Train to leave. Motivate to stay.
If you need numbers to prove that you’re making a difference, then you’re not making much difference.
Good managers play golf
No one is extraordinary always and everyone is extraordinary at something. [@HumanSelection]
People blossom.
Work must be sustainable
Shift quality left,bake it in
Everything is nuanced, nothing is clearcut
Certainly nothing is binary. All mental models are approximations of a more complex reality.
Including these principles
In VUCA, strategise long-term and plan short term, but don’t plan medium term, it’s wasteful. Instead do scenario analysis.
Decide at the last responsible moment. Know and work on your options. Know when the milestones are.
Let it be broken
Information is never perfect
You never get it right only better
See J-curve etc
it’s not about them, its about you
Self examine: what can you change about your behaviour/ about the system?
Dont’ tell them what to change, ask them what they need
There is no root cause
It doesn’t matter how wrong the direction is so long as you have course correction
Prioritise that which can be done
Think global, act local.
JFDI
For creativity and stimulus, apply a random input.
Celebrate people leaving. If you are a good organisation to work for they will only leave if it is to improve their own career and life, which we celebrate together. We invite them to return any time.
Everybody who resigns gets to present to an open town-hall meeting on leaving day, if they choose. Managers make a point of attending, and welcome feedback. Most senior manager present has right of reply, and wishes them farewell.
Pay people to quit. Given them a bonus for choosing to go, rather than stay unhappy. Don’t have a minimum employment time, it is especially important for new hires.
Firing is violence
If you need to fire someone, you likely need to fire some management too. Most people shouldn’t get to that level of dysfunctional if the work system was performing properly.
You don’t own people. Knowledge work is portable. People expect to move.
We should care about what we all get done, not what any one person gets done.
We should plan, design, and work on the assumption of a constant flow of defects, errors, and incidents. They aren’t costs, they’re assets, sources of rich learning.