Kevin likes having not just 1, but 2 litterboxes.  They are the exact same size and shape but they are on two different floors of the house.  There is a number 1 box and a number 2 box.  He likes a specific brand of cat litter that works for him and for us.  If a litterbox gets too old, or we need new litter, we use the same products.  They are our household standard.

​Not to be complicated with change or learning a new system, the litterbox standards are about tradition and efficiency.  Following basic office standards is like a tradition.  They are simple acts intended to make life more pleasurable.  There are protocols, systems, and tools that can be used to make work easier and with better efficiency, thus eliminating stress and generating Profit. 

​Letterheads, file storage locations, and project set-up templates, are all examples of basic office functions that can create havoc for others and become a buffet for billable time to snack upon.  Some of the office standards suck and dually noted.  These ridiculous standards should be the topic of office staff meetings so that a consensus can be achieved which works, on-average, for everyone.

​Each time an team member stores a project file on their own hard drive it becomes extremely difficult for collaboration.  If that team member is away, then no one can find the file, the project work is delayed or has to be done again, and Profit jumps out the window never to been seen or heard from again.

​All the idealisms of business can't help an inefficient project set-up being badly managed into Profit without sacrifice or loss.  Following project standards can give a badly managed project some girth to start a re-structuring plan or team members a sense of organization in chaos.

​Following a standard procedure or using office software properly does not make you a conformist.  It does not challenge your inner rebel or lower your office "coolness" factor.  It makes you the hero as it will always be easy to work with you and you will make Profit happy.  A happy Profit makes upper management happy and you have a win-win.  You can still be Punk and follow an office standard.  If you have the time to question the global value of how using the standard letterhead template affects you emotionally and challenges your values to the company....then there is another blog for you out there called "Shrimp and the Corporate Shrink".

​Kevin and I have our standard writing template.  It may not be flashy, or as exciting as an Instagram breakfast, but it gives us one less thing to worry about so we can spend time meeting our deadlines.  Now we are going to take a break and buy Kevin his new spiked collar - that isn't his standard.




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One of the major differences between Kevin and I apart from his genetic ability to be completely self-sufficient- cleaning his own butt, keeping himself warm in the winter by growing his own coat, and hunting his own food that doesn't require cooking before eating - is that Kevin isn't affected by failed commitments, misdirected performance feedback, and broken promises.   If I promise him cat treats tomorrow because I have no more, he really doesn't give a mouse's a$$.  However, as humans, we can be deeply effected by promises made with clients, consultants, co-workers and family.

​When management announces a promise for new equipment, better software, additional staff, or a new role, and they do not deliver in a timely fashion, distrust, frustration, and anger begin to seed. 

​A promise made to a client about a deliverable that you don't deliver will create a lack of trust with the ones who pay your bills, and can jeopardize your relationship with the client.  Everyone involved with your project needs assurance that you follow-through on your promises and commitments.  Showing the team that you are good for your word will give you the reputation you need to keep succeeding and possibly a "let-this-one-slide" when there is a situation where you can't fulfill your promise.  Continuously failing deliverables allows the team to label you as the project joke.  No one will take your word seriously and it becomes difficult to persuade and influence issues when required. 

​Delivering on unrealistic deadlines or responding to unachievable promises is a different animal. (  ;)   )  If the client or upper management dump unattainable requests on you or your team, then this needs to be recognized by all parties.  The client needs to be told what they will actually get and not over promised results.  Discussions, emails, and meeting minutes can capture what the expectations are and will be.  This is something the PM can use to show why specifics of a deliverable were not met.

​For upper management, promising better roles, challenging work, or increased wages for years is a strange form of abuse.  I believe always offering a promise and never acting on it is called a tease?  This constant offer of promises to employees stagnates performance and kills character.  Promises that can't be addressed at work are also probably not being kept at home either.

​There are a few hours a week where I make the time to go through my list of promises.  Even if I can't attend to every item on the list, my goal is to consistently re-visit what I promised and see what I can do.  When you know that a promise isn't going to be achievable, tell someone.  Hiding your failure just makes the outcome worse.

​As for following-up on Kevin's promise of treats, I get in the car and buy some more.  As stupid as it is, a promise is a promise and I am accountable.