Do not be angry, envious, and upset that someone else can and you cannot. Be angry and upset that you cannot because you are envious and lazy rather than active and industrious…
from The Business, Career, and Work of Man
from The Business, Career, and Work of Man
The first article in this series described the concept of Business Architecture, and went on to introduce two powerful models used to build sound, robust architectural views, being the Capability Model, and the Value Stream. This second article seeks to solidify these models in the context of Business Analysis.
The International Institute of Business Analysis (IIBA) have identified a set of competencies they consider necessary for a practicing business analyst to be effective at their job. This article builds a capability view using these competencies as a foundation, and then considers the value streams that a business analyst uses to co-ordinate these competencies to perform their job.
Two distinct value streams emerge, one showing how a business analyst realises value on a project, and one showing how a business analyst realises value at an enterprise level.
As a business analyst, have you ever been asked to explain what you do for the organisation? The question may have come from a co-worker, but more likely you were asked by one of the more senior members of staff. The question can be quite a daunting one.
Since the field of IT business analysis is still relatively young, false impressions of what exactly a competent business analyst is, and more importantly what value they bring to their organisation generally, and their projects specifically, are rife. It is therefore important that the answer given to the question is clear and accurate.
Before moving forward, we must first understand the difference between a capability and a competency.
Although often used interchangeably, “capability” and “competency” are quite different. Ulrich and Smallwood make the distinction that individuals build competencies, while organisations exhibit capabilities.
The intention article is to produce a strategic view of the business analyst, describing their competencies using a capability model and value stream maps. In doing so, the aim is to provide a concrete example showing how to construct these two models using concepts that are familiar to analysts.
For the remainder of this article we are going to treat the individual BA competencies as analogous to organisational capabilities, whilst understanding the key difference highlighted above.
Let’s get back to the question that we posed to start with: “What Do You Do?”. The Business Analysis Body of Knowledge (BABOK) is an excellent place to look to begin in formulating an answer.
The BABOK, and its supporting Competency Model, describes the knowledge, skills, abilities and other personal characteristics that an effective analyst perfects in time. Also laid out is a roadmap for an analyst to plan their career trajectory from junior to master analyst.
In addition to underlying competencies expected from a professional knowledge worker, the IIBA has identified 6 core knowledge areas that a business analyst must home in order to progress from beginner to competent to master in the practice of Business Analysis.
The competencies that we will use to build our model come from these 6 knowledge areas.
Let us start our example by considering the analyst to be an enterprise, and the competencies presented in the BABOK to be our Analyst-Enterprise’s capabilities. Our first step is to build a capability model that represents ‘what’ the Analyst-Enterprise is doing to create value.
This example is built using the Business Architecture Guild’s Level-1 Capability Model as a foundation for categorising each competency. For the sake of clarity, the Underlying Competencies are presented separately.
Since we are considering the ‘what’ and not the ‘how’, we must exclude all of the techniques that the BABOK list. Techniques are very much a ‘how’, and a senior analyst will use several techniques interchangeably, according to the needs of the project at hand.
The model is shown in Figure 1.
You will immediately notice two things in the model:
The reason for the name-change is that capabilities are named using nouns. Remember that capabilities are an external, ‘black box’ view of a business function that encapsulates the people (stakeholders in our case), process (think of the techniques described in the BABOK), and platforms (in our case this includes such things as CASE tools or document repositories).
To assembling our capability model we are defining what is being done, not how. By using nouns we build in a cross-check that we are not including processes or value streams into the capability model.
During analysis, it is quite easy to get tangled in naming capabilities that you are identifying in the business. If you find yourself questioning whether you have identified a capability correctly, remember that you are working towards building a view of ‘what’, and not ‘how’. Take a step back and ask: “Does my capability encapsulate people, process and platform, or have I fallen into the ‘how-trap’ by describing process?”
The reason that ‘Transition Requirements Definition’ is highlighted in red is that capabilities are unique, and must occur only once on the capability model. Let’s analyse ‘Transition Requirements Definition’ by refering to the BABOK definition:
Purpose: To define requirements for capabilities needed to transition from an existing solution to a new solution.
So, this competency talks to requirements definition, but with the narrow focus of transitioning a solution into the organisation. Therefore, it is comprised several of existing requirements-centric capabilities already on our map; it is in essence a specialisation that combines existing competencies.
This composite capability must thus be eliminated from the capability model.
Now that we have produced the model, let us consider the benefits of having produced a capability model for our hypothetical Analyst-Enterprise.
The capability model is our blueprint. The model is a stable reference point throughout our career. We may need to change a great deal, through learning and experience, to cultivate mastery in the role, but the model remains the blueprint against which we will plan to develop ourselves further.
When considering how an analyst delivers value to an organisation, it emerges that there are two distinct levels that the analyst engages at.
The first emergent focus is bounded by a project, and the analyst works within the ambit of the project. Working at the project level, the analyst’s deliverables address the specific needs of their project.
The second focus is at an enterprise level, where the analyst is working with business leaders, and key decision makers. At this level the analyst is working to distill strategy into clear objectives. They work to understand the current state of the business, and to formulate the actions needed to achieve the desired future state. This analyst will often be responsible for the business plans that give rise to the projects mentioned above.
Junior and intermediate analysts will tend to have a project focus, while senior analyst will likely be found bringing their depth of experience to bear at the enterprise level.
Using the competencies identified by the IIBA, the value stream that expresses value delivery in the project context is presented below.
In the interests of simplicity, the ‘Transition Requirements Definition’ competency has not been decomposed into its discrete elements.
Since value streams are designed with improvement in mind, we can start to leverage our view of Plan-to-Solution for the purpose of improvement. Our goal may be to reduce cost by eliminating waste (maybe arising from poor upfront planning), or to produce the solution in time with customer expectation (by better managing scope and communication). Our goal is likely to vary from project to project.
Next up, let us examine how an enterprise analyst delivers value while conducting their duties.
In this example we can see that the enterprise analyst is using many of the same value stream stages as the project analyst. This makes sense, as in both cases the analyst must plan, they must engage with identified stakeholders to elicit requirements, the must communicate and they validate outcomes. The main difference is the scope of the initiative, and the desired outcome.
Looking at both of the examples I am sure that you get a sense that the value stream presents a dynamic view of value delivery.
The value stream is customer-focused. Our customer in either instance above is the Project Sponsor, and ultimately the business itself. You may choose to represent the customer in a number of ways, whether in the map directly, or in your supporting documentation.
Keep in mind that the value stream is value centric. At each value stream stage we should be able to identify at least one customer for whom we have created value. If we are not delivering value then we are wasting time and money. It is sometimes helpful to include a purpose and value statement below each value stream.
The value streams are a business-centric view of value creation. They are aimed at strategic decision-makers, and are intended to be simple to understand and interpret. Avoid making overly complex value streams that are more process-centric than is necessary. Getting back to the initial question posed in this article: Think how quickly you could answer the question with a value stream. The high-level nature of the steam does not put off senior members of staff, and they are able to quickly understand the value delivery mechanism.
Value streams are holistic, end-to-end views of value creation. They are by nature cross-cutting, and inclusive of external parties. This allows decision-makers to formulate a common approach that can be rolled out across the organisation without needing to be tailored for individual divisions, departments or sites.
Moreover, the value streams aggregate the underlying processes from across organisational silos, and even organisational boundaries. This allows similar processes to be rationalised and consolidated. Decision-makers are empowered by the holistic view to recognise redundant or duplicate process, and to implement common solutions in these identified areas. The business as a whole becomes more streamlined and efficient.
We can decompose the value streams. This allows the value stream to be tailored to meet the specific needs of an individual product line, or business unit in the context of the value delivery highlighted by the value stream.
Lastly, we can quickly understand how the value creation process leverages business capabilities. Resources can be brought to bear, in an objective way, on capabilities that are underperforming. For instance, we may quickly realise that we are not planning our activities well enough as we are weak in the ‘Business Analysis Activities Planning’ competency. We could then plan to work at improving this competency in upcoming projects.
By using our capability model and value streams we can lay down a blueprint that lets us envision ourselves in terms of what we do, they facilitate planning of a successful approach to improving our skill, and then guiding our development of these skills.
Crucially, we are able to express complex ideas simply, and effectively. The models tend to drive out a common language, and by allowing discussions to revolve around the models we can avoid ambiguity. Armed with these models it should be easy for an analyst to clearly answer the question ‘What do you do?’.
Exactly the same principles apply when you view the enterprise through these two lenses. The opportunities for improvement become quickly obvious. Business Architecture is becoming ever more important in linking the business strategy to explicit, achievable results. As this field matures it is going to become ever more important pillar that supports the overall Enterprise Architecture.
There are important lessons here about Career, and Art, and Life…
When Leonard Cohen was twenty-five, he was living in London, sitting in cold rooms writing sad poems. He got by on a three-thousand-dollar grant from the Canada Council for the Arts. This was 1960, long before he played the festival at the Isle of Wight in front of six hundred thousand people. In those days, he was a Jamesian Jew, the provincial abroad, a refugee from the Montreal literary scene. Cohen, whose family was both prominent and cultivated, had an ironical view of himself. He was a bohemian with a cushion whose first purchases in London were an Olivetti typewriter and a blue raincoat at Burberry. Even before he had much of an audience, he had a distinct idea of the audience he wanted. In a letter to his publisher, he said that he was out to reach “inner-directed adolescents, lovers in all degrees of anguish, disappointed Platonists, pornography-peepers, hair-handed monks and Popists.”
Cohen was growing weary of London’s rising damp and its gray skies. An English dentist had just yanked one of his wisdom teeth. After weeks of cold and rain, he wandered into a bank and asked the teller about his deep suntan. The teller said that he had just returned from a trip to Greece. Cohen bought an airline ticket.
Not long afterward, he alighted in Athens, visited the Acropolis, made his way to the port of Piraeus, boarded a ferry, and disembarked at the island of Hydra. With the chill barely out of his bones, Cohen took in the horseshoe-shaped harbor and the people drinking cold glasses of retsina and eating grilled fish in the cafés by the water; he looked up at the pines and the cypress trees and the whitewashed houses that crept up the hillsides. There was something mythical and primitive about Hydra. Cars were forbidden. Mules humped water up the long stairways to the houses. There was only intermittent electricity. Cohen rented a place for fourteen dollars a month. Eventually, he bought a whitewashed house of his own, for fifteen hundred dollars, thanks to an inheritance from his grandmother.
Hydra promised the life Cohen had craved: spare rooms, the empty page, eros after dark. He collected a few paraffin lamps and some used furniture: a Russian wrought-iron bed, a writing table, chairs like “the chairs that van Gogh painted.” During the day, he worked on a sexy, phantasmagoric novel called “The Favorite Game” and the poems in a collection titled “Flowers for Hitler.” He alternated between extreme discipline and the varieties of abandon. There were days of fasting to concentrate the mind. There were drugs to expand it: pot, speed, acid. “I took trip after trip, sitting on my terrace in Greece, waiting to see God,” he said years later. “Generally, I ended up with a bad hangover.”
Here and there, Cohen caught glimpses of a beautiful Norwegian woman. Her name was Marianne Ihlen, and she had grown up in the countryside near Oslo. Her grandmother used to tell her, “You are going to meet a man who speaks with a tongue of gold.” She thought she already had: Axel Jensen, a novelist from home, who wrote in the tradition of Jack Kerouac and William Burroughs. She had married Jensen, and they had a son, little Axel. Jensen was not a constant husband, however, and, by the time their child was four months old, Jensen was, as Marianne put it, “over the hills again” with another woman.
A good article from my friend Steve. You should pay his site(s) a visit and read his advice.
One of my favorite blog posts ever appeared exactly eight years ago in the Daily Reckoning, titled, “The Three Things Rich People Do All Day.”
In the piece, Chris Mayer concludes that reading, conversing with people who know what you’d like to know, and thinking are the three things rich people do all day.
After hanging out with some pretty high achievers the last couple years, and aspiring to be one of the wealthy myself, I have to agree with him.
On the ride home from my Ultimate Writing Retreat™ in Chicago nine days ago, I came up with my own list of 5 things that prosperous copywriters do all day:
1. Read. Read classic copywriting books by Eugene Schwartz, David Ogilvy, and Claude Hopkins. Read contemporary classics by Dan Kennedy, Clayton Makepeace, Gary Halbert, and John Carlton.
Read the New York Times and the Wall Street Journal, and your local paper (if you have local clients.) Read classic literature by Hemingway and Hugo, as well as airport paperbacks by John Grisham and Stephen King. Read!
2. Think. You simply have to spend time deep thinking about Big Ideas. How else are you going to come up with a new angle for a client promotion? It’s not all nose-to-the-grindstone, furious writing time that accomplishes that.
Or think about Big Ideas for your own business.
How are you going to convince your prospects to do business with you instead of the dozens of other copywriters who are just as good as you, in the same niche? How can you provide more value while working faster and making sure your clients get a good return on investment? What is your Big “off the chart” Idea that could send your business soaring?
3. Talk to interesting people.
I spent 67 hours recently hanging out with some very interesting people in Chicago. We coined at least three new terms that you’ll probably be hearing about in the next few months. We launched two new businesses, re-launched two more, and came up with strategy that could turn two of them into million-dollar businesses.
When I’m in my office, I probably spend two hours a day on average conversing with copywriters who are trying to get to the next level. I ask questions to get them thinking in a different way. I challenge them. I offer critiques if they ask. I give offbeat advice.
Once in a while, I inspire someone to go out and do really big things. Very rewarding, all of it. I benefit from these conversations, too.
Be selective about the company you keep, and spend the time in meaningful discussions.
4. Write stuff that other people will pay you for. Ask yourself at every turn, “Is this making me money?” or “Is it leading me quickly to a place where I’ll make money doing it?”
If you’re writing a special report that prospects will download to get on your mailing list, which you’ll then use to market your other services to them, the answer is “yes.” Writing an article for “exposure” and the promise of possible work down the road? Your call, but I’d say “no.”
5. Write things that build your own business. One of the “eureka” moments at the Chicago retreat was that you don’t have to figure out how to write copy for clients. Create a business around something you love, and write all the marketing copy for it.
When you’re writing copy for your own high-end luxury watch tours to Basel, Switzerland, or for helping CEOs become insanely great at presentation skills, things get pretty fun! Think of copywriting as a means to an end.
If you were a fly on the wall of my office, those are the five things you’d find me doing every day. Reading, thinking, talking to interesting people, writing stuff that people pay me for, and writing to build my own business.
Do you have any others you’d add to the list? Any you’d take off this list? Where can you do all five of these at once, in a three-day intensive writing experience like you’ve never seen before? Asheville, North Carolina, of course. July 17-20.
It’ll be another one for the ages: http://cafewriter.com/asheville/
Hope to see you there. I have a few ideas of what we’ll talk about.
We all know them. Those damn lucky bastards at the helm of billion-dollar empires and in command of countless employees. From Oprah Winfrey to Steve Jobs or Mark Zuckerberg, rich people always helped shape the world we live in. Not only that, but they haunt us with their quotes. It’s annoying because the all principles from their quotations are correct. But their so damn hard to apply! It’s one thing to know the right path. Quite a different thing to walk it. These guys talk the talk because they’ve walked the walk.
Regardless, whether rich or poor, we can at least enjoy the philosophy from this rich folks and forget for a moment that they’re worth zillions of dollars. In the end, we’re all the same. Most of the people from the list below started out with nothing at all. They were dirt poor. I don’t believe in destiny or luck. There must have be something else at play in their equation ofgetting rich.
Let’s see if they are willing to share their insight and maybe we’ll catch a glimpse of how they made pennies from their thoughts.
Do not seek permission to undertake any Great Enterprise. Let the High Quality of your Work be your True Qualification.
Audi led the round, with the company’s North American president Scott Keogh joining Silvercar’s board of directors. Silvercar and Audi are also looking beyond airports with a new initiative called the Audi Shared Fleet, where businesses will be able to offer cars to employees on their corporate campuses.
“Silvercar represents not just the future of the car rental industry, but a vision for the future of mobility,” Keogh said in the funding release “We want to utilize the company’s strengths in technology and innovation to merge connectivity and mobility for today’s consumer.”
Silvercar has raised a total of $60 million in funding. Previous investors Austin Ventures and Facebook co-founder Eduardo Saverin also participated in the new round.
The service doesn’t just offer every customer access to the same high-end vehicle. It also streamlines the reservation and payment process, allowing you to make bookings through a mobile app and unlock the car by just scanning a QR code.Writer Ryan Lawler (now sadly departed from TechCrunch) tried the service out three years ago in Dallas-Fort Worth, Silvercar’s very first airport. He came away impressed with “the ease of getting in and out of the airport rental dock,” and he suggested that business travelers, in particular, might be willing to pay a premium to get a better experience. (The exact pricing varies from market to market.)
The company says its business tripled in 2015, and it’s now launching in its twelfth market, Las Vegas, just in time for this week’s Consumer Electronics Show.
FEATURED IMAGE: SILVERCAR
I have been experimenting with a new way of Working that is succeeding quite well. I have narrowed down all of the really important things I do every Work Day plus on my 3 Sabbaths and reduced them to 4 (or less) Essential Items. I therefore get up every day and do these 4 Essential Items every day first thing.
Then, and only after these 4 Essential Items are done do I go on to the rest of my schedule and whatever else I have to do. This assures I do the most Essential things first and foremost without excuse or interruption or interference.
This system has worked out extremely well for me… I highly recommend it. This is my Personal System (below). Of course develop one of your own to cover what is most essential to achieve for you.
Book or Novel or Story Writing – 1000 to 2500 words per day
Start Up Business or Entrepreneurial Projects
Book or Novel or Story Writing – 1000 to 2500 words per day
Start Up Business or Entrepreneurial Projects
Site Commenting and Sharing
Book or Novel or Story Writing – 1000 to 2500 words per day
Start Up Business or Entrepreneurial Projects
Book or Novel or Story Writing – 1000 to 2500 words per day
Start Up Business or Entrepreneurial Projects
Songwriting and Composing and Poetry
Idea and Invention and Investment Generation and Mental Sabbath
Meetings and Networking and Travel and Field Trips
Sharing and Reblogging
Recreation and Psychological Sabbath and Rest
Spiritual Sabbath and Church
Prayer, Study Bible, and Theurgy and Thaumaturgy
Together with NASA and the Universities Space Research Association, or USRA, Google operates its quantum machine at the NASA Ames Research center not far from its Mountain View, California headquarters. Today, D-Wave Systems, the Canadian company that built the machine, said it has agreed to provide regular upgrades to the system—keeping it “state-of-the-art”—for the next seven years. Colin Williams, director of business development and strategic partnerships for D-Wave, calls this “the biggest deal in the company’s history.” The system is also used by defense giant Lockheed Martin, among others.
Though the D-Wave machine is less powerful than many scientists hope quantum computers will one day be, the leap to 1000 qubits represents an exponential improvement in what the machine is capable of. What is it capable of? Google and its partners are still trying to figure that out. But Google has said it’s confident there are situations where the D-Wave can outperform today’s non-quantum machines, and scientists at the University of Southern California have published research suggesting that the D-Wave exhibits behavior beyond classical physics.
Over the life of Google’s contract, if all goes according to plan, the performance of the system will continue to improve. But there’s another characteristic to consider. Williams says that as D-Wave expands the number of qubits, the amount of power needed to operate the system stays roughly the same. “We can increase performance with constant power consumption,” he says. At a time when today’s computer chip makers are struggling to get more performance out of the same power envelope, the D-Wave goes against the trend.
A quantum computer operates according to the principles of quantum mechanics, the physics of very small things, such as electrons and photons. In a classical computer, a transistor stores a single “bit” of information. If the transistor is “on,” it holds a 1, and if it’s “off,” it holds a 0. But in quantum computer, thanks to what’s called the superposition principle, information is held in a quantum system that can exist in two states at the same time. This “qubit” can store a 0 and 1 simultaneously.
Two qubits, then, can hold four values at any given time (00, 01, 10, and 11). And as you keep increasing the number of qubits, you exponentially increase the power of the system. The problem is that building a qubit is a extreme difficult thing. If you read information from a quantum system, it “decoheres.” Basically, it turns into a classical bit that houses only a single value.
D-Wave believes it has found a way around this problem. It released its first machine, spanning 16 qubits, in 2007. Together with NASA, Google started testing the machine when it reached 512 qubits a few years back. Each qubit, D-Wave says, is a superconducting circuit—a tiny loop of flowing current—and these circuits are dropped to extremely low temperatures so that the current flows in both directions at once. The machine then performs calculations using algorithms that, in essence, determine the probability that a collection of circuits will emerge in a particular pattern when the temperature is raised.
Some have questioned whether the system truly exhibits quantum properties. But researchers at USC say that the system appears to display a phenomenon called “quantum annealing” that suggests it’s truly operating in the quantum realm. Regardless, the D-Wave is not a general quantum computer—that is, it’s not a computer for just any task. But D-Wave says the machine is well-suited to “optimization” problems, where you’re facing many, many different ways forward and must pick the best option, and to machine learning, where computers teach themselves tasks by analyzing large amount of data.
D-Wave says that most of the power needed to run the system is related to the extreme cooling. The entire system consumes about 15 kilowatts of power, while the quantum chip itself uses a fraction of a microwatt. “Most of the power,” Williams says, “is being used to run the refrigerator.” This means that the company can continue to improve its performance without significantly expanding the power it has to use. At the moment, that’s not hugely important. But in a world where classical computers are approaching their limits, it at least provides some hope that the trend can be reversed.
image from nuturenergy
Successful people often exude confidence—it’s obvious that they believe in themselves and what they’re doing. It isn’t their success that makes them confident, however. The confidence was there first.
Think about it:
No one is stopping you from what you want to accomplish but yourself. It’s time to remove that barrier of self-doubt.
Confidence is a crucial building block in a successful career, and embracing it fully will take you places you never thought possible. With proper guidance and hard work, anyone can become more confident. Once you pass a certain point, you’ll feel it from the inside.
Here are eight bulletproof strategies to get you there.
Johnny Unitas said, “There is a difference between conceit and confidence. Conceit is bragging about yourself. Confidence means you believe you can get the job done.” In other words, confidence is earnedthrough hard work, and confident people are self-aware. When your confidence exceeds your abilities, you’ve crossed the line into arrogance. You need to know the difference.
True confidence is firmly planted in reality. To grow your confidence, it’s important to do an honest and accurate self-assessment of your abilities. If there are weaknesses in your skill set, make plans for strengthening these skills and find ways to minimize their negative impact. Ignoring your weaknesses or pretending they’re strengths won’t make them go away. Likewise, having a clear understanding of your strengths enables you to shake off some of the more groundless feedback and criticism you can get in a busy, competitive work environment—and that builds confidence.
Research conducted at the University of California in San Francisco showed that the more difficulty that you have saying no, the more likely you are to experience stress, burnout, and even depression, all of which erode confidence. Confident people know that saying no is healthy, and they have the self-esteem to make their nos clear. When it’s time to say no, confident people avoid phrases such as “I don’t think I can” or “I’m not certain.” They say no with confidence because they know that saying no to a new commitment honors their existing commitments and gives them the opportunity to successfully fulfill them.
A troubled relationship with the boss can destroy even the most talented person’s confidence. It’s hard to be confident when your boss is constantly criticizing you or undermining your contributions. Try to identify where the relationship went wrong and decide whether there’s anything you can do to get things back on track. If the relationship is truly unsalvageable, it may be time to move on to something else.
Related: 5 Habits of Mentally Tough People
Confident people tend to challenge themselves and compete, even when their efforts yield small victories. Small victories build new androgen receptors in the areas of the brain responsible for reward and motivation. This increase in androgen receptors increases the influence of testosterone, which further increases your confidence and your eagerness to tackle future challenges. When you have a series of small victories, the boost in your confidence can last for months.
Nothing builds confidence like a talented, experienced person showing you the way and patting you on the back for a job well done. A good mentor can act as a mirror, giving you the perspective you need to believe in yourself. Knowledge breeds confidence—knowing where you stand helps you focus your energy more effectively. Beyond that, a mentor can help educate you on some of the cultural inner workings of your organization. Knowing the unwritten rules of how to get things done in your workplace is a great confidence booster.
A study conducted at the Eastern Ontario Research Institute found that people who exercised twice a week for 10 weeks felt more competent socially, academically, and athletically. They also rated their body image and self-esteem higher. Best of all, rather than the physical changes in their bodies being responsible for the uptick in confidence, it was the immediate, endorphin-fueled positivity from exercise that made all the difference. Schedule your exercise to make certain it happens, and your confidence will stay up.
Like it or not, how we dress has a huge effect on how people see us. Things like the color, cut, and style of the clothes we wear—and even our accessories—communicate loudly. But the way we dress also affects how we see ourselves. Studies have shown that people speak differently when they’re dressed up compared to when they’re dressed casually. To boost your confidence, dress well. Choose clothing that reflects who you are and the image you want to project, even if that means spending more time at the mall and more time getting ready in the morning.
Aggressiveness isn’t confidence; it’s bullying. And when you’re insecure, it’s easy to slip into aggressiveness without intending to. Practice asserting yourself without getting aggressive (and trampling over someone else in the process). You won’t be able to achieve this until you learn how to keep your insecurities at bay, and this will increase your confidence.
Your confidence is your own to develop or undermine. Confidence is based on reality. It’s the steadfast knowledge that goes beyond simply “hoping for the best.” It ensures that you’ll get the job done—that’s the power of true confidence.
One of the start-up world’s favorite words, in addition to disrupt, pivot, and on-demand, is community. Kickstarter identifies as “a community of people committed to bringing new things to life.” “The heart and soul of Etsy,” begins the About Etsy page, “is our global community.” Airbnb calls itself “the world’s leading community-driven hospitality company.” You’re not, in other words, just joining a platform where you can fund your screenplay, or hawk your hand-knit iPhone koozies, or rent your apartment — no, you’re belonging to something bigger than yourself.
But back in 2009, perhaps before the word had lost all meaning, a small-time-invention start-up called Quirky built a community that really acted like one. It told the first-world-problem solver in all of us — the one who thought up single-serve French-fry-makers and foldable coffee mugs and musical footballs while out walking the dog — that she no longer had to innovate in a vacuum. Anybody could join. On Quirky’s website, users would assess and workshop each other’s inventions. The most successful ideas, as determined by a vote, would be designed and built by the company. In some cases, the inventors made a lot of money. And it is for that tiny dreamer that the company’s recent death spiral feels like a true loss.
It all came to a head on what seemed like a typical Thursday evening this July, during the weekly Quirky ritual known as Eval. A studio audience of about 100 people gathered in the company’s former-rail-car-terminal headquarters in Chelsea. Lit by webcams from above and a bank of futuristic equipment behind, Quirky’s 28-year-old founder, Ben Kaufman, stood at a lectern in his usual black V-neck tee and announced a panel of product-evaluation experts by nickname: Anna “Make a Buck” Buchbauer, Justin “J-Bomb” Seidenfeld, Aaron Dignan, a.k.a. El Presidente. Ideas submitted and voted on by the Quirky community — watching the livestream from their living rooms — were presented via pitch videos and commentary from Kaufman: a voice-activated lightbulb, a paper-thin Bluetooth speaker that fits in your back pocket, an on-the-go beverage carbonator. The masterminds who won majority approval would hear the rallying mantra “Congratulations, you’re a Quirky inventor!” and have the chance to be like fellow Eval winner Garthen Leslie, a 63-year-old IT consultant from Columbia, Maryland. Leslie came up with the idea of a smart air conditioner during his morning commute, uploaded a rough diagram of the idea to the Quirky platform, and found the community waiting to help him refine it, suggesting additional features and weighing in on the sizing, specs, and the name, which would be Aros. And keeping with Quirky’s leave-the-rest-to-us business model, the company then patented, manufactured, marketed, and sold the unit into Walmart and Amazon, returning 10 percent of the profits to the inventor and those that played Watson to his Graham Bell (in this exceptional case, that’s amounted to more than $400,000 for Leslie and more than $200,000 for the community).
But this Thursday, July 16, it would turn out, was not an ordinary Eval. In fact, it would be the next to last one Kaufman ever did. Following the broadcast, he tacked on what he called an “after-party” — a.k.a. a crisis-management session aimed at addressing recent bad press that the company had gotten. In June, in a sweaty interview onstage at the Fortune Brainstorm conference, Kaufman admitted the company was all but “out of money,” which had once amounted to $185 million in funding from investors like Andreessen Horowitz and GE. In July came the news that nearly the entire New York City staff would be laid off. By August 1, Kaufman would officially step down from the company he started at age 22. It so happened that for every Aros-type success, the community had waved in many more duds like the Beat Booster, a wireless speaker with a built-in charging station that by one account cost the company $388,000 to develop but only sold about 30 units.
It’s not surprising that Kaufman used the word transparency no fewer than three times in the first five minutes of that after-party, the bottom line of which was that he frankly didn’t know if the company would survive — Quirky’s fate was in the investors’ hands. Because, for all the aspirational, rarefied Bushwick-bar vibes telegraphed by the Evals, Quirky was, of course, all about being real. Its cluster of a million members included folks like — to cite some of the most recent inventors featured on the website — Tony Lytle, a welder and proud grandfather from Larwill, Indiana, who’d dreamed up the Pawcett, a step-on drinking fountain for dogs; and Hadar Ferris, a licensed cosmetologist in Oceanside, California, responsible for decorative muffin-top molds called Bake Shapes; and Pennsylvania-based Navy veteran Jason Hunter, who gave birth to the Porkfolio app-enabled piggy bank. (In the age of artisanal everything, just as we want to know where our pickles were brined and our former-church-pew coffee tables were carved, here, too, was the meaningful personal backstory behind your magnetic bottle opener.)
A few weeks after he was ousted, Kaufman emailed with me from his first-ever personal email account: “It’s weird waking up one day and not even having an email address,” he later said on the phone. “This had been my whole life.” He was a small-time inventor himself at first, for a range of iPod accessories he started in high school that went on to become the company Mophie. At the 2007 Macworld Expo, he handed out pens and sketchpads and asked people to help design Mophie’s 2007 product line (sound familiar?) and then held a vote for the top three ideas. That same year, he sold Mophie, reappropriated the Macworld crowdsourcing schtick, and tried to launch a similar concept to Quirky. What helped Quirky finally get off the ground in 2009 was the recession-driven push for alternative incomes (no coincidence that Kickstarter as well as the entrepreneur-competition show Shark Tank, another bastion of scrappy innovation, also launched in 2009). Plus, there was more of a universal comfort with the practice of online sharing: We were now very used to telling our Facebook friends what we ate for breakfast, and by extension, we might as well tell the Quirky forum about our concept for a better egg-yolk extractor. Our notion of community, then, was evolving, and Kaufman — Mark Zuckerberg wrapped in a teddy-bear build, with the mischievous smile of your son or younger brother (depending on where you fell in Quirky’s wide-ranging age demographics) — was a relatable leader.
On the consumer end, seeing these ordinary tinkerers immortalized on the shelves of the Container Store (a big Quirky perk was that inventors’ names and faces appeared on their products’ packaging) was like watching the Spanx lady on QVC for the first time in the early aughts — a humble fax-machine salesperson from Clearwater, Florida, who just wanted to wear control-top pantyhose without the hose. Inventors were just like us! And now everybody could be the Spanx lady (albeit for only a tiny fraction of the profits), because unlike her, we didn’t have to side-hustle all alone. Next it could be my cousin in Westchester, who had four kids but no one to help her prototype her idea for a mother-baby bath towel. Next it could be my semi-retired father, who was in a private war with his never-shuts-properly pantry door and needed a constructive, supportive outlet for his aggression. Next it could be my friend Sarah, who was full of lightbulb moments — an Oreo-dunking robot claw, a universal key for all your locks — but was too stoned to sort through the mechanics by herself.
Quirky was catnip for the press: The Sundance Channel produced a short-lived reality show on the company in 2011. Kaufman appeared on Leno. This magazine featured it as a Boom Brand of 2013, noting, “It’s a pretty rare company that’s so hippieish — Let’s have everyone get a say! — yet so purely free-market.” The Times devoted several thousand words to a piece called “The Invention Mob, Brought to You by Quirky” just last February (by then its financially unsustainable business model had given way to a pivot — a smart-home subsidiary called Wink — that was too little too late).\
Another Times piece, from this past April, cited Quirky as a springboard for the realest of all Real People: older people. “There’s a boom in inventing by people over 50,” John Calvert, the executive director of the United Inventors Association, told the paper. And indeed, Quirky had plenty of them in its hive — like 59-year-old Lorin Ryle, a full-time caretaker for her dementia-stricken mother. When her clip-on baby monitor for the elderly won at Eval, she says she cried, watching from her Hutto, Texas, home. It never actually made it to development (in fact, only about half of the Eval winners ever do), but for Ryle that didn’t take away from the experience of “working with people to make something work,” she says. “I’ve made lifelong friends on there.” (Another Quirky boomer, Marc Rumaner, who came up with a nifty little wine-bottle anchor called Vine Stop, has even gone so far as to host barbecues for fellow community members in his Chicago area.)
Of course, the inmates didn’t always like running the asylum. There was much talk in the forums that the Eval system seemed too democratic. “I failed to see how any of us could know what a product scout from a company like GE or Mattel could know,” says one community member. And indeed, when you look at misfires like the Drift, a $200 wooden balance board that simulates snowboarding and surfing, or the $80 Egg Minder, an app-enabled egg tray that signals to your smartphone when you’re running low on eggs, it would appear that the company’s raison d’être was also the reason for its downfall, a colony of amateurs green-lighting unscalable solutions to nonexistent issues. Quirky brought more than 400 products to market in just six years.
Yet Kaufman points out that the community had much less say than all the high-pressure voting would suggest; the real decisions were made when the cameras stopped rolling and he and the actual experts did the math on a product’s marketability. (So, maybe not so much power to the people, after all.) But, he adds of Eval, “There had to be a thing to look forward to on a regular basis — otherwise how are you going to keep the community engaged?” Quirky steered the ship, you might say, but the community was still the North Star.
Steering the ship — handling all of the engineering, manufacturing, marketing, and retailing, even when you’re taking 90 percent of the subsequent profits — was ultimately too expensive of a proposition, especially in comparison to other, less-handholding-oriented start-ups. “The reason why Kickstarter makes a ton of money is they don’t have to do anything besides put up a website,” Kaufman notes. After that, the failure (and let’s face it, many Kickstarter-funded products go on to fail) is all on the individual. Which is not meant to be a dig, Kaufman clarifies. He won’t confirm his next venture but says, “I love Kickstarter.” And: “I will likely use it.”
What I have to say below on the topic of Objectives and Goals (and the differences between the two) was sparked by a Linked In post on a Consulting Blog. What follows is my response to the question posed on the blog:
To me these words have very specific, practical definitions for my own Work, though they might very well be used interchangeably by clients or others. By my own definitions, which are pragmatic and geared towards utility, an Objective is a wide-scale enterprise or endeavor, strategic in nature, and therefore separate and distinct from a Goal which is carefully and tightly targeted and tactical in nature.
Let me use a warfare analogy. An objective might be to “take a town,” (I am using a narrow strategic objective, whereas it could just as easily be that my objective is wide-scale, to “defeat an enemy”) but my goals in doing so might be as follows: cut off enemy resupply routes, attrit enemy forces, reduce the number of enemy fortified hard-points, and constrict enemy fuel and power resources. Each Goal then is a clear and very specific and tactical aim which when taken all together, and if each is successfully executed then I achieve my overall Objective (which is strategic in nature.
I could use the very same type of analogy and apply it to a business or investment enterprise. Suppose I or my client wanted to begin a new start-up. The Objective would be to obtain sufficient Capital and investment to properly fund operations thereby increasing the odds of a successful launch and the building of a profitable enterprise.
My specific goals therefore in pursuing this strategic Objective would be as follows; construct a viable business plan with acceptable financial projections, create a pitch capable of exciting investors, secure angel or venture capital sources to fund the project, develop a strong operational team to run the day to day business operations of the Start-Up, etc.
Each goal to me therefore has a very specific and tight aim which I can easily measure and that contains a very specific time-frame for completion. Complete all of the Goals successfully, or most of them successfully, and you eventually reach your Objective which is also successfully concluded and obtained.
Therefore to me Objectives are always strategic and large-scale (and because of this somewhat flexible in nature), whereas Goals are always specific and targeted and tightly measured.
Objectives to me are always Objective (in nature, as is implied by the denotation of the word) and general but state the desired end-point aim, whereas Goals are always tactical, pragmatic, (and to some degree subjective in nature) and consist of the necessary sub-components used to achieve the overall Objective.
The point to me is a pragmatic and practical one, to differentiate between the overall strategic Objective and the specific and tactical Goals necessary to obtain that Objective.
In that way you neither confuse your Goals and how they operate, nor do you lose sight of your True Objective(s).
Not that I don’t think this process would yield valuable results, especially the fact that he reviews books while his heart rate is up, etc. (his data absorption process) but my information preparation and absorption process is extremely simple by comparison.
I simply take a book, go through it as he said early in the video and highlight everything that is useful and practically applicable. Then I distill each highlighted chapter or section or paragraph or item into a single sentence which contains an actionable premise or instruction set. In this way I can distill a single book down to a Single Plan of perhaps 8 to 12 Actionable Points (sometimes also containing some side-notes explaining the most relevant new information). I also tend to place each plan in Chronological Order so that each plan can always be followed in the most logically progressive manner. See this entry for more detail on what I mean: 8 to 12 Point Plan.
In this way, over the years, I have created literally hundreds of Plans of various types of information, processes, and actions (derived both from my own experiences and from information obtained from books and other sources) which when they are all combined together in a single source I call my Book of Plans. (Again, as I have aged I have become far more interested in how information can be practically and usefully and profitably applied than in “information” as a principal or principle or component in and of itself.
I also sub-divide my Book of Plans into chapters relevant to what most interests me in a given Field. For instance I have chapters on Business, Art, Invention, Technology, Science, Religion, Exploration, etc. and each chapter may have 30 pages (or more or less depending on the subject matter) of plans in it with each page being a separate plan on a particular subject.
That is my method. It is simple, fast, data-targeted, actionable, inexpensive, and when necessary it is extremely easy to review each plan in order to follow my Plans or to pick back up again from where I had previously left off operations.
You may live as the King Fish in a small pond for as long as you wish but one thing you will never do is cause the pond to grow any larger. Therefore if you would truly reach your real mass you must swim for the sea.
I am in immediate need of the following things:
A brief word of explanation on the above:
Beta Readers – I tend to write my fictional works, short stories, and novels in the following genres: children’s stories, detective and mysteries, espionage, fantasy and myth, historical fiction, horror, and science fiction. My current novel is a high fantasy/myth about Prester John and the Byzantine Empire. I tend to insert a lot of historical and literary references into most of my works. I would not expect my Beta Readers to provide me with detailed critiques or edits, though if you wished to do so that’s up to you. I’m really just looking for basic opinions and do you like the plot, stories, works, etc., and do you have any advice for improvements? As I said I’m open to favor exchanges and free copies of my works.
Also, when it comes to my songs I write the lyrics but I have no real time right now for composing. If you are a composer or lyricist and you wish to enter into a song-writing partnership with me then we will split the credits and your contributions and shares of any successful songs will be protected by contract.
Literary Agent – I want a literary agent with a wide range of interests and one with whom I can develop both a professional relationship and a personal friendship. (I much prefer doing business with people I enjoy.) I want a literary agent who is ambitious, as I am, and one who can help me make my writings successful so that we may both profit handsomely.
Employee Team – more on this later but I’m looking for a good employee team as well as a strong, tight, efficient, and profitable team of administrators, managers, and officers.
Business Builder/Investor/Investment Team – more on this later but I need good people from all areas/sections of the country, and possibly members from outside the US, who can look realistically at start-ups and help develop and fund them into successful enterprises. Backgrounds in brokerage, business building and development, communications, entrepreneurship, investment, and deal-making most desired. But we can also look at other backgrounds. Realistically risk will be high, and loss always possible, but profits should be considerable on successful ventures. This will be both a business creation and development and investment team, sort of like an Investment Club but with a far wider range of interests and with more hands on developmental involvement.
Invention Partners – partners in design and prototyping and product development. We’ll start out with my inventions and maybe yours as well and possibly graduate to taking stakes in other inventions and related businesses if the idea seems solid and viable.
Game Design Partners – people who can take my game designs, and your own, and build programs or physical products out of them. Depending on how much you contribute we’ll take profit shares on sales of the games, regardless of whether it is by the game or we sell the designs outright. As with the inventions your work will always be attributed in the design and protected as a share of profit by contract.
Finally you should know that in working with me my very basic and fundamental Worldview is that I am a Christian by religion, spirituality, philosophy, and nature, a Conservative (with some strong Libertarian leanings) in cultural and political and social matters, and a Capitalist when it comes to economics and monetary affairs.
Therefore I am a disciple and proponent of the teachings of Christ (Truth, Justice, Personal Honor, Honesty, and Fair Treatment of all based on individual behavior are extremely important to me, and I tend to like Charity and Philanthropy), God is my mentor and my best friend, I am Conservative in nature and very much believe in Hard Work and Personal Effort and Individual Initiative and Self-Discipline, and I am pro-Business, Development, Entrepreneurship, and Wealth. I also like to see people exploit their own talents and benefit and profit thereby. I set extremely high goals for both myself and others, and I expect much, but think I am fair and just to work with. I do discriminate and unapologetically so, but not regarding matters of background, class, race, or sex. I only discriminate between good and bad behavior, and between industry and laziness. As a boss or partner I will not long endure intentionally bad or destructive or self-destructive or foolish or apathetic behavior. I am not at all bothered by failure if you seek to improve and advance the next time.
If that all sounds fine by you and you are interested in any of these ventures then please contact me via email or by my Facebook or Linked-In pages or through my blogs or other webpages. We’ll begin Work.
When you engage in proper money management even the seemingly impossible often becomes certain in time. When you engage in improper money management even the probable becomes impossible in time.
Much of my morning will be spent writing up my proposal for a new business project and the functional and operational structure of the business itself. Or, to be more accurate, transcribing my formulation notes into a proper form for developing the body of the actual proposal.
Later today, in the afternoon, I’ll be devising much of the pitch, assessing the projected financials (it should be able to generate more than one income/revenue stream, and should be able to be funded in more than one way), and so forth.
By the end of the week I plan to present the idea to some potential partners and maybe even an investor or two.
I’m looking forward to this as it is an excellent idea and in a field/industry that interests me a great deal.
Here’s a quick and fun way to enrich your business knowledge: streaming documentaries on Netflix.
The online movie and TV service has a vast cache of business and tech documentaries that anyone with a subscription can watch instantly. The topics range from profiles of great tech innovators like Steve Jobs to deep dives into industrial design.
Each of these 12 documentaries offers an entertaining storyline, as well as valuable insights into business success.
Alison Griswold contributed to an earlier version of this article.
“Jiro Dreams Of Sushi” profiles Jiro Ono, a Japanese sushi chef and restaurant owner who is widely revered for his skill and $300-a-plate dinners. It follows the 85-year-old master as he works with vendors to secure the finest ingredients, manages and mentors his staff, and prepares his son to succeed him when he retires. The movie brings viewers inside the dedication, obsession, and decades of hard work it takes to achieve perfection.
“TED Talks: Life Hacks” is a collection of 10 popular TED lectures that offer tips and insights for success in life and business. You’ll learn body-language secrets from Harvard psychologist Amy Cuddy, research-backed productivity tricks from positive psychology expert Shawn Achor, and more.
Screenshot from Netflix
“Inside: Lego,” a short 2014 film by Bloomberg, takes viewers inside one of the greatest turnaround stories in recent history. Lego, the Denmark-based toy maker, was in trouble in the early 2000s. It had overextended, lost its identity, and was bleeding money. After executing CEO Jørgen Vig Knudstorp’s strategy to refocus on the core business, Lego rebounded to become the world’s fastest-growing toy company.
“Joan Rivers: A Piece of Work” takes viewers deep inside the business of the late Joan Rivers. After following the comedian for a year, filmmakers reveal the highs and lows of Rivers’ decades-long quest to stay relevant. What does it take to get to the top and stay there? From meticulous organization systems to her willingness to take any job to make sure her staff got paid, the movie shows the fierce determination necessary for success.
Few people know pressure better than Hank Paulson, the former CEO of Goldman Sachs and the US Secretary of the Treasury during the height of the financial crisis. “Hank: 5 Years from the Brink” explores the momentous task Paulson was handed in September 2008 — saving the global economy — and how he dealt with it.
The items you think the least about may have the most effective designs, according to the 2009 film “Objectified.” Take the Post-it note. Have you ever considered that someone put a lot of time into its appearance? The movie explores the unconscious but influential relationship we have with the objects around us, and why the smallest tweaks in design make an enormous difference.
If you’ve ever thought about starting a restaurant, Danny Meyer knows a thing or two about success in the business. “The Restaurateur: How Does Danny Do It?” offers a behind-the-scenes look at Meyer, the New York City restaurateur and man behind Shake Shack and Gramercy Tavern. The movie shows how Meyer’s philosophy of putting great food first launched his career.
“Something Ventured” portrays some of the most successful and prolific venture capitalists, who through genius or luck made big early-stage bets on tech companies like Apple, Google, Atari, and Intel. For a crash course in venture capital or a modern business history lesson, this 2011 documentary shows how entrepreneurs partnered with investors to build some of the greatest American companies.
Screenshot from Netflix
The 2005 documentary “Enron: The Smartest Guys in the Room” is a cautionary tale. It’s a deep dive into the fall of Enron, the energy company that was at one point valued at $70 billion but filed for bankruptcy in 2001. It’s become one of the most well-known cases of financial corruption and accounting fraud, and this film explores the psychology behind and fallout of the collapse of an empire.
Screenshot from Netflix
The 2013 PBS documentary “American Experience: Silicon Valley” chronicles the beginning of the modern technology age. It follows a group of eight technologists who took a risk and decided to start their own company in 1957. It’s a telling look at the history of the Valley and the birth of a culture characterized by openness, innovation, and idealism.
For inspiration, motivation, and amusing historical anecdotes about the lives of famous people, we turn to the biographies of others.
But according to Aliza Licht, SVP of global communications at Donna Karan International and author of “Leave Your Mark: Land Your Dream Job. Kill It in Your Career. Rock Social Media,” there’s an essential biography that never makes the best-of lists — and it could be the most critical for your future success.
There’s just one caveat: you have to write it first.
A few years back, Licht needed a bio for something, and the process of writing it actually changed the way she saw herself. Now, it’s one of the exercises she recommends to everyone — and recent research suggests she might be onto something.
In one study from Stanford, married couples who wrote about conflicts in their relationship as though they were neutral observers showed “greater improvement in marital happiness” than couples who didn’t reflect in writing.
In other words, the way we tell ourselves our stories matters — and Licht isn’t alone in thinking so.
To be clear here, she’s not saying you should be writing a 300-page retrospective of your life and choices — at least for the purposes of this exercise — and she’s also not talking about a high-concept version your three sentence LinkedIn blurb. Imagine you’re a journalist writing a profile, Licht advises. It’s just that the subject of that profile happens to be you — and you’re the only one that needs to read it. (That’s why it’s a “biography” and not an “autobiography” — as much as possible, you want to be outside yourself.)
“It’s such a great lesson in self-reflection, and I think it can really help a person get outside of themselves for a minute.” In the book, she describes it as an “out of body experience,” key to taking stock of where you’ve been, what you’ve done, and where you might be going.
Here’s how it’s done:
1. Write in the third person. Not only is it more effective — pretending you’re not yourself gives you something much closer to an outside perspective, she says — it’s also more comfortable. “It is so awkward to talk about ourselves,” Licht acknowledges. Switching from “I” to “she” can be freeing.
2. Be thorough. You contain multitudes (and so should your bio). Things to cover: education, career path, jobs and titles, hobbies and passions, talents and awards, affiliations (charities, societies, groups), personality, physical attributes, and family status. The total effect should be an “aerial view,” she tells Business Insider.
3. Read it back to yourself. Evaluate the person you’re reading about like you aren’t you. Do you like you? Would you hire you? Is the story you’re telling about yourself the same story someone could piece together by Googling you? Is that the story you want told? The goal is to get an honest assessment to help you figure out what you’ve got — and what you might be missing.
“The best thing that can happen is you don’t like it,” Licht says. “Because if you don’t like it, you have the power to change it.” That’s why she thinks the exercise is especially critical for people who are “consistently getting the door shut on them when they apply to places.” If doors keep closing, then something isn’t working. The bio can help identify what that something is.
And if it feels a little unnatural? That’s fine, she says. “I don’t think it’s natural to constantly think ‘how am I doing? What do people think about me?'” Licht points out. But then, that’s the point. “You kind of have to make yourself sit down and do it.” The effort is worth it, she says.
I concur with this assessment.
Some people get more done than others — a lot more.
Sure, they work hard. And they work smart. (While “smarter, not harder” is fine, smarter and harder is way better.) But they also possess a few other qualities that make a major impact on their performance:
1. They do the work in spite of disapproval or ridicule.
Work too hard, strive too hard, appear to be too ambitious, try to stand out from the crowd… and the average person resents you. It’s a lot easier and much more comfortable to dial it back and fit in.
Pleasing the (average-performing) crowd is something highly productive people don’t worry about. (They may think about it, but then they keep pushing on.) They hear the criticism, they take the potshots, they endure the laughter or derision or even hostility… and they keep on measuring themselves and their efforts by their own standards.
And, in the process, they achieve what they want to achieve. (Which is really all that matters.)
2. They accept that fear is an expected element in the process.
One of my clients is an outstanding — and outstandingly successful — comic. Audiences love him. He’s crazy good.
Yet he still has panic attacks before he walks onstage. He knows he’ll melt down, sweat through his shirt, feel sick to his stomach. That’s just how he is.
So right before he goes onstage he takes a quick shower, drinks a bottle of water, jumps up and down, and does a little shadowboxing.
Sure, he’s still scared. He knows he’ll always be scared. But he accepts it as part of the process — and has developed a process to deal with it.
Anyone hoping to achieve great things gets nervous. Anyone trying to achieve great things gets scared.
Productive people aren’t braver than others; they just find the strength to keep moving forward. They realize dwelling on fear is paralyzing, but action naturally generates confidence and self-assurance.
3. They can do their best even on their worst day.
Norman Mailer said, “Being a real writer means being able to do the work on a bad day.”
Extremely successful people don’t make excuses. They forge ahead, because they know establishing great habits takes considerable time and effort. They know how easy it is to instantly create a bad habit by giving in… even “just this one time.” (Because once you give in, it’s rarely just one time.)
4. They see creativity as the result of effort, not inspiration.
Most people wait for an idea. Most people think creativity somehow happens. They expect a divine muse will someday show them a new way, a new approach, a new concept.
And they wait, and wait, and wait.
Occasionally, great ideas do just come to people. Mostly, though, creativity is the result of effort: toiling, striving, refining, testing, experimenting… The work itself results in inspiration.
5. They view help as essential, not a weakness.
Pretend you travel to an unfamiliar country, you know only a few words of the language, and you’re lost and a little scared. Would you ask for help? Of course.
No one knows everything. No one is great at everything.
Productive people soldier on and hope effort will overcome a lack of knowledge or skill. And it does, but only to a point.
Highly productive people also ask for help. They know asking for help is a sign of strength — and the key to achieving more.
6. They start…
At times we all lack motivation and self-discipline. At times we’re easily distracted. At times we all fear failure — and success.
Procrastination is a part of what makes people human; it’s not possible to totally overcome any of those shortcomings. Wanting to put off a difficult task is normal. Avoiding a challenge is normal.
But think about a time you put off a task, finally got started, and then once into it, thought, “I don’t know why I kept putting this off — it’s going really well. And it didn’t turn out to be nearly as hard as I imagined.”
(That’s no surprise; it’s always easier than we think.)
Highly productive people try not to think about the pain they will feel in the beginning; they focus on how good they will feel once they’re engaged and involved.
So they get started…
7. …and they finish.
Unless there’s a really, really good reason not to finish — which, of course, there almost never is.
I’m always thinking about Work (not just business, though that’s part of it, but all of my Work – business, careers, inventing, writing, etc. which short of God and family are my most interesting and vital concerns), and I constantly go without sleep.
The rest of these to a slightly lesser degree, but I know exactly what the man is saying and why.
Every entrepreneur starts out with big dreams and excitement.
As an entrepreneur, you control your own destiny, and with the right ideas, the right skillset and unflinching dedication, you can build wealth or establish an enterprise to serve as your legacy.
This is the bright side of entrepreneurship, but unfortunately, there’s also a darker side.
The rigors of entrepreneurship demand sacrifices, and if you don’t make those sacrifices you’ll never be able to succeed. Business is, at its core, a give-and-take process. The more you invest, and the more you’re willing to part with, the more you’ll reap in rewards in kind.
These are the five sacrifices that every entrepreneur needs to make:
You’re starting a new venture, and there’s no guarantee you’re going to succeed. The foundation of your company, even if your idea and plans are solid, is rocky at best, and there’s no telling which direction your business is headed until you’re several months, or often much longer, into running things. If you haven’t already sacrificed a comfortable, well-paying, stable job to follow this route, odds are you’ll have to sacrifice some other kind of stability before you can move forward.
Entrepreneurship is, by nature, an unstable path to follow. Don’t be surprised if you encounter multiple, unpredictable shifts in your fortune as your work progresses. It’s natural and part of the process. Eventually, if you work hard with a clear vision, things will stabilize.
When you become an entrepreneur, the lines between your working life and your personal life will blur. You’ll start thinking about business even when you’re away from the office, sometimes because you want to and sometimes because you can’t help it. You’ll also get calls and emails urgently needing your attention because you’re the boss and there’s nobody else to answer them.
Your downtime will become “light” business time, but the flip side is that your time in the office will feel more like personal time because you’ll want to be there. Remember, it’s still important for you to balance your work priorities and your personal ones — always make time for your family and your mental health — but the firm split between personal and professional time is going to go away no matter how you try to handle it.
This goes along with the stability sacrifice, but for the first few years of your business, you’re probably not going to be making much money. In most businesses, entrepreneurs and their families end up investing heaps of their own money to get the business going. If this is the case for you, you’ll be making even more of a sacrifice since your potential safety net will be gone.
Since you’ll be deciding where the money goes, you can set your own salary, but many entrepreneurs don’t even take a salary during their first several months of operations, at least not until there’s a steady line of revenue backing them up. Be prepared for this. You’ll need a strong marketing plan to overcome barriers to entry and gain a share of the market in your industry.
Sleep is vitally important, but no matter how hard you try to preserve healthy sleeping habits, you’re going to sacrifice some sleep in order to run your business. In some cases, you’ll be pulling all-nighters to get that last proposal together. In other cases, you’ll be getting up super early to make a meeting or get all your tasks in order. In still other cases, you’ll be lying awake at night, restless and wondering about the future of your company.
Whatever the case may be, your sleeping habits are going to change when you become an entrepreneur, and you’ll have to make the best of them no matter how they end up.
Being the boss of your own company means the buck stops with you. You’re going to have to wear dozens of hats, make decisions you’ve never made before and delve into subjects you’ve never before considered. Part of being an entrepreneur means stepping out of your comfort zone, often multiple times every day.
The most successful entrepreneurs are the ones who approach uncomfortable situations with confidence and a degree of excitement. Learn to thrive in uncomfortable environments, and you’ll find yourself much more at peace with your job.
Don’t think of these sacrifices as literal sacrifices. You’ll be giving something up, sure, but try to think of it as a type of investment. You’re giving up intangible luxuries in exchange for something better down the road. You’re paying for the opportunity to find success in your own enterprise, and your sacrifices will be rewarded many times over so long as you stay committed in your chosen path.
Remember, as an unidentified student of Warren G. Tracy said, “Entrepreneurship is living a few years of your life like most people won’t so you can spend the rest of your life like most people cant.”
Experts think the crucial component is physical arousal. Exercise excites the body in much the same way an emotional experience does—and emotional memories are well known to be the most long lasting. The researchers caution, however, that at most exercise can have a supportive effect—the important thing is to study well first.
More Quick Tips for Creativity and Focus
• Lie down to spark insight.
One study showed that people who lay on their back solved anagrams significantly faster than those who stood.
• Dress for the occasion.
In one study, people who wore a white lab coat displayed enhanced focus.
• Smile when sad to enhance creativity.
People who exhibited contradictory mental and physical states—they thought of a sad memory while smiling or listened to happy music while frowning—were better able to think outside the box. —Victoria Stern
I still consider it somewhat ironic that this is the case considering the real Tesla’s personal work, motives, and desires regarding energy distribution. Still, it is definitely a step in the right direction.
At a press conference in Los Angeles on April 30, the company’s charismatic founder Elon Musk said that the firm’s lithium-ion batteries would enable economies to move to low-carbon energy sources. Solar energy sources are erratic—but by storing their energy and then releasing it when required, batteries could solve that problem, he said.
Many other companies also sell stationary battery storage for buildings and for power grids—but analysts say that the technology is still too expensive for widespread use. Here, Nature explores whether Tesla’s announcement might change the game.
Has Tesla just invented a new battery technology?
No. The company’s packs contain standard lithium-ion batteries based on tried-and-tested technology, which are similar to those that many other firms have on the market.
Although companies and academic labs are pouring billions of dollars into research and development to significantly increase the amount of energy that batteries can store and to lower their cost, it could take years before significant breakthroughs reach the market (see ‘The rechargeable revolution: A better battery’).
Has Tesla managed to cut the cost of battery storage?
Possibly—but it’s unclear. Cosmin Laslau, an analyst for Lux Research, a consulting company in Boston, Massachusetts, says that he thinks Tesla’s batteries may be a bit cheaper than their competitors, although not by a lot.
Tesla did not reveal the price of its larger batteries for businesses and utilities, but it will sell residential models for US$3,000—3,500, or a cost of about $350 per kilowatt-hour (kWh) of energy stored. But that price tag does not include electronics that are required for connecting a battery to a home system, nor installation costs. Together, these costs could more than double the final price for residential consumers.
The internal production cost of lithium-ion battery cells (the cylindrical elements that store energy inside a battery, and which Tesla buys from Japanese electronics giant Panasonic) is generally thought to be around $200 per kWh, according to Mohamed Alamgir, director of research at LG Chem Power in Troy, Michigan, a subsidiary of the South Korean chemistry giant LG Chem. Incorporating those cells into a battery pack typically doubles costs, so that a battery the size of Tesla’s could cost about $4,000 to produce. Tesla could be selling these products at a loss for the time being, says Laslau, but could turn that loss into a profit once it scales up production at the $5-billion battery ‘gigafactory’ it is building in Nevada.
Does a home need a battery?
Most homes in the Western world probably do not. In places that have a good connection to the electricity grid, and where grid power is reliable, households do not need batteries for backup. And even those homes that have solar panels on the roof and extra energy to spare can use the grid itself as their battery: in many places, such as Germany and several US states, homeowners can sell their excess power during the day to the local electricity utility, and buy it back at night.
But the world’s electricity utilities and power grids themselves need more inexpensive energy storage. Countries that have been aggressively installing solar panels and wind turbines but that have not invested enough in energy storage have had trouble integrating the extra capacity into their grids. Germany, for example, has provided lavish subsidies for homeowners who installed solar panels, but when residents installed more photovoltaics than expected, electricity utilities had to spend more to keep the grid running smoothly, says Haresh Kamath, an energy-storage expert at the Electric Power Research Institute in Palo Alto. “The effects of unplanned deployment can be dangerous in terms of grid reliability,” he says.
Could today’s lithium-ion batteries meet utility firms’ needs?
When utilities need to manage loads on the grid, it is still cheaper for them to fire up gas turbines. The US Department of Energy estimates that for energy storage to be competitive, it must not cost much more than $150 per kWh. Assuming a cost of $700 per kWh, Tesla’s systems are still much more expensive than that. Right now, the cheapest way to store energy is to pump it uphill into a hydropower reservoir—where one is available. The next-best storage solution is to compress air in large underground reservoirs.
But even if they cannot economically store hours’ worth of a country’s energy needs, batteries can help to make the grid more reliable. And the US energy department’s target does not take into account the social costs of carbon emissions, says Jeff Dahn, a battery researcher at Dalhousie University in Halifax, Canada. “If there was an appropriate price associated with the generation of carbon, we’d all be using solar panels and paying whatever it costs to store electricity,” he says.
This article is reproduced with permission and was first published on May 1, 2015.
Last night, at our weekly Family Business Meeting important lessons were learned and important lessons were taught.
We had a half hour meeting to discuss old and new business and then I conducted an hour and a half meeting on stocks and successful stock investing, culminating in asking them to each have a profitable Blue Chip stock recommendation for me by next week in which they can invest. Also I asked for an assessment of which industry sectors most interested them when it came to investment.
This is hardly the first lesson they’ve had on investing, or even on stock investing, but it seems to have really sunk in quite well this time, for all of them. Most importantly my wife and children were able to correctly answer almost every question I put to them regarding stock investing. A superb omen for the future.
First of all, let me summarize the nature of the PIIN. The Personal (or Private) Intelligence and Investigative Network, like all networks is almost entirely dependent upon a series of established contact points. This is both the strength of the PIIN and the inherent weakness thereof. Therefore it is imperative that high-quality and functionally useful, as well as accurate and practical contact points be created, assessed and reassessed, and maintained over time. This is true whether the contact point is physical, biological, communicative, informational, electronic, technological, or computational. Every asset is a tool and the quality and functionality of those tools are the essential elements in the creation, maintenance, and performance of your PIIN. The Value of any Network is circumscribed by the acute and chronic qualities of those components, which within themselves compose the actual circumference, and separate elements of that real network. If the components of the network are of inferior grade, if the contacts are defectively impositional or of little practical use, or if the contact points are weak or insecure then the entire network is suspect and prone to failure at any and every point of transmission. The PIIN therefore should avoid both obvious and subtle deficits at all times by being practically and pragmatically useful, flexible, adaptable, in a state of constant positive growth and change, accessible, composed of superior components and contact points, secure, and most of all accurate and reliable.
Each and every network is therefore dependent upon the depth and breadth of the human contacts established interior to and exterior to that particular network and subject to the limitations of accuracy and the quality and quantity of valuable information that network can generate. The first real action needed to establish any PIIN and to make it fully functional is the recruitment, development, and maintenance of quality contacts. Contacts are always of the most absolute importance in the establishment of any PIIN. In addition the nature and quality of those contacts should be viewed as central and formative to the capabilities of every other contact point in the configuration and to the network as a whole. After an initial establishment of contacts those contacts should be immediately vetted and/or tested for accuracy and quality. This process of discrimination should be both an immediate tactical and testable undertaking and a long-term strategic process of recurring verification and reverification. Do not expect any particular source to be always accurate, but do not allow any particular source to function in an important role unless it has proven itself capable of both consistent reliability and trustworthiness.
After establishing a few reliable and trustworthy contact points the network must grow in order to gain new sources of information and intelligence as well as to develop and generate new capabilities. Therefore always view already established contacts and contact points as generators of new contacts, informants, intelligence and perhaps even secondary and tertiary networks, or sub-networks. Consider as well every potentially useful new contact or acquaintance as a possible future contact point in your greater network. Contact points should also be capable of redundancy and potential verification of information and intelligence gathered from other points along the nexus and for information gathered from sources outside the network. This is to say that contact points are more than simple sources of information; they will also function as multi-capable nodes along the operational structure of the entire network. I will expound upon the importance of and briefly discuss some of the details regarding contact points later in this paper. For now it is important to remember that contacts and sources provide information and possibly intelligence, but contact points can potentially serve many varied functions, such as; information retrieval, intelligence gathering, analysis, communications, coding, encryption, decoding/decryption, collation, research, as reliable and secure relay points, as information nodes, computational capabilities, disinformation and misinformation dissemination, and even serve as a sort of network disguise, and misdirectional cover or front.
Constantly look for, search out and develop new contacts, contact points, information and intelligence sources, and informants in order to successfully grow your network. Your network’s ultimate effectiveness will depend upon both the quality and quantity of your contacts, contact points, and your contact’s network. In the initial stages of building and developing your network concentrate on the quality of your contacts and contact points, but in the larger and long term concentrate upon both the quality and quantity of those contacts and contact points which comprise the elements of your network. Always develop and maintain quality to the greatest degree possible within all elements of your network, but also always grow and encourage quantity in the most consistent manner possible throughout all aspects of your network. This will assure that your network has both great depth and breadth and that it is capable of the widest and most valuable range of flexible and functional capacities possible.
It does not matter what the major focus of your network is, what it is most well designed to do, what it in actuality best does, or what the functional intent(s) or objective(s) may be, this introductory advice applies equally well to any possible network you might desire to establish in any field of activity or enterprise. The PIIN is a potentially invaluable tool for both the amateur and professional alike, for both citizen and official agent, and no matter the function or objective, the real capabilities of any established PIIN will be determined by the inventiveness, innovation, flexibility, enterprise, imagination and quality of the component parts of the network. And those component parts are composed and arranged by the originator of the network, that individual who is responsible for first establishing the nature and parameters of the own individual PIIN. The originator therefore will establish the genesis of the network and how well it grows and develops in the initial stages, but as the network grows it will develop capabilities never earlier imagined by the originator and will eventually become functional in an almost independent sense, as long as quality contacts and sources are developed and as long as those contacts and sources continue to grow and establish new capabilities and contacts of their own. A PIIN begins therefore as an idea and individual construct but over time develops into an almost biological organization of vast complexity and capacity. Drawing upon the collective skills and capabilities of the PIIN for whatever is desired or needed makes the PIIN a worthwhile and profitable venture for all individuals associated with that network, and because of the potential for continued and even exponential growth the PIIN is an extremely advantageous system of achieving complex objectives rapidly and of multiplying capabilities well beyond the individual level.
Because of the limitations of space regarding this essay I cannot describe all of the potential advantages that would possibly be gained by the formation of individual PIINs, either those advantages that would be enjoyed by agents or officers in the service of some official organization, or those advantages that would be enjoyed by citizens who have formed and are employing their own personal PIIN. But the potential advantages would be numerous, and such networks could beneficially overlap, inform, and service each other in times of national emergency or crisis. More importantly, if such networks were allowed to “cluster” and interact/interface in an efficient, secure, and positive manner then they would serve as invaluable intelligence gathering and investigative tools for the anticipation of disaster and the effective prevention and thwarting of many forms of malicious harm intended by the enemies of the United States.
As just one small example of how PIINs would make highly effective and useful tools for the benefit of both the citizenry and the government let me outline this scenario. A hostile entity decides upon a coordinated and simultaneous cyber-attack against both the American civil government and the Pentagon. These attacks overwhelm official servers who are the obvious targets of offensive action. During such periods of particular and isolated cyber attack against governmental and/or military networks, or even during periods of general and on-going netcentric engagement or warfare the PIIN can act as an emergency secondary or redundancy system of information and communications exchange, intelligence gathering, an investigative force as to who is attacking, why, from where, and how, and for coordinating a necessary and effective counteraction or response. While main systems are under attack, disabled, or malfunctioning PIINs can serve as ancillary and even secretive means of continuing vital operations or responding to attack. It is relatively easy to attack and at least temporarily paralyze large-scale and centralized networks efficiently given the proper time, coordination, planning, resources, incentives, and information on system vulnerabilities, but it would be nearly impossible to simultaneously disable all small-scale private and personal networks. PIINs are the private enterprise of innovative intelligence and investigative networks.
Other examples of the potential usefulness of the PIIN are easy enough to construct, such as creating and fostering “bridging links” between individual citizens, law enforcement agencies, governmental entities, and the military. PIINs can also be used as investigative networks and resources, as research hubs, as communication nodes, as a pool of expertise (both amateur and professional), as an emergency system of collective and clustered capability, as a functional and ever growing database of information, as an ancillary or auxiliary analytical network, and as an exchange for valuable contacts, sources, and useful informants. Perhaps just as important to the overall value-added aspect of the usefulness of the PIIN is the fact that most PIINs can be constructed at little to no cost using already available personal, technological, and organizational resources. It is simply a matter of redirecting already available resources to the construction and maintenance of the PIIN, or of simply reformatting the way in which contemporary networks are thought of and how they currently operate, or fail to operate, effectively.
The next administration would do very well to consider encouraging the development of Private and Personal Intelligence and Investigative Networks throughout our society, and to encouraging the exploitation of such networks for the benefit of all the citizens of the United States of America.
A very interesting perspective and one I agree with to a large extent. Actually I think one should set out to create a Brand – with a certain type of Vision, and adapt accordingly as one meets particular circumstances in and through the world. (Which is basically what he says later in the article.)
In other words one begins with a Vision and then discovers and develops as one goes along. It is not either/or, but both…
Writer & Consultant
April 15, 2015
Over $500 billion is spent on advertising each year. The average American is exposed to an estimated 3,000 ads per day. Fifteen minutes out of every hour of television programming is devoted to commercials.
That’s a lot of marketing. And a lot of marketers. With six million companies in the United States alone, that’s a lot of people competing to get their message out. How do you stand out from the crowd? How do you get noticed?
This is where branding comes in.
What is branding?
Branding is the art of distinguishing a product or service from its competitors. It’s the term for creating a recognizable “personality” which people will remember and react to.
A company with poor branding is throwing away marketing dollars. Why? Because without a focused message, companies weak in branding are invisible. Nobody remembers them and they blend in. They become just another leaf swirling in the wind, amid all those marketing messages consumers see each day.
In marketing, the point is to actually reach someone, to connect. The way to do this is by focusing attention, not dispersing it.
Discovering your brand
Too often, people try to “dream up” a brand for their company. However, a brand isn’t something you dream up — it’s something you discover. Specifically, it’s something you have to discover about yourself.
True branding must be based solely on the mission and culture of the organization. When people try to create branding separate from the company itself, the result may be pretentious, clichéd or ambiguous marketing. It waters down the company’s message.
Instead, a brand should reflect the company’s business plan, its mission and values. It has to be authentic. Therefore, when you brand a company (or anything else for that matter), you’re trying to capture its core identity. You have to look past the clutter and opinion and distill its true essence. This is what you convey to consumers — your brand. And your fonts, your design, your writing — all aspects of your marketing — should all align with that central concept. Now, you have focus. Now, you have penetration, because you’ve conveyed your company’s identity by first discovering yourself.
While there is probably no foolproof formula for discovering a company’s brand, there are pathways to accomplish that. Consider the following points the “ingredients” that go into making an authentic brand:
Company mission. This is the most important element of branding. Your mission is the spirit of your company, it’s the beating heart of what you do. In fact, your brand can be thought of as the outward expression of your company’s internal mission. Think of it this way: Why does your organization exist? What is it there for? You have assets, employees, vendors, relationships and internal systems. . . but why?
Values. What’s important to your company? What do you stand for? Every company has certain ideals that define what it is and does. These ideals could be environmental, social or ethical or could be standards of quality Whatever your company’s values are, they’re the very center of why you’re unique and are a crucial part of your brand.
Culture. Each company in the world has its own ethos — a particular style or panache. Whatever you call yours, embrace it. There may be a million competitors in your market space, but there’s only one you. Your company’s group culture is part of the fabric of who you are.
History. Your history tells a lot about you. Look to the company’s founders to help define your identity today. What were their values? What were they trying to accomplish? Every company came from somewhere. Your roots are an integral part of your company’s brand.
Plans. When you look at your next 10 years, where do you see yourself going? Your business plan and marketing strategy both influence how you present yourself and should be included in your branding. If you’re going after an entry-level market segment, don’t position yourself as a luxury brand. Your brand must encompass your real-world objectives.
Consumers. This is really what it’s all about. Your customers are the reason you exist. What are their needs? What do they think? Understanding your customers is a vital part of branding. Because if you don’t know whom you’re talking to, why bother to say anything at all?
It might take a bit of soul-searching to get at the essence of what makes your company special. The trick is to take a clear-eyed look and see what’s actually there. Because every brand is beautiful, every brand is inspiring.
Each just has to be discovered.
I think this is an absolutely superb idea, especially for small businesses. I wish I had thought of this product.
Space-efficient work spaces are becoming all the rage these days. They’re great for maintaining privacy and uninterrupted workflow, and they can also be cozy and stylish as well. Here are some examples of a growing trend of miniature studios (for offices and living structures), that are small enough to fit in someone’s back yard.
We’re fond of calling them, shedquarters. Whether you need your own getaway space, an office, an art studio, or a full on extra home, there’s something for everyone out there!
I can attest, from personal experience, both the powerful bias effects of some of these items listed below, and to their disastrous effects on the behavior and psychology of certain people…
In my experience, as well, not all of these biases are equally dangerous or even problematic, but they can all be barriers to success at one time, or in one set of circumstances, or another, if you allow them to be.
Especially when such biases become habitual and completely unexamined. Bias is bad when it comes to critical and acute assessment, but it can also be catastrophic when habitual and stubborn.
We like to think we’re rational human beings.
In fact, we are prone to hundreds of proven biases that cause us to think and act irrationally, and even thinking we’re rational despite evidence of irrationality in others is known as blind spot bias.
The study of how often human beings do irrational things was enough for psychologists Daniel Kahneman to win the Nobel Prize in Economics, and it opened the rapidly expanding field of behavioral economics. Similar insights are also reshaping everything from marketing to criminology.
Hoping to clue you — and ourselves — into the biases that frame our decisions, we’ve collected a long list of the most notable ones.
People are overreliant on the first piece of information they hear.
In a salary negotiation, for instance, whoever makes the first offer establishes a range of reasonable possibilities in each person’s mind. Any counteroffer will naturally react to or be anchored by that opening offer.
“Most people come with the very strong belief they should never make an opening offer,” says Leigh Thompson, a professor at Northwestern University’s Kellogg School of Management. “Our research and lots of corroborating research shows that’s completely backwards. The guy or gal who makes a first offer is better off.”
We tend to listen only to the information that confirms our preconceptions — one of the many reasons it’s so hard to have an intelligent conversation about climate change.
A cousin of confirmation bias, here our expectations unconsciously influence how we perceive an outcome. Researchers looking for a certain result in an experiment, for example, may inadvertently manipulate or interpret the results to reveal their expectations. That’s why the “double-blind” experimental design was created for the field of scientific research.
Failing to recognize your cognitive biases is a bias in itself.
Notably, Princeton psychologist Emily Pronin has found that “individuals see the existence and operation of cognitive and motivational biases much more in others than in themselves.”
This is the tendency to see patterns in random events. It is central to various gambling fallacies, like the idea that red is more or less likely to turn up on a roulette table after a string of reds.
Where people believe prior evidence more than new evidence or information that has emerged. People were slow to accept the fact that the Earth was round because they maintained their earlier understanding the planet was flat.
This is the tendency of people to conform with other people. It is so powerful that it may lead people to do ridiculous things, as shown by the following experiment by Solomon Asch.
Ask one subject and several fake subjects (who are really working with the experimenter) which of lines B, C, D, and E is the same length as A? If all of the fake subjects say that D is the same length as A, the real subject will agree with this objectively false answer a shocking three-quarters of the time.
“That we have found the tendency to conformity in our society so strong that reasonably intelligent and well-meaning young people are willing to call white black is a matter of concern,” Asch wrote. “It raises questions about our ways of education and about the values that guide our conduct.”
When people who are more well-informed cannot understand the common man. For instance, in the TV show “The Big Bang Theory,” it’s difficult for scientist Sheldon Cooper to understand his waitress neighbor Penny.
Mario Tama/Getty Images
A phenomenon in marketing where consumers have a specific change in preference between two choices after being presented with a third choice. Offer two sizes of soda and people may choose the smaller one; but offer a third even larger size, and people may choose what is now the medium option.
People are less likely to spend large bills than their equivalent value in small bills or coins.
When the duration of an event doesn’t factor enough into the way we consider it. For instance, we remember momentary pain just as strongly as long-term pain.
When people overestimate the importance of information that is available to them.
For instance, a person might argue that smoking is not unhealthy on the basis that his grandfather lived to 100 and smoked three packs a day, an argument that ignores the possibility that his grandfather was an outlier.
Where people in one state of mind fail to understand people in another state of mind. If you are happy you can’t imagine why people would be unhappy. When you are not sexually aroused, you can’t understand how you act when you are sexually aroused.
This is where you attribute a person’s behavior to an intrinsic quality of her identity rather than the situation she’s in. For instance, you might think your colleague is an angry person, when she is really just upset because she stubbed her toe.
Where we take one positive attribute of someone and associate it with everything else about that person or thing.
People tend to flock together, especially in difficult or uncertain times.
Of course Apple and Google would become the two most important companies in phones — tell that to Nokia, circa 2003.
Tony Manfred/Business Insider
The tendency for people to want an immediate payoff rather than a larger gain later on.
Where an idea causes you to have an unconscious physical reaction, like a sad thought that makes your eyes tear up. This is also how Ouija boards seem to have minds of their own.
The tendency to seek information when it does not affect action. More information is not always better. Indeed, with less information, people can often make more accurate predictions.
We view people in our group differently from how see we someone in another group.
When people make irrational decisions based on past rational decisions. It may happen in an auction, when a bidding war spurs two bidders to offer more than they would other be willing to pay.
The tendency to put more emphasis on negative experiences rather than positive ones. People with this bias feel that “bad is stronger than good” and will perceive threats more than opportunities in a given situation.
Psychologists argue it’s an evolutionary adaptation — it’s better to mistake a rock for a bear than a bear for a rock.
Speaker Pelosi via Flickr
The tendency to prefer inaction to action, in ourselves and even in politics.
Psychologist Art Markman gave a great example back in 2010:
The omission bias creeps into our judgment calls on domestic arguments, work mishaps, and even national policy discussions. In March, President Obama pushed Congress to enact sweeping health care reforms. Republicans hope that voters will blame Democrats for any problems that arise after the law is enacted. But since there were problems with health care already, can they really expect that future outcomes will be blamed on Democrats, who passed new laws, rather than Republicans, who opposed them? Yes, they can—the omission bias is on their side.
The decision to ignore dangerous or negative information by “burying” one’s head in the sand, like an ostrich.
Judging a decision based on the outcome — rather than how exactly the decision was made in the moment. Just because you won a lot at Vegas, doesn’t mean gambling your money was a smart decision.
Chris Hondros/Getty Images
Some of us are too confident about our abilities, and this causes us to take greater risks in our daily lives.
When we believe the world is a better place than it is, we aren’t prepared for the danger and violence we may encounter. The inability to accept the full breadth of human nature leaves us vulnerable.
This is the opposite of the overoptimism bias. Pessimists over-weigh negative consequences with their own and others’ actions.
Where believing that something is happening helps cause it to happen. This is a basic principle of stock market cycles, as well as a supporting feature of medical treatment in general.
Alex Davies / Business Insider
Making ourselves believe that a purchase was worth the value after the fact.
Priming is where if you’re introduced to an idea, you’ll more readily identify related ideas.
Let’s take an experiment as an example, again from Less Wrong:
Suppose you ask subjects to press one button if a string of letters forms a word, and another button if the string does not form a word. (E.g., “banack” vs. “banner”.) Then you show them the string “water”. Later, they will more quickly identify the string “drink” as a word. This is known as “cognitive priming”
Priming also reveals the massive parallelism of spreading activation: if seeing “water” activates the word “drink”, it probably also activates “river”, or “cup”, or “splash”
Daniel Goodman / Business Insider
When a proponent of an innovation tends to overvalue its usefulness and undervalue its limitations. Sound familiar, Silicon Valley?
The desire to do the opposite of what someone wants you to do, in order to prove your freedom of choice.
The tendency to weigh the latest information more heavily than older data.
People take action in response to extreme situations. Then when the situations become less extreme, they take credit for causing the change, when a more likely explanation is that the situation was reverting to the mean.
Overestimating one’s ability to show restraint in the face of temptation.
This is where your willingness to pay for something doesn’t correlate with the scale of the outcome.
From Less Wrong:
Once upon a time, three groups of subjects were asked how much they would pay to save 2,000 / 20,000 / 200,000 migrating birds from drowning in uncovered oil ponds. The groups respectively answered $80, $78, and $88. This is scope insensitivity or scope neglect: the number of birds saved — the scope of the altruistic action — had little effect on willingness to pay.
Boonsri Dickinson, Business Insider
Everyone shares their successes more than their failures. This leads to a false perception of reality and inability to accurately assess situations.
Expecting a group or person to have certain qualities without having real information about the individual. This explains the snap judgments Malcolm Gladwell refers to in “Blink.” While there may be some value to stereotyping, people tend to overuse it.
An error that comes from focusing only on surviving examples, causing us to misjudge a situation. For instance, we might think that being an entrepreneur is easy because we haven’t heard of all of the entrepreneurs who have failed.
It can also cause us to assume that survivors are inordinately better than failures, without regard for the importance of luck or other factors.
We overuse common resources because it’s not in any individual’s interest to conserve them. This explains the overuse of natural resources, opportunism, and any acts of self-interest over collective interest.
This plays to our desire to have complete control over a single, more minor outcome, over the desire for more — but not complete — control over a greater, more unpredictable outcome.
Today is the first official day of my Spring Offensive. I had planned to begin yesterday but a back injury prevented my proceeding.
In conjunction with my Spring Offensive I have developed a new Operational Plan for further building both my Businesses (including my inventions) and Careers (as a fiction writer, songwriter, and poet).
The new plan is what I call the 20/88 Plan.
It covers most all of my efforts during my current Spring Offensive. It is very simple in construction and should be simple in execution, though it might also possibly be somewhat time-consuming in execution, at least to an extent, depending on how events actually transpire.
I developed this plan as a result of my experience as a Contacts Broker and a Consultant. Basically it says this,
“Every month I will submit to 20 potential Agents or Contacts who will be able to help me achieve my ambitions. At the same time I will seek 8 Partners to work with me on various projects.”
Since I am basically pursuing Four Basic Fields of Endeavor, or Four Separate Types of Enterprises for my Spring Offensive that will equal twenty agents, new clients, etc. in each field, and two partners for each enterprise.
Four times twenty in each Field of Endeavor equals 80, plus the overall eight partners (two in each Enterprise) equals eight, and added all together equals 88.
Therefore 20 in each Field plus 8 partners equals 88.
If in the first month I fail to secure at least one agent or client or so forth in any given Field of Endeavour or at least one partner in any given Enterprise then I will just move on to the next list of 20 or 2 that I have prepared until I secure worthwhile, productive, and profitable agents or partners.
20 Agents Contacted (for my Writings)
20 Publishers Contacted (for my Poetry, Songs, and Writings)
20 New Clients Contacted (for my Business Enterprises and for Open Door)
20 Capital Partners and Investors Contacted (for my Business Enterprises, my Crowdfunding Projects, and my Design and Inventions Laboratory)
2 Songwriting Partners (composers primarily, since I am primarily a lyricist)
2 Publishing Partners (for my books and writings)
2 Business Partners
2 Major Capital or Investment Partners
At this point in my Business Career I am moving more and more back into the fields of Brokerage, primary Contacts Brokering, and Consulting.
Yes, I will still engage in Business and Copy Writing, especially as regards producing my own books and works. I will also still occasionally engage in Business and Copy Writing for some clients, old and new, if the project is interesting and profitable enough.
But more and more lately I feel myself being drawn back into the worlds of Brokerage and Consulting. The same for my company, Open Door.
So my new business emphases will lean more and more heavily towards Contacts Brokerage and towards Consulting, specifically with an aim towards Strategic Business Planning and Growth and Development.
Those will once again be my primary Business Markets.
In addition I will still be pursuing my Careers as an inventor, a fiction writer, and a songwriter.
Contact me if you are interested in pursuing projects of this type.