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> Most of us work for business and on teams where performance matters. It truly does: performance – the action of entertaining other people by dancing, singing, acting, or peformative coding The problem is, that shouldn't matter. If you work somewhere it does, well, you probably have to. But that's OK, it doesn't stop you from working to uplift the goal and conversation and deliverables, through these other definitions of performance: performance – how well a person, machine, etc. does an activity Now we get into how to define well, but activity, looking busy, may not be as valuable as outcomes. performance – how well a person, machine, etc. does a piece of work This is getting close, but here we need to define the nature of work, the qualia of work. It's not how well someone codes a line of code, or how well someone programs a piece of software. It's not even how well the engineer a solution. What matters is return on equity, meaning: how well does what is delivered enable the business to turn capital investment in bringing ideas into being, into returns on that capital. For good measure (pun intended), track long term, so resilience, maintainability, and evolvability, and really any ongoing costs, including delay costs, opportunity costs, or cash flow costs, are part of the definition of how well. That matters. Note this can be shorthanded to both GPT and Claude, and will change the machines’ suggestions. |