Most of us have been in a position where we feel as if “we’ve been here before”—even if we know we haven’t. Sometimes, we smell something or hear something, but we feel as if we’ve been here before. There’s a name for that: deja vu. But sometimes, we feel as if this thing—that maybe we’ve
How Have You Used Vuja De to Support Your Creativity? Read More »
If you’re like me, you have plenty of improvement goals. I have personal, professional, and office-cleanup goals. (Since my office appears to be a perennial mess, I count that as a separate and very subsidiary goal.) I often use the compounding effect to make those improvements. The compounding effect works very well for money. Put
How Can You Use the Compounding Effect to Achieve What You Want? Read More »
Too often, we frame resilience as a way to bounce back from a circumstance, such as an event, hardship, or adversity. But we don’t need bad things to happen to us to need resilience. In fact, most of the time, bad things don’t happen. But something changes, and we notice. That’s when we need to
How Can You Reframe Resilience As Bouncing Forward to the Next Decision? Read More »
I continue to see more senior leaders who want everyone to return to the office because they think people were more productive then. However, these same companies have a ton of data that they are actually more productive when people work from their desired location. The data doesn’t deter these leaders from wanting what they
How Many Other Ways Can You Get What You Want? Read More »
Fred, A sixty-ish colleague, said, “My son is so overloaded at work. But he refuses to work overtime. He says it compromises his ideals. Is overtime something Millenials don’t do?” I asked, “When do you think it’s okay to work overtime?” Fred said, “Whenever the company needs me to work overtime.” “How many days do
When and for How Long Do You Choose to Compromise? Read More »
I listened to Tim Harford’s podcast, La La Land: Galileo’s Warning (Classic). Galileo warned that adding more layers of risk management does not prevent bad outcomes—and might create them. Yet, I’ve said I respect risk management. Not all risk management is created equal. We can use additional steps, sequential occurrences, to manage risks. Layers are the concurrent practices we might
How Many Layers Do You Add to Manage Risks? Read More »
I recently gave a talk about how we can rethink our roadmaps and how to portray them. (See the Roadmap Personas deck if you want to see what I said.) One of the audience members asked what tool I recommended. I said I didn’t recommend any tool—not yet—because I’d offered alternative ways to create the
What Triggers You to Change Your Approach or Trusted Solution? Read More »
My husband, Mark, momentarily lost his keys this morning. Except, it wasn’t just a moment—it was about five minutes. He planned to load several items into the car, return to the house to kiss me goodbye, and then leave. Except, he was stuck on Step 1, loading items into the car. We have other car
When Do You Assist, Support, or Inflict Help? Read More »
I’ve participated in two panels in the past few weeks: one about agile approaches and the other about management. In each case, my fellow panelists echoed each other for several questions, thinking alike. I did not. Not only did I disagree with the other panelists—I explained my claims with data. I thought differently. And because
Great Minds: When Do We Gain from Thinking Alike or Differently? Read More »
Do you ever make the same mistake twice or realize that mistake somehow feels familiar? Many of us fall into patterns that allow us to recreate those mistakes—even when we don’t want to. However, we can learn from our history. When we do learn from our history, we can increase our chances of succeeding now.
How Can You Learn from Your History to Succeed Now? Read More »