Good, Fast, Cheap – Pick Two

We all operate under the same immutable laws; gravity, thermodynamics, and that fries will fall between your car seats. There’s another law that governs what we get and it’s called the Golden Triangle.

You only get two out of three of these things. You could get one, or none, but at best, you’ll only get two.

Choose wisely.

And that’s the rub – we’re often not aware that we’re choosing – we’re defaulting to the hope that we can have all three.

When we are aware that we’re choosing, we’re likely not sharing those thoughts with the other stakeholders on the project. You may have chosen fast & inexpensive due to budget/time constraints but your Service Manager is expecting Quality to be an integral factor in the project and you two never commiserated.

One party believes going fast is vital to achieving the mission right now. Another thinks we’re better served by a quality approach that creates less work down the road. Another is firm that the budget is sacred and inflexible.

They’re all right. But they can’t all be right at the same time.

For “Turn,” an annual project that can cost between $100k and $500k for some operations, this question is paramount but rarely discussed. Time is an essential part of the equation – you only have 2-3 weeks so that’s one point of the triangle chosen. So what gets yeeted into space? Quality or Cost? You can’t have all three. If someone tells you that you can they’re either stupid or lying.

In all projects you’re working on, take a moment to acknowledge the triangle and which two points you’re choosing. More importantly, share that thinking with everyone else on the team to ensure all views are aligned on the objective.

Radioactive Cats, Communication, and What We Routinely Get Wrong.

We’ve been talking to people from around the country, in various industries, and one result has been remarkable – we barely understand each other. We’re using the same words but mean different things.

We expect different common words and pronunciations based on region. But what about a benign word like “invoice” – something you wouldn’t think be up to interpretation?

On more than one occasion we’ve had a whole meeting only to realize we had two different conversations. We realized at the end we were speaking past each other and needed to define common terms. All parties thought it was a successful conversation up until the point something cracked and we realized we hadn’t understood each other at all.

Most communication is pushed out in our “personal” dialect; the words and phrases we intrinsically understand. Because those words are the same as someone else’s words we assume they mean the same thing we mean. That makes sense; we interact with the world via the same tools we use to understand it. However, it’s worth remembering the words of this old dude who wrote Pygmalion:

I thought about this when reviewing a notice I came across recently; it went something like this:

DO WHAT WE SAY! We’re very serious.

Consequences that you’ll face if we don’t get the thing we told you to give to us the way we want it.

Something vaguely legal sounding. Blah blah blah. Repeating something else from another part of the note.

More things about stuff you don’t care about. DANGER!

Blah blah blah without proper grammar or punctuation. Very outdated process for collecting the thing and information – you can only do the thing this way. Another not really related piece of information that’s super easy to misinterpret. This probably shouldn’t be in this notice at all and if it is, definitely shouldn’t be in this section since it’s divorced from the first two sentences above and is likely to be overlooked but we’ll say it was there and your fault for not having absorbed it.

Mess around and find out. We WILL cut you.

Yours sincerely,

Not a human being

This is normal and it comes from an honest place. The person that wrote this desperately wants you to know all of it. They’re throwing their best pitches at you; all the classics. Bold. ALL CAPS. Underlined italics. Different fonts. Highlighter. Different font color. Changeups with various combinations of the above. It’s a technicolor whirlwind of sound and fury that fails to achieve its purpose.

It doesn’t fail for a lack of effort but from a lack of proper consideration for the reader and for the purpose of the communication. It succeeds in checking a box that says “send notice that says X.” But it doesn’t communicate. More on that in a moment.

It reminded me of the Yucca Mountain problem. How do we store nuclear waste for 10,000 years and effectively warn future humans to stay away? Think about it for a minute.

Languages are constantly evolving and changing. Symbols we use to signify danger may not be interpreted the same way in 500 years. A circle with a line through it doesn’t have any intrinsic meaning to a human who has never encountered it.

Weathering and other conditions can erase or erode warnings left in hundreds of years, let alone ten millennia. Even warnings of danger and mystical curses could be ignored like they were when we cracked open the burial tombs in Egypt in less than half that time. Artists and scientists have come up with some cool ideas but you can see where most of these could easily fail.

Maybe something uninviting? I’m already curious.

My second favorite suggestion had nothing to do with the nuclear waste tomb. It looked instead to what has remained a constant in the human race for all of recorded civilization; our love of cats. Seriously. The idea is to engineer cats to change colors when exposed to radiation and then spread the customs and knowledge that if a cat changes colors it’s time to leave the area. They’re called Raycats and I’m totally into it. It’s not the easiest solution but it does have the benefit of being totally badass and I don’t even like cats.

The prevailing thinking seems to be the kitchen-sink approach; put up signs in stone in every known language, creating the most uninviting surroundings imaginable, and hope to god that’s enough to dissuade future people from letting their curiosity get the best of them. Good luck.

This is the sign they chose.

My favorite idea is born out of reframing the problem.

Stated problem: How do we communicate to future people that this area is home to deadly stuff? That’s a tough one.

Restated problem: How do we keep people from messing with this area for 10k years?

The answer to the second problem is to do nothing. You’ve already placed it in the middle of an actual desert and buried it under thousands of feet of rock and lead. Without any marker or indication of the tremendous effort put into the place, why would anyone bother to excavate? Erase it from existence and let time be your friend. But I digress…

When we want to communicate something the onus falls on us to ensure we’re thinking of how our message might be received. Will it be understood the way we mean it? Most messages don’t have the ability to transmit more than a couple things in a meaningful way so use your bandwidth wisely.

Who is this for?
What do we want them to know or do?
What’s the easiest, way to communicate that?
Is this message urgent, important, or some combination of the two?
Could our message be easily ignored, misunderstood, or confused?
Should this be two separate messages? More?
What’s the most effective method to transmit the message?
Are we using terms and language our user understands?
Did this communication simply check a box or did it do its honest best to transmit information from us to them?

Thanks for reading. On your way out, exit through the gift shop:

3 Vital Principles of Leadership

Most people have at one time or another been a leader on a sport’s team, class project, or chaired a club they were in. The term “natural born leader” readily applies: You’ve got charisma, machismo, that something… extra – a spark, a way about you that makes others take notice and follow your lead. Congrats! Most proactive and driven young people have some form of this talent. Then, over time, it sort of seems to… vanish.

Learning and Leading buttons

Press the left button, then the right.

Like any gift or ability, it takes nurturing to make it grow. Great Leaders (capital L!) “watch tape” of themselves and learn WHY they’re so good and how to get even better.  This requires a high degree of self awareness, which, when combined with a desire for continuous learning, becomes quite a powerful asset.

To be any kind of a Leader, you’ll need to make sure you’re doing 3 fundamental things:


"AAAAGGHHH, Follow me to greatly improved sales! AAAAGGGHH"

1. Inspire People – Everyone wants to be a part of something greater than themselves’ and it doesn’t matter if it’s selling ice cubes to eskimos or toppling a despotic regime – give them a vision of where they want to go – where YOU want to go – and why it’s so great there! A common purpose is a flag to rally around!
2. Communicate – Does everyone know the vision? Is it easily digestable? if you can’t explain your vision in less than 10 seconds then the answer is probably “no.” Give people a vision of a hill in battle and tell them how, with their help, you’re all going to get over that hill. People will pick up that flag and run into cannon fire if you’ve done it right.
3. Empower and Encourage – Free your people to solve their own day-to-day problems. Remove obstacles to their success, aim to make the road just a little smoother! Celebrate victories, however small, and be lavish in your praise for excellent work. It costs nothing but your caring -which is all people really want at the end of the day.

Patton is THE MAN!

“Now there’s another thing I want you to remember. I don’t want to get any messages saying that “we are holding our position.” We’re not holding anything. Let the Hun do that. We are advancing constantly and we’re not interested in holding onto anything except the enemy. We’re going to hold onto him by the nose and we’re going to kick him in the ass. We’re going to kick the hell out of him all the time and we’re going to go through him like crap through a goose!” – General George S. Patton.

You can say a lot of things about Patton, but you can’t say that he didn’t have a way of communicating a vision!

These principles are only as good as the person who practices them. Are you kind? Devoted? Do you posses integrity and honesty down to your core? Are you flexible without breaking? Do you stand for something? Do you truly desire to see those in your charge succeed and move on to better things? Can you put the team above yourself? Can you see the best in those you lead, and work to get that ‘best’ out of them? To get them to see it as well?

A great Leader can only become so through a deeply authentic commitment to their people. Don’t baby them, but do lead and protect them. Don’t make excuses for them, rather help them to keep from making excuses themselves. Finally, let them lead you from time to time – you’ll be surprised to see where they take you!