A checklist always gets the job done.
It accounts for rules and processes, it ensures that timelines are met, and it guarantees that no critical step is forgotten.
But what a checklist does not do is to consider the emotions of those involved. The stress it puts on them, the uncertainty between one step and the next, the guessing that tends to fill in the gaps.
For that, there’s no checklist that can help.
You’ll just have to be human.
Idols are idols only from afar, because when you keep the distance, you only see the silhouette.
And I wonder what would happen if we would direct the respect we reserve for idols to people that are close and that we see fully instead.
Idols are idols and they always disappoint.
That’s no reason to be disappointed at life as a whole and stop doing what you are here to do.
Some people mistake performance with loyalty. It’s common in sport, for example, where players are good only for as long as they wear the right jersey. And it’s common in business, where employees get rewarded for tenure and compliance.
But while performance can be fluctuating over a period of time and in context, there is no correlation with loyalty.
One could actually argue that the capacity to be in different teams, to learn from different environments, to deliver under different circumstances, tends to increase and strengthen performance.
So, when mixing performance with loyalty, what we are really doing is judging the worth of our cause, of our principles, in a sense of our very own performance. It’s one of those cases where we let the decisions and opinions of others affect how we think we are doing.
And we should try to never let that happen.
Does AI need to be omniscient?
Would it not be possible for it to say: I don’t know. Or: this information might be incorrect. Or: do you mean this or that? Or: I don’t have enough information. Or: I need your help to get to this answer.
Why are we building arrogance within a tool that is supposed to expand our mind?
There’s the excitement.
We often get excited. About a project, about a job, about a person. It’s the power of novelty.
There’s the action.
Some excitement is followed by action. We do the work, we show up, we are present.
There’s the habit.
Some actions and behaviours become a habit. We do them consistently, over a period of time, almost unconsciously.
The gap between excitement and habit is broad. And at the same time, what becomes a habit is way past exciting.
But it’s in this gap that you can find the difference between accomplishment and disappointment.
You got to be able to manage it.
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