12 Week Year: DriverlessCrocoGoals

Here’s an attempt at 12 Week Year-style goal setting for DC. I’m trying to keep it simple, and haven’t gone deeply into unpacking my goals and vision because I’m already committed to them and happy with them – so this is mainly about getting stuff done / execution. Writing Goals Overall Vision (“this will sound a bit vague”):To keep building…

Hard conversations

…aren’t supposed to be easy. The person you need to have the conversation with might be a peer, a friend, a long-term colleague. The conversations are uncomfortable in the planning, in the preparation and in the aftermath – often because they highlight your own weaknesses or lay you open to charges of hypocrisy or favouritism, however hard you’ve tried. But…

Seth Godin on responsibility

Following on from yesterday’s post about supervision, here are some links to Seth Godin on responsibility: Rules and responsibility “Use your best judgment.ā€ Bureaucracies have a very hard time saying this to their staff. They create an endless series of scripts and rules, procedures that force people to not care. “Iā€™m just doing my job,ā€ which is the precise opposite…

Supervision

What are you worried about? Why do you want this person or task supervised? How much time and effort will the recording and reporting cost the person being supervised? How much motivation and goodwill? Is the supervision actually going to happen the way you think? How much time and effort will reading the reports, checking the output, meeting with the…

Responsibility

Whether you’re improving your own work or helping others improve theirs,* it pays to spend time talking about who is responsible for what – and what you hope people will take responsibility for as they grow into their roles. There are layers of responsibility. 1) Given all the necessary inputs… Do you take responsibility for getting your job done? 2)…

Spec-ulation

If you’re asking someone to do something for you, an appropriate spec goes a long way. A good spec saves everyone time and effort* and demonstrates that you value the work and other people’s time and energy. You might include answers to the following questions: Big picture, what needs to happen? Why is it important – what will doing this…

Peter Drucker on social responsibility

A business that does not show a profit at least equal to its cost of capital is irresponsible; it wastes society’s resources. Economic profit performance is the base without which business cannot discharge any other responsibilities, cannot be a good employer, a good citizen, a good neighbor. But economic performance is not the only responsibility of a business any more…

Externalities

We’re familiar with the externalities of industrial production and consumption. They’re fairly predictable, and often visible. Even air pollution, the silent killer, is usually visible when it happens, before the poison spreads. It’s a perfect example of a negative externality ā€“ something put into the world that everyonepays for, not just the producer or the consumer. What are the externalities…

Trust

Make your systems strong. Have a clear process: where does the money come from, where does it go? Account for it transparently: how are movements of money planned, approved, recorded, tracked and evidenced? Have checks and controls: Who sets things up? Who approves payments? Who checks? Who checks the checker? Minimise temptation and opportunity. But at the end of the…

Show me the money

Love it or loathe it, you’ve got to know where the money’s going to come from, and where it all goes. Get it right from the start – it’s essential to the health and credibility of your project or organisation. It also works like an extra sense, helping you spot trends, opportunities and issues earlier than you might have otherwise.…