Bigger on the Inside

Let’s be honest: AI is everywhere, and most of us aren’t waiting for a memo from IT before we start using it. Shadow AI—those unsanctioned tools and clever workarounds—aren’t just a risk, they’re a sign that people want to make things better. And that’s not a bad thing!

The Upside: Why AI GRC Is Actually Useful

Governance, Risk, and Compliance (GRC) for AI isn’t just about keeping the lawyers happy. It’s about making sure your AI projects don’t go off the rails. Good GRC means:

• Trustworthy AI: You want your AI to be fair, reliable, and not embarrass you in front of customers or regulators.
• Less Drama: Proactive risk management means fewer surprises, less scrambling, and more time for actual work.
• Staying Out of Trouble: Regulations are coming, and being ahead of the curve means you won’t get hit with fines or bad press.

The Benefits: Enablement, Not Just Control

• GRC Helps People Use AI Safely: It’s not about saying “no”—it’s about saying “yes, but let’s do it smart.”
• Shadow AI = Innovation: If your team is sneaking AI tools in, it’s because they see value. Harness that energy! Use GRC to channel it, not squash it.
• Better Decisions: With good governance, you actually know what’s working, what’s risky, and where to invest next.

The Pitfalls: Why GRC Can Be a Pain

• It Can Feel Like Bureaucracy: If GRC is too heavy-handed, people will just go rogue (hello, Shadow AI!).
• AI Moves Fast, Rules Move Slow: By the time you’ve written a policy, the tech has already changed. Flexibility is key.
• Balance Is Hard: Too much control kills innovation. Too little, and you’re one data leak away from disaster.

Shadow AI: Not the Enemy

Here’s the thing—Shadow AI is just people trying to make their jobs easier. Instead of fighting it, use it as a signal. If folks are bypassing official channels, maybe your approved tools aren’t cutting it. Listen, learn, and adapt.

Wrapping Up

AI GRC isn’t about building walls—it’s about building guardrails. The goal is to let people experiment, improve, and innovate, while keeping risks in check. If you treat Shadow AI as a symptom of unmet needs, you’ll end up with a happier, safer, and more productive team.

So, next time someone brings up GRC, remember: it’s not just about compliance. It’s about making AI work for everyone—without the drama.

Let’s be real: AI is everywhere, and it’s not waiting for your company’s official blessing. Shadow AI—those unsanctioned tools and clever workarounds—aren’t just a security headache. They’re a sign that people want to get things done faster, smarter, and better. And honestly, who can blame them?

Why AI GRC Matters (Even If You’re Not a Policy Nerd)

Governance, Risk, and Compliance (GRC) for AI sounds like something only lawyers and auditors care about, but it’s actually about making sure your AI projects don’t blow up in your face. Good GRC means:

• Trustworthy AI: You want your AI to be fair, reliable, and not embarrass you in front of customers or regulators.
• Less Drama: Proactive risk management means fewer surprises, less scrambling, and more time for actual work.
• Staying Out of Trouble: Regulations are coming, and being ahead of the curve means you won’t get hit with fines or bad press.

The Upside: Why GRC Can Be Awesome

• It’s About Enablement, Not Just Control: When GRC is done right, it helps people use AI safely and confidently. It’s not about saying “no”—it’s about saying “yes, but let’s do it smart.”
• Shadow AI = Innovation: If your team is sneaking AI tools in, it’s because they see value. Harness that energy! Use GRC to channel it, not squash it.
• Better Decisions: With good governance, you actually know what’s working, what’s risky, and where to invest next.

The Downside: Pitfalls and Annoyances

• It Can Be a Pain: Let’s face it, GRC can feel like paperwork and meetings. If it’s too heavy-handed, people will just go rogue (hello, Shadow AI!).
• AI Moves Fast, Rules Move Slow: By the time you’ve written a policy, the tech has already changed. Flexibility is key.
• Balance Is Hard: Too much control kills innovation. Too little, and you’re one data leak away from disaster.

Shadow AI: Not the Enemy

Here’s the thing—Shadow AI is just people trying to make their jobs easier. Instead of fighting it, use it as a signal. If folks are bypassing official channels, maybe your approved tools aren’t cutting it. Listen, learn, and adapt.

Wrapping Up

AI GRC isn’t about building walls—it’s about building guardrails. The goal is to let people experiment, improve, and innovate, while keeping risks in check. If you treat Shadow AI as a symptom of unmet needs, you’ll end up with a happier, safer, and more productive team.

So, next time someone brings up GRC, remember: it’s not just about compliance. It’s about making AI work for everyone—without the drama.

The Hilariously Efficient Future of Delegated Tasks

There’s a rumor floating around my neighborhood. Some say it started with Mrs. Appleby, whose tomato garden is suspiciously well-tended despite her claims of “having no time” and “thumbs the color of vanilla pudding.” Others blame Mr. Singh, who suddenly manages his five grandkids’ schedules, his dog’s vet appointments, and his own weekly bridge tournaments with the serene grace of a Himalayan monk. When you ask them, they just wink and whisper, “It’s a little magic, dear.”

But let’s be honest. There’s no cauldron bubbling in the living room, no broomsticks in the umbrella stand, and not a single spellbook wedged between last week’s crossword and the remote control. The truth? It’s Artificial Intelligence, acting as the world’s most efficient local assistant—and the magical transformation it brings to daily life is nothing short of spellbinding.

The Wand-Waving Wonders of AI

Let’s talk about delegation. For most of us, the word conjures up visions of endless emails, missed calendar invites, and frantic scribbles on sticky notes. You delegate a task, cross your fingers, and hope it doesn’t vanish into the abyss of “I’ll do it tomorrow.” Enter AI: the assistant who never forgets, never gets tired, and—let’s face it—never judges you for your questionable taste in mid-afternoon snacks.

Imagine you’re juggling work deadlines, a mountain of laundry, and the existential question of whether you’ve fed the goldfish this week. AI swoops in (cue sparkles and mystical harp music) and, in a matter of seconds, arranges your meetings, orders groceries, and schedules the plumber to fix that suspicious sound under the sink. Outsiders watching this unfold from afar are convinced you’re dabbling in the arcane.

Delegation: Now With 100% More Enchantment

“What is your secret?” asks your skeptical neighbor, peering over the fence with the intensity of a detective on a TV crime drama.

“Just a sprinkle of AI,” you reply, grinning.

They’re not convinced. Last week, you handed off a list of chores to your digital assistant and, by dinner, your home was running smoother than the Hogwarts Express. The scheduling chaos evaporated, the reminders arrived with uncanny precision, and the phrase “I forgot” was banished from your household vocabulary.

AI doesn’t just manage tasks—it transforms you into the protagonist of a modern magical realism novel. Suddenly, you’re the person who always remembers birthdays, sends thank-you notes on time, and can reserve a table at the hottest restaurant in town… while simultaneously folding a fitted sheet (which, by the way, even AI agrees is basically witchcraft).

Outsider Observations: “There’s No Way That’s Real”

If you listen closely, you’ll hear whispers at the local café. “Did you see how they finished their taxes in one sitting?” “How did they remember every parent-teacher meeting?” “Who picks the perfect gift for every occasion?” The only logical conclusion (for those not in on the secret) is that you’ve harnessed some mysterious cosmic power.

Some even suspect you have a secret pact with the universe. “I saw them talking to their phone,” says one onlooker. “It glowed! I swear it glowed.”

Meanwhile, the real magic is happening in the background: AI is sorting your emails, arranging your calendar, and reminding you of the exact moment you promised to water the ficus. It’s like living with a benevolent, invisible butler—minus the top hat and monocle.

The Real Benefits: Efficiency That Feels Like Sorcery

Let’s break down the genuinely magical benefits of having AI as your local assistant:

• Time-Bending Scheduling: AI can coordinate meetings across time zones, adjust for last-minute changes, and send reminders before you even realize you needed one. It’s as if your calendar has developed extrasensory perception.
• Chore Conjuring: From creating shopping lists to booking appointments, AI removes the friction from everyday tasks. Suddenly, your to-do list shrinks while your free time expands—alchemy at its finest.
• Information Summoning: Need an obscure fact about the migratory habits of flamingos for your trivia night? AI will summon it in less time than it takes to say “abracadabra.”
• Task Automagication: Routine tasks—paying bills, sorting photos, sending reminders—are handled with clinical precision and zero drama. It’s like having a spell for banishing procrastination (no eye of newt required).
• Personalization Potions: AI learns your preferences, adapts to your schedule, and even anticipates your needs. Suddenly, you’re the person who never forgets a birthday or double-books a dentist appointment.

The Skeptics: “But What If It’s… Too Magical?”

Let’s not forget the doubters. Clutching their planners and color-coded pens, they eye your effortless organization with suspicion.

“Surely, there’s a catch,” they murmur. “No mortal can juggle this many responsibilities.”

Little do they know: AI is less about supernatural forces and more about super algorithms. It’s built on a hearty diet of data, logic, and machine learning. The only potion involved is a strong cup of coffee for the software engineers who dream up these tools.

How It Feels to Be the “Wizard” Next Door

When your daily routine becomes a symphony of productivity, you start to notice the change. You have time for hobbies, family, even spontaneous ice cream runs. Your reputation as a local dynamo grows, and the neighborhood kids start asking if you could enchant their homework (you gently explain that AI is not licensed for spellwork… yet).

You watch with amusement as your friends attempt to replicate your results, but end up tangled in a web of sticky notes and missed alarms. Eventually, though, curiosity wins out, and they ask: “So, how does this AI thing work?”

You show them. Eyes widen. Jaws drop. Suddenly, delegation isn’t a desperate act of faith—it’s a collaborative dance with technology.

Not Magic—Just Unbelievably Helpful

The true joy of AI as a local assistant is how it transforms the ordinary into the extraordinary. Tasks that once took hours—organizing, scheduling, reminding, communicating—become effortless, leaving you with the time and energy to do what actually matters. You aren’t cheating; you’re collaborating with a digital partner whose only goal is to make your life easier.

So the next time your neighbor leans over the fence and asks if you’ve hired a wizard, just smile and say, “No spells needed—just a little AI.” And if your phone glows in the sunlight, well… let them believe in a bit of magic.

Because in a world where AI can take on the heavy lifting, maybe a dash of wonder isn’t such a bad thing after all.

Closing Spell: Embrace the Magic of AI

Outsiders may never fully believe that your new productivity comes from lines of code instead of a secret wand. But as you delegate tasks, reclaim your time, and enjoy the perks of an AI-powered assistant, you’ll know the truth: it’s not magic, it’s technology at its very best. And as for the magical rumors—let them swirl. After all, every neighborhood needs a few legends.

Move It to the Left! The Unsung Joys of Early Process Feedback

Why Waiting for Feedback is So 1998—and How “Shifting Left” Can Save Your Sanity and Your Software

Let’s be honest: in the world of software, there are two universal truths. First, the coffee machine will always break right before a big release. Second, any feedback you don’t get early comes back to haunt you like last year’s fruitcake. Enter the magical, mystical, misunderstood art of “moving feedback to the left.” No, not a dance move—though if you do it right, you might break into a celebratory jig.

So, what does “left” mean? Imagine your software delivery process as a timeline, running from “aha!” (idea) to “oh no!” (deployment disaster). Traditionally, feedback—like code reviews, bug discoveries, or user testing—lives somewhere to the right, after all the easy decisions have been made and the “ship it!” button has been smashed with glee. But as anyone who’s read “Operations Antipatterns, DevOps Solutions” or survived a waterfall project knows, late feedback is basically a boomerang with a grudge.

Here’s the good news: smart teams are catching that boomerang early. From “Flow Engineering” to “Accelerate,” thought leaders agree—shift that feedback left, and you’ll laugh heartily while your competitors cry into their Gantt charts.

The Left Side: Now with 100% More Joy

So why is “the left” so special? No, it has nothing to do with politics or the direction your desk faces. In User Story Mapping, Jeff Patton reminds us that understanding what users need (and what they *don’t* need) as early as possible keeps us from building the world’s most sophisticated, but completely unnecessary, login page. “Flow Engineering” echoes this, emphasizing the miracles that happen when teams visualize work, throttle the chaos, and get feedback before the code congeals into something unchangeable.

Biggest Advantages of Moving Feedback Left (And Why Your Stress Ball Will Thank You)

• Catch Issues When They’re Still Cute and Fuzzy: Bugs, like puppies, are much easier to handle when they’re small. “Accelerate” points out that the earlier you find defects, the less time (and money, and existential angst) you spend fixing them. By the time a bug hits production, it’s grown fangs and a LinkedIn profile.
• No More Midnight Emergencies: “Operations Antipatterns, DevOps Solutions” describes the horror of waiting until after release to discover you just deployed a feature that emails everyone… every five minutes… forever. Early feedback means catching those “oops” moments while they’re still embarrassing, not catastrophic.
• Happier Users, Fewer Pitchforks: “User Story Mapping” shows how involving users early and often keeps them delighted and your inbox free of ALL CAPS complaints. When you find out a feature isn’t working for users upfront, you can pivot—without the drama of a post-release PR crisis.
• Flow Like a Zen Master: According to “Flow Engineering,” value streams only flow smoothly when feedback gets unblocked early. Waiting for late feedback is like building a dam in your own river: you’ll get flooded, and not with praise.
• Faster Delivery, Less Hair Pulling: “Accelerate” demonstrates the strong correlation between fast, early feedback and high-performing teams. It’s science! (Or at least, very convincing bar charts.)
• Google Would Approve: In “Software Engineering at Google,” the wisdom is clear: make it safe (and cheap) to try things out. That means getting feedback when fixing is still fun, not a headline in the postmortem newsletter.

How to Move Feedback Left—Without Dislocating Anything

Okay, you’re convinced. But how do you start shifting, left-ward-ho, without smashing your process (or your monitor) in the process? Take a page (or five) from the DevOps and lean playbooks:

• Pair Programming and Code Reviews: Don’t wait until your code is a tangled mess of “TODO” comments. Get a second set of eyeballs early. It’s like having a friend check your teeth for spinach—before the big interview.
• Unit Tests: Because Hope is Not a Strategy: “Software Engineering at Google” recommends writing tests early. If your code can’t pass the basics, it’s not ready for the real world. Bonus: test failures are much less insulting than bug reports from management.
• Continuous Integration: The Sooner, the Butter: Automate builds and tests. “Accelerate” argues CI is the secret weapon of elite teams, making feedback faster, more reliable, and less dependent on that one person who remembers all the bash commands.
• User Story Mapping: The Map is Not the Territory, Unless You Talk Early: Before you write a line of code, map out what success looks like with real users. Their feedback is like WiFi: always better when you get it up front.
• Blameless Retrospectives: Laugh at Mistakes, Learn from Them: “Operations Antipatterns, DevOps Solutions” encourages a culture where no one gets tossed under the bus for early errors. If you make feedback safe, people will seek it out (sometimes even before coffee).
• Feature Flags: The Lazy River of Deployment: Release early, release often, and if things go sideways, just toggle a flag. Nothing says “I value early feedback” like showing code to *actual users* in a controlled way.

What Happens If You Stay on the Right?

Let’s imagine the alternative. You decide to stick with your “feedback at the end” tradition. Things are going swimmingly until, somewhere between release candidate and “go live,” you discover the login page needs a button that says “Do Not Press This Button.” Or, worse, your users discover that pressing it sends their data straight to the Marketing team’s group chat.

Late feedback is like finding out, after assembling your new desk, that you’ve put the top on backwards and the legs in the wrong place. Sure, you could pretend it’s a “standing desk,” but deep down, you know you could’ve asked for help sooner. “Accelerate” confirms: late discoveries are expensive. Your budget, your team, and your hairline will all take a hit.

The Legends of Left: Real-Life Glories

All this theory is well and good, but what about real stories? In “Software Engineering at Google,” teams that shifted feedback left reduced outages, improved morale, and got more sleep (which, in the tech world, is the ultimate perk). “Operations Antipatterns, DevOps Solutions” is basically a graveyard of war stories about what happens when feedback comes too late—midnight deploys, frantic rollbacks, and the infamous “why didn’t we know sooner?” Slack channel.

Meanwhile, “Flow Engineering” describes teams who visualized their work early, got feedback from EVERYONE (including the office dog), and dramatically shortened their cycle times. “User Story Mapping” is full of tales where the early involvement of users turned potential disasters into delightful wins.

Conclusion: Move Fast and Ask Questions Now

Moving feedback to the left isn’t just for the cool kids or for the ones who read DevOps books on weekends (though, if that’s you, keep up the good work). It’s for every team that’s tired of surprises, for every developer who dreams of smooth releases, and for every user who wants features that, you know, work.

So next time you’re tempted to “just finish it and see what happens,” channel your inner DevOps sensei and ask, “What if we got feedback now, instead of after the incident review?” Your future self—and possibly your coffee machine—will thank you.

Now, go forth, move feedback to the left, and remember that in software, as in life, it’s best to find out what’s wrong before the demo.

What Surrounded by Idiots Teaches Us About Teamwork, Disaster, and That Elusive Office Harmony

Let’s be honest: if you’ve ever worked in an office—especially in IT—you’ve probably thought, just once or twice, “Am I the only one here who gets it?” Well, you’re not alone, and Thomas Erikson’s wildly popular book, “Surrounded by Idiots,” is here to say, “Nope! Everyone’s different, and that’s the point.”

If you’re new to the book, here’s the TL;DR: Erikson breaks down human behavior into four basic personality types, each with their own color: Red, Yellow, Green, and Blue. Think of it as a box of crayons, but instead of making art, you’re managing group chats, deadlines, and coffee orders. Let’s break it down, have a laugh, and see what happens if we get the mix wrong—and what magic happens when we get it right.

The Four Colors: Not Just for Finger Painting

Erikson’s approach is a bit like sorting Skittles, but with coworkers instead of candy. Here’s your cheat sheet:

• Red (Dominant): Action-oriented, decisive, sometimes seen as bossy, but they get things done. They’re the ones charging ahead with “Let’s DO this!” vibes.
• Yellow (Influential): Social butterflies with big ideas and bigger laughs. They light up the room, brainstorm like crazy, and are the heart of any office meme thread.
• Green (Steady): Supportive, patient, resistant to change, and the glue that holds the team together. They’re the ones remembering birthdays and diffusing drama.
• Blue (Conscientious): Analytical, detail-oriented, and sometimes perfectionists. They’ll have the spreadsheet ready, color-coded, and double-checked, thank you very much.

Now, the rookie mistake? Trying to fill your team with just one of these types. Imagine a room full of Reds—everyone’s yelling “GO!” but no one’s mapped out where. All Blues? The plan is flawless, but it’s still in a draft version. A true dream team is a rainbow, not a monochrome.

Why the Mix Matters: Don’t Build Your Team Like a One-Flavor Sundae

Here’s the secret sauce: your team’s not supposed to be all one color. The benefit of understanding these types isn’t to create a “Red Room” or a “Blue Squad,” but to build a team that’s as vibrant as an Ikea catalog—one where each hue balances and elevates the others.

The truth is, a team of all Yellows will have a blast at the brainstorm but might forget to actually deliver the project. Too many Greens? Everyone’s feelings are safe, but deadlines might be in danger. That’s why the trick is about balance, not exclusivity.

How NOT to Use Personality Types: A Cautionary Tale from the IT Dungeon

Let me spin you a yarn about the IT project that could have been—if only someone had read Erikson’s book.

Picture this: a software rollout for a big client. The project manager, a proud Red, decides that what the team really needs is MORE Reds. “We need action! We need results! We don’t need meetings about meetings,” they declare. So, the team is assembled: each member, a go-getter, loud, confident, and allergic to spreadsheets.

The kick-off meeting is electric—ideas flying, fast-paced decisions, no time for “what-ifs.” The project bulldozes ahead. But then…

– No one checked the code for bugs (because there were no Blues).

– No one asked the client what they actually wanted (no Yellows to charm them or Greens to listen).

– No one double-checked the timeline or tested for user experience hiccups (again, missing those detail-oriented Blues and thoughtful Greens).

Launch day arrives. The software is flashy, but riddled with bugs. The client’s actual needs? Missed entirely. Internal drama bubbles up, because without Greens, no one is smoothing over egos or miscommunications. The project stumbles, then crashes. The all-Red team burned bright—and flamed out just as quickly.

Moral of the story: putting all your eggs in the Red basket (or any single basket) is a recipe for scrambled disaster.

How to Build a Dream Team: When the Colors Combine

Now, let’s look at the flip side—a story where every personality found their place.

New project, same IT department, but this time, the project manager knows their Erikson. They build a team with all four colors:

• Red: Keeps momentum high, making sure decisions happen and tasks get assigned.
• Yellow: Brings energy to brainstorms, keeps client relationships warm, and motivates the group in those 3pm slumps.
• Green: Checks in with teammates, ensures everyone’s heard, and champions the users’ needs.
• Blue: Designs bulletproof code, anticipates risks, and won’t let a single typo slip through.

Here’s how it plays out:

The Red sets ambitious—but clear—goals and makes sure meetings don’t drag into eternity. The Yellow organizes a brainstorm (with snacks), gets everyone fired up, and translates tech talk for the client. The Green notices that one developer seems overwhelmed, checks in, and suggests a team coffee break that boosts morale. Meanwhile, the Blue quietly reviews every line of code, catches a glaring security risk, and saves the day.

When launch day comes, the software is robust, the client is happy, and the team is still talking to each other. The project succeeds, not just because the code works, but because everyone’s strengths were tapped.

Tips for Mixing the Palette

So, how do you make your own team a beautiful blend instead of a single shade? Some quick hits:

• Value variety: Don’t just tolerate differences—seek them out!
• Assign roles thoughtfully: Let the Reds lead, the Yellows inspire, the Greens harmonize, and the Blues perfect.
• Communicate: Not everyone processes info the same. Some want bullet points, some want stories, some want both. Mix it up!
• Check your biases: It’s easy to think, “If only everyone thought like me!” Resist. That’s the path to IT disaster.

Wrapping It Up (With a Vincent van Gogh Bow)

In the end, “Surrounded by Idiots” isn’t about labeling your coworkers or wishing you could clone yourself (tempting as that may be). It’s about celebrating the differences and learning how to bring out the best in everyone. Teams aren’t meant to be echo chambers—they’re meant to be symphonies, with each instrument (and personality) playing its part.

So next time you’re feeling “surrounded by idiots,” maybe you’re actually surrounded by potential. Find the right mix, and your team will shine brighter than any one color ever could.

Now, go forth and color your team outside the lines!

The nature of most people is to settle in a place where they feel safe, where they feel that they can mount a defense, and protect what they have.  It makes sense.  You’re cashing in on all of your effort thus far and building slowly.

But there’s another side.  There are those who find a fight.  Those that muster an animal deep inside and thrive in the places between the comfortable folks: chaos, anarchy, untamed wilds of uncertainty.

These rebels among the civility find the fight within and then move to stir a fight within others.  Of course some look to fight people, ideals, organization, etc but there are those that want a fight for the success of others.

These are the true heros of the world.  These are the teachers, parents, and leaders we respect.  These are they who put others ahead of themselves and are satisfied for just being in a fight.

All of this can be summarized simply. Perhaps the most valuable of all education is the ability to do the thing you ought to do when you ought to do whether you like it or not.

It’s easy to flaunt a tool, a technique, or an entire team. But when you possess these without a real need, what you really have? Confusion and noise with limited options.

You can try to change client perspectives, align goals based on your advice, and then convince the client that you’re the only one to deliver whatever it is you’re selling.

What’s the alternative? First, understand your client; not just the market, the new technology on the horizon, not the latest reconnoiter of their social media. You need to understand the past that your client is moving away from. You need to understand where you’re client is moving toward. Then you need to understand what keeps them up at night wanting to stay still. Once that’s all in place you can begin to empathize.

It’s only through empathy and a genuine desire to advise your client for their benefit, that we become trusted and develop character that galvanizes your relationship with integrity and trust.