PIXIL & BRUSH

And we build up castles in the sky and in the sand

in the nighttime
when the world is at it’s rest
you will find me
in the place I know the best
dancin’, shoutin’
flyin’ to the moon
you don’t have to worry
‘cause I’ll be come back soon

and we build up castles
in the sky and in the sand
design our own world
ain’t nobody understand
I found myself alive
in the palm of your hand
as long as we are flyin’
this world ain’t got no end

in the daytime
you wil find me by your side
tryin’ to do best
an tryin’ to make things right
when it all turns wrong
there no fault but mine
but it won’t hit hard
‘cause you let me shine

sky and sand by Paul Kalkbrenner

Here are five ways process can kill production:  Empowering with permission—but without action:It’s not empowering when people are given more responsibility, yet must still obtain an unreasonable number of approvals and sign-offs to get anything done. This signals a lack of trust. Leaders focused on process instead of people: In an effort to standardize and sanitize everything we do, nothing at work is personal anymore. Leaders look to processes, not people, to solve problems—and it doesn’t work. Where’s the inspiration, the vision? This signals a lack of humanity. Overdependence on meetings: “Collaborative” and “inclusive” are corporate buzzwords, but productive teamwork does not require meetings for every single action or decision. People become overwhelmed and ineffective when they are always stuck in meetings. This signals that politics have taken precedence over productivity. Lack of (clear) vision: Great companies need a grand vision and important goals. Too often, companies have vision or mission statements laden with jargon but devoid of meaning. This signals a lack of purpose. Management acts as judge, not jury: If the purpose of a meeting is to think, create, or build, management has to stop tearing people down when they propose new ideas or question the status quo. This signals a lack of perspective and openness. Full article: http://www.fastcompany.com/1837301/5-ways-process-kills-productivity?partner=weekly_10

Here are five ways process can kill production: 

  1. Empowering with permission—but without action:It’s not empowering when people are given more responsibility, yet must still obtain an unreasonable number of approvals and sign-offs to get anything done. This signals a lack of trust.
  2. Leaders focused on process instead of people: In an effort to standardize and sanitize everything we do, nothing at work is personal anymore. Leaders look to processes, not people, to solve problems—and it doesn’t work. Where’s the inspiration, the vision? This signals a lack of humanity.
  3. Overdependence on meetings: “Collaborative” and “inclusive” are corporate buzzwords, but productive teamwork does not require meetings for every single action or decision. People become overwhelmed and ineffective when they are always stuck in meetings. This signals that politics have taken precedence over productivity.
  4. Lack of (clear) vision: Great companies need a grand vision and important goals. Too often, companies have vision or mission statements laden with jargon but devoid of meaning. This signals a lack of purpose.
  5. Management acts as judge, not jury: If the purpose of a meeting is to think, create, or build, management has to stop tearing people down when they propose new ideas or question the status quo. This signals a lack of perspective and openness.

Full article: http://www.fastcompany.com/1837301/5-ways-process-kills-productivity?partner=weekly_10

Smile, you’re perfect.

—Smile, you’re perfect.

Engineers & Management

 A woman in a hot air balloon realized she was lost. She reduced altitude and spotted a man below.

 She descended a bit more and shouted, “Excuse me, can you help me? I promised a friend I would meet him an hour ago but I don’t know where I am.”

 The man below replied “You’re in a hot air balloon hovering approximately 30 feet above the ground. You’re between 40 and 41 degrees north latitude and between 59 and 60 degrees west longitude.”

 “You must be an engineer,” said the balloonist. “I am”, replied the man.

 “How did you know?”

 “Well, answered the balloonist, “everything you told me is technically correct, but I’ve no idea what to make of your information, and the fact is I’m still lost. Frankly, you’ve not been much help at all. If anything, you’ve delayed my trip even more.”

 The man below responded, “You must be in management.”

 “I am,” replied the balloonist, “but how did you know?”

 “Well,” said the man, “You don’t know where you are or where you’re going. You have risen to where you are due to a large quantity of hot air. You made a promise which you’ve no idea how to keep, and you expect people beneath you to solve your problems.”