Transforming a team from stack to queue is one of the major improvements I aim for on any team I join, although I hadn't really conceptualized this process in those terms before this article.
The second is limiting who has access to enqueue work and the third is forcing alignment on the set of people who prioritize the queue. Once that is done I police any attempts to interrupt work-in-progress outside of established processes (e.g. emergency/urgent response).
His descriptions of the activities of a CEO-level organization leader really ring true to me. "1:1 meetings with staff, work anniversaries, performance reviews, prospective sales conversations, partner checkpoints, hiring calls, board meetings, investor update calls, and so on." It makes me wonder how well I would do in the role of a CEO.
The second is limiting who has access to enqueue work and the third is forcing alignment on the set of people who prioritize the queue. Once that is done I police any attempts to interrupt work-in-progress outside of established processes (e.g. emergency/urgent response).
His descriptions of the activities of a CEO-level organization leader really ring true to me. "1:1 meetings with staff, work anniversaries, performance reviews, prospective sales conversations, partner checkpoints, hiring calls, board meetings, investor update calls, and so on." It makes me wonder how well I would do in the role of a CEO.