Specs, laws and floors

A spec sets standards and defines output, and laws set the boundaries of acceptable behaviour. They are indispensable, but here’s the thing: specs and laws are always floors. You can’t legislate the maximum. There is always an extra mile. There…

Networks: your organisation as an unending conversation

What would happen to your organisation or movement if you dropped out? If the answer is “It would probably die,” then you probably* need to think about building something bigger and longer lasting than yourself. One lens for understanding how…

What’s the story? (1)

We’re always telling stories about who we are, where we’ve come from and where we going. We tell stories about what’s good and what’s bad, what should be and what shouldn’t. We tell ourselves stories about what’s possible and why…

Resource: Seth Godin on Systems Thinking

Akimbo Season 4 Episode 20 (July 10, 2019) – Systems Thinking This is a great episode of riffs on how systems create – and constrain – possibilities, and the opportunities that open up when systems change. Featuring Mr Heinz and…

Friction (2): emotional friction

This is a different kind of friction: the uncertainty, delay and discomfort that comes from lack of trust or understanding. Like bureaucratic or procedural friction, emotional friction slows us down and makes things more difficult than they need to be.…

How to set salaries

Some ways of thinking about setting salaries: Market Rate You pay the lowest price that the market will bear. The bigger the market (the more appropriate candidates that you can reach), the lower the price is likely to be. This…

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…

Seth Godin on recruiting: raise the average

That next person you hire – are you lowering the average, or raising the average? ‘Cause if you’re lowering the average of your team because you’re in a hurry, when are you going to stop lowering the average of your…

Ben Horowitz – The Hard Thing About Hard Things

This is a great cut-the-crap book about management and building a company. It’s most relevant to the the tech world, but there are plenty of gems here that are relevant to anyone – he’s especially good on shaping your culture…

The soft option

Your desire to be generous to others is a great motivator to excellence: if you’re serious about ensuring that the externalities of your project are consistently positive, you’re going to need to be doubly good at what you do. You…