I’d say that that huh is the foundational block of curiosity. To get good at the huh is to get good at both paying attention and nurturing compassion; if you don’t notice, you can’t give a shit. But the huh is only half the equation. You gotta go huh, alright — the “alright,” the follow-up, the openness to what comes next is where the cascade lives. It’s the sometimes-sardonic, sometimes-optimistic engine driving the next huh and so on and so forth.
The stranger your tastes seem to other people, the stronger evidence they probably are of what you should do.
So I bet it would help a lot of people to ask themselves about this explicitly. What seems like work to other people that doesn't seem like work to you?
PEOPLE ARE NOT THEIR JOB TITLES.
TEAM MEMBERS ARE NOT “RESOURCES”.
PEOPLE WORK BEST WHEN THEY CAN BE THEIR FULL SELVES.
YOU CANNOT CALCULATE AN ROI FOR DESIGN.
FRAMING THE PROBLEM IS MORE IMPORTANT THAN SOLVING THE PROBLEM.
(DESIGN) LEADERSHIP IS MORE TALKING THAN DOING.
YOU’LL DO A BETTER JOB IF YOU LIGHTEN UP
IF YOU HAVEN’T PISSED SOMEONE OFF, YOU’RE NOT DOING YOUR JOB RIGHT.
NO ONE OUTSIDE YOUR TEAM UNDERSTANDS WHAT IT TAKES TO DO GOOD WORK.
THE OUTCOMES ARE BETTER WHEN EVERYONE IS A DESIGNER.
AGILE TRANSFORMATIONS ARE HOSTILE TO GOOD DESIGN.
WHAT A DESIGN TEAM NEEDS MOST IS A CLEAR SENSE OF PURPOSE.
YOU ARE ON THE FRONT LINE OF A GLOBAL WAR FOR TALENT.
EVERYONE APPLYING FOR A ROLE HAS AN INFLATED TITLE.
INTERVIEWS ARE A POOR WAY OF ASSESSING CANDIDATES.
DESIGN EXERCISES ARE A BAD INTERVIEWING PRACTICE.
YOU WILL NEVER HAVE ENOUGH DESIGNERS.
YOU WILL NEVER HAVE ENOUGH TIME.
THE SKILLS THAT GOT YOU HERE ARE NOT THE SKILLS THAT WILL CARRY YOU FORWARD.