The four heights
The same task, four distances: today's deadline, the next reviewer, the stuck moment, the pattern.
Execute — do the immediate task
+We need the weekly task tracker updated and handed off. Email the office activity calendar and the…
Execute — do the immediate task
+We need the weekly task tracker updated and handed off. Email the office activity calendar and the consolidated task list to Priya in procurement and then to Miguel in finance for their sign-off, deadline Friday — but first reconcile time entries against the tracker, ensure no duplicate tasks and that owners are assigned.
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Improve — make it easier to accept
+Before I send the consolidated activity plan to the office, make it easy to approve: bring the…
Improve — make it easier to accept
+Before I send the consolidated activity plan to the office, make it easy to approve: bring the critical three deliverables to the top, show who owns each for the next two weeks, mark any tasks that need cross-department decisions, and flag anything missing cost or deadline that will make Priya hesitate.
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Decide — diagnose the stuck moment
+I scheduled the office rollout but Mark in operations and Lina in sales both claim ownership of the…
Decide — diagnose the stuck moment
+two department leads disagree on task ownership.
I scheduled the office rollout but Mark in operations and Lina in sales both claim ownership of the onboarding checklist. Priya needs a clear owner for Friday approval and I can't force a decision. I don't know who has final authority or what the downstream risk is if we pick wrongly. What's the likely resolution and the quickest way to present it so Priya can approve without a fight?
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Become — change the pattern
+We keep losing time because tasks move between departments at the last minute, creating confusion…
Become — change the pattern
+tasks shuffled last minute across teams
We keep losing time because tasks move between departments at the last minute, creating confusion and duplicated work. Each shift costs me hours reconciling trackers and damages trust with procurement. Which habit should I change in how I assign and lock ownership so handoffs happen cleanly and approvals don't slip?
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Where the evidence lives
Who was seen doing this, and what people really ask.
Account ManagerAccounting ManagerCustomer Success ManagerOffice ManagerBuilding Services CoordinatorLandscaperalso: Coordinate work activities of staff
Software tasks in the LLOS Work Atlas come from evidence, never a feature list: careers attested to do the work, real job descriptions, and the questions people actually ask (with their view counts). Facets — feature, workflow, troubleshoot, administer, deploy, scale — are open metadata: the work decides, not a taxonomy.
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The rest of the map
Same library, five ways in.