Thoughts on Business, and how Agile, Lean, Scrum, XP, and Agile Project Management can help businesses run better
Updated: 7 hours 6 min ago
Freedom and Responsibility
Now I wanted to start talking explicitly about freedom and responsibility. The twins.
For most normal people, freedom and responsibility come together. That is, we are only free when we accept responsibility. This may seem a paradox, like saying, "we are only free when we become a slave." But it is not.
So, if we are free we must take the responsibility to decide and act. In the team, for example.
And we must take the responsibility to explain this to managers. "Leave us alone until the end of the Sprint" is a phrase we must be adult enough to repeat often. (And forgiving enough to be willing to repeat again and again.)
Now, managers, contrary to what you were typically taught, God gave them freedom and you have no right to abrogate it.
In a relationship, no decent person wishes to be loved by a slave. One wishes the love, each day, to be truly given. Not required.
In a roughly similar way, in work the magic of the team operates at a higher level when they are free to give what they want, what magically comes to their heads. In the team soup.
Now, this is not foolishness. If the Team goes for a good while and comes up with nothing much, a manger might need to add something to the soup. But she is looking to add a simple constraint or an idea that will juice the team to freer creativity. Not to put an iron box around them to make them work hard.
So, let me repeat a few key ideas:
1. Workers are, by and large, worthy of freedom and responsibility.
2. Managers should be ashamed to assume, tacitly or explicitly, that workers have, even for one moment, given up any freedom.
3. Both managers and workers are human and make mistakes.
4. Neither managers nor workers, in general, are evil. (Yes, there are many managers who are poorly taught in the arts of managing. Yes, there are a few evil managers; but all managers do not deserve to be blamed because of the faults of a few.)
Very good people often misunderstand these ideas, when they try to put them into action. We saw this in what is now called the Place de la Concorde, with the guillotine. It is for us to forgive them, forgive ourselves, and remind.
For most normal people, freedom and responsibility come together. That is, we are only free when we accept responsibility. This may seem a paradox, like saying, "we are only free when we become a slave." But it is not.
So, if we are free we must take the responsibility to decide and act. In the team, for example.
And we must take the responsibility to explain this to managers. "Leave us alone until the end of the Sprint" is a phrase we must be adult enough to repeat often. (And forgiving enough to be willing to repeat again and again.)
Now, managers, contrary to what you were typically taught, God gave them freedom and you have no right to abrogate it.
In a relationship, no decent person wishes to be loved by a slave. One wishes the love, each day, to be truly given. Not required.
In a roughly similar way, in work the magic of the team operates at a higher level when they are free to give what they want, what magically comes to their heads. In the team soup.
Now, this is not foolishness. If the Team goes for a good while and comes up with nothing much, a manger might need to add something to the soup. But she is looking to add a simple constraint or an idea that will juice the team to freer creativity. Not to put an iron box around them to make them work hard.
So, let me repeat a few key ideas:
1. Workers are, by and large, worthy of freedom and responsibility.
2. Managers should be ashamed to assume, tacitly or explicitly, that workers have, even for one moment, given up any freedom.
3. Both managers and workers are human and make mistakes.
4. Neither managers nor workers, in general, are evil. (Yes, there are many managers who are poorly taught in the arts of managing. Yes, there are a few evil managers; but all managers do not deserve to be blamed because of the faults of a few.)
Very good people often misunderstand these ideas, when they try to put them into action. We saw this in what is now called the Place de la Concorde, with the guillotine. It is for us to forgive them, forgive ourselves, and remind.
Categories: Blogs
Happy Independence Day!
First, a word about happiness. I am sure I don't know everything about happiness, but I am still quite sure it is important. Mr. Jefferson included, in his draft, "life, liberty and the pursuit of happiness". And Jeff Sutherland says "if they aren't having fun [with Scrum], they aren't doing it right."Serious fun, fun that comes mainly from work. But still fun.
Umm. I think there may still be some of us who feel that things are good only when we are in pain. I guess if that is fun for you, go for it, as long as you don't hurt anyone else. Anyway, do not put me in the camp of ascetics or stoics. Pleasure, if done right, can lead to creativity.
But the main subject is freedom! Freedom! What a great word. The second greatest word in the English language.
This is the day on which we celebrate the Declaration of Independence. A declaration for freedom. "We hold these truths to be self-evident. That all men a created equal. That they are endowed by their creator with certain unalienable rights. That among these are life, liberty, and the pursuit of happiness." What glorious ringing words.
And still we are not free. In ways big and small, others try to enslave us. In ways big and small, we enslave ourselves. As Rousseau said: "Man is born free and everywhere is in chains."
Managers: Never, never, never, never enslave your associates. They do not belong to you. You did not create them. Even if they ask you to, do not abrogate their freedom. God gave them freedom for many mystical reasons, the source and meaning of which you haven't the least idea. You are a manager to help them fulfill their lives, not to take their freedom away.
Let me be yet more honest. You have been taught, and it is in the bones of most of you, to enslave your associates. I, as one, do not blame you; you have been taught badly and you are human (imperfect). I too have committed these sins. But do not be complacent with your imperfections. Try hard to stop doing it.
Workers: Never, even for a second, give up your freedom. You freedom of action, of speech, of association. Your freedom to be yourself. You never said "I agree to be a slave to this firm or this manager." Don't do it. In fact, most managers can feel in their bones the sin of abrogating your freedom; do not let them sin more.
Yes, you do not have to tell me all the temptations you face to give away your freedom. On some days, it seems a good trade, and it seems that we might pawn it and get it back later. It is hard. But having fun is hard too. You, your freedom are worth the pain of this hard passage.
[Yes, of course, there are certain social constructs that limit our freedom. We don't yell "fire" in a crowded room, etc, etc. It is a complicated subject. So, study it!]
So, how does Scrum instantiate freedom. Well, one way is that each person reports for himself or herself in the Daily stand-up. One way is that the Team gets to choose how many Product Backlog Items to commit to in the Sprint Planning Meeting.
More broadly, in Scrum we accept (well, more) that a person brings everything he or she is to a Team. And thus has much more to offer a team (yes, and, well, maybe a bit more to deal with too). We are free(er) to be who we really are.
Immediately after mentioning freedom, we must also mention responsibility. If you are free, you are also responsible for yourself. This is a great lesson of life. Mysterious, just as God gives us responsibility for ourselves, he also makes the sun to shine and the rain to fall on both the wicked and the good. Consider the lilies of the field, we might say. In a free economy, much is magically provided for us. Still, we must work, we must learn that it is more blessed to give than to receive. We must learn that we must still get along, in business, with even quite disagreeable people (the simple version of "love your enemies").
How does this work in Scrum? So, in Scrum, the team at the end of the Sprint Planning Meeting commits to 8 or 12 or 15 Product Backlog Items. They become responsible for delivering those by the end of the Sprint. They are free to do it anyway they want, but they have committed to deliver. They are responsible.
"That whenever any form of government becomes destructive of these ends, it is the right of the People to alter or abolish it..." Yes, and this is the slow, painful path we are on in abolishing Waterfall and all its associated bad thinking. We have this right. We have this duty even. We must fix it. May it be that the lean-agile-scrum with which we wish to replace waterfall are worthy successors and worthily practiced by the players.
So, on this beautiful day (and are not they all beautiful) send not to know for whom the bells toll. The bells of freedom toll for you. The fireworks of freedom are lit for you. Whether you are in Demorest, GA, or Ottawa, or Bangalore, or Paris, or Amsterdam, or South Africa, or Lima. No man is an island, because each of us is involved in mankind.
Categories: Blogs
An Intro to Business Value Engineering
On June 30th, while I was in Montreal giving a CSM Course, I also joined the Scrum User Group and gave a new, somewhat different, presentation on BV Engineering. They seemed to like it more, so maybe I am making the points in a somewhat more practical, concrete way.
Here is the link to the PDF: http://www.slideshare.net/jhlittle/intro-to-bv-engineering-montreal
Here is the link to the PDF: http://www.slideshare.net/jhlittle/intro-to-bv-engineering-montreal
Categories: Blogs
Courage
We have suggested in other posts that a tremendous amount of improvement can be made in, to over-simplify, 5 areas:
* ScrumMaster leading the removal of impediments
* Product Owner executing the 85-33% rule (like the 80-20 rule)
* Team having more fun!
* Team reducing Technical Debt all the time
* Continuously better Business Value Engineering
And why do we not see more improvement if there is indeed so much improvement there to be had?
How much improvement? Easily 5x - 10x over not that long a period of time.
So, why not?
Well, first, it is hard. It takes some hard work, but mostly hard thinking and hard conversations.
Second, we must actually believe that serious improvement is possible. Not so easy when we see so much baloney (I was sorely tempted to use a more technical term) happening all the time.
Third, we must actually want serious improvement (this is a key place where fun comes in). You must want it in very part of your body, almost. All of them must want it (well, many of them).
And then, we must have courage. To fight our own stupidity. To persevere against some hardships and some ups and downs. To fight others' stupidity. And to fight all the slings and arrows and natural shocks that come into a daily lives.
And we must focus. Maybe that means working on only one of the 5 areas above at any one time.
It is there. Go for it.
* ScrumMaster leading the removal of impediments
* Product Owner executing the 85-33% rule (like the 80-20 rule)
* Team having more fun!
* Team reducing Technical Debt all the time
* Continuously better Business Value Engineering
And why do we not see more improvement if there is indeed so much improvement there to be had?
How much improvement? Easily 5x - 10x over not that long a period of time.
So, why not?
Well, first, it is hard. It takes some hard work, but mostly hard thinking and hard conversations.
Second, we must actually believe that serious improvement is possible. Not so easy when we see so much baloney (I was sorely tempted to use a more technical term) happening all the time.
Third, we must actually want serious improvement (this is a key place where fun comes in). You must want it in very part of your body, almost. All of them must want it (well, many of them).
And then, we must have courage. To fight our own stupidity. To persevere against some hardships and some ups and downs. To fight others' stupidity. And to fight all the slings and arrows and natural shocks that come into a daily lives.
And we must focus. Maybe that means working on only one of the 5 areas above at any one time.
It is there. Go for it.
Categories: Blogs
Paying for Courses
As a reminder, we posted about Paying for Courses a while ago.
We wanted to remind people of the problem. If it happens to you or a friend, a bit of patience and a phone call or two will get things resolved. Almost always.
See: http://agileconsortium.blogspot.com/2010/01/paying-for-courses.html
We wanted to remind people of the problem. If it happens to you or a friend, a bit of patience and a phone call or two will get things resolved. Almost always.
See: http://agileconsortium.blogspot.com/2010/01/paying-for-courses.html
Categories: Blogs
Suggestions for a better Daily Scrum
It is our view that the main problem with doing Scrum is that we don't 'feel the music' while we do the dance. That is to say: we don't understand the values and principles underlying the practices we are doing.
In general, this is true of all of us. So, there is no reason to get obnoxious about 'I get Scrum better than you'. Still, in any case, someone has to talk to someone else, to the effect that, 'I don't think you are getting the values and principles well enough'. Sometimes this starts as a question, such as: "Why do we do the Daily Scrum?'
My answer: It enables the Team to land the airplane at the end of the Sprint.
Put another way, it enables the Team to get enough visibility about 'everything' that is going on, to identify the biggest problem(s), deal with them some, and then complete the Sprint successfully. Meaning all promised 'stories' are completed ('done, done' if you use that phrase).
Some smells or issues:
1. 'We are reporting status to the ScrumMaster.' OK, raise your hands anyone who enjoys reporting 'status' to any manager. Ummm. No hands. Shocking. No, dudes, you are not reporting status to any manager. You are enabling yourselves (the whole team) to be successful.
2. 'No one is talking about anything useful.' Then do the five Whys about the root cause of that.
3. 'People want to hide.' Well, it is natural to hide from pain or expected pain. Virtually 120% of the time, the implementers have been beaten up, harassed or at least disrupted if they told the truth. So, naturally, it takes a long time of not getting punished before they believe they won't be punished any more. Figure out how to deal with that. Talking helps.
4. 'Everyone says "No impediments".' Yeah, like that is true. First, explain that we are always removing the top impediment (that is happening for your team, right?). Then, emphasize that people themselves and their normal mistakes are not impediments. Or maybe better to say that we ALWAYS expect people to make a normal number of human mistakes. That is part of being creative. Then, ask them to identify 'anything' that is slowing the team down. (Sometimes they have too limited a view of what an impediment might be.) Then, tell them that each person must identify his biggest impediment. (And we all have one, since nothing is perfect.)
5. People arriving late. Umm. Sometimes a difficult one. First, review why you think the Daily Scrum is valuable, its purpose, stuff like that. Does that person agree? If yes, then why is he late? Ah, he has something more important almost every day? Does he really feel he is a team member? And continue on like this. But sometimes it just takes 'tricks'. The 'put a $1 in a jar' one is well known. (The Team takes the money and buys donuts every so often, for example.) Or, try having the late person sing a song after the stand-up. Very effective for many. Or, have the person eat a pickle (in the morning). I have not done this, but I hear that a pickle tastes bad in the AM.
Now, if a team member sends in one's answers to another team member before the stand-up, then one is not 'late'.
6. They only answer the 3 questions. The 3 questions are only a help. The Team should talk about the most important stuff in 15 minutes (max) to land the plane. Together. Especially if some Sprints have failed (not gotten all stories done) and poor daily info feels like a root cause, then explore this.
7. Have the Daily Scrum around the Scrum Board. Finally, a positive one. I strongly encourage teams, especially beginning teams, to have the Daily Scrum around the Scrum Board, and to move the cards in the meeting. It is magic. (Lots of studies and theory explain what the magic is, but do you need to go there?) Yes, the works a lot better if the team is collocated.
Why do we have a daily Scrum?
Well, it's just like Fred Brooks said in The Mythical Man-Month.
'How does a project get one year late?'
'One day at a time.'
If we take and address the top impediment each day, we are much more effective as a team.
In general, this is true of all of us. So, there is no reason to get obnoxious about 'I get Scrum better than you'. Still, in any case, someone has to talk to someone else, to the effect that, 'I don't think you are getting the values and principles well enough'. Sometimes this starts as a question, such as: "Why do we do the Daily Scrum?'
My answer: It enables the Team to land the airplane at the end of the Sprint.
Put another way, it enables the Team to get enough visibility about 'everything' that is going on, to identify the biggest problem(s), deal with them some, and then complete the Sprint successfully. Meaning all promised 'stories' are completed ('done, done' if you use that phrase).
Some smells or issues:
1. 'We are reporting status to the ScrumMaster.' OK, raise your hands anyone who enjoys reporting 'status' to any manager. Ummm. No hands. Shocking. No, dudes, you are not reporting status to any manager. You are enabling yourselves (the whole team) to be successful.
2. 'No one is talking about anything useful.' Then do the five Whys about the root cause of that.
3. 'People want to hide.' Well, it is natural to hide from pain or expected pain. Virtually 120% of the time, the implementers have been beaten up, harassed or at least disrupted if they told the truth. So, naturally, it takes a long time of not getting punished before they believe they won't be punished any more. Figure out how to deal with that. Talking helps.
4. 'Everyone says "No impediments".' Yeah, like that is true. First, explain that we are always removing the top impediment (that is happening for your team, right?). Then, emphasize that people themselves and their normal mistakes are not impediments. Or maybe better to say that we ALWAYS expect people to make a normal number of human mistakes. That is part of being creative. Then, ask them to identify 'anything' that is slowing the team down. (Sometimes they have too limited a view of what an impediment might be.) Then, tell them that each person must identify his biggest impediment. (And we all have one, since nothing is perfect.)
5. People arriving late. Umm. Sometimes a difficult one. First, review why you think the Daily Scrum is valuable, its purpose, stuff like that. Does that person agree? If yes, then why is he late? Ah, he has something more important almost every day? Does he really feel he is a team member? And continue on like this. But sometimes it just takes 'tricks'. The 'put a $1 in a jar' one is well known. (The Team takes the money and buys donuts every so often, for example.) Or, try having the late person sing a song after the stand-up. Very effective for many. Or, have the person eat a pickle (in the morning). I have not done this, but I hear that a pickle tastes bad in the AM.
Now, if a team member sends in one's answers to another team member before the stand-up, then one is not 'late'.
6. They only answer the 3 questions. The 3 questions are only a help. The Team should talk about the most important stuff in 15 minutes (max) to land the plane. Together. Especially if some Sprints have failed (not gotten all stories done) and poor daily info feels like a root cause, then explore this.
7. Have the Daily Scrum around the Scrum Board. Finally, a positive one. I strongly encourage teams, especially beginning teams, to have the Daily Scrum around the Scrum Board, and to move the cards in the meeting. It is magic. (Lots of studies and theory explain what the magic is, but do you need to go there?) Yes, the works a lot better if the team is collocated.
Why do we have a daily Scrum?
Well, it's just like Fred Brooks said in The Mythical Man-Month.
'How does a project get one year late?'
'One day at a time.'
If we take and address the top impediment each day, we are much more effective as a team.
Categories: Blogs
New Courses
All up-coming courses are posted on LeanAgileTraining.com. And you can see the calendar in the widget to the right.
We are excited, for sometimes different reasons, about each of these courses. We have enjoyed the people we have met (so far) in each of these cities. We enjoy working with the co-leaders. And each of these cities, each in its own way, is meaningful to us. And of course, we are always delighted to be talking about, and helping others with, Lean-Agile-Scrum.
As a quick summary for the next 2 months, we have the following:
May 11-14: Ottawa: CSM & Workshop (Sold Out). With Catherine Louis.
May 18-19: NYC: CSM Course
May 25-26: Charlotte: CSM Course
Jun 8-9: Atlanta: ScrumU: CSM Course. With Kristine Shannon.
Jun 15-16: Washington, DC: CSM Course
Jun 29-30: Montreal: CSM Course
Jul 13-14: Lima, Peru: CSM Course
Jul 20-21: Charlotte: CSM Course
Please contact us if you have questions.
We have other courses 'in the works' which we will announce shortly.
We are excited, for sometimes different reasons, about each of these courses. We have enjoyed the people we have met (so far) in each of these cities. We enjoy working with the co-leaders. And each of these cities, each in its own way, is meaningful to us. And of course, we are always delighted to be talking about, and helping others with, Lean-Agile-Scrum.
As a quick summary for the next 2 months, we have the following:
May 11-14: Ottawa: CSM & Workshop (Sold Out). With Catherine Louis.
May 18-19: NYC: CSM Course
May 25-26: Charlotte: CSM Course
Jun 8-9: Atlanta: ScrumU: CSM Course. With Kristine Shannon.
Jun 15-16: Washington, DC: CSM Course
Jun 29-30: Montreal: CSM Course
Jul 13-14: Lima, Peru: CSM Course
Jul 20-21: Charlotte: CSM Course
Please contact us if you have questions.
We have other courses 'in the works' which we will announce shortly.
Categories: Blogs
The hardest thing about Scrum?
to hold as 'twere the mirror up to nature: to show virtue her feature, scorn her own image, and the very age and body of the time his form and pressure.What is best thing about Scrum?
Wow. There are so many good things, hard to choose the best.
- That we get to be ourselves (less than we pretended sometimes, more than we showed before)
- That we get to help others more effectively
- That we get to tell the truth
- That we deliver more business value (pretty important in a recession)
- That we can see the truth better
- That we can see the progress we have made (eg, by removing impediments)
- That we have more fun
- That we get to enjoy being in and contributing to a respectful team
- That we can have more pride in our work
Well, at first, it seems like figuring out all the practices is often the hardest. All the fine art of doing Scrum.
Then, Scrum makes more apparent all the problems we have doing our work. And new product development is always hard. And our organizations, it becomes quickly apparent, are beyond stupid in how they support the team. So, these painful truths are hard.
Then there is the relentless pursuit of perfection. It is hard, everyday, to admit that you and the team are not perfect yet, and there are more impediments to remove, more Kaizen to do, more change. Relentless. And hard on the ego. One wants to believe one can plateau out, one has reached perfection, and can mentally rest. Accepting this never-ending road is hard (although, once accepted, more fun).
Finally there is the mirror. "Hi. I am Joe. I am a recovering waterfallic." We have to admit that deep in our hearts, Scrum values and principles forever elude us. Yes, we get them some, maybe more on some days than others. But even the best of us want to follow other values and other principles sometimes. Even I (whomever "I" is).
I want a silver bullet.
I want to tell people how to do it.
I want to make the Team self-organize. [Is this an oxymoron or what? But we, in effect, say these things to ourselves.]
I want to be seen as the smartest (as though that were relevant to the Team's success).
I want to have a contract, not accept that collaborating through change is more valuable.
I want to prove that my box/silo, which I can fully control [quite an illusion that one], is successful. Rather than accept that I only influence the success of the team. And that the only meaningful success is team success, really customer success.
And many more.
It is so easy, so normal, to think we 'get it' when we don't.
I think it is very hard to see, and hard to accept, that we ourselves are stupid and revert back to 'wrong' ideas.
How to deal with this?
Umm. Very hard. Only simple things can be said. Continually question whether our thoughts and suggestions are consistent with Lean-Agile-Scrum values and principles. Allow others to continually question that. Assume that we are making some errors in this way, and ask ourselves "where are the areas where I am most violating the values and principles of Lean-Agile-Scrum?"
Let us struggle with this, with some compassion for ourselves. But with some renewed energy also, to, for example, ask for feedback.
PS. And we hope you like the Picasso. Girl before a mirror. Museum of Modern Art, NYC.
Categories: Blogs
What does a PO do?
We say a Product Owner (PO) can have a tremendous impact on the success of a team, of the team's work.
Say, double the productivity in 6 months. With the recession, we could use that about now.
Sounds nice. How is the PO gonna do that?
Well, this is a constant study, but let's summarize the summary here:
* continually improve the BV Engineering theories and practices
* improve the deliver of the Business info into the team
* become better at correctly telling the team what the customers really want
* optimize, continually, on the 80-20 rule
* identify the minimal marketable feature set, and always yet more minimal
* express the value of the customer solution so well, that the team is totally psyched to do the work
* continually integrate the Business and Technical information to make the best possible trade-offs (such as minimizing Technical Debt)
And lastly, seeing and explaining to many people how every one of these activities, when done well together, inter-link and support each other. (Why? A subject for a later post.)
Take a CSPO course and learn more.
Say, double the productivity in 6 months. With the recession, we could use that about now.
Sounds nice. How is the PO gonna do that?
Well, this is a constant study, but let's summarize the summary here:
* continually improve the BV Engineering theories and practices
* improve the deliver of the Business info into the team
* become better at correctly telling the team what the customers really want
* optimize, continually, on the 80-20 rule
* identify the minimal marketable feature set, and always yet more minimal
* express the value of the customer solution so well, that the team is totally psyched to do the work
* continually integrate the Business and Technical information to make the best possible trade-offs (such as minimizing Technical Debt)
And lastly, seeing and explaining to many people how every one of these activities, when done well together, inter-link and support each other. (Why? A subject for a later post.)
Take a CSPO course and learn more.
Categories: Blogs
Certified Scrum Product Owner course Apr 27-28
For the team's work, a good Product Owner is very important.
A decent PO should be able to double the value delivered by the team, just by their own efforts, in 6 months. (This assumes a normal team, as I see them.) This can make the lives of many real people better: customers, the team, managers, shareholders, etc.
There are too few of these Certified Scrum Product Owner (CSPO) courses, in my opinion. And too few really good POs.
Why our course? Many reasons. What we will say quickly here: we have an MBA and a deep interest in Business Value Engineering.
See here: http://bit.ly/bAwwFb
CSPO, Charlotte, Apr 27-28.
A decent PO should be able to double the value delivered by the team, just by their own efforts, in 6 months. (This assumes a normal team, as I see them.) This can make the lives of many real people better: customers, the team, managers, shareholders, etc.
There are too few of these Certified Scrum Product Owner (CSPO) courses, in my opinion. And too few really good POs.
Why our course? Many reasons. What we will say quickly here: we have an MBA and a deep interest in Business Value Engineering.
See here: http://bit.ly/bAwwFb
CSPO, Charlotte, Apr 27-28.
Categories: Blogs
If you wait for perfection, ...
If you wait for perfection, you might wait too long.
There are some similar quotes, but so far as I know, this quote is mine. As the father, I kind of like it. But most parents love their own children. (If I am not the father, tell me now.)
This applies to all of life. And to Scrum and Agile and Lean. As the guy said in the movie, "Nobody's perfect." In fact, not a single thing is perfect. So, my advice is: Don't wait for perfection.
Still a big problem out there. Too many people doing it. I usually don't do it more than 3 times per day.
Use this quote to work on 'em. Make life better now, before it gets to 'perfect.'
One of the biggest business problems we have.
There are some similar quotes, but so far as I know, this quote is mine. As the father, I kind of like it. But most parents love their own children. (If I am not the father, tell me now.)
This applies to all of life. And to Scrum and Agile and Lean. As the guy said in the movie, "Nobody's perfect." In fact, not a single thing is perfect. So, my advice is: Don't wait for perfection.
Still a big problem out there. Too many people doing it. I usually don't do it more than 3 times per day.
Use this quote to work on 'em. Make life better now, before it gets to 'perfect.'
One of the biggest business problems we have.
Categories: Blogs