How do you recommend someone plant these seeds with their top leaders who fall victim to FUD when it comes to the perception of slowing down to speed up? I'm considering running a small experiment in one area you wrote about (keeping up-to-date documentation). However, I'm already pessimistic enough about buy-in (even with data as proof) that I wonder if I will fall victim to self-sabotage or get shut down too early to show the benefits.
If leaders aren't self-motivated to do these things, then it's hard and there's only so much you can do. The best thing is to show the actual amount of time (and therefore money) wasted on context switching, meetings, or some other activity that's inefficient.
What I recommend is creating a spreadsheet that models the ongoing dollar cost of the thing you want to eliminate. It doesn't have to be super accurate, but putting a dollar number on things will be more likely to get attention from leadership.
How do you recommend someone plant these seeds with their top leaders who fall victim to FUD when it comes to the perception of slowing down to speed up? I'm considering running a small experiment in one area you wrote about (keeping up-to-date documentation). However, I'm already pessimistic enough about buy-in (even with data as proof) that I wonder if I will fall victim to self-sabotage or get shut down too early to show the benefits.
If leaders aren't self-motivated to do these things, then it's hard and there's only so much you can do. The best thing is to show the actual amount of time (and therefore money) wasted on context switching, meetings, or some other activity that's inefficient.
What I recommend is creating a spreadsheet that models the ongoing dollar cost of the thing you want to eliminate. It doesn't have to be super accurate, but putting a dollar number on things will be more likely to get attention from leadership.