ManagementSpeak: I want you to own this project.
Translation: I don’t want to be bothered with this project.
Thanks to “Bob from Phoenix” for being bothered enough to send this in.
It isn’t that hard. Mostly, it means redefining “success.”
ManagementSpeak: Give me a fully landscaped example to demonstrate the benefits.
Translation: Give me a lot of gory details. A summary just isn’t going to cut it.
Hmmm. I might use this one! Congrats to both the correspondent who suggested it, and the manager who coined it.
Proofs, that is. Usually, they barely count as evidence.
“If we can’t learn from our mistakes, what’s the point in making them?”
“Cy the Cynic,” from Frank Stewart’s bridge column
Covert operations are projects, too, so it shouldn’t be all that surprising that the two have strong parallels.
ManagementSpeak: That’s an interesting question.
Thanks to Mark Janda for an interesting translation.
When providing technology leadership, your most important goal isn’t a successful implementation. Your most important goal is to build a reusable organizational capability.
ManagementSpeak: I’m a realist.
Translation: I’m a pessimist.
Thanks to this week’s contributor for his realistic translation.
More for our list of what’s required for technology leadership to be possible: A receptive audience, and a long “epiphany half-life” … that is, persistence.