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After five years of working together, Sheldon’s boss has moved on to greener pastures. His new boss hasn’t even been selected yet, but he’s seriously freaked. “What if I don’t like them?” he complains to anyone who will listen. “What if they don’t like me? What if they’re some kind of control freak who wants to tell me how to do my job? What if they have totally different expectations than my old boss had? What if they want to bring in their own team and we all get fired?”

Few things are more stressful in a career than the prospect of a new boss. But if managed correctly, the experience can be positive for both you and them.

Before they start:

Look forward to working with a new boss.

I mean, actually look forward to it. Assume that your company won’t hire an idiot. In fact, consider the possibility that maybe, just maybe, a new boss with a fresh perspective is exactly what you need to enhance your skills and take your career to the next level.

Do your research.

Connect to them on LinkedIn with a nice note about how much you’re looking forward to working with them. While you’re there, take a look at their career progression, any interests or associations they have listed, where they went to school. Take a look at their endorsements and recommendations. Then have a peek at their other social media accounts. Search to see if they’ve made any media appearances — interviews, guest posts, podcast appearances or op-eds.

Use this information to get an idea of who they are, and what’s important to them.

In their first week:

Be welcoming, but not fawning. Any boss worth their salt can smell bullshit a mile away. Instead, be warm. Keep it light. Ask them if they have any questions. In other words, just be kind and decent.

In your initial meeting, follow their agenda, but be sure to get these three key points across:

This is what I’m good at.

This is what I’m working on.

This is what I’m excited about.

That’s it. In the first meeting, they don’t need to know your thoughts on which projects are bogus and which of your colleagues needs to be fired. Keep office politics out of the discussion. Make it clear that you are there to support them and help them get up to speed as soon as possible.

Over the next few weeks:

Make time for them.

New bosses often have a ton of questions. Take time to answer them as clearly and honestly as you can. If appropriate, prepare a short deck outlining your key metrics, strategies and challenges and take them through it.

Clarify expectations.

Are they expecting you to be super-fast in your work? Or super accurate? Or both? Do they want weekly check-ins, or are they cool only hearing from you when there’s a problem? Would they like you to regularly pop into their office for a chit-chat or are they more formal?

There’s a good chance your new boss’s expectations will be different than those of your previous boss. It’s best to get clear on that ASAP.

Set boundaries.

Sometimes, even the best-intentioned bosses can accidentally step on toes. If your new boss accidentally meanders into your area of responsibility, simply say, “I can take care of that”. If you have to leave work every day at 5:30 to pick your kid up from daycare, let them know as soon as possible.

Watch their back.

If you see your new boss is about to step into a hornet’s nest, let them know. If they’re in danger of unknowingly missing a deadline, let them know. This is how you build trust. And it’s how you become a valued employee.

Let go of the past.

This is perhaps the most important step. Things will change. This new person may have a different style, different ideas and different priorities than your last boss. Clinging to what was is a sure-fire way to become more of a hinderance in their eyes than a help.

What if the new boss actually turns out to be a bit of a jerk?

Okay, I admit that can happen. But if it does, it doesn’t have to be the end of the world. Remember: no matter what, you’re in charge of your career.

You can read more about that here.

Hey there! Here’s and idea… sign-up for my weekly newsletter (green box at top right of your screen on desktop, or under this post on mobile) so you’ll never miss a post. I promise I’m not a spammy nightmare. One per week, and that’s it.

Old Job, New Boss? How to Impress the Hell Out of Them was originally published in It's Your Turn on Medium, where people are continuing the conversation by highlighting and responding to this story.

by Judy Sims via It's Your Turn - Medium #itsyourturn #altMBA #SethGodin #quotes #inspiration #stories #change #transformation #writers #writing #self #shipping #personaldevelopment #growth #education #marketing #entrepreneurship #leadership #personaldev #wellness #medium #blogging #quoteoftheday #inspirationoftheday

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About a month ago, I looked at our Teams Channels and had this nagging feeling that things had become too formulaic, too transactional…

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by Greg Thomas via It's Your Turn - Medium #itsyourturn #altMBA #SethGodin #quotes #inspiration #stories #change #transformation #writers #writing #self #shipping #personaldevelopment #growth #education #marketing #entrepreneurship #leadership #personaldev #wellness #medium #blogging #quoteoftheday #inspirationoftheday

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Small numbers. Big numbers.

What is possible with small numbers is not possible with big numbers.

Covid-19 traceability is possible when 10, 50 or even 100 people are contaminated daily. It’s not any more possible once we reach 10000 people or more a day.

Taking a low or medium risk once will probably have no consequence. Repeating this risk behavior multiple times for a long period of time will probably transform the risk in a reality sooner or later.

1 person can easily handle something* for another person or even for 10 or 20 people.

1 person cannot handle the same something for 100 or 1000 people.

When the numbers increase, the way we handle them has to change too.

Not everything is scalable.

It’s a choice to play with small or big numbers. The thing is that neither the job to be done, nor the outcomes and the rewards are the same.

*something can be cooking, writing a personnalized e-mail, calling on the phone, sending a postcard, remembering birthday dates,…

Numbers. was originally published in It's Your Turn on Medium, where people are continuing the conversation by highlighting and responding to this story.

by Jean-Marie Buchilly via It's Your Turn - Medium #itsyourturn #altMBA #SethGodin #quotes #inspiration #stories #change #transformation #writers #writing #self #shipping #personaldevelopment #growth #education #marketing #entrepreneurship #leadership #personaldev #wellness #medium #blogging #quoteoftheday #inspirationoftheday

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An assert about properly listening to your team

Photo by Cytonn Photography on Unsplash

Let me contextualize.

You’re a leader, you have a team, you’re responsible for this team strategy.

One of your engineers is performing quite above the average for months. She is engaged with the organization's values and she is also asking for more space.

In your strategy, there is a new role about to be created, that will demand someone of trust, so you look at this person as a good match for the job to come. Now it is just a matter of preparing the conversation with the person to present the opportunity, after all, she is likely to accept, right?

Well, maybe not.

Let me now contextualize her mind.

She has been working a lot to outperform. She has been taking courses in order to learn even more about her Engineering specialty. She believes the hard work will pay off.

On the other hand, she is not clear about your strategy, after all, she works on operational tasks and does not participate in all strategic meetings you do. For her, being an Engineer is a reason to be proud. She proudly tells her family and friends she has this great job at your company and has this solid career.

Now think about how a career change may unstabilize this emotional security she has. I’m sure she’ll be happy with the promotion opportunity. That’s not the point here. The point is the emotional side of the decision is going to take over when she listens to your offer.

Don’t worry. There are alternatives.

What if you share the strategy in a more often and transparent way with your team, or at least with the people you blindly trust on your team?

What if you make use of some empathy and try to wear the about to be promoted person’s shoes?

What if you spend half of the conversation talking about how this new role is important for the organization, how she can earn visibility to the rest of the company?

What if you tell your history about your career changes or use some other examples she knows?

What if (if you want to pick only one, pick this) you clearly say that you’re choosing her because you trust her, and you won’t let her bad? That you’re together in this uncertain journey and you’ll help her build the path.

As a leader, understand that it is not about the technical side of it. It is always about the emotional side.

Now, go give it a try. It’s your turn.

When promoting a person was originally published in It's Your Turn on Medium, where people are continuing the conversation by highlighting and responding to this story.

by Rafael Costa via It's Your Turn - Medium #itsyourturn #altMBA #SethGodin #quotes #inspiration #stories #change #transformation #writers #writing #self #shipping #personaldevelopment #growth #education #marketing #entrepreneurship #leadership #personaldev #wellness #medium #blogging #quoteoftheday #inspirationoftheday

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“How do we make our customers listen to what we have to say?”

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by Conor McCarthy via It's Your Turn - Medium #itsyourturn #altMBA #SethGodin #quotes #inspiration #stories #change #transformation #writers #writing #self #shipping #personaldevelopment #growth #education #marketing #entrepreneurship #leadership #personaldev #wellness #medium #blogging #quoteoftheday #inspirationoftheday

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Seth Godin’s altMBA was one of the most formative parts of my lifelong education. The Workshop is a hell of a sprint. 30 days of full-on…

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by Conor McCarthy via It's Your Turn - Medium #itsyourturn #altMBA #SethGodin #quotes #inspiration #stories #change #transformation #writers #writing #self #shipping #personaldevelopment #growth #education #marketing #entrepreneurship #leadership #personaldev #wellness #medium #blogging #quoteoftheday #inspirationoftheday

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The word “willpower” has become a cultural and linguistic shortcut for the idea that we all have some deep, infinite reserve of mental…

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by Conor McCarthy via It's Your Turn - Medium #itsyourturn #altMBA #SethGodin #quotes #inspiration #stories #change #transformation #writers #writing #self #shipping #personaldevelopment #growth #education #marketing #entrepreneurship #leadership #personaldev #wellness #medium #blogging #quoteoftheday #inspirationoftheday

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Juneteenth, Responsible Self-Education and 3rd Degree Racism

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by Heather Chavin via It's Your Turn - Medium #itsyourturn #altMBA #SethGodin #quotes #inspiration #stories #change #transformation #writers #writing #self #shipping #personaldevelopment #growth #education #marketing #entrepreneurship #leadership #personaldev #wellness #medium #blogging #quoteoftheday #inspirationoftheday

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Photo by Luke Chesser on Unsplash

“You can’t manage what you can’t measure.”

This phrase is often quoted to Peter Drucker, one of the most famous Business Management gurus. It is very helpful to measure your team’s performance, indeed. But you certainly want to be careful with a few traps while choosing the KPIs.

Before starting to measure and monitor your team, here is some advice, from my leadership experience:

Someone has to fill the data in

It is easy to imagine a complete dashboard, full of useful information. But first, remember that information comes from raw data, and data comes from an input. Whenever you can automatize data input from the software your team uses, from your company’s ERP, from integrated APIs, etc… do it! Pay attention to where data is coming from. If your team is spending more time filling in data than doing the work that matters, forget that KPI and choose others. You don’t want to lose your team’s performance or disengage people just because of a beautiful number.

Who is it useful for?

KPIs should serve one purpose: to engage the team in a virtuous cycle to achieve better results. How can that be if the team has no access to the dashboard? The more transparent your KPIs are, the better. They are not for you, they are for the team.

What is it for? Does your team know that?

Invest the proper time to explain to your team why you are going to start measuring. Share your vision, the points you want to improve, how much do you want to improve each month, what does success look like, and what is the benefit for the team. Clarity is an important part of engagement in such initiatives. If your team knows the “whys”, it is much more likely they will help you on this journey.

Make a monthly event to share the results

A 15-minute stand-up meeting, a 5-minute video, it doesn’t matter how. What matters is that you do it on a monthly basis. Promote the good results, share your analysis, ask someone on your team to comment, reflect together about the bad results. You want to show that this is important for the company and where is it leading all of us.

Add gamification to it

Whenever the occasion allows, “gamificate” the KPIs. Create a ranking with the best results, establish an annual prize or bonus. Healthy and fun competition can surprise you positively. P.S.: pay attention if your criteria are fair enough.

Those are just a few pieces of advice from my experience. If you want to talk about it, please contact me and we can discuss it more.

Thanks for reading!

Choosing your team KPIs carefully was originally published in It's Your Turn on Medium, where people are continuing the conversation by highlighting and responding to this story.

by Rafael Costa via It's Your Turn - Medium #itsyourturn #altMBA #SethGodin #quotes #inspiration #stories #change #transformation #writers #writing #self #shipping #personaldevelopment #growth #education #marketing #entrepreneurship #leadership #personaldev #wellness #medium #blogging #quoteoftheday #inspirationoftheday

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I’m working on a project where we have an oncoming onslaught of work coming at us in the next few months. We also are working through a…

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by Greg Thomas via It's Your Turn - Medium #itsyourturn #altMBA #SethGodin #quotes #inspiration #stories #change #transformation #writers #writing #self #shipping #personaldevelopment #growth #education #marketing #entrepreneurship #leadership #personaldev #wellness #medium #blogging #quoteoftheday #inspirationoftheday

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Photo by freddie marriage on Unsplash

It’s been months since our company adopted the home office for the jobs in which it applies. I have spoken with several people that have been working since the beginning of the pandemic and, from these talks, I grouped some of the lessons about this work method. Especially for leaders in doubt if this is the right way to go after the pandemic goes away.

Lesson #1: Who is home office for?

This is the simplest of them. The home office is not for everyone. When considering this change, leaders should look into the job tasks and people profile. You can send anyone home, as long as her deliverables can be done and shared online. As long as you know the person enough to tell if she is an introvert or not. Introvert people are more likely to adapt to no social interaction. But what about that guy that is the life of the office? The one whose performance will go down if he doesn’t spend some time having a coffee chat with the colleagues. The one that helps to raise the morale of the team when he tells the weekend’s sports news or whatever trendy topic the team likes. Pay attention to match these two requirements before sending someone to a permanent home office.

Lesson #2: What about the newbies?

The culture of a company is better learned on-the-fly. You can teach technical skills to a newbie, but you can’t teach culture. Culture is lived, is breathed. So before sending the new guy home, make sure he spends at least the necessary time to engage in your culture. If possible, define a small checklist or process to that.

Lesson #3: Social interactions

For most people, going home was very good news at the beginning of the pandemic. People felt safer and could be closer to their families during harsh times. Also, the fuzz of working from home, in a customized office, no commute, all the pros. After some time, especially in repeatable tasks, most people I talked to started to miss the social interaction. But they also said that if it wasn’t for the pandemics, they would have balanced this part on weekends. So, let’s say this is 2020 specific.

Lesson #4: Infrastructure

If your company didn’t have this before, you need to make sure your company has the proper communication tools for your projects (a communication plan is always nice to have). Make sure you provide people the proper hardware for their tasks, as well as make sure they have a good internet connection and a proper place to work, a.k.a. an office. This lesson seems simple, but it is very important.

Lesson #5: Culture changes

Make sure you use the online work methods in favor of your company. Use the best of each part, use the opportunity to change the culture, and prove that the home office can be real. Measure your team performance, make virtual one on ones, engage people in this new way (no, I don’t like the “new normal” expression).

Final lesson: Balance

Don’t take this buzz too damn seriously. Find the balance that is the right fit for your team and your company. If working from home is a motivational tool for your software team, try to send them home 1 or 2 times a week. If that job does not allow doing so, be honest with your team and explain the reason. If someone is not performing well at home, bring this person back. Find your balance.

We’re still going to learn a lot from this pandemic times, but so far, that’s what I’ve concluded about this.

And you? What is your opinion?

Lessons about home office in pandemic times was originally published in It's Your Turn on Medium, where people are continuing the conversation by highlighting and responding to this story.

by Rafael Costa via It's Your Turn - Medium #itsyourturn #altMBA #SethGodin #quotes #inspiration #stories #change #transformation #writers #writing #self #shipping #personaldevelopment #growth #education #marketing #entrepreneurship #leadership #personaldev #wellness #medium #blogging #quoteoftheday #inspirationoftheday

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One of the greatest myths that I encounter as a coach is that the only way to be successful is to be relentlessly single minded about what we’re doing and where we’re going; we should stick to our knitting, do one thing at a time and never, ever, lose focus.

I suppose that is one way to be successful in certain aspects of life.

But is it the way to be successful as a human being?

I think not.

Because this notion that we have to do and be just one thing is one of the main reasons why people who to the outside world appear to be singularly successful, actually feel stuck and dissatisfied with their lives.

One thing I know for sure is that the most successful humans I encounter are those who when discussing their lives and careers make repeated references to what they call “this work” and “that work”.

It turns out that it is possible to be successful at more than one thing at a time; as long as those things are in alignment with our values and driven by a sense of deep purpose.

And I’m not talking solely about the Elon Musks and Oprah Winfreys of the world.

I’m talking about my friend Jake Kahana who does “this work” as a freelance designer and also “that work” as the co-founder of Caveday, a company dedicated to maximizing productivity for organizations and individuals.

Or my client, we’ll call her Penelope, who does “this work” as a digital strategy consultant and also does “that work” helping creative people realize their full value so they can price their work appropriately.

Or my husband, who does “this work” as a television executive and also does “that work” as a successful artist.

And now it’s my turn. In addition to doing “this work” as a leadership coach, I’m about to embark on “that work” as the founder of something called The Expansive Woman Project.

“This work” and “that work” allows us to pay the bills while at the same time expressing our creative selves, learning new things and being of service. In other words, it fulfills our higher needs for growth and contribution. And yes, it requires more work, more time and more commitment. But it’s so worth it. And, in the long-term it’s possible that our “that work” will become our primary “this work”. And then we can find a new “that work”.

How fun. How fulfilling. What a lovely way to manage a career.

Now think about your own life. Is there some kind of “that work” that you’ve been denying yourself? Have you bought into the notion that we can only do and be one thing? Do you have the passion and capacity for something more?

If the answer is yes, then why not do it?

On The Many Joys of “This Work” and “That Work” was originally published in It's Your Turn on Medium, where people are continuing the conversation by highlighting and responding to this story.

by Judy Sims via It's Your Turn - Medium #itsyourturn #altMBA #SethGodin #quotes #inspiration #stories #change #transformation #writers #writing #self #shipping #personaldevelopment #growth #education #marketing #entrepreneurship #leadership #personaldev #wellness #medium #blogging #quoteoftheday #inspirationoftheday

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Erin Meyer and Reed Hastings “No Rules Rules” book cover

In 2018, Patty McCord the former Chief Talent Officer at Netflix published “Powerful: Building a Culture of Freedom & Responsibility”. As mentioned in the subtitle, this book is all about the way Netflix is articulated around a specific corporate culture. This culture has a name: Freedom & Responsibility (F&R).

Patty McCord “Powerful” book cover

As written in the upper part of the cover, Patty McCord is also a Co-Creator of Netflix famous Culture Deck. This Culture Deck, that has been published on the web, fully describes what employees should expect from Netflix and what Netflix expects from their employees. The initial version is a 127 slides presentation. You can find the latest version here on Netflix’s website.

Everything is accessible and it takes about 1 hour to read the document and catch the main ideas that define the basis of the company’s culture.

Excepted there is a chance that it will be of no help for us. Because our organization is not Netflix. And because there are prerequisites in order to be able to get the full power of F&R.

In 2020, Reed Hastings, who is the CEO of Netflix, and Erin Meyer, who previously wrote “The Culture Map”, publish “No Rules Rules: Netflix and the Culture of Reinvention”.

This book is some kind of an “How-to” book as it describes, step by step, the journey that an organization needs to take in order to build a “Freedom & Responsibility” culture.

The book mainly explores 4 thematics. The three first ones are the key levers for building an F&R culture.

Talent Density

Candor

Removing Controls

For all of them, the book explores three maturity levels. From the initiation to the expertise.

It is important to note that Talent Density is a prerequisite for Candor and that Candor is a prerequisite for Removing Controls.

The fourth one is a key lever when expanding the organizational culture all around the world.

Going Global

In this last part of the book, the authors explain the way they compare Netflix F&R corporate culture with the local cultures in countries where Netflix are deployed (eg.USA, Netherlands, Japan, Singapore,Brazil) in order to find the best fit.

Talent Density

Step #1 — Talent is not enough. Talent density is the key factor for success as talented people make one another more effective. For top performers, a great workplace is about the joy of being surrounded by people who are both talented and collaborative. A great workplace is stunning colleagues.

Step#2 — In order to fortify the talent density in your workforce, for all creative roles hire one exceptional employee instead of ten or more average ones and pay them top of the market.

Step#3 — Consider that people in your organization belong to a team (like a sport’s team). Team members have great relationships, support each other, celebrate together and console one another. However, the coach swaps and trades players in and out in order to make sure they always have the best player in every position. The Keeper Test is a tool Netflix is using in order to assess the team members. It can be synthetized in one single question for the manager: “Which of my people, if they told me they were leaving for a similar job at another company, would I fight hard to keep ?”

Candor

Step#1 — Say what you really think (with positive intent). This means giving each other candid feedback and challenge authority. Netflix is using a tool they name “4A” (Assist, Actionable, Appreciate, Accept). Feedback should be given and sollicited in all directions (from bottom to top, from top to bottom , peer-to-peers and all other combinations).

Step#2 — Provide enough information for people to take ownership. Share everything that you would not share a priori (some financial and strategic data, your own mistakes and failures) in order to build trust.

Step#3 — Perform written non anonymous 360 and live 360s (circle of feedback based on the 4A and “Start, Stop, Continue” with a 25% positive/75% developmental rate)

Removing Controls

Step#1 — Here Netflix proposes two things.

First, removing the vacation policy. This means everybody is free to take any amount of vacation he or she needs (freedom), as long as they do it in a defined context (responsibility). The idea behind is to build on Talent Density and Candor (as both are prerequisite for Removing Controls as mentioned earlier in this post) and give people more freedom, which leads them to take more ownership. Freedom is not the opposite of responsibility but one leads to the other. It’s interesting to notice that even with such a “no rule policy” about vacation, people usually take more or less the same amount of vacation days per year.

Secondly, removing travel and expense approvals. As a first trial, Netflix defined this one sentence policy for both topics: “ Spend company money as if it were your own”. Unfortunately, people have very different ways of managing their own money, which led to same strange decisions and behaviors. Netflix then decided to modify the policy as follows: “Act in Netflix’s best interest”. It’s a guideline that every employee can use in a context.

Step#2 — No decision-making approvals needed. Employees at Netflix can place their chips on whatever bets they believe in. Their performance will not be judged on a single bet that would fail or succeed, but on their overall ability to move the business forward. In order to define if a bet is worth being supported, Netflix created the Netflix Innovation Cycle that is made of 4 steps:

“Farm for dissent” or “socialize” the idea

For a big idea, test it out.

As the informed captain, make your bet.

If it succeeds, celebrate. If it fails, sunshine it.

Reed Hastings considers such a process to be an individual decision-making with input.

Step#3 — Lead with context, not control. In order to define if one should lead with context or control, we have to ask ourselves some questions first.

The first one is “What is the level of talent density of my staff?”

The second is to ask whether the goal is error prevention or innovation. When the goal is innovation, making a mistake is not the primary risk. The big risk is becoming irrelevant.

The third question is to define if the system we are evolving in is loosely or tightly coupled. A loosely coupled system has few interdependencies and intrinsically allows a high degree of freedom for decision-making.

The fourth and last precondition for leading with context is related to the fact that the organization is highly aligned or not. Is there a clear North Star, a vision guiding everybody from the field to the CEO ?

Netflix defines itself as “Highly Aligned, Loosely Coupled”. In addition to the fact that they have a high talent density and that their mission is innovation, they fill the four condition to lead with context.

The informed captain is the decision-maker, not the boss. The boss’s job is to set the context that leads the team to make the best decisions for the organization. It works more like a tree (lead with context) than like a pyramid (lead with control).

Going Global

The challenge here is to adapt the company culture (Netflix) to the local culture (eg. a specific country). As Netflix is a US company, many components of its corporate culture are inspired by the US culture. However, when expanding into other geographical areas, the corporate culture benefits to be adapted to the local culture in order to maximize the performances and well being of employees worldwide.

In order to achieve such a difficult and ambitious challenge, Reed Hasting has been inspired by Erin Meyer’s work on identifying and mapping the cultural differences between countries (you can see an example on the picture below).

from the article “Map Your Team’s Cultural Differences” by Erin Meyer, INSEAD Affiliate Professor of Organisational Behaviour

He decided to map Netflix’s coporate culture on a similar map and see where major gaps could be observed.

After having identified these gaps, the last step is to adapt the corporate culture to the local culture accordingly.

My personal takeaways

As mentioned in the part about going global, some countries have different regulations than US that obliged Netflix to adapt. They did not have to change the main roots of the “Freedom and Responsibility” culture but had to modify some practices.

When reading the book, some parts, tools and practices sounded like immediately actionable in my own and personal context (some are even already in place and need to be pushed to the next level).

Some others sounded strange and unfamiliar and I am not sure they would neither fit to my country culture, not to my organization culture. Anyway, I am pretty sure there is at least some food for thought. There is inspiration in these ones and they have the power to start a reflection or a conversation that could lead to an adaptation of the defined practice.

I did not mention it, however, throughout the book, the authors highlight the potential risk embedded by some practices when used the wrong way or with the wrong mindset.

I assume we can consider that the whole “Freedom and Responsibility” culture has to be used with the right mindset and purpose. If so then I can only encourage us to explore this model and try to catch the most promising practices and adapt them to our organizations cultures.

Because having an authentic and strong corporate culture is a major asset for an organization.

No Rules Rules was originally published in It's Your Turn on Medium, where people are continuing the conversation by highlighting and responding to this story.

by Jean-Marie Buchilly via It's Your Turn - Medium #itsyourturn #altMBA #SethGodin #quotes #inspiration #stories #change #transformation #writers #writing #self #shipping #personaldevelopment #growth #education #marketing #entrepreneurship #leadership #personaldev #wellness #medium #blogging #quoteoftheday #inspirationoftheday

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We are all one.

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by Scott Perry via It's Your Turn - Medium #itsyourturn #altMBA #SethGodin #quotes #inspiration #stories #change #transformation #writers #writing #self #shipping #personaldevelopment #growth #education #marketing #entrepreneurship #leadership #personaldev #wellness #medium #blogging #quoteoftheday #inspirationoftheday

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In order to improve anything, one must first notice.

For example:

I used to sit at a desk all day until I noticed back and shoulder pain and a posture that resembled a Disney Character from Notre Dame.

I thought about it and went and got a wireless keyboard, mouse and monitor.

That worked well for a while until I noticed that doing so much sitting made me tired and lethargic.

So I made a standing desk.

This has been a game-changer until one day I noticed standing all day was starting to give me sore feet.

Now I rotate between sitting and standing.

On and on it goes.

Enhancements, improvements and iterations are available for us to make things better.

The key is to first observe and notice.

Consider this question fork (that’s right I’m bringing back the cutlery post):

What’s not working for me right now?

Where are my pain points?

Where do I experience friction?

Then: Which of these are worth improving?

Originally published at https://noodlescratchers.com on September 27, 2020.

Noticing and improving was originally published in It's Your Turn on Medium, where people are continuing the conversation by highlighting and responding to this story.

by Peter Shepherd via It's Your Turn - Medium #itsyourturn #altMBA #SethGodin #quotes #inspiration #stories #change #transformation #writers #writing #self #shipping #personaldevelopment #growth #education #marketing #entrepreneurship #leadership #personaldev #wellness #medium #blogging #quoteoftheday #inspirationoftheday

[itsyourturnblog]

There are almost always more than two options.

When facing a decision that initially feels binary, consider:

What are 12 other options that exist here?

And yes, they can be ridiculous.

Worry about their legitimacy later, the goal is to first get unstuck from seeing it as either/or.

Originally published at https://noodlescratchers.com on September 20, 2020.

Beyond either/or was originally published in It's Your Turn on Medium, where people are continuing the conversation by highlighting and responding to this story.

by Peter Shepherd via It's Your Turn - Medium #itsyourturn #altMBA #SethGodin #quotes #inspiration #stories #change #transformation #writers #writing #self #shipping #personaldevelopment #growth #education #marketing #entrepreneurship #leadership #personaldev #wellness #medium #blogging #quoteoftheday #inspirationoftheday

[itsyourturnblog]

Is most commonly thought of as the act of sending something to at least one other person via mail or courier.

Maybe it’s sending thank you cards to multiple loved ones, some lego to your niece for her birthday or, on the flip side, receiving the overpriced stainless steel Japanese pouring kettle that you convinced yourself you needed in lockdown.

In all cases someone intentionally (and usually generously) sends something to another person.

This posture of generous shipping is also true of great leaders, changemakers and creatives. They make a habit of sharing something they’ve created.

It could be a blog post, podcast episode or new business.

It might be an email, website or a song.

Perhaps it’s a video, an idea or some feedback.

This kind of shipping can be hard.

It’s hard because it invites feedback and puts us on the hook. It requires us to have thought “I’m sharing this with you because…”

It’s also the only way to create change.

All the planning, preparation, tinkering and perfecting can only get you so far. At some point, you have to ship.

Knowing that, it might be worth making shipping part of our daily routine.

Consider: what you might ship in the next 24 hours?

-

PS. I can go first.

The brilliant Jen Waldman and I just shipped The Big Ideas Lab.

It’s an intensive 6-week workshop for people with changemaking ideas to learn the skills, tools, and techniques for creating and delivering high-impact content.

Check it out as it might just be for you. Yeah, you.

Originally published at https://noodlescratchers.com on September 16, 2020.

Shipping was originally published in It's Your Turn on Medium, where people are continuing the conversation by highlighting and responding to this story.

by Peter Shepherd via It's Your Turn - Medium #itsyourturn #altMBA #SethGodin #quotes #inspiration #stories #change #transformation #writers #writing #self #shipping #personaldevelopment #growth #education #marketing #entrepreneurship #leadership #personaldev #wellness #medium #blogging #quoteoftheday #inspirationoftheday