Though it is a significant departure from the usual content, the poem below (don’t worry, it’s not a JayWink original!) seemed an appropriate contribution to this blog.  It explains, in part, the purpose of “The Third Degree” – my attempt to “build a bridge” or “illuminate a path” for others to benefit from my experience.
     That is not meant to suggest that the “bridges” built here will not sway in the wind; it is not my goal to provide “all the answers.”  Capturing all possible variables and nuance that one may encounter is an unrealistic expectation.  Instead, I strive to inspire relevant questions – the genesis of real learning.
     “The Third Degree” is also an expression of gratitude to other “bridge-builders” – those that came before me, easing my “crossings,” those that work alongside me, and those I have yet to encounter.  Finally, as does the old man in the poem, I hope to set an example that inspires others to build bridges along their own paths.
            Enjoy “The Bridge Builder.”

     Many times, solutions to operations problems can be found in unexpected places.  In some cases, the opportunity for improvement is only recognized when a superior example is discovered.  A fast-food restaurant could easily be overlooked by other service providers and manufacturers seeking best practices.  The examples below aim to demonstrate why this potential benchmark should not be so quickly dismissed.

     Preparing for a job interview can be as stressful and time consuming as any exam in college.  Like your professors tell you, it’s better to prepare over time instead of “cramming” the night before.  While exam preparation may be specific to a course or certification, creating a Development Portfolio will prepare you for interviews throughout your career.

     Most of us have had both positive and negative experiences that have taught us valuable lessons.  Those that set a good example for the people around them are the leaders we are taught to emulate; they are written about and admired by many, deservedly so.  However, it is often the poorest examples, or most negative experiences, that teach us the most profound and longest-lasting lessons.  Turning these lessons into positive statements that you put into practice will greatly improve your team’s chances for unity and success.
     Based on this insight, gained as a member of numerous project teams, I have compiled several lessons that have been reinforced by involvement in – ahem – “imperfect” project executions.  Though the “rules” described below were derived from process improvement, product launch, crisis response, and similar projects, many are universal.  The phrasing or terminology may differ, but the spirit of each is appropriate for any team environment.