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#Can be sorted descendingTitleCan be sorted ascendingFurther ReadingCan be sorted ascending or descendingLTYM #Sorted ascending, can be sorted 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
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) 1
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
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? 3
633Giving Lift"You can be anything you want to be," Story #4:4What we say to those in our organizations can sink or lift them. Choose lift.202506/13/202512/30/2025AdvisorStoryNoMaleValues1. What’s something someone said to you—positive or negative—that4
324Tomcat[1] See "Assemble the Components," Letter #5
[2] See "Reusing airplane wheels," Letter #242		5Never build 100% new201208/13/201409/15/2025IFRCStoryYesMaleDesign1. What “reusable parts” already exist in your work today that yo5
592The Lego ApproachSee "Assemble the Components," LTYM #55Every IT project is an opportunity to build your library of reusable parts202310/19/202301/25/2024AdvisorStoryNoFemaleDesign6
580The Eagle and the SnakeSee "How to work for a sonofabitch," Letter #17. If you can't fight on your own turf, fight on neutral ground.17Fight your battles on your turf202212/26/202211/28/2023AdvisorStoryNoMalePolitics7
512Budget Cuts and the BeardSee "Rallying the Team to Die," Story #2424Protests can sometimes be silent200409/08/202202/01/2025STCStoryYesMaleMetaphor,Leadership1. What are the injustices that you've seen at your organization?8
578DownsizingSee "Rallying the Team to Die," Letter #2424A downsizing is more than a budget and staff cut201511/10/202201/18/2024IFRCStoryYesMaleBudget Mgmt,Finance,Downsizing1. Have you or someone you know been through a downsizing before?9
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 in10
586The StrawmanSee "Ping Pong Thinking," Letter #34
Michael Schrage, "Serious Play," HBR Press, December 1999, https://www.amazon.com/Serious-Play-Companies-Simulate-Innovate/dp/0875848141/		34Reacting is a stronger form of creating200006/13/202310/27/2023STCStoryYesFemaleCommunication,Vision,Project Mgmt1. What are the risks in creating an early vision of where you wa11
132The ScoreboardSee "Teams that don't keep score," Story #37
See "Bowling and Curtains," Story #143		37Objectives and metrics are about putting points on the board!198805/05/200603/29/2024DBCStoryYesFemaleMeasurement1) Do you know, on a continuing basis, how you are doing in your 12
43636 Factors of DelightSee "The Dinner Invitation," Story #4040Principles guide design more than specs201611/28/201601/18/2024SabbaticalStoryYesFemaleDesign,Innovation1) What are your design principles? 2) What have you noticed that13
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 or14
535The nine-hour meetingSee “Draw Another Picture,” #46,
http://www.hpmd.com/hpmd/personal/LTYMstories.nsf/links/046		46IT stories from your own organization can be a powerful part of your IT vision200009/08/202207/17/2024STCStoryNoMaleStories15
161The Million Dollar PenSee "Love the Manual Solutions," Letter #6060Don't overlook the simple, manual solution200606/20/200606/15/2023STCStoryNoMaleProject Mgmt16
152Tying shoes[1] See "The Knowledge is in the doing," Letter #6464Sometimes the best specification is by example199505/31/200601/10/2024HPMDStoryYesFemaleProject Mgmt1) What is the way you most readily learn something new, by readi17
76Rewrite Performance ReviewsSee "Strengths, not Weakness," Letter #69
and "Contribution and Potential," Story #76.		69Create the process for the goal: motivating performance200508/19/201907/26/2024STCStoryYesMalePeople Mgmt1) What was the worst performance review experience you've had? T18
77It's Hard to Argue with FactsMichael Porter, "What Is Strategy?" Harvard Business Review, 74, no. 6 (November–December 1996), pp. 61–78. See "Model Your Budget," Letter #7070Win with data: It's hard to argue with the facts200508/02/201906/15/2023STCStoryYesFemaleFinance1) What data are you collecting on IT efficiency? 2) Why are effi19
107Contribution and PotentialSee "Rewrite Performance Reviews," Story #7676Stars are people with high potential and high contribution.198303/17/200607/26/2024IDCStoryNoFemalePeople Mgmt20
69Strengths, not WeaknessesSee "Rewrite Performance Reviews," Letter #7676Focus on strengths200502/27/200606/15/2023STCStoryYesFemalePeople Mgmt1) How many of your 1:1 meetings talk about the employee's streng21
214Unintended Consequences"One more time: What is Bureaucracy?" Story #8989Too much of a good thing can turn on you200705/30/200702/08/2024STCStoryNoMaleCommunication,Execution,Paradigms22
626Rejections into OpportunitiesSee "1,008 Rejections," Story #101.101Reframe rejections as opportunities202406/04/202406/04/2024AdvisorStoryYesMaleCareers23
526May I have a copy?See "Talking your way through to the answer," Letter #112112The power of the positive comment lasts a lifetime197509/08/202208/13/2023DrewStoryNoMaleLeadership24
608Conversation, againSee "Talking your way to the answer," LTYM #112112Possibilities rise from the conversation202311/29/202301/25/2024AdvisorStoryNoMaleConversation25
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 26
124A sense of accomplishmentSee "Accomplishing goals through others," Letter #123123To be a good manager you need to take pride in others199110/07/201806/15/2023HPMDStoryYesFemalePeople Mgmt,Leadership1) What brings you the most satisfaction in your job? 2) How do y27
123Accomplishing goals through othersSee "A Sense of Accomplishment," Letter #124.124To be a good manager, you need to work through others199110/07/201806/15/2023HPMDStoryYesFemalePeople Mgmt,Leadership1) What are some examples of not working through others? 2) What 28
397The Cartoon AwardsSee story on Sam Memberg's "Cabbage Bowling," LTYM #129129Work hard goes with Play Hard198210/08/201611/29/2023IDCStoryNoMaleCulture,Humor29
143Bowling and CurtainsSee "The Scoreboard," Story #132132With a good scoreboard, you don't need feedback from a manager198305/08/200603/29/2024IDCStoryYesFemalePeople Mgmt,Measurement1) How close is the game of bowling to doing projects or other wo30

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