We often don’t know what we want until we say what we want.
This is why tasks like journaling are important. We say what is top of mind, pulling what may be churning in our subconscious to the surface. Through this exercise, we get an opportunity to start to build criteria in which we can benchmark the work we do.
From there, it is a lot easier to say what success looks like.
Why is this important?
Well, unless you verbalize it, there is often a vision of success that we default to.
Sometimes, that is good enough, but it rarely ever is.
I see this in product management all the time – most teams will say they are agile however, they view success as delivery unconsciously.
This definition has all types of effects upstream. It’s as if the teams think they are going to Disney World in Florida yet are driving towards Wrigley Field in Chicago.
Both are good places, but not if you think you are going towards the other.
