I was one of
my employer's thirty-four "leaders"
who got to participate in two days of "Accountability Training."
We were taught by Tom Smith, one of the founders of
Partners in Leadership, and
co-author of Journey to
the Emerald City: Implement The Oz Principle to Achieve a Competitive Edge Through a Culture of Accountability.
Our meetings were held off-site at This Is The Place State Park. To be honest, going in I was
somewhat skeptical (cynical?) as to what the benefits would be,
having lived through several rounds of "the next big thing" before, and
having read a number of business books.
I can truthfully say, however, that my expectations were completely
exceeded. Tom is an excellent teacher. We've been in need of a change
in culture for several years now, and I think we're on the right track.
It is rejuvinating, frankly, and one immediate effect is an increase
in transparency as certain metrics—previously known only to the executive
team—will now be communicated throughout the organization.
For the first time (at least in my six year tenure), everyone will
know what we're all working towards, know how to tell where we are at,
and have a common language to talk about the attitudes,
beliefs, and values we need to get there. With an emphasis on what
I can do (each of us, that is), and with as simple as the process
control mechanisms are, I think there is a high probability of lasting
success.
Check back here in a couple of months, I guess, to know for sure.
— Michael A. Cleverly
Wednesday, February 02,
2005
at 19:53
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David St. Lawrence's blog Ripples
has become a part of my daily life. David's taken his posts and compiled
them into a sort of how-to handbook for surviving corporate life entitled
"Danger—Quicksand—Have A Nice Day."
David's made the prepress version of the book available freely on his
website as a PDF
download. Download, read, & share it!
— Michael A. Cleverly
Wednesday, February 02,
2005
at 20:16
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Becca finally got around to visiting Shauna's nephews' new
restaurant, Plates and Palates. And she liked it, as I was sure she
would.
If you're ever in Bountiful near lunch time, head over to
Plates & Palates on the southeast corner of 4th North
and 5th West.
— Michael A. Cleverly
Thursday, February 03,
2005
at 21:28
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If anyone reading has experience programming in Prolog, I'd appreciate
a recommendation on a good first book to purchase. Prolog's been on
my list of languages to learn about for some time, and it seems like it
would be a very natural fit for brute-force solving this
ancestry puzzle.
— Michael A. Cleverly
Thursday, February 03,
2005
at 21:40
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Becca and I took the kids to Antelope Island this morning. Becca had taken
an interest in letterboxing recently, and there is
a letterbox hidden on the island.
(Letterboxing is the analog equivalent of
geocaching.)
Our first attempt at letterboxing had a hitch or two. Becca's
camera had dead batteries. We forgot to bring a compass (and
had to take our bearings off the position of the sun). We managed
to find where the letterbox was hidden eventually though.
We were the first to record a visit in 2005. Of those who'd signed
(& stamped) the book the farthest visitors had come from upstate New York
last summer. We signed & stamped the book ourselves and rehid it
in the same location for the next letterboxers to find.
There are quite a few other letterboxes hidden in Utah that we can go looking
for sometime. Probably won't see buffalo at many others, though...
UPDATE: Becca wrote about our Antelope Island adventure from her perspective.
— Michael A. Cleverly
Saturday, February 05,
2005
at 14:02
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Saturday night is the only evening during the week that our
family watches television. Beginning at 8pm on one of our two local
PBS stations we can enjoy reruns of Andy Griffith,
I Love Lucy,
My Three Sons, and
Perry Mason.
Meghan had me take this Perry Mason quiz, but I didn't do so well—only 4 out of
10 correct.
— Michael A. Cleverly
Saturday, February 05,
2005
at 19:40
641 comments
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I've been reading Paul Graham's
book Hackers &
Painters this weekend. This book really resonates with me—I'll
write more when I've finished, but here is a taste:
Big companies want to decrease the standard deviation of design
outcomes because they want to avoid disasters. But when you damp
oscillations, you lose the high points as well as the low. This is not
a problem for big companies, because they don't win by making great
products. Big companies win by sucking less than other big companies.
That's on page twenty-three, by the way.
— Michael A. Cleverly
Sunday, February 06,
2005
at 19:37
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Jack Lyon (an editor at work) emailed me
this morning:
By the way, I told you the wrong name of the package. The one you want is
the Microtype package:
http://tug.ctan.org/tex-archive/macros/latex/contrib/microtype/
To invoke it, all you have to do is put this in your preamble:
\usepackage{microtype}
Gorgeous.
I have to agree—the results are gorgeous! Hanging punctuation
adds even more polish that makes the final typeset output look truly
beautiful.
— Michael A. Cleverly
Tuesday, February 08,
2005
at 18:37
504 comments
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While I explained my reasoning a week or
so ago for not having comments enabled on this blog, I've since been
persuaded (largely by David St
Lawrence) that by effectively having just a monologue, I'm missing
out on reader feedback which is one of the major benefits of blogging.
So, beginning today, comments are now enabled. To leave a comment
click on the "comments" link below the signature & date on this post
(or any other).
— Michael A. Cleverly
Wednesday, February 09,
2005
at 13:11
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Another interesting genealogical logic puzzle was posted to the
rec.puzzles newsgroup. This one is found in the Bible, specifically
Genesis chapter 46, and was
identified by John Pratt.
Here is the puzzle:
Jacob's extended family at the time he moved to Egypt is listed in the Bible, but some information about one descendant may have been purposely hidden. If there is no mistake in the following summary and interpretation of the Biblical account, what can you logically deduce about the identity of Jacob's missing descendant?
-
All seventy living souls of the house of Jacob, including all of his living male and female descendants, were in Egypt when he arrived there with those who accompanied him. (Gen. 46:6,
27).
-
Sixty-six of Jacob's descendants came to Egypt with him. This count includes only Jacob's literal offspring; none of his sons' wives is included
(Gen. 46:26).
-
Except for Joseph and his two sons, who already resided in Egypt
(Gen. 46:27), Jacob took
with him all of his son(s), his sons' son(s), his daughter(s), his sons'
daughter(s) (Gen. 46:7),
and all of his great-grandchildren ("little ones,"
Gen. 46:5).
- These are the names of Jacob's descendants when they had all arrived in Egypt, along with subtotals for each of his four wives (Leah, Zilpah, Rachel, and Bilhah):
-
Leah had 33 living descendants. Her sons were Reuben, Simeon, Levi, Judah, Issachar, and Zebulun, and her daughter was Dinah. Reuben's sons were Hanoch, Phallu, Hezron and Carmi. Simeon's sons were Jemuel, Jamin, Ohad, Jachin, Zohar, and Shaul the son of a Cannaanitish woman. Levi's sons were Gershon, Kohath and Merari. Judah's sons were Er, Onan, Shelah, Pharez, and Zerah, but Er and Onan had died previously. Pharez' sons were Hezron and Hamul. Issachar's sons were Tola, Phuvah, Job and Shimron. Zebulun's sons were Sered, Elon and Jahleel
(Gen. 46:8-15).
-
Zilpah had 16 living descendants. Her sons were Gad and Asher. Gad's sons were Ziphion, Haggi, Shuni, Ezbon, Eri, Arodi, and Areli. Asher's sons were Jimnah, Ishuah, Isui and Beriah, and Serah was their sister. Beriah's sons were Heber and Malchiel
(Gen. 46:16-18).
-
Rachel had 14 living descendants. Her sons were Joseph and Benjamin. In Egypt, the sons of Joseph and his wife Asenath, daughter of an Egyptian priest, were Manasseh and Ephraim. Benjamin's sons were Belah, Becher, Ashbel, Gera, Naaman, Ehi, Rosh, Muppim, Huppim, and Ard
(Gen. 46:19-22).
-
Bilhah had 7 living descendants. Her sons were Dan and Naphtali. Dan's son was Hushim. Naphtali's sons were Jahzeel, Guni, Jezer and Shillem
(Gen. 46:23-25).
Source: Hidden Treasures in the Scriptures
The answer to the puzzle is revealed in Pratt's article entitled
"Jacob's Seventieth Descendant," which also discusses
historical reasons the author of Genesis may have had for obscuring this
information.
— Michael A. Cleverly
Thursday, February 10,
2005
at 21:20
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I'm in Mesa, AZ today and instead of being sunny it's raining &
drizzling pretty much non-stop.
I flew down last night to help setup the register system for
the LDS
Family Festival and
Time Out
for Couples.
Thanks to Southwest I was able
to get a flight that left Salt Lake late enough that I was still able to attend
the Daddy-Daughter date last night with Meghan at church. She was thrilled
I'd been able to arrange that.
— Michael A. Cleverly
Saturday, February 12,
2005
at 07:19
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I'm back from my quick trip to Arizona.
William Joseph performed
last night at Time Out for Couples in Mesa.
I'm really at a loss of words to describe how amazing his performance was.
Go to his website
and listen to his music to hear for yourself...
William is originally from Phoenix and began taking piano lessons at
the age of four or five. He has one solo album under his belt, produced
by the legendary David Foster,
and last year he opened for Josh
Groban on tour.
He was very approachable, and autographed a number of peoples CDs. I
had him sign my copy and dedicate it to my son Caleb (who is six and
absolutely in love with piano lessons himself).
By my calculations one in five couples who came to the event purchased his
CD that night. I imagine the number would have been higher if there had been
an intermission. He's poised to really breakthrough, I think.
UPDATE: Becca really liked the CD when she heard it. (I say that
because she used eleven exclamation points in her post—a new record
for her, I suspect.)
— Michael A. Cleverly
Sunday, February 13,
2005
at 17:35
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As we were driving home from visiting Grandma & Grandpa
this evening, Meghan told me that she needed to change her password
on the family iMac. Her password (which she chose when she was in Kindergarten)
was nahgemnahgem—her first name spelled backwards,
twice.
Since OS X doesn't have any listening network services enabeld by
default, we've let the kids pick their own passwords. Meghan's first
password wasn't too bad when the likely threats were only four and
two years-old.
Along the way, though, her password has been compromised by
her younger brothers—which is fair, since Meghan social-engineered
them both out of their passwords just by (innocently) asking them the very first
day they got their "logins."
Since it was just the two of us in the car, I asked her what
kind of new password she would choose, and what she'd do to keep
it secret. Her criteria amused me in a proud parental sort of way:
- "Make it kind of long"
- "Use words that first-graders wouldn't be able to read [or spell] yet"
- "Don't write it down on a paper and don't tell anybody!"
Meghan practices what she preaches. She combined two words that (she
thinks) her brothers wouldn't be able to spell—which words, exactly,
I'm not sure since she didn't say...
— Michael A. Cleverly
Sunday, February 13,
2005
at 22:15
531 comments
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[Scene: tonight at the dinner table...]
Shauna: Caleb, you need to eat your corn.
Caleb: But I'm not in the mood for corn!—for more
information go to "www dot ImNotInTheMoodForCorn dot com"
— Michael A. Cleverly
Monday, February 14,
2005
at 22:43
550 comments
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I stumbled across the
dumb
ideas archive of someone named Gary
Turner this evening. Amusing.
— Michael A. Cleverly
Tuesday, February 15,
2005
at 21:19
532 comments
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Succeeding at work has been on my mind—I'm in the process of changing
fulltime jobs. It is a natural time to look back on what I've accomplished
at the old job, identify what I wish I'd done differently, and anticipate
what I hope to accomplish at the new one.
Here is a trio of blog posts I've come across (all but the first link
are blogs I follow fairly regularly) that give good advice on how to
succeed at work, which is largely about properly managing expectations:
Looking back I can see that at times I've felt so driven to meet utterly
unrealistic deadlines or goals, and often repeatedly pulled the rabbit out
of the hat to accomplish them, that such "magic" becomes the expected norm.
The inevitable danger, however, is that when people have expectations of
you as a miracle worker, and successful miracles breeds a longer line of
people in line beseeching miracles, you reach a limit where you can't keep
giving the proverbial 110%. As the Under Promise, Over Deliver
essay notes, peak performance cannot (by definition!)
be sustained.
So people who learn to expect miracles may wonder "what's wrong with
[Michael]?" when overload occurs and there is a drop from 110+% to 100%.
This is an interesting situation: expectations are failed, not because of
past-failed expectations, but because of past expectations being consistantly
exceeded. Obviously when you regularly exceed expectations you somehow need to
actively and conciously manage the resulting "expectation inflation."
— Michael A. Cleverly
Tuesday, February 15,
2005
at 22:04
553 comments
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Do you have a Yay Me! file? I don't (formally).
A Yay Me! file is a place where you store the documentation
behind all of the good things you've done at work, the praise or thanks
you receive from others, and notes on how you saved time and/or money
for your employer.
I tend to be an email packrat, so I probably have some of the necessary
ingredients, but I've never kept them sorted out where they could all be
easily reviewed.
— Michael A. Cleverly
Wednesday, February 16,
2005
at 20:18
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My post yesterday on succeeding at work
referenced three essays on other blogs. The third of these,
"Under Promise, Over Deliver" at
Slacker Manager mentions
the Hawthorne Effect in a parenthetical side-note.
The Hawthorne Effect is the term for the results discovered during an organizational
behavioral research study conducted between 1927 and 1932 by researchers
at Harvard.
To me one of the most interesting findings, involved in studying
a group or department of nine employees:
They found, that the small group had informally established an
acceptable level of output for its members. Employees who overproduced
were branded rate busters, and under-producers were labeled chislers.
To be accepted by the group workers would have to produce an acceptable
level. They also found, as workers approached their acceptable level of
output, they began to slack off to avoid over producing.
Source: Wikipedia
entry on the Hawthorne Studies
Exceed the productivity norms of the group you work in and
you'll rock the boat; don't carry your own weight and you'll definitely
make waves.
There are two approaches one could take.
- Find a group "beneath" your natural
abilities and then do just enough to coast along...
- Find the smartest/most productive group of like-minded people
you can [fit into], and then put your shoulder to the wheel and get going!
I'll choose the second route, thank you very much.
— Michael A. Cleverly
Wednesday, February 16,
2005
at 20:56
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I enjoy reading—all kinds of books. But I especially enjoy
well-written fantasy.
J.R.R. Tolkien,
David & Leigh Eddings,
Guy Gavriel Kay and
Sara Douglass
are among my all time favorites.
I tend to be somewhat hesitant to pick up an unknown author, however,
unless they come personally recommended from someone I know. I'm not this
way with other genres—I suspect it has to do with the fact that
there is a lot of fantasy that isn't terribly internally consistant.
(If you'd like to recommend your favorite author(s), please
leave a comment.)
Reading
Will's blog
tonight I found a link to an essay entitled
On Thud and Blunder
that talks about how writers should do their homework to make their heroic
fantasy plausible. Maybe if this were the norm for all published fantasy
I wouldn't be so hesitant to pick up a new author...
If I ever actually get around to participating in
NaNoWriMo, and assuming I choose to
write fantasy, On Thud and Blunder and the somewhat related
30 Days of World
Building will both be well worth re-reading.
Speaking of plot ideas, I think there'd be an incredibly rich story
(circa 50 B.C.) packed into
just a few verses of
scripture:
But behold, Kishkumen, who had murdered Pahoran, did lay wait to destroy
Helaman also; and he was upheld by his band, who had entered into a
covenant that no one should know his wickedness.
For there was one
Gadianton, who was exceedingly expert in many words, and also in his
craft, to carry on the secret work of murder and of robbery; therefore
he became the leader of the band of Kishkumen. Therefore he did flatter
them, and also Kishkumen, that if they would place him in the
judgment-seat he would grant unto those who belonged to his band that
they should be placed in power and authority among the people; therefore
Kishkumen sought to destroy Helaman.
And it came to pass as he went forth towards the judgment-seat to
destroy Helaman, behold one of the servants of Helaman, having been out
by night, and having obtained, through disguise, a knowledge of those
plans which had been laid by this band to destroy Helaman—and it
came to pass that he met Kishkumen, and he gave unto him a sign;
therefore Kishkumen made known unto him the object of his desire,
desiring that he would conduct him to the judgment-seat that he might
murder Helaman.
And when the servant of Helaman had known all the heart of Kishkumen,
and how that it was his object to murder, and also that it was the
object of all those who belonged to his band to murder, and to rob, and
to gain power, (and this was their secret plan, and their combination)
the servant of Helaman said unto Kishkumen: Let us go forth unto the
judgment-seat. Now this did please Kishkumen exceedingly, for he did
suppose that he should accomplish his design; but behold, the servant of
Helaman, as they were going forth unto the judgment-seat, did stab
Kishkumen even to the heart, that he fell dead without a groan. And he
ran and told Helaman all the things which he had seen, and heard, and
done...
— Michael A. Cleverly
Thursday, February 17,
2005
at 21:39
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GPS::Tron is a "GPS based multiplayer game for mobile phones." It's
named after the light-cycle game from the 1982 Disney-classic
Tron.
The game requires a supported model of Nokia cell phone. (I have a Nokia
phone, but alas, not the right model). And then you also need a bluetooth
enabled GPS device to keep track of your position (which I don't have).
Sigh.
— Michael A. Cleverly
Friday, February 18,
2005
at 18:44
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Came across a very interesting site this evening:
Toogle.
Toogle displays the first Google
Images result converted to ASCII text.
Since it is the Presidents Day holiday weekend here is Toogle's results for Rushmore:
UPDATE Feb. 22nd:
Several readers noted that the inline "text image" didn't render properly in
Internet Explorer (despite it being 100% valid XHTML markup!), and in fact,
caused the rest of the page to render improperly too. Therefore, I've moved
the Rushmore text image to its own
page. [
Insert grumblings about IE here...]
The original (graphical) image can be found
here.
— Michael A. Cleverly
Saturday, February 19,
2005
at 22:26
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What did I do on my day off from work today? I read a diet book
of all things. Chris Hardy mentioned
that he'd lost ninety pounds by following the plan laid out in
The Hacker's Diet.
Written by John Walker (founder
of AutoDesk, makers of AutoCAD), it combines engineering and management
approaches to come up with a feedback cycle to control weight. I'll boil
it down to its essence:
- Eat more calories than you burn and your body will make and store fat
- Eat fewer calories than you burn and your body will burn stored fat to create energy
- Pay attention to your weight trend instead of your daily weight (since daily fluctuations are more likely to due to your level of water retention at the moment)
The home page for the book (freely available online in a variety of formats)
describes the book thusly:
The Hacker's Diet, notwithstanding its silly subtitle, is a serious book about how to lose weight and permanently maintain whatever weight you desire. It treats dieting and weight control from an engineering and management standpoint, and provides the tools and an understanding of why they work and how to use them that permit the reader to gain control of their own weight.
I plan on giving it a try. Hopefully those of you who know me personally
will be able to tell a few months from now...
— Michael A. Cleverly
Monday, February 21,
2005
at 20:43
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Lisa at Management Craft
wrote yesterday in Be a reason to stay with the
company!:
The person(s) we work for makes a HUGE difference in how we feel about
our jobs. And this is not just about whether he or she is a nice person or
willing to cut us some slack when we sleep in every now and then. Our managers
influence how we feel about the contribution we make and the importance
of our efforts.
Most every manager at every job I've had since college has been
well-intentioned. I haven't had a really bad manager. I've been lucky to
have some excllent managers. One, in particular who was more of a mentor
and father-figure than a manager.
In the last six years that I've been at
Deseret Book I passed up multiple
(unsolicited) opportunities to leave (both to start-ups and traditional
established companies).
Lisa goes on to say, "Be the manager that employees cite as a big
reason why they want to STAY with the company." Having had that
manager for 4+ years, I did stay, even though the longevity of my position
often seemed in doubt. I never seriously considered taking the bait and
leaving—my loyalty to my manager was that great. I stayed because of
him, even though I could have earned more money by leaving.
(Incidentally Shauna and I named our third child, Jacob Clark, after him.)
It's funny that as the orginizational chart & reporting relationships
changed with time, and once I got to a position where I didn't feel the
slightest bit at risk should there need to be another round of layoffs (or
if there were an acquisition, or someone's cousins consulting firm decided
to pitch some glamorous proposal to do what I was doing half as effectively
at twice the cost) that restlessness would finally strike me.
I'm looking forward to new opportunities to grow and learn at my new
job. People say that organizations need fresh blood periodically; I'm
leaving Deseret Book because it feels like it is time for me to move on
for a transfusion (to keep the blood metaphor going) of new opportunities and
increased challenges. I want to be one of the reasons people stay and
are excited about work.
(Hat tip to Slacker Manager for the link to Lisa's blog.)
— Michael A. Cleverly
Tuesday, February 22,
2005
at 23:50
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While cleaning out my files I was somewhat shocked to find that I had
2.3 gigabytes of saved email. And I've been fairly
frugal with what I've bothered to save and retain over the years at work.
Over at Financial
Cryptography there is a post today about how
email
is no longer reliable, citing a legal case where a lawyer's
spam blocking software blocked notice from the court. When the laywer didn't
show for the hearing his clients case was in danger of being dismissed.
What to do about the email overload? Maybe
Donald Knuth
had the right idea fifteen years ago...
— Michael A. Cleverly
Friday, February 25,
2005
at 17:37
384 comments
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I've updated "how I'm related to Olaf"
to include the timeframe for when each ancestor lived.
— Michael A. Cleverly
Saturday, February 26,
2005
at 16:58
457 comments
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A year and a day ago Deseret Book
went "live" on a new Oracle ERP and Retail
Point-of-Sale system. This new system replaced a legacy system that
had evolved over twenty years (driven in large part by the then-CFO).
The legacy system wasn't built using sexy technology. It was
terminal/console based rather than sporting a graphical user interface.
It was built on top of a Pick database rather than on a more "mainstream" relational
database management system.
Niel
Nickolaisen parachuted in, largely at the parent company's request,
to act as the first ever CIO to oversee the change. (Previously the
position he filled had vacillated between "VP of Information Technology" and
"Director of Information Technology"; it's back to the latter now.)
Niel has an impressive resume, and is one of the most networked people
I've ever met. Personality wise, he is a nice guy and fairly easy to
get along with. Over time I came to realize that networking was his true
passion because while Deseret Book may have been Niel's job #1,
his job #0 was promoting Niel Inc.
A classic example of this is that though go live was February 26, 2004
he already had gotten an
article written up in CIO magazine promoting his strategy and visionary
leadership of this system change out by March 15, 2004.
In the article Niel lays out a classification matrix for segmenting
and ranking project priorities. The theory isn't all that bad. It's
fairly common sense. The big picture looks pretty good. But the devil
(execution wise especially) is in the details, and that's where the wheels
fell off the bus during his watch.
The article doesn't mention that go live was premature, that it happened
because having given the CEO a date he stuck to it rather than lose face,
regardless of what the business users (or IT staff) involved said or thought.
Or that the "cost savings" of 40% to 70% were bogus because even a year
later the project hasn't fully crossed the finish line. Or that the
quotes from Sheri Dew were obviously ghost-written, because they're certainly
not phrased in her style. (Whether she gave permission to have them
attributed to her at the time or not, I don't know. But I do know that by
April or May, and beyond, that she certainly wouldn't have, and any quotes
she would have given would have been so damning they'd never have been
printed in CIO.)
In other words, by many criteria, the change out was not a roaring success
but rather typical of the painful IT changes that go over time and budget
most everywhere. Even if it eventually pans out to be a net-win it certainly
wasn't all roses when the article was written.
But Niel's moved on (getting out of Dodge, a cynic might say, one step
ahead of the law). Left behind, the frontline employees across the company
(finance, procurement, call center, retail stores) all trudge along trying
to make the best of what they rightly preceive as a bad situation. Management
lacks solid reports to know for sure how the business is performing.
Additional man power has been brought to bear in many areas. One
example being the call center, where pointing and clicking in the 21st
century takes three times as long as typing in the 20th did. That's a big
deal when the majority of your annual business comes during the Christmas
season. IT headcount has grown by more than 25%. That's all part of the
price of progress, I guess.
For Niel it was a success. He came in to be a high-paid hero to save
the day. He marketed himself extremely well (also earning a 2004 midsize-market
CIO of the year award from Gartner) while he was here, and left to go
do the next gig when the self-promotion opportunities had started to dry up and
the peasants were rounding up their torches and pitchforks. (Though he got
published
again in CIO datelined October 10, 2004–several weeks after he'd
resigned.)
I truly stand in awe of his accomplishments.
— Michael A. Cleverly
Sunday, February 27,
2005
at 21:42
347 comments
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