Tags→#management
Some argue that the selection of KPIs actually determines which direction your product and process go. Yet, many teams just copy-paste KPIs as if they all had the same goals. But what should be asked when selecting KPIs and what makes ones better than the others? ...No EAWF – examples provided.
It may feel that talking high-level is something that can cut off the sharp corners and maybe keep the participants of a conversation to feel less stressed, less pressure, more room for discussion. But if pretty much all that you’ve achieved in a significant percentage of conversations is a “room for discussion”, then, pretty much everything of what you can get next is.. the next discussion. Shall we then discuss that?
There are certainly reasons why we care about physical space we spend our time in. But why would managers care about that the way they do? Is there anything alternative they would rather care about? How close the state of mind can be to a state of a desk (which most probably is not close to a window with a nice view)?
Few points to remember mostly about productivity, stress and some order in a dynamic environment.
Engineers are the brains that solve problems. The rest is on a manager.
Apart from exploring a rather long real-world story, in this article we’re going to tackle 2 ~simple~ highly practical yet generic approaches on analyzing problems related to what’s primarily within a manager’s scope of work – meetings, plans, projects, people. As a side note, I’d like to say that the following may somehow correlate with the practical aspects of the philosophy of definition.