| # | Title | Further Reading | LTYM # | Moral | Year | Created | Modified | Place | DocType | Ready? | Gender | Category | Questions | | |
| 2 | We're Going to Be Great Writers | See "You Can be Anything You Want to Be", Letter #4 | 4 | Positive expectations are powerful | 1965 | 02/27/2006 | 02/13/2023 | Smithtown | Story | Yes | Male | People Mgmt | 1) Does your manager believe you can succeed at whatever you do? | 1 | |
| 5 | Assemble the Components | | | Assembly is easier and faster than creating from scratch | 1978 | 02/27/2006 | 10/19/2023 | FBC | Story | Yes | Male | Project Mgmt | 1) How can you break large problems into smaller parts? 2) In wha | 2 | |
| 6 | Leave your Signature | | | Style matters; leave your signature | 1979 | 02/27/2006 | 10/19/2023 | FBC | Story | Yes | Male | Change Mgmt,People Mgmt,Quality | 1) What elements of style have you left imprinted on your work? O | 3 | |
| 7 | Technology Without the Technology | See my Blog post on "Finding the Bottom Line" | | Speak technology in nontechnical terms | 1981 | 02/27/2006 | 02/13/2023 | IDC | Story | Yes | Male | Communication,Metaphor | 1) Can you recall a time when you were asked to play a role of tr | 4 | |
| 8 | Time, Process and People | Frederick 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_beta | | The tighter the time frame the less concern for process and people | 1981 | 02/27/2006 | 02/13/2023 | IDC | Story | Yes | Female | Leadership | 1) Can you point to examples where tight deadlines lost the team? | 5 | |
| 9 | The Lego's Lesson | | | Leadership is situational | 1981 | 02/27/2006 | 02/13/2023 | IDC | Story | Yes | Female | Leadership,People Mgmt,Training | 1) What experiences can you point to where deadlines impacted the | 6 | |
| 10 | The Conservation of Typing | | | Don't forget that computing is about taking work out of the system! | 1982 | 02/27/2006 | 02/13/2023 | IDC | Story | Yes | Male | Project Mgmt | 1) How can you take work out of your latest project? 2) What piec | 7 | |
| 12 | What's the Next Step? | | | People work harder, and take pride in, achieving new levels, even if "in place" | 1983 | 02/27/2006 | 02/13/2023 | IDC | Story | Yes | Female | People Mgmt | 1) What are the ways to avoid the feeling of stagnating, dead-end | 8 | |
| 13 | Build the Throwaway | Michael Schrage, Serious Play: How the World's Best Companies Simulate to Innovate, HBR Press, December 10, 1999 | | Build a prototype to meet a basic need; embellish later | 1984 | 02/27/2006 | 11/20/2023 | IDC | Story | Yes | Female | Project Mgmt,Innovation | 1) Michael Schrage , MIT Professor, says that "Effective prototyp | 9 | |
| 14 | The Wine Bet | | | An audacious goal is powerful | 1985 | 02/27/2006 | 02/13/2023 | IDC | Story | Yes | Male | People Mgmt | 1) When are the times your team rose to the challenge of an audac | 10 | |
| 15 | Counting the Simple | | | Increasing client contact with good, helpful people, increases sales | 1985 | 02/27/2006 | 02/13/2023 | IDC | Story | Yes | Female | Measurement | 1) What metrics do you use to track success? 2) How do theses mea | 11 | |
| 16 | Taking the Wrong Job | | | Doing something you don't like to do is not a way to move up | 1986 | 02/27/2006 | 02/13/2023 | IDC | Story | Yes | Female | People Mgmt | 1) What parts of your job do you like the most? the least? 2) Wha | 12 | |
| 17 | How to Work for a Sonofabitch | | | Figuratively go around to other's side of the table and get angry at the problem facing us, rather than each other. | 1987 | 02/27/2006 | 02/13/2023 | DBC | Story | Yes | Male | People Mgmt | 1) What bothers you about this story? What resonates? 2) What are | 13 | |
| 18 | Seven Hundred Names, One at a Time | | | Great service is a relationship and its personal | 1987 | 02/27/2006 | 02/13/2023 | Home | Story | Yes | Female | Service | 1) What businesses have made you feel valued? What did they do th | 14 | |
| 19 | Service Legends II | | | Excellent service is legendary | 1987 | 02/27/2006 | 02/13/2023 | Home | Story | Yes | Female | Service | 1) What service stories have you told others about three or more | 15 | |
| 20 | The End of Coding | | | Feature freeze, or the point at which all required features has been added to the system, is the mid-point of the development cycle, not the end-point | 1987 | 02/27/2006 | 02/13/2023 | DBC | Story | Yes | Female | Project Mgmt | 1) What are the steps required to launch new software in your org | 16 | |
| 21 | The Catered Lunch | | | Team selected awards can be simple, inexpensive and powerful | 1989 | 02/27/2006 | 02/13/2023 | DBC | Story | Yes | Female | People Mgmt | 1) Would your organization allow such an award? Would you ask, or | 17 | |
| 22 | Ratchet up the productivity | [2] Compare the discussion of situational leadership, here: https://en.wikipedia.org/wiki/Situational_leadership_theory | | Setting action items ratchets up the productivity | 1990 | 02/27/2006 | 02/13/2023 | Shark | Story | Yes | Male | People Mgmt | 1) What are you doing to rachet up productivity on your team? 2) | 18 | |
| 24 | Rallying The Team To Die | | | Teams can rally even to die | 1991 | 02/27/2006 | 02/13/2023 | DBC | Story | Yes | Female | People Mgmt,Downsizing | 1) Is reframing a bad situation "white-washing" it or an opportun | 19 | |
| 25 | The Case of the Serial Numbers | | | Pay attention to what doesn't feel right | 1991 | 02/27/2006 | 02/13/2023 | DBC | Story | Yes | Male | Values,Ethics | 1) When you discover something that doesn't feel right in your or | 20 | |
| 26 | The Perfect Storm | | | 1) Back-up is only as good as the weakest link; 2) Insurance is something you buy before the disaster. | 1991 | 02/27/2006 | 01/25/2024 | Shark | Story | Yes | Male | Operations Mgmt,Crisis Mgmt | 1) What is the weakest link in your computer systems? Are there a | 21 | |
| 27 | No Problem Identification Without Recommendation | | | No problem identification without recommendation | 1992 | 02/27/2006 | 02/13/2023 | Shark | Story | Yes | Female | People Mgmt | 1) What complain mode script have you heard regularly? 2) How wou | 22 | |
| 28 | Tell Me Three Things | | | A problem is a learning experience | 1992 | 02/27/2006 | 02/13/2023 | Shark | Story | Yes | Female | People Mgmt | 1) What is the attitude in your team when problems occur? 2) What | 23 | |
| 31 | Beating the High Score | | | Knowing what the prior team's score is makes an outstanding achievement possible | 1994 | 02/27/2006 | 02/13/2023 | HPMD | Story | Yes | Female | Measurement,Operations Mgmt | 1) What are your teams top 3 indicators? 2) Does your team know w | 24 | |
| 32 | Doing a Hundred Little Things Significantly Well | | | Service is about doing 100 little things significantly well | 1994 | 02/27/2006 | 02/13/2023 | HPMD | Story | Yes | Female | Service | 1) What are the best service encounters you have had? 2) Break it | 25 | |
| 34 | Ping Pong Thinking | | | Iterative thinking builds an idea | 1995 | 02/27/2006 | 02/13/2023 | HPMD | Story | Yes | Male | Communication | 1) When have you had a discussion that rapidly builds ideas? Is i | 26 | |
| 35 | C-Level Work | 1) 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.html | | One man's c-level work is another's a-level | 1995 | 02/27/2006 | 02/13/2023 | HPMD | Story | Yes | Male | People Mgmt | 1) What assignments have you shied away from? Why? 2) Have you ev | 27 | |
| 36 | Saying No Without Saying No | Read 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) | 1995 | 02/27/2006 | 01/19/2024 | HPMD | Story | Yes | Female | Project Mgmt | 1) To increase project productivity, you need to navigate the iro | 28 | |
| 37 | Teams 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. | 29 | Those who don't keep score are only practicing | 1996 | 02/27/2006 | 03/28/2024 | HPMD | Story | Yes | Male | Measurement | 1) What are the ways your team keeps score? Do they have a say in | 29 | |
| 38 | Service Integrity | | | What we expect of other professionals, we must expect of ourselves | 1996 | 02/27/2006 | 02/13/2023 | HPMD | Story | Yes | Female | Service | 1) Have you heard the attitude of "it's not my job" from any of y | 30 | |