Insights
Short lessons, plainly put
A few of the ideas I use most with owners and managers. Each one links to the full guide, free to read.
Write the real question first
"Should I hire someone?" is too vague to answer well. "Do I need 20 more hours of work done a week, and is a hire the best way to get them?" is a real question. Most bad decisions start as the wrong question.
From BBG Owner's Manual · The Dossier MethodSort what you "know" into three piles
Facts you could prove, assumptions you haven't checked, and guesses nobody can know yet. If your plan rests on the last two piles, test the biggest assumption before you commit.
From BBG Owner's Manual · What-If ThinkingDescribe it like it's someone else's business
Write your situation in the third person. The emotion drops out, the missing information jumps out, and you start giving yourself the advice you'd give a friend.
From BBG Owner's Manual · Third-Person ThinkingProfit isn't cash
A business can be profitable on paper and still run out of money, because customers pay later than your bills come due. Know your runway: how many weeks you could cover costs if sales stopped.
From BBG Owner's Manual · Cash FlowEverything goes back to a dollar
Before a new tool, hire or project, ask what it will bring in or save, and how long it takes to pay back. Count the hidden costs too, like training time.
From BBG Owner's Manual · Reality CheckLead with the point
Put the main point or the ask in your first sentence, then the reasons. People decide early whether a message is worth their attention.
From Clear at WorkChoose words that invite a yes
Small word choices change how a request lands. Clear at Work covers which words to use, which to avoid, and what makes people say yes.
From Clear at WorkTalk across generations
Different generations at work often want different things from the same conversation. Learn what each expects before the message goes out.
From Clear at Work