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Writing, research, projects, and photos around “Prioritization”.
When facing a long list of tasks, problems, and opinions, first define the standard of judgment, then find the few things that truly rank at the top.
Part of the column “Thinking Practice” · Chapter 1
The resource curse isn't having too much money or too many people; it's resources making goals more granular, structure heavier, and low-quality decisions more common, until the organization loses the ability to find and solve high-ROI problems.
Resource pressure is not something a call to "try harder" can fix. The team needs to reduce commitments, risks, and complaints back to facts, and make trade-offs openly.
Part of the column “Engineering Collaboration” · Chapter 3
Time management isn't about packing your calendar full; it's about clarifying your commitments—and what you won't do right now—based on role, value, and opportunity cost.
'I've been really busy' is a genuine feeling, but it isn't good enough as communication. These questions break 'busy' into scheduling, capacity, trade-offs, and commitments, so both managers and reports can ask them.
Part of the column “One-on-One Conversations” · Chapter 3