Try as I might, I cannot accomplish much in less than three weeks. I think, enough happens after three weeks of work on something that I feel validated in my efforts.
Most of the time, some actions I take make little sense in the operational plan.
I believe you can do more with a realistic assessment of your skills and resources than to have an evaluation with no basis. A baseless assessment creates more problems than starting with a list of questions.
I need to optimize my schedule around the three-week Sprint. I need to close loops and be able to consolidate my documentation. I need to identify how much time it takes for me to execute a high-uncertainty activity and tidily wrap it up into a lessons-learned or a minor win.
That means I have to limit my attempts to two, before calling it a Lesson-learned. Closing the open-loops with what many would consider a failure (in a market filled with exaggeration and overpromising)
Identifying my 3-4 hour windows and locking them down as well as defining my minimum-viable-products. Being able to draw from the sense of accomplishment and closure from this will shore up my weakening sense of agency.
The Dilemma of Overpromising.
Sadly Overpromising is a natural part of the business language. Even if I avoid exaggeration, creating open-ended sentences that mislead, I end up diluting my internal narrative with the same empty phrases. Our finite memory and mental resources prevent us from juggling multiple narratives over time.
The reality is that in a hundred people, a couple or few would consider working with a realistic assessment. A few people in tens of thousands would probably put money on a realistic baseline. To raise those numbers significantly, I would have to employ framing and marketing, and factor the cost of the marketing into the value I am proposing they buy into.
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