Beyond Bars: Transforming Adversity into Career Triumphs

I was thinking about the prisoner's life during my morning walk today. How do they get by each day. Every single day is the same, there is some routine - but confined to a small cell, sometimes alone, sometimes sharing a cell - not in control, subject to the mechanisms driven by the prison. Day in, Day out. The same thing. How do they last so long. What do they do? How do they handle the reality. What is it that keeps them grounded and motivated? What do they look forward to? Some serve prison sentences that are short, some really long, 5, 10, 15, 20 years in prison, and they still get out -- they wait, they endure, the have hope, they stay the course. Not all of them are Nelson Mandela! Not all are working toward a grand cause, an aspiration to free their people. No, they're got other motivations. That's not to say their motivations aren't any less than Mandela's. Must be very personal, right? What gets them through their daily grind? What can we learn from folks who served time and got out in the end?  Yeah, I know critics might say that prison isn't a useful reference, because in the real world, you're free to choose, you're free to act, you have agency - so if you find things getting too tough and unpleasant for you, you have options, demonstrate agency and take control of life/career through intentional action. Indulge me anyway...

So, ask yourself - especially if you find yourself tempted to quit, to leave, to run to the exit -- or say you find yourself entrapped, imprisoned by the corporate you work for, or you feel like life/work in general is just a grand prison -- ask yourself, how can you stay the course -- how can you wait, how do you adopt a prisoner's mindset / behaviours / attitudes to unlock resilience, serve the time and leave with the joy of knowing you've transitioned to a better version of yourself..

< ! The rest of this content was generated by ChatGPT as my copilot >

Imagine, for a moment, the life of someone like Michael Liebowitz, whose story I came across in the "Prison: The Hidden Sentence" podcast. Incarcerated for 25 years, Michael's journey wasn't just about survival; it was about transformation. He realized early on that the only way to truly free himself from the confines of his cell was through self-improvement and preparing for a future beyond the prison walls. Just like Michael, we can look ahead and plan for a future where we're not just surviving, but thriving, even in our most challenging professional periods​​.

Or take Tommy DeLuna's story from "The Prison Post." Sentenced to life without parole, Tommy's narrative is one of accountability and remorse. It wasn't just about serving time; it was about owning his actions and learning from them. In our professional lives, how often do we take a step back to own up to our mistakes, learn from them, and move forward with a renewed sense of responsibility? Tommy's journey teaches us the power of accountability in transforming our own lives​​.

And then there's Jarad Nava, also featured in "The Prison Post," who turned a sentence of 162 years to life into a story of hope and redemption. His transformation came through faith, education, and the support of his community. Jarad's resilience reminds us that no matter the depth of our struggles, be it in our personal or professional lives, there's always a path to betterment and growth​​.

So, what do these stories tell us about handling our own 'prison-like' situations in life and work? They remind us that our circumstances don't define us; our actions and mindset do. They show us that growth, change, and liberation are possible, even in the most restrictive environments.

You see, it's not just about enduring the hardships or waiting out the tough times. It's about actively shaping your journey, learning from every experience, and finding meaning in even the most mundane tasks. It's about realizing that the keys to your 'prison cell' are, in fact, in your hands.

Let these stories be a source of inspiration for you. Whether you're feeling stuck in a rut at work, facing personal challenges, or just trying to make sense of the daily grind, remember the lessons from these individuals who turned their prison sentences into life lessons.

Your 'prison' might not have bars, but the lessons on resilience, transformation, and hope are just as relevant. And it's not just about knowing these stories; it's about applying their essence to our own lives. Here's how we can do that:

• Purpose is Your North Star: Just like those prisoners who found strength in personal goals or aspirations, we need to pinpoint our own driving force. What gets you out of bed in the morning? Is it the desire to innovate, to lead, or perhaps to create a positive impact in your workplace? Hold onto that purpose. It's your beacon through the foggy days.

• Rhythm in Routine: There's comfort in routine, much like the structured days in a prison. Setting a daily rhythm for yourself, be it in your work or personal life, isn't about monotony; it's about creating a framework within which you can thrive. This could mean setting aside time for your professional development, for exercise, or even for those small moments of reflection.

• The Classroom of Life: Every challenge is an open book, a chance to learn something new. Those walls around you? They're not just barriers; they're teaching you resilience, patience, and perhaps even creativity. Embrace every hurdle as a learning opportunity.

• The Strength of Connections: Relationships can be your lifeline, just like they are for many prisoners. Nurture your network of colleagues, mentors, and friends. They're not just contacts; they're your support system, your sounding board, and sometimes, the push you need to keep moving forward.

• Reflection and Mindfulness: Just as prisoners often turn inward, introspection can be a powerful tool for us too. Reflect on your day, your decisions, and your interactions. How did they align with your goals and values? Mindfulness isn't just a buzzword; it's a practice that helps in keeping your thoughts focused and your emotions in check.

• Keep Moving: Physical activity and mental exercises are vital, even more so in confined spaces. They keep your body healthy and your mind sharp. Find activities that challenge you, that keep the gears in your brain turning, and your heart pumping. It's as much about physical health as it is about mental agility.

• Visualize Your Success: Imagine yourself overcoming your current challenges, reaching your goals. This isn't daydreaming; it's a powerful exercise in motivation and planning. What does success look like to you? Keep that image in your mind's eye, especially on the tough days.

• Joy in the Little Things: In prison, a small joy can mean the world. In our everyday 'prisons,' it's no different. Find happiness in the little achievements, the small steps forward. Celebrate them. These moments of joy add up, creating a collage of a fulfilling journey.

• Remember, our 'prisons' - be they our jobs, our personal struggles, or just the routine of daily life - can become places of immense growth and learning. It's about changing our perspective, finding our purpose, and making the most of every moment, every interaction, every challenge.

These stories of resilience and transformation behind bars are not just tales of survival; they're blueprints for thriving in any environment, no matter how restrictive it may seem. Your 'prison' has lessons to teach; are you ready to learn?

My RAGE model compared to The Wheel of Life

 

[I asked ChatGPT to report on the differences between Meyer's Wheel of Life and Mo Khan's RAGE]

Comparative Report: Meyer's Wheel of Life vs. Mo Khan's RAGE Model

Introduction

This report provides a comparative analysis of two influential personal development tools: Meyer's Wheel of Life and Mo Khan's RAGE Model. Both models are designed to enhance self-awareness and personal growth, yet they differ significantly in their approach and methodology.

Meyer's Wheel of Life

• Overview: The Wheel of Life is a holistic self-assessment tool designed by Paul J. Meyer, a pioneer in the field of motivational thinking and self-improvement.
• Components: It typically includes segments such as Career, Personal Growth, Health, Family & Friends, Finances, Spirituality, Recreation, and Physical Environment.
• Function: Users rate their satisfaction in each area, visually representing life balance and identifying areas for improvement.
• Application: Widely used in coaching and self-help, it guides personal development and goal setting.
• Learn More: Success Motivation Institute

Mo Khan's RAGE Model

• Overview: The RAGE Model, an acronym for Reality, Aspirations, Goals, Expectations, is a framework for personal development conceptualized by Mo Khan.
• Components: It involves introspection across various life 'personas', assessing the current reality, setting aspirations, establishing goals, and managing expectations for each persona.
• Function: The model uses agile management techniques and a detailed scoring system for prioritization and tracking progress.
• Application: Khan’s approach is detailed and systematic, suitable for those who prefer an analytical approach to personal development.
• Learn More: Mo Khan’s Blog

Similarities

1. Holistic Approach: Both models provide a comprehensive view of personal life, emphasizing multiple areas or aspects.
2. Self-Reflection: They encourage self-assessment as a means of identifying areas of focus.
3. Goal-Oriented: Each model promotes setting and pursuing personal goals.
4. Personal Development: They are tools for enhancing self-awareness and guiding growth.

Differences

1. Complexity: The Wheel of Life is simpler and more visual, while the RAGE Model is more complex and analytical.
2. Approach: Meyer’s model is qualitative, focusing on self-rated satisfaction, whereas Khan’s model is quantitative, employing a scoring system.
3. Focus Areas: The Wheel of Life has predefined life segments; the RAGE Model allows for personalized 'personas'.
4. Tracking: The RAGE Model includes rigorous tracking mechanisms, unlike the Wheel of Life.
5. Background: Meyer's model stems from motivational training, while Khan’s is influenced by agile product management.

Conclusion

Meyer's Wheel of Life and Mo Khan's RAGE Model, while sharing the goal of fostering personal growth, differ in structure, complexity, and application. The Wheel of Life is a straightforward tool for periodic self-assessment, ideal for a broad audience. In contrast, the RAGE Model offers a detailed framework for systematically setting, prioritizing, and tracking personal development goals, appealing to those who prefer a more structured approach. Both models provide valuable insights into personal development, and the choice between them depends on individual preferences and the desired level of detail and structure in personal growth planning.

Be the leader you wish you had

BE THE LEADER YOU WISH YOU HAD

I use this saying often in my 1:1s with my directs and in my private coaching sessions. It is a powerful way to make one pause for a moment, reflect, adjust to the discomfort, then embrace the excitement of a new energy that is created.

Adopting this mindset has transformed me from standard "manager" to empathetic "leader". Reading Seth Godin's "The Song of Significance" reinforced my instinctual leadership practices. 

Quoting from "13. Let's Get Real or Let's Not Play", Seth says this:

<quote> No one goes to the gym to willingly get punched in the face by the senior vice president of boxing. But some folks eagerly pay for a sparring partner when it's time to get better.  The difference is obvious, but we've forgotten to say it out aloud.  No grades, no check marks, no badges. I'm not in charge of you, and I'm not manipulating you. I'm simply establishing the conditions for you to get to where you said you wanted to go.  You tell me where you're going and what you need. You make promises about your commitment and skills development.  I'll show up to illuminate, question, answer, spar with, and challenge you. I'll make sure you're part of a team of people who are ready to care as much as you do. We can get real. Or let's not play. </quote>

This is not some leadership mumbo jumbo. Some time ago, I developed a model for personal development that borrowed concepts from agile product management by way of user stories (search RAGE tag on this blog). I then used the same methods in the way I work with my direct reports. HR people might call this "contracting with the employee" but I take it further. I get real. It's not about objectives, KPIs & deliver results. I put myself on the line. I reach out. And so when it comes to performance reviews, my reviews are a two-way conversation. My direct also evaluates Mo's performance - because as a leader, I believe leaders mirror & contribute to the performance of their direct reports. 

What's my mechanism then?

I ask each person to write a user story in this format:

In order for me, [Name] to do [XYZ] (e.g. my job | grow | be inspired | learn | etc.) I need my manager (Mo) to support me by doing [....insert your wish-list here] so that I can ....

So I start the year with level setting on our contracts together, and in our 1:1s, we check-in and inspect, comment, re-calibrate, adjust.  

Guess what? 

This mechanism might seem simple but it's quite challenging for people. Usually, it's the first time they're experiencing a manager doing it this way. There's hook both ways. Often, it takes a few iterations to get the user stories crafted in way that is mutually relatable and agreeable. My mechanism goes beyond the standard business SMART goal setting. I make it human. Real. Personal. For me, this is my song of significance.

Here's some real-world examples in play, from senior managers that report into me - See how doing so puts me, Mo, on the hook?

* In order for me to do my job, I need my manager (Mo) to support me by throwing me in the deep end and exposing me to as much as possible so that I can quickly learn and understand this business

* In order for me to do be inspired, I need my manager (Mo) to support me by leading by example so that I can learn from his vast experience

* In order for me to do grow, I need my manager (Mo) to support me by pushing me out my comfort zone so that I can grow in all directions.

* In order for me to do my job. I need my manager (Mo) to support me by throwing me in the deep end and exposing me to as much as possible so that I can quickly learn and understand this business

* In order for me to grow my skillset, I need my manager to support me in blocking out time on my calendar so I can complete the ‘make great hiring decisions’ course (5hrs)

* In order for me to get promoted to L7, I need my manager to support me by identifying key opportunities so that I can start building a roadmap of promotional milestones

Providing clarity of job expectations and career pathing for engineers

I cut my teeth during my first decade of my working life experiencing the software engineering job family, starting as a junior engineer in 2000 and working my way up to principal engineer by 2010 (and then spent eight years from PE to CTO, then switching down to engineering manager in 2021). In between senior engineer and making principal engineer, I switched from coding to software engineering management and project delivery. Just before going back to technical, as a principal engineer, I was performing at the level of a senior technical program manager and software delivery owner for a very large software stack. 

I was fortunate to have worked for pure software product companies in that time, focused on consumer applications as well as infrastructure systems. The companies were led by people with an engineering background, CEOs/VPs/Directors with PhDs in the sciences, who had practiced as engineers before getting into leadership positions. As such, the culture of those companies were very engineering focused - leaders took the time needed to develop clear guidelines for career planning and development. The job family framework NDS created was super helpful in level setting expectations with engineers and managers alike. People had a map to reference, removing the ambiguity and suspicion that often comes with promotions. A clear job family framework, in my opinion, is a must-have for any engineering organisation because it provides people with direction to chart their career path. It is an extremely powerful mechanism especially when the company is diverse and allows a spread of career options. Having this map allowed me to experiment with different roles myself, switching between business units and trying roles out, until I figured I'd explored enough or reached my aspirations.

I'm talking about years 2003 to 2011, working with what was at the time, the world's leader in TV software and encryption systems, with offices world-wide (NDS/Cisco/Synamedia). I left that company with solid engineering management experiences and upon returning to South Africa, was well positioned to help raise the bar of engineering excellence. Surprisingly, more than ten years later, working in Amazon AWS, I marvel at NDS's high bar in the early 2000s - pretty much working now for Amazon AWS, I'm  pretty much picking up from where I left behind in NDS from an engineering excellence perspective, I'm glad I schooled with NDS.

When I led one of the largest consumer device initiatives in the history of that company, in 2011-2013 - I was quite surprised that the engineering organisation was missing a vital mechanism for its engineering workforce: The Engineering Job Family guidelines Career Ladder. As a program manager without much direct hierarchical influence, all I could do at the time was provide feedback to engineering leaders about the quality of their engineers and managers, as not meeting the high bar expected from the industry. I influenced quite a bit of change indirectly, helping overhaul the entire technology division's structure and engineering practices that was needed to get the program delivered. However, I couldn't do much about the HR guidelines when it came to job specifications. Instead, I wrote a blog post about my experiences and shared this with the HR/Tech executives in 2013.

Here's some proof of the indirect / referent influence I had as a program manager overhauling the engineering org, that if we didn't do would've cause the project to fail:

When I branched out on my own doing management consulting, I was invited by the business HR & Tech executives to talk more about the technical career ladder framework, which I picked up from NDS days. 

[P.S. I'm sharing material I created as a management consultant. If you'd like a copy of the frameworks, please reach out to me via my contact page.

Disclaimer: I write about my past work experiences to showcase to prospective employers, future clients if I decide to consult again. I'm publishing my work portfolio so that recruiters / headhunters or hiring managers have easy access to my work products, saving you time. If you like what you see, let's talk!]

I created this slide deck to talk about the concepts:

My Amazon/AWS Work of Leaders Profile

The last time I had a detailed psychometric assessment done was in 2015 as I was stepping up to executive management (C-Suite) roles, the Enneagram report, seven years ago.

It's now 2022 and I'm working at Amazon Web Services in a leadership position where the focus is on scaling myself, my team and my business. As part this journey of leading to scale, I completed a new kind of psychometric based on the DiscProfile focused on the "Work of Leaders". 

This Work of Leaders psychometric is different because unlike other DiSC reports, which emphasize understanding the differences between people (like the Enneagram model), Work of Leaders focuses on understanding how your tendencies influence your effectiveness in specific leadership situations.

Here's is decent walkthrough of the assessment:

My Assessment Results

My dot style is Di

My shading style includes Pioneering, Commanding, Energizing and Affirming (which isn't characteristic of the Di style(!)\

My Reflections on my Disc Report as shared with my Manager

GROW Model - Coaching questions to consider

I recently came across the GROW model which I think complements my own RAGE model quite nicely when it comes to inspecting aspirations and goals. It's all about seeking clarity through questions:

Goal - What do you want? What's your desired outcomes (Aspirations)?

• What would you notice if you were performing in this area more proficiently?
• What would others notice if you were performing in this area more proficiently?
• What would be the benefits to your team / family / business / friends of you gaining proficiency in this area?
• What is the short- and long-term impact of you not enhancing in this area?

Reality - What's your current situation? Be brutally honest about current reality.

• What is the current state of your proficiency in this area?
• What have you done till date to develop proficiency in this area?
• What has helped your progress?
• What has held you back?
• How long have you been working on enhancing yourself in this area?
• Where do you feel stuck?
• What perceptions about yourself might be getting in your way?
• Are these perceptions accurate? How do you know?

Options - Exploring possibilities / Expectations. What could you do?

• What do you feel you need to gain proficiency in this area?
• What are the possible actions you can take to enhance yourself in this area?
• What else can you do? Probe deeper
• Now that you are aware of the possibilities, which one would you try first?
• What would you like to have happen?
• If you do nothing, what will be the impact?
• What does the wiser part of you tell you?
• If you were coaching someone on enhancing themselves in this area, what might you say to them?
• If there were no limitations/restrictions, what might you do?
• What options are within your control?

Will - What will you do? Commitment / Next Steps? 

• What support do you need to be successful in your next steps?
• What obstacles do you anticipate? How will you navigate them?
• How might you motivate yourself when things get tough?
• Who might be able to help you in achieving your next steps?
  

On making the mid-career Switch

When I started my career as an engineer, I was keen on experiencing as many roles in the end-to-end software stack as possible. I switched teams, projects and even organisations. I even made the cast of the "Switcher" video that our HR careers team produced to promote growth opportunities through switching jobs! I once switched roles just before being promoted too, starting over as a junior engineer in a different part of the org build a tech stack I had zero prior experience in. Even after switching tracks between management-and-technical to becoming Principal Engineer, thinking I would remain firmly technical - I switched to back management for practical lifestyle reasons. But even within management, I switched between management roles just so that I could experience as many facets of business as possible, so that I could one day maybe run my own company! I also switched from a tech platform product service provider to big corporates & also was lucky enough to experience start-ups from concept to business launch. 

I once switched jobs by exiting permanent to freelancing the month before my bonus was due. My last switch forfeited share options and a retention bonus to boot!

So I was very intentional about becoming a "Jack of All trades, Master of some!" general biztech manager.  I am mostly self-taught & experienced my MBA by learning on-the-job, so switching careers was natural and pretty easy, I'm an adaptable guy! 

Or so I thought ... Until now…until my current Switch-in-progress ...

I've started to view switching as a function of tenure, so my assertion is thus: That it actually gets harder to switch as the years go by. If you've left the technical track for some time, an experienced manager for example, switching back to technical engineering gets much harder. When you see yourself as in the"experienced 21+ years" category, you best be ready for a little discomfort...

So my most recent switch from executive leadership into operational management as an engineering manager - is the hardest switch I've made to date! I suppose it was expected - having spent the last decade executing strategically and delivering through others primarily, occassionally rolling up my sleeves by necessity. Whenever I got in the trenches, it was usually short-lived - to lead from the frontlines, setting-up frameworks, run rehearsals, entrenching new processes & instilling new behaviours, coaching then handing over the reigns to managers and then watching those upcoming leaders grow. That was the most rewarding part of leadership for me, one could call that my superpower (i.e. growing leaders).

As my story goes, in 2020 I made a conscious decision to leave behind an industry I knew like the-back-of-my-hand (video) & start over anew in cloud native platforms, back in the "engine room" of software development so to speak. From enjoying big strategic planning and owning a technology roadmap with 200 people responsibility, working on commercial contracts and negotiations, spending big money and having direct bottom-line impact to P&L – to going back into the engine room, building small software teams, with the opportunity of having massive impact on a global scale with the biggest tech company on the planet, working with the best and brightest minds - sparked the Switcher in me to start a new adventure!

Forceably disrupting, reinventing myself so that I could at least add two more domains before retiring. A lot of folks told me I was bloody crazy, others called me brave (being a little "late" in my career after landing relatively respectable senior posts). I personally, wanted to rekindle the flame of adventure that was on its way out!

Man, what was I thinking!! :-) 

Reinventing myself has been hard, very hard! With 15 months into this journey, I still have some miles+++ to go to becoming comfortable in my new (humble) shoes. Not a good feeling for someone tenured with loads of experience, says the ego!

For those folks thinking about making a similar lateral/downward move to a new domain/company, be prepared for a journey of ups and downs! 

Expect constant battles with your ego! Mind your hubris! Let go of past successes! Come to terms with Imposter Syndrome! Let the resistance pass through. Be like water, my friend. Empty your cup...Leave your ego at the door...

Here's some reflections I use regularly to re-calibrate when I feel the force of resistance is strong (i.e. the desire to pack up and leave because I've seen better):

1. Think back to the core driver of why you've made the switch, why weren't you satisfied & what drove the change?

2. Welcome your new critics - don't be too defensive by bringing up your past accolades (they just don't matter, what matters is what are you bringing to the table right now).

3. Think about your biggest vulnerabilities in the new role. How do you plan to compensate for them?

4. What can you do to gain more control over your local environment? [Think: Circle of control/influence]

5. What are you avoiding?

6. Why are you avoiding? Why...5 Whys...

7. How are you helping your colleagues achieve their goals?

8. How are you NOT helping or even hindering their progress?

9. How might you be contributing to your least enjoyable relationship at work?

10. How could you have been more effective in a recent meeting?

11. Ask "What haven't I considered?"

12. Ask "Why is this thing the way it is?" 

13. Ask "Am I part of the problem here or the solution?"

14. Ask "Could I be wrong here?"

15. Practice silence & patience. Before raising something, Ask: Does it need to be said? Does it need to be said, by me? Does it need to be said, by me, right now?

The learning never really ends - to achieve personal mastery is a journey that has no end.

Having said that, reinvention is not for everyone! Switching careers can be hard. It can be daunting. It can also be quite lonely. Be sure you're up for the challenges ahead. Seek counsel from folks who've walked the path before.

#personaldevelopment #careeradvice

Reflections on my career in Software Engineering & Management

I was going to keep this post in my own internal reflections journal, but then decided not to, and instead, take a leap and make this public, since it may be of use to people who find themselves in a similar situation as I did, that is - the choice of branching out from software development path into the project management path.

So in sharing my experience, I hope it could help and benefit others, seeing that recently I've been approached by a few engineers about switching from a technical path into a project management path, which is the path I've been exposed to - and a path, that I myself am now, again find myself at a juncture, where I'm considering about what to do next(!).

Courtesy (link)

I am by nature, what you would call a Switcher (previous company even made a "switcher video" for people who moved around the organisation). It is probably down to my wiring, my upbringing & challenges growing up, experience of reality and my internal motivations that drives this behaviour - my own biases - that kick in and call for a change of some sort.  It is a state of restlessness that can only be resolved by a change, which I now find myself in, having given myself till March 2017 to implement my next transition.

The rest of the post is set as a series of Questions & Answer session that I had recently with myself, as part of my own introspection, as I took a long walk in the park, on a beautiful winter morning, just after sunrise, and did some soul-searching...I was the only walker, so I had a verbal conversation with myself:

Why did you choose a career in Software?
Why did you switch within software engineering roles?
Would you recommend software engineers to switch domains?
Why did you leave Software Coding and switch to Project Management & not pursue a path in Software Management?
What happens to your technical skills, are they still sharp?
Do you think it mandatory to get a PM Certification?
Do you regret the choice you made into Project Management?
Do you believe you've met your aspirations from Project Management path, looking back from where you started?
Given your PM journey, do you still consider yourself a Project Manager?
Given your experience, what next lies for you in the path of Project Management Career? Where to from here?
So what is this thing called "Project Leadership" then?
Where to from Here? After Project Leadership, what's next?

UK versus Israel Cultural Orientations Index

I wrote earlier about working with the Israelis and a useful framework called the COI / Cultural Orientations Indicator. 

I found this interesting comparison of the two profiles for the company that I worked for at the time, UK region versus Israel region. Remember we did this in an effort to understand the teams and people a bit better, ultimately aiming to improve collaboration.

In the globally connected world of today, how can we ignore such cultural differences?? Any company having international clients & relationships, or based in multiple countries, should take time to invest in applying the COI...

UK vs Israel across the COI dimensions