Head of @SmartThings

Minneapolis, MN
Joined February 2008
My team stopped asking how we could go faster. Not because they had stopped caring. Because I had already answered it for them, and the last person who pushed got overruled and then turned out to be right. Nobody signs up for that twice.
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A risk somebody raises months early costs you a conversation. The same risk found during integration costs you the schedule. Make raising risk expensive and the risks do not stop. Only the warnings do.
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I watched the same numbers the board watched. They kept looking fine. What I did not do was ask hard enough what producing them was costing the people producing them. A couple of them told me afterward. Later than I would have wanted.
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A decision I barely remembered came back to me a year later, as the story a teammate used to explain how we worked. Half the facts had drifted, yet it said more about the culture than our values statements ever have.
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Crossing my back field in boots, I sank to my thigh and was winded inside a hundred yards. On snowshoes I walked miles over the same snow. Nothing about me changed. Only the surface did. I think about that every time one person on a team is carrying too much.
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I used to answer overload two ways: fight for scope cuts I couldn't get, or tell people to weather the storm for a limited season. Both aim at the wrong variable. The load was never too heavy. It was landing on too few people.
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This week I gave our current push an actual end date, out loud, and named what the first week after looks like. My rule now: if I can't name the end, it isn't a push. It's the job, and the team deserves to hear me say so.
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A tell I learned to watch for on stretched teams: rework. Not hours, not mood, not who looks fried. Count the decisions that come back a second time and the work that gets redone. That number moves long before anyone says they're tired.
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