Bundling a group of highly-paid employees into a group labeled a Steering Committee fosters a culture of ambiguity, ego, exclusivity, and high cost. Assign those individuals to maximize speed, quality, inclusivity, and durability.

In innovation, most attention is the work within the project. Before your next project begins, consider what questions your team should answer. This documentation provides transparency, alignment, and sets you up for success.

Barriers, Risks, Issues, Questions (BRIQ) - until you know exactly what to do with them, get them on paper somewhere - a kind of parking lot!

Perceptions of health are important! They can be as easy to share as Red, Yellow, and Green. THEN the conversation starts!

A culture of reflection, honesty, and humility leads to healthy organizational improvements. Asking the two questions, “What did we do well?” and “What could we improve?” is lazy. These breed mediocrity and fail to bring out people’s best ideas. There is a pattern in the problems. Micro-mentor yourself monthly using constructive language. Make your success inevitable.

Use Five Verbs to pace, synchronize, and assign building your project’s Asset Portfolio.

Details of your Current State that help you determine the most compelling innovations to pursue.

Transparency for your Current State is instrumental to know what is most valuable and urgent to innovate next.

Every organization must welcome and capture ideas for change. A Change Log is a form of Suggestion Box. Let stakeholders know you understand their ideas, and you are prioritizing them among other ideas.

Every week, every team member should share a snapshot of their recent accomplishments and their near-future plans. “Manage up” without “kissing up.”

Actively and passively collected information to help you determine what to improve about your customer’s experience.