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It effectively explains why focused, uninterrupted time is crucial for productivity. I highly recommend it for anyone seeking to enhance their work output. 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My work centers on building scalable operating models for secure software delivery aligning engineering, governance, and business outcomes in environments where compliance, risk management, and global coordination are critical.",[343,385,386],{},"At Rolls-Royce, I founded and scaled a Software Factory that institutionalized a secure-by-design DevSecOps model across multiple divisions and geographies. What began as a startup-style initiative in a Defense accelerator evolved into an enterprise platform capability supporting 300+ developers and applications serving 20,000+ users across regulated cloud and high-assurance environments. I currently serve as Vice President of Digital Products and Head of Group Software Factory, responsible for engineering strategy, cross-division adoption, and delivery governance across global teams.",[343,388,389],{},"My background in engineering and manufacturing provides a systems-level perspective on digital transformation bridging operational realities with modern cloud-native delivery practices.",[343,391,392],{},"I live with my wife Chris and daughters Jenny and Nora. I hold a BS in Materials Engineering and an MS in Engineering from Purdue University.",[349,394],{"alt":395,"src":396,"className":397},"family","\u002Fstatic\u002Fimages\u002Ffamily3.jpg",[398,399,400],"mx-auto","w-2\u002F3","rounded-lg",{"title":354,"searchDepth":355,"depth":355,"links":402},[],"Rolls-Royce Defense","https:\u002F\u002Fdiscord.com\u002Fusers\u002F611912877707886612","Josh@JoshHaines.com","https:\u002F\u002Fgithub.com\u002Fjdhaines","https:\u002F\u002Fwww.linkedin.com\u002Fin\u002FJoshuaHaines",{},"Josh Haines","VP Digital Products","\u002Fauthors\u002Fjosh",{"description":383},"authors\u002Fjosh","https:\u002F\u002Fx.com\u002Fjoshhaines","5E_2yMLPMYm-oc3-d4p2n9M0Qdu3qwRwFyD32DoL8A0",{"id":417,"extension":418,"honorableMentions":419,"meta":422,"order":423,"stem":370,"__hash__":505},"bookShelf\u002Fbook-shelf.yml","yml",[420,421],"anxious-generation","breath",{},[424,425,426,427,428,429,430,431,432,433,434,435,436,437,438,439,440,441,442,443,444,445,446,447,448,449,450,451,452,453,454,455,456,457,458,459,460,461,462,463,464,465,466,467,468,469,470,471,472,473,474,475,476,477,478,479,480,481,482,483,484,485,486,487,488,489,490,491,492,493,494,495,496,497,498,499,500,501,502,503,504],"seat-at-the-table","ask-your-developer","delicate-art-of-bureaucracy","fearless-organization","multipliers","dare-to-lead","phoenix-project","working-backwards","unicorn-project","sooner-safer-happier","project-to-product","no-rules-rules","art-of-business-value","deep-work","hyperfocus","nonviolent-communication","right-kind-of-wrong","fear-of-missing-out","wiring-the-winning-organization","build","strong-ground","building-a-storybrand","radical-candor","essentialism","turn-the-ship-around","quit","measure-what-matters","culture-code","escaping-the-build-trap","war-peace-it","team-topologies","devops-handbook","so-good-they-cant-ignore-you","made-to-stick","value-flywheel-effect","making-work-visible","accelerate","xlr8","traction","linchpin","upstream","thinking-fast-and-slow","world-without-email","daring-greatly","indistractable","reset","high-growth-handbook","first-break-all-the-rules","hard-thing-about-hard-things","supercommunicators","software-architect-elevator","icarus-deception","change","switch","range","nudge","clean-code","clean-architecture","clean-coder","sharks-in-the-moat","decision-quality","tribes","zero-to-one","think-again","only-the-paranoid-survive","make-space-to-lead","understanding-software","talking-to-strangers","fiefdom-syndrome","devops-for-the-modern-enterprise","servant","dip","mindset","how-to-have-impossible-conversations","finite-and-infinite-games","container-security","lean-startup","startup-way","innovators-dilemma","your-next-five-moves","digital-mindset","RiGRRlrZ-UVJBhtsPxKGJ1SC8qFHfTBtaLhF3TetAVU",[507,574,685,817,903,1001,1096,1224,1319,1642,1907,3974,4084,4183,4272,4339,4445,4535,4611,4701,4852,4910,5072,5132,5203,5283,5356,5452,5641,5682,5736,5820,5857,5945,6051,6105,6140,6183,6248,6318,6352,6386,6416,6453,6496,6536,6563,6605,6641,6663,6729,6799,6848,7221,7248,7278,7349,7379,7417,7603,7648,7681,7711,7742,7810,7897,7930,7970,8002,8018,8195,8236,8303,8367,8420,8482,8528,8601,8664,8797,8833,8925,9050,9087,9133,9180,9218],{"id":508,"title":70,"author":338,"body":509,"bookAuthor":67,"canonicalUrl":559,"contentType":8,"description":560,"draft":359,"extension":360,"featured":359,"image":561,"imageAlt":562,"meta":563,"navigation":364,"path":69,"publishedAt":564,"relatedWriting":565,"runtime":24,"seo":566,"socialImage":554,"startHere":359,"stem":567,"tags":568,"topics":572,"updatedAt":564,"__hash__":573},"posts\u002Fcontent\u002Fdaring-greatly.md",{"type":340,"value":510,"toc":555},[511,516,526,534,537,541,549],[512,513,515],"h2",{"id":514},"introduction","Introduction",[343,517,518,519,522,523,525],{},"I read Daring Greatly quite a while ago as it was recommended to me by my therapist after my divorce. The lessons in it were profound and had a big impact at that time. I was wrestling with all kinds of tough emotions around shame, guilt, grief, vulnerability, and reconciling a new direction for my life. I had never heard anyone talk about shame from a masculine lens before. She didn't spend a lot of time on it, but it was enough to help me through that point along with the therapy sessions. I always hoped she would write a full book on it sometime later. Later, Brené's work progressed and her two newer books ",[520,521,66],"a",{"href":65}," and ",[520,524,258],{"href":257}," are both more recent and more useful in my mind where I'm at now in my life.",[343,527,528,529,533],{},"At a high level, Daring Greatly pushes the idea of living with vulnerability, removing your armor, working through shame, and being brave enough to face challenges where failure is a real possibility. This applies to both personal and work life equally. She discusses how shame can exist in many ways based on cultural norms, secrecy, silence, judgement, and other forces. She uses the concept of ",[530,531,532],"em",{},"wholehearted living"," as a modern antidote.",[343,535,536],{},"She also works through various other ways to manage the judgement, fear, and shame that can pervade our modern lives. She discusses not using common shields like substances or perfectionism. She recommends learning your shame triggers and finding healthy ways to handle them (very much in line with modern cognitive behavioral therapy style).",[512,538,540],{"id":539},"recommendation","Recommendation",[343,542,543,544,522,546,548],{},"The book is great overall, but I feel like it was early in her journey and both ",[520,545,66],{"href":65},[520,547,258],{"href":257}," take the concepts further and in a more actionable direction. Daring Greatly taught me lessons I desperately needed at a particular point in my life, but Brené refined those ideas so successfully in later books that it's hard for me to recommend starting here anymore. If you're thinking about her contributions from a work perspective I would start with those two newer books and skip over Daring Greatly. If you're wrestling with shame, guilt, judgement, or are grasping for something outside of work, then Daring Greatly is still likely the best place to kick off your journey with Brené.",[343,550,551],{},[349,552],{"alt":553,"src":554},"daring greatly image","\u002Fstatic\u002Fimages\u002Fdaring.jpg",{"title":354,"searchDepth":355,"depth":355,"links":556},[557,558],{"id":514,"depth":355,"text":515},{"id":539,"depth":355,"text":540},"https:\u002F\u002Fwww.joshhaines.com\u002Fblog\u002Fbook-shelf\u002Fdaring-greatly","How the Courage to Be Vulnerable Transforms the Way We Live, Love, Parent, and Lead.\n","\u002Fstatic\u002Fimages\u002Fdaring-greatly-cover.jpg","Daring Greatly book cover",{},"2026-07-15",[],{"title":70,"description":560},"content\u002Fdaring-greatly",[370,569,570,571],"shame","vulnerability","courage",[],"OIVT0KSgysIITWbdV-q4HZFkJHZvGdHv7hG_1WYq8co",{"id":575,"title":287,"author":338,"body":576,"bookAuthor":288,"canonicalUrl":673,"contentType":8,"description":674,"draft":359,"extension":360,"featured":359,"image":675,"imageAlt":676,"meta":677,"navigation":364,"path":286,"publishedAt":564,"relatedWriting":678,"runtime":24,"seo":679,"socialImage":666,"startHere":359,"stem":680,"tags":681,"topics":683,"updatedAt":564,"__hash__":684},"posts\u002Fcontent\u002Ftraction.md",{"type":340,"value":577,"toc":667},[578,580,583,586,589,592,596,599,603,606,613,640,644,655,658,661],[512,579,515],{"id":514},[343,581,582],{},"This book doesn't really need much of an introduction. It seems to be on fire across social media, recommendations in Audible, YouTube video reviews, and is recommended inside other books. It had been on my to-read list for a long time and I finally knocked it out. It was definitely a solid book overall, but also a bit strange.",[343,584,585],{},"Essentially, the book lays out a full operating system for running a small to medium company. Parts of the operating system are really simple and easy (e.g. how to have a meeting to talk about issues) while others are pretty smart and thorough (e.g. \"rocks\" for each person each quarter). There were times when the information felt juvenile, overly simplistic, and silly. At one point he explains that in a meeting if someone tries to go on a tangent you should stop them and yell \"Tangent Alert!\" On other topics I'm actually wrestling with how powerful simple ideas can be.",[343,587,588],{},"One good example is scorecards. Gino is a big proponent that leaders should have a scorecard for each level that has a few key numbers and metrics you can check each week. As the numbers change you can tell what is changing in the business and you'll get a warning that you need to step in and make corrections. Initially, I almost laughed at how simple that is. I work at a huge company with complex situations all the time. A simple scorecard isn't useful. But over time, I've started thinking more and more about what a scorecard might look like and how useful it might be.",[343,590,591],{},"I think some of the lessons in the book are more subtle and powerful than I initially gave them credit for.",[512,593,595],{"id":594},"rocks","Rocks",[343,597,598],{},"Rocks are what Gino calls short-term (~90 days) goals that exist for all people throughout the organization. There should be 3-7 (usually closer to 3) items that people agree to be responsible for and which must be delivered each 90 days. By focusing on these you are clearly saying that all other things are less important. Each rock has a name associated with it, and if you think you might miss yours you must bring it up in the weekly meeting to try and get support. This is another simple yet powerful idea that I'm considering how to implement.",[512,600,602],{"id":601},"culture-and-values","Culture and Values",[343,604,605],{},"One area in which I generally disagreed with him is the idea that you should put people in seats based on their alignment to company values. He talks a lot about the right people in the right seats. This seemed like solid advice. I want to make sure I steel-man his argument so I'm thinking he's making the point that if someone goes against a core company value they won't be a good fit and will show that company value isn't actually important. But he pushed an idea that you first come up with your company values. You then see who in the organization fit those values and you judge or determine what people should be there based on that. There are a lot of traits and values which are good and no list of 3-5 values can possibly encompass an entire organization or show which people should be there or not.",[343,607,608,609,612],{},"I think my friction with this whole concept is I'm a huge believer in diversity of thought and experience. I've hired people specifically because they didn't match the rest of the team. I want people who will challenge the thinking, see the blind spots, and help us all work better. I think when I read his section on values it made me nervous that you could end up building an organization of people who think and work the same way. Values are useful for describing what an organization wants to optimize for, but I'm skeptical that a few values can describe who will or won't succeed in a complex organization. It's likely not what he was intending, but it's certainly where my head went and the whole section felt ",[530,610,611],{},"icky"," as I went through it. I think it would be a really cool discussion to dig into with someone.",[614,615,620,637],"div",{"className":616,"dir":619},[617,618],"markdown-alert","markdown-alert-note","auto",[343,621,624,636],{"className":622,"dir":619},[623],"markdown-alert-title",[625,626,632],"svg",{"ariaHidden":627,"className":628,"height":630,"viewBox":631,"width":630},"true",[629],"octicon","16","0 0 16 16",[633,634],"path",{"d":635},"M0 8a8 8 0 1 1 16 0A8 8 0 0 1 0 8Zm8-6.5a6.5 6.5 0 1 0 0 13 6.5 6.5 0 0 0 0-13ZM6.5 7.75A.75.75 0 0 1 7.25 7h1a.75.75 0 0 1 .75.75v2.75h.25a.75.75 0 0 1 0 1.5h-2a.75.75 0 0 1 0-1.5h.25v-2h-.25a.75.75 0 0 1-.75-.75ZM8 6a1 1 0 1 1 0-2 1 1 0 0 1 0 2Z","NOTE",[343,638,639],{},"\nThinking more on about this before I publish, I think I'm actually a fan of the opposite view. Use value-fit to disqualify someone, but don't use it to qualify someone. If they violate your values they'll be a bad fit in the organization. If they match the values, they can move on to more scrutiny because you still know almost nothing.",[512,641,643],{"id":642},"visionary-vs-integrator","Visionary vs. Integrator",[343,645,646,647,650,651,654],{},"Lastly, I liked Gino's discussion on how leaders tend to be either ",[530,648,649],{},"Visionaries"," or ",[530,652,653],{},"Integrators",". Often a company is founded with one of each. The visionary tends to be emotional, intuitive, and makes decisions based on gut reactions. They drive culture, and love to build from a blank field and dream up ways to solve problems. Integrators, on the other hand, tend to be data driven, calculating, and driven to take something which is working and make it more efficient and more effective. Integrators dislike an empty field full of potential. I often think of this split as visionaries would love to see a green grassy field and dream up and build a factory. Integrators would rather take over an operational factory and make it 2% more efficient each year.",[343,656,657],{},"Based on his descriptions, I'm definitely more of a visionary. My happiest place is an empty field or a blank sheet of paper with a hard problem written at the top. Over the years, however, I've learned that leadership in large organizations often means learning enough integration to turn a vision into a system.",[343,659,660],{},"I likely won't be adopting this model wholesale, but there are certainly some pieces worth stealing and incorporating. I also plan to really challenge myself on the simpler ideas to see whether there might be times simple ideas are actually more powerful.",[343,662,663],{},[349,664],{"alt":665,"src":666},"traction image","\u002Fstatic\u002Fimages\u002Ftraction.jpg",{"title":354,"searchDepth":355,"depth":355,"links":668},[669,670,671,672],{"id":514,"depth":355,"text":515},{"id":594,"depth":355,"text":595},{"id":601,"depth":355,"text":602},{"id":642,"depth":355,"text":643},"https:\u002F\u002Fwww.joshhaines.com\u002Fblog\u002Fbook-shelf\u002Ftraction","Get a Grip on Your Business.\n","\u002Fstatic\u002Fimages\u002Ftraction-cover.jpg","Traction book cover",{},[],{"title":287,"description":674},"content\u002Ftraction",[370,682,371],"entrepreneurship",[],"dRF-Nf19kv4dhqvKN68OSmC9wCzJPNkV85ERTjvBa8U",{"id":686,"title":66,"author":338,"body":687,"bookAuthor":67,"canonicalUrl":804,"contentType":8,"description":805,"draft":359,"extension":360,"featured":359,"image":806,"imageAlt":807,"meta":808,"navigation":364,"path":65,"publishedAt":809,"relatedWriting":810,"runtime":24,"seo":811,"socialImage":763,"startHere":359,"stem":812,"tags":813,"topics":815,"updatedAt":809,"__hash__":816},"posts\u002Fcontent\u002Fdare-to-lead.md",{"type":340,"value":688,"toc":798},[689,693,699,705,719,730,743,747,753,758,764,767,771,778,788,792,795],[512,690,692],{"id":691},"kick-off","Kick-Off",[694,695,696],"blockquote",{},[343,697,698],{},"Clear is Kind. Unclear is Unkind.",[343,700,701,702,704],{},"These words are likely the most repeated and most shared part of this book by me and everyone else. People who I coach, mentor, or lead probably get tired of me saying them. This concept aligns well with lessons from ",[520,703,218],{"href":217}," and helps to frame conversations which need to be tough and clear. One of the worst things you can do in a hard conversation is leave the other person unclear on the message or next steps. Things are already hard, emotions are high, and if you don't spend that relationship capital to deliver the full message you've wasted an opportunity.",[343,706,707,708,710,711,714,715,718],{},"This book is powerful and hits with some tough advice about how the right way to lead isn't the tough - measured - commanding presence that many of us have tried to model. Instead she shows a way that uses your heart, courage, bravery, and vulnerability. I had gotten to some of this on my own as I'm very much the type of person who wears my emotions on my sleeve. I keep my camera on at work 100% of the time because I want people to know what I'm thinking and feeling. If you've read Gino's book ",[520,709,287],{"href":286}," then I'm a ",[530,712,713],{},"visionary"," not an ",[530,716,717],{},"integrator",".",[343,720,721,722,725,726,729],{},"For me and all the teams and people I lead my number one driving factor for all my decisions is to maintain psychological safety. In meetings I tend to mention it often enough people roll their eyes. I recommend both ",[520,723,724],{"href":61},"Culture Code"," for the \"why\" and ",[520,727,728],{"href":111},"Fearless Organization"," for the \"how\" on it. This book perfectly dovetails with those two. As a trifecta:",[731,732,733,737,740],"ul",{},[734,735,736],"li",{},"Culture Code explains why psychological safety is important.",[734,738,739],{},"Fearless Organization explains how to deploy and operate it in your team and environment.",[734,741,742],{},"Dare to Lead explains how to show up correctly and be the type of daring leader that a psychologically safe team needs to do their best work.",[512,744,746],{"id":745},"rumbling","Rumbling",[343,748,749,750,752],{},"Brené uses the phrase ",[530,751,746],{}," to explain how you have to really dig in to tough conversations. I'll let her define it (as a side note, I'll never be the kind of writer who can pull off a sentence this long):",[694,754,755],{},[343,756,757],{},"Rumbling: A rumble is a discussion, conversation, or meeting defined by a commitment to lean into vulnerability, to stay curious and generous, to stick with the messy middle of problem identification and solving, to take a break and circle back when necessary, to be fearless in owning our parts, and, as psychologist Harriet Lerner teaches, to listen with the same passion with which we want to be heard.",[343,759,760],{},[349,761],{"alt":762,"src":763},"dare to lead","\u002Fstatic\u002Fimages\u002FdareToLead.jpg",[343,765,766],{},"I like this definition because it really helps to lock-in what rumbling is and the power that it has when things need to be worked through. It's not always easy to drop into this level of vulnerability and honesty. I've found good preparation to be key. Walking in to a hard conversation with some thoughts and examples floating around your head generally makes things go poorly. If you can prepare ahead of time, have examples, and really try to stay in \"teacher\" mode where you will deal out some discipline and tough thoughts, but always from a frame of helping and growing that person... it tends to go much more smoothly. Those are the conversations where I get the follow-up a day or two later with the person thanking me for the feedback and guidance.",[512,768,770],{"id":769},"armored-vs-daring","Armored vs. Daring",[343,772,773,774,777],{},"Finally, I want to toss out a picture here that comes from Brené's website about the concept of Armored vs. Daring leadership. I feel like over the years I could have added many more items to these two lists both from myself and other managers and leaders I've worked with. Staying on the ",[530,775,776],{},"Daring"," side is a choice and not always an easy choice. I feel it's a choice to show up, stay vulnerable, and make sure you don't simply give up - shut down - and resort to fear\u002Fanger\u002Ffrustration\u002Fusing power.",[343,779,780],{},[520,781,785],{"href":782,"rel":783},"https:\u002F\u002Fbrenebrown.com\u002F",[784],"nofollow",[349,786],{"alt":770,"src":787},"https:\u002F\u002Fbrenebrown.com\u002Fwp-content\u002Fuploads\u002F2025\u002F11\u002FSGHub__0006_BreneBrown-StrongGround-Resource-Armored-vs-Daring-Leadership.jpg",[512,789,791],{"id":790},"wrap-up","Wrap-Up",[343,793,794],{},"Overall, this is a fantastic book. The notes above are only a small part of what you'll find and I can't recommend it highly enough. Some of you reading this may know I see a therapist on a normal basis. I've been going monthly for the past 7ish years and plan to continue. At this point it's like a mental oil-change. Sometimes we just end up chatting, and other times we end up with hard conversations about my patterns, family things, or work things. Early on my therapist had said that therapy is primarily designed to give you tools, which at the time seemed silly. Over the years I've realized it has done exactly that. Reading this book after I've been given those tools really let me understand and use some of the recommendations in this book. Also, in full Dunning-Kruger glory, I'm now able to realize a little more about how much further I have to go on this journey.",[343,796,797],{},"Whether you've been at this hard work for awhile, or you're just starting I think this is a solid first book to get going. Happy Rumbling!",{"title":354,"searchDepth":355,"depth":355,"links":799},[800,801,802,803],{"id":691,"depth":355,"text":692},{"id":745,"depth":355,"text":746},{"id":769,"depth":355,"text":770},{"id":790,"depth":355,"text":791},"https:\u002F\u002Fwww.joshhaines.com\u002Fblog\u002Fbook-shelf\u002Fdare-to-lead","Brave Work. Tough Conversations. Whole Hearts.\n","\u002Fstatic\u002Fimages\u002Fdare-to-lead-cover.jpg","Dare to Lead book cover",{},"2026-07-14",[],{"title":66,"description":805},"content\u002Fdare-to-lead",[370,814,570],"leadership",[],"3GRmb3JbVnponyl4kl2Jyqhs9AwlKuh1v8XneMd51nE",{"id":818,"title":258,"author":338,"body":819,"bookAuthor":67,"canonicalUrl":890,"contentType":8,"description":891,"draft":359,"extension":360,"featured":359,"image":892,"imageAlt":893,"meta":894,"navigation":364,"path":257,"publishedAt":895,"relatedWriting":896,"runtime":24,"seo":897,"socialImage":864,"startHere":359,"stem":898,"tags":899,"topics":901,"updatedAt":895,"__hash__":902},"posts\u002Fcontent\u002Fstrong-ground.md",{"type":340,"value":820,"toc":884},[821,832,835,839,842,856,859,865,869,872,876,879,881],[343,822,823,824,826,827,522,829,831],{},"I recently finished ",[530,825,258],{}," after seeing it in the University of Toronto book store during a short trip to Toronto. I almost bought it on the spot because of how much I loved ",[520,828,66],{"href":65},[520,830,70],{"href":69},". Instead, I held off until I was home and could get it on Audible. I have about 2 hours of mowing a week and that's often a great time to make a lot of progress on books I'm working through.",[343,833,834],{},"Primarily, this was a follow-on to the Dare-to-Lead book and work that was taught then. As Brené described she has continued doing work with leaders and companies and this book is some new thoughts and material that she and her team have learned and developed since the last book.",[512,836,838],{"id":837},"follow-on-material","Follow-On Material",[343,840,841],{},"The primary material is related to follow-on work such as:",[731,843,844,847,853],{},[734,845,846],{},"Grounded Confidence: Confidence in your ability without resorting to ego, certainty, exercise of power over people, or other non-compassionate methods.",[734,848,849,850,852],{},"Vulnerability as Power: She leans in on furthering some themes from ",[530,851,66],{}," in that your level of tolerance for vulnerability is directly related to your leadership effectiveness limit.",[734,854,855],{},"Understanding yourself, working on yourself, and building from a strong - emotionally mature foundation as the right place to push and lead from.",[343,857,858],{},"She talked at length about how leadership mastery comes from various concepts like systems thinking, judgement, value alignment, etc. This felt a little over-done, but perhaps that's because I come from an industry that uses systems engineering and systems thinking very heavily. It's likely that reason why it felt like a rehash of some of those concepts. I think the key takeaway is that leadership is a complex system and you need to be able to deal with complexity and uncertainty.",[343,860,861],{},[349,862],{"alt":863,"src":864},"strong ground","\u002Fstatic\u002Fimages\u002Fground.jpg",[512,866,868],{"id":867},"favorite-part-paradox-and-tension","Favorite Part - Paradox and Tension",[343,870,871],{},"I really loved the way she discussed the concept of paradox and how living in paradox is often a key part of being a good leader. I've experienced these paradoxes as I grew from an individual contributor (IC) to a manager, director, and executive. I have to be forceful and gentle, confident and humble, pushy and patient, frustrated and understanding, and more every day. Being comfortable with paradox is key. I remember reading somewhere that it is a strong sign of intelligence if someone is able to hold two opposing ideas in their mind at the same time and Brené really drives that home here. Living in the tension is a key concept in chess and it carries over here too. Don't release the tension by flipping to one side of the paradox or the other. Often success lives in that tension.",[512,873,875],{"id":874},"least-favorite-parts-the-sports-discussions-best-buddies","Least Favorite Parts - The Sports Discussions & Best Buddies",[343,877,878],{},"Brené went hard in this book on sports, sports analogies, sports personalities, sports books, winning, losing, her sports journey, etc. I get why and she mixed it in well, but it didn't land with me as I'm not a big sports guy. She also has a tendency to name drop and talk about other people almost an annoying amount. I get that she is trying to show that she has done a lot of work with a lot of people, but it felt like it was a little overdone and distracting. It felt like she said something like \"X is the single best person I've ever met\" or \"Y is the most amazing and incredible person at doing Z in the world\" or \"M is my single best friend in the whole world and her book is the best book of all books.\" It wasn't super distracting, but felt a little over the top.",[512,880,791],{"id":790},[343,882,883],{},"Overall, this is a definite must-read along with her other books. I really like the way she lays out concepts, and how she so clearly drives to the heart of tough emotional issues and really challenges you to be better. Anytime I'm coaching someone on management or leadership, these books are on the assigned reading list.",{"title":354,"searchDepth":355,"depth":355,"links":885},[886,887,888,889],{"id":837,"depth":355,"text":838},{"id":867,"depth":355,"text":868},{"id":874,"depth":355,"text":875},{"id":790,"depth":355,"text":791},"https:\u002F\u002Fwww.joshhaines.com\u002Fblog\u002Fbook-shelf\u002Fstrong-ground","The Lessons of Daring Leadership, the Tenacity of Paradox, and the Wisdom of the Human Spirit.\n","\u002Fstatic\u002Fimages\u002Fstrong-ground-cover.jpg","Strong Ground book cover",{},"2026-07-13",[],{"title":258,"description":891},"content\u002Fstrong-ground",[370,814,900,570],"culture",[],"7y2maZ5EP-4nO6egf_0zqASV7b_3IPzZGof4iO9R2Ug",{"id":904,"title":132,"author":338,"body":905,"bookAuthor":133,"canonicalUrl":988,"contentType":8,"description":989,"draft":359,"extension":360,"featured":359,"image":990,"imageAlt":991,"meta":992,"navigation":364,"path":131,"publishedAt":993,"relatedWriting":994,"runtime":24,"seo":995,"socialImage":980,"startHere":359,"stem":996,"tags":997,"topics":999,"updatedAt":993,"__hash__":1000},"posts\u002Fcontent\u002Fhigh-growth-handbook.md",{"type":340,"value":906,"toc":981},[907,909,916,919,923,934,941,945,948,951,954,958,965,968,972,975],[512,908,515],{"id":514},[343,910,911,912,915],{},"This was a book that was actually recommended by ChatGPT when I was working through a tricky part of my growth journey. I had recently taken on a new executive role and was wrestling with some problems I couldn't sort out. Eventually I realized it was a bad case of \"Founder Scale Chaos\" as our Software Factory team grew and I was essentially now the bottleneck preventing proper scaling. As I was grasping for any straw I could find, this book was one of the recommendations. It didn't end up solving my problem, but it made my ",[530,913,914],{},"to read"," list.",[343,917,918],{},"Overall, I'd put this book as more of a reference manual for problems founders go through as they start to get to the later growth stages. It references various successful companies that have made the various transition journeys successfully. Below, I'll list four key concepts that stood out for me. I'll note that since I'm writing this review about 9 months past that sticking point, these key concepts land differently than they would have if I was still stuck.",[512,920,922],{"id":921},"actual-job-for-an-executive-or-ceo","Actual Job for an Executive or CEO",[343,924,925,926,929,930,933],{},"The first concept is driving home the point about the actual job of an executive or CEO. Of course these people should be leaders. Of course they should manage their people effectively. Of course they should be customer focused. The key point the author makes though is that they should not be ",[530,927,928],{},"doing"," the work, they should be ",[530,931,932],{},"Building the Machine that Does the Work."," This is a powerful idea and one that can be hard to climb out of.",[343,935,936,937,940],{},"Many people who become executives started as ",[530,938,939],{},"Doers"," who were first successful as individual contributors. It can be hard to make the transition, but until you embrace it you can't really begin to accelerate. It took me longer to learn this lesson and adapt than I would have liked as there was a time that building a digital product super fast late at night was how I was delivering value. Now, I need to build the processes that deliver the value.",[512,942,944],{"id":943},"organizational-debt","Organizational Debt",[343,946,947],{},"The next concept is around the idea that an organization (or team or team of teams) needs to reinvent itself multiple times as it scales. What works for one size makes no sense for a different size. This is a good lesson and one I unfortunately had to grind through rather than smoothly execute through.",[343,949,950],{},"The processes I used in the early phases of the Software Factory helped us grow and become a solid organization that had a reputation for quality, speed, and security. Those same processes later became handcuffs as we started to scale and formalize because the bottlenecks changed.",[343,952,953],{},"When I run this playbook again I'll hopefully recognize the warning signs earlier and ensure the next structure is ready when it's needed.",[512,955,957],{"id":956},"speed-initially-then-systems","Speed Initially, Then Systems",[343,959,960,961,964],{},"The third concept covers the transition from speed to systems. Initially, startups and small teams ",[530,962,963],{},"win on speed",". They move faster, are more agile, and deliver at a pace large organizations can't touch with a nearly limitless ability to pivot. Later, this speed and flexibility becomes a detriment.",[343,966,967],{},"Eventually the organization scales to the point it needs infrastructure, processes, reliability, and predictability. If you try to rely on speed in these moments serious things will break and the walls may crumble. It's the job of strong leaders to see the warning signs and make sure processes are ready when they're needed.",[512,969,971],{"id":970},"culture-over-performance","Culture Over Performance",[343,973,974],{},"Finally, the author mentions repeatedly about the idea that culture needs to be built intentionally. He uses the phrase \"No Brilliant Jerks\" to drive this point home. You should always choose someone with the right personality and culture fit over a higher performer who will damage the group culture. The larger the company or organization gets, the more important this is. You must know your values, repeat them often, and support them at every turn.",[343,976,977],{},[349,978],{"alt":979,"src":980},"career transitions","\u002Fstatic\u002Fimages\u002FhighGrowth.jpg",{"title":354,"searchDepth":355,"depth":355,"links":982},[983,984,985,986,987],{"id":514,"depth":355,"text":515},{"id":921,"depth":355,"text":922},{"id":943,"depth":355,"text":944},{"id":956,"depth":355,"text":957},{"id":970,"depth":355,"text":971},"https:\u002F\u002Fwww.joshhaines.com\u002Fblog\u002Fbook-shelf\u002Fhigh-growth-handbook","The playbook for growing your startup into a global brand.\n","\u002Fstatic\u002Fimages\u002Fhigh-growth-handbook-cover.jpg","High Growth Handbook book cover",{},"2026-04-21",[],{"title":132,"description":989},"content\u002Fhigh-growth-handbook",[370,682,998],"executive",[],"d0_398uP-Bq1PQFECrG3K4HV68mgPW2udKOmPq39qa4",{"id":1002,"title":128,"author":338,"body":1003,"bookAuthor":129,"canonicalUrl":1084,"contentType":8,"description":1085,"draft":359,"extension":360,"featured":359,"image":1086,"imageAlt":1087,"meta":1088,"navigation":364,"path":127,"publishedAt":1089,"relatedWriting":1090,"runtime":24,"seo":1091,"socialImage":1042,"startHere":359,"stem":1092,"tags":1093,"topics":1094,"updatedAt":1089,"__hash__":1095},"posts\u002Fcontent\u002Fhard-thing-about-hard-things.md",{"type":340,"value":1004,"toc":1074},[1005,1007,1010,1014,1017,1022,1031,1034,1037,1043,1047,1050,1053,1056,1060,1063,1066,1069,1071],[512,1006,515],{"id":514},[343,1008,1009],{},"I have had this book recommended to me many times over the last couple of years. It generally tends to rank high on book lists, reviews, and recommendation algorithms. I finally had a gap in my planned books so picked it up. This book was unusual in the amount of vulgarity it had, unexpected rap quotes to kick off chapters, and various other little strange things. Perhaps this would have been normal if I had learned more about the author Ben Horowitz before reading.",[512,1011,1013],{"id":1012},"memorable-ideas","Memorable Ideas",[343,1015,1016],{},"I'm going to structure this article in less of a summary, and more of a list of things I'd like to remember about the book. In this way if I review this article a few years from now I can use it as a quick reference. The book as a whole was solid, but there were a few keys which stuck out for me most.",[1018,1019,1021],"h3",{"id":1020},"struggle","Struggle",[343,1023,1024,1025,1030],{},"While working through difficult things (managing companies, saving a company from financial ruin, delivering on difficult projects, etc.) the struggle is the way. Struggle is a common theme throughout the book. Although this feels like a ",[520,1026,1029],{"href":1027,"rel":1028},"https:\u002F\u002Fryanholiday.net\u002F",[784],"Ryan Holiday","-esque cop-out, it's valid and true. Sitting and accepting that pain, agonizing through the hard parts, and not quitting is how you make it through.",[343,1032,1033],{},"In my past I've seen similar things. There were various points in the Software Factory's growth stages where it would have been easier to quit. One point was after working for years to get our new approval process \"approved\" only to have someone in the UK say \"Yes, but it isn't approved globally\" despite us including exactly that in the work. It felt like we were starting from scratch and quitting looked like a solid option.",[343,1035,1036],{},"Ben makes a point that great CEOs often will attribute their success to \"not quitting\" while lesser CEOs talk about their brilliant strategic choices or powerful leadership. This rings true despite it feeling like nothing more than an anecdote.",[343,1038,1039],{},[349,1040],{"alt":1041,"src":1042},"hard things image","\u002Fstatic\u002Fimages\u002FhardThings.jpg",[1018,1044,1046],{"id":1045},"communication","Communication",[343,1048,1049],{},"He talks about how communication is absolutely critical. When in chaos you have to communicate all the time. Lack of communication is a key roadblock to grinding out of a difficult situation. No matter how much you think you're communicating, it isn't enough.",[343,1051,1052],{},"I've experienced this while trying to internally evangelize for Software Factory during the first 3-4 years. One year I stopped counting at 150 separate 30-60 minute \"show and tell\" sessions with people, managers, or teams. In my mind I had said the same words and stories dozens or hundreds of times. I had used the same anecdotes, showed the same demos, and answered the same questions until I could do it in my sleep. And yet... I would end up with new people and teams each week that would ask \"Sorry, what's the Software Factory?\" It was maddening.",[343,1054,1055],{},"Now I'm experiencing this as a manager where things that are clear to me, and that I feel like I've shared, still end up confused across the team. This idea of over-communicating and sharing more than you think you need to is really powerful.",[1018,1057,1059],{"id":1058},"peacetime-vs-wartime","Peacetime vs. Wartime",[343,1061,1062],{},"He discusses an idea at length related to being a Wartime CEO or a Peacetime CEO. This stuck with me not because I plan on being a CEO (ever), but because taking stock of the business situation you are in should drive behaviors. In the last 5-6 years throughout this phase of my career I've seen both kinds of times. We're currently in peacetime where funding is growing, opportunities for change are abundant, hiring is hard but possible, etc. In these times we need to be looking for smart growth, expansion, and preparing for the next bad time.",[343,1064,1065],{},"Around a year ago we were deep in re-org \u002F transformation. Our team's future was uncertain, growth was impossible, spending was minimized, and the future looked bleak. We had to focus on survival, ruthless prioritization, and doing our best to be efficient and delivery with very little resources.",[343,1067,1068],{},"Having experience from each mode to draw on is really useful. Understanding how and when to switch modes is critical. I'm also constantly thinking of the size of our team and skill sets to determine if I could justify keeping everyone during the next downsize\u002Fre-org\u002Fdownturn.",[512,1070,791],{"id":790},[343,1072,1073],{},"Overall, this is a solid book. It was worth a listen and had a lot of good tips. It was heavily slanted towards people at the executive leadership level and most of the stories were from Ben's time as a CEO. I think most of the lessons learned were easily transferable to various other levels if you looked for them. The three points above are my key takeaways I'd like to have easy reference to and the items I want to keep in mind as I move forward in my career.",{"title":354,"searchDepth":355,"depth":355,"links":1075},[1076,1077,1083],{"id":514,"depth":355,"text":515},{"id":1012,"depth":355,"text":1013,"children":1078},[1079,1081,1082],{"id":1020,"depth":1080,"text":1021},3,{"id":1045,"depth":1080,"text":1046},{"id":1058,"depth":1080,"text":1059},{"id":790,"depth":355,"text":791},"https:\u002F\u002Fwww.joshhaines.com\u002Fblog\u002Fbook-shelf\u002Fhard-thing-about-hard-things","Building a Business When There Are No Easy Answers - Straight Talk on the Challenges of Entrepreneurship.\n","\u002Fstatic\u002Fimages\u002Fhard-thing-about-hard-things-cover.jpg","The Hard Thing About Hard Things book cover",{},"2026-03-28",[],{"title":128,"description":1085},"content\u002Fhard-thing-about-hard-things",[370,814,682],[],"cDlfTwDIqgvv2uJgi4bSh9QWrCNn7lmz20PQXwCAEJc",{"id":1097,"title":226,"author":338,"body":1098,"bookAuthor":227,"canonicalUrl":1212,"contentType":8,"description":1213,"draft":359,"extension":360,"featured":359,"image":1214,"imageAlt":1215,"meta":1216,"navigation":364,"path":225,"publishedAt":1089,"relatedWriting":1217,"runtime":24,"seo":1218,"socialImage":1204,"startHere":359,"stem":1219,"tags":1220,"topics":1222,"updatedAt":1089,"__hash__":1223},"posts\u002Fcontent\u002Freset.md",{"type":340,"value":1099,"toc":1205},[1100,1102,1105,1121,1124,1128,1138,1142,1145,1159,1163,1166,1171,1174,1183,1185,1196,1199],[512,1101,515],{"id":514},[343,1103,1104],{},"Reset is the 4th book by Dan Heath I've read & reviewed after:",[731,1106,1107,1112,1117],{},[734,1108,1109,1111],{},[520,1110,306],{"href":305}," - Dan Heath",[734,1113,1114,1116],{},[520,1115,162],{"href":161}," - Chip & Dan Heath",[734,1118,1119,1116],{},[520,1120,268],{"href":267},[343,1122,1123],{},"Each book has been great, and this one is no exception. In this book, Dan works to convey some simple concepts on how to reset progress on an effort and get things moving again. Most of what he says isn't novel, but the way he packages it and explains it feels different than I've read before. Rather than trying to review the whole book, I'm going to hit a few high points that stuck with me.",[512,1125,1127],{"id":1126},"finding-leverage-points","Finding Leverage Points",[343,1129,1130,1131,522,1134,1137],{},"Reset often discusses the concept of ",[530,1132,1133],{},"leverage",[530,1135,1136],{},"leverage points",". His key points are around the idea that leverage is under utilized and outsized in its power to unstick situations and problems. I like this idea. This is one of those concepts that is easy to forget and easy to ignore when you hear it. His point on finding small efforts and actions with larger impacts are important. You can't always find these, but sometimes they exist if you make it a point to look.",[512,1139,1141],{"id":1140},"goal-of-the-goal","Goal of the Goal",[343,1143,1144],{},"This was a strange one. It's a strange phrasing and it took some time after hearing this section of the book to finally clicked for me. People hear problems and then create goals. Often these goals or metrics don't truly get after the heart of the original need.",[343,1146,1147,1148,1150,1151,1154,1155,1158],{},"Said another way, they don't deliver whatever the core business value is. Ever since reading ",[520,1149,15],{"href":14}," by Mark Schwartz I think about this more easily than I used to. By understanding ",[530,1152,1153],{},"What am I trying to deliver that will actually make the difference?"," the ",[1156,1157,1141],"strong",{}," becomes more clear. I like this phrasing and concept.",[512,1160,1162],{"id":1161},"miracle-question","Miracle Question",[343,1164,1165],{},"It was in this area that Dan mentions his \"Miracle Question.\" Here it is:",[694,1167,1168],{},[343,1169,1170],{},"If a miracle happened overnight and this problem was completely solved, what would be the first small sign you'd notice in the morning?",[343,1172,1173],{},"This question was strange but powerful. It forces you to be specific, he makes a note you can't just say \"things would be better.\" It can also drive you to something key on a leverage point. If you think the first noticeable thing would be X... what if there is an easy way to achieve X much faster and easier?",[343,1175,1176,1177,1182],{},"He mentions this concept came from ",[520,1178,1181],{"href":1179,"rel":1180},"https:\u002F\u002Fwww.bacp.co.uk\u002Fabout-therapy\u002Ftypes-of-therapy\u002Fsolution-focused-brief-therapy\u002F",[784],"solution-focused therapy"," which makes me like it even more.",[512,1184,791],{"id":790},[343,1186,1187,1188,1191,1192,1195],{},"The book is more comprehensive, but these points were the ",[530,1189,1190],{},"stickiest"," to me. There is something else about Dan's books compared to others in my list. So many of the other books feel like they contain one or two core ideas that would make for good blog posts which they then ",[530,1193,1194],{},"fluffed"," out to full books. I'm not mad about that, but it influences the way I read them and understand them. Dan's books don't strike me this way even though only a couple ideas have stuck with me.",[343,1197,1198],{},"I think Dan is thoughtful and purposeful in the way he drafts his books to ensure every bit is at least intended to be useful. As a reader I certainly appreciate that extra effort.",[343,1200,1201],{},[349,1202],{"alt":1203,"src":1204},"reset image","\u002Fstatic\u002Fimages\u002Freset.jpg",{"title":354,"searchDepth":355,"depth":355,"links":1206},[1207,1208,1209,1210,1211],{"id":514,"depth":355,"text":515},{"id":1126,"depth":355,"text":1127},{"id":1140,"depth":355,"text":1141},{"id":1161,"depth":355,"text":1162},{"id":790,"depth":355,"text":791},"https:\u002F\u002Fwww.joshhaines.com\u002Fblog\u002Fbook-shelf\u002Freset","How to Change What's Not Working.\n","\u002Fstatic\u002Fimages\u002Freset-cover.jpg","Reset book cover",{},[],{"title":226,"description":1213},"content\u002Freset",[370,814,1221],"strategy",[],"MeJtYmrgj0FpeugFjsuGgEJj-4pnpBsKjO6jUmn-nk8",{"id":1225,"title":244,"author":338,"body":1226,"bookAuthor":78,"canonicalUrl":1307,"contentType":8,"description":1308,"draft":359,"extension":360,"featured":359,"image":1309,"imageAlt":1310,"meta":1311,"navigation":364,"path":243,"publishedAt":1312,"relatedWriting":1313,"runtime":24,"seo":1314,"socialImage":1278,"startHere":359,"stem":1315,"tags":1316,"topics":1317,"updatedAt":1312,"__hash__":1318},"posts\u002Fcontent\u002Fso-good-they-cant-ignore-you.md",{"type":340,"value":1227,"toc":1301},[1228,1230,1237,1254,1260,1263,1267,1270,1273,1279,1283,1286,1289,1291,1294],[512,1229,515],{"id":514},[343,1231,1232,1233,1236],{},"This is the ",[520,1234,1235],{"href":76},"second"," book by Cal Newport that I've read. The advertisements and cover of this book had tempted me for awhile, and I grabbed it on an impulse one day.",[614,1238,1240,1248,1251],{"className":1239,"dir":619},[617,618],[343,1241,1243,636],{"className":1242,"dir":619},[623],[625,1244,1246],{"ariaHidden":627,"className":1245,"height":630,"viewBox":631,"width":630},[629],[633,1247],{"d":635},[343,1249,1250],{},"\nI typically spend about 2.5-3 hours on the lawn mower each week through the summer. During those times I make a lot of audiobook progress, and sometimes I finish a book in the middle of a mowing session.",[343,1252,1253],{},"It's those times when I'm most susceptible to just grabbing the next interesting looking book in the line-up rather than picking from my carefully curated wish-list \u002F to-read list.",[343,1255,1256,1257,718],{},"The core of this book is about a relatively simple concept: ",[1156,1258,1259],{},"the conventional wisdom that you should follow your passion is incorrect. You should work hard to get good at something and it will turn into your passion",[343,1261,1262],{},"I like this concept and feel it's something I had always felt, but never realized how to put it so clearly.",[512,1264,1266],{"id":1265},"hobby-vs-career","Hobby vs. Career",[343,1268,1269],{},"I graduated college with a degree in Materials Engineering, and started working in that field as a start to my career. Soon after, I got a Masters in Engineering in nearly the same field, although my masters was slightly more generalized around aerospace engineering. I had planned to keep my career headed in this direction, although I never felt passionate about it. I was excited to be done each day and focus on my hobby which was software, websites, working on computers, etc.",[343,1271,1272],{},"I ended up starting a side business building websites and working on computers. I made a little money at it, but never much more than enough to keep my computer upgraded with the newest parts. My career and my hobby were always separate in my mind.",[343,1274,1275],{},[349,1276],{"alt":1277,"src":1278},"career vs. hobby","\u002Fstatic\u002Fimages\u002FcareerHobby.jpg",[512,1280,1282],{"id":1281},"hobby-as-a-career","Hobby as a Career",[343,1284,1285],{},"The whole time during my first job (Honeywell Aerospace) I was doing my work as well as fiddling around with various digital projects ranging from fancy excel files, internal websites, and the like. At my second main job (Johns Manville) I worked as a Materials Engineer and Chief Reliability Engineer for most of my time while also building internal websites, and even a big machine learning classification system that would help operate and predict quality on a huge production line.",[343,1287,1288],{},"Finally, at Rolls-Royce I started as a materials engineer and eventually switched full time to start the Software Factory. It wasn't until roughly 5 years after that point that the concept in this book became clear.",[512,1290,791],{"id":790},[343,1292,1293],{},"I was improving and getting better at the software side of things over the years. I didn't have a passion for it initially, I stuck with it because I enjoyed that the field moved quickly and I always had more to learn.",[343,1295,1296,1297,1300],{},"It's only now, looking backward, that I love it and am passionate about it because I've become good at it. I think the ",[530,1298,1299],{},"Chicken or the Egg"," question still remains, but I think there is merit to what the author is saying and I'm in general agreement.",{"title":354,"searchDepth":355,"depth":355,"links":1302},[1303,1304,1305,1306],{"id":514,"depth":355,"text":515},{"id":1265,"depth":355,"text":1266},{"id":1281,"depth":355,"text":1282},{"id":790,"depth":355,"text":791},"https:\u002F\u002Fwww.joshhaines.com\u002Fblog\u002Fbook-shelf\u002Fso-good-they-cant-ignore-you","Why Skills Trump Passion in the Quest for Work You Love.\n","\u002Fstatic\u002Fimages\u002Fso-good-they-cant-ignore-you-cover.jpg","So Good They Can't Ignore You book cover",{},"2025-06-05",[],{"title":244,"description":1308},"content\u002Fso-good-they-cant-ignore-you",[370,371,476],[],"ap-n23p86dmMnrUlsseJjgjw1cfdUJeO2gT1bNnD0-g",{"id":1320,"title":261,"author":338,"body":1321,"bookAuthor":24,"canonicalUrl":1626,"contentType":45,"description":1627,"draft":359,"extension":360,"featured":359,"image":1628,"imageAlt":24,"meta":1629,"navigation":364,"path":260,"publishedAt":1630,"relatedWriting":1631,"runtime":24,"seo":1633,"socialImage":24,"startHere":364,"stem":1634,"tags":1635,"topics":1640,"updatedAt":1630,"__hash__":1641},"posts\u002Fcontent\u002Fsubmarines-keynote.md",{"type":340,"value":1322,"toc":1618},[1323,1325,1332,1335,1370,1374,1387,1390,1420,1424,1432,1452,1456,1464,1467,1485,1499,1503,1511,1528,1568,1572,1580,1589,1596,1608,1615],[512,1324,515],{"id":514},[343,1326,1327,1328,1331],{},"I was recently asked to give a keynote speech at the Rolls-Royce Submarines Developer Conference in February 2025 which took place in Derby, UK. The talk was titled: ",[1156,1329,1330],{},"Unlocking Innovation: Enterprise Software and Culture",". The post below contains some sanitized details of the talk for both attendees to reference and others to learn from.",[343,1333,1334],{},"The talk was broken down into five main sections outlined below. Each section had an image \u002F icon associated with the topic and was displayed on the slides and which were handed out as stickers after the conference.",[614,1336,1339,1349],{"className":1337,"dir":619},[617,1338],"markdown-alert-important",[343,1340,1342,1348],{"className":1341,"dir":619},[623],[625,1343,1345],{"ariaHidden":627,"className":1344,"height":630,"viewBox":631,"width":630},[629],[633,1346],{"d":1347},"M0 1.75C0 .784.784 0 1.75 0h12.5C15.216 0 16 .784 16 1.75v9.5A1.75 1.75 0 0 1 14.25 13H8.06l-2.573 2.573A1.458 1.458 0 0 1 3 14.543V13H1.75A1.75 1.75 0 0 1 0 11.25Zm1.75-.25a.25.25 0 0 0-.25.25v9.5c0 .138.112.25.25.25h2a.75.75 0 0 1 .75.75v2.19l2.72-2.72a.749.749 0 0 1 .53-.22h6.5a.25.25 0 0 0 .25-.25v-9.5a.25.25 0 0 0-.25-.25Zm7 2.25v2.5a.75.75 0 0 1-1.5 0v-2.5a.75.75 0 0 1 1.5 0ZM9 9a1 1 0 1 1-2 0 1 1 0 0 1 2 0Z","IMPORTANT",[343,1350,1351,1352,1357,1358,1363,1364,1369],{},"I need to take a minute to thank ",[520,1353,1356],{"href":1354,"rel":1355},"https:\u002F\u002Fwww.linkedin.com\u002Fin\u002Fjustin-johnson-psm-84b908132\u002F",[784],"Justin Johnson"," from ",[520,1359,1362],{"href":1360,"rel":1361},"https:\u002F\u002Fdevelopertown.com\u002F",[784],"DeveloperTown"," for his help with the slide deck and these images. He's an amazing designer and ",[520,1365,1368],{"href":1366,"rel":1367},"https:\u002F\u002Fwww.figma.com\u002F",[784],"Figma"," wizard and this talk wouldn't have turned out nearly as well without his help.",[512,1371,1373],{"id":1372},"_01-psychological-safety","01 - Psychological Safety",[614,1375,1380,1381],{"className":1376},[1377,1378,1379],"flex","flex-row","justify-center","\n  ",[349,1382],{"src":1383,"className":1384,"alt":1386},"\u002Fstatic\u002Fimages\u002Fstamp1.png",[1385],"w-1\u002F4","psychological safety stamp",[343,1388,1389],{},"Psychological Safety was the first topic because it is, in my mind, the single most important aspect of a high-performing team. Without it, you can't have trust, and without trust, you can't have a high-performing team. It's the foundation of everything else we'll talk about today. I discussed this topic by referencing three books as I often do. These books are:",[1391,1392,1393,1402,1411],"ol",{},[734,1394,1395,1398,1399,1401],{},[520,1396,724],{"href":1397},"\u002Fblog\u002Fbook-shelf\u002Fculture-code"," by ",[530,1400,63],{},": This book really taught and convinced me of the importance of psychological safety and how it's the foundation of a high-performing team.",[734,1403,1404,1398,1407,1410],{},[520,1405,112],{"href":1406},"\u002Fblog\u002Fbook-shelf\u002Ffearless-organization",[530,1408,1409],{},"Amy Edmondson",": This book is a deep dive into how to implement psychological safety in your team or organization. I've implemented many of the practices in this book and have seen great results.",[734,1412,1413,1398,1417,1419],{},[520,1414,1416],{"href":1415},"\u002Fblog\u002Fbook-shelf\u002Fright-kind-of-wrong","The Right Kind of Wrong",[530,1418,1409],{},": This book acts as a manual for teams and leaders to understand the key role of failure in an organization and how to do it in the right way to learn, grow, and deliver at pace.",[512,1421,1423],{"id":1422},"_02-bureaucracy","02 - Bureaucracy",[614,1425,1380,1427],{"className":1426},[1377,1378,1379],[349,1428],{"src":1429,"className":1430,"alt":1431},"\u002Fstatic\u002Fimages\u002Fstamp2.png",[1385],"bureaucracy stamp",[343,1433,1434,1435,1438,1439,1443,1444,1447,1448,1451],{},"Bureaucracy was the second topic because it's the single biggest killer of innovation in an organization. It's the enemy of agility and speed. I discussed similar things here as I did in my ",[520,1436,25],{"href":1437},"\u002Fwriting\u002Fbehind-the-product-podcast"," and in my ",[520,1440,1442],{"href":1441},"\u002Fblog\u002Fcalvium-interview","Calvium interview",". I referenced the book ",[520,1445,81],{"href":1446},"\u002Fblog\u002Fbook-shelf\u002Fdelicate-art-of-bureaucracy"," by Mark Schwartz which is seminal on this topic. We talked about methods to work through the bureaucracy, why it exists, and some ",[530,1449,1450],{},"outside-the-box"," ways to deal with it.",[512,1453,1455],{"id":1454},"_03-special-unicorn","03 - Special Unicorn",[614,1457,1380,1459],{"className":1458},[1377,1378,1379],[349,1460],{"src":1461,"className":1462,"alt":1463},"\u002Fstatic\u002Fimages\u002Fstamp3.png",[1385],"special unicorn stamp",[343,1465,1466],{},"The third topic was all about how it is common in a company to feel like our problems are special and unique. This leads to people trying to invent totally new ways to do things when there are already proven methods out there. I mentioned that we should be using technologies that are neither unique, nor cutting edge.",[343,1468,1469,1470,522,1475,1480,1481,1484],{},"Projects and technologies which are well established within organizations like the ",[520,1471,1474],{"href":1472,"rel":1473},"https:\u002F\u002Fwww.cncf.io\u002F",[784],"Cloud Native Computing Foundation",[520,1476,1479],{"href":1477,"rel":1478},"https:\u002F\u002Fwww.linuxfoundation.org\u002F",[784],"The Linux Foundation"," are solid candidates. It would also be a good idea to pick topics that someone can learn by watching YouTube videos, attending bootcamps, or with health communities and documentation. If we are heading in a special ",[530,1482,1483],{},"company specific"," direction, it's likely the wrong choice.",[343,1486,1487,1488,522,1491,1494,1495,1498],{},"I referenced the book ",[520,1489,206],{"href":1490},"\u002Fblog\u002Fbook-shelf\u002Fphoenix-project",[520,1492,302],{"href":1493},"\u002Fblog\u002Fbook-shelf\u002Funicorn-project"," by Gene Kim which are great books on this topic. I also referenced the book ",[520,1496,6],{"href":1497},"\u002Fblog\u002Fbook-shelf\u002Faccelerate"," by Nicole Forsgren, Jez Humble, and Gene Kim which really set a strong direction on DevOps as a process for achieving higher software delivery performance.",[512,1500,1502],{"id":1501},"_04-sacred-cows","04 - Sacred Cows",[614,1504,1380,1506],{"className":1505},[1377,1378,1379],[349,1507],{"src":1508,"className":1509,"alt":1510},"\u002Fstatic\u002Fimages\u002Fstamp4.png",[1385],"sacred cows agile stamp",[343,1512,1513,1514,1517,1518,1521,1522,1517,1525,1527],{},"The fourth topic was a chance to take out a few sacred cows of the industry around the difference of both ",[530,1515,1516],{},"Agile"," vs. ",[530,1519,1520],{},"Waterfall"," and moreso ",[530,1523,1524],{},"agile",[530,1526,1516],{},". I discussed this through three main points:",[1391,1529,1530,1542,1559],{},[734,1531,1532,1535,1536,1538,1539,1541],{},[1156,1533,1534],{},"agile should be an adjective, not a noun",": I discussed how ",[530,1537,1524],{}," is an adjective about the way you work, not something to do. It shouldn't be the task, it should be a way to achieve your tasks. Formal ",[530,1540,1516],{}," methods like Scrum can be useful, but they contain very specific solutions to solve very specific (and difficult) problems. If you aren't in charge of keeping 8-10 highly paid engineers busy on an ongoing basis, you probably don't need Scrum.",[734,1543,1544,1547,1548,1551,1552,1554,1555,1558],{},[1156,1545,1546],{},"Let the Problem Drive the Solution",": I talked about how the problem you are trying to solve should drive the solution. There are plenty of problems around our business where a ",[530,1549,1550],{},"waterfall"," process is completely appropriate. I would argue we have very few places where formal ",[530,1553,1516],{}," methods are appropriate. Our company just isn't organized that way. That said, there are plenty of places where we can take some of the good learning and ideas from ",[530,1556,1557],{},"agile methods"," and apply them to our work.",[734,1560,1561,1564,1565,1567],{},[1156,1562,1563],{},"Use Your Brain",": This may sound obvious, but we have an enormous number of talented colleagues and friends in this company. If we take a little time to think about a solution without formal methodologies getting in the way, we'll often come up with something far more simple and elegant. Use ",[530,1566,1524],{}," as a tool towards better, faster, and cheaper solutions. Don't get stuck trying to shoehorn a formal methodology into a problem that doesn't need it.",[512,1569,1571],{"id":1570},"_05-partnership","05 - Partnership",[614,1573,1380,1575],{"className":1574},[1377,1378,1379],[349,1576],{"src":1577,"className":1578,"alt":1579},"\u002Fstatic\u002Fimages\u002Fstamp5.png",[1385],"partnership stamp",[343,1581,1582,1583,1588],{},"This last topic was all about working with our external partners and vendors. Big companies like ours can rarely handle everything we need without outside help. In the Software Factory team we pioneered a newer approach to working with our partners. We don't purchase software or even deliverables in our contracts, we simply purchase ",[530,1584,1585],{},[1156,1586,1587],{},"time",". During that time, the vendor employees assigned to this project will join our team and we'll work together side-by-side to deliver on our goals. This model has been incredibly successful for us and I would encourage you to consider it in your own teams.",[343,1590,1591,1592,1595],{},"This model requires a mutual trust and respect between the organizations that rarely exists in the older ",[530,1593,1594],{},"contractor \u002F control"," model.",[731,1597,1598,1601],{},[734,1599,1600],{},"We must trust the vendor to deliver on their promises of focus, effort, and time. If something takes longer than they initially think, we have to trust that they were working hard to deliver and the delay is a normal delay that could happen to anyone.",[734,1602,1603,1604,1607],{},"The partner must trust that we will be fair with our expectations, timelines, and work projects. We need to account for onboarding, ramp-up time, and the inevitable ",[530,1605,1606],{},"learning curve"," that comes with any new project.",[343,1609,1610,1611,1614],{},"We call this our ",[530,1612,1613],{},"Burst Model"," where we can quickly burst one or more people onto our team to help deliver something in as short as a week or two.",[343,1616,1617],{},"I wish I could say I learned this in a book, but I didn't. This was a model which seemed obvious to me and from the first time we brought someone in to help with a project we used this model. Eventually, it became a standard working practice and it was only later I realized how strange this was across the rest of our business and other industries.",{"title":354,"searchDepth":355,"depth":355,"links":1619},[1620,1621,1622,1623,1624,1625],{"id":514,"depth":355,"text":515},{"id":1372,"depth":355,"text":1373},{"id":1422,"depth":355,"text":1423},{"id":1454,"depth":355,"text":1455},{"id":1501,"depth":355,"text":1502},{"id":1570,"depth":355,"text":1571},"https:\u002F\u002Fwww.joshhaines.com\u002Fblog\u002Fsubmarines-keynote","I was asked to give a keynote speech at the Rolls-Royce Submarines Developer Conference in February 2025. The post below contains some sanitized details of the talk for both attendees to reference and others to learn from.\n","\u002Fstatic\u002Fimages\u002FsubsTalk.png",{},"2025-02-04",[1632],"chemistry-of-innovation",{"title":261,"description":1627},"content\u002Fsubmarines-keynote",[1636,1637,1638,814,1639],"me","tech talk","psychological safety","innovation",[],"1xBDqQhbKKPxLXVdHtpH4IgzXTOHHlvlwbMw6qvTZxM",{"id":1643,"title":230,"author":338,"body":1644,"bookAuthor":113,"canonicalUrl":1892,"contentType":8,"description":1893,"draft":359,"extension":360,"featured":359,"image":1894,"imageAlt":1895,"meta":1896,"navigation":364,"path":229,"publishedAt":1897,"relatedWriting":1898,"runtime":24,"seo":1899,"socialImage":1696,"startHere":359,"stem":1900,"tags":1901,"topics":1905,"updatedAt":1897,"__hash__":1906},"posts\u002Fcontent\u002Fright-kind-of-wrong.md",{"type":340,"value":1645,"toc":1879},[1646,1650,1682,1691,1697,1700,1703,1707,1710,1724,1727,1731,1738,1752,1755,1759,1776,1779,1793,1796,1802,1805,1808,1812,1827,1860,1864,1867,1870],[512,1647,1649],{"id":1648},"introduction-and-author","Introduction and Author",[343,1651,1652,1653,1657,1658,1660,1661,1664,1665,1398,1667,1671,1672,1677,1678,1681],{},"This is the second book I've read from ",[520,1654,1409],{"href":1655,"rel":1656},"https:\u002F\u002Famycedmondson.com\u002F",[784],". Her first book, ",[520,1659,112],{"href":111}," was amazing and was one of two books that provided my introduction to the field of ",[1156,1662,1663],{},"Psychological Safety",". The other was ",[520,1666,62],{"href":61},[520,1668,63],{"href":1669,"rel":1670},"https:\u002F\u002Fdanielcoyle.com\u002F",[784],". Amy's writing was impeccable and her ability to both explain the science and persuade the reader as to the importance of the findings was powerful. She's currently a professor at Harvard Business School. My friend ",[520,1673,1676],{"href":1674,"rel":1675},"https:\u002F\u002Fwww.linkedin.com\u002Fin\u002Fwilliam-b-656b18108\u002F",[784],"William Belcher"," is attending HBS currently and told me he walked past her office the other day. I probably would have went full ",[530,1679,1680],{},"fan girl"," and took a selfie with her door name tag or something.",[343,1683,1684,1685,522,1688,718],{},"Either way, her book was powerful as I worked towards improving how I lead teams. This new book promised to shed light on failing well with the same amount of clarity and impact. The book is divided into two sections: ",[530,1686,1687],{},"The Failure Landscape",[530,1689,1690],{},"Practicing the Science of Failing Well",[343,1692,1693],{},[349,1694],{"alt":1695,"src":1696},"erasing a mistake","\u002Fstatic\u002Fimages\u002Feraser.jpg",[512,1698,1687],{"id":1699},"the-failure-landscape",[343,1701,1702],{},"In the first part of the book the author really works to explain the landscape of failure and chart some waypoints. She discusses three kinds of failures: Intelligent, Complex, and Basic.",[1018,1704,1706],{"id":1705},"intelligent-failures","Intelligent Failures",[343,1708,1709],{},"Intelligent failures are the best place to learn and make progress. They are all about embracing reasonable risks for the reward and knowledge an intelligent failure can offer. A failure can be intelligent when it meets four criteria:",[731,1711,1712,1715,1718,1721],{},[734,1713,1714],{},"It takes place in new territory",[734,1716,1717],{},"It helps you work towards a goal",[734,1719,1720],{},"It is informed with available knowledge",[734,1722,1723],{},"It is as small as possible while still providing valuable insights",[343,1725,1726],{},"She also discusses the need for intelligent failures to drive and describe a bias for iteration. I love this way of looking at failures. Good failures should be almost expected with small blast radii. If you've done a good job up-front, then when things go wrong it should be clear how to use the new knowledge to run the next small experiment and get closer to your goal on each iteration.",[1018,1728,1730],{"id":1729},"basic-failures","Basic Failures",[343,1732,1733,1734,1737],{},"Basic failures are next. This is the domain of errors, mistakes, and ",[530,1735,1736],{},"oopsies!"," The key point is these are unintended and likely could have been prevented with care in the moment. They tend to not be majorly impactful (although some are!) and are a good source of learning. Basic failures tend to have some consistent characteristics:",[731,1739,1740,1743,1746,1749],{},[734,1741,1742],{},"Occur in known territory",[734,1744,1745],{},"Single\u002FSimple causes",[734,1747,1748],{},"Inattention\u002FDistraction\u002FNeglect",[734,1750,1751],{},"Incorrect Assumptions",[343,1753,1754],{},"This tends to be a great place to build a practice of blameless reporting or blameless postmortems. In our team, we have written up some blameless postmortem documents on important and potentially serious mistakes and failures. We've also written up simple common mistakes and documented better practices. By building the muscle of reporting, owning, and sharing our failures widely, it builds our habits for when serious failures happen and reporting could be more visible, impactful, or potentially embarrassing.",[1018,1756,1758],{"id":1757},"complex-failures","Complex Failures",[343,1760,1761,1762,1765,1766,1769,1770,1775],{},"These failures tend to contain concepts like ",[530,1763,1764],{},"many small things went wrong",". This reminds me of the commonly referenced \"",[530,1767,1768],{},"Swiss Cheese","\" model from ",[520,1771,1774],{"href":1772,"rel":1773},"https:\u002F\u002Fen.wikipedia.org\u002Fwiki\u002FJames_Reason",[784],"Dr. James Reason"," in the 90s which is common in the aerospace industry (among others). This is the model where safety is a multi-layered process of known vulnerabilities (holes in the cheese) with processes designed to ensure the holes never align and daylight cannot get through. I've had this model drilled into my head from my years in aerospace at both Honeywell and Rolls-Royce. The author notes this model in the book as well.",[343,1777,1778],{},"From the book, complex failures share common attributes like:",[731,1780,1781,1784,1787,1790],{},[734,1782,1783],{},"Many potentially small causes",[734,1785,1786],{},"Take place in familiar settings",[734,1788,1789],{},"Small missed warning signs",[734,1791,1792],{},"Often containing external and\u002For unusual factors",[343,1794,1795],{},"One final note is where she discusses the concept of embracing false alarms. I really liked this concept of recognizing small warning signs through practice knowing that most won't be real or valid. If we begin to embrace and react to small warning signs and make it part of our normal behavior we may have a chance of avoiding a complex failure because the warning signs preceding it won't get overlooked. This is great.",[343,1797,1798],{},[349,1799],{"alt":1800,"src":1801},"failure landscape","\u002Fstatic\u002Fimages\u002Flandscape.jpg",[512,1803,1690],{"id":1804},"practicing-the-science-of-failing-well",[343,1806,1807],{},"Now that we have an understanding of the three major types of failures, the second part of the book goes into detail on what to do about failure and how to ensure we're maintaining a healthy relationship with it. Below are two high level points from this section that hit home for me:",[1018,1809,1811],{"id":1810},"react-slowly","React Slowly",[343,1813,1814,1815,1818,1819,1822,1823,1826],{},"The author uses this section to make the mandatory offering all recent research books make (and rightly so). That offering is a reference to the pivotal ",[520,1816,1817],{"href":282},"Thinking, Fast and Slow"," by Daniel Kahneman. I won't drum this point except to say the reference hits home perfectly that few things would make us have a ",[1156,1820,1821],{},"fast and wrong"," reaction than a failure. Failures drive us into intense emotional states and trigger some of the most powerful animalistic emotions we have e.g. fear, shame, vulnerability, embarrassment, anxiety, etc. By purposely training yourself to react to failure using the high road or ",[530,1824,1825],{},"Slow"," thinking we can see the failure in the proper light to gain maximally from it.",[614,1828,1830,1838],{"className":1829,"dir":619},[617,618],[343,1831,1833,636],{"className":1832,"dir":619},[623],[625,1834,1836],{"ariaHidden":627,"className":1835,"height":630,"viewBox":631,"width":630},[629],[633,1837],{"d":635},[343,1839,1840,1841,1845,1846,1850,1851,1855,1856,1859],{},"\nAs I'm typing this I'm reading ",[520,1842,1844],{"href":782,"rel":1843},[784],"Brene Brown's"," ",[530,1847,1848],{},[520,1849,66],{"href":65}," and am thinking about her past books on the power of shame (e.g. ",[520,1852,70],{"href":1853,"rel":1854},"https:\u002F\u002Fwww.amazon.com\u002FDaring-Greatly-Courage-Vulnerable-Transforms\u002Fdp\u002F1592408419",[784],") and considering how strongly those three concepts are connected: ",[1156,1857,1858],{},"Shame\u002FFailure\u002FFast Reactions",". Powerful stuff.",[512,1861,1863],{"id":1862},"culture-failure-sharing","Culture & Failure Sharing",[343,1865,1866],{},"It's easy and common to talk about failure lately and you frequently hear phrases like \"move fast and break things\" or \"failure culture\", but actually living those values is difficult. The ability to grow a team to the point that it becomes normal to share failures openly and without fear of retribution or retaliation is a goal any decent leader should push for. In some ways achieving this level of safety is a mandatory guidepost on the way towards true innovation. This feels like a simple thing to say and understand, but an extremely difficult thing to achieve.",[512,1868,1869],{"id":790},"Wrap Up",[343,1871,1872,1873,1878],{},"Overall, this book was an absolute powerhouse of value and insights. I've come to expect nothing less from Amy Edmondson and this book didn't disappoint. I haven't yet read her other book ",[520,1874,1877],{"href":1875,"rel":1876},"https:\u002F\u002Fwww.amazon.com\u002FTeaming-Organizations-Innovate-Compete-Knowledge\u002Fdp\u002F078797093X",[784],"Teaming",", but it's high on my backlog list. Although I was reading this with my lens of software\u002Ftech\u002Fproduct-building, I feel like some of my friends and colleagues in more traditional engineering roles and product-safety roles would also get a lot from this book.",{"title":354,"searchDepth":355,"depth":355,"links":1880},[1881,1882,1887,1890,1891],{"id":1648,"depth":355,"text":1649},{"id":1699,"depth":355,"text":1687,"children":1883},[1884,1885,1886],{"id":1705,"depth":1080,"text":1706},{"id":1729,"depth":1080,"text":1730},{"id":1757,"depth":1080,"text":1758},{"id":1804,"depth":355,"text":1690,"children":1888},[1889],{"id":1810,"depth":1080,"text":1811},{"id":1862,"depth":355,"text":1863},{"id":790,"depth":355,"text":1869},"https:\u002F\u002Fwww.joshhaines.com\u002Fblog\u002Fbook-shelf\u002Fright-kind-of-wrong","The Science of Failing Well.\n","\u002Fstatic\u002Fimages\u002Fright-kind-of-wrong-cover.jpg","Right Kind of Wrong book cover",{},"2024-11-20",[],{"title":230,"description":1893},"content\u002Fright-kind-of-wrong",[370,1902,1638,1903,1904],"failure","thought leadership","team building",[],"uajWxtbuYBp03gC2veNjG30_-NSwD_iT3nptkQfOWxs",{"id":1908,"title":202,"author":338,"body":1909,"bookAuthor":24,"canonicalUrl":3960,"contentType":203,"description":3961,"draft":359,"extension":360,"featured":359,"image":24,"imageAlt":24,"meta":3962,"navigation":364,"path":201,"publishedAt":3963,"relatedWriting":3964,"runtime":24,"seo":3965,"socialImage":24,"startHere":359,"stem":3966,"tags":3967,"topics":3972,"updatedAt":3963,"__hash__":3973},"posts\u002Fcontent\u002Fpgp-gpg-yubikeys-oh-my.md",{"type":340,"value":1910,"toc":3946},[1911,1913,1916,1930,1934,1948,2067,2070,2133,2136,2140,2147,2163,2170,2181,2191,2194,2201,2205,2212,2279,2286,2347,2352,2355,2371,2374,2381,2385,2399,2403,2406,2490,2494,2497,2550,2554,2572,2575,2585,2601,2605,2616,2638,2643,2660,2669,2673,2842,2871,2876,3236,3245,3263,3270,3388,3391,3456,3459,3462,3465,3482,3486,3495,3510,3663,3668,3831,3836,3923,3928,3942],[512,1912,515],{"id":514},[343,1914,1915],{},"This article is adapted from one I wrote internally for out team to make the\nbest use of their yubikeys. I've expanded it to include more detials around a\nprocess of properly using Yubikeys to interact and manage PGP keys. This\narticle is primarily focused on helping me remember how to perform some of the\ntasks necessary as I don't do them often enough to remember the steps.",[614,1917,1919,1927],{"className":1918,"dir":619},[617,618],[343,1920,1922,636],{"className":1921,"dir":619},[623],[625,1923,1925],{"ariaHidden":627,"className":1924,"height":630,"viewBox":631,"width":630},[629],[633,1926],{"d":635},[343,1928,1929],{},"\nh\u002Ft to Piotr Zacharzewski for his help with some of the GPG\nsections as well!",[512,1931,1933],{"id":1932},"yubikey-initial-config","Yubikey Initial Config",[343,1935,1936,1937,1942,1943,1947],{},"This step is optional, but encouraged. Each Yubikey has a number of different applications running on it. Each application is protected by one or more PIN keys. It's a good idea to set up the yubikey manager to allow you to update the pins from the defaults as well as to disable any modes you won't be using. You can find installation instructions for the manager software ",[520,1938,1941],{"href":1939,"rel":1940},"https:\u002F\u002Fdocs.yubico.com\u002Fsoftware\u002Fyubikey\u002Ftools\u002Fykman\u002FInstall_ykman.html",[784],"here",". Our examples with be using the command line tool ",[1944,1945,1946],"code",{},"ykman",", but if you are running another operating system just follow those instructions.",[1949,1950,1954],"pre",{"className":1951,"code":1952,"language":1953,"meta":354,"style":354},"language-bash shiki shiki-themes one-light one-light catppuccin-macchiato","# See details about your key and see which applications are enabled for which mode\nykman info\n\n# Check if the PIN for the FIDO application is set\nykman fido info\n\n# The default fido PIN is 123456\n# Set a new pin for the FIDO application\nykman fido access change-pin --new-pin xxxxxxxx\n\n# Verify Pin is working to what you just set\nykman fido access verify-pin --pin xxxxxxxxTech Lesson prep\n\n","bash",[1944,1955,1956,1965,1974,1979,1985,1995,2000,2006,2012,2032,2037,2043],{"__ignoreMap":354},[1957,1958,1961],"span",{"class":1959,"line":1960},"line",1,[1957,1962,1964],{"class":1963},"s7W0C","# See details about your key and see which applications are enabled for which mode\n",[1957,1966,1967,1970],{"class":1959,"line":355},[1957,1968,1946],{"class":1969},"sE3XY",[1957,1971,1973],{"class":1972},"sDq__"," info\n",[1957,1975,1976],{"class":1959,"line":1080},[1957,1977,1978],{"emptyLinePlaceholder":364},"\n",[1957,1980,1982],{"class":1959,"line":1981},4,[1957,1983,1984],{"class":1963},"# Check if the PIN for the FIDO application is set\n",[1957,1986,1988,1990,1993],{"class":1959,"line":1987},5,[1957,1989,1946],{"class":1969},[1957,1991,1992],{"class":1972}," fido",[1957,1994,1973],{"class":1972},[1957,1996,1998],{"class":1959,"line":1997},6,[1957,1999,1978],{"emptyLinePlaceholder":364},[1957,2001,2003],{"class":1959,"line":2002},7,[1957,2004,2005],{"class":1963},"# The default fido PIN is 123456\n",[1957,2007,2009],{"class":1959,"line":2008},8,[1957,2010,2011],{"class":1963},"# Set a new pin for the FIDO application\n",[1957,2013,2015,2017,2019,2022,2025,2029],{"class":1959,"line":2014},9,[1957,2016,1946],{"class":1969},[1957,2018,1992],{"class":1972},[1957,2020,2021],{"class":1972}," access",[1957,2023,2024],{"class":1972}," change-pin",[1957,2026,2028],{"class":2027},"srAYO"," --new-pin",[1957,2030,2031],{"class":1972}," xxxxxxxx\n",[1957,2033,2035],{"class":1959,"line":2034},10,[1957,2036,1978],{"emptyLinePlaceholder":364},[1957,2038,2040],{"class":1959,"line":2039},11,[1957,2041,2042],{"class":1963},"# Verify Pin is working to what you just set\n",[1957,2044,2046,2048,2050,2052,2055,2058,2061,2064],{"class":1959,"line":2045},12,[1957,2047,1946],{"class":1969},[1957,2049,1992],{"class":1972},[1957,2051,2021],{"class":1972},[1957,2053,2054],{"class":1972}," verify-pin",[1957,2056,2057],{"class":2027}," --pin",[1957,2059,2060],{"class":1972}," xxxxxxxxTech",[1957,2062,2063],{"class":1972}," Lesson",[1957,2065,2066],{"class":1972}," prep\n",[343,2068,2069],{},"It's also a good idea to disable the OTP application as it isn't likely to be used.",[1949,2071,2073],{"className":1951,"code":2072,"language":1953,"meta":354,"style":354},"# Disable OTP for USB Access\nykman config usb -d OTP\n\n# Disable OTP for NFC Access\nykman config nfc -d OTP\n\n# Verify OTP is disabled for both modes\nykman info\n",[1944,2074,2075,2080,2096,2100,2105,2118,2122,2127],{"__ignoreMap":354},[1957,2076,2077],{"class":1959,"line":1960},[1957,2078,2079],{"class":1963},"# Disable OTP for USB Access\n",[1957,2081,2082,2084,2087,2090,2093],{"class":1959,"line":355},[1957,2083,1946],{"class":1969},[1957,2085,2086],{"class":1972}," config",[1957,2088,2089],{"class":1972}," usb",[1957,2091,2092],{"class":2027}," -d",[1957,2094,2095],{"class":1972}," OTP\n",[1957,2097,2098],{"class":1959,"line":1080},[1957,2099,1978],{"emptyLinePlaceholder":364},[1957,2101,2102],{"class":1959,"line":1981},[1957,2103,2104],{"class":1963},"# Disable OTP for NFC Access\n",[1957,2106,2107,2109,2111,2114,2116],{"class":1959,"line":1987},[1957,2108,1946],{"class":1969},[1957,2110,2086],{"class":1972},[1957,2112,2113],{"class":1972}," nfc",[1957,2115,2092],{"class":2027},[1957,2117,2095],{"class":1972},[1957,2119,2120],{"class":1959,"line":1997},[1957,2121,1978],{"emptyLinePlaceholder":364},[1957,2123,2124],{"class":1959,"line":2002},[1957,2125,2126],{"class":1963},"# Verify OTP is disabled for both modes\n",[1957,2128,2129,2131],{"class":1959,"line":2008},[1957,2130,1946],{"class":1969},[1957,2132,1973],{"class":1972},[343,2134,2135],{},"If you have a second Yubikey, you should unplug the first and plug in the second now. Run through the above steps to create the same configuration, except I'd recommend using a different PIN. Store these pins and other associated information in a password manager for the most security and peace of mind.",[512,2137,2139],{"id":2138},"creating-ssh-keys","Creating SSH Keys",[343,2141,2142,2143,2146],{},"First things first, ensure you've opened your home yubikey and plugged it into your computer. Open\na terminal and navigate to your ssh directory with ",[1944,2144,2145],{},"cd $HOME\u002F.ssh",".\nRun the command:",[1949,2148,2150],{"className":1951,"code":2149,"language":1953,"meta":354,"style":354},"ssh-keygen -t ed25519-sk\n",[1944,2151,2152],{"__ignoreMap":354},[1957,2153,2154,2157,2160],{"class":1959,"line":1960},[1957,2155,2156],{"class":1969},"ssh-keygen",[1957,2158,2159],{"class":2027}," -t",[1957,2161,2162],{"class":1972}," ed25519-sk\n",[343,2164,2165,2166,2169],{},"This will start the process of creating a new set of ssh keys connected to your Yubico Smart Key.\nType the pin you\ncreated for the Fido section of your Yubikey in the earlier section.\nIf you skipped the earlier section the default PIN\nis ",[1944,2167,2168],{},"123456",".\nYou'll then need to touch your Yubikey, as the\nlight should be flashing.\nOn the final question, you'll have to pick a path.\nI recommend copying the existing choice\nand modifying the file name to something more meaningful... something like the following:",[1949,2171,2175],{"className":2172,"code":2173,"language":2174,"meta":354,"style":354},"language-txt shiki shiki-themes one-light one-light catppuccin-macchiato","Enter file in which to save the key (\u002Fhome\u002Fjosh\u002F.ssh\u002Fid_ed25519_sk): \u002Fhome\u002Fjosh\u002F.ssh\u002Fid_home_yubikey\n","txt",[1944,2176,2177],{"__ignoreMap":354},[1957,2178,2179],{"class":1959,"line":1960},[1957,2180,2173],{},[343,2182,2183,2184,2187,2188],{},"If you now run ",[1944,2185,2186],{},"ls $HOME\u002F.ssh"," you should see the two new keys.\nThe first key is the private key, so keep it safe and\ndon't share it with anyone.\nThe second key (*.pub)\nis the public key\nthat you'll upload to GitHub in ",[1944,2189,2190],{},"github.com -> profile photo -> settings -> SSH and GPG keys -> Authentication Keys_",[343,2192,2193],{},"Paste the contents of your public key into GitHub as a new Authentication Key.",[343,2195,2196,2197,2200],{},"You should now unplug your current Yubikey and plug in the second one that you'll be carrying with you.\nRun through the\nsame commands above, except name the key something like ",[1944,2198,2199],{},"id_mobile_yubikey"," or something similar, so you can remember\nit's the mobile key.",[512,2202,2204],{"id":2203},"create-an-ssh-config-file","Create an SSH Config File",[343,2206,2207,2208,2211],{},"You'll need to paste the following contents in a new file in the ",[1944,2209,2210],{},"$HOME\u002F.ssh"," folder.",[1949,2213,2215],{"className":1951,"code":2214,"language":1953,"meta":354,"style":354},"Host github.com\n  HostName github.com\n  User git\n  IdentityFile ~\u002F.ssh\u002F\u003Chome_private_key_file_name>\n  # IdentityFile ~\u002F.ssh\u002F\u003Cmobile_private_key_file_name>\n\n  IdentitiesOnly yes\n",[1944,2216,2217,2225,2232,2240,2262,2267,2271],{"__ignoreMap":354},[1957,2218,2219,2222],{"class":1959,"line":1960},[1957,2220,2221],{"class":1969},"Host",[1957,2223,2224],{"class":1972}," github.com\n",[1957,2226,2227,2230],{"class":1959,"line":355},[1957,2228,2229],{"class":1969},"  HostName",[1957,2231,2224],{"class":1972},[1957,2233,2234,2237],{"class":1959,"line":1080},[1957,2235,2236],{"class":1969},"  User",[1957,2238,2239],{"class":1972}," git\n",[1957,2241,2242,2245,2248,2252,2255,2259],{"class":1959,"line":1981},[1957,2243,2244],{"class":1969},"  IdentityFile",[1957,2246,2247],{"class":1972}," ~\u002F.ssh\u002F",[1957,2249,2251],{"class":2250},"sa_kw","\u003C",[1957,2253,2254],{"class":1972},"home_private_key_file_nam",[1957,2256,2258],{"class":2257},"sgYid","e",[1957,2260,2261],{"class":2250},">\n",[1957,2263,2264],{"class":1959,"line":1987},[1957,2265,2266],{"class":1963},"  # IdentityFile ~\u002F.ssh\u002F\u003Cmobile_private_key_file_name>\n",[1957,2268,2269],{"class":1959,"line":1997},[1957,2270,1978],{"emptyLinePlaceholder":364},[1957,2272,2273,2276],{"class":1959,"line":2002},[1957,2274,2275],{"class":1969},"  IdentitiesOnly",[1957,2277,2278],{"class":1972}," yes\n",[343,2280,2281,2282,2285],{},"If you are using Linux or ",[1156,2283,2284],{},"git-bash"," on Windows, you can paste the following into your terminal",[1949,2287,2289],{"className":1951,"code":2288,"language":1953,"meta":354,"style":354},"cat \u003C\u003CEOF > $HOME\u002F.ssh\u002FconfigTest\nHost github.com\n  HostName github.com\n  User git\n  IdentityFile ~\u002F.ssh\u002F\u003Chome_private_key_file_name>\n  # IdentityFile ~\u002F.ssh\u002F\u003Cmobile_private_key_file_name>\n  IdentitiesOnly yes\nEOF\n",[1944,2290,2291,2313,2318,2323,2328,2333,2337,2342],{"__ignoreMap":354},[1957,2292,2293,2296,2299,2303,2306,2310],{"class":1959,"line":1960},[1957,2294,2295],{"class":1969},"cat",[1957,2297,2298],{"class":2250}," \u003C\u003C",[1957,2300,2302],{"class":2301},"sGKGi","EOF",[1957,2304,2305],{"class":2250}," >",[1957,2307,2309],{"class":2308},"s9ciF"," $HOME",[1957,2311,2312],{"class":1972},"\u002F.ssh\u002FconfigTest\n",[1957,2314,2315],{"class":1959,"line":355},[1957,2316,2317],{"class":1972},"Host github.com\n",[1957,2319,2320],{"class":1959,"line":1080},[1957,2321,2322],{"class":1972},"  HostName github.com\n",[1957,2324,2325],{"class":1959,"line":1981},[1957,2326,2327],{"class":1972},"  User git\n",[1957,2329,2330],{"class":1959,"line":1987},[1957,2331,2332],{"class":1972},"  IdentityFile ~\u002F.ssh\u002F\u003Chome_private_key_file_name>\n",[1957,2334,2335],{"class":1959,"line":1997},[1957,2336,2266],{"class":1972},[1957,2338,2339],{"class":1959,"line":2002},[1957,2340,2341],{"class":1972},"  IdentitiesOnly yes\n",[1957,2343,2344],{"class":1959,"line":2008},[1957,2345,2346],{"class":2301},"EOF\n",[343,2348,2349],{},[1156,2350,2351],{},"Make sure to swap your key file name for the tags in the above text",[343,2353,2354],{},"You can test that everything above has worked by running the following command:",[1949,2356,2358],{"className":1951,"code":2357,"language":1953,"meta":354,"style":354},"ssh -T git@github.com\n",[1944,2359,2360],{"__ignoreMap":354},[1957,2361,2362,2365,2368],{"class":1959,"line":1960},[1957,2363,2364],{"class":1969},"ssh",[1957,2366,2367],{"class":2027}," -T",[1957,2369,2370],{"class":1972}," git@github.com\n",[343,2372,2373],{},"If things are set up correctly, you'll have to type your passphrase, touch your yubikey, then you'll receive a message\nwith your GitHub username showing you've correctly set up your new SSH key pair.\nGreat work!",[343,2375,2376,2377,2380],{},"Try it with both keys by plugging in your home key, and commenting out the mobile key line in the ",[1944,2378,2379],{},".ssh\u002Fconfig"," file.\nThen plug in your mobile key and switch to commenting out the home key file.\nBoth keys should function.",[512,2382,2384],{"id":2383},"gpg-key-tasks","GPG Key Tasks",[343,2386,2387,2388,2393,2394],{},"The steps below are adapted from a few links around the web that lay this out better than I can.\nThe first is the guide by ",[520,2389,2392],{"href":2390,"rel":2391},"https:\u002F\u002Fgithub.com\u002Fdrduh\u002FYubiKey-Guide",[784],"Dr. Doh",". The second is a nice\nset of posts by ",[520,2395,2398],{"href":2396,"rel":2397},"https:\u002F\u002Fchipsenkbeil.com\u002Fposts\u002Fapplying-gpg-and-yubikey-part-6-setting-up-yubikeys\u002F",[784],"Chip Senkbeil",[1018,2400,2402],{"id":2401},"gpg-setup-backup","GPG Setup Backup",[343,2404,2405],{},"The following commands will backup your current gpg setup to a file that can be used to restore your setup in the future.",[1949,2407,2409],{"className":1951,"code":2408,"language":1953,"meta":354,"style":354},"\ngpg --export --export-options backup --armor > pubkeys_backup.gpg\ngpg --export --armor > pubkeys.gpg\ngpg --export-secret-keys --armor > privkeys.asc\ngpg --export-secret-subkeys --armor > privkeys_sub.asc\ngpg --export-ownertrust > ownerstrust.txt\n\n",[1944,2410,2411,2415,2437,2450,2464,2478],{"__ignoreMap":354},[1957,2412,2413],{"class":1959,"line":1960},[1957,2414,1978],{"emptyLinePlaceholder":364},[1957,2416,2417,2420,2423,2426,2429,2432,2434],{"class":1959,"line":355},[1957,2418,2419],{"class":1969},"gpg",[1957,2421,2422],{"class":2027}," --export",[1957,2424,2425],{"class":2027}," --export-options",[1957,2427,2428],{"class":1972}," backup",[1957,2430,2431],{"class":2027}," --armor",[1957,2433,2305],{"class":2250},[1957,2435,2436],{"class":1972}," pubkeys_backup.gpg\n",[1957,2438,2439,2441,2443,2445,2447],{"class":1959,"line":1080},[1957,2440,2419],{"class":1969},[1957,2442,2422],{"class":2027},[1957,2444,2431],{"class":2027},[1957,2446,2305],{"class":2250},[1957,2448,2449],{"class":1972}," pubkeys.gpg\n",[1957,2451,2452,2454,2457,2459,2461],{"class":1959,"line":1981},[1957,2453,2419],{"class":1969},[1957,2455,2456],{"class":2027}," --export-secret-keys",[1957,2458,2431],{"class":2027},[1957,2460,2305],{"class":2250},[1957,2462,2463],{"class":1972}," privkeys.asc\n",[1957,2465,2466,2468,2471,2473,2475],{"class":1959,"line":1987},[1957,2467,2419],{"class":1969},[1957,2469,2470],{"class":2027}," --export-secret-subkeys",[1957,2472,2431],{"class":2027},[1957,2474,2305],{"class":2250},[1957,2476,2477],{"class":1972}," privkeys_sub.asc\n",[1957,2479,2480,2482,2485,2487],{"class":1959,"line":1997},[1957,2481,2419],{"class":1969},[1957,2483,2484],{"class":2027}," --export-ownertrust",[1957,2486,2305],{"class":2250},[1957,2488,2489],{"class":1972}," ownerstrust.txt\n",[1018,2491,2493],{"id":2492},"gpg-setup-restore","GPG Setup Restore",[343,2495,2496],{},"The following commands will restore your gpg setup from the backup files created above.",[1949,2498,2500],{"className":1951,"code":2499,"language":1953,"meta":354,"style":354},"gpg --import-options restore --import pubkeys_backup.gpg\ngpg --import pubkeys.gpg\ngpg --import privkeys.asc\ngpg --import privkeys_sub.asc\ngpg --import-ownertrust ownerstrust.txt\n\n",[1944,2501,2502,2517,2525,2533,2541],{"__ignoreMap":354},[1957,2503,2504,2506,2509,2512,2515],{"class":1959,"line":1960},[1957,2505,2419],{"class":1969},[1957,2507,2508],{"class":2027}," --import-options",[1957,2510,2511],{"class":1972}," restore",[1957,2513,2514],{"class":2027}," --import",[1957,2516,2436],{"class":1972},[1957,2518,2519,2521,2523],{"class":1959,"line":355},[1957,2520,2419],{"class":1969},[1957,2522,2514],{"class":2027},[1957,2524,2449],{"class":1972},[1957,2526,2527,2529,2531],{"class":1959,"line":1080},[1957,2528,2419],{"class":1969},[1957,2530,2514],{"class":2027},[1957,2532,2463],{"class":1972},[1957,2534,2535,2537,2539],{"class":1959,"line":1981},[1957,2536,2419],{"class":1969},[1957,2538,2514],{"class":2027},[1957,2540,2477],{"class":1972},[1957,2542,2543,2545,2548],{"class":1959,"line":1987},[1957,2544,2419],{"class":1969},[1957,2546,2547],{"class":2027}," --import-ownertrust",[1957,2549,2489],{"class":1972},[1018,2551,2553],{"id":2552},"key-and-subkey-capabilities-information","Key and Subkey Capabilities & Information",[343,2555,2556,2557,2560,2561,2564,2565,2568,2569],{},"There are 4 types of key capabilities \u002F usages: certify ",[1944,2558,2559],{},"[C]",", sign ",[1944,2562,2563],{},"[S]",", encrypt ",[1944,2566,2567],{},"[E]"," and authenticate ",[1944,2570,2571],{},"[A]",[343,2573,2574],{},"There are also 2 types of keys: master (or primary) and subkeys. This makes security and management of them easier. Master is used for creating and revoking subkeys and extending trust in general, is locked away and never expires. Subkeys are created for specific purposes and used daily, usually set to expire ( sort of like root CA and signed certs).",[343,2576,2577,2578,2581,2582,2584],{},"The master key by default has ",[1944,2579,2580],{},"[CS]"," - certify and sign. Certify is the highest power. When creating master gpg key for the first time, along with the master key, by default one subkey with ",[1944,2583,2567],{}," capability gets created. Further sub keys with capabilities as needed have to be created. Revokation certs can be created having private key AND its password. Subkeys technically are the same as master key. All keys mechanistically are the same and the difference is that subkeys are signed by your master key automatically during creation. This is sort of like certs from root CA.",[343,2586,2587,2588,2590,2591,522,2593,2595,2596,2598,2599,718],{},"Our yubikeys have 3 slots for gpg keys. one capability for ",[1944,2589,2567],{},", ",[1944,2592,2563],{},[1944,2594,2571],{}," keys and they need the specific key type there. For instance, if you select a key marked as ",[1944,2597,2563],{}," for upload it wont be visible to upload to the yubikey slot marked for ",[1944,2600,2567],{},[1018,2602,2604],{"id":2603},"types-of-files-in-your-gpg-setup","Types of Files in your GPG Setup",[1391,2606,2607,2610,2613],{},[734,2608,2609],{},"private key for master key AND each of its subkeys",[734,2611,2612],{},"public key for master key AND each of its subkeys",[734,2614,2615],{},"a list of public keys from sites\u002Ffriends\u002Fetc. (also known as public keyring)",[614,2617,2620,2630],{"className":2618,"dir":619},[617,2619],"markdown-alert-tip",[343,2621,2623,2629],{"className":2622,"dir":619},[623],[625,2624,2626],{"ariaHidden":627,"className":2625,"height":630,"viewBox":631,"width":630},[629],[633,2627],{"d":2628},"M8 1.5c-2.363 0-4 1.69-4 3.75 0 .984.424 1.625.984 2.304l.214.253c.223.264.47.556.673.848.284.411.537.896.621 1.49a.75.75 0 0 1-1.484.211c-.04-.282-.163-.547-.37-.847a8.456 8.456 0 0 0-.542-.68c-.084-.1-.173-.205-.268-.32C3.201 7.75 2.5 6.766 2.5 5.25 2.5 2.31 4.863 0 8 0s5.5 2.31 5.5 5.25c0 1.516-.701 2.5-1.328 3.259-.095.115-.184.22-.268.319-.207.245-.383.453-.541.681-.208.3-.33.565-.37.847a.751.751 0 0 1-1.485-.212c.084-.593.337-1.078.621-1.489.203-.292.45-.584.673-.848.075-.088.147-.173.213-.253.561-.679.985-1.32.985-2.304 0-2.06-1.637-3.75-4-3.75ZM5.75 12h4.5a.75.75 0 0 1 0 1.5h-4.5a.75.75 0 0 1 0-1.5ZM6 15.25a.75.75 0 0 1 .75-.75h2.5a.75.75 0 0 1 0 1.5h-2.5a.75.75 0 0 1-.75-.75Z","TIP",[343,2631,2632,2633,2637],{},"\ne.g. if you want to send me an encrypted email you need my public key. You can download from public keyserver like ",[520,2634,2635],{"href":2635,"rel":2636},"https:\u002F\u002Fkeyserver.ubuntu.com",[784]," if you trust one. They will keep accumulating locally.",[1391,2639,2640],{"start":1981},[734,2641,2642],{},"ownerstrust list, i.e. what level of trust you give to each public key:",[731,2644,2645,2648,2651,2654,2657],{},[734,2646,2647],{},"unknown (default)",[734,2649,2650],{},"undefined",[734,2652,2653],{},"never",[734,2655,2656],{},"marginal",[734,2658,2659],{},"ultimate (only for your own key really)",[1391,2661,2662],{"start":1987},[734,2663,2664,2665,2668],{},"lots of local metadata (signatures, user attributes etc.) This is what ",[1944,2666,2667],{},"--export-options backup"," is for. This enables complete restore of gpg state to another machine.",[1018,2670,2672],{"id":2671},"steps-to-create-configure-and-upload-gpg-to-your-yubikey","Steps to Create, Configure, and Upload GPG to your Yubikey",[1949,2674,2676],{"className":1951,"code":2675,"language":1953,"meta":354,"style":354},"\n# create or import gpg master key. use rsa 4096 bit\ngpg --full-generate-key\n\n# list all your private keys. you can skip format long and keygrip but its useful if you're messing around with keys\ngpg --list-secret-keys --keyid-format=long --with-keygrip\ngpg -K --keyid-format=long --with-keygrip\n\n# list all your public keys (note you may not have private keys for all of those, its ok, thats what asymmetric encryption is for)\ngpg --list-keys --keyid-format=long --with-keygrip\ngpg -k --keyid-format=long --with-keygrip\n\n# ...the fun part. creating keys\ngpg --expert --edit-key \u003Clong key ID from step 2>. need private key to generate keys off an existing one\n\n# see below for the options for this interactive mode\n",[1944,2677,2678,2682,2687,2694,2698,2703,2716,2727,2731,2736,2747,2758,2762,2768,2831,2836],{"__ignoreMap":354},[1957,2679,2680],{"class":1959,"line":1960},[1957,2681,1978],{"emptyLinePlaceholder":364},[1957,2683,2684],{"class":1959,"line":355},[1957,2685,2686],{"class":1963},"# create or import gpg master key. use rsa 4096 bit\n",[1957,2688,2689,2691],{"class":1959,"line":1080},[1957,2690,2419],{"class":1969},[1957,2692,2693],{"class":2027}," --full-generate-key\n",[1957,2695,2696],{"class":1959,"line":1981},[1957,2697,1978],{"emptyLinePlaceholder":364},[1957,2699,2700],{"class":1959,"line":1987},[1957,2701,2702],{"class":1963},"# list all your private keys. you can skip format long and keygrip but its useful if you're messing around with keys\n",[1957,2704,2705,2707,2710,2713],{"class":1959,"line":1997},[1957,2706,2419],{"class":1969},[1957,2708,2709],{"class":2027}," --list-secret-keys",[1957,2711,2712],{"class":2027}," --keyid-format=long",[1957,2714,2715],{"class":2027}," --with-keygrip\n",[1957,2717,2718,2720,2723,2725],{"class":1959,"line":2002},[1957,2719,2419],{"class":1969},[1957,2721,2722],{"class":2027}," -K",[1957,2724,2712],{"class":2027},[1957,2726,2715],{"class":2027},[1957,2728,2729],{"class":1959,"line":2008},[1957,2730,1978],{"emptyLinePlaceholder":364},[1957,2732,2733],{"class":1959,"line":2014},[1957,2734,2735],{"class":1963},"# list all your public keys (note you may not have private keys for all of those, its ok, thats what asymmetric encryption is for)\n",[1957,2737,2738,2740,2743,2745],{"class":1959,"line":2034},[1957,2739,2419],{"class":1969},[1957,2741,2742],{"class":2027}," --list-keys",[1957,2744,2712],{"class":2027},[1957,2746,2715],{"class":2027},[1957,2748,2749,2751,2754,2756],{"class":1959,"line":2039},[1957,2750,2419],{"class":1969},[1957,2752,2753],{"class":2027}," -k",[1957,2755,2712],{"class":2027},[1957,2757,2715],{"class":2027},[1957,2759,2760],{"class":1959,"line":2045},[1957,2761,1978],{"emptyLinePlaceholder":364},[1957,2763,2765],{"class":1959,"line":2764},13,[1957,2766,2767],{"class":1963},"# ...the fun part. creating keys\n",[1957,2769,2771,2773,2776,2779,2782,2785,2788,2791,2794,2797,2800,2802,2805,2808,2810,2813,2816,2819,2822,2825,2828],{"class":1959,"line":2770},14,[1957,2772,2419],{"class":1969},[1957,2774,2775],{"class":2027}," --expert",[1957,2777,2778],{"class":2027}," --edit-key",[1957,2780,2781],{"class":2250}," \u003C",[1957,2783,2784],{"class":1972},"long",[1957,2786,2787],{"class":1972}," key",[1957,2789,2790],{"class":1972}," ID",[1957,2792,2793],{"class":1972}," from",[1957,2795,2796],{"class":1972}," step",[1957,2798,2799],{"class":2250}," 2>",[1957,2801,718],{"class":1972},[1957,2803,2804],{"class":1972}," need",[1957,2806,2807],{"class":1972}," private",[1957,2809,2787],{"class":1972},[1957,2811,2812],{"class":1972}," to",[1957,2814,2815],{"class":1972}," generate",[1957,2817,2818],{"class":1972}," keys",[1957,2820,2821],{"class":1972}," off",[1957,2823,2824],{"class":1972}," an",[1957,2826,2827],{"class":1972}," existing",[1957,2829,2830],{"class":1972}," one\n",[1957,2832,2834],{"class":1959,"line":2833},15,[1957,2835,1978],{"emptyLinePlaceholder":364},[1957,2837,2839],{"class":1959,"line":2838},16,[1957,2840,2841],{"class":1963},"# see below for the options for this interactive mode\n",[614,2843,2845,2853,2856,2859,2864],{"className":2844,"dir":619},[617,618],[343,2846,2848,636],{"className":2847,"dir":619},[623],[625,2849,2851],{"ariaHidden":627,"className":2850,"height":630,"viewBox":631,"width":630},[629],[633,2852],{"d":635},[343,2854,2855],{},"\nAfter the above commands, you have a bunch of options.",[343,2857,2858],{},"Type help for details. To generate subkeys, follow:",[343,2860,2861],{},[1944,2862,2863],{},"- addkey -> [select type] -> toggle capabilities if custom -> always go for rsa 4096 -> enter all details pwd, expiry etc.",[343,2865,2866,2867,2870],{},"ALWAYS type ",[1944,2868,2869],{},"save"," at the end",[2872,2873,2875],"h4",{"id":2874},"load-the-keys-onto-the-yubikey","Load the Keys Onto the Yubikey",[1949,2877,2879],{"className":1951,"code":2878,"language":1953,"meta":354,"style":354},"\n# plug in the yubikey and if on ubuntu\nsudo apt install yubikey-manager gnupg2 gnupg gnupg-agent scdaemon pcscd\n\n# check yubikey status\ngpg --card-status\n\n# Change gpg pins on the yubi. default PIN is 123456,\n# default admin PIN is 12345678, default reset code is\n# empty. user and admin is all you need to set. I have mine the same.\n# minimum length is 6 for user, 8 for admin\n# first enter old, default pin, press enter, then enter new-pin\n# pin, press enter, new pin again, press enter and wait\ngpg --command-fd=0 --pinentry-mode=loopback --change-pin\n# remove and reinsert yubi\n\n# If you ever screw up the gpg config on the yubikey not to worry. to\n# reset: (it will remove all gpg keys and reset pins to default). Don't worry\n# it wont remove your fido\u002Fssh\u002Fopt registrations, just gpg...\nykman openpgp reset\n\n# By default you have 3 failed retries before all gpg data gets wiped off the\n# yubikey. To change this to 5: (it changes for user pin, admin pin and reset\n# code respectively)\nykman openpgp access set-retries 5 5 5 -f -a \\\u003Cyour pin here without quotes\\>\n\n# Onto the fiddly part. Load the keys onto the yubikey\ngpg --command-fd=0 --pinentry-mode=loopback --edit-key \\\u003Cyour long master privatey key ID>\n\n# Now you wont get any feedback from the commands and the keyboard will appear\n# frozen. Unless it is throwing an error or a message it's working and\n# give it a few moments. Don't spam enter either as it will accept\n# the next input (for which there will be no prompt). This is fiddly AF!\nKey 1\n# there should be a \\* next to the key you are about to upload)\n\nkeytocard\n\n# select slot number to which upload (e.g. 1)\n\n# type your admin PIN\n\n# press enter and WAIT patiently a minute or so -> DO NOT\n# save if you want to keep the key locally for further use.\n# Best to type 'quit'.\n\n",[1944,2880,2881,2885,2890,2919,2923,2928,2935,2939,2944,2949,2954,2959,2964,2969,2982,2987,2991,2997,3003,3009,3020,3025,3031,3037,3043,3091,3096,3102,3136,3141,3147,3153,3159,3165,3174,3180,3185,3191,3196,3202,3207,3213,3218,3224,3230],{"__ignoreMap":354},[1957,2882,2883],{"class":1959,"line":1960},[1957,2884,1978],{"emptyLinePlaceholder":364},[1957,2886,2887],{"class":1959,"line":355},[1957,2888,2889],{"class":1963},"# plug in the yubikey and if on ubuntu\n",[1957,2891,2892,2895,2898,2901,2904,2907,2910,2913,2916],{"class":1959,"line":1080},[1957,2893,2894],{"class":1969},"sudo",[1957,2896,2897],{"class":1972}," apt",[1957,2899,2900],{"class":1972}," install",[1957,2902,2903],{"class":1972}," yubikey-manager",[1957,2905,2906],{"class":1972}," gnupg2",[1957,2908,2909],{"class":1972}," gnupg",[1957,2911,2912],{"class":1972}," gnupg-agent",[1957,2914,2915],{"class":1972}," scdaemon",[1957,2917,2918],{"class":1972}," pcscd\n",[1957,2920,2921],{"class":1959,"line":1981},[1957,2922,1978],{"emptyLinePlaceholder":364},[1957,2924,2925],{"class":1959,"line":1987},[1957,2926,2927],{"class":1963},"# check yubikey status\n",[1957,2929,2930,2932],{"class":1959,"line":1997},[1957,2931,2419],{"class":1969},[1957,2933,2934],{"class":2027}," --card-status\n",[1957,2936,2937],{"class":1959,"line":2002},[1957,2938,1978],{"emptyLinePlaceholder":364},[1957,2940,2941],{"class":1959,"line":2008},[1957,2942,2943],{"class":1963},"# Change gpg pins on the yubi. default PIN is 123456,\n",[1957,2945,2946],{"class":1959,"line":2014},[1957,2947,2948],{"class":1963},"# default admin PIN is 12345678, default reset code is\n",[1957,2950,2951],{"class":1959,"line":2034},[1957,2952,2953],{"class":1963},"# empty. user and admin is all you need to set. I have mine the same.\n",[1957,2955,2956],{"class":1959,"line":2039},[1957,2957,2958],{"class":1963},"# minimum length is 6 for user, 8 for admin\n",[1957,2960,2961],{"class":1959,"line":2045},[1957,2962,2963],{"class":1963},"# first enter old, default pin, press enter, then enter new-pin\n",[1957,2965,2966],{"class":1959,"line":2764},[1957,2967,2968],{"class":1963},"# pin, press enter, new pin again, press enter and wait\n",[1957,2970,2971,2973,2976,2979],{"class":1959,"line":2770},[1957,2972,2419],{"class":1969},[1957,2974,2975],{"class":2027}," --command-fd=0",[1957,2977,2978],{"class":2027}," --pinentry-mode=loopback",[1957,2980,2981],{"class":2027}," --change-pin\n",[1957,2983,2984],{"class":1959,"line":2833},[1957,2985,2986],{"class":1963},"# remove and reinsert yubi\n",[1957,2988,2989],{"class":1959,"line":2838},[1957,2990,1978],{"emptyLinePlaceholder":364},[1957,2992,2994],{"class":1959,"line":2993},17,[1957,2995,2996],{"class":1963},"# If you ever screw up the gpg config on the yubikey not to worry. to\n",[1957,2998,3000],{"class":1959,"line":2999},18,[1957,3001,3002],{"class":1963},"# reset: (it will remove all gpg keys and reset pins to default). Don't worry\n",[1957,3004,3006],{"class":1959,"line":3005},19,[1957,3007,3008],{"class":1963},"# it wont remove your fido\u002Fssh\u002Fopt registrations, just gpg...\n",[1957,3010,3012,3014,3017],{"class":1959,"line":3011},20,[1957,3013,1946],{"class":1969},[1957,3015,3016],{"class":1972}," openpgp",[1957,3018,3019],{"class":1972}," reset\n",[1957,3021,3023],{"class":1959,"line":3022},21,[1957,3024,1978],{"emptyLinePlaceholder":364},[1957,3026,3028],{"class":1959,"line":3027},22,[1957,3029,3030],{"class":1963},"# By default you have 3 failed retries before all gpg data gets wiped off the\n",[1957,3032,3034],{"class":1959,"line":3033},23,[1957,3035,3036],{"class":1963},"# yubikey. To change this to 5: (it changes for user pin, admin pin and reset\n",[1957,3038,3040],{"class":1959,"line":3039},24,[1957,3041,3042],{"class":1963},"# code respectively)\n",[1957,3044,3046,3048,3050,3052,3055,3059,3061,3063,3066,3069,3073,3076,3079,3082,3085,3088],{"class":1959,"line":3045},25,[1957,3047,1946],{"class":1969},[1957,3049,3016],{"class":1972},[1957,3051,2021],{"class":1972},[1957,3053,3054],{"class":1972}," set-retries",[1957,3056,3058],{"class":3057},"sflej"," 5",[1957,3060,3058],{"class":3057},[1957,3062,3058],{"class":3057},[1957,3064,3065],{"class":2027}," -f",[1957,3067,3068],{"class":2027}," -a",[1957,3070,3072],{"class":3071},"sTQ0C"," \\\u003C",[1957,3074,3075],{"class":1972},"your",[1957,3077,3078],{"class":1972}," pin",[1957,3080,3081],{"class":1972}," here",[1957,3083,3084],{"class":1972}," without",[1957,3086,3087],{"class":1972}," quotes",[1957,3089,3090],{"class":3071},"\\>\n",[1957,3092,3094],{"class":1959,"line":3093},26,[1957,3095,1978],{"emptyLinePlaceholder":364},[1957,3097,3099],{"class":1959,"line":3098},27,[1957,3100,3101],{"class":1963},"# Onto the fiddly part. Load the keys onto the yubikey\n",[1957,3103,3105,3107,3109,3111,3113,3115,3117,3120,3123,3126,3128,3131,3134],{"class":1959,"line":3104},28,[1957,3106,2419],{"class":1969},[1957,3108,2975],{"class":2027},[1957,3110,2978],{"class":2027},[1957,3112,2778],{"class":2027},[1957,3114,3072],{"class":3071},[1957,3116,3075],{"class":1972},[1957,3118,3119],{"class":1972}," long",[1957,3121,3122],{"class":1972}," master",[1957,3124,3125],{"class":1972}," privatey",[1957,3127,2787],{"class":1972},[1957,3129,3130],{"class":1972}," I",[1957,3132,3133],{"class":2257},"D",[1957,3135,2261],{"class":2250},[1957,3137,3139],{"class":1959,"line":3138},29,[1957,3140,1978],{"emptyLinePlaceholder":364},[1957,3142,3144],{"class":1959,"line":3143},30,[1957,3145,3146],{"class":1963},"# Now you wont get any feedback from the commands and the keyboard will appear\n",[1957,3148,3150],{"class":1959,"line":3149},31,[1957,3151,3152],{"class":1963},"# frozen. Unless it is throwing an error or a message it's working and\n",[1957,3154,3156],{"class":1959,"line":3155},32,[1957,3157,3158],{"class":1963},"# give it a few moments. Don't spam enter either as it will accept\n",[1957,3160,3162],{"class":1959,"line":3161},33,[1957,3163,3164],{"class":1963},"# the next input (for which there will be no prompt). This is fiddly AF!\n",[1957,3166,3168,3171],{"class":1959,"line":3167},34,[1957,3169,3170],{"class":1969},"Key",[1957,3172,3173],{"class":3057}," 1\n",[1957,3175,3177],{"class":1959,"line":3176},35,[1957,3178,3179],{"class":1963},"# there should be a \\* next to the key you are about to upload)\n",[1957,3181,3183],{"class":1959,"line":3182},36,[1957,3184,1978],{"emptyLinePlaceholder":364},[1957,3186,3188],{"class":1959,"line":3187},37,[1957,3189,3190],{"class":1969},"keytocard\n",[1957,3192,3194],{"class":1959,"line":3193},38,[1957,3195,1978],{"emptyLinePlaceholder":364},[1957,3197,3199],{"class":1959,"line":3198},39,[1957,3200,3201],{"class":1963},"# select slot number to which upload (e.g. 1)\n",[1957,3203,3205],{"class":1959,"line":3204},40,[1957,3206,1978],{"emptyLinePlaceholder":364},[1957,3208,3210],{"class":1959,"line":3209},41,[1957,3211,3212],{"class":1963},"# type your admin PIN\n",[1957,3214,3216],{"class":1959,"line":3215},42,[1957,3217,1978],{"emptyLinePlaceholder":364},[1957,3219,3221],{"class":1959,"line":3220},43,[1957,3222,3223],{"class":1963},"# press enter and WAIT patiently a minute or so -> DO NOT\n",[1957,3225,3227],{"class":1959,"line":3226},44,[1957,3228,3229],{"class":1963},"# save if you want to keep the key locally for further use.\n",[1957,3231,3233],{"class":1959,"line":3232},45,[1957,3234,3235],{"class":1963},"# Best to type 'quit'.\n",[343,3237,3238,3239,3244],{},"If you press save at this point it will MOVE the private key (i.e. delete locally) to yubi. Do a backup of the private key before. you can then restore private from backup and move again the same key to another yubi. Or just type quit and exit without saving. It will still have uplodaded the key onto the Yubikey. See ",[520,3240,3243],{"href":3241,"rel":3242},"https:\u002F\u002Flists.gnupg.org\u002Fpipermail\u002Fgnupg-users\u002F2016-July\u002F056353.html",[784],"this link "," for more details.",[343,3246,3247,3248,3251,3252,650,3255,3258,3259,3262],{},"At this stage if the private keys (listed via ",[1944,3249,3250],{},"gpg -K",") have any symbol next to them like ",[1944,3253,3254],{},"#",[1944,3256,3257],{},">",", e.g. ",[1944,3260,3261],{},"ssb>"," they are unusable and need reimporting.",[343,3264,3265,3266,3269],{},"Do ",[1944,3267,3268],{},"gpg --card-status"," and you should see the newly uploaded key. Repeat for other capability keys as needed.",[1949,3271,3273],{"className":1951,"code":3272,"language":1953,"meta":354,"style":354},"\n# verify signatures with\necho \"test message string\" | gpg --armor --clearsign > signed.txt\ngpg --verify signed.txt\n\n# set yubikey to require magic touch before activating gpg capabilities:\nykman openpgp keys set-touch sig on\nykman openpgp keys set-touch enc on\n# NOTE: this might be \"ykman openpgp keys set-touch dec on\" depending on system\n\nykman openpgp keys set-touch aut on\n# upload public key of the signing subkey to github, or public of the master key used to create it\n",[1944,3274,3275,3279,3284,3309,3318,3322,3327,3344,3359,3364,3368,3383],{"__ignoreMap":354},[1957,3276,3277],{"class":1959,"line":1960},[1957,3278,1978],{"emptyLinePlaceholder":364},[1957,3280,3281],{"class":1959,"line":355},[1957,3282,3283],{"class":1963},"# verify signatures with\n",[1957,3285,3286,3290,3293,3296,3299,3301,3304,3306],{"class":1959,"line":1080},[1957,3287,3289],{"class":3288},"sRm-i","echo",[1957,3291,3292],{"class":1972}," \"test message string\"",[1957,3294,3295],{"class":2250}," |",[1957,3297,3298],{"class":1969}," gpg",[1957,3300,2431],{"class":2027},[1957,3302,3303],{"class":2027}," --clearsign",[1957,3305,2305],{"class":2250},[1957,3307,3308],{"class":1972}," signed.txt\n",[1957,3310,3311,3313,3316],{"class":1959,"line":1981},[1957,3312,2419],{"class":1969},[1957,3314,3315],{"class":2027}," --verify",[1957,3317,3308],{"class":1972},[1957,3319,3320],{"class":1959,"line":1987},[1957,3321,1978],{"emptyLinePlaceholder":364},[1957,3323,3324],{"class":1959,"line":1997},[1957,3325,3326],{"class":1963},"# set yubikey to require magic touch before activating gpg capabilities:\n",[1957,3328,3329,3331,3333,3335,3338,3341],{"class":1959,"line":2002},[1957,3330,1946],{"class":1969},[1957,3332,3016],{"class":1972},[1957,3334,2818],{"class":1972},[1957,3336,3337],{"class":1972}," set-touch",[1957,3339,3340],{"class":1972}," sig",[1957,3342,3343],{"class":1972}," on\n",[1957,3345,3346,3348,3350,3352,3354,3357],{"class":1959,"line":2008},[1957,3347,1946],{"class":1969},[1957,3349,3016],{"class":1972},[1957,3351,2818],{"class":1972},[1957,3353,3337],{"class":1972},[1957,3355,3356],{"class":1972}," enc",[1957,3358,3343],{"class":1972},[1957,3360,3361],{"class":1959,"line":2014},[1957,3362,3363],{"class":1963},"# NOTE: this might be \"ykman openpgp keys set-touch dec on\" depending on system\n",[1957,3365,3366],{"class":1959,"line":2034},[1957,3367,1978],{"emptyLinePlaceholder":364},[1957,3369,3370,3372,3374,3376,3378,3381],{"class":1959,"line":2039},[1957,3371,1946],{"class":1969},[1957,3373,3016],{"class":1972},[1957,3375,2818],{"class":1972},[1957,3377,3337],{"class":1972},[1957,3379,3380],{"class":1972}," aut",[1957,3382,3343],{"class":1972},[1957,3384,3385],{"class":1959,"line":2045},[1957,3386,3387],{"class":1963},"# upload public key of the signing subkey to github, or public of the master key used to create it\n",[343,3389,3390],{},"Finally, some config and enable signing commits by default on the machine",[1949,3392,3394],{"className":1951,"code":3393,"language":1953,"meta":354,"style":354},"git config --global gpg.program 'path_to_gpg_executable'\ngit config --global user.signingkey \u003Cyour pubkey ID without quotes>\ngit config --global commit.gpgsign true\n",[1944,3395,3396,3412,3442],{"__ignoreMap":354},[1957,3397,3398,3401,3403,3406,3409],{"class":1959,"line":1960},[1957,3399,3400],{"class":1969},"git",[1957,3402,2086],{"class":1972},[1957,3404,3405],{"class":2027}," --global",[1957,3407,3408],{"class":1972}," gpg.program",[1957,3410,3411],{"class":1972}," 'path_to_gpg_executable'\n",[1957,3413,3414,3416,3418,3420,3423,3425,3427,3430,3432,3434,3437,3440],{"class":1959,"line":355},[1957,3415,3400],{"class":1969},[1957,3417,2086],{"class":1972},[1957,3419,3405],{"class":2027},[1957,3421,3422],{"class":1972}," user.signingkey",[1957,3424,2781],{"class":2250},[1957,3426,3075],{"class":1972},[1957,3428,3429],{"class":1972}," pubkey",[1957,3431,2790],{"class":1972},[1957,3433,3084],{"class":1972},[1957,3435,3436],{"class":1972}," quote",[1957,3438,3439],{"class":2257},"s",[1957,3441,2261],{"class":2250},[1957,3443,3444,3446,3448,3450,3453],{"class":1959,"line":1080},[1957,3445,3400],{"class":1969},[1957,3447,2086],{"class":1972},[1957,3449,3405],{"class":2027},[1957,3451,3452],{"class":1972}," commit.gpgsign",[1957,3454,3455],{"class":3057}," true\n",[343,3457,3458],{},"For command 2 make sure you use the signing subkey ID that is on the yubikey device. List them by gpg --list-secret-keys --keyid-format LONG",[343,3460,3461],{},"Now you only need to have PUBLIC key available locally while private is always on the yubi. So you can be on entirely untrusted machine, put public key there and still login to github and sign commits securely as long as yubikey is plugged in.",[343,3463,3464],{},"Good idea to reboot the machine now.",[614,3466,3469,3479],{"className":3467,"dir":619},[617,3468],"markdown-alert-warning",[343,3470,3472,3478],{"className":3471,"dir":619},[623],[625,3473,3475],{"ariaHidden":627,"className":3474,"height":630,"viewBox":631,"width":630},[629],[633,3476],{"d":3477},"M6.457 1.047c.659-1.234 2.427-1.234 3.086 0l6.082 11.378A1.75 1.75 0 0 1 14.082 15H1.918a1.75 1.75 0 0 1-1.543-2.575Zm1.763.707a.25.25 0 0 0-.44 0L1.698 13.132a.25.25 0 0 0 .22.368h12.164a.25.25 0 0 0 .22-.368Zm.53 3.996v2.5a.75.75 0 0 1-1.5 0v-2.5a.75.75 0 0 1 1.5 0ZM9 11a1 1 0 1 1-2 0 1 1 0 0 1 2 0Z","WARNING",[343,3480,3481],{},"\nIf you are commiting from the command line, it will ask you for USER PIN first, then seemingly stall as it waits for yubikey to be touched (if configured). There will be no prompt on the screen to touch the yubi, just the key physically flashing. The behavior may be different in different terminals, systems, or IDEs.",[512,3483,3485],{"id":3484},"updating-expired-or-expiring-subkeys","Updating Expired or Expiring Subkeys",[343,3487,3488,3489,3494],{},"After a period of time, your subkeys on the yubikey will\nexpire requiring you to extend them or replace them.\nThis is detailed partially in the ",[520,3490,3493],{"href":3491,"rel":3492},"https:\u002F\u002Fgithub.com\u002Fdrduh\u002FYubiKey-Guide#updating-keys",[784],"Dr. Duh"," article\nreferenced above. I'm including steps here to help make\nthings quicker next time I need to make an expiration\nupdate.",[1391,3496,3497,3500,3503],{},[734,3498,3499],{},"Retrieve and unencrypt your master key files from the\nsafe and encrypted location.",[734,3501,3502],{},"Copy the contents of the encrypted folder into a\ntemporary folder locally. (e.g. \u002Ftmp\u002Fasdf)",[734,3504,3505,3506,3509],{},"Update the subkey expiration dates. You'll need to\npass in an environment variable to ensure gpg works\nfrom the keyring from your encypted folder (now\ncopied to a temporary folder). If you run the\ncommands below without the ",[1944,3507,3508],{},"GNUPGHOME"," variable set,\nyou will likely get an error about the secret key not\nbeing available as it isn't inlcluded in our\ncomputer's root keyring.",[1949,3511,3513],{"className":1951,"code":3512,"language":1953,"meta":354,"style":354},"# inspect keys in the temporary keyring\nGNUPGHOME=\u002Ftmp\u002Fgnupg-temp gpg -K --with-subkey-fingerprint --list-options=show-unusable-subkey\n\n# update expiration of the subkeys\nGNUPGHOME=\u002Ftmp\u002Fgnupg-temp gpg --expert --edit-key \u003Cemail\nor keyid>\n# use the `key` command to select the subkey to update\nkey 1\n\n# set the expiration date\nexpire\n1y # or another length of time\n\n# set the other keys using key 1 to deselect and key 2\n# to select the next.  look for the `*` to know which\n# keys are selected\nkey 1\nkey 2\n\n# save changes\nquit # then y to save\n\n",[1944,3514,3515,3520,3540,3544,3549,3568,3581,3586,3593,3597,3602,3607,3615,3619,3624,3629,3634,3640,3647,3651,3656],{"__ignoreMap":354},[1957,3516,3517],{"class":1959,"line":1960},[1957,3518,3519],{"class":1963},"# inspect keys in the temporary keyring\n",[1957,3521,3522,3524,3527,3530,3532,3534,3537],{"class":1959,"line":355},[1957,3523,3508],{"class":2308},[1957,3525,3526],{"class":2250},"=",[1957,3528,3529],{"class":1972},"\u002Ftmp\u002Fgnupg-temp",[1957,3531,3298],{"class":1969},[1957,3533,2722],{"class":2027},[1957,3535,3536],{"class":2027}," --with-subkey-fingerprint",[1957,3538,3539],{"class":2027}," --list-options=show-unusable-subkey\n",[1957,3541,3542],{"class":1959,"line":1080},[1957,3543,1978],{"emptyLinePlaceholder":364},[1957,3545,3546],{"class":1959,"line":1981},[1957,3547,3548],{"class":1963},"# update expiration of the subkeys\n",[1957,3550,3551,3553,3555,3557,3559,3561,3563,3565],{"class":1959,"line":1987},[1957,3552,3508],{"class":2308},[1957,3554,3526],{"class":2250},[1957,3556,3529],{"class":1972},[1957,3558,3298],{"class":1969},[1957,3560,2775],{"class":2027},[1957,3562,2778],{"class":2027},[1957,3564,2781],{"class":2250},[1957,3566,3567],{"class":1972},"email\n",[1957,3569,3570,3573,3576,3579],{"class":1959,"line":1997},[1957,3571,3572],{"class":1969},"or",[1957,3574,3575],{"class":1972}," keyi",[1957,3577,3578],{"class":2257},"d",[1957,3580,2261],{"class":2250},[1957,3582,3583],{"class":1959,"line":2002},[1957,3584,3585],{"class":1963},"# use the `key` command to select the subkey to update\n",[1957,3587,3588,3591],{"class":1959,"line":2008},[1957,3589,3590],{"class":1969},"key",[1957,3592,3173],{"class":3057},[1957,3594,3595],{"class":1959,"line":2014},[1957,3596,1978],{"emptyLinePlaceholder":364},[1957,3598,3599],{"class":1959,"line":2034},[1957,3600,3601],{"class":1963},"# set the expiration date\n",[1957,3603,3604],{"class":1959,"line":2039},[1957,3605,3606],{"class":1969},"expire\n",[1957,3608,3609,3612],{"class":1959,"line":2045},[1957,3610,3611],{"class":1969},"1y",[1957,3613,3614],{"class":1963}," # or another length of time\n",[1957,3616,3617],{"class":1959,"line":2764},[1957,3618,1978],{"emptyLinePlaceholder":364},[1957,3620,3621],{"class":1959,"line":2770},[1957,3622,3623],{"class":1963},"# set the other keys using key 1 to deselect and key 2\n",[1957,3625,3626],{"class":1959,"line":2833},[1957,3627,3628],{"class":1963},"# to select the next.  look for the `*` to know which\n",[1957,3630,3631],{"class":1959,"line":2838},[1957,3632,3633],{"class":1963},"# keys are selected\n",[1957,3635,3636,3638],{"class":1959,"line":2993},[1957,3637,3590],{"class":1969},[1957,3639,3173],{"class":3057},[1957,3641,3642,3644],{"class":1959,"line":2999},[1957,3643,3590],{"class":1969},[1957,3645,3646],{"class":3057}," 2\n",[1957,3648,3649],{"class":1959,"line":3005},[1957,3650,1978],{"emptyLinePlaceholder":364},[1957,3652,3653],{"class":1959,"line":3011},[1957,3654,3655],{"class":1963},"# save changes\n",[1957,3657,3658,3660],{"class":1959,"line":3022},[1957,3659,449],{"class":1969},[1957,3661,3662],{"class":1963}," # then y to save\n",[1391,3664,3665],{"start":1981},[734,3666,3667],{},"The public key for the top-level certify key (with the\nsubkeys under it) now includes the updated subkey\nexpiration dates. We need to export it to a\ntemporary location.",[1949,3669,3671],{"className":1951,"code":3670,"language":1953,"meta":354,"style":354},"# export the updated public key to a local folder\n# note we're using the environment variable to ensure\n# we're using the keyring from the temporary folder\nGNUPGHOME=\u002Ftmp\u002Fgnupg-temp gpg --armor --export \u003Ccertify keyid>| sudo tee \u002Fhome\u002Fjosh\u002FDocuments\u002Fpublickey_23Sep2024.pub.asc\n\n# import this key to your root keyring to update the\n# details and expiration dates of the subkeys.\n# note we're no longer using the environment variable to\n# target the root keyring\ngpg --import \u002Fhome\u002Fjosh\u002FDocuments\u002Fpublickey_23Sep2024.pub.asc\n\n# if everything goes correctly you'll see output similar\n# to this:\ngpg: key 0x\u003Ckeyid>: \"Josh Haines \u003CJosh@JoshHaines.com>\" 3 new signatures\ngpg: Total number processed: 1\ngpg:         new signatures: 3\n",[1944,3672,3673,3678,3683,3688,3723,3727,3732,3737,3742,3747,3755,3759,3764,3769,3803,3818],{"__ignoreMap":354},[1957,3674,3675],{"class":1959,"line":1960},[1957,3676,3677],{"class":1963},"# export the updated public key to a local folder\n",[1957,3679,3680],{"class":1959,"line":355},[1957,3681,3682],{"class":1963},"# note we're using the environment variable to ensure\n",[1957,3684,3685],{"class":1959,"line":1080},[1957,3686,3687],{"class":1963},"# we're using the keyring from the temporary folder\n",[1957,3689,3690,3692,3694,3696,3698,3700,3702,3704,3707,3709,3711,3714,3717,3720],{"class":1959,"line":1981},[1957,3691,3508],{"class":2308},[1957,3693,3526],{"class":2250},[1957,3695,3529],{"class":1972},[1957,3697,3298],{"class":1969},[1957,3699,2431],{"class":2027},[1957,3701,2422],{"class":2027},[1957,3703,2781],{"class":2250},[1957,3705,3706],{"class":1972},"certify",[1957,3708,3575],{"class":1972},[1957,3710,3578],{"class":2257},[1957,3712,3713],{"class":2250},">|",[1957,3715,3716],{"class":1969}," sudo",[1957,3718,3719],{"class":1972}," tee",[1957,3721,3722],{"class":1972}," \u002Fhome\u002Fjosh\u002FDocuments\u002Fpublickey_23Sep2024.pub.asc\n",[1957,3724,3725],{"class":1959,"line":1987},[1957,3726,1978],{"emptyLinePlaceholder":364},[1957,3728,3729],{"class":1959,"line":1997},[1957,3730,3731],{"class":1963},"# import this key to your root keyring to update the\n",[1957,3733,3734],{"class":1959,"line":2002},[1957,3735,3736],{"class":1963},"# details and expiration dates of the subkeys.\n",[1957,3738,3739],{"class":1959,"line":2008},[1957,3740,3741],{"class":1963},"# note we're no longer using the environment variable to\n",[1957,3743,3744],{"class":1959,"line":2014},[1957,3745,3746],{"class":1963},"# target the root keyring\n",[1957,3748,3749,3751,3753],{"class":1959,"line":2034},[1957,3750,2419],{"class":1969},[1957,3752,2514],{"class":2027},[1957,3754,3722],{"class":1972},[1957,3756,3757],{"class":1959,"line":2039},[1957,3758,1978],{"emptyLinePlaceholder":364},[1957,3760,3761],{"class":1959,"line":2045},[1957,3762,3763],{"class":1963},"# if everything goes correctly you'll see output similar\n",[1957,3765,3766],{"class":1959,"line":2764},[1957,3767,3768],{"class":1963},"# to this:\n",[1957,3770,3771,3774,3776,3779,3781,3784,3786,3788,3791,3794,3797,3800],{"class":1959,"line":2770},[1957,3772,3773],{"class":1969},"gpg:",[1957,3775,2787],{"class":1972},[1957,3777,3778],{"class":1972}," 0x",[1957,3780,2251],{"class":2250},[1957,3782,3783],{"class":1972},"keyi",[1957,3785,3578],{"class":2257},[1957,3787,3257],{"class":2250},[1957,3789,3790],{"class":1972},":",[1957,3792,3793],{"class":1972}," \"Josh Haines \u003CJosh@JoshHaines.com>\"",[1957,3795,3796],{"class":3057}," 3",[1957,3798,3799],{"class":1972}," new",[1957,3801,3802],{"class":1972}," signatures\n",[1957,3804,3805,3807,3810,3813,3816],{"class":1959,"line":2833},[1957,3806,3773],{"class":1969},[1957,3808,3809],{"class":1972}," Total",[1957,3811,3812],{"class":1972}," number",[1957,3814,3815],{"class":1972}," processed:",[1957,3817,3173],{"class":3057},[1957,3819,3820,3822,3825,3828],{"class":1959,"line":2838},[1957,3821,3773],{"class":1969},[1957,3823,3824],{"class":1972},"         new",[1957,3826,3827],{"class":1972}," signatures:",[1957,3829,3830],{"class":3057}," 3\n",[1391,3832,3833],{"start":1987},[734,3834,3835],{},"Send the updated public key to the public\nkeyserver(s) of your choice.",[1949,3837,3839],{"className":1951,"code":3838,"language":1953,"meta":354,"style":354},"gpg --send-key \u003Ckeyid>\n\n# to choose a keyserver, you can pass in the address  I\n# tend to use these three:\ngpg --keyserver https:\u002F\u002Fkeyserver.ubuntu.com --send-key \u003Ckeyid>\ngpg --keyserver hkps:\u002F\u002Fkeys.openpgp.org --send-key \u003Ckeyid>\n\n# I will sometimes upload manually to\n# https:\u002F\u002Fpgp.mit.edu as well.\n",[1944,3840,3841,3856,3860,3865,3870,3890,3909,3913,3918],{"__ignoreMap":354},[1957,3842,3843,3845,3848,3850,3852,3854],{"class":1959,"line":1960},[1957,3844,2419],{"class":1969},[1957,3846,3847],{"class":2027}," --send-key",[1957,3849,2781],{"class":2250},[1957,3851,3783],{"class":1972},[1957,3853,3578],{"class":2257},[1957,3855,2261],{"class":2250},[1957,3857,3858],{"class":1959,"line":355},[1957,3859,1978],{"emptyLinePlaceholder":364},[1957,3861,3862],{"class":1959,"line":1080},[1957,3863,3864],{"class":1963},"# to choose a keyserver, you can pass in the address  I\n",[1957,3866,3867],{"class":1959,"line":1981},[1957,3868,3869],{"class":1963},"# tend to use these three:\n",[1957,3871,3872,3874,3877,3880,3882,3884,3886,3888],{"class":1959,"line":1987},[1957,3873,2419],{"class":1969},[1957,3875,3876],{"class":2027}," --keyserver",[1957,3878,3879],{"class":1972}," https:\u002F\u002Fkeyserver.ubuntu.com",[1957,3881,3847],{"class":2027},[1957,3883,2781],{"class":2250},[1957,3885,3783],{"class":1972},[1957,3887,3578],{"class":2257},[1957,3889,2261],{"class":2250},[1957,3891,3892,3894,3896,3899,3901,3903,3905,3907],{"class":1959,"line":1997},[1957,3893,2419],{"class":1969},[1957,3895,3876],{"class":2027},[1957,3897,3898],{"class":1972}," hkps:\u002F\u002Fkeys.openpgp.org",[1957,3900,3847],{"class":2027},[1957,3902,2781],{"class":2250},[1957,3904,3783],{"class":1972},[1957,3906,3578],{"class":2257},[1957,3908,2261],{"class":2250},[1957,3910,3911],{"class":1959,"line":2002},[1957,3912,1978],{"emptyLinePlaceholder":364},[1957,3914,3915],{"class":1959,"line":2008},[1957,3916,3917],{"class":1963},"# I will sometimes upload manually to\n",[1957,3919,3920],{"class":1959,"line":2014},[1957,3921,3922],{"class":1963},"# https:\u002F\u002Fpgp.mit.edu as well.\n",[1391,3924,3925],{"start":1997},[734,3926,3927],{},"Copy the files from the temporary folder back into the encrypted folder\nafter deleting the old. I chose to move the old encrypted files to a a\nfolder named to make it clear they weren't the newest versions... just in\ncase. Safely eject the encrtyped drive and store it someplace safe until\nyou need it next year (or whenever).",[614,3929,3931,3939],{"className":3930,"dir":619},[617,1338],[343,3932,3934,1348],{"className":3933,"dir":619},[623],[625,3935,3937],{"ariaHidden":627,"className":3936,"height":630,"viewBox":631,"width":630},[629],[633,3938],{"d":1347},[343,3940,3941],{},"\nOn the recent update, I removed the subkeys on\nmy yubikey by resetting the openpgp app on the\nyubikey. I then copied over the updated subkeys back\nto the yubikey. This didn't work and the keys still\nshowed the old expiration. I think it has to do with\nthe root keyring still having the old expiration\ndates. Once I imported the updated public key from my\ntemporary folder to my root keyring, the yubikey\nshowed the right dates. I think this means I don't\nneed to actually change anything on my yubikey... but\nI need to test that before it's for sure.",[3943,3944,3945],"style",{},"html .light .shiki span {color: var(--shiki-light);background: var(--shiki-light-bg);font-style: var(--shiki-light-font-style);font-weight: var(--shiki-light-font-weight);text-decoration: var(--shiki-light-text-decoration);}html.light .shiki span {color: var(--shiki-light);background: var(--shiki-light-bg);font-style: var(--shiki-light-font-style);font-weight: var(--shiki-light-font-weight);text-decoration: var(--shiki-light-text-decoration);}html .default .shiki span {color: var(--shiki-default);background: var(--shiki-default-bg);font-style: var(--shiki-default-font-style);font-weight: var(--shiki-default-font-weight);text-decoration: var(--shiki-default-text-decoration);}html .shiki span {color: var(--shiki-default);background: var(--shiki-default-bg);font-style: var(--shiki-default-font-style);font-weight: var(--shiki-default-font-weight);text-decoration: var(--shiki-default-text-decoration);}html .dark .shiki span {color: var(--shiki-dark);background: var(--shiki-dark-bg);font-style: var(--shiki-dark-font-style);font-weight: var(--shiki-dark-font-weight);text-decoration: var(--shiki-dark-text-decoration);}html.dark .shiki span {color: var(--shiki-dark);background: var(--shiki-dark-bg);font-style: var(--shiki-dark-font-style);font-weight: var(--shiki-dark-font-weight);text-decoration: var(--shiki-dark-text-decoration);}html pre.shiki code .s7W0C, html code.shiki .s7W0C{--shiki-light:#A0A1A7;--shiki-light-font-style:italic;--shiki-default:#A0A1A7;--shiki-default-font-style:italic;--shiki-dark:#939AB7;--shiki-dark-font-style:italic}html pre.shiki code .sE3XY, html code.shiki .sE3XY{--shiki-light:#4078F2;--shiki-light-font-style:inherit;--shiki-default:#4078F2;--shiki-default-font-style:inherit;--shiki-dark:#8AADF4;--shiki-dark-font-style:italic}html pre.shiki code .sDq__, html code.shiki .sDq__{--shiki-light:#50A14F;--shiki-default:#50A14F;--shiki-dark:#A6DA95}html pre.shiki code .srAYO, html code.shiki .srAYO{--shiki-light:#986801;--shiki-default:#986801;--shiki-dark:#A6DA95}html pre.shiki code .sa_kw, html code.shiki .sa_kw{--shiki-light:#383A42;--shiki-default:#383A42;--shiki-dark:#8BD5CA}html pre.shiki code .sgYid, html code.shiki .sgYid{--shiki-light:#383A42;--shiki-default:#383A42;--shiki-dark:#CAD3F5}html pre.shiki code .sGKGi, html code.shiki .sGKGi{--shiki-light:#383A42;--shiki-default:#383A42;--shiki-dark:#A6DA95}html pre.shiki code .s9ciF, html code.shiki .s9ciF{--shiki-light:#E45649;--shiki-default:#E45649;--shiki-dark:#CAD3F5}html pre.shiki code .sflej, html code.shiki .sflej{--shiki-light:#986801;--shiki-default:#986801;--shiki-dark:#F5A97F}html pre.shiki code .sTQ0C, html code.shiki .sTQ0C{--shiki-light:#0184BC;--shiki-default:#0184BC;--shiki-dark:#F5BDE6}html pre.shiki code .sRm-i, html code.shiki .sRm-i{--shiki-light:#0184BC;--shiki-light-font-style:inherit;--shiki-default:#0184BC;--shiki-default-font-style:inherit;--shiki-dark:#ED8796;--shiki-dark-font-style:italic}",{"title":354,"searchDepth":355,"depth":355,"links":3947},[3948,3949,3950,3951,3952,3959],{"id":514,"depth":355,"text":515},{"id":1932,"depth":355,"text":1933},{"id":2138,"depth":355,"text":2139},{"id":2203,"depth":355,"text":2204},{"id":2383,"depth":355,"text":2384,"children":3953},[3954,3955,3956,3957,3958],{"id":2401,"depth":1080,"text":2402},{"id":2492,"depth":1080,"text":2493},{"id":2552,"depth":1080,"text":2553},{"id":2603,"depth":1080,"text":2604},{"id":2671,"depth":1080,"text":2672},{"id":3484,"depth":355,"text":3485},"https:\u002F\u002Fwww.joshhaines.com\u002Fblog\u002Fpgp-gpg-yubikeys-oh-my","A cheatsheet for setting up and managing PGP\u002FGPG keys on a Yubikey, including SSH key generation, GPG backup and restore, and updating expiring subkeys.\n",{},"2024-09-23",[],{"title":202,"description":3961},"content\u002Fpgp-gpg-yubikeys-oh-my",[3968,3969,3970,3971],"yubikeys","encryption","pgp","security",[],"2mq-s7WyDq6OrVDrFzsZbmg8OtfKNm5HMqEufOYV8iI",{"id":3975,"title":124,"author":338,"body":3976,"bookAuthor":125,"canonicalUrl":4070,"contentType":8,"description":4071,"draft":359,"extension":360,"featured":359,"image":4072,"imageAlt":4073,"meta":4074,"navigation":364,"path":123,"publishedAt":4075,"relatedWriting":4076,"runtime":24,"seo":4077,"socialImage":4004,"startHere":359,"stem":4078,"tags":4079,"topics":4082,"updatedAt":4075,"__hash__":4083},"posts\u002Fcontent\u002Ffirst-break-all-the-rules.md",{"type":340,"value":3977,"toc":4060},[3978,3980,3983,3986,3989,3993,3999,4005,4009,4012,4016,4019,4023,4033,4037,4048,4055,4057],[512,3979,515],{"id":514},[343,3981,3982],{},"When I saw the book recommended on Audible, I had reservations as it was connected to Gallup. Our company uses Gallup for employee engagement surveys and the experience, in general, has been mediocre. The questions felt strange, and never felt tied to things that would improve the business.",[343,3984,3985],{},"Having now finished this book I can say with more confidence that the problem wasn't the questions or the survey methodology. I enjoyed the book and think it is one of the better books on management I've read. The book focuses more on management rather than leadership, but there is a healthy application of both at various points.",[343,3987,3988],{},"At the core of the book is a method description and results discussion of a massive survey effort of more than 80,000 managers across 400+ companies. The book essentially details their findings on what sets the best managers apart from the rest.",[512,3990,3992],{"id":3991},"four-keys","Four Keys",[343,3994,3995,3996,3998],{},"The middle of the book revolves around the ",[530,3997,3992],{}," which are outcomes from the study. The keys are:",[343,4000,4001],{},[349,4002],{"alt":4003,"src":4004},"four different keys","\u002Fstatic\u002Fimages\u002Fkeys.jpg",[1018,4006,4008],{"id":4007},"select-for-talent","Select for Talent",[343,4010,4011],{},"The first key is about recognizing and hiring for talent. They feel talent is something that can't be created. The focus here is how to find talented people, how to ensure the people in the right roles have the right talents, and how to recognize this pattern. In the book they also discuss the idea of spending more time with your top performers which is the opposite of standard practice. The thought is the best people will benefit from more support and more roadblock management. Spending all your time as a manager on the poor performers will do little to improve them while removing the support system from your top performers. This is a very interesting idea and seems paradoxical. I would like to practice and try this a bit to see if I notice benefits working this way.",[1018,4013,4015],{"id":4014},"define-the-right-outcomes","Define the Right Outcomes",[343,4017,4018],{},"This key is about setting the outcomes you want as a manager and finding ways to influence them semi-remotely rather than trying to have direct influence. They teach us to set up the outcomes and get out of the way. A manager's time is better spent helping employee performance and keeping focus on the goals rather than trying to be too heavy on micromanagement.",[1018,4020,4022],{"id":4021},"focus-on-strengths","Focus on Strengths",[343,4024,4025,4026,4029,4030,4032],{},"This key discusses the idea of avoiding the trap of trying to ",[530,4027,4028],{},"fix"," employees. Good managers try to grow the strengths and skills that are already part of each employee and allow weaknesses and missing skills to exist. Poor managers try to ",[530,4031,4028],{}," and grow people with personality features they don't have. This feels a bit controversial, but also innately correct. Good managers find ways to manage around weaknesses and the book offers many examples and methods to make this work.",[1018,4034,4036],{"id":4035},"find-the-right-fit","Find the Right Fit",[343,4038,4039,4040,4047],{},"This sections spends a lot of time discussing career paths, career trajectories, and ensuring that people aren't pushed up the rungs of the career ladder into a bad spot for them. They mention and put some thoughts around ",[520,4041,4044],{"href":4042,"rel":4043},"https:\u002F\u002Fen.wikipedia.org\u002Fwiki\u002FPeter_principle",[784],[530,4045,4046],{},"The Peter Principle"," which I had heard of before, but had never really understood. They mention companies finding ways to keep people in the level they're most productive at and finding compensation strategies to support this.",[343,4049,4050,4051,4054],{},"They also discuss the idea of ",[530,4052,4053],{},"Broadbanding"," which is where salary bands are very large to enable individual contributors to earn a high enough salary they don't need to move into management. I've heard of this concept, but never of this phrase for the practice.",[512,4056,791],{"id":790},[343,4058,4059],{},"I'm happy to report this book is just another example in a long list of things where I found out I was wrong. I've sort of trashed on the Gallup survey for a number of years, but it's clear to me now they were really on to something and the research behind it is solid. I plan to revisit this book as a reference in the future when dealing with tough people-management and team management situations.",{"title":354,"searchDepth":355,"depth":355,"links":4061},[4062,4063,4069],{"id":514,"depth":355,"text":515},{"id":3991,"depth":355,"text":3992,"children":4064},[4065,4066,4067,4068],{"id":4007,"depth":1080,"text":4008},{"id":4014,"depth":1080,"text":4015},{"id":4021,"depth":1080,"text":4022},{"id":4035,"depth":1080,"text":4036},{"id":790,"depth":355,"text":791},"https:\u002F\u002Fwww.joshhaines.com\u002Fblog\u002Fbook-shelf\u002Ffirst-break-all-the-rules","What the World's Greatest Managers Do Differently.\n","\u002Fstatic\u002Fimages\u002Ffirst-break-all-the-rules-cover.jpg","First, Break All the Rules book cover",{},"2024-09-05",[],{"title":124,"description":4071},"content\u002Ffirst-break-all-the-rules",[370,814,4080,4081],"management","people",[],"XcLwPAWDSUPe7bHtpduciTjSgE1jzcLHEWeDMHLvcQ4",{"id":4085,"title":100,"author":338,"body":4086,"bookAuthor":101,"canonicalUrl":4170,"contentType":8,"description":4171,"draft":359,"extension":360,"featured":359,"image":4172,"imageAlt":4173,"meta":4174,"navigation":364,"path":99,"publishedAt":4175,"relatedWriting":4176,"runtime":24,"seo":4177,"socialImage":4111,"startHere":359,"stem":4178,"tags":4179,"topics":4181,"updatedAt":4175,"__hash__":4182},"posts\u002Fcontent\u002Fescaping-the-build-trap.md",{"type":340,"value":4087,"toc":4165},[4088,4099,4103,4106,4112,4116,4132,4138,4160,4162],[343,4089,4090,4091,4094,4095,4098],{},"I actually read this book quite a while ago, but only recently realized I had never written a review for it. This is a super short book on the topic of modern product management. Before reading this book, I didn't have a great understanding of how ",[530,4092,4093],{},"Product Management"," was different from ",[530,4096,4097],{},"Project Management",". It was a great introduction to the discipline and how so many companies fall into poor working practices around the creation of products.",[512,4100,4102],{"id":4101},"success-metrics","Success Metrics",[343,4104,4105],{},"The author frequently mentions the use of success metrics which still feels a little strange. I've always wondered how we could go about setting valuable success metrics until we fully understand the problem and how we might work toward a solution. If we've gotten to the point of understanding the problem and what a solution might achieve, then why waste time with success metrics. I'm not well versed enough in this space to trust that I'm on to something, but it's a piece of the puzzle that still seems to elude me.",[343,4107,4108],{},[349,4109],{"alt":4110,"src":4111},"workers trying to build a trap","\u002Fstatic\u002Fimages\u002Ftrap.jpg",[512,4113,4115],{"id":4114},"product-death-cycle","Product Death Cycle",[343,4117,4118,4119,4121,4122,4127,4128,4131],{},"Another concept I loved was the idea of the ",[530,4120,4115],{},". In the book, the author uses a diagram created originally by ",[520,4123,4126],{"href":4124,"rel":4125},"https:\u002F\u002Fx.com\u002Fdavidjbland\u002Fstatus\u002F467096015318036480",[784],"David Bland",". This is a pattern I've seen many times in the past. I feel like this stems from the error of taking someone's idea of value and equating it to actual value. It's precisely this reason we don't allow long requirement documents up-front in the Software Factory. Just because someone can dream up 10 pages of user stories or features, it doesn't mean they're correct or useful. By waiting until something is in front of them and asking \"",[530,4129,4130],{},"What's the next most useful thing we could deliver?","\" we can head in a direction that is most likely to be valuable. There is also a tie in on the idea of delaying decisions when possible leads to better outcomes. Overall, love this image and concept!",[343,4133,4134],{},[349,4135],{"alt":4136,"src":4137},"product death cycle","\u002Fstatic\u002Fimages\u002Fproduct_death_cycle.webp",[614,4139,4141,4149,4154],{"className":4140,"dir":619},[617,2619],[343,4142,4144,2629],{"className":4143,"dir":619},[623],[625,4145,4147],{"ariaHidden":627,"className":4146,"height":630,"viewBox":631,"width":630},[629],[633,4148],{"d":2628},[343,4150,4151],{},[1156,4152,4153],{},"Product Led Organizations",[343,4155,4156,4157,4159],{},"I specifically enjoyed the portion of the book which discussed ",[530,4158,4153],{}," and how they focus on outcomes over outputs (or inputs). So often I have seen teams focus on the planning of efforts and the delivery of those efforts with no focus or review of whether those efforts led to any tangible outcomes.",[512,4161,791],{"id":790},[343,4163,4164],{},"Overall, I think this is a great book and a solid introduction to the body of knowledge around modern product management.",{"title":354,"searchDepth":355,"depth":355,"links":4166},[4167,4168,4169],{"id":4101,"depth":355,"text":4102},{"id":4114,"depth":355,"text":4115},{"id":790,"depth":355,"text":791},"https:\u002F\u002Fwww.joshhaines.com\u002Fblog\u002Fbook-shelf\u002Fescaping-the-build-trap","How Effective Product Management Creates Real Value.\n","\u002Fstatic\u002Fimages\u002Fescaping-the-build-trap-cover.jpg","Escaping the Build Trap book cover",{},"2024-08-23",[],{"title":100,"description":4171},"content\u002Fescaping-the-build-trap",[370,4180,1221],"product management",[],"tXmWcf2w-Q0jopnLFW_fjNWjqQIUI5kwt2NsoJMrmyk",{"id":4184,"title":324,"author":338,"body":4185,"bookAuthor":78,"canonicalUrl":4259,"contentType":8,"description":4260,"draft":359,"extension":360,"featured":359,"image":4261,"imageAlt":4262,"meta":4263,"navigation":364,"path":323,"publishedAt":4264,"relatedWriting":4265,"runtime":24,"seo":4266,"socialImage":4216,"startHere":359,"stem":4267,"tags":4268,"topics":4269,"updatedAt":4270,"__hash__":4271},"posts\u002Fcontent\u002Fworld-without-email.md",{"type":340,"value":4186,"toc":4252},[4187,4189,4197,4201,4208,4211,4217,4221,4224,4231,4234,4238,4241,4247,4249],[512,4188,515],{"id":514},[343,4190,4191,4192,522,4194,4196],{},"This is the third book that I've read by Cal Newport. The previous two were ",[520,4193,77],{"href":76},[520,4195,244],{"href":243},". Just as with those books, Cal does a great job of taking obvious and non-obvious areas of work and expanding on them in a way that can help you be better at whatever you do.",[512,4198,4200],{"id":4199},"hyperactive-hive-mind","Hyperactive Hive Mind",[343,4202,4203,4204,4207],{},"The first part of this book is about a concept the authors names ",[530,4205,4206],{},"The Hyperactive Hive Mind",". This concept is all about how modern companies run with a system that includes constant, unstructured, and unscheduled communications. He talks a bout how it disrupts productivity, attention, and is in many ways the antithesis of productive deep work.",[343,4209,4210],{},"Email is certainly part of this issue, but it also includes things like Teams, Slack, or whatever other methods are common to your organization. Most teams accept this model and feel like it is simply part of their working life. Teams in this mode may feel very collaborative and \"connected\", but it tends to decrease efficiency and increase the amount of stress and burn-out team members experience.",[343,4212,4213],{},[349,4214],{"alt":4215,"src":4216},"hyperactive hivemind","\u002Fstatic\u002Fimages\u002Fhivemind.jpg",[512,4218,4220],{"id":4219},"asynchronous-communication","Asynchronous Communication",[343,4222,4223],{},"In our small part of the business and the people on my teams, I prefer to drive and push us to use asynchronous communications as the primary mode of communication. We aren't 100% there, but easily 60% or more of our communication falls in that bucket. When new people join our teams or other people need to connect with us on a project we're always quick to explain in detail how our communication expectations work.",[343,4225,4226,4227,4230],{},"The message sender has the power when it comes to sending, but the receiver has the power on actions. Said another way, anyone can send a message to anyone else whenever it is convenient for the ",[1156,4228,4229],{},"sender",". Everyone is expected to manage their ring tones, silence times, sleep modes, etc. If I'm sitting in bed at 11PM and I think of something for tomorrow, I'm going to send it because it's convenient for me.",[343,4232,4233],{},"The corollary that we also make clear is me sending that message holds no expectation that the receiver will get it, or react to it until they are ready. Some people on the team NEVER look at their phones or emails outside of work hours. I know 100% they will get my message around 8AM the next morning. Others work strange hours and I might get a response at 3AM. My phone is on silent at that time and it won't bother me.",[512,4235,4237],{"id":4236},"busyness-vs-productivity","Busyness Vs. Productivity",[343,4239,4240],{},"Another topic that hit home for me while reading this is a pattern I've seen across every company I've worked for. There is a consistent pattern across a huge part of the organization that equates busyness with productivity. People end up finding patterns of endless meetings and full calendars, full inboxes with hundreds of unread messages, and start-to-end of shift discussions. These people often have meetings, then make PowerPoint decks about the meetings, then schedule meetings to review the PowerPoint decks.",[343,4242,4243,4244,4246],{},"The author's concept of the ",[530,4245,4200],{}," helps to shed some light on this situation and provide a few examples of steps to climb out of it. I find it a constant challenge to keep myself out of this pattern and encourage those on teams around me to make sure they aren't stuck in that trap either.",[512,4248,791],{"id":790},[343,4250,4251],{},"True productivity comes from systems that protect cognitive ability, deep work, deep focus, and getting real things done. It feels like Cal Newport is headed in the right direction on this front and I'd highly recommend this book (and others from him) on these topics. I'm going to make sure to mention this concept and book in the future when I'm giving my normal comms discussion for new grads, citizen developers, or when new teammates join.",{"title":354,"searchDepth":355,"depth":355,"links":4253},[4254,4255,4256,4257,4258],{"id":514,"depth":355,"text":515},{"id":4199,"depth":355,"text":4200},{"id":4219,"depth":355,"text":4220},{"id":4236,"depth":355,"text":4237},{"id":790,"depth":355,"text":791},"https:\u002F\u002Fwww.joshhaines.com\u002Fblog\u002Fbook-shelf\u002Fworld-without-email","Reimagining Work in an Age of Communication Overload.\n","\u002Fstatic\u002Fimages\u002Fworld-without-email-cover.jpg","A World Without Email book cover",{},"2024-08-19",[],{"title":324,"description":4260},"content\u002Fworld-without-email",[370,371,1045,900],[],"2025-06-08","SCMVZ5SL2us0w1UOKX4VbS1Hk4XM-6QEkq3k7AP9iks",{"id":4273,"title":294,"author":338,"body":4274,"bookAuthor":295,"canonicalUrl":4326,"contentType":8,"description":4327,"draft":359,"extension":360,"featured":359,"image":4328,"imageAlt":4329,"meta":4330,"navigation":364,"path":293,"publishedAt":4331,"relatedWriting":4332,"runtime":24,"seo":4333,"socialImage":4321,"startHere":359,"stem":4334,"tags":4335,"topics":4337,"updatedAt":4331,"__hash__":4338},"posts\u002Fcontent\u002Fturn-the-ship-around.md",{"type":340,"value":4275,"toc":4322},[4276,4280,4298,4301,4305,4316],[512,4277,4279],{"id":4278},"a-great-ted-talk","A Great Ted Talk",[343,4281,4282,4283,4288,4289,4294,4295,4297],{},"This is a book that I first heard about from ",[520,4284,4287],{"href":4285,"rel":4286},"https:\u002F\u002Fwww.linkedin.com\u002Fin\u002Frick-randjelovic-559b2a1\u002F",[784],"Rick Randjelovic",". He recommended that I listen to David Marquet's ",[520,4290,4293],{"href":4291,"rel":4292},"https:\u002F\u002Fyoutu.be\u002FiiwUqnvY1l0?si=uwl4CylToUcUC9eN",[784],"Ted Talk"," on the same subject. I did and wasn't disappointed. I then grabbed the book and it's been on my ",[530,4296,914],{}," shelf for probably 4-6 months. It finally came up and it was a great read.",[343,4299,4300],{},"The book isn't super long. I would say if you watch the TED talk you've probably gained at least 80% of the value of the book. The core concept is around trying to move from a leader-follower model to a leader-leader model. David discusses that you aren't so much empowering your people, but helping them to realize that they are already empowered. You are just helping them to see it and ensuring you are no longer blocking that empowerment. This is a subtle but powerful distinction. Often people can simply choose to be empowered and start moving. I used this method with the Software Factory. I sort of just decided that no one was stopping me from creating a whole new organization and just continued with that acceptance in mind.",[512,4302,4304],{"id":4303},"very-well","\"Very Well\"",[343,4306,4307,4308,4311,4312,4315],{},"The author discusses the heavy use of a specific phrase to lock in this type of thinking. It consists of the lower level person saying something to the effect of \"",[530,4309,4310],{},"Captain, I intend to dive the ship.","\". The captain then responds with \"",[530,4313,4314],{},"very well.","\". This is a powerful exchange because it is the lower level person taking ownership of the decision and the captain simply verifying that the decision is sound and that any type of consequences have been considered. I like this model and plan to look for ways to apply his related concepts with my teams in the future.",[343,4317,4318],{},[349,4319],{"alt":4320,"src":4321},"submarine turning","\u002Fstatic\u002Fimages\u002Fsubmarine.jpg",{"title":354,"searchDepth":355,"depth":355,"links":4323},[4324,4325],{"id":4278,"depth":355,"text":4279},{"id":4303,"depth":355,"text":4304},"https:\u002F\u002Fwww.joshhaines.com\u002Fblog\u002Fbook-shelf\u002Fturn-the-ship-around","A True Story of Turning Followers into Leaders.\n","\u002Fstatic\u002Fimages\u002Fturn-the-ship-around-cover.jpg","Turn the Ship Around book cover",{},"2024-08-12",[],{"title":294,"description":4327},"content\u002Fturn-the-ship-around",[370,814,4336],"decision making",[],"8Pf0Ni-weayHqGLmZW5Fdo3odH_pEqt8BnwG1inz5wo",{"id":4340,"title":334,"author":338,"body":4341,"bookAuthor":335,"canonicalUrl":4431,"contentType":8,"description":4432,"draft":359,"extension":360,"featured":359,"image":4433,"imageAlt":4434,"meta":4435,"navigation":364,"path":333,"publishedAt":4436,"relatedWriting":4437,"runtime":24,"seo":4438,"socialImage":4417,"startHere":359,"stem":4439,"tags":4440,"topics":4442,"updatedAt":4443,"__hash__":4444},"posts\u002Fcontent\u002Fzero-to-one.md",{"type":340,"value":4342,"toc":4426},[4343,4347,4354,4361,4367,4371,4394,4400,4412,4418,4420],[512,4344,4346],{"id":4345},"overview","Overview",[343,4348,4349,4350,4353],{},"As an overall, I'd rate this book as a ",[530,4351,4352],{},"Skip",". I saw the author and the tagline and grabbed it. It's a short book that essentially feels like Peter just rambling through some thoughts on random topics for a few hours.",[343,4355,4356,4357,4360],{},"In general, Peter Thiel is a pretty amazing person to hear ramble for a couple hours. But I didn't find most of it super useful. The pitch for the book is essentially ",[530,4358,4359],{},"ramblings on startups"," which I guess fits to the book.",[343,4362,4363,4364,4366],{},"I feel like if you want to read through a book of a super successful person waxing philosophical on useful topics, I'd recommend ",[520,4365,32],{"href":31}," by Tony Fadell. That one was amazing and was structured in a way of him talking to people at his level as he progressed through his career.",[512,4368,4370],{"id":4369},"_7-questions","7 Questions",[731,4372,4373,4376,4379,4382,4385,4388,4391],{},[734,4374,4375],{},"The Engineering Question",[734,4377,4378],{},"The Timing Question",[734,4380,4381],{},"The Monopoly Question",[734,4383,4384],{},"The People Question",[734,4386,4387],{},"The Distribution Question",[734,4389,4390],{},"The Durability Question",[734,4392,4393],{},"The Secret Question",[343,4395,4396,4397,4399],{},"One thing I found useful in this book was a discussion about the \"",[1156,4398,4370],{},"\" that all new start-ups (especially tech startups) need to consider.",[343,4401,4402,4403,4407,4408,4411],{},"There are details in the book about what each of these questions are and why we might need to answer them. I like it as a framework for considering a new idea for a business. As with other books on the ",[520,4404,4406],{"href":4405},"\u002Fbooks","list",", I wonder if this was a core idea and they decided to scale up a book around it. I've found a number of books that feel like a solid long blog post which have been built up into a book somewhat unnecessarily. His concept of \"",[530,4409,4410],{},"Building the Future","\" feels a bit overblown for the content of the book.",[343,4413,4414],{},[349,4415],{"alt":4416,"src":4417},"writing the future","\u002Fstatic\u002Fimages\u002FtheFuture.jpg",[512,4419,791],{"id":790},[343,4421,4422,4423,718],{},"I wouldn't call this a bad book, but it's not one I'm likely to recommend or rate highly on my ",[520,4424,4425],{"href":4405},"book shelf",{"title":354,"searchDepth":355,"depth":355,"links":4427},[4428,4429,4430],{"id":4345,"depth":355,"text":4346},{"id":4369,"depth":355,"text":4370},{"id":790,"depth":355,"text":791},"https:\u002F\u002Fwww.joshhaines.com\u002Fblog\u002Fbook-shelf\u002Fzero-to-one","Notes on Startups, or How to Build the Future.\n","\u002Fstatic\u002Fimages\u002Fzero-to-one-cover.jpg","Zero to One book cover",{},"2024-07-30",[],{"title":334,"description":4432},"content\u002Fzero-to-one",[370,4441,1639],"tech-talk",[],"2025-05-06","V0X49f3edeb1NAJ6DuqM7GVp9EJY1OICPU_27rSLs0Y",{"id":4446,"title":186,"author":338,"body":4447,"bookAuthor":187,"canonicalUrl":4523,"contentType":8,"description":4524,"draft":359,"extension":360,"featured":359,"image":4525,"imageAlt":4526,"meta":4527,"navigation":364,"path":185,"publishedAt":4528,"relatedWriting":4529,"runtime":24,"seo":4530,"socialImage":4460,"startHere":359,"stem":4531,"tags":4532,"topics":4533,"updatedAt":4528,"__hash__":4534},"posts\u002Fcontent\u002Fno-rules-rules.md",{"type":340,"value":4448,"toc":4517},[4449,4455,4461,4465,4472,4476,4479,4483,4486,4489,4493,4511],[343,4450,4451,4452,4454],{},"I found this book when I was looking to buy ",[520,4453,320],{"href":319},". It seemed like this might provide some of the same benefits as the Amazon book, namely, a description of how Netflix solved problems in a unique way while describing the problem space within the company at the time. I wasn't disappointed! Overall, the book was great. I'll review it by describing some of my favorite parts in detail. Unlike the Amazon book, this one focused primarily on the culture, people, and processes around how Netflix operates.",[343,4456,4457],{},[349,4458],{"alt":4459,"src":4460},"netflix image 1","\u002Fstatic\u002Fimages\u002Fnetflix1.jpg",[512,4462,4464],{"id":4463},"superstars-only","Superstars Only",[343,4466,4467,4468,4471],{},"Netflix has a culture where they work to keep only the superstars while letting go of the rest. They liken this model to a professional sports team rather than the family model many companies espouse. It's normal for good people to leave and it isn't personal. The idea of \"",[530,4469,4470],{},"good performance gets a generous severance","\" sounds hyperbolic, but it makes sense given the rest of the systems in place for their company.",[512,4473,4475],{"id":4474},"talent-density","Talent Density",[343,4477,4478],{},"The previous point tends to drive this one. Netflix is constantly looking for ways to drive up talent density. They would prefer to have one superstar rather than ten adequate performers. A key point is this lightens the load on management. This wasn't an angle I had thought about before.",[512,4480,4482],{"id":4481},"improved-rewards","Improved Rewards",[343,4484,4485],{},"Pushing for talent density drove a change in the way they manage pay bands, raises, and bonuses. They've moved to a system where people get paid at the top of their market without bonuses or pay bands. Pay bands are a pretty terrible system and nearly every big company has them. It makes it difficult to reward people near the top of their band no matter how good they are.",[343,4487,4488],{},"This also applies to forced distributions. Most of the companies I've worked for have had some form of this. It's a bad system that makes it impossible to have a team of superstars. I've been in many meetings where a manager says, \"It's your turn to be the low performer this year even though you aren't.\" There aren't many ways to demotivate someone as effectively as this.",[512,4490,4492],{"id":4491},"freedom-and-responsibility","Freedom and Responsibility",[343,4494,4495,4496,1357,4501,4506,4507,4510],{},"Finally, Netflix has a culture of freedom and responsibility. They don't have a lot of rules and they prefer it that way. By treating your employees like adults and giving them more freedom, you can see an outsized amount of delivery. This aligns well with an ",[520,4497,4500],{"href":4498,"rel":4499},"https:\u002F\u002Fwww.linkedin.com\u002Fblog\u002Fengineering\u002Fdeveloper-experience-productivity\u002Finside-look-measuring-developer-productivity-and-happiness-at-l",[784],"engineering finding",[520,4502,4505],{"href":4503,"rel":4504},"https:\u002F\u002Fwww.linkedin.com\u002Fblog\u002Fengineering",[784],"LinkedIn"," a year or so ago that found decisions in the direction of ",[530,4508,4509],{},"Treating People like Adults"," were generally the right ones from a value delivery and happiness standpoint.",[343,4512,4513],{},[349,4514],{"alt":4515,"src":4516},"netflix image 2","\u002Fstatic\u002Fimages\u002Fnetflix2.jpg",{"title":354,"searchDepth":355,"depth":355,"links":4518},[4519,4520,4521,4522],{"id":4463,"depth":355,"text":4464},{"id":4474,"depth":355,"text":4475},{"id":4481,"depth":355,"text":4482},{"id":4491,"depth":355,"text":4492},"https:\u002F\u002Fwww.joshhaines.com\u002Fblog\u002Fbook-shelf\u002Fno-rules-rules","Netflix and the Culture of Reinvention.\n","\u002Fstatic\u002Fimages\u002Fno-rules-rules-cover.jpg","No Rules Rules book cover",{},"2024-07-02",[],{"title":186,"description":4524},"content\u002Fno-rules-rules",[370,900,371],[],"LvFYz7hNWkVSy-C2QntEp4LsCbJFMHtvAx4ayw4mzS8",{"id":4536,"title":268,"author":338,"body":4537,"bookAuthor":163,"canonicalUrl":4599,"contentType":8,"description":4600,"draft":359,"extension":360,"featured":359,"image":4601,"imageAlt":4602,"meta":4603,"navigation":364,"path":267,"publishedAt":4604,"relatedWriting":4605,"runtime":24,"seo":4606,"socialImage":4596,"startHere":359,"stem":4607,"tags":4608,"topics":4609,"updatedAt":4604,"__hash__":4610},"posts\u002Fcontent\u002Fswitch.md",{"type":340,"value":4538,"toc":4597},[4539,4548,4559,4565,4568,4579,4582,4585,4591],[343,4540,4541,4542,4544,4545,4547],{},"I picked up ",[530,4543,268],{}," because of how much I enjoyed ",[520,4546,162],{"href":161},". I was not disappointed. This book is all about how to change things when change is hard. The authors, Chip and Dan Heath, lay out a simple framework for making change easier. They use the analogy of a rider on an elephant to explain how to make change happen. The rider is the rational part of our brain, and the elephant is the emotional part. The rider can direct the elephant, but the elephant is much stronger and can easily overpower the rider.",[343,4549,4550,4551,4556,4557,718],{},"This elephant and rider metaphor initially comes from ",[520,4552,4555],{"href":4553,"rel":4554},"https:\u002F\u002Fwww.amazon.com\u002FHappiness-Hypothesis-Finding-Modern-Ancient\u002Fdp\u002F0465028012",[784],"The Happiness Hypothesis"," by Jonathan Haidt and is referenced in probably a dozen other books. It is primarily based on the research referenced by Daniel Kahneman in ",[520,4558,1817],{"href":282},[343,4560,4561],{},[349,4562],{"alt":4563,"src":4564},"an origami elephant and rider","\u002Fstatic\u002Fimages\u002Felephant.jpg",[343,4566,4567],{},"In Switch, the authors discuss some useful change concepts that I found helpful. For instance:",[731,4569,4570,4573,4576],{},[734,4571,4572],{},"A situational problem can look like a people problem",[734,4574,4575],{},"An exhaustion problem can look like a laziness problem",[734,4577,4578],{},"A lack of clarity can look like resistance",[343,4580,4581],{},"They give good examples of how these things can manifest themselves and how to spot when you may have an issue like these.",[343,4583,4584],{},"They also provide good concepts like Shrink the Change or Grow Your People to help you make change easier.",[343,4586,4587,4588,4590],{},"Although I thought the book was helpful and I'll likely reference it in the future, it felt dry and a bit difficult to get through. I didn't feel that way about ",[520,4589,162],{"href":161},", so I'm not sure what the difference was. It may have just been the subject matter. Perhaps I'm simply not as interested in change as I am in communication.",[343,4592,4593],{},[349,4594],{"alt":4595,"src":4596},"switch image","\u002Fstatic\u002Fimages\u002Fswitch.jpg",{"title":354,"searchDepth":355,"depth":355,"links":4598},[],"https:\u002F\u002Fwww.joshhaines.com\u002Fblog\u002Fbook-shelf\u002Fswitch","How to Change Things When Change Is Hard.\n","\u002Fstatic\u002Fimages\u002Fswitch-cover.jpg","Switch book cover",{},"2024-06-21",[],{"title":268,"description":4600},"content\u002Fswitch",[370,476,4336],[],"MrsOMlTWdTGUtia5t34YufAKc5FEsZNNU6dd6y4lEZY",{"id":4612,"title":36,"author":338,"body":4613,"bookAuthor":37,"canonicalUrl":4688,"contentType":8,"description":4689,"draft":359,"extension":360,"featured":359,"image":4690,"imageAlt":4691,"meta":4692,"navigation":364,"path":35,"publishedAt":4693,"relatedWriting":4694,"runtime":24,"seo":4695,"socialImage":4683,"startHere":359,"stem":4696,"tags":4697,"topics":4699,"updatedAt":4693,"__hash__":4700},"posts\u002Fcontent\u002Fbuilding-a-storybrand.md",{"type":340,"value":4614,"toc":4684},[4615,4618,4623,4626,4630,4633,4656,4665,4669,4672,4675,4678],[343,4616,4617],{},"I grabbed this book on a whim, and it ended up being one of the best books I've ever read on marketing. On the one hand, the concept is simple: Use stories to communicate your message. But it had one concept that I had never heard before:",[694,4619,4620],{},[343,4621,4622],{},"Weave a story where your customer is the hero, and you are the guide.",[343,4624,4625],{},"In this book, Donald Miller lays out a simple and easy framework to clarify your message. He uses the story of the hero's journey to explain how to communicate your message in a way that resonates with your customers. None of this is groundbreaking, but I had never heard the distinction that your customer should be the hero rather than your product being the hero. This felt like a game changer.",[512,4627,4629],{"id":4628},"the-sb7-framework","The SB7 Framework",[343,4631,4632],{},"The author lays out a series of chapters which help you work out the details of your story. The chapters are as follows:",[1391,4634,4635,4638,4641,4644,4647,4650,4653],{},[734,4636,4637],{},"A character",[734,4639,4640],{},"Has a problem",[734,4642,4643],{},"And meets a guide",[734,4645,4646],{},"Who gives them a plan",[734,4648,4649],{},"And calls them to action",[734,4651,4652],{},"That ends in success",[734,4654,4655],{},"That helps them avoid failure",[343,4657,4658,4659,4664],{},"He also has a ",[520,4660,4663],{"href":4661,"rel":4662},"https:\u002F\u002Fwww.mystorybrand.com\u002F",[784],"live tool"," which lets you build your brandscript as you read the book. I found this super useful.",[512,4666,4668],{"id":4667},"deeper-level","Deeper Level",[343,4670,4671],{},"At a deeper level, the book itself is organized in a way that puts you through the same process they're recommending. I felt each chapter was a step, and I was being pulled to action to sign up for his website, buy his courses, purchase workshops, etc. On the one hand, it felt a bit manipulative, but on the other hand, it was a great example of the principles he was teaching. On their website and in their auto-emails, I saw they were practicing what they preached and I noted key items they described in real-time as I was being marketed to.",[343,4673,4674],{},"I do wonder, however, if someone with a proper marketing background would see this as silly. I don't have a marketing background, so I found it very useful. It does seem that I rarely see a company or product that is marketing with the level of clarity that he is recommending... so perhaps this would be useful to more professional people as well?",[343,4676,4677],{},"I really liked the book, and I feel like I'll continue to look for ways to rebrand my efforts using this style.",[343,4679,4680],{},[349,4681],{"alt":4682,"src":4683},"good vs. bad marketing","\u002Fstatic\u002Fimages\u002Fmarketing.jpg",{"title":354,"searchDepth":355,"depth":355,"links":4685},[4686,4687],{"id":4628,"depth":355,"text":4629},{"id":4667,"depth":355,"text":4668},"https:\u002F\u002Fwww.joshhaines.com\u002Fblog\u002Fbook-shelf\u002Fbuilding-a-storybrand","Clarify Your Message So Customers Will Listen.\n","\u002Fstatic\u002Fimages\u002Fbuilding-a-storybrand-cover.jpg","Building a Storybrand book cover",{},"2024-06-17",[],{"title":36,"description":4689},"content\u002Fbuilding-a-storybrand",[370,4698,1045],"marketing",[],"Jdhdr-pbKBxBKbs845_g6PbBp7iAXq3DpS60mthITyg",{"id":4702,"title":264,"author":338,"body":4703,"bookAuthor":265,"canonicalUrl":4838,"contentType":8,"description":4839,"draft":359,"extension":360,"featured":359,"image":4840,"imageAlt":4841,"meta":4842,"navigation":364,"path":263,"publishedAt":4843,"relatedWriting":4844,"runtime":24,"seo":4845,"socialImage":4779,"startHere":359,"stem":4846,"tags":4847,"topics":4849,"updatedAt":4850,"__hash__":4851},"posts\u002Fcontent\u002Fsupercommunicators.md",{"type":340,"value":4704,"toc":4831},[4705,4711,4715,4718,4745,4749,4756,4760,4763,4774,4780,4784,4815,4820,4824],[343,4706,4707,4708,4710],{},"This was a book I randomly saw on Audible and decided to give it a try. I remember the cover was really interesting and the advertisement blurb made it sound pretty great. The author begins by discussing how certain people are ",[530,4709,473],{},". These people tend to be able to connect with others in a way that is both deep and meaningful. They can make people feel heard and understood. They can make people feel like they are the most important person in the room. The author then goes on to discuss how these supercommunicators are able to do this across three main core ideas.",[512,4712,4714],{"id":4713},"_1-three-types-of-conversations","1. Three Types of Conversations",[343,4716,4717],{},"The first core idea is where he discusses how there are really three types of conversations that tend to happen within a larger conversation:",[731,4719,4720,4729,4737],{},[734,4721,4722,4723,4728],{},"The ",[1156,4724,4725],{},[530,4726,4727],{},"What's This Really About?"," Conversation: These are primarily practical conversations that are making decisions and getting things done.",[734,4730,4722,4731,4736],{},[1156,4732,4733],{},[530,4734,4735],{},"How Do We Feel?"," Conversation: These are conversations about emotions and feelings.",[734,4738,4722,4739,4744],{},[1156,4740,4741],{},[530,4742,4743],{},"Who Are We?"," Conversation: These are conversations about identity and values and are generally social in nature.",[512,4746,4748],{"id":4747},"_2-learning-conversations","2. Learning Conversations",[343,4750,4751,4752,4755],{},"The author discusses how our primary purpose in most conversations is to have ",[530,4753,4754],{},"Learning Conversations",". These are conversations where we try to show people our perspectives and, in turn, learn how they see the world.",[512,4757,4759],{"id":4758},"_3-meaningful-conversations","3. Meaningful Conversations",[343,4761,4762],{},"Finally, he explains that we can all learn to be supercommunicators by having the capability to remake mundane questions into deep questions. Some examples:",[731,4764,4765,4768,4771],{},[734,4766,4767],{},"Instead of asking \"Where do you work?\" ask \"What's the best part of your job?\"",[734,4769,4770],{},"Starting a question with \"Did it make you happy when...\" or \"How do you feel about...?\"",[734,4772,4773],{},"Having courage to ask a very deep question. It can feel a bit revealing or sharing when we ask a deep question... lean in to this feeling. Generally, people are happy to have been asked a deep question even if it feels strange to do the asking.",[343,4775,4776],{},[349,4777],{"alt":4778,"src":4779},"super communication","\u002Fstatic\u002Fimages\u002Fcommunication.jpg",[512,4781,4783],{"id":4782},"interesting-parts","Interesting Parts",[1391,4785,4786,4789,4796],{},[734,4787,4788],{},"This book discussed a common topic: Presenting with Stories is more persuasive than facts. The author explained that when low charisma people were asked to present a topic using a story, it put them on equal footing with more charismatic people from a persuasion and knowledge retention standpoint. This was super interesting to me as I've always been a fan of storytelling in presentations.",[734,4790,4791,4792,4795],{},"The author discusses how to \"",[530,4793,4794],{},"get deep fast","\" with someone by asking them questions that probe their emotions. If you can get someone talking about their emotions, the conversation can become meaningful very quickly and you can leave the superficial chatting far behind. As an example, don't ask \"Where do you live?\" but instead ask \"What's your favorite thing about where you live?\" This is a subtle but powerful concept and one I want to try and practice.",[734,4797,4798,4799,4802,4803,4808,4809,4814],{},"Interestingly, the book discusses a communication method called \"",[530,4800,4801],{},"Looping","\" where you repeat back to someone what they said to you. This is a way to show that you are listening and that you understand. I had first heard about this from a therapist who specialized in a style of couples therapy called ",[520,4804,4807],{"href":4805,"rel":4806},"https:\u002F\u002Fimagorelationships.org\u002F",[784],"Imago"," developed by ",[520,4810,4813],{"href":4811,"rel":4812},"https:\u002F\u002Fwww.amazon.com\u002FGetting-Love-You-Want-Couples-ebook\u002Fdp\u002FB07CG4ZLBR",[784],"Harville Hendrix",". It was interesting to see it in a book about communication. I think both books probably developed the idea from the same research.",[343,4816,4817],{},[349,4818],{"alt":4778,"src":4819},"\u002Fstatic\u002Fimages\u002Fcommunication2.jpg",[512,4821,4823],{"id":4822},"overall","Overall",[343,4825,4826,4827,4830],{},"Overall I liked the book. The first two thirds of the book were really solid. During the ",[530,4828,4829],{},"third conversation"," part about identities it started to feel a bit preachy and less useful. He spent a huge amount of time on the Netflix journey of having hard conversations about diversity, race, inclusion, and other identity topics. It seemed like he explained them well, but it felt like he lost the thread a bit on what the book was supposed to be about. It's possible that I'm just noticing my own bias about the topic and that it was actually a great section. I'll have to think about it more.",{"title":354,"searchDepth":355,"depth":355,"links":4832},[4833,4834,4835,4836,4837],{"id":4713,"depth":355,"text":4714},{"id":4747,"depth":355,"text":4748},{"id":4758,"depth":355,"text":4759},{"id":4782,"depth":355,"text":4783},{"id":4822,"depth":355,"text":4823},"https:\u002F\u002Fwww.joshhaines.com\u002Fblog\u002Fbook-shelf\u002Fsupercommunicators","How to Unlock the Secret Language of Connection.\n","\u002Fstatic\u002Fimages\u002Fsupercommunicators-cover.jpg","Supercommunicators book cover",{},"2024-06-03",[],{"title":264,"description":4839},"content\u002Fsupercommunicators",[370,1045,4848,1638],"teams",[],"2024-06-06","G1LtpzWzfHjaquSXEf1RjGuD1ehzsjz8JOjUHcQDcJM",{"id":4853,"title":11,"author":338,"body":4854,"bookAuthor":12,"canonicalUrl":4895,"contentType":8,"description":4896,"draft":359,"extension":360,"featured":359,"image":4897,"imageAlt":4898,"meta":4899,"navigation":364,"path":10,"publishedAt":4900,"relatedWriting":4901,"runtime":24,"seo":4902,"socialImage":4892,"startHere":359,"stem":4903,"tags":4904,"topics":4907,"updatedAt":4908,"__hash__":4909},"posts\u002Fcontent\u002Fanxious-generation.md",{"type":340,"value":4855,"toc":4893},[4856,4859,4866,4887],[343,4857,4858],{},"I have read a number of books by Jonathan Haidt in the past and have really enjoyed them. This book is no different. Jonathan has been warning parents and educators about the dangers of less play and more screen time for children for some time. In this book he is finally able to make the case with causal rather than just correlational data. I found this book easy to read, insightful, and powerful. If you have children under age 18, this book is valuable and a must read.",[343,4860,4861,4862,4865],{},"I specifically enjoyed the fact that he has separate chapters for boys and girls to describe how social media and a ",[530,4863,4864],{},"device based childhood"," affects them differently. It was super useful to see that there are negative affects to both, but that the effects are sometimes very different.",[614,4867,4869,4877],{"className":4868,"dir":619},[617,618],[343,4870,4872,636],{"className":4871,"dir":619},[623],[625,4873,4875],{"ariaHidden":627,"className":4874,"height":630,"viewBox":631,"width":630},[629],[633,4876],{"d":635},[343,4878,4879,4880,4886],{},"\nAs this isn't the type of book that I generally review on the site, I'm going to keep it in the lower ",[530,4881,4882],{},[520,4883,4885],{"href":4884},"\u002Fbooks#honorable-mentions-heading","Honorable Mentions"," section.",[343,4888,4889],{},[349,4890],{"alt":4891,"src":4892},"anxious generation","\u002Fstatic\u002Fimages\u002Fanxious.jpg",{"title":354,"searchDepth":355,"depth":355,"links":4894},[],"https:\u002F\u002Fwww.joshhaines.com\u002Fblog\u002Fbook-shelf\u002Fanxious-generation","How the Great Rewiring of Childhood Is Causing an Epidemic of Mental Illness.\n","\u002Fstatic\u002Fimages\u002Fanxious-generation-cover.jpg","Anxious Generation book cover",{},"2024-05-29",[],{"title":11,"description":4896},"content\u002Fanxious-generation",[370,4905,4906],"mental health","health",[],"2024-06-12","GzaWO7-vl9q9GWyEpuKOmXokLQROQ91dDCR7PINvOqE",{"id":4911,"title":23,"author":338,"body":4912,"bookAuthor":24,"canonicalUrl":5058,"contentType":25,"description":5059,"draft":359,"extension":360,"featured":359,"image":5060,"imageAlt":24,"meta":5061,"navigation":364,"path":22,"publishedAt":5062,"relatedWriting":5063,"runtime":5064,"seo":5065,"socialImage":24,"startHere":364,"stem":5066,"tags":5067,"topics":5070,"updatedAt":5062,"__hash__":5071},"posts\u002Fcontent\u002Fbehind-the-product-podcast.md",{"type":340,"value":4913,"toc":5055},[4914,4946,4975,4979,4982],[343,4915,4916,4917,4922,4923,4928,4929,2590,4934,4939,4940,4945],{},"One of our key software partners, ",[520,4918,4921],{"href":4919,"rel":4920},"https:\u002F\u002Fwww.sep.com\u002F",[784],"SEP",", recently invited me to be a guest on their podcast, ",[520,4924,4927],{"href":4925,"rel":4926},"https:\u002F\u002Fsep.com\u002Fpodcast\u002Fjosh-haines-digital\u002F",[784],"Behind the Product",". I had a great time discussing my career, digital transformation, and the Rolls-Royce Software Factory. You can listen to the episode at the link above, in the embedded player(s) below, or on your favorite podcast platform (",[520,4930,4933],{"href":4931,"rel":4932},"https:\u002F\u002Fpodcasts.apple.com\u002Fus\u002Fpodcast\u002Fjosh-haines-finding-success-with-digital-transformation\u002Fid1523096153?i=1000641411288",[784],"Apple",[520,4935,4938],{"href":4936,"rel":4937},"https:\u002F\u002Fopen.spotify.com\u002Fepisode\u002F0obXrEAwmG1V78g7XL0rmx",[784],"Spotify",", or ",[520,4941,4944],{"href":4942,"rel":4943},"https:\u002F\u002Fpodcasts.google.com\u002Ffeed\u002FaHR0cHM6Ly9mZWVkcy5jYXN0ZWQudXMvNjIvQmVoaW5kLVRoZS1Qcm9kdWN0LWE2ZjE4Zjk2L2ZlZWQ\u002Fepisode\u002FZGQ1MzFhYzktZDI1NS00ZTYzLWE4NWMtODliNDM0NjQ5ZmU1?sa=X&ved=0CAUQkfYCahcKEwjYuLuOptiDAxUAAAAAHQAAAAAQBA&hl=en",[784],"Google",")",[614,4947,1380,4953,1380,4968],{"className":4948},[4949,1377,4950,4951,4952],"my-24","flex-col","items-center","gap-y-12",[4954,4955],"iframe",{"allow":4956,"frameBorder":4957,"height":4958,"style":4959,"sandbox":4960,"src":4967},"autoplay *; encrypted-media *; fullscreen *; clipboard-write","0",175,"width:100%;max-width:660px;overflow:hidden;border-radius:10px;border-color:#B2B2B2;border-style:solid;border-width:1px;",[4961,4962,4963,4964,4965,4966],"allow-forms","allow-popups","allow-same-origin","allow-scripts","allow-storage-access-by-user-activation","allow-top-navigation-by-user-activation","https:\u002F\u002Fembed.podcasts.apple.com\u002Fus\u002Fpodcast\u002Fjosh-haines-finding-success-with-digital-transformation\u002Fid1523096153?i=1000641411288",[4954,4969],{"allow":4970,"frameBorder":4957,"height":4971,"style":4972,"src":4973,"allowFullScreen":364,"loading":4974},"autoplay; clipboard-write; encrypted-media; fullscreen; picture-in-picture",152,"border-radius:12px;width:100%;max-width:660px;","https:\u002F\u002Fopen.spotify.com\u002Fembed\u002Fepisode\u002F0obXrEAwmG1V78g7XL0rmx?utm_source=generator","lazy",[512,4976,4978],{"id":4977},"highlights","Highlights",[343,4980,4981],{},"I've put together a few highlights with timestamps below in case it's helpful:",[731,4983,4984,4993,4996,4999,5002,5008,5015,5018,5021,5027,5052],{},[734,4985,4986,4987,4992],{},"5:10 - Hobbies, ",[520,4988,4991],{"href":4989,"rel":4990},"https:\u002F\u002Fwww.shiatsusociety.org\u002Ffinding-business-purpose-and-fulfillment-applying-the-ikigai-framework",[784],"Ikigai"," Framework, Early days",[734,4994,4995],{},"6:15 - Software Factory Origin Story",[734,4997,4998],{},"15:07 - Citizen Developer Model",[734,5000,5001],{},"16:27 - New Approval Process",[734,5003,5004,5005],{},"18:15 - Software Factory's Pull vs. Push model \u002F ",[530,5006,5007],{},"Learn to Fly",[734,5009,5010,5011,5014],{},"22:42 - Software Factory's ",[530,5012,5013],{},"Be A Copilot"," model",[734,5016,5017],{},"25:40 - Catalyst Platform",[734,5019,5020],{},"27:55 - Organizational Influence",[734,5022,5023,5024],{},"31:28 - ",[520,5025,5026],{"href":1446},"Managing Bureaucracy",[734,5028,5029,5030],{},"39:18 - Advice for others\n",[731,5031,5032,5035,5042,5049],{},[734,5033,5034],{},"39:18 - hold the vision",[734,5036,5037,5038,5041],{},"39:39 - ",[530,5039,5040],{},"doin`"," culture",[734,5043,5044,5045],{},"40:38 - ",[520,5046,5048],{"href":5047},"\u002Fblog\u002Fbook-shelf\u002Fvalue-flywheel-effect","value flywheel",[734,5050,5051],{},"41:08 - making mistakes",[734,5053,5054],{},"43:20 - Scaling & Future Plans",{"title":354,"searchDepth":355,"depth":355,"links":5056},[5057],{"id":4977,"depth":355,"text":4978},"https:\u002F\u002Fwww.joshhaines.com\u002Fblog\u002Fbehind-the-product-podcast","I was recently a guest on the Behind the Product podcast. We discussed my career, digital transformation, and the Rolls-Royce Software Factory.\n","\u002Fstatic\u002Fimages\u002Fpodcast.png",{},"2024-05-17",[],"45 min listen",{"title":23,"description":5059},"content\u002Fbehind-the-product-podcast",[1636,25,5068,5069],"digital transformation","software factory",[],"bPRJUt14Gcm9vnGjceraapF69pMU5TWnx2bveJ_kO5s",{"id":5073,"title":194,"author":338,"body":5074,"bookAuthor":195,"canonicalUrl":5119,"contentType":8,"description":5120,"draft":359,"extension":360,"featured":359,"image":5121,"imageAlt":5122,"meta":5123,"navigation":364,"path":193,"publishedAt":5124,"relatedWriting":5125,"runtime":24,"seo":5126,"socialImage":5114,"startHere":359,"stem":5127,"tags":5128,"topics":5129,"updatedAt":5130,"__hash__":5131},"posts\u002Fcontent\u002Fnudge.md",{"type":340,"value":5075,"toc":5115},[5076,5078,5087,5091,5094,5109],[512,5077,4346],{"id":4345},[343,5079,5080,5082,5083,5086],{},[530,5081,194],{}," is essentially a book about choice. It is a worldwide best seller, and like some of my ",[520,5084,5085],{"href":282},"other book"," reviews there are going to be far better reviews than mine available with a quick google search. Honestly, I found the book a bit dry although filled with useful information. For people trying to create advertisements, influence decisions on products, or steer people in a specific direction, this book will be critical. It feels like this is a roll-up of the newest research and best practices in this space. I certainly found the book \"worth the read\", but did not have any immediate ways to make the advice actionable.",[512,5088,5090],{"id":5089},"favorite-points","Favorite Points",[343,5092,5093],{},"I'm including a couple of the key points from the book below. If any of these resonate with you, it might be worth reading more.",[1391,5095,5096,5099,5106],{},[734,5097,5098],{},"If you aren't familiar with many of the common biases, this book provides a good overview. A few examples of common biases discussed in detail are anchoring, availability, representativeness, status quo, and loss aversion.",[734,5100,5101,5102,5105],{},"A good part of the book discusses the concept of ",[530,5103,5104],{},"Choice Design",". This was an interesting concept I hadn't heard about before. The idea is you can design choices in such a way that you can purposely affect the outcomes of people making those decisions. On the surface, this seems obvious. The authors, however, explain that this is far from straightforward and you can be anywhere from deliberate to devious as you set up these choices.",[734,5107,5108],{},"Before reading this book I never realized how powerful a \"default\" option can be. It was shocking just how often people will go with a reasonable default and essentially make the choice to allow the default to progress even if they would have chosen differently if the default were presented as another choice. Fascinating!",[343,5110,5111],{},[349,5112],{"alt":5113,"src":5114},"an image of someone nudging someone else","\u002Fstatic\u002Fimages\u002Fnudge.jpg",{"title":354,"searchDepth":355,"depth":355,"links":5116},[5117,5118],{"id":4345,"depth":355,"text":4346},{"id":5089,"depth":355,"text":5090},"https:\u002F\u002Fwww.joshhaines.com\u002Fblog\u002Fbook-shelf\u002Fnudge","Small nudges, big changes: Improving decisions about health, wealth, and happiness.\n","\u002Fstatic\u002Fimages\u002Fnudge-cover.jpg","Nudge book cover",{},"2024-05-03",[],{"title":194,"description":5120},"content\u002Fnudge",[370,4336,4698],[],"2024-05-20","t3zfNomu358UIMW7hJomEj74XFuQq-akh0jPpq41bLI",{"id":5133,"title":330,"author":338,"body":5134,"bookAuthor":331,"canonicalUrl":5191,"contentType":8,"description":5192,"draft":359,"extension":360,"featured":359,"image":5193,"imageAlt":5194,"meta":5195,"navigation":364,"path":329,"publishedAt":5196,"relatedWriting":5197,"runtime":24,"seo":5198,"socialImage":5184,"startHere":359,"stem":5199,"tags":5200,"topics":5201,"updatedAt":5196,"__hash__":5202},"posts\u002Fcontent\u002Fyour-next-five-moves.md",{"type":340,"value":5135,"toc":5185},[5136,5140,5143,5146,5150,5153,5156,5160,5163,5167,5170,5173,5179],[512,5137,5139],{"id":5138},"influencer-style","Influencer Style",[343,5141,5142],{},"The book has the style of influencer-created YouTube and Instagram videos. These influencers often structure their content to grab attention for short bursts rather than to provide lasting and actionable knowledge. This style felt jarring and frustrating in book format even though it's standard on influencer platforms. Most of the book is structured as numbered lists of \"how to find out who to trust\" or \"things to do when firing someone\".",[343,5144,5145],{},"Patrick has obviously been successful in business, but it didn't seem like his recommendations were things that any reasonable person would actually follow, at least as a general pass.",[512,5147,5149],{"id":5148},"impossible-but-good-ideas","Impossible but Good Ideas",[343,5151,5152],{},"I was shocked at how often his recommendations were things that would be nearly impossible to actually follow through on. One example that stuck with me was him discussing how to manage trust with people you know. He recommended making a list of everyone you know and giving them one of four categories: trusted, witnessed, vetted, fully trusted. On the one hand, I understand why that might be desirable or advice someone might give. On the other hand, no one is actually going to sit down and make a list of everyone they know and sort them into categories.",[343,5154,5155],{},"These kinds of concepts are spread all over YouTube and other influencer-heavy platforms. Creators will come up with advice it would be hard to argue is \"bad\", but almost no one would actually follow through on.",[512,5157,5159],{"id":5158},"varying-viewpoints","Varying Viewpoints",[343,5161,5162],{},"The author tends to jump around and play with varying viewpoints throughout the book. At times he speaks as a CEO, a friend, a mentor, or a neighbor. Depending on which bulleted list he's working his way through it might be advice on firing someone (with you as a manager) or advice on which start-up money to take (as an entrepreneur). This was difficult to track and made the book less cohesive.",[512,5164,5166],{"id":5165},"overall-thoughts","Overall Thoughts",[343,5168,5169],{},"This wasn't a \"bad book\" per se, but it I would claim it was very un-actionable. I found myself mildly nodding along with his discussion points, but I didn't find any actionable recommendations once finished.",[343,5171,5172],{},"The title was also misleading. The author did not make mention of business strategy or how to master it. He repeatedly referenced chess grandmasters and how they think, but there was little to no connection of that concept back to actual business strategy. He then decided to break his book into five sections with no real connection back to how they might fit in with business strategy.",[343,5174,5175,5176,718],{},"I would recommend skipping this book and have placed it relatively low on my ",[520,5177,5178],{"href":4405},"\"useful\" to \"not-useful\" list",[343,5180,5181],{},[349,5182],{"alt":5183,"src":5184},"bad chess picture","\u002Fstatic\u002Fimages\u002FbadChess.jpg",{"title":354,"searchDepth":355,"depth":355,"links":5186},[5187,5188,5189,5190],{"id":5138,"depth":355,"text":5139},{"id":5148,"depth":355,"text":5149},{"id":5158,"depth":355,"text":5159},{"id":5165,"depth":355,"text":5166},"https:\u002F\u002Fwww.joshhaines.com\u002Fblog\u002Fbook-shelf\u002Fyour-next-five-moves","Master the Art of Business Strategy.\n","\u002Fstatic\u002Fimages\u002Fyour-next-five-moves-cover.jpg","Your Next Five Moves book cover",{},"2024-04-21",[],{"title":330,"description":5192},"content\u002Fyour-next-five-moves",[370,1221],[],"6nhQblM5iIeqdkINf6ri1yY3n0dbYbvXgcmBJk6ESEw",{"id":5204,"title":190,"author":338,"body":5205,"bookAuthor":191,"canonicalUrl":5270,"contentType":8,"description":5271,"draft":359,"extension":360,"featured":359,"image":5272,"imageAlt":5273,"meta":5274,"navigation":364,"path":189,"publishedAt":5275,"relatedWriting":5276,"runtime":24,"seo":5277,"socialImage":5220,"startHere":359,"stem":5278,"tags":5279,"topics":5280,"updatedAt":5281,"__hash__":5282},"posts\u002Fcontent\u002Fnonviolent-communication.md",{"type":340,"value":5206,"toc":5265},[5207,5209,5212,5215,5221,5225,5232,5235,5238,5247,5251],[512,5208,515],{"id":514},[343,5210,5211],{},"This book, as usual, was recommended from a number of channels including Tim Ferris & the Air Force Research Lab staff. I had been hesitant to sit down and read it as it seemed like it might be a bit bland and boring. I'm happy to say that I was pleasantly surprised.",[343,5213,5214],{},"This book presents a body of work from psychotherapist Marshall Rosenberg related to a better way for people to communicate. It begins with bold claims about the value of this system and all the success people have achieved while using it. It then goes on to deliver just such a system.",[343,5216,5217],{},[349,5218],{"alt":5219,"src":5220},"calm sunset","\u002Fstatic\u002Fimages\u002FcalmSunset.jpg",[512,5222,5224],{"id":5223},"brief-overview-of-the-system","Brief Overview of the System",[343,5226,5227,5228,5231],{},"I'll skip the in-depth summary, but will include the basic premise. Rosenberg has created a communication system about finding what people's ",[530,5229,5230],{},"needs"," are and how you can work to meet them. Generally when people speak, they'll complain, attack, or find other ways of couching their words rather than saying what they actually need.",[343,5233,5234],{},"As an example, someone might say \"You always go out with your friends when the kids don't have a softball game\". Nonviolent communication might work to re-frame that statement, which seems like an attack, into \"I'm needing a little connection tonight and would like for you to stay home with me.\"",[343,5236,5237],{},"The second statement is very direct, honest, vulnerable, and open about what the person's needs are. The other person can then choose how to act or behave based on their needs and wants in that moment. The book details many benefits we can realize by taking responsibility for stating our needs and listening to the needs of others.",[343,5239,5240,5241,5243,5244,5246],{},"Overall, I highly recommend the book and would rank it highly in my ",[520,5242,4425],{"href":4405},". I feel like it aligns well in usefulness with ",[520,5245,112],{"href":111}," by Amy Edmondson.",[512,5248,5250],{"id":5249},"audiobook-quality","Audiobook Quality",[614,5252,5254,5262],{"className":5253,"dir":619},[617,618],[343,5255,5257,636],{"className":5256,"dir":619},[623],[625,5258,5260],{"ariaHidden":627,"className":5259,"height":630,"viewBox":631,"width":630},[629],[633,5261],{"d":635},[343,5263,5264],{},"\nThe quality itself was poor also with cracks, pops, and mouth noises which weren't filtered. The author read the book himself, and he might talk more slowly than anyone I've ever heard. That said, it allowed me to listen at more than 2X speed which was pretty great!",{"title":354,"searchDepth":355,"depth":355,"links":5266},[5267,5268,5269],{"id":514,"depth":355,"text":515},{"id":5223,"depth":355,"text":5224},{"id":5249,"depth":355,"text":5250},"https:\u002F\u002Fwww.joshhaines.com\u002Fblog\u002Fbook-shelf\u002Fnonviolent-communication","A Language of Life: Life-Changing Tools for Healthy Relationships.\n","\u002Fstatic\u002Fimages\u002Fnonviolent-communication-cover.jpg","Nonviolent Communication book cover",{},"2024-04-15",[],{"title":190,"description":5271},"content\u002Fnonviolent-communication",[370,1638,1045,4905],[],"2024-05-08","GDrydvq83t7Gh1x9LmKwDbVjGBGw5YmwnMULoCaClSA",{"id":5284,"title":214,"author":338,"body":5285,"bookAuthor":215,"canonicalUrl":5344,"contentType":8,"description":5345,"draft":359,"extension":360,"featured":359,"image":5346,"imageAlt":5347,"meta":5348,"navigation":364,"path":213,"publishedAt":5349,"relatedWriting":5350,"runtime":24,"seo":5351,"socialImage":5319,"startHere":359,"stem":5352,"tags":5353,"topics":5354,"updatedAt":5349,"__hash__":5355},"posts\u002Fcontent\u002Fquit.md",{"type":340,"value":5286,"toc":5340},[5287,5296,5299,5303,5310,5314,5320,5330,5333],[343,5288,5289,5290,5295],{},"This book was recommended to me by ",[520,5291,5294],{"href":5292,"rel":5293},"https:\u002F\u002Fwww.linkedin.com\u002Fin\u002Fpam-kobryn-b4b5491a6",[784],"Pam Kobryn"," at the Air Force Research Lab. I expected this book to be simply about knowing when to quit your job, but it ended up containing useful information about all types of quitting based on the position of making better decisions.",[343,5297,5298],{},"There were a few ideas and sections that really spoke to me:",[512,5300,5302],{"id":5301},"identity","Identity",[343,5304,5305,5306,5309],{},"The author discusses the concept of tying your identity to an endeavor. If you do this it can become really difficult to make good decisions or to know when to quit. If you see yourself as connected to that project or effort, quitting can feel like giving up on yourself or your identity. This hit home really hard as my internal start-up within Rolls-Royce is in a bit of a transition stage. It's become sort of my ",[530,5307,5308],{},"baby"," and deciding to change or quit it has felt like giving up on myself. This book came at a great time to help me separate those things.",[512,5311,5313],{"id":5312},"monkeys-pedestals","Monkeys & Pedestals",[343,5315,5316],{},[349,5317],{"alt":5318,"src":5319},"monkey singing on a pedestal","\u002Fstatic\u002Fimages\u002Fmonkey.jpg",[343,5321,5322,5323,522,5326,5329],{},"Another key point was when Annie discussed the concept of ",[530,5324,5325],{},"Monkeys",[530,5327,5328],{},"Pedestals",". This is apparently a well-known concept formalized at X, the accelerator which is part of Alphabet, Google's parent company. In short, each project can be likened to teaching a monkey to sing while standing on a pedestal. Parts of the project are well-understood work (like building a pedestal) and parts of the project are not well understood (like teaching a monkey to sing).",[343,5331,5332],{},"It can be tempting to go build pedestals because they're easy, success is mostly guaranteed, and the progress feels comfortable. At the end of the day, however, it's false progress. You should start with the monkey, and if you can't solve that problem you should stop the effort. By recognizing, for your project, what is a monkey and what is a pedestal you can understand what tasks to go after.",[343,5334,5335,5336,5339],{},"Overall, I really enjoyed the book and thought it did a good job covering the material. The concepts are powerful without being too wordy, and I feel like I'll benefit from the thoughts in the book. I particularly liked the sections discussing the ",[530,5337,5338],{},"sunk costs fallacy",". I'm pretty familiar with this concept having spent a long time in big enterprise companies... but she gave some great examples to drive home the logical problems and some new ways to frame the problem.",{"title":354,"searchDepth":355,"depth":355,"links":5341},[5342,5343],{"id":5301,"depth":355,"text":5302},{"id":5312,"depth":355,"text":5313},"https:\u002F\u002Fwww.joshhaines.com\u002Fblog\u002Fbook-shelf\u002Fquit","The Power of Knowing When to Walk Away.\n","\u002Fstatic\u002Fimages\u002Fquit-cover.jpg","Quit book cover",{},"2024-04-11",[],{"title":214,"description":5345},"content\u002Fquit",[370,4905,4336],[],"nuIcW8zEZ7ARfodiZ-FWoNe4X-Gr1kiQkLgPnYs1DPU",{"id":5357,"title":316,"author":338,"body":5358,"bookAuthor":317,"canonicalUrl":5438,"contentType":8,"description":5439,"draft":359,"extension":360,"featured":359,"image":5440,"imageAlt":5441,"meta":5442,"navigation":364,"path":315,"publishedAt":5443,"relatedWriting":5444,"runtime":24,"seo":5445,"socialImage":5428,"startHere":359,"stem":5446,"tags":5447,"topics":5449,"updatedAt":5450,"__hash__":5451},"posts\u002Fcontent\u002Fwiring-the-winning-organization.md",{"type":340,"value":5359,"toc":5436},[5360,5372,5375,5423,5429],[343,5361,5362,5363,2590,5365,2590,5367,522,5369,5371],{},"I had been wanting to read this book for some time. As with many other people in this industry, I'm a big fan of Gene Kim and his other books including ",[520,5364,6],{"href":5},[520,5366,206],{"href":205},[520,5368,302],{"href":301},[520,5370,88],{"href":87},". In this new book Gene and Steven Spear discuss a novel concept around thinking and acting to create a winning organization.",[343,5373,5374],{},"The book primarily revolves around three areas: Slowification, Simplification, and Amplification. Briefly:",[731,5376,5377,5386,5413],{},[734,5378,5379,5382,5383],{},[1156,5380,5381],{},"Slowification",": A method in which you modify the environment in which a problem is solved to ",[530,5384,5385],{},"make problem-solving easier.",[734,5387,5388,5391,5392,5395,5396],{},[1156,5389,5390],{},"Simplification",": A method in which you make the problems themselves ",[530,5393,5394],{},"easier to solve"," through:\n",[731,5397,5398,5403,5408],{},[734,5399,5400],{},[1156,5401,5402],{},"Modularization",[734,5404,5405],{},[1156,5406,5407],{},"Incrementalization",[734,5409,5410],{},[1156,5411,5412],{},"Linearization",[734,5414,5415,5418,5419,5422],{},[1156,5416,5417],{},"Amplification",": A method where you make it more obvious that ",[530,5420,5421],{},"problems are occurring"," so they can be seen and solved.",[343,5424,5425],{},[349,5426],{"alt":5427,"src":5428},"wiring an effective organization image","\u002Fstatic\u002Fimages\u002Fwiring.jpg",[343,5430,5431,5432,5435],{},"These concepts aren't exactly new, but it does feel like a very new way of thinking about them and organizing them. This book feels very well thought-out and is full of well-reasoned and approachable examples of how to apply these principles. The information in this book felt novel and fresh and I found myself thinking about how to apply these principles to my own work. Unlike so many books today, the authors didn't just pad a great blog post into a book. I really appreciated this book and it will be ",[520,5433,5434],{"href":4405},"ranked"," highly in my list of books.",{"title":354,"searchDepth":355,"depth":355,"links":5437},[],"https:\u002F\u002Fwww.joshhaines.com\u002Fblog\u002Fbook-shelf\u002Fwiring-the-winning-organization","Liberating Our Collective Greatness through Slowification, Simplification, and Amplification.\n","\u002Fstatic\u002Fimages\u002Fwiring-the-winning-organization-cover.jpg","Wiring the Winning Organization book cover",{},"2024-04-10",[],{"title":316,"description":5439},"content\u002Fwiring-the-winning-organization",[370,5448,371],"bureaucracy",[],"2024-04-16","Qub2VHeC8uFCi-0usa1NpKkKVy_lTiW4CX8ibsZ-u_Q",{"id":5453,"title":162,"author":338,"body":5454,"bookAuthor":163,"canonicalUrl":5628,"contentType":8,"description":5629,"draft":359,"extension":360,"featured":359,"image":5630,"imageAlt":5631,"meta":5632,"navigation":364,"path":161,"publishedAt":5633,"relatedWriting":5634,"runtime":24,"seo":5635,"socialImage":5607,"startHere":359,"stem":5636,"tags":5637,"topics":5638,"updatedAt":5639,"__hash__":5640},"posts\u002Fcontent\u002Fmade-to-stick.md",{"type":340,"value":5455,"toc":5620},[5456,5458,5475,5479,5495,5515,5521,5525,5528,5531,5537,5541,5547,5562,5565,5569,5578,5602,5608,5610],[512,5457,515],{"id":514},[343,5459,5460,5461,5463,5464,5467,5468,5470,5471,5474],{},"I finished this book recently and wanted to put together a ",[520,5462,4425],{"href":4405}," review for it. Overall, I really enjoyed this book. Chip & Dan Heath wrote it together because they each have backgrounds working with ideas and concepts which are ",[530,5465,5466],{},"sticky",". Dan Heath also wrote ",[520,5469,306],{"href":305}," which was another great book with a true ",[530,5472,5473],{},"mind-virus"," as the core concept.",[512,5476,5478],{"id":5477},"ideas-and-concepts-that-are-sticky","Ideas and Concepts that are Sticky",[343,5480,5481,5482,5484,5485,5488,5489,5494],{},"This book deals with how to make ideas ",[530,5483,5466],{}," in a way that they effectively ",[530,5486,5487],{},"stick"," in the minds of other people. The core concepts (and chapters) revolve around the acronym \"",[530,5490,5491],{},[1156,5492,5493],{},"SUCCES","\". The letters stand for:",[731,5496,5497,5500,5503,5506,5509,5512],{},[734,5498,5499],{},"Simplicity",[734,5501,5502],{},"Unexpectedness",[734,5504,5505],{},"Concreteness",[734,5507,5508],{},"Credibility",[734,5510,5511],{},"Emotional",[734,5513,5514],{},"Stories",[343,5516,5517,5518,5520],{},"Various chapters of the book go through these items in detail and use examples and stories to drive home why that trait makes concepts ",[530,5519,5466],{},". For example, a simple message sticks more effectively than a complex message. A message which is unexpected is more likely to be remembered than something obvious. Some concepts seem superficially obvious. But as you read the details provided by the authors you start to understand the amount of research and thought that went into the descriptions.",[512,5522,5524],{"id":5523},"stories-beat-information","Stories Beat Information",[343,5526,5527],{},"My favorite chapter of the book was about stories. The authors provided some really great examples about how telling stories is far more effective than any amount of credibility or facts. In one research experiment, they found students giving presentations that included stories were vastly more memorable later than people who had far more flashy presentations, or far more charisma and speaking ability. Simply telling your information in the form a story embeds your words and thoughts into the minds of the audience more effectively than anything else.",[343,5529,5530],{},"They also provided an anecdote about readers of the book who loved the idea and found it really compelling, while the presenters felt like the stories didn't present as much value as their hard-developed slide decks and summary bullet points. It was an interesting paradox that the most effective summaries were disliked by the very people hoping to make the biggest impact with readers.",[343,5532,5533],{},[349,5534],{"alt":5535,"src":5536},"sticky tape","\u002Fstatic\u002Fimages\u002Ftape.jpg",[512,5538,5540],{"id":5539},"three-unique-features-of-the-book","Three Unique Features of the Book",[343,5542,5543,5544,5546],{},"There were three features of this book that were new and interesting and made it extra ",[530,5545,5466],{}," to me as a reader.",[1391,5548,5549,5552,5559],{},[734,5550,5551],{},"The paper cover for the hardback book appears to have a piece of duct tape on it. The piece of tape has the texture, shine, and overall appearance of a piece of duct tape. It even has a raised texture on the \"wrinkles\". It was unique and makes the cover memorable. There were smaller tape pieces on the spine and the inside cover.",[734,5553,5554,5555,5558],{},"The index at the beginning of the book has a short paragraph summarizing each chapter with key words and phrases that are contained within. By scanning these pages you don't only see the name of the chapter, but also quick notes of what is inside. For instance, you might see \"",[530,5556,5557],{},"Shop talk at Xerox","\" which reminds you of the section talking about a Xerox repairman story. This is a really nice touch that I've never seen before.",[734,5560,5561],{},"The final chapter is a summary of the book. They re-summarize each chapter quickly and pull everything together. They've essentially built three versions of the book: a bare minimum version of the book in the index, the book itself in the middle, and a medium - summarized version at the end.",[343,5563,5564],{},"These items were unique and made the book more memorable and useful as a reference tool in the future.",[512,5566,5568],{"id":5567},"three-barriers-to-strategy","Three Barriers to Strategy",[343,5570,5571,5572,5574,5575,5577],{},"Lastly, I wanted to make a note of one section to ensure I don't forget it. There is part of the final chapter which provides ways to ensure advice is ",[530,5573,5466],{},". In this section they discuss three problems with an effective ",[530,5576,5466],{}," strategy. Those items are:",[731,5579,5580,5586,5592],{},[734,5581,5582,5585],{},[1156,5583,5584],{},"Curse of Knowledge",": This is well described in the book as the way people with deep knowledge of a subject are unable to remember how it feels to be without it. They used the example of people tapping out a song and having other people guess it. The tappers are shocked at how difficult it is for the listeners.",[734,5587,5588,5591],{},[1156,5589,5590],{},"Decision Paralysis",": The authors discuss how giving people lots of choices rarely works out to be a positive. We need to keep strategies simple and choices to a bare minimum which align to our goals and directions for them.",[734,5593,5594,5597,5598,5601],{},[1156,5595,5596],{},"Lack of a Common Language",": They discuss how setting some common language to be used is a powerful idea. For instance, having a strategy to \"",[530,5599,5600],{},"be the number 1 shoe company in the world","\" doesn't provide people the ability to disagree or discuss alternatives. When Disney calls its employees \"cast members\", everyone understands right away what is expected of them. If an employee has a problem they can use that phrase and related vocabulary to raise it. I love this idea and want to increase how I use this within our team.",[343,5603,5604],{},[349,5605],{"alt":5606,"src":5607},"glue","\u002Fstatic\u002Fimages\u002Fglue.jpg",[512,5609,1869],{"id":790},[343,5611,5612,5613,5615,5616,5619],{},"To wrap-up, this was a great book that will rank highly on my ",[520,5614,4425],{"href":4405},". I would recommend this to anyone trying to make ",[530,5617,5618],{},"stickier"," messaging, more powerful strategies, or trying to get better at thought leadership. As someone working toward those goals, I found this book immensely useful.",{"title":354,"searchDepth":355,"depth":355,"links":5621},[5622,5623,5624,5625,5626,5627],{"id":514,"depth":355,"text":515},{"id":5477,"depth":355,"text":5478},{"id":5523,"depth":355,"text":5524},{"id":5539,"depth":355,"text":5540},{"id":5567,"depth":355,"text":5568},{"id":790,"depth":355,"text":1869},"https:\u002F\u002Fwww.joshhaines.com\u002Fblog\u002Fbook-shelf\u002Fmade-to-stick","Why Some Ideas Survive and Others Die.\n","\u002Fstatic\u002Fimages\u002Fmade-to-stick-cover.jpg","Made to Stick book cover",{},"2024-03-15",[],{"title":162,"description":5629},"content\u002Fmade-to-stick",[370,1045,4698,1221,814],[],"2024-05-10","KT6DeBLY5R9oVjjvKV9Phr8TWd0_dvrLyg-Dp1CsiPw",{"id":5642,"title":222,"author":338,"body":5643,"bookAuthor":223,"canonicalUrl":5668,"contentType":8,"description":5669,"draft":359,"extension":360,"featured":359,"image":5670,"imageAlt":5671,"meta":5672,"navigation":364,"path":221,"publishedAt":5673,"relatedWriting":5674,"runtime":24,"seo":5675,"socialImage":5659,"startHere":359,"stem":5676,"tags":5677,"topics":5680,"updatedAt":5673,"__hash__":5681},"posts\u002Fcontent\u002Frange.md",{"type":340,"value":5644,"toc":5666},[5645,5648,5651,5654,5660,5663],[343,5646,5647],{},"In his thought-provoking book \"Range,\" David Epstein challenges the deeply ingrained belief that early specialization is the key to success. Through a blend of compelling stories and scientific research, he argues that it's the generalists (those with a broad range of experiences and interests) who often excel in complex and unpredictable fields.",[343,5649,5650],{},"Epstein dives into the lives of remarkable individuals like Roger Federer. Unlike Tiger Woods, a classic prodigy, Federer dabbled in various sports as a child before focusing on tennis later. Epstein posits that this diverse background gave Federer a unique problem-solving toolkit, boosting his adaptability and creativity on the court.",[343,5652,5653],{},"The book convincingly demonstrates that the path to mastery is rarely linear. Success often lies in a breadth of knowledge and a willingness to experiment and sometimes fail. It reminds us that the most innovative ideas often emerge at the intersection of different disciplines.",[343,5655,5656],{},[349,5657],{"alt":5658,"src":5659},"varied path","\u002Fstatic\u002Fimages\u002Frange1.jpg",[343,5661,5662],{},"While Epstein does provide ample evidence to support his thesis, the book can feel a bit overextended at times. Some sections might benefit from a more concise approach. However, due to the counterintuitive nature of the central idea, this extensive focus helps create a strong argument.",[343,5664,5665],{},"Overall, \"Range\" offers a refreshing perspective on achievement, encouraging us to embrace curiosity, explore diverse interests, and resist the pressures of premature specialization. If you're searching for insights on learning, career development, or simply want to challenge your assumptions about success, this book is well worth your time.",{"title":354,"searchDepth":355,"depth":355,"links":5667},[],"https:\u002F\u002Fwww.joshhaines.com\u002Fblog\u002Fbook-shelf\u002Frange","Why Generalists Triumph in a Specialized World.\n","\u002Fstatic\u002Fimages\u002Frange-cover.jpg","Range book cover",{},"2024-03-11",[],{"title":222,"description":5669},"content\u002Frange",[370,5678,5679],"growth","learning",[],"DAZ6--_MHOsEFl8o8SND3lHEM9GnzeP32AEW7FYwolc",{"id":5683,"title":283,"author":338,"body":5684,"bookAuthor":284,"canonicalUrl":5724,"contentType":8,"description":5725,"draft":359,"extension":360,"featured":359,"image":5726,"imageAlt":5727,"meta":5728,"navigation":364,"path":282,"publishedAt":5729,"relatedWriting":5730,"runtime":24,"seo":5731,"socialImage":5721,"startHere":359,"stem":5732,"tags":5733,"topics":5734,"updatedAt":5062,"__hash__":5735},"posts\u002Fcontent\u002Fthinking-fast-and-slow.md",{"type":340,"value":5685,"toc":5722},[5686,5689,5692,5700,5713,5716],[343,5687,5688],{},"This is a book which largely doesn't need an introduction or summary from me. It is well known, well respected, and well worth the read. Daniel Kahneman is a Nobel laureate and a psychologist who has spent his life studying how we think and make decisions. This book is a almost a culmination of his life's work and is a must-read for anyone who is interested in decision-making and thought leadership.",[343,5690,5691],{},"For those four people who haven't read it yet, the book discusses two decision making systems within our minds.",[731,5693,5694,5697],{},[734,5695,5696],{},"System 1 is fast, intuitive, and emotional. It is the system that makes snap decisions and is often wrong.",[734,5698,5699],{},"System 2 is slow, deliberate, and logical. It is the system that makes well-thought-out decisions and is often right.",[343,5701,5702,5703,5705,5706,2590,5708,5710,5711,718],{},"The book discusses these systems in detail and explains how they interact with each other. It also explains how we can use this knowledge to make better decisions in our lives. Many other books which have come out reference this book and its concepts. Examples from my own ",[520,5704,4425],{"href":4405}," include ",[520,5707,279],{"href":278},[520,5709,162],{"href":161},", and ",[520,5712,147],{"href":146},[343,5714,5715],{},"Do yourself a favor and go grab this book if you haven't read it yet.",[343,5717,5718],{},[349,5719],{"alt":5720,"src":5721},"image about thinking fast and slow","\u002Fstatic\u002Fimages\u002Fthinking.jpg",{"title":354,"searchDepth":355,"depth":355,"links":5723},[],"https:\u002F\u002Fwww.joshhaines.com\u002Fblog\u002Fbook-shelf\u002Fthinking-fast-and-slow","Daniel Kahneman takes us on a groundbreaking tour of the mind and explains the two systems that drive the way we think.\n","\u002Fstatic\u002Fimages\u002Fthinking-fast-and-slow-cover.jpg","Thinking Fast and Slow book cover",{},"2024-01-08",[],{"title":283,"description":5725},"content\u002Fthinking-fast-and-slow",[370,4336,814],[],"dqKZaVWXZzTygiHDq0HgTh0FW2V3KBi9-v3OCKebAs8",{"id":5737,"title":198,"author":338,"body":5738,"bookAuthor":199,"canonicalUrl":5808,"contentType":8,"description":5809,"draft":359,"extension":360,"featured":359,"image":5810,"imageAlt":5811,"meta":5812,"navigation":364,"path":197,"publishedAt":5813,"relatedWriting":5814,"runtime":24,"seo":5815,"socialImage":5805,"startHere":359,"stem":5816,"tags":5817,"topics":5818,"updatedAt":5062,"__hash__":5819},"posts\u002Fcontent\u002Fonly-the-paranoid-survive.md",{"type":340,"value":5739,"toc":5806},[5740,5766,5769,5779,5786,5789,5797,5800],[614,5741,5743,5751],{"className":5742,"dir":619},[617,618],[343,5744,5746,636],{"className":5745,"dir":619},[623],[625,5747,5749],{"ariaHidden":627,"className":5748,"height":630,"viewBox":631,"width":630},[629],[633,5750],{"d":635},[343,5752,5753,5754,5759,5760,5765],{},"\nI heard about this book from ",[520,5755,5758],{"href":5756,"rel":5757},"https:\u002F\u002Fwww.linkedin.com\u002Fin\u002Fjohn-matlik-b261601\u002F",[784],"John Matlik"," who said ",[520,5761,5764],{"href":5762,"rel":5763},"https:\u002F\u002Fwww.linkedin.com\u002Fin\u002Fcandicebineyard\u002F",[784],"Candice Bineyard"," was discussing one of it's key points in a leadership meeting. I grabbed it and read through it quickly. H\u002FT to them for the recommendation!",[343,5767,5768],{},"This was a short book with one powerful message:",[694,5770,5771],{},[343,5772,5773],{},[530,5774,5775,5778],{},[1156,5776,5777],{},"Strategic Inflection Points"," represent danger and opportunities for businesses.",[343,5780,5781,5782,5785],{},"According to the author, strategic inflection points are periods when \"",[530,5783,5784],{},"massive change occurs and a company must, virtually overnight, adapt or fall by the wayside--in a new way.","\"",[343,5787,5788],{},"This is a simple idea that can have big consequences to businesses of all kinds. These moments are always very clear in hindsight or during a review of the history of an industry. The hard part is to both:",[1391,5790,5791,5794],{},[734,5792,5793],{},"Recognize an inflection point is occuring and",[734,5795,5796],{},"Have the organizational maturity, flexibility, and courage to react in a way that takes advantage of it",[343,5798,5799],{},"Overall, I liked the book. It is certainly dated, and the sections that were questioning the future of the internet were a little silly. It is worth quickly reading through or at least finding some nice cliff notes.",[343,5801,5802],{},[349,5803],{"alt":5804,"src":5805},"inflection points","\u002Fstatic\u002Fimages\u002Finflection.jpg",{"title":354,"searchDepth":355,"depth":355,"links":5807},[],"https:\u002F\u002Fwww.joshhaines.com\u002Fblog\u002Fbook-shelf\u002Fonly-the-paranoid-survive","How to Exploit the Crisis Points That Challenge Every Company.\n","\u002Fstatic\u002Fimages\u002Fonly-the-paranoid-survive-cover.jpg","Only the Paranoid Survive book cover",{},"2023-12-13",[],{"title":198,"description":5809},"content\u002Fonly-the-paranoid-survive",[370,814,1221],[],"KTqphwoDLisd5hIN5_VhaaK0fjCZx9XP2hSfKX7Wqu8",{"id":5821,"title":166,"author":338,"body":5822,"bookAuthor":167,"canonicalUrl":5845,"contentType":8,"description":5846,"draft":359,"extension":360,"featured":359,"image":5847,"imageAlt":5848,"meta":5849,"navigation":364,"path":165,"publishedAt":5850,"relatedWriting":5851,"runtime":24,"seo":5852,"socialImage":5842,"startHere":359,"stem":5853,"tags":5854,"topics":5855,"updatedAt":5062,"__hash__":5856},"posts\u002Fcontent\u002Fmake-space-to-lead.md",{"type":340,"value":5823,"toc":5843},[5824,5831,5837],[343,5825,5826,5827,5830],{},"I didn't think this was necessarily a bad book, but it wasn't great either. The general idea revolves around people who are stuck in the ",[530,5828,5829],{},"busyness trap"," where they are too busy to be good leaders, or even to get things done. She makes the case that people need start saying no more, clear their schedules some, and slow down so they can lead more effectively.",[343,5832,5833,5834,5836],{},"For this type of benefit, I'd much recommend the book ",[520,5835,104],{"href":103}," discussed further up.",[343,5838,5839],{},[349,5840],{"alt":5841,"src":5842},"female leader","\u002Fstatic\u002Fimages\u002Flead.jpg",{"title":354,"searchDepth":355,"depth":355,"links":5844},[],"https:\u002F\u002Fwww.joshhaines.com\u002Fblog\u002Fbook-shelf\u002Fmake-space-to-lead","Break Patterns to Find Flow and Focus on What Matters.\n","\u002Fstatic\u002Fimages\u002Fmake-space-to-lead-cover.jpg","Make Space to Lead book cover",{},"2023-12-12",[],{"title":166,"description":5846},"content\u002Fmake-space-to-lead",[370,814,371],[],"E18IgNMbEjifdADOKngMsF_28wdCHZCEHfphhg3NvBM",{"id":5858,"title":144,"author":338,"body":5859,"bookAuthor":97,"canonicalUrl":5932,"contentType":8,"description":5933,"draft":359,"extension":360,"featured":359,"image":5934,"imageAlt":5935,"meta":5936,"navigation":364,"path":143,"publishedAt":5937,"relatedWriting":5938,"runtime":24,"seo":5939,"socialImage":5884,"startHere":359,"stem":5940,"tags":5941,"topics":5942,"updatedAt":5943,"__hash__":5944},"posts\u002Fcontent\u002Ficarus-deception.md",{"type":340,"value":5860,"toc":5928},[5861,5865,5868,5873,5876,5879,5885,5889,5906,5916,5923],[512,5862,5864],{"id":5863},"original-review","Original Review",[343,5866,5867],{},"In true Seth Godin fashion, this is a short book about one powerful concept:",[694,5869,5870],{},[343,5871,5872],{},"The Icarus fable about not flying too close to the sun is not the best message anymore.",[343,5874,5875],{},"In that fable, Icarus has wings made with wax, and upon flying too high the wax gets hot and melts, so he falls from the sky.",[343,5877,5878],{},"In this book, Seth makes the argument that most people in industries, especially anyone who is a knowledge worker (but also others) should treat their work as art. People understand intuitively that art must be trained, is unique from the contributor, and can be grown and nurtured to improve. For some reason, we don't make that same connection with knowledge work. Striving for excellence, breaking some eggs and apologizing after, and avoiding the trap of conformity are the main themes of the book. I really enjoyed it and have kept this concept in mind as I've progressed the last few years.",[343,5880,5881],{},[349,5882],{"alt":5883,"src":5884},"icarus flying near the sun","\u002Fstatic\u002Fimages\u002Ficarus.jpg",[512,5886,5888],{"id":5887},"updated-review","Updated Review",[614,5890,5892,5900],{"className":5891,"dir":619},[617,618],[343,5893,5895,636],{"className":5894,"dir":619},[623],[625,5896,5898],{"ariaHidden":627,"className":5897,"height":630,"viewBox":631,"width":630},[629],[633,5899],{"d":635},[343,5901,5902,5903,5905],{},"\nUpon migrating this book to my new website ",[520,5904,4425],{"href":4405},", I realized my thoughts had changed slightly considering a few years had passed and I had read more books. The thoughts below are my updated thoughts on the book.",[343,5907,5908,5909,5911,5912,5915],{},"It's become obvious to me that I've mixed together two books by Seth Godin: ",[520,5910,159],{"href":158}," and this one. When discussing this idea with people I would say \"You need to think of your job as ",[530,5913,5914],{},"art"," to become more of a critical linchpin in your career.\" I still think these ideas belong together, but they've come from two different books.",[343,5917,5918,5919,5922],{},"I also think this concept of \"",[530,5920,5921],{},"Work as Art","\" isn't possible to do early in your career (for most people.) I think it often only comes with experience and years in your career. I would predict that the few people who can do it early in their career are likely to be vastly more successful or vastly less successful than the average person.",[343,5924,5925],{},[349,5926],{"alt":5883,"src":5927},"\u002Fstatic\u002Fimages\u002Ficarus2.jpg",{"title":354,"searchDepth":355,"depth":355,"links":5929},[5930,5931],{"id":5863,"depth":355,"text":5864},{"id":5887,"depth":355,"text":5888},"https:\u002F\u002Fwww.joshhaines.com\u002Fblog\u002Fbook-shelf\u002Ficarus-deception","How High Will You Fly?\n","\u002Fstatic\u002Fimages\u002Ficarus-deception-cover.jpg","The Icarus Deception book cover",{},"2023-11-19",[],{"title":144,"description":5933},"content\u002Ficarus-deception",[370,1221,5678],[],"2024-05-19","NAY5Px5gYwvdljAygqlFHLBys8K_cruLYjOUXMpzdrY",{"id":5946,"title":116,"author":338,"body":5947,"bookAuthor":117,"canonicalUrl":6039,"contentType":8,"description":6040,"draft":359,"extension":360,"featured":359,"image":6041,"imageAlt":6042,"meta":6043,"navigation":364,"path":115,"publishedAt":6044,"relatedWriting":6045,"runtime":24,"seo":6046,"socialImage":6033,"startHere":359,"stem":6047,"tags":6048,"topics":6049,"updatedAt":5062,"__hash__":6050},"posts\u002Fcontent\u002Ffiefdom-syndrome.md",{"type":340,"value":5948,"toc":6034},[5949,5956,5961,5965,5968,6014,6018,6021,6025,6028],[343,5950,5951,5955],{},[520,5952,5954],{"href":5756,"rel":5953},[784],"John"," recommended this book because it feels like we suffer from Fiefdom Syndrome at times. Through sometimes innocent (and sometimes not!) means, people in certain positions end up consolidating power and control over processes which stymie our ability to get new and novel ways of working integrated into the business. Overall, I'd say you don't need to read it. It's a solid 3\u002F5 with a few good points, most of which I've summarized below.",[694,5957,5958],{},[343,5959,5960],{},"Fiefdoms control information, stifle creativity, and are unwilling to cope with change.",[512,5962,5964],{"id":5963},"types-of-fiefdoms","Types of Fiefdoms",[343,5966,5967],{},"He discusses six main types of fiefdoms which were a useful classification system:",[1391,5969,5970,5976,5990,5996,6002,6008],{},[734,5971,5972,5975],{},[1156,5973,5974],{},"Personal",": A single person's personality drives the collection of power...I think we can all think of these situations.",[734,5977,5978,5981,5982,2590,5985,5710,5987,718],{},[1156,5979,5980],{},"Peer"," (or Network): Fiefdom due to network of entities...Our consistent IT vendors fit here, I think. They're the only ones with experience to make useful project plans, and our IT folks have long relationships with them. Our procurement processes make it prohibitively difficult to work with any other companies, so we continue to get abused by the same vendors over and over again and enormous costs in ",[1156,5983,5984],{},"cash",[1156,5986,1587],{},[1156,5988,5989],{},"results",[734,5991,5992,5995],{},[1156,5993,5994],{},"Divisional",": Similar parts of the business end up acting as their own entity. I think some of this could happen across programs if we aren't careful to share best practices and keep a higher-level look. This seems like a potential source of issues, but it also seems well-managed at our current company.",[734,5997,5998,6001],{},[1156,5999,6000],{},"Top-Tier",": This is when a high-level person in the business cuts himself off from the rest of the marketplace and becomes immune to business realities. I feel like we have pieces of this, but can't think of a good example at the moment.",[734,6003,6004,6007],{},[1156,6005,6006],{},"Group",": The author feels this is the most destructive and common form. In this fiefdom type a small group of people end up gathering control of a common task and are later seen as the only people allowed to interact with that task. The rest of the business ends up beholden to them to accomplish the task. I have some ideas where things like this exist, but they aren't that clean. Procurement feels like one, IA also feels like one. But both seem to have decent reasons for existing the way they do...although the practices are certainly outdated and bad for adapting to fast business changes.",[734,6009,6010,6013],{},[1156,6011,6012],{},"Protected",": This is when an executive level person supports or creates a fiefdom and then ends up shielding it from scrutiny. I've certainly thought of IT as this type of fiefdom, but I'm not sure that's fair. It seems they need to be held to actual deliverables and not just project management, but the issues are far more complicated than simply saying some shady executive is protecting them. Maybe this is a fiefdom that doesn't really exist in our current organization.",[512,6015,6017],{"id":6016},"metrics","Metrics",[343,6019,6020],{},"One idea he discussed was the idea that each group in the business needs to use standardized delivery metrics. These metrics should be reported the same, in the same templates, and everyone should have to have them. This will help teams to be objective about progress and deliveries and make it far harder for a fiefdom to retain control even while not delivering as well as they might with an upgrade to their processes.",[512,6022,6024],{"id":6023},"creativity-vs-discipline","Creativity vs. Discipline",[343,6026,6027],{},"He repeatedly brings up the idea of creativity vs. discipline. I'm sure this is an important point, but it didn't land for me. He spoke at length about his experience at Proctor & Gamble selling consumer products and uses sales analogies to make his points often. I'm not sure how much this concept would land with other companies without more directed examples.",[343,6029,6030],{},[349,6031],{"alt":6032,"src":6033},"owners watching over their fiefdom","\u002Fstatic\u002Fimages\u002Ffiefdom.jpg",{"title":354,"searchDepth":355,"depth":355,"links":6035},[6036,6037,6038],{"id":5963,"depth":355,"text":5964},{"id":6016,"depth":355,"text":6017},{"id":6023,"depth":355,"text":6024},"https:\u002F\u002Fwww.joshhaines.com\u002Fblog\u002Fbook-shelf\u002Ffiefdom-syndrome","The Turf Battles That Undermine Careers and Companies - And How to Overcome Them.\n","\u002Fstatic\u002Fimages\u002Ffiefdom-syndrome-cover.jpg","The Fiefdom Syndrome book cover",{},"2023-09-22",[],{"title":116,"description":6040},"content\u002Ffiefdom-syndrome",[370,4848,5448,900],[],"TfAhKArm_V8IHUiSRi8AwlIh-bbp5HEaeITEFGQlBMY",{"id":6052,"title":108,"author":338,"body":6053,"bookAuthor":109,"canonicalUrl":6092,"contentType":8,"description":6093,"draft":359,"extension":360,"featured":359,"image":6094,"imageAlt":6095,"meta":6096,"navigation":364,"path":107,"publishedAt":6097,"relatedWriting":6098,"runtime":24,"seo":6099,"socialImage":6078,"startHere":359,"stem":6100,"tags":6101,"topics":6102,"updatedAt":6103,"__hash__":6104},"posts\u002Fcontent\u002Ffear-of-missing-out.md",{"type":340,"value":6054,"toc":6090},[6055,6062,6073,6079],[343,6056,6057,6058,6061],{},"This book was recommended by ",[520,6059,1676],{"href":1674,"rel":6060},[784]," after he read it and found it really great. I also really liked this book. It took a couple concepts that many of us experience at different points in our lives and gave them terminology and explanations. Books like that are some of the best.",[343,6063,6064,6065,6068,6069,6072],{},"In the book, they discuss ",[1156,6066,6067],{},"FOMO"," (Fear of Missing Out) which is that feeling you can get when you look at other people's ",[530,6070,6071],{},"perfect"," lives on social media. This can lead to internal unhappiness, depression, etc.",[343,6074,6075],{},[349,6076],{"alt":6077,"src":6078},"broken phone","\u002Fstatic\u002Fimages\u002FbrokenPhone.jpg",[343,6080,6081,6082,6085,6086,6089],{},"He also discusses ",[1156,6083,6084],{},"FOBO"," (Fear of a Better Option). This had a direct connection to some of the problems we're experiencing within our company. At times, our leadership seems stuck at an intersection. They're afraid to make a choice because it could be wrong. Instead, we maintain optionality and in the process stand still and don't move. We see this throughout many of the IT & Digital organizations. We have a lot of options, but we don't have a clear path forward. This can manifest via ",[1156,6087,6088],{},"FOTA"," (Fear of Taking Action). I recommend the book if for no other reason than to provide you a set of words and ideas which will allow you to recognize these feelings and situations better in your own personal and professional life.",{"title":354,"searchDepth":355,"depth":355,"links":6091},[],"https:\u002F\u002Fwww.joshhaines.com\u002Fblog\u002Fbook-shelf\u002Ffear-of-missing-out","Practical Decision-Making in a World of Overwhelming Choice.\n","\u002Fstatic\u002Fimages\u002Ffear-of-missing-out-cover.jpg","Fear of Missing Out book cover",{},"2023-09-20",[],{"title":108,"description":6093},"content\u002Ffear-of-missing-out",[370,1638,4905],[],"2024-05-09","52pNZc6frr22u0sGvq1bMAflfcY5-1zEtt0OYA0wn-w",{"id":6106,"title":291,"author":338,"body":6107,"bookAuthor":97,"canonicalUrl":6128,"contentType":8,"description":6129,"draft":359,"extension":360,"featured":359,"image":6130,"imageAlt":6131,"meta":6132,"navigation":364,"path":290,"publishedAt":6133,"relatedWriting":6134,"runtime":24,"seo":6135,"socialImage":6125,"startHere":359,"stem":6136,"tags":6137,"topics":6138,"updatedAt":5062,"__hash__":6139},"posts\u002Fcontent\u002Ftribes.md",{"type":340,"value":6108,"toc":6126},[6109,6120],[343,6110,6111,6112,6115,6116,718],{},"I enjoyed this book. It is highly recommended across many different communities on the internet, and I can see why. In the book, Seth lays out a case for why we need more leaders in the world. He discusses how people growing communities are leaders whether they believe it or not. He also discusses how to lead and how to grow a tribe. He contrasts these leaders with what he calls \"Sheepwalkers\" who are people who are just following the status quo and not leading. This book really made me think of the powerful phenomenon ",[530,6113,6114],{},"Learned Helplessness",". You can read more about learned helplessness ",[520,6117,1941],{"href":6118,"rel":6119},"https:\u002F\u002Fen.wikipedia.org\u002Fwiki\u002FLearned_helplessness",[784],[343,6121,6122],{},[349,6123],{"alt":6124,"src":6125},"refusal to lead","\u002Fstatic\u002Fimages\u002Frefusal.jpg",{"title":354,"searchDepth":355,"depth":355,"links":6127},[],"https:\u002F\u002Fwww.joshhaines.com\u002Fblog\u002Fbook-shelf\u002Ftribes","We Need You to Lead Us.\n","\u002Fstatic\u002Fimages\u002Ftribes-cover.jpg","Tribes book cover",{},"2023-09-09",[],{"title":291,"description":6129},"content\u002Ftribes",[370,814,5448],[],"foLWAHxhd2q6mxZ8aX9HJtQipiwJdVkCiN3jxVBYT0k",{"id":6141,"title":170,"author":338,"body":6142,"bookAuthor":171,"canonicalUrl":6169,"contentType":8,"description":6170,"draft":359,"extension":360,"featured":359,"image":6171,"imageAlt":6172,"meta":6173,"navigation":364,"path":169,"publishedAt":6174,"relatedWriting":6175,"runtime":24,"seo":6176,"socialImage":6166,"startHere":359,"stem":6177,"tags":6178,"topics":6180,"updatedAt":6181,"__hash__":6182},"posts\u002Fcontent\u002Fmaking-work-visible.md",{"type":340,"value":6143,"toc":6167},[6144,6147,6158,6161],[343,6145,6146],{},"Making work visible is a book about exactly what the title suggests. The author does a simply wonderful job of explaining various ways to take the nuances of work and make them visible through various types of tools. Throughout the process, you come to learn and value all the benefits of making your work visible.",[343,6148,6149,6150,6153,6154,6157],{},"At its core, this book really speaks to gathering meaningful and useful data and visualizing that data in ways which help you to understand how to improve. It's not a complicated book, but it's a topic which many people in many types of organizations can benefit from. In our part of the world, the ",[520,6151,6152],{"href":5},"Dora Metrics"," seems to be the most prevalent and meaningful, but various other metrics found in the world of web application and cloud ",[530,6155,6156],{},"observability"," circles are also powerful.",[343,6159,6160],{},"For teams and leaders trying to improve the work, this book can be immensely useful. I plan to revisit this book once we're further along in our journey to see what new ideas I can implement.",[343,6162,6163],{},[349,6164],{"alt":6165,"src":6166},"visible work","\u002Fstatic\u002Fimages\u002FvisibleWork.jpg",{"title":354,"searchDepth":355,"depth":355,"links":6168},[],"https:\u002F\u002Fwww.joshhaines.com\u002Fblog\u002Fbook-shelf\u002Fmaking-work-visible","Exposing Time Theft to Optimize Work & Flow.\n","\u002Fstatic\u002Fimages\u002Fmaking-work-visible-cover.jpg","Making Work Visible book cover",{},"2023-09-08",[],{"title":170,"description":6170},"content\u002Fmaking-work-visible",[370,371,6179],"visualization",[],"2024-05-16","rnA7SN53j7cHKZD3jOYKEi5JjBf_-6Zlg1lcGHpWLJU",{"id":6184,"title":120,"author":338,"body":6185,"bookAuthor":121,"canonicalUrl":6235,"contentType":8,"description":6236,"draft":359,"extension":360,"featured":359,"image":6237,"imageAlt":6238,"meta":6239,"navigation":364,"path":119,"publishedAt":6240,"relatedWriting":6241,"runtime":24,"seo":6242,"socialImage":6232,"startHere":359,"stem":6243,"tags":6244,"topics":6245,"updatedAt":6246,"__hash__":6247},"posts\u002Fcontent\u002Ffinite-and-infinite-games.md",{"type":340,"value":6186,"toc":6233},[6187,6194,6197,6205,6208,6227],[343,6188,6189,6190,6193],{},"This was a bit of a strange philosophical book that was recommended in another book I was reading. I didn't particularly enjoy the way it was written and didn't glean deep moral understanding from its \"",[530,6191,6192],{},"All As are Bs, but not all Bs are As","\" style of writing. The general thrust of the book, however, was very useful and one that I'll take with me for the long haul.",[343,6195,6196],{},"In short, life is divided into games of two types: finite & infinite:",[731,6198,6199,6202],{},[734,6200,6201],{},"Finite games have rules, players, and winning conditions.",[734,6203,6204],{},"Infinite games are meant to be played non-stop in a way that winning is meaningless.",[343,6206,6207],{},"Large companies are often playing an infinite game. They act as though they want to \"win\" something, but the goal is actually to continue playing... continue earning money, continue getting investment, continue surviving, etc. This simple idea is powerful and if used properly can shape a whole new level of thought pattern when making decisions in a corporate setting.",[343,6209,6210,6211,6214,6215,6220,6221,6226],{},"I don't agree that all decisions in business should be made through the ",[530,6212,6213],{},"infinite"," lens, but far more should be made in that direction than are currently. For the book: I'd recommend reading a ",[520,6216,6219],{"href":6217,"rel":6218},"https:\u002F\u002Fwww.amazon.com\u002Fgp\u002Fcustomer-reviews\u002FRLMP6WVD4Q47T\u002Fref=cm_cr_dp_d_rvw_ttl?ie=UTF8&ASIN=1476731713",[784],"quality review"," on Amazon or a ",[520,6222,6225],{"href":6223,"rel":6224},"https:\u002F\u002Fwww.hsdinstitute.org\u002Fresources\u002Ffinite-infinite-games.html",[784],"blog post review"," and moving on.",[343,6228,6229],{},[349,6230],{"alt":6231,"src":6232},"infiniteGames","\u002Fstatic\u002Fimages\u002FinfiniteGames.jpg",{"title":354,"searchDepth":355,"depth":355,"links":6234},[],"https:\u002F\u002Fwww.joshhaines.com\u002Fblog\u002Fbook-shelf\u002Ffinite-and-infinite-games","A Vision of Life As Play and Possibility.\n","\u002Fstatic\u002Fimages\u002Ffinite-and-infinite-games-cover.jpg","Finite and Infinite Games book cover",{},"2023-09-06",[],{"title":120,"description":6236},"content\u002Ffinite-and-infinite-games",[370,1903,371],[],"2024-05-21","54bMFJVwbOWB60x2q0Yk4lIdZVLwBqD9cgBBcBv135Y",{"id":6249,"title":40,"author":338,"body":6250,"bookAuthor":41,"canonicalUrl":6306,"contentType":8,"description":6307,"draft":359,"extension":360,"featured":359,"image":6308,"imageAlt":6309,"meta":6310,"navigation":364,"path":39,"publishedAt":6311,"relatedWriting":6312,"runtime":24,"seo":6313,"socialImage":6303,"startHere":359,"stem":6314,"tags":6315,"topics":6316,"updatedAt":6181,"__hash__":6317},"posts\u002Fcontent\u002Fchange.md",{"type":340,"value":6251,"toc":6304},[6252,6255,6258,6281,6284,6295,6298],[343,6253,6254],{},"This was a short book that had a significant portion dedicated to a sales pitch for the change management company John Kotter runs. This book was simply an update to the newest research they've done specifically on how modern brain science can be used to help deal with change. To that end, there was one strong key idea throughout that I found useful.",[343,6256,6257],{},"They discuss this idea of the \"Thrive Channel\" and the \"Survive Channel.\" Essentially, the \"Survive Channel\" in your mind is activated by survival instincts. In business, this can be scary business results, threats of layoffs, not having the right skills, fear over performance reviews, uncertainty about the future, and distrust of management. The \"Thrive Channel\" is a set of neurological pathways that get activated when you see opportunities to engage and apply yourself towards a common goal with others around you.",[614,6259,6261,6269,6275],{"className":6260,"dir":619},[617,2619],[343,6262,6264,2629],{"className":6263,"dir":619},[623],[625,6265,6267],{"ariaHidden":627,"className":6266,"height":630,"viewBox":631,"width":630},[629],[633,6268],{"d":2628},[343,6270,6271,6274],{},[1156,6272,6273],{},"Survive"," can give you short term energy, but you will burn out quickly, and you'll be harder to get engaged in the future because of it. It's a short-term sugar rush when you need to be running a marathon.",[343,6276,6277,6280],{},[1156,6278,6279],{},"Thrive"," can be slower to get moving, but thrive energy can be long-term, more engaging, more psychologically safe, and better for everyone in the long term.",[343,6282,6283],{},"They develop this concept into some powerful ideas on how people can describe change, influence people in the direction of change, and avoid many common pitfalls. To demonstrate a couple examples of this in practice:",[1391,6285,6286,6289,6292],{},[734,6287,6288],{},"Don't use a \"Burning Platform\" to convince people to get moving. This will over-engage the survival channel and get people stressed, worried, and disengaged.",[734,6290,6291],{},"Speak about opportunities whenever possible as it keeps a positive focus and allows the \"thrive\" channel to come online strongly. Opportunities > Threats",[734,6293,6294],{},"Think Big, Start Small, Learn Fast. Small - Fast experiments can help to show your team that failures are safe. This builds psychological safety. It also allows you to get small wins which you can share widely. Describing and celebrating wins (even small ones) feeds Thrive and dampens Survive.",[343,6296,6297],{},"To me, as long as a book has one good core idea that you can walk away with, then it's worth the price and effort. This one meets that rubric, and this \"Thrive vs. Survive\" is one I'll keep in mind in the future. It would likely have worked just as well as an essay or a Ted talk rather than a full book.",[343,6299,6300],{},[349,6301],{"alt":6302,"src":6303},"seasonal changing tree","\u002Fstatic\u002Fimages\u002Ftree.jpg",{"title":354,"searchDepth":355,"depth":355,"links":6305},[],"https:\u002F\u002Fwww.joshhaines.com\u002Fblog\u002Fbook-shelf\u002Fchange","How Organizations Achieve Hard-to-Imagine Results in Uncertain and Volatile Times.\n","\u002Fstatic\u002Fimages\u002Fchange-cover.jpg","Change book cover",{},"2023-09-04",[],{"title":40,"description":6307},"content\u002Fchange",[370,1903,476],[],"RmHcj4YGpHoa_y-M9Ft1pzBtTovxcrAH6-JVEEoV-9k",{"id":6319,"title":247,"author":338,"body":6320,"bookAuthor":248,"canonicalUrl":6339,"contentType":8,"description":6340,"draft":359,"extension":360,"featured":359,"image":6341,"imageAlt":6342,"meta":6343,"navigation":364,"path":246,"publishedAt":6344,"relatedWriting":6345,"runtime":24,"seo":6346,"socialImage":6336,"startHere":359,"stem":6347,"tags":6348,"topics":6350,"updatedAt":6181,"__hash__":6351},"posts\u002Fcontent\u002Fsoftware-architect-elevator.md",{"type":340,"value":6321,"toc":6337},[6322,6325,6328,6331],[343,6323,6324],{},"The first half to two-thirds of this book was a little dry. I'm not a huge fan of the way Rolls-Royce does architecture and the beginning of this book goes into why architects are important and what types of things they should be trying to accomplish. He has some useful models to describe how architects fit within the business and how they can be effective.",[343,6326,6327],{},"In the last third of the book, he gets into some really powerful tips and tricks from his many decades as an enterprise architect. The chapters grow much shorter, and he starts to provide nuggets of information that are useful, actionable, and appropriate for our team to implement. One example is to not try to fully document your software application. Users are unlikely to read it, and it will often become quickly out of date. Instead, write short targeted documentation on specific features or workflows. In this case, a user might have questions about a specific area of the application and you can give them a short (easily updatable) document that answers their question(s). This is a great idea and one we hadn't thought of.",[343,6329,6330],{},"If you decide to read this book, I'd recommend sticking to the later parts unless you are considering enterprise architecture as a career.",[343,6332,6333],{},[349,6334],{"alt":6335,"src":6336},"architect elevator","\u002Fstatic\u002Fimages\u002Felevator.jpg",{"title":354,"searchDepth":355,"depth":355,"links":6338},[],"https:\u002F\u002Fwww.joshhaines.com\u002Fblog\u002Fbook-shelf\u002Fsoftware-architect-elevator","Redefining the Architect's Role in the Digital Enterprise.\n","\u002Fstatic\u002Fimages\u002Fsoftware-architect-elevator-cover.jpg","Software Architect Elevator book cover",{},"2023-08-24",[],{"title":247,"description":6340},"content\u002Fsoftware-architect-elevator",[370,6349,1903],"architecture",[],"hGXOi0Mo1ea6WhpQZjrK8QhAVE-AInZLnTnQ5ZkfvyU",{"id":6353,"title":62,"author":338,"body":6354,"bookAuthor":63,"canonicalUrl":6374,"contentType":8,"description":6375,"draft":359,"extension":360,"featured":359,"image":6376,"imageAlt":6377,"meta":6378,"navigation":364,"path":61,"publishedAt":6379,"relatedWriting":6380,"runtime":24,"seo":6381,"socialImage":6371,"startHere":359,"stem":6382,"tags":6383,"topics":6384,"updatedAt":5639,"__hash__":6385},"posts\u002Fcontent\u002Fculture-code.md",{"type":340,"value":6355,"toc":6372},[6356,6361,6366],[343,6357,6358,6360],{},[530,6359,62],{}," is a solid book on the topic of high-performance cultures. I found it very valuable to hear the accounts of high-performance teams and what types of behaviors can drive that performance. They found the results are largely not based on experience, but rather on the culture of the team. This is a solid book on how you can adjust your behaviors and implement certain strategies to help your teams perform more efficiently and effectively.",[343,6362,6363,6364,5246],{},"I also found it to be a good book on psychological safety and its effect on teams. When I talk about psychological safety I often recommend this book along with ",[520,6365,112],{"href":111},[343,6367,6368],{},[349,6369],{"alt":6370,"src":6371},"rocket blasting off","\u002Fstatic\u002Fimages\u002Frocket.jpg",{"title":354,"searchDepth":355,"depth":355,"links":6373},[],"https:\u002F\u002Fwww.joshhaines.com\u002Fblog\u002Fbook-shelf\u002Fculture-code","The Secrets of Highly Successful Groups.\n","\u002Fstatic\u002Fimages\u002Fculture-code-cover.jpg","The Culture Code book cover",{},"2023-08-21",[],{"title":62,"description":6375},"content\u002Fculture-code",[370,1638,814,900],[],"AkJiTceyTwCg-HDTfHAswtM3z3gSYvonwnOVC-rb5uo",{"id":6387,"title":73,"author":338,"body":6388,"bookAuthor":74,"canonicalUrl":6405,"contentType":8,"description":6406,"draft":359,"extension":360,"featured":359,"image":6407,"imageAlt":6408,"meta":6409,"navigation":364,"path":72,"publishedAt":6379,"relatedWriting":6410,"runtime":24,"seo":6411,"socialImage":6402,"startHere":359,"stem":6412,"tags":6413,"topics":6414,"updatedAt":5639,"__hash__":6415},"posts\u002Fcontent\u002Fdecision-quality.md",{"type":340,"value":6389,"toc":6403},[6390,6397],[343,6391,6392,6393,6396],{},"This book is a great introduction to the field of ",[530,6394,6395],{},"Decision Analysis",". I was unfamiliar with this field prior to reading the book. It also provides a solid framework for using decision quality to increase the quality of decisions across multiple domains. The book is a bit dry, and may work better as a reference. It was valuable if for no other reason than to introduce me to the field of Decision Analysis as a whole.",[343,6398,6399],{},[349,6400],{"alt":6401,"src":6402},"decisions","\u002Fstatic\u002Fimages\u002Fdecision.jpg",{"title":354,"searchDepth":355,"depth":355,"links":6404},[],"https:\u002F\u002Fwww.joshhaines.com\u002Fblog\u002Fbook-shelf\u002Fdecision-quality","Value Creation from Better Business Decisions.\n","\u002Fstatic\u002Fimages\u002Fdecision-quality-cover.jpg","Decision Quality book cover",{},[],{"title":73,"description":6406},"content\u002Fdecision-quality",[370,814,4336],[],"vy7dLA_5-8nS2lgaNVWowZPRDcIFNzd4xMqIm750P1o",{"id":6417,"title":92,"author":338,"body":6418,"bookAuthor":93,"canonicalUrl":6442,"contentType":8,"description":6443,"draft":359,"extension":360,"featured":359,"image":6444,"imageAlt":6445,"meta":6446,"navigation":364,"path":91,"publishedAt":6379,"relatedWriting":6447,"runtime":24,"seo":6448,"socialImage":6439,"startHere":359,"stem":6449,"tags":6450,"topics":6451,"updatedAt":5639,"__hash__":6452},"posts\u002Fcontent\u002Fdigital-mindset.md",{"type":340,"value":6419,"toc":6440},[6420,6423,6426,6434],[343,6421,6422],{},"I would recommend skipping this book. I was recommended this book from a few people in the DoD because they were reviewing it at high levels. I found it to be overly simplistic and not very helpful.",[343,6424,6425],{},"Two points that stood out to me were:",[1391,6427,6428,6431],{},[734,6429,6430],{},"They spent a lot of time on how to use modern collaboration tools to spy on your employees. They describe how metadata, even if you don't want to actually read their messages, if fully sufficient to track and understand the conversations and work and determine if employees are doing inappropriate things or wasting time. This section felt very \"big brother\" and I didn't like it.",[734,6432,6433],{},"The last half or third of the book was a giant sales pitch for distributed ledger technologies (blockchain). They describe how it will revolutionize everything and how it will be the future of everything. I found this to be a bit over the top and not very helpful.",[343,6435,6436],{},[349,6437],{"alt":6438,"src":6439},"digital mindset image overlooking a futuristic city","\u002Fstatic\u002Fimages\u002FdigitalMindset.jpg",{"title":354,"searchDepth":355,"depth":355,"links":6441},[],"https:\u002F\u002Fwww.joshhaines.com\u002Fblog\u002Fbook-shelf\u002Fdigital-mindset","What It Really Takes to Thrive in the Age of Data, Algorithms, and AI.\n","\u002Fstatic\u002Fimages\u002Fdigital-mindset-cover.jpg","The Digital Mindset book cover",{},[],{"title":92,"description":6443},"content\u002Fdigital-mindset",[370,371,4905],[],"20SxCP5JqGvE9JkOjoDApqqfsR8Vb-Ov0RVgdqBS7Ug",{"id":6454,"title":104,"author":338,"body":6455,"bookAuthor":105,"canonicalUrl":6485,"contentType":8,"description":6486,"draft":359,"extension":360,"featured":359,"image":6487,"imageAlt":6488,"meta":6489,"navigation":364,"path":103,"publishedAt":6379,"relatedWriting":6490,"runtime":24,"seo":6491,"socialImage":6482,"startHere":359,"stem":6492,"tags":6493,"topics":6494,"updatedAt":5639,"__hash__":6495},"posts\u002Fcontent\u002Fessentialism.md",{"type":340,"value":6456,"toc":6483},[6457,6474,6477],[343,6458,6459,6460,6465,6466,6469,6470,6473],{},"This book was recommended to me by a coworker (h\u002Ft ",[520,6461,6464],{"href":6462,"rel":6463},"https:\u002F\u002Fwww.linkedin.com\u002Fin\u002Fchelsea-bowen-53903b31\u002F",[784],"Chelsea Bowen","!) and I'm glad I read it. It wasn't a super long book, but it had an important message: ",[1156,6467,6468],{},"Do Less, Better",". The author talks about how we're all pulled in so many directions and how we need to focus on the things that are most important. He discusses the importance of saying ",[530,6471,6472],{},"no"," to things and how doing that won't lead to the negative consequences that you expect it might. In fact, he argues that it will open a whole new world of possibilities and improvements.",[343,6475,6476],{},"In a nutshell, essentialism is about focusing on the things that have the largest impact and spending your energy executing on them to a high level. If you aren't sure if an activity will be impactful, then you simply shouldn't do it. It's a powerful message and one that I'll do my best to keep in mind in the future.",[343,6478,6479],{},[349,6480],{"alt":6481,"src":6482},"simple chair","\u002Fstatic\u002Fimages\u002Fchair.jpg",{"title":354,"searchDepth":355,"depth":355,"links":6484},[],"https:\u002F\u002Fwww.joshhaines.com\u002Fblog\u002Fbook-shelf\u002Fessentialism","The Disciplined Pursuit of Less.\n","\u002Fstatic\u002Fimages\u002Fessentialism-cover.jpg","Essentialism book cover",{},[],{"title":104,"description":6486},"content\u002Fessentialism",[370,371,4905],[],"8sY-A4aMCVzpiDeBiuGf7nK2v7Tuy-ifPAtKgEADLYQ",{"id":6497,"title":182,"author":338,"body":6498,"bookAuthor":183,"canonicalUrl":6524,"contentType":8,"description":6525,"draft":359,"extension":360,"featured":359,"image":6526,"imageAlt":6527,"meta":6528,"navigation":364,"path":181,"publishedAt":6529,"relatedWriting":6530,"runtime":24,"seo":6531,"socialImage":6515,"startHere":359,"stem":6532,"tags":6533,"topics":6534,"updatedAt":373,"__hash__":6535},"posts\u002Fcontent\u002Fmultipliers.md",{"type":340,"value":6499,"toc":6522},[6500,6503,6510,6516,6519],[343,6501,6502],{},"I found this book extremely powerful. It presents research on how some leaders multiply their teams' intelligence and performance, while others diminish it. The author provides compelling examples of both leadership styles, along with telltale signs to recognize them.",[343,6504,6505,6506,6509],{},"One powerful concept is the ",[530,6507,6508],{},"accidental diminisher"," - a well-meaning manager who unintentionally undermines their team's ability to excel.",[343,6511,6512],{},[349,6513],{"alt":6514,"src":6515},"multipler leader","\u002Fstatic\u002Fimages\u002Flighthouse.jpg",[343,6517,6518],{},"Surprisingly, the characteristics of a \"Multiplier\" aren't always intuitive. They can be demanding and even \"tiring\" to work for. However, their team members feel pushed to give their absolute best and take pride in their work and rapid growth.",[343,6520,6521],{},"I really enjoyed this book and plan to revisit its lessons. I'll aim to incorporate Multiplier principles into my leadership style while actively avoiding Diminisher tendencies.",{"title":354,"searchDepth":355,"depth":355,"links":6523},[],"https:\u002F\u002Fwww.joshhaines.com\u002Fblog\u002Fbook-shelf\u002Fmultipliers","How the Best Leaders Make Everyone Smarter.\n","\u002Fstatic\u002Fimages\u002Fmultipliers-cover.jpg","Multipliers book cover",{},"2023-08-11",[],{"title":182,"description":6525},"content\u002Fmultipliers",[370,814],[],"Pp01-YG5UNkIbDnQPmp6vyGk8IoasYSHRAOKOKDwc0o",{"id":6537,"title":240,"author":338,"body":6538,"bookAuthor":241,"canonicalUrl":6551,"contentType":8,"description":6552,"draft":359,"extension":360,"featured":359,"image":6553,"imageAlt":6554,"meta":6555,"navigation":364,"path":239,"publishedAt":6556,"relatedWriting":6557,"runtime":24,"seo":6558,"socialImage":6548,"startHere":359,"stem":6559,"tags":6560,"topics":6561,"updatedAt":5062,"__hash__":6562},"posts\u002Fcontent\u002Fsharks-in-the-moat.md",{"type":340,"value":6539,"toc":6549},[6540,6543],[343,6541,6542],{},"This was a pretty solid book when it comes to security. It is very long and very in-depth, but it covers all the material you need to have a solid fundamental understanding of security on the internet. I wouldn't recommend that everyone read it, but for anyone interested in cybersecurity, application security (AppSec), or information security (InfoSec) it's a solid read and worth having on the shelf (even as a reference).",[343,6544,6545],{},[349,6546],{"alt":6547,"src":6548},"sharks in a moat","\u002Fstatic\u002Fimages\u002Fsharks.jpg",{"title":354,"searchDepth":355,"depth":355,"links":6550},[],"https:\u002F\u002Fwww.joshhaines.com\u002Fblog\u002Fbook-shelf\u002Fsharks-in-the-moat","How to Create Truly Secure Software.\n","\u002Fstatic\u002Fimages\u002Fsharks-in-the-moat-cover.jpg","Sharks in the Moat book cover",{},"2023-08-09",[],{"title":240,"description":6552},"content\u002Fsharks-in-the-moat",[370,3971,1903],[],"o0M5TVVt_Xs2OeE9XG5w7-uDoBhHRWtKOvPvkP-tono",{"id":6564,"title":55,"author":338,"body":6565,"bookAuthor":49,"canonicalUrl":6592,"contentType":8,"description":6593,"draft":359,"extension":360,"featured":359,"image":6594,"imageAlt":6595,"meta":6596,"navigation":364,"path":54,"publishedAt":6597,"relatedWriting":6598,"runtime":24,"seo":6599,"socialImage":6589,"startHere":359,"stem":6600,"tags":6601,"topics":6603,"updatedAt":6103,"__hash__":6604},"posts\u002Fcontent\u002Fclean-coder.md",{"type":340,"value":6566,"toc":6590},[6567,6581,6584],[343,6568,6569,6570,1845,6573,6576,6577,6580],{},"The third book in the series is just as strong as the ",[520,6571,6572],{"href":51},"first",[520,6574,6575],{"href":47},"two"," books in the series. In this book, Uncle Bob covers the various tools and techniques that software engineers and developers should take advantage of to do their job well. He talks about estimating timelines, proper attitude for success, and the honesty required to be a true ",[530,6578,6579],{},"craftsman"," in this industry.",[343,6582,6583],{},"This is a fitting addition to the series, and I'd recommend it as highly as the other two.",[343,6585,6586],{},[349,6587],{"alt":6588,"src":6589},"clean code","\u002Fstatic\u002Fimages\u002FcleanCode.jpg",{"title":354,"searchDepth":355,"depth":355,"links":6591},[],"https:\u002F\u002Fwww.joshhaines.com\u002Fblog\u002Fbook-shelf\u002Fclean-coder","A Code of Conduct for Professional Programmers.\n","\u002Fstatic\u002Fimages\u002Fclean-coder-cover.jpg","The Clean Coder book cover",{},"2023-08-08",[],{"title":55,"description":6593},"content\u002Fclean-coder",[370,371,6602],"software",[],"pBBKmOnIu_vQ0Vv2RfoToTfHWAuBvIGdIMtWWgFrdPA",{"id":6606,"title":279,"author":338,"body":6607,"bookAuthor":280,"canonicalUrl":6629,"contentType":8,"description":6630,"draft":359,"extension":360,"featured":359,"image":6631,"imageAlt":6632,"meta":6633,"navigation":364,"path":278,"publishedAt":6634,"relatedWriting":6635,"runtime":24,"seo":6636,"socialImage":6626,"startHere":359,"stem":6637,"tags":6638,"topics":6639,"updatedAt":5062,"__hash__":6640},"posts\u002Fcontent\u002Fthink-again.md",{"type":340,"value":6608,"toc":6627},[6609,6612,6615,6621],[343,6610,6611],{},"This was a good book, although a bit longer than it needed to be. Adam Grant (the author) has a huge amount of experience on changing people's minds as an organizational psychologist. He slowly weaves together a rich view of why the ability to re-think past positions and decisions is critical to being successful in this day and age. People have a tendency to make a decision about a belief or value and then let them become entrenched over time. Those people who are able to re-think their positions will have an enormous advantage over others whose views become stagnant.",[343,6613,6614],{},"At its core, this book is an exposition on an aspect of the Dunning-Kruger effect that we all know and love. The concept is valuable, and we all can benefit from considering whether we should re-think our decisions and values more frequently.",[343,6616,6617,6618,6620],{},"This book kept making me think of ",[520,6619,283],{"href":282}," by Daniel Kahneman. The two books are very different, but they both have a lot to say about how we think and make decisions. They also both make you think about how fast off-the-cuff decisions relate to slow deliberate decisions. I would recommend both books to anyone who is interested in decision-making and thought leadership.",[343,6622,6623],{},[349,6624],{"alt":6625,"src":6626},"think again image","\u002Fstatic\u002Fimages\u002FthinkAgain.jpg",{"title":354,"searchDepth":355,"depth":355,"links":6628},[],"https:\u002F\u002Fwww.joshhaines.com\u002Fblog\u002Fbook-shelf\u002Fthink-again","The Power of Knowing What You Don't Know.\n","\u002Fstatic\u002Fimages\u002Fthink-again-cover.jpg","Think Again book cover",{},"2023-08-07",[],{"title":279,"description":6630},"content\u002Fthink-again",[370,4336,1903],[],"Z1OLRxOmvlpGVF2TK6DTi3jc9nmeGkFE_cn_B8YDwsE",{"id":6642,"title":48,"author":338,"body":6643,"bookAuthor":49,"canonicalUrl":6650,"contentType":8,"description":6651,"draft":359,"extension":360,"featured":359,"image":6652,"imageAlt":6653,"meta":6654,"navigation":364,"path":47,"publishedAt":6655,"relatedWriting":6656,"runtime":24,"seo":6657,"socialImage":6658,"startHere":359,"stem":6659,"tags":6660,"topics":6661,"updatedAt":6103,"__hash__":6662},"posts\u002Fcontent\u002Fclean-architecture.md",{"type":340,"value":6644,"toc":6648},[6645],[343,6646,6647],{},"Similar to Clean Code, this is another solid book about how to plan out and design software so it is more maintainable and robust. Robert's writing style is very clear and concise with enough anecdotes from a long career to be useful. I would recommend this whole series to anyone starting into programming or who is looking for programming-related books\u002Faudiobooks.",{"title":354,"searchDepth":355,"depth":355,"links":6649},[],"https:\u002F\u002Fwww.joshhaines.com\u002Fblog\u002Fbook-shelf\u002Fclean-architecture","A Craftsman's Guide to Software Structure and Design.\n","\u002Fstatic\u002Fimages\u002Fclean-architecture-cover.jpg","Clean Architecture book cover",{},"2023-08-04",[],{"title":48,"description":6651},"\u002Fstatic\u002Fimages\u002FcleanArch.jpg","content\u002Fclean-architecture",[370,371,6602,6349],[],"1kB_svGFavTYldlNKLWpQDsvfD1pgF4c46O98fyyMLw",{"id":6664,"title":96,"author":338,"body":6665,"bookAuthor":97,"canonicalUrl":6718,"contentType":8,"description":6719,"draft":359,"extension":360,"featured":359,"image":6720,"imageAlt":6721,"meta":6722,"navigation":364,"path":95,"publishedAt":6655,"relatedWriting":6723,"runtime":24,"seo":6724,"socialImage":6715,"startHere":359,"stem":6725,"tags":6726,"topics":6727,"updatedAt":5943,"__hash__":6728},"posts\u002Fcontent\u002Fdip.md",{"type":340,"value":6666,"toc":6716},[6667,6670,6675,6678,6683,6695,6707,6710],[343,6668,6669],{},"This is a nice short book with one core concept:",[694,6671,6672],{},[343,6673,6674],{},"Winners will quit many things and stick only with progressing with winning endeavors.",[343,6676,6677],{},"People often fear that quitting hobbies or projects will look poorly on them, but Seth's point is by focusing only on the winners, you'll be far more successful, and people won't remember the thing that you quit. It's not a bad concept and was worth the short read.",[343,6679,6680,6681,3790],{},"This book reminds me of two other books on the ",[520,6682,4425],{"href":4405},[731,6684,6685,6690],{},[734,6686,6687,6689],{},[520,6688,222],{"href":221}," by David Epstein, and",[734,6691,6692,6694],{},[520,6693,214],{"href":213}," by Annie Duke",[343,6696,6697,6698,6701,6702,6706],{},"Both of these books discuss the idea of quitting and how it can be a powerful tool in your arsenal. I think the concept of quitting is often overlooked in our society, and it's nice to see books that discuss it in a positive light. This book by Seth is shorter than either and most directly aligns to ",[520,6699,6700],{"href":213},"Annie's book",". But it certainly has points similar to ",[530,6703,6704],{},[520,6705,222],{"href":221}," in the way it describes quitting as a solid way to get to what you'll truly excel at.",[343,6708,6709],{},"If you're interested in this idea, you can use this to pad out the ideas from the other two books. I would recommend this in third place as far as reading order though.",[343,6711,6712],{},[349,6713],{"alt":6714,"src":6715},"dip image","\u002Fstatic\u002Fimages\u002Fdip.jpg",{"title":354,"searchDepth":355,"depth":355,"links":6717},[],"https:\u002F\u002Fwww.joshhaines.com\u002Fblog\u002Fbook-shelf\u002Fdip","A Little Book That Teaches You When to Quit (and When to Stick).\n","\u002Fstatic\u002Fimages\u002Fdip-cover.jpg","The Dip book cover",{},[],{"title":96,"description":6719},"content\u002Fdip",[370,4336,1221],[],"Eruyq0MhXTnzrs4j3B5xLHls8OCdg6_f5TKcjSlHUcI",{"id":6730,"title":306,"author":338,"body":6731,"bookAuthor":227,"canonicalUrl":6787,"contentType":8,"description":6788,"draft":359,"extension":360,"featured":359,"image":6789,"imageAlt":6790,"meta":6791,"navigation":364,"path":305,"publishedAt":6792,"relatedWriting":6793,"runtime":24,"seo":6794,"socialImage":6784,"startHere":359,"stem":6795,"tags":6796,"topics":6797,"updatedAt":5639,"__hash__":6798},"posts\u002Fcontent\u002Fupstream.md",{"type":340,"value":6732,"toc":6785},[6733,6736,6752,6755,6769,6772,6779],[343,6734,6735],{},"This was essentially a book expanding on a simple idea. I'm going to put the idea below to save you reading the book (although if you find the story profound, I highly recommend you read the book!)",[694,6737,6738,6745],{},[343,6739,6740],{},[530,6741,6742],{},[1156,6743,6744],{},"Two teenage boys were playing by a river. After a few minutes a small child was seen floating down the river desperately trying to stay afloat. One of the teens jumps in the river and swims the child to shore saving him. A few minutes later another small child is seen in the river, and the other teen swims out to save him and flops back on the shore exhausted. A few minutes later a third child is seen. The first boy takes off running upstream along the bank. The second boy asks him, \"Where are you going? We need to save this kid!\" The first boy responds:",[343,6746,6747],{},[530,6748,6749],{},[1156,6750,6751],{},"I'm going upstream to stop whoever is throwing the kids in the river!",[343,6753,6754],{},"This is a simple story but highlights an immensely powerful idea. Sometimes when things are bad, it isn't the right decision to just keep fishing the kids out of the river. At some point, you have to look upstream and find out why the kids keep ending up there.",[343,6756,6757,6758,6768],{},"With my particular brand of anti-bureaucratic personality... this translates as \"",[530,6759,6760,6761,522,6764,6767],{},"Sometimes we shouldn't continue to reward bad behavior and follow ",[1156,6762,6763],{},"out-of-date",[1156,6765,6766],{},"not-fit-for-purpose"," processes.","\" Sometimes it makes sense to break them and start fresh.",[343,6770,6771],{},"This book has many examples of companies and people who have solved serious problems by looking upstream to find answers.",[343,6773,6774,6775,6778],{},"Shout out to ",[520,6776,4287],{"href":4285,"rel":6777},[784]," who turned me on to this book.",[343,6780,6781],{},[349,6782],{"alt":6783,"src":6784},"river","\u002Fstatic\u002Fimages\u002Friver.jpg",{"title":354,"searchDepth":355,"depth":355,"links":6786},[],"https:\u002F\u002Fwww.joshhaines.com\u002Fblog\u002Fbook-shelf\u002Fupstream","The Quest to Solve Problems Before They Happen.\n","\u002Fstatic\u002Fimages\u002Fupstream-cover.jpg","Upstream book cover",{},"2023-08-03",[],{"title":306,"description":6788},"content\u002Fupstream",[370,1903,371],[],"6SaGVHQCBJSYxDDea3K7eP_005J39fYpo32Fl0J7v_0",{"id":6800,"title":309,"author":338,"body":6801,"bookAuthor":310,"canonicalUrl":6835,"contentType":8,"description":6836,"draft":359,"extension":360,"featured":359,"image":6837,"imageAlt":6838,"meta":6839,"navigation":364,"path":308,"publishedAt":6792,"relatedWriting":6840,"runtime":24,"seo":6841,"socialImage":6820,"startHere":359,"stem":6842,"tags":6843,"topics":6845,"updatedAt":6846,"__hash__":6847},"posts\u002Fcontent\u002Fvalue-flywheel-effect.md",{"type":340,"value":6802,"toc":6833},[6803,6806,6809,6812,6815,6821,6824],[343,6804,6805],{},"This was a strange book, but I weirdly enjoyed it. Imagine watching a super hyped-up TV commercial for a niche piece of technology where the advertiser won't shut up about how it'll change your life. Meanwhile, a friend beside you keeps suggesting two genuinely useful tools for better business decisions. That's this book in a nutshell.",[343,6807,6808],{},"The hyped-up gadget? Serverless cloud services. The actually useful tools? Wardley Mapping and the Value Flywheel Effect.",[343,6810,6811],{},"Honestly, I don't get the author's serverless obsession. Maybe they own stock in a serverless company? Or get a kickback for every serverless API call ever made? Whatever it is, it's a bit distracting from some otherwise solid content.",[343,6813,6814],{},"Wardley Mapping was a surprise. I figured it'd be another dull way to visualize the same old stuff, but it's actually a pretty innovative way to map out situations, projects, processes, anything really. It's opened up a lot of new insights for us! There are some cool websites and tools out there dedicated to it, and it seems to be catching on fast. Our team is already using Wardley Mapping to unlock all sorts of new ideas.",[343,6816,6817],{},[349,6818],{"alt":6819,"src":6820},"value flywheel image","\u002Fstatic\u002Fimages\u002Fflywheel.jpg",[343,6822,6823],{},"The Value Flywheel Effect, on the other hand, is basically Amazon's concept of virtuous cycles with a fancy new name. It's about racking up small wins, building momentum, and making sure you're moving in the right direction. Basically, it's agile practices with a fresh coat of paint, but hey, it works!",[343,6825,6826,6827,6832],{},"Overall, the book's worth checking out. But here's the real deal: Brush up on the Agile Manifesto and watch a few ",[520,6828,6831],{"href":6829,"rel":6830},"https:\u002F\u002Fwww.youtube.com\u002Fwatch?v=ya9UPuZ3-1c",[784],"YouTube tutorials"," on Wardley Mapping. You'll save yourself some time and money, I promise.",{"title":354,"searchDepth":355,"depth":355,"links":6834},[],"https:\u002F\u002Fwww.joshhaines.com\u002Fblog\u002Fbook-shelf\u002Fvalue-flywheel-effect","Power the Future and Accelerate Your Organization to the Modern Cloud.\n","\u002Fstatic\u002Fimages\u002Fvalue-flywheel-effect-cover.jpg","The Value Flywheel Effect book cover",{},[],{"title":309,"description":6836},"content\u002Fvalue-flywheel-effect",[370,6844],"value",[],"2024-03-12","Qwjo1v9QJ7rGQgwB4Y077YUU2P2D5fc04Qw0QG0vtcc",{"id":6849,"title":327,"author":338,"body":6850,"bookAuthor":41,"canonicalUrl":7210,"contentType":8,"description":7211,"draft":359,"extension":360,"featured":359,"image":7212,"imageAlt":7213,"meta":7214,"navigation":364,"path":326,"publishedAt":6792,"relatedWriting":7215,"runtime":24,"seo":7216,"socialImage":7205,"startHere":359,"stem":7217,"tags":7218,"topics":7219,"updatedAt":6181,"__hash__":7220},"posts\u002Fcontent\u002Fxlr8.md",{"type":340,"value":6851,"toc":7206},[6852,6856,6873,6900,6906,6909,6912,6942,6946,7200],[512,6853,6855],{"id":6854},"notes","Notes",[614,6857,6859,6867],{"className":6858,"dir":619},[617,618],[343,6860,6862,636],{"className":6861,"dir":619},[623],[625,6863,6865],{"ariaHidden":627,"className":6864,"height":630,"viewBox":631,"width":630},[629],[633,6866],{"d":635},[343,6868,6869,6870,6872],{},"\nSimilar to ",[520,6871,6],{"href":5},", I was expecting to write a table for each book detailing important points and actions I'd take for our internal Software Factory team. I've removed a bit of that, but decided to leave this formatting as-is to remind myself of the initial plans and how much they have changed.",[731,6874,6875,6878,6889],{},[734,6876,6877],{},"Need? A new element is needed to address the challenges posed by mounting complexity & rapid",[734,6879,6880,6881],{},"change. Large, slow, successful firms need to have a better approach to strategic agility for a faster moving world.\n",[731,6882,6883,6886],{},[734,6884,6885],{},"Young orgs (start-ups) are formed like 'networks.'\nCharacteristics include opportunity seeking, risk taking, ALL\nagree and align the same vision; individuals are energized, move quickly & agility.",[734,6887,6888],{},"Old\u002Fmature orgs become 'necessary' hierarchies. Characteristics are driven by the orgs processes, planning,\nbudgeting, job definitions, staffing & problem-solving. Challenges include: slowness, siloed, limited diversity (same individuals), slow information flow down & up.",[734,6890,6891,6892],{},"Solution proposed?: DUAL OPERATING SYSTEM\n",[731,6893,6894,6897],{},[734,6895,6896],{},"Goal: Mobilize leadership & create speed & agility",[734,6898,6899],{},"Approach proposed: To establish a second system (working like a network - e.g. a start-ups 'solar system') to create\nspeed and agility in a way that complements vs. overburdens a more mature org hierarchy.",[343,6901,6902,6903,6905],{},"Overall, a great book. It's unfortunate there is such a name collision between ",[520,6904,6],{"href":5}," and XLR8 because they both are really great and relevant to our team. Overall, it's about a single game-changing observation: organizations everywhere are struggling to keep up with the accelerating pace of change... let alone get ahead of it. It proposes the idea that you should have a dual operating system in the business. Let the traditional hierarchical side do what it does best: running the business day-to-day. Then let a separate network which is structured like a start-up (with appropriate ties back to the hierarchy) go after innovation and fast change. It's a solid idea and one that he develops convincingly throughout the book.",[343,6907,6908],{},"I think our transformation team has been structured at least partially in this style. I also think there are parallels in the Software Factory (although unknowingly) because it sits outside the traditional org chart and challenges.",[343,6910,6911],{},"The book is centered around 8 accelerators. I feel we should start trying to formalize these as early as our workshop next week. I'd be very supportive of moving our team to be even further structured like the book recommends.",[1391,6913,6914,6921,6924,6927,6930,6933,6936,6939],{},[734,6915,6916,6917,6920],{},"Create a ",[530,6918,6919],{},"Sense of Urgency"," Around a Big Opportunity",[734,6922,6923],{},"Build and Evolve a Guiding Coalition (GC)",[734,6925,6926],{},"Form a Change Vision and Strategic Initiatives",[734,6928,6929],{},"Enlist a Volunteer Army",[734,6931,6932],{},"Enable Action by Removing Barriers",[734,6934,6935],{},"Generate (and celebrate) Short-Term Wins",[734,6937,6938],{},"Sustain Acceleration",[734,6940,6941],{},"Institute Change (back to the hierarchy)",[512,6943,6945],{"id":6944},"more-notes","More Notes",[6947,6948,6949,6963],"table",{},[6950,6951,6952],"thead",{},[6953,6954,6955,6958,6960],"tr",{},[6956,6957,3254],"th",{},[6956,6959,6855],{},[6956,6961,6962],{},"Potential Actions",[6964,6965,6966,6982,6993,7014,7025,7036,7047,7058,7069,7080,7091,7102,7113,7124,7135,7145,7156,7167,7178,7189],"tbody",{},[6953,6967,6968,6972,6975],{},[6969,6970,6971],"td",{},"1",[6969,6973,6974],{},"Don't discount the hierarchy.",[6969,6976,6977,6978,6981],{},"We need to not be so fast to discount the traditional business processes and hierarchy side. It works well at many things (HR, managing daily demands, building products, managing customers. It's just that we need the accelerator network to handle the things it ",[1156,6979,6980],{},"doesn't"," handle well like identifying opportunities, or driving fast change.",[6953,6983,6984,6987,6990],{},[6969,6985,6986],{},"2",[6969,6988,6989],{},"Start-up networks are very fast at changing and adapting, but fall over when the business gets big.",[6969,6991,6992],{},"What works is to have a dual system where you get both sets of benefits.",[6953,6994,6995,6998,7001],{},[6969,6996,6997],{},"3",[6969,6999,7000],{},"The hierarchy works much like it would today with one exception: the innovation and strategic initiatives executed quickly get pushed over to the network side.",[6969,7002,7003,7004,7007,7008,7010,7011,7013],{},"This would be a large change to Rolls-Royce, but it might be the best way forward. ",[1156,7005,7006],{},"not"," working outside the system, it is ",[1156,7009,7006],{}," a rogue operation, and it is ",[1156,7012,7006],{}," and informal organization. It is a fully approved, supported, and sanctioned way of doing some kinds of work.",[6953,7015,7016,7019,7022],{},[6969,7017,7018],{},"5",[6969,7020,7021],{},"We need many people driving this important change, not just the usual few.",[6969,7023,7024],{},"This is important. We have people around who seem like they want change to happen, but we don't have a formalized way for everyone who is interested to get involved.",[6953,7026,7027,7030,7033],{},[6969,7028,7029],{},"6",[6969,7031,7032],{},"5-10%",[6969,7034,7035],{},"It seems like you only need 5-10% of the people in the hierarchy to be part of the volunteer army working on network items to make the system work smoothly. The fact that these people maintain their day jobs in the hierarchy and still help with accelerator tasks means even more benefits to the company.",[6953,7037,7038,7041,7044],{},[6969,7039,7040],{},"7",[6969,7042,7043],{},"In this resource-constrained world, the incremental cost of this approach is almost zero.",[6969,7045,7046],{},"Its made of current employees who don't stop doing their day-to-day work. I've found this in the Software Factory. People will learn to code and build an app in their free time and wiggle time while still doing their normal day job... all because it's interesting and innovative.",[6953,7048,7049,7052,7055],{},[6969,7050,7051],{},"8",[6969,7053,7054],{},"Best Practices are too slow",[6969,7056,7057],{},"Traditional hierarchy approaches to this like \"best practices\" and \"lessons learned\" are far too slow.",[6953,7059,7060,7063,7066],{},[6969,7061,7062],{},"9",[6969,7064,7065],{},"To echo The Servant above...Management is not leadership",[6969,7067,7068],{},"Management is a set of well-known processes that help organizations produce reliable, efficient, and predictable results. Leadership needs to be about change. It's about setting a direction, creating a vision, and enabling people to move with energy and speed. It's about mobilizing people to jump into a better future.",[6953,7070,7071,7074,7077],{},[6969,7072,7073],{},"10",[6969,7075,7076],{},"Both systems stay intact.",[6969,7078,7079],{},"If executed properly, this model has both sides of the business (left\u002Fhierarchy) and (right\u002Faccelerator network) coexisting in a dual operating arrangement that is totally organic.",[6953,7081,7082,7085,7088],{},[6969,7083,7084],{},"11",[6969,7086,7087],{},"Most business start this way",[6969,7089,7090],{},"Usually a start-up is more like a network... as it grows more hierarchy features are needed. Then the hierarchy slowly controls more and more resources and the network slowly dies. This is a standard path that the most successful businesses follow. It isn't actually a new thing, and usually businesses have this exact dual-operating model at some point in their lifespan.",[6953,7092,7093,7096,7099],{},[6969,7094,7095],{},"12",[6969,7097,7098],{},"To succeed you need many more change-agents than you think.",[6969,7100,7101],{},"The usual hierarchy plans (task forces, executive sponsors, project tiger teams, etc.) won't cut it.",[6953,7103,7104,7107,7110],{},[6969,7105,7106],{},"13",[6969,7108,7109],{},"Volunteers will do extra work.",[6969,7111,7112],{},"They'll do it because they feel passion for the work, and they'll do more than you can imagine... see number 7 above",[6953,7114,7115,7118,7121],{},[6969,7116,7117],{},"14",[6969,7119,7120],{},"In the Network, project leads can be anyone",[6969,7122,7123],{},"The leaders of a project or initiative should be the people who have the best information, connections, motivations, and skills. Not the person with the highest position in the hierarchy",[6953,7125,7126,7129,7132],{},[6969,7127,7128],{},"15",[6969,7130,7131],{},"A management-driven hierarchy will lean against change.",[6969,7133,7134],{},"This is especially true of a change as large as implementing a dual-operating model. To counteract this, you must create a strong sense of urgency all aligned around a Big Opportunity.",[6953,7136,7137,7139,7142],{},[6969,7138,630],{},[6969,7140,7141],{},"Make visible and celebrate any successes you have.",[6969,7143,7144],{},"It's important to demonstrate movement in the network by claiming and communicating any wins, even small ones. This keeps a sense of movement in the direction of the Big Opportunity.",[6953,7146,7147,7150,7153],{},[6969,7148,7149],{},"17",[6969,7151,7152],{},"Don't project manage the network",[6969,7154,7155],{},"The network works best when people don't try to project manage it. It is not carefully controlled, and there is likely no one in senior management who could list even 5% of what's going on. People might get nervous about it, but the system works.",[6953,7157,7158,7161,7164],{},[6969,7159,7160],{},"18",[6969,7162,7163],{},"The network should use simple ideas and plans",[6969,7165,7166],{},"You can grow a sense of resentment among employees if they are made to feel foolish by showing them documents which are too complex or detailed.",[6953,7168,7169,7172,7175],{},[6969,7170,7171],{},"19",[6969,7173,7174],{},"Creating the Big Opportunity Statement",[6969,7176,7177],{},"It should be short, rational, emotionally compelling, memorable, positive, authentic, clear, and aligned.",[6953,7179,7180,7183,7186],{},[6969,7181,7182],{},"20",[6969,7184,7185],{},"Managers will worry about managing the network",[6969,7187,7188],{},"Things like accountability, metrics, and compensation worries are not essential material in a strategy-accelerator network. It doesn't run the same way the hierarchy does and doesn't need to be managed the same way.",[6953,7190,7191,7194,7197],{},[6969,7192,7193],{},"21",[6969,7195,7196],{},"As the world moves faster and faster, the hierarchy will also have to change.",[6969,7198,7199],{},"Strategy sessions can't be yearly, and top executives can't be the only change agents. Even businesses with accelerator networks will need to do a better job in the hierarchy to take advantage of the network's benefits. We need more eyes, ears, and hearts in the strategy game... not just a few senior managers.",[343,7201,7202],{},[349,7203],{"alt":7204,"src":7205},"heirarchy vs solar system","\u002Fstatic\u002Fimages\u002Fxlr8.jpg",{"title":354,"searchDepth":355,"depth":355,"links":7207},[7208,7209],{"id":6854,"depth":355,"text":6855},{"id":6944,"depth":355,"text":6945},"https:\u002F\u002Fwww.joshhaines.com\u002Fblog\u002Fbook-shelf\u002Fxlr8","Building Strategic Agility for a Faster-Moving World.\n","\u002Fstatic\u002Fimages\u002Fxlr8-cover.jpg","XLR8 book cover",{},[],{"title":327,"description":7211},"content\u002Fxlr8",[370,814,5448,476],[],"cJv2mEwLmDihFTG5h0UuEemjzq8VQFMjYT-FkCPE5I0",{"id":7222,"title":271,"author":338,"body":7223,"bookAuthor":272,"canonicalUrl":7236,"contentType":8,"description":7237,"draft":359,"extension":360,"featured":359,"image":7238,"imageAlt":7239,"meta":7240,"navigation":364,"path":270,"publishedAt":7241,"relatedWriting":7242,"runtime":24,"seo":7243,"socialImage":7233,"startHere":359,"stem":7244,"tags":7245,"topics":7246,"updatedAt":5062,"__hash__":7247},"posts\u002Fcontent\u002Ftalking-to-strangers.md",{"type":340,"value":7224,"toc":7234},[7225,7228],[343,7226,7227],{},"Overall, this was a good book, although I'm not sure how useful it would be to the teams around our company. The book spends a lot of time looking at various scandals and cases where people have had significant failures in understanding and trusting strangers. People have many tendencies that lead to poor decision making and trust with people who they don't know. The author gives many reasons for this and pulls in research from a large number of different communities, industries, and studies. The book is in the same style with most of Malcolm's previous books, and if you like his previous work, you'll enjoy this book as well.",[343,7229,7230],{},[349,7231],{"alt":7232,"src":7233},"people talking to strangers in a park","\u002Fstatic\u002Fimages\u002Fstrangers.jpg",{"title":354,"searchDepth":355,"depth":355,"links":7235},[],"https:\u002F\u002Fwww.joshhaines.com\u002Fblog\u002Fbook-shelf\u002Ftalking-to-strangers","What We Should Know about the People We Don't Know.\n","\u002Fstatic\u002Fimages\u002Ftalking-to-strangers-cover.jpg","Talking to Strangers book cover",{},"2023-07-14",[],{"title":271,"description":7237},"content\u002Ftalking-to-strangers",[370,371,1045],[],"uA5f4yLh8IKLmmrR8VbtwXN0PaxU-jI8Bq_3HkuJsxo",{"id":7249,"title":28,"author":338,"body":7250,"bookAuthor":29,"canonicalUrl":7266,"contentType":8,"description":7267,"draft":359,"extension":360,"featured":359,"image":7268,"imageAlt":7269,"meta":7270,"navigation":364,"path":27,"publishedAt":7271,"relatedWriting":7272,"runtime":24,"seo":7273,"socialImage":7263,"startHere":359,"stem":7274,"tags":7275,"topics":7276,"updatedAt":5130,"__hash__":7277},"posts\u002Fcontent\u002Fbreath.md",{"type":340,"value":7251,"toc":7264},[7252,7255,7258],[343,7253,7254],{},"This book is one of the better health related books I've read in a long time. In it, the author lays out a pretty well-reasoned model that we as modern humans have forgotten how to breathe properly. This failure leads to a number of problems including some surprising ones like crooked teeth, weak jaws, and snoring.",[343,7256,7257],{},"I've implemented a number of recommendations from the book (mouth taping!) and have seen some pretty convincing results. I highly recommend reading it for yourself!",[343,7259,7260],{},[349,7261],{"alt":7262,"src":7263},"breath image","\u002Fstatic\u002Fimages\u002Fbreath.jpg",{"title":354,"searchDepth":355,"depth":355,"links":7265},[],"https:\u002F\u002Fwww.joshhaines.com\u002Fblog\u002Fbook-shelf\u002Fbreath","The New Science of a Lost Art.\n","\u002Fstatic\u002Fimages\u002Fbreath-cover.jpg","Breath book cover",{},"2023-06-19",[],{"title":28,"description":7267},"content\u002Fbreath",[370,4906],[],"Nf4BBOa2oP9MRml8iWP4VOOV4Rk4U6-8WjcEVZkBHsU",{"id":7279,"title":178,"author":338,"body":7280,"bookAuthor":179,"canonicalUrl":7337,"contentType":8,"description":7338,"draft":359,"extension":360,"featured":359,"image":7339,"imageAlt":7340,"meta":7341,"navigation":364,"path":177,"publishedAt":7342,"relatedWriting":7343,"runtime":24,"seo":7344,"socialImage":7317,"startHere":359,"stem":7345,"tags":7346,"topics":7347,"updatedAt":5943,"__hash__":7348},"posts\u002Fcontent\u002Fmindset.md",{"type":340,"value":7281,"toc":7335},[7282,7288,7296,7304,7307,7312,7318,7321],[343,7283,6057,7284,7287],{},[520,7285,1676],{"href":1674,"rel":7286},[784]," after talking about similar topics during our review process. I hadn't heard of this book before, but the concept seemed powerful and the reviews were good. Unfortunately, it didn't turn out that way. This book, similar to others in the book club list, is a great paragraph or essay that has been filled out to book length. The concept is powerful and worth understanding. I'll do my best to summarize to save you the read.",[343,7289,7290,7291,522,7294,718],{},"There are two kinds of mindset that are essentially mutually exclusive: ",[1156,7292,7293],{},"fixed",[1156,7295,5678],{},[731,7297,7298,7301],{},[734,7299,7300],{},"A fixed mindset is the one where you believe that you are born with a certain number of skills, talents, and abilities. You are essentially unable to change this, and are stuck playing the hand which you were dealt.",[734,7302,7303],{},"A growth mindset is essentially the opposite; you can grow and change your skills, talents, and abilities through hard work and practice. Someone with a growth mindset sees the world as a place where they can grow and change and become a continuously better version of themselves.",[343,7305,7306],{},"In summary:",[694,7308,7309],{},[343,7310,7311],{},"fixed mindset bad, growth mindset good.",[343,7313,7314],{},[349,7315],{"alt":7316,"src":7317},"a very long book in a cozy study room","\u002Fstatic\u002Fimages\u002FlongBook.jpg",[343,7319,7320],{},"Now imagine you read another 300 pages with sentences similar to the following:",[1391,7322,7323,7326,7329,7332],{},[734,7324,7325],{},"Take the story of Carol, she got bad grades because she had a fixed mindset. When taught the growth mindset, her grades improved.",[734,7327,7328],{},"Rob played sports and wasn't good until he learned the growth mindset. Then he was good.",[734,7330,7331],{},"X was an artist\u002Fathlete\u002FCEO\u002Fparent\u002Fhusband\u002Fwife\u002Fteacher\u002Fmanager\u002Fetc. They had a fixed mindset and were bad at it. When they learned the growth mindset, they were good at it.",[734,7333,7334],{},"Y was an artist\u002Fathlete\u002FCEO\u002Fparent\u002Fhusband\u002Fwife\u002Fteacher\u002Fmanager\u002Fetc. and they weren't born being awesome, but had to work hard at it and eventually became awesome.",{"title":354,"searchDepth":355,"depth":355,"links":7336},[],"https:\u002F\u002Fwww.joshhaines.com\u002Fblog\u002Fbook-shelf\u002Fmindset","The New Psychology of Success.\n","\u002Fstatic\u002Fimages\u002Fmindset-cover.jpg","Mindset book cover",{},"2023-06-15",[],{"title":178,"description":7338},"content\u002Fmindset",[370,1903,5678,371],[],"KVBKpOGdB3Uf2v1KH1jScMBgUo2Lm9RCqyQCFTiAcnE",{"id":7350,"title":58,"author":338,"body":7351,"bookAuthor":59,"canonicalUrl":7364,"contentType":8,"description":7365,"draft":359,"extension":360,"featured":359,"image":7366,"imageAlt":7367,"meta":7368,"navigation":364,"path":57,"publishedAt":7369,"relatedWriting":7370,"runtime":24,"seo":7371,"socialImage":7361,"startHere":359,"stem":7372,"tags":7373,"topics":7376,"updatedAt":7377,"__hash__":7378},"posts\u002Fcontent\u002Fcontainer-security.md",{"type":340,"value":7352,"toc":7362},[7353,7356],[343,7354,7355],{},"This book is pretty dry to actually read through, but delivers on the promise from the title. I needed to shore up my understanding of how containers are secured, what exactly they are from a process and computer hardware standpoint, and how to ensure we're getting the benefits without opening ourselves up to any extra risks. I needed to be able to talk intelligently about how using containers was the right path and aligned to industry, and this book helped me get to that point.",[343,7357,7358],{},[349,7359],{"alt":7360,"src":7361},"securing a container","\u002Fstatic\u002Fimages\u002Fcontainer.jpg",{"title":354,"searchDepth":355,"depth":355,"links":7363},[],"https:\u002F\u002Fwww.joshhaines.com\u002Fblog\u002Fbook-shelf\u002Fcontainer-security","Fundamental Technology Concepts that Protect Containerized Applications.\n","\u002Fstatic\u002Fimages\u002Fcontainer-security-cover.jpg","Container Security book cover",{},"2023-06-01",[],{"title":58,"description":7365},"content\u002Fcontainer-security",[370,7374,3971,7375],"tech","docker",[],"2024-05-22","VUhQDfmn0W587FurNOr9F_4Pqu8MCldyV2qTWlUj27Y",{"id":7380,"title":320,"author":338,"body":7381,"bookAuthor":321,"canonicalUrl":7405,"contentType":8,"description":7406,"draft":359,"extension":360,"featured":359,"image":7407,"imageAlt":7408,"meta":7409,"navigation":364,"path":319,"publishedAt":7410,"relatedWriting":7411,"runtime":24,"seo":7412,"socialImage":7394,"startHere":359,"stem":7413,"tags":7414,"topics":7415,"updatedAt":5450,"__hash__":7416},"posts\u002Fcontent\u002Fworking-backwards.md",{"type":340,"value":7382,"toc":7403},[7383,7386,7389,7395,7398],[343,7384,7385],{},"\"Working Backwards\" was a fantastic book. It offers an insider's look at the strategies behind Amazon's success, exploring the company's unique concepts that fueled its meteoric rise. Written by former Amazon executives who served during its most transformative years, the book reveals first-hand insights into Jeff Bezos' leadership and the thought processes behind iconic elements of the company's culture.",[343,7387,7388],{},"I particularly enjoyed the deep dive into Amazon's renowned 6-pagers... long-form documents used for decision-making. By replacing PowerPoint presentations with these detailed narratives, Amazon forces teams to outline the problem, proposed solution, and supporting context. During meetings, the first 20 minutes are dedicated to silent reading, followed by discussion. If the document is strong, it serves as the project proposal; if not, revisions are made based on the feedback.",[343,7390,7391],{},[349,7392],{"alt":7393,"src":7394},"tearing down skyscraper","\u002Fstatic\u002Fimages\u002Fbackwards.jpg",[343,7396,7397],{},"While many companies attempt to emulate Amazon's methods with limited success, this book illuminates the specific circumstances that gave rise to these solutions. Understanding this context makes it easier to adapt and apply the concepts within our own company. For instance, our Software Factory's aversion to PowerPoint aligns with this philosophy. We prioritize demonstrations of the actual work (code or the application itself) accompanied by written documents for conveying information.",[343,7399,7400,7401,718],{},"I highly recommend \"Working Backwards\". Its exploration of topics relevant to Rolls-Royce and many other companies ensures it will remain a valuable resource for my ",[520,7402,4425],{"href":4405},{"title":354,"searchDepth":355,"depth":355,"links":7404},[],"https:\u002F\u002Fwww.joshhaines.com\u002Fblog\u002Fbook-shelf\u002Fworking-backwards","Insights, Stories, and Secrets from Inside Amazon.\n","\u002Fstatic\u002Fimages\u002Fworking-backwards-cover.jpg","Working Backwards book cover",{},"2023-05-17",[],{"title":320,"description":7406},"content\u002Fworking-backwards",[370,1903,371],[],"6C4bgUEaX0Bc_zi9fk6jEyPRrQl9i4Uw9fEIHbFaMYk",{"id":7418,"title":236,"author":338,"body":7419,"bookAuthor":237,"canonicalUrl":7591,"contentType":8,"description":7592,"draft":359,"extension":360,"featured":359,"image":7593,"imageAlt":7594,"meta":7595,"navigation":364,"path":235,"publishedAt":7596,"relatedWriting":7597,"runtime":24,"seo":7598,"socialImage":7447,"startHere":359,"stem":7599,"tags":7600,"topics":7601,"updatedAt":5943,"__hash__":7602},"posts\u002Fcontent\u002Fservant.md",{"type":340,"value":7420,"toc":7587},[7421,7423,7430,7435,7442,7448,7452],[512,7422,4823],{"id":4822},[343,7424,7425,7426,7429],{},"Overall, I found this book a useful book with the usual number of ",[530,7427,7428],{},"golden nuggets"," of info. It had some strong religious content which can be good and bad depending on the person. The content and leadership details are great, and the upside-down org chart idea was gold. For me though, I was put off by the method of teaching the content... that of a group session where people contributed in a very precise way and the \"teacher\" would take their ideas and fully formulate them. The concept sounds great, but in practice I found it distracting and tiresome. There was a lot of:",[694,7431,7432],{},[343,7433,7434],{},"Lisa spoke up, \"I had XYZ perfectly fitting experience in my job.\"\nThe teacher smiled, \"Thank you for that Lisa, your XYZ experience helps me to further explain my next idea... ABC.\"\n\"Wow, that was perfectly fitting and helping me understand, thank you teacher!\"",[343,7436,7437,7438,7441],{},"Which after a while got in the way for me. I thought the most powerful idea in the book was the inverted pyramid. Traditionally orgs designed with leaders situationed higher in a pyramid than the people that work for them. This is a model where higher level people will boss around the lower level. Servant leadership is the other way. The top gets the work done, and the level beneath them tries to remove roadblocks and help them get their work done. It actually makes a lot of sense, but it's a major mindset shift. I think my current company is actually further along this path than other companies I've worked for and our ",[530,7439,7440],{},"High Performance Culture"," (HPC) initiatives are somewhat responsible for that.",[343,7443,7444],{},[349,7445],{"alt":7446,"src":7447},"servant image","\u002Fstatic\u002Fimages\u002Fservant.jpg",[512,7449,7451],{"id":7450},"reading-notes","Reading Notes",[6947,7453,7454,7464],{},[6950,7455,7456],{},[6953,7457,7458,7460,7462],{},[6956,7459,3254],{},[6956,7461,6855],{},[6956,7463,6962],{},[6964,7465,7466,7476,7486,7496,7507,7517,7527,7537,7547,7557,7567,7577],{},[6953,7467,7468,7470,7473],{},[6969,7469,6971],{},[6969,7471,7472],{},"Management is what you do, leadership is the person you are.",[6969,7474,7475],{},"I like this quote, it definitely should help us keep in mind how we need to be leaders in our respective workstreams and for the rest of the business.",[6953,7477,7478,7480,7483],{},[6969,7479,6986],{},[6969,7481,7482],{},"Leadership is about leaving things better than when you found them.",[6969,7484,7485],{},"This holds true for people, their careers, business processes, etc. I think we can use this as a consistent guide in all we do.",[6953,7487,7488,7490,7493],{},[6969,7489,6997],{},[6969,7491,7492],{},"They constantly reference this idea of being \"moved to speak\" described as an anxious sensation, squirming in your seat, sweaty palms, etc.",[6969,7494,7495],{},"I thought this was interesting. I think we all have trouble finding a balance between listening and talking and this simple idea of knowing when you're moved to speak vs. you just want to speak could be helpful.",[6953,7497,7498,7501,7504],{},[6969,7499,7500],{},"4",[6969,7502,7503],{},"You don't manage human beings. You manage things and lead people.",[6969,7505,7506],{},"I'm not sure this is true in practice, but it is certainly true in the ideas that should be in place.",[6953,7508,7509,7511,7514],{},[6969,7510,7018],{},[6969,7512,7513],{},"There was a neat passage on rebellion and how teenagers often rebel due to being \"powered around\" too much. He feels its the same in business. Employee unrest is often rebellion in disguise. He feels using power on people can work in the short term, but you will pay a heavy price.",[6969,7515,7516],{},"I feel like this extreme hierarchical structure within our company could be part of this. Titles and the org chart are pushed so hard each day, especially with the unbalance between the UK and US from a title perspective.",[6953,7518,7519,7521,7524],{},[6969,7520,7029],{},[6969,7522,7523],{},"When we are getting things done through people, there are always two dynamics... the task and the relationship. We often lose the second...",[6969,7525,7526],{},"This is a great way to think about it. I'm really bad about this one. Sometimes I'll push to get a task done and lose the fact that there will be a lasting relationship there whether you want to think about it or not.",[6953,7528,7529,7531,7534],{},[6969,7530,7040],{},[6969,7532,7533],{},"Promoting your best people... can lead to problems. If we promote our best fork lift driver to supervisor, we have two new problems. We've got a lousy supervisor and we've lost our best fork lift driver.",[6969,7535,7536],{},"This, I feel, illuminates the reasons we need the new taxonomy to be solid. We don't want our best contributors being forced into management because it's the only way to get promoted. We also can't leave boarding and promotions turned off this long... people will leave.",[6953,7538,7539,7541,7544],{},[6969,7540,7051],{},[6969,7542,7543],{},"Trust",[6969,7545,7546],{},"He mentions that trust between people and leaders is the biggest key. Without it, it is difficult if not impossible to maintain a good relationship.",[6953,7548,7549,7551,7554],{},[6969,7550,7062],{},[6969,7552,7553],{},"Feelings of Respect must be aligned with actions of respect",[6969,7555,7556],{},"This one is interesting. We might often say one thing because it's the right thing to say... but if our actions don't back it up then we're showing we feel something different than we say. At its core, that is dishonest and degrades trust.",[6953,7558,7559,7561,7564],{},[6969,7560,7073],{},[6969,7562,7563],{},"Contrary Opinions. It's important to keep and foster people with constructive but contrary opinions. If you keep removing them, you'll be just as likely to run the ship aground as you think they would be.",[6969,7565,7566],{},"This is important. Many in our team are responsible to move fast and head the right direction, but if we do it head-down and not listening we could go off course and not even know it.",[6953,7568,7569,7571,7574],{},[6969,7570,7084],{},[6969,7572,7573],{},"The only person you can change is yourself.",[6969,7575,7576],{},"We really can't change people or change their behaviors. We can only set up the right conditions to convince them to change. This is subtle and I think we all know it internally, but it's important to remember.",[6953,7578,7579,7581,7584],{},[6969,7580,7095],{},[6969,7582,7583],{},"They discuss praxis which isn't a word I've heard used in this context. Your thoughts, and feelings drive your behavior. But the opposite is also true, your behaviors drive your thoughts and feelings.",[6969,7585,7586],{},"This goes back to number 9 above. If you set your behaviors to be correct, your feelings and thoughts will often come along for the ride.",{"title":354,"searchDepth":355,"depth":355,"links":7588},[7589,7590],{"id":4822,"depth":355,"text":4823},{"id":7450,"depth":355,"text":7451},"https:\u002F\u002Fwww.joshhaines.com\u002Fblog\u002Fbook-shelf\u002Fservant","A Simple Story About the True Essence of Leadership.\n","\u002Fstatic\u002Fimages\u002Fservant-cover.jpg","The Servant book cover",{},"2023-04-21",[],{"title":236,"description":7592},"content\u002Fservant",[370,814,1638,900],[],"C_VvYWm2XhJ6JrFi0NjhSC4mHKWiSRBt4szJUxNWalQ",{"id":7604,"title":32,"author":338,"body":7605,"bookAuthor":33,"canonicalUrl":7636,"contentType":8,"description":7637,"draft":359,"extension":360,"featured":359,"image":7638,"imageAlt":7639,"meta":7640,"navigation":364,"path":31,"publishedAt":7641,"relatedWriting":7642,"runtime":24,"seo":7643,"socialImage":7627,"startHere":359,"stem":7644,"tags":7645,"topics":7646,"updatedAt":6103,"__hash__":7647},"posts\u002Fcontent\u002Fbuild.md",{"type":340,"value":7606,"toc":7634},[7607,7610,7622,7628,7631],[343,7608,7609],{},"This is a wonderful book that is hard to describe. Essentially, the book is laid out from early career to late career. Tony goes through each stage of someone's career and describes two things:",[1391,7611,7612,7615],{},[734,7613,7614],{},"What was happening to him and his career at the time. In this way, the book is semi-autobiographical.",[734,7616,7617,7618,7621],{},"The advice he would give someone in that part of their career. This makes the book sort of \"",[530,7619,7620],{},"mentor in a box","\" with one of the best in the business.",[343,7623,7624],{},[349,7625],{"alt":7626,"src":7627},"dump truck","\u002Fstatic\u002Fimages\u002Fbuild.jpg",[343,7629,7630],{},"Tony Fadell has a long and storied resume, but his biggest claim to fame is being the leader of the team who created the iPod. This book is chock-full of great pieces of advice on how to build great products and teams and be your best throughout your career.",[343,7632,7633],{},"It's a fantastic book, I highly recommend it.",{"title":354,"searchDepth":355,"depth":355,"links":7635},[],"https:\u002F\u002Fwww.joshhaines.com\u002Fblog\u002Fbook-shelf\u002Fbuild","An Unorthodox Guide to Making Things Worth Making.\n","\u002Fstatic\u002Fimages\u002Fbuild-cover.jpg","Build book cover",{},"2023-04-19",[],{"title":32,"description":7637},"content\u002Fbuild",[370,4180],[],"toNbFK_A2bLBbgF2JvA8E0NGO85btve_GeBuE9dXuFE",{"id":7649,"title":136,"author":338,"body":7650,"bookAuthor":137,"canonicalUrl":7669,"contentType":8,"description":7670,"draft":359,"extension":360,"featured":359,"image":7671,"imageAlt":7672,"meta":7673,"navigation":364,"path":135,"publishedAt":7674,"relatedWriting":7675,"runtime":24,"seo":7676,"socialImage":7666,"startHere":359,"stem":7677,"tags":7678,"topics":7679,"updatedAt":5130,"__hash__":7680},"posts\u002Fcontent\u002Fhow-to-have-impossible-conversations.md",{"type":340,"value":7651,"toc":7667},[7652,7655,7658,7661],[343,7653,7654],{},"I grabbed this book based on a passing ad and brought my own thoughts as to what I hoped to learn from this book. Unfortunately, the ad didn't accurately reflect what the book contained.",[343,7656,7657],{},"In general, this book sets up a series of skills ranging from beginner to master that will help someone to have productive conversations with people who are more and more entrenched, immovable, and reluctant to see reason. Essentially, this book helps you argue with trolls and entrenched zealots on social media.",[343,7659,7660],{},"I would love to say that the book had other uses... and maybe it does for some people, but they continuously returned to the same examples of zealots on social media arguments. Overall, I felt like the book missed a great opportunity to expand the reader base who could benefit from these skills. Not a bad book, but not immensely useful.",[343,7662,7663],{},[349,7664],{"alt":7665,"src":7666},"image about impossible conversations","\u002Fstatic\u002Fimages\u002FimpossibleConversations.jpg",{"title":354,"searchDepth":355,"depth":355,"links":7668},[],"https:\u002F\u002Fwww.joshhaines.com\u002Fblog\u002Fbook-shelf\u002Fhow-to-have-impossible-conversations","A Very Practical Guide.\n","\u002Fstatic\u002Fimages\u002Fhow-to-have-impossible-conversations-cover.jpg","How to Have Impossible Conversations book cover",{},"2023-04-16",[],{"title":136,"description":7670},"content\u002Fhow-to-have-impossible-conversations",[370,1045,1638],[],"m4QiAVMMfAsVnocF8fmQvCtMTbJui3m1sB1ibvr2X2c",{"id":7682,"title":298,"author":338,"body":7683,"bookAuthor":299,"canonicalUrl":7699,"contentType":8,"description":7700,"draft":359,"extension":360,"featured":359,"image":7701,"imageAlt":7702,"meta":7703,"navigation":364,"path":297,"publishedAt":7704,"relatedWriting":7705,"runtime":24,"seo":7706,"socialImage":7696,"startHere":359,"stem":7707,"tags":7708,"topics":7709,"updatedAt":5062,"__hash__":7710},"posts\u002Fcontent\u002Funderstanding-software.md",{"type":340,"value":7684,"toc":7697},[7685,7688,7691],[343,7686,7687],{},"Understanding Software by Max Kanat-Alexander was an interesting book. The first thing that is clear as you start to read is the technical capability of the author. Max is\u002Fwas the technical director of code health at Google. His title and the fact that he is doing this work for Google should tell you he knows his stuff. The second is reading a book made from a bunch of disparate blog posts isn't that fun.",[343,7689,7690],{},"The content in each of the articles is usually well written, developed from in-the-trenches experience, and intended to be helpful... but when read in rapid-fire succession, the value is lost. The book would likely only be useful to a small subset of the population at a non-software company, and even then it would be far more useful as a periodic email where one of these stories is sent every few weeks on a loop to remind you of some best practices. Overall, not a bad book, but not hugely useful.",[343,7692,7693],{},[349,7694],{"alt":7695,"src":7696},"understanding software","\u002Fstatic\u002Fimages\u002Funderstanding.jpg",{"title":354,"searchDepth":355,"depth":355,"links":7698},[],"https:\u002F\u002Fwww.joshhaines.com\u002Fblog\u002Fbook-shelf\u002Funderstanding-software","Max Kanat-Alexander on simplicity, coding, and how to suck less as a programmer.\n","\u002Fstatic\u002Fimages\u002Funderstanding-software-cover.jpg","Understanding Software book cover",{},"2023-04-14",[],{"title":298,"description":7700},"content\u002Funderstanding-software",[370,6602,6349],[],"L-cPRRTD2qwrcEELQY_4M1HLdewAnA0uLO7mLdEpSf4",{"id":7712,"title":84,"author":338,"body":7713,"bookAuthor":85,"canonicalUrl":7729,"contentType":8,"description":7730,"draft":359,"extension":360,"featured":359,"image":7731,"imageAlt":7732,"meta":7733,"navigation":364,"path":83,"publishedAt":7734,"relatedWriting":7735,"runtime":24,"seo":7736,"socialImage":7726,"startHere":359,"stem":7737,"tags":7738,"topics":7740,"updatedAt":5062,"__hash__":7741},"posts\u002Fcontent\u002Fdevops-for-the-modern-enterprise.md",{"type":340,"value":7714,"toc":7727},[7715,7721],[343,7716,7717,7718,7720],{},"This is a decent general overview of agile and how to deploy it into an organization. There wasn't anything wrong with the book, per se, but it didn't have any new ideas for me. I think the book ",[520,7719,251],{"href":250}," is a better book on the whole and covers the same topics while including many more.",[343,7722,7723],{},[349,7724],{"alt":7725,"src":7726},"modern enterprise","\u002Fstatic\u002Fimages\u002FmodernEnterprise.jpg",{"title":354,"searchDepth":355,"depth":355,"links":7728},[],"https:\u002F\u002Fwww.joshhaines.com\u002Fblog\u002Fbook-shelf\u002Fdevops-for-the-modern-enterprise","Winning Practices to Transform Legacy IT Organizations.\n","\u002Fstatic\u002Fimages\u002Fdevops-for-the-modern-enterprise-cover.jpg","DevOps for the Modern Enterprise book cover",{},"2023-04-09",[],{"title":84,"description":7730},"content\u002Fdevops-for-the-modern-enterprise",[370,371,7739],"devops",[],"bFFsDxsOV1k3osJSgrZX5vO__c8RSEBnLzFHZtvkClg",{"id":7743,"title":15,"author":338,"body":7744,"bookAuthor":16,"canonicalUrl":7798,"contentType":8,"description":7799,"draft":359,"extension":360,"featured":359,"image":7800,"imageAlt":7801,"meta":7802,"navigation":364,"path":14,"publishedAt":7803,"relatedWriting":7804,"runtime":24,"seo":7805,"socialImage":7768,"startHere":359,"stem":7806,"tags":7807,"topics":7808,"updatedAt":373,"__hash__":7809},"posts\u002Fcontent\u002Fart-of-business-value.md",{"type":340,"value":7745,"toc":7796},[7746,7749,7752,7755,7763,7769,7772,7775],[343,7747,7748],{},"I regret delaying reading this book, assuming it wouldn't offer much insight for myself or our Software Factory team. That was a mistake! As you know from our book list, I'm a big fan of Mark Schwartz, and this short book deserves a similarly high ranking to his others.",[343,7750,7751],{},"The book has a straightforward structure: it dedicates most of its pages to explaining the flaws in common perspectives on business value, then offers a better explanation in the remaining space.",[343,7753,7754],{},"Mark includes some brilliant insights along the way. He explores how an MBA can yield negative returns and distills its essential lessons into two principles:",[1391,7756,7757,7760],{},[734,7758,7759],{},"Time value of money",[734,7761,7762],{},"The necessity of a sustainable competitive advantage",[343,7764,7765],{},[349,7766],{"alt":7767,"src":7768},"positive business value","\u002Fstatic\u002Fimages\u002Fvalue.jpg",[343,7770,7771],{},"He argues that bureaucracy can be beneficial as a record of business value decisions. He also challenges agile tropes, reminding us that they don't automatically create business value.",[343,7773,7774],{},"One of the most intriguing points is that business value must be discovered and developed, it can't be fully known in advance. This aligns perfectly with our approach of continuous customer engagement; they can't define the most value-maximizing features in a large upfront requirements document.",[614,7776,7778,7786,7793],{"className":7777,"dir":619},[617,618],[343,7779,7781,636],{"className":7780,"dir":619},[623],[625,7782,7784],{"ariaHidden":627,"className":7783,"height":630,"viewBox":631,"width":630},[629],[633,7785],{"d":635},[343,7787,7788],{},[530,7789,7790],{},[1156,7791,7792],{},"\"You can't specify business value, it has to be discovered over time.\"",[343,7794,7795],{},"We often use the above phrase in the Software Factory when talking to customers. I'm guessing I subconsciously developed that line from the lessons in this book.",{"title":354,"searchDepth":355,"depth":355,"links":7797},[],"https:\u002F\u002Fwww.joshhaines.com\u002Fblog\u002Fbook-shelf\u002Fart-of-business-value","This book explores what business value means, why it matters, and how it should affect your software development and delivery practices.\n","\u002Fstatic\u002Fimages\u002Fart-of-business-value-cover.jpg","The Art of Business Value book cover",{},"2023-03-21",[],{"title":15,"description":7799},"content\u002Fart-of-business-value",[370,6844],[],"IAreUKxc53svN2B6kGixj-7aGW-mhqWX6LZ_CcHzB-o",{"id":7811,"title":147,"author":338,"body":7812,"bookAuthor":148,"canonicalUrl":7884,"contentType":8,"description":7885,"draft":359,"extension":360,"featured":359,"image":7886,"imageAlt":7887,"meta":7888,"navigation":364,"path":146,"publishedAt":7889,"relatedWriting":7890,"runtime":24,"seo":7891,"socialImage":7879,"startHere":359,"stem":7892,"tags":7893,"topics":7895,"updatedAt":5062,"__hash__":7896},"posts\u002Fcontent\u002Findistractable.md",{"type":340,"value":7813,"toc":7880},[7814,7817,7821,7824,7838,7842,7845,7871,7874],[343,7815,7816],{},"This was a useful short book about the most up-to-date science of distraction and how to combat its place in our lives. There were a number of differences the author brings up related to the newest research and how it differs from some long-held beliefs about distraction.",[512,7818,7820],{"id":7819},"two-interesting-points","Two Interesting Points",[343,7822,7823],{},"Two points I found interesting...",[731,7825,7826,7829],{},[734,7827,7828],{},"Technology isn't to blame. We certainly have more access to information than ever before, but the author shows how every technology leap that has occurred has led to parents fearing for their children and societies expecting to crumble under the weight of the new systems... books and radio included! It's an interesting and different take than we hear most times. I do think technology still leads to some issues, but I've come to his side that it doesn't increase or decrease our level of distraction.",[734,7830,7831,7832,7837],{},"Beating distraction is related to managing pain. The old research shows how we get distracted to increase our pleasure OR to decrease our pain. It turns out it's almost entirely on the pain side. You reach for your phone while you need to write a paper because this thinking is difficult or because you are nervous about your boss reading it. It's a failure at managing the psychological pain associated with your current task... so we reach for a way out to avoid that pain or discomfort. What a cool way to think about it! If we borrow a powerful tool from ACT (",[520,7833,7836],{"href":7834,"rel":7835},"https:\u002F\u002Fcontextualscience.org\u002Fact",[784],"Acceptance Commitment Therapy",") we should just sit with the discomfort and examine it for what it truly is rather than allowing ourselves to be distracted.",[512,7839,7841],{"id":7840},"_4-key-tenants","4 Key Tenants",[343,7843,7844],{},"The book is organized around 4 key tenants to beating distraction.",[1391,7846,7847,7853,7859,7865],{},[734,7848,7849,7852],{},[1156,7850,7851],{},"Master Internal Triggers"," - This relates to the second point above about learning to deal with the discomfort that drives us to distraction. Find out why you are uncomfortable and work on how to learn to live with it rather than reaching for something to avoid it.",[734,7854,7855,7858],{},[1156,7856,7857],{},"Prevent Distraction"," - Use pacts to avoid it. He talks about money pacts (you lose money if you get distracted), social pacts (tell someone you will finish X by time Y, so you lose face if you don't do it), effort pacts (locking your phone in a time-locked jar during a 2-hour period when you need to focus), and others.",[734,7860,7861,7864],{},[1156,7862,7863],{},"Make Time for Traction"," - Traction is the opposite of distraction even though it's not a word style we often see. He recommends a rigorous schedule and review system to make sure you've provided time for things you want to do, including surfing Social Media. You can do it if you've made time for it. Plan your time according to your goals, then stick to the plan and review \u002F update your plan each week.",[734,7866,7867,7870],{},[1156,7868,7869],{},"Hack Back External Triggers"," - This is a really great section that gives some solid work tips around getting more work done and preventing work related triggers from distraction. This section is completely full of great tips, many of which I'd like to implement in our teams.",[343,7872,7873],{},"Overall, I recommend the book. It's a short read or listen and is worth the time.",[343,7875,7876],{},[349,7877],{"alt":7878,"src":7879},"distraction image","\u002Fstatic\u002Fimages\u002Fdistraction.jpg",{"title":354,"searchDepth":355,"depth":355,"links":7881},[7882,7883],{"id":7819,"depth":355,"text":7820},{"id":7840,"depth":355,"text":7841},"https:\u002F\u002Fwww.joshhaines.com\u002Fblog\u002Fbook-shelf\u002Findistractable","How to Control Your Attention and Choose Your Life.\n","\u002Fstatic\u002Fimages\u002Findistractable-cover.jpg","Indistractable book cover",{},"2022-11-15",[],{"title":147,"description":7885},"content\u002Findistractable",[370,371,7894],"focus",[],"Y72b6eVeoP3jtrqHF9Hos3GJ5Aaf5xbH9A38NUto9bk",{"id":7898,"title":255,"author":338,"body":7899,"bookAuthor":156,"canonicalUrl":7918,"contentType":8,"description":7919,"draft":359,"extension":360,"featured":359,"image":7920,"imageAlt":7921,"meta":7922,"navigation":364,"path":254,"publishedAt":7923,"relatedWriting":7924,"runtime":24,"seo":7925,"socialImage":7915,"startHere":359,"stem":7926,"tags":7927,"topics":7928,"updatedAt":7377,"__hash__":7929},"posts\u002Fcontent\u002Fstartup-way.md",{"type":340,"value":7900,"toc":7916},[7901,7910],[343,7902,7903,7904,7906,7907,7909],{},"This book is essentially a follow-on to ",[520,7905,155],{"href":154}," by the same author. It's a great read and provides a lot of insight into how to apply the principles of Lean Startup to larger organizations. It's been reviewed a number of other places and I don't have a lot more to add. I will say that I found it a little repetitive, and felt like on-balance you would be better off reading ",[520,7908,327],{"href":326}," by John Kotter instead. For me, the most valuable part was talking about how you can use the benefits and principles of a startup while inside a large organization and the Kotter book explains this better.",[343,7911,7912],{},[349,7913],{"alt":7914,"src":7915},"a startup office","\u002Fstatic\u002Fimages\u002Fstartup.jpg",{"title":354,"searchDepth":355,"depth":355,"links":7917},[],"https:\u002F\u002Fwww.joshhaines.com\u002Fblog\u002Fbook-shelf\u002Fstartup-way","How Modern Companies Use Entrepreneurial Management to Transform Culture and Drive Long-Term Growth.\n","\u002Fstatic\u002Fimages\u002Fstartup-way-cover.jpg","The Startup Way book cover",{},"2022-10-28",[],{"title":255,"description":7919},"content\u002Fstartup-way",[370,1903,1221],[],"W3AiEpSuNqJtL7DeHHpMdayb8wDlf3LGWlgcuNc6zmI",{"id":7931,"title":112,"author":338,"body":7932,"bookAuthor":113,"canonicalUrl":7957,"contentType":8,"description":7958,"draft":359,"extension":360,"featured":359,"image":7959,"imageAlt":7960,"meta":7961,"navigation":364,"path":111,"publishedAt":7962,"relatedWriting":7963,"runtime":24,"seo":7964,"socialImage":7945,"startHere":359,"stem":7965,"tags":7966,"topics":7967,"updatedAt":7968,"__hash__":7969},"posts\u002Fcontent\u002Ffearless-organization.md",{"type":340,"value":7933,"toc":7955},[7934,7940,7946,7949],[343,7935,7936,7937,7939],{},"I really enjoyed this book. As a strong believer in the power of psychological safety (aligned with books like \"",[520,7938,62],{"href":61},"\"), I found Amy Edmondson's exploration of the concept and its link to high performance particularly insightful. She offers clear instructions on how to foster it within teams.",[343,7941,7942],{},[349,7943],{"alt":7944,"src":7945},"team safety","\u002Fstatic\u002Fimages\u002Fsafety.jpg",[343,7947,7948],{},"Later, she provides a valuable set of questions and discusses a well-known survey for measuring psychological safety. Our Software Factory team has adapted this survey for quantitative insights into our own team dynamics.",[343,7950,7951,7952,7954],{},"This is the best book I've found on the topic. Any leader committed to the principles of psychological safety would benefit greatly from reading it and applying its lessons. I often pair it with ",[520,7953,62],{"href":61}," by Daniel Coyle. Both books provide a solid foundation for understanding the importance of psychological safety in high-performing teams.",{"title":354,"searchDepth":355,"depth":355,"links":7956},[],"https:\u002F\u002Fwww.joshhaines.com\u002Fblog\u002Fbook-shelf\u002Ffearless-organization","Creating Psychological Safety in the Workplace for Learning, Innovation, and Growth.\n","\u002Fstatic\u002Fimages\u002Ffearless-organization-cover.jpg","The Fearless Organization book cover",{},"2022-10-22",[],{"title":112,"description":7958},"content\u002Ffearless-organization",[370,1638,371,900],[],"2024-04-18","dXZVLIDogdfK4Y3yeX-BjXxy1qL4AjhLQUwhJYDwwXw",{"id":7971,"title":140,"author":338,"body":7972,"bookAuthor":141,"canonicalUrl":7991,"contentType":8,"description":7992,"draft":359,"extension":360,"featured":359,"image":7993,"imageAlt":7994,"meta":7995,"navigation":364,"path":139,"publishedAt":7962,"relatedWriting":7996,"runtime":24,"seo":7997,"socialImage":7979,"startHere":359,"stem":7998,"tags":7999,"topics":8000,"updatedAt":7968,"__hash__":8001},"posts\u002Fcontent\u002Fhyperfocus.md",{"type":340,"value":7973,"toc":7989},[7974,7980,7983],[343,7975,7976],{},[349,7977],{"alt":7978,"src":7979},"focus chair","\u002Fstatic\u002Fimages\u002Ffocus.jpg",[343,7981,7982],{},"\"Hyperfocus\" complements \"Deep Work\" by exploring both deep focus and \"scatter-focus\" for non-linear problem-solving. I often find those \"aha!\" moments happen unexpectedly, and this book explains that phenomenon and how to encourage it.",[343,7984,7985,7986,7988],{},"Together, \"",[520,7987,77],{"href":76},"\" and \"Hyperfocus\" offer a powerful combination for boosting productivity and achieving more.",{"title":354,"searchDepth":355,"depth":355,"links":7990},[],"https:\u002F\u002Fwww.joshhaines.com\u002Fblog\u002Fbook-shelf\u002Fhyperfocus","How to Be More Productive in a World of Distraction.\n","\u002Fstatic\u002Fimages\u002Fhyperfocus-cover.jpg","Hyperfocus book cover",{},[],{"title":140,"description":7992},"content\u002Fhyperfocus",[370,371],[],"A05qu7UDz3cyiZ0YItz7cYpYbI0vcjGBMMiuZX6X6JI",{"id":337,"title":77,"author":338,"body":8003,"bookAuthor":78,"canonicalUrl":357,"contentType":8,"description":358,"draft":359,"extension":360,"featured":359,"image":361,"imageAlt":362,"meta":8013,"navigation":364,"path":76,"publishedAt":365,"relatedWriting":8014,"runtime":24,"seo":8015,"socialImage":352,"startHere":359,"stem":368,"tags":8016,"topics":8017,"updatedAt":373,"__hash__":374},{"type":340,"value":8004,"toc":8011},[8005,8007],[343,8006,345],{},[343,8008,8009],{},[349,8010],{"alt":351,"src":352},{"title":354,"searchDepth":355,"depth":355,"links":8012},[],{},[],{"title":77,"description":358},[370,371],[],{"id":8019,"title":6,"author":338,"body":8020,"bookAuthor":7,"canonicalUrl":8182,"contentType":8,"description":8183,"draft":359,"extension":360,"featured":359,"image":8184,"imageAlt":8185,"meta":8186,"navigation":364,"path":5,"publishedAt":8187,"relatedWriting":8188,"runtime":24,"seo":8189,"socialImage":8190,"startHere":359,"stem":8191,"tags":8192,"topics":8193,"updatedAt":6181,"__hash__":8194},"posts\u002Fcontent\u002Faccelerate.md",{"type":340,"value":8021,"toc":8179},[8022,8036,8038],[614,8023,8025,8033],{"className":8024,"dir":619},[617,618],[343,8026,8028,636],{"className":8027,"dir":619},[623],[625,8029,8031],{"ariaHidden":627,"className":8030,"height":630,"viewBox":631,"width":630},[629],[633,8032],{"d":635},[343,8034,8035],{},"\nThis was the first book I ever added to my book shelf. I was expecting to write a table for each book detailing important points and actions I'd take for our internal Software Factory team. I've removed a bit of that, but decided to leave this formatting as-is to remind myself of the initial plans and how much they have changed.",[512,8037,6855],{"id":6854},[6947,8039,8040,8048],{},[6950,8041,8042],{},[6953,8043,8044,8046],{},[6956,8045,3254],{},[6956,8047,6855],{},[6964,8049,8050,8057,8064,8071,8078,8085,8092,8099,8106,8113,8120,8127,8134,8141,8148,8158,8165,8172],{},[6953,8051,8052,8054],{},[6969,8053,6971],{},[6969,8055,8056],{},"Developers need to be able to run tests and run apps on their workstations",[6953,8058,8059,8061],{},[6969,8060,6986],{},[6969,8062,8063],{},"Successful teams had adequate test data to run their tests. Consider making test data as proxy for all real data.",[6953,8065,8066,8068],{},[6969,8067,6997],{},[6969,8069,8070],{},"Maturity models don't make sense, need capability models for evaluating",[6953,8072,8073,8075],{},[6969,8074,7500],{},[6969,8076,8077],{},"Teams should be able to choose their own tools based on users of the tools",[6953,8079,8080,8082],{},[6969,8081,7018],{},[6969,8083,8084],{},"Keeping system config and app config in version control is more important than application code",[6953,8086,8087,8089],{},[6969,8088,7029],{},[6969,8090,8091],{},"Devs need to create their own tests, not made by another team. Also if tests pass then code should be releasable",[6953,8093,8094,8096],{},[6969,8095,7040],{},[6969,8097,8098],{},"If devs are full time, trunk based is best with daily merges back to master and short lived branches. Open source or part time projects can have longer branches a la github flow",[6953,8100,8101,8103],{},[6969,8102,7051],{},[6969,8104,8105],{},"Consider team apis and bounded context as a way to more loosely couple teams. High performance happens when a team can change the way it works without permission of other teams.",[6953,8107,8108,8110],{},[6969,8109,7062],{},[6969,8111,8112],{},"Letting people use their own tools contributes to software and organization",[6953,8114,8115,8117],{},[6969,8116,7073],{},[6969,8118,8119],{},"IA and IT Security should provide libraries and tools to devs and engineers and make their use optional but encouraged.",[6953,8121,8122,8124],{},[6969,8123,7084],{},[6969,8125,8126],{},"Architects should focus on engineers and outcomes, not tools or technologies. Doesn't matter if developers hate using them, focus on people and what they want.",[6953,8128,8129,8131],{},[6969,8130,7095],{},[6969,8132,8133],{},"Infosec and IA need to be involved throughout, can't be a bottleneck at the end as changes are hard and expensive. Plus it slows down our goal of fast deployments",[6953,8135,8136,8138],{},[6969,8137,7106],{},[6969,8139,8140],{},"Rugged Manifesto is an alternative to DevSecOps",[6953,8142,8143,8145],{},[6969,8144,7117],{},[6969,8146,8147],{},"Having a manager or change board review deployments doesn't work, doesn't lead to better performance.",[6953,8149,8150,8152],{},[6969,8151,7128],{},[6969,8153,8154,8155],{},"Traditional IT approval processes are ",[1156,8156,8157],{},"risk management theater",[6953,8159,8160,8162],{},[6969,8161,630],{},[6969,8163,8164],{},"Consider formalizing 20% time, Friday afternoons, or time to work on any other project for the company.",[6953,8166,8167,8169],{},[6969,8168,7149],{},[6969,8170,8171],{},"Yak days (for technical debt) and half days (for other work).",[6953,8173,8174,8176],{},[6969,8175,7160],{},[6969,8177,8178],{},"Allocate a training budget and let employees use it how they see fit.",{"title":354,"searchDepth":355,"depth":355,"links":8180},[8181],{"id":6854,"depth":355,"text":6855},"https:\u002F\u002Fwww.joshhaines.com\u002Fblog\u002Fbook-shelf\u002Faccelerate","The Science of Lean Software and DevOps: Building and Scaling High Performing Technology Organizations.\n","\u002Fstatic\u002Fimages\u002Faccelerate-cover.jpg","Accelerate book cover",{},"2022-10-19",[],{"title":6,"description":8183},"\u002Fstatic\u002Fimages\u002Faccelerate.jpg","content\u002Faccelerate",[370,371,7739],[],"uMg05IJyt127kKKRh-Kk18dx0pr6cIYOX8D1Vt2SVV4",{"id":8196,"title":155,"author":338,"body":8197,"bookAuthor":156,"canonicalUrl":8224,"contentType":8,"description":8225,"draft":359,"extension":360,"featured":359,"image":8226,"imageAlt":8227,"meta":8228,"navigation":364,"path":154,"publishedAt":8229,"relatedWriting":8230,"runtime":24,"seo":8231,"socialImage":8221,"startHere":359,"stem":8232,"tags":8233,"topics":8234,"updatedAt":7377,"__hash__":8235},"posts\u002Fcontent\u002Flean-startup.md",{"type":340,"value":8198,"toc":8222},[8199,8216],[343,8200,8201,8202,1845,8205,8208,8209,8211,8212,8215],{},"Like ",[520,8203,8204],{"href":282},"many",[520,8206,8207],{"href":87},"other"," books in the ",[520,8210,4406],{"href":4405},", this book is a powerhouse and likely doesn't need another review from me. It has become almost standard reading for anyone in tech, and for good reason. Our Software Factory team uses concepts from this book almost every day. We drive hard on experimentation, rapidly adjusting, holding the line on agility, and beating back huge documents full of requirements. Since Software Factory began and continues to run as a \"",[530,8213,8214],{},"Startup in an Enterprise","\", the lessons from this book are invaluable.",[343,8217,8218],{},[349,8219],{"alt":8220,"src":8221},"thinTree","\u002Fstatic\u002Fimages\u002FthinTree.jpg",{"title":354,"searchDepth":355,"depth":355,"links":8223},[],"https:\u002F\u002Fwww.joshhaines.com\u002Fblog\u002Fbook-shelf\u002Flean-startup","How Today's Entrepreneurs Use Continuous Innovation to Create Radically Successful Businesses.\n","\u002Fstatic\u002Fimages\u002Flean-startup-cover.jpg","The Lean Startup book cover",{},"2022-10-12",[],{"title":155,"description":8225},"content\u002Flean-startup",[370,1221,1903],[],"2AI5w5E9_bNC8KzC9r8hERwJs7LP9n7zyDOS63piC_4",{"id":8237,"title":81,"author":338,"body":8238,"bookAuthor":16,"canonicalUrl":8291,"contentType":8,"description":8292,"draft":359,"extension":360,"featured":359,"image":8293,"imageAlt":8294,"meta":8295,"navigation":364,"path":80,"publishedAt":8296,"relatedWriting":8297,"runtime":24,"seo":8298,"socialImage":8285,"startHere":359,"stem":8299,"tags":8300,"topics":8301,"updatedAt":6846,"__hash__":8302},"posts\u002Fcontent\u002Fdelicate-art-of-bureaucracy.md",{"type":340,"value":8239,"toc":8286},[8240,8243,8246,8250,8253,8257,8260,8264,8267,8274,8277,8280],[343,8241,8242],{},"I thoroughly enjoyed this book. As evidenced by my reading list, I find Mark Schwartz's insights into this field to be quite valuable, and his latest work is no exception.",[343,8244,8245],{},"Schwartz recounts his experience as CTO for a large government agency. His anecdotes about the crippling bureaucracy are enough to make even the most ardent defender of complex procedures shudder. The sheer size of some documents he navigated is astounding. This experience informs his discussion of three \"ways\" to manage bureaucracy:",[512,8247,8249],{"id":8248},"the-monkey","The Monkey",[343,8251,8252],{},"Inspired by the classic Chinese tale of the Monkey King, Schwartz outlines a strategy of provoking the bureaucracy to analyze its reactions. This approach, favored by scientists studying complex ecosystems, involves introducing a change and carefully observing the response.",[512,8254,8256],{"id":8255},"the-razor","The Razor",[343,8258,8259],{},"Schwartz demonstrates how documents, meetings, and similar tools can \"cut away\" bureaucratic obstacles. He notably crafted a new, official-sounding document that effectively nullified his obligation to adhere to a 5,000-page procedural guide. Auditors readily accepted this approach, allowing for significant progress.",[512,8261,8263],{"id":8262},"the-sumo","The Sumo",[343,8265,8266],{},"This method involves head-on persistence until the obstacle yields. Put less delicately:",[694,8268,8269],{},[343,8270,8271],{},[1156,8272,8273],{},"bang your head against the wall until the wall moves",[343,8275,8276],{},"Unfortunately, I'm familiar with this approach when dealing with cumbersome legacy processes. Our progress in the Software Factory has heavily relied on the Sumo tactic.",[343,8278,8279],{},"Overall, I found this book insightful. It clarifies both the origins of bureaucracy and effective strategies to combat it.",[343,8281,8282],{},[349,8283],{"alt":8284,"src":8285},"bureaucracy before and after being tamed","\u002Fstatic\u002Fimages\u002Fbureaucracy.jpg",{"title":354,"searchDepth":355,"depth":355,"links":8287},[8288,8289,8290],{"id":8248,"depth":355,"text":8249},{"id":8255,"depth":355,"text":8256},{"id":8262,"depth":355,"text":8263},"https:\u002F\u002Fwww.joshhaines.com\u002Fblog\u002Fbook-shelf\u002Fdelicate-art-of-bureaucracy","Digital Transformation with the Monkey, the Razor, and the Sumo Wrestler.\n","\u002Fstatic\u002Fimages\u002Fdelicate-art-of-bureaucracy-cover.jpg","The Delicate Art of Bureaucracy book cover",{},"2022-10-09",[],{"title":81,"description":8292},"content\u002Fdelicate-art-of-bureaucracy",[370,5448,900],[],"6bsHFBrOFHDd4ScBWs3cbdgr6aWYIpkxPD83qMHFcrY",{"id":8304,"title":233,"author":338,"body":8305,"bookAuthor":16,"canonicalUrl":8354,"contentType":8,"description":8355,"draft":359,"extension":360,"featured":359,"image":8356,"imageAlt":8357,"meta":8358,"navigation":364,"path":232,"publishedAt":8296,"relatedWriting":8359,"runtime":24,"seo":8360,"socialImage":8318,"startHere":359,"stem":8361,"tags":8362,"topics":8364,"updatedAt":8365,"__hash__":8366},"posts\u002Fcontent\u002Fseat-at-the-table.md",{"type":340,"value":8306,"toc":8352},[8307,8310,8313,8319,8322,8349],[343,8308,8309],{},"This book blew me away. Mark Schwartz has quickly become one of my favorite authors on work and IT topics, and this is hands-down his best yet. Mark is a leader with serious technical chops, and this book is so good I listened to it cover-to-cover, then immediately hit play again.",[343,8311,8312],{},"This book digs deep. At its heart, it explores how we ended up in this bizarre situation: IT used to be a department full of tech-loving geeks, eager to build cool stuff. Somehow, it's morphed into an organization that's constantly slamming the brakes on innovation and begging the business for resources.",[343,8314,8315],{},[349,8316],{"alt":8317,"src":8318},"Chairs around a table","\u002Fstatic\u002Fimages\u002Fchairs.jpg",[343,8320,8321],{},"Here are just a few of the killer points:",[731,8323,8324,8330,8339],{},[734,8325,8326,8329],{},[1156,8327,8328],{},"Build vs. Buy:"," Mark makes a compelling case for why we should build our own software instead of constantly buying tools. I'm with him on this one (hello, Software Factory!), but he explains it in a way that'll make even the most die-hard off-the-shelf fanatic want to start coding something from scratch.",[734,8331,8332,8338],{},[1156,8333,8334,8335,3790],{},"Death to ",[530,8336,8337],{},"Requirements"," He lays out why we need to ditch the word \"requirements.\" Our business is always harping about them... requirements from the business, requirements for IT, the whole nine yards. But these things aren't really mandatory, so let's stop using a word that implies they are! (Use cases are another one to ditch...)",[734,8340,8341,8348],{},[1156,8342,8343,8344,8347],{},"The Business is ",[530,8345,8346],{},"NOT"," Our Customer:"," We're coworkers, not competing businesses, and we need to stop treating each other like we're on opposite sides of a contract. While we're at it, let's stop treating our vendors that way, too.",[343,8350,8351],{},"This book's got WAY more than what I mentioned. Honestly, I doubt another book will knock this one from my top spot anytime soon. I can't recommend it highly enough.",{"title":354,"searchDepth":355,"depth":355,"links":8353},[],"https:\u002F\u002Fwww.joshhaines.com\u002Fblog\u002Fbook-shelf\u002Fseat-at-the-table","IT Leadership in the Age of Agility.\n","\u002Fstatic\u002Fimages\u002Fseat-at-the-table-cover.jpg","A Seat at the Table book cover",{},[],{"title":233,"description":8355},"content\u002Fseat-at-the-table",[370,8363,5448],"it",[],"2024-03-13","7eX8upLTD9_htOxUVtuUZ_HTcEPxvu94g88dfg92n6I",{"id":8368,"title":19,"author":338,"body":8369,"bookAuthor":20,"canonicalUrl":8408,"contentType":8,"description":8409,"draft":359,"extension":360,"featured":359,"image":8410,"imageAlt":8411,"meta":8412,"navigation":364,"path":18,"publishedAt":8413,"relatedWriting":8414,"runtime":24,"seo":8415,"socialImage":8388,"startHere":359,"stem":8416,"tags":8417,"topics":8418,"updatedAt":5673,"__hash__":8419},"posts\u002Fcontent\u002Fask-your-developer.md",{"type":340,"value":8370,"toc":8406},[8371,8380,8383,8389,8403],[343,8372,8373,8374,8379],{},"Jeff Lawson, the visionary behind ",[520,8375,8378],{"href":8376,"rel":8377},"https:\u002F\u002Ftwilio.com",[784],"Twilio",", offers a wealth of insights in his book \"Ask Your Developer\". As the founder of a company revolutionizing how businesses communicate, Lawson provides a unique perspective on building successful software, fostering dynamic teams, and shaping innovative company cultures.",[343,8381,8382],{},"While some of his tactics, like internal billing and outsourcing, might raise eyebrows, they offer a fascinating look into Twilio's success. At the core of the book lies a powerful message about streamlining and empowering development. Lawson's concept of a \"paved path\" - where robust and integrated tools provide a foundation for easy development... is highly valuable. His encouragement to \"off-road\" when needed, coupled with platform teams proactively seeking to reduce that need, creates a system that promotes both efficiency and innovation.",[343,8384,8385],{},[349,8386],{"alt":8387,"src":8388},"Paved vs Offroad Paths","\u002Fstatic\u002Fimages\u002Fpaths.jpg",[343,8390,8391,8392,8395,8396,8399,8400,8402],{},"Additionally, they discuss a platform of tools which align to make up a ",[530,8393,8394],{},"paved path"," where people can simply use the system to accomplish their tasks. They also support and encourage people to ",[530,8397,8398],{},"off-road"," when appropriate as long as they get the work done they need to accomplish. The platform teams then plan their work by evaluating and reducing the number of teams who need to ",[530,8401,8398],{},". This is a really great way to think about how to build a platform and how to support teams.",[343,8404,8405],{},"This book is a must-read for anyone involved in software development, as it offers actionable strategies for fostering a culture where developers thrive.",{"title":354,"searchDepth":355,"depth":355,"links":8407},[],"https:\u002F\u002Fwww.joshhaines.com\u002Fblog\u002Fbook-shelf\u002Fask-your-developer","How to Harness the Power of Software Developers and Win in the 21st Century.\n","\u002Fstatic\u002Fimages\u002Fask-your-developer-cover.jpg","Ask Your Developer book cover",{},"2022-10-06",[],{"title":19,"description":8409},"content\u002Fask-your-developer",[370],[],"73ZbbFGbxdqThQCdkJMQlBrJRtksGzl5abZi4Rvl13k",{"id":8421,"title":159,"author":338,"body":8422,"bookAuthor":97,"canonicalUrl":8471,"contentType":8,"description":8472,"draft":359,"extension":360,"featured":359,"image":8473,"imageAlt":8474,"meta":8475,"navigation":364,"path":158,"publishedAt":8413,"relatedWriting":8476,"runtime":24,"seo":8477,"socialImage":8468,"startHere":359,"stem":8478,"tags":8479,"topics":8480,"updatedAt":5062,"__hash__":8481},"posts\u002Fcontent\u002Flinchpin.md",{"type":340,"value":8423,"toc":8469},[8424,8427,8433,8436,8439,8463],[343,8425,8426],{},"Linchpin, at its core, is a book about how to become indispensable in your job. The author draws parallels between \"factory workers\" (not meant in a derogatory way) and \"linchpins.\" This book describes how to grow yourself into a linchpin.",[343,8428,8429,8430,8432],{},"A linchpin is a person who doesn't need a rule book and is valuable to the business and other people because what they're doing is what they love to do. In this context, Godwin describes what a linchpin does as ",[530,8431,5914],{},". This work becomes art in the sense that you can't write rules for how to create art. But an artist can create art and other people can recognize it for what it is.",[343,8434,8435],{},"He goes into detail about the characteristics that Linchpins have. He describes how you can become a linchpin in your company, and provides many stories about people who became linchpins in their organizations.",[343,8437,8438],{},"This book provides a different mental model of how you should think about your role and how to enjoy your work more and become more invaluable to those around you. Overall, it is a good short book that I enjoyed.",[614,8440,8442,8450,8460],{"className":8441,"dir":619},[617,1338],[343,8443,8445,1348],{"className":8444,"dir":619},[623],[625,8446,8448],{"ariaHidden":627,"className":8447,"height":630,"viewBox":631,"width":630},[629],[633,8449],{"d":1347},[343,8451,8452,8453,8456,8457],{},"I wrote this review a while ago. At the time I didn't feel like this concept was that important. Migrating this to my website 2 years later I realize this was a bit of a ",[530,8454,8455],{},"mind virus"," that has impacted the way I think of myself in my current organization. I appreciate this book more now than I did then. I'm moving it up my ",[520,8458,8459],{"href":4405},"list of books",[343,8461,8462],{},"~ Josh (May 2024)",[343,8464,8465],{},[349,8466],{"alt":8467,"src":8468},"linchpin image","\u002Fstatic\u002Fimages\u002Flinchpin.jpg",{"title":354,"searchDepth":355,"depth":355,"links":8470},[],"https:\u002F\u002Fwww.joshhaines.com\u002Fblog\u002Fbook-shelf\u002Flinchpin","Are You Indispensable?\n","\u002Fstatic\u002Fimages\u002Flinchpin-cover.jpg","Linchpin book cover",{},[],{"title":159,"description":8472},"content\u002Flinchpin",[370,1903,5678],[],"5BnzVJ19AkAc0WlQIrSyTZioEhD9fcZxODMsY2TvGe4",{"id":8483,"title":174,"author":338,"body":8484,"bookAuthor":175,"canonicalUrl":8517,"contentType":8,"description":8518,"draft":359,"extension":360,"featured":359,"image":8519,"imageAlt":8520,"meta":8521,"navigation":364,"path":173,"publishedAt":8413,"relatedWriting":8522,"runtime":24,"seo":8523,"socialImage":8511,"startHere":359,"stem":8524,"tags":8525,"topics":8526,"updatedAt":5639,"__hash__":8527},"posts\u002Fcontent\u002Fmeasure-what-matters.md",{"type":340,"value":8485,"toc":8515},[8486,8489,8492,8506,8512],[343,8487,8488],{},"In this book, John Doerr talks about OKRs (Objectives and Key Results). Although the initial idea for them came from Andy Grove who worked for Intel in the 70s, John Doerr is credited with turning it into a huge movement and sharing them with many growing tech companies. He speaks about meetings with companies like Google and teaches them how OKRs can help them drive forward in a more cohesive way.",[343,8490,8491],{},"The book lays out the issues with other frameworks and why OKRs can help businesses achieve success more reliably. Our team had started to use OKRs before reading this book, but it never made sense how it would help us. After reading this book (and a couple others on strategy), we've been able to implement OKRs in a serious way and are using them to achieve our strategic goals.",[614,8493,8495,8503],{"className":8494,"dir":619},[617,618],[343,8496,8498,636],{"className":8497,"dir":619},[623],[625,8499,8501],{"ariaHidden":627,"className":8500,"height":630,"viewBox":631,"width":630},[629],[633,8502],{"d":635},[343,8504,8505],{},"\nOne interesting point he described was that in general, OKRs should be about 50% top-down and 50% bottom-up. Upper level managers should set the direction for people and teams to follow, but those teams should also have freedom to set their own goals and efforts. This seems to enable a good balance of control from the top as well as agility from the bottom.",[343,8507,8508],{},[349,8509],{"alt":8510,"src":8511},"scales","\u002Fstatic\u002Fimages\u002Fscales.jpg",[343,8513,8514],{},"I recommend the book not only for the history of this successful framework, but for the stories of how it has helped to lead many successful companies to be more productive than would have seemed possible without OKRs.",{"title":354,"searchDepth":355,"depth":355,"links":8516},[],"https:\u002F\u002Fwww.joshhaines.com\u002Fblog\u002Fbook-shelf\u002Fmeasure-what-matters","How Google, Bono, and the Gates Foundation Rock the World with OKRs.\n","\u002Fstatic\u002Fimages\u002Fmeasure-what-matters-cover.jpg","Measure What Matters book cover",{},[],{"title":174,"description":8518},"content\u002Fmeasure-what-matters",[370,371,1221],[],"qoelqthSUZQ5d0Nkf6eAckrffC27Ic2JKR6FlM0hqIc",{"id":8529,"title":275,"author":338,"body":8530,"bookAuthor":276,"canonicalUrl":8588,"contentType":8,"description":8589,"draft":359,"extension":360,"featured":359,"image":8590,"imageAlt":8591,"meta":8592,"navigation":364,"path":274,"publishedAt":8593,"relatedWriting":8594,"runtime":24,"seo":8595,"socialImage":8582,"startHere":359,"stem":8596,"tags":8597,"topics":8598,"updatedAt":8599,"__hash__":8600},"posts\u002Fcontent\u002Fteam-topologies.md",{"type":340,"value":8531,"toc":8583},[8532,8534,8537,8541,8544,8558,8561,8564,8567,8571,8574,8577],[512,8533,515],{"id":514},[343,8535,8536],{},"This was a great short book on how teams can be structured to enable faster delivery at all types of businesses. This was primarily a book directed at tech and software companies, but the lessons will equally apply to Rolls-Royce. It's kind of a tough book to put into a short review as it's mostly wrapped around how there should be 4 types of teams and any teams that don't currently align to these likely need to be reorganized. That's a bold statement, but I think they succeeded in bringing me to their side. I think we should really consider following a few of these lessons as part of Defense 3.0. The two ways I think we can apply the recommendations are around team\u002Fgroup APIs and team\u002Fgroups as microservices.",[512,8538,8540],{"id":8539},"apis","APIs",[343,8542,8543],{},"They talk through working with all business teams as one of the four kinds of agile teams.",[1391,8545,8546,8549,8552,8555],{},[734,8547,8548],{},"Stream Aligned - Most teams should be this style. They take organized inputs, do some work, and provide organized outputs.",[734,8550,8551],{},"Enabling Team - These teams will help a stream-aligned team do their jobs better, faster, or more efficiently. They should constantly be trying to work themselves out of existence. When every team knows the lessons from the enabling team... this team disappears.",[734,8553,8554],{},"Platform Team - A team which creates and manages a platform where the rest of the teams work. Eventually, this could be something like an Azure team which holds the knowledge of interacting with Azure while other teams use Azure for their work.",[734,8556,8557],{},"Complicated Subsystem - Deals with an unusual issue where you need a specialized team. Not oriented to transforming inputs into outputs. Usually if you think your team fits here... it doesn't. This should be the least common team type and usually means something isn't organized properly.",[343,8559,8560],{},"Most teams should be stream-aligned. By selecting a few teams to try out this model with, we could write Team APIs. Each team would be responsible for keeping up a document which explains how their team works. They would explain what the inputs need to be (formatted excel form, email, logging something in kanbanize, etc.). They would describe what exactly their team will do with those inputs (actual work scope). Then they would explain what they will provide as output (signed .pdf, zip file to download, updated model in TeamCenter, etc.).",[343,8562,8563],{},"Even teams which traditionally don't see themselves as software teams will be able to gain large insights into their groups by following this method. We did this in the External Labs without realizing it. Elmo clarified group metrics around our daily tasks. It also standardized the tracking of those apps which required the inputs and outputs to be standardized.",[343,8565,8566],{},"I would like to trial this with 1 or 2 teams this year.",[512,8568,8570],{"id":8569},"microservices","Microservices",[343,8572,8573],{},"Each business team should think of themselves as a microservice for the data they are responsible for. They might initially use an Excel file, but should eventually clean\u002Ftransform\u002Forganized\u002Fprovide their data in a way where it's accessible to other teams. They would essentially be a microservice for the data in that part of the business. An API document would describe the data available and how to access it. Initially, this could even be a manual email chain... but eventually it could be a small webapp or API. Many of these systems could then roll up into aggregators to make querying easy. Imagine that all the analysis teams will generate a single tracker to track the status of engineering jobs across thermal, aero, stress, etc. Perhaps each group might provide its own method of API for its data that gets aggregated into a larger tracker. That could then be aggregated further into a roll-up app across the engineering organization. All these capabilities start with small teams organizing their data. This is data democratization in practice.",[343,8575,8576],{},"Overall, I enjoyed this book. It's a fairly easy read and provides some great ideas to change the way Rolls-Royce might function in the future. I want to implement and test these ideas out ASAP. I see many engineering teams as stream-aligned while the Software Factory would be an enabling team eventually and mix of a platform team and stream-aligned team as we sit today.",[343,8578,8579],{},[349,8580],{"alt":8581,"src":8582},"team topologies","\u002Fstatic\u002Fimages\u002Fteams.png",{"title":354,"searchDepth":355,"depth":355,"links":8584},[8585,8586,8587],{"id":514,"depth":355,"text":515},{"id":8539,"depth":355,"text":8540},{"id":8569,"depth":355,"text":8570},"https:\u002F\u002Fwww.joshhaines.com\u002Fblog\u002Fbook-shelf\u002Fteam-topologies","Organizing Business and Technology Teams for Fast Flow.\n","\u002Fstatic\u002Fimages\u002Fteam-topologies-cover.jpg","Team Topologies book cover",{},"2022-10-02",[],{"title":275,"description":8589},"content\u002Fteam-topologies",[370,814,4848],[],"2024-05-15","TdB1S4YcsIoflD_K4G6adCWu1pmbaGrVxzRFsDDzVxg",{"id":8602,"title":88,"author":338,"body":8603,"bookAuthor":89,"canonicalUrl":8652,"contentType":8,"description":8653,"draft":359,"extension":360,"featured":359,"image":8654,"imageAlt":8655,"meta":8656,"navigation":364,"path":87,"publishedAt":8657,"relatedWriting":8658,"runtime":24,"seo":8659,"socialImage":8649,"startHere":359,"stem":8660,"tags":8661,"topics":8662,"updatedAt":5639,"__hash__":8663},"posts\u002Fcontent\u002Fdevops-handbook.md",{"type":340,"value":8604,"toc":8650},[8605,8608,8611,8614,8636,8644],[343,8606,8607],{},"The DevOps Handbook is in many ways the seminal book that has helped to launch the entire world of DevOps and DevSecOps. It wasn't the first book written on the topic, but it is certainly one of the most popular and often cited.",[343,8609,8610],{},"This book provides a very thorough explanation about the problems with the old way of working where development teams would create items which another operations team would have to deploy. These issues also are visible in teams outside of software development. He then describes how the concept of DevOps can help.",[343,8612,8613],{},"By having the value creators work directly with the people running it in production, many inefficiencies can be avoided. Automation around testing, deployment, validation, and scanning are included as well as many tools and methodologies to make this work well.",[614,8615,8617,8625],{"className":8616,"dir":619},[617,2619],[343,8618,8620,2629],{"className":8619,"dir":619},[623],[625,8621,8623],{"ariaHidden":627,"className":8622,"height":630,"viewBox":631,"width":630},[629],[633,8624],{"d":2628},[343,8626,8627,8628,8631,8632,8635],{},"\nI should point out, if you plan to read the ",[520,8629,8630],{"href":301},"Unicorn Project"," and the ",[520,8633,8634],{"href":205},"Phoenix Project",", you likely don't need to read this book. There is a 60%-70% overlap in the material in this book and those two books when combined.",[343,8637,8638,8639,8631,8641,8643],{},"For most people, I think you'll get more out of reading the ",[520,8640,8634],{"href":205},[520,8642,8630],{"href":301}," together than this book. As a reference tool, however, this book stands alone.",[343,8645,8646],{},[349,8647],{"alt":8648,"src":8649},"old book","\u002Fstatic\u002Fimages\u002Fbook.jpg",{"title":354,"searchDepth":355,"depth":355,"links":8651},[],"https:\u002F\u002Fwww.joshhaines.com\u002Fblog\u002Fbook-shelf\u002Fdevops-handbook","How to Create World-Class Agility, Reliability, & Security in Technology Organizations.\n","\u002Fstatic\u002Fimages\u002Fdevops-handbook-cover.jpg","The DevOps Handbook book cover",{},"2022-09-16",[],{"title":88,"description":8653},"content\u002Fdevops-handbook",[370,371,7739],[],"LkL2Cj_ZsbImJwu60tom5v333vU9lavEbawGBNp64C8",{"id":8665,"title":151,"author":338,"body":8666,"bookAuthor":152,"canonicalUrl":8785,"contentType":8,"description":8786,"draft":359,"extension":360,"featured":359,"image":8787,"imageAlt":8788,"meta":8789,"navigation":364,"path":150,"publishedAt":8790,"relatedWriting":8791,"runtime":24,"seo":8792,"socialImage":8781,"startHere":359,"stem":8793,"tags":8794,"topics":8795,"updatedAt":7377,"__hash__":8796},"posts\u002Fcontent\u002Finnovators-dilemma.md",{"type":340,"value":8667,"toc":8782},[8668,8677,8679,8697,8777],[694,8669,8670],{},[343,8671,8672,8673,718],{},"This is part of a 4-book series on disruptive innovation. You can find the full series ",[520,8674,1941],{"href":8675,"rel":8676},"https:\u002F\u002Fwww.amazon.com\u002FDisruptive-Innovation-Christensen-Collection-Innovators-ebook\u002Fdp\u002FB008527PTO\u002Fref=sr_1_3?dchild=1&keywords=Innovator%27s+dilemma&qid=1612454535&s=audible&sr=1-3-catcorr",[784],[512,8678,6855],{"id":6854},[614,8680,8682,8690],{"className":8681,"dir":619},[617,1338],[343,8683,8685,1348],{"className":8684,"dir":619},[623],[625,8686,8688],{"ariaHidden":627,"className":8687,"height":630,"viewBox":631,"width":630},[629],[633,8689],{"d":1347},[343,8691,8692,8693,8696],{},"\nThe notes below were from a discussion and chat with ",[520,8694,5758],{"href":5756,"rel":8695},[784]," and represents thoughts from each of us.",[731,8698,8699,8713,8735,8746,8760],{},[734,8700,8701,8702],{},"Key attribute in a Start-up that gets lost in larger successful organizations = Humility!\n",[731,8703,8704,8707,8710],{},[734,8705,8706],{},"\"Sears let arrogance blind it to basic changes taking place in the marketplace.\"",[734,8708,8709],{},"\"Often decisions & \"pride\" in times of plenty become the Achilles heel that leads to future fall in times of austerity.\"",[734,8711,8712],{},"\"Successful companies\" often ignore emerging megatrends that become the new products & services that render current products & services irrelevant.",[734,8714,8715,8716,8719,8720],{},"Bottom line: the \"Innovator's Dilemma\" = \"",[530,8717,8718],{},"It is in disruptive innovations, where we know least about the market, that there are such strong first-move advantages","\"\n",[731,8721,8722,8725,8730],{},[734,8723,8724],{},"Innovation = Change in tech to procure, present, sell, deliver, beyond only Engineering, Management, Marketing, Investment, Managerial Processes...",[734,8726,5785,8727,5785],{},[530,8728,8729],{},"Sound decisions by great managers can lead a firm to failure",[734,8731,5785,8732,5785],{},[530,8733,8734],{},"The logical, competent decisions of management critical to the success of companies are also why they lose their leadership.",[734,8736,8737,8738],{},"To resolve the dilemma, we need to acknowledge a dual reality of large successful businesses:\n",[1391,8739,8740,8743],{},[734,8741,8742],{},"Need near term survival & growth to sustain the health of large business, but also...",[734,8744,8745],{},"Need long-term sustainment & the ability to address\u002Fpivot to disruptions that could cause businesses to fail or go bankrupt-particularly in an environment of increasing pace of tech emergence.",[734,8747,8748,8749],{},"Three key differences in the above two items:\n",[731,8750,8751,8754,8757],{},[734,8752,8753],{},"Sustaining technologies (which improve established products & services) vs. disruptive technologies (which create different value props & new customer value)",[734,8755,8756],{},"The Pace of technology can outstrip what the market needs at that time (thus timing for investment is important & requires a focus on and ability to define 'value')",[734,8758,8759],{},"Customers & financial structures of \"successful companies\" put 'filters' on what is most valuable\u002Fattractive (driven heavily by corporate culture).",[734,8761,8762,8763],{},"Characteristics\u002Fattributes of 'disruptive products or services':\n",[731,8764,8765,8768,8771,8774],{},[734,8766,8767],{},"Simpler",[734,8769,8770],{},"Cheaper",[734,8772,8773],{},"Smaller",[734,8775,8776],{},"More convenient",[343,8778,8779],{},[349,8780],{"alt":1639,"src":8781},"\u002Fstatic\u002Fimages\u002Finnovation.jpg",{"title":354,"searchDepth":355,"depth":355,"links":8783},[8784],{"id":6854,"depth":355,"text":6855},"https:\u002F\u002Fwww.joshhaines.com\u002Fblog\u002Fbook-shelf\u002Finnovators-dilemma","When New Technologies Cause Great Firms to Fail (Management of Innovation and Change).\n","\u002Fstatic\u002Fimages\u002Finnovators-dilemma-cover.jpg","The Innovator's Dilemma book cover",{},"2022-09-15",[],{"title":151,"description":8786},"content\u002Finnovators-dilemma",[370,1639,1903,900],[],"yC9RaIC4LO9DoS0ljHHNmbbAa68XH5YzR_b7XQVnOT4",{"id":8798,"title":52,"author":338,"body":8799,"bookAuthor":49,"canonicalUrl":8821,"contentType":8,"description":8822,"draft":359,"extension":360,"featured":359,"image":8823,"imageAlt":8824,"meta":8825,"navigation":364,"path":51,"publishedAt":8826,"relatedWriting":8827,"runtime":24,"seo":8828,"socialImage":8815,"startHere":359,"stem":8829,"tags":8830,"topics":8831,"updatedAt":7968,"__hash__":8832},"posts\u002Fcontent\u002Fclean-code.md",{"type":340,"value":8800,"toc":8819},[8801,8810,8816],[343,8802,8803,8804,522,8806,8809],{},"I enjoyed this book for its strong foundation in solid programming principles. It's no surprise the tech industry widely references and recommends it - Robert Martin (\"Uncle Bob\") is a legend, and this book, along with ",[520,8805,48],{"href":47},[520,8807,8808],{"href":54},"Clean Coder",", exemplifies his expertise.",[343,8811,8812],{},[349,8813],{"alt":8814,"src":8815},"workering tools","\u002Fstatic\u002Fimages\u002Ftools.jpg",[343,8817,8818],{},"Martin first expertly explains core concepts and principles for writing maintainable, robust code. He then applies these concepts through insightful case studies, demonstrating how to improve and refactor legacy code. Finally, he provides a helpful list of \"code smells\" to watch for in older projects.",{"title":354,"searchDepth":355,"depth":355,"links":8820},[],"https:\u002F\u002Fwww.joshhaines.com\u002Fblog\u002Fbook-shelf\u002Fclean-code","A Handbook of Agile Software Craftsmanship.\n","\u002Fstatic\u002Fimages\u002Fclean-code-cover.jpg","Clean Code book cover",{},"2022-08-16",[],{"title":52,"description":8822},"content\u002Fclean-code",[370,371,6602],[],"H3v1_OV-6xCx__GnmqWqAe-kM48HR5pPwJef_FN8xcE",{"id":8834,"title":251,"author":338,"body":8835,"bookAuthor":252,"canonicalUrl":8913,"contentType":8,"description":8914,"draft":359,"extension":360,"featured":359,"image":8915,"imageAlt":8916,"meta":8917,"navigation":364,"path":250,"publishedAt":8918,"relatedWriting":8919,"runtime":24,"seo":8920,"socialImage":8866,"startHere":359,"stem":8921,"tags":8922,"topics":8923,"updatedAt":8365,"__hash__":8924},"posts\u002Fcontent\u002Fsooner-safer-happier.md",{"type":340,"value":8836,"toc":8911},[8837,8840,8858,8861,8867,8877,8894,8897,8908],[343,8838,8839],{},"This book started out a bit slow. At first, it seemed to merely rehash ideas from other similar publications, but it gradually introduced fresh concepts and ultimately proved to be a valuable resource. The core mantra, repeated throughout, is \"Better Value, Sooner, Safer, Happier (BVSSH).\"",[614,8841,8843,8851],{"className":8842,"dir":619},[617,1338],[343,8844,8846,1348],{"className":8845,"dir":619},[623],[625,8847,8849],{"ariaHidden":627,"className":8848,"height":630,"viewBox":631,"width":630},[629],[633,8850],{"d":1347},[343,8852,8853,8854,8857],{},"\nIt's not ",[1156,8855,8856],{},"cheaper",", each word is deliberately chosen. By the end, I was fully sold on applying this model to our outcome planning.",[343,8859,8860],{},"One particularly insightful point was the discussion of learning anxiety - the fear of attempting something new or appearing incompetent. The authors explained that organizational learning flourishes when learning anxiety is less than survival anxiety. This can be achieved by either increasing survival anxiety (threatening job loss for not learning) or decreasing learning anxiety (fostering a psychologically safe culture with empowerment and support). The book strongly emphasizes that increasing survival anxiety is counterproductive and won't yield the desired learning outcomes. This reinforces my belief that our empowerment strategy is on the right track.",[343,8862,8863],{},[349,8864],{"alt":8865,"src":8866},"sooner safer happier ai image","\u002Fstatic\u002Fimages\u002Fsooner.jpg",[343,8868,8869,8870,8873,8874,8876],{},"Another key concept was how to motivate people towards a goal... tap into the ",[530,8871,8872],{},"Why"," of the effort. People buy into the ",[530,8875,8872],{},". They'll embrace an initiative if it benefits:",[731,8878,8879,8882,8885,8888,8891],{},[734,8880,8881],{},"Society",[734,8883,8884],{},"Customers",[734,8886,8887],{},"The company",[734,8889,8890],{},"Their team",[734,8892,8893],{},"Themselves as individuals",[343,8895,8896],{},"These core values must be emphasized, often, to create a sense of security in pursuing the goal.",[343,8898,8899,8900,8903,8904,8907],{},"Finally, the book strongly cautioned against ",[530,8901,8902],{},"doing Agile"," for the sake of it. Our focus should be on results. Agile can be a means to achieve those results, but it shouldn't be the end goal. Measuring a company's ability to 'be Agile' is a red flag. Agile, Lean, Kanban, etc., are tools potentially useful in driving outcomes. Agile should be an adjective, not a noun. Likewise, we shouldn't ",[530,8905,8906],{},"do transformation","; we should strive for better outcomes. Transformation is the natural byproduct of learning and achievement.",[343,8909,8910],{},"Overall, this is an excellent and versatile book covering a wide range of topics. It deserves a prominent spot on any reading list.",{"title":354,"searchDepth":355,"depth":355,"links":8912},[],"https:\u002F\u002Fwww.joshhaines.com\u002Fblog\u002Fbook-shelf\u002Fsooner-safer-happier","Antipatterns and Patterns for Business Agility.\n","\u002Fstatic\u002Fimages\u002Fsooner-safer-happier-cover.jpg","Sooner Safer Happier book cover",{},"2022-08-13",[],{"title":251,"description":8914},"content\u002Fsooner-safer-happier",[370,371,7739],[],"pKdNFWcvGZcKZe8AC6MMYqyRkqWivwr14UfUvf3jIZA",{"id":8926,"title":210,"author":338,"body":8927,"bookAuthor":211,"canonicalUrl":9037,"contentType":8,"description":9038,"draft":359,"extension":360,"featured":359,"image":9039,"imageAlt":9040,"meta":9041,"navigation":364,"path":209,"publishedAt":9042,"relatedWriting":9043,"runtime":24,"seo":9044,"socialImage":8970,"startHere":359,"stem":9045,"tags":9046,"topics":9047,"updatedAt":9048,"__hash__":9049},"posts\u002Fcontent\u002Fproject-to-product.md",{"type":340,"value":8928,"toc":9033},[8929,8932,8935,8939,8942,8959,8962,8965,8971,8975,8978,9004,9007,9010,9024,9030],[343,8930,8931],{},"Overall, this was a powerful book which teaches a new way to think about how work gets done in organizations. Mik often references a career-altering trip to the BMW factory in Germany. He talks about how they've made huge leaps in improvements in their digital and software thinking by learning and adapting manufacturing methods.",[343,8933,8934],{},"You can find many examples of top tier manufacturing. In many ways, this is a solved problem. Lean, Toyota Systems, Kanban, and other powerful systems have been implemented to nearly perfect levels with so many books and examples available. It seems, however, that we're only just now starting to see how all that can apply to creating digital products and software.",[512,8936,8938],{"id":8937},"flow-framework","Flow Framework",[343,8940,8941],{},"In this book, the author explains a framework to think through this process. As you work through it, you realize he isn't presenting anything entirely new, just offering a fresh perspective. He calls this system the Flow Framework.",[614,8943,8946,8956],{"className":8944,"dir":619},[617,8945],"markdown-alert-caution",[343,8947,8949,8955],{"className":8948,"dir":619},[623],[625,8950,8952],{"ariaHidden":627,"className":8951,"height":630,"viewBox":631,"width":630},[629],[633,8953],{"d":8954},"M4.47.22A.749.749 0 0 1 5 0h6c.199 0 .389.079.53.22l4.25 4.25c.141.14.22.331.22.53v6a.749.749 0 0 1-.22.53l-4.25 4.25A.749.749 0 0 1 11 16H5a.749.749 0 0 1-.53-.22L.22 11.53A.749.749 0 0 1 0 11V5c0-.199.079-.389.22-.53Zm.84 1.28L1.5 5.31v5.38l3.81 3.81h5.38l3.81-3.81V5.31L10.69 1.5ZM8 4a.75.75 0 0 1 .75.75v3.5a.75.75 0 0 1-1.5 0v-3.5A.75.75 0 0 1 8 4Zm0 8a1 1 0 1 1 0-2 1 1 0 0 1 0 2Z","CAUTION",[343,8957,8958],{},"\nThe author owns a company that sells both consulting services in this area and a software tool to streamline framework implementation. There's a sales pitch involved, but I also found value in the overall vision.",[343,8960,8961],{},"As part of the process, you create a fairly traditional value stream map of your part of the business. You identify your \"widget\" and determine the single unit of work your team handles. In a factory, this might be a single car; in software development, a user story; in engineering, a vibration analysis. You then track each unit as it moves through the value stream.",[343,8963,8964],{},"The author introduces four \"Flow Metrics\" for measurement and reporting. These metrics help you identify flow bottlenecks, similar to their use in factories.",[343,8966,8967],{},[349,8968],{"alt":8969,"src":8970},"flow image","\u002Fstatic\u002Fimages\u002Fflow.jpg",[512,8972,8974],{"id":8973},"work-labels","Work Labels",[343,8976,8977],{},"Another extremely useful concept we implemented immediately is the author's labeling system. It uses four MECE (Mutually Exclusive & Comprehensively Exhaustive) labels. Simply put, each work item gets one, and only one, of these labels:",[731,8979,8980,8986,8992,8998],{},[734,8981,8982,8985],{},[1156,8983,8984],{},"Risk:"," Work that prevents future value delivery.",[734,8987,8988,8991],{},[1156,8989,8990],{},"Debt:"," Work that enables better future value delivery.",[734,8993,8994,8997],{},[1156,8995,8996],{},"Feature:"," New value added.",[734,8999,9000,9003],{},[1156,9001,9002],{},"Fix:"," Correcting mistakes or issues in previously delivered value.",[343,9005,9006],{},"We've found these four labels to be exceptionally powerful and useful. Following the author's guidelines, you can plot the volume of each work type to understand your value stream's health.",[343,9008,9009],{},"For example, if you focus exclusively on features, you'll eventually slow down due to accumulated technical debt. If you're constantly fixing things, your processes are broken, and you should slow down to address the debt and improve your processes.",[614,9011,9013,9021],{"className":9012,"dir":619},[617,2619],[343,9014,9016,2629],{"className":9015,"dir":619},[623],[625,9017,9019],{"ariaHidden":627,"className":9018,"height":630,"viewBox":631,"width":630},[629],[633,9020],{"d":2628},[343,9022,9023],{},"\nThe concept of MECE is powerful, and we've applied it successfully in other areas of our business. The idea of \"Mutually Exclusive & Comprehensively Exhaustive\" has broader applications than you might initially think.",[343,9025,9026],{},[349,9027],{"alt":9028,"src":9029},"Sliced Pie","\u002Fstatic\u002Fimages\u002Fpie.jpg",[343,9031,9032],{},"This framework has been immensely helpful. I highly recommend this book.",{"title":354,"searchDepth":355,"depth":355,"links":9034},[9035,9036],{"id":8937,"depth":355,"text":8938},{"id":8973,"depth":355,"text":8974},"https:\u002F\u002Fwww.joshhaines.com\u002Fblog\u002Fbook-shelf\u002Fproject-to-product","How to Survive and Thrive in the Age of Digital Disruption with the Flow Framework.\n","\u002Fstatic\u002Fimages\u002Fproject-to-product-cover.jpg","Project to Product book cover",{},"2022-08-08",[],{"title":210,"description":9038},"content\u002Fproject-to-product",[370,4180],[],"2024-03-19","T826EoC1dZbxvfNI_XzumJFDxUzraI5RtEFJ9XLE1VE",{"id":9051,"title":313,"author":338,"body":9052,"bookAuthor":16,"canonicalUrl":9075,"contentType":8,"description":9076,"draft":359,"extension":360,"featured":359,"image":9077,"imageAlt":9078,"meta":9079,"navigation":364,"path":312,"publishedAt":9080,"relatedWriting":9081,"runtime":24,"seo":9082,"socialImage":9072,"startHere":359,"stem":9083,"tags":9084,"topics":9085,"updatedAt":5639,"__hash__":9086},"posts\u002Fcontent\u002Fwar-peace-it.md",{"type":340,"value":9053,"toc":9073},[9054,9064,9067],[343,9055,9056,9057,9060,9061,9063],{},"This was a good overview type book for people not as technical or close to this ",[530,9058,9059],{},"modern software"," space. It has great high-level concepts and information about the modern IT enterprise. If you read his other book near the top of our list (",[520,9062,233],{"href":232},"), you'll have gained most of the value from this book.",[343,9065,9066],{},"If, like me, you just like Mark Schwartz and his writing, then feel free to go through this one as well.",[343,9068,9069],{},[349,9070],{"alt":9071,"src":9072},"battle against computers","\u002Fstatic\u002Fimages\u002Fbattle.jpg",{"title":354,"searchDepth":355,"depth":355,"links":9074},[],"https:\u002F\u002Fwww.joshhaines.com\u002Fblog\u002Fbook-shelf\u002Fwar-peace-it","Business Leadership, Technology, and Success in the Digital Age.\n","\u002Fstatic\u002Fimages\u002Fwar-peace-it-cover.jpg","War and Peace and IT book cover",{},"2022-07-08",[],{"title":313,"description":9076},"content\u002Fwar-peace-it",[370,8363,5448],[],"090IGWGjHWmsk9DHZeUzYkxuZS6Fp0yjsmcgCLIow0Q",{"id":9088,"title":302,"author":338,"body":9089,"bookAuthor":303,"canonicalUrl":9120,"contentType":8,"description":9121,"draft":359,"extension":360,"featured":359,"image":9122,"imageAlt":9123,"meta":9124,"navigation":364,"path":301,"publishedAt":9125,"relatedWriting":9126,"runtime":24,"seo":9127,"socialImage":9103,"startHere":359,"stem":9128,"tags":9129,"topics":9130,"updatedAt":9131,"__hash__":9132},"posts\u002Fcontent\u002Funicorn-project.md",{"type":340,"value":9090,"toc":9118},[9091,9098,9104,9112,9115],[343,9092,8201,9093,9097],{},[520,9094,9095],{"href":205},[530,9096,206],{},", this book follows a fictional company undergoing a digital transformation. The authors draw on their extensive experience with DevOps and DevSecOps transformations to paint a realistic picture of common challenges. These books are truly excellent!",[343,9099,9100],{},[349,9101],{"alt":9102,"src":9103},"unicorn horn","\u002Fstatic\u002Fimages\u002Fhorn.jpg",[343,9105,9106,9107,9111],{},"This installment focuses specifically on a developer who needs to revolutionize the way the business creates software. ",[520,9108,9109],{"href":205},[530,9110,206],{}," delves more into high-level management and leadership within IT Operations and Development.",[343,9113,9114],{},"What's especially cool is that it's a modern book touching on real-world technologies like Docker, Vagrant, Terraform, and Clouds. It's timely and feels tailor-made for our Rolls-Royce... even addressing the lengthy technology approval process managed by people who might be less familiar with modern tech (ahem...).",[343,9116,9117],{},"Seriously, stop what you're reading and pick up \"The Unicorn Project\"!",{"title":354,"searchDepth":355,"depth":355,"links":9119},[],"https:\u002F\u002Fwww.joshhaines.com\u002Fblog\u002Fbook-shelf\u002Funicorn-project","A Novel about Developers, Digital Disruption, and Thriving in the Age of Data.\n","\u002Fstatic\u002Fimages\u002Funicorn-project-cover.jpg","The Unicorn Project book cover",{},"2021-03-09",[],{"title":302,"description":9121},"content\u002Funicorn-project",[370,7739,371],[],"2024-03-20","7018KIaMQe8LFaCwa4XxbHVFpUYCm-Dyy-z3O9zBRjo",{"id":9134,"title":206,"author":338,"body":9135,"bookAuthor":207,"canonicalUrl":9168,"contentType":8,"description":9169,"draft":359,"extension":360,"featured":359,"image":9170,"imageAlt":9171,"meta":9172,"navigation":364,"path":205,"publishedAt":9173,"relatedWriting":9174,"runtime":24,"seo":9175,"socialImage":9159,"startHere":359,"stem":9176,"tags":9177,"topics":9178,"updatedAt":9131,"__hash__":9179},"posts\u002Fcontent\u002Fphoenix-project.md",{"type":340,"value":9136,"toc":9166},[9137,9151,9154,9160,9163],[614,9138,9140,9148],{"className":9139,"dir":619},[617,618],[343,9141,9143,636],{"className":9142,"dir":619},[623],[625,9144,9146],{"ariaHidden":627,"className":9145,"height":630,"viewBox":631,"width":630},[629],[633,9147],{"d":635},[343,9149,9150],{},"\nI'm reluctant to even include my review on this book. It's so ubiquitous in the IT world that it's almost a cliche to even mention it. For completeness, I'm including it here, but I'm not sure it's worth the time to read my review. Just read the book.",[343,9152,9153],{},"This was another great book in the series by Gene Kim and team. In this installment, they explore the transformation of the primary website for a large auto parts manufacturer\u002Fretailer (think AutoZone). Their IT system is outdated, their website fails to attract new visitors, and they can't offer the modern services their competitors do.",[343,9155,9156],{},[349,9157],{"alt":9158,"src":9159},"auto parts aisle","\u002Fstatic\u002Fimages\u002FautoParts.jpg",[343,9161,9162],{},"The book centers on the interactions between the C-Suite, IT management, and a small team dedicated to solving these problems. It's insightful to witness the challenges they face, as they often resonate with those at Rolls-Royce. The authors draw on their extensive IT consulting experience to create a fictional company with very real problems.",[343,9164,9165],{},"This is a great book, landing on the DoD's reading shortlist for the powerful ideas it presents.",{"title":354,"searchDepth":355,"depth":355,"links":9167},[],"https:\u002F\u002Fwww.joshhaines.com\u002Fblog\u002Fbook-shelf\u002Fphoenix-project","A Novel about IT, DevOps, and Helping Your Business Win.\n","\u002Fstatic\u002Fimages\u002Fphoenix-project-cover.jpg","The Phoenix Project book cover",{},"2020-09-09",[],{"title":206,"description":9169},"content\u002Fphoenix-project",[370,7739,371],[],"_2yxGmzm6eI3ZQaqSQJbkJpL_8queBx-hOEw064HTzc",{"id":9181,"title":218,"author":338,"body":9182,"bookAuthor":219,"canonicalUrl":9206,"contentType":8,"description":9207,"draft":359,"extension":360,"featured":359,"image":9208,"imageAlt":9209,"meta":9210,"navigation":364,"path":217,"publishedAt":9211,"relatedWriting":9212,"runtime":24,"seo":9213,"socialImage":9203,"startHere":359,"stem":9214,"tags":9215,"topics":9216,"updatedAt":4908,"__hash__":9217},"posts\u002Fcontent\u002Fradical-candor.md",{"type":340,"value":9183,"toc":9204},[9184,9198],[343,9185,9186,9187,9190,9191,9194,9195,9197],{},"Radical Candor was one of the first books I read when I first started leading a team. It was my first time and I wasn't sure where to start. I had never considered myself a leader or a manager and really just focused on the technical delivery of work. Similar to the open teaser to ",[520,9188,9189],{"href":22},"my podcast",", I tried to let technical ability win the day. This book helped give me some initial insights and led to the type of culture I wanted to have within my team. In some ways this really opened the door to later reading and efforts around psychological safety, ultra transparency, the concept of ",[530,9192,9193],{},"bring your whole self to work",", and other things that make my team what it is. I feel like our ",[520,9196,900],{"href":61}," has set us apart within the larger enterprise and has helped us to deliver at a speed and volume that is unmatched.",[343,9199,9200],{},[349,9201],{"alt":9202,"src":9203},"radical candor image","\u002Fstatic\u002Fimages\u002Fcandor.jpg",{"title":354,"searchDepth":355,"depth":355,"links":9205},[],"https:\u002F\u002Fwww.joshhaines.com\u002Fblog\u002Fbook-shelf\u002Fradical-candor","Be a Kick-Ass Boss Without Losing Your Humanity.\n","\u002Fstatic\u002Fimages\u002Fradical-candor-cover.jpg","Radical Candor book cover",{},"2020-05-10",[],{"title":218,"description":9207},"content\u002Fradical-candor",[370,1904,1045,1638],[],"MK-Acaco9CXPwuVnHD24fyM4C1PH-JeIUSelCioAhcg",{"id":9219,"title":44,"author":338,"body":9220,"bookAuthor":24,"canonicalUrl":9919,"contentType":45,"description":9920,"draft":359,"extension":360,"featured":364,"image":9921,"imageAlt":24,"meta":9922,"navigation":364,"path":43,"publishedAt":9923,"relatedWriting":9924,"runtime":24,"seo":9926,"socialImage":24,"startHere":364,"stem":9927,"tags":9928,"topics":9929,"updatedAt":9923,"__hash__":9930},"posts\u002Fcontent\u002Fchemistry-of-innovation.md",{"type":340,"value":9221,"toc":9898},[9222,9225,9229,9262,9271,9274,9296,9299,9302,9305,9311,9331,9334,9337,9340,9344,9349,9358,9364,9367,9373,9377,9382,9390,9393,9396,9399,9402,9405,9408,9411,9433,9436,9439,9443,9446,9455,9512,9515,9518,9521,9524,9527,9531,9536,9544,9547,9558,9561,9567,9570,9577,9580,9584,9589,9597,9603,9606,9622,9625,9633,9668,9671,9674,9677,9681,9686,9694,9701,9704,9707,9711,9716,9724,9730,9733,9740,9743,9751,9787,9790,9794,9802,9817,9820,9823,9826,9837,9840,9847,9850,9858,9861,9869,9873,9881,9888,9891,9895],[343,9223,9224],{},"Innovation is one of those concepts that everyone wants and almost nobody can define. You can't command innovation. You can only create the conditions where it becomes possible. That realization became the foundation of this article and keynote speech.",[512,9226,9228],{"id":9227},"introduction-theme","Introduction & Theme",[614,9230,9232,9240],{"className":9231,"dir":619},[617,618],[343,9233,9235,636],{"className":9234,"dir":619},[623],[625,9236,9238],{"ariaHidden":627,"className":9237,"height":630,"viewBox":631,"width":630},[629],[633,9239],{"d":635},[1391,9241,9242,9253],{},[734,9243,9244,9245,9249,9250,1369],{},"A big Thank You! to ",[520,9246,1356],{"href":9247,"rel":9248},"https:\u002F\u002Fwww.linkedin.com\u002Fin\u002Fjwjohnson-\u002F",[784]," for his help with the slide deck. He's an awesome designer and ",[520,9251,1368],{"href":1366,"rel":9252},[784],[734,9254,9255,9256,9261],{},"I used AI to generate these awesome chalk & blackboard images.  I used it for bouncing ideas off of and help getting the organization and the structure\u002Foutline correct. The writing is\nmy own. I write and edit in ",[520,9257,9260],{"href":9258,"rel":9259},"https:\u002F\u002Fessay.app\u002F",[784],"essay.app"," and highly recommend it.",[614,9263,1380,9265],{"className":9264},[1377,1378,1379],[349,9266],{"src":9267,"className":9268,"alt":9270},"\u002Fstatic\u002Fimages\u002FchemistryLogo.jpg",[9269],"w-1\u002F2","chemistry of innovation - logo slide",[343,9272,9273],{},"I was asked to give a keynote speech at the 2026 TechPoint Community Connect event related to talent and workforce development, innovation, and AI. As I prepared this talk I realized that nearly every lesson I'd learned about leadership pointed back to some common recurring themes.",[1391,9275,9276,9282,9289],{},[734,9277,9278,9279,9281],{},"I knew I wanted to touch on ",[1156,9280,1638],{}," and how it is the foundation of a high-performing team.",[734,9283,9284,9285,9288],{},"I've felt for a while that the ",[1156,9286,9287],{},"ability to learn"," is perhaps the single most important skill in this rapidly changing world.",[734,9290,9291,9292,9295],{},"I've had this tiny sliver of an idea that has been growing for awhile around the concept of ",[1156,9293,9294],{},"crossing boundaries",".  It happened to me in my career, although I didn't understand the importance at the time.",[343,9297,9298],{},"I was searching for ways to tie these thoughts together and kept falling back to a recipe. Innovation initially seemed like the result of a baking recipe. If you can put it together in the right way, you'll get a repeatable result.",[343,9300,9301],{},"But, that actually isn't true. It's more like a chemical reaction. You have to set the right conditions, add ingredients, energy, perhaps a catalyst, and then let it happen (or not).",[343,9303,9304],{},"Unlike a recipe, chemistry doesn't guarantee an outcome.",[343,9306,9307,9308,9310],{},"You can't force it, you can only set the stage and hope it happens. This helped me on the way to the title of the talk: ",[530,9309,44],{},". The three main sections followed smoothly:",[731,9312,9313,9319,9325],{},[734,9314,9315,9318],{},[1156,9316,9317],{},"Experimental Conditions",": psychological safety, vulnerability, honesty, trust, etc.",[734,9320,9321,9324],{},[1156,9322,9323],{},"Add Heat",": Provide safe discomfort, challenge, and pressure to ensure learning and struggle are leading to growth.",[734,9326,9327,9330],{},[1156,9328,9329],{},"Cross Boundaries",": Change things up, bring in new ideas, build potential, then release it.",[343,9332,9333],{},"Finally, Indiana has all the ingredients to release the result of the reaction: Innovation. Read on to see the details of each section and some actionable takeaways to help your teams grow and innovate the same way.",[512,9335,9317],{"id":9336},"experimental-conditions",[343,9338,9339],{},"The first section is really setting the conditions for our people. We, as leaders, must ensure that the environment our people are working in is fit for purpose, safe, and conducive to the best performance.",[1018,9341,9343],{"id":9342},"_9-brains","9 Brains",[694,9345,9346],{},[343,9347,9348],{},"use all the brains",[614,9350,1380,9352],{"className":9351},[1377,1378,1379],[349,9353],{"src":9354,"className":9355,"alt":9357},"\u002Fstatic\u002Fimages\u002FchemistryBrain.jpg",[9356],"w-1\u002F3","chemistry of innovation - brain slide",[343,9359,9360,9361,9363],{},"Innovation requires friction. Most organizations optimize for comfort and compliance rather than innovation. In order for people to feel safe enough to create friction and conflict the environment must be psychologically safe. Daniel Coyle in his book ",[520,9362,62],{"href":1397}," explains how psychological safety is the single most important predictor of team performance. I've seen this throughout teams I've led and managed. When people feel safe to put their hand up and disagree with any idea despite the originator, teams begin seeing things that no individual could have seen alone.",[343,9365,9366],{},"If a manager has a team of 8 people and doesn't ensure a psychologically safe environment, the team operates on about 1 brain - the manager's. If you can convince people they are free to challenge ideas, disagree, dispute, and push back then all of a sudden you have 9 brains all pulling together.",[343,9368,9369,9370,9372],{},"If you haven't seen this in action, you might be surprised at how close and familial a team can be while still being ready to jump in and argue with each other at a moment's notice. From the outside it can look chaotic, but from the inside it is an ideal situation. You become free to ",[530,9371,9193],{},". You can have ideas and push back on others despite your years of experience or time in the role. Good ideas win, bad ideas fall apart. Inside jokes flourish, and everyone is free to shift smoothly between high performance and vulnerability when necessary. Hard conversations don't always get easier, but they do get safer and more productive.",[1018,9374,9376],{"id":9375},"fragility","Fragility",[694,9378,9379],{},[343,9380,9381],{},"leaders decide what survives",[614,9383,1380,9385],{"className":9384},[1377,1378,1379],[349,9386],{"src":9387,"className":9388,"alt":9389},"\u002Fstatic\u002Fimages\u002FchemistryFragile.jpg",[9356],"chemistry of innovation - fragility slide",[343,9391,9392],{},"A key concept early in this discussion is that there is a large amount of fragility here.",[343,9394,9395],{},"New ideas are fragile.",[343,9397,9398],{},"Junior ideas are fragile.",[343,9400,9401],{},"Honest disagreement is fragile.",[343,9403,9404],{},"Innovation is fragile.",[343,9406,9407],{},"During a time of such fragility, it's often leaders and managers who decide what lives and what dies. This is why psychological safety, honesty, and accessible vulnerability is mandatory for any team seeking innovation.",[343,9409,9410],{},"Every person who joins one of my teams hears some version of the this conversation:",[1391,9412,9413,9416,9419,9426],{},[734,9414,9415],{},"\"I know you're new around here, and I know you're feeling at least some impostor syndrome. That's normal, just sit in it and don't try to escape it.\"",[734,9417,9418],{},"\"I expect you may think everyone here is smarter than you. You think they may be more experienced, older, and have more reps at the job you're here to do. That may or may not be true, but you're here for a reason.  We want you, we need you, and we value you for your input and experience all the same.\"",[734,9420,9421,9422,9425],{},"\"I ",[530,9423,9424],{},"need you to have a brain",". I need you to challenge ideas no matter who puts them forward. I need you to be brave and ask questions if you are confused, because without that you can't fully judge what you're hearing. I need you to disagree openly if you hear information or ideas you disagree with despite your fear. If you don't, we might miss something.  This is not the classic top-down hierarchical team you may have heard about or seen before.\"",[734,9427,9428,9429,9432],{},"\"Finally, ",[530,9430,9431],{},"don't let me make you do something dumb",". I need you to hold the line and challenge me if I ask you to do something that is dumb or doesn't make sense. I'm one person on a large team and I'm not smart enough to get it right all the time.\"",[343,9434,9435],{},"The final point comes from a time early in my time of being a manager. I asked one of our grads to make a small change to some python variables in an application. In my mind I was asking him to do a 5-10 minute job to simply align better to our normal standards. It ended up taking him more than 8 hours because of a mixture of him not understanding find\u002Freplace, and me not understanding the depth of the correction. He did it without pushing back, and I still feel bad on a normal basis about wasting 8 hours of his time.",[343,9437,9438],{},"Over the years I've come to believe leaders can't empower people. People are already capable and able to make change on their own. Leaders simply decide if that capability will be encouraged\nor suppressed. The same is true of innovation. In a similar way leaders can't create innovation. They simply create the conditions where innovation emerges and flourishes.",[1018,9440,9442],{"id":9441},"books","Books",[343,9444,9445],{},"If this section resonated with you, these are the books that most shaped my thinking.",[614,9447,1380,9449],{"className":9448},[1377,1378,1379],[349,9450],{"src":9451,"className":9452,"alt":9454},"\u002Fstatic\u002Fimages\u002FchemistryBooks1.png",[9453],"w-full","chemistry of innovation - books slide 1",[731,9456,9457,9462,9476,9505],{},[734,9458,9459,9460,1401],{},"Daniel Coyle - ",[520,9461,62],{"href":1397},[734,9463,9464,9465],{},"Amy Edmondson\n",[731,9466,9467,9472],{},[734,9468,9469,9471],{},[520,9470,112],{"href":1406}," : This book is a deep dive into how to implement psychological safety in your team or organization. I've leveraged many of the practices in this book and have seen great results.",[734,9473,9474,1419],{},[520,9475,1416],{"href":1415},[734,9477,9478,9479],{},"Brené Brown\n",[731,9480,9481,9487,9496],{},[734,9482,9483,9486],{},[520,9484,70],{"href":9485},"\u002Fblog\u002Fbook-shelf\u002Fdaring-greatly",": A solid book which introduces concepts around vulnerability as power, humility, working through shame, removing your armor, and being brave.",[734,9488,9489,9492,9493,9495],{},[520,9490,66],{"href":9491},"\u002Fblog\u002Fbook-shelf\u002Fdare-to-lead",": In this book Brené expands on the previous work and applies it to leadership. She introduces the concept of ",[530,9494,746],{}," with hard topics, daring vs. armored leadership, and how vulnerability tolerance predicts leadership capability.",[734,9497,9498,9501,9502,9504],{},[520,9499,258],{"href":9500},"\u002Fblog\u002Fbook-shelf\u002Fstrong-ground",": In her newest book Brené builds on her work on bringing the ",[530,9503,66],{}," topics to large organizations.  She expands, refines, and sheds new light on implementations and how leaders can be even more impactful while remaining curious and daring.",[734,9506,9507,9508,9511],{},"Kim Scott - ",[520,9509,218],{"href":9510},"\u002Fblog\u002Fbook-shelf\u002Fradical-candor",": This book teaches you to be open, caring, honest, and rigorous in how you have all types of conversations",[343,9513,9514],{},"As we look towards the next section there is one key question and it's answer to have in mind:",[343,9516,9517],{},"Q: Once people feel safe enough to think, how do we help them to learn and think better?",[343,9519,9520],{},"A: Turn up the heat!",[512,9522,9323],{"id":9523},"add-heat",[343,9525,9526],{},"In many chemical reactions adding heat increases the reaction rate.  For people, the equivalent idea is discomfort. Challenge, uncertainty, and struggle while avoiding anxiety, exhaustion,\nand fear will accelerate learning.",[1018,9528,9530],{"id":9529},"escalator-moving-backwards","Escalator Moving Backwards",[694,9532,9533],{},[343,9534,9535],{},"if you aren't running, you're moving backwards",[614,9537,1380,9539],{"className":9538},[1377,1378,1379],[349,9540],{"src":9541,"className":9542,"alt":9543},"\u002Fstatic\u002Fimages\u002FchemistryEscalator.jpg",[9356],"chemistry of innovation - escalator slide",[343,9545,9546],{},"Imagine you're facing up on an escalator that is moving backwards.",[731,9548,9549,9552,9555],{},[734,9550,9551],{},"If you stand still, you're riding it down.",[734,9553,9554],{},"If you walk upward at the same speed you remain in place.",[734,9556,9557],{},"If you run upwards then you'll make some progress.",[343,9559,9560],{},"This is the world we seem to now be living in. Information is changing at such a pace that you must be constantly learning just to avoid getting behind. If you want to get ahead you must\nlearn even faster. In many fields, the escalator appears to be accelerating.",[343,9562,9563,9566],{},[530,9564,9565],{},"Learning itself"," is now the competitive advantage. With the speed of change and the capabilities of AI, information retrieval is much simpler. Learning velocity is becoming more valuable\nthan the knowledge itself. Synthesis of information remains a human skill while retrieval of information is starting to be outsourced to models and tools. Becoming competent at synthesis of\ninformation takes time, effort, and deliberate training.",[343,9568,9569],{},"One of the special things that I see working in the software world is that information and tools are changing so fast that years of experience is no longer the key question for capability.\nDuring a discussion, the person with the most relevant insight may be the one who asked AI the right question that morning or watched the right explanation the night before. This can be ego\ncrushing, but also thrilling. The ability to adapt, learn, and be open to better ideas from all angles is driving our pace and performance. I'll often mention how a combustion engineer with\n20 years of experience is almost always more knowledgeable and capable than a combustion engineer with 2 years of experience. In tech, that is wrong as often as it's right.",[343,9571,9572,9573,9576],{},"Finally, I think it's critical that everyone understands their ",[530,9574,9575],{},"learning stack",". This is the common methods, tools, knowledge sources, and practices that help them learn at their best and\nfastest. I ask this question during interviews and the best people I've found understand the idea immediately (even if they've never heard the phrase) and then chat openly about the ways they consume information and learn new skills. When people are confused about the phrasing or don't have a good story once they understand the question, it often means they aren't spending much time in the uncomfortable place of learning.",[343,9578,9579],{},"Keeping pace requires continuous learning, but learning only happens when we move beyond what we already know. That means spending time in discomfort.",[1018,9581,9583],{"id":9582},"discomfort-is-the-way","Discomfort is the Way",[694,9585,9586],{},[343,9587,9588],{},"learning happens in the struggle",[614,9590,1380,9592],{"className":9591},[1377,1378,1379],[349,9593],{"src":9594,"className":9595,"alt":9596},"\u002Fstatic\u002Fimages\u002FchemistryBlacksmith.jpg",[9356],"chemistry of innovation - blacksmith slide",[343,9598,9599,9600,9602],{},"After working with nearly 150 early-career professionals across our teams, I have seen repeatedly  that ",[530,9601,9588],{},". Some people become uncomfortable after only a few\nminutes and immediately reach for an exit. They ask a senior colleague, ask AI for the answer, hand the task to someone else, or simply give up. Each of those escapes may solve the immediate\nproblem and relieve the discomfort, but it also cuts the learning process short.",[343,9604,9605],{},"Struggle tolerance and resilience leads to better outcomes. Successful people tend to be those who allow themselves to remain confused the longest. Some people have a natural struggle tolerance of 15-20 minutes, others are happy to grind for 8 hours. Both groups can be successful if they practice the habit. A key point: you want to escape before it turns stressful and hurtful. We've found you should go to the limit where solving the problem still feels good. If solving the problem makes you want to cry, you've struggled too long.",[343,9607,9608,9609,9615,9616,9621],{},"Productive struggle does not always look like grinding harder.  Some problems respond to concentration, others respond to distance and time. Cal Newport is famous for his book ",[520,9610,9612],{"href":9611},"\u002Fblog\u002Fbook-shelf\u002Fdeep-work",[530,9613,9614],{},"Deep\nWork"," that describes methods for solving hard problems with direct thought and activity in a deeply focused way. This works well and is an invaluable method for\nsome problems. Chris Bailey takes this further in ",[520,9617,9619],{"href":9618},"\u002Fblog\u002Fbook-shelf\u002Fhyperfocus",[530,9620,140],{}," and also talks about the flip side of the coin: scatterfocus. Some problems can't be solved with\ndirected, focused attention. Using scatterfocus to support your brain in its non-linear efforts can also be powerful. Everyone reading this has likely had a \"Eureka!\" moment in the shower,\non a walk, or on a commute home. Learning to harness this non-linear problem solving tool really fills out the problem-solving toolkit. Knowing when you should grind and when to wander is a\ncritical part of learning to solve hard problems.",[1018,9623,9442],{"id":9624},"books-1",[614,9626,1380,9628],{"className":9627},[1377,1378,1379],[349,9629],{"src":9630,"className":9631,"alt":9632},"\u002Fstatic\u002Fimages\u002FchemistryBooks2.png",[9453],"chemistry of innovation - books slide 2",[731,9634,9635,9642,9648,9654,9661],{},[734,9636,9637,9638,9641],{},"Carol Dweck - ",[520,9639,178],{"href":9640},"\u002Fblog\u002Fbook-shelf\u002Fmindset",": Carol lays out the concepts around a growth vs. fixed mindset and how empowering belief in your own growth can be.",[734,9643,9644,9645,9647],{},"Cal Newport - ",[520,9646,77],{"href":9611},": Learn how to go deep on problems and focus for impressive results.",[734,9649,9650,9651,9653],{},"Chris Bailey - ",[520,9652,140],{"href":9618},": Go further on your struggle journey and learn the non-linear problem solving tools with scatterfocus.",[734,9655,9656,9657,9660],{},"Daniel Kahneman - ",[520,9658,283],{"href":9659},"\u002Fblog\u002Fbook-shelf\u002Fthinking-fast-and-slow",": A classic and well referenced book on the two ways our minds make decisions and think through problems.",[734,9662,9663,9664,9667],{},"Adam Grant - ",[520,9665,279],{"href":9666},"\u002Fblog\u002Fbook-shelf\u002Fthink-again",": Adam teaches how to rethink previous decisions and opinions to make your opinions more loosely held.",[343,9669,9670],{},"We now have people who feel safe enough to think, and who know how to learn. The next step is to expose them to new ideas and situations that can release their potential.",[512,9672,9329],{"id":9673},"cross-boundaries",[343,9675,9676],{},"Safety lets people contribute. Productive discomfort helps them grow. Innovation also requires new combinations. Next I'll discuss how we build potential through varied experience, then release it by moving people across boundaries.",[1018,9678,9680],{"id":9679},"build-potential","Build Potential",[694,9682,9683],{},[343,9684,9685],{},"you don't know what matters yet",[614,9687,1380,9689],{"className":9688},[1377,1378,1379],[349,9690],{"src":9691,"className":9692,"alt":9693},"\u002Fstatic\u002Fimages\u002FchemistryPotential.jpg",[9356],"chemistry of innovation - potential slide",[343,9695,9696,9697,9700],{},"One of the books for this section, ",[520,9698,222],{"href":9699},"\u002Fblog\u002Fbook-shelf\u002Frange"," by David Epstein, discusses the paths to greatness by two contrasting athletes: Tiger Woods and Roger Federer. Most of us\nhave seen videos of Tiger Woods hitting a golf ball when he was just a toddler. He has been passionate about golf from the time he was little and eventually became the best in the world.\nRoger Federer had a different path and played many different kinds of sports until picking up a tennis racket relatively late. He is an athlete who built a general athletic\nbackground and later applied it to tennis. Tiger's path is memorable, but Federer's broader path is a far more common path of success across complex domains.",[343,9702,9703],{},"Specialists tend to optimize solutions while generalists connect things together. When people build decades of experience in a single field they end up accumulating knowledge, problem\nsolving experience, as well as limitations accepted as barriers. In a world with powerful AI models, that knowledge is not as valuable as it once was. The experience is still valuable, but\nit comes with a cost in the form of patterns and assumptions. People long in experience in one domain sometimes innovate slowly because it becomes hard to challenge the assumptions around status quo. We need fresh eyes on existing problems. We need people unfamiliar with accepted barriers to innovation.",[343,9705,9706],{},"Taking someone with a lot of experience in one area and moving them to a new area changes the game. In this position they don't have the knowledge, but they still have their experience and\npattern recognition. They don't have the field or domain-level assumptions and knowledge of roadblocks and barriers. They inherit the list of questions, not assumptions as before. Every new\nexperience turns into another ingredient on the shelf. You don't know ahead of time which ones will matter later, so building a varied shelf increases the possibilities.",[1018,9708,9710],{"id":9709},"be-the-catalyst","Be the Catalyst",[694,9712,9713],{},[343,9714,9715],{},"movement releases potential energy",[614,9717,1380,9719],{"className":9718},[1377,1378,1379],[349,9720],{"src":9721,"className":9722,"alt":9723},"\u002Fstatic\u002Fimages\u002FchemistryCatalyst.jpg",[9356],"chemistry of innovation - catalyst slide",[343,9725,9726,9727,718],{},"I had this kind of switch in my career about 7 years ago, although I didn't understand the implications at the time. I had already spent about 13 years as an engineer across two domains (aerospace and construction products) and multiple roles (failure analysis, materials and process engineering, reliability engineering, supply chain audits, depositions and litigation support, etc.). I then pivoted and began essentially a software consultancy start-up inside of the Rolls-Royce enterprise. I was nervous because this was a complete switch across fields and domains, but I also understood the problem I needed to solve deeply and I had years of experience solving hard problems. This new challenge didn't seem insurmountable. Over the next few years I developed many first-of-their-kind tools, methods, and processes which were new to not only Rolls-Royce, but new to the entire Defense Industrial base (DIB). I can now see that part of the advantage was that I did not bring the assumptions of someone who had spent an entire career in software. I was essentially a ",[530,9728,9729],{},"Sr. Intern with 13 years of engineering experience",[343,9731,9732],{},"Another example of this was when Amazon hired someone from us who had spent time in manufacturing engineering. After discussing with the people who left, it was clear that they were hired for diversity of thought and experience. This person had spent a lot of time solving problems in a different domain. Software skills can be taught. Fifteen years of solving physical, operational, and manufacturing problems cannot be compressed into a short training program. By dropping one of these people on a highly productive software team, they were a catalyst for solving problems in new ways. They provided fresh eyes, deep experience, but no assumptions as to \"what was allowed.\" When they stepped up to the whiteboard things went in new and interesting directions.",[343,9734,9735,9736,9739],{},"By moving to an area where you don't have the baggage of norms, historical solutions, or accepted solution patterns you can challenge and support new styles of solutions and unlock innovation. In chemistry, a catalyst doesn't create energy. It lowers the barrier that prevents the reaction from occurring. Maybe careers work the same way. Maybe organizations work the same way. Instead of training people harder, perhaps we should move them around more. I think innovation isn't something leaders can ",[530,9737,9738],{},"create",". It's the release of potential that was already there.",[1018,9741,9442],{"id":9742},"books-2",[614,9744,1380,9746],{"className":9745},[1377,1378,1379],[349,9747],{"src":9748,"className":9749,"alt":9750},"\u002Fstatic\u002Fimages\u002FchemistryBooks3.png",[9453],"chemistry of innovation - books slide 3",[731,9752,9753,9760,9767,9773,9780],{},[734,9754,9755,9756,9759],{},"Mark Schwartz - ",[520,9757,9758],{"href":1446},"Delicate Art of Bureaucracy",": Navigating bureaucracy is a critical skill so people can better act as change agents.",[734,9761,9762,9763,9766],{},"Annie Duke - ",[520,9764,214],{"href":9765},"\u002Fblog\u002Fbook-shelf\u002Fquit",": Learn how changing paths can create room for new ones.",[734,9768,9769,9770,9772],{},"David Epstein - ",[520,9771,222],{"href":9699},": Scientific backing that generalists succeed more often than specialists, and how to leverage this in your career.",[734,9774,9775,9776,9779],{},"Colin Bryar - ",[520,9777,320],{"href":9778},"\u002Fblog\u002Fbook-shelf\u002Fworking-backwards",": Learn how to transfer principles from Amazon's context to your organization.",[734,9781,9782,9783,9786],{},"Reed Hastings - ",[520,9784,186],{"href":9785},"\u002Fblog\u002Fbook-shelf\u002Fno-rules-rules",": How to challenge accepted organizational assumptions.",[343,9788,9789],{},"If we can support our people this way, Indiana is unusually well positioned to put the framework into practice.",[512,9791,9793],{"id":9792},"indiana-we-have-the-ingredients","Indiana: We Have the Ingredients",[614,9795,1380,9797],{"className":9796},[1377,1378,1379],[349,9798],{"src":9799,"className":9800,"alt":9801},"\u002Fstatic\u002Fimages\u002FchemistryIngredients.jpg",[9356],"chemistry of innovation - ingredients slide",[343,9803,9804,9805,9808,9809,9812,9813,9816],{},"As a community of leaders driving innovation in Indiana, we need to ",[530,9806,9807],{},"set the conditions"," with stronger leaders, managers, and interactions. We need to ",[530,9810,9811],{},"add heat"," by ensuring our people can learn better and faster while leveraging our universities and partnerships. We need to ",[530,9814,9815],{},"release our potential"," by colliding people, ideas, and industries across our organizations.",[343,9818,9819],{},"Indiana has an extremely diverse industrial ecosystem. We have defense, agriculture, manufacturing, start-ups, big pharma, motorsports, top universities, logistics, and software all around us. Most regions would love to have even half that diversity and capability in such a small area. We already have the pieces, but we often treat them as separate ecosystems. We need to collaborate and mix together more effectively. That feels like innovation. That feels like progress. This leadership community is in the prime position to ensure that happens.",[343,9821,9822],{},"Let's work to raise the tide which will raise all ships from small tech startups to multi-billion dollar enterprises, together. Let's start increasing the collisions of people, industries, and ideas.",[343,9824,9825],{},"Imagine the impact of experiments based on these ideas:",[731,9827,9828,9831,9834],{},[734,9829,9830],{},"What if we took a senior power engineer from Cummins and dropped them into a Pharma pilot lab at Eli Lilly for three months?",[734,9832,9833],{},"What if we took a High Alpha entrepreneurship expert and gave them a six month placement in middle management deep in the bureaucracy at IU Health?",[734,9835,9836],{},"What if we brought a fast moving prototype design engineer from Dallara or Andretti motorsports and put them in a Rolls-Royce design team on our traditional or legacy engine programs?",[343,9838,9839],{},"Our universities already have industry partnerships. What if we, as leaders, strengthened those partnerships with ways to bring professionals back to the classroom to work on projects\nalongside students. The goal wouldn't be delivery of results as much as allowing students to see how an industry professional approaches problems, thinks through sticking points, etc. The\nprofessional would also benefit from fresh perspectives and newer tools.",[343,9841,9842,9843,9846],{},"Our large employers should be looking for ways to leverage their senior problem solvers into other places to do more good. In return, they could have other experts from other organizations\nlend a hand on their hard problems. As long as IP considerations are handled properly, this would be a win in all directions. Our organizations could also get benefits from expanding rotational programs into mid-career such that the people on rotations have many years of problem solving experience. A ",[530,9844,9845],{},"Sr. Intern"," program could leverage some of the power of the model discussed above.",[343,9848,9849],{},"Engineers and problem-solving leaders in these communities should be looking for ways to recognize when you are accumulating expertise versus applying it somewhere new. It takes both sides of the coin, but being clear-eyed on which phase you're in can make a big difference in maximizing your contributions.",[343,9851,9852,9857],{},[520,9853,9856],{"href":9854,"rel":9855},"https:\u002F\u002Ftechpoint.org\u002F",[784],"TechPoint"," is uniquely positioned to facilitate sharing of people and experiences across domains while protecting IP and benefits for companies. They are uniquely positioned to both clearly explain the benefits of thinking outside the box on these topics as well as facilitate the activity to make it a reality. What if they had a brokerage where companies could contribute weeks or months of their experienced people and in return get other people with experience to help on their tough projects?",[343,9859,9860],{},"Indiana already has enormous potential energy. Now we need leaders willing to create the conditions, add the heat, and increase the collisions that release it.",[614,9862,1380,9864],{"className":9863},[1377,1378,1379],[349,9865],{"src":9866,"className":9867,"alt":9868},"\u002Fstatic\u002Fimages\u002FchemistryIndiana.jpg",[399],"chemistry of innovation - indiana slide",[512,9870,9872],{"id":9871},"continue-the-experiment","Continue the Experiment",[343,9874,9875,9876,9880],{},"In the talk, I linked to this long-form version so people could go deeper and continue the conversation. I'll keep this updated with links, discussions, and support for people wanting to continue this good work. Feel free to reach out to me at the links on the ",[520,9877,9879],{"href":9878},"\u002Fabout","About Me"," page.",[343,9882,9883,9884,9887],{},"You can find my entire ",[520,9885,4425],{"href":9886},"\u002Fblog\u002Fbook-shelf"," to see my list ordered from most useful to least useful (according to my gut-feel ranking system.)",[343,9889,9890],{},"If you use any of the content in this blog post, slides, or book write-ups, I'd love to hear about it as I'm passionate about this work and it would be great to hear how people are using it.",[512,9892,9894],{"id":9893},"slides","Slides",[9896,9897],"figma-embed",{},{"title":354,"searchDepth":355,"depth":355,"links":9899},[9900,9901,9906,9911,9916,9917,9918],{"id":9227,"depth":355,"text":9228},{"id":9336,"depth":355,"text":9317,"children":9902},[9903,9904,9905],{"id":9342,"depth":1080,"text":9343},{"id":9375,"depth":1080,"text":9376},{"id":9441,"depth":1080,"text":9442},{"id":9523,"depth":355,"text":9323,"children":9907},[9908,9909,9910],{"id":9529,"depth":1080,"text":9530},{"id":9582,"depth":1080,"text":9583},{"id":9624,"depth":1080,"text":9442},{"id":9673,"depth":355,"text":9329,"children":9912},[9913,9914,9915],{"id":9679,"depth":1080,"text":9680},{"id":9709,"depth":1080,"text":9710},{"id":9742,"depth":1080,"text":9442},{"id":9792,"depth":355,"text":9793},{"id":9871,"depth":355,"text":9872},{"id":9893,"depth":355,"text":9894},"https:\u002F\u002Fwww.joshhaines.com\u002Fblog\u002Ftechpoint","I was asked to give a keynote speech at the TechPoint Community Connect event July 2026. The post below contains an expanded readable version of what I discussed including some graphics and the actual slide-deck embedded. If you missed the talk, this post is a great way to catch up on what was discussed.\n","\u002Fstatic\u002Fimages\u002FchemistryTitle.jpg",{},"2016-07-24",[9925],"submarines-keynote",{"title":44,"description":9920},"content\u002Fchemistry-of-innovation",[1636,1637,1639,1638,5679,814,9294],[],"Fojw0hVoOL841W4VtBR2Kxk6yCIVZP4PwWyF-_h87Yw",[],{"width":9933,"height":9934},600,314,1785437867571]