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1/ Principle for early employees/leaders to achieve success at startups and achieve the hypergrowth curve.
My @threadapalooza thread.
My @threadapalooza thread.
2/ ๐ฃ๐ฟ๐ถ๐ป๐ฐ๐ถ๐ฝ๐น๐ฒ ๐ญ - ๐ ๐ถ๐ฐ๐ฟ๐ผ ๐๐ฎ๐ฏ๐ถ๐๐
Going after a big goal looks really strenuous and it is easy to fall off the bandwagon. To achieve big, it is important to start small - and that is through the practice and adoption of micro habits.
Going after a big goal looks really strenuous and it is easy to fall off the bandwagon. To achieve big, it is important to start small - and that is through the practice and adoption of micro habits.
3/ What do you mean by a micro habit? Take the large goal and break it down into smaller goals - identify the smaller actions that make a dent on these smaller goals.
Develop these smaller actions into daily habits with consistent execution.
Develop these smaller actions into daily habits with consistent execution.
4/ For example, Big goal - complete 20 books in a year.
Actions that lead to go towards this goal. Reading a book for several minutes/number of pages every day.
No of pages again puts pressure. So go with say 15 minutes of reading every day as a micro habit.
Actions that lead to go towards this goal. Reading a book for several minutes/number of pages every day.
No of pages again puts pressure. So go with say 15 minutes of reading every day as a micro habit.
5/ Combine the micro habit with a daily task to allow seamless execution. Have your reading happen when drinking coffee or having food.
In this manner, it becomes second nature, and you wonโt be tempted to defer the task.
In this manner, it becomes second nature, and you wonโt be tempted to defer the task.
6/ Track your progress. Keep a system to measure how consistently you are following it.
Also keep the measurement system easy, which is light for you.
Also keep the measurement system easy, which is light for you.
7/ Talk to someone about your habits and let them hold you accountable.
If failing consistently, try to figure out and address the hindrances and refine your micro habit if needed.
If failing consistently, try to figure out and address the hindrances and refine your micro habit if needed.
8/ Think of it as a long gameโฆ Keep consistently doing and grow slowly.
Blitzscaling might not be the right strategy for developing habits. It should be joy doing this and not a chore.
Ref: To Achieve Big Goals start with Small Habits, HBR @HarvardBiz, Jan 2020
Blitzscaling might not be the right strategy for developing habits. It should be joy doing this and not a chore.
Ref: To Achieve Big Goals start with Small Habits, HBR @HarvardBiz, Jan 2020
9/ ๐ฃ๐ฟ๐ถ๐ป๐ฐ๐ถ๐ฝ๐น๐ฒ ๐ฎ - ๐๐ฟ๐ถ๐๐ถ๐ฐ๐ฎ๐น ๐ง๐ต๐ถ๐ป๐ธ๐ถ๐ป๐ด
Employees in a startup, especially the early ones, struggle. One of the key reasons is the lack of critical thinking.
Critical thinking, like any other skill, can develop and hone this attribute well.
Employees in a startup, especially the early ones, struggle. One of the key reasons is the lack of critical thinking.
Critical thinking, like any other skill, can develop and hone this attribute well.
10/ Like how you hone and stretch your body in a gym; your mind needs to be tested and pushed with deliberate thinking.
Here are a few things that you can do to improve your critical thinking skills
Here are a few things that you can do to improve your critical thinking skills
11/ Question your assumptions
When the stakes on the findings are high, it is a good practice to revisit the assumptions.
The right questions might save years of effort and expense for the company. Consider every alternative decision and assumptions.
When the stakes on the findings are high, it is a good practice to revisit the assumptions.
The right questions might save years of effort and expense for the company. Consider every alternative decision and assumptions.
12/ Reason through logic
For every argument, carefully follow the sub-arguments and downstream thoughts.
Are you making the right inference at every step of the idea? Do you have proper reasoning to make a sound conclusion?
For every argument, carefully follow the sub-arguments and downstream thoughts.
Are you making the right inference at every step of the idea? Do you have proper reasoning to make a sound conclusion?
13/ Diversify thought
Get different perspectives and points of view. If you are an engineer, understand the opinion of the marketer.
Networking, meeting people and reading what they are writing and sharing with the world expands our horizons of thinking.
Get different perspectives and points of view. If you are an engineer, understand the opinion of the marketer.
Networking, meeting people and reading what they are writing and sharing with the world expands our horizons of thinking.
14/ ๐ฃ๐ฟ๐ถ๐ป๐ฐ๐ถ๐ฝ๐น๐ฒ ๐ฏ - ๐๐น๐ฒ๐
๐ถ๐ฏ๐น๐ฒ ๐๐ผ๐ป๐๐ถ๐๐๐ฒ๐ป๐ฐ๐
How do you maintain a continuous habit - reading, writing or learning something new? One miss demotivates you not to pursue the practice.
A method that can help with this is - Flexible consistency.
How do you maintain a continuous habit - reading, writing or learning something new? One miss demotivates you not to pursue the practice.
A method that can help with this is - Flexible consistency.
15/ Flexible consistency is building a routine with a small cushion for failure. Have you broken a streak?
It is okay - pick it up where you left it off. Here are a set of principles meant to keep you on track.
It is okay - pick it up where you left it off. Here are a set of principles meant to keep you on track.
16/ Plan for disruption.
Donโt keep your habit or learning time rigid.
If something urgent has come up this week, remember to schedule it to the next.
Research shows that even when you miss one opportunity, the habit formation is not affected.
Donโt keep your habit or learning time rigid.
If something urgent has come up this week, remember to schedule it to the next.
Research shows that even when you miss one opportunity, the habit formation is not affected.
17/ Fail like a scientist.
When a scientist fails, he isnโt disappointed - he notes the failure and what caused it and moves on.
Attaining learnings through experiments is the core principle behind achieving a growth mindset and overcoming the fixed mindset.
When a scientist fails, he isnโt disappointed - he notes the failure and what caused it and moves on.
Attaining learnings through experiments is the core principle behind achieving a growth mindset and overcoming the fixed mindset.
18/ Schedule over scope.
Stick to the schedule but reduce the scope.
Want to read for 30 minutes and find it difficult to make time, read for 10-15 minutes.
It might look trivial, but maintaining the streak boosts our confidence. Ack: @anthilemoon
Stick to the schedule but reduce the scope.
Want to read for 30 minutes and find it difficult to make time, read for 10-15 minutes.
It might look trivial, but maintaining the streak boosts our confidence. Ack: @anthilemoon
19/ ๐ฃ๐ฟ๐ถ๐ป๐ฐ๐ถ๐ฝ๐น๐ฒ ๐ฐ - ๐ ๐ถ๐ป๐ฑ๐ณ๐๐น ๐ง๐ถ๐บ๐ฒ ๐๐น๐ผ๐ฐ๐ธ๐ถ๐ป๐ด
You have a burning desire to learn but are unable to find the time.
The solution is mindful time blocking. Be conscious or intentional about blocking time for your productive activities. A few tips...
You have a burning desire to learn but are unable to find the time.
The solution is mindful time blocking. Be conscious or intentional about blocking time for your productive activities. A few tips...
20/ Move the block.
Keep your blocks atomic and movable. Find another suitable time and reschedule the block to another time.
Missed a self-learning session? No problem, move it to another time slot and pick up where you left off.
Keep your blocks atomic and movable. Find another suitable time and reschedule the block to another time.
Missed a self-learning session? No problem, move it to another time slot and pick up where you left off.
21/ Shorten the block.
When unexpected meetings arrive, reduce your time block and spend lesser time.
If you fixed a reading time of 60 minutes, then do it for 15 minutes or 30 minutes.
Maybe, go through summaries or revise previously read chapters.
When unexpected meetings arrive, reduce your time block and spend lesser time.
If you fixed a reading time of 60 minutes, then do it for 15 minutes or 30 minutes.
Maybe, go through summaries or revise previously read chapters.
22/ Delete the block.
At times, emergencies come, which require our undivided attention. It is ok.
If you have to do this, then delete the block, and come back the next available time and resume.
Donโt give up just because there is a break. Ack: @anthilemoon
At times, emergencies come, which require our undivided attention. It is ok.
If you have to do this, then delete the block, and come back the next available time and resume.
Donโt give up just because there is a break. Ack: @anthilemoon
23/ ๐ฃ๐ฟ๐ถ๐ป๐ฐ๐ถ๐ฝ๐น๐ฒ ๐ฑ - ๐๐น๐ฒ๐ฎ๐ฟ ๐๐ผ๐บ๐บ๐๐ป๐ถ๐ฐ๐ฎ๐๐ถ๐ผ๐ป
Reference: Dominic Wallimanโs TEDx Talk titled Quantum Physics for 7-year-olds
For a vision to transform into action, we must convince others about the effect it can create. A few tips:
Reference: Dominic Wallimanโs TEDx Talk titled Quantum Physics for 7-year-olds
For a vision to transform into action, we must convince others about the effect it can create. A few tips:
24/ Meet your target audience at where theyโre.
The target audience could be your co-workers or your leadership.
Start from the point where their knowledge or context ends and build from that towards the idea. Donโt start from scratch and bore them.
The target audience could be your co-workers or your leadership.
Start from the point where their knowledge or context ends and build from that towards the idea. Donโt start from scratch and bore them.
25/ Stay on the topic.
Stick to the point and donโt digress too much into detail that is not directly relevant to the main idea.
To go into more detail, go for a smaller audience who have skin in the game.
Stick to the point and donโt digress too much into detail that is not directly relevant to the main idea.
To go into more detail, go for a smaller audience who have skin in the game.
26/ Clarity over Accuracy.
For a multi-background audience, it is alright to sacrifice accuracy for a bit more clarity.
A simple explanation with 90% accuracy >> complex description with 100% accuracy.
For a multi-background audience, it is alright to sacrifice accuracy for a bit more clarity.
A simple explanation with 90% accuracy >> complex description with 100% accuracy.
27/ Passion and Confidence.
If the team can understand the passion and belief that you have in your idea, and the confidence about the outcome, they are more likely to resonate with you.
If the team can understand the passion and belief that you have in your idea, and the confidence about the outcome, they are more likely to resonate with you.
28/ ๐ฃ๐ฟ๐ถ๐ป๐ฐ๐ถ๐ฝ๐น๐ฒ ๐ฒ - ๐ฃ๐ฟ๐ผ๐ฑ๐๐ฐ๐๐ถ๐๐ฒ๐น๐ ๐๐ฒ๐ฏ๐ฎ๐๐ฒ ๐๐ฑ๐ฒ๐ฎ๐
Reference: How to debate ideas productively at work, HBR ( @HarvardBiz), Jan 2019
You shared your ideas - the next step is to reach consensus. Keep the thoughts and ideas flowing.
Reference: How to debate ideas productively at work, HBR ( @HarvardBiz), Jan 2019
You shared your ideas - the next step is to reach consensus. Keep the thoughts and ideas flowing.
29/ Diversity nurtures innovation and helps people clarify their stand and make better decisions.
The key idea is to manage a smooth flow of thoughts without turning them into shouting matches.
Here are a few rules on how to debate productively:
The key idea is to manage a smooth flow of thoughts without turning them into shouting matches.
Here are a few rules on how to debate productively:
30/ All are on the same team. Keep reinforcing this message to keep the debate on track.
Everyone has a common goal. We are teammates, not adversaries.
It is not about who wins the argument, or whose idea gets picked. We succeed when the idea creates impact.
Everyone has a common goal. We are teammates, not adversaries.
It is not about who wins the argument, or whose idea gets picked. We succeed when the idea creates impact.
31/ Keep it all about the facts.
This is not about the loudest voice in the room. It is about being the sanest voice in the room. Keep it logical.
Keep facts and interpretation separate. If drifting away from the main issues, pause and reset.
This is not about the loudest voice in the room. It is about being the sanest voice in the room. Keep it logical.
Keep facts and interpretation separate. If drifting away from the main issues, pause and reset.
32/ Please donโt make it personal.
Make it about others and not yourself. Judge ideas, not people. It is OK to change your side (in fact, everyone must appreciate it).
Promote moving the discussion forward (instead of being right).
Make it about others and not yourself. Judge ideas, not people. It is OK to change your side (in fact, everyone must appreciate it).
Promote moving the discussion forward (instead of being right).
33/ Be humble, listen more. Cultivate humility and be an active listener.
Listen and respect every personโs viewpoint; Be polite in disagreement and humble in conceding when you are wrong.
Develop the curiosity to understand the opposing point of view.
Listen and respect every personโs viewpoint; Be polite in disagreement and humble in conceding when you are wrong.
Develop the curiosity to understand the opposing point of view.
34/ The key to breakthrough problem solving isnโt getting along well. Itโs not getting along โ well.
Let good ideas come from all directions.
Let good ideas come from all directions.
35/ ๐ฃ๐ฟ๐ถ๐ป๐ฐ๐ถ๐ฝ๐น๐ฒ ๐ณ - ๐๐ฒ๐๐๐ถ๐ป๐ด ๐ผ๐๐ฒ๐ฟ ๐ฃ๐ฟ๐ผ๐ฐ๐ฟ๐ฎ๐๐๐ถ๐ป๐ฎ๐๐ถ๐ผ๐ป
Ref: How to make yourself work when you donโt want to, HBR ( @HarvardBiz), Feb 2014.
Procrastination sucks productivity. If you can find out makes you procrastinate, it is easier to manage.
Ref: How to make yourself work when you donโt want to, HBR ( @HarvardBiz), Feb 2014.
Procrastination sucks productivity. If you can find out makes you procrastinate, it is easier to manage.
36/ A few things to overcome:
37/ Imposter Syndrome/I might not do it well.
Please think of the consequences of messing up vs not doing it at all.
Usually, doing nothing at all has more catastrophic circumstances. Let the thought of heavy loss propel you to action and get the task off your hands.
Please think of the consequences of messing up vs not doing it at all.
Usually, doing nothing at all has more catastrophic circumstances. Let the thought of heavy loss propel you to action and get the task off your hands.
38/ Inaction/Not feel like doing it.
Every work you do need not always be inspiring. At times, mundane tasks pave the way for inspired execution. Show up and get to work.
Inaction is a choice, not a feeling. Remember that and change your choice to action.
Every work you do need not always be inspiring. At times, mundane tasks pave the way for inspired execution. Show up and get to work.
Inaction is a choice, not a feeling. Remember that and change your choice to action.
39/ Hard/ Tough/Unpleasant to do the task
You will face roadblocks - treat them as opportunities for learning.
Break up the difficult task into smaller tasks that are more manageable. Plan out the execution and schedule the subtasks at specific times.
You will face roadblocks - treat them as opportunities for learning.
Break up the difficult task into smaller tasks that are more manageable. Plan out the execution and schedule the subtasks at specific times.
40/ When you schedule a meeting, you attend the meeting.
You donโt need willpower for it is part of the plan.
Procrastination means postponing a task, and getting over it means ensuring that we get the job done at the right time.
You donโt need willpower for it is part of the plan.
Procrastination means postponing a task, and getting over it means ensuring that we get the job done at the right time.
41/ ๐ฃ๐ฟ๐ถ๐ป๐ฐ๐ถ๐ฝ๐น๐ฒ ๐ด - ๐๐ฒ๐๐ฒ๐น๐ผ๐ฝ ๐ฎ ๐๐ฟ๐ผ๐๐๐ต ๐ ๐ถ๐ป๐ฑ๐๐ฒ๐
Talent isnโt an innate gift, and it is a skill that can be nurtured. All you need is the will, a smart strategy and getting continuous feedback.
Talent isnโt an innate gift, and it is a skill that can be nurtured. All you need is the will, a smart strategy and getting continuous feedback.
42/ Reference: What having a Growth Mindset Actually means?, HBR ( @HarvardBiz), Jan 2016
43/ Some common misconceptions.
I already have it, and I always have.
Donโt confuse flexibility and openness with the growth mindset. It is something that is acquired over time.
Understanding you donโt have a growth mindset is the first step to acquiring it.
I already have it, and I always have.
Donโt confuse flexibility and openness with the growth mindset. It is something that is acquired over time.
Understanding you donโt have a growth mindset is the first step to acquiring it.
44/ A growth mindset is just about praising and rewarding effort.
Effort without any output is of no use. An outcome or learning must supplement effort to contribute towards growth.
Effort without any output is of no use. An outcome or learning must supplement effort to contribute towards growth.
45/ Just espouse a growth mindset, and good things will happen.
Risk-taking is fine, but having an awareness that not all risks pan out is important.
It is a long-tailed process - most of the risks give pure learnings, and only a few give great outcomes.
Risk-taking is fine, but having an awareness that not all risks pan out is important.
It is a long-tailed process - most of the risks give pure learnings, and only a few give great outcomes.
46/ In the face of feedback, donโt get defensive. Replace defensiveness with introspection, and you will definitely grow.
Identify the triggers for your fixed mindset persona. Look within when you feel that this is something you are unable to do or accomplish.
Identify the triggers for your fixed mindset persona. Look within when you feel that this is something you are unable to do or accomplish.
47/ Have a conversation with yourself, revisit your learnings and start again to execute and move towards your goals.
This is the path for moving towards a growth mindset.
This is the path for moving towards a growth mindset.
48/ ๐ฃ๐ฟ๐ถ๐ป๐ฐ๐ถ๐ฝ๐น๐ฒ ๐ต - ๐๐ฒ๐๐ฒ๐น๐ผ๐ฝ ๐๐ต๐ฒ ๐ฅ๐ถ๐ด๐ต๐ ๐๐
๐ฐ๐ฒ๐น๐น๐ฒ๐ป๐ฐ๐ฒ
Ref: Two Types of Excellence, Scott Young, Aug 2020
Excellence itself, rather than money or status, is the aim worth pursuing.
Ref: Two Types of Excellence, Scott Young, Aug 2020
Excellence itself, rather than money or status, is the aim worth pursuing.
49/ Excellence as a ranking.
You can treat excellence as an absolute metric. The single metric defines your success. Example: 10000 sales > 1000 sales
You can treat excellence as an absolute metric. The single metric defines your success. Example: 10000 sales > 1000 sales
50/ Excellence as a niche.
You cannot judge an elephant by its speed and an ant by its strength.
The things that make them unique helps them to thrive and succeed in different ways.
Leveraging your unique strengths is also excellence.
You cannot judge an elephant by its speed and an ant by its strength.
The things that make them unique helps them to thrive and succeed in different ways.
Leveraging your unique strengths is also excellence.
51/ Understand the type of excellence you are chasing.
Our working lives with numerous specialities feels like a niche.
Within a speciality, the metrics of successes are limited - you judge a salesperson by the number of sales, marketer by the number of leads etc.
Our working lives with numerous specialities feels like a niche.
Within a speciality, the metrics of successes are limited - you judge a salesperson by the number of sales, marketer by the number of leads etc.
52/ When defining excellence as a niche, it is about exploring the right elements that can help us amplify our strengths and succeed.
More than being the best, it is about discovering what you are better at than others.
More than being the best, it is about discovering what you are better at than others.
53/ Once you discover the niche, you double down and try to optimize and sharpen your skills so that you are better than your peers.
54/ The narrower the field, the more you need to be better at the skills you have. For broader areas, it is more important to identify your niche.
55/ When you wish to grow in the ranking, you need to have a laser-sharp focus and relentless efficiency.
On the other hand, for developing a niche, you need to explore and have an experimental mindset.
On the other hand, for developing a niche, you need to explore and have an experimental mindset.
56/ You must be aware of when to switch from exploration to efficiency; from pursuing excellence in niche towards ranking to grow in your career (esp as an early employee).
57/ ๐ฃ๐ฟ๐ถ๐ป๐ฐ๐ถ๐ฝ๐น๐ฒ ๐ญ๐ฌ - ๐ ๐ฎ๐ป๐ฎ๐ด๐ฒ ๐ช๐ผ๐ฟ๐ธ ๐ฎ๐ฟ๐ผ๐๐ป๐ฑ ๐บ๐ฒ๐ฒ๐๐ถ๐ป๐ด๐
Ref: How to get your todo list done when always in meetings?, HBR, Mar 2019
Unscheduled meetings are part and parcel of an early-stage startup.
How to manage your time and stay productive?
Ref: How to get your todo list done when always in meetings?, HBR, Mar 2019
Unscheduled meetings are part and parcel of an early-stage startup.
How to manage your time and stay productive?
58/ Keep working around the meetings by breaking down the huge tasks into smaller chunks of tasks.
In between the meeting - get 2-3 smaller jobs done at a time. Refer to Micro Habits at the beginning of the thread.
In between the meeting - get 2-3 smaller jobs done at a time. Refer to Micro Habits at the beginning of the thread.
59/ Keep some unbroken periods in the schedule as recurring meetings so that people try to avoid those chunks of time to set up meetings.
People might still block those times, but the chances are more that they would check your calendar.
People might still block those times, but the chances are more that they would check your calendar.
60/ Set your priorities for the week and keep them on the calendar as recurring tasks throughout the week.
Plan as a team so that everyone is aware of your work times.
Plan as a team so that everyone is aware of your work times.
61/ Always break down the massive task into smaller tasks. Pick up the smaller jobs and before 5-10 mins of meeting check the mail and do a quick prep if needed.
Meeting free days are a myth. But you can plan well and can still get work done.
Meeting free days are a myth. But you can plan well and can still get work done.
62/ ๐ฃ๐ฟ๐ถ๐ป๐ฐ๐ถ๐ฝ๐น๐ฒ ๐ญ๐ฌ - ๐๐ต๐ผ๐ผ๐๐ฒ ๐๐ต๐ฒ ๐ฅ๐ถ๐ด๐ต๐ ๐ง๐ต๐ถ๐ป๐ด๐ ๐๐ผ ๐ช๐ผ๐ฟ๐ธ ๐ข๐ป
Ref: Practical Frameworks for Beating Burnout, First Round Capital
You manifest burnout when you reach a shutdown state. You feel exhausted all the time.
Ref: Practical Frameworks for Beating Burnout, First Round Capital
You manifest burnout when you reach a shutdown state. You feel exhausted all the time.
63/ Sometimes it might happen due to a mismatch between your working style and the companyโs working style. For example, your active hours are in the early hours of the day, but your daily standup meetings are overlapping with your peak hours robbing you of your productivity.
64/ Now to find out the tasks to finish and handover - you need frameworks to help identify those tasks.
They help achieve two things:
- Out of all the things to do, find fewer things to do. (Effective)
- Do those few things really well. (Efficiency)
They help achieve two things:
- Out of all the things to do, find fewer things to do. (Effective)
- Do those few things really well. (Efficiency)
65/ Prioritization Matrix (Impact vs Likelihood of success).
This framework helps to find the activities that have the maximum impact. You can divide the activities into 4 quadrants.
This framework helps to find the activities that have the maximum impact. You can divide the activities into 4 quadrants.
66/ Quadrant 1 (High Impact, Low success)
Important stuff that requires clear and creative strategic thinking. As an early employee/leader, a lot of time needs to be spent here.
Important stuff that requires clear and creative strategic thinking. As an early employee/leader, a lot of time needs to be spent here.
67/ Quadrant 2 (High Impact, High success)
High yield, more straightforward projects. Clearly high leverage projects that can fetch some wins under the belt.
High yield, more straightforward projects. Clearly high leverage projects that can fetch some wins under the belt.
68/ Hand over the execution to the highest performers - it will challenge them as well as give them fulfilment on seeing the impact.
69/ Quadrant 3 (Low value, low likelihood of success.)
Just delete this initiative and push it away.
Just delete this initiative and push it away.
70/ Quadrant 4 (Low value, high likelihood of success.)
Delegate or do it at the end of the day. Such tasks are usually quick to accomplish and give a few easy wins.
Delegate or do it at the end of the day. Such tasks are usually quick to accomplish and give a few easy wins.
71/ ๐ฃ๐ฟ๐ถ๐ป๐ฐ๐ถ๐ฝ๐น๐ฒ ๐ญ๐ญ - ๐๐ฐ๐ต๐ถ๐ฒ๐๐ฒ ๐๐ต๐ฒ ๐๐๐ฎ๐๐ฒ ๐ผ๐ณ ๐ณ๐น๐ผ๐
For the work that you have chosen to do, convey it to the team - your reports and manager.
Have 3 columns on your sheet.
For the work that you have chosen to do, convey it to the team - your reports and manager.
Have 3 columns on your sheet.
72/ Column 1: Things I should and can be doing. This stuff is important and within your reach.
Column 2: Things I said Iโd do but am not doing. These are the items that have been languishing on your to-do list forever.
Column 3: Things I should not be doing.
Column 2: Things I said Iโd do but am not doing. These are the items that have been languishing on your to-do list forever.
Column 3: Things I should not be doing.
73/ You now have a few things on the plate. Awesome. Now to do these extremely well, you will have to find the flow. A zone where you peak and perform at your utmost capacity.
74/ Thereโs nothing like that state of flow when you get so absorbed in a project that time seems to stand still.
Ref: 3 ways to go from Burnout towards flow, Forge, Medium
Ref: 3 ways to go from Burnout towards flow, Forge, Medium
75/ The major roadblock to this flow like state or resonance: interruptions.
With constant interruptions (kids, mobile, slack), there is little opportunity to be fully absorbed in anything.
Some tips to achieve flow:
With constant interruptions (kids, mobile, slack), there is little opportunity to be fully absorbed in anything.
Some tips to achieve flow:
76/ Figure out what times of day are least likely to be interrupted.
It could be the start of the day or the end of the day.
Introspect which is the time of most energy and least energy. Find the ideal intersection and block it as your flow time.
It could be the start of the day or the end of the day.
Introspect which is the time of most energy and least energy. Find the ideal intersection and block it as your flow time.
77/ Match the right work to the right time.
Donโt try to do mundane tasks in your flow time. Ideally the tasks in Quadrant I must occupy your flow time.
Challenge your limits and donโt try to achieve easy wins with mundane to-dos.
Donโt try to do mundane tasks in your flow time. Ideally the tasks in Quadrant I must occupy your flow time.
Challenge your limits and donโt try to achieve easy wins with mundane to-dos.
78/ Set yourself up to succeed.
In your flow state, the stray notification can derail your progress. Turn off phone or computer notifications.
And keep a temp list handy to jot down any interruptions that need to be addressed post the flow time.
In your flow state, the stray notification can derail your progress. Turn off phone or computer notifications.
And keep a temp list handy to jot down any interruptions that need to be addressed post the flow time.
79/ ๐ฃ๐ฟ๐ถ๐ป๐ฐ๐ถ๐ฝ๐น๐ฒ ๐ญ๐ฎ - ๐๐ฒ๐ฎ๐ฟ๐ป ๐ฎ๐ป๐ฑ ๐๐ผ ๐ฆ๐๐ฟ๐ฎ๐๐ฒ๐ด๐
As an early employee, you will be responsible for defining the strategy for your company.
Ref: Learning and Doing Strategy, Andrew Bartholomew
As an early employee, you will be responsible for defining the strategy for your company.
Ref: Learning and Doing Strategy, Andrew Bartholomew
80/ Defining a strategy and executing it are two sides of the same coin. You have a strategy - and it needs to be implemented.
81/ There is always a feedback loop - when it comes to defining strategy, it is influenced by the choices made before.
When you implement strategy, you are also defining the future strategy.
When you implement strategy, you are also defining the future strategy.
82/ It is a continuous process - and the best way to teach strategic thinking is to involve others in the process.
83/ To be competitive, you must either do different things or do things differently.
84/ You make your choices through strategic thinking, which further refines the process of the strategy itself.
As you observe and analyse more strategic initiatives, you will be craft one yourself.
As you observe and analyse more strategic initiatives, you will be craft one yourself.
85/ Things to be wary of:
Misalignment: Across departments, inter-departmental clarity on strategies is extremely important.
If clarity is missing, the key initiatives will never take off. Over-communicate and reinforce the message if required.
Misalignment: Across departments, inter-departmental clarity on strategies is extremely important.
If clarity is missing, the key initiatives will never take off. Over-communicate and reinforce the message if required.
86/ Drift: Donโt let the conversations drift from โwhy we are doing these thingsโ to โthese are the things we are doingโ.
Without clarity, opaque initiatives cause the main issues to be side-tracked.
Without clarity, opaque initiatives cause the main issues to be side-tracked.
87/ How to coach strategy
- Present the problem or opportunity
- Show you studied the potential solutions
- Make a recommendation
- Ask for validation
- Present the problem or opportunity
- Show you studied the potential solutions
- Make a recommendation
- Ask for validation
88/ ๐ฃ๐ฟ๐ถ๐ป๐ฐ๐ถ๐ฝ๐น๐ฒ ๐ญ๐ฏ -๐๐น๐ฎ๐ฟ๐ถ๐๐ ๐ถ๐ป ๐ง๐ต๐ถ๐ป๐ธ๐ถ๐ป๐ด
Ref: The Art of Thinking Clearly, Rolf Dobelli and @shreyas
To develop clear thinking, it is crucial to be extremely conscious of our thinking and biases.
Ref: The Art of Thinking Clearly, Rolf Dobelli and @shreyas
To develop clear thinking, it is crucial to be extremely conscious of our thinking and biases.
89/ To be exceptionally clear thinkers, one must also master the mindset.
A few points to be kept in mind for developing clear thinking.
A few points to be kept in mind for developing clear thinking.
90/ Ownership mindset
Make decisions as if you own the initiative and not assigned to it.
Make decisions as if you own the initiative and not assigned to it.
91/ Long term orientation
Take decisions for the long run instead of the quick wins.
Take decisions for the long run instead of the quick wins.
92/ Curiosity
Be curious and understand what is happening around us and keep learning.
Be curious and understand what is happening around us and keep learning.
93/ Self-awareness
Having an understanding of your own biases helps in avoiding any missteps.
Having an understanding of your own biases helps in avoiding any missteps.
94/ Control over ego
Keep ego at bay and be humble to accept that you are wrong.
Keep ego at bay and be humble to accept that you are wrong.
95/ Biases to remember while making decisions.
The illusion of control is a bias that describes how we believe our influence extends to things that are beyond our scope.
The belief that we can change our life gives hope. 2020 is the year that dispels this belief.
The illusion of control is a bias that describes how we believe our influence extends to things that are beyond our scope.
The belief that we can change our life gives hope. 2020 is the year that dispels this belief.
96/ Judgements are always relative and not absolute. We always compare and then decide.
This is called the contrast-effect and is also why product discounts work so well.
This is called the contrast-effect and is also why product discounts work so well.
97/ Too many choices often confuse you, and you decide not to make any choice at all. This is known as the paradox of choice.
Making decisions exhausts us, and thus you try to avoid or pass on the decision making process.
Making decisions exhausts us, and thus you try to avoid or pass on the decision making process.
98/ ๐ฃ๐ฟ๐ถ๐ป๐ฐ๐ถ๐ฝ๐น๐ฒ ๐ญ๐ฐ -๐๐ฒ ๐ฎ ๐น๐ถ๐ณ๐ฒ๐น๐ผ๐ป๐ด ๐น๐ฒ๐ฎ๐ฟ๐ป๐ฒ๐ฟ
Finally, be a continuous learner, keep learning and try to provide value to someone around you.
Network and learn from others (the learning you can get on Twitter is awesome).
Finally, be a continuous learner, keep learning and try to provide value to someone around you.
Network and learn from others (the learning you can get on Twitter is awesome).
99/ Early employees have the greatest learning curve. Like any learning, these come with a lot of iteration and chaos.
Embrace it and move forward in life.
Embrace it and move forward in life.
100/ Hope you like the thread. Thanks to people like @anthilemoon @dickiebush @joulee @shwedosh @lennysan @nbashaw @JanelSGM and many others for inspiring me to write.
