The Board of Woe. It’s a powerful thing for you and your team, when you use it correctly.
These are the tasks that you must complete, no matter what.
When 1700, or 1800, or 2000 rolls around, the Board of Woe kicks you and your teammates into overdrive. Huddle around it and make a plan of action. All hands on deck, nobody goes home until the Board of Woe is clear.
It’s a contract with your team. A clear indication of your commitment to one or two top priorities.
Put it somewhere central, where your whole team can see it. Empower team members to add essential tasks, when appropriate. Empower other team members to collaborate and drive those tasks forward.
Quadrant 1 items go on the Board of Woe. So do Quadrant 2 items when you’ve got to drive progress.
We don’t wait for things to happen to the items on the Board of Woe, we make them happen.
“Why did you spend all day working on that other thing? That wasn’t on the Board of Woe. No matter, now we’ve got to handle the Board of Woe.”
When all the other staff sections are on their way out the door; when all your distractions have left the premises; the Board of Woe stands strong.
“But we can’t complete that Board of Woe task! We need Steve for that one, and Steve left work hours ago.” … “Fuck Steve! Call him back in or find a way to do it without him. It’s on the Board of Woe, so we’re going to do it tonight.”
After a day of distractions and meetings, the Board of Woe holds the key to a day’s work done well. Cross off those tasks, and you can rest tonight knowing you served your mission and nation.
The Board of Woe is driven by effects, not efforts.
The board of woe doesn’t say which task is whose responsibility. It is all the Team’s responsibility.
The Board of Woe can’t have twenty things on it. That’s unrealistic. That’s purposeless. It devalues the crises, reporter deadlines, and mission-driven requirements you absolutely must address.
The Board of Woe is how you make time when you don’t have time.
(Photo by Tech Sgt. Christopher Parr, DVIDS)
