'Barbara' is my shorthand for the person who's essential to an organization. The real Barbara was the founder's EA at a firm where I worked and, having been there since the very beginning, knew everything there was to know about the business. But over time, I realized that most organizations have a Barbara (or Bob) and they're essential to keeping things going.

Data or information by itself is meaningless. For it to be useful, we need to add context. This is the difference between information and intelligence: once we've analyzed the information and put it into context, the resultant intelligence gives us an understanding of a situation.  Developing this context can be difficult but this technique of applying different lenses will help you establish context and put your information to work quickly.

Instead of wishing bad news away, or trying to assert your will over something that's outside your control, focus on what you can control and respond appropriately. That will keep your preparations and response to whatever comes at you grounded in the real world, not built on a fantasy of control that doesn't exist.

I started the KISS risk management project five years ago with the idea that risk management was being made too complicated and there were too many gatekeepers in the way. So after five years, I thought it was worth taking stock and seeing what I've learned along the way. I've summarized five big things I've learned below - all of which are, hopefully, takeaways that will benefit you too.