Mooseocracy

TIME AND TASK MANAGEMENT Master your energy to deliver effective results Spoiler: Leaders will never have enough time or resources to accomplish everything perfectly… but you can manage your time and resources wisely and still deliver amazing results. ENERGY ●       Early Bird vs Night Owl - Which half of the day do you feel you can be most productive? ●       Communicate your preferences to your teammates - Carve out one hour every day to stay focused on your assigned tasks. ●       Sprints and Marathons...know how to run both of them - If everything is a priority task, none of them are. And if you wait until the last minute, it will only take you a minute. RHYTHM ●       Build one that makes sense for the team, not you - Define purpose, audience, and in/outputs of every team event. ●       “We have an event for that” - Avoid creating new meetings and and align personnel and  discussions to an existing event. ●       Understand two levels up - Use higher

Everyone Has A Superpower In recent weeks, there has been a lot of discussion about diversity, equality, and bias. As I reflect upon these events, the stronger my conviction becomes in the power of diversity. Not just in race or gender, but in a larger sense... every person is special in some way. In other words, I believe everyone has superpower. This means that the strength of a leader can be measured  by   their ability to find or develop the superpower of everyone in their team. What is a superpower? I firmly believe that everyone is good at something. That something is our superpower. For some people, it is readily apparent what their superpower is, but for others we may have to give them opportunities to show it or develop it. It is then our job as leaders to empower them to discover or develop these powers. “Every [person] I meet is my superior in some way, and in that I learn from [them].”  - Ralph Waldo Emerson I love this quote because it

Follow The Friction Instead of using a results‐driven methodology, this article will introduce a process‐driven technique to identify points of friction. This technique is based on the premise that there is no perfect process or team, so there will be points of friction. For example, when entering into a new position, there is usually an observation period where all of the processes and policies from the previous leadership stay in effect. During this period, there will be a steep learning curve, but beyond learning how the office runs take note of any friction points: Personnel friction points can manifest in many different ways, but there may be: Low morale Underperformers  Relationship conflicts  Fiefdoms  Lack of ownership  Lack of communication  Poor working conditions Process friction points may include: Assumptions Risks  Difficulty  Complexity  Overload  Underload  Redundancy  Single‐points of failure  Budget constraints  Ambiguous guidance