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#Can be sorted descendingTitleCan be sorted ascendingFurther ReadingCan be sorted ascending or descendingLTYM #Can be sorted ascending or descendingMoralCan be sorted ascendingYearCan be sorted ascendingCreatedCan be sorted ascendingModifiedCan be sorted ascendingPlaceCan be sorted ascendingDocTypeCan be sorted ascendingReady?Can be sorted ascendingGenderCan be sorted ascendingCategoryCan be sorted ascendingQuestions
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2We're Going to Be Great WritersSee "You Can be Anything You Want to Be", Letter #44Positive expectations are powerful196502/27/200602/13/2023SmithtownStoryYesMalePeople Mgmt1) Does your manager believe you can succeed at whatever you do? 2.1
3Draw a PictureSee "Draw Another Picture," Letter #4646When it comes to strategy, a picture is worth a thousand words196911/20/201602/13/2023SmithtownStoryYesMaleStrategy1) Can you draw a one-page picture to represent your company's or2.2
4You Can Be Anything You Want To BeSee "We're Going to Be Great Writers," Letter #22Have faith in your employees197011/20/201602/13/2023SmithtownStoryYesFemalePeople Mgmt1) Who believed in you the most? What difference did it make? 2) 2.3
7Technology Without the TechnologySee my Blog post on "Finding the Bottom Line"Speak technology in nontechnical terms198102/27/200602/13/2023IDCStoryYesMaleCommunication,Metaphor1) Can you recall a time when you were asked to play a role of tr2.4
8Time, Process and PeopleFrederick Brooks, The Mythical Man-Month: Essays on Software Engineering, Anniversary Edition (2nd Edition), Addison Wesley, 1995. Note especially the Chief Surgical Team. See the discussion of Perpetual Beta on Wikipedia, here: https://en.wikipedia.org/wiki/Perpetual_betaThe tighter the time frame the less concern for process and people198102/27/200602/13/2023IDCStoryYesFemaleLeadership1) Can you point to examples where tight deadlines lost the team?2.5
13Build the ThrowawayMichael Schrage, Serious Play: How the World's Best Companies Simulate to Innovate, HBR Press, December 10, 1999Build a prototype to meet a basic need; embellish later198402/27/200611/20/2023IDCStoryYesFemaleProject Mgmt,Innovation1) Michael Schrage , MIT Professor, says that "Effective prototyp2.6
22Ratchet up the productivity[2] Compare the discussion of situational leadership, here: https://en.wikipedia.org/wiki/Situational_leadership_theorySetting action items ratchets up the productivity199002/27/200602/13/2023SharkStoryYesMalePeople Mgmt1) What are you doing to rachet up productivity on your team? 2) 2.7
29The Good Days ScoreJames R. Johnson, "Magnifying the Problem," CIO, November 15, 1992, pp. 34-38,
https://books.google.com/books?id=DgoAAAAAMBAJ&pg=PA34&lpg=PA34#v=onepage&q&f=false		People focus and work hard to beat the best199303/03/202103/01/2023ReutersStoryYesMaleMeasurement1) How do you keep score in your organization? 2) What are the no2.8
30Why Don't Managers Act More Like Parents?See "Accomplishing goals through others," Letter #123123Expect your people to do well and succeed199312/22/201906/15/2023SharkStoryYesFemalePeople Mgmt,Leadership1) What if more managers expected us to succeed? 2) What if more 2.9
33Anticipating TastesSee "Boi Cavalo," Story #426
See "A Pasta or Pastry Problem," Story #488		426Anticipate your stakeholder needs199410/07/201901/22/2024HPMDStoryYesFemaleService1) Can you listen without any speaking? How do you suppose the ch2.10
35C-Level Work1) Susan Jeffers, "Feel the Fear . . . and Do It Anyway," December 26, 2006. 2) Also see Scott Stabile, "Feel the Fear and Do It Anyway," Huffington Post, June 26, 2014, "http://www.huffingtonpost.com/scott-stabile/feel-the-fear-and-do-it-a_1_b_5531854.htmlOne man's c-level work is another's a-level199502/27/200602/13/2023HPMDStoryYesMalePeople Mgmt1) What assignments have you shied away from? Why? 2) Have you ev2.11
36Saying No Without Saying NoRead Frederik Brook's classic, "The Mythical Man-Month", were he makes the case that the length of time to complete a project is inversely proportional to the people you add after it begins (Brooks Law)When "saying no" is hard to do, defer (phase it)199502/27/200601/19/2024HPMDStoryYesFemaleProject Mgmt1) To increase project productivity, you need to navigate the iro2.12
37Teams that don't keep score"The Good Days Score," LTYM, Story #29 Carl Sewell, "Customers for Life," Random House, Revised Edition, 2009; see Chapter 20, "Accounting for More Than Money" for relating Steve Mulvany's story about counting the lids at the canning factory during a college summer job: "After four days of keeping score, I found myself trying to beat my best day, and figuring out how many lids I would have to load an hour to achieve a record pace." Steve Hronec, "Vital Signs", "Teams that don't keep score are only practicing." --Tom Malone, President, Milliken & Company, as quoted by Steven Hronec, Vital Signs, AMACOM, 1993, p 14.29Those who don't keep score are only practicing199602/27/200603/28/2024HPMDStoryYesMaleMeasurement1) What are the ways your team keeps score? Do they have a say in2.13
43Lease versus Buy[1] See "The Vest Pocket Guide to Information Technology" Kindle Edition, by Jae K. Shim (Author), Joel G. Siegel (Author). Most of the chapters look woefully out of date despite the second edition. However, see chapter 18 On "Capital Budgeting and Economic Feasibility Study of an IT Project," https://www.amazon.com/Vest-Pocket-Guide-Information-Technology-ebook/dp/B002C1AN52/
[2] Consider using the high water mark of depreciation for making capital budget decisions. See "Five ways to create budget," Letter #185.		185Lowest cost is not always best200002/27/200602/13/2023STCStoryYesMaleFinance1) How do you justify equipment investment to your budget committ2.14
46Draw Another Picture1) Also see "Draw Picture", Letter #33A drawing is worth a thousand words200002/27/200606/15/2023STCStoryYesFemaleStrategy1) Can you draw your IT strategy on a single page? Does this forc2.15
49The Webcam and Being There[link to Charlie's white paper if still on line or in NetHope archive.]Watch the next generation200102/27/200602/13/2023STCStoryYesMaleStrategy1) What are your leading indicators? More importantly, who do you2.16
51That Was a Good Meeting1) For an interesting parable, see Patrick Lencioni's, Death by Meeting: A Leadership Fable...About Solving the Most Painful Problem in Business, March 4, 2004
2) Compare Agile Programming's 5-15 minute daily stand-up meetings, https://en.m.wikipedia.org/wiki/Stand-up_meeting 
3) For an entertaining poke-in-the-eye, watch the conference call spoof, here: https://youtu.be/DYu_bGbZiiQ		Without specific action items, the meeting was a waste of time.200102/27/200602/13/2023STCStoryYesFemaleProcess Mgmt1) What was the worst meeting you ever attended? Why? 2) What was2.17
52Collaborating is Doing it Together1) See "Share and Do", Letter #451
2) See the NetHope Foundations chapter in "We are Better Together"		451It's better doing it together and it's more compelling for your sponsors200102/27/200602/13/2023STCStoryYesMaleStrategy1) What are the advantages of collaborating? What are the disadva2.18
53Creating an Internal Capital Budget1) See "Five ways to create budget," Letter #185185Investment funds created out of operations are the easiest to get approved200202/27/200606/15/2023STCStoryYesMaleBudget Mgmt,Finance1) Do you have a capital budget? If so, what percent of your tota2.19
54Customizing to meet the needMichael Hammer, James A. Champy, Reengineering the Corporation: A Manifesto for Business Revolution, May, 1993Don't modify core code200202/27/200602/13/2023STCStoryYesFemaleProject Mgmt1) Can you think of some exceptions when a system should be custo2.20
55Legacy Systems: Fish or Cut BaitRon Ashkenas, "Kill Your Business Model Before It Kills You," HBR, October 02, 2012. "Years ago, during the dot-com boom, Jack Welch required each of his businesses to go through an exercise that he called “Destroy Your Business.com” in which he asked them how dot.com competitors could possibly put them out of business."Legacy systems mean falling behind200202/27/200602/08/2024STCStoryYesFemaleStrategy1) Which of your organization's systems are holding you back? 2) 2.21
56Firing and Values1) "Public hanging is worth more than 1,000 CEO speeches on values," Jack Welch, remarks at an HBR class, May 22, 2012, Special Session with Jack Welch, http://convincedvince.blogspot.pt/2012/05/special-session-with-jack-welch.html
2) Contrast this critique by Steve Denning, "Jack Welch, GE, and the Corporate Practice of Public Hangings", Forbes, April 26, 2012, http://www.forbes.com/sites/stevedenning/2012/04/26/jack-welch-ge-the-corporate-practice-of-public-hangings/
3) See "Downsizing," Letter #578		578IT has the keys, but can't look200302/27/200602/13/2023STCStoryYesFemalePeople Mgmt1) What are some other breaches, where termination is the right r2.22
59Change the BoxMichael Hammer & James Champy, Reengineering the Corporation, HarperBusiness; First edition (1993)Change the box; don't take "black box" processes as a given200302/27/200602/13/2023STCStoryYesMaleProcess Mgmt1) What process steps will you change in your current or next pro2.23
60Love the Manual Solutions1) Also compare the legend of the Russian Space Program solution to the pen that writes under weightless conditions: use a pencil. See Letter #161161Manual is sometimes best200302/27/200606/15/2023STCStoryYesFemaleProcess Mgmt1) Can you point to IT programs that were written for special, on2.24
61Sorting StoriesKent Beck, Extreme Programming Explained, Addison-Wesley Professional; US edition (October 5, 1999); and Extreme Programming Explained: Embrace Change, 2nd Edition (The XP Series), Addison-Wesley; (November 26, 2004) Mike Cohn, User Stories Applied: For Agile Software Development, Addison-Wesley Professional; 1 edition (March 11, 2004)
Jeff Patton, User Story Mapping: Discover the Whole Story, Build the Right Product, O'Reilly Media; 1 edition (September 25, 2014)		Sorting stories about features keeps priorities visible200402/27/200602/13/2023STCStoryYesFemaleProject Mgmt1) Would you automate the story card method? Why or why not? 2) W2.25
62Giving Back is Strategic1) See my article "The changing face of corporate social responsibility," MA High Tech, Sep 4, 2008,
http://www.bizjournals.com/boston/blog/mass-high-tech/2008/09/the-changing-face-of-corporate-social.html
2) See the Pepperidge Farm Letter #241		241Philanthropy is more than citizenship or retention; it's strategic development200402/27/200602/13/2023STCStoryYesFemaleStrategy1) How are you helping to create meaning for your team? 2) What d2.26
64The Knowledge is in the DoingKent Beck, Extreme Programming Explained: Embrace Change, Addison-Wesley, 2000, especially chapter 3, "Economics of Software Development", where Beck argues for the value in increasing the options for business decisions; and by implication that the delay in specs is cheap50% of what you need to know is in the doing200402/27/200602/13/2023STCStoryYesFemaleProject Mgmt1) Why can some people visualize a solution and some can't? Is th2.27
65The Work Has Meaning1) See Clay Christensen's "How Will you Measure Your Life?", where he writes, "The answer to [how can I be happy in my career] ...comes from Frederick Herzberg’s assertion that the most powerful motivator isn’t money; it’s the opportunity to learn, grow in responsibilities, contribute, and be recognized."
http://hbr.org/2010/07/how-will-you-measure-your-life/ar/pr
2) See "The Returns Desk", Letter #394		394The work has meaning200402/27/200602/13/2023STCStoryYesFemaleStrategy1) How does what your team is working on have impact on the peopl2.28

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