A note from Daniel

Many business outcomes, are lagging indicators. They measure something after it has happened. It's hard for lagging indicators to guide a team's work because it puts them in react mode, rather than empowers them to proactively drive results.

Daniel Continuous Discovery Habits, page 47 · July 25, 2023 Save to shelf
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Daniel p. 58

To shift your outcome from less of an output to more of an outcome, question the impact it will have. In addition to your primary outcome, a team needs to monitor health metrics to ensure they aren't causing detrimental effects elsewhere. For example, customer-acquisition goals are often paired with customer-satisfaction metrics to ensure that we aren't acquiring unhappy customers. To be clear, this doesn't mean one team is focused on both acquisition and satisfaction at the same time. It means their goal is to increase acquisition without negatively impacting satisfaction.
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Ultra Successful p. 60

The False Constraints That Limit Your Potential: - How Quickly You Can Scale Whether it's your business or your career, there are unspoken timelines that people accept as gospel.They are all untrue: "You can only really grow at 10% a year." "You need to pay your dues for a decade before getting promoted." These artificial limits keep people moving at a crawl when they could be sprinting or pushing for more. The most successful people I know refuse to accept conventional wisdom about timelines, and oddly enough, they break them all the time.
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