Standing desk

Long story short: I was given a very nice standing desk. I’ve been a long-time ignorer of these things. After a few weeks now, I am officially converting to team standing-desks. Yes, all the reasons you hear are true about them, but there’s one reason I’ve never heard mentioned which is the real reason I’m on board: Convenience.

From a chair, with my obviously finite reach, I am forever rearranging what is within reach. …now I simply half-step to the right—and all my books are at hand. …half-step left—all that office-supply and notes and note-taking stuff is in reach. Start writing—walk to something—walk back and finish writing my paragraph. Walk up, pick off a small task (answer an email)—walk back to mowing my lawn. I never realized how often I was sitting down and standing up, and how often I sat down only to get up to get something.


How do you create culture?

I’ve become increasingly interested in how culture is created within teams. One part is clearly modeling the behavior one wants to see. But I’ve been spending time thinking about how I talk to others about goals, challenges and setbacks. The more I look, the more I see I’m faced with so many interwoven elements: Communication—synchronous, asynchronous, mixed?; Feedback—positive, negative, immediate, delayed, public, private; Goal setting—team, individual, conservative, challenging, insane; Growth; Trust; Shared vision; Shared mission; Morals …

I find myself focusing almost entirely on communication. I try to spend as much time as possible explaining what I’m thinking and what my goals and visions are. At the sametime, the better I get at asking questions, the better I get at understanding what’s going on. There’s a balance. Too little conveying of direct instruction and concrete goals leaves some people struggling to grow. The opposite is also true; Too much and some people are stiffled.

“Curiouser and curiouser,” said Alice.

So what’s a question you ask your teammates that has led to surprising insights?