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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
592The Lego ApproachSee "Assemble the Components," LTYM #55Every IT project is an opportunity to build your library of reusable parts202310/19/202301/25/2024AdvisorStoryNoFemaleDesign4
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 turf202212/26/202211/28/2023AdvisorStoryNoMalePolitics5
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?6
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 in7
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 wa8
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 9
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 that10
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 or11
161The Million Dollar PenSee "Love the Manual Solutions," Letter #6060Don't overlook the simple, manual solution200606/20/200606/15/2023STCStoryNoMaleProject Mgmt12
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 readi13
76Rewrite Performance ReviewsSee "Strengths, not Weakness," Letter #6969Create the process for the goal: motivating performance200508/19/201906/15/2023STCStoryYesMalePeople Mgmt1) What was the worst performance review experience you've had? T14
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 effi15
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 streng16
214Unintended Consequences"One more time: What is Bureaucracy?" Story #8989Too much of a good thing can turn on you200705/30/200702/08/2024STCStoryNoMaleCommunication,Execution,Paradigms17
526May I have a copy?See "Talking your way through to the answer," Letter #112112The power of the positive comment lasts a lifetime197509/08/202208/13/2023DrewStoryNoMaleLeadership18
608Conversation, againSee "Talking your way to the answer," LTYM #112112Possibilities rise from the conversation202311/29/202301/25/2024AdvisorStoryNoMaleConversation19
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 20
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 y21
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 22
397The Cartoon AwardsSee story on Sam Memberg's "Cabbage Bowling," LTYM #129129Work hard goes with Play Hard198210/08/201611/29/2023IDCStoryNoMaleCulture,Humor23
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 wo24
620Metrics in the Midst"The Scoreboard, LTYM, Story #132132Bringing real-time metrics into the workroom can be motivating to the team201103/28/202403/29/2024KivaStoryNoMaleMeasurement25
587Using the WishlistSee "Phase 3," Letter #137
See "Saying No without Saying No," Letter #36		137All good ideas have a home; not all good ideas get done202306/15/202311/28/2023AdvisorStoryNoMaleProject Mgmt26
472What do I need to do to get a job?1) See "The Weighted Matrix," Letter #141
2) For an enlightening exercise, see the StrengthFinders 2.0 book: https://www.amazon.com/StrengthsFinder-2-0-Tom-Rath/dp/159562015X/
plus the StrengthFinders test web site: https://www.gallupstrengthscenter.com/ 
Note the "Redeem Access Code" button; you can get the code from the book. The strengths-finders test is useful to find your top strengths versus their database of 20M people. (It costs $20 or you can buy the book on Amazon and get the code free) : https://www.gallupstrengthscenter.com/home/en-us/strengthsfinder
3) The Keirsey profile test that clarifies your problem-solving/learning styles (it's free): https://profile.keirsey.com/#/b2c/assessment/start
4) For another comparison, see Tony Robbin's DISC assessment: https://www.tonyrobbins.com/disc/		141Build your story a credential at a time201708/01/201706/15/2023UMSIStoryYesFemaleCareers1. Were the exercises useful or not? Why or why not? 2. What expe27
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, on28
595Servers and ResiliencySee "Are you on the bus or off the bus?", LTYM #165165Pick your metaphors carefully201310/27/202301/25/2024IFRCStoryNoMaleChange Mgmt,Communication,Resilience29
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 committ30

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