I was wondering if anybody had any tips for muscling through a game. I've got a few games I want to play or go back to, such as Stardew Valley (I completed it before the 1.3 update, wanna play 1.4), and Factorio (I bought in a fit of passion, haven't gotten an hour in). There are others, but these are the two I find myself going "I'm going to play this!" and I just never get to, and it's not for time.

I like the concepts of these games, and I've got something like 135 hours on Stardew Valley, but seem to get bored after I've restarted it (I lost some key items and bugs caused me to never get them back, plus the mine completion bug fixed in 1.3). I started Slime Rancher after playing through it in early access, but can't seem to get back into it after it went gold a couple years ago.

I realize I'm sort of asking for a way to force myself to play games, but has anybody done this? I'm thinking for a given game I can set smaller goals to strive for, and work on doing that, but was wondering if anybody has any ideas.

My premise is that you genuinely want to help the company and the next person who moves into your old position. Maybe you got a promotion, or you found an even-better job. In any case, you want the old coworkers to succeed, and you want to make a smooth transition.

So there’s a few pieces to this:

• What do you do when you leave a job?

• What have other people done, when they left/moved on, that gave you the knowledge and skills you needed to excel?

• What did they NOT provide that you wish they had?

It’d be easy for me to focus on “what did you do” but none of us know how successful that was. So tell me, rather, about your experience as the person picking up the reins. What did that teach you about the process?

Anecdotes welcome! (And tell me how to refer to you in the article. Private is fine.)

Imagine that your boss told you that the company is happy to send you to one or two conferences next year, with the aim of helping you to improve your leadership skills.

In this context, "leadership" includes Culture; Coaching & Mentoring; Teamwork; Continuous Improvement; Collaboration; Agile; Culture Change.

You want to make a list of conferences worth considering in order to estimate the budget. What events would you put on your list?

I've hard a lot of great results using Google's OKR (Objectives and Key Results) framework in my roles leading technical and product teams. I've been tasked with bringing this framework across my organization, including to teams like marketing and business development.

My main issue recently has been around defining the key results of the projects that our teams are going to be pursuing. All of the advice I've gotten in the past has been to ensure that KRs are quantitative, NOT qualitative. This has been at odds with some of the projects the marketing and business teams are planning on working on. These are projects like...

• create a new marketing plan given the new budget constraints
• audit the distribution process to increase our information about the retail sales process

The push back I am getting is along the lines of "when I create the new marketing plan, the project will be complete, and therefore it's just whether or not I finished the plan that matters." i.e. if the objective is finished then the project is a success. My point of view is that ALL projects should have metrics attached to them, and if we can't measure the progress then we cannot show the added value to the business as a result of our effort.

The natural response is: what metrics would you attribute to projects like these? And THAT'S where I could use help. Coming from a product/tech background, my understanding of marketing, biz, and operations leaves something to be desired.

For the marketing plan, I suggested a metric could be to reduce the monthly marketing budget from $current to $future. For the distribution audit, I suggest we track the # of insights/recommendations we produced as a result of the audit. The pushback was that these metrics "didn't really matter" and that "how can we set a goal on insights - even one good insight could be worth a lot, but I could come up with 4 crappy insights just to achieve a numerical goal."

I'm a bit at a loss. I understand their point of view, and I really feel in my heart that we need to be pursuing measurable KRs. Do you have any advice?