The Seismologists and the Street Department

A crooked curb in California is a perfect example of how difficult it is to manage important places in our communities.

Photo showing the offset in the curb along Rose and Prospect Streets caused by the movement of the Hayward Fault - photo from http://www.geologyfieldtrips.com/haywardresidential.htm.

For decades, scientists documented the curb along Rose and Prospect Streets in the city of Hayward, California as it was slowly pushed apart by the Hayward Fault which travels perpendicular to the street. Geologists and interested citizens frequently visited the curb as an active experiment and perfect illustration of the forces constantly working along the fault. A website called geologyfieldtrips.com shows how the fault has moved since the early 1970s.

Earlier this summer, however, a city crew decided to fix the curb as part of general street maintenance. The scientific community was stunned and disappointed, but the city of Hayward said they had no idea of the significance of this curb. The city was simply acting on a mandate to provide safe streets to the public. The city said they would likely have worked with the scientific community had they been aware of the importance of this place.  While geologists lament the loss of this scientific landmark, they note that despite the city’s best efforts, the Hayward Fault will resume its work separating the curb.

The curb in Hayward shares three things in common with many other important places -  

1 – It is meaningful to a specific community – Geologists considered this an important site for observing seismic activity.

2 – This significance is not evident to those outside that community – The city of Hayward merely saw the curb as a hazard that needed to be fixed.

3 – It lacks any formal mechanism for protection – The curb lacked markers identifying the area, and had no regulatory restriction on activities such as street repair.

The curb also teaches us some valuable lessons. People who value places need to be aware of potential threats to these places, and should consider any steps necessary to protect them. Regulations may be an option, but many times simply reaching out to other members of the community can increase awareness of important places and improve options for protection.

Project proponents should consider the potential for their projects to affect important places, no matter how mundane they may seem. Open communication with the local community and other stakeholders can help avoid help avoid unintentional impacts, project delays, and negative publicity.

Being an expert doesn’t mean you have all the answers – or – “What a fisherman can teach an archaeologist.”

Researchers now believe that Roman troops used lead sling bullets drilled with small holes to create a sharp whistling noise to frighten their enemies (link to the full article here).

Previously archaeologists thought the holes were used to hold poison, but experiments revealed this to be an ineffective technique.

The insight into the purpose of these holes came from an unlikely source.

Archaeologist John Reid was discussing the problem of the sling bullet holes when his brother, an avid fisherman, suggested the holes would create a whistling noise in flight.  Reid, initially doubtful, soon realized his brother was on to something.

"I said, 'Don't be stupid; you've no idea what you're talking about. You're not an archaeologist,'" Reid joked. "And he said, 'No, but I'm a fisherman, and when I cast my line with lead weights that have got holes in them like that, they whistle.'"

"Suddenly, a light bulb came on in my head — that's what they're about. They're for making a noise," Reid said.

Archaeologists now believe that these sling bullets were used to intimidate and frighten in close quarter combat.

While this particular revelation is primarily of interest to Roman Archaeologists, we can all learn a lesson from Reid’s experience. Consider his position – he’s an expert, he’s spent his entire career thinking about history and archaeology. If anyone can figure out the purpose of these tiny holes it’s him. But all this knowledge, education, and years of experience failed to provide the answer that was obvious to his brother, the fisherman.

It’s easy to fall back to our comfort zone and rely on our experience and training. And for good reason – we put in all this hard work to get where we are. But we also risk missing something that seems clear and plain from another point of view. The key is to recognize when our experience simply isn’t enough.

Photo  - attribution - Creative Commons - By Peter van der Sluijs (Own work) [GFDL (http://www.gnu.org/copyleft/fdl.html) or CC BY-SA 3.0 (http://creativecommons.org/licenses/by-sa/3.0)], via Wikimedia Commons

How Bad Management can Sabotage Great Customer Service

At Orbis we often need to travel for meetings or project work and like many companies we fill this need by renting vehicles. We have been primarily working with one "enterprising" company and the staff at the individual offices have been very helpful - they are accommodating, flexible, and generally pleasant.

But we've had less success working with the corporate side of the company. The process of establishing our company account has been uneven at best. At times we've received inconsistent answers to questions, but at other times it's difficult to get any response at all.

I recently reached out to the corporate representative for our area to address some of these issues. After multiple messages she finally responded - we had a pleasant phone call during which she agreed to follow up with some information about our account. 

A week passed, but no response. So I followed up and the representative claimed she thought she had emailed the information (if she did, I never received it), but promised to resend it (still nothing).

On our call she claimed that she was happy to have our business, but she's doing practically everything she can to lose it. To be frank, I would have already moved on, but this company has the only rental cars available where some of our staff are located. Nevertheless, we're considering all other options.

Frontline employees are often the face of customer service and can receive the bulk of attention when things go wrong between a company and those it serves. But if the corporate management isn't aligned with the frontline staff, it can severely damage the customer relationship, despite the staff's best efforts.

Ask yourself - as a business leader - are you treating your customers how you would like your employees to? Are your habits aligned with your corporate values? If not, you're doing more damage to your company than you know.

Insurance - Are you covered?

Many small business owners prefer to focus their energy on the external aspects of their business, rather than be caught up in the day-to-day minutiae. After-all, isn't the saying "Work "on" your business, not "in" your business"?

While it's true that leaders at small businesses can fall into the trap of working on tasks better delegated to other employees, or subcontracted to outside experts, it's easy to take this mindset too far, and simply ignore important things, until it's too late.

Take insurance coverage for instance. For small businesses, this can be a major expense, but coverage for general liability, workers compensation, auto, and professional liability are essential. Many times these, and other coverages are required by contract terms, and may protect your company from being ruined by an otherwise straightforward claim.

Small businesses in particular, however, are vulnerable to the assumption that previous coverage remains suitable for the future operation of the firm. New, or fast growing companies can quickly outgrow current coverages by adding new staff, buying new equipment, or expanding into new locations, or adding new services. This growth, while positive, can expose your company to additional liability and unexpected costs.

Here at Orbis, we're reviewing our current coverage with our insurance broker to identify any gaps in coverage, something we've done on an annual basis each spring. I recommend any small businesses do the same - very fast growing firms (>100% annual growth) may need to review more often.

Don't let something that should protect your business become a threat. If it has been over a year since you have reviewed your current insurance coverage call your agent or broker today.

What a Kicker can Teach you About your Own Mistakes

We all make mistakes. It's part of what makes us human beings. We hope to learn from them, but without understanding more about why these mistakes happened, this can be difficult. Sometimes it can be hard to take an honest look back at a mistake, but often this is the only way to find out why it happened in the first place.

This past weekend two National Football League teams lost playoff games they could have easily won. A real time statistic called Win-Probability showed that the Minnesota Vikings had a 78% chance to win with 22 seconds remaining in their game, while the Cincinnati Bengals were even bigger locks to come out ahead, having greater than a 90% chance to win with less than two-minutes to play.

But both teams made crucial mistakes that cost them their games.

The Bengals had just intercepted the Pittsburgh Steelers, and only needed to run out time remaining on the clock. But shortly after fumbling the ball back to Pittsburgh, the Bengals were called for two major penalties. What's important to know is that these were conduct penalties given when a player loses his temper - essentially a mental error - rather than for a physical mistake. Pittsburgh took advantage of the better field position as a result and kicked the game winning field goal.

In the other game, the Vikings were lining up to kick a 27-yard field goal with 22 seconds left in their contest against the Seattle Seahawks. A kick at this distance is virtually a lock, and was something their kicker had done over and over again all season. In fact he had only missed once at that distance in his four year career, and only two kickers in the entire NFL missed a field goal under 30 yards this season. But despite these odds, he missed badly, and the Seahawks held on to win.

Today players and coaches from both teams are asking themselves "what if?”, wondering if there was anything they could have done differently.  While most of us may not work for professional sports teams, we can relate. If you work anywhere long enough, eventually you're going to make a mistake. Maybe it's something small, but maybe it's a big one. It could be embarrassing, cost your company money, clients, or customers. You might find yourself in the same place as these two football teams - asking "what if".

As I said earlier, it's important to step back to look at why these mistakes happened. Both teams wish things worked out differently, but these were two very different types of mistakes.

The Vikings had put themselves in the position to win the game. Their kicker had made kicks like that one, over and over again in games and practices. He could probably go out there today and make it right now. His preparation and skill has made him one of the best kickers in the league. He just missed.

But for the Bengals, there's more to it. Despite a similar physical mistake - the fumble - they were still leading and likely to win. But they lost control of their situation, and by committing those penalties, put themselves in the position to lose the game.

Look back at a recent mistake at your organizaiton. Did you put yourself in a position to be successful, or did you set yourself up for failure? Be honest.

Sometimes you do everything you can, and you just miss. Maybe a competitor underbids you, or maybe a quirk in the weather affects your inventory. If your processes are good, trust in your experience. Don’t overreact to a single miss.

Organizational Health - Have a Plan - or - "How to avoid the rabbit hole"

"If you don't know where you're going, any road will take you there."

This quote is often attributed to Lewis Carroll, the author of Alice in Wonderland. While it actually paraphrases longer dialog between Alice and the Cheshire Cat, the message remains clear. Without a plan, you're likely to end up just about anywhere.

Consider two organizations. Both operate at the highest level in their industry. They are direct competitors, each with an extremely loyal customer base. But the similarities end there.

Organization 1 - This organization has been owned by the same family since the 1930s and has had only three changes in leadership since 1969. This organization is widely regarded as one of the most successful groups in its industry and typically performs well each year. It has been the top performing organization in the field six times since 1975.

Organization 2 - This organization has undergone numerous ownership changes and has changed leadership five times since 2008. The current owners have hired (and subsequently fired) nine individuals to fill their most publicly visible employee spot since 2012. This company tends to struggle, and according to a major metric, has had only one successful year since 1999.

It's not difficult to see why one organization succeeds while the other struggles. The first group clearly has a well-defined organizational strategy, with support from ownership through the front line employees.

The second group obviously lacks any cohesive organizational plan and has little alignment between ownership, management, and the employees. With that much turnover, everyone might need to wear name tags.

Of course stability doesn't guarantee success, but chronic instability makes success very difficult, if not impossible. Imagine working for a company that institutes sweeping changes every few years, and each time the new leaders claim "This time, we're going to do it the right way." They do this while knowing that the last team was fired after only a year or two. This creates an unhealthy, toxic environment where people are focused on self-preservation rather than organizational success.

The two organizations I've described above are two teams in the National Football League.

Organization 1 - Pittsburgh Steelers
Organization 2 - Cleveland Browns

You might say - "Well, these are professional football teams, the talent of the athletes on the field is what really matters, not the health of the organization."

Sure - any team may have a short run of success driven by pure talent and a bit of good fortune, but sooner or later, luck will run out. This holds true for professional sports, major corporations, small businesses, or any local organization.

Well defined strategic goals, metrics to track performance toward those goals, and alignment throughout the organization to achieve those goals can help any organization be successful over the long term.

Take some time to evaluate the goals of your organization and establish ways to track your progress. If you've created a solid plan, be patient, trust in the process.

Otherwise you'll spend all your time falling down rabbit holes.

Responsiveness

Doing one simple thing can help you stand our among your peers and competitors, while also improving your relationships - both professional and personal. No matter where you work, or whether you are still in school; if you volunteer at a Not-for-Profit or at a community organization; own a small business, or work at large corporation; or belong to a hobby group; you can do one simple thing to stand out among your colleagues, peers, and competitors. What is it?

Respond.

That’s it. Respond. Be responsive.

In an increasingly connected world, there is relatively little ‘new under the sun’, but you can differentiate yourself from the crowd by simply being responsive.

Look – I’m not pretending that I’m the first one to make this point, but if experience is any indication, many people continue to struggle with this very basic act.

Think about the time you tried scheduling a contractor for a project at home – and the genuine surprise you felt (if you were fortunate) when the person returned your call, or more likely the frustration (if you weren’t), as you left message after message.

A friend of mine recently needed a floor refinished at his newly purchased home, but after agreeing to a job with a contractor onsite, he found himself having to hire someone else because the original contractor simply wouldn’t call him back. The company lost not only the original project, but any subsequent work or referral jobs.

“I meant to call back, but I’m too busy” – you say.

Again – I’m not breaking any news by saying this – we all have the same 24 hours in each day. By choosing not to respond in a particular situation you’re simply deciding that situation is not a priority for you. Maybe that’s fine, but be careful that your actions align with your actual priorities. If you find yourself so harried and disorganized that you are unable to be responsive, you risk damaging meaningful personal and professional relationships at the expense of trivial interactions.

Stop prioritizing things that detract from your true priorities and you’ll have time to deal with the meaningful things in your life. By doing this one simple thing you’ll notice improved interaction in all your relationships, professional and personal (no more awkward Thanksgiving Dinners…).

I’m not suggesting you drop everything each time the phone rings or for each app notification. If you are truly busy, simply acknowledge the call, email, text, etc. and request a better time to follow up. You will find that most people will be perfectly happy to reschedule, satisfied in simple acknowledgement of their contact. This goes both ways – people will be also more likely to help you if they’re not spending all their time tracking you down.

We've all had experiences where simple responsiveness helped to land a project, or avoid potentially damaging misunderstandings. And unfortunately, I'm guessing many of you have been frustrated by a lack of responsiveness - it may have even contributed to a larger problem. Feel free to share any stories in the comments. I'll respond - I promise.

The National Football League Increased Revenue to $12 Billion - But you can learn from their mistakes

“The single greatest advantage any company can achieve is organizational health. Yet it is ignored by most leaders even though it is simple, free, and available to anyone who wants it”

– Patrick Lencioni - The Advantage.

On Monday, Mike Rosenberg announced on Twitter that there have been 260 NFL player arrests over the last five years – which averages to a tidy, if rather alarming, one arrest per week.

This Tuesday, the New York Jets announced that their quarterback, Geno Smith, will miss 6-10 weeks while recovering from a broken jaw suffered during a fight in the team locker room, apparently over a monetary dispute.

Yesterday, a federal judge met with representative of the NFL and its players union, the NFLPA in an attempt to reach a settlement that would head off a court case between the league and Tom Brady, one of its most popular players, over what ostensibly is nothing more than a minor rules violation.

That's quite a week so far. They say all publicity is good publicity. We're about to find out.

The NFL is big business. The league projects 2015 revenue to exceed $12 billion and it has no plans to slow down with Commissioner Roger Goodell seeking to grow to $25 billion by 2027. The NFL is the most popular sport in the U.S. No one would deny the NFL leadership are experts in strategy, marketing and finance. In his book, The Advantage, Patrick Lencioni describes these as characteristics of a smart organization. The NFL may be a smart organization, but that is not the same as being a healthy one.

Unhealthy organizations struggle with politics, dysfunction, confusion and bureaucracy. Anyone who has worked in an unhealthy organization understands this all too well.  Given the movies, television programs and comic strips devoted to the topic, we certainly enjoy poking fun at these organizations, but in the real world these problems have serious financial implications.

The amount of money that organizations spend dealing with these issues and the money they have to spend to recover from them is incredible. Sure the NFL has managed to increase revenue to $12 billion, but one thing is certain, the league owners aren’t likely to turn down the chance to make more money. But imagine the wasted time and resources that the NFL league offices and individual teams spent dealing with what amounts to a player arrest essentially every week for the last five years!

But it’s much easier for those owners to turn to metrics like television revenue, ticket prices, and other hard data when they seek to grow the business of football precisely because these things are easy to measure, while the impacts of a healthy organization are more difficult to quantify.

The NFL is a financial powerhouse, and despite its recent bad press, appears on track to continue revenue growth. It's unclear if the arrests and other missteps are affecting the growth of the sport, but recent numbers show a decline in youth participation in football. The NFL offices are full of smart people and they will continue to work on increasing revenue. But ery few companies, particularly those which operate on the national/global scale, lack the intelligence necessary to succeed, but many will not reach their full potential because they are unhealthy. Many others will eventually make decisions that doom them to failure. History is littered with companies that once dominated their industries. 

As Lencioni argues “…don’t underestimate the cost of allowing our organizations to remain unhealthy”. Creating a healthy organization provides an incredible competitive advantage and improved profits. It also has a tangible positive affect on the people who work there.

Top Ten Myths about Section 106 of the National Historic Preservation Act

Learning that your project is subject to review under Section 106 of the National Historic Preservation Act (NHPA) can seem daunting. The many myths and misconceptions surrounding the process can trip up the uninitiated and experienced practitioners alike – especially when it’s the very experts who perpetuate the myths.

Here’s a list of ten of the most common myths and misconceptions about Section 106 coordination.

1 - A Section 106 permit is necessary before a project may begin. Section 106 is a process for determining how certain types of actions might affect important places. This process may be a necessary step to obtain other sorts of permits, like those from the U.S. Army Corps of Engineers, but there’s no such thing as a Section 106 “Permit”.  Sorry.

2 - The State Historic Preservation Office (SHPO) is the lead agency responsible for administering Section 106. Section 106 requires federal agencies to consider the impacts of their actions on historic places and to consult with organizations who may be concerned about these historic places. The SHPO is only one of many possible consulting parties.

3 - The SHPO approves projects under Section 106 review. This is perhaps the most common misconception in the entire industry -   The lead federal agency is responsible for completing Section 106 review. The federal agency must consult the SHPO, but it’s ultimately the federal agency that is responsible, not the SHPO.

4 - Section 106 is all about archaeological sites. Section 106 coordination requires that federal agencies consider the effect of their actions on a wide range of important places – described as “Historic Properties” – of which archaeological sites are only one type. Others include historic structures, buildings, objects, or landscapes. A Historic Property can be essentially any place – natural or built – that has historic or cultural meaning.

5 - Section 106 coordination must focus on where a project disturbs the ground. This one goes hand-in-hand with the fixation on archaeological sites mentioned above. Just as the review process must consider a variety of Historic Properties, it must also consider the range of impacts a project may cause – from visual, to auditory, cumulative, and the like.

6 - The SHPO will tell you if there are important historic buildings, archaeological sites, or other important places in your project area. Even if the SHPO had the resources to accomplish this, it is the lead federal agency that is responsible for gathering the information it needs to perform Section 106 review - Though the task is often delegated to the project proponent.

7 - A place has to be listed in, or formally nominated to the National Register of Historic Places to be considered under Section 106.  Section 106 review involves all places that are eligible for listing in the National Register, regardless of whether they have been formally nominated or listed.

8 - It is necessary to find all Historic Properties in the project area to complete Section 106 coordination. Even if it were possible to do this, what Section 106 actually requires is that federal agencies make a good faith effort to identify historic properties to the extent necessary to make decisions about their eligibility for listing in the National Register of Historic Places and how they may be affected.

9 - Section 106 review considers only unique, nationally significant, or rare places. The National Register of Historic Places is designed to include places of national, state, and local significance. “Uniqueness” is not mentioned in the criteria.

10 - Section 106 prohibits impacts to historic properties. It’s perfectly legal to impact or even destroy any historic property, providing the federal agency can show it has made a good faith effort to understand the nature of these effects, and consulted with organizations concerned with the historic property. This may be surprising or even off-putting to some, but it is an important aspect of the law for two important reasons.

Because our modern world needs things like safe roads, access to reliable energy, clean water, and other projects that tend to impact the landscape, we would need to either, (1) be very selective about what was designated as historic, or (2) place historic preservation above all other interests. Neither option is desirable.

As currently structured the Section 106 process provides an opportunity for the important places in our communities to receive some consideration along with the other aspects of project planning.  If Section 106 coordination is required for your project avoid falling victim to some of these most common myths and misconceptions.

It's the Little Things

Last week we needed some repairs made to our septic system.  I called the company who performed the original installation, but since this was the second major problem we had in just over two years, I also called a different company to get a second opinion.

What transpired over the next several days showed me that no matter what services or products your business provides, poor organizational culture will damage your business. Here’s a summary of what happened.

Company 1 - When I finally reached someone (I had to call twice…) the person speculated about all the ways the problem might be my fault before agreeing to send someone out after I emailed them a photograph of the problem.

The employee who arrived at my house did so without tools (you need to borrow my shovel?) and worked without gloves (gross…). After trying to convince me to repair it myself, he admitted he doesn’t normally do the repairs, but rather drives the truck. He agreed to return to the shop, relay what he saw and follow up the next day.

I called the office the next day (they didn’t call me) and they suggested I call distributors about possible equipment warranties. The person I spoke with again began speculating on the cause of the problem – despite never having been onsite. Most of their responses focused on how others were responsible – the electrician, the health department, me..., but nothing about how the company might share some accountability, or how best to proceed. They promised to have the Company President come out to see the problem for himself.

I received a voicemail later that day from the President promising to “fix this mess” -  but no visit. The company emailed the next morning asking how we would like to proceed (You mean other than fixing the problem?!!). I replied that I had already hired another company to do the work. I’ve had no other response from them.

Company 2 – The person who answered the phone asked me a few questions to help diagnose the problem and scheduled someone to take a look. The employee who showed up diagnosed the problem, and offered additional guidance about replacement and warranty options. They also provided a written estimate for the repair.

They called the next day with the information about the available warranties and replacement options, and I scheduled them to perform the work. They arrived on time and fixed the problem (using their own tools…).

I understand that sometimes equipment breaks and projects don’t go how you may have hoped. But the difference between two companies illustrates an important point. Both companies would have purchased the same replacement parts from the same distributor, so there was essentially no difference in the product they provided.

But while Company 1 missed calls, deflected accountability, and arrived unprepared, Company 2 won the job, simply by being responsive and solving my problem. The disparity in customer service and professionalism between the two was incredible. 

There’s nothing new under the sun – in most cases your competitors can offer the same product or service as you do. What are you doing to differentiate yourself from them? Believe it or not, simple tasks like returning phone calls will move you automatically to the top tier in almost any industry. Listen to your clients, provide what your customers need. They’ll thank you for it.

Perspective from 3 Billion Miles

Consider a bit of perspective the next time you face a challenge at work (perhaps you’re in the middle of one right now). The New Horizons space probe completed its closest approach to Pluto this morning after travelling for over nine years across three billion miles. New Horizons arrived at Pluto one minute ahead of schedule, travelling through its target window in space which measured approximately 60 by 90 kilometers – “the equivalent of a commercial airliner arriving no more off target than the width of a tennis ball”.

Unless you actually work at NASA, or are a brain surgeon, you’re not working with those sorts of constraints or margin of error. Step back, take a deep breath and deal with your problem in a thoughtful, intelligent manner. What’s the worst that could happen? In reality, most of the time, it’s a bruised ego. 

To reach Pluto, New Horizons is the fastest space probe ever made – travelling at over 30,000 MPH. At that speed, impacting a particle the size of a grain of rice could incapacitate the probe. It’s unlikely the same could be said about your project.

It's Pronouced "Atlatl"

When people learn I’m an archaeologist they often ask me about the artifacts I find, and many of these questions are about arrowheads. It's not surprising – they’re interesting, easy to identify, and fairly common.

But many of the objects that look like this – aren’t arrowheads at all.

What I mean is – many of these sharp, pointed stone objects, were never intended to be propelled through the air using a bow.

The bow and arrow was invented by different groups of people at different times, but it appears in the Midwest U.S. by around the year 700 AD.  Before the invention of the bow, there were two primary means of launching a sharp projectile.

The first, and most basic, is throwing the object by hand, similar to a javelin or spear. This method, while simple, has obvious limitations of speed and distance. The second approach uses a similar throwing motion, but employs a tool called an atlal, which increases the velocity and distance a person can launch a projectile.

Note the dart flexing to store and release the energy provided by the atlatl

An atlatl is a short shaft that holds and propels the butt end of a spear or dart. A person holds the shaft opposite the end holding the dart, which adds leverage to the arm during the throwing motion.  This allows the dart to be launched further than with the arm alone. Skilled individuals can reach speeds approaching 100 mph, but as you can see in the sequence below, the atlatl can assist younger throwers as well.

Atlatl demonstration at a recent archaeology outreach event

The term atlatl comes from the Nahuatl Aztec language, but this tool appears in cultures all across the world. Most archaeologists agree that the atlatl was invented approximately 20,000 years ago, during the Upper Paleolithic period, but various indigenous groups continued using the tool after the invention of the bow, well into the 20^th century.

So can archaeologists tell if a sharpened stone point was used on an arrow, spear, or an atlatl dart? 

It depends.

Based on what we know about a particular culture or time period we may be able to say that a particular point was probably used as a spear, dart, or arrow. Generally speaking, smaller points would tend to perform well if shot by a bow, while larger points would do well at the end of a spear or dart, but some experiments have shown that darts can be very effective using small points, and bows can shoot arrows with large points, so the size of the point is helpful guide, but it’s not definitive.

Also it’s important to know that many cultures have used spears, darts, and arrows without stone tips, but rather by simply sharpening the shaft, or using other materials, like bone, as pointed tips. The difficulty comes from the fact the point is part of a system -  shaft, bow, atlatl - but since the stone point is only part that tends to survive, it's easy to lose sight of the rest of the system.

So remember the next time you see something like this –  

Understand that its history might just be a little more complicated than you might think.

Scientists have extracted DNA from a Neanderthal skeleton found embedded in calcite deposits in an Italian cave. The remains may be up to 170,000 years old, making this the oldest Neanderthal DNA ever found.

New research shows that typical European traits of pale skin, tallness, and the ability to digest lactose as adults, are relatively new developments, appearing only within the last 8,000 years. 

Why are humans the only primate species with a chin? Researchers from the University of Iowa suggest that the chin became prominent as modern humans evolved smaller faces. This contrasts other arguments that the chin developed in response to mechanical processes related to chewing. 

Work in Kenya has yielded the oldest stone tools ever found. These tools, found near Lake Turkana, date to 3.3 million years ago, that’s 700,000 years older than any other recovered stone tools.

Adapt, Evolve, or Be Left Behind

As archaeologists we think a lot about adaptation and evolution – from analyzing fossils of our early ancestors to studying changes in pottery styles over time. But the ability to adapt and evolve doesn't just apply to people or objects in the past.

Case in point – Last night the Duke University Men’s Basketball team won the NCAA championship, the fifth title for their legendary coach Mike Krzyzewski. Hallmarks of Duke’s previous championship squads included older, more established players, like Christian Laettner, Grant Hill, and Shane Battier. The landscape of college basketball, however, began to shift, with rules allowing schools to rely on highly talented young players who would often leave college early for professional basketball, sometimes after only one year, earning these players the label of “one-and-done’s”.

Duke’s Coach “K” has criticized this system, but he has also recognized that his industry has changed and he and his team must adapt to remain successful. Sports has more in common with other professions than you might think. The successful teams like Duke are particularly skilled at tracking their progress toward specific goals while also monitoring and adapting to significant trends. 

We each face challenges in our personal lives and careers. If we can learn to adapt to these challenges, we improve our chances of being successful. Doing things simply because “that’s how it’s always been done”, puts us at risk of missing opportunities, and falling behind as our industry evolves. 

Improve Your Meetings

Many people dread attending meetings, but that's only because their meetings are poorly run and unorganized...

Whether in person, online, or over the phone, collaboration can create amazing things that would be impossible for any single person to do alone. A simple idea really, but like other basic truths we may take for granted, meetings work, until they don’t.

Plan your meetings with the purpose in mind. Create an agenda. If possible, distribute it before the meeting, but at a minimum review it briefly at the start – and please stick to it. This doesn’t need to be overly formal, a basic outline will probably be enough, but have something in place. A meeting without an agenda is like a boat without oars. You’ll end up somewhere, but likely not where you want to go.

All need not apply. The agenda may not engage everyone equally, but each person should have a relevant role and purpose. Anything else is a waste of time.

Pay attention! Unless you’re an on-call surgeon or leading the mission to Mars, there’s no reason you can’t devote your attention to the meeting. If you can’t participate without checking your phone or tablet I’m not interested in meeting with you.

If side issues arise, quickly delegate another time to discuss in more detail and return the meeting to the original focus. Don’t be hijacked.

If issues will remain unresolved after the meeting, assign any necessary tasks as needed and follow up. Whether you call it a to-do list, action items, or something else, without this, nothing will happen and everyone will end up right where they were at the start.

We have all been to terrible meetings. Improve the next one with a little careful planning. Meet with a purpose, invite the right people, participate and follow up. You might just find that you can transform a waste of time into a useful productive tool for your organization.

Starting a Business - Year One

Starting a business.

A classic narrative beginning with someone spending nights and weekends working on an idea alone in their garage, basement or dorm room. You can even imagine this person being rejected by banks over and over again until one finally decides to take a chance, and then despite the doubts of friends and family, the company finally becomes real, and sends the entrepreneur on down the road toward the American Dream.

The actual story is different and more complicated.

Our company, Orbis Environmental Consulting, provides a niche service to clients who need to manage sensitive environmental or cultural resources, but many of the experiences of our first year are not unique to our industry and might have happened to any startup firm. I’d like to share some of what we learned.

First, plan very carefully – establish the systems you need to conduct your business before rushing out and actually starting.  This should include your legal entity status, basic marketing materials, your web presence, and equipment. The last thing you need is to fall short on your first piece of business because you lack a key piece of equipment or system. But if you wait until you’re 100% ready you’ll never start. Ensure the 80% you need is in place when you begin. You can fill in the rest as you go. If you’re currently employed, you can work on this after hours or on the weekends. Don’t use another company’s time or equipment to work on your business – it’s unethical and could earn you a lawsuit. If your new business will be in the same field as your former employer, don’t try to steal clients. If you provide them real value, they will know where to find you. Most businesses are based on relationships – if you handle this transition well, your employer may be sorry to see you go, but could very well be your first client.

Secure financing to cover your expenses for a reasonable time – at least six months, but preferably a year. Sure, money can be a motivating factor, but you don’t want to have the wolves knocking on the door just as you’re getting started. The number one reason small businesses fail is lack of cash. You need to be comfortable with taking some risk – just be smart about it.

Some small business owners will say you don’t need to incorporate, or that you can wait until you’re a certain size. That’s taking a huge risk. Incorporating your business protects your personal assets from any legal action brought against your company. Legal entities can also raise money, borrow money and own property. There are several available options depending on the needs of your company. Don’t ignore this.

Tell everyone you know – everyone: friends, family, colleagues, neighbors, and other professionals. You’ll be amazed at how many contacts you have, and at how many of them know someone who needs the services you provide. Explain what you’re doing and the value you offer. The natural reaction might be to feel like you’re “bothering” these people, or “trying to sell them something”. Get over it. You’re providing value and trying to help. You’ve referred people to your doctor, accountant, or hair dresser, and they would be happy to refer clients to you – if they only knew what you do. 

You might be surprised how many referrals you gain this way.  If you don’t believe you can help others, no one else will either. Work on your self-esteem if necessary. It's an important part of your toolkit. There may be some grim days, especially early on – find outlets with professional associations, colleagues, or volunteer groups in your field. Also don’t be afraid to ask others who have succeeded in your field for advice. But don’t simply copy them, take some time to learn what makes them successful and incorporate it into what you do.

Don’t waste time doing what you don’t do well. This is tough since entrepreneurs tend to have an attitude of “if you want things done right…” . Hire professional help for your marketing materials, bookkeeping and web design. Sure this brings upfront costs, but you’re guaranteed to spend more time, make more mistakes and likely end up with an inferior product if you try to do these things on your own. Moreover, any time you spend on these tasks takes away from working on your core business.

It may seem obvious, but be very aware of your company culture. Once the initial enthusiasm of starting out wears off, everyone has to understand and share the values and goals of the organization. The day-to-day roles for each person must align with their personal goals, up through the overall company goals. Company culture is incredibly critical when hiring, particularly at the early stages of your growth, when you’re first expanding beyond the “original” roster. Hiring the wrong person will at best, cost you time and money, setting your organization back. At worst it could cause irreparable damage to the company.

Communicate effectively. This is essential to the internal health of your organization and your relationship with your clients or customers. Choose the correct tools from among the many devices, apps, and other options, and use what works for you and your organization. In the early days of your company everyone understands what needs to be done, and is laser focused on doing it, but as time goes on and you begin to grow, effective internal communication is critical to ensure everyone is on the same page. Effective communication with those outside your organization is equally important. Acknowledge and follow up as appropriate based on the nature of the communication. Respond to emails within 24 hours, return calls if possible within the same business day. This should go without saying, but it can’t. Doing this well will differentiate you from most of your competitors right off the bat.

But don’t let this capacity for availability be a curse. It’s your responsibility to manage your personal time - respond when it’s convenient for you to do so – but within a reasonable timeframe. If you’re busy, acknowledge the message and ask the caller to schedule a more convenient time to follow up.

Some will tell you to expect to work long hours and travel extensively. Why would you work so hard to build your skills and open a business to work at a sweatshop? Don’t get me wrong, you need to be serious and focus on your craft, but not to the exclusion of everything else in your life. Stop thinking in terms of “work-life balance” and just think of your life.

Time is the ultimate level playing field. Everyone has the same amount, but most think of their time in terms of resources when they should be thinking in terms of priority. It may sound harsh, but if you don’t have time to spend on training that would improve your skills, or to spend time with your family, you’re simply choosing not to. You’re prioritizing other tasks above these.

Sure, sometimes you may need to work long hours or on the weekends; in fact, my first day working for Orbis was a Saturday, one member of our staff was out of town for 27 days straight, and another worked a couple of 20-hour days. But balance this by working when it makes sense. Sometimes I miss events when I’m out of town, but I also have flexibility others in the corporate world lack - I’m having lunch with my daughter at her school today.

There are several established time management systems – choose one that works for you. But here are a few tips to get started.

 - Establish priorities and goals for your personal and professional life. Review these daily and establish milestones for achieving them.

 - Don’t waste time with low priority decisions or on tasks outside your skill set.

 - Work when it makes sense – don’t feel trapped by the 8-5 corporate work day. Measure success by your results, not the hours you work.

 - Allow for occasional down time – Keeping some time open on your schedule enables you to address inevitable emergencies or contingencies.

Looking back, it’s hard to believe that a year has gone by, and at the same time, that first day seems so long ago.  Over the past year we have had some success and made some mistakes, but we have learned that starting a business requires proper planning, a financial base, careful time management, efficient communication, confidence, and prudent risk tolerance.

Like many things, the process of going into business may not follow a tidy narrative. There is certainly no one “right way” do this and ours is only one example. But, by taking the time to establish the systems and framework your business needs, you can begin writing your own story.

Copyright J Ryan Duddleson 2015. All rights reserved.

www.orbisec.com

Say that again? Eleven easy ways to reduce stress, save time, and help improve your company through communication

As organizations seek improvement, employees spend a lot of time and energy on strategic planning, budget forecasts, marketing outreach, research and development, and a host of other graphs, tables, and charts.

No doubt, all important things, worthy of the attention they receive. But there is one thing we all do every day that affects how our organization operates internally among colleagues, and how it interacts externally with clients, customers, and the public.

If done well, it can make all aspects of your organization better, and help you reach your goals. If done poorly, your organization will always struggle to reach its potential, doomed by inefficient systems, unhappy employees, and dissatisfied customers.

What could possibly have such a profound effect on your organization?

Communication.

Here are just a few things you can start doing today to improve communication in your organization. And best of all they’re all free!

-    Learn how people prefer to communicate and use what works – some folks prefer a phone call, but some do better with an email or a text. If you know Matthew in accounting struggles to respond to emails because his inbox is a disaster, but he always answers the phone, don’t press send! Just call.

-    All things being equal, if you need to type more than a few lines, consider picking up the phone. No one wants to read a two-page email (much less a text).

-    Also understand there are different communication styles – some people like to know all the details and background information, others just want facts (preferably in a short bullet list). Personality tests like Myers-Briggs, or DiSC profiles can help, but usually just some experience with a person can tell you a lot about how they prefer to communicate.

-    “Bonus tip” – if you always seem to struggle communicating with the same person – conflicting styles are likely to blame. Step back a minute, look for these potential differences in styles and work out what you both need.

-    When leaving a voice mail, give your name and your number once at the beginning and again at the end - your listener won’t have to replay the message just to get your information. Do this even if you think they already have it. You never know if they have changed phones or lost your contact information.

-   Also, unless absolutely necessary, please be brief. State the reason you’re calling and suggest a time to reconnect. Having your half of the conversation in a two-minute voicemail is a waste of time. You will only end up repeating yourself.

-    Be responsive – with all the platforms, devices, and apps available there’s no excuse returning a message late (or not at all…yikes!). Phone messages should be returned the same business day and emails should be acknowledged within 24 hours.

-    But don’t let this capacity for availability be a curse. It’s your responsibility to manage your personal time - respond when it’s convenient for you to do so. If you’re busy, acknowledge the message and ask the caller to schedule a more convenient time to follow up.

-    Consider the content – digital communication is permanent. If you wouldn’t want someone to read it – don’t write it. Even if they’re not copied on the message – emails can be forwarded.

-     Try to figure out who to talk to before you simply throw darts and hope one sticks. You might be wearing out your “go-to” source with questions that others could answer.

-    Talk to your clients, your prospects, your colleagues, even if the topic is unpleasant. Don’t hide at your desk, hoping the problem will solve itself before the phone rings. Make the call, they will appreciate hearing from you.

-     Above all, just do it– plain and simple. A rule of thumb – if you think you might need to talk to someone, then you do.

Copyright J Ryan Duddleson 2014. All Rights Reserved.

Who Owns the Past?

Our memories are some of the most personal and unique things we can possess. We may share common experiences with other people, but the idea that memories of our own past could belong to anyone else seems ridiculous.

But what about the objects and places that shaped those memories? By providing a tangible link to the past, these items have meaning to the people who value them by evoking important memories, and can serve a powerful unifying function for people who share common experiences. They can also reach beyond individual lifespans to help people, families, and communities understand their past, and shape their identities.

These things may be owned – but can also be bought, sold, lost, destroyed or otherwise made unavailable – and due their very nature, often cannot be replaced if lost, permanently losing their association with the past and the people who value them.

Obviously the question of ‘who owns the past?’ is complicated, and lacks a single, tidy answer.

Nevertheless, after discovering a time capsule in Edwardsburg, Michigan, a man is asking this very question.

While restoring his home, Kerry Jones discovered a time capsule placed in the cornerstone of the former church when it was dedicated in 1892 (see the video here for a short news story). 

He is asking the public for help deciding what do to with it – he lists four options.

-      Sell it and keep the money;

-      Sell it and use the money for the current church, which has moved down the road;

-      Donate it to the historical society or the church;

-      Replace it and leave it for future generations.

Jones says he’s seeking input because the time capsule is part of the history of the community despite technically belonging to him.

At first this situation seems fairly straightforward – after all, a time capsule is meant for someone else to find. The people who placed it in the cornerstone did so imagining what the world would be like when it was finally opened. But what happens after the initial excitement of discovery? After opening the time capsule, who should decide what happens to the contents?

By asking this question, Mr. Jones realizes that he may own these objects, but not their history. Think about your own family heirlooms, about places that places important to you, or your family. It’s easy to imagine this items as our “own”, but many times we’re just caretakers, temporarily holding them until others come along to receive them, and their history.