There is a lot written about getting work done. And a lot more about procrastination. When it comes to results, though, our ability to be successful depends largely on our perception of the situation.
Focus & Follow-Through
Know what you want. And go do it. These are the essential elements of success. There’s a very careful balance to walk here between doing for the sake of doing, and taking action because it will move us forward. And there is a simple test to know which is which.
Dreams & Reality
“Why are we doing that?” It sounds like a simple question. It often has a very complex answer. Getting to the essence of why is important for project success, but how we usually think about projects often gets in the way. Reframing the questions to get the answers that we need.
Process Can’t Compensate For Culture
Process is appealing. It provides structure and guidance and rules and boundaries. The challenge is that organizations are messy and complex. Projects are difficult. They require work and adaptation. You can’t just take process from one place, apply it to another, and expect it to work properly. You need to do something else.
Best Practices Usually Aren’t
There are few terms that have the same unbridled acceptance in business as “best practices.” Except that, for many organizations, best practices fail to deliver on the theoretical promise implied by the term. Best implies one superior way of working, where in reality there are many practices dependent upon many different things.
On Working Out Loud
Working out loud is not something we normally think of doing. In fact, we’re taught to do the opposite. Knowledge work is often quiet, solitary and independent. But working out loud—and objectively and meaningfully sharing status—can have some important and valuable benefits.