Farther, Faster, and Far Less Drama
Authors: Janice Fraser, Jason Fraser, Janice Fraser, Jason Fraser
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Overview
This book aims to equip the next generation with an inclusive way of leading. Traditional top-down, command-and-control leadership approaches are becoming less and less effective in our complex world. Instead, we need approaches that enable leaders at all levels to make decisions quickly and effectively, with less drama. Our central thesis is that people at all levels make decisions every day, and if we can improve their decision-making then we can improve the world. We introduce four principles, the Four Leadership Motions, that enable progress and equip leaders to navigate uncertainty: Orient Honestly, Value Outcomes, Leverage the Brains, and Make Durable Decisions. Using practical examples and tools, we demonstrate how to apply each of these principles to various situations, from making family decisions to leading large organizations. We emphasize a shift from plans to outcomes and introduce methods like the Outcome-Oriented Roadmap (OORM) to allow for greater flexibility and adaptation in the face of changing circumstances. Additionally, we delve into the importance of Leveraging the Brains through collaboration, diversity, and inclusion, providing concrete advice on building strong, resilient teams. We tackle the challenge of unproductive meetings, offering concrete tips for making them more efficient and valuable. And lastly, we provide specific tactics for ensuring decisions stick and how to maintain alignment throughout the execution process, ensuring that the right stakeholders are involved in the decision-making process.
Book Outline
1. Life, Not Work/Life
Life is full of challenges that require leadership, and these challenges aren’t limited to the workplace. Whether at work, at home, or in personal life, the core problems we face are human problems stemming from communication, decision-making, and interpersonal dynamics. The Four Leadership Motions (4LM) provide a framework for navigating these challenges effectively.
Key concept: Four Leadership Motions: Orient Honestly, Value Outcomes, Leverage the Brains, and Make Durable Decisions. These motions offer a simple framework for navigating life’s challenges and leading effectively.
2. The Fundamentals: Point A & Point B
Orienting Honestly, the first leadership motion, involves acknowledging the truth of your current situation, even the uncomfortable parts. Defining your starting point (Point A) honestly and your desired outcome (Point B) clearly provides a framework for action.
Key concept: Point A and Point B: Defining your current situation (Point A) with brutal honesty and your desired outcome (Point B) clearly and succinctly allows for progress.
3. Your Pants Are on Fire
Honesty, while valued, requires nuance. Sometimes, part of the truth needs to be obscured to avoid unnecessary pain or navigate social situations. However, when making meaningful progress, uncovering and accepting uncomfortable truths is necessary, even if it’s difficult.
Key concept: “Figure out what’s true and make that a good thing.” This principle encourages acknowledging and accepting uncomfortable truths to find a path to success.
4. When Things Get (Hyper)Dynamic
Life isn’t linear, and the world is constantly changing, making traditional approaches to leadership outdated. We need flexible and adaptable methods for responding to uncertainty and emergent situations. The OODA Loop provides a framework for maintaining awareness and making rapid decisions in dynamic situations.
Key concept: OODA Loop (Observe, Orient, Decide, Act): A framework for making rapid decisions in dynamic situations where your Point A is constantly changing.
5. From Plans to Outcomes
Shifting from plans to outcomes is essential in our changing world. Plans become quickly outdated, whereas outcomes allow for flexibility and adaptation. An Outcome-Oriented Roadmap (OORM) outlines a series of outcomes that lead towards a larger goal, providing space to adjust plans, steps, and approach as needed.
Key concept: Outcome-Oriented Roadmap (OORM): Planning for outcomes rather than outputs allows flexibility and adaptation as new information surfaces.
6. Making Outcomes Actionable
Making outcomes actionable requires connecting them to people’s purpose and passion, as well as providing a framework for action. Cascading intent involves communicating a clear outcome and allowing people the autonomy to decide on the right actions to take, which leads to greater buy-in and faster progress.
Key concept: Cascading Intent: Communicating a clear outcome and giving individuals autonomy to decide on the best actions to achieve that outcome.
7. Tina Fey vs. Elon Musk
Leveraging the collective intelligence of a group leads to better solutions and a more dynamic work environment. Effective leaders gather diverse perspectives, frame problems clearly, and create a space where colleagues feel comfortable sharing their ideas and expertise.
Key concept: Leverage the Brains: Inviting a range of perspectives improves idea generation and problem solving
8. Externalize, Organize, Focus
For productive group work, it’s essential to provide structure to prevent unproductive open discussions. The EOF method (Externalize, Organize, Focus) helps to make the most of everyone’s time by having participants write down all their ideas, organize them into logical clusters, and then decide together on what matters most.
Key concept: Externalize, Organize, Focus (EOF): A process for making sense of complex situations and generating ideas by getting information out of your head, organizing it, and identifying key areas of focus.
9. Reinventing the Meeting
Most meetings are unproductive because they primarily involve sharing information or talking about work rather than doing work. Shifting from meeting agendas to work plans and focusing on clear outcomes can transform meetings from time-wasters to efficient and valuable sessions.
Key concept: Meetings should be about doing work, not talking about work.
10. One Tool to Rule Them All: 2x2
The 2x2 is a powerful tool for making decisions, setting priorities, and creating alignment. It involves placing options on a grid with two axes representing decision criteria, which reveals which options are valuable, easy to execute, require debate, or are merely seductive distractions. This clarifies thinking and helps everyone understand the landscape of options.
Key concept: 2x2: A sorting grid with two axes representing decision criteria, used to prioritize options and create alignment by forcing people to evaluate options relative to two factors simultaneously.
11. No Bad Decisions
Making durable decisions is about more than just making the “right” or “best” decision. The goal is to make a good-enough decision, one that all stakeholders can support and commit to, even if they disagree. Focusing on progress rather than perfection allows for greater flexibility and faster action.
Key concept: “Is this a decision we can all live with?” This question widens the aperture of possibility and reduces the risk of someone later backing out.
12. Forget Buy-in and Embrace UBAD
Building support for decisions requires understanding, belief, advocacy, and decision-making (UBAD). Unlike buy-in, which is vague and subjective, UBAD provides a structured approach for creating lasting and meaningful alignment around shared outcomes.
Key concept: UBAD (Understanding, Belief, Advocacy, Decision-Making): A framework for building support for decisions, by ensuring stakeholders understand the rationale, believe in the idea’s merits, advocate for it to others, and use it to inform their decision-making.
13. Alignment vs. Agreement
Durable decisions don’t necessarily require complete agreement; alignment is often enough. Alignment allows for dissent while ensuring everyone involved supports the overall direction and is willing to contribute to shared progress. This approach fosters collaboration and reduces drama.
Key concept: Alignment vs. Agreement: Alignment means everyone understands the direction and is willing to support it, even if they don’t fully agree. Agreement means everyone holds the same opinion.
Essential Questions
1. What are the Four Leadership Motions and how do they work together?
The 4 Leadership Motions are Orient Honestly, Value Outcomes, Leverage the Brains, and Make Durable Decisions. These motions are not sequential steps but interconnected principles that can be applied in various combinations to any situation. Orienting Honestly is about acknowledging the current reality, even the uncomfortable parts, and defining desired outcomes. Valuing Outcomes emphasizes focusing on the “why” behind the work, enabling flexibility and adaptation. Leveraging the Brains involves gathering diverse perspectives and expertise to improve idea generation and problem-solving. Making Durable Decisions focuses on making good-enough decisions that everyone can support and live with, rather than striving for unattainable perfection or consensus. By understanding and applying these motions, leaders can make faster, more efficient progress with less stress.
2. Why does this book challenge the traditional idea of “work/life balance”?
Traditional “work/life balance” is a myth. Life is a holistic experience, and our actions and choices in one area inevitably impact others. Leadership skills are valuable not only in the workplace but also at home and in the community. By applying the same leadership principles to all areas of life, we can create a more integrated and fulfilling experience. This book aims to provide tools and techniques applicable to all aspects of life, promoting durable decisions and reducing drama wherever we lead. In doing so, we can create meaningful change not only within organizations but also in our families and communities, fostering a more interconnected and supportive ecosystem.
3. What does it mean to “Orient Honestly,” and why is it often so difficult?
Orienting Honestly means confronting the truth of our current situation, which can be painful. We often avoid difficult truths through self-deception, clinging to comfortable narratives even when they are not accurate. The book advocates for “Radical Acceptance,” acknowledging even unpleasant realities to pave the way for progress. Recognizing our biases, assumptions, and limitations is crucial for making informed decisions. Orienting Honestly also involves understanding that our perspective is not universal and seeking out diverse viewpoints to gain a more complete picture. This approach can lead to more creative solutions and durable decisions, minimizing friction and wasted effort along the way.
4. Why is it essential to shift from plans to outcomes, and how can an Outcome-Oriented Roadmap (OORM) help?
In a rapidly changing world, traditional plans quickly become outdated. Focusing on outcomes instead provides flexibility and resilience. An OORM outlines a series of desired outcomes, allowing for adaptation and iteration as new information emerges or circumstances shift. This approach promotes creativity and enables progress even when unexpected obstacles arise. By working toward shared outcomes, teams and families can navigate challenges together, making decisions more easily and quickly. Furthermore, focusing on outcomes aligns actions with purpose, increasing motivation and promoting a sense of shared commitment.
5. How can we “reinvent the meeting” to make it a more valuable and productive use of time?
Many meetings are unproductive because they focus on talking about work, rather than doing work. To make meetings more effective, shift the focus from agendas to work plans with clearly defined Point A and Point B. Establish Three Agreements at the beginning to set clear expectations and prevent unproductive digressions. These agreements might include time constraints, communication guidelines, or specific topics to avoid. Encourage externalization by providing tools and prompts that get thoughts out of people’s heads. Organize ideas into meaningful clusters to identify patterns and priorities. Focus discussion on the most important items by using techniques like dot voting or stack ranking to ensure time is spent wisely and decisions are made effectively.
1. What are the Four Leadership Motions and how do they work together?
The 4 Leadership Motions are Orient Honestly, Value Outcomes, Leverage the Brains, and Make Durable Decisions. These motions are not sequential steps but interconnected principles that can be applied in various combinations to any situation. Orienting Honestly is about acknowledging the current reality, even the uncomfortable parts, and defining desired outcomes. Valuing Outcomes emphasizes focusing on the “why” behind the work, enabling flexibility and adaptation. Leveraging the Brains involves gathering diverse perspectives and expertise to improve idea generation and problem-solving. Making Durable Decisions focuses on making good-enough decisions that everyone can support and live with, rather than striving for unattainable perfection or consensus. By understanding and applying these motions, leaders can make faster, more efficient progress with less stress.
2. Why does this book challenge the traditional idea of “work/life balance”?
Traditional “work/life balance” is a myth. Life is a holistic experience, and our actions and choices in one area inevitably impact others. Leadership skills are valuable not only in the workplace but also at home and in the community. By applying the same leadership principles to all areas of life, we can create a more integrated and fulfilling experience. This book aims to provide tools and techniques applicable to all aspects of life, promoting durable decisions and reducing drama wherever we lead. In doing so, we can create meaningful change not only within organizations but also in our families and communities, fostering a more interconnected and supportive ecosystem.
3. What does it mean to “Orient Honestly,” and why is it often so difficult?
Orienting Honestly means confronting the truth of our current situation, which can be painful. We often avoid difficult truths through self-deception, clinging to comfortable narratives even when they are not accurate. The book advocates for “Radical Acceptance,” acknowledging even unpleasant realities to pave the way for progress. Recognizing our biases, assumptions, and limitations is crucial for making informed decisions. Orienting Honestly also involves understanding that our perspective is not universal and seeking out diverse viewpoints to gain a more complete picture. This approach can lead to more creative solutions and durable decisions, minimizing friction and wasted effort along the way.
4. Why is it essential to shift from plans to outcomes, and how can an Outcome-Oriented Roadmap (OORM) help?
In a rapidly changing world, traditional plans quickly become outdated. Focusing on outcomes instead provides flexibility and resilience. An OORM outlines a series of desired outcomes, allowing for adaptation and iteration as new information emerges or circumstances shift. This approach promotes creativity and enables progress even when unexpected obstacles arise. By working toward shared outcomes, teams and families can navigate challenges together, making decisions more easily and quickly. Furthermore, focusing on outcomes aligns actions with purpose, increasing motivation and promoting a sense of shared commitment.
5. How can we “reinvent the meeting” to make it a more valuable and productive use of time?
Many meetings are unproductive because they focus on talking about work, rather than doing work. To make meetings more effective, shift the focus from agendas to work plans with clearly defined Point A and Point B. Establish Three Agreements at the beginning to set clear expectations and prevent unproductive digressions. These agreements might include time constraints, communication guidelines, or specific topics to avoid. Encourage externalization by providing tools and prompts that get thoughts out of people’s heads. Organize ideas into meaningful clusters to identify patterns and priorities. Focus discussion on the most important items by using techniques like dot voting or stack ranking to ensure time is spent wisely and decisions are made effectively.
Key Takeaways
1. Focus on Outcomes, Not Outputs
In a rapidly changing environment, rigid plans can quickly become obsolete. Focusing on outcomes enables flexibility and adaptation. When we prioritize what we want to achieve rather than how we achieve it, we open ourselves up to new possibilities and create a more resilient approach to work and life. By identifying the desired end-state, we can adjust our actions as needed, responding to new information or shifting circumstances without getting derailed. This allows for faster progress and reduces wasted effort, as we are always working towards a meaningful goal, even if the path to get there changes.
Practical Application:
An AI product team could use an OORM to guide the development of a new AI model. Instead of focusing solely on the output (a functioning model), they could identify a series of outcomes, such as “improved accuracy,” “reduced bias,” and “increased user engagement.” This would allow them to adapt their approach as they learn more about the problem space and user needs, ensuring the final product delivers true value.
2. Leverage the Brains
Leveraging the collective intelligence of a team leads to better decisions and faster progress. By gathering diverse perspectives and creating a space where everyone feels safe to contribute, we gain access to a wider range of ideas and expertise. This approach is especially important in fields like AI, where rapid innovation and problem-solving are crucial. It also fosters a more inclusive and dynamic work environment, increasing engagement and promoting a sense of shared ownership.
Practical Application:
When leading a team of AI engineers developing a new algorithm, an effective leader would articulate the desired outcome, such as “increased efficiency in data processing.” They would then empower the engineers to choose the best methods and approaches, offering support and guidance when needed, rather than dictating specific steps or solutions.
3. Make Durable Decisions
Many decisions fall apart because we aim for unattainable consensus or involve too many stakeholders in the process. Durable decisions are ones that key people can support and move forward with. This doesn’t require unanimous agreement, just a shared understanding of the desired outcome and a willingness to commit to a chosen path. Even better if those key people represent all the groups who must live with the outcomes. By narrowing the scope of feedback, decision-making becomes more efficient and effective.
Practical Application:
When designing a user interface for an AI-powered application, focus on gathering feedback from a small, representative group of users rather than aiming for consensus across a larger population. Ensure the feedback group includes people who will actually use the interface, those with expertise in user experience design, and those who have decision-making power. Gain alignment with that group on design choices, then move forward, knowing that you can adjust and iterate based on real-world usage data later.
4. Embrace the OODA Loop
In a rapidly changing environment, our starting point is constantly shifting, and traditional planning methods struggle to keep up. The OODA Loop provides a framework for navigating dynamic situations by reminding us to continuously Observe, Orient, Decide, and Act. This iterative approach enables us to respond effectively to unexpected changes, make rapid adjustments, and maintain momentum toward our Point B, even when the path is not linear. It’s a powerful tool for staying grounded and avoiding panic in challenging circumstances.
Practical Application:
If an AI project team is struggling to meet a deadline, they can use the OODA Loop to reassess and adjust their approach. First, Observe the current situation, including any roadblocks or challenges. Then, Orient themselves by considering what has changed and what resources are available. Decide on a new course of action based on this new information, such as re-prioritizing tasks or seeking additional support. Finally, Act on that decision by implementing the changes and continuing to monitor their progress.
5. Use Cascading Intent
Cascading intent allows everyone to contribute to a shared outcome by using their own local knowledge and expertise. Instead of dictating specific actions, we articulate the desired outcome and give others the autonomy to choose the best way to achieve it. This creates buy-in and accelerates progress, as individuals feel trusted and empowered. This approach is especially valuable in large, complex organizations or projects, where it’s impossible for one person to have all the answers or control every detail.
Practical Application:
When implementing a new AI-powered feature in a software product, articulate the intent behind the feature, such as “to improve user personalization.” Then, empower individual teams or engineers to choose the best methods for achieving that outcome. This could involve different teams using different approaches based on their specific context, rather than prescribing a one-size-fits-all solution.
1. Focus on Outcomes, Not Outputs
In a rapidly changing environment, rigid plans can quickly become obsolete. Focusing on outcomes enables flexibility and adaptation. When we prioritize what we want to achieve rather than how we achieve it, we open ourselves up to new possibilities and create a more resilient approach to work and life. By identifying the desired end-state, we can adjust our actions as needed, responding to new information or shifting circumstances without getting derailed. This allows for faster progress and reduces wasted effort, as we are always working towards a meaningful goal, even if the path to get there changes.
Practical Application:
An AI product team could use an OORM to guide the development of a new AI model. Instead of focusing solely on the output (a functioning model), they could identify a series of outcomes, such as “improved accuracy,” “reduced bias,” and “increased user engagement.” This would allow them to adapt their approach as they learn more about the problem space and user needs, ensuring the final product delivers true value.
2. Leverage the Brains
Leveraging the collective intelligence of a team leads to better decisions and faster progress. By gathering diverse perspectives and creating a space where everyone feels safe to contribute, we gain access to a wider range of ideas and expertise. This approach is especially important in fields like AI, where rapid innovation and problem-solving are crucial. It also fosters a more inclusive and dynamic work environment, increasing engagement and promoting a sense of shared ownership.
Practical Application:
When leading a team of AI engineers developing a new algorithm, an effective leader would articulate the desired outcome, such as “increased efficiency in data processing.” They would then empower the engineers to choose the best methods and approaches, offering support and guidance when needed, rather than dictating specific steps or solutions.
3. Make Durable Decisions
Many decisions fall apart because we aim for unattainable consensus or involve too many stakeholders in the process. Durable decisions are ones that key people can support and move forward with. This doesn’t require unanimous agreement, just a shared understanding of the desired outcome and a willingness to commit to a chosen path. Even better if those key people represent all the groups who must live with the outcomes. By narrowing the scope of feedback, decision-making becomes more efficient and effective.
Practical Application:
When designing a user interface for an AI-powered application, focus on gathering feedback from a small, representative group of users rather than aiming for consensus across a larger population. Ensure the feedback group includes people who will actually use the interface, those with expertise in user experience design, and those who have decision-making power. Gain alignment with that group on design choices, then move forward, knowing that you can adjust and iterate based on real-world usage data later.
4. Embrace the OODA Loop
In a rapidly changing environment, our starting point is constantly shifting, and traditional planning methods struggle to keep up. The OODA Loop provides a framework for navigating dynamic situations by reminding us to continuously Observe, Orient, Decide, and Act. This iterative approach enables us to respond effectively to unexpected changes, make rapid adjustments, and maintain momentum toward our Point B, even when the path is not linear. It’s a powerful tool for staying grounded and avoiding panic in challenging circumstances.
Practical Application:
If an AI project team is struggling to meet a deadline, they can use the OODA Loop to reassess and adjust their approach. First, Observe the current situation, including any roadblocks or challenges. Then, Orient themselves by considering what has changed and what resources are available. Decide on a new course of action based on this new information, such as re-prioritizing tasks or seeking additional support. Finally, Act on that decision by implementing the changes and continuing to monitor their progress.
5. Use Cascading Intent
Cascading intent allows everyone to contribute to a shared outcome by using their own local knowledge and expertise. Instead of dictating specific actions, we articulate the desired outcome and give others the autonomy to choose the best way to achieve it. This creates buy-in and accelerates progress, as individuals feel trusted and empowered. This approach is especially valuable in large, complex organizations or projects, where it’s impossible for one person to have all the answers or control every detail.
Practical Application:
When implementing a new AI-powered feature in a software product, articulate the intent behind the feature, such as “to improve user personalization.” Then, empower individual teams or engineers to choose the best methods for achieving that outcome. This could involve different teams using different approaches based on their specific context, rather than prescribing a one-size-fits-all solution.
Suggested Deep Dive
Chapter: Chapter 12. Forget Buy-in and Embrace UBAD
This chapter provides a deep dive into the concept of buy-in and offers a more concrete, actionable framework for building and measuring support, which can be particularly valuable for AI product engineers working to gain buy-in for new products or features. It introduces the UBAD model and helps leaders understand how to measure and foster Understanding, Belief, Advocacy, and Decision-Making.
Memorable Quotes
Introduction. 17
This is a “Take the elevator back down and bring the next leader up” leadership book.
Chapter 1. Life, Not Work/Life. 19
Ready for a harsh truth? Your problems aren’t unique.
Chapter 1. Life, Not Work/Life. 23
So we no longer believe in work/life balance: It’s all just life.
Chapter 2. The Fundamentals: Point A and Point B. 38
“Figure out what’s true and make that a good thing.”
Chapter 2. The Fundamentals: Point A and Point B. 46
Most of us have been trained to set goals and urged to make them concrete and measurable. These are almost always framed as outputs…While outputs have their place in our lives, the Four Leadership Motions emphasize outcomes instead.
Introduction. 17
This is a “Take the elevator back down and bring the next leader up” leadership book.
Chapter 1. Life, Not Work/Life. 19
Ready for a harsh truth? Your problems aren’t unique.
Chapter 1. Life, Not Work/Life. 23
So we no longer believe in work/life balance: It’s all just life.
Chapter 2. The Fundamentals: Point A and Point B. 38
“Figure out what’s true and make that a good thing.”
Chapter 2. The Fundamentals: Point A and Point B. 46
Most of us have been trained to set goals and urged to make them concrete and measurable. These are almost always framed as outputs…While outputs have their place in our lives, the Four Leadership Motions emphasize outcomes instead.
Comparative Analysis
Compared to traditional leadership books that often focus on individual charisma and top-down directives, “Farther, Faster” offers a refreshing perspective grounded in collaboration, empathy, and adaptability. It shares some similarities with agile management methodologies in its emphasis on iterative progress and responding to change. However, it goes beyond project management by offering a holistic approach to leadership applicable to all areas of life. Unlike books solely focused on DEI, “Farther, Faster” integrates DEI principles as an essential component of effective leadership, highlighting the value of diverse perspectives in problem-solving and decision-making. It also resonates with concepts found in books about mindful leadership, emphasizing self-awareness and emotional regulation in navigating complex situations. Its unique contribution lies in its simple yet powerful framework of the 4 Leadership Motions, offering a practical guide for making durable decisions and fostering progress.
Reflection
While “Farther, Faster” makes a compelling case for a more collaborative and outcome-oriented approach to leadership, some aspects might warrant closer examination. The book’s emphasis on reducing drama, while appealing, could potentially downplay the role of healthy conflict in fostering innovation. There is a danger in valuing niceness over creative abrasion. Additionally, the applicability of some tools, like the 2x2, to highly complex technical challenges in AI may be limited. The book’s strength lies in its simple framework of the Four Leadership Motions and the practical tools it provides. It encourages a more inclusive, human-centered approach to leadership, empowering individuals to contribute their best work and promoting a more equitable and fulfilling work environment. By shifting our focus from individual achievement to collective progress, we can create organizations and communities that are more resilient, innovative, and effective. In the rapidly evolving landscape of AI and technology, embracing these principles can help leaders navigate uncertainty and create a more human-centered future.
Flashcards
What are the Four Leadership Motions?
Orient Honestly, Value Outcomes, Leverage the Brains, Make Durable Decisions
What is Point A?
Your current situation, including any challenges or complications.
What is Point B?
Your desired outcome or future state.
What is the OODA Loop?
Observe, Orient, Decide, Act. A framework for making decisions in dynamic situations.
What is an OORM?
A planning tool that outlines a series of desired outcomes, rather than specific tasks or outputs.
What is EOF?
Externalize, Organize, Focus. A process for generating, organizing, and prioritizing ideas.
What is a 2x2?
A simple sorting grid used to prioritize options and facilitate decision-making.
What is Cascading Intent?
Communicating a clear desired outcome and allowing people the autonomy to decide how to achieve it.
What is UBAD?
Understanding, Belief, Advocacy, Decision-Making. A framework for building support for decisions.
What’s the difference between Alignment and Agreement?
Alignment means understanding and supporting the chosen direction, even if you don’t fully agree. Agreement requires everyone to hold the same opinion.
What are the Four Leadership Motions?
Orient Honestly, Value Outcomes, Leverage the Brains, Make Durable Decisions
What is Point A?
Your current situation, including any challenges or complications.
What is Point B?
Your desired outcome or future state.
What is the OODA Loop?
Observe, Orient, Decide, Act. A framework for making decisions in dynamic situations.
What is an OORM?
A planning tool that outlines a series of desired outcomes, rather than specific tasks or outputs.
What is EOF?
Externalize, Organize, Focus. A process for generating, organizing, and prioritizing ideas.
What is a 2x2?
A simple sorting grid used to prioritize options and facilitate decision-making.
What is Cascading Intent?
Communicating a clear desired outcome and allowing people the autonomy to decide how to achieve it.
What is UBAD?
Understanding, Belief, Advocacy, Decision-Making. A framework for building support for decisions.
What’s the difference between Alignment and Agreement?
Alignment means understanding and supporting the chosen direction, even if you don’t fully agree. Agreement requires everyone to hold the same opinion.