Language

Over my life, career, and researching this book I’ve noticed a common thread in what causes misunderstandings and suffering: Language.

High school is probably when I first really noticed. A friend once said, “He cheated on me.”

“Did he know the rules?” I asked.

“He was my boyfriend,” she replied, thinking that meant everything.

“Does he know what that means to you?” I asked.

“Why are you defending him?”

“I’m not. I’m pointing out that you can’t cheat if you don’t know the rules; it’s one of the reasons we have the concept of first-time offender. And, if the rules hide inside the label you call someone, like ‘boyfriend’, you should make sure everyone knows what the rules are.”

Over 20 years later I was speaking with a recruiter. She said, “They’re looking for an IT Project Manager.”

To which I replied, “I don’t do well with labels. What would they be expecting this person to do? A sort of day in the life of kinda thing.”

She replied, “Project Manager things.”

This is referred to as a circular definition, which means I need to know the definition first. In other words, it assumes I know what is meant by Project Manager and what one of those does on a universal level.

“Thanks,” I replied, “I understand, but for them specifically. I’ve seen roles for Scrum Masters that read more like Business Analysts and vice versa. For them, specifically, what does the Project Manager label mean?”

When it comes to the contents of this book, I will do my best to use common language and common definitions, explain jargon when possible, and so on. Therefore, I don’t want to create “new” words and definitions while still respecting problems caused by our use of language. Further, I will avoid breaking out the thesaurus and using synonyms; therefore, “work” should always mean the same thing throughout Triumph over Time and a different word will be used only if describing a different concept.

For example, Risk Management as defined by the Project Management Body of Knowledge (PMBOK - pim-bock) is a practice of monitoring and tracking events with a potentially positive or negative impact on what you are planning to do or are already doing. The majority of common definitions, captured in dictionaries, for “risk” don’t allow for the concept of a “positive” risk. The common definitions being:

1. a situation involving exposure to danger.
2. [in singular] the possibility that something unpleasant or unwelcome will happen.
3. [with modifier] a person or thing regarded as a threat or likely source of danger.
4. (usually risks) a possibility of harm or damage against which something is insured.
5. the possibility of financial loss.
6. [with adjective] a person or thing regarded as likely to turn out well or badly, as specified, in a particular context or respect.

The last common definition in the list above is the only one allowing for a positive risk, which is the next to last definition from the Oxford English Dictionary. Therefore, while the majority of common uses don’t allow for the concept of a positive risk, the PMBOK and commercial fields deviate from that majority, this happens often. The use of the term “positive risk” can cause confusion or seem like an oxymoron if not used in contrast to the term “negative risk,” which is just a “risk” in the minds of most people.

For our purposes, I have chosen to call it “Event Management,” which comes with its own downsides.

“Events” are things that impact you from the outside world. This simple change allows us to reduce confusion when we say “risk” (or “threat”) and “opportunity” to describe a future possibility with perceived negative or positive impact, respectively.

There’s also the tense problem.

• A risk or threat is a future event with a perceived negative impact.
• An opportunity is a future event with a perceived positive impact.
• An issue is a present event having a negative impact.
• A reward (or similar) is what I refer to as a present event having a positive impact. I say, “I refer” here because commercial sources don’t offer a present-positive word for the same.

If “event” is the outside world acting upon you, “actions” are things you do to impact the outside world.

• A goal is a future outcome you give yourself.
• A request is a future outcome someone has asked you to perform.
• A performance is an action you are already doing, regardless of whether it’s a goal or request. (For the sake of humor and completeness, “work” is an action you are performing that you don’t want to, didn’t choose to, and find little-to-no enjoyment in.)
• An achievement is a past action with a successful outcome.
• A failure is a past action with an unsuccessful outcome.

To sum up, when it comes to language, I will do my best to be internally consistent, leverage context, use plain language, prefer common over commercial definitions, and keep it simple.

Tone

I’m kind of a chameleon. I grew up in a military family, moving to a new place every two or three years.

In adulthood, I continued the pattern of moving every couple of years. Sometimes, it’s just down the street; other times, it’s a few states away. Being dropped into a new place and culture gets me excited.

Basically, I get to ask myself, “How do I keep from getting beat up here?”

This shapeshifting is helpful with clients as well, be they corporate or non-corporate, individuals or groups, regardless of education or socioeconomic status.

Some want a harmony-loving monk most days. Some need a stern personal trainer on others. Others love a misanthropic curmudgeon professor. While others still appreciate a laidback spiritual guide with an unfailing love of humanity. I can be all of those while still being me because I’m more than one thing or type, and so are you. Some receive cursing and swearing better than proper and “professional” language; I can do both while maintaining the integrity of the message.

It’s not to say I don’t know who I am. Or that I’m hiding behind masks. Rather, I’m willing to shape my presentation to something more easily absorbed by the client.

(Something said by every humanoid alien from science fiction—ever.)

Unfortunately, with a book, I won’t be able to verbally bend and dance with you the way I normally could. Therefore, each chapter is written with different clients, friends, and family members I love in mind instead of pretending I know you or assuming that you don’t know me at least a little. If I try to speak directly to you, based on what I know of you, this book would be a dry and neutral read.

So, you may sometimes feel like I’m talking directly to you, and other times it may feel like you’re watching me talk with someone else.

Density

Triumph over Time is intentionally dense, which is to say we have done what we can to ensure each word, sentence, and figure is absolutely necessary to communicate understanding at a consistent level across the entire book while consolidating as many, related fields of study as possible.

The primary goal, as it relates to density, is to ensure you don’t become bored. This boredom is something I often noticed researching the book. Repetition of anecdotes and explanations, which lead me to often feel like saying, “I get it already, can we move on, please?”

I understand the various reasons for the repetition; however, I hope to walk a different path. Besides, if I did the same, even the audio version of the book would be multiple days long.

The metaphor I started using is that Triumph over Time is like a wine reduction. If the works of everyone referenced in the back of the book (and beyond) were analogous to grapes then, over the years, the ideas have had the chance to mature into multiple wines, each with a subtle nuance all their own.

I’ve taken them home. Tried them out individually, collectively at various ratios, and shared them with friends, family, and clients. Then, I poured what I hope is the perfect ratio into a pot, added subtle nuances of my own, and let it simmer, until all of it could fit into one bottle.

As such, you may find it beneficial to return on occasion to possibly pick up on something that was missed or misunderstood your first time through. (I already do this with many of the references in the back of the book.) Further, you may find yourself inspired to explore a topic in more depth. In other words, Triumph over Time is not intended as a “one and done” read and believes you are intelligent, creative, and curious.

With that said, feedback and questions, as always, are welcome!