about to lift

The Rule of Nines

Seems like everyone from President Abraham Lincoln to Captain James T. Kirk of the
Starship Enterprise has addressed this one particular topic, and it’s a good one. A real
keeper of wisdom. But perhaps the simplest rendition of it is the Rule of Nines. It goes like
this:

You can probably do a thing, but it may take nine times the effort you thought it should.

philosopher

Roger that. The philosophers might call it persistence, perseverance, endurance – and those
are all true. Ron White once captured the opposite as “There’s a lot of quit in that boy”.

But there’s more to it than a simple acknowledgment and smile at a burden we all share. It’s
also the cause for those unexpected times we find ourselves throwing our hands up in
disgust and declaring “forget this!”, or words to that effect.

nope

It has to do with expectation. We may have been putting a job off for a while, then one day
in a burst of inspiration and goodwill, we undertake to do it. We set aside the $200, the 4
hours of time, and get started.

Ten hours later, as we pass $500, we suddenly get this flash of exasperation and quit. And we
may even be pretty angry about it. It doesn’t seem fair. We DID put out the necessary time
and money and goodwill to do it. And it STILL isn’t getting done.

resources

Rule of Nines. On other projects, we might allocate $50,000 and a year’s time. So it’s not
like we don’t have the resources – it’s just that we didn’t expect to have to use so MANY
resources on THIS small project. That’s the lethal factor. The betrayed expectation.

It takes another big dose of goodwill, and humility, acquiescence, but we CAN re-classify
this project as a bigger endeavor, and re-approach it with the now-recalculated time and
money and go at it a second time. Usually that works and we get it done. But, by the time it
is done, often our disgust at what it took to do this “simple” thing is such that we don’t even
enjoy the success. We feel like, at these prices, it better be done – and frankly ought to
double as a washer and drier too. And serve coffee.

rock-not-yet-in-shoe

So the Rule of Nines is that rock in our shoe – being aware of it is the best defense.

You can probably do a thing – but it may take nine times the effort you thought it should.

management and labor tension

Reducing Management/Labor Tension in Emergency Services Promotional Testing

What if they gave a war and nobody showed up?  Why would nobody show up?  Because their grievance went away.

In promotional testing Management wants two things and Labor wants two things.  All we have to do is set it up so each group gets their two things.  So what are those?

Management (Chiefs, HR Directors, and Civil Service Commissions)

  1.  Hire the best and brightest
  2.  Not get sued every time

Labor (Union Leaders, Union Members, Police Officers, Firefighters, and EMTs)

  1.  Be chosen for merit – not who you know
  2.  Ensure diversity

 

one way protocol

All four of these needs can be met by following a certain Protocol, elaborated in the book Emergency Services Personnel Testing Practices (excerpts used here with permission).  They are:

  1. Decide on book list, SOPs to be included, other sources, and in what percentages.
  2. Decide on the other factors that will affect score (time in service, time in grade, veteran status, etc.)
  3. Decide on instruments to be used – written test, assessment center, drillfield exercise, oral interview, psych testing, etc.
  4. Identify any desired demographic goals – (increase % of one group or another)
  5. Identify and assemble Stakeholders – Chief, HR, Union, Fire Commission, etc.
  6. Present plan to them, and require their approval.  Give them time to consider it, make suggested changes, etc., but in the end,  everyone must sign off.
  7. Execute the plan.

By presenting the plan to the Stakeholders BEFORE testing, and allowing everyone their input, there can be no reasonable challenges AFTER testing – when the results are known, and people might be tempted to lodge challenges more because of their low score than a genuine concern for the integrity of the process.

smoke filled room deal

And, truly, everyone’s needs are met:

  1. The best and brightest are indeed chosen (if the testing instruments themselves are sound)
  2. Management is far less likely to face challenges, grievances, and/or lawsuits afterwards
  3. Candidates are indeed selected on demonstrated merit, not smoke-filled rooms
  4. Diversity is ensured – in large part because that element was made public as a goal in the plan, up front.

 

Thumbs Up

People who are getting what they want have no motivation to fight.  What if they gave a promotion test and no one grieved it?  What if?  Find out.  Follow the protocol.

public speaking

Fear of Public Speaking

  1. Most people have a fear of public speaking.
  2. There is something you can do about it.

This fear, apparently the second most reported fear, can range from mild anxiety to debilitating terror.  Most, as in 99% or more, of people have it.  That includes even accomplished public speakers, actors, even teachers.  So what’s to it, and what can we do about it?

As to what’s to it, who cares, really.  Like knowing the name of some disease, so what, really – can we do anything about it, is the question.  Still, to put it briefly, what’s to it is that we are focused on how we appear, what people will think of us, and how can we possibly be equal to all those faces in the audience.  Surely some are snorting, either overtly or quietly, at how stupid we sound.  We are stung, like bees, by these darts of self-consciousness, embarrassment, feelings of inadequacy.  Right, that’s the problem.

fear

The answer lies in one simple realization.  This is not an event happening to US.  It is an event happening to THEM, our audience.  We think they’re all focused on us, how we look, whether our fly is zipped, whether we make odd facial gestures, sweat, have our hands in our pockets, don’t have our hands in our pockets, etc.  It’s just not true.

Think about when you are in the audience.  The speaker comes on, with some glowing introduction usually, and we’re lucky if we even hear the person’s name, and usually couldn’t care less.  We’re there to hear the content.  We have just come from some other activity, and we have someplace else to go when it’s over.  Think about a teacher in a class, for example.  Unless the guy’s holding a live chicken in his hand or something, we don’t notice a thing about him.  How he’s dressed, how he stands – nah.  As long as you can hear him, and he doesn’t sound overtly psychotic, we focus on the content, what he’s saying.

Be like a waiter when speaking

As speakers, we are like the waiter bringing lunch to a table.  They may see us, but they don’t see us really – they are there for their lunch.  As long as we bring the right things, put them down in front of the right people, and don’t pour a pitcher of beer down someone’s front, they don’t notice us at all, and forget us in the next second.  They’re there for their lunch.  We are completely incidental.

So it is as speakers.  We are there to deliver a product to them, our speech content.  As long as we speak clearly, on topic, and don’t say anything bizarre, we are practically invisible to them, and so it should be.  Do we notice the lighting guys at a theater, directing the spotlights around?  Or the sound guys at a concert, without whom nothing could even happen?  No.  Not a bit.

As speakers, we are simply delivery people.  Our job is to deliver this product to them in such a way that it is clear, timely, sensible, and to the point.  Some speakers spend ten minutes talking about themselves, by way of introduction.  Others veer off onto anecdotes about what happened to them in Brazil one time, etc.  Unless the story is somehow highly relevant to the point, we don’t care, do we.

In fact, that is annoying to an audience.  They truly are NOT there to evaluate you or get to know you.  If you inject that, it is annoying, distracting.  THEY don’t care about you, how you are feeling in that moment, what nervousness you may have, that you had to do pushups beforehand to relieve anxiety, none of it.  They are interested only in what you have to tell them and that it is delivered in a fairly straight-forward way.

what if nothing is wrong?

So should YOU be focused.  Forget you.  It’s not about you.  Concentrate on THEM, on THEIR experience.  Just deliver it, like a waiter, smile, say thank you, and then get the hell out of there.  No fanfare, just here it is, thank you, nod, exit.  If it happens that they burst into wild applause after, then stay a few moments, acknowledge it, maybe nod, even slightly bow, nod again, then get the hell out of there.  That’s all.

Self-consciousness means being conscious of the self.  Shame on you.  You are not there, in that moment, to be thinking about yourself.  You are there to be thinking about them, their experience – is the lighting ok?  The temperature?  The sound system?  It is about THEIR experience.  Be conscious of THEM, not of your SELF.

disappear when public speaking

We only have one consciousness.  Don’t direct it at yourself – direct it at them.  You will disappear – both in their eyes (consciousness) and your own.  Save your critique of your performance for later.  There will be time enough then.

So that’s the formula.  

  1. Create a straight-forward content, on topic, no fluff (occasional joke ok, if mild and in good taste)
  2. Deliver the product smoothly, without distraction, interruption, or straying off topic, especially to talk about yourself
  3. Think only about what you are going to say next, look at them, remain neutral unless they break into laughter or applause, and if so, pause then and let the moment play out, then continue on
  4. When done, BE done, don’t fall into the temptation of, “As I said before …”  Right, you did say it before so shut the hell up now.  Just end, smile, nod, thank you,  and exit.

When someone asks later, “How did it go?”  Begin your response with, “Well they … ”  Not with, “Well, I … “.

It’s not about you.  Don’t make it about you.  That’s the solution to self-consciousness, and is, in fact, your duty and your charge when giving a public talk.  Just do it – for them.

– Henry Morse