“It applies directly to your account transition process,” I said. “That was one of Linda’s top three issues.”
“I know. I figured that out during the exercise.” A pause. “It’s a dumb problem. It would take about three months to fix.”
“Yes,” I said. “Most of them are dumb problems. That’s what makes the work frustrating and also satisfying.”
He nodded. He had heard me say something like this before. He had, I think, heard it differently in the training room than he had heard it in the kitchen.
## Two People He Told Me About
After the workshop, over the following weeks, Daniel mentioned a couple of specific interactions with colleagues that I want to include here because they round out the picture.
One was with a woman named Sandra, who had worked at Northbridge for seven years and was part of the facilities coordination team. Sandra came up to Daniel after the session and said, with a directness that Sandra apparently deploys as a matter of course: “Your wife is good.” Daniel said he said thank you, and Sandra said: “No, I mean she’s really good. Can she come back and do the work order thing specifically? The workshop version was one hour. The actual problem needs more than one hour.”
Daniel passed this along to me without framing it as anything other than information. I thought it was funny and good. I forwarded it to Linda as a potential follow-on engagement; she said she would bring it up in their next budget cycle.