I have to say this article about people’s frustration with passwords made me laugh—probably not the desired reaction.

I sent it to a friend and he said he related and asked why I didn’t.

When I told him I had a simple way to handle passwords he was incredulous and demanded I explain.

I did and his response was that I should share it here, because it would make people’s lives easier.

Who am I to argue? In the interests of making your life easier here are my so-called “secrets.”

The first thing to recognize is that all sites requiring passwords are not created equal, so I divide them into three categories.

1. Serious security for sites where being hacked has serious implications, such as your bank.
2. Moderate security for sites where hacking means being hijacked and can cause hurt your reputation and cause embarrassment, such as social networking sites.
3. Light security for all those informational and even subscription sites, such as NY Times where being hacked has no repercussions.

I use the same password for all the sites in the third category.

The second category depends partly on the site’s requirements, but I have a simple formula.

Let’s say it requires upper and lower case, a number, a symbol and is 11-14 characters long. “Zeusis#1god” has 11 characters and is easy to remember. Plus, you can also write it down as a word sentence and who’s going to know it’s a password?

For category one I mix up more numbers and symbols, for example, “I’m@659Park#27” has 14 characters.

No, that is not my address, but you can use a real address if it helps, just choose one that has no apparent connection to your current life, but is easy to remember; for example, your Aunt Lizzie’s home when you were a child (assuming she doesn’t live there now).

In the article people complain about the security questions, such as your first kiss, etc.

I don’t remember any stuff like that, but who says you need to? You can put any response you want as long as the question will trigger your memory.

So the answer to ‘my first love’ becomes Oreos or NY Nut Fudge. It’s not like they check your answers.

They can ask anything they want and you can interpret it any way you want. Passwords do not require honesty.

What about writing them down?

I have my Ameritrade account number and password written down, but not all together. The Account number is in two pieces in two unconnected places. Same with the password.

And if you do keep a list and someone breaks into your home passwords will be the least of your worries.

I hope this helps you as much as it helped my friend.

Flickr image credit: Paul O’Rear

An engineer friend sent the following story because he knows I’m an evangelist for KISS** and this is such a great example of it.

A toothpaste factory had a problem: they sometimes shipped empty boxes, without the tube inside. This was due to the way the production line was set up. Small variations in the environment (which can’t be controlled in a cost-effective fashion) mean you must have quality assurance checks smartly distributed across the line; otherwise you will have disgruntled customers at all points.

Understanding how important that was, the CEO of the toothpaste factory got the top people in the company together and they decided to start a new project, in which they would hire an external engineering company to solve their empty boxes problem, as their engineering department was already too stretched to take on any extra effort.

The project followed the usual process: budget and project sponsor allocated, RFP, third-parties selected, and six months (and $8 million) later they had a fantastic solution – on time, on budget, high quality and everyone in the project had a great time. They solved the problem by using high-tech precision scales that would sound a bell and flash lights whenever a toothpaste box would weigh less than it should. The line would stop; someone would walk over and yank the defective box out of it, pressing another button when done to re-start the line.

A few weeks later the CEO checked the ROI of the project: amazing results! No empty boxes shipped out of the factory after the scales were put in place. Very few customer complaints and they were gaining market share. “That’s some money well spent!” he thought, but before closely checking other statistics.

To his consternation, the number of defects picked up by the scales after the first three weeks of production use was zero, where as it should have been picking up at least a dozen a day, so maybe there was something wrong with the report.

He filed a bug report and after investigating the engineers came back saying the report was correct; the scales really weren’t picking up any defects, because all boxes that got to that point in the conveyor belt were filled.

Puzzled, the CEO traveled down to the factory to see for himself the part of the line where the precision scales were installed.

A few feet before the scale there was a $20 desk fan blowing the empty boxes out of the belt and into a bin.

When the CEO asked a production worker about it he got this response, “One of the guys put it there ’cause he was tired of walking over every time the bell rang.”

While I agree that this is a great example of KISS it also highlights another piece of management idiocy.

How many times have you seen a similar story play out not only in manufacturing, but also in development, marketing, finance, sales and especially administrative areas?

How much money is spent every year on expensive consultants and external specialists while the actual workers are never asked for solutions?

Why haven’t more bosses learned that solutions can come from anywhere and listen to all their people?

Of course, workers’ solutions wouldn’t be described in multisyllabic words in bound in custom folders on heavy bond and presented in a darkened room using impressive power point slides by ego-stroking consultants.

Mostly, they would just work.

** (Keep It Simple, Stupid!)

Flickr image credit: L Gnome

There is much written about the importance of authenticity and trust when it comes to engaging employees and developing culture.

Enough, in fact, that you could spend years trying to digest it all.

So I thought it would be useful to offer up some very basic advice (often attributed to Frank Outlaw, the Josephson Institute can find no proof of him as the author).

Watch your thoughts, for they become words.
Watch your words, for they become actions.
Watch your actions, for they become habits.
Watch your habits, for they become character.
Watch your character, for it becomes your destiny.

This common wisdom is the kind of thing you can print out and keep as a mantra.

Best of all, it applies equally to individuals, companies and other organizations.

Flickr image credit: http://www.flickr.com/photos/zedbee/103147140/

Whether you are a in a position of leadership, one of the go-to people on your team or on the lowest rung of the ladder you need to know about emotional contagion and how your moods affect those around you.

Although much of the research has focused on bosses, everybody is a carrier and anyone can ignite an epidemic.

There is documented evidence for what all of us who have been exposed to “glass half empty” people already know—negative emotions can bring a group down faster than bad ventilation during flu season, whereas a sunny outlook can lift us beyond what is reasonable.

Yes, it’s difficult to be upbeat when you walk out of a meeting with an enraged client, or a design review for a project about to go over budget or a difficult conversation, but if you don’t you’ll bring down those around you and that can blow off an entire day, week or even longer.

For decades, I’ve used a simple approach learned from a book by Napoleon Hill and reiterated by others in various forms.

“Act enthusiastic and you will become enthusiastic.”

Sounds simplistic, but often simple is best—you’re not trying to solve the cause, but to mitigate the effect.

That means you need to stay aware of your own mood.

Long ago I realized that judging my mood based on its effect was a bad idea—by the time I had the feedback the damage was done.

After a lot of trial and error the easiest and most accurate method I’ve found of catching my mood early is to stay conscious of my facial muscles, wrinkled brow, smile, frown, etc., because my muscles react long before I’m aware of the mood that is affecting them.

I’m not sure why it took me so long to realize that, except that the obvious often zips right by us.

Image credit: alasis on flickr

Three great interviews sharing what to do and one commentary on the opposite.

Do you long for simplicity, especially in software? Jason Fried built his company 37Signals because he hates complexity. Read more about his attitudes in Inc’s excellent article, you may be surprised.

Next is the story of and an interview with Steve Chang, co-founder and chairman of Trend Micro. Learn why two failed startups didn’t dampen his entrepreneurial fire and what drives him to innovate.

I love this interview with William D. Green, chairman and C.E.O. of Accenture. He tells his first training seminar as a manager where he was told the 68 (no joke) things he needed to do to be successful; Green decided there were just the three Cs.

The first is competence — just being good at what you do, whatever it is, and focusing on the job you have, not on the job you think you want to have. The second one is confidence. People want to know what you think. So you have to have enough desirable self-confidence to articulate a point of view. The third thing is caring. Nothing today is about one individual. This is all about the team, and in the end, this is about giving a damn about your customers, your company, the people around you, and recognizing that the people around you are the ones who make you look good.

I don’t follow sports, but Wally Bock’s offers a comprehensive commentary on the amazing unprofessionalism of Brian Kelly, whose actions are a case study on the fastest way to trash your people. But I wonder how many people will actually find them offensive or just shrug and say no big deal.

Finally, the ongoing sex scandals of the Catholic Church have offered up some of best examples of how leaders dance around the truth, never really admitting their errors even when they claim to be sorry. Cardinal Egan is a Church leader who has danced for decades before his house of cards comes crashing down, but even now he hasn’t stopped dancing—or blowing smoke. When will those in power understand that an apology means nothing when the deed is diluted, denied or rationalized.

Your comments—priceless

Don’t miss a post, subscribe via RSS or EMAIL

Image credit:  nono farahshila on flickr

I’m a coach, so I spend a lot of time discussing challenges and situations and then offering ideas, suggestions and, sometimes, specific advice.

I do my best to jar my clients’ thinking, not necessarily to have them follow my lead, but to nudge them out of their comfort zone and into a more creative space.

Basically, I’m a bit lazy in as much as I don’t do any more than is necessary and I avoid complexifying anything.

So when I do offer specific suggestions they’re based on what I consider common sense and are aimed at simplifying whatever is involved.

I often get a ‘wow!’ reaction and lots of excitement.

When asked, I explain the basis of my thinking and suddenly the reaction becomes ‘that’s simple, anyone could think of that’.

It’s a lot like magic tricks. They’re very impressive when you see the magician do them on stage, but when you know how they are done they often become drab and mundane—the magic is gone.

As a result, I’ve learned to keep my mouth shut; I don’t add a lot of mystique, because it feels like a con, but I don’t have to say that my mind always goes for the simplest approach possible because essentially I’m lazy.

So the next time you’re faced with a challenge try looking for the simplest way to solve it and wow those around you with your brilliance.

Your comments—priceless

Don’t miss a post, subscribe via RSS or EMAIL

Image credit: brenbot on flickr

Communications are all important to the smooth running of anything involving people.

Obviously this includes business, since companies are no more than an affiliated group of people committed (in varying degrees) to progressing towards the same goal.

Brian R Nichols provided a quote that is a great overview of this in a comment he left,

“Simple clear purpose and principles give rise to complex intelligent behavior. Complex rules and regulations give rise to simple stupid behavior.” –Dee Hock (Visa founder)

There is no question that this is true as proved by the next two quotes from opposite ends of the clarity spectrum. Follow the first and you will be reviled by your colleagues, but implementing the second will make you both loved and influential.

The first is a superb example of what not to do from an organization that has demonstrated throughout its existence a brilliant ability to obfuscate in all its communications.

“Passive activity income does not include the following: Income for an activity that is not a passive activity.” –IRS form, Passive Activity Loss Limitation

The second is a bit of brilliance from a guy (pun intended) I hold in the highest regard. It’s just too bad more people don’t follow this particular advice.

“I think that no one, or very few, are born as good presenters. It’s a skill that you learn. The key is the 10/20/30 rule: 10 slides given in 20 minutes using no font smaller than 30 points. If people just adhered to this rule, they would double or triple the quality of their presentations. Less is more when it comes to pitching. You cannot bludgeon people into believing.” –Guy Kawasaki

But as important as communications are, never lose sight of the following:

“Organization doesn’t really accomplish anything. Plans don’t accomplish anything. Theories of management don’t much matter. Endeavors succeed or fail because of the people involved. Only by attracting the best people will you accomplish great deeds.” –Colin Powell

Your comments—priceless

Don’t miss a post, subscribe via RSS or EMAIL

Image credit: assiewin on sxc.hu

I’m a simplifier; more than that I really dislike complexifiers, but, sadly, their numbers seem to be increasing daily.

In work situations especially adding complexity is a way to demotivate the people around you (above, beside and below) and set everyone up to fail.

Sometimes what sounds like complexifying turns out to be just poor communications once you sort your way through what was said.

But there are a number of folks out there who honestly believe that complex equals smart and simple equals dumb. If that’s the case give me dumb every time.

Complexification isn’t a minor problem and often leads to major difficulties—think complex products like derivatives, Windows, phone menus in which you can get lost for days, low productivity, poor morale—the list is endless.

Here are four ways to know if you’re a complexifier

• Are you met with blank looks when you describe something?
• Is “huh” a typical response to what you say?
• Do you frequently have to repeat what you say?
• Are you constantly asked to explain what you mean?

And here’s what to do if you find you are one

• First decide whether it’s what you mean or how you think.
• If the problem is how you say it, i.e., the communications, take advantage of this post and if you want more help give me a call me at 866.265.7267.
• If it’s how you think then you need to look at your MAP (mindset, attitude, philosophy™) and identify why you prefer difficult/complicated/elaborate/intricate/convoluted/confusing
• Changing MAP is a process that requires developing a special type of awareness

The great thing is that it’s always your choice.

Now a quick note about simplifying.

Brian R Nichols passed on a great idea in his comment on last week’s Ducks In A Row: A Tool To Make Reviews And Management Easier.
Here it is in Brian’s own words.

“The GSA looks like a good simple tool that I’ll have to try. Another simple tool I got from one of my former bosses is what he called a significant events log. It is basically a diary for each subordinate kept in an Excel worksheet. Both positive and negative comments are entered as warranted. It helps funnel the entire year into the review, not just the successes or failures of the moment.”

Call it an SEL Funnel; it will make your ongoing feedback and reviews even simpler while preventing selective memory from rearing its ugly head.

Your comments—priceless

Don’t miss a post, subscribe via RSS or EMAIL

Image credit: flickr