Love the take. A little too risk heavy analogy tho. A little explanation of the game would be a very important hook for someone who hasn't played the game.
Oof. A timely reminder. Thanks. Great analogy. It’s been quite a while since I played Risk or Axis & Allies or Dungeons & Dragons—tabletop games were sacrificed on the altar of productivity years ago. Might be time to play again. Incidentally, my morning pages were about constraining my capacity for new clients and the relationship of that number to the price I need to set on my time to hold that line.
Excellent take. The more senior I get, the more I fall into the trap of feeling like I need a large amount of "scope" and then take on projects to "scale through others". This ends up with me being on the critical path to few things, while taking immense mental bandwidth. I'm somehow oversubscribed, and yet not required. This is something I've struggled to turn around since my last major project.
Great piece. I’m experiencing this firsthand moving from Risk to Equity Data products. Coming from a non-technical background, I realized that understanding the 'what and why' of our data engineering infrastructure is critical just to get things done across my various projects. It’s definitely a challenge to build that architectural context while managing delivery without spreading yourself too thin, but it’s the one of way to drive real results.
I’m always looking for better ways to balance learning this new domain with driving results, so please let me know if you have any strategies or ideas.
Love the take. A little too risk heavy analogy tho. A little explanation of the game would be a very important hook for someone who hasn't played the game.
Oof. A timely reminder. Thanks. Great analogy. It’s been quite a while since I played Risk or Axis & Allies or Dungeons & Dragons—tabletop games were sacrificed on the altar of productivity years ago. Might be time to play again. Incidentally, my morning pages were about constraining my capacity for new clients and the relationship of that number to the price I need to set on my time to hold that line.
Excellent take. The more senior I get, the more I fall into the trap of feeling like I need a large amount of "scope" and then take on projects to "scale through others". This ends up with me being on the critical path to few things, while taking immense mental bandwidth. I'm somehow oversubscribed, and yet not required. This is something I've struggled to turn around since my last major project.
Great piece. I’m experiencing this firsthand moving from Risk to Equity Data products. Coming from a non-technical background, I realized that understanding the 'what and why' of our data engineering infrastructure is critical just to get things done across my various projects. It’s definitely a challenge to build that architectural context while managing delivery without spreading yourself too thin, but it’s the one of way to drive real results.
I’m always looking for better ways to balance learning this new domain with driving results, so please let me know if you have any strategies or ideas.
We all need to expand in life. The question is how far is the right amount.