Happy Friday, everyone! You know what time it is. It's time for the... Friday Fab 5!
That special part of the week when we take a look back at a few of the awesome blogs, forums, quotes, groups, and members here on GovLoop. If you think they're awesome too, go ahead and congratulate them (links to posts and profiles are provided). Making the Friday Fab 5 is not an easy feat!
Today's Blog of the Week goes to project management guru
Josh Nankivel and his blog post "Why You Suck at Networking." Admittedly, Josh doesn't actually know the level of your networking skills (who knows, you could be a networking master), but it's still true that networking is not an easy thing to do. It takes dedication, persistence, and lots of concerted efforts in all kinds of social situations- and for many this doesn't come quite as naturally as it does for others. The opportunities to build your personal network abound, but no matter where you are, it's important to keep in mind that networking is not an event, nor is it about meeting the most people or amassing the most business cards. Networking is about building real relationships with people. As Josh says:
Networking is a process, not an event. Too many people see networking as something you do when you are looking for a job. That is soooo wrong.The Top Forum of the Week goes to
The goal of networking is to build a relationship with people by being likable and helping them get what they want. When you do this consistently over time, the relationships you build will be available if and when you need them. Referrals, mentoring, encouragement and support, you name it.
Usually, those decisions need to be made quickly with very little time given to analysis. "Execute. Iterate." seems to be the guiding mantra of our time.The Most Active Group goes to none other than the
What ever happened to "Deliberate" and "Evaluate" as the two bookends of that approach?
According to Gladwell, too much analysis -- either in the planning or in the post-mortem phases -- is overrated or needs to be minimized.
But that way of thinking runs counter to the aim of this group and the typical approaches to problem-solving in the public sector, which is prone to risk mitigation and avoidance in order to protect public resources.
So what you do you think?
1. Should public servants "trust their guts" more in the decision-making process in order to speed time to execution?
2. Or should you continue to carefully analyze and take more deliberate (even if they are painstakingly slow) steps to achieve desired goals and outcomes?
We explored the contrasting, but potentially complementary goals of supporting more in-depth data interrogation or analysis, vs presenting and communicating engaging stories, including the potential data visualisation has to:And finally, Rockstar of the Week goes to EPA Webmaster and IT Specialist
We took in
- Explain the complex: e.g. media consumption
- Highlight outliers and trends: e.g. public views on the death of Osama bin Laden
- Describe process: e.g. how Google works
- Demonstrate complexity: e.g. Obama’s healthcare reforms
Edward Tufte’s sage advice from the pre-PC era for presenting data, too:
- Have a story to tell
- Choose formats carefully
- Combine words, numbers & drawing
- Ensure balance and scale
- Make complexity accessible to the reader
- Deliver the visual to a professional standard
- Avoid decoration (the famous ‘chartjunk’ of gradients and lines he so despises)
I am "Purpose Driven", it is a privilege to serve through environmentalism and technology!So way to be awesome CollabNature (if that is your real name...). Keep doing what you're doing over at the EPA as an official Government Rockstar!