Global Pragmatica LLC®

My once-co-worker E Gilliam shared this flowchart; she got it from this Twitter post by Blair Braverman.

I have to read the question about pooping and running at the same time as a metaphor; without a pot of coffee and most of the New York Times, I’m doomed. But interpret the metaphor: can you make decisions about one thing while learning about another thing, on the run between meetings, while refilling your coffee mug and using your phone to book a conference room?

I also have to read the one about biting my coworkers as a metaphor. I’m an independent consultant, and sometimes I want to bite my coworkers. Fortunately I also have a dog and two cats on staff in support positions, and they usually find a way to distract me from any violence I have planned. But again, read it as a metaphor: in between bites, can you see what each dog contributes to the team? Can you see how even the dog whose leg you just ate is keeping the team going, if only by being the one whose sacrifice provides you protein?

I spent the first third of my career trying to avoid leadership positions, preferring to excel as an individual contributor than to be bogged down by idiots or expected to make decisions and set direction in the face of incomplete, flawed information. Asked to describe in one word my own leadership style, I offered, “Reluctant.”

Then came the day I left an orchestra concert (where I’d played principal/solo horn, and negotiated some tuning adjustments with my fellow wind principals) and encountered a traffic jam in the parking ramp caused by a violinist’s car’s breakdown. Without thinking about it, I stashed my horn in my car trunk, told the flautist to go wave the cars in line toward the other exit ramp, got a clarinetist and two trombone players to help me move the stalled violinist out of the lane, and then ran the violinist through a series of diagnostic questions to determine that I had no idea what was wrong with the car—but yes, she had called and a tow truck was en route. Her carpoolmate and she were comfortable waiting alone (broad daylight in downtown Oakland), so I got in my car and carried on to my day job.

I think I was halfway across the Bay Bridge before I noticed what had just happened, and realized that I’ve basically always been a natural leader (and a lousy follower).

Still, at work, I had persisted in avoiding increased leadership responsibility. After all, I was in the field of statistical software almost by accident. Why should I be calling any shots?

Because while I should be the last person to set product direction, I knew more about more of the pieces of the business puzzle than many others did, and I could see how they’d fit together better another way, and…

…or, as I explained it years later to direct reports whom I was encouraging toward leadership positions (and for some reason this resonated for them), “Look, you can either report to an idiot, or you can be the idiot.”

Being the idiot is much better.

If you’re a lead dog type, go ahead and lead.

The pack won’t resent you for being arrogant—they’ll appreciate having someone to follow. And just a hint: most people aren’t leaders, they’re followers, and while some of them will struggle with your leadership, that’s not a bad thing, and it doesn’t mean they want your job. They’re the ones who will help you see the flaws in your reasoning, generate alternative ideas, and force you to think more critically about your decisions.

Some followers will just work hard and keep things moving in the direction you set.

Others will be mostly benign, making smaller contributions but at least doing no harm.

Some will be dead weight that drags down the team, and your responsibility as a leader is to recognize and do something about that. Back to the sled dogs, an injured dog is suffering at least as much as the team he’s holding back, and you need to act decisively and humanely to end the suffering, one way or another—and if that sounds cruel, perhaps you didn’t consider the option of letting him ride in the sled in a pile of blankets all the way to a vet. Yes, all the remaining dogs have to work harder until you can return or replace the injured dog, or you’ll all slow down, but either of these options is better than keeping an injured dog at work on the team.

If your teams’ leaders need some help, give me a call.

My friend Ruth M Sylte has been doing a great series on how to internationalize your email signature and other contact information basics, and it reminded me of a funny communication breakdown that I once caused.

A tip for those with Asian audiences

First, a quick backgrounder:

Asian family names come first and given names follow. However, many Asians adapt their names for a Western audience, and Western readers who don’t recognize any of the pieces (e.g. don’t know that Park is a common family name) can’t be sure whether the name they’re seeing is in traditional order or has been adapted. And Westerners can confuse their Asian colleagues when they attempt to be helpful by putting their family name first.

Here’s the solution many global-savvy Asians and their observant Western colleagues have adopted: put the family name in upper-case, e.g.

• PARK WonJin
• Erin VANG
• UCHIDA Noriko
• Ruth Marie SYLTE

A comment about (Mr), (Ms), etc.

Ruth advises including a title in front of your name, modestly enclosed in parentheses, e.g. “(Ms) Ruth M Sylte.” This a common tactic for disambiguating gender.

For years I included (Ms) before my name for exactly the reasons Ruth anticipates: because I was tired of getting email to “Mr Erin” and “Mr Vang” from people who really had no way to know better.

However, this led to some amusing conversations with Americans who had known me so long that it didn’t occur to them that my given name “Erin” is not particularly common and is sometimes mistaken as a male name (and who also didn’t perhaps realize that women in high tech management positions are still enough of a minority to promote doubt among those who do know the name).

For example, this one:

Story time

Grant (gentleman who had been working with me for years, near the end of a meeting in my office): I noticed you put “Ms” in your email signature.

me: Yes.

Grant: What does that mean?

me: You know–Ms as opposed to Mr.

Grant: Oh. (Uncomfortably long pause.) You’re not saying Ms as opposed to Miss or Mrs.?

me: No, I’m just clarifying gender because I’m tired of being addressed as “Mr” by people who haven’t met me. (And people standing right in front of me, for that matter–yes, a woman can have short hair and be taller than you–but I didn’t bring that up.)

Grant: So you’re not clarifying marital status.

me: No.

Grant: Oh. (uncomfortable chuckle)

Grant says a few pleasantries and exits the office. My office-mate watches him leave, waits a safe moment, and then bursts into gales of laughter.

I raise an eyebrow, and John explains. He has realized what I have not: that while I thought I was explaining that my name is gender-ambiguous to colleagues around the world, Grant was trying to determine whether he could ask me out.

As it happens, I was single at the time as well as female. But there was another question that this perfectly lovely gentlemen neglected to consider, that it never occurred to me he might have even wondered about, and right there, we did it. Two American native speakers of English sitting a few feet away from each other in Chicago, Illinois, USA and observing each other’s body language and everything, still managed to have a total communication breakdown.

I don’t think there’s an email signature solution to that problem, though.

Erin Vang moderates panel discussion on software l10n

Cross-posted from Lingoport.com

So, you’ve developed a new software application, and have high aspirations in terms of selling your application to a global audience. Now what? Problems often arise between developers, localization managers, and business managers due to perceived lack of support, time, and money.

This lack of understanding can lead to great frustration within the development tiers. Join us for an hour long online panel discussion and learn how some of the best known industry thought leaders are contributing to bridging the gap between software development and localization.

The panel features the following industry thought leaders and experts from the software development, content development, internationalization, and localization industries:

• Val Swisher, Founder & CEO of Content Rules
• Danica Brinton, Senior Director of International at Zynga
• Dale Schultz, Globalization Test Architect at IBM
• Edwin Hoogerbeets, Senior Internationalization Engineer at Palm
• Adam Asnes, CEO & President of Lingoport

Online Panel Discussion: “Bridging the Gap Between Software Development and Localization”
Date and Times: Wednesday, August 3rd at 9:30am PT / 10:30am MT / 11:30am CT / 12:30pm ET
Registration: Register for free @ https://www1.gotomeeting.com/register/964415249
Where: Your desktop

Erin Vang, Owner of GlobalPragmatica will be facilitating the online panel discussion. Erin has over twenty years of expe­ri­ence in sta­tis­ti­cal soft­ware doc­u­men­ta­tion, qual­ity assur­ance, project man­age­ment, and local­iza­tion, most recently as Inter­na­tional Pro­gram Man­ager for the JMP Research and Devel­op­ment at SAS, and pre­vi­ously with Aba­cus Con­cepts and SYSTAT. She is currently designing a localization program for Dolby Laboratories.

This presentation is intended for technical managers, software engineers, test engineering managers, QA managers, internationalization and localization managers, technical writers, content developers, and anyone wanting to learn more on how to optimize their global software releases.

We’d love to hear from you. Please send any questions or topics you’d like to have discussed during this panel to Chris Raulf @ chris (at) lingoport.com.

Update 4 August 2011

The recording of our panel discussion is now available here.

I’m pleased to announce that I’ve been asked to facilitate several upcoming roundtable events:

Virtual Roundtable: Shrinking the triangle; Is it possible to achieve good, quick, and cheap in localization? on the web on 20 January 2011

From Chris Raulf:

I recently posted the following question on LinkedIn: How do you achieve good, quick, and cheap in localization?

Having worked in the industry for the last decade (on the customer-side as well as on the vendor-side in production, sales, and marketing), it seems that one has to pick and choose two out of the three: Good, quick, and cheap. My intention by posting this question on LinkedIn was to get the opinions and insights of a wide variety of fellow industry professionals (customer and vendor-side) and, oh boy, it seems like everyone has a strong opinion on this topic.

Well, the LinkedIn discussion is still going on but I’d like to take this discussion to a different level and actually have industry experts talk about it in a virtual Roundtable.

I’m currently working on assembling a panel group of opinionated and expert industry players from the translation-side, localization vendor-side, internationalization-side, content development-side, tools and technology-side, as well as from the customer-side.

So far I’m happy to present the following panelists:

Roundtable facilitator: Erin Vang, Owner of GlobalPragmatica

Renato Beninatto, President of the European Language Industry Association (ELIA)

Jennifer Beaupre, Director of Global Marketing at acrolinx GmbH

Adam Blau, Director of worldwide sales at Milengo

Adam Asnes, President & CEO at Lingoport

Michael Fruhwirth, Owner of Technical Translations

Mylène Vialard, Owner and Senior Translator at Mylene Vialard Translations

Daniel Goldschmidt, Co-founder at RIGI Localization Solution

The goal of this virtual Roundtable is to stimulate debate, learn about our challenges, discuss potential solutions, etc. and see if we can come away with new ideas that will help us cope with the “Fast, Cheap, and Good Quality” triangle.

Localization Technology Roundtable in Palo Alto on 3 February 2011

The best conversations happen when the right people get together

The Localization Technology Round Table brings together 5 industry leaders to present an open technology framework that speeds up time to market and drastically reduces your localization costs.

Together, Lingoport, Acrolinx, Clay Tablet, Milengo and Asia Online will show how advanced, modular localization technology addresses the challenges faced when launching products or services to international markets in multiple languages.

You’ll learn the key considerations when taking an international product from design to launch through, Internationalization,  Information Authoring,  Content Management,  Localization and Translation Automation.

And you’ll learn how this is achievable quickly, and with fewer resources, while maintaining a consistent brand and user experience that builds value, saves time and reduces costs.

• Access a wealth of localization experience from industry experts
• Discover new technologies and new ways of working that are already changing the localization landscape
• Learn strategies that can streamline your localization efforts and help you quickly launch products worldwide
• Share information with like-minded peers and learn proven practices that you’ll find nowhere else

Agenda for the Localization Technology Round Table in Palo Alto

Speakers’ biographies

Please contact us if you’d like to hire me to moderate and/or facilitate your event.

My collaborator in “Point/Counterpoint” columns for Multilingual magazine, Tina Wuelfing Cargile, passed away last month after a long illness. Her time on this planet was too short, and my time with her was way too short, so even writing a decent bio is beyond me.

Her LinkedIn profile provides the basics. I’m going to attempt to fill in some of the color that’s missing from the business outlines. Those of you who knew her, just pour yourselves a glass of her favorite, pinot grigio, light a cigarette if you’re a smoker, and use a little imagination as you follow along.

Anyone who knew her would start their description of Tina with her sense of humor. Tina was always cracking a joke, often at her own expense. I can almost hear her explanation right now as my Mini Tina sits on my left shoulder (that’s where the evil angel goes, right?). “Well, of course, Erin—joking at my own expense, I’ve got lots of material!”

Somehow Tina’s adventures always became just a wee bit more absurd than anybody else’s, so her stories could keep us rolling for quite a while. This description of her introduction to country life, from McElroy Translation’s website during Tina’s years as their Business Development Manager, gives a taste of that:

Tina lives with her husband in a small town miles from Austin, where they are quickly filling their 12 acres with dozens of chickens, dogs, cats, geese, turkeys and ducks. She loves gardening, canning, quilting, playing with her “babies,” and listening to the frogs in their pond at night. They enjoy visits from their children and “adopt” their children’s friends, because their idea of family is whoever shows up. She also habitually and gleefully pokes fun at herself, and the description of her current hobbies and lifestyle brought to mind her introduction to country life.

Having spent 35 years in the city and on concrete, she proved totally oblivious to the “real world” on her first date, nearly 20 years ago, with her husband-to-be, a country boy from Honey Grove, Texas. While aware that the excursion involved scouting for arrowheads over fairly rough terrain, Tina:

1. Wore stiletto heels and dressed in black from head to toe on a 100 degree day
2. Identified a patch of prickly pear behind a ranch fence as a “cactus farm”
3. Drank water from the river (who knew?)

He married her anyway.

Her humor wasn’t limited to self-deprecation, though. Recently while struggling with the illness that eventually took her from us, she posted to her friends on Facebook:

Day 7 in hospital: Stockholm Syndrome begins to set in. I’m no better or worse, really, just increasingly dependent upon my captors. Bizarre.

She frequently cracked me up with her quips about meetings that didn’t quite work out:

Reality is sure a lonely place when you can’t get anyone to join you there. What is it I saw on despair.com? At some point, hanging in there just makes you look like an even bigger loser. Worst cumulative score for a business trip EVER! I’ll spare you, which is more than I did for myself.

She grew up outside Washington, D.C., daughter of a test pilot who died in a jet crash in WV in 1957. Knowing that history makes me particularly enjoy this snapshot of Tina taken earlier this year.

We became collaborators in kind of a goofy way, and the better you know Tina, the more fitting that seems. We had both proposed talks at Translation World in Montréal about project management, so the conference organizers asked us to share a session.

That seems reasonable enough on the face of it, but as I read her proposal, I was shaking my head. I was a client-side program manager saying it was time to burn PMBOK (the bible from Project Management Institute, Project Management Book of Knowledge) and start over, and she was in vendor-side sales and saying people should read PMBOK. I thought, “Yeah, right—sharing a session is going to work really well!”

So I wrote to Tina and suggested that since we seemed to be in nearly complete disagreement, did she want to try a point/counterpoint format? I wasn’t sure what to make of her quick agreement, but within a few days we were on the phone trying to write an outline.

What a disaster!

We needed to give a 20 minute talk together, but after two hours on the phone we’d gotten spectacularly nowhere. Instead, we had accomplished the following:

• We compared menageries—mine maxed out at three Siamese cats and two labrador retrievers, which you’d think would be competitive, but she topped that number in species, to say nothing of headcount.
• We compared crazy career planning. I have degrees in music performance and have spent twenty-plus years in statistical software, but that was nothing on Tina’s degrees in English leading to a career in the recording industry, typesetting, running a higher ed journal, court reporting, and selling translation.
• We compared notes on why we both think PowerPoint needs to be blasted off the face of the earth. And then she persuaded me to prepare slides anyway by promising to feature demotivational posters and that video with the cowboys herding cats.
• We cracked each other up. Over and over again.

Later that week, we made another attempt. We didn’t get much further, but we did promise to send each other drafts, and after a few more email exchanges and seriously unproductive phone calls, we had our presentation. We’d also agreed to recruit Beatriz Bonnet of Syntes Language Group to be our moderator. Since neither of us were doing business with her and we both liked her outspoken style, we figured we could count on her to be neutral and keep us in check.

We finally met in Montréal—the night before we were to give our talk. Tina had arrived two days late thanks to airport closures in Texas. Beatriz had arrived on time, but as far as I know she has yet to be reunited with her luggage—so a few hours before Tina finally landed, Beatriz and I were tromping through the snowdrifts in downtown Montréal in our completely useless dress shoes looking for something for her to wear to our talk. When we got back to the hotel, we met Tina in the bar, where she was seated with a glass of—sing it with me, folks!—pinot grigio. We intended to go over logistics for our talk, but instead we spent several hours cracking each other up and deciding the talk would take care of itself.

It did, despite classic Tina circumstances: although we promised to show up early so we could (finally!) practice our talk together, she was actually late for her own presentation and we had to wing it.

She was late because she’d gotten stuck on the phone, rescuing a client from himself! I came to learn that she did a lot of that: talking clients down from the ledge, talking clients out of absurdly bad ideas, talking clients through technology that was too difficult for them to be buying, talking clients into sticking to plans instead of scrambling things up every few weeks because they didn’t understand the translation process, and so on.

Our talk was well received, and the audience’s questions and comments in the hallway afterward confirmed that they had gotten our point. It turned out that, although we thought we disagreed about the value of classical project management, we actually agreed about it but were looking at it from opposite perspectives. I was viewing it from the perspective of someone who had overdosed on methodology and discovered that facilitating a team’s teamwork was far more effective. She was viewing it from the perspective of someone who’d seen a lot of “project managers” whose training consisted of an endless supply of coffee and too much work. We were coming from opposite extremes—too much vs. not enough—but we met in the middle, recommending some basic tools used in moderation but in combination with compassion and listening skills.

High on the success of our high-wire act, we approached the editors of Multilingual with a proposal that we reprise the chaos in a series of point/counterpoint columns for the magazine. This gave us an excuse to continue getting together when our travels allowed—not that we needed one!

Generating column ideas was no problem. I still have our list, mostly unfinished. The problem was meeting deadlines! We were both overcommitted, so we repeatedly found ourselves trading drafts during the night before our deadlines and finally sending something a few hours after it was due. Editor Katie Botkin was patient with us, though. The results are available to subscribers on the Multilingual website, and they’re reprinted with Multilingual‘s permission on this blog:

• Point/Counterpoint: Two Approaches to Project Management for the Translation/Localization Industry
• Point/Counterpoint: Which constraints keep you up at night?
• Point/Counterpoint: Let the interoffice games begin!
• Point/Counterpoint: Communication

I regret that Tina won’t be around to help me write the rest of our columns, because they won’t be nearly as sharp without her point of view. If you review the ones we did write, you’ll see that she was the funny one. She was also the wise one.

And the generous one. When Tina learned that I was leaving SAS after twelve years, she quickly persuaded Shelly Priebe of McElroy Translation to bring me in for interviews. None of us knew what I was interviewing for, exactly, but it was like Tina to work that way: thinking people should know each other and putting them together, and letting the details work themselves out.

Which they did. It was while talking for hours with Shelly in her lakeside guest cottage that I first began to envision Global Pragmatica and understand how my passion for facilitative leadership might fit into the localization industry. It was also Shelly who helped me see that localization was only part of the picture. It’s thanks to Tina that I now count Shelly and others from McElroy among my friends and valued colleagues—Shelly’s now an executive coach and she continues to be generous with her wisdom and encouragement.

I like how Shelly pictures Tina now:

Tina chose to slip away quietly, staying under the radar of our pity or our worry. With lucidity and acerbic wit to the end she passed to the kingdom that awaits her. Will she join the private Catholic school nuns of whom she spoke with such uproarious irreverence? That vision makes me smile. I will continue to smile whenever I think of my friend. Tina outwitted the demons who pursued her.

Tina went on to work with Beatriz at Syntes, and it was Beatriz who sent me the sad news when Tina died. Remembering Tina, Beatriz wrote,

Every time I think of Tina, her wisecracking and self-deprecating sense of humor are the first things that come to mind. She was sharp and witty, and just a lot of fun to be around. And she kept those traits to the end, using her humor to keep her spirits up as she fought the battle against her illness, in typical Tina style. In her last email to me, just a few days before she passed, she wrote, after a funny quote at her own expense and condition: ” ‘Scuse the dark humor. It’s too late to change now!”

Smart, generous, self-reliant, no-nonsense, witty, and just plain fun. That’s how I’ll always remember Tina.

Beatriz passed along a few more Tina gems, too; like the time Beatriz was planning a few days of hard ski-therapy, and Tina replied:

You will never get me on skis. My ankles are like toothpicks.

Or the time Tina emailed the entire office before a group event:

Please be sure to cut a wide parking swath for the confirmed pedestrian driving the really big company van.

Tina, you left us too soon. The world is a more boring place without you. Pinot grigio doesn’t taste right anymore.

Thank you for believing in all of us.

Please share your memories!

A note to Tina’s friends and family: I’d love it if you’d add your thoughts below in the comments. I know Tina would most appreciate your answers to this question: what’s the first time she made you laugh so hard it was embarrassing?