How to “Deep Work”

While many of us know what we want to achieve, it’s often derailed because of numerous factors. Some might be external (caused by others), but I’ve found many are internal (caused by myself). It’s one thing to “get things done” that satisfies whoever you report to, but it’s a completely different thing to accomplish tasks AND have the time to build a better, stronger version of your organization or project. In other words, how do you take massive action (as Tony Robins famously declares) to execute and contain the essential work, but build … Read more

(Re-Examining) Co-Leadership As An Organizational Model

(Re-Examining) Co-Leadership As An Organizational Model

Given the concerning lack of transition planning for leadership, there is increasing discussion about how general non-profits should adopt a shared leadership model, in some cases citing the example of the performing arts. In the meantime, many performing arts organizations have been moving in the opposite direction consolidating artistic and business management roles into a single person in order to save money. The performing arts model, as well as some of those suggested in the other articles I have linked to, tend to have the roles separated along right brain/left brain responsibilities … Read more

It's Cool to Say No to Features

It’s Cool To Say No To Features

The marketing guy was breathless with excitement. “This is going to be the killer feature!” he enthused. “Customers are totally clamoring for this thing, so if we can just get it into the next release, sales will skyrocket!” My role was “program manager,” which in some more primitive languages is translated as, “wet blanket” or “I hate that guy.” This role included owning the schedule and the feature list, so the product couldn’t have a new feature until I was sure it was sensible and achievable. Sometime later, I nixed the feature … Read more

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