Blogging about Blogging

At my last few employers I used to blog regularly and encourage other executives to blog. I will be reproducing slightly modified versions of some of those blog posts here. This one, on the subject of executives blogging, was first published in 2014 and re-published in 2018.

Original Blog Post

To kick off my contribution to our blogging culture, I’m going to re-publish slightly modified versions of some of my old prototype blog posts. Here is the first.

Let’s Promote Internal Blogging

This is a blog post about blog posts. A meta-blogI never meta blog I didn’t like, if you will.

I’m going to (try to) publish some general personal and professional thoughts, in blog format, on a semi-regular basis.

Why am I doing this?

First, to experiment with and promote the use of various Social Software tools for informal communication, and to test their role in management communication. Although we have a Wiki (thriving in a restricted community), we don’t have an internal blogging culture, and I think we should. I’ve recently come from another department where, after some growing pains, blogging became a regular way that staff at all levels – from working level up to the Deputy Minister – shared their thoughts and opinions, and it enriched the organization in many ways.

Second, to exercise blogging tools, and identify technology and policy gaps. I believe social software is going to become an important communication tool for managers. (I understand it is already an important tool for technical and personal matters with many people; it takes time for technology to migrate up the seniority chain). I want first-hand experience with the various possible services and communications vehicles, and I want, when possible, to discover their inadequacies before our clients do.

In the case of blogging, for example, do we need a dedicated blogging tool, or is the web-publishing capability of the Wiki (which we need anyway) good enough? My previous experience leads me to believe that the Wiki alone isn’t enough – we need publication, aggregation, and subscription management capabilities that are specifically designed for blogs.

Some of the concepts I would like to explore include:

  • Is there value in having personal “what’s this person all about” commentary from senior management? Does it help staff relate, understand, and interact?
  • How does an executive share ideas, opinions, and experiences with a team in a way that is taken as just that – ideas and experiences from someone who has worked in a field for a long time – but is not taken as orders “from the boss”?

Why I Like Blogging

I write blog posts for the same reason I take notes that I will probably never read: It helps me organize my thoughts. I blog at home and occasionally write in a paper journal too. I’m not really doing either of those things with the expectation that anyone – even me – will ever read it; it just organizes and focuses the thought process. And I think that writing down thoughts that someone might read forces an internal quality-control process to start up, generating somewhat better thoughts.

As another reason, I’m a big fan of influence techniques. I would much rather plant thoughts, suggestions, and ideas that prompt people to discover their own solutions than simply give orders.

“Give as few orders as possible… once you have given orders on a subject, you must always give orders on that subject.”
           – Leto Atreides

I’ve always found it better to create the conditions, and provide clues and guidance, where people will make their own decisions, close enough to what I had in mind, and more motivating for those who did the creative work. I’m thinking the less formally structured, more personal nature of blogging might be conducive to this kind of guiding, shared-experience communication.

Finally, I find blogging to be a great tool for advice & mentoring: it’s a non-threatening way to provide coaching and advice to an anonymous audience. I can share thoughts and experiences such as “here is a process or approach that has worked well for me”, and others are free to think, “I’m going to try that” or, “what an idiot”, without embarrassment.

Why I Think Managers and Executives Should Blog

See the above. We all know (or should) that communication is critically important. Different people are best reached in different ways, and managers should use all the communication vehicles open to them.

It’s especially important when we consider demographics. Many senior managers and executives are “persons of an age”, while many new recruits are one or more generations younger.

We’re now hiring and leading people who

  • have had online threaded discussion capabilities their entire lives;
  • have never subscribed to a newspaper;
  • expect all web pages to have a “reader comments ” section;
  • don’t have a fixed, landline telephone;
  • elect politicians based on comments in FaceBook and Twitter.

Social media is how a growing segment of the population, especially the kind of workforce we are trying to attract and retain, communicates. Senior management needs to learn to use those tools.

Issues Needing Attention

There are, of course, some concerns and issues that need attention. I consider these just that – issues that need attention, not reasons why we should not do this. I’ll ask various policy centres to look into these. Some examples include:

  • What is the official records status of blogged communications such as this entry? Is what I’m typing right now an official record? (I think not) An official communiqué? Is saying something in a blog post an official decision? (No.) Guidelines are needed on the things for which blogging is or is not an appropriate communication vehicle.
  • What kind of information management is appropriate? Is this post subject to ATIP? Should it be in the records management system? Classified how?
  • How do Official Language requirements apply? Can people blog in the language of their choice, and can commenters reply in the language of their choice? (Yes to both.) Do blog posts have to be in both official languages? (I don’t know but that is the practice we are establishing.) Do people who want to comment on blog posts have to do so in both official languages? (l hope not – it would reduce the spontaneity of comments.)
  • How do we handle Security and Need-to-Know concerns? There are certainly people – possibly a lot of people – who should not be blogging about what they do, even on an internal secure forum. But I can’t accept the notion that, because of those legitimate cases, no one should blog about anything.

There’s nothing like a real test case to help work through some of these important issues.

I applaud my colleagues who have started blogging, and I encourage others to do so.

– Richard


Thoughts on Mentors and Mentoring

At my last few employers I used to blog regularly and encourage other executives to blog. I will be reproducing slightly modified versions of some of those blog posts here. This one, on the subject of Mentoring, was first published in 2014 and re-published in 2018.

Original post follows

I thought I’d share some thoughts on a topic that has been the subject of several conversations recently: Mentors.

Most people would benefit from having a mentor, and many people would benefit from being one.

What follows are my thoughts on what I think is an important part of management, not specifically on the department’s mentoring program.

… which makes me think it’s worth taking a moment to define what I mean by the term mentor, because I don’t mean just specific processes that may exist for formally having a mentor as part of a professional development program, although those programs are an important part of mentoring.

Graphic showing various aspects of coaching

When I use the term “Mentor”, I mean any process of establishing a trusted confidant relationship with someone with whom you can discuss career and life issues and from whom you can receive feedback or advice. The mentor is usually assumed to be senior to you (in age, rank, or experience) but that’s not at all necessary – all that’s necessary is that they have some experience, skill, knowledge, or perspective that you lack, and that they’ re willing to discuss it. I do think, however, that it’s best that your mentor not be in the chain-of-command above you, otherwise the line between giving advice and giving direction gets blurred and confusing.

I sometimes encounter people with the concern that, “so-and-so would be a great mentor except for this one aspect of their personality that I dislike.”

This is one of the key things about making good use of a mentor: realizing that it is not about copying the person in question, and most certainly not about copying everything about them. Learn their perspective or habits on things, then take what you like and ignore what you don’t.

It reminds me of the theme of a classic set of old Jokes, which go along the lines of

“go meet so-and-so, find out what they would do, and then don’t do that.”

Those are good jokes but probably not useful advice because not doing something is not an action (or not a usefully specific one), and not doing a thing is no guarantee that you will avoid an outcome that happened to someone who did that thing. So, plan to use your mentor to help you work out what you’re going to do, not what you’re going to not do.

Since I’m emphasizing that the relationship doesn’t have to be formalized and bureaucratic, maybe I’m using the wrong word. Maybe I mean muse or role model or inspiration.

In fact, they don’t even have to know they’re your role model – you can observe and learn from someone without their knowledge. That, I think, would be outside any reasonable definition of “mentor”. Maybe the word “mentor” should at least be restricted to the cases where the coach is a knowing and willing participant in the relationship. Anyway, mentor will do.

Use Mentors Well

Two people having an in-person discussion

Of course, just having a mentor won’t actually do much for you. You need to use the mentor. Some thoughts on using your mentor well:

  1. Build a Relationship: Ask the person in question if they’re willing to be your mentor. They’ll probably be flattered, they’ll probably say yes, and they’ll probably help set some expectations about how available they can be and what they may or may not be willing to discuss. As part of this conversation, be prepared to explain “why them?” What are you hoping they can do for you?
  2. Expect confidentiality, and give it in return: It goes without saying that you’re expecting your conversations with your mentor to be confidential – but that means you need to do the same, and not share with others things they share with you unless that’s clearly OK.
  3. Someone being your mentor doesn’t make your career development their problem. Don’t sit back and wait for them to call you with advice – you need to take the initiative to book meetings, bring up topics, and ask for help and advice. (As an exception, they may have agreed to watch for certain types of opportunities for you, but you initiated that and it needs to be clearly understood.)
  4. Have regular meetings and give them advance warning, if possible, of what you’d like to discuss so they have time to prepare thoughts. But expect schedule pressure – frequent rescheduling, etc. Mentoring you is competing with operational pressures for the use of their time. A person with few demands on their time, who is readily available, and whose schedule never changes is probably not the one you want as a mentor.
  5. Don’t necessarily expect advice. Sometimes just having an intelligent person listen attentively, and perhaps ask some clarifying questions, while you describe a situation you’re struggling with is all you need.

Be a Mentor

Mentor/Mentee conversing

On the other side of the coin, I can’t stress enough how valuable it is to be a mentor when you can

  • Managers: it’s your job.
  • Non -managers who are experts at something: it’s your responsibility.
  • And everyone: it’s good for you Ask anyone who teaches or coaches, especially if they teach adults, and they’ll tell you they learn as much or more from the relationships as their students.

Senior and experienced people are probably already mentors and good at it. For people who are new to being a mentor, I offer some thoughts on this role:

  1. Establish ground rules. What can your mentee (is that a word?) expect from you? Promise confidentiality but not concealment – if you learn something that you must deal with, you don’t want to have promised that you won’t.
  2. What you’re initially offering is availability not advice. Your mentee may not need anything more than an audience or a sounding board.
  3. Listen actively. Ask clarifying questions, and ask questions that may lead the mentee to think of their situation in different ways.
  4. Offer advice if asked. If not asked, ask for permission first.
  5. Make it personal. They came to you for a reason. What has happened to you that is relevant, what have you done, what might you do in this situation?
  6. Don’t mess up the chain of command. Don’t let mentoring meetings become out-of-band channels for business decisions. You are offering advice and guidance for employee development, not influence peddling for business decisions. This is why I generally discourage mentors from being in the reporting line above their mentees – it’s too easy for advice to be taken as overriding an intermediate manager’s direction.

Things I’ve Learned from Mentors

I’ve had some good mentors who have made a big difference to my life, more to follow.