When I urged you to “Be a curator” as opposed to a documenter, I was primarily focusing on how we as managers can begin to curate work performance with the objective of strength-building: Curate, and Be Curated.
I also said, “Do it for yourself, and [then] do it for those you manage.” so work becomes more intentional and worthwhile for both of you.
There are several Curation Paths you can choose from when you consider self-development:
- You can curate your reading inputs as one way to start.
- You can curate what you eat — your nutrition, or some other aspect of health.
- You can curate your habits, once you identify them (whether good or bad), and you can curate your management style.
- You can curate the subject matter of your specific learning targets.
- You can curate your choices in skill-building, and in strength-building by curating your energy.
- You can curate a pathway of projects, and the pilots likely to result from those projects.
- You can curate your Someday/Maybe(s) to reset your opportunities for them.
- You can curate your Bucket List as dreamed versus accomplished.
You can curate your travel, your wardrobe, your gardening, your handcrafting… the list goes on and on. List-making is curating 101, and oh the possibilities! If you dabble in social media, you’re probably curating your friends and follows, having found that purely collecting them gets unwieldy really quickly.
So back to WORK…
To curate for those you manage, changing each ‘your’ to ‘their’ in the list above can break it down in a general way, juicing up your thinking about this, but to be practical, you want to be more specific than that.
To curate a job performed, you’ll have to start by curating the work that is expected out of that job. Remember the stickie note? It broke curating down into three more verbs: a) selecting, b) organizing, and c) looking after. Managerial skill is a direct result of the intentions you devote to each of those things, in alignment with your value-driven work expectations.
Whew… let’s say that again, slowly. Managerial skill is a direct result of the intentions an Alaka‘i Manager will devote to selecting work, organizing work, and looking after work, in alignment with their value-driven work expectations. Your intentions are rooted in your calling.
Managing with Aloha gives us a very focused point of view.
Consider a stack of resumés from candidates applying for a job with you: They have curated their past experiences and whatever they deem to be their most desirable qualities, according to their point of view on your most likely job expectations, as they are guessing them to be. Did they nail it, or do you want something else?
Said another way, who writes the job description? Are your job descriptions static, or are they a work-in-progress? I dearly hope they are w.i.p.s. Coauthored? Even better, as that zenith where HO‘OHANA and ‘IMI OLA can meet!
We do work on work here, as our overarching objective. The Managing with Aloha distinction in that task of defining what work is expected from each job, can be found in the value-driving guidance of HO‘OHANA. We also curate according to the role of the manager, for strength management, and for our other expectations which shape the job at hand: Workplace Culture-building. We call them, collectively, our 9 Key Concepts.
- With ALOHA is Key 1 — Start “with Aloha”
- With WORTHWHILE WORK is Key 2 — HO‘OHANA
- Value Alignment is Key 3.
Curating Value Alignment:
If we go back to that MWA-loaded sentence… “Managerial skill is a direct result of the intentions an Alaka‘i Manager will devote to selecting work, organizing work, and looking after work, in alignment with their value-driven work expectations.” …it naturally follows that the Ace Alaka‘i Manager remains true to the ethos of his/her organizational values: Ethos: Be true to your Values.
This is where you say, “And for me, those values are…” standing up for them (Kū), and employing them as the desired behavior-drivers of your expectations. If you are here to learn about the values of ALOHA, you enlist in our work and join us with these values, but it may be that the organization you work for is focused on different choices. That’s okay (and it’s normal!): Use this site, and your Managing with Aloha resource text as a benchmark or model you can learn from, and in the company of our Ho‘ohana Community.
Our Value Alignment Toolkit:
This is a good place to review our Language of Intention, pertaining to what we do with values around here: Values are our ALOHA-packed value tools of choice:
1. VALUE ALIGNMENT
Frames our key objective — To align the actual behaviors of a workplace culture with the values we say we believe in from an intellectual and convicted point of view: We believe in this value deeply, and therefore, this is what we consistently do, or aspire to do; this is how we will behave. Alignment is agreement, and value alignment agrees on both intention (why) and execution (how to, what to, where to, and who with).
[VALUE ALIGNMENT defined in the 9 Key Concepts, and as Key 3 category.]
2. VALUE MAPPING
Names the process [of VALUE ALIGNMENT] — We map out how we intend to achieve our objective, much in the same way we map out objectives like mission and vision, and all our strategic initiatives. Visualize a map: The values we select and work with, act as guide and compass.
[VALUE MAPPING tagged for learning.]
“Process is all of the rungs of the ladder between the bottom rung and the top rung. You can’t really get anywhere meaningful without process.” ~ designer Frank Chimero
3. VALUE VERBING
Puts the process of VALUE MAPPING into the everyday language of workplace culture. We transform our VALUE ALIGNMENT intentions into executable actions via highly active, next-action verbs. We create our talk, so we can then walk that talk.
[VALUE VERBING tagged for learning. This is the post you will want to start with: Next-stepping and other Verbs.]
4. VALUE IMMERSION
Immersion means to go ‘all in.’ When you choose a value for your workplace culture, you align it completely — in everything you do. VALUE IMMERSION is flexible and adaptive when it has your constant attention: When confronting change, you realign and audit your value integrity in every strategic juncture. Remember: You can change your values too, growing them as your culture grows.
[VALUE IMMERSION is the primary objective of a Value of the Month program: Value Your Month for One — You.]
5. VALUE STEERING
VALUE STEERING is similar to VALUE MAPPING, but it is specific to project work, and refers to projects, pilot programs, and experimental initiatives. A value or pairing of values will be chosen to steer a project as primary value/conviction criteria: Those choices are the values which encapsulate the over-riding WHY a project is taken on to begin with, and they will do the steering necessary, as project work tends to wander — as it should, exploring and testing options, contingencies, and useful rabbit holes.
[In our storied history, ‘steering’ also refers to the Lesson of the Six Seats, found within chapter 9 of Managing with Aloha, on the value of KĀKOU.]
Jump in, for the water’s refreshing.
I know this seems like a lot. As with any language, it gets easy once you use it deliberately and consistently, as a toolbox. You a) talk the talk, so b) you can walk that talk. It actually becomes less, in that magic way that a language of intention will zoom as a culturally invented, and always reiterated-to-improve insiders’ shortcut. And believe me, this has gotten to be fun for the Alaka‘i Managers who deliberately and consistently are building a “with Aloha” culture of their own design.
Now stop reading, open up our toolbox, and go do something in your own value-aligned way. Be a Curator.
Let’s give Frank Chimero the final word on this; on doing… create your artifact in the curating you set out to do:
“Execution is important because you don’t learn otherwise. We learn best through experience and by doing, and doing creates artifacts.”
“If you make something (even just a rough something), now you have something to talk about, something to critique, something to analyze and something to change. More importantly, you get a sense of accomplishment. You were productive and you get to see what you did that day. I think there’s a special satisfaction to that, but unfortunately the fear we have of judgement is stronger than our memory of the pride of doing something.”
Value Alignment is the subject of my third book, Value Your Month to Value Your Life: I wrote it to guide Alaka‘i Managers through the what, how, and why of Value of the Month programs conducted in the workplace. In my view, these programs are pure gold as a Managing with Aloha jumpstart, for you choose your own values and begin your culture-building in a personalized way as you learn more about the MWA philosophy as a whole.
From the book’s synopsis: “Value mapping is a way that good begets good, beginning with the good which already resides within you in the form of your personal values. To illustrate, we’ll cover two workplace how-to’s: The Value of the Month program, and Value Steering for Projects, both which help foster healthy business cultures.” You can buy VYLVYM on Kindle and on Smashwords.