This year I’ve been writing reflective notes at the end of each month.
I’ve found writing them helpful in getting me to think about, articulate and record things that otherwise I wouldn’t have, and hopefully it’s also helping me to learn
So I’m back again.
Last month, I shared my frustration at parallel work happening within our oganisation and the consequent waste and risk of duplication. But this month, we’ve stopped/merged two pieces of work that were happening in parallel to a project I’m doing, in order to combine and align efforts. Feels like real progress. …
I’ve got history with meetings.
All my professional life (20 years), I’ve been involved in running meetings. I’ve planned and run meetings for parliamentary committees, Law Lords, boards, charity trustees, executives, non-executives, a former Cabinet Secretary, even the Archbishop of Cantebury (who, I learnt, goes by the amazing acronym ‘ABC’)…
I’ve organised meetings that have decided stuff, meetings that people have enjoyed and talked about months afterwards, and meetings that sucked.
Some people love to talk about meetings (I’ve even seen a Slack channel dedicated to the topic) — what makes a good meeting, how to run meetings, and so…
This year I’ve started writing reflective notes at the end of each month.
I’ve found writing them helpful in getting me to think about, articulate and record things that otherwise I wouldn’t have, and hopefully it’s also helping me to learn.
So here I am again.
I’d been lining up my ducks for a couple of months to get ready to kick off the project, and then I failed to get final sign off.
It was a good lesson for me in two things.
For the past couple of months, I’ve experimented with writing some notes reflecting on the month just gone. I’ve quite enjoyed writing them, and they didn’t take too long to write.
I’ve also found the process helpful in getting me to think about and to articulate and record things that otherwise I wouldn’t have. So I’m keeping going with it.
I wasn’t at all sure…
Last month, I experimented with writing some notes reflecting on January.
I quite enjoyed writing them, and they didn’t take too long to write.
I also found the process helpful in getting me to think about and to articulate and record things that otherwise I wouldn’t have.
So I’m going to try it again.
Don’t cry because it’s over, smile because it happened.*
A couple of weeks ago, I was learning a bit about how 9 charities are working together in a consortium. Working across 9 organisations is not easy, yet the potential benefits are great— from pooling resources, to information sharing, and quality (if not speed) of decision making through diversity of thought.
I was reminded of this proverb, which I once used in a presentation I had to give to an interview panel at the beginning of a job interview:
I didn’t get the job.
In 2017 I wrote weeknotes on and off for a period, reflecting on my week. I found it a too much to keep up regularly and stopped after five months. I did a much shorter version on twitter for a while, but whilst they were much quicker to write, they didn’t hold the same value for me .
2020 was (*understatement alert*) an unusual year and at the end of it, I decided to do a personal retrospective on the year, something I’d never done before, to try and get a sense of perspective. …
After nearly 10 years in leadership roles in technology departments/organisations, I have recently moved in to our product organisation at Elsevier.
I joined Elsevier 3 years ago and almost immediately read Marty Cagan’s book Inspired, and went on an excellent two-day training course with his partner from SVPG(the Silicon Valley Product Group) Chris Jones. Ever since, I’ve been a big fan of SVPG and an advocate for what they say about product management and how to make great products.
Their new book Empowered is about “product leadership” and is aimed at “product leaders and aspiring product leaders, especially the leaders…
At Elsevier, we place strategic importance on having inclusive, engaged and agile teams. Therefore we value having an inclusive environment for our teams to operate in where everyone is treated fairly and respectfully, has equal access to opportunities and resources, and can contribute fully to the organization’s success.
An inclusive culture enables a high-performing and engaged set of employees, where people feel valued and can bring their whole selves to work. A culture of inclusion increases diversity while also improving innovation and team / business performance.
I started reading Proust around Eastertime last year. England was in its first lockdown, I was no longer travelling for work, no longer going out or meeting up with friends and had more time than ever on my hands.
You need a lot of time to read In Search of Lost Time: it’s the world’s longest novel (according to The Guinness Book of World Records) with 9,609,000 characters (including spaces), 1.5 million words, more than 400 characters, over 3600 pages, published in 6 volumes (or 7 depending on your edition). …
Senior Director @ElsevierConnect doing product strategy implementation & performance. Mainly writing about getting from A to B, & digital stuff. Personal acc’t.