I find that thing I am most likely to get done in any given day is the thing that is on my mind when I first wake up and think, “What have I got to get done today?” That thing may or may not be the right thing but this is for sure: I can’t focus on more than two or three important tasks in any given time. Everything else becomes noise.
When the entrepreneurs I work with become overwhelmed, it’s usually because there is the sinking feeling they can’t do it all.
NEWSFLASH: You can’t!!!!!!
First start, and keep, a “STOP doing” list. Not everything you do is as important is you might think.
Then delegate. You are not the only person in the world that can do everything. If it’s repetitive, hire someone or outsource it.
The E-Myth reminded us to stop working “IN” the business so we can work “ON” the business.
Blogging Gazelle is published daily by Shawn Carson
Everybody dreams of being the champion.
But no sees all the hard work, stress and toil that go on behind the scenes; the practice, the pain, the setbacks.
Though there’s rarely a free lunch, there is one guarantee. No one wins unless they decide to play.
The players are the ones getting it done. Everyone else is a talking head blathering on about what the players are thinking.
Analysis comes from history so go make the history and let’s the wannabe’s talk about how you did it.
Rob Wiltbank was a panelist at the 2013 SSTI Conference in Portland
Jim Collins on Discipline – part 3 of 3
Everything a startup does should be pointed at getting the product in the customer’s hands and then getting the next customer.
There will be a time for processes and middle management… perhaps.
Perhaps you will be acquired by then and not have to worry about it.
Your objective is not to win the next grant or to have a detailed research and development plan. In fact, your financials will be totally unpredictable so don;t spend hours tweaking the spreadsheet.
Spend the hours getting the product ready to ship.
Jim Collins on Discipline – part 2 of 3
Rules generally mean one thing: people can’t be trusted to do the right thing. Their presence also indicates ineffective leadership. It’s easier to make rules for everyone than it is to deal with to root cause of a problem.
When you have rules, you have to enforce them and keep track of them and update them. Before long, you have people whose job it is to enforce, keep track and update the rules.
Then it’s the rules that become the main thing. Then we have the Federal Government.
Hire the right people. Make sure they know the mission and their contribution. Fire the wrong people quickly.
This is “Collins on Discipline, part 1 of 3”
I’ve been in middle management and I found that I spent most of my time explaining to the troops what upper management was doing and why. On the other hand, I tried to spend time letting upper management know what the troops thought. That never went very far. Somehow, I came to believe this was deliberate.
If the mission is simple and clear, if there is an open line for brutal honesty and creative debate, and if the right people are in the bus, then there should be no need for a complex org chart.