Before any big decision, write 5 assumptions you relied on — test the weakest.

10 slides, 20 minutes, 30pt minimum font — a formula that saves your presentations from clutter and boredom.

Prepare a 30-second pitch that describes what you do, for whom, and why it matters — so you never fumble at a chance meeting.

Prepare three STAR stories (Situation—Task—Action—Result) that cover 80% of behavioral interview questions.

Per task: essential? Delete rest.

Convert 5 resume bullets from "duties" to Situation-Task-Action-Result outcomes.

For each delayed decision, compute weekly cost of delay financially or in opportunity.

Use five body cues (Square, Open, Lean, Eye contact, Relaxed) to make your speaker feel safe.

Score each initiative Impact x Confidence x Ease (1-10 each), execute by score order.

Don't treat symptoms. Ask why five times to reach the root cause.

Don't analyze a problem from your desk. Go where it happens and observe 30 minutes before suggesting a fix.

Open each day with 10 minutes standing: each person's top priority today and any blockers.

Log every task you do for a full week, then tag: delegable / non-delegable.

For each problem, ask "why?" five times in a row to reach the root cause.

Draw a "fish skeleton" of the problem: head = issue, bones = cause categories.

Each SOP: one-line title, 7-step checklist, then reference details.

Map the process as-is (not as-wished): every step, decision, delay.

After understanding current state: draw the "after" version and steps to get there.

Small team, one process, 5 full days for radical improvement — not "open project".

Sort, set in order, shine, standardize, sustain — visual organization that cuts search time.

Go to the workplace, observe yourself, ask "why" 3 times, don't intervene.

Each step on a "swim lane" for a specific role — exposes broken handoffs.

Instead of processing 50 in one batch, process 1 then pass — faster, fewer errors.

Customer beat: if demand is 8 units in 8 hours, takt = 1 hour per unit.

Every process chain is limited by slowest step — speeding others is waste.

Vanity metric always grows and unaffected by decisions — harmful because feels like success.

Map every step a task passes through end-to-end, marking value-add versus non-value-add.

Sort, Set-in-order, Shine, Standardize, Sustain — five steps turning clutter into visual order.

Dedicate five full days for a focused team to solve one problem at the root — not an hour-a-week meeting for months.

Give every employee the right to halt the process instantly upon spotting a defect, without waiting for manager approval.

Scan your process for eight specific waste types, not vague general waste.

You cannot improve what isn't first documented as a standard — document today's best-known method before searching for a better one.

Sketch your business model on nine boxes on a single page to find gaps before launch.

Dedicate one hour weekly to hunt obstacles trapping your team. The leader's duty, not privilege.

There's no ready solution for adaptive problems — treat your next solution as a small learnable experiment, not a final plan that must succeed on the first try.

Before approving any big idea, ask: what's the cheapest, fastest version testable within a week, instead of waiting for a full plan taking months?

Keep drawing as joy not test — don't say "that's pretty" or "what's that?" — ask about the story.