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Saturday: super quiet day
Apr. 20th, 2024 11:03 amI haven’t been gone or anything. I just got a little behind on blogging apparently. I’ll try to catch up.
Today is a very quiet day, because piano has moved from Saturdays to Thursday evening. Other than meals and a walk, I literally have no other commitments for today. Super weird and also very awesome.
ETA:
Caught up on blogging, and realized that my snooping around online and finding about the divorce may have had some kind of bizarre impact on the team as a whole (look, I’m sure it had a lot of weird impacts on the team as a whole that I will never fully appreciate). Specifically, I am not at all shy about expressing willingness to be super blunt with people who are failing to fulfill on a commitment / contract / etc., and following it up with, “What do you propose to do to make this right?” And then wait while the pause gets very uncomfortable. I like the sound of my voice and I have a lot to say, but the best way to say some things is to get the snowball started at the top of the hill and let gravity do the work for you. If you really want to make someone feel terror, you gesture in the direction of “hey, what scares you the most in a motivating kinda way” and let their imagination do it all for you.
When I’m in a meeting with people, I’m kind of a cartoon version of myself, and I say stuff like that, _and then I also_ look around for what could be causing the person who is failing to fulfill on their commitment to do so. And I will ask and ask and ask until I come up with a satisfactory explanation. I’m not looking to _justify_ or _excuse_ their failure to fulfill. I just want to find the obstacle so we can go over under around or through it. I have tools, but they work best on the right target. In this particular case, I came up with some really specific and compelling explanations for what was going on, after exploring a lot of possibilities that were rejected because there was evidence to the contrary that I had not had direct access to (“Maybe he doesn’t know how to use Revit?” No, he knows how to use Revit.)
From _my_ perspective, this suggests, go in, talk over the failures, listen to what they have to say about it, maybe amend the contract if, for example, the contract embeds pre-inflation rates that re very demotivating for the company or capture more detail in the contract if that will help the relationship or whatever. But apparently what actually happened is people may have started seeing each other as humans again. Mind you, that’s what J.B., the builder project manager who put this whole process in motion, had in mind all along.
Go figure.
Today is a very quiet day, because piano has moved from Saturdays to Thursday evening. Other than meals and a walk, I literally have no other commitments for today. Super weird and also very awesome.
ETA:
Caught up on blogging, and realized that my snooping around online and finding about the divorce may have had some kind of bizarre impact on the team as a whole (look, I’m sure it had a lot of weird impacts on the team as a whole that I will never fully appreciate). Specifically, I am not at all shy about expressing willingness to be super blunt with people who are failing to fulfill on a commitment / contract / etc., and following it up with, “What do you propose to do to make this right?” And then wait while the pause gets very uncomfortable. I like the sound of my voice and I have a lot to say, but the best way to say some things is to get the snowball started at the top of the hill and let gravity do the work for you. If you really want to make someone feel terror, you gesture in the direction of “hey, what scares you the most in a motivating kinda way” and let their imagination do it all for you.
When I’m in a meeting with people, I’m kind of a cartoon version of myself, and I say stuff like that, _and then I also_ look around for what could be causing the person who is failing to fulfill on their commitment to do so. And I will ask and ask and ask until I come up with a satisfactory explanation. I’m not looking to _justify_ or _excuse_ their failure to fulfill. I just want to find the obstacle so we can go over under around or through it. I have tools, but they work best on the right target. In this particular case, I came up with some really specific and compelling explanations for what was going on, after exploring a lot of possibilities that were rejected because there was evidence to the contrary that I had not had direct access to (“Maybe he doesn’t know how to use Revit?” No, he knows how to use Revit.)
From _my_ perspective, this suggests, go in, talk over the failures, listen to what they have to say about it, maybe amend the contract if, for example, the contract embeds pre-inflation rates that re very demotivating for the company or capture more detail in the contract if that will help the relationship or whatever. But apparently what actually happened is people may have started seeing each other as humans again. Mind you, that’s what J.B., the builder project manager who put this whole process in motion, had in mind all along.
Go figure.