timcool – Tim Cool

7 Steps to Design the Life You Want:

1 – Prioritize Your Health
Take time to think deeply
Lift weights
Morning sun
8 hours sleep
No energy vampires
Express gratitude daily

2. Take Control of Your Future
Make good decision
Unfocused -> Run/Exercise
Uninspired -> Read
Upset -> Breathe
Burned out -> Seek nature
Tired -> Go for a walk

Craft a Compelling Vision
What are your 10 year goals?
What are your 3 year goals?
What are your 1 year goals?
What are your 90 day goals?
What are your goals this week?
What is your mission?
What is your purpose?
What is your vacation?
What is your passion?

Take Massive Action

Don’t be paralyzed by analysis paralysis. Focus on decision velocity.
No excuses
Do hard things
Embrace discomfort
When in doubt, execute
Take extreme ownership over life
Surround yourself with A-players

Choose Play & Adventure
“Most men die at 27, we just bury them at 72” —Mark Twain

Choose nature
Choose road trips
Choose to be a kid
Choose wild adventures
Choose spontaneous nights

5 Interview Tips from a Manager at Amazon

STAR or CAAR

Context >
Approach 1 – Your Playbook
Approach 2 – Depth
Result

Build a Story Book – Create a library of stories. Use CAAR format. Bias towards recent stories, but don’t shy away from older stories if they convey your skill and capabilities.
Mistakes Level You Don’t use trivial examples – Mistakes indicate experience – breaking a build is a minor issue
Audit Stories for Clarity – Ask for feedback. Practice. Don’t confuse the interviewer.
Specificity Matters – Be specific about what you did. Numbers build trust. “Reduced wait times by 4 hours!”
Don’t use we statements – Use I not we

Thoughts on Leading Teams

Leadership is about setting priorities and then exemplifying the behaviors that you want to see in other people.

Make the charitable assumption

49% technical skill and 51% emotional skill

Hire for these traits:

Optimistic warmth (genuine kindness, thoughtfulness, and a sense that the glass is always at least half full)
Intellectual Curiosity (not just “smarts” but rather an insatiable curiosity to learn for the sake of learning)
Work ethic (a natural tendency to do something as well as it can possibly be done)
Empathy (an awareness of, care for, and connection to how others feel and how your actions make others feel)
Self-awareness and integrity (an understanding of what makes you tick and a natural inclination to be accountable for doing the right thing with honesty and superb judgment)

Communicating has as much to do with context as it does content. That’s called setting the table. Understanding who needs to know what, when people need to know it, and why, and then presenting that information in an entirely comprehensible way is a sine qua non of great leadership. Clear, timely communication is the key to applying constant, gentle pressure.

Great storytelling connects employees to their work. It involves using concrete examples that reframe a moment by personifying human consequences. People’s feelings about their work are only partly about the work itself. They are equally, if not more so, about how they frame their work. Do they see what they’re doing as a mindless ritual? Do they see it as empty compliance? Or do they see it as sacred duty? If you change the frame you change the feeling. And nothing changes frames faster than a story.

Wow. My First Reaction to NotebookLM by Google

In the ever-evolving world of artificial intelligence, Google has introduced a tool that reimagines how we interact with information: NotebookLM. While many AI tools focus on flashy features or complex applications, NotebookLM is all about practicality, making it a game-changer for anyone who deals with large amounts of information—whether you’re a student, researcher, or professional.

Here’s the Wow Factor

With NotebookLM, you can turn a document into a podcast. I took the text of a presentation “0 to 90 in AI,” and created the audio. Judge for yourself!

What is NotebookLM?

NotebookLM, short for “Language Model,” is an AI-powered tool designed to help you manage and navigate through your personal notes, documents, and information resources. Think of it as a supercharged personal assistant that not only stores your notes but also understands them, helping you find connections, generate summaries, and even answer questions based on your content.

How Does NotebookLM Work?

Imagine you’ve been collecting notes on various AI topics for months. You have documents on machine learning, data ethics, neural networks, and more. Traditionally, finding specific details or cross-referencing ideas would be time-consuming and, frankly, frustrating. NotebookLM changes this dynamic by using AI to read and comprehend your documents, allowing you to ask it questions like, “What’s the difference between supervised and unsupervised learning?” or “Summarize the key points on data ethics from all my notes.” The AI sifts through your materials and gives you coherent, concise answers, saving you hours of manual searching.

7 Key Behaviors of Great Team Leadership

In today’s competitive business environment, effective team leadership is crucial for success. Drawing insights from the world of professional sports, particularly the experiences of legendary quarterback Tom Brady, we can identify seven key behaviors that set great team leaders apart:

1. Put the Team First, Always

Great leaders prioritize team success over personal accolades. They support their teammates, even when facing personal adversity or disappointment. This behavior fosters a culture of unity and shared purpose.

2. Show Appreciation for Unsung Heroes

Effective leaders recognize and appreciate the contributions of all team members, especially those in less visible roles. This approach ensures everyone feels valued and motivated to give their best effort.

3. Set High Standards and Create a Culture of 100% Effort

Leaders should establish and maintain high standards of performance. By modeling exceptional work ethic and holding themselves and others accountable, they create a culture where giving 100% effort becomes the norm.

4. Recognize Individual Psychology and Motivations

Great leaders understand that each team member is unique and is motivated by different factors. They take the time to learn what drives each individual and tailor their leadership approach accordingly.

5. Complement the Formal Leader’s Style

In organizations with a strong formal leader (like a CEO or head coach), effective team leaders adapt their style to complement the formal leader’s approach. This creates a balanced leadership dynamic that benefits the entire team.

6. Counteract External Forces That Promote Selfish Behavior

Leaders must be aware of external pressures that can lead team members to prioritize personal interests over team goals. By consistently reinforcing the team-first message, they help mitigate these influences.

7. Create Opportunities to Connect Outside the Office

Building relationships and trust through shared experiences outside of work is crucial. These connections foster stronger bonds among team members, leading to better communication and performance when it matters most.

By embodying these seven behaviors, leaders can significantly enhance team cohesion, motivation, and overall performance. Remember, great leadership isn’t just about individual brilliance—it’s about bringing out the best in everyone around you and working together towards a common goal.

From Annual Reviews to Agile Conversations: The Future of Employee Feedback

In the evolving landscape of performance management, traditional annual reviews are increasingly seen as outdated and ineffective. Companies are shifting towards more frequent, informal check-ins between managers and employees. This transition is driven by the need for real-time feedback, enhanced communication, and improved employee engagement.

The Case for Change

Annual Reviews: The Old Paradigm

Annual reviews have long been the standard for performance management, but they come with significant drawbacks. These reviews often focus on past performance rather than future development, leading to anxiety and demotivation among employees. Moreover, they are time-consuming and can fail to provide timely feedback that employees need to improve their performance continuously.

Waiting until the end of the year to flag struggling employees allows failure to go on for too long without intervention.

The Rise of Frequent Check-ins

Harvard Business Review highlights a significant shift in performance management, with companies like Deloitte, Accenture, and General Electric adopting regular, informal check-ins. These organizations have recognized the benefits of agile conversations, where managers and employees engage in ongoing dialogues about performance, goals, and development opportunities.

Benefits of Frequent Check-ins

1.Real-Time Feedback

•Continuous feedback helps employees make immediate adjustments and improvements, fostering a culture of constant learning and growth.

2.Enhanced Communication

•Regular interactions between managers and employees promote open communication, trust, and stronger relationships.

3.Increased Engagement

•Frequent check-ins show employees that their development is a priority, leading to higher levels of motivation and engagement.

4.Agility and Adaptability

•Agile performance management allows organizations to adapt quickly to changing business needs and priorities, ensuring that goals and objectives remain relevant and aligned.

Implementing the Shift

To successfully transition from annual reviews to frequent check-ins, organizations should:

•Train Managers: Equip managers with the skills needed to provide effective feedback and conduct meaningful conversations.

•Set Clear Expectations: Define the frequency and structure of check-ins, ensuring consistency across the organization.

•Leverage Technology: Use performance management tools and platforms to facilitate and track check-ins, providing a seamless experience for both managers and employees.

•Focus on Development: Emphasize development and growth in every conversation, helping employees to continuously improve and achieve their career goals.

Conclusion

The move from annual reviews to frequent, informal check-ins marks a significant shift in performance management. This approach aligns with the needs of modern workplaces, fostering a culture of continuous improvement and engagement. By embracing agile conversations, organizations can unlock the full potential of their workforce, driving better performance and business outcomes.

For more insights on the performance management revolution, read the full article on Harvard Business Review.

Crafting Narratives for Effective Organizational Change

Few employees truly understand IT and organizational priorities. Studies show only 5-30% grasp how these affect their work.

Leaders often ask, “Why aren’t employees taking initiative?”

The answer is simple: If they don’t understand the strategy, they can’t act on it.

The solution isn’t to blame employees. As a leader, you need to communicate more effectively. Focus on building understanding, not just sharing information.

As leaders, CIOs must develop emotional intelligence

Employees don’t leap out of bed and rush to work to be a part of cost-savings and digital transformation. Don’t start with the “what.” Begin with an inspiring vision and explain the “why.”

The “why” is crucial. It:

Supports the vision
Drives action
Helps employees understand the direction

Even if staff don’t agree, they’ll grasp the reasoning.

There’s a Reason for the Change, So Communicate That Reason

Why It Matters

Change provokes strong emotional responses in people. It means changing established work practices, even reporting structures.

CIOs understand the technical implications of moving to digital. But we also need to lead people through change, which means dealing with people’s emotions. Thus the need for emotional intelligence. According to Psychology Today, “Emotional intelligence is the ability to identify and manage your own emotions and the emotions of others.” Our focus should be on “people skills” more than on technical skills.

This requires communication, a narrative tailored for different groups. Use analogies to explain complex ideas in simple terms. Acknowledge challenges, but focus on the benefits. Encourage dialogue, asking for questions and feedback. Ensure all leaders are sharing a consistent message.

Implementing Your Narrative

Communicate through multiple channels: meetings, emails, intranet, etc.
Demonstrate new systems when possible.
Celebrate milestones along the way.
Be ready to adapt your narrative as needed.

The Payoff

A strong narrative can:

Reduce resistance to change
Speed up adoption of new systems
Improve morale
Align efforts across the organization
Foster innovation

Remember: Even the most advanced IT changes are implemented by and for people. A good narrative doesn’t just manage change—it embeds it into your company’s culture.

How to Ensure a Successful IT Project – It’s not Technology!

Some of the most successful projects I have seen were the ones that invest in managing the impact of change on people. Along with a significant financial commitment, leaders need to invest emotionally in “engagement” communications. Engagement communications raise awareness, calm fears, and develop a desire for new skills and capabilities to support people emotionally during the implementation phase.

Awareness through Measurement

What you measure you can manage. Awareness through measurement creates new consciousness. Data and information answer our questions about why, what, and how.

Knowing what is happening in the organization is the first step down the road to success. Think about an iceberg as a metaphor.

Above the water leaders create a vision, strategy, and even tactical plans. This is a comfortable place to work because it’s rational and tangible. Decisions are based on fact and reasoning. This is where leaders like to work.

Managers and employees responsible for fulfilling that mission are below the water, focused on the operations and efficient functioning of systems and processes. The cultural element is there, below the surface. It’s made up of habits, traditions, attitudes, prejudices, patterns, feelings, beliefs, and values. Intangible? Hard to see? Yes, but they have a huge impact on how things get done.

What sunk the Titanic was not above the water. “Culture eats strategy for breakfast” is an apt description of the power of cultural currents and their impact on strategic initiatives.

What drives performance is below the surface. How people do things, the management style, and the way decisions are made all happen here.

Think, if you want to move an iceberg, where would you apply pressure? Under the surface. It’s the same with organizations. What drives performance is not what is above the surface but below, the currents of emotions, team spirit, and the culture.

The challenge with culture is how does a leader manage to measure the intangible elements beneath the surface? How to discern the level of emotional uncertainty and fear in letting go of processes that brought them success?

It is far more difficult to change culture than it is to develop a strategy and to see it carried out.