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The emphasis here should not be on why questions (“Why didn’t that work?” or “Why do you think you should do that?”), because these take both of you backward and upward into a fuzzy retrospective world of conjecture and concepts. Instead, rely on your what questions (“What do you actually want to have happen?” or “What are a couple of actions you could take right now?”).
Nine Lies About Work
Marcus Buckingham, Ashley Goodall
“At any given time,” Aaron said, “some significant percentage of people are working on the wrong things. The challenge is knowing which ones.”
Measure What Matters
John Doerr
As Carlson explains, “The four questions are, What is the important customer and market need? What is your approach for addressing this need? What are the benefits per costs of your approach? And how do those benefits per costs compare with the competition and the alternatives?” Carlson calls the answers to these four questions “a value proposition” or, in short, “NABC” for Need, Approach, Benefits per costs, and Competition. “They are the fundamentals; it doesn’t make sense to write up a big report until you can explain them in simple language to a knowledgeable person.”
The Age of Agile
Stephen DENNING
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