If you’re trying to make a cultural change, I’ve found it’s much easier to reinforce desired behaviours than to focus on feedback on undesirable behaviours.

If you are unwilling to disrupt your business, there will always be someone willing to do it for you.

AI turns right brain thinking into left brain.

We knew time to market was a priority and wanted to shield the team from noise.

Procrastinators and blockers favor speed and immediacy over accuracy and constancy. Are generally more concerned about trying to manage short-term comfort than long-term effectiveness in solving important problems. So, to control their emotions, they procrastinate and block. https://brunopedro.com/

Estimations are useful in high level discussions about feasibility and underlying technical complexities (like, is this a week or a month, and why?), and also to be able to make trade-offs between quick wins and larger investments. But estimating down to the story point or man-hour is a huge waste of everyone’s time and sanity.

You can get to the real cause of an issue by asking why 5 times.

When a customer brings a complaint, there are always two tokens on the table: “It’s no big deal” and “It’s the end of the world”. Both tokens are always played, so whoever chooses first forces the other to grab the token that’s left. Don’t force your customer into taking the “It’s the end of the world” one. https://brunopedro.com/

In all cases, you should push decisions as far down your org chart as they can go. Consider how much pain and inefficiency you’re willing to take, in exchange for people feeling ownership over their goals and mission. I’d enjoy dictating exactly how our new dashboard should operate, but it’s in our organization’s best interest to let the dashboard team make those decisions. If I dictate their work, they’ll execute on it.

The best way to undercut a strategic initiative is to make it someone’s part-time job.