Negative Personal Flexibility

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As for having evermore business flexibility, having evermore personal flexibility isn’t necessarily good. On the later, seeking ever more friends to build your personal network means spending less time supporting the friends you already have. Trying endless activities gives you a life of rich, but shallow variety (think of sampling many kinds of sweets in a sweet shop, rather than having one satisfying meal instead).  Encouraging your children to do what they like, eventually leads to some bad outcomes. Paying for ever more features and options becomes expensive and counter-productive. Committing to help in areas where the workload fluctuates wildly (or going beyond healthy lifestyle choices) won’t have a happy ending for your health.

So is there an optimal level of personal flexibility – enough to give someone a rich and rewarding life. But not enough to exceed the limits of their health or good reputation?  Probably. All we can do is try and figure out if having more personal flexibility is an improvement over the current state.

The point after optimal personal flexibility might be a gradual decrease in benefit. Or a dramatic decrease. This is a fascinating area worthy of future study, to see if certain kinds of personal flexibility generally drop away fast/gradually on any kind of predictable basis.

However, because the subjects of business and personal flexibility are still emerging, the research hasn’t been done. The nearest we have are economists look at marginal utility and finance professors who look at the value of options held.

Because personal flexibility is a wide subject and since flexibility can take many forms, all we can do is monitor for negative flexibility at a personal level, until theory catches up with reality.

Simon

Options and Plan Flexibility

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Options Flexibility is having one master plan, but deliberately developing a number of tactics to achieve it, not just relying on one tactic. Sports teams often win games by changing their tactics during the game. Under dynamic competitive conditions, so do companies.

A student who wanted to enrol at a university but not incur a high student debt (tuition and accommodation debt) might consider each of the following tactics;

  • Work first and save to pay their fees.
  • Study and work part time together.
  • Get their employer to sponsor them while they study (cadetship/apprenticeship).
  • Start a small side-business to partly fund their studies.

Plan Flexibility is having several master plans at once. That way if one fails, you can activate another one quite quickly, because the options you’ve built up already, work well for each of your master plans.

The master plans might be to be the best ‘you’ that you can be & be the best partner you can be. By building up a strong personal network of trusted friends, generating goodwill with your partner’s family, taking some personal development courses and/or doing some activities outside your comfort zone, you’ll build confidence, insight and skills. These things give you options to help you achieve both or either master plan.

Someone might reach a ‘watershed moment’ where they need to move from Options Flexibility to Plan Flexibility. For example, becoming a refugee and having to flee their native country. Deciding whether to come out, or finding they need to change career.

In any case, when conditions are especially uncertain, or likely to change rapidly, why not boost your personal flexibility by using both Options and Plan Flexibility together?

Simon

Surfing the ups and downs

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Surfers know about staying on their board to ride out the lows and enjoy the highs. Breaking right or left when the opportunity arises. Surfing away from danger if they spot a shark in the water.

How can companies or staff use flexibility to stay sustainable through boom & bust cycles? For companies, buying up distressed assets and companies in an economic downturn isn’t the only game in town. With companies desperately shedding cost by laying off staff, the downturn is a golden opportunity to pick up experienced talent in plentiful supply. Likewise for staff, stay open to new opportunities from those companies wanting the good people.

In the downturn, if they can’t justify hiring operations staff, firms can hire more developers instead, to deliver for the next bull run. Or better still (in a flexibility sense), acquire staff who develop in the downturn and do operations/marketing in the boom. For staff, think about widening your skills from operations into development and marketing too.

In a downturn, business ethics are tested by fear, not greed. Whether boom, bust or in between, staff can work hard to join up their personal morals with the business ethics of the business, to keep the customer love alive and thriving.

Finally for staff, if you’re not involved in development innovation (team leaders and middle managers), try to catch the eye of senior management, by helping them develop real options for the company’s future. For the company, having both innovations and real options is the equivalent of riding the surfboard through the ups and downs both.

Simon

 

Management and Leadership

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On environmental pollution, managers collect rubbish and send it to landfill sites. Leaders ensure consumer products are biodegrade.

On Brexit, managers coax passengers into making the trip. And pressgang the rebels on to any boat that floats. Leaders engineer the journey of a lifetime, on a robust, spacious ocean liner, designed to make the journey trouble-free.

On housing, managers write up the waiting lists, set the criteria for allocation and fix the rents. Leaders spread the jobs regionally, deliver modular housing units for the masses and reform planning regulations to fast-track construction.

Managers push sentiment change to get regime change. Leaders keep suggesting reform of unpopular practice, until the weight of popular opinion drives mass momentum towards a useful outcome.

Managers create a one door pathway. Leaders create a many door environment for followers to choose from.

Managers move movers & shakers to move forward. Leaders shake shakers to shake movers forward.

Managers downplay rigid to progress. Leaders practise flexibility to progress.

Simon

Looking forward

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True flexibility makes options. It also leaves the options not chosen, available for later use.

Arguably we all need to be futurists. Embracing flexibility will make futurism less daunting.

Are dairy farmers a model for how man-machine partnerships should work? Dairy farmers made hay and mud bricks until they discovered milk production was more lucrative. Cows are the intelligence that convert grass into a substance that gives our physiological systems the ability to be more healthy and act in smarter ways. The rest is up to us!

The best markets have the greatest flexibility. Both in trading and in regulatory compliance.

In the same way data security software monitors data networks, automated regulators need to monitor market trading and evolve as fast as markets evolve.

Regulatory agents aren’t there to impede trading per se. But to limit the task of their peers in welfare means-testing (or UBI) for parts of the community that markets don’t reach.

AI needs to become an acronym for assisted initiatives, absent inequality and augmented innovation.

Simon

Personal Flexibility Acronym

P=Plan flexibility (Plan A, Plan B, Plan C).

E=Enlist support & ideas. Good ideas come from anyone, anywhere, anytime!

R=Rotate when you need to. Rotate, Reset, Relax.

S=Select amongst style & substance flexibility.

O=Options management. It’s as important as accumulation.

N=Name your epitaph. What do you want to be remembered for?

A=Analyse the situation. Unless you want to rely on dumb luck!

L=Lay out encouragement and praise like a new carpet. You might get a magic carpet in return!

 

F=Flexiscribes & flexitypes to flex your flexibility.

L=Limit your pessimism, limit your downside, limit your limitations.

E=Explore new routes. Life’s meant to be a great adventure.

X=X on the trade-off spectrum.

I=Invest, invest, invest in more options.

B=Brace for impact, brace for success.

I=In it for the long haul.

L=Leverage for impact. Small lever, big technique!

I=Initiative & innovation.

T=Turn to & tune up the talent of the team.

Y=You are never surprised the way you surprise yourself!

 

Simon

 

Complexity and Personal Flexibility

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As our lives become more VUCA (volatile, uncertain, complex and ambiguous), personal flexibility can be helpful as a coping mechanism. It gives us piece of mind and options.

Eventually, many of us will encounter certain life events like; retirement, moving countries, or ‘empty nest’ down-sizing. Such events might help us shed cost and excess physical capacity.  But not necessarily the life complexity we’d like to simplify.  How so?  We can anticipate that downsizing will likely be undermined, when complexity compliance acts as a brake. One simple example is that empty nest parents don’t stop being parents (or offspring of their own, perhaps ailing parents), just by downsizing their house, after the kids leave home.

So how can we achieve matching, so that downsizing and simplifying the complexity of our lives go together?

Using personal flexibility as a tool to alter the complexity before downsizing is one avenue to explore. On this, we can take inspiration from our own brains. Each night, our brains exhibit personal flexibility, in relaxing the body (reducing the complexity of physical activity) in preparation for sleep.

Another personal flexibility example is time flexibility – buying time to reduce complexity before we downsize. For example, hiring specialists to help us ‘get our affairs in order’ and simplify the maintenance time required.

Reducing complexity and downsizing together is another option. For example, we can build up a passive income portfolio, to replace the need for us having to work a 40 hour week, therefore downsizing the number of hours worked. And the complexity of handling a full-time job.

Regarding complexity, in the same way that households and wage earners have fixed & variable costs to pay for, (think of rent/mortgage payments and food bills respectively), complexity can also be described as fixed or variable. There is however no direct relationship between cost type and complexity type – you can have any mix of both. But in a VUCA environment, some combinations are likely to be more troublesome than others. For example, high fixed cost, high life complexity.

Some examples of fixed complexity in our personal life are as follows;

  • the number of family members in our immediate family group,
  • the number of places we can physically be at any one time,
  • regular bill paying tasks each month e.g. utilities and rent/mortgage.

Some examples of variable complexity in our personal life are as follows;

  • the number of key relationships and purchases we manage each month,
  • the range of improvements we try to make each month,
  • the range of disagreements or arguments we have each month,
  • the number of crises we face each month.

Personal flexibility thinking is about designing both costs & complexity to be as variable as possible, regardless of our (own perceived) level of expertise, other people’s dependency on us, our career success, or our bank account balance.

Why is variable complexity in our lives desirable? Fixed complexity doesn’t stay fixed forever, so by coping with variable, we can cope with fixed complexity (inevitably) becoming variable. Assuming fixed complexity may lead to complacency and stop us looking for improvements i.e. personal growth opportunities. Some types of fixed complexity in our lives may be an illusion. When the unexpected occurs, for example our teen or adult children bring home a partner and behave differently in the partner’s presence, this reminds us not to make assumptions.

Simon