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Software Development Blogs: Programming, Software Testing, Agile Project Management
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if you are not afraid to read more than one page to be a smarter software developer, software tester or project manager!
We take productivity seriously at Microsoft. Ask any Softie. I never have a lack of things to do, or too much time in my day, and I can't ever make "too much" impact.
To be super productive, I've had to learn hard-core prioritization techniques, extreme energy management, stakeholder management, time management, and a wealth of productivity hacks to produce better, faster results.
We don‚Äôt learn these skills in school. But if we‚Äôre lucky, we learn from the right mentors and people all around us, how to bring out our best when we need it the most.Download the 30 Days of Getting Results Free eBook
You can save years of pain for free:
There‚Äôs always a gap between books you read and what you do in the real world. I wanted to bridge this gap. I wanted 30 Days of Getting Results to be raw and real to help you learn what it really takes to master productivity and time management so you can survive and thrive with the best in the world.
It‚Äôs not pretty. It‚Äôs super effective.30 Days of Getting Results is a 30 Day Personal Productivity Improvement Sprint
I wrote 30 Days of Getting Results using a 30 Day Sprint. Each day for that 30 Day Sprint, I wrote down the best information I learned from the school of hard knocks about productivity, time management, work-life balance, and more.
For each day, I share a lesson, a story, and an exercise.
I wanted to make it easy to practice productivity habits.Agile Results is a Fire Starter for Personal Productivity
The thing that‚Äôs really different about Agile Results as a time management system is that it‚Äôs focused on meaningful results. Time is treated as a first-class citizen so that you hit your meaningful windows of opportunity, and get fresh starts each day, each week, each month, each year. As a metaphor, you get to be the author of your life and write your story forward.
For years, I‚Äôve received emails from people around the world how 30 Days of Getting Results was a breath of fresh air for them.
It helped them find their focus, get more productive, enjoy what they do, renew their energy, and spend more time in their strengths and their passions, while pursuing their purpose.
It‚Äôs helped doctors, teachers, students, lawyers, developers, grandmothers, and more.Learn a New Language, Change Careers, or Start a Business
You can use Agile Results to learn better, faster, and deeper because it helps you think better, feel better, and take better action.
You can use Agile Results to help you learn a new language, build new skills, learn an instrument, or whatever your heart desires.
I used the system to accidentally write a book in a month.
I didn‚Äôt set out to write a book. I set out to share the world‚Äôs best insight and action for productivity and time management. I wrote for 20 minutes each day, during that month, to share the best lessons and the best insights I could with one purpose:
Help everyone thrive in work and life.
Over the coming months, I had more and more people ask for a book version. As much as they liked the easy to flip through Web pages, they wanted to consume it as an eBook. So I turned 30 Days of Getting Results into a free eBook and made that available.
Here's the funny part:
I forgot I had done that.The Accidental Free Productivity Book that Might Just Change Your Life
One day, I was having a conversation with one of my readers, and they said that I should sell 30 Days of Getting Results as a $30 work book. They liked it much more than the book, Getting Results the Agile Way. They found it to be more actionable and easier to get started, and they liked that I used the system as a way to teach the system.
They said I should make the effort to put it together as a PDF and sell it as a workbook. He said people would want to pay for it because it‚Äôs high-value, real-world training, and he said it was better than any live training he had ever taken (and he had taken a lot.)
I got excited by the idea, and it made perfect sense. After all, wouldn‚Äôt people want to learn something that could impact every single day of their lives, and help them achieve more in work and life and help them adapt and compete more effectively in our ever-changing world?
I went to go put it together, and I had already done it.Set Your Productivity on Fire
When you‚Äôre super productive, it‚Äôs easy to forget some of the things you create because they so naturally flow from spending the right time, on the right things, with the right energy. You‚Äôll naturally leave a trail of results from experimenting and learning.
Whether you want to be super productive, or do less, but accomplish more, check out the ultimate free productivity guide:
Share it with friends, family, colleagues, and whoever else you want to have an unfair advantage in our hyper-competitive world.
Lifting others up, lifts you up in the process.
If you have a personal story of how 30 Days of Getting Results has helped you in some way, feel free to share it with me. It‚Äôs always fun to hear how people are using Agile Results to take on new challenges, re-invent their productivity, and operate at a higher level.
Or simply get started again ‚Ä¶ like a fresh start, for the first time, full of new zest to be your best.
"Whatever you do in life, surround yourself with smart people who'll argue with you." -- John Wooden
There‚Äôs a very simple way to get smarter.
You can get smarter by creating categories.
Not only will you get smarter, but you‚Äôll also be more mindful, and you‚Äôll expand your vocabulary, which will improve your ability to think more deeply about a given topic or domain.
In my post, The More Distinctions You Make, the Smarter You Get, I walk through the ins and outs of creating categories to increase your intelligence, and I use the example of ‚Äúfat.‚ÄĚ I attempt to show how ‚ÄúFat is bad‚ÄĚ isn‚Äôt very insightful, and how by breaking ‚Äúfat‚ÄĚ down into categories, you can dive deeper and reveal new insight to drive better decisions and better outcomes.
I‚Äôm this post, I‚Äôm going to walk this through with an example, using ‚Äúsecurity‚ÄĚ as the topic.
The first time I heard the word ‚Äúsecurity‚ÄĚ, it didn‚Äôt mean much to me, beyond ‚Äúprotect.‚ÄĚ
The next thing somebody taught me, was how I had to focus on CIA: Confidentiality, Integrity, and Availability.
That was a simple way to break security down into meaningful parts.
And then along came Defense in Depth. A colleague explained that Defense in Depth meant thinking about security in terms of multiple layers: Network, Host, Application, and Data.
But then another colleague said, the real key to thinking about security and Defense in Depth, was to think about it in terms of people, process, and technology.
As much as I enjoyed these thought exercises, I didn‚Äôt find them actionable enough to actually improve software or application security. And my job was to help Enterprise developers build better Line-Of-Business applications that were scalable and secure.
So our team went to the drawing board to map out actionable categories to take application security much deeper.
Right off the bat, just focusing on ‚Äúapplication‚ÄĚ security vs. ‚Äúnetwork‚ÄĚ security or ‚Äúhost‚ÄĚ security, helped us to get more specific and make security more tangible and more actionable from an Line-of-Business application perspective.Security Categories
Here are the original security categories that we used to map out application security and make it more actionable:
Each of these buckets helped us create actionable principles, patterns, and practices for improving security.Security Categories Explained
Here is a brief description of each application security category:
Input and Data Validation
How do you know that the input your application receives is valid and safe? Input validation refers to how your application filters, scrubs, or rejects input before additional processing. Consider constraining input through entry points and encoding output through exit points. Do you trust data from sources such as databases and file shares?
Who are you? Authentication is the process where an entity proves the identity of another entity, typically through credentials, such as a user name and password.
What can you do? Authorization is how your application provides access controls for resources and operations.
Who does your application run as? Which databases does it connect to? How is your application administered? How are these settings secured? Configuration management refers to how your application handles these operational issues.
How does your application handle sensitive data? Sensitive data refers to how your application handles any data that must be protected either in memory, over the network, or in persistent stores.
How does your application handle and protect user sessions? A session refers to a series of related interactions between a user and your Web application.
How are you keeping secrets (confidentiality)? How are you tamper-proofing your data or libraries (integrity)? How are you providing seeds for random values that must be cryptographically strong? Cryptography refers to how your application enforces confidentiality and integrity.
When a method call in your application fails, what does your application do? How much do you reveal? Do you return friendly error information to end users? Do you pass valuable exception information back to the caller? Does your application fail gracefully?
Auditing and Logging
Who did what and when? Auditing and logging refer to how your application records security-related events.
As you can see, just by calling out these different categories, you suddenly have a way to dive much deeper and explore application security in depth.The Power of a Security Category
Let‚Äôs use a quick example. Let‚Äôs take Input Validation.
Input Validation is a powerful security category, given how many software security flaws and how many vulnerabilities and how many attacks all stem from a lack of input validation, including Buffer Overflows.
But here‚Äôs the interesting thing. After quite a bit of research and testing, we found a powerful security pattern that could help more applications stand up to more security attacks. It boiled down to the following principle:
Validate for length, range, format, and type.
That‚Äôs a pithy, but powerful piece of insight when it comes to implementing software security.
And, when you can‚Äôt validate the input, make it safe by sanitizing the output. And along these lines, keep user input out of the control path, where possible.
All of these insights flow from just focusing on Input Validation as a security category.Threats, Attacks, Vulnerabilities, and Countermeasures
Another distinction our team made was to think in terms of threats, attacks, vulnerabilities, and countermeasures. We knew that threats could be intentional and malicious (as in the case of attacks), but they could also be accidental and unintended.
We wanted to identify vulnerabilities as weaknesses that could be addressed in some way.
We wanted to identify countermeasures as the actions to take to help mitigate risks, reduce the attack surface, and address vulnerabilities.
Just by chunking up the application security landscape into threats, attacks, vulnerabilities, and countermeasures, we empowered more people to think more deeply about the application security space.Security Vulnerabilities Organized by Security Categories
Using the security categories above, we could easily focus on finding security vulnerabilities and group them by the relevant security category.
Here are some examples:
Auditing and Logging
Again, using our security categories, we could then group threats and attacks by relevant security categories.
Here are some examples of security threats and attacks organized by security categories:
Auditing and Logging
Now here is where the rubber really meets the road. We could group security countermeasures by security categories to make them more actionable.
Here are example security countermeasures organized by security categories:
Auditing and Logging
As you can see, the security countermeasures can easily be reviewed, updated, and moved forward, because the actionable principles are well organized by the security categories.
There are many ways to use creating categories as a way to get smarter and get better results.
In the future, I‚Äôll walk through how we created an Agile Security approach, using categories.
Meanwhile, check out my post on The More Distinctions You Make, the Smarter You Get to gain some additional insights into how to use empathy and creating categories to dive deeper, learn faster, and get smarter on any topic you want to take on.
"Innovation‚ÄĒthe heart of the knowledge economy‚ÄĒis fundamentally social." -- Malcolm Gladwell
I‚Äôm a big believer in having clarity around what you help your customers do.
I was listening to Satya Nadella‚Äôs keynote at the Microsoft Worldwide Partner Conference, and I like how he put it so simply, that we help our customers transform.
Here‚Äôs what Satya had to say about how we help our customers transform their business:
‚ÄúThese may seem like technical attributes, but they are key to how we drive business success for our customers, business transformation for our customers, because all of what we do, collectively, is centered on this core goal of ours, which is to help our customers transform.
When you think about any customer of ours, they're being transformed through the power of digital technology, and in particular software.
There isn't a company out there that isn't a software company.
And our goal is to help them differentiate using digital technology.
We want to democratize the use of digital technology to drive core differentiation.
It's no longer just about helping them operate their business.
It is about them excelling at their business using software, using digital technology.
It is about our collective ability to drive agility for our customers.
Because if there is one truth that we are all faced with, and our customers are faced with, it's that things are changing rapidly, and they need to be able to adjust to that.
And so everything we do has to support that goal.
How do they move faster, how do they interpret data quicker, how are they taking advantage of that to take intelligent action.
And of course, cost.
But we'll keep coming back to this theme of business transformation throughout this keynote and throughout WPC, because that's where I want us to center in on.
What's the value we are adding to the core of our customer and their ability to compete, their ability to create innovation.
And anchored on that goal is our technical ambition, is our product ambition.‚ÄĚ
Transformation is the name of the game.You Might Also Like
You hear Mobile-First, Cloud-First all the time.
But do you ever hear it really explained?
I was listening to Satya Nadella‚Äôs keynote at the Microsoft Worldwide Partner Conference, and I like how he walked through how he thinks about a Mobile-First, Cloud-First world.
Here‚Äôs what Satya had to say:
‚ÄúThere are a couple of attributes.
When we talk about Mobile-First, we are talking about the mobility of the experience.
What do we mean by that?
As we look out, the computing that we are going to interface with, in our lives, at home and at work, is going to be ubiquitous.
We are going to have sensors that recognize us.
We are going to have computers that we are going to wear on us.
We are going to have computers that we touch, computers that we talk to, the computers that we interact with as holograms.
There is going to be computing everywhere.
But what we need across all of this computing, is our experiences, our applications, our data.
And what enables that is in fact the cloud acting as a control plane that allows us to have that capability to move from device to device, on any given day, at any given meeting.
So that core attribute of thinking of mobility, not by being bound to a particular device, but it's about human mobility, is very core to our vision.
Second, when we think about our cloud, we think distributed computing will remain distributed.
In fact, we think of our servers as the edge of our cloud.
And this is important, because there are going to be many legitimate reasons where people will want digital sovereignty, people will want data residency, there is going to be regulation that we can't anticipate today.
And so we have to think about a distributed cloud infrastructure.
We are definitely going to be one of the key hyper-scale providers.
But we are also going to think about how do we get computing infrastructure, the core compute, storage, network, to be distributed throughout the world.
These may seem like technical attributes, but they are key to how we drive business success for our customers, business transformation for our customers, because all of what we do, collectively, is centered on this core goal of ours, which is to help our customers transform.‚ÄĚ
That‚Äôs a lot of insight, and very well framed for creating our future and empowering the world.You Might Also Like
It‚Äôs great to get back to the basics, and purpose is always a powerful starting point.
I was listening to Satya Nadella‚Äôs keynote at the Microsoft Worldwide Partner Conference, and I like how he walked through the Microsoft mission in a mobile-first, cloud-first world.
Here‚Äôs what Satya had to say:
‚ÄúOur mission: Empowering every person and every business on the planet to achieve more.
(We find that by going back into our history and re-discovering that core sense of purpose, that soul ... a PC in every home, democratizing client/server computing.)
We move forward to a Mobile-First, Cloud-First world.
We care about empowerment.
There is no other ecosystem that is primarily, and solely, built to help customers achieve greatness.
We are focused on helping our customers achieve greatness through digital technology.
We care about both individuals and organizations. That intersection of people and organizations is the cornerstone of what we represent as excellence.
We are a global company. We want to make sure that the power of technology reaches every country, every vertical, every organization, irrespective of size.
There will be many goals.
What remains constant is this sense of purpose, the reason why this ecosystem exists.
This is a mission that we go and exercise in a Mobile-First, Cloud-First world.‚ÄĚ
If I think back to why I originally joined Microsoft, it was to empower every person on the planet to achieve more.
And the cloud is one powerful enabler.You Might Also Like
A while back, a colleague challenged me to find something simple and sticky for the big idea behind Sources of Insight. After trying several phrases, here‚Äôs the one that stuck:
Skilled for Life
He liked it because it had punch. It also had a play on words, and you could read it two different ways.
I like it because it captured the big idea behind Sources of Insight. The whole purpose behind the site is to help as many people improve the quality of their life as possible.
I‚Äôve found that skills can make or break somebody‚Äôs chance for success. And, I don‚Äôt just mean from a career perspective. To be effective in all areas of our life, we need skills across several domains:
Skilled for Life is meant to be a very simple phrase, with a very intentional outcome:
Equip you with the skills you need to survive and thrive in today‚Äôs world.
It‚Äôs all about personal empowerment.
Not everybody gets the right mentors, or the right training, or the right breaks. So Sources of Insight is designed from the ground up to be your personal success library that helps you make your own breaks, create your opportunities, and own your destiny.
By sharing the world‚Äôs best insight and action for work and life. By providing you with very real skills for mastering emotional intelligence, intellectual horsepower, creative brilliance, interpersonal relationships, career growth, health, and happiness (yeah, happiness is a skill you can learn). And by providing you with principles, patterns, and practices for a smarter, more creative, and more capable you.
To give you one simple example of how happiness is a skill, let me tell you about the three paths of happiness according to Dr. Martin Seligman:
You can think of them like this: The Pleasant Life is all about pleasures, here and now. The Good Life is about spending more time in your values. The Meaningful Life is about fulfillment by helping the greater good, using your unique skills. It‚Äôs giving our best where we have our best to give, and moving up Maslow‚Äôs stack.
When you know the three paths of happiness, you can more effectively build your happiness muscles. For example, you can Discover Your Values, so that you can spend more time in them, and live life on your terms.
That‚Äôs just one example of how you can improve your self-efficacy with skill.
There is a vast success library of everything from inspirational quotes to inspirational heroes, as well as principles, patterns, and practices for skills to pay the bills and lead a better life. Sources of Insight is a dojo of personal development, and your jump start for realizing your potential.
I invite you to check out the following page on Sources of Insight, where I share what Skilled for Life is all about:
Skills empower you.
‚ÄúIf You Want To Go Fast, Go Alone. If You Want To Go Far, Go Together‚ÄĚ ‚Äď African Proverb
I blew the dust off some olds posts to rekindle some of the most important information for work and life.
It‚Äôs about dealing with people you can‚Äôt stand.
Whether you think of them as jerks, bullies, or just difficult people, the better you can deal with difficult people, the better you can get things done and make things happen.
And the more you learn how to bring out the best, in people at their worst, the less you‚Äôll find people you can‚Äôt stand.How To Bring Out the Best in People at Their Worst (Including Yourself)
Everything I needed to learn about dealing with difficult people, I learned from the book Dealing with People You Can‚Äôt Stand: How to Bring Out the Best in People at Their Worst, by Dr. Rick Brinkman and Dr. Rick Kirschner.
It‚Äôs one of the most brilliant, thoughtful books I‚Äôve ever read on interpersonal skills and dealing with all sorts of bad behaviors.
The real key to dealing with difficult behavior is more than just recognizing bad behaviors in other people.
It‚Äôs recognizing bad behaviors in yourself, the kind that contribute to and amplify other people‚Äôs bad behaviors.
The more you know, the more you grow, and this is truly one of those transformational books.Learn How To Deal with Difficult People (and Gain Some Mad Interpersonal Skills)
I‚Äôve completely re-written my pot that provides an overview of the big ideas in Dealing with People You Can‚Äôt Stand:
Even better, I‚Äôve re-written all of my posts that talk through the 10 Types of Difficult People, and what to do about them.
I have to warn you: Once you learn the 10 Types of Difficult People, you‚Äôll be using the labels to classify bad behaviors that you experience in the halls, in meetings, behind your back, etc.
With that in mind, here they are ‚Ä¶10 Types of Difficult People
Here are the 10 Types of Difficult People at a glance:
I warned you. Are you already thinking about some Snipers in a few meetings that you have, or is there a Yes Person driving you nuts (or are you that Yes Person?)
Have you talked to a Think-They-Know-It-All lately, or worse, a Know-It‚ÄĒAll?
Never fear, I‚Äôve included actionable insights and recommendations for dealing with all the various bad behaviors you‚Äôll encounter.The Lens of Human Understanding
If all this talk about dealing with difficult people, and having silly labels seems like a gimmick, it‚Äôs not. It‚Äôs actually deep insight rooted in a powerful, but simple framework that Dr. Rick Brinkman and Dr. Rick Kirschner refer to as the Lens of Human Understanding:
Once I learned The Lens of Human Understanding, so many things fell into place.
Not only did I understand myself better, but I could instantly see what was driving other people, and how my behavior would either create more conflict or resolve it.
But when you don‚Äôt know what makes people tick, it‚Äôs very easy to get ticked off, or to tick them off.
Here‚Äôs looking at you ‚Ä¶ and other people ‚Ä¶ and their behaviors ‚Ä¶ in a brand new way.You Might Also Like
I know several people looking for inspiration.
I believe the right words ignite or re-ignite us.
There is no better way to prime your mind for great things to come than filling your head and hear with the greatest inspirational quotes that the world has ever known.
Of course, the challenge is finding the best inspirational quotes to draw from.
Well, here you go ‚Ä¶3 Great Inspirational Quotes Collections at Your Fingertips
I revamped a few of my best inspirational quotes collections to really put the gems of insight at your fingertips:
Each of these inspirational quotes collection is hand-crafted with deep words of wisdom, insight, and action.
You'll find inspirational quotes from Charles Dickens, Confucius, Dr. Seuss, George Bernard Shaw, Henry David Thoreau, Horace, Lao Tzu, Lewis Carroll, Mahatma Gandhi, Oprah Winfrey, Oscar Wilde, Paulo Coelho, Ralph Waldo Emerson, Stephen King, Tony Robbins, and more.
You'll even find an inspirational quote from The Wizard of Oz (and it‚Äôs not ‚ÄúThere‚Äôs no place like home.‚ÄĚ)Inspirational Quotes Jump Start
Here are a few of my favorites inspirational quotes to get you started:
‚ÄúCourage doesn‚Äôt always roar. Sometimes courage is the quiet voice at the end of the day saying, ‚ÄėI will try again tomorrow.‚Äô‚ÄĚ
‚ÄĒ Mary Anne Radmacher
‚ÄúDo not follow where the path may lead. Go, instead, where there is no path and leave a trail.‚ÄĚ
‚ÄĒ Ralph Waldo Emerson
‚ÄúDon‚Äôt cry because it‚Äôs over, smile because it happened.‚ÄĚ
‚ÄĒ Dr. Seuss
‚ÄúIt is not length of life, but depth of life.‚ÄĚ
‚ÄĒ Ralph Waldo Emerson
‚ÄúLife is not measured by the number of breaths you take, but by every moment that takes your breath away.‚ÄĚ
‚ÄúYou live but once; you might as well be amusing.‚ÄĚ
‚ÄĒ Coco Chanel
‚ÄúIt is never too late to be who you might have been.‚ÄĚ
‚ÄĒ George Eliot
‚ÄúSmile, breathe and go slowly.‚ÄĚ
‚ÄĒ Thich Nhat Hanh
‚ÄúWhat lies behind us and what lies before us are tiny matters compared to what lies within us.‚ÄĚ
‚ÄĒ Ralph Waldo Emerson
These inspirational quotes are living breathing collections. I periodically sweep them to reflect new additions, and I re-organize or re-style the quotes if I find a better way.
I invest a lot of time on quotes because I‚Äôve learned the following simple truth:
Quotes change lives.
The right words, at the right time, can be just that little bit you need, to breakthrough or get unstuck, or find your mojo again.
Have you had your dose of inspiration today?
"A leader is one who knows the way, goes the way, and shows the way." -- John C. Maxwell
How many people do you know that talk a good talk, but don‚Äôt walk the walk?
Or, how many people do you know have a bunch of ideas that you know will never see the light of day? They can pontificate all day long, but the idea of turning those ideas into work that could be done, is foreign to them.
Or, how many people do you know can plan all day long, but their plan is nothing more than a list of things that will never happen? Worse, maybe they turn it into a team sport, and everybody participates in the planning process of all the outcomes, ideas and work that will never happen. (And, who exactly wants to be accountable for that?)
It doesn‚Äôt need to be this way.
A lot of people have Hidden Strengths they can develop into Learned Strengths. And one of the most important bucket of strengths is Leading Implementation.
Leading Implementation is a set of leadership skills for making things happen.
It includes the following leadership skills:
Let‚Äôs say you want to work on these leadership skills. The first thing you need to know is that these are not elusive skills reserved exclusively for the elite.
No, these are commonly Hidden Strengths that you and others around you already have, and they just need to be developed.
If you don‚Äôt think you are good at any of these, then before you rule yourself out, and scratch them off your list, you need to ask yourself some key reflective questions:
I‚Äôve seen far too many starving artists and unproductive artists, as well as mad scientists, that had brilliant ideas that they couldn‚Äôt turn into reality. While some were lucky to pair with the right partners and bring their ideas to live, I‚Äôve actually seen another pattern of productive artists.
They develop some of the basic leadership skills in themselves to improve their ability to execute.
Not only are they more effective on the job, but they are happier with their ability to express their ideas and turn their ideas into action.
Even better, when they partner with somebody who has strong execution, they amplify their impact even more because they have a better understanding and appreciation of what it takes to execute ideas.
Like talk, ideas are cheap.
The market rewards execution.
‚ÄúStartups don't win by attacking. They win by transcending. There are exceptions of course, but usually the way to win is to race ahead, not to stop and fight.‚ÄĚ -- Paul Graham
A startup is the largest group of people you can convince to build a different future.
Whether you launch a startup inside a big company or launch a startup as a new entity, there are a few things that determine the strength of the startup: a sense of mission, space to think, new thinking, and the ability to do work.
The more clarity you have around Startup Thinking, the more effective you can be whether you are starting startups inside our outside of a big company.
In the book, Zero to One: Notes on Startups, or How to Build the Future, Peter Thiel shares his thoughts about Startup Thinking.Startups are Bound Together by a Sense of Mission
It‚Äôs the mission. A startup has an advantage when there is a sense of mission that everybody lives and breathes. The mission shapes the attitudes and the actions that drive towards meaningful outcomes.
‚ÄúNew technology tends to come from new ventures--startups. From the Founding Fathers in politics to the Royal Society in science to Fairchild Semiconductor's ‚Äėtraitorous eight‚Äô in business, small groups of people bound together by a sense of mission have changed the world for the better. The easiest explanation for this is negative: it's hard to develop new things in big organizations, and it's even harder to do it by yourself. Bureaucratic hierarchies move slowly, and entrenched interests shy away from risk.‚ÄĚSignaling Work is Not the Same as Doing Work
One strength of a startup is the ability to actually do work. With other people. Rather than just talk about it, plan for it, and signal about it, a startup can actually make things happen.
‚ÄúIn the most dysfunctional organizations, signaling that work is being done becomes a better strategy for career advancement than actually doing work (if this describes your company, you should quit now). At the other extreme, a lone genius might create a classic work of art or literature, but he could never create an entire industry. Startups operate on the principle that you need to work with other people to get stuff done, but you also need to stay small enough so that you actually can.‚ÄĚNew Thinking is a Startup‚Äôs Strength
The strength of a startup is new thinking. New thinking is even more valuable than agility. Startups provide the space to think.
‚ÄúPositively defined, a startup is the largest group of people you can convince of a plan to build a different future. A new company's most important strength is new thinking: even more important than nimbleness, small size affords space to think. This book is about the questions you must ask and answer to succeed in the business of doing new things: what follows is not a manual or a record of knowledge but an exercise in thinking. Because that is what a startup has to do: question received ideas and rethink business from scratch.‚ÄĚ
Do you have stinking thinking or do you beautiful mind?
New thinking will take you places.You Might Also Like
‚ÄúRemember this: Anticipation is the ultimate power. Losers react; leaders anticipate.‚ÄĚ ‚Äď Tony Robbins
Have you ever noticed how some leaders have a knack for "the art of the possible" and for making it relevant to the current landscape?
They are Visionary Leaders and they practice Visionary Leadership.
Visionary Leaders inspire us and show us how we can change the world, at least our slice of it, and create the change we want to be.
Visionary Leaders see things early and they connect the dots.
Visionary Leaders luck their way into the future. They practice looking ahead for what's pertinent and what's probable.
Visionary Leaders also practice telling stories. They tell stories of the future and how all the dots connect in a meaningful way.
And they put those stories of the future into context. They don't tell disjointed stories, or focus on flavor-of-the-month fads. That's what Trend Hoppers do.
Instead, Visionary Leaders focus on meaningful trends and insights that will play a role in shaping the future in a relevant way.
Visionary leaders tell us compelling stories of the future in a way that motivates us to take action and to make the most of what's coming our way.
Historians, on the other hand, tell us compelling stories of the past.
They excite us with stories about how we've "been there, and done that."
By contrast, Visionary Leaders win our hearts and minds with "the art of the possible" and inspire us to co-create the future, and to use future insights to own our destiny.
And Followers, well, they follow.
Not because they don't see some things coming. But because they don't see things early enough, and they don't turn what they see into well-developed stories with coherence.
If you want to build your capacity for vision and develop your skills as a Visionary Leader, start to pay attention to signs of the future and connect the dots in a meaningful way.
With great practice, comes great progress, and progressing even a little in Visionary Leadership can make a world of difference for you and those around you.You Might Also Like
If your team or company isn‚Äôt thriving with innovation, it‚Äôs not a big surprise.
In the book, Ten Types of Innovation: The Discipline of building Breakthroughs, Larry Keeley, Helen Walters, Ryan Pikkel, and Brian Quinn explain what holds innovation back.
Goofy innovation techniques are at least one part of the puzzle.
What holds innovation back is that many people still use goofy innovation techniques that either don‚Äôt work in practice, or aren‚Äôt very pragmatic. For example ‚Äúbrainstorming‚ÄĚ often leads to collaboration fixation.
‚ÄúPart of the Innovation Revolution is rooted in superior tradecraft: better ways to innovate that are suited for tougher problems. Yet most teams are stuck using goofy techniques that have been discredited long ago. This book is part of a new vanguard, a small group of leading thinkers who see innovation as urgent and essential, who know it needs to be cracked as a deep discipline and subjected to the same rigors as any other management science.‚ÄĚ
The good news is that there are many innovation techniques that do work.
If you‚Äôre stuck in a rut, and wondering how to get innovation going, then abandon the goofy innovation techniques, and cast a wider net to find some of the approaches that actually do. For example, Dr. Tony McCaffrey suggests ‚Äúbrainswarming.‚ÄĚ (Here is a video of brainswarming.) Or check out the book, Blue Ocean Strategy, for a pragmatic approach to strategic market disruption.
Innovate in your approach to innovation.You Might Also Like
Some people specialize in a narrow domain. They are called specialists because they focus on a specific area of expertise, and they build skills in that narrow area.
Rather than focus on breadth, they go for depth.
Others focus on the bigger picture or connecting the dots. Rather than focus on depth, they go for breadth.
Or do they?
It actually takes a lot of knowledge and depth to be effective at integration and ‚Äúconnecting the dots‚ÄĚ in a meaningful way. It‚Äôs like being a skilled entrepreneur or a skilled business developer. Not just anybody who wants to generalize can be effective.
True integration specialists are great pattern matchers and have deep skills in putting things together to make a better whole.
I was reading the book Business Development: A Market-Oriented Perspective where Hans Eibe S√łrensen introduces the concept of an Integrating Generalist and how they make the world go round.
I wrote a post about it on Sources of Insight:
Given the description, I‚Äôm not sure which is better, the Integration Specialist or the Integrating Generalist. The value of the Integrating Generalist is that it breathes new life into people that want to generalize so that they can put the bigger puzzle together. Rather than de-value generalists, this label puts a very special value on people that are able to fit things together.
In fact, the author claims that it‚Äôs Integrating Generalists that make the world go round.
Otherwise, there would be a lot of great pieces and parts, but nothing to bring them together into a cohesive whole.
Maybe that‚Äôs a good metaphor for the Integrating Generalist. While you certainly need all the parts of the car, you also need somebody to make sure that all the parts come together.
In my experience, Integration Generalists are able to help shape the vision, put the functions that matter in place, and make things happen.
I would say the most effective Program Managers I know do exactly that.
They are the Oil and the Glue for the team because they are able to glue everything together, and, at the same time, remove friction in the system and help people bring out their best, towards a cohesive whole.
It‚Äôs synergy in action, in more ways than one.You Might Also Like
I‚Äôm a fan of monthly plans for meaningful work.
Whether you call it a task list or a To-Do list or a product backlog, it helps to have a good view of the things that you‚Äôll invest your time in.
I‚Äôm not a fan of everybody trying to make sense of laundry lists of cells in a spreadsheet.
Time changes what‚Äôs important and it‚Äôs hard to see the forest for the trees, among rows of tasks that all start to look the same.
One of the most important things I‚Äôve learned to do is to map out work for the month in a more meaningful way.
It works for individuals. It works for teams. It works for leaders.
It‚Äôs what I‚Äôve used for Agile Results for years on projects small and large, and with distributed teams around the world. (Agile Results is my productivity method introduced in Getting Results the Agile Way.)
A picture is worth a thousand words, so let‚Äôs just look at a sample output and then I‚Äôll walk through it:
What I‚Äôve found to be the most effective is to focus on a plan for the month ‚Äď actually take an hour or two the week before the new month. (In reality, I‚Äôve done this with teams of 10 or more people in 30 minutes or less. It doesn‚Äôt take long if you just dump things fast on the board, and just keep asking people ‚ÄúWhat else is on our minds.‚ÄĚ)
Dive-in at a whiteboard with the right people in the room and just list out all the top of mind, important things ‚Äď be exhaustive, then prioritize and prune.
You then step back and identify the 3 most important outcomes (3 Wins for the Month.)
I make sure each work item has a decent name ‚Äď focused on the noun ‚Äď so people can refer to it by name (like mini-initiatives that matter.)
I list it in alphabetical by the name of the work so it‚Äôs easy to manage a large list of very different things.
That‚Äôs the key.
Most people try to prioritize the list, but the reality is, you can use each week to pick off the high-value items. (This is really important. Most people spend a lot of time prioritizing lists, and re-prioritizing lists, and yet, people tend to be pretty good prioritizing when they have a quick list to evaluate. Especially, if they know the priorities for the month, and they know any pressing events or dead-lines. This is where clarity pays off.)
The real key is listing the work in alphabetical order so that it‚Äôs easy to scan, easy to add new items, and easy to spot duplicates.
Plus, it forces you to actually name the work and treat it more like a thing, and less like some fuzzy idea that‚Äôs out there.
I could go on and on about the benefits, but here are a few of the things that really matter:
I find a plan for the month is the most useful. If you plan a month well, the weeks have a better chance of taking care of themselves. But if you only plan for the week or every two weeks, it‚Äôs easy to lose sight of the bigger picture, and the next thing you know, the months go by. You‚Äôre busy, things happen, but the work doesn‚Äôt always accrue to something that matters.
This is a simple way to have more meaningful months.
I also can‚Äôt say it enough, that it‚Äôs less about having a prioritized list, and more about having an easy to glance at map of the work that‚Äôs in-flight. I‚Äôm glad the map of the US is not a prioritized list by states. And I‚Äôm glad that the states are well named. It makes it easy to see the map. I can then prioritize and make choices on any trip, because I actually have a map to work from, and I can see the big picture all at once, and only zoom in as I need to.
The big idea behind planning tasks and To-Do lists this way is to empower people to make better decisions.
The counter-intuitive part is first exposing a simple view of the map of the work, so it‚Äôs easy to see, and this is what enables simpler prioritization when you need it, regardless of which prioritization you use, or which workflow management tool you plug in to.
And, nothing stops you from putting the stuff into spreadsheets or task management tools afterwards, but the high-value part is the forming and storming and conforming around the initial map of the work for the month, so more people can spend their time performing.
May the power of a simple information model help you organize, prioritize, and optimize your outcomes in a more meaningful way.
If you need a deeper dive on this approach, and a basic introduction to Agile Results, here is a good getting started guide for Agile Results in action.
It was the best of times, it was the worst of times ‚Ä¶
It‚Äôs not A Tale of Two Cities. It‚Äôs a tale of the Innovation Revolution.
We‚Äôve got real problems worth solving. The stakes are high. Time is short. And abstract answers are not good enough.
In the book, Ten Types of Innovation: The Discipline of building Breakthroughs, Larry Keeley, Helen Walters, Ryan Pikkel, and Brian Quinn explain how it is like A Tale of Two Cities in that it is the worst of time and it is the best of times.
But it is also like no other time in history.
It‚Äôs an Innovation Revolution ‚Ä¶ We have the technology and we can innovate our way through radical transformation.The Worst of Times (Innovation Has Big Problems to Solve)
We‚Äôve got some real problems to solve, whether it‚Äôs health issues, poverty, crime, or ignorance. Duty calls. Will innovation answer?
‚ÄúPeople expect very little good news about the wars being fought (whether in Iraq, Afghanistan, or on Terror, Drugs, Poverty, or Ignorance). The promising Arab Spring has given way to a recurring pessimism about progress. Gnarly health problems are on a tear the world over--diabetes now affects over eight percent of Americans--an other expensive disease conditions such as obesity, heart disease, and cancer are also now epidemic. The cost of education rises like a runaway helium balloon, yet there is less and less evidence that it nets the students a real return on their investment. Police have access to ever more elaborate statistical models of crime, but there is still way too much of it. And global warming, steadily produces more extreme and more dangerous conditions the world over, yet according to about half of our elected 'leaders,' it is still, officially, only a theory that can conveniently be denied.‚ÄĚThe Best of Times (Innovation is Making Things Happen)
Innovation has been answering. There have been amazing innovations heard round the world. It‚Äôs only the beginning for an Innovation Revolution.
‚ÄúAnd yet ...
We steadily expect more from our computers, our smartphones, apps, networks, and games. We have grown to expect routine and wondrous stories of new ventures funded through crowdsourcing. We hear constantly of lives around the world transformed because of Twitter or Kahn Academy or some breakthrough discovery in medicine. Esther Duflo and her team at the Poverty Action Lab at MIT keep cracking tough problems that afflict the poor to arrive at solutions with demonstrated efficacy, and then, often the Gates Foundation or another philanthropic institution funds the transformational solution at unprecedented scale.
Storytelling is in a new golden age--whether in live events, on the radio, or in amazing new television series that can emerge anywhere in the world and be adapted for global tastes. Experts are now everywhere, and shockingly easy and affordable to access.
Indeed, it seems clear that all the knowledge we've been struggling to amass is steadily being amplified and swiftly getting more organized, accessible, and affordable--whether through the magic of elegant little apps or big data managed in ever-smarter clouds or crowdfunding sites used to capitalize creative ideas in commerce or science.‚ÄĚIt‚Äôs a Time of Radical Transformation and New, More Agile Institutions
The pace of change and the size of change will accelerate exponentially as the forces of innovation rally together.
‚ÄúOne way to make sense of these opposing conditions is to see us as being in a time of radical transformation. To see the old institutions as being challenged as a series of newer, more agile ones arise. In history, such shifts have rarely been bloodless, but this one seems to be a radical transformation in the structure, sources, and nature of expertise. Indeed, among innovation experts, this time in one like no other. For the very first time in history, we are in a position to tackle tough problems with ground-breaking tools and techniques.‚ÄĚ
It‚Äôs time to break some ground.
Join the Innovation Revolution and crack some problems worth solving.You Might Also Like
‚ÄúBecause the purpose of business is to create a customer, the business enterprise has two‚Äďand only two‚Äďbasic functions: marketing and innovation. Marketing and innovation produce results; all the rest are costs. Marketing is the distinguishing, unique function of the business.‚ÄĚ ‚Äď Peter Drucker
I‚Äôm diving deeper into patterns and practices for innovation.
Along the way, I‚Äôm reading and re-reading some great books on the art and science of innovation.
One innovation book I‚Äôm seriously enjoying is Ten Types of Innovation: The Discipline of building Breakthroughs by Larry Keeley, Helen Walters, Ryan Pikkel, and Brian Quinn.
Right up front, Larry Keeley shares some insight into the journey to this book. He says that this book really codifies, structures, and simplifies three decades of experience from Doblin, a consulting firm focused on innovation.
For more than three decades, Doblin tried to answer the following question:
‚ÄúHow do we get innovation to succeed instead of fail?‚ÄĚ
Along the journey, there were a few ideas that they used to bridge the gap in innovation between the state of the art and the state of the practice.
Here they are ‚Ä¶Balance 3 Dimensions of Innovation (Theoretical Side + Academic Side + Applied Side)
Larry Keeley and his business partner Jay Doblin, a design methodologist, always balanced three dimensions of innovation: a theoretical side, an academic side, and an applied side.
‚ÄúOver the years we have kept three important dimensions in dynamic tension. We have a theoretical side, where we ask and seek real answers to tough questions about innovation. Simple but critical ones like, 'Does brainstorming work?' (it doesn't), along with deep and systemic ones like, 'How do you really know what a user wants when the user doesn't know either?' We have an academic side, since many of us are adjunct professors at Chicago's Institute of Design and this demands that we explain our ideas to smart young professionals in disciplined, distinctive ways. And third, we have an applied side, in that have been privileged to adapt our innovation methods to many of the world's leading global enterprises and start-ups that hanker to be future leading firms.‚ÄĚEffective Innovation Needs a Blend of Analysis + Synthesis
Innovation is a balance and blend of analysis and synthesis. Analysis involves tearing things down, while synthesis is building new things up.
‚ÄúFrom the beginning, Doblin has itself been interdisciplinary, mixing social sciences, technology, strategy, library sciences, and design into a frothy admixture that has always tried to blend both analysis, breaking tough things down, with synthesis, building new things up. Broadly, we think any effective innovation effort needs plenty of both, stitched together as a seamless whole.‚ÄĚOrchestrate the Ten Types of Innovation to Make a Game-Changing Innovation
Game-changing innovation is an orchestration of the ten types of innovation.
‚ÄúThe heart of this book is built around a seminal Doblin discovery: that there are (and have always been) ten distinct types of innovation that need to be orchestrated with some care to make a game-changing innovation.‚Äú
The main idea is that innovation fails if you try to solve it with just one dimension.
You can‚Äôt just take a theoretical approach, and hope that it works in the real-world.
At the same time, innovation fails if you don‚Äôt leverage what we learn from the academic world and actually apply it.
And, if you know the ten types of innovation, you can focus your efforts more precisely.You Might Also Like
I‚Äôm always on the hunt for people that do what makes them come alive.
Artists in particular are especially interesting for me, especially when they are able to do what they love.
I‚Äôve known too many artists that lived painful lives, trying to be an artist, but never making ends meet.
I‚Äôve also known too many artists that lived another life outside of art, but never really lived, because they never answered their calling.
I believe that in today‚Äôs world, there are a lot more options for you to live life on you terms.
With technology at our fingertips, it‚Äôs easier to connect with people around the world and share your art, whatever that may be.
On Sources of Insight, I‚Äôve asked artist Rebecca Tsien to share her story:
It‚Äôs more than a story of a digital artist. It‚Äôs a journey of fulfillment.
Rebecca has found a way to do what she loves. She lives and breathes her passion.
Maybe her story can inspire you.
Maybe there‚Äôs a way you can do more art.
Business model innovation has a couple of myths.
One myth is that business model innovation takes big thinking. Another myth about business model innovation is that technology is the answer.
In the book, The Business Model Navigator, Oliver Gassman, Karolin Frankenberger, and Michaela Csik share a couple of myths that need busting so that more people can actually achieve business model innovation.The "Think Big" Myth
Business model innovation does not need to be ‚Äúbig bang.‚ÄĚ It can be incremental. Incremental changes can create more options and more opportunities for serendipity.
‚Äú'Business model innovations are always radical and new to the world.' Most people associate new business models with the giants leaps taken by Internet companies. The fact is that business model innovation, in the same way as product innovation, can be incremental. For instance, Netflix's business model innovation of mailing DVDs to customers was undoubtedly incremental and yet brought great success to the company. The Internet opened up new avenues for Netflix that allowed the company to steadily evolve into an online streaming service provider.‚ÄĚThe Technology Myth
It‚Äôs not technology for technology‚Äôs sake. It‚Äôs applying technology to revolutionize a business that creates the business model innovation.
‚Äú'Every business model innovation is based on a fascinating new technology that inspires new products.' The fact is that while new technologies can indeed drive new business models, they are often generic in nature. Where creativity comes in is in applying them to revolutionize a business. It is the business application and the specific use of the technology which makes the difference. Technology for technology's sake is the number one flop factor in innovation projects. The truly revolutionary act is that of uncovering the economic potential of a new technology.‚ÄĚ
If you want to get started with business model innovation, don‚Äôt just go for the home run.You Might Also Like
Life‚Äôs better with the right words.
And life quotes can help us live better.
Life quotes are a simple way to share some of the deepest insights on the art of living, and how to live well.
While some people might look for wisdom in a bottle, or in a book, or in a guru at the top of a mountain, surprisingly, a lot of the best wisdom still exists as quotes.
The problem is they are splattered all over the Web.The Ultimate Life Quotes Collection
My ultimate Life Quotes collection is an attempt to put the best quotes right at your fingertips.
I wanted this life quotes collection to answer everything from ‚ÄúWhat is the meaning of life?‚ÄĚ to ‚ÄúHow do you live the good life?‚ÄĚ
I also wanted this life quotes collection to dive deep into all angles of life including dealing with challenges, living with regrets, how to find your purpose, how to live with more joy, and ultimately, how to live a little better each day.The World‚Äôs Greatest Philosophers at Your Fingertips
Did I accomplish all that?
I‚Äôm not sure. But I gave it the old college try.
I curated quotes on life from an amazing set of people including Dr. Seuss, Tony Robbins, Gandhi, Ralph Waldo Emerson, James Dean, George Bernard Shaw, Virginia Woolf, Buddha, Lao Tzu, Lewis Carroll, Mark Twain, Confucius, Jonathan Swift, Henry David Thoreau, and more.
Yeah, it‚Äôs a pretty serious collection of life quotes.Don‚Äôt Die with Your Music Still In You
There are many messages and big ideas among the collection of life quotes. But perhaps one of the most important messages is from the late, great Henry David Thoreau:
‚ÄúMost men lead lives of quiet desperation and go to the grave with the song still in them.‚ÄĚ
And, I don‚Äôt think he meant play more Guitar Hero.
If you‚Äôre waiting for your chance to rise and shine, chances come to those who take them.Not Being Dead is Not the Same as Being Alive
E.E. Cummings reminds us that there is more to living than simply existing:
‚ÄúUnbeing dead isn‚Äôt being alive.‚ÄĚ
And the trick is to add more life to your years, rather than just add more years to your life.Define Yourself
Life quotes teach us that living live on your terms starts by defining yourself. Here are big, bold words from Harvey Fierstein that remind us of just that:
‚ÄúNever be bullied into silence. Never allow yourself to be made a victim. Accept no one‚Äôs definition of your life; define yourself.‚ÄĚ
Now is a great time to re-imagine all that you‚Äôre capable of.We Regret the Things We Didn‚Äôt Do
It‚Äôs not usually the things that we do that we regret. It‚Äôs the things we didn‚Äôt do:
‚ÄúOf all sad words of tongue or pen, the saddest are these, ‚ÄėIt might have been.‚ÄĚ ‚Äď John Greenleaf Whittier
Have you answered to your calling?Leave the World a Better Place
One sure-fire way that many people find their path is they aim to leave the world at least a little better than they found it.
‚ÄúTo laugh often and much; to win the respect of intelligent people and the affection of children‚Ä¶to leave the world a better place‚Ä¶to know even one life has breathed easier because you have lived. This is to have succeeded.‚ÄĚ -- Ralph Waldo Emerson
It‚Äôs a reminder that we can measure our life by the lives of the people we touch.You Might Also Like
Confidence is one of those things that makes all the difference when it comes to realizing your potential.
So many people have great ideas and great ambitions, but lack the confidence to follow through when it counts.
They hold themselves back.
Their amazing and bold ideas turn into lackluster ideas, as fear starts talking (if they talk at all.)
A while back, a team in HR interviewed me on confidence, because enough people pointed back to me as somebody they saw as confident.
What HR wanted to know is, where does my confidence come from?
For me, it mostly came from a relentless focus on making impact.
I put my focus on doing great things, creating raving fan customers, and taking on big challenges.
Where you put your focus, instantly changes your confidence.
If you‚Äôre too worried about how you look or how you sound, then you aren‚Äôt putting enough focus on the amazing thing you are trying to do.
So it wasn‚Äôt confidence per se. It was more like putting my focus on the right things.
But there was more to it. I was confident because of a few basic beliefs:
Another thing that helped is that one of our leaders was relentless about ‚Äúexposing our thinking.‚ÄĚ He wanted us to always detach ourselves from our ideas. He wanted us to present ideas without being attached to them so they could be criticized and evaluated in more objective ways.
This sounds simple, but you‚Äôd be surprised how difficult it can be to detach yourself from ideas. But the beauty is that when you are able to do this, your focus changes from defending your ideas, to really helping to create better ideas. And this little shift takes you from fear or lack of confidence, to purposeful exploration, with full confidence.
Anyway, I think we become the thoughts that we think, so I think it‚Äôs really important to fill our head with the right words on confidence.
To that end, here is roundup of some of the greatest confidence quotes of all time:
See if you can find at least three that you can use to help add more juice to your day.
If there is one that I find myself referring to all the time, to remind myself to get up to bat, it‚Äôs this one:
‚ÄúA ship is safe in harbor, but that‚Äôs not what ships are for.‚ÄĚ ‚Äď William Shedd
I learned it long ago, and it‚Äôs served me well, ever since.
While that one reminds me to do what I do best, it‚Äôs really this one that inspires me to expand what I‚Äôm capable of:
‚ÄúLife shrinks or expands in proportion to one‚Äôs courage.‚ÄĚ ‚ÄĒ Ana√Įs Nin
I hope you find the right words that give your confidence just the boost it needs, when you need it most.