Adjusting for disability inclusion challenges the signals used in relaying data. Recognising need for a variety of signals otherwise not available gives options to create new, complimentary sensory platforms otherwise not considered - redefining how we engage with our digital landscape.
Category: Human
Resetting VCAT
If we focus on how to get the best out of the team without focusing on the team, we look at process and results without looking at team dynamics. The difference between liking what you do logically, and loving what you do on a deeper emotional level is rooted in the team having good dynamics and feeling like they are part of a purposeful whole. Resetting VCAT is a way we build and re-build the team.
Pearl Steps
It's said you can't step into the same river twice, and oysters create layers of beauty encapsulating threat. Lessons from both in the growth of individuals and organisations.
Building Remote Esprit de Corps
Creating and maintaining a team in remote environment is challenging. Finding leaders who can adapt to circumstances we've had over the last year to effectively build disparate teams and missions, even more so. In establishing mutual trust to work as teams, we must find remote camaraderie - helping people belong when there is no meeting space.
And I think to myself…
Louie Armstrong references aside, this post is a bit of a departure from the others. There is no BLUF, OpRes, or cyber. Instead it illustrates the world from a stoic (Marcus Aurelius/ Epictetus/ Seneca) philosophical standpoint. Your world.
Finding everyone’s value
An effective cyber organisation requires multiple talents, some hidden, some obvious. Leaders in cyber should aim to uncover and conduct the cyber orchestra so as to make it all work together to pre-empt and to resolve cyber challenges.
SITG’s Perfect Storm
Skin in the game (SITG) goes past personal investment in endeavors, to potential loss or harm shared when an effort goes south. In larger senses we need organisational SITG to adjust culture or sector behaviours - with potential harm implicit for collectively falling short.
Bending and Breaking
Many small adjustments and oversights in process, risk controls equate to the bending of material to fit it to the desired space. Only when there has been too much strain, or too many bends, will the bent piece be broken. A break leads us to find a proper piece, or decide if something else would be more suitable.
Mapping our Fragility
Measure based on past experience, mapping where our fragility lies.
Crisis as BAU
Can incidents like COVID result in long term shifts in how we do business? Or is it a longer term crisis-du-jour, with underlying issues remaining unresolved?
Maelstrom Advantage 