Sketchnotes – a richer and stronger memory

Anyone who has followed me on social media or in real life for that matter knows that I am quite passionate about Sketchnoting as a way of taking notes. Sketchnoting combines visuals and text together to create more impactful and and more powerful memories of a topic. Not to mention being much more fun.

They are a great way to engage your own mind as well as others on a topic. By way of example I am sure that Mike Rohde – one of the great Sketchnoters – won’t mind me sharing some of his work on making a great espresso. Here Mike balances clear text with sketches of key points and ideas on the topic.

 

Espresso 101 Class at @stonecreekcoffee Page 3

A post shared by Mike Rohde (@rohdesign) on

You can find a whole lot more of Mike’s great work here.

There is a world of Sketchnoters out there that do great work. For example Mauro Toselli collaborates with Mike on a number of things including the Sketchnote Army which is a  great collection of Sketchnote submissions from around the world. Makayla Lewis does some amazing things with colour and highlighting. An there are hundreds of others. My suggestion is you have a look at these three and see who they follow to find other great Sketchnoters.

January 11, 2016 was the first ever World Sketchnote Day – and to celebrate the fact we launched season to of Unpacked with an episode dedicated to sketchnoting. So listen to @deanpribetic and I talk about this fun topic.

Here’s a link straight to Episode 08: Sketchnoting.

Lessons from a day in an AFL Coaches’ box

A few weeks ago I was fortunate enough to spend the afternoon in the St Kilda coaches’ box. Here’s what I learnt.

A day in the coaches’ box.

Sunday afternoon. The week’s preparation all comes to a point. Two and a half hours of moving parts. Action. Reaction. Decisions. Consequences. A room of specialists drive a team for performance. A room that requires focus and immediacy. What follows is what I learnt during my day in the St Kilda coaches box.

The day has been more meaningful for me in the few days since I have had a chance to reflect and think about the day. And as a management consultant, I’m always interested in the lessons I can take to clients and apply my own professional life. In my line of work I am often asked for advice on how teams and leaders could and should work. What works? What doesn’t? The cauldron that is the coaches’ box was a great example.

No chit chat

The first thing that struck me was that there was no chit-chat, no small talk, no jokes, no wasted time. From the moment the coaching staff walked into the box it was nothing but business. All the conversation was about the task at hand. Even as the coaches got settled the conversation was very targeted. Not having seen the coaches in the lead up my assumption is that they got all the pleasantries out of their system early. When they get to their “office” – it’s time to work.

Lesson: Intensity. Everything that is and nothing that isn’t. When there is a job to be done – do it with intent. Be present for the job at hand. There’s a time and place for chit chat – choose it wisely.

Clarity of role and accountability

One thing that was immediately clear was the trust that Alan Richardson had in his assistants. He trusts them to fulfil their role and manage their part of the team. The midfield, back-line and forward-line coaches manage their troops and make the decisions that they need to make. Their accountability is crystal clear.

Lesson: You hire people to do a job, let them do it. Set the boundaries and expectations then let them get on with it. Without a doubt you need to review performance but if your hiring regime is thorough and your expectations and values are clear, then let them do their job.

The importance of information

During the game there was information constantly being thrown around the box. Line coaches would call out their observations. Player movements, changes in position and match-ups, time left in the quarter. And most of the time the information called out was never directed at anyone in particular nor was it ever acknowledged unless there was a very specific follow up. Otherwise there seemed to be snippets of information “in the cloud” and people were expected to know what was important, grab it and do something with it.

Lesson: Know what matters and focus on it. Ignore the noise. Take what’s useful, do something with it, and leave the rest.

Once a decision is made – it’s made

There was often debate between the line coaches themselves or between the senior coach and a line coach. The debate was always specific and from memory never left unresolved. That resolution took a couple of different forms. The senior coach and the line coach agreed and the action was taken, or when there was a difference of opinion the senior coach made the final decision. This isn’t ground breaking but what followed was, once the decision was made there was no further debate or questioning. The senior coach decided on a direction and that was the way the team went.

Lesson: Leaders have to lead. It’s better for a leader to make ten decisions and get eight right then only make six of ten decisions, get them all right but leave four unmade. Debate which decision to take but once decided – get on it.

From game to team to line to individual

The senior coach watches the whole game but his attention always seems to be on a list of things. He sees his own team’s strategy play out against that of the opposition. He will speak of his team and the opposition. When necessary he will drop his attention down a level to discuss and review a specific thing that his team or the opposition is doing and he will use his IT/stats person to inform his point of view. He will question or discuss something with a line coach – and they better be ready to answer. The senior coach will also give specific feedback on an individual with very targeted comments for their development. The conversation also turns to specific things that the line coaches needed to take note of and work on in upcoming training.

LessonKnow the field you are playing in – your market. Know your organisation. Know your staff and always look and plan for development opportunities.

Feedback to players

The senior coach never missed a chance to speak to players that had rotated off. Sometimes it was just to reinforce the good work they were doing and other times it was to deliver a specific message. One thing that stood out was the tone of every single message. It was direct so that the player was very clear about what was required. And it was always positive. The message was always about what the coach needed more of or what needed to be done. It was never about what not to do. This left no space for ambiguity and reinforced lessons and principles.

LessonPeople respond to positive reinforcement. If you tell someone not to do something that can leave uncertainty. If you tell them to do one thing then there is clarity. 

The day didn’t end with the result that the team was after. But it’s obvious that the positives and development opportunities from the game will be taken and used to extend St Kilda’s journey. There are no hysterics. No tantrums. Just a focus on what needs to happen to improving.

This was an amazing opportunity and I was happy to be able to support Maddie Riewoldts’s vision at the same time. The hospitality shown to me by the St Kilda team and in particular by my chaperone Luke O’Brien, was outstanding. The day reinforced the two things I suspected all along. First, after 48 years of supporting the Saints and following football I still know very little about the game, and second, and more importantly, we are in good hands.

Performance Management – why is it so hard?

Every big company uses a system of ‘Performance Management’. It’s an increasingly complex way to assess employees and decide promotions and bonuses. In the latest episode of our podcast Dean and I turn our attention to  the merits of this system of assessment and the patterns we’ve seen emerging before asking, how could it be better?

We look at some examples of what we’ve seen through our working life and some examples of who might be doing it better. We hope you enjoy Episode 7 of Unpacked – Performance Management.

Remember to subscribe and rate us on iTunes and of course we’d love to hear from you. Leave us a message at unpacked.fm or you can always contact Dean and I on twitter (@deanpribetic and @jamessaretta).

While we are on the topic here is an interesting take from Accenture CEO Pierre Nanterme – which seems to align with some of the thoughts in our podcast.

For many companies – being on social media is a waste of time and money

It’s implied right there in the name – social media. Not anti-social media. Social media. The point and benefit of social media for individuals and businesses is the opportunity to interact with other people.

For individuals there are amazing sources of insight, information and inspiration available. Even at its most basic it is a brilliant way to stay in touch with family and friends as well as find people with similar interests – and often opposing views.

For businesses the real value comes from the ability to interact personally with current and potential customers. We’ve all heard the great stories of a brand taking the time to interact and have fun with their customers (Tesco, Yorkshire Tea, Jaffa cakes – being a great example – link). These are extreme examples – as great as they are – but there are lots of companies doing simple things that really make a difference to their customers.

The problem is that there are loads more that are doing it poorly. Having the presence is only a small part of the battle. Actually being able to respond to an interaction from a customer is where the action is. Same goes for individuals – if you’re not going to engage why be there?

The insights you can get as well as the good will you can build with customer are outstanding. While many will argue that it is very difficult to tie social media activity to real business outcomes I would apply a very simple test. Imagine two scenarios.

1. You tweet a question to a company on Twitter – no response.

2. You tweet a company on Twitter and get a response.

You don’t need to be a genius to know which one you would prefer or which one makes you feel positive about the brand. Of course we can argue about the quality and timeliness of the response – these are givens. And yes it will take some investment. No different to an experience at a counter or over the phone.

Personally, I would rather a company wasn’t on social media rather than be on there and be anti-social.