Are our ideas good so we do them, or do our ideas become good because we pursue them?
We don’t see the world as it is. We see it as we believe it to be.
Sometimes, a person being promoted is said to be the “obvious choice”. That’s convincing. If it’s obvious, why look anywhere else?
By not trusting people, we make them untrustworthy. This is a vicious cycle that can ruin relationships, kill productivity, and fuel employee turnover. Let me tell you a story about Josh We once had the worst engineer on our team.
Our brains are fantastic machines for sorting, categorizing, and filtering data. It makes sure we don’t get confused easily and that we see what is the most appropriate. Unfortunately, when we assume that people are not trustworthy, we inadvertently set our brain on a subconscious crusade that will result in proving our opinion. To help understand why, let’s talk about… Read moreTrust (Part 2) People aren’t who you think they are
How does someone earn your trust? That question carries a lot of dangerous assumptions. Trust is all around us. It’s at any restaurant where we eat before paying. It’s the basis for companies offering loans regardless of credit. It’s with us when we drive through a green light without stopping; we trust no one will run the red light. Society… Read moreTrust (Part 1) Starting with Trust
Earlier, we talked about how busyness works against agile & lean. Today, we’ll look at how to replace busyness with value delivery (the heart of agile & lean). Given that busyness has been framed as the enemy, you may be thinking: That sounds great, but there are still salaries being paid and clients expect results; if I’m not making sure… Read moreWhy > Busy