The Hybrid Strategy

When thinking about moving to the cloud it’s very often portrayed as one or the other – Cloud or On-Premise.

And this is wrong.  There is a third market which has existed for some time that organizations may find themselves in for an extended period of time as they trial, test and validate before going from on-premise to the cloud.

The Hybrid.

The Hybrid is the world where some of your organization exists on-premise and some in the cloud.  It might not be a direct break between organizations or people, it could be a segregation of applications or channels of communication – asynchronous in the cloud, real-time on premise, data on premise, communications in the cloud.

Whichever the break, it exists and as a developer it’s a windfall of an opportunity for one very important reason.

The Developers who can build code that work on-premise and in the cloud and manage that dicey Hybrid world will be the winners as long as they are able to ensure that the customer experience never changes.  Sure it would hopefully get better as they transition to the cloud, but it should be seamless, effortless and simple.  It should not be a gargantuan task or undertaking that takes the company offline for 5 hours before coming back and realizing something was gone before having to fall back to the on-premise model.

The opportunity to not only build software that functions on-premise and on-cloud but also in a here and there scenario allows that developer to move past the current Cloud First strategies and into their own Customer First strategy which is infinitely more beneficial to your customer.

No Goal is Too Small

I like the process of making resolutions, keeping them, infinitely harder.

Some I am on track for keeping, some I am not.

Others I have written down because they are really important to me, others I have not (and by way of not doing so, I know they are not really that important to me).

One thing to remember is that it doesn’t matter the scale or size of your goal when you inevitably compare it with others.

Case in point – I read Mark Zuckerberg’s 2016 Resolution for this year earlier this week.

Whoa.

My big maker goal is to build an arcade during the summer (once the snow here melts and my garage is a lot warmer) I hope to start, maybe start planning around March.

On top of that there is some more drawing to do just to get up to par with some of what I follow on Instagram.

What my goals are might not change the world, but they just might change me and that is what you need to consider when you are creating your goals first before you look outside.

It’s Easy to Lead when things are going well

Of course it’s easy – things are going well – you have the perfect team, the perfect set of projects, you are flush with cash, your customers are happy – you are potentially on cruise control as your team is doing so well and perhaps looking beyond to other opportunities.

But when the chips are down…

Budgets have been slashed.

Too little resources, way too many projects that need to be delivered yesterday.

Customers aren’t dissatisfied but they are eager for that next release that is a few months behind.

Those are not easy conditions to try to lead through especially when your priorities begin to shift to morale and your team’s well-being.

But they are nothing compared to Shackleton’s Journey – that is leading through adversity and harsh, harsh conditions.  That takes strength and commitment to lead in that fashion and I would venture to say are much more stressful conditions then we often find ourselves under in most of our leadership work.

It’s easy to rip into someone when conditions are bad, the deployment has blown up, the customer is mad about the shoddy demo and make them feel like nothing despite having tried their best.  It’s a complete other to step back, listen to them, ask them the hard questions of what could have been done better, discuss the scenario and how it could be made better and have faith in one another that both will move forward to make it better.

No one is being let off the hook for bad performance at a bad time, you’re just not hanging them out to dry on the hook in the first place.

For a great book on Shackleton, see Leading at the Edge.

 

Trust the Process PostScript

Tip of the hat to the altMBA, my own PostScript after having written this morning’s prompt, er post.

So what happens when you cannot trust the process and by the process I mean the people?

Then you decide which path you need to go down – the path to find a new process that you can start fresh with and start trusting OR the process by which you stick with it and you commit to making something happen.  Notice the “you”, you commit to making something happen, you come up with the action plan, you make the effort and you judge yourself by your own efforts.  Not the efforts of others that you are waiting on to make something happen for you.

Trust the Process

There are times in life where you have to trust without knowing the end result.  Trust that the people leading you have only your best interests at heart.  That is very easy when you know all the twist and turns you are going to take to get from A to B and the road is laid out in front of you so you can see all the speed bumps ahead of you.

Not so easy, when you are starting at A, cannot see the road for all the fog and are not sure whether B is even out there.

I am not what I would call a very heavy process person, yes it’s necessary and yes it’s needed but I typically equate the level of processes I follow to that what is necessary to accomplish what must be done.  In other words…

Processes should not hinder People.

So if we need to Trust the Process, then what are we really trusting?

The People.

And that’s where the crux comes from, these people that maybe you have worked with for many years but perhaps have been thrown a new curveball to work through or perhaps it is your first interaction with a new team member or better yet a new coach.  Regardless of the role, you are now being asked to trust this person and the path they are leading you down – perhaps they have been down it themselves, perhaps they have lead others, better yet perhaps they are side-by-side with a lantern walking down the path with you, stumbling through the dark trying to find the right way.

So yes, you need to decide whether you can and will be able to Trust this Process and;

  • Not criticize when things go wrong.
  • Work with the Process (read: People) and not against it.
  • Take the curves hard, but learn how to handle them better the next time.
  • Lean into the Process (again read: People) and ask for support, suggestions, ideas and feedback.
  • Don’t engage in the back channels, bring them to the front and keep the discussion going.

As I write this, there are a slew of people gearing up for AltMBA3 January Sessions and I remember this phrase of Trust the Process when all around us we were trying to figure out what was really required, what does it take to get my post featured, how much SLACK collaboration should I do, what people’s backgrounds are, do we follow the same process each and every week, what should I have read, what should I be reading, you know I have a full-time job right?

In the end, like everything else, Trust the Process and know when I say Trust the Process – Trust the People – your team members, your coaches and your larger team.

Just as you should in every interaction of your daily life, Trust the Process and have fun doing it.