All posts under architecture

345/365 Make “easy” your next criterion

In doing an 80/20 analysis of your activities (simply put: determining which 20% of activities/tasks produce 80% of the results you want), you typically end up with a short list. Make “easy” your next criterion. Which of these highest-value activities is the easiest for me to do? You can build[…]

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344/365 Paired metrics

Andy Grove had the answer: For every metric, there should be another ‘paired’ metric that addresses adverse consequences of the first metric. From “Tools of Titans: The Tactics, Routines, and Habits of Billionaires, Icons, and World-Class Performers” by Timothy Ferriss

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343/365 Everyone would do it

Dealing with the temporary frustration of not making progress is an integral part of the path towards excellence. In fact, it is essential and something that every single elite athlete has had to learn to deal with. If the pursuit of excellence was easy, everyone would do it. In fact,[…]

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338/365 A decision has not been made

A decision has not been made until people know: – the name of the person accountable for carrying it out; – the deadline; – the names of the people who will be affected by the decision and therefore have to know about, understand, and approve it—or at least not be[…]

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337/365 What needs to be done?

They asked, “What needs to be done?” They asked, “What is right for the enterprise?” They developed action plans. They took responsibility for decisions. They took responsibility for communicating. They were focused on opportunities rather than problems. They ran productive meetings. They thought and said “we” rather than “I.” From[…]

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336/365 Practice effectiveness until it becomes habit

I have not come across a single “natural”: an executive who was born effective. All the effective ones have had to learn to be effective. And all of them then had to practice effectiveness until it became habit. From “The Effective Executive: The Definitive Guide to Getting the Right Things[…]

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335/365 Focus on opportunities

Good executives focus on opportunities rather than problems. Problems have to be taken care of, of course; they must not be swept under the rug. But problem solving, however necessary, does not produce results. It prevents damage. Exploiting opportunities produces results. [..] Effective executives put their best people on opportunities[…]

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334/365 They themselves made a mistake

Effective executives know this and check up (six to nine months later) on the results of their people decisions. If they find that a decision has not had the desired results, they don’t conclude that the person has not performed. They conclude, instead, that they themselves made a mistake. In[…]

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333/365 Take responsibility for decisions

Take responsibility for decisions. A decision has not been made until people know: – the name of the person accountable for carrying it out; – the deadline; – the names of the people who will be affected by the decision and therefore have to know about, understand, and approve it—or[…]

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332/365 Action plan

The action plan is a statement of intentions rather than a commitment. It must not become a straitjacket. It should be revised often, because every success creates new opportunities. So does every failure. In addition, the action plan needs to create a system for checking the results against the expectations.[…]

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