Engineering

13 posts



At Work It DAILY, we call our members "Workplace Renegades." A Workplace Renegade is a person who believes in themselves and joins our community to finally take control of their career. They believe in working to live, NOT living to work. Dale Herzog is a top member in our community who exemplifies these qualities.

Below, Dale Herzog answers some questions about his career field and explains why he joined (and continues to participate in) the Work It DAILY community.

Why I #WorkItDaily


@workitdaily Thank you Fatima for being the first to join our @tiktok social media campaign♥️♥️♥️@fatimalhusseiny We can't wait to share your story with the world! Check out our campaign to learn more! @workitdaily #workitdaily #WhyIWorkItDaily #careertiktok #careertok #jobtok #edutok #mywhy #purpose #passion #worktolive #live #life #love ♬ Epic Music(863502) - Draganov89

Work It DAILY provides a great library of resources and a supportive community. Of the millions of sources on the internet that I came across before working with J.T. and her team, none created an organized and encouraging path like the one they provide.

Benefits Of Being A Medical Device CAD Engineer


Doctor uses a medical device before performing a surgery

I think the most exciting part of the job is working with passionate engineers, researchers, and manufacturers to create new tools that will improve how people are cared for. Translating the inspiration of physicians and researchers into a new device is an exciting and humbling opportunity.

Work-Life Balance For Medical Device CAD Engineers


Engineers use CAD software to make medical devices

I try to build the habit of consistently reassessing what “balance” means and treating the process like you would scheduling trips to the gym. I have to say that I’m more grateful for the support of my family every day and I appreciate their interest in my occasional DIY home improvement project immensely. Even if a few relatives started out a bit nervous when they saw me at their door with power tools, I think they understood the therapeutic power of sawdust.

Reasons To Work In The Healthcare Engineering Industry


Doctor uses a medical device

I’ve seen how my family has been affected by diseases that will be treated with the equipment I intend to develop. Having the opportunity to save someone else from some of those experiences makes it difficult to imagine pursuing anything else.

Advice For Medical Device CAD Engineers


Engineer uses CAD software to design a medical device

Reach beyond general career planning by applying the “daily work” philosophy to building and rewarding habits that nurture curiosity in growing your unique career. In addition to the Work It DAILY course material, I try to design a daily model and spend time learning about the needs of patients, researchers, and the environment in which the design will be used. I’m no expert, but it’s always great to share a job with those who are passionate about the work and enjoy exploring ways to make a patient’s experience as pleasant as possible.

We hope you enjoyed hearing from Dale about his career and experiences inside the Work It DAILY community.

Do you want to become a Workplace Renegade?

Join our community to learn how to UNLEASH your true potential to get what you want from work!

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Member Spotlight: Dale Herzog, Medical Device CAD …

Is It “Smart” To Use Smart Numbering Systems?



Many times during my career, I have been faced with a dilemma: will we develop an intelligent numbering system or do we utilize an increasing integer system? It does not matter if we are discussing article numbers in an ERP system, CAD drawings, or any other nomenclature for a work product. The question of intelligent numbering always comes up in the conversation.

To help define a “smart” system, adding any intelligence to the name of a product that helps the end user quickly identify product attributes constitutes a smart numbering system.

Some examples:

  • Area Codes in the Phone Company:
    • 216 – Cleveland
    • 310 – Los Angeles
    • 212 – New York City
  • Manufacturing Numbers:
    • 100### – machined parts
    • 200### – electrical components
    • 300### – weldments
  • Car & Truck Tires
    • P### – tire width
    • ##R## – aspect ratio and Diameter

Why Do People Like “Smart” Numbers?


Blue numbers

When your phone rings, you have a good idea where the call originated based on three digits. If you are buying tires, you already know the basics before you have looked into performance, speed rating, and wear. Walking into a production facility, you can grasp what is occurring by identifying the part number. Intelligent numbers help users to find information quickly.

When the system is well defined (i.e., tires), the market accepts these as norms and uses these intelligent numbers as jargon. These systems can simplify discussions and aid in swift communication. People gravitate to these systems because it simplifies their effort.

“Smart” Numbers Are Finite… And Will End In Conflict.


Person dials a phone number

Eventually, all smart systems will fill up the available combinations and end. The finite list of combinations will result in overlap or run-out over time. Allow me to illustrate.

When I was younger, Cleveland had one area code for all phone numbers: 216. Ohio Bell notified everyone two new area codes would be added to the “216” region because they ran out of numbers. Ohio Bell overlaid 440 and 330 in the same geographic region changing people's phone numbers. I became 440, and my grandmother remained 216. With the new numbers, Ohio Bell had eight million unique numbers to fulfill.

Further back in time, phone numbers began with two-letter codes for the city you lived in. A famous number in Cleveland (sing it loud my friends)…

“GArfield 1 – 23 23”

GA referred to a suburb of Garfield south of Cleveland. Commercials ran every day with this jingle, and to this day, you can still dial the number to have your windows replaced (I checked).

What happened when cities like Garfield, Garrettsville, and Gates Mills in Ohio all had the same prefix? How did everyone differentiate? Quickly Ohio Bell abandoned the “city” designation for a series of “dumb” numbers to manage their systems.

Careers Have Moments Of Déjà Vu…


Numbers/numbering system concept

Early in my career, I was debating this subject with one of my mentors. We were launching a new ERP, and we had the debate of intelligent versus dumb numbers. He joked that would not be my last argument on the subject, and he offered I would have this conversation many times throughout my career.

I have assisted or witnessed seven ERP installations in my career. I have been included in the implementation team three times. I have had the “smart” number conversation 10 or more times as well. History regularly repeats itself.

Most companies have developed a “smart” system out of necessity. In the early days, the business needed a shortcut. ERP systems and spreadsheets were nonexistent. These “smart” systems made work easier.

In each numbering conversation, I have been an advocate for the “dumb” method. Collisions will occur, and numbers will run out. With a phone number scenario, eight million combinations takes a long, long time to fulfill.

I spent 13 years in commercial truck wheels. We had a smart system where the first digit defined the wheel diameter. We used integers 0 through 9, so we had room for 10 different wheel diameters. Wheels are sold in many sizes, and one particular diameter class is 17.0 inch and 17.5 inch. The number “6” was assigned to 17.# inch-diameter wheels. Did you know if the wheel was 17.0 or 17.5? You could not tell because of the overlap. Worst yet, we exceeded 10 different wheel diameter sizes in our growth over the years from 13-inch to over 27-inch diameter wheels. Once we outgrew the “10” combinations, what did we do about part numbers?

“Dumb” Numbers Do Not Save The Day.


Man types his credit card number into his phone

The punchline? Use a “dumb,” sequential number with no significance, no finite value, and no collisions with every new item created. Problem solved, right?

Does the number 2164212323 mean anything? Some will notice my example above. Will 2169311212 have any relevance?

Without context, dumb numbers have no meaning. They are simply a string of digits. UPC codes, VIN numbers, and zip codes are just a series of alphanumeric digits defining something. Without a “key” to their meaning, what value do they add? The answer is nothing.

“Dumb” numbers require a system behind them. Zip codes must have a geographical key to unlock their destination. UPC codes need a computer system in the background to reference numbers. VIN numbers can be unlocked with the manufacturer’s codes.

With a good support system, “dumb” numbers work very well. Knowing how to find information from these numbers relies on the infrastructure. Social Security numbers and credit cards are excellent examples. With the infrastructure, these numbers can unlock treasure troves of information or can allow you to spend money without fear.

What Do I Do — Stay “Smart” Or Act “Dumb”?


Barcode

Once in my career, I may have gotten it right for the situation. Most implementations, my teams have selected the purely “dumb” solution for ease. Only once did I witness the wrong decision.

“Smart” numbers will eventually fail. They are fantastic in the short run because they short-cut the system. People will use these numbers almost as their own language. Despite the benefits and ease of use, a “smart” system will collapse.

“Dumb” numbers are simple to implement. Integers are sequential, and the product associated with each interval is random. With a background support system, “dumb” numbers will run forever.

My best implementation was a result of my ERP team’s Kaizen event. I used the phone number example to draw them away from “smart” numbers that had already failed in the previous 10 years. My team was against truly “dumb” numbers because they lost all intelligence for the product. We found a compromise.

Our first five digits were a class of parts defined by their primary attribute. We had 100,000 available combinations within this sequence, so it was difficult to exhaust all of those numbers within our lifetime. The second set of numbers was also five digits that were sequential for the item that was generated.

Stainless steel nuts & bolts began with the number 12457, and each size or length was the sequential integer defining its unique attribute (12457-0001, 0002, etc.). We had seven thousand plus variations for diameter, length, screw top, etc., and we knew every one of these items was stainless steel. Black oxide nuts & bolts were 12458, and plain steel were 12456.

Which Solution Is Best?


Man checks for a product in a warehouse

​I can say with certainty the “smart” approach will eventually create problems. I have seen these collisions and finite combinations end long before the company needs room to grow. I discourage “smart” sequences for any business.

“Dumb” numbers have been quite successful. When the backbone structure is present, simply typing a number into a system gives me everything I need. Credit card companies use a 16-digit system yielding over a trillion combinations. These systems are extremely effective and valuable when tied to a strong infrastructure.

Personally, I was proud of my team and their effort to develop the hybrid system. We took elements of each concept and created a new paradigm. We were able to stock items in our warehouse by the first five digits, and we even used these “smart” codes to plan production. When it came to the discrete end item, the system provided specific details.

Challenge yourself when making these decisions. Is the intelligence worth the risk of running out of numbers? Does the “smart” system add value? Can I live with “dumb” numbers that are essentially random? Working with your ERP implementation team, complete an exercise to determine what is best for you.

Remember, our lives were bound by smart systems—area codes. We all were defined by the region where we lived. With the finite series of numbers within that area code and with the introduction of cell phones, which can be geographically located anywhere in the world, our phone numbers are truly dumb. The only intelligence added to your phone number is you.





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Daily Management Meeting — For An Engineering (Or Any Professional) Team?



Why do I talk to my team every day?

In lean principles, many manufacturing teams have a daily management or “stand-up” meeting at the beginning of a shift. The purpose of this meeting is to have daily contact with employees, set objectives, review metrics, and simply communicate what is happening within the team. Common goals for this meeting include setting the tone for the day and helping employees feel connected.

Can this work for professional teams as well?

They Will Hate It… At First.


Team meeting in the office

I have been conducting a daily management meeting with my engineering teams for more than 15 years now. My meetings are NEVER perfect, and I have found them difficult to start with a new group.

Engineers do not behave like production, so these teams have been very resistant to my implementation of the daily meeting. “Why do we need to do this?” “We know what’s going on.” “We know what to do.” “This is a waste of my time—I could be coding right now.” Regardless of the words, these professionals resist the need to meet.

What I have found is that these daily meetings take several months to take hold. At first, everyone is resistant to taking 15-30 minutes every day to “talk.” Over time, you win over a few early adopters because they see the value of getting information. On a small team, this period is shorter. The larger teams always have one or two true naysayers who dig in.

The truly resistant teammates in the process are sometimes the very best reason for the meeting. They complain the most and get the most from the discussion. As the weeks pass, the biggest haters often convert into the greatest advocates. They tend to be the first to complain when a meeting is canceled because they had something to say. They feel engaged despite not “liking” seeing everyone each day. I find they secretly have learned to like these meetings.

Tips For A Successful Meeting:


Team has a daily management meeting

​To begin, I have adopted my format based on each individual team. Time, place, duration, and content are dependent on the needs of the team and will change over time. The following are simply a few things I have found successful.

  • Same time and place — every single day: at first, you need to meet every day to build a habit, and I will not relent on this for at least a year. Location and time must also have consistency for the habit.

  • Minimize the agenda to a few key topics — initially, I begin with announcements for the day, a review of major projects, key milestones, and open concerns. If you have more than five topics, you will not be effective. Be concise.

  • Limit meeting time — always limit the conversation. Twenty minutes is my average, and I am consistently less than 30 with very few exceptions.

  • No one is permitted to skip the meeting without asking prior permission. I usually ask for 24 hours’ notice, and you are expected to participate unless you receive a pass for the day. Myself included.

  • Promptness is key — meetings begin at 11:30 am and make that known. Enforce it. Having the team show up on time is a level of respect for your teammates. Don’t allow tardiness to go unnoticed.

  • Allow for sidebar and silliness… to a point — not everything in a team needs to be transactional or business oriented. Many of my meetings have gone off the rails early and ended with good team building. If everything is transaction based, the team will have a robotic feel.

  • Allow the team to form the meeting — in the beginning, commanding control is necessary to build confidence in the process. Over time, allow the team to morph into what it needs to be successful. Many of my teams have abandoned my original agenda within four to six months and developed their own feel. The purpose of the meeting is for the team—not your own agenda.

(P.S. I used this very effectively during COVID-19, and when my team works from home, we still meet virtually to remain connected. These meetings do not need to have a physical presence to work.)

How Does This Benefit Me And My Team?


Employees have a daily management meeting

Connection—teams need to know they are connected and feel part of something greater than themselves. A good team builds rapport over time and learns to feed off one another.

I have built some strong teams in my career. My first team where I employed this process was very disjointed, and I had many lone wolves asking to be left alone. Give me my work, and get out of my way. Each person was great and a true expert in their niche. However, they did not work together to learn, grow, and become better.

I made many mistakes with this process, and after the first year, we still were finding our stride. In the second year, we began to gel. In year three, our meetings became more than expected. Problems were solved in minutes, not days. Issues were in the open versus the behind-the-back discussions. We won internal business challenges between teams by orders of magnitude. Everyone was in it for the benefit of the group—even the lone wolves. Years late after I moved on, two of my “toughest” engineers actually thanked me and missed those meetings in their career. They agreed they still hated the meeting, and they remembered how great our team performed.

Can you do the same? I say yes. The secret sauce is the discipline to push beyond the initial hatred and allow the process to grow. My mentor who asked me to begin this process knew I hated it as well, and he pushed me to keep trying. He could see the benefits before I could.

When a team communicates well, shares the same objectives, and solves problems openly, no one can stop their performance. Would you like to have this same experience?

Summing Everything Up...


Team members support each other at work

As I hinted earlier, I was an initial skeptic. I did not want to “waste” time with a 20-30 minute meeting every day. Add all our hours up over a year, and my lean mentor would show me the thousands of seconds lost! I persevered.

Remember, the key to the process is communicating. At first, you will be the leader doing most of the speaking hoping someone listens. Eventually, others will open up and share as well. Even the naysayers will pick up on some of the discussion allowing it to seep in slowly. Regardless, be consistent. Push the team to interact and develop the habit. Use command/control initially, and give the team room to breathe. See how it grows.

The first few meetings will be 100% for you as the leader. Eventually, the tide will shift and become about the team members. If you have an exceptional team, the discussion will become something even greater than imagined. You will see your team care for one another, discuss issues respectfully, and perform better than you imagined… all because you made them talk to each other for 20 minutes a day. Stating it like that, it is such a small investment with immeasurable returns!



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Daily Management Meeting — For An Engineering …

Process Control: Do You Have Dandelions In Your Yard?



Years ago, I heard a saying... “How can you ask your neighbor to clean up his yard when you have dandelions on your own lawn?”

We are often quick to judge and condemn someone for their actions when we have things to work on our own. In business, we often criticize a way of doing something when we do not have control over our own processes.

When standing in the middle of your sea of yellow flowers, how can you ask your neighbor to clear their field?

Covey’s Fifth Principle: Seek First To Understand, Then To Be Understood


Understanding, idea concept

When people typically approach a problem, they engage with the hope to present their point of view. The answer is obvious to them, and they choose to convey their solution. This approach is not optimal for real learning.

Covey’s principle is very simple: listen first (to understand) and then share your perspective (the understanding). By approaching a problem in the opposite direction, the process shuts down our opportunity to learn. By forcing your opinion on a group first, you lose the chance to gain perspective to expand your own point of view.

When asking someone to clean out their dandelions, did you take the time to understand why they have these weeds? Was it money troubles? Do they grow them to make tea Your neighbor may have very good reasons for their yellow flower garden.

Can My Grass Actually Be A Sea Of Green?


lean process concept

As you look at your business practices, are your processes clean? My assumption is no. Everyone’s process has flaws and needs improvements. Lean teaches us the seven wastes are everywhere, and with continuous improvement, we can minimize their impact.

Many processes need to be reviewed and improved because they have been in place for a long time. Your team is comfortable, and work simply flows. Is it optimal, or are there many workarounds?

Before questioning another group’s business practices, make sure your work is flowing optimally through the process. Ensure your yard is tidy and neat before questioning others. Do not give anyone an opportunity to look at your weeds while examining their lawn.

Share Your Fertilizer...


Two people gardening, planting a tree

I often want to help someone clean up their processes and offer my recommendations for improvement. I can see some of their wasted efforts, and I want to help them see the same thing. But why would they listen to me?

When I approach another leader, department, or group about a recommendation, I air out some of my dirty laundry. I share my weaknesses and improvements. I want them to know I am not full of… fertilizer.

When approaching another leader with criticism or the spirit of improvement, please show some vulnerability and compassion.

“You know, last month I realized my process needed a review, and we did this…”

“I recognized my procedure for that had so many loopholes, I am not confident how we ever got work through the system.”

Show your colleague you are making improvements as well.

Quick To Judge? Be Quick To Offer Help.


Process control concept

I know firsthand how easy it is to comment on another process in a part of the business outside of my team. I try not to judge, and I recognize I have a lot of work to do on this behavior. One thing that has stuck with me: the people who criticize my process and follow up with “How can I help?” are the most influential. I respect these critiques.

If you decide something must be said about another person’s process and you have taken the time to understand how the process works, you need to be willing to help. Show this person your ideas, and jump into the weeds with them. Spray weed killer, pull weeds, and help clean up the yard. Show you are more than a critic; you are willing to help with the cleanup.

Why Do Dandelions Matter?


Process control concept

Everyone hopes for the “perfect” yard with no weeds, well maintained, and the envy of the neighborhood. This utopia is possible with a lot of effort. When your neighbor’s yard is the opposite, it can devalue your efforts and diminish your contribution to the block.

In business, our peer groups will have dandelions just like you. They may display the “perfect lawn,” and with some close inspection, you will find a weed or two. The point is, do not critique someone’s lawn until you have begun to clean up your own. When you express an opinion that someone is doing something wrong without improving your own situation, be prepared for kickback. It will be equally as easy to find your weeds as you found theirs. You both can point out and show each other’s flaws. However, by showing you are willing to pull some of your own weeds and apply some weed killer, your neighbor will appreciate you more. He or she may follow your example and accept your observations.

Noticing a lawn full of dandelions is easy. Pointing them out to your neighbor is simple. Making your yard clean is more difficult. How can you blame your neighbor for his dandelions when yours are seeding the neighborhood? Just try to understand your neighbor’s dandelions after you have pulled a few of your own.

Good luck, and keep weeding!

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Lean Principles Of Waste In Engineering



Can engineering benefit from the lean principles of waste? The simple answer is yes!

To begin, what are the lean wastes?

TIM WOOD — Who Is This Guy?


principles of waste, lean waste, wastes of lean manufacturing
  • Time
  • Inventory
  • Motion
  • Waiting
  • Overproduction
  • Overprocessing
  • Defects
Classically defined as the seven wastes within the lean principles. With a little imagination and a dash of common sense, engineering teams can use TIM WOOD as a friend, making things flow better and driving improvements.

Time — It’s Ticking In Your Head!


Clock, time concept

Do engineers waste time? NEVER!!! Are you sure? How long did it take you to look up a part number for your last project? Have you spent hours on the internet combing for the perfect transformer? Did you rework the drawing because it was missing information? All of these take time.

Time is an engineer’s best asset. With any project, more time is always preferred. Despite our best efforts, everything has a deadline, and you will be out of time. So why do things take so long to accomplish?

Much like production, everything an engineer does has a process—formally or informally. If your process requires you to do unnecessary tasks or wait in a queue for information, it all takes away from our time.

Review what it truly takes to complete a task versus the total time to complete an action. The difference is your opportunity. How can you make tweaks or eliminate wasteful tasks to improve your time?

Inventory — How Can Engineering Have Inventory?


Engineer looks at inventory on shelves

In the classical sense, engineering typically does not have dozens of parts on their desks or stacks of products on the shelves.

How many projects are on your desk needing your attention? How many drawings need revisions from production markups and changes? Do you have software programs written for customers? How many documents need approval?

Each of these “soft” products is inventory. Thinking broader, any accumulation of work ahead of you is your inventory. The more projects, tasks, and activities on your desk, the higher the inventory for you as a worker. How do we deplete inventory?

For administrative tasks, plan a time every day to work through the tasks. Approvals in the ERP system are complete at 9 am each day. Drawing reviews are scheduled at 2 pm on Tuesday. Some days you may have five or more of these tasks, and other days you may have none. Scheduling your time to complete these tasks is essential.

Larger tasks can be managed the same way. Use large blocks of time with no meetings to eat the elephant one bite at a time. Make sure you take action weekly on these tasks to prevent overwhelming inventory numbers.

Finally, do you need to do this task at all? Delegate or eliminate the work. Is it necessary? Am I the right person to do it? If the answer is no, get rid of it!

The goal is to minimize your inventory and focus effort on where you add value.

Motion — Do I Need To Leave My Chair?


Businesspeople walking at work

Unlike production where work may be completed in different physical locations, engineers typically work in their station and may even be sedentary. So how do I eliminate motion?

Do you walk to meetings twice a day in a different part of the building? Do you need to cross the room to use the copier? Are you required to deliver signed documents to another member of the team? Is your telephone or headset across the desk?

Motion is trickier in an office setting; however, with some creativity, you can eliminate the waste. Can my meetings be scheduled back to back to keep from leaving your office as often? Do I rearrange my desk for better optimization of my mouse, keyboard, phone, etc.? Think outside of just walking back and forth.

Waiting — Why Can’t I Get Any Answers?


Engineer waits at his computer

​How often do you need to wait for a customer to agree to a specification? Does accounting owe you a price for the transformer you are quoting? Is your boss sitting on the drawing approval needed to submit to the customer?

Each time an engineer waits for an answer or another process, this leads to waste. You cannot proceed without someone else’s action. You rely on someone’s actions to complete your own.

How do we eliminate waiting? It is inevitable to be waiting on someone. Can you send an email ahead of time asking for their help to approve the drawing? Could you call your customer asking for clarification versus sending an email? Could you walk something to the accounting department asking for their attention?

Find ways to eliminate or minimize wait times. Take proactive actions to ask for assistance. Ensure all the necessary information is available to the next person in the process. Look for those subtle little items that add up over time.

Overproduction & Overprocessing — Why Do More Than You Are Asked?


Overproduction concept

​Both of these wastes involve doing more than what is expected. Throughout my career, I have been encouraged to under-promise and over-deliver. Why?

Of the wastes, I would say these two are the most difficult for engineering. We are expected to (over) produce products that exceed customer expectations.

Experience will tell an engineer when enough is enough. Over-designing a solution is a waste. Making more drawings than are necessary is a waste. Look for opportunities where you are handling the same item more than once. Can I do both tasks at the same time?

Be careful of the trap of tinkering with a project simply because you have time. If your work is complete, meets the need, and is robust, stop. Continuing to tweak is an example of overprocessing. Learn from your mentors what finished looks like!

Defects — I Hate Doing Something Twice…


Engineer writes something down on his clipboard

Defects are an enormous opportunity for anyone to eliminate wastes! Who likes doing the same task twice because it was wrong? If an engineer needs to do rework, the results are wasted.

Similar to the goal of “zero” safety incidents, engineers need to strive for perfection. This goal is philosophically correct, and reality shows our human side. Mistakes will occur.

How do you eliminate these defects? If you make a mistake, begin by correcting it, and follow up with changes to keep the mistake from returning. Write a procedure, make a checklist, and educate yourself (and your team) to prevent the error. When you have “extra time,” check your work. We all get tunnel vision on projects, so taking another step to verify your efforts is valuable!

When mistakes occur, learn from them. Do not swipe them aside as a trivial element of your work. Take time to make improvements to eliminate the chance of error in the future. We all make mistakes… Some of us learn to keep from repeating them repeatedly.

Is TIM WOOD My Friend?


Continuous improvement business concept

The concept of eliminating wastes is paramount to a lean journey or continuous improvement. Look around every aspect of life, and you will observe wastes. Knowing what wastes look like is the first step. Your best opportunity is to find ways to eliminate them from your work. Make something better, eliminate an unnecessary step, error-proof your processes, and make things better.

So is TIM WOOD my friend? For years, the answer was no. I had no time for him in engineering because he worked in production. Now that I see him clearly, I embrace him and use him to make me, my team, and my company stronger.

YES — TIM WOOD is my friend!


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Lean Principles Of Waste In Engineering

Engineering: Making Connections With A Group Of Introverts



Let’s face facts… Most engineers are introverts. We tend to be quiet, reserved, thoughtful, and recluse.

The old joke — how do you identify an extroverted engineer? She looks at your shoes instead of her own.

Now, not all engineers are introverts, and I understand this distribution. In my career, the extroverted engineer is a rarity on a team. I have known a few extroverted engineers, and they are fantastic! Many of my best engineers have been these introverts. How do I connect with them?

Energy Is The Key…


Introversion and extroversion concept

​A common misconception is introversion means shyness or a wallflower. Extroversion is the class clown or outspoken person on the team.

Terry Tipple, Tipple Consulting, taught me an invaluable lesson. Introversion and extroversion are based on energy. Introverts recharge batteries inside, and extroverts are fueled by the people around them every day. I have known very outspoken introverts, and I am one myself. I have also known quiet and reserved extroverts as well who simply like being with people.

How do you make connections with these introverts?

Play On Their Turf.


Engineers talk at work

​Because an introvert must exert energy in a social setting, they often need time to recharge before their next encounter. As a result, big meetings with many people may cause an introvert to be quiet and reserved. Sitting in an open office where chatter and conversations continue all day long is draining. Typical extroverted business roles in marketing, sales, and management can drain an engineer’s energy throughout the day.

When you know you are working with an introvert, come to their terms. Meet them individually to allow them to interact on a smaller scale. One-on-one conversations are simpler than these complex, multi-faceted meetings.

Give your introverts time between important discussions. Allow them to reflect, percolate ideas, and develop their thoughts. Attacking an introvert with a barrage of questions without that downtime is ineffective. Provide them the space to recharge a bit.

Defeating The Stigma Of Introversion…


Engineer writes down some notes

Because someone is quiet and reserved in a social setting does not define that person’s contribution. Often, the silent thinking person can offer great insight. They observe and refine. Their mind processes various pieces of information drawing conclusions from the various thoughts.

Being quiet and reflective can take similar energy as the boisterous person speaking for 30 minutes without a breath. Refraining from reacting to an action can allow for great insight while developing a response. Being the center of attention does not define success.

Step One: I Am Jim, And I Am An Introvert


Introvert concept

I was once described as a wallflower, and in many ways, I still am. I keep quiet in some situations, and I often reflect on the big picture before speaking my mind.

Would you be surprised I am a bass player in a successful cover band playing nearly 100 shows a year? Most weekend nights, I rock out to my band’s favorite tunes for dozens and hundreds of people. I put excessive amounts of energy into my performance. I confess: I have to work at this because it is not my default behavior.

I am deeply introverted. When tested, I bury the needle on these attributes. Yet, I can lead a team or perform for hundreds of people. I spend a lot of energy meeting the extroverts at their table. However, the next day I am exhausted. I need time alone to recharge and repair myself. After two weekend concerts with the band, I am a slug.

Extroverts — How Can You Relate?


Two engineers shake hands

Since your energy derives through interacting with others, meet us introverts face to face in a smaller setting. One-on-one helps. If you want our input in a social setting, do not call us out in front of a group. Ask us individually.

The big thing... do not judge our silence or reservations as noncompliance or competency. Give us the room to breathe, process, and assimilate. When you recognize our retreat, do not go in for the kill—allow us to back up and regroup. Attack will simply drive us deeper into our safe zone.

In all seriousness, simply give introverts a chance to process information. You may be pleasantly surprised by what we can offer. Our insight can lead to new ways of thinking. Giving us space allows our process to flow.

Can An Introvert Survive?


Professional women talk about an engineering project

The answer is yes. We are capable of thriving in an extrovert’s world. Sometimes, we need to act like our counterparts in situations that require us to be more open. Other times, we can use our introspection to see clearer views of the situation. Our alone time to recharge batteries is our superpower.

Introverted engineers unite! We collectively solve many of the world’s problems! We can be powerful forces in business to drive amazing results. We can overcome our “shyness” by providing unique insights. We can make a difference.

I recommend we introverts use our gifts and continue to change the world… even if only from the shadows!

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Executive Spotlight: The Biggest Misconception About Your Job



There are misconceptions about every job. And the longer you stay in the same line of work, the more misconceptions you'll hear from those not familiar with what you do. Executives in particular have had many years to discover the misconceptions about their work.

We recently asked our leading executives what the biggest misconception about their job is—to gain some insight about their profession.

Here are their responses...

Jim Black, Engineering & Technical Executive


Engineers work on computers

I am an engineering executive, and I am very technical in nature. I also admit I am a NERD. My job expects me to be a nerd, and I know many things. I lead a highly specialized aviation testing group with over 100+ years of experience. These men and women are the best in the industry. I work every day to keep up with their expertise as an outsider.

The misconception about my line of work is simple... I rarely have all the answers. I need to rely on my team, my peers, my network, and my friends to share ideas. By collaborating with my team, I can find solutions. By working with peers, I can help guide the group to improve. Friends and colleagues often lead me to new insights and better ways of thinking.

Engineers come off as "know-it-alls" and experts in their field. We did not get there overnight. We worked with many people and collaborated over time to gain this expertise. Very, very few engineers and scientists are like "Sheldon Cooper." Many of us work with great people to share ideas and develop new solutions for today's problems. Our secret weapon is our ability to collaborate and combine experiences. Rarely do we work alone or have brilliant ideas given to us by divine intervention. Our solutions require hard work and sharing with others.

Jim Black is an engineering professional focused on the development of technical professionals. He is also a professional bass player.

Andrea Markowski, Marketing Executive


Marketing team does a market and audience analysis

Some people may think that marketing executives spend all day placing advertisements. Advertising is certainly an important ingredient in the overall marketing pie, but it is only a small slice.

The supporting crust of the marketing pie is an in-depth understanding of the target consumer and how to best communicate to them the value of a product or service. This is done through loads of research and data analysis (the ingredients) that inform strategies (the recipe) and, ultimately, actionable tactics (assembling the pie).

One of those tactics is often paid promotion in various channels, AKA advertising, which is viewed as the whipped cream and cherry on top!

Outsiders usually only see that delicious pie topping and don’t realize all the work that went into baking the pie that supports the topping and makes it appealing enough to eat. Bon appétit!

Andrea Markowski is a marketing director with specializations in strategy development, digital tactics, design thinking, and creative direction. She has superpowers in presentations and public speaking.

John Schembari, Senior Education Executive


Man on laptop listens to a teacher

Since schools tend to seek out consultants during periods of challenge, they often are looking for quick fixes to their problems and expect education consultants to direct them accordingly. While expedient, client schools won’t grow in their expertise around best schooling practices and/or systemic processes if consultants "tell" schools how certain opportunities for school improvement should be addressed. Consultants aren't the people necessarily doing the day-to-day implementation work; long-term positive change happens best, therefore, when staff is consulted/vested in the next steps.

An education consultant serves as an outside thought partner when looking at school/community-based data, listening to stakeholders about wants/needs, and helping schools develop effective strategic improvement plans. Yes, education consultants should share knowledge of best practices gained from having worked within many school settings but, ultimately, the chosen course of action needs to be owned by the school. It is the consultant's responsibility to follow up consistently with the client, throughout the length of the contract, to ensure that improvement milestones are being met. Good education consultants work themselves out of a job.

John Schembari is a current K-12 teacher/school leader academic improvement coach and former school building and district administrator. He loves to draw, travel, swing dance, and read nonfiction.

Lisa Perry, Global Marketing Executive


Digital marketing concept

Unfortunately, there are many misconceptions about marketing. Too many to list here. The biggest misconception about marketing is that it is an external activity. For example, if you have a campaign, advertising campaign, or email campaign, these are external activities. Marketing is an internal process of exploring, creating, and delivering value to meet the needs of a target market in terms of goods and services. It’s the strategic work you do, figuring out who your customers are, what their needs are, where they are, and how to communicate with them. Make no mistake, marketing is a leadership function that, when done correctly, will develop the strategies that drive lead generation, conversions, fulfillment, and revenue.

Lisa Perry helps companies build leadership brands, driving loyal customers & delivering profitability. She does this through a process that builds brands consumers love. Her goal is to help companies develop, monetize, and grow their brands.

Dr. Hannah Hartwell, Learning & Development Executive


Learning and training concept

​One common misconception about learning and development is that “everything” can be solved with training; that is, offering training is the only way to solve business problems. It’s empowering for professionals to think training can have such amazing business problem-solving skills. However, training is not always the solution. I would need to ask more about the business problem, including the direct impact, the audience, the resources available, and the desired timeline. Often when I meet with clients and colleagues, we figure out more appropriate solutions—sometimes it’s training but not always.

Dr. Hannah Hartwell is a learning and development executive and change management practitioner with 15+ years of business transformation experience in the healthcare, pharmaceutical, higher education, and professional services industries.

Carla Biasi, Personal Stylist


Personal stylist helps a client pick out some clothes

The biggest misconception is that we shop all day. While we do shop to learn about current trends, merchandising ideas, and services, we study trends and learn how to incorporate them into everyday living. We study color and body type analysis so our customers look and feel their best.

We understand the human psyche and how to work with people of different backgrounds and personalities. Stylists help individuals build confidence and self-esteem. We work with their concerns and create images that propel people forward.

Our financial skills include creating budgets and how to save our customers money.

We are professional and can earn certifications.

Personal stylists can truly wow the executive community.

Carla Biasi is a personal stylist living on the Mississippi Gulf Coast. She currently has her own business and works part-time at an upscale women's boutique and as a virtual and kit stylist for a women’s specialty brand.

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Is It Better To Be “Right” Or “Right Now”?



In business, time is money. Wasted time is a LOT of money. When you are completing an assignment, are engineers better off getting their work in on time or getting it right the first time?

Lessons From An Engineering Manager


Engineer talks about a project at work

In my day-to-day efforts, I need to balance my team’s execution versus their effectiveness. I have deadlines promised to the organization, and I strive to exceed these dates. I push my team to improve their performance by executing to their commitments.

Timing is great when everything is perfect. What happens when something is wrong?

Engineers are strangers in the business world. We think differently than others. We train to solve problems scientifically. We are often perfectionist striving to ensure everything is just so. Dates are a suggestion against developing the perfect solutions. We do not compromise.

Perfection is an ultimate goal. If the solution is six months late, what value does it bring for being perfect?

Tinker, Tinker, And Tinker Some More...


Engineer on laptop tries to figure out a problem

Many colleagues are tinkerers. They twist, turn, pull, and push to ensure everything is perfect. Precision is our king! They continue to work out minute details to the deepest degree.

Many in business find this behavior annoying. Analysis by paralysis is paralleled. Why can’t these engineers make a decision?

Engineers by nature want to be right and provide perfection. Often, this need leads to their own detriment.

So What Is Right?


Engineers work on computers

Business needs to move forward, and deadlines must be kept. Customers expect results on the day published. They want their stuff.

The same stakeholders also want their product to work. Mistakes are unacceptable, and functionality is required.

So how do you choose between right and right now?

Lesser Of The Evils...


An engineer's supplies

In many cases, I can negotiate with a customer for more time. I cannot bargain for function. The product must work well to fulfill the customer’s needs. Make it right the first time.

Sacrificing time for function will pay off dividends. The balance of being late can be offset by correcting mistakes later in production, by providing a product that does not meet specification, and by avoiding any sort of rework. Costs of a mistake late in the development cycle of a product can costs 10X, 100X, or even 1000X dollars to correct. The earlier these errors are discovered, alternatively how “right” it is from the beginning, the less expensive to correct.

This opinion does not provide carte blanche to engineers to take all the time in world. Remember, time is money. Being late to be right cannot always happen, and time is a finite resource. Sometimes, you must compromise a little perfection to maintain timelines.

How do you choose?

Giving Up Control Over Perfection


Engineers plan out a project

Each engineer within his or her career must learn the balance between time and perfection. Sometimes good enough is everything a project needs. Other situations require perfection.

Most people will explain this balance is only learned through experience. Over time, “you will figure it out.”

My best advice to any engineer is to be curious and ask questions. Ask your boss, what is most important to her agenda What is critical to the customer specification? How do I know what is important to get right versus having it complete right now?

Advice From A Sage...


Engineer shakes hands with a customer

Below, I have included a few “rules of thumb” to begin your journey.

If safety of another human being is a concern, lean towards perfection. Human life is far more important than a penalty for being late. If you feel something needs more effort to keep someone safe, take the extra time and the hit to protect your integrity.

When product functionality is paramount to customer success, take the extra time. Similar to safety, you must choose what is right. Making the product stronger with the additional effort will outweigh the penalties in most cases.

Trivial items are the places to relax on perfection. Is a bolt length 10mm or 12mm long? In many cases, the difference is miniscule. Knowing what is important versus trivial will help engineers maintain their schedules without sacrificing product integrity.

If you need to ask yourself, "Do I need to do more to make this 'right' and will anyone care?" then place the extra effort on this topic. If the decision seems trivial, ask your boss or a senior member of the team their opinion. If you cannot sleep at night knowing something in your work is not measuring up to your personal integrity, add the effort.

Early in your career, your choices are not clear. You will make mistakes. I recommend making them on the side of caution… making it right the first time. You can always ask for forgiveness on delivery; however, apologizing for an error requires much more effort.

I walk a line between both worlds as an engineering executive. I need things done NOW to satisfy my customer, and I need output to be accurate. I cannot always have both. When in doubt, I will defend my engineers who make it “right” versus the one who cut corners to make it on time. Right comes with much less risk to the customer… unless perfection becomes an obsession.

Strive to “make it right” every time, and over time, you will learn to exceed your committed dates.

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Revision Control – The Foundation Of Any Engineering Effort



What is revision control?

Simply put, revision control is the management of changes over time. If an object is released for use outside of development, a revision is initiated.

Whether you are writing software code, developing a CAD drawing, modifying a product or its tooling, and even editing a document, each time a copy is released from the governing task a revision is introduced. Controlling these various versions of a unit is critical to engineering success.

Why would something as simple as knowing a revision be so critical to engineering efforts?

  • Product Recall – consumers need to know if their product is good or bad. The revision will provide these details.
  • Consistency – by following a single revision, efforts are consistent across the board with the defined specifications.
  • Tracking Efforts – if everyone has a document with the same name and is working concurrently, how does the group know what is the most accurate and up-to-date version?
  • Maintaining Control – with a strong revision scheme, your processes will remain in control allowing improved efficiencies within the confines of the activity.

Lessons For A Young Intern


Engineer, architect

My first exposure to revision control was drafting for a major automotive OEM. At 19, I was creating and modifying drawings for major brands. I had power I did not fully understand—my lines and numbers on the page would influence thousands of products within a single platform. This new authority meant my mistakes would also perpetuate through the system.

I would handle dozens of drawings per week to either create a drawing or revise an existing product. I had the responsibility to capture engineering concepts and present them on this sheet of paper. My actions directly controlled how items were manufactured.

Each and every single change on this paper needed to be documented. If I moved one arrow, I needed to identify the change. If I added a line, deleted a circle, or even changed the color of an element, I was responsible to capture these changes within a revision to the document.

If I made a mistake, everyone knew it.

The 4 AM Call… From Chester


Man revises something while working

We had checkers on staff who would review every single drawing for detail. Comparing the old to new drawing or reviewing a brand new design, these checkers were responsible for accuracy. Chester was the toughest, and he abused his power.

I had recently made changes to an engine block drawing of approximately 20 pages. I had moved a bolt circle and some additional changes. Inadvertently, I made some modifications to the main area of the drawing when I made my final submission.

The phone rang on my desk (before cell phones and IM), and Chester was on the other line. He was not happy with me, and proceeded to scream, yell, curse, and berate me for 12 minutes… and it felt much longer. Each and every mistake I made was a “you dumb #$%*, how did you miss this?” question. I felt terrible.

Two hours later, the drawing appeared on my desk from a runner. I unrolled the paper, and it bled red ink. One marked up mistake after another. Some pages the redlines overtook the actual lines drawn in CAD.

One final message on page one… “You need to change the revision. You can’t collect these mistakes under the old rev. Fix it – NOW.”

I was scared I was going to be fired.

The Lesson


Revision concept

When I finished wiping up the blood (red lines), I submitted a new revision of my drawing. I worked tirelessly to ensure I got every markup Chester made. I printed and reprinted copies of the drawing to ensure each line was perfect. I sweated as I walked down the hall to his inbox. Dropping my drawing package in his office, I ran away fearing the worst.

Two days later, a bundle of drawings appeared on my desk with a note. The handwriting was unmistakable, it was Chester. “Much better kid. Two more quick things, and submit for approval. You learned your lesson.”

Whoa… I dodged a bullet.

Why Is This Important?


Engineer types on his laptop

While developing “work” within the team, revisions can become cumbersome, and they are often ignored during the creative process. As soon as you submit something to anyone outside of your group, you have released a version of your work product. You cannot control where it goes, who sees it, or who can change it. You lose the ability to protect the information.

By adding a revision each time something crosses that control line, you are taking a snapshot of the history of the product. You are recording the status of this object on this date and time. You make it a piece of history.

When someone returns with questions about this product or unit, you cannot control how they received the information or how it was manipulated. You can only control how it left your hands. Knowing what state an item is when you release it can eliminate many mistakes and arguments. It can also save you from litigation.

How To Manage Revision Control


Woman organizes papers and documents

Many people will think it is easy, and at its core, revision control is simple. The discipline and execution are hard… because of humans.

A simple rule to follow: if you change something after it leaves your control, revise it.

For example, I write you a letter confirming an agreement we made over a phone call. I send this letter to you for review before we sign it making the agreement official. This letter is in its original state when I release it.

During the review, you find I mistyped your company’s price by transposing two numbers. Nothing major, correct? I just fix it and send a new letter. We agree upon it, and we sign the letter. Two years pass, and my company wishes to invoice you per the agreement. You have two letters in your possession—the original and the revised. Which price is right? What did we agree upon? Neither of us can find the signature copy. Which value is correct?

Had a revision been included in the letter moving the original copy which we will call “A” to the revision copy “B,” the difference would be immediately resolved. “B” supersedes “A,” and I have a record of the change.

This example is overly simple to prove a point. Do you agree this revision control issue is exponentially worse in a multi-piece assembly similar to your car, an airplane, or even your cell phone? Add in layers of software and variations due to assembly, and the identification of your product becomes more challenging. Having robust revision control will save you significant effort in the end.


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Executive Spotlight: How These Leaders Have Changed As A Result Of The Pandemic



The disruption caused by the COVID-19 pandemic spurred change across every industry. Businesses had to change, and so did workers—especially leaders, who also had to facilitate change within their organization. We recently asked our leading executives how they have changed as professionals as a result of the pandemic.

Here are their responses...

Jim Black, Engineering & Technical Executive


Man leads a virtual team meeting

At the beginning of quarantine, I hated working from home. I put in extra hours, I disliked people instant messaging me all day long, and I loathed the isolation. Even me as an introvert. After about 12-16 weeks, my entire demeanor changed. I found my stride. I enjoyed virtual team meetings with my engineering staff. I found ways to keep myself engaged and involved despite my physical location. I worked to be productive despite being alone. I found an interesting fact: I was more productive in this environment.

Since returning to work, I spend the majority of my time in the office. We have a policy where employees can work from home up to two days a week. I cannot every week; however, the weeks where I can work from home now are so enjoyable. I get many tasks accomplished, I remain connected, and I avoid my commute. I actually miss the quarantine occasionally.

Jim Black is an engineering professional focused on the development of technical professionals. He is also a professional bass player.

Kathryn Marshburn, Music Program Manager


Executive looks out the window while working from home

From my recent work at a major music streaming corporation, I have observed changes within the Gen Z and millennial co-working spaces, where there is an openness to talk about mental health and work-life balance issues. These groups approach work differently than generations before them. These two groups work extremely hard and are overachievers; however, they are acutely aware of wellness after the pandemic.

For example, as a program manager, I had the pleasure of managing eight cross-functional teams, and part of my responsibilities included gathering teams to share results. As I looked at each team member's availability on their calendars, I often saw time blocked off for “Therapy” or “Counseling” and even “Workout Time.” These did not exist pre-pandemic, and I love this shift. Almost a more vulnerable type of communicating is now encouraged by executives, complemented by shifting company priorities, and it has created a more open form of comms exchange. Successful teams are paying attention to their own wellness and taking control of their mental health as a community.

Kathryn Marshburn has spent 12+ years in the music and gaming industries guiding teams on identifying targeted goals with an agile approach resulting in driving revenue and reducing risk.

Lisa Perry, Global Marketing Executive


Woman works from home with her dog

The most significant change I’ve experienced as a marketing executive due to the pandemic is that I feel like I get to have it all. Prior to the pandemic, I spent on average three hours a day in LA traffic driving to and from work. I left for work at 6:30 am and got home at 8:30 pm barely getting any time with my girls and husband. The cost of gas, the wear and tear on my car, the frustration. It takes a toll. A typical day included greeting my team, back-to-back meetings, and lunch with co-workers.

Life post-pandemic is very different. I am home! I see my girls, husband, two labs, and my cat every day. If my girls have questions or need me, I’m there for them. If I need to take my girls or my pets to the doctor, I can do it now. I can manage my work and my family life, no problem. My days are full of Zoom meetings, blurred background with kids and dogs scurrying behind me as I work. I still go into the office two days a month and interact with my co-workers.

Lisa Perry helps companies build leadership brands, driving loyal customers & delivering profitability. She does this through a process that builds brands consumers love. Her goal is to help companies develop, monetize, and grow their brands.

Percy Leon, Digital Media Content Executive


Digital content creator records a video

I've always been a professional content creator/filmmaker, but the pandemic has really changed the way I work. I used to be very reliant on in-person interactions with friends and family to help me come up with ideas and film new videos. However, since the pandemic started, I've had to get creative with my content. I've started using my family and friends as resources for new ideas, and I've also started filming new videos by myself. I also started doing a lot of micro-learning on subjects that would help me in my career (video editing for YouTube, TikTok, professional development [Executive Online Presence]). I have also been learning as much about Web3.

This has been a big change for me, but it's one that I've really enjoyed. I'm much happier with my work now, and I feel like I'm more fulfilled as a content creator. The pandemic has definitely changed the way I work, but it's also made me a better professional.

Percy Leon is a digital media content producer specializing in educational technology and entertainment. He is interested in web3, metaverse, and the use of virtual reality for storytelling.

What's the number one way you have changed as a professional as a result of the pandemic? Join the conversation inside Work It Daily's Executive Program.

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How Playing TETRIS® Teaches Lessons In Strategy



Nearly every day, I play TETRIS® “B-Type” to awaken my brain. The games are short, and my goal is to clear three consecutive games.

Playing helps me with focus in beginning my day. The more successful I am at reaching my three-game goal, the more focused I know I am. Days when that goal is a challenge, I recognize I may not be fully present.


The game teaches me to remember strategy. As an engineering executive/project manager, strategy plays into my work daily. I am continuously working on how to position my team for the next challenge, how to prevent problems, and moving assets into place. Sound familiar?

What Is B-Type TETRIS®?


B-type Tetris

TETRIS is a geometric puzzle where pieces of various shapes drop to form rows. Each shape is made of four blocks, randomly presented for placement. When a row of ten blocks completes, they clear from the game board. Clearing multiple rows is strongly encouraged, and when clearing four rows in one placement, you have earned a “TETRIS.”

B-type TETRIS begins with random blocks and pieces already in place. The blocks fall to clear the “mess” given by the system. Users may select speed of how fast the blocks fall and select the level of height of the predefined blocks.

Winning B-type TETRIS is achieved by clearing 25 rows before stacking the pieces filling the board. If a piece falls immediately colliding with another piece, the game is over. When you win, the game rewards the player with clever Russian-style graphics.

TETRIS® & Strategy?


Tetris electronic game, video game

Project management and engineering are similar. Required work has a series of constraints at the beginning of every project (random blocks placed on the board). Each project is within a predefined time schedule (speed of the game). Each unplanned act of people or assets creates challenges (random pieces generated by the game).

Your goal as a leader… clear your 25 rows before ending the game. In a perfect world, you will clear rows cleanly eliminating all preplaced blocks at the same time. The execution of your project clears the game board.

Taking One Row Making Small Progress Versus A Full TETRIS® Clearing Multiple Lines?


Tetris

My goal as a teenager was to clear four rows with a “TETRIS” every single time! You build these patterns and drop a straight piece clearing four rows simultaneously! The screen blinks beautifully signaling your victory!

With B-type, you have the reality of obstacles. You cannot always build the perfect four-row structure to clear everything at once. You need to work sometimes one row at a time.

Working one row is more time consuming. You carefully place blocks into structures to eliminate your 25 rows with individual placements.

Building for the TETRIS takes strategy. You sacrifice clearing a row to allow the height to accumulate. You place blocks hoping to drop the straight piece and clear the rows. Then reality hits…

The system randomly generates blocks. What if the straight piece does not come? What if you only get square pieces three times in a row? How do you win if the system will not provide the piece you need?

Enter strategy… you may need to sacrifice the TETRIS you are building and only clear one or two rows. Other times, you may risk continuing to build height of the structure making losing more probable.

As a leader of multiple projects, I typically take the quick victories and clear the obstacles as I can. Making small progress is often better than losing the game entirely. I work through the little pieces in hopes the bigger issues will resolve themselves during the process.

When responsible, you need to weigh your options carefully. Make sure any single points of failure (the straight piece) has a back-up plan. Going for gold is sometimes your only choice. Simply step back and be prepared to pivot when the game does not deliver.

Waiting For That Perfect Piece To Clear A Roadblock…


Tetris puzzle pieces

With the predefined blocks set at random, the game often shows the player the perfect shape to clear a problem. The shape teases you showing how easy it is to clear the jam and provide more room on the board. It taunts me.

In complex projects, leaders often rely on the perfect piece. Sadly, the random pieces do not always come through. I have had some luck in my career in finding the perfect piece to clear my rows. More often than not, I work with what the game has given me.

If the game does not provide the perfect piece, how do you respond? You need to sacrifice a long-term goal (building a TETRIS) with a short-term gain (clearing one row). Leaders must recognize this missing element, and the hard choice is taking one row versus four.

What Happens When You Cannot Clear Your Lines?


Tetris video game

I lose more than I win. Somedays, my mind is unfocused and I do not win a single game.

I always work to build the lines and clear them consistently. I risk building a taller structure versus the consistent wins. My stack gets too high, pieces collide, and I lose. GAME OVER.

Is it really? I can press start twice and begin again. New game, new random pieces. I can change the rules by slowing the speed or lowering the height. I can manipulate variables to help me win.

Me, I am stubborn… fastest speed and tallest height every time. And I lose. Why do I continue to play with these constraints?

Projects come in all levels of complexity and development cycles. Most projects are highly complex and have just enough time to complete. Then, you add the random elements you did not anticipate.

In projects, you will fail. Missing a deadline, failing a test, forgetting a requirement, and simply missing the mark. Depending on your response, you can recover. You can ask the customer to play again. You can adjust the parameters. You can accept 23 of the 25 lines as success.

You can learn from the game not everything is a zero-sum total. You can plan for everything to be right and still miss because the perfect piece never fell. You can build that structure and create a collision.

By learning these lessons, I make better decisions in subsequent games. I learn from the mistakes when I play again. I never truly lose.

How Is Any Of This Gameplay Relevant To Me?


Tetris puzzle

TETRIS® is the mechanism I chose for some entertainment. Some fun as you read my words. The game is not important.

Projects are never linear; they are geometric. Time rarely runs in your favor and is often behind when you begin. The roadblocks to success provide obstacles within your path. Random pieces will fall towards you during the project.

The lesson… learn from the mistakes and make better decisions within the game. Use the applied knowledge for the next play. Take risks when it makes sense, and choosing quick wins can reap rewards.

TETRIS® is an amazing game, and the game will be played many decades from now. I enjoy the three-minute challenges it presents me daily. I love how it reminds me of life lessons to apply in my work. I challenge you to look at something you enjoy and see lessons it teaches you. I encourage you to play TETRIS—it may help with your strategy to deal with life’s challenges.

Good luck, and clear those lines!






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How Playing TETRIS® Teaches Lessons In Strategy

Executive Spotlight: How Different Industries Are Reacting To A Shifting Economy



For the first two quarters of 2022, we have seen the market contract. This is considered a sign of a recession. To shine some light on what this means for you, we asked our leading executives how their industry reacts to a shifting economy.

Here are their responses...

Jim Black, Engineering & Technical Executive


Engineers work together on a project

For my industry, we are playing things very simply. The aerospace market is rebounding, and our business follows this trend. We are continuing with a growth mindset; however, we are more prudent with capital outlay. As more orders are released, we will make more investments. We are simply being more mindful of what and how we spend until the economy shows an improvement.

Jim Black is an engineering professional focused on the development of technical professionals. He is also a professional bass player.

Carla Biasi, Personal Stylist


Personal stylist helps a client pick out clothes to wear

The fashion industry is focused on sustainability. It's not only good for the environment but helps during tough market conditions. For example, White House Black Market is having a denim recycling event this month. They are rewarding customers for donating jeans they don't wear and receiving credit dollars on their accounts. Other brands are offering similar incentives. This helps fewer clothes end up in landfills and gives shoppers the opportunity to spread their shopping dollars further.

Consignment shops have become quite popular. Clothes, shoes, bags, and jewelry can be sold to stores, and the seller walks away with cash in hand. Jewelry stores have vendors that will buy silver and gold so clean out your jewelry box.

It's a win-win situation for everyone. Prepare for a recession by cleaning out your closet.

Carla Biasi is a personal stylist living on the Mississippi Gulf Coast. She currently has her own business and works part-time at an upscale women's boutique and as a virtual and kit stylist for a women’s specialty brand.

Melodie Turk, Learning Experience Executive


never stop learning concept

Learning and development isn’t a necessity (or so they say), so when profits are down, this expense generally gets cut. The learning and development industry usually doubles down on the retention investment argument, which is important but lacks the change in focus to win the battle. Good leaders already know that learning and development can really be an asset, but during lean times the argument loses priority.

What we really need to do is become a partner in adding to the bottom line. If you need to cut staff, the learning team should partner with employees to increase resilience. If you need employees to take on extra responsibilities, the learning team should partner with employees to help them manage their time really well. If you need leaders to take on unique challenges, the learning team should partner with each leader to strengthen the skills they need for that challenge.

In lean times, we sometimes forget the capabilities of learning and development and only remember the regular training and cadence that has been in place. Learning teams can continue that regular cadence staff are used to, which creates stability in a changing environment; while offering new content, specifically designed for the issues at hand.

Melodie Turk is a learning experience executive with a unique background in the learning and development arena as well as change management. She is passionate about bringing change to the workplace—change that is meaningful and change that will last.

Lynn Holland, Business Development Executive


Business professional talk during a work meeting

I recently joined a Boutique BPO (business process outsource) provider that caters to small to mid-sized organizations to affordably supplement back-office processes and upscale frontline service, support, and sales.

Here are three ways they give agility and insulate operations in volatile times:

1. Enabling seamless restructuring for staffing

Seamlessly transitioning essential W-2 front line to mid-management staff to 1099s in their respective roles, achieving needed P&L adjustments and business continuity.

2. Delivering the workforce agility of a race car

Swiftly standing up and activating technology, flex staffing, and workforce management for virtual or hybrid operations on demand, seasonally, or ongoing.

3. Facilitating re-envisioned and re-tooled or optimized operations

Delivering efficiency and service excellence in one of two ways:

  • Pairing an existing process flow, training curriculum, and tech stack with consultative experts, skilled staff, deep analytics, and best practices.
  • Deploying an expert team to customize and execute the customer journey, onboarding and training process, and tech stack.

Lynn Holland is a business development executive with 18+ years of experience taking operational, IoT & retail technologies, products, & consumer engagement to market with a focus in petroleum & convenience retail.

Lisa Perry, Global Marketing Executive


Global marketing concept

Recessions are never fun, but it forces marketers to think outside the box, looking at innovative solutions and cost-effective strategies while juggling resources. Here are three strategies to consider during a recession.

1. Don’t Cut Spending

Many companies will cut their marketing spending during a recession. Fight the urge to cut your spending. In fact, look to increase your spending. Companies that advertise during a recession saw 256% higher sales. Doing so will help you stand out from the competition.

2. Focus On Analysis & Reporting

With the pressure of longer sales cycles and budget constraints, tracking, analysis, and reporting become even more critical during a recession in order to ensure you prove your marketing ROI.

3. Protect Existing Customers

The cost of retaining customers is much lower than the cost to acquire new ones. During a recession, focus your efforts on your biggest asset, your current, loyal customers.

Lisa Perry helps companies build leadership brands, driving loyal customers & delivering profitability. She does this through a process that builds brands consumers love. Her goal is to help companies develop, monetize, and grow their brands.

Dr. Hannah Hartwell, Learning & Development Executive


now hiring concept

I’ve seen considerable changes to the learning and development industry during Q1 and Q2 of 2022, especially around hiring and strategy. Companies are restricting hiring on certain levels. They’re also being more purposeful when making hiring decisions to find the right mutual fit. Another trend is to hire for the role, rather than hiring for future roles.

I’ve noticed changes in the strategy and overall company goals. Companies are concerned about the fiscal and political climate. There tends to be a focus on shorter-term projects, rather than to prepare for future projects that don’t have an exact start date.

Dr. Hannah Hartwell is a learning and development executive and change management practitioner with 15+ years of business transformation experience in the healthcare, pharmaceutical, higher education, and professional services industries.

Sarita Kincaid, Tech Media Executive


public relations, communication, internet, social media concept

Historically, market contractions have served as a bell weather for potential layoffs in the high-tech corporate communications field (analyst relations [AR] and public relations [PR] fields). Until recently, the old adage about PR and AR jobs during a downturn was that these roles were almost always “first to be fired, last to be hired (back).”

However, that’s becoming less and less true as corporate communications professionals are finally being recognized as essential and strategic to the business, something that the professional has worked very hard to establish.

I’ll use the AR function as an example: for too long, AR work has inaccurately been seen as very tactical—teams of people that set up briefings, wordsmith research notes, and act as glorified relationship managers. Nothing could be farther from the truth, but education (in any market) can take time. Great strides have been made over the past two to three years as many companies now see AR not as a cost center but one that can help drive sales by educating and leveraging their network of tech purchase recommenders (aka the analysts!)

Sarita Kincaid is a tech media executive with a demonstrated ability to build and grow award-winning programs. She brings a data-driven approach to influencer relations with a focus on developing strong brand advocates and aligning them with sales programs.

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