I’ve ranted about best practices many times before. Nonetheless, it is human nature to want there to be a right answer, to know that we are doing the right thing and to believe that the actions we take are defensible. Normal to want, impossible to get. The reality is that we live in a complex and nuanced world, and we need varied ways of making sense of it. We need effective ways to evaluate our options, understand the implications and assess whether we are making the best decision at the time. That’s where models come in.
Getting clear about what you are are doing and where you are going is incredibly valuable and important. It’s also very challenging to do. The greater your ambition, the longer the list of things that you dream of getting done. The more that you care about delivering quality results, the more essential it is to get focused about where you invest your effort and attention. That involves difficult choices that most of us very` often don’t like acknowledging, let alone actually making.
Getting process right is hard. While we might know what not to do, identify what to do is challenging and difficult. In a world where we accept that the right answer to process is “it depends,” we need to get clear and specific about how we can figure out what it depends on. Identify the questions to ask and the approach to take is challenging. Following it is even harder. Doing both is essential.
We shape our own existence, and we define our own experience. While that might not be a popular sentiment, it’s no less real nor true. The biggest challenge is that we are often fundamentally aware of the underlying beliefs that create our experience. If we want to make a difference in the world, we may first need to make a difference in ourselves.
On the very good days, we can be exceptionally creative and productive. On the bad days, we can’t even spell ‘productive,’ let alone use it coherently in a sentence. What we know about engagement and procrastination, and what we need to keep in mind.
I have long abhorred the term ‘best practice.’ What are labelled as ‘best practices’ often aren’t, or are only particularly useful and relevant in specific circumstances. The phrase is often used as a not-so-thinly-veiled effort at micromanagement, imposing the way someone wants something done through insinuating that not doing it that way would be in […]