Career
Actively Managing Your Early Career
An Organization’s Vital Statistics
Communicating What You Value
Compensation Considerations Before Changing Jobs or Roles
Creating a Business Case for a New Position
Do You Want to Play or Coach
Employee, Contractor, and Consultant
Envisioning, Building, Editing, or Describing
Exit Paths for Small Organizations
Factors in Job Satisfaction
Gauging a Cultural and Stylistic Fit
Income Management
Job Titles Are Important
Knowing Which Part of the Project Lifecycle You Prefer
Navigating Fat and Lean Years
Pursuing an Entrepreneurial Activity
Reporting to Two or More Managers
Stock Options
The Peter Principle
Thinking About New Tasks
Total Compensation, Hiring, Promotion, and Income Management
What If You Are Unhappy in Your Job
When Have You Made It
When the Former Role-Holder Won’t Let Go
Operations
A Strategy and Execution Framework
Activity Status Transparency
Advisory or User Groups
Automation and Spotting Diminishing Returns
Formatting Data
Growth Strategies
In Which Order to Serve Customers
Institutional Readiness
Is Something Being Used
Mitigating Risks in Vague Projects
Opportunity and Risk in Partnering
Ordering and Restocking
Organizational Brand
Plan for the Breakup
Problem Determination and Resolution
Reports
Single Points of Failure
Stress Test Your Plan
Surveys
Tackling Multifaceted Problems
Test-Driven Development
The Checklist Process
Total Cost of Ownership
Management
30-60-90 Day Plans
A Feature Not a Bug
Adaptive Leadership
An Impulse vs a Plan
Artifacts, Templates, and Best Practices
Attribution with Multiple Contributors
Be Clear About Timeframes
Belt Tightening
Clearly Communicating a Project’s State
Communicating a Decision
Cross-Team Coordination
Dividing Work Within a Group
Establish a Baseline
Forming, Storming, Norming, and Performing
Invest to Prove, Learn, and Scale
Joining an Existing Team
Managing Feedback
Small Group Dynamics
SMART
The “High” 2
What to Incubate
Financial Concepts
Basis Points
Bonds
Compound Interest
EBITDA
Loans
Merger and Acquisition
Stocks
Time Value of Money
Business Jargon & Idioms
Bête Noire
Don’t Let the Perfect Be the Enemy of the Good
Horses not Zebras
Idioms
Inflection Point
Jumping the Shark
Moving the Goalposts
Not Invented Here (NIH)
Occam’s Razor
Optics
Orchestration
Orthogonal
Play-by-Play vs Color
Pushing on a Rope
Putting Points on the Board
Running out the clock
Set-Related Terminology
The Frog in the Boiling Water
You Can’t Shoot the Deer from the Lodge
You Can’t Un-ring a Bell
Decisions & Priorities
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“Audibles” and “Game-Time Decisions”
Boiling the Ocean
Categorizing Without Creating a Quagmire
Changing Minds Through New Information
Clarity Trumps Wishful Thinking
Decision Making Under Uncertainty Using Probabilities
Decision Making Under Uncertainty Without Probabilities
Decision Trees
Don’t Overthink It
Don’t Put the Cart Before the Horse
Group Decision Making
How to Decide
Involved vs Committed
Known and Unknown
Mismatched Priorities And Interdependent Groups
Structured Thinking Two-By-Two
The Fallacy of Fast, Cheap, and Good
Top-Down and Bottom-Up
Why are we doing this?
Extending Your Product or Service
Localization
Minimum Viable Product (MVP)
Sequels
Some Integration Guiding Principles
Standards and a Network Effect
Suite vs Product Line
Thinking About the Entire Lifecycle
Use Cases
Negotiations
Getting Coworker Input
Getting Everyone Onboard
Getting What You Need From Someone Else
If You Don’t Ask, You Don’t Get
Justifying Requests
Negotiation
Should You Halve the Difference?
Personal Development
A General Approach to Problem Solving
Activity Logs
Anchoring Bias
Apologies
Ask Before Answering
Ask the Inverse, Reverse, or Opposite Question
Email Pointers
Fix Problems Before They Arise
Help Your Audience
Helpful Feedback
Make lists better by adding priority ranking
Meeting Management
Meeting Notes and the Power to Shape the Narrative
Meetings and Agendas
Organizing Things
Passive-Aggressive Behavior
Presentation Tips
Spare Time
Statistics Can Mislead
The 50-Minute Hour
The Company You Keep
The Utility of the Strategy Role
The Virtues of Documentation
Types of Arguments
Under-Promise and Over-Deliver
Watch One, Do One, Teach One
What Does Someone Want
Why Proofread
Forecasting
Forecasting
Forecasting from Historical Data
Forecasting in Novel Situations
Predicting from Patterns in Past Performance
Rules of Thumb
Accuracy vs Precision
Aspirin vs Vitamins
Categorize and Summarize for Clarity
Confusing Correlation with Causation
Conway’s Law
Dividing Assets or Resources
Don’t Bury the Lead
Hunting and Farming
Necessary and Sufficient
Orders of Magnitude
Organizational Charts
Puzzles and Mysteries
Signal to Noise Ratio
The Bathtub Analogy of Institutional Wealth
Venn Diagrams
When You Find Yourself in a Hole, Stop Digging
Work Smarter Not Harder
Sales & Marketing
Addressing an Adoption (or Sales) Shortfall
Assessing a Potential Partnership
Barriers to Entry
Client Acquisition and Retention Using Subcontractors
Motivating Salespeople to Work with a Partner
Sales Organizations
Selling Only What Is on the Truck
Taming a Nebulous Offering
What “Free” May Mean
Planning &
Scheduling
Planning a Meeting or Conference
Project Scheduling
The Mythical Man-Month
Trust But Verify
Tuning a Plan
What Kind of Meeting Do You Need
General Knowledge
Application Programming Interfaces (APIs)
Economic Terms Related to Business
EMEA
Error-Related Concepts
Flow Charts
Intellectual Property
Mode
Normally Distributed
Permutations and Combinations
Queueing