 |
Moving from a wake-up call to a new work life takes time and can be tough. You’ve got to be patient. You’ve also got to be resilient.
|
177 |
 |
…most of the time, we have a lot more control over what we do and how we do it than we think.
|
179 |
 |
Realize that the optimal structure of the product organization is a moving target. The organization’s needs should and will change over time.
|
97 |
 |
Spending some personal time with every last person on the team pays off big in their level of motivation, and as a result, in the velocity of your team. It’s worth your time.
|
153 |
 |
A small amount of time up front framing the problem to be solved – and communicating this framing – can make a dramatic difference in the results.
|
178 |
 |
…with hardware, the consequences of a mistake in terms of time and money are much more several. With software, we can usually issue corrections relatively inexpensively.
|
275 |
 |
There is always more to do than you can do, and you can do only one thing at a time. The key is to feel as good about what you’re not doing as about what you are doing at that moment.
|
53 |
 |
…if you’re… focusing on only one thing at a time, without distraction, you’ll be in your ‘zone.’
|
250 |
 |
…it is always worthwhile to take a little time to clarify so that everyone on the leadership team knows and agrees on what everyone else does and that all critical areas are covered.
|
134 |
 |
Individual task boards can significantly improve the quality of your life as a knowledge worker, but only if invest sufficient time in their upkeep.
|
168 |
