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Nelson Repenning is a professor at the MIT Sloan School of Management and director of MITs Leadership Center. Donald Kieffer is a senior lecturer at MIT Sloan School of Management, founder of ShiftGear Work Design, and was previously vice president of operational excellence for Harley-Davidson. Whats the big idea? Managers and business leaders often find themselves confronted with a lot of employees earnestly trying to get projects done, meanwhile not seeing much get accomplished. A lot of companies struggle with workflow design challenges that stand in the way of getting real work done. Fortunately, for these similar obstacles, there exist solutions that apply across industries. Below, co-authors Nelson and Don share five key insights from their new book, Theres Got to Be a Better Way: How to Deliver Results and Get Rid of the Stuff That Gets in the Way of Real Work. Listen to the audio versionread by Nelson and Donin the Next Big Idea App. 1. Start small. The typical way managers think about major changes is in terms of big programs, armies of consultants, coffee mugs, banners, and weeks of training from fat binders in expensive hotels. We take a much different approach: Start small. This went against everything I had learned when I was a manager, but there was a particular day when the lights went on for me. I was working with a guy from Toyota, Scott Borg, who was helping me in the engine plant at Harley-Davidson. Scott was having a hard time getting a point through to me, and I was getting frustrated. Finally, he said, Lets just take a walk. He took me out to the center of the plant, a 300,000-square-foot area with 800 people at the two main aisles. We called those main aisles Hollywood and Vine. There were people moving everywhere. It was busy. He made me stand there and asked me, Don, tell me what you see. I noted that its a busy place. He repeated, Just tell me what you see. I took a breath and described the scene: I see a guy driving a fork truck. He stopped over there, talking to the guy thats making cylinders, and he has got a pallet full of finished cylinders on his fork truck. I assume hes going to take them to the assembly line. Next, Scott asked, Whats the design of the work? Whats he supposed to be doing right now at this time of the day? Suddenly, I saw his point. There was a design, but it was a terrible one. Give the fork truck driver a radio and let people call him to tell him when they want to move stuff around. We were building 350 engines a day with 800 people on the same schedule. Yet everyone was working to their own drumbeat. The first thing I wanted to do was organize that guys day in terms of a schedule for delivering parts to the assembly line. If we fixed his job, then the other four truck drivers and operators would quickly say, Hey, thats way better for us. Help us fix our work that way. And then work will get done faster because the new way gets rid of all the junk people, bureaucratic mess, confusion, and frustration, so people can focus on the work theyre supposed to do. They love it. 2. We have too many emails and meetings. Chances are, we use email when we should have a meeting, and we have meetings when we probably should send an email. Individuals have two ways of moving work from one person to the next: handoff or huddle. A handoff is exactly what it sounds like. The work is handed from one person to another with little or no communication. Handoffs work well for transferring many types of work. For example, when I get my paycheck every month, theres no negotiation required. In contrast, huddles should be used when the successful transfer of work from one person to the next requires two or more people to talk about it. It could be a problem that needs to be solved, a decision that needs to be made, or some recent change that needs to be clarified. Either way, the relevant parties need to come together and discuss it. Chances are, we use email when we should have a meeting, and we have meetings when we probably should send an email. The trouble comes when we use a huddle at a time when we need a handoff, or vice versa. When we use handoffs to transfer complex information, the result is typically lots of expensive back and forthwhat we sometimes call ineffective iteration. How many of you have been on long email chains where five to 10 people email back and forth endlessly trying to resolve a problem that probably could be solved in five or 10 minutes if they just got in a room together? Conversely, sometimes we use huddles when all we need is a handoff. When this happens, we get a long, boring meeting. How many of you have sat through a five-page PowerPoint presentation or project update that reported no issues and needed no discussion? In those cases, please just email me the status report, and Ill go through it if I need to. If you make the wrong call between huddle and handoff, the result is lots of emails that are being attended to either early in the morning or at night because the bulk of your day is spent in long, boring meetings that dont get real work done. 3. You are not in control when targets are missed. Adding more meetings, rules, and status reports gives a false sense of security that you are in control. But you are not in control. The traditional approachof setting targets and adding punishment and oversight when theyre missednot only doesnt help, but it also leaves you on the sidelines instead of in the game. It causes people to do more of what wasnt working and to make more private workarounds. In our approach, we moved from just getting work done to making better and innovative ways an integral part of the job. There are four elements that make this change: Clear targets with an intent or a why that everyone understands. This allows people to make little decisions on the fly that deliver what was intended rather than strictly what was said. Metrics that support the main target to ensure that the desired outcome is delivered. For example, please reduce the cost by 10 percent while still delivering on time, and ensure that quality does not slip. Otherwise, people are prone to cutting corners and gaming the system just to get the lower cost. Make the activities in the plan explicit and visible to all so that everyone can see how the activities tie to the results. Real-time feedback to see if those activities are delivering as predicted. If they are, how can we do more of them or do them faster and better? If not, why not? And what can we learn from this? This transformed the definition of success from just carrying out the plan to a series of intentional experiments, where learning became an integral part of the job, day-to-day, and we met targets while innovating along the way. This is the dynamic part of dynamic work design. Every problem encountered and lesson learned is a doorway into better and more innovative work. 4. Putting less work into the system will help get more done. Research shows that most systems re overloaded with too much work. R&D systems are notoriously overloaded, often having three to five times as many projects in them as they have capacity to execute. The workflow for most organizations looks like a highway leading out of the city to the beach on a Friday afternoon. Its just a huge traffic jam. Most organizations are staffed by smart, competent people who have lots of good ideas that they really want to get done, but that traffic jam is more expensive than you think. First, it takes a lot longer for a project to navigate its way through the system when theres a lot of other work in the way. Second, when everything is moving slowly, managers constantly shift priorities in the hopes of getting the most important tasks done. Constantly shifting priorities can kill productivity because people must drop what theyre working on to switch to another project and reset their focus. Technology is not as helpful as people think. A recent study suggests that we switch between apps on our computers approximately 1,200 times a day and spend nearly four hours a week simply moving from one application to the next. We wouldnt interrupt a pilot while they are landing a plane or ask a doctor performing heart surgery to stop and go work on something else, but we essentially ask knowledge workers to interrupt their important tasks over and over again. Each day, this comes at a huge cost in terms of productivity. The trick to good work design is allowing people to focus on one task without interruption until its completed, and then have them move on to the next. One solution is for senior leaders to identify the top 10 projects they want to complete and then rank them in order of importance. Then, leaders can create a culture whereby if youre on the critical path for project number one, you dont work on project number six. When you can get that kind of discipline with the appropriate loading, the work will flow, and youll begin getting things done much more efficiently. 5. Fancy workflow management hides underlying problems. Imagine if air traffic controllers had to do their work using spreadsheets and instant messaging. Even if they had real-time updates on plane locations, they would be in the form of numerical coordinates, and it would require a significant amount of cognitive work to determine which planes required the most attention and when they were getting too close to each other. We often ask managers to work this type of way. Fortunately, air traffic controllers dont actually work this way. They have a radar screen that gives a visual representation of the location of the planes in their area, making it far easier to spot trouble and take action. When managers use similar visual representations, their work often becomes similarly effective. You can do something similar for all knowledge work in the office by representing activities with sticky notes on the wall and mapping them against targets. The value of visualization became clear to Don when he had to temporarily substitute for a vacationing production supervisor at Harley-Davidson. The manufacturing areas worked hard to make enough parts to feed the main assembly line. At the daily production meeting, each supervisor would tell a story about how they were running close to the edge, but they would be okay. Of course, they all had problems, but they were hoping that their colleagues had bigger ones and that their colleagues would shut down the line first, giving them time to catch up without a lot of managerial help and oversight. It was a big game of chicken where people increasingly accepted the underlying problems as business as usual. When he became plant manager, Don changed all this by moving the stores of finished parts from the manufacturing areas to the main aisle in specially marked, timestamped areas on the shop floor. Now, a quick walk down the main aisle showed exactly where everyone stood relative to the schedule, and problems became obvious in real time. You can do something similar for all knowledge work in the office by representing activities with sticky notes on the wall and mapping them against targets. This allows the team to stand together and see the state of the work and whats getting in the way of getting it done. Meetings that were previously full of stories quickly become high-powered collaboration sessions where everyone works to figure out how to keep the work moving as efficiently as possible. Having a common radar screen that shows the state of important work and any underlying issues brings clarity and accountability. Teamwork follows naturally. This article originally appeared in Next Big Idea Club magazine and is reprinted with permission.
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We set out to push ourselves, improve, and grow. But when things get tough or dont go to plan? Its all too easy to pull the plug. Research from Headwaythe leading book summary appshows that 11% of people have already abandoned their 2025 goals, and 33% are close to giving up. For many, the fear of failing that stands in the way of self-improvement. In my work as a productivity coach, Ive come to see why. Were hardwired to link failure with finality, which fuels self-doubt and causes motivation to fizzle out. Yet, failure is just another stepping stone on the path to success. So if you hit a bump, dont take it as a sign to give up; take it as an opportunity to learn, adjust, and go again. 1. Challenge yourself If youre succeeding 100% of the time, youre not pushing yourself. As a productivity coach, it’s something I see clients do regularly, but I constantly remind them that you dont grow by playing it safeyou grow by stretching, stumbling, and staying with it. That means taking on challenges that stretch you to your limits, and sometimes beyond them. Sure, you wont always hit the mark, but each miss offers valuable insight into what works, what doesnt, and where you need to improve. In fact, studies show that failing 15% of the time is optimal for learning. Enroll in a class you know youll struggle with, ask for constructive criticism, and put yourself in situations that make you feel a little uneasy. This is where the magic starts. When I work with high-achieving women, we often create a discomfort challengeone small stretch per week. Why? Because the goal isnt to master everything overnight, but to get comfortable feeling uncomfortable. Over time, these lessons make you more confident and capable. With each failure, your limit increases and you take a step toward achieving your full potential. 2. Dont give up after a single failure Its natural to feel discouraged when things dont go to plan, but one setback doesnt put success out of reach. Every failure gives you a clearer sense of what works and what doesnt, making you better prepared for your next attempt. Bill Gatess first venture, Traf-O-Data, failed. And Steve Jobs isnt remembered for the Apple Lisaa costly flopbut as the creator of the revolutionary iPhone. Failure doesnt mean its over; it means youre in it. As I often remind my clients, Its not failing that stops youIts quitting too soon. Stick with the hard part. Its usually the bridge to your breakthrough. And when you finally succeed? Well, it tastes even sweeter when youve fought for it, gained the battle scars, and refused to let failure define you. 3. Dont start from scratch So often, my clients want to wipe the slate clean after a tough outcome. But hitting reset is rarely the answer. Instead, run a postmortem: Where exactly did it go wrong? Comb through the experience, note what worked, and use that as a launching pad. Often, you will find that the problem is small and easier to overcome than you initially thought. At the very least, there will be positiveswhether lessons, strategies, or resourcesthat you can reuse in your next attempt. Theres always treasure among the rubble if you take the time to look. Take Traf-O-Data, for example. The company didnt survive, but it gave Gates and Allen invaluable practice in writing software, building hardware, and pitching to customers. Those lessons directly shaped their approach to the Altair 8800 projectthe launchpad that eventually became Microsoft. Picking yourself up and trying again is never easy, but having an existing foundation in place makes it far easier to motivate yourself. 4. Keep a failure file Failure is only a negative if you learn nothing from it, so document every flop and failure, and note exactly what each one taught you and where it went wrong. This doesnt serve as a list of your losses, but as a blueprint for making progress. Youre essentially turning your setbacks into a data source, and you will quickly begin to see patterns emerging. Do you typically lose motivation midway through a project? Do you frequently fail to plan and inevitably run into problems you didnt foresee? Or do you lack a skill thats constantly preventing you from moving forward? With this insight, you can not only correct individual mistakes but also question the underlying assumptions, habits, and behaviors that consistently hold you backa concept known as double-loop learning, which is linked to sharper thinking, superior decision-making, and innovative problem-solving. I also encourage every client to keep a lessons learned docnot to track tasks but transformation, and not to dwell on mistakes but to honor growth. It serves as a powerful reminder of how far youve come and how many times youve already gotten up, brushed off, and overcome a challenge.
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It may be a cliché, but coming up with gift ideas for the men in your life can be a challenge. Whatever the occasion, or simply just because, a bunch of flowers is always a safe bet when giving gifts to the women in your life. It then begs the question: What is the male equivalent? A quick search throws up a few obvious, if gender stereotypical, suggestions: a case of beer, for example, and a good sandwich. But recently, a rather unexpected answer has been circulating on social media, receiving the mens stamp of approval in the comments: banana bread. The idea is supposedly traced back to a single comment on a TikTok post posing the age-old question that has confounded romantic partners for decades. @tre0ntiktok Classic classical gymnopedie solo piano(1034554) – Lyrebirds music But in a case of groupthink, or because men really do love banana bread, the men in the comments unanimously agreed: Banana bread is mens flowers. @lacklustervideo If you bring me banana bread, you better mean it for LIFE #bananabread #flowers #truelove #menaresimple #men Chopin Nocturne No. 2 Piano Mono – moshimo sound design The news soon made its way to other social media platforms. Recently learned the male equivalent of buying women flowers is making men banana bread. Huge discovery for women everywhere, one user posted on X. Banana bread is their Pumpkin Spice Latte, another user replied. Recently learned the male equivalent of buying women flowers is making men banana bread. Huge discovery for women everywhere— Alex Friedman (@heyalexfriedman) August 24, 2025 It has since started a trend of creators baking banana bread for their partners, sparking a fresh wave of banana bread recipe videos, the likes of which havent been seen since the banana bread boom of 2020. @imhannahcarr If making banana bread for a man is the equivalent of them giving us flowers then I say make the banana bread, ladies. MAKE THE BANANA BREAD . & if youre anything like me youll be EXTRA EXTRA & make PUMPKIN BROWNED BUTTER BANANA BREAD heres the recipe. Ultimate Browned Butter Pumpkin Banana Bread (Refined sugar free & DELICIOUS) Ingredients 2 very ripe bananas (mashed, ~1 cup) 1 cup pumpkin purée 2 eggs (room temp) cup browned butter (see step below) cup pure maple syrup (or raw honey) 2 tsp vanilla extract 2 cups unbleached all-purpose flour 1 tsp baking soda tsp baking powder tsp salt 1 tsp cinnamon tsp pumpkin pie spice Optional mix-ins: cup chopped toasted pecans/walnuts OR cup dark chocolate chips Browned Butter Step 1. In a small saucepan, melt cup butter over medium heat. 2. Stir constantly as it foams turns golden speckled with brown flecks. Smells nutty & caramel-y. 3. Pour into a heat-safe bowl to stop cooking; cool slightly before using. Instructions 1. Preheat oven to 350°F (175°C). Grease or line a loaf pan with coconut oil or butter. 2. In a large bowl, whisk together: mashed bananas, pumpkin, eggs, cooled browned butter, maple syrup, and vanilla. 3. In another bowl, whisk dry ingredients: flour, baking soda, baking powder, salt, cinnamon, and pumpkin pie spice. 4. Gently fold dry into wet until just combined (do not overmix). 5. Fold in any mix-ins. 6. Pour batter into pan. & top with chocolate or nuts (optional). 7. Bake 5565 minutes until a toothpick comes out mostly clean (some melted chocolate = perfect). 8. Cool at least 20 minutes before slicing for clean cuts; even better if left overnight to deepen flavor. Storage: 1. Room Temp (for 23 days) Wrap the loaf tightly in plastic wrap or foil, or store in an airtight container. Keeps it soft, moist, and flavorful. Tip: Keep it out of direct sunlight or heat. 2. Fridge (up to 1 week) Wrap tightly or store in an airtight container. Will stay moist but may firm up slightly. Reheat slices for 1015 sec in the microwave to get that fresh-baked feel. 3. Freezer (up to 3 months) Slice loaf first for easy grab-and-go. Wrap each slice in plastic wrap, then foil (double protection) or put in a freezer bag. Thaw slices at room temp or reheat 2030 sec in microwave. #bananabread #bananabreadrecipe #pumpkinbread #fallbaking #fallrecipes Fall October Halloween horror classic(177261) – rareNote It makes sense; after all, who doesnt love banana bread? Baking a loaf checks the box of acts of service from the five love languages, with the thoughtful effort and warm comfort of home baking a foolproof way to show someone you care. Some say that is exactly what baking banana bread means. Others, however, claim it is not the equivalent of buying a bunch of flowers. Making banana bread can literally take hours, one TikTok creator explained. Buying flowers takes no effort or thought. https://www.tiktok.com/@bc_2024/video/7542947607157558541?q=banana%20bread%20flowers%20for%20men&t=1756305946567 If you dont feel like baking, don’t fret. Contrary to popular belief, the viral discussion has many men revealing that they do, in fact, enjoy receiving flowers. According to one widely referenced statistic, 88% of men have never been given flowers. And of those who do, they will not receive them until their funeral. Next time, just get your man some flowers.
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