Harmonic Architecture
Objectives
The goals the company has set, and the gravitational pull they exert on everything else.
Writing on Objectives
13 issues
What are you choosing not to fix?
The hardest part of transformation is choosing which problems you'll leave broken this quarter.
You're in the Party Planning Business
Speed of sending isn't the same as speed of getting the thing done. Most teams optimize for the wrong one.
The offsite was the easy part
Your OKRs don't need better goals. They need an operating system.
Magic First. Feasibility Later.
If you plan forward from reality, you’ll get well-executed mediocrity. Try starting with magic instead.
What I Learned About the Two Kinds of Ambition
One kind of ambition builds and the other consumes. Worth knowing which one you have.
What needs to be true?
The question that sidesteps "that's impossible" and gets a team building momentum.
What's interesting to your boss should be fascinating to you
Impact is how you get paid. Align yourself to the three things your boss actually cares about.
Your Habits are a Portfolio of Bets
Turning a vision into habits, and treating them like a portfolio you can rebalance.
Design a Future That Gives You Goosebumps
Strategic planning applied to a team of one. Part 1: turning a vision into goals.
It's all about the inputs
Goals are outputs you can't control. Input metrics are the levers you can actually pull.
To win the game, know what you're playing
The answer to this question will help you define your own version of success.
Speed without direction gets you nowhere
Speed without direction is just motion. Velocity is the number that actually matters.
You fall to the level of your systems
Goals are passive and sit in the future. Systems are the engine that actually gets you there.
The other eleven
No element fails alone. When one is out of tune the symptom usually shows up somewhere else in the ring.