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So instead of a sweeping promise, *I’m going to fix everything this year*, try a smaller, more workable commitment: • One tiny experiment this week. • One conversation you’ve been avoiding. • One boundary you can actually keep. • One shift you can repeat.

Don’t Reinvent Yourself, Redesign Your Life

Bill Burnett and Dave Evans

How to frame tradeoffs effectively**1. Repetition doesn’t spoil the prayer** If company leaders haven’t heard of or don’t care about your existing priorities, it’ll be inherently challenging to preserve them when an urgent request comes along. The more work that your team has done up front to bring leadership into the story of your priorities and strategy prior to this decision point, the less work your team will have to do when new requests come in. This involves a lot of repetition of your priorities, your projects, and your strategy (in that order). As Eric Schmidt, the former Google CEO, used to say, **“repetition doesn’t spoil the prayer.”**

How to Communicate Tradeoffs So Leaders Will Listen

Tara Seshan

If the ultimate business goal is revenue, the product team's main metrics can’t be about revenue. This is because the primary function of OKRs is not to qualify for a bigger bonus, a promotion or personal validation. They should be used as a tool unjudgementally to *indicate* whether the team’s work is generating the right outcome for users. It gives clues to whether progress made is resonating with customers. The focus on customer centric metrics eliminates the distraction and worry for the product team. It means they can be laser focussed on building the sharpist product to solve the specific user problems that have been identified by the team to be the most important to solve.

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