Deliverable of projects as a prerequisite to success: We must be seen to deliver. Even though there are ways of creating a illusion by taking for others' work, the most direct way may actually be deliver a project.

Creating one can be a heavy lift: A huge expenditure of resources, time and effort. We may not have developed the focus for that.

To maximise the chances of the success, I propose two qualities:

  • Consistency: To break the heavy lift into smaller reps.
  • Metrics: To measure and manage what smaller reps we have put in.

Consistency in doing the smaller reps

Through the concept of breaking heavy lifts into smaller pieces, we create a journey towards completing ambitious projects. But such is only possible with the steady accumulation of these pieces. The objective is then the daily commitment to create that piece; to bring into reality.

This avoids the exhaustion of working too hard in a single stretch, retaining the quality and joy of work, and still accumulating a significant output.

Consistency is also the key to control the result of our projects, in showing the tenacity to building a single piece every day. Placing a brick one at a time is how the Notre Dame is built, and yet is something the workman can appreciate the completion of. It is then motivated to rate speed as 'number of bricks laid per day'. In a similar way, workers and students may create metrics in a similar manner.

For example:

  • For math/science subjects: Each chapter has around 20 - 50 problems to be done to attain mastery of the content. Progress is then measured in the number of problems done.
  • For writing: Number of words/number of notes.
  • For sales: Number of calls made.
  • For fitness: Number of units of physical activity.

How do we build this consistency then? One way could be to build the habit around a regular trigger. The trigger prompts us to put in a rep towards our project. That is how mountains are moved: through erosion, not earthquakes.

Metrics in tracking progress

The nature of work these days that the output is either intangible or digital. We can say that we have thought about this problem, or did some research, or did some studying. With no output to show for it, we are exposed as a sham: unable to apply all that we have prepared for.

Richard Feynman said, 'The first principle is that you must not fool yourself - and you are the easiest person to fool.'

Track your work. Demand a deliverable by the end of the session. Don't be consumed by the daily muddle.

As it happens, writing has a very clear metric to evaluate performance: the numbers of output units. With an objective indicator, it is difficult to convince oneself that they have been effective when the otherwise has happened.

Some examples of objective indicators follow:

  • Writing - The number of words/pages written
  • Cooking - The number of dishes
  • Studying - The number of problems completed

For other fields, the indicator may not be so clear. It creates an opening for top performers to distinguish themselves, by determining the most important indicator for their success, and striving towards it.

I am still currently experimenting and noting by experiences with both, but I am of the view that one cannot do without the other. With only consistency, we lose sight of where we are going. With only metrics, we have a map, but don’t move at all towards our goal.

Let’s see if anything else is needed.