We each have our own limit. Where we get to the end and then we go into overload. The key part is to ensure that we don’t go beyond that, that we operate at it or below it. We also know when it’s coming and to take on more, is asking for it to happen. The worst time to worry about Overload, is when you’re already overloaded, it’s too late, you have no bandwidth. The…
Over the last two years, we led by Zoom or Email because we had to, it was the best we had to offer. But today we don’t have to, these are tools that you can use, but they are not a magical multipurpose tool that does it all. Leading my email might get your message across very clearly and concisely, but you’ll always need to follow-up to make sure everyone “gets” what you mean. Don’t…
There are 85 steps you need to take to deliver that project. All 85 are important. You can’t skip one and expect to be successful. There is an order to those steps that you know are the path to success that you need to take. In your head, you can see them all coming together and working and crystalizing in front of you. But your team can’t, your stakeholders can’t and your customers definitely don’t…
Prompts are little pushes to help you do something. Reminders and Alerts are great prompts – “don’t forget you have an appt”. But there are other prompts, ones that are more valuable that you can give your team. “Hey, do we need time this week to clean up our tickets?” “We should work on those unit tests for all the code we wrote this past week.” “The team’s delivery is slipping… was there a reason…
Stated Outcomes. What do we want to achieve by the end of 15, 30, 60 minutes? “Everyone knows what everyone else is working on.” “We have a path forward to fix the problem.” “We will all understand the problem.” “Someone here will take ownership of this issue.” We don’t like stating outcomes because then it might “drive” the meeting, and that’s sometimes a bad thing when we want them to “flow”. But driven meetings can…