team
building games make people crazy.
Instead of doing trust falls and zip lines, do things that allow people
to participate in their own terms. Have
a picnic or pot luck lunch. Designate a
time period on a regular basis to play board or card games. Bring a putting green to the office and have
a small contest. Go to see a movie as a
team. All of these things allow people to connect on a human level. Getting to know a person as a human being,
not just a role in the workplace helps to form bonds that allow trust to
form. It is easy to mistrust a person
you don’t know so make sure your team members get to know one another.<b><o:p></o:p></b></div>
<h1>
Can I trust your motives for asking me to trust you?<o:p></o:p></h1>
<div class="MsoNormal">
When you ask others to give you their trust, you are asking
a great deal. Before you do it, be sure
to really understand your motives. Con artists
ask people to trust them in order to take advantage of others. Not that you would ever think of doing that,
but because unscrupulous people do, members of our society have developed
skepticism that is likely more robust than is healthy. <o:p></o:p></div>
<div class="MsoNormal">
To diffuse skepticism, be transparent and honest as
possible. Explore your motives and share
them with the people you are asking to trust you. In a team situation, you will likely need to
explain why a goal must be met or why an idea has great merit. When you are honest with yourself before
asking for that trust, you can be sure that your idea or goal benefits everyone
and that you are asking people to do the right thing for themselves and your
organization. If you cannot honestly say
that your idea or your goal is in the best interest of the organization, then
you probably should not bring it up in public.
If you’re not sure, ask a close friend, co-worker, or team member that
you trust to give you their opinion.
Introspection is a valuable skill and will serve you well at work and in
the outside world.<o:p></o:p></div>
<h1>
Who am I? Why should you trust me?<o:p></o:p></h1>
<div class="MsoNormal">
I’m Lisa Combest. I
have been working in software in some capacity since 1989. I entered into continuous process improvement
around 1992 and became interested in “requirements engineering” in 1996. I’ve been a computer graphic artist,
department manager, web developer, project manager, and business analyst. All through my career, I have been interested
in how teams work together and ways in which we can get high volumes of good
work done while being happy to do it.
I’ve worked for small, established shops, startups, Fortune 50
companies, and in between. Throughout my
time, I have found that the people I work with and the relationships I make
with them keep me showing up with a smile on my face day after day and help to
drive my desire to do my best.<o:p></o:p></div>
<div class="MsoNormal">
With that in mind, I’ve committed myself to helping others
by sharing what I’ve learned in my career.
After almost 30 years in the software development business, it’s time
that I gave back some of the wonderful knowledge others have passed along. In that spirit, I offer you this
article. I hope it gives you some food
for growth.<o:p></o:p></div>
<h1>
Bibliography<o:p></o:p><span style="color: windowtext; font-size: 11.0pt; font-weight: normal; line-height: 115%; mso-ascii-font-family: Calibri; mso-ascii-theme-font: minor-latin; mso-bidi-font-family: "Times New Roman"; mso-bidi-theme-font: minor-bidi; mso-fareast-font-family: Calibri; mso-fareast-theme-font: minor-latin; mso-hansi-font-family: Calibri; mso-hansi-theme-font: minor-latin;"><w:sdtpr></w:sdtpr></span></h1>
<div class="MsoBibliography" style="margin-left: .5in; text-indent: -.5in;">
<!--[if supportFields]><span
style='mso-element:field-begin'></span><span
style='mso-spacerun:yes'> </span>BIBLIOGRAPHY <span style='mso-element:field-separator'></span><![endif]-->Becker, S. (2018, January). <i>8 Reasons Employees
Don't Trust Their Boss or Company</i>. Retrieved from Money and Career Cheat
Sheet.<span style="font-size: 12.0pt; line-height: 115%; mso-no-proof: yes;"><o:p></o:p></span><w:sdtpr></w:sdtpr></div>
<div class="MsoBibliography" style="margin-left: .5in; text-indent: -.5in;">
Institute, R. (n.d.). <i>Building Trust; Building
Community Resilience</i>. Retrieved from Community and Regional Resilience
Institute.<o:p></o:p></div>
<div class="MsoBibliography" style="margin-left: .5in; text-indent: -.5in;">
Karen S. Cook, Editor. (2001). <i>Publications - Trust
in Society</i>. Retrieved from Russell Sage Foundation:
https://www.amazon.com/Trust-Society-Russell-Sage-Foundation/dp/0871541815<o:p></o:p></div>
<div class="MsoBibliography" style="margin-left: .5in; text-indent: -.5in;">
Meinert, D. (2016, June). <i>Why Employees Don't
Trust Their Leaders</i>. Retrieved from Society for Human Resrouce
Management.<o:p></o:p></div>
<w:sdt docparttype="Bibliographies" docpartunique="t" id="-197549615" sdtdocpart="t">
<w:sdt bibliography="t" id="111145805">
</w:sdt></w:sdt><br />
<div class="MsoNormal">
<br /></div>
Lisa Combesthttp://www.blogger.com/profile/09790023271132848762noreply@blogger.com0tag:blogger.com,1999:blog-3032007887593797142.post-6175390636874348312018-03-01T09:55:00.001-06:002018-03-01T09:55:06.108-06:005 Means to Get Into the Domain<div class="separator" style="clear: both; text-align: center;">
<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEilWBnFUz1jGPaHoMQ-6-xj4ia4oxcl7R9xgs-LIBSz3vyN5Wgwbm3GtHhqw9pbVlhYJ1YasKbvpCZkx_nKMzI_T8U568hRFl_-aDwrFoLqPMLDMCpd733ILyHOlkeuK-iHvnR1AGfukyg/s1600/Balcones+stones.jpg" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" data-original-height="1016" data-original-width="836" height="320" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEilWBnFUz1jGPaHoMQ-6-xj4ia4oxcl7R9xgs-LIBSz3vyN5Wgwbm3GtHhqw9pbVlhYJ1YasKbvpCZkx_nKMzI_T8U568hRFl_-aDwrFoLqPMLDMCpd733ILyHOlkeuK-iHvnR1AGfukyg/s320/Balcones+stones.jpg" width="263" /></a></div>
<h1>
5 Means to Get Into the Domain</h1>
<h1>
<o:p></o:p></h1>
<div class="MsoNormal">
As Business Analysts, we are often asked to facilitate
meetings on topic with which we are not necessarily experts. That is an intimidating place to be in. How on Earth do you elicit specific and meaningful
content about a topic that you don’t necessarily know much about? Here are some ideas.<o:p></o:p></div>
<h2>
Embrace being the “new guy”<o:p></o:p></h2>
<div class="MsoNormal">
Acknowledge to yourself that it’s perfectly O.K. that you
don’t know much about the topic at hand.
It’s easier to get other people to forgive your being a novice than it
is to get yourself to give that grace.
Get it over with as soon as possible and get beyond it. You can’t know everything about everything. My motto is never be afraid to ask the “dumb”
question. There is no such thing, <o:p></o:p></div>
<h2>
Acknowledge your lack of knowledge<o:p></o:p></h2>
<div class="MsoNormal">
When you go into a session and don’t have a great command of
the topic, say so. Let everyone know
that you’re learning as you go. This can
go a long way toward building empathy for you and others who are on the
learning curve. Now, ask a lot of
questions and don’t act smooth when you don’t know something. Don’t be afraid to ask about things it seems
like everyone knows. I’m willing to bet
that you’re not the only person in the room who doesn’t understand that acronym
or specialty term. Build a solid glossary
of terms for yourself and others on the team.
Take lots of notes or be dead certain your memory is a steel trap. Once you say you don’t know something, have
the courtesy to take notes or repeat the information so that the audience knows
you are making a conscious effort to learn.
Having notes that you can publish out to verify your understanding also
helps those people who aren’t willing to speak out. You become a hero for them. <o:p></o:p></div>
<div class="MsoNormal">
One piece of caution here.
Don’t be the person who asks the same question over and over. No one likes that guy. Don’t be that guy.<o:p></o:p></div>
<h2>
Find a domain mentor<o:p></o:p></h2>
<div class="MsoNormal">
There are undoubtedly people in your organization you can
talk to when you need clarification on a particular point or who can explain
the finer details of a concept or process.
Find this person or persons and make sure that you build a good
relationship with them. Not only are you
building a knowledge base for yourself, you’re building credibility with folks
who can help you do the same within your team.
Trust is important and this relationship can help you build a solid
foundation. Lastly, building trust in
your team never hurts. Ever.<o:p></o:p></div>
<h2>
Read, Read, Read<o:p></o:p></h2>
<div class="MsoNormal">
Although your company or client may have very particular
ways of doing things, most jobs or services are well documented and have a
wealth of general information out on the internet. Get out there and find it. Many employers offer books either in a
library on premises or electronically.
Do not hesitate to use these. A
sincere effort to learn the general points will boost everyone’s trust that you
care about the subject and the team. <o:p></o:p></div>
<div class="MsoNormal">
All of the above suggestions build into one important point
for any B.A. Members of the business
analyst profession need to <b><u>be
resourceful</u></b>. This means that you
take the initiative and find the answers instead of waiting for the answers to
come to you. A good or great analyst
will find ways to get information when others will only find brick walls. You will know who to go to and when to ask
the questions everyone needs answered. Nothing can stop a resourceful business
analyst.<o:p></o:p></div>
<h2>
Have your BA skills and competencies solid<o:p></o:p></h2>
<span style="font-family: "Calibri",sans-serif; font-size: 11.0pt; line-height: 115%; mso-ansi-language: EN-US; mso-ascii-theme-font: minor-latin; mso-bidi-font-family: "Times New Roman"; mso-bidi-language: AR-SA; mso-bidi-theme-font: minor-bidi; mso-fareast-font-family: Calibri; mso-fareast-language: EN-US; mso-fareast-theme-font: minor-latin; mso-hansi-theme-font: minor-latin;">If you are unsteady on your feet in terms of
business analysis skills, such as facilitating meetings, eliciting
requirements, or process modeling, it will show. Practice your analytical skills as frequently
as possible and be as confident as possible when you are going into a domain
where you know very little. If you are a
brand new analyst, this is a much more tall order than if you have been at the
job more than 5 years. If that is the
case, work on your self-confidence first.
Believing in yourself projects to others more than you would
expect. Once you believe in yourself, it
is easier to focus upon your skills.
When practicing your skills, find a safe place to do it. Rehearse with a mentor or ask for feedback
from your team after holding an analysis session.</span>Lisa Combesthttp://www.blogger.com/profile/09790023271132848762noreply@blogger.com0tag:blogger.com,1999:blog-3032007887593797142.post-14380885684181900742017-06-26T13:59:00.000-05:002017-06-26T13:59:04.430-05:00Speaking Engagement, Accomplished!I am very happy to say that I didn't forget everything I wanted to say and somehow avoided making a complete fool of myself. Hopefully, I was able to give some folks some food for thought and to spur the imagination of young Business Analysts and maybe even Project Managers.<br />
<br />
I am attaching a link to my presentation. If you expressed interest in it at the conference, this should help you remember what we talked about. Please use Notes View to see some narrative that is included for each slide.<br />
<br />
If you have any questions or comments, or just want to chat, feel free to reach out to me. You may reach me at lisa.combest@insperity.com or you can comment here. <br />
<br />
Thanks!<br />
<br />
<br /><a href="https://drive.google.com/drive/folders/0ByXDvYy9VBOWNEZJaW13clFDNEE" target="_blank">The Importance of Understanding End User Workflows</a>Lisa Combesthttp://www.blogger.com/profile/09790023271132848762noreply@blogger.com0tag:blogger.com,1999:blog-3032007887593797142.post-18334465808305598112017-06-12T16:37:00.002-05:002017-06-12T16:39:18.430-05:00Upcoming speaking engagement in WashingtonHello all,<br />
<br />
It has been a while, hasn't it? I apologize. I have been horribly distracted. Now, however my attention is forced to be focused as my first professional speaking engagement is coming up. Yay! I'm very excited. I hope to have a lot of fun, meet a bunch of people, and learn a heap of stuff. When I go to these conferences, I always get a little shot in the arm from talking to people that I don't know and hearing that they are working to overcome the same obstacles and solve similar mysteries. It really helps to know you're not the only one out there doing this work.<br />
<br />
I will be at the BA World conference in Washington, D.C. June 19-22. I will be speaking on the 20th. If you're a BA and have not attended one of these, you really should. They help you get some fresh ideas and perspectives. More than anything, they're a chance for you to think about the work and not the day to day grind. That's a luxury some don't get at all and most of us don't get enough of.<br />
<br />
To learn more, <a href="https://www.pmbaconferences.com/washington/home.html" target="_blank">visit the site for the Washington conference </a>and watch for upcoming conferences that you can join in with.Lisa Combesthttp://www.blogger.com/profile/09790023271132848762noreply@blogger.com0tag:blogger.com,1999:blog-3032007887593797142.post-51891009703626653302017-06-12T16:31:00.001-05:002017-06-12T16:38:26.063-05:00The Art of Taking A ComplimentHow many of you are uncomfortable receiving public praise? How do you generally respond when people thank you or give you praise? Isn't it strange that the one thing humans desire greatly, to be valued, causes so much discomfort when it happens?<br />
<br />
How did it become so? When did we all get taught that getting a compliment isn't the best thing in the world and to be grateful for them? I don't know about most people, but for me, I learned it when I learned that "Pride goeth before the fall." Who thought that was a good idea? I mean, excess pride is a bad idea. I get that, but having reasonable pride in yourself and your work is a good thing, right? As a female, I think that I have been given a little too much warning on having pride, especially in my work-life. I have been taught that no one likes a person who speaks highly of themselves. I have been taught by my managers in reviews that no one can attain the highest score for their work because you're really just doing your job, right? It's all a lie. <br />
<br />
When someone pays you a compliment on your work performance, they most likely really mean it. You did something that they think deserves recognition. To pass off their praise as not necessary or really not being earned, you're doing them an injustice, IMHO. Instead of looking away and playing it down, look them in the eye and say "Thank you." That's all you need to do. You don't need to explain yourself or qualify your achievement. Just roll with it. <br />
<br />
If the compliment doesn't seem genuine, say "Thank you." anyway. If someone continues to pay you insincere compliments, you should speak to them. They're trying to butter you up for something or are hiding something about themselves by trying to distract you. Talk to the person and see if you can figure out what's really going on. Maybe you intimidate them, making them feel insecure. Maybe they feel like if they praise you all the time, you'll like them. There are as many reasons for insincere praise as there are for sincere. Talking to people to help understand their motives can help you be a more in touch and emotionally savvy person and that is never a bad thing.Lisa Combesthttp://www.blogger.com/profile/09790023271132848762noreply@blogger.com0tag:blogger.com,1999:blog-3032007887593797142.post-77916615728029237892017-03-02T13:04:00.002-06:002017-06-12T16:40:52.993-05:00The Incredible Huge Shrinking World<div class="separator" style="clear: both; text-align: center;">
<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgYsPbRaaQZIsvFcDEHC4hyx8tq4U60Csbla4ZWi_E6b-X86bsHiVx_8BnjQUcbPUJ6BACgi44rPjxij2b775YENj8B0oCB5k2tAWHQQuw4xNo9_RsZodhZlkUgN98Nu6CTAycHzNpnm5Y/s1600/NationalGeographicIndianBride.jpg" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" height="320" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgYsPbRaaQZIsvFcDEHC4hyx8tq4U60Csbla4ZWi_E6b-X86bsHiVx_8BnjQUcbPUJ6BACgi44rPjxij2b775YENj8B0oCB5k2tAWHQQuw4xNo9_RsZodhZlkUgN98Nu6CTAycHzNpnm5Y/s320/NationalGeographicIndianBride.jpg" width="215" /></a></div>
<div style="text-align: center;">
http://www.natgeocreative.com/photography/620970</div>
<div style="text-align: center;">
Photographer: <span style="background-color: white; color: #333333; font-family: "open sans" , sans-serif; font-size: 12.8px;">JAMES L. STANFIELD/National Geographic Creative</span></div>
<div style="text-align: left;">
<span style="background-color: white; color: #333333; font-family: "open sans" , sans-serif; font-size: 12.8px;"><br /></span></div>
<div style="text-align: left;">
<span style="background-color: white;"><span style="color: #333333; font-family: "open sans" , sans-serif;"><span style="font-size: 12.8px;">This image is one of the images in the National Geographic Iconic collection. It was in an issue published in the late 60's or early 70s, if I remember correctly. This image made a huge impact on a small, south east Texas girl. I remember looking at her and thinking how beautiful this girl was. I loved her dark eyes and hair. I loved her complexion, I loved her jewelry and her clothes. I wondered what she was like and what her life was like. I really wanted to meet her. Sadly, I was a small girl in a small south east Texas town, and I had never met anyone from India and I was pretty much certain that I never would. The world was so huge, distances between us were enormous, and I thought "Why on Earth would someone from a place as wondrous as India want to come to south east Texas?" </span></span></span></div>
<div style="text-align: left;">
<span style="background-color: white;"><span style="color: #333333; font-family: "open sans" , sans-serif;"><span style="font-size: 12.8px;"><br /></span></span></span></div>
<div style="text-align: left;">
<span style="background-color: white;"><span style="color: #333333; font-family: "open sans" , sans-serif;"><span style="font-size: 12.8px;">Today, I still think of this girl. I think of how amazing a turn this old planet has taken and how it has become so small. I think of this girl and wonder if she has been one of the thousands of her fellow Indians who have come to the United States. I wonder if I may have already met her, and never even known I did. I live in such a small world now. I have met and come to know people from all over the world, places that I never thought of as a small girl, let alone seen an image of a native of that country. I have worked with folks from Europe, the Middle East, Asia, far east Asia, the Pacific Islands, Australia, South America. I am amazed at how different the world is today from the one I lived in as that small girl. I love that I live in a city that is incredibly multicultural. Houston is home to hundreds of nationalities and we all seem to get along. Sure, we have our problems, but they seem to be much smaller than our commonalities. </span></span></span></div>
<div style="text-align: left;">
<span style="background-color: white;"><span style="color: #333333; font-family: "open sans" , sans-serif;"><span style="font-size: 12.8px;"><br /></span></span></span></div>
<div style="text-align: left;">
<span style="background-color: white;"><span style="color: #333333; font-family: "open sans" , sans-serif;"><span style="font-size: 12.8px;">As a business analyst in I.T., I am perfectly positioned to work with diverse people from a wide range of cultures. It is one of the best parts of my job. Diversity in the workplace has brought us an amazing range of talent, perspectives, and capabilities. It has also brought challenges. Each side of the multicultural equation has had to work hard to come to understand and value each other. It has taken some time, but now, in my workplace especially, I think we have come to a wonderful balance. We understand each other's cultures and perspectives, we have learned to celebrate our differences and love our commonalities. </span></span></span></div>
<div style="text-align: left;">
<span style="background-color: white;"><span style="color: #333333; font-family: "open sans" , sans-serif;"><span style="font-size: 12.8px;"><br /></span></span></span></div>
<div style="text-align: left;">
<span style="background-color: white;"><span style="color: #333333; font-family: "open sans" , sans-serif;"><span style="font-size: 12.8px;">Working as a BA today, the challenges are more of a person to person nature, rather than a culture to culture. We are all now working on an even footing. This is an age of wonder for our society and our business cultures. It invites us to use the best from all of us and learn how to live as a single community, working toward our common goals. This is exciting to me. This is wondrous to me. In many ways, I am still that small girl in south east Texas. </span></span></span></div>
Lisa Combesthttp://www.blogger.com/profile/09790023271132848762noreply@blogger.com0tag:blogger.com,1999:blog-3032007887593797142.post-3635545883998425182016-09-12T17:10:00.000-05:002016-09-12T17:10:57.399-05:00If You Want to Be a B.A., You’ve Gotta Love Data<div class="MsoNormal">
I am frequently surprised when I meet Business Analysts who
don’t have much knowledge about databases, why they’re structured in different
ways for different purposes, or even how to write a select statement. I think as analysts, we have to take some of
the blame for this happening, but I also think that non-IT businesses who have
an IT group often pigeon hole business analysts firmly in business and don’t
foster in their BAs a need to understand data, database architecture, or any
other data skills. That’s a shame.</div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
<o:p></o:p></div>
<div class="MsoNormal">
As Business Analysts, we work with the business teams to
understand the business, the conceptual objects that are created by our
business and the processes that affect them.
We also should understand how the data in the business is used today and
have some ideas of how that data could be used to greater advantage in the
future. As we work on a project, we do
discovery on what elements of information are needed to complete a business task. We should understand how those information
elements relate to each other and how they are comprised of various
attributes. Working through analysis on
a human resources project will almost invariably ask you to create an object to
represent a person. How that person is
related to an employer, other employees, benefits packages, payrolls, etc. is
the stuff that data design is made for. <o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
Most IT shops have DBAs who will assist with the creation of
tables, relationships, indexes, and all else that goes into creating the data
infrastructure that supports a product.
As BAs, we are not likely to be asked to do that work ourselves. I put it to you, however, that you must know
the concepts behind data design and architecture so that you can work together with
your DBA in a meaningful way. You are
going to understand the nuances of information interrelations. You will have a good idea of what elements
are most important, which data will be most frequently referenced, so you have
valuable insights that will help the DBA do their jobs more effectively. As a B.A., you can definitely add value in the
data design phases of any project.<o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
During discovery and data design, you will use data
modelling. Data modelling refers to the
creation of a description of how a database is or will be structured and
used. Some common models are: Flat,
hierarchical, relational, and object-relational. These models allow you to quickly and
efficiently convey to others how what objects are important in your business
process and how they relate to each other.
Entity-relationship models are a
very useful means to communicate those relationships. You should also be aware that individual
items of data have their own properties.
Is it a numeric field? Is it a
text field? Is the value stored in this
field always one of a predetermined set of answers? If you don’t have a sound background in data
modelling, there are many wonderful ways to learn about them, from taking a
class in person to participating in a class online. You can also find many, many websites on the
topic as well as books. Please look at the end of this article for some links
and suggestions.<o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
Once you’ve conquered the art of working on the design of a
database, you need to be able to work with the information. You need to be able to recover it and
manipulate it. You need to be able to
pull out pertinent information from several tables and combine the
results. For this, you need SQL. As a BA, you need to at least be able to
construct a select statement and give it criteria upon which to select and a
way to sort the data. Ultimately, it
would be handy for you to know how to create a complex selection between
several tables and store the results into a temporary table. You should also understand how to update,
add, and remove records. These basic
skills are relatively easy to do, once you know the ins and outs of data and
relationships. SQL script is relatively
natural and easy to work with. It just
takes time and practice. You also need a
data base that you can completely muck up and not cause a problem. If you can do that, you will be able to help
your team test your software, set up specific scenarios for “what if” testing
and create reports that will benefit your stakeholders.<o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
Again, there are tons of resources out there that are free
or moderately priced. Go out and find a
book about SQL. Don’t get paralyzed in choosing which “flavor” of SQL to
use. Your employer has probably chosen
their database technology, go with it.
Or, you can use an open sourced database manager and learn from it. SQL for Oracle is not drastically different
from SQL for Microsoft or an open sourced system. Making the effort to learn and being rewarded
by the warm glow of learning will reinforce your effort.<o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
You may have noticed that I haven’t even started a rant
about understanding data flow within and between systems. That’s a whole other article. Be prepared.
Until then, happy modeling.<o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
<b><u>Resources</u><o:p></o:p></b></div>
<div class="MsoNormal">
Coursera is a wonderful source of learning. Courses are developed and delivered by major
universities. There is little to no
charge to learn. Visit <a href="http://www.coursera.org/">www.coursera.org</a> to learn more. <o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
EdEx is another free to low cost option for folks looking to
learn about many different topics. Visit
<a href="http://www.edex.org/">www.edex.org</a> and search for topics to get
started.<o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
SQLcourse.com offers an interactive SQL learning environment. It’s pretty nifty in that you can actually
interact with a SQL interpreter to do your practical work. <a href="http://www.sqlcourse.com/">www.sqlcourse.com</a><o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
Microsoft Virtual Academy has free on-demand courses for
beginners to advanced folks. They’re set
up so that you can create lesson plans for yourself and they feed in to MS
certification, if you want to go that far.
Here’s a link to the English SQL Server Courses: <a href="https://mva.microsoft.com/product-training/sql-server#!index=2&lang=1033">https://mva.microsoft.com/product-training/sql-server#!index=2&lang=1033</a>
<o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
A great choice is the “For Dummies” series. Do not discount these books for
learning. Amazon.com has almost every
version you would want. You can also get these books on Google Play.<o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<br />
<div class="MsoNormal">
The O’Reilly series of books (the ones with the interesting
animals on the front) are consistently well written and very useful for
different levels of users. Amazon and Google
Play are good sources.<o:p></o:p></div>
Lisa Combesthttp://www.blogger.com/profile/09790023271132848762noreply@blogger.com0Kingwood, Houston, TX, USA30.0575359 -95.190298629.9475954 -95.3516601 30.1674764 -95.028937100000007tag:blogger.com,1999:blog-3032007887593797142.post-812258061548117162016-08-19T15:09:00.002-05:002016-09-12T16:30:52.113-05:00Conflict, Growth, and Turning Pain into Growth<div class="separator" style="clear: both; text-align: center;">
<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhKkJVgOYgObghF5nBrAoUR_fyQ3k91rW4cMk0Kp5aDkWUmaif-EhehZYBzFf9XUcaBDtNNhoiZLNqqcos2ltj0-_GYm7qLi8tfHuT19rnXs6YH9XQdn05uvuUq81dOaAijg7g_a4aVEeM/s1600/Bulls.jpg" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" height="195" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhKkJVgOYgObghF5nBrAoUR_fyQ3k91rW4cMk0Kp5aDkWUmaif-EhehZYBzFf9XUcaBDtNNhoiZLNqqcos2ltj0-_GYm7qLi8tfHuT19rnXs6YH9XQdn05uvuUq81dOaAijg7g_a4aVEeM/s320/Bulls.jpg" width="320" /></a></div>
<div class="MsoNormal" style="text-align: center;">
<br /></div>
<div class="MsoNormal">
A co-worker of mine has a phrase up on his whiteboard. “There is no growth without conflict.” He loves that quote and works with the people
in his influence to get them to embrace conflict as a healthy thing. We’re not talking knock-down, drag-out
fights, we are talking rational debate and maybe a bit of passion for the
work. My friend has embraced conflict,
but so many of us spend time trying to avoid it in our work lives and in our
private lives. As a result, we may be
restricting our own growth as employees and as human beings.<o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
It is very natural to want to avoid “pain’. Even non-physical conflict can result in
painful feelings. We get that twist in
our gut, that headache, that tension in the back. We all know those feelings, but we may have
not put them to work for ourselves. We
may not have recognized those feelings as an invitation to be open and honest
about why we are feeling those things and openly and honestly working through
them internally or with the people with whom you are in conflict. Because we gloss over those feelings, they
can stay with us, festering and building up until you just can’t take it
anymore and a really big painful event erupts to throw things completely off
kilter. You may have experienced this in
your work-life, when you’ve flown off the handle after some seemingly small
point of contention sends you over the edge.
We have all felt this happen in our personal lives, I’m sure as
well. Instead of avoiding that pain and
paying dearly for its cathartic release, I suggest letting it trickle out as it
comes up. Speak your mind and
communicate with compassion and honesty in every setting, even at work.<o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
When you fail to express your disagreement during your
work-life, you are generally giving in to someone, like your boss or a team
member. When you fail to rationally
express your disagreement, you are hurting yourself, the team, and the
company. What if your idea really is
better? What if both your ideas stink,
but there is a better one out there that you can find together? You’ll never know, if you don’t express
yourself. Innovation definitely will not
happen if you keep things to yourself. <o:p></o:p></div>
<div class="MsoNormal">
In the business world when we are developing solutions to
problems, whether they be in people or electronic processes, it’s very, very
important to speak out if you don’t agree with things that are being accepted
as true or if you disagree with a solution.
Even if you are on the business side and you’re disagreeing with a
technical resource or a superior in your organization, your disagreement is
important. There is a reason you are
feeling “pain”. It may be that you see a
fault in their logic. It may be that you
know how the people in the field work and the proposed solution will cause too
much disruption and not enough value for the company to invest in it. You may have a better idea, you may have a
worse idea, but you will never know unless you bring it up. <o:p></o:p></div>
<div class="MsoNormal">
Tension between the business and technology implementation
teams is inevitable. We’ve probably all
seen instances where our business sponsors have asked for a warp capable
starship level product but have given you the timeline for building a
canoe. (Hyperbole for fun and
illustrative purposes). That is
frustrating and aggravating, if we are honest.
Maybe the timeline is there, but the budget for R&D isn’t. Whatever the conflict, it is up to the
technical team to speak out about it.
The business may not be aware of the complexities of what they’re asking
for. It’s just a warp drive
starship. It’s just a website. They may not understand that the security
behind the site and authorization model for the different roles is going to
take a long time to work out and to program and test. You as a technical team
member must make sure they understand the pain point. If they do, then they can rationally think
things through and perhaps change the budget, give you more time, or start
scaling back on their initial expectations.
They may be fine with a canoe at the outset. They may be fine with the reduced, minimal
feature set to start out with. You won’t
know if you don’t tell them your pain and explain why you’re experiencing it.<o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
As a business analyst, I have frequently come to development
teams with the business’ requirements only to be told that can’t happen or that
what the business is asking for is silly or not needed. Talk about a pain. As the representative of the business, it’s
extremely important that I understand the pain points that are driving the
technology request and the value that is behind those requests. I need to understand what is essential and
what is negotiable. I need to be able to
articulate that to the development team and work with them to relieve the pain
they’re feeling so that we can come to an agreement on the solution, given the
needs, resources, time, and technical architecture we must work within. All that discussion, all that conflict will
cause us to re-examine things, ask tough questions and generally come up with
an innovative solution that will benefit everyone involved. You won’t get that innovation if you don’t
speak up for the business. You won’t get
that if you fail to speak up for the technical team. Rational, open, and honest conflict will pay
off.<o:p></o:p></div>
<div class="MsoNormal">
Do you notice how I’m always using the words rational, open,
and honest? These three features define
a healthy debate. Being rational is
essential. The word, rational, is
defined as “being based upon or in accordance with reason or logic”. Rational conflict does not become personal. It is not about you or them. Rational conflict looks at the facts, the
requirements, the environment and all the other factors that surround a
project. There may be some gut feelings
involved from time to time, but in general, that conflict and gut feeling are
based upon what is known and what the future state must be in order to realize
value from the work you will be putting in.
<o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
Open and honest debate means that you are open to other
ideas and express your ideas in ways that allow for debate, allow for you to be
wrong, and allow for the middle ground.
Being open means you put all your ideas, concerns, and solutions on the
table. It also means being vulnerable. Learning cannot happen unless you open
yourself to the idea that you may be wrong, the other guy may be right or there
is a better solution somewhere in between.
You may take a hit on your personal pride, if your reasoning is flawed
or you’re basing your argument on a fallacious assumption, but how can you find
out if you’re wrong and grow as a result of learning if you don’t allow
yourself to be open to that possibility?
Sure, it will sting for a while, but you will get over it. Other people will forgive you for speaking
your mind and being wrong, especially if you’re open to saying “Oh, I’m
wrong. I didn’t think about that.” In fact, your “street cred” will likely go up
as people gain respect for you. You will
also be reinforcing an environment where people can be open about their
conflicts and therefore encouraging personal and team growth. Honesty is crucial here as well. As business analysts and as human beings, we
should never play games to make a political or personal point. Being honest about a disagreement allows that
pain and conflict to come to light and be addressed. Being dishonest and creating conflict is
definitely a path to destruction but being dishonest to avoid conflict is also
a short road to an even bigger conflict down the road. If you know something is wrong, if you see a
flaw in logic, even if the gut feel is wrong, you should express yourself
openly, honestly and rationally so that everything can be worked out. Innovation is going to happen in that working
out of the conflict. Growth will happen
when you realize that you were both a little wrong and you find the way to make
each of you all right. <o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<br />
<div class="MsoNormal">
I’d like to close with a personal story about learning to
embrace change. I have worked on
projects where everything seems to be going fine. You’re chugging along and suddenly, something
fundamental to the project changes. More
often than not, the timeline contracts.
Sometimes resources are diverted to other, hotter projects. Whatever the reason, things are suddenly up
in the air. I used to waste time griping
and wailing about the change. I’d be
sullen and quiet about all my concerns about it. I would start to feel awful
about my workplace and my fellow co-workers because I blamed them for the pain
of the upheaval. Sometimes I got to say
I told you so, when things went wrong, but that was a hollow victory. When I learned to speak up an say my piece
and take my ego out of the equation, I found that I had a lot less pain, a lot
more respect for myself and others and I really believe that I and my coworkers
started to benefit from my speaking out.
Now, I still have to coach myself to speak up in some situations, but it
is much easier now. I know that my
rational, open, honest feedback will serve a purpose and build value for me, my
team and my company. <o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
<em style="background-attachment: initial; background-clip: initial; background-image: initial; background-origin: initial; background-position: initial; background-repeat: initial; background-size: initial; border: 0px; color: rgba(0, 0, 0, 0.701961); font-family: Georgia, "Source Serif Pro", serif; font-size: 0.975em; font-stretch: inherit; font-variant-numeric: inherit; line-height: 32px; margin: 0px; outline: 0px; padding: 0px; vertical-align: baseline;">I swiped the image at the start of this article from Tim Rettig's excellent post about what to do when a team is in conflict. He gives excellent advice on how you can rationally come to a solution. Read that one at http://timrettig.net/7-steps-to-take-when-there-is-conflict-in-the-team/</em></div>
Lisa Combesthttp://www.blogger.com/profile/09790023271132848762noreply@blogger.com0tag:blogger.com,1999:blog-3032007887593797142.post-3134165993946440722016-07-27T12:21:00.005-05:002016-09-12T16:31:38.081-05:00Three Critical Competencies<div class="MsoNormal" style="line-height: 15.0pt; mso-margin-bottom-alt: auto; mso-margin-top-alt: auto; vertical-align: baseline;">
<span style="font-family: "verdana" , sans-serif;">I
was talking to my husband about work the other day and reflecting upon other
similar conversations when I had an epiphany. It was one of those
"It's so obvious" moments. Whenever there are deep and
continuous problems with a workplace, a product, or a project, you can boil
everything down to a deficit in one or more of these things:<o:p></o:p></span></div>
<div class="MsoNormal" style="margin-left: .5in; mso-line-height-alt: 15.0pt; mso-list: l0 level1 lfo1; mso-margin-bottom-alt: auto; mso-margin-top-alt: auto; tab-stops: list .5in; text-indent: -.25in; vertical-align: baseline;">
<!--[if !supportLists]--><span style="font-family: "verdana" , sans-serif;">1.<span style="font-stretch: normal;"> </span><!--[endif]-->Communication<o:p></o:p></span></div>
<div class="MsoNormal" style="margin-left: .5in; mso-line-height-alt: 15.0pt; mso-list: l0 level1 lfo1; mso-margin-bottom-alt: auto; mso-margin-top-alt: auto; tab-stops: list .5in; text-indent: -.25in; vertical-align: baseline;">
<!--[if !supportLists]--><span style="font-family: "verdana" , sans-serif;">2.<span style="font-stretch: normal;"> </span><!--[endif]-->Trust<o:p></o:p></span></div>
<div class="MsoNormal" style="margin-left: .5in; mso-line-height-alt: 15.0pt; mso-list: l0 level1 lfo1; mso-margin-bottom-alt: auto; mso-margin-top-alt: auto; tab-stops: list .5in; text-indent: -.25in; vertical-align: baseline;">
<!--[if !supportLists]--><span style="font-family: "verdana" , sans-serif;">3.<span style="font-stretch: normal;"> </span><!--[endif]-->Leadership</span></div>
<div class="MsoNormal" style="margin-left: .5in; mso-line-height-alt: 15.0pt; mso-list: l0 level1 lfo1; mso-margin-bottom-alt: auto; mso-margin-top-alt: auto; tab-stops: list .5in; text-indent: -.25in; vertical-align: baseline;">
<span style="font-family: "verdana" , sans-serif;"><br /></span></div>
<div class="separator" style="clear: both; text-align: center;">
</div>
<div class="separator" style="clear: both; text-align: center;">
</div>
<div class="separator" style="clear: both; text-align: center;">
</div>
<div class="separator" style="clear: both; text-align: center;">
<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEiHgHHkeB1814vbMTxgz-r4LRUcNmy8RmHHPKv6pMqauyTfvP_gDgRLppIOA828Mza5dzCOXuqpcOz52MQUAVqatqdCJP7oTpPJp-EJObm_LXy3Q_ox48E3OY12R39zS90OJBJPzVrvv00/s1600/Communication.jpg" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" height="189" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEiHgHHkeB1814vbMTxgz-r4LRUcNmy8RmHHPKv6pMqauyTfvP_gDgRLppIOA828Mza5dzCOXuqpcOz52MQUAVqatqdCJP7oTpPJp-EJObm_LXy3Q_ox48E3OY12R39zS90OJBJPzVrvv00/s320/Communication.jpg" width="320" /></a></div>
<div class="MsoNormal" style="margin-left: .5in; mso-line-height-alt: 15.0pt; mso-list: l0 level1 lfo1; mso-margin-bottom-alt: auto; mso-margin-top-alt: auto; tab-stops: list .5in; text-indent: -.25in; vertical-align: baseline;">
<span style="font-family: "verdana" , sans-serif;"><br /></span></div>
<div class="MsoNormal" style="margin-left: .5in; mso-line-height-alt: 15.0pt; mso-list: l0 level1 lfo1; mso-margin-bottom-alt: auto; mso-margin-top-alt: auto; tab-stops: list .5in; text-indent: -.25in; vertical-align: baseline;">
<span style="font-family: "verdana" , sans-serif;"><br /></span></div>
<div class="MsoNormal" style="mso-line-height-alt: 15.0pt; mso-margin-bottom-alt: auto; mso-margin-top-alt: auto; vertical-align: baseline;">
<span style="font-family: "verdana" , sans-serif;"><span style="border: 1pt none windowtext; padding: 0in;">Failing to have a good communication strategy
for any effort is a fast track to tragedy. In order for any group to
effectively work toward any goal, they have to understand what that goal really
is. They need to know why that goal is valuable to their organization or
to their customer and how they can individually contribute to attaining that
goal. More importantly, they need to know when a change comes along, what
that change is, and why that change is valuable. Furthermore, the
leaders of any effort must be able to effectively communicate to their
customers. Without a clear establishment of expectations for delivery of
a project or product, the client can create a fantasy of what they're getting
and build upon it as the effort progresses. Those unrealistic
expectations are not likely to be communicated to the work team until the
product is presented to the customer. Then the fruits of your
organization's labor are met with a luke-warm reception, if not open hostility
due to your having missed the mark, as far as the client is concerned. A
constant flow of information between work teams, leadership, and customers is
crucial. If a group's leaders founder in their communications, they will
be met with confusion, frustration, anger, and resentment from both sides.</span><o:p></o:p></span></div>
<div class="MsoNormal" style="mso-line-height-alt: 15.0pt; mso-margin-bottom-alt: auto; mso-margin-top-alt: auto; vertical-align: baseline;">
<span style="font-family: "verdana" , sans-serif;"><span style="border: 1pt none windowtext; padding: 0in;"><br /></span></span></div>
<div class="separator" style="clear: both; text-align: center;">
<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhIeroFHLEztDcCuQxph6g9vpEI3NZMF4vOvu6N5GxBcICzrLlxbpvQdJwXxGtOEFK2MFqxc4W0VtQfooZp4NkYjGXdsuYFVMUPfLH22uHINTp4t3kASjcXUoNKCJHntjLrevEEHi_zUD0/s1600/trust.jpg" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhIeroFHLEztDcCuQxph6g9vpEI3NZMF4vOvu6N5GxBcICzrLlxbpvQdJwXxGtOEFK2MFqxc4W0VtQfooZp4NkYjGXdsuYFVMUPfLH22uHINTp4t3kASjcXUoNKCJHntjLrevEEHi_zUD0/s1600/trust.jpg" /></a></div>
<div class="MsoNormal" style="mso-line-height-alt: 15.0pt; mso-margin-bottom-alt: auto; mso-margin-top-alt: auto; vertical-align: baseline;">
<span style="font-family: "verdana" , sans-serif;"><span style="border: 1pt none windowtext; padding: 0in;"><br /></span></span></div>
<div class="MsoNormal" style="mso-line-height-alt: 15.0pt; mso-margin-bottom-alt: auto; mso-margin-top-alt: auto; vertical-align: baseline;">
<span style="font-family: "verdana" , sans-serif;"><span style="border: 1pt none windowtext; padding: 0in;"><br /></span></span></div>
<div class="MsoNormal" style="mso-line-height-alt: 15.0pt; mso-margin-bottom-alt: auto; mso-margin-top-alt: auto; vertical-align: baseline;">
<span style="font-family: "verdana" , sans-serif;"><span style="border: 1pt none windowtext; padding: 0in;">Trust is a three way relationship. Not
only do team members need to have trust in their leadership, leadership must
have trust in their team members. Open and honest communication about an
effort is instrumental in building trust. The communication must flow
freely within a work group, both up and down the leadership ladder. If
team members do not feel like their leaders want to hear honest assessments of
the situation, a decision, or an issue, they will shut down communication.
Leaders will then find that they are the last ones to know about
problems. They will not have input from their best advisers on the
project, the people who are doing the work. The work team whose leader
does not trust them will not get the full picture of what they're trying to
accomplish. The team may not even be given an understanding of the scope
and interrelationships of efforts and so make fallacious assumptions about the
work and further undermine both their trust of leadership and leadership's
trust in them. To carry trust even further, the customer must be able to
trust that they are getting what they have asked for and what the team has
promised to deliver. Setting realistic expectations and communicating
constantly about status and deliverables will keep trust alive between the
customer and the supplier.</span><o:p></o:p></span></div>
<div class="MsoNormal" style="mso-line-height-alt: 15.0pt; mso-margin-bottom-alt: auto; mso-margin-top-alt: auto; vertical-align: baseline;">
<span style="font-family: "verdana" , sans-serif;"><span style="border: 1pt none windowtext; padding: 0in;"><br /></span></span></div>
<div class="separator" style="clear: both; text-align: center;">
<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEiMmyrgO_bqUD83dHJ6n9G49P_OA7QBfeu7YWT8Xm2OHblBU3-i7asCVqlv32w0SjD4S9qyNk1qZbNBNa6e5PjKqeN8Od35Vkv073lzQ-0JfILkQLFQzJJV77r_1zjOQsNF-TSGbmNOTN0/s1600/Leadership.jpg" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" height="131" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEiMmyrgO_bqUD83dHJ6n9G49P_OA7QBfeu7YWT8Xm2OHblBU3-i7asCVqlv32w0SjD4S9qyNk1qZbNBNa6e5PjKqeN8Od35Vkv073lzQ-0JfILkQLFQzJJV77r_1zjOQsNF-TSGbmNOTN0/s320/Leadership.jpg" width="320" /></a></div>
<div class="MsoNormal" style="text-align: center; vertical-align: baseline;">
<br /></div>
<div class="MsoNormal" style="mso-line-height-alt: 15.0pt; mso-margin-bottom-alt: auto; mso-margin-top-alt: auto; vertical-align: baseline;">
<span style="font-family: "verdana" , sans-serif;"><span style="border: 1pt none windowtext; padding: 0in;"><br /></span></span></div>
<div class="MsoNormal" style="mso-line-height-alt: 15.0pt; mso-margin-bottom-alt: auto; mso-margin-top-alt: auto; vertical-align: baseline;">
<span style="font-family: "verdana" , sans-serif;"><span style="border: 1pt none windowtext; padding: 0in;">Leadership is a quality some believe comes
from a title. This could not be further from the truth. Leadership
is seldom given and is almost always developed organically. Work teams
will naturally start to look toward those individuals who express a clear
vision of how things are. They will respect and follow the person who
they feel is giving them the opportunity to succeed by providing key
information on what is to be done, the goals for doing work, any supporting
information, and honest acknowledgement. They will follow the person(s)
making decisions they feel are well considered and take account of different
perspectives. If a work group's managers or other leaders dither rather
than decide, the team will feel rudderless since they have no definite goal and
no rationale for that goal. Output will suffer and a joint effort will
experience thrashing as different factions start working to their own agenda
which likely will be divergent. A more insidious risk lies in the team
starting to follow poisonous leaders who can and will crop up in work groups with
a power vacuum. There is always the possibility of a person within a
group who will be critical of the project, the organization, and/or
leadership and offer themselves as the person speaking the truth about the
situation. </span><o:p></o:p></span></div>
<div class="MsoNormal" style="mso-line-height-alt: 15.0pt; mso-margin-bottom-alt: auto; mso-margin-top-alt: auto; vertical-align: baseline;">
<span style="font-family: "verdana" , sans-serif;"><span style="border: 1pt none windowtext; padding: 0in;"><br /></span></span></div>
<div class="MsoNormal" style="mso-line-height-alt: 15.0pt; mso-margin-bottom-alt: auto; mso-margin-top-alt: auto; vertical-align: baseline;">
<span style="font-family: "verdana" , sans-serif;"><span style="border: 1pt none windowtext; padding: 0in;">You MAY be able to limp along with
communication and leadership alone, but your team(s) will not be as engaged as
they could be. Trust is the glue that binds teams and keeps them working
harmoniously together. Trust breeds frank communication of issues or
risks because the team members feel that they can say the hard and unpopular
things without fear of retribution. They feel valued and invested in the
work being done. They have some skin in the game. That's why I
believe that you really must have communication, leadership, and trust in any
work effort in order to succeed together.</span><o:p></o:p></span></div>
<br />
<div class="MsoNormal">
<br /></div>
Lisa Combesthttp://www.blogger.com/profile/09790023271132848762noreply@blogger.com0tag:blogger.com,1999:blog-3032007887593797142.post-34860864795995382322016-07-26T16:44:00.003-05:002016-09-12T16:32:11.181-05:00Agendas - Everybody Needs OneI did a PowerPoint presentation on this some while ago and thought I'd transfer it to blog format. Everyone seems to "know" the value of agendas but still, we all get invited to and, worse yet, set up meetings without them. I'm guilty. I will admit it. We are all busy and we all are crunched for time. I put it to you that one reason for that is wasted time attending meetings with no direction or output expected. If we had purpose for every meeting we attended, I'm willing to bet we would not feel so pressed for time.<br />
<br />
<div class="separator" style="clear: both; text-align: center;">
<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjXRSREMUxkJFUACzDXxwDaNh_EtVjRzdJAAwjOuG9-Zi7imIfYUQMCIqdd6eSCDlyU2p4YCFCDZdfrSmXVFQ_ASFOnCKDCk9zTMn7OtTks0NO8ItopaXAB1WgNO372wbKekx7UD_JLF5Y/s1600/Roman+arch.png" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" height="201" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjXRSREMUxkJFUACzDXxwDaNh_EtVjRzdJAAwjOuG9-Zi7imIfYUQMCIqdd6eSCDlyU2p4YCFCDZdfrSmXVFQ_ASFOnCKDCk9zTMn7OtTks0NO8ItopaXAB1WgNO372wbKekx7UD_JLF5Y/s320/Roman+arch.png" width="320" /></a></div>
<br />
<br />
<b>Agenda</b>: n. a list of items of business to be considered and discussed at a meeting; a list or program of things to be done or addressed. Derived from the Latin agere, which means "to do".<br />
<br />
Agendas are about getting something done. Whether it's making decisions, informing others, or producing an actual product, the agenda establishes expectations of completion when all is said and done. When was the last time that you felt like the bulk of time spent in a meeting was productive or walked out of a meeting feeling accomplished? When was the last time the converse was true? Did either instance of meetings have agendas? Did the poor meetings use and follow their agenda? Having and using a good agenda can help assure success and give all attendees the sense that the meeting was time well spent.<br />
<br />
Why do you, as a meeting organizer need an agenda? Many folks feel like they don't need an agenda. They may feel that it cramps creativity or doesn't suit the purpose of the meeting. Can you think of a meeting that doesn't need an agenda?<br />
<br />
<div class="separator" style="clear: both; text-align: center;">
<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjq1LBlt6rccG0u-94KQGmfxpba7OOfiEFebDKyhb5rpa93sWtMUOWglmuFop31s-4KtGnYPDbT4LrfDEGbNXW3U3V-pSY6ZGXw-jIgtT61HFSx19WyNuu1q6ckZoMcDZkj12p8ILYTxk4/s1600/Pontification.png" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" height="219" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjq1LBlt6rccG0u-94KQGmfxpba7OOfiEFebDKyhb5rpa93sWtMUOWglmuFop31s-4KtGnYPDbT4LrfDEGbNXW3U3V-pSY6ZGXw-jIgtT61HFSx19WyNuu1q6ckZoMcDZkj12p8ILYTxk4/s320/Pontification.png" width="320" /></a></div>
<br />
<br />
I believe that having an agenda makes sure that everyone understands why they are there in that room and what they are expected to do. It gives them a level foundation upon which all participants can build and do the work at hand. It allows them to focus upon the expected output for the meeting and get things done. People won't waste time wondering why they are there and should give enough freedom to let creativity flow. Further more, it allows a team to know when they've accomplished what they needed to get done, because they know what that is. If a meeting does not have an expressed outcome, it is impossible to know if you accomplished anything. If you know what you have to do, it's even possible that you can finish early and get back some time in your work day.<br />
<br />
Meetings without clarity of purpose cost employers big money, when you look at the cost of everyone's time. If they produce nothing, it's time wasted and money wasted. Meetings without a clarity of purpose reinforce the attitude that meetings are not real work. This results in people arriving late, skipping the meeting entirely, or disengaging from the task at hand by fiddling with their cell phones, doodling, or daydreaming. No one comes to work to waste time so workers in fruitless meetings become frustrated and disengaged further from the work.<br />
<br />
Agendas set the stage for success in the short and long term. You know you should never embark upon a project without a plan. Treat each meeting as a mini-project and have your agenda (plan) ready. You will be surprised at how well people start regarding your meetings. If you give people a clarity of purpose, they will place a value on them. They will stop dreading them. They will stay engaged during the meeting, feel like they are contributing and generally be more engaged in the project.<br />
<br />
A good agenda sets the plan for success. A bad one will leave people adrift and may result in the failure to accomplish the meetings goals. Being realistic is critical to meeting success. If you try to cram too much into a meeting, it will fail. You must also be sure to include everyone that is required to do the work to be done. If making decisions, you will need to have all of the decision makers there. You will need to present all the information, options, or ideas for consideration. You will need to make time to hear from all of those at the meeting. If you don't need to hear from someone, don't invite them, or make them optional attendees. In your agenda, establish roles and responsibilities for attendees, as needed. Advise them of these roles and responsibilities well before hand, so that they can prepare. If you fail to do so, your meeting will come to a screeching halt and you will have an upset team member on your hands. Time box your meeting, assigning time for each segment of the work. Doing so gives you a tool to move the meeting along. Stick to your timings when appropriate, but recognize when the team needs to extend a segment and let them do it, but remind them of the impact. Start and end your meeting on time, with allowances at the beginning and ending to allow people to arrive from other meetings and depart to their next one. <br />
<br />
Because time is money, invite only those people directly participating in or affected by the outcome of the meeting. This is especially important for working sessions and decision making meetings. Give attendees as much time to prepare as possible. They need to get their work and their thoughts in line to contribute. Be sure to communicate roles and responsibilities early too. That way your attendees are prepared to do what is expected of them. Also, inform the participants of the format of the meeting and the ground rules, especially if you are asking them to be active within the meeting. By making sure that everyone knows why they're there and how to prepare and participate, everyone will provide value that will get the work done.<br />
<br />
Remember, agendas set the stage for success. They help the work team focus on what is to be done and ensure that the task is completed at the end of the meeting. They help people understand their roles and the reason they are invited and they provide a plan for the activities to take place. In the end, they're the checklist that helps you, the facilitator, know that you've guided the team to success.<br />
<br />
<br />
<div class="separator" style="clear: both; text-align: center;">
<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhRdWkl_OHa0um1CWL9yAjdngUOALr4U3euclTz7kBjPm5IeJN8OGLnKJOjCHMf36UjaYmGrOs-SbYf5r7KWRBG3mYNXYZU7TM6Z_yNbS4lbaAJSfRbtzBs-9Xuoyr5ZlbgudGPGiwgVpM/s1600/Success.png" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhRdWkl_OHa0um1CWL9yAjdngUOALr4U3euclTz7kBjPm5IeJN8OGLnKJOjCHMf36UjaYmGrOs-SbYf5r7KWRBG3mYNXYZU7TM6Z_yNbS4lbaAJSfRbtzBs-9Xuoyr5ZlbgudGPGiwgVpM/s1600/Success.png" /></a></div>
<br />
<br />
<br />Lisa Combesthttp://www.blogger.com/profile/09790023271132848762noreply@blogger.com0tag:blogger.com,1999:blog-3032007887593797142.post-60691966578065107932016-03-30T20:07:00.000-05:002016-08-21T20:24:41.264-05:00Stress, Relief, and Benefits<div style="text-align: center;">
<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjEmpIacx-UqrH9D62vTj6uOSa3P_oHSb8I6zMRHe53SI90RN7WpyDYQCmTTzyi0yJMoMV15Vx2ZSZ8gx0DYfT1mG2QxjfojhkI5OAi5z_rPxFxZRIOkLebVjOf5ZLbTZ9qJDtgrdKQUK8/s1600/DSC00353.JPG" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" height="213" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjEmpIacx-UqrH9D62vTj6uOSa3P_oHSb8I6zMRHe53SI90RN7WpyDYQCmTTzyi0yJMoMV15Vx2ZSZ8gx0DYfT1mG2QxjfojhkI5OAi5z_rPxFxZRIOkLebVjOf5ZLbTZ9qJDtgrdKQUK8/s320/DSC00353.JPG" width="320" /></a></div>
<br />
Every single person I have worked with, as a BA, battles stress and anxiety. Really, anyone in I.T. has probably experienced an acute case of either or both once in their work career. How we handle stress is important. It's important to us, as individuals. We need to take care of ourselves so that we don't get sick or burned out in our jobs. Acute stress and anxiety in a team are counter productive and can destroy a team, if it carries on long enough to become chronic. <br />
<br />
<div class="separator" style="clear: both; text-align: left;">
I personally believe that we American Adults are not generally well taught how to handle stress and anxiety. We are told to buck up, shake it off, and/or cope. No one ever tells us how to do those things. As a result, we just carry stress around with us as it builds and builds until you either have an explosion or you just burn out and stop caring, stop trying, and freeze up.</div>
<br />
I believe that is why there is suddenly a great interest in Yoga, Tai Chi, meditation, and other disciplines which aim to make us more aware of our bodies and our minds. They also generally focus on relaxation even in the midst of exercise. This focus on relaxation in the face of doing new and sometimes challenging things is instrumental in helping a person learn to calm themselves and relax when in the presence of stress. <br />
<br />
With this in mind, I have made it a goal to practice Yoga and yoga-ish exercise every day. I have blocked out time in my workday (no more than 15 minutes) in order to unplug and do some yoga. I also have the intent to do this type of break at home. Now, it's not possible to be able to do this every day; we get smothered in work or sick, or just have no will. Here's the important part, THAT'S OK. What could be more horrible than heaping more stress upon yourself for not doing your de-stressing practices? The thing that I am striving for is the concept of perfection. As I am a mortal being, living in the mortal world, I will never reach perfection. That's fine. As long as I am always moving toward it and looking to the hope of future improvement, I'm reaching my goal. <br />
<br />
<div class="separator" style="clear: both; text-align: center;">
<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEiP7y-H0V8-S_90Mf80M7uAgU3-uYLECG7Kg9S7a8aKUIZPg2cSkly_lSjLhdOYGI9NavRUjXbWN3ZL2nBtaGnjqbC1c8yPEJIrtg5umlav9rEbppV77Yd4J1d-RveegmWtglnm7KVBwio/s1600/IMAG0076.jpg" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" height="180" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEiP7y-H0V8-S_90Mf80M7uAgU3-uYLECG7Kg9S7a8aKUIZPg2cSkly_lSjLhdOYGI9NavRUjXbWN3ZL2nBtaGnjqbC1c8yPEJIrtg5umlav9rEbppV77Yd4J1d-RveegmWtglnm7KVBwio/s320/IMAG0076.jpg" width="320" /></a></div>
<div style="text-align: center;">
<br /></div>
Maybe we all should find our de-stressor, un-stressor, anti-stressor; pick your term. Then, allow for that activity every day. It needs to be something small, that doesn't require a lot of special equipment or preparation. Something that you can do upon need and at regular intervals. What is your best way of relaxing in the face of stress? Only you can find out.<br />
<br />
If we can obtain the goal of a less stressed work environment, collaboration and innovation are more possible. Those positive energy activities cry out for an unstressed environment. Therefore, I am coming to believe that an unstressed workforce is a collaborative and innovative workforce. I'm not saying that there should be no challenges. I am saying that having a high level of stress on a continuous basis works against those two essential business needs and is therefore highly detrimental to any organization experiencing it.<br />
<br />
What are your thoughts?Lisa Combesthttp://www.blogger.com/profile/09790023271132848762noreply@blogger.com0tag:blogger.com,1999:blog-3032007887593797142.post-88418103392708688392016-03-14T16:15:00.002-05:002016-08-21T19:54:50.200-05:00You Are A BUSINESS Analyst<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEh99JuhPfUT6aT3EP_hjMud1GL8gQNkHG9RVXCSQ_yG8HyAnyo9JdIUcMQumLAtlzERiMozlmY9Wzy7g1YZLItDAsbfvr_mm6rpPdXiHb3z92SjQnCMmYG5lIPGrR9V6ofJUspopUrU8ag/s1600/%2523HeadShot.jpg" imageanchor="1"><img border="0" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEh99JuhPfUT6aT3EP_hjMud1GL8gQNkHG9RVXCSQ_yG8HyAnyo9JdIUcMQumLAtlzERiMozlmY9Wzy7g1YZLItDAsbfvr_mm6rpPdXiHb3z92SjQnCMmYG5lIPGrR9V6ofJUspopUrU8ag/s400/%2523HeadShot.jpg" /></a><br />
I am a Business Analyst. <br />
<br />
What I do is so much more than the title implies. Systems Analyst doesn't do it justice either. In my line of work, you must either know the business inside and out or get the skills that allow you to elicit a client's needs, wants, and pain points quickly and with a deep understanding. Furthermore you need to be able to take those items and translate them to features and functions that the development team can create, inside the known framework and architecture inside your organization. You need to know the up-stream and down-stream impacts on other systems and you also need to plan for the future. When you put it all together, it's an intimidating amount of knowledge and skills. At the end of the day, however, it's the business and their needs, wants, and pain points that drive our jobs as Business Analysts.<br />
<br />
I have heard many great and not-so-great technical team members grousing about "If it weren't for the stupid users, our jobs would be so much easier." In my youthful cynicism and life as a developer, that was something I could get behind. I just wanted to get the software done. All these wants and needs and nitpicking was holding up my ability to deliver. As I have gotten more experience and a well rounded sense of what it really takes to build good software offerings for my clients, I have come to realize that internalizing that statement and making it your battle cry is a short road to failure. <br />
<br />
If you sit down and really think about what we do as I.T. professionals in general, it should be a very short while before the truth smacks you in the head like the cold fish of reality. Our jobs exist, our careers exist, and really our technology exists, expressly to support the day to day processes which are needed to run a business. Sure, a business could try to function in this day and age without technology, but I believe even the smallest of businesses would struggle to survive and definitely struggle to grow without some investment in I.T. to support and promote them. <br />
<br />
Too often, we techie types forget these important concepts. We just want to get the <u>job</u> done. We lose sight of the fact that without the business, our jobs and our very skill and knowledge wouldn't exist. The earliest <a href="https://en.wikipedia.org/wiki/Analog_computer" target="_blank">analog computers</a> were not created as an abstract exercise. The <a href="https://en.wikipedia.org/wiki/Antikythera_mechanism" target="_blank">Antikythera Mechanism</a> is the earliest known analog computer that helped compute astronomical positions and therefore aid in ships' navigation. This navigation was not undertaken for fun. Around A.D. 100, sailing great distances was a very risky commercial and/or military activity. Knowing where you were at any given time was the difference between loss of a ship and its cargo or a successful commercial venture. Having the ability to understand where you were going was the difference between reaching the beach on the shores of your enemy or accidentally invading the shores of your closest ally. When the people who built this device, and others like it, sat down to work on them, you can safely assume that business and/or military interests were on their minds. They had to take into account all the issues and concerns associated to them while designing their mechanism. Otherwise, their mechanism wouldn't have served any purpose except of an idle curiosity to play with and then set aside.<br />
<br />
As Business Analysts, it is imperative to remember who drives your work. You must listen to and empathize with your business. A good analyst will sit down and watch users or potential users in order to see what their day is like, what matters to them, and what would make things easier. A good analyst will work with the business to find the underlying problem(s) that are driving the request that put you there in the first place. A great analyst will work with the business to determine and understand how best to solve those underlying problems and what mode those solutions should take. A really great analyst will know when to suggest non-technical solutions that the business can implement with less risk and definitely less cost. Any analyst worth their salt should then be able to take all their good business information and work with the technical team to design an efficient solution to meet all the needs and wants for the business. Through out all this, the analyst will be an advocate for the business' interests. Most importantly, they will realize that all of these processes, wants, and needs are the space in which your job is made. It's where you add value for the business and help to ensure that it not only continues to function in today's world, it grows and thrives in the future.<br />
<br />
I will grant it that there are folks out there who design write elegant code for their own satisfaction. However, if they are paid for doing so, you can bet there was a business problem and a business process behind it all. Remember, analysts, the business is your reason for being a Business Analyst.<br />
<br />Lisa Combesthttp://www.blogger.com/profile/09790023271132848762noreply@blogger.com0tag:blogger.com,1999:blog-3032007887593797142.post-18418374255400790762016-03-10T22:34:00.000-06:002016-03-10T22:34:29.384-06:00Finding A Sense of Urgency In A Relaxed Environment<h1>
Finding Urgency in a Relaxed Work Environment<o:p></o:p></h1>
<div class="MsoNormal">
I am one lucky duck.
I work for an incredible employer who values each and every one of its
employees. We work in a relaxed
environment where the I.T. professionals are treated well and where our
business owners know our worth. Not only
that, they are a part of our teams, resulting in a high level of trust between
the business and the technical sides.
That in and of itself is a rare occurrence. Sometimes I think I’ve reached employment
nirvana.<o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
Other times, however, I have been beset by a nagging little
voice. That little voice probes and pokes
me when I review our backlog or talk to our product owners about future product
plans. I can’t help but wonder “Are we
moving as fast as we can or should?” <o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
A little background here.
I come from a series of workplaces where I.T. had little to no control
over timelines. I come from a background
where I.T. resources were treated as highly interchangeable assets in a cost
center. We could be replaced with little
to no fuss or muss. The business drove
our timelines and I.T. was tasked with fulfilling their requests at the
timeline specified or risk being replaced.
As a result, we were driven to work at a fast and furious pace. As you may expect, we never lacked for a
sense of urgency bordering on fear.<o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
Coming to my new employer, I experienced prolonged cultural
shock. The pace at my new employer proceeded
much more gracefully and I.T. was able to negotiate with project/product ownership
to determine the timelines (unless they were driven by regulatory compliance). This is when I started hearing that little
nagging voice.<o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
The sense of urgency that I was missing was mostly of my own
making. I was so accustomed to having
the hammer hanging over my head, I didn’t know how to act without it. I perceived my own work and those of my co-workers
as proceeding at a snail’s pace. I didn’t
like this state of being, nor did I think that I or my team members deserved my
own harsh judgement. I had to find that urgency
in the relaxed and respectful environment I found myself inhabiting.<o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
To do so, I started by looking at the business. I thought about what we deliver to them. As an I.T. team, we deliver business
value. We may not directly make dollars
for the company through selling our software, but we provide value to our
company’s position when we give them quality software that meets their
immediate business needs. Therefore, it
is extremely important to do the very best job we can to understand not only
what they are asking for, but the context underlying the request. It’s also important to understand what client
requests and feedback is driving that request.
Often times, we can start coding early on and perform the requirements
gathering as we work. This can be
costly, as requirements discovered later rather than sooner can cost time and
money, and maybe even a client’s business.
I found urgency in the need to do the best business process analysis and
requirements elicitation as early as possible.
<o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
Next, I looked at the technical discovery and design
process. I wanted to work with my team
to create rapid prototypes at a very low cost.
I pushed for use of wire frames and even hand drawn workflows to test
out workflows with little to no developer time needed. If these prototypes failed, it would be a matter
of hours at most to revise them and present them anew to the client. I found an urgency in failing rapidly with
cheap prototypes rather than wasting developer time in creating a solution only
to have it rejected by the business at a late date in the project. <o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
Finally, I looked to testing. How could we as a team perform testing in a
more efficient and time-frugal way? I
started looking at my own testing and how I may have been overlapping with the
testing provided by our more than capable QA team. I talked to the QA in my own team and
discussed the matter with other Business Analysts. This introspection and questioning helped me
and channel my sense of urgency and help my team and the QA folks find opportunities
for improvement. It was incremental
value, but value none the less.<o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<br />
<div class="MsoNormal">
My search ultimately led me to understand that you don’t
need looming and unrealistic deadlines to have urgency. You don’t need the looming specter of a highly
competitive employee review process to drive you to new levels of heroics. Urgency is there all around you to find. Continuous improvement and reflection on how
we work individually and as a team can fulfill that need. Understanding the business drivers and the wants
and needs driving requests adds to that sense of urgency and the need to please
the customer, the team, and yourself.<o:p></o:p></div>
Lisa Combesthttp://www.blogger.com/profile/09790023271132848762noreply@blogger.com0