Buzzy (Bee to Bee)

… is great when you’re working on your own, bashing through emails or making something. It’s less good when you’re making important decisions, working with groups of people or dealing with situations that require listening, sensitivity and thoughtfulness. Whether it’s…

Better with age

If you’re building skills, assets and relationships, making a generous contribution, doing work that matters for people who care… You should expect to get better with age. The longer you’ve been working the larger, more influential and more connected your…

The Toolkit – Part 1: Foundations (2)

This post is part of the working draft of the DriverlessCrocodile Toolkit (read more here). I’d love comments, links to resources related to the theme, and original contributions. Values The best exercise I know for thinking about you values comes…

Recommendation: Matthew O. Jackson on The Human Network

If you’re interested in how ideas, behaviours or prosperity spread through groups of people, this is talk at Google is worth a watch. Recommend.

Time on our hands: la durée

The idea is really just this: time on a watch is not the same as time in your head. An hour can fly by or seemingly drag for eternity. Time as we actually experience it, rather than as we measure…

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.…

Prominence

Making prominence your aim is like building a skyscraper without laying foundations: you might make something tall, but it’s unlikely to last and it will almost certainly cause damage when it collapses. Rather than trying to stick out from the…

Velcro, geckos, and making friends

Some ideas for strengthening your connections within a group of people or scene: Have good, generous intentions. Show up to serve or share where it’s needed and wanted and because being part of this network is its own reward (you…

Peter Drucker on continuity and change

The more an institution is organized to be a change leader, the more it will need to establish continuity internally and externally, and the more it will need to balance rapid change and continuity. … Balancing change and continuity requires…

The hard part: other people

Your work probably has several hard parts, and one of them is almost certainly other people. If only they would… … do their jobs properly / be vaguely professional / relate to each other as grown-ups / take responsibility /…