"If you want to build a ship, don't drum up the men to gather wood, divide the work and give orders. Instead, teach them to yearn for the vast and endless sea."
I think the Church website and Australian country web sites excellent, I use it regularly, Also the training presentation for clerks I use and appreciate, they even work on my dialup connection. thanks.
If I can be the troublemaker here, I don't think you've said 'nuff. I'm curious how you translate this to IT. (Or was this post actually about sailing?) What is the "vast and endless sea" of IT? Bug-free software? A smooth and rewarding user experience? And how do we teach them to yearn for it?
It is interesting, because I was just reading something that I think is applicable earlier today [http://www.catb.org/~esr/writings/cathedral-bazaar/cathedral-bazaar/ar01s12.html]. The love of the sea comes in many flavors, but shows through in the success of open source projects. The highly successful projects have a group of people who truly love it.
This applies in the Church's IT program in the same way. When members of the Church's IT staff (a group to which I belong) pick up the true love of the mission of the Church, craftsmanship will increase, quality in all of its aspects will improve, and costs will go down.
The real question is how do you teach somebody to yearn for it. Open source software has a self-selecting, group-filtering process that brings very high caliber people who truly love their projects. Employment at the Church needs to be more than just a job, but it can't be a mission. How do we draw that line?
You wouldn't think it would be difficult in Church employment, but in the day-to-day we sometimes lose sight of the big picture. I wish I had all of the answers. I'd love folks' advice on how to inspire people--how to create that "yearning."
The ship is a technology. The sea is life, immortal and eternal.
If you want to build a technology, don’t drum up the men to gather components, divide the work and give orders. Instead, teach them to yearn for the vast and endless life.
For me, that “yearning” is found in how I define my “pay day.” I’m not talking about every other Friday. I’m talking about those moments that make it all worth it. At home, for example, it is when my 3 year-old son from out of nowhere throws his arms around my neck and whispers, “I love you, daddy.” Wow. That makes all the “terrible-twos” battles worth it.
For here at work, my pay day is seeing my customer’s eyes light up when, for the first time, he uses the system we have been working on for month after month and year after year. His job is now easier because his work is streamlined and he sees data he’s never seen before. He smiles and says things like, “I had a great experience…. Everything worked smoothly. Thank you all for your great and tireless work. This is obviously more than just a job [for you].”
Boy, that’s my payday. That’s big-picture stuff to me. To have that experience provides my “yearning” because it gives purpose to everything I do.
But, that experience doesn’t come without work. It requires the building of a solid relationship with the customer. The customers need to know that we are not just a hoard of coding drones out to create something that is intelligible only within our inner-circles, but we are people with a mission to provide the best solution available for the business problems they are facing. We also need to know that our customers are not just a group of anti-technoids out to demonstrate how ugly our baby is, but they are people with legitimate business problems whom we’ve been hired to help. This requires a relationship, and building that relationship requires work…it requires time…it requires patience…etc.
Although there are certainly other sources of inspiration (being on the bleeding edge, for example), the human interaction is my “vast and endless sea.”
I would follow this up by saying that there are those with good leadership skills and strong examples that serve as our lighthouses along the way. If we pay attention and follow their directions we will avoid the hazards and treacherous obstacles and be able to sail the sea more smoothly.
You can can build a ship and love the sea, but those two things alone don't make you a sailor. ;-)
That's my two cents. Very thought provoking post! I love them, keep them coming.
Lincoln, you make an interesting point, but I think you've over-generalized. How 'bout: if you want to build interactive, online scripture tools, don't drum up the men and women to evaluate technologies, assign components, and make gantt charts. Instead, teach them to yearn for the Word of God.
It's still too general, but getting a little closer.
As a coach, I expect effort from my athletes, but I'm a high school coach. Pro coaches want results.
The same is true in every profession. Effort is something you admire in people, but results are what matter.
Regarding the quote for this post, I think many techies have the technical yearning. Many Latter-day Saints have a yearning for the gospel. Some Latter-day Saints may have a yearning for both. The trick is to find those that have a yearning for both, but who can also do the job. You don't want Kip Dynamite working for you, even though he "still love[s] technology, always and forever."
[Joel: Bonus points for a Napolean Dynamite reference. :) ]
How about a wonderful feedback mechanism so that when some enhancement is put in place people can say thank you! I would like to let your department know how much it is appreciated. I am very grateful for the Stake and Ward Web sites!! They aren't perfect, but neither are we. The sites and the membership are a work in progress. Just like we can see the potential in others, we can see the potential in the sites.
Motivation is such an elussive topic because it's different for all of us. However, I believe we're touching on a common key. Joel's quote points to building a ship. That's part of some larger plan. Above there are references to technology. These are also parts of a plan. (Many may call these goals, but they've missed the point.) What appears to be missing is a clear definition of the goal. Why are we building a ship? Why are we building a website? Why are we creating databases of gospel literature and other materials? The answer to those questions is the goal. Plans need to have time tables, owners, and numerous other details that make up a complete plan. Goals on the other hand, are the vision that drive the plan. If we can clearly define and then communicate those goals to others, that's the first step in motivation. I believe the next step is ownership. How do I give my vision to someone else so they make it their own? This requires knowing your people. Everyone has their own ambitions. At root, we're seeking some or all of the following: power, recognition, safety, adventure. If we know which of these are of real importance to the individual, we can show help them understand how the broad goal gives them what's important. As a manager of people, it takes a little more effort than just making a schedule with resources and checkpoints. We have to know our team. Just as a sports coach knows his team, he knows their strengths and weaknesses on the field. He knows what exercises to give to help them grow. Managing developers, support engineers, or sales people is no different. We need to understand enough to know what is important to each. Know their individual ambitions, and know how to use that to bring their actions in line with the team goals and plans. To finish with a ship building analogy, The worker who understands that the wood they are working on will become the hull of a ship they will sail on will do a better job than the worker who just has dementions for a board to cut and attach to a frame.
In reference to "Aha!" moments, I remember the first time I was a Ward Finanncial Clerk and sat down with the FIS program (circa 1990). As an IT professional I appreciated how well the tool fit the task - it was both simple and elegant. It was obvious that the designers had a "perfect understanding" of my needs (I surmised that at least some of them had actually held the calling at some point!). Such moments are what I have always strived for as a designer and developer - something that we experience far too rarely in today's marketplace.
Well I must say, that the new church sites look great. When I remember the beginnings of church web sites, they all looked a bit like made with frontpage. It is a great improvement from the late 1980 until today. I must say I come about twice a day or sometimes more often to one of the church sites to read up on news and information, or to have a quick read of the scriptures at work or for reference purpose. Working myself in a development area I know how difficult and straining it is to put new content pages together. It must have been a huge job - but it is well done!
Great discussion. I feel that clear direction is key and that a valuable vision is critical in achieving results, but what motivates and keeps the "yearning" burning? I believe it is accomplished by providing opportunities for those we work with (in all directions) to have experiences that validate 1) we are headed in a worthy direction, 2) we are providing products and services that help those who use them make a difference in their lives and the lives of others, and 3) we are continually adding to the ways that all people can come to know The Savior and improve their relationship with Him. When those of us who have the chance to be involved in this work have experiences like that, what could be better motivation?
Said another way, "A good leader is not someone who can do the work of ten men, but someone who can get ten men to do the work."
A good leader can instill vision, which in turn, motivates. To catch a vision of the sea may require a leader to take someone to or on the sea. Depending on the outcome, the individual may then need mentoring to help define what he can now do with his new found knowledge and how to set about it. Understanding the difference between an OBJECTIVE and a GOAL is also a key component to motivation.
I think the Church website and Australian country web sites excellent,
ReplyDeleteI use it regularly, Also the training presentation for clerks I use and appreciate,
they even work on my dialup connection. thanks.
If I can be the troublemaker here, I don't think you've said 'nuff. I'm curious how you translate this to IT. (Or was this post actually about sailing?) What is the "vast and endless sea" of IT? Bug-free software? A smooth and rewarding user experience? And how do we teach them to yearn for it?
ReplyDeleteIt is interesting, because I was just reading something that I think is applicable earlier today [http://www.catb.org/~esr/writings/cathedral-bazaar/cathedral-bazaar/ar01s12.html]. The love of the sea comes in many flavors, but shows through in the success of open source projects. The highly successful projects have a group of people who truly love it.
ReplyDeleteThis applies in the Church's IT program in the same way. When members of the Church's IT staff (a group to which I belong) pick up the true love of the mission of the Church, craftsmanship will increase, quality in all of its aspects will improve, and costs will go down.
The real question is how do you teach somebody to yearn for it. Open source software has a self-selecting, group-filtering process that brings very high caliber people who truly love their projects. Employment at the Church needs to be more than just a job, but it can't be a mission. How do we draw that line?
You wouldn't think it would be difficult in Church employment, but in the day-to-day we sometimes lose sight of the big picture. I wish I had all of the answers. I'd love folks' advice on how to inspire people--how to create that "yearning."
ReplyDeleteThe ship is a technology. The sea is life, immortal and eternal.
ReplyDeleteIf you want to build a technology, don’t drum up the men to gather components, divide the work and give orders. Instead, teach them to yearn for the vast and endless life.
For me, that “yearning” is found in how I define my “pay day.” I’m not talking about every other Friday. I’m talking about those moments that make it all worth it. At home, for example, it is when my 3 year-old son from out of nowhere throws his arms around my neck and whispers, “I love you, daddy.” Wow. That makes all the “terrible-twos” battles worth it.
ReplyDeleteFor here at work, my pay day is seeing my customer’s eyes light up when, for the first time, he uses the system we have been working on for month after month and year after year. His job is now easier because his work is streamlined and he sees data he’s never seen before. He smiles and says things like, “I had a great experience…. Everything worked smoothly. Thank you all for your great and tireless work. This is obviously more than just a job [for you].”
Boy, that’s my payday. That’s big-picture stuff to me. To have that experience provides my “yearning” because it gives purpose to everything I do.
But, that experience doesn’t come without work. It requires the building of a solid relationship with the customer. The customers need to know that we are not just a hoard of coding drones out to create something that is intelligible only within our inner-circles, but we are people with a mission to provide the best solution available for the business problems they are facing. We also need to know that our customers are not just a group of anti-technoids out to demonstrate how ugly our baby is, but they are people with legitimate business problems whom we’ve been hired to help. This requires a relationship, and building that relationship requires work…it requires time…it requires patience…etc.
Although there are certainly other sources of inspiration (being on the bleeding edge, for example), the human interaction is my “vast and endless sea.”
I would follow this up by saying that there are those with good leadership skills and strong examples that serve as our lighthouses along the way. If we pay attention and follow their directions we will avoid the hazards and treacherous obstacles and be able to sail the sea more smoothly.
ReplyDeleteYou can can build a ship and love the sea, but those two things alone don't make you a sailor. ;-)
That's my two cents. Very thought provoking post! I love them, keep them coming.
And just look how well that worked for Nephi... Ultimately you still have to encourage people to getthe work done even if they can't see the vision.
ReplyDeleteLincoln, you make an interesting point, but I think you've over-generalized. How 'bout: if you want to build interactive, online scripture tools, don't drum up the men and women to evaluate technologies, assign components, and make gantt charts. Instead, teach them to yearn for the Word of God.
ReplyDeleteIt's still too general, but getting a little closer.
Apparently, Antoine also once said "The one thing that matters is the effort". How would that fit in the earlier post on performance = result?
ReplyDeleteAs a coach, I expect effort from my athletes, but I'm a high school coach. Pro coaches want results.
ReplyDeleteThe same is true in every profession. Effort is something you admire in people, but results are what matter.
Regarding the quote for this post, I think many techies have the technical yearning. Many Latter-day Saints have a yearning for the gospel. Some Latter-day Saints may have a yearning for both. The trick is to find those that have a yearning for both, but who can also do the job. You don't want Kip Dynamite working for you, even though he "still love[s] technology, always and forever."
[Joel: Bonus points for a Napolean Dynamite reference. :) ]
How about a wonderful feedback mechanism so that when some enhancement is put in place people can say thank you! I would like to let your department know how much it is appreciated. I am very grateful for the Stake and Ward Web sites!! They aren't perfect, but neither are we. The sites and the membership are a work in progress. Just like we can see the potential in others, we can see the potential in the sites.
ReplyDelete[Joel: Thanks!]
Congratulations on the redesign and launch of lds.org.
ReplyDelete[Joel: Thanks!]
First let me say, what a great discussion.
ReplyDeleteMotivation is such an elussive topic because it's different for all of us. However, I believe we're touching on a common key. Joel's quote points to building a ship. That's part of some larger plan. Above there are references to technology. These are also parts of a plan. (Many may call these goals, but they've missed the point.)
What appears to be missing is a clear definition of the goal.
Why are we building a ship? Why are we building a website? Why are we creating databases of gospel literature and other materials?
The answer to those questions is the goal.
Plans need to have time tables, owners, and numerous other details that make up a complete plan.
Goals on the other hand, are the vision that drive the plan. If we can clearly define and then communicate those goals to others, that's the first step in motivation.
I believe the next step is ownership. How do I give my vision to someone else so they make it their own? This requires knowing your people. Everyone has their own ambitions. At root, we're seeking some or all of the following: power, recognition, safety, adventure. If we know which of these are of real importance to the individual, we can show help them understand how the broad goal gives them what's important.
As a manager of people, it takes a little more effort than just making a schedule with resources and checkpoints. We have to know our team. Just as a sports coach knows his team, he knows their strengths and weaknesses on the field. He knows what exercises to give to help them grow.
Managing developers, support engineers, or sales people is no different. We need to understand enough to know what is important to each. Know their individual ambitions, and know how to use that to bring their actions in line with the team goals and plans.
To finish with a ship building analogy, The worker who understands that the wood they are working on will become the hull of a ship they will sail on will do a better job than the worker who just has dementions for a board to cut and attach to a frame.
In reference to "Aha!" moments, I remember the first time I was a Ward Finanncial Clerk and sat down with the FIS program (circa 1990). As an IT professional I appreciated how well the tool fit the task - it was both simple and elegant. It was obvious that the designers had a "perfect understanding" of my needs (I surmised that at least some of them had actually held the calling at some point!). Such moments are what I have always strived for as a designer and developer - something that we experience far too rarely in today's marketplace.
ReplyDeleteWell I must say, that the new church sites look great. When I remember the beginnings of church web sites, they all looked a bit like made with frontpage. It is a great improvement from the late 1980 until today. I must say I come about twice a day or sometimes more often to one of the church sites to read up on news and information, or to have a quick read of the scriptures at work or for reference purpose. Working myself in a development area I know how difficult and straining it is to put new content pages together. It must have been a huge job - but it is well done!
ReplyDeleteGreat discussion. I feel that clear direction is key and that a valuable vision is critical in achieving results, but what motivates and keeps the "yearning" burning? I believe it is accomplished by providing opportunities for those we work with (in all directions) to have experiences that validate 1) we are headed in a worthy direction, 2) we are providing products and services that help those who use them make a difference in their lives and the lives of others, and 3) we are continually adding to the ways that all people can come to know The Savior and improve their relationship with Him. When those of us who have the chance to be involved in this work have experiences like that, what could be better motivation?
ReplyDeleteSaid another way, "A good leader is not someone who can do the work of ten men, but someone who can get ten men to do the work."
ReplyDeleteA good leader can instill vision, which in turn, motivates. To catch a vision of the sea may require a leader to take someone to or on the sea. Depending on the outcome, the individual may then need mentoring to help define what he can now do with his new found knowledge and how to set about it. Understanding the difference between an OBJECTIVE and a GOAL is also a key component to motivation.