Ross Rondeau

AI Prompting in Practice

Most professionals use AI like a search engine and get average results by design - AI starts from everything and narrows to your input, so vague prompts produce vague outputs. Fix: a six-part prompt framework (Persona, Task, Context, References, Evaluate, Iterate), a Guess-and-Check workflow that uses AI to fix its own prompt, and building a reusable AI Prompt Library as compound interest on expertise. Covers Chain of Thought, Tree of Thought, and few-shot prompting patterns.

IBM in an Era of AI

Explores the shift from traditional enterprise platforms (mainframe, COBOL, RPG) to AI-native architectures, and what it means for organizations that have built decades of systems on IBM infrastructure. Examines the hidden cost of delayed modernization and the strategic risk of treating legacy systems as permanent rather than as debt with compounding interest.

The Escalation Gap

Deploying AI agents into a single chat window without governance creates silent operational risks. Beyond raw hallucination rates, organizations lack the escalation pathways that human teams rely on daily. Proposes a four-tier AI escalation framework spanning chat, structured workflows, human review gates, and audit logs to safeguard decision quality.

AI First Approach

What You Don't Know Yet (and What It's Costing You)

Static prompt engineering courses teach templates that decay at the speed of model updates. To recover wasted engineering hours, teams must shift from manual prompting to the interactive Meta-Coach workflow: instructing the AI to interview the user, draft the prompt, and test the output in a self-correcting feedback loop.

The Productivity Dividend Nobody Collects

Where the Saved Hours Actually Go

Every AI initiative claims hours saved, yet few organizations can trace where those hours go. Time savings are easily absorbed by adjacent backlogs or administrative overhead rather than strategic work. Distinguishes efficiency, productivity, and capability gains, offering an operational framework to redirect reclaimed engineering time into compounding organizational capabilities.

On Leading

A title provides only Legal power, while the remaining four sources of authority must be built deliberately. Managers focus on rationality, control, and stability; leaders provide direction, unblock teams, and build what comes next. Introduces the 70/30 time allocation rule for leaders, treating risk as a portfolio of bets, and prioritizing non-negotiable commitments under pressure.

On Environment

Organizational environment is an active system shaped by thousands of prior decisions. Leaders who skip environmental assessment before launching initiatives pay in disengagement, turnover, and eroded trust. Explores political capital as a finite account, the net negative math of local team sub-optimization, and team psychological safety as a leading indicator of project success.

On Creating Talent

Talent is built through deliberate management rather than resume filters. Communication patterns take years to form and cannot be assessed in a short interview. Technology skills can be taught, but curiosity and motivation cannot. Because hiring commits a third of waking hours for both parties, the hidden cost of a mismatched hire far exceeds the recruiting fee.

On Retaining Talent: The Escalation Failure

The true cost of retention failure is the inability to surface disengagement before resignation occurs. High performers frequently disengage quietly months before departing. Examines four reasons managers fail to escalate concerns early, the structural design gaps in corporate feedback loops, and the substantial financial case for early retention interventions over emergency counteroffers.

On: Accountability

How Organizations Assign Blame for Impossible Decisions

Professionals are frequently held accountable for outcomes they lack the authority to direct. This responsibility-authority gap creates defensive cultures, slows execution, and obscures decision rights across matrixed organizations. Introduces an Authority-Accountability Audit using RACI and RAPID principles to align accountability with authority and streamline critical decision paths.

On Meetings

Unfocused meetings are a visible hidden cost: ten people in a one-hour meeting consume ten hours of organizational salary. Meetings should serve exactly one clear purpose (information sharing, decision making, or social connection) and fail when combined. Outlines practical rules for agenda-first scheduling, lean attendee lists, and ensuring every session concludes with concrete decisions.

On Time Blocks

Unstructured meetings destroy team capacity by fragmenting the 2+ hour focus blocks that knowledge workers require for deep System 2 thinking (Kahneman). Mandatory "solution" meetings strip Autonomy, Mastery, and Purpose from teams (Pink). Fix: group all meeting overhead into a single front-loaded block, separate information meetings from decision meetings, and recover up to 75% of productive capacity. Worst-case pattern vs. best-case pattern are shown side by side.

Finding Time: Efficiency Over Sacrifice

Small daily inefficiencies silently erode career momentum during peak compounding decades. Uses a Wasted Time Cost Calculator to translate routine delays (commutes, fragmented schedules, open-office interruptions) into annual lost hours and financial cost. Outlines actionable steps to calculate your personal time loss and eliminate one recurring friction point this week.

On Career Moonshots

Career moonshots are systems built before opportunities appear, not lottery tickets. The hidden cost is years of quiet non-preparation: certifications not earned, networks not built, Key Value Propositions never articulated. Covers credentials as compound interest (certifications for finite near-term goals, structured degrees for infinite long-term ones), defining and communicating your KVP, and the most expensive networking mistake: waiting until you need a network to build one.

On Creating Goals

Most corporate goal-setting fails because goals are defined as activities rather than outcomes - and activity-based goals can be completed without anything actually changing in the business. Covers the difference between goals that measure effort and goals that measure arrival. Examines why most organizations rebuild their goal frameworks every year (churn, not iteration) and what durable goal structures require.

On E-E-A-T: Why You Can't Get That Next Role

Google's E-E-A-T framework (Experience, Expertise, Authoritativeness, Trustworthiness) maps directly to how professionals get discovered for executive roles, referrals, and opportunities. The hidden cost of an invisible profile is the compounding loss of uncredited work. Covers commodity content risks, shrinking professional networks, and building durable visibility signals starting with a personal search audit.

On Career Progression: The Map Organizations Never Gave You

Landing a role is not the finish line, but the starting gun for harder questions most professionals never ask. Without deliberate direction, careers are shaped by whoever gets appointed above you. Explores four failure modes: stopping development after landing a role, managerial disengagement, technical skill decay, and defining your five-year leadership archetype independent of job title.

On Continuous Learning

Most professionals stop learning the moment they land the job they wanted - and the skills that got them there become the ceiling they stay under. Distinguishes finite learning goals (certifications: 2-3 months of study, 2-3 years of relevance) from infinite learning goals (structured degrees: 2-3 years of study, 30+ years of relevance). Intelligence is not the barrier - decision and discipline are. Managers are accountable for professional development; individuals are responsible for doing it.

On Measures, Metrics, KPIs and OKRs

Organizations drown in dashboards while measuring the wrong things. Distinguishes Measures (data points), Metrics (contextualized data), and KPIs (outcome-tied metrics). Introduces Measurements of Effectiveness (MOE) vs. Measurements of Performance (MOP) from defense systems engineering: MOPs track activity, MOEs confirm whether the activity is working. Goodhart's Law predicts gaming any metric turned into a target. Real OKRs are durable lifetime objectives aligned to outcomes - not annually-reset SMART goals.

On Ownership and Inventory

When everyone owns a system, no one truly does. Organizational inventory spans hardware, APIs, processes, contracts, and vendor relationships. Up to 30% of systems in mature environments lack named owners, quietly compounding cloud costs and compliance risks. Shifting to single-point accountability replaces tribal firefighting with deliberate simplification and confident modernization.

On Retirement

Standard financial advice often obscures compound growth realities: at a 7% inflation-adjusted return, invested assets double every decade. Introduces the Coast FIRE model, where early savings compound sufficiently to eliminate late-career contribution pressures. Covers tax-advantaged account hierarchies, calculating retirement spending targets, and avoiding the trap of over-saving while under-living.

On Salary

Salary is essential compensation and a career signal, not a measure of personal worth. Before negotiating, benchmark your market rate across multiple data sources to eliminate outliers. Contrasts strategies for seasoned candidates leading with proven business outcomes against junior candidates demonstrating first-90-day impact, while analyzing the legal realities of counteroffers.

On Strategy

Most companies call tactics, activities, and goals "strategy" - and pay for it in misdirected budgets and failed transformations. A real strategy requires something UNIQUE (built around people, culture, and skills competitors cannot copy), done in a SYSTEMATIC WAY, to produce OUTCOMES measured by Measures of Effectiveness. Introduces layered strategies (outputs of one feed inputs of the next) and the cost of isolated strategies that never connect to the next level up.

Professional Objectives: Mission and Vision

A professional objective answers "why are you looking for this role?" - most professionals cannot answer it clearly. Covers the distinction between a mission (what you do and for whom) and a vision (where you are going), and why a resume without a clear professional objective signals an unfocused candidate. Practical guidance on writing both for a resume and for personal career planning.

The End of Year End

Annual performance reviews cost $2.4M-$35M per year for 10,000 employees, yet 86% of employees find them useless. The system is designed to produce inconsistent outcomes through escalation, tragedy of the commons, and rule-beating (Meadows, Ariely). Fix: quarterly cycles with monthly calibrations, and a structured AI-first approach using the CAR format and an EOYAgent prompt to compress review quality while cutting hidden costs of engagement loss and attrition.

The Five Year Fix

Conventional benefits packages often fail to prevent expensive employee turnover and compounding burnout. Proposes a mandatory, fully disconnected three-month sabbatical every five years for all employees, funded as a standard total rewards line item. This predictable model levels career progression, enhances long-term talent retention, and normalizes planned organizational coverage.