Start with the history before you look at solutions.
It’s hard to give someone the benefit of the doubt when the doubt isn’t obvious.
Does the old saying have it wrong, or am I over-extrapolating from this one very specific study?
Ever been annoyed by someone who kept saying how things were done at their last job? It’s the worst, right?
Our goals erode over time because they’re set relative to our worst performance rather than our best.
If you’re on a video call but you’re looking at a different monitor, it’s easy for people to assume you aren’t engaged.
Have you ever worked with someone who had given up but kept working?
I made a list. It’s really long.
A football game takes over 3 hours but only has 11 minutes of action. That’s wild.
I thought these two tips from the post “Unusual tips to keep Slack from becoming a nightmare” were pretty great.
If there’s a fourth, I don’t know it.
You could take a respectable cross-country road trip and only listen to our stupid voices spouting nonsense at you.
Exit Interviews ask why people are leaving, and Stay Interviews ask why they keep working here.
“As a general rule, whatever you’re thinking you’d like from your boss, it’s likely that your directs want the same thing from you.”
In this week’s episode of “are you actually serious right now Critter?” I need to come clean about the fact that I’ve never understood what it means to be mindful.
I first heard this said by Jacqueline Novogratz on a podcast, but apparently that quote has been around the block.
I wonder what life is like after a person achieves their life goal.
“Sometimes people let the same problem make them miserable for years when they could just say ‘so what.’ That’s one of my favorite things to say. So what.”
– Andy Warhol
If the only way to make progress is to commit to something, then commit to something.
It feels like the universe is telling me to stop 80/20’ing my life away.
I’ve learned a lot from the writing of Rands. But I couldn’t disagree more with his Shields Down post.
This is one of agreements from The Four Agreements by Miguel Ruiz. He argues that anything anyone says about you is really about themselves.
What a privilege to be alive and thrive.
What a privilege to have a pulse and die.
I came across this Zen parable today.
Asking for permission sucks and I’m going to stop pretending that’s not what I’ve been doing.
Apparently this is a parenting term, which is funny since I’m a parent of four kids who first heard it on a management podcast.
Talents can’t be taught. Stop trying to teach them.
Don’t build a plan and then fill it in with people like cars in a parking lot.
There’s a fine line between pointing out risks vs. being a naysayer. One is helping people move forward, the other is holding people back.
If you want to make big changes (whether they’re organizational, personal, professional, whatever) then split them up into teeny tiny little pieces.
Nowadays it’s like brushing my teeth or putting shoes on.
Is passion for the problem space a requirement for good leadership? Or maybe the thing that makes a leader good is the ability to tap into passion on demand?
It’s obvious, I know. “Lead by example” and so on.
“People don’t change that much. Don’t waste time trying to put in what was left out. Try to draw out what was left in. That is hard enough.”
It’s a garbage word because it’s too vague to be meaningful. People use it to mean anything from “not a newbie” to “the best in the world.”
In this week’s edition of guerrilla productivity, let’s sneakily use other people to get stuff done!
I’ve started asking these two questions at the end of every 1-1 that involved any kind of coaching.
Try filling this out for your team, and if there are any that don’t have clear answers, then work on that!
Whenever the actions of one person prompt a team-wide (or, worse, org-wide) policy, it’s usually because someone’s avoiding giving uncomfortable feedback.
Don’t let all that rage-energy go to waste!
Don’t call something the standard until it’s already become the standard.
I heard someone claim that you can’t have real connections with someone when they’re a square on your screen.
I’m not saying nobody should ever use them. I’m saying we shouldn’t take for granted that you don’t lose any value.
Stop planning to do this or that when you aren’t as busy as you are right now.
And why do we care so much about giving feedback? And why the frick are we wasting so much time with our people on personal development?
Professors don’t have the time to completely rewrite their course materials every year.
Most positives have their negatives, and most negatives have their positives.
Fixed time, flexible scope. That’s the sweet spot.
Now I can see at a glance where my days are going! And I can group related meetings together easier! And it’s colorful!
What would you drop? What would you keep? What would you shorten?
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