The Book Making Ideas Happen By Scott Belsky

The Book Making Ideas Happen (Scott Belsky)
The Action Method
Communal Forces
Rules of Idea Generation and Human Nature
Chemistry of a high-performing Creative Team
Use design-centric systems
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
Aesthetics matter
visual appeal = more likely to be executed
Look beyond tech skills and develop a chemistry
that will transform ideas into remarkable accomplishments
Team members should have:
Value true productivity over the appearance of hard work
Ideas are executed in spurts
a) General breadth of skills that supports collaboration
b) Good chemistry
c) deep expertise in a relevant area
1) Avoid automatic meetings that:
2) End with a review of Actions captured
3) Call out non-actionable meetings
4) Standing meetings may work
5) Avoid meetings because of personal insecurity
6) Don't stick to meetings with round numbers
7) Meetings must have both an objective and actionable outcome
a) don't have an agenda
b) don't have an actionable agenda
a) do round table review of captured Action Steps
b) Should take less than 30 secs
c) breeds accountability
a) It's everyone's responsibility
b) They're pointless and are expensive in terms of time and energy
a) great leaders candidly ask why a meeting is being called
b) Leaders protect time, energy, and resources
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
Idea generation happens on its own terms
A tired brain doesn't work well
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
Share ideas on how teams can work more
effectively and efficiently; you discover how to:
Sharing ideas
Don't become burdened by consensus
best channeled in circles
Commit fully so others can commit their resources to you, too
Systems of accountability help
a) maximize time
b) maximize energy
c) maximize money
a) helps refinement
b) increases odds of gaining momentum
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 truly
distinguishing and sacred solutions,
and make the case for why they're crucial
In meetings
In discussions
Execution = perspiration
Momentum = key to execution
Act without conviction, even if reckless
Projects should be based on:
3 Elements of Prioritization
Make 2 lists:
Use an Energy Line
Don't dwell
Choose 5 projects that matter most
Daily focus area
Don't hoard urgent items
Create Responsibility Grid
1) Economic Value
2) Strategic Value
1) Helpful pressure from others
2) Self-discipline
3) Sound judgment
1) Urgent
2) Important
1) Help budget time
2) Visualize what projects need most attention
1) Decide whether something is beyond your influence
2) Make the decision and move on
Gentle Reminders
Darwinian/Collective Prioritzation (aka "nagging")
Allows tasks to get delegated and properly agreed-on
secret to execution
3 elements
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
Action Steps
Taking extensive notes aren't worth the effort
move projects forward
should always be separate from email
give them their own sacred space
True delegation = fully "accepted" by the other
Accept Action Steps only if:
each team member must
own their action steps
ownership = more likely to be executed
1) creates true accountability
2) It's a "handshake"
1) They're clear
2) They're doable/executable
if an Action Step is ambiguous or unclear,
reject, discuss, and seek clarification