The Book Making Ideas Happen By Scott Belsky

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The Book Making Ideas Happen (Scott Belsky)

The Action Method

3 elements

Action Steps

move projects forward

should always be separate from email

give them their own sacred space

Types

"Ensure"

"Await"

Regular

each team member must own their action steps

ownership = more likely to be executed

True delegation = fully "accepted" by the other

1) creates true accountability

2) It's a "handshake"

Accept Action Steps only if:

1) They're clear

2) They're doable/executable

if an Action Step is ambiguous or unclear, reject, discuss, and seek clarification

References

Taking extensive notes aren't worth the effort

Backburners

Audit current project through the Action Method Lens

Reduces project management to its most basic elements

A relentless bias towards action pushes ideas forward

Foster an action-oriented culture

Have a common language (aka system) w/ colleagues re: action steps

Have an inbox transit terminal that's checked at preferred intervals

Prioritization

Projects should be based on:

1) Economic Value

2) Strategic Value

3 Elements of Prioritization

1) Helpful pressure from others

2) Self-discipline

3) Sound judgment

Make 2 lists:

1) Urgent

2) Important

Use an Energy Line

1) Help budget time

2) Visualize what projects need most attention

Don't dwell

1) Decide whether something is beyond your influence

2) Make the decision and move on

Choose 5 projects that matter most

Daily focus area

Don't hoard urgent items

Create Responsibility Grid

Allows tasks to get delegated and properly agreed-on

Encouragement

Gentle Reminders

Darwinian/Collective Prioritzation (aka "nagging")

secret to execution

Execution

Execution = perspiration

Momentum = key to execution

Act without conviction, even if reckless

Communal Forces

Share ideas on how teams can work moreeffectively and efficiently; you discover how to:

a) maximize time

b) maximize energy

c) maximize money

Sharing ideas

a) helps refinement

b) increases odds of gaining momentum

Don't become burdened by consensus

Don't strive for complete consensus; it's comfortable, but hardly remarkable

1) Find solutions on both ends of the spectrum

2) Seek outliers

3) Strike compromises based on trulydistinguishing and sacred solutions, and make the case for why they're crucial

Encourage START/STOP/CONTINUE

In meetings

In discussions

best channeled in circles

Commit fully so others can commit their resources to you, too

Systems of accountability help

Rules of Idea Generation and Human Nature

A tired brain doesn't work well

Idea generation happens on its own terms

When forced to execute beyond your capacity, you begin to hate what you're doing

Measure in goal out-put, rather than sit-put

People thrive when people's individual judgment and autonomy are respected

Self-leadership

Contrarianism

Better practices vs. "Best practices" (aka conventional wisdom)

Productivity is a deeply personal matter of taste and prefs; works best with customized to personal prefs

Actionable stuff must be made personal

Avoid reactionary workflow

Sequential tasking > multi-tasking

People must have a personal inbox that they define

Be willing to be deviant

Meetings

1) Avoid automatic meetings that:

a) don't have an agenda

b) don't have an actionable agenda

2) End with a review of Actions captured

a) do round table review of captured Action Steps

b) Should take less than 30 secs

c) breeds accountability

3) Call out non-actionable meetings

a) It's everyone's responsibility

b) They're pointless and are expensive in terms of time and energy

4) Standing meetings may work

5) Avoid meetings because of personal insecurity

a) great leaders candidly ask why a meeting is being called

b) Leaders protect time, energy, and resources

6) Don't stick to meetings with round numbers

7) Meetings must have both an objective and actionable outcome

Chemistry of a high-performing Creative Team

Look beyond tech skills and develop a chemistrythat will transform ideas into remarkable accomplishments

Team members should have:

a) General breadth of skills that supports collaboration

b) Good chemistry

c) deep expertise in a relevant area

Value true productivity over the appearance of hard work

Ideas are executed in spurts

Use design-centric systems

Aesthetics matter

visual appeal = more likely to be executed

Managing the Creative Team

Empower others to make truly meaningful decisions

Encourage collective ownership of an idea

As a team member, energy is the most precious commodity

Putting someone in charge of action next steps doesn't work

Use conflict to gauge team chemistry and performance

Develop others through the power of appreciation