Organizations
Focus on what you can control, and move past your narrow focus on outcomes. When mistakes happen, the right question is: Why did your system allow it? How could you have influenced that result?
Personal Dave Posts
We're in a weird halfway world where AI is both somewhat competent, and unreliable.
Organizations
Building processes is a mechanism for resolving issues fully. But they're also bottlenecks which slow your organization down. How do you navigate this conundrum?
Mid Career
How using KPIs and metrics as proxies, goals, or games leads us away from real customer value.
Mid Career
How to recognize the differences between one-way and two-way doors. A way to think about risk and decision-making.
Career Growth
When your 'areas to improve' sounds like a shopping list. Or more subtly, an afternoon is ruined when you get a little honest feedback on your performance. And what you should do next.
People Managers
Many managers (and individuals) assume that load balancing their team members is the manager's job. That's a pretty bad idea. And I'll explain why.
Personal Dave Posts
I'm absolutely off topic today. Like if being on topic was a road in downtown Seattle, I'd be hiking up Rattlesnake Ledge today. Which, if you don't know, is far away.
Mid Career
Too often we resolve the hardest work first, instead of the riskiest. A walk through of why that's a mistake.
Early Career
Our skills aren't perfect. Moving past our weaknesses is how we discover our ways to add value, and improve along the way.
Mid Career
A detailed narrative of how we communicated about, worked on, and resolved a technical mess we created.
Organizations
Misunderstandings about performance, promotions, influence, and leadership that most people only realize late in their careers.