Last couple days we've implemented the planning process that I've pieced together with inspiration from various places. It hadn't necessarily been tested and implemented on a larger scale like this but I think it's validating to see the initiatives and the metrics line up with what we may have individually been thinking. So what's the point of going through that if we land where we would have landed regardless? It helps to align more quantitatively the teams with what are actual priorities during the quarter. When we have competing priorities, we can explicitly see what's actually a higher priority. [Idea: let's have each subsection in Asana be sorted by value of initiative within the project board (KR team board.)] The Value-Complexity piece may not be as bought into at the moment by everyone but that's okay because we've already leveled up I think. Combining the various frameworks of a gap analysis, value-complexity, and RICE into one model helps to think about it holistically. I actually don't know if anyone has created what I've created or if this is original. Let's just continue to iterate on it.
Thinking back to January when we were deciding on sub-objective team leads, there was a split second where Beck & I both volunteered and I deferred. At the time, I knew there was a reason why I didn't volunteer first. It may not have been best for the company, but I think now it is. With taking a more active role in the planning and setting the direction for how we can envision the company growing, it's a natural progression I think. I've been able to go 2 full quarters into my personal LifeOS and iterate on that to help inform planning for the business as well. It's the next logical growth step for me to continue to learn through action. Ready to take ownership of it!
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