If you touch something, improve it along the way!

This headline must sound strange – let me explain what I mean…

I’ve been in previous organizations, where people would forward almost everything, and they would do it with a very ‘helpful’ and crisp “FYI”. There was no gating and selection of what’s useful and should be shared further, nor was there any explanation as to why the content might be relevant. Just forwarding a lot of emails seemed to be a sign of competency in itself. Likewise, attending (not contributing to) as many meetings as possible was a badge of honor.

The lesson I took away from those experiences is that you should try to add value and refinement to everything you touch. There are three scenarios that stick out specifically to me:

Forwarding information without qualifiers

If you received important or useful information, and you have already spent the time to digest it yourself – pay it forward and share that added insight and value. Don’t just forward the information. Rather add your thoughts as to why you think it’s valuable and what the key takeaways are. Share the insights you gained as you were processing the information and add that value to the email you touched.

At the same time, if you didn’t find the information useful enough to parse and process it yourself, don’t forward it at all. Why should others spend the time digesting the information if you already deemed it not important enough to invest your own time in it?

Cryptic answers to requests

Did you ever ask for information, only to get back a “Here you go” with a file attached that you don’t know how to interpret? I certainly have been in that situation many times.

Make it easier for the person who needs information from you. Unless you KNOW that raw data is all they need (and sometimes that’s exactly what the other person needs and asks for), provide the pre-processing and initial explanation. If you provide the data to the answer, you usually also know what it means and what the most important takeaways are. Provide those Cliff-notes, don’t let the recipient re-invent the wheel and re-create the subject matter expertise that you gained over time.

Attending meetings without contributing to moving the topic forward

We all know the meetings where half of the attendees are quiet and seem to be focused on their emails. We all have been that person in a meeting at one point or another. It’s even more tempting now that we are all on the phone for all meetings.

Don’t be. If you already decided to invest the time to attend a meeting – share your thoughts, ideas, and opinions. Your time is invested already. As we all know, multitasking doesn’t work, so you will not make much progress on other side tasks during the meeting anyway. Instead, make your time and energy count, and contribute ideas to the meeting, moving the topic forward. Don’t be shy, your ideas matter, that’s why you were invited to the meeting.

Pro tip: Turn your video on. It will make you more present to others in the meeting and also increase your engagement as you know that others are ‘watching’.

If you think there is nothing you can contribute, don’t attend the meeting in the first place, and instead spend your time on other tasks that matter more.

There is room for improvement across all organization(s) at all levels, and the best way to improve is to role-model the right behavior. And I want to invite you all to help me role-model those behaviors.

If you touch something, make it a point to improve it before it moves along!

One minute invested this way often scales to ten minutes saved for the recipient.

Make your time and energy count – add value every time you touch something.


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Check out our book for more thoughts and a week-by-week guide to make strategic changes to improve your health, career, and life purpose:

Put on your oxygen mask first - book cover

Put On Your Own Oxygen Mask First
A practical guide to living healthier, happier and more successful in 52 weekly steps
By Alfons and Ulrike Staerk
ISBN 9781077278929

Find it on Amazon: PaperbackKindle

If you like what you’re reading, please consider leaving a review on Amazon. If you don’t like it, please tell us what we can do better the next time. As self-published authors we don’t have the marketing power of big publishing houses. We rely on word of mouth endorsements through reader reviews.

Start the new year from a position of control

This week started with a flurry of meetings and requests for all of us. That’s just what you would expect for this time of the year: everyone comes back from vacation and rest with a wealth of new ideas, and a new year is always a natural point for clean-up and changes.

While this is all normal and good, it also bears a risk: humans have such a strong tendency to continue doing what they are doing. Inertia is a powerful force in the Universe. As we all started our first week by reacting to tactical requests and fixing small fires, it’s way too easy to get caught in the hustle of those day to day activities. Being busy is just so easy, and the associated instant gratifications are tempting, to be honest.

It’s easy to be busy, but it takes commitment and energy to be impactful.

Right now, as we are all refreshed and the new year is still to be defined by us, it’s even more important to have your story straight on what matters most.

Take a break from getting all tactical and request-driven, and give yourself the time to reflect on what matters most. Then ensure that you take those priorities into action. Block enough time and energy for those activities. Define checkpoints and review regularly if you are progressing at the right pace against those priorities. Adjust your plan, behavior, and days if you see a gap opening up between what matters and what you’re doing.

The important thing is NOT how busy you are. What’s important is the impact you have. For that, it’s much less important how much you do, but it’s crucial that you do the right things.

I happened to stumble upon an (older) article this morning that is very related and provides excellent ideas on how to stay focused on what matters most: https://hbr.org/2019/05/when-life-gets-busy-focus-on-a-few-key-habits. Happy reading!  😊

Time must be your primary unit

Most, if not all of us, measure success and what we strive for in the unit of money. Even if we tell ourselves we don’t think it’s the most important thing, we subconsciously do, as we think about what money allows us to do.

Be aware:

Your primary unit of measurement defines how you think about your priorities.

While we all believe (or hope) to think about money only as a proxy and a means for experiences, it will become our master if we treat it as the primary unit. There can never be enough of it – it’s the thing that supposedly enables everything else.

As I was just reminded by reading ‘Digital minimalism’ by Cal Newport the other day, we need to think about time as our primary unit. Time is the thing that doesn’t scale. Time is limited. Time is what we cannot get back. Time is when experiences happen and where they live.

Following ideas that are as old as society, we must start from time. We need to figure out how much money we need to optimize our time, and limit our money-creating to that – not the other way around!

The more material stuff we have, the more money we need to keep it up. When we focus on getting a lot of money to support amazing experiences, we might end up not having enough time left to actually live those experiences.

Here is what Thoreau tells us:

“If I should sell my forenoons and afternoons to society, as most appear to do, I am sure that for me there would be nothing left worth living for…. I wish to suggest that a man may be very industrious, and yet not spend his time well. There is no more fatal blunderer than he who consumes the greater part of his life getting his living.” – Thoreau in ‘Walden’

And as always, the Chinese knew it a long time ago already:

“Those who know they have enough are rich.” – Lao Tzu

Get your primary unit straight and optimize for it!


Did you like this post? Want to read more?

Check out our book for more thoughts and a week-by-week guide to make strategic changes to improve your health, career, and life purpose:

Put on your oxygen mask first - book cover

Put On Your Own Oxygen Mask First
A practical guide to living healthier, happier and more successful in 52 weekly steps
By Alfons and Ulrike Staerk
ISBN 9781077278929

Find it on Amazon: PaperbackKindle

If you like what you’re reading, please consider leaving a review on Amazon. If you don’t like it, please tell us what we can do better the next time. As self-published authors we don’t have the marketing power of big publishing houses. We rely on word of mouth endorsements through reader reviews.

Working smarter: Process optimization

Question: What do you do when the work piles up and demands keep growing? How do the tough get going when the going gets tough?

Answer: You make things easier and think about creative ways to do things differently.

We’ve all seen this plenty since COVID hit us: we needed to do more with less time. Multiple projects, frequent (necessary) changes, juggling priorities at work and home, days that don’t seem to have enough hours to get everything under control and done.

Up to some time, we can compensate by working harder, but that only scales so far. After that, we need to think about how we can change what we do, how we can work differently. The old “work smarter, not harder” has been bastardized too often, so I’m hesitating to mention it, but fundamentally it hits the point.

Where this becomes challenging is when we are already overworked and don’t think we have time to pause and revisit how we are doing things. We have to! Only by investing in root causes and solving them will we get ourselves out of a potentially vicious cycle in the future.

Of course, it’s better to avoid that conundrum from the beginning. That’s where continuous process improvement comes in. The basic idea is that no process is perfect, and no process should remain static. Instead, we should always make it a point to observe (Identify) how we are doing things, developing hypothesis for how we could make things easier (Plan), and then try out those changes (Execute) and observe the impact (Review). This should never change – there is no perfect process. Ever. Even if we found the perfect process, circumstances would change and make it suboptimal over time.

It’s critical to review how we are doing things regularly and to search for ways to do things more simply.

Pro tip: often we are blind to inefficiencies and waste in our own processes as we are so used to them. In that case, it’s useful to either ask an outsider about their opinions (bonus points if you ask the customers of your process!) or to do a simple process mapping and ask yourself critically what the true purpose and value of every single step is. Often you will find that a step was introduced to meet a past requirement or constraint that doesn’t exist anymore.

If you want to get the best insight on where your process needs improvement – ask your customers!

When we identify such opportunities, we need to ensure to carve out the time to invest in those improvements.

Carve out the time to improve your processes. Invest in your future. Compounding interests will pay you back big time.

Btw, the official name for this is Continuous Process Improvement (https://en.wikipedia.org/wiki/Continual_improvement_process).


Did you like this post? Want to read more?

Check out our book for more thoughts and a week-by-week guide to make strategic changes to improve your health, career, and life purpose:

Put on your oxygen mask first - book cover

Put On Your Own Oxygen Mask First
A practical guide to living healthier, happier and more successful in 52 weekly steps
By Alfons and Ulrike Staerk
ISBN 9781077278929

Find it on Amazon: PaperbackKindle

If you like what you’re reading, please consider leaving a review on Amazon. If you don’t like it, please tell us what we can do better the next time. As self-published authors we don’t have the marketing power of big publishing houses. We rely on word of mouth endorsements through reader reviews.

Happy Holidays – Treat yourself to a free book on us

Like every year for the Holidays, we are giving away the Kindle versions of our books for free.

You can download free copies on Amazon from Monday December 21st until Friday December 25th. Enjoy reading and let us know what you think.

We only ask one small favor in return: Please leave a review or rating on Amazon. Positive reviews and ratings are preferred. 🙂

Happy Holidays! Enjoy time with loved ones. Be mindful, relax, take care and recharge your batteries.

With hugs and lots of gratefulness,
Ulrike and Alfons

On work-life balance, career, health and purpose:

Put On Your Own Oxygen Mask First
A practical guide to living healthier, happier and more successful in 52 weekly steps
By Alfons and Ulrike Staerk
ISBN 9781077278929

Find it on Amazon: PaperbackKindle

If you want to learn more about Tai Chi (for beginners and experts):

Finding the Heart
Principles for Tai Chi and Life
By Alfons and Ulrike Staerk
ISBN 9781724173683

Find it on Amazon: Paperback, Kindle

Assume positive intent!

I had a few pretty contentious meetings this week. My first reaction was probably the same that most people have in such situations – somewhere between: “Really!?” and “What the…!”.

It’s easy to get protective or even combative if you have a lot going on. When in stress, we tend to develop tunnel vision and assume we’re the only ones who have the right solution. We don’t understand why everyone else is so difficult to deal with. It’s a fight-or-flight reaction that our brain falls back to in an attempt to ‘simplify’ our world view in situations of stress and perceived danger. It allows us to react fast and decisively – however, not always smartly.

Unfortunately, the reality is never that simple.

Being in a few such situations this week, I took a deep breath and remembered a training on unconscious bias that I attended a while ago. One of the principles they mentioned in that training is to assume positive intent.

Instead of thinking, “WTF, I’ll set you straight on this…”, rather take a deep breath, and then take another one. Assume positive intent – very few people want to cause trouble, and almost everyone has good intentions that drive their point of views and behaviors. Everyone has good reasons and wants to do the right things.

Assuming positive intent helps you to take some of the emotions out of an interaction. It allows you to take the other’s perspective for a moment and see things through their eyes. You will be able to understand where they are coming from, or if you don’t, you will at least be curious enough to investigate and (hopefully) ask them. There are so much power and beauty in actually talking to people instead of just assuming.

Assuming positive intent, and seeking to understand what the other person wants to achieve, will help you to understand their goals. More often than not, those goals will not be too different from yours. You might identify a shared vision with the other person, and with that, find a solution that leads to a win-win for everyone.

Sometimes it’s hard when emotions are high, but take a few deep breaths, assume positive intent, put yourself in the other person’s shoes and see what new solutions arise from that expanded perspective.


Did you like this post? Want to read more?

Check out our book for more thoughts and a week-by-week guide to make strategic changes to improve your health, career, and life purpose:

Put on your oxygen mask first - book cover

Put On Your Own Oxygen Mask First
A practical guide to living healthier, happier and more successful in 52 weekly steps
By Alfons and Ulrike Staerk
ISBN 9781077278929

Find it on Amazon: PaperbackKindle

If you like what you’re reading, please consider leaving a review on Amazon. If you don’t like it, please tell us what we can do better the next time. As self-published authors we don’t have the marketing power of big publishing houses. We rely on word of mouth endorsements through reader reviews.

Working backwards

A recent presentation on Journey mapping reminded me of a different approach for designing solutions that I learned at Amazon:

Working backwards (from the customer experience).

Amazon uses this process for every single project. If there has ever been a secret sauce to what Amazon does, it’s the working backwards process.

The idea is to not start from the current situation and constraints, but rather to forget all that for a while and start from the end state. What SHOULD the perfect customer experience be? What is the perfect end state? What would we do if we were in an unconstrained situation?

Changing your mindset to that view before kicking off a project or designing a solution will allow you to think outside the box. You will think about what the right approach is, not what the easiest next step will be. You will think about what’s right for the customer, not about how hard it is to make necessary changes.

After you have clarity on the end state, you start working backwards. In order to get to that end state, what interim state do you need to reach before? What’s the stage before that? – Rinse and repeat until you reach all the way back to your current status quo.

The HUGE benefit is that you start from where you want to be in the future as opposed to what the next incremental state is from where you are now. You will find that you will end up in vastly different places with these two approaches.

Don’t be frustrated though. In my time with Amazon, I found that working backwards is the hardest mental model to teach. Every single new employee struggled and it took them many attempts until they actually worked backwards from an ideal end state. This could take months of intellectual struggle. We were all raised to think incrementally, and those thought patterns are burned into our brains.

Stop thinking incrementally – think backwards!

So, how does Amazon do the working backwards process?

They start with a press release. The very first thing one does when pitching or starting a project is to write what the press release at launch should look like. How is this new solution different, what is the new customer experience, what are the new benefits?

This is one page – never more. If it generates enough excitement, the work begins, digging into constraints, problems to overcome, and investments that will be required. The important part is that you have to drop all your knowledge of constraints or challenges when writing the one-page press release.

That’s how Prime, one-day shipping, Alexa, and everything else you’ve ever seen from Amazon were born.


Did you like this post? Want to read more?

Check out our book for more thoughts and a week-by-week guide to make strategic changes to improve your health, career, and life purpose:

Put on your oxygen mask first - book cover

Put On Your Own Oxygen Mask First
A practical guide to living healthier, happier and more successful in 52 weekly steps
By Alfons and Ulrike Staerk
ISBN 9781077278929

Find it on Amazon: PaperbackKindle

If you like what you’re reading, please consider leaving a review on Amazon. If you don’t like it, please tell us what we can do better the next time. As self-published authors we don’t have the marketing power of big publishing houses. We rely on word of mouth endorsements through reader reviews.

Focus on the alligator closest to the boat

“Focus on the alligator closest to the boat.”

We have a ton of things going on, and COVID added many more that were not planned, accounted, or resourced for. New things are coming in almost on a daily basis. This can be scary, even daunting at times, but all of it is important – what each of us does has a tremendous impact on the future of so many people!

Having that said, not everything needs to be done right now, and some things can wait just a few days. Being clear about that and giving yourself the freedom to focus on the one thing that’s most important right now is critical to keep your sanity in times of high pressure. Understand your project priorities, their true (not perceived) criticality, and when they need to be done. Then decide what you need to do right now.

A good mental model for this was given to me by a co-worker a few years ago. He was a manager in an Amazon warehouse. That’s about the craziest it can get: every day is high pressure, and completely unplanned. Equipment breaks, workers get sick, a new deal takes off unexpectedly, shipments come in late – you name it. They don’t even keep their calendar updated because days are unpredictable by default. Everything is ad-hoc and focused on what’s most important right now – well to be clear, there is a lot of strategic planning going on, but day to day operations is influenced by many unpredictable events.

I asked him how he can make progress and stay sane in such an environment, and he told me that it’s actually very easy: “You focus only on the alligator next to the boat.”

Find your alligator that’s next to the boat right now. Keep a mental map of where the others are as some might be approaching while others drift away. Then deal with the one next to the boat!


Did you like this post? Want to read more?

Check out our book for more thoughts and a week-by-week guide to make strategic changes to improve your health, career, and life purpose:

Put on your oxygen mask first - book cover

Put On Your Own Oxygen Mask First A practical guide to living healthier, happier and more successful in 52 weekly steps By Alfons and Ulrike Staerk ISBN 9781077278929

Find it on Amazon: PaperbackKindle

If you like what you’re reading, please consider leaving a review on Amazon. If you don’t like it, please tell us what we can do better the next time. As self-published authors we don’t have the marketing power of big publishing houses. We rely on word of mouth endorsements through reader reviews.

You have to prioritize!

woman-687560_1920

If you want to have the most impact you have to prioritize! But how? Based on what criteria?

Do a little of everything? Pick what’s top of your list and work your way down? Do whatever comes to mind and grabs your interest at the moment? Don’t know, so rather stall and don’t do anything at all?

Well, the above approaches don’t seem like great strategies, so let’s take a more structured approach instead.

At Amazon there are limitless opportunities – always – and as a result, we constantly need to prioritize and make trade-offs. Actually, when candidates ask me in interviews what the hardest part of working at Amazon is, I tell them “it’s to decide what not to do”.

There is often quite some ambiguity on how one should make such decisions. I see this across individuals and organizations, way more often than I would have expected. Most people have a good grasp of how they should prioritize, but then they mix and muddy things as they get into the details.

Prioritization is about discipline – both in thinking, as well as in execution.

The operational discipline is something you need to develop for yourself. The mental model is easier to share though. Here is a prioritization framework that works in most cases.

How to prioritize

  1. P0: Things that HAVE to be done to support a strategic goal or prevent a strategic risk. Those are typically set top-down as company or organizational goals. If things MUST be done to support those organizational priorities, they need to be treated as non-negotiable (P0s). The important thing though is that this only applies to blockers (!) for such goals; it doesn’t include all of the nice-to-have things one could do for that space. Nice to have work must stand on its own cost-benefit analysis. It’s not a P0 if it’s not a blocker without a feasible workaround!
  2. P1-3: Things that provide the highest ROI (return of investment) / best cost-benefit ratio in sorted order. Everything else you do need to be evaluated under the criteria of ‘most bang for the buck’. Don’t spend energy on something that will be useful in the future (hopefully), but not just yet. If it will yield a higher return than what you’re doing right now, stop doing what you do and switch over; if it doesn’t, then double down and finish what you started. Sort the things that you need to do by ROI, nothing else.
  3. Exceptions from the rule. There are some reasons why you might have to invest in some projects with lower ROI. The clearest is if you hit a scaling limit by putting more people on a problem. If adding more people to a project doesn’t scale your delivery pace (close to) linearly, you should deploy them somewhere else. Similarly, if you need to make investments to lower your operational cost or substantially increase future delivery speed (e.g. re-architecture), you need to prioritize those accordingly. However, I might argue that those effects can and should also be quantified and expressed in an ROI decision. The other reason to keep some capacity for work that is not ROI-prioritized is to diversify your opportunities and/or make room for experiments to explore new areas. Be very conscious though, as to how much time and energy you want to devote to such activities.

Pitfalls to avoid

Don’t mix criteria. If you make ROI decisions, make ROI decisions. Don’t mix ROI and opportunity or something else.

If you go to a supermarket and shop for oranges, all other things equal, you will pick the ones at the lowest price. You will not pick a bunch of the lowest priced ones and another bunch of the expensive ones, just because they are there. ROI is your metric, stick to it. Opportunity only tells you that you can buy oranges, it doesn’t tell you that the price is right.

Side note: ROI doesn’t need to mean dollars – it means the impact (return) of your resources (investment) on the metric you care about most (e.g. cost, speed, quality, precision, satisfaction).

Don’t take previous decisions as gospel. Don’t block yourself by perceived constraints or previous decisions. As you get more data and understanding, challenge previous assumptions! For example, a goal is not a value in itself, it might have been set based on an incomplete understanding of the total opportunity. As you understand the opportunity space better, re-examine previous goals – if they no longer express the most important thing to do, make a pitch to change the goal!

Elephants get chained when they are young and too weak to break those chains. They learn that chains define their limits. As they get older, they don’t even try to break those chains anymore, even though they easily could. Don’t be chained by previous assumptions, re-evaluate what you know and question what you believe as you learn more!

Invest the intellectual energy to set strong and data-driven priorities. Exercise the operational discipline to focus on those goals without distraction. Nurture the curiosity, flexibility, and courage to revisit those decisions and underlying data to verify that you are still pursuing the right goals.

 


Did you like this article? Want to read more?

I will keep posting articles here and I have them lined up way into summer 2020. However if you want to get it all in one comprehensive, structured, and grammar-checked (!) view, check out our new book:

 

Put on your oxygen mask first - book cover

Put On Your Own Oxygen Mask First

A practical guide to living healthier, happier and more successful in 52 weekly steps

By Alfons and Ulrike Staerk

ISBN 9781077278929

Find it on Amazon: Paperback, Kindle

 

If you like what you’re reading, please consider leaving a review on Amazon. If you don’t like it, please tell us what we can do better the next time. As self-published authors we don’t have the marketing power of big publishing houses. We rely on word of mouth endorsements through reader reviews.

Throwing Spaghetti on the Wall…

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Have you ever heard someone say: “Don’t just throw spaghetti on the wall and see what sticks.”?

Well, obviously that’s not a good strategy to understand priorities and inform a future course of action. It’s also messy and a little disgusting…

A much better approach is to understand problems and drill down to root causes, identifying cause and effect correlations, and then formulating a set of hypotheses on how to influence those root causes. But let’s start from the beginning…

The spaghetti approach

Here is how I know when a PM interview doesn’t go well:

Me: “Interesting problem. How did you find out how to solve it?
Aspiring PM: “I did A/B testing and looked at the results.
Me: “Sounds cool, how did you know what to test?
Aspiring PM: “Well, we tried out a bunch of things, and then picked the one that showed the best results.

That’s not experimentation, at least not in a scientific sense, that’s classic throwing spaghetti on the wall and seeing what sticks. It’s expensive. With this method, you will find the right solution only by brute force or sheer luck. More often than not, the true solution and needle mover will remain elusive.

If you want to get to the true best global solution through experimentation, you need to have a plan first!

Drop any preconceived notions of ‘the right solutions’. In fact, burn your list. Instead, start from identifying the root causes and focus your experiments on understanding what drives those root causes.

The scientific Method

Experimentation is like throwing pebbles. If you have a plan where to throw them, you will likely hit your targets with a few throws. If you don’t, you will need a LOT of pebbles to hit anything worthwhile.

Here’s how you develop a plan before you start throwing your precious stack of pebbles:

Step 1: Root causes – What is the problem?

Start with identifying the problem. Then ask yourself what causes that problem. List all the drivers that you can identify from the data and observations that you have available.

Check for causations. Are those drivers really causing the root problem, or are they just correlated? Drill all the way down until, based on the data you have available, you cannot draw clear cause-effect relationships anymore.

Step 2: Hypothesis – Enter the unknown!

Up to here, causations were directly supported by existing data and observations. Now they are no longer, and you need to find ways to fill your data and knowledge gaps. You start making a plan for throwing your pebbles.

Start to develop hypotheses for the cause-effect relationships for which you don’t have clear data. Check if there are any drivers that you might have missed. Where do you have hunches (informed guesses), but no data?

Step 3: Experimentation – Closing the data gaps.

You have several brilliant but untested hypotheses. Now is the time to come up with a plan to put those hypotheses to the test. It’s time to develop experiments that can validate your hypotheses and provide you with the missing data.

Be clear as to what data specifically you need to get from an experiment to validate your root cause hypothesis. You can get a lot of data out of experiments, but not all of it will truly correlate to the specific needle that you want to move.

Think creatively and broadly as you get into designing your experiment. Not every experiment needs to be a big engineering project.

There are many ways to get data. Experiments can be product implementations, but they can also be very simple initial and manual tests with small groups of users or user research studies. Of course, the closer your experiment is to a large scale production roll-out, the more precise your data will be. However, you don’t always need that precision for the initial validation of an idea that will inform the next steps in a project.

The faster you can get results, the better. Sometimes you need to build something out in scale to get the right data; more often, you don’t. There are no bonus points for expensive and slow tests.

Step 4: Refinement – What have you learned?

Look at the data. See what hypotheses are validated and which ones are not.

Don’t leave it with that simple checklist though. Reflect on how your cause-effect framework might have changed with the new data and insights. Does the experiment’s data indicate new root causes that you were previously unaware of?

Finally, ask yourself if you have answered enough of your root cause questions to build your MVP, or if you need more experimentation and data to ensure you will head out in the right direction.

Sticking points

  • Experimentation is great!
  • More specifically, targeted experimentation is invaluable to get missing data and understand your space.
  • Just trying out stuff, on the other hand, is wasteful and will likely increase confusion instead of reducing it!

 


Did you like this article? Want to read more?

I will keep posting articles here and I have them lined up way into summer 2020. However if you want to get it all in one comprehensive, structured, and grammar-checked (!) view, check out our new book:

 

Put on your oxygen mask first - book cover

Put On Your Own Oxygen Mask First

A practical guide to living healthier, happier and more successful in 52 weekly steps

By Alfons and Ulrike Staerk

ISBN 9781077278929

Find it on Amazon: Paperback, Kindle

 

If you like what you’re reading, please consider leaving a review on Amazon. If you don’t like it, please tell us what we can do better the next time. As self-published authors we don’t have the marketing power of big publishing houses. We rely on word of mouth endorsements through reader reviews.