On using metaphors for Tech Ops

I like finding metaphors from other worlds outside of technology or engineering that can help simplify concepts for business people. Using such comparisons "is like a..." can actually be quite a powerful way of connecting or contextualising, especially when these people (business stakeholders mostly) are not interested in the technical details at all. All these folks care about, when there's an operational issue impacting business/customers, are: "What's the issue? Why did it happen? When will it be fixed? I need 15 minute updates please. Not interested in detail. Just want to know when it will be resolved. And don't forget Root Cause Analysis RCA document & Consequence Management!" When I get these remarks,  I'm like...left dumbfounded...and decided to find another way of communicating to manage expectations better...

Enter...
#draintheswamp
#ICU

#draintheswamp

Despite the term being popularised by Trump last year, which was incidentally around the same time I introduced the term - in the software engineering community, "draining the swamp" is used to describe some refactoring and possibly restructuring of code and architecture, to address key bottlenecks, instabilities and optimisations. This could also mean revisiting original design & implementation decisions. Some people in software might put this under the bucket of "paying down technical debt" whilst others might just put this down as a natural part of the software evolution.

I used this term to prepare business people on the impact of the changes we planned to make. This was in response to a business ask of anticipating the biggest load of the tech platform stack - will the system cope with a "Black Friday-like event"? The simple answer was NO, not in its current form, that we would need to make some aggressive changes to the platform - like scaling out to multiple datacentres. The stack was built as a monolith (multiple services & components, some micro services, running on traditional VM infrastructure, not containerised, etc.) and so the best chances of scaling for load was to move the stack to run off multiple data centres, where we could scale up on each datacentre as well, but still had bottlenecks with share database cluster off one primary datacentre.

Suffice to say, this stuff goes above the heads of the business people. So I said, it's like draining the swamp. When that happens, we are bound to find some nasty things lying beneath the surface, things we don't see today, and can only see when we start draining the swamp. When this happens, and we hit some boulders or some unforeseen monsters of the swamp, we are bound to experience downtime and an outage or two. Don't panic, this is expected, given our working constraints, that is, make the changes on live production environment.

#draintheswamp went down pretty well with business. They got it. Left us alone. They trusted us! They managed the customer & business impact when we needed help, and our tech teams worked heroic hours to get the stack running off multiple datacentres, just in time for the biggest event of the business for the year (2018), our user numbers reached record highs, and the platform did not fall over! So round one of #draintheswamp was done, but the swamp was not completely drained out...

Until earlier this year (2019), when we kicked-off another round of #draintheswamp to start the migration to cloud stacks, starting with containerisation...which led the platform to suffer a series of outages at the most inappropriate moments...customers were pissed, business impact teams were on the back-foot, social media was killing us, the changes for #draintheswamp was starting to kill the platform...when I resorted to introducing another metaphor: #ICU. Folks, the tech stack is in some severe TLC, we are instigating #ICU mode. Life support is initiated, vitals are not great, but patient is surviving, and needs high level of critical care...

Technical Operations / Site Reliability Engineering is not so different to running a hospital's ER Emergency Department...at any time, despite monitoring vital signs of existing patients (system components of tech stack), or doing day-to-day operational management of the ward (infra maintenance), an event could occur that can just spike, like a natural disaster, accident or terrorist attack (hardware failure, critical component dies, database crash unanticipated, etc.)...ER staff have to triage quickly (Tech Ops also have to triage), make life/death calls (Tech Ops when to call a P1 incident & inform business), decide on severity of the injury (requires immediate attention, operate now, or can wait??)...the same holds true with bringing back a technical platform from death to living healthy operations...so why wouldn't we want to reuse medical terms?? I think it makes perfect sense!


#ICU

The gist of this metaphor is simple: ICU/CCU means Intensive/Critical Care Unit. When a patient is in ICU, it is serious stuff, urgent priority, focused attention to monitoring, diagnostics & multiple treatment options, using whatever means necessary to enable a positive outcome for the patient.

The typical flow to recovery to health looks for these transitions:

• Start in ICU/CCU, remain there until a period of time where interventions applied & life-support is no longer necessary, then...
• Transfer to High-Care facility, remaining close to ICU, but stable enough to warrant reduced focus and attention as compared to being in ICU, but be prepared for surprises, so best be close to ICU ward and not far away...wait until doctors give the green light to move on to...
• Normal / General Ward...the last stay before checking out to go home. Vitals and all other required checks all pass before discharged for home...

Although being in #ICU is rather stressful for everyone, there is a high sense of urgency, and the pressure to respond to business is quite intense (especially when Risk/Governance demands "Consequence Management"), we can draw additional parallels from medical ICU, like:

• Remaining calm, address the topics / unknowns in logical manner, using tools of diagnosis you've trained for (Technical tools like Five Whys, etc.)
• Running tests, take blood samples, etc. (Tech/Data forensics, logging, test hypotheses, etc.)
• Call on other medical experts to bounce diagnosis / brainstorm (Involve as many tech experts to offer new perspectives)
• Implement treatment plan according to hypothesis, wait for new results (Fix something, wait, analyse result, before making additional changes).
• Communicate clearly to patient's stakeholders (Communicate to business stakeholders transparently without hiding or being defensive...come clean).
• Pray :-)

Unpacking the medical terms...

According to Wikipedia, an ICU:

An intensive care unit (ICU), also known as an intensive therapy unit or intensive treatment unit (ITU) or critical care unit (CCU), is a special department of a hospital or health care facility that provides intensive treatment medicine.

Intensive care units cater to patients with severe or life-threatening illnesses and injuries, which require constant care, close supervision from life support equipment and medication in order to ensure normal bodily functions. They are staffed by highly trained physicians, nurses and respiratory therapists who specialize in caring for critically ill patients. ICUs are also distinguished from general hospital wards by a higher staff-to-patient ratio and to access to advanced medical resources and equipment that is not routinely available elsewhere.

Patients may be referred directly from an emergency department if required, or from a ward if they rapidly deteriorate, or immediately after surgery if the surgery is very invasive and the patient is at high risk of complications

When a technical platform goes into #ICU, we do the following:

• We're on red alert - life threatening to business (customer experience is tanking)
• Stop all other development work, or reduce planned work as much as possible by pulling in all the people we need to help (speaks to higher-staff-to-patient ratio)
• Pull out all the stops, bring in experts, tool-up with advanced resources and equipment
• Communicate daily to all business stakeholders
• Perform multiple surgeries if needed (hotfixes, patches, etc.)
• Run multiple diagnostics in parallel (think Dr. House)

According to Wikipedia, a High Care/Dependency Unit:

A high-dependency unit is an area in a hospital, usually located close to the intensive care unit, where patients can be cared for more extensively than on a normal ward, but not to the point of intensive care. It is appropriate for patients who have had major surgery and for those with single-organ failure. Many of these units were set up in the 1990s when hospitals found that a proportion of patients was requiring a level of care that could not be delivered in a normal ward setting.^[1] This is thought to be associated with a reduction in mortality.^[1] Patients may be admitted to an HDU bed because they are at risk of requiring intensive care admission, or as a step-down between intensive care and ward-based care.

According to HealthTalk, the last point to recovery is General/Normal Ward:

People are transferred from the intensive care unit to a general ward when medical staff decide that they no longer need such close observation and one-to-one care. For many people, this move is an important step in their progress from being critically ill to recovering..

'Nuff said, IMHO the similitude mentioned above should be more than self explanatory ;-)

On company values

"Disagree and commit"
"Embrace the elephant"
"Don't be a d!ck"
"Listen. Challenge. Commit. A good leader has the humility to listen, the confidence to challenge, the wisdom to know when to stop arguing and commit."
"We use data to drive decision making. Data-driven-decisions."

These are are just some of the catchy phrases that some "modern" workplaces aspire to implement as company culture....great words, but easier said than done in practise IMHO. There's this somewhat unreasonable expectation that human beings can just implement this stuff - but we all know too well, humans are emotional and predictably irrational...

If you're a leader...
You're bound to issue instructions, ideas or directives that are not going to sit well with your teams. You have a duty to listen to feedback, alternative points of view, and use these as inputs into your thought process and ultimately make the call. It's not about paying lip service and say "I've listened" without truly listening...what if you're wrong, and you might even be the HIPPO in the room? Even if your decision doesn't change, and you set the directive, you're ultimately responsible and accountable for the outcome.
What if the directive appears to be wrong? Do you stick it out till the end because of your ego and risk losing credibility? Some might say a real leader will step up, and own up saying "Hey, I was wrong guys, but we gained a lot of learning from this."
Still, as a leader, you then trust (expect) your team to follow-through no matter what...but is this even as simple as it seems? Probably not...how do you behave when you find out that there's still resistance? Do you flip your lid? What kind of a leader does that make you? Some might argue that being decisive, forthright, firm and tough on naysayers are great attributes for a leader...."the buck stops here!".

If you're on the receiving end of the instruction / strategic directive and you disagree...
You've said your piece, provided feedback, you may have even fundamentally disagreed with the decision...and now you're faced with understanding yourself: Can you let go, can you commit, even though you violently disagreed? Are you serious about the best outcome for the team regardless of your personal opinion? How will you stop yourself from unconsciously falling back into dissent-mode?
As a team player, your leader expects you do so. But have you prepared yourself to work towards that outcome?
How do you stop yourself from sounding like a stuck record?
My humble advice: stop being this guy. If you can't let go, then you're limiting your own growth.
BUT...ask yourself this: What am I willing to walk away from?
If the directive conflicts fundamentally with your core professional or personal value system, then what do you do?
My view: if it gets to that level of personal dilemma, and you're so sure of your value system, then leave, quit the company altogether, or change teams...it depends on how serious you are about this value system of yours.
If the conflict is not even near enough to compromising your value system, then ask yourself how can you adapt your own behaviour & approach, how can you help to solving the problem, and how can you help influence the outcome? How can you show your leader you're committed, no matter what?

This isn't always easy...the emotional forces at play can be intense, pulling you back...but once committed, your leader is expecting following through and be a team player.

Both Leader and Follower need to have a keen handle on self-awareness, "Know thyself"...some call this "mindfulness"...

On choices, decisions, initiative, career planning: lessons, looking back

Image Source

At a recent town hall with my technology division (100+ people: frontend & backend engineers, platforms & infrastructure systems engineers, system architects, agile specialists, AI/ML engineers, Agile PMO & technical ops monitors), I opened up by giving my perspective on expected behaviours & responsibilities of the individual, especially when it comes to career development & growth aspirations.

The message was about taking a personal ownership for one's own growth, rather than leaving it up to the company or one's manager (a message that surfaced a few times in recent OfficeVibe feedback) - that the responsibility largely lies with the individual. Yes, managers/leaders are there to support you & guide you along the way, but only you know what defines you as a person, so don't leave it up to others to determine a path for you...

Reflecting on my own journey, it all comes down to understanding your current reality, weighing the choices on the table, defining your aspirations, taking initiative,  processing & reflecting through assessing the outcome of the initiatives, finding great people to learn from, tracking your trajectory on the path to growth. The path is not always clear, sometimes adjustments need to be made, sometimes a little backtracking is needed to enable the next leap forward - still, it all comes down to one's own personal ownership & level of commitment to controlling one's own future.

I thought I'd share my own timeline as guidance for people who might be stuck. Interestingly enough, although I only recently started formally implementing my own management framework around life/work planning by way of my RAGE model, that I was actually instinctively using this decision-making model all the time.

My timeline table shows the major periods in my career, commenting on reality of the situation at the time, choices I faced, decision made & eventual outcome. I think anyone who's considering what to do next with their career plan should do a similar exercise for their own sense-making.

My Perspectives

1. Gain a keen appreciation for your current situational reality and take responsibility for it. Yes, reality sucks sometimes, but you got to play the hand you're dealt, don't let that get you down.  It is possible to change your reality. I made hard choices based on my reality of being caught in a low-income family, living through Apartheid.
2. Discover your key motivations and use them as your guiding compass, some call it your "value system". I believed in myself and my ability to make things happen. If I felt my knowledge was lacking, I would learn & close the gaps myself. Don't assume you know everything, there are tons of smart people out there. I got a huge awakening when I went overseas, so much so that I had to learn software engineering & computer science all over again.
3. Don't go seeking hand-outs or help, but if people or companies do extend their generosity, don't naively turn them down. There will be good people helping you along the way. After trying many avenues of financial aid/scholarships without success, I thought help would never come my way, but it eventually did.
4. Don't bog yourself down with "If Only", or "What If" - this creates negativity & unnecessary anxieties. Move on, look forward. Sure, reflect on the past, learn from it, but never let it hold you back. You're in control of shaping your own reality. I chose a path that was the most practical, I switched jobs just as I was going to be promoted, I left big projects just as they were about to land, I left a start-up thinking I had a job lined up (but it didn't happen), I left what others would say is madness (left the stability of UK to return to volatile SA). Leaving UK was very difficult for me from a professional experience sacrifice, but I never allowed doubt and negativity to bog me down.
5. If you want a good measure of your skills or experience an alternate reality, leave your country & work overseas. Even though the world has gone smaller through globalisation, that even in South Africa we do work with international teams, I still think getting overseas exposure is one of the best things one can do. Living and working in different countries exposes you to a different world of experiences. If you're under the age of 35, then you should try it. It doesn't have to mean relocating or emigrating, it could be a temporary secondment for a year or two. I was fortunate to experience working with many cultures across the globe on some really big projects. I learnt so much in a short space of time, it took my engineering skills to another level. As for Planning, Management & Execution principles, in my opinion, the UK ethic is world-class.
6. Become comfortable with uncertainty & embrace the unknown, even it means leaving your home town/country for another one. You get this only through experience, and having been through at least one transition into the unknown. I've seen a few - it's not so bad, you must embrace your fear of uncertainty.
7. Develop a learning & growth mindset - in any new role, work hard to learn as much as you can, by reading, studying, latching on to people as mentors, read other people's code through open source projects, etc. I became expert in a few areas: MPEG/DVB protocol spec & implementation, C & C++ coding, Voice synthesis & Text-to-Speech, Project, Agile Program Management & Execution, Professional services consulting and more recently Leadership skills. This doesn't come easy: I read a ton, implement the tools, learn from experienced, the wise, still remaining open to new experiences, no matter how edgy they might make me feel.
8. Be ready to start-over again more than once - switch roles, domains or industries, sometimes what might seem to be a step or two backwards, actually turns out to be better than hoped. I started over at least 5 times in my career of 20 years. If you're in software, sure you can specialise (and there's nothing wrong with that) but you must then become expert at what you do. To grow in software, my view is to learn as many tools as possible, switch every two years. One of the best ways to do this is side projects, open source communities. Don't wait for your company to reserve hackathon sprints, or 20% time - take ownership. I taught myself text-to-speech synthesis on my own, developed POCs in my spare time and proved to company the potential innovation. If I had not taken initiative, I probably would not have landed the ultimate technical role I dreamt of.
9. Don't pass the responsibility for your career on to someone else (your manager or company), rather you should have a view of your own map, your end goal. Your company or leaders can help with options available, guide on the gaps you need to fill - and it's even better when the company has a decent career ladder in place. Never pass the buck on and make excuses that your company / manager does not care, that you don't have enough syncs 1:1s or feedback sessions with your manager. You need to take ownership, period. In the companies I worked for, we at least had a decent career-ladder in place, showing all the upwards, sideways opportunities available. I made it clear to my leaders at the time, that my ultimate goal was to become a "Jack of all trades, but Master of SOME" T/PI-Shaped skills. They knew that when I'd enter a new role, I would learn, produce outcomes and then move on, thankfully, I had very good leaders that did not stand in my way. If you feel obstructed by your leader / team / company, first dig deep within yourself to reflect on whether your own behaviours need improving, and if you're still convinced it's not you, then leave, change your environment, change your circumstances.
10. Don't get complacent or too confident your role is secure, retrenchments & redundancies are a reality, business-is-business. I got my first taste of layoffs when I was still a junior software engineer, naively thinking I was in a good place by virtue of being part of a cool new product team, and owning some key components. Since that first-and-only layoff (in 20 years), I developed my "spider senses" - and decided that it would always be me that decides whether I stay or leave, not a market event or the company.
11. Do not grow an entitled mindset, or have unrealistic expectations from your employer. Say you studied hard and earned additional paper qualifications: MSc, MBA, PMP, etc. Don't expect the company to automatically increase your salary or grant you a promotion. Say your own personal life changes, you get married or have children, so you have more responsibility at home. Why should you expect your company to give you an increase, if the work you're doing hasn't materially changed, or your output is still the same, and you're still working at the level the role expects?? At the end of the day, it's up to you to manage your personal circumstances, it's not the company responsibility now to just automatically reward you or make your life easier financially - NO - you have to work at it. If you gained new qualifications, you need to show an interest in contributing your newly acquired knowledge, showing value. If you're seeking a promotion, you must show you've actively contributed covering much of the roles/output of the next role you're seeking. Companies don't owe you anything - so don't come up with unreasonable expectations or feel entitled. It's all about your output, meritocracy  is the only thing that matters.
12. Becoming your own boss, running your own consultancy is hard work, be prepared to fail in this area. Although branching out on your own can be enormously liberating & exciting, unless you have a large network to tap into, moving from one consulting engagement to another, building up clientele & a pipeline of work, growing your team - whilst a lot of people have made this a successful venture - it is actually quite hard to do. I was fortunate to secure the company I left as my major client, although, the client only wanted to work with me, so in effect, I never really left! Without a strong network, the going was tough trying to break into other clients, even after doing some pro bono consulting work. You must invest a lot of time & energy, unpaid hours to build your own consultancy, something I didn't do, which showed I wasn't really fully invested in this venture. So I shut my company down, and was pulled back in by the strong gravitational forces of the big company. I learnt a great deal, became a better salesman, and became confident in interacting with C-Level executives. Consulting however, is a sure way to make extra money than being a permanent employee, but it comes with its own set of risks.
13. Show gratitude. Whilst you might think that you're in control and the result of your successes are due to your own hard work, sweat and tears, never become arrogant and ignore that other forces helped you get this far. Take time to seriously reflect on this, and you will soon identify people or events that helped, and when these surface - be thankful & show your gratitude, develop humility. Although I was brought up in low-income household, I never once felt not having a complete home, or solid upbringing on life skills - if anything - this actually shaped my personal motivational value system. I never regretted or blamed my parents, I had a good childhood, was taught responsibility & key life skills. I've acknowledged people, friends and family that shaped my reality, the leaders in the various companies I worked with, were supportive, friendly and encouraging - I learnt so much from them, and still continue to learn from them today. Sometimes, when you're in the thick of the day-to-day job, you might not like what your manager says or does (over controlling, micromanaging, lecturing), and it's only when you leave, you realise the wisdom and lessons being taught. It's not always about you, and if you're leading teams, show appreciation for your teams as well. Your success is a result of your team's output. As you develop into senior roles, your visible output might become less-and-less, but you're still working hard through people, in the background. Never think you're the sole reason behind success - there's so much more that goes on, that we're often blindsided - don't get blindsided, actively seek out your blind spots.
14. Be patient. Patience is linked to gratitude. Be patient with your role, allow enough time to learn the essence of the domain. Once you're comfortable & confident in your appreciation of the essence or core principles and you've remained long enough in the role to complete 1-2 major pieces of work / projects, then allow yourself the opportunity to move on. But don't rush things through, learning needs time to soak. Personally I'm always doubtful when I come across people's CVs hopping from one permanent role to the next in less than 18 months (this is because the major initiatives usually run for at least 18 months). From my experience, this (9-15 months) is just not enough time to do justice or have made a serious contribution in terms of outcomes (unless the gig was to rescue, recover or revive a project as a major intervention, or consulting gig). For me, it's been roughly a minimum of 18 months provided I felt confident in my results. I just about completed my engineer-in-training role after university when I took a big chance, although successful, in retrospect, I had big gaps to close anyway. The more higher one climbs the ladder, the more patient one needs to be, which means 18 months could grow to 24-36 months minimum. Currently I'm resisting the urge to switch, knowing that I still have another year to go before I can claim to have truly owned the role, so patience becomes a necessity.
15. It's not always about the money or job title - neither does "years in role" contribute to "seniority". Although I might risk passing a value judgement on other people here, what I found is that money should not be a driving motivation, if you've set your sights on a learning and growth mindset. Sure, you can hop from one job/company to the next every 12 months or so, on each move your salary jumps - but if you're effectively not learning new skills or growing, is it worth it? Job titles are also relative, what's in a name after all? What matters is what you can do, and the value you bring to the table. What I found also trips people up is this complex of "seniority" based on "I've worked so many years in this role, hence I deserve a promotion as a senior xyz". In my journey, I sacrificed salary growth for knowledge, experience and a wide/deep toolbox of skills/capabilities. Later when things became challenging financially, other opportunities opened up that boosted my income, which wouldn't have been possible if I'd not honed by capabilities & demonstrated value as a result of experience. I once had a manager who, in his previous company was a VP of Engineering only to become a development manager in his next role - two steps back. I'd asked him why he made the move, this was when I learnt that work/life isn't just about the title. He restarted two levels down and in a short space of time, was back to being a Director of Engineering. I had a team leader once who was performing in the role of manager, but was so humble and patient that having the title did not bother him much. I have seen engineers who effectively remain doing similar activities for years, expecting a promotion by virtue of being doing the same job, even though the competencies haven't grown (e.g. influencing group/country/global teams, taking ownership, showing initiative) - so if you want a promotion, you need to earn it! I've also seen people who are content being a software engineer (with no aspirations of seniority/leadership), but who are expert at what they do, adding so much value, that the company provides enough incentives to keep the person happy (at times a brilliant software engineer could earn a higher salary, have indirect influence greater than his/her manager). At the end it does come down to personal motivations, and when the time does come around to being a financial/happiness constraint, then don't expect the company to help you - it's time for you to change!

My Timeline (Click here to see full table)

2018 Year In Review & 2019 Thoughts

It's that time of the year again where I look into the data for timekeeping over the past year to make sense where I spent my time, and cross-check with reality, in terms of my aspirations and goals that are split between different areas of my life by Personal & Professional areas. The idea is to gain insights from this data and re-calibrate areas of focus for the upcoming year.

Unfortunately, I haven't made much in the way of drastic progress in 2018 compared to 2017, the profile is largely the same - that my professional (work) life has consumed more time (a constant theme), my personal life in terms of family commitments are reasonably on track, and the biggest area of neglect is on my own personal, individual streams (hobbies, ideas, health and fitness). However, since I started the RAGE model experiment, I have made some good wins on other areas, so the model works, but there's still more to be done in this area - specifically around outcome-based goals.

Recap my RAGE Model (Reality, Aspirations, Goals, Expectations) Tracking

I wanted to map out the different areas of my life that defines me, split by two major areas: Personal & Professional. 

For each area, I defined some personas or streams. For example - in the Personal area, I'm a Husband, Father, Family-Man, Individual, etc. For the Professional area, I'm a professional (my main job), a colleague, etc.

For each Persona, I map out my current Reality, ideal Aspirations, and then from those two, set some Goals & align some Expectations to achieve.

Another aspect to this experiment was tracking my overall happiness and well-being. If I spent time in the areas of priority, the theory is it should count towards me being happier.

I prioritise the Personas using a simple matrix that defines how I value and rank them. I then use detailed time tracking to track the time spent doing activities for each area. The theory is that I should be focusing time and energy on the areas that reflect the ranking and priorities I set. This is the core data for analysis. For more details on how I actually do this, I am still using the manual ways as described in the original posting. Since the original version of the Personas, I'm now on version 6 which currently looks like this:

Current Persona Matrix Rankings

What this ranking does is basically show my decision-making rules: Life (Husband, Father, Family) is more important than Work (Job), which is more important than my Individual Personal streams (Hobbies, Pet Projects, Me Time, etc.). A simple-enough value system that I use to navigate through challenges.

It all looks good on the paper model, but in reality, the data highlights some food for thought that I really need to take action in 2019.

What are the big challenges for me?

What triggered my creating the RAGE model and start the detailed time tracking activities was essentially about accounting for my time, addressing the hard realities:

• Being a professional, i.e. having a stable income stream is currently a hard reality constraint. I need an income to support my family - so this is something I should not compromise on - but I still need to control it - I should not be overworking, at the expense of my personal life interests. So the data on work hours is important. When I read about pursuing dreams, passions, etc. about breaking out, taking risks, quitting your job etc. the reality around finances, lifestyle and family stability kicks-in - it's not an easy thing to do...this is a hard reality. I have to think of ways to ensure I do my best work, provide the best service to my employer, but not let work over consume me at the expense of my other streams (which as the data shows is not actually happening). Unless I can find a way to create a passive income stream outside of my main job, this constraint is going to be around for a while. The outcome for this year must be to bring my work-hours to a decent level freeing up time to focus on my personal interests.
• It's quite difficult to switch off from the office these days - even whilst at home, social media chats through Slack & WhatsApp are disruptions, that can't be tracked in hours - so whilst in "family mode", I must respond to chats - this time is unaccounted for. If I were to include all these moments as "work", then work-time increases...which is why this topic of "work-life integration" is becoming more mainstream.
• The functions of resting and sleeping for a human being is something that must be respected, and can't be compromised. I maintain an average of 8 hours of sleep per night, so this is a hard constraint. Eight hours has been validated as the ideal, I can go on for a few days with less sleep, but it's not sustainable. This means that the rest of my time must be allocated around this, with Work/Professional consuming a large chunk of this.
• Giving focus to my own personal interests as an individual, outside of being a Husband / Father / Family-Man, etc. seems like I'm sacrificing my own interests, i.e. putting myself last - and this is where the spiritual dimension of being a Muslim comes in to help - it's sometimes a struggle to deal with these frustrations.

2018 Data Insights - Tracking the Time / Hours spent

There was roughly 8,766 hours in 2018 (365.25 24-hour days), which I tracked and logged a total of 8,820 hours, which is not bad, the errors could be attributed to human error in logging (54 extra hours).

Where did the time go?

2018 Persona Hours, focus on Working Hours & Overall Happiness at work

There were 250 work days in 2018, excluding 12 public holidays. I took 34 days off as leave days, which left 216 work-days. Assuming an 8 hour workday, the capacity for work hours would be 1728 hours.

My actual work hours logged were 2155.4 hours, an excess of 427.4 hours as "overtime" which I don't really get paid for. This equates to an extra 53.4 days worked, an additional 2.5 months of extra work - which took away time from other areas, like for instance, time I could have used for my personal projects.

The table below summarises the major streams - highlighting in red, the months where work-hours exceeded the normal bounds. Overall split between life and work remains consistent with the previous two years, with my own personal individual streams taking much of the knock:

So it's clear that work-hours is an area to be controlled to free up time for allocating to personal, individual streams.

General Happiness & Well-Being at Work

I continue to track my overall happiness levels at work on a daily basis. I have also started tracking the bad days in terms of sleepless nights. In 2018 I had my fair share of stress at work that resulted in some nights where I hardly slept a wink, tossing and turning, worrying about issues at the office as well as my future in the company. This is a new stress that introduced itself last year, that I need to better manage. I tracked 12 sleepless nights, this is about 4% of the time. However, in general, the picture still looks good - I'm enjoying the work on the whole:

The last quarter of 2018 did see an increase in bad days - we had some challenges with the platform in terms of stability, new boss, changes in teams, and overall tensions and conflicts to manage & people resigning. This what triggered my blog post on workplace 3.0 last year. Additionally, my health took a bad turn as well in November. The number of "indifferent / neutral" days seems to be increasing - an area to keep track of. But in the grand scheme of things, there is more upside than downside at work, so this is still looking good! However, I do need to plan in personal time (leave days) more in the year to maintain a healthy balance.

Life in general is good, but my Personal streams are taking a knock

In general, overall - the time keeping does not contradict the priorities and rankings for my personas. I am also in a good space - health, wealth and mental space is in equilibrium (maybe this is because I've just done three weeks of of chilling out, relaxed summer vacation - back to office come Monday...). As I introduced the post earlier, on paper, I should be happy that my hours are reflecting the priorities I set & committed to...however, I can't help but feel a little down that overall my individual self interests are taking a knock...

In terms of the streams I see as my personal individual persona (i.e. the things I'm interested as person, outside of me being a Husband / Father / etc.), here's a view of the percentage focus per month (still highlighting the months where work exceeded the norm):

The positives highlighted in green:

• Reading books - did well enough to track against my goal of 24 books, ended up completing 21 books last year. Not bad.
• Spirituality - tracking very nicely, spent 10 days in seclusion in June, time well spent.
• Me Time - this is time I spend by myself, thinking, exploring or even binge-watching shows ;-)

The areas of concern are:

• Health & Fitness - dismal year. I had some health issues creep up on me last year. Not good.
• Cycling - very little done. According to my Strava logs: 29 days, 47 hours, 585km.
• Blogging - regressed big time - need to do at least one post a month
• Entrepreneur - my ideas still collecting dust. Pathetic, makes me really wonder about this!

Major Outcomes for 2019: Intent

Broadly speaking, here's some outcomes I'd like to focus on this year, the detail in terms of specific targets is still tracked manually in the spreadsheet template:

• Professional
• Get work-hours down to a manageable level, target no more than 170 hours per month
• Continue to build a strong leadership team thus removing me as a bottleneck, focus on strategic outcomes, less operational
• Spread in more leave time, reduce sleepless nights to zero
• Personal - Individual - Entrepreneur 
• Spec out my Rage/Personametry product idea and get an MVP done, even if it's manual
• Attend at least 6 Start-Up meet-ups this year
• Personal - Individual - Health
• Improve current fitness state - there should be no 0% activities in a month
• Personal - Life & Family
• Introduce consistency & routine into happiness building activities - at least once a month we should develop a routine around the things we enjoy doing as a family

Am I hunting antelope or field mice?

I came across this question from Tim Ferriss' Tools of Titans during my summer reading, it's quite apt  for my first post of 2019, as I have a feeling it will probably be the question I will pivot around again and again during 2019. It features as question #13 of Tim's 17 questions that changed his life. I've lifted the description here on this blog so I can keep coming back to it.

Am I hunting antelope or field mice?

Quoted from Tools of Titans, 17 Questions that changed my life:

Newt Gingrich is one of the most successful political leaders of our time...Now that he's in the private sector, Newt uses a brilliant illustration to explain the need to focus on the big things and let the little stuff slide: the analogy of the field mice and the antelope.

A lion is fully capable of capturing, killing, and eating a field mouse. But it turns out that the energy required to do so exceeds the caloric content of the mouse itself. So a lion that spent its day hunting and eating field mice would slowly starve to death. A lion can't live on field mice. A lion needs antelope. Antelope are big animals. They take more speed and strength to capture and kill, and once killed, they provide a feast for the lion and her pride. A lion can live a long and happy life on a diet of antelope. 

The distinction is important. Are you spending all your time and exhausting all your energy catching field mice? In the short term it might give out a nice, rewarding feeling. But in the long run you're going to die. So ask yourself at the end of the day, "Did I spend today chasing mice or hunting antelope?"

Initial Thoughts?

Courtesy

Five years ago, I used this illustration to pitch my situation at work to my then bosses - I felt like a lion trapped and being tamed by a corporate structure that was stifling the value I could bring to the organisation especially in terms of working across group-silos. This pitch resulted in me being freed up from the HR constraints and kick-started my journey into consulting which lasted about 4.5 years...

Then having spent enough time consulting, it felt more and more that I ended up hunting field mice again (consultants were excluded from big meaty execution decisions and did not have a seat at the table), so I went back into permanent with the same company...I am getting my share of antelopes now with a seat at the table, but more often I find myself  being dragged into field mice problems. My solution to this problem is through effective delegation and empowering my people, the challenge is that my peers and bosses have trouble appreciating this tactic...what I view as field mice problems is not always seen in the same light by the people that further up in the food chain - so maybe I'm not a lion after-all ;-) or maybe I need to find another pride of lions with the same mindset as I...??

It might well be that my current job is not the antelope I'm searching for...that my real antelope is still out there evading me, and could it be  that my fear is the only thing that is holding me back??

So that's thoughts on professional life...in terms of family life, this story could also be applied as well. Being a husband and a father to three children, whilst very rewarding on levels that can't really be measured or quantified well, is probably the most challenging experience one can have...in my case it's about letting go of being a control-freak, not sweating the small stuff (field mice) and focus on the bigger important stuff...whilst I'm an expert project manager in the professional world, the project of a family and raising children is THE most intense project to manage in life...

2019 must be the year I either bag an antelope or at least make strides in identifying bigger game...My RAGE model and my focus on the 80/20 principle in all aspects of my work and life are tools that are helping me on this journey - and if I were to assess my progress since starting with my RAGE model tracking, then things don't look bad at all.

My gut tells me that 2019 is going to be an interesting year for me professionally...

[Update: August 2023 - I did indeed bringing down my antelope in 2019, reaching heights in my professional career to C-level, as well as step-changing my family-life away from field-mice problems...but the interesting thing now in mid 2023, feel I need bigger antelopes again, since I'm in Africa, I need to hunt a buffalo]

Workplace 3.0

On one of the evenings last week, my sleep broke I at 1AM thinking about stuff happening at the office workplace, thoughts raced through my head about my own experiences of the workplace over the years (reflecting on working in Europe versus Africa), and reflecting on my recent transformation going back to about six years now, where I took deliberate action to focus on the deeper meaning of the workplace - i.e. keep my biases in check, resist the temptation for passing value-judgements, and stop with cloning a European/British work ethic/practices in Africa.... I reflected on my public description on LinkedIn, currently my core value system for my workplace - am I still serious about these values, and are they in conflict with the organisation?:

Delight | Engineer | Innovate | Lead | Empower | Fun 

My core principles / work ethic as a technology leader for small and large teams alike:

Aim to delight customers through my own uniqueness to handling engagements, taking pains not to force processes and practices dogmatically, instead take the time to work with customers to fully appreciate the system (cultural, people, organisational & engineering) dynamics. Delight by not being too presumptuous, always staying the humble, attentive listener. 

Engineer practical, workable solutions, avoiding complexity as far as possible, keeping it real and contextual. Innovate by expanding on the current state-of-play that happens to be as-is, in-process behaviours (focus on incremental evolutionary progress than big-bang changes).  

Continuously foster this innovation through Leading by example, taking time out to appreciate feedback and through working with people at all levels. 

Empower individuals and teams to follow-through on their own in becoming world-class, whilst overseeing their trajectory (coach, mentor, guide but never the dictator) to reach the desired goals.  

Most importantly create a workplace that makes it Fun to work, being part of a story that's much bigger than myself.

And from this, I started to think about typical conflicts in the workplace: culture clashes, mindset challenges, behavioural incompatibilities and especially the new dynamics of working with a diverse group of younger people, including the leadership & organisational transformation needed to take the workplace to the next level, given our changing modern times...where adaptation is critical to survive the next wave.

So I came up with a term "workplace 3.0" at about 2AM, jotted some notes in my journal to follow-up during the week as I thought I was onto something, and went back to sleep. Super excited about my new term, I thought of ways to describing workplace 3.0. Alas, as all bright ideas go, a quick google for "workplace 3.0" to sanity check my founding claim to the term, shows up a few results - interestingly enough, this site seems to be the one that coined the term up first, and also interesting to note that we're thinking along the same lines, whilst other sites seem to describe workplace 3.0 more from an aesthetic architectural vision of the future in terms of office layout.

I prefer to focus workplace 3.0 more on the human aspect - working with people thus creating value and getting shit done...and so wanted to explore the scenario where you might have found yourself wondering what's happening to the workplace, that you're perhaps been scratching your head wondering about how to adapt to the changing workplace, perhaps reminiscing about the good old days....and really wondering if you're a culture fit, or have become a dinosaur not fit to survive the modern workplace??

How does one describe workplace 3.0 / #wp30 / WP3.0 / #workplace3.0?

Here's my draft brainstorm attempt by highlighting conflicts arising today ...Remember my bias is technology software development in the ever changing industry of Digital Video Technologies and I've been working in Africa...

If you find yourself with at least 20 years work experience and you're often thinking back to the good old disciplined way (military) of doing things, then WP3.0 is probably not for you... 

If you love sticking to dates and deadlines and all you want is a status update from engineering, then WP3.0 is probably not for you... 

If you think software development is commodity that anyone can write code, and easily outsource to Asia/Eastern Europe, then WP3.0 is probably not for you... 

If you treat software developers as code monkeys, that you as the customer don't have time to explain or hear ideas from the techies, then WP3.0 is probably not for you... 

If you are driven by role titles and seniority and refuse to interact or come to the level of someone who's low on the org chart, then keep staying in your ivory tower because WP3.0 is probably not for you... 

If you the kind of manager or leader that likes to know every detail and micromanage, then WP3.0 is probably not for you... 

If your default mode is not one of trust, but rather suspicion or doubt, then WP3.0 is probably not for you... 

If you believe you're superior to younger (inexperienced "green") people in their 20s or 30s by way of your work experience, then WP3.0 is probably not for you... 

If you prefer cracking the whip and all you care about is execution and delivery to a project plan or date, then WP3.0 is probably no place for you... 

If you find yourself uncomfortable with diversity (race, religion, gender, sexual orientation, nationalities, etc.) then WP3.0 is probably not for you... 

If you feel you own your technology development team, and not see the tech team as a vital partner & contributor to strategic outcomes, then WP3.0 is probably not for you... 

If you lose patience with empowering your people, instead taking over and just getting the job done (and have no problem with "the end justifies the means") - you reign teams in - then WP3.0 is probably not for you... 

If age makes you uncomfortable, that a person in his/her 20s/30s can be an inspiring leader with senior management responsibilities, then WP3.0 is probably not for you... 

If all you want is a status update without taking time to ask nicely or care to have a conversation with your engineers, then WP3.0 is probably not for you... 

If you strongly advocate that you come to work to work and don't care about developing meaningful relationships with your peers and colleagues, then WP3.0 is probably not for you... 

If you're someone who encourages people to "stay in their lane", then WP3.0 is probably not for you... 

If you can't seem to break the habit of referring to people as "resources" and find ways to justify calling people "resources", then WP3.0 is probably not for you... 

If you feel insecure with the intelligence of young people being greater than yours, then WP3.0 is probably not for you... 

If you can't allow yourself to be vulnerable and expose your humanity in the workplace (let your guard down now and again, drop your shield), then WP3.0 is probably not for you... 

If you find yourself unwilling to be candid with a dose of empathy (radical candor), then WP3.0 is probably not for you... 

If you expect perfect planning and up-front design, you get extremely uncomfortable with waiting for the "last responsible moment" for decision-making, then WP3.0 is probably not for you... 

If experimentation makes you nervous, or you can't embrace failure (and learning from failure), then WP3.0 is probably not for you... 

If "move fast and break things" just scares you, then WP3.0 is probably not for you...

If your people says "I got this" and you hesitate showing a modicum of doubt or uncertainty, then WP3.0 is probably not for you...

If asked to "embrace mess or chaos" makes your skin crawl, then WP3.0 is probably not for you... 

If your default is "I sent the email, don't talk to me unless you read the email or document", then WP3.0 is probably not for you... 

If taking time out to have some fun, cut-some-slack, causes you stress about lost productivity, then WP3.0 is probably not for you... 

If you demand 100% capacity and productivity all the time, and can't come to accept the theory of constraints, or that you're working with humans and not machines, then WP3.0 is probably not for you... 

If you expect paper qualifications over experience or unwilling to take a chance on the outliers (i.e. don't fit the mould), then WP3.0 is probably not for you... 

If you have zero tolerance with investing time, energy and emotional effort in building self organising teams, then WP3.0 is probably not for you... 

If you keep pulling your team to your past experiences, or past superstar teams or comparing with "best practices" world-class teams, instead of embracing the local culture (Africa is different, and this difference is a good thing), then WP3.0 is probably not for you... 

If you find it hard to accept that the workplace is becoming more like the tribes from "Survivor", that people seek out tribal leaders, and that winning people's hearts is a good strategy for leadership - that natural selection can't happen in teams - then WP3.0 is probably not for you... 

If you feel you can't allow your people to diversify, even if it means leaving your employ for something else that aligns with their own personal aspirations, then WP3.0 is probably not for you... 

If you seek out people to blame or reprimand when issues occur (written warnings favoured as actions) instead of acknowledging the issue and learning from it, impatient on building trust and commitment instead prefers  fear-mongering, then WP3.0 is probably not for you...

If you have to ask why must we celebrate accomplishments or minor achievements, give kudos and recognition to people - when it's their job and get paid for it - then WP3.0 is probably not for you...

If you value your positional authority and expect compliance, instead of taking time to listen, to really listen and solicit feedback from your people-on-the-ground - i.e. you don't have the time or inclination - then WP3.0 is probably not for you...

If you cannot admit as a leader, you've made a mistake or taken the wrong decision, for fear of embarrassment or see it as a sign of weakness (and not humility), then WP3.0 is not for you...

That's it for now....if you have some ideas or comments, please share some your examples of the behaviours in conflict with what #workplace 3.0 could be...