Monthly Archive: August 2016

How I used a process map to make a kid go to bed.

Ah Summer Vacation.  Rest, relaxation, sun, fun……and a screaming 5 year old. We had the pleasure of taking my stepdaughter on vacation just a couple of weeks ago.  Nine hours of driving to arrive in the stunning Virgina mountains at a family fun resort. Yay!

To be fair, let me tell you this kid is an angel.  She is most definitely the sweetest, kindest, most polite child I have ever set eyes on. And there is no bias there whatsoever. Bedtime, however, reveals a second more scream-ey personality.

As the evil stepmother, I try not to interfere with the nitty-gritty parenting details.  That’s for daddy.  I’m there for playing, cuddles, and using snapchat filters to make the kid laugh.  After a few days of nighttime screaminess (and not enough wine in the world to combat the effects), I decided to take matters into my own hands.  The kid needed structure – even if we were on vacation and things were a little less routin-ey. So I did what I know how to do best.  I facilitated a process mapping session (cleverly disguised as a “craft”).

Use Process Tools to Re-engineer your kid. Child’s Bedtime Process.

Step 1: Engage Them

So, first I said, would you like to do a “craft” with me? We can use stickers and markers and stuff?

Then we went to building a current state/ future state map simultaneously (which I wouldn’t do normally, but I had attention span issues to deal with).

I asked questions about her normal bedtime process at home:

  • What comes first?
  • What next?
  • What if…?
  • What it..?
  • How would you feel if we did this first, next, afterwards?

This made her feel like she designed the bedtime process, she knew what would happen next, and she had some consistency – everything should go in the same order every time.

Step 2: Map the ProcessIMG_5054

Since she can’t quite read, we added pictures and stickers.  Ok, and it’s not a true process map.  It’s a list.  But it shows the order of things and what is included, and we even made some notes for concurrent steps or other issues (sometimes I brush my teeth and hair at the same time, or sometimes I don’t want a show, I’d rather have a story). I will definitely be introducing basic process mapping shapes into the next version, don’t you worry.

Note: If you are alarmed by the term face mask – we found a sleeping mask helped her close her eyes and got to bed – so it became part of the process too.

Step 3: Execute with CONSISTENCY

The next step was to get all excited about the list and try it out.  We posted it on her bedroom door and said, “ok – what do we do first?”  Eureka! It worked.

The more we did the list, the less she complained about this step or that step.  She almost always had something to look forward to, and bedtime didn’t feel so imminent.

And now – we just stay with the flow.  We make adjustments as necessary, but try to stick to the process as much as possible.  Maybe in a month or two we’ll map it again- hey continuous improvement is just as important as the first improvement.

So process geeks rejoice!  You can now process map at home without fear of repercussion.  Even kids get into it.

Let us know if you try it out @whiteboardcons #bedtimeprocessmap.

Until next time,

Nicole

Why Context Is Critical to Success

A few weeks ago I spent a wonderful week at my cottage north of Toronto with a really good friend and her awesome kids. We had the best time splashing in the lake, exploring the local town, heading to the beach, eating, sleeping, playing Scattergories, colouring, and just chilling out.

I particularly enjoyed it because it was my first real downtime in a while – even when I’ve been at the cottage other times this summer, I’ve been working on it, readying it for rent through a shared rental service (something I started this year in order to cover rising operating expenses), and not simply enjoying it.

One of the things you have to do when you rent through a third party is to take extra care when preparing the space. This means you don’t just clean and tidy – you fluff pillows, you fold a bright and cheerful dishtowel over the edge of the sink “just so,” you wash the floors, you make smart “hotel corners” on the bedsheets, and you ensure the faucets are sparkling. Why? Because you want that coveted 5 star rating, which will get you more renters.

I have an amazing team who usually looks after this for me, so it was with some dismay that I found myself reverting to my picky nature when tidying and cleaning before my friends and I left to return home.

At one point everything was pretty much done, save cleaning out the fridge and taking out the trash. On my way to the kitchen I walked by the living room and nodded with satisfaction when I saw the blankets properly draped, the pillows smooshed just right, and the magazines fanned out nicely. Then, a few minutes later I walked by again and noticed, to my dismay, the kids flopped out on the sofa and rooting through the coffee table for the colouring book and crayons.

My reaction? Frustration/annoyance/panic (I had to be out by a certain time that morning.)

I did NOT say what first popped into my head. I ended up saying “If you kids mess this up, I’m going to end up cleaning it using YOU as a mop!” This sounded dumb, and elicited giggles, thank goodness. Then I took them on a walk up the driveway to water the flowerpots and look for bears.

And this applies to work how?

Here’s the thing. I believe I was annoyed because “those kids don’t have a clue how much work it is to prepare for the guests! If only they knew!”

If only.

Why didn’t I take the time that day to explain what was going on with all the hustle and bustle and why it was important? I bet they would have not only understood, but offered to help.

The same thing can happen to any leader at work.

We keep things from people because

  • we don’t think they care to know,
  • we don’t think they need to know,
  • we don’t realize they want to know.

I believe most of the time we don’t realize they want to know.

A few years ago I was talking to my team about the upcoming budget requisition season. I launched in to the savings we had to find and how we would work those savings into this year’s process. A couple of people were not paying attention, and I started to get annoyed, but I didn’t say anything.

Later, there were a couple of screw ups. Nothing awful, but to me they seemed obvious and avoidable.

When I met with the team and we talked about what happened and what we could do differently next time, one person spoke up and said, “Ruth, I think it would help if you explained how the whole budget process works. Some of us just don’t know.”

You could have knocked me over with a feather.

Of course they need to know! If they don’t know, how can they understand why the little things are important, which things need to be prioritized, where to get details, and why they should be concerned with the outcome.

Tell the story.

In the absence of information we make things up, and without the right context, we can’t expect everstoryyone to do their best work. It’s up to you to provide the back story and to not just drop people into Chapter 13, expecting them to know how you want the story to turn out.

If you’re seeing spotty results, can you look back at your communications to people and determine whether you started at the beginning of the story?

Some people have been reading the book along with you, and some haven’t. The effective leader knows the difference and covers both situations.

Until next time,

Ruth.