The practical part in business

2020-04-13

notes

  • lessons

    • sell the skill as a service

      • learn a skill
      • sell the skill as a service
      • build a business with the skill
      • remove yourself from the business
      • scale

    • employee value proposition

      • benefits
      • compensation
      • careers
      • well-being
      • purpose
      • hire key questions
      • plan for the worst, hope for the best

    • CEO of a startup is to hire generalists to build and then hire specialists so scale

    • 認清楚自己想要什麼，然後去做，但不會給自己設限

    • focus on developing and cultivating your plan, when you have your plan and you can feel it's right for you

      • what others are doing won't matter
      • comparison dies when your vision becomes clear
      • concentrate your energy on what you're doing

    • Using creativity to solve problems cannot be taught, and it's ultimately what free markets pay for

      • invest your creativity, skills and efforts into solving big problems and you will receive big rewards
      • if the work doesn't require creativity, delegate it, automate it, or leave it

    • it's leveraged versus un-leveraged

      • forget rich versus poor, white-collar versus blue
      • code, media, capital, labor

  • mindset on modern society (business)

    • 竞争，开放， 共享 是共同进步的所有秘密

      • 共享 - sharing gives back more than you put in

        • mastery
          • the best way to learn is to teach
          • they make everyone around them better, the only way to do that is to teach
        • quality
          • lead to higher quality code
        • labor
          • make it possible for projects to become larger and higher quality than anything you could do on your own
        • marketing
          • the work you share becomes a permanent part of your resume
        • ownership
        • don't share your 'secret sauce'
          • Google search ranking algorithms is one of their beggest competitive advantages, they will not share
          • generic infrastructure projects, you benefit more from giving and getting the community involved

      • 开放

        • 交易 - 分工 - 积累 - 专业 - 集体大脑
        • 贸易其实是 互惠的
          • 当今国际化专业分工与贸易带来的巨大技术优势

    • 商人玩的是 赚钱的游戏

      • 尽可能避免零和游戏，因为它并不创造财富；多元化机会

        • treat people as friends and attempt to win together
          rather than to treat people as enemies and attempt to win on your own

      • 商业利益 就应该 最大比例考虑商业利益
        除非威胁到 健康/人身安全，家人，自由等等； 原则倒是其次

      • 多数中国人比较熟悉 “实用主义驱动的经济自由化”

        • 在稳定的利益基础上建立的合作觉得才是稳固的，人品和情谊都无法提供这种稳定性

      • 商业模式，本质上是可以双赢的权力游戏

        • 比如一个产品服务，从一个客户到十个客户，因为边际成本低，可以讲价，让大家受益

    • 商业和熟人的模式不一样

      • 家人是支持对方
      • 你把你自己的利益放在团体利益之上
      • if something is free, realize you are the payment
        • you pay with time and sanity for the majority of the free offers

    • 专注于赚钱的项目，而不是被理想催着走

      • 大多数人从未创造或发布过任何东西，所以发布本事就是一个值得庆祝的大事

    • practical ability is more important

      • 对建立垄断型的商业模式缺乏意识

        • 真正的巨额利润，来自长期的复合增长

      • 商业+技术

        • 技术细节如果不能改变商业模式，也无法增加垄断性，就不值得探究

  • practical part in business

    • do everything manually first to get started and then build software to automate everything second for scale

      • 努力用在选择上， 前期投入大量工作
      • 中国人，最大的问题是“选择随大流”

    • pass the basic boring step firstly, then the creative part will come

    • 在熊市中， 信念，江湖义气（组织），运气， 一点点钱

    • understand the desired business outcomes and goals

    • intuition

      • (knowledge from) an ability to understand or know something immediately based on your feelings rather than facts

      • listen to your body and the signals

        • establish the observing self and its capacity to achieve a calm, detached state where you can better identify what is going on

          • Inner calm fosters true intuition and allows it to be easily identified

          • Create an inner clamness by focusing on her breath; when worries arise, you can examine them from this calm state.

            • "what is this worry?"
            • "where am I feeling it in my body?"
            • "how important is this worry in the big picture of life?"

          • when your worries arise, just lets them pass-by without responding emotionally or intellectually

        • separate true intuition from wishful thinking (what we hope will happen) or projections (interpreting images through the lens of our own history or ideas)

          • wishful thinking and projection are filled with your history, your hopes, your ideas, and your wounds

          • write your answers down to these questions

            • "is this an image or a sensation from my past?"
            • "did I see or expereince something like this in the movies/book"
            • "does this image have anything to do with my fears or worries?"
            • "how much do I wish that this image would come true?"

    • industry/domain knowledge and sense

    • curiosity

    • iterative

  • TODO

    • programming from start <500line>
    • frontend -> react
    • join/build communities you enjoy
      • The community - their energy, vision, outlook, and relentless love for building and accelerating FAST.
    • build a network with winners or entrepreneurs

  • ENV

    • more creative in a startup

    • work in small teams/companies with the lean members

规划力 - 目标和材料之间的流程计划 - f(x)

  • engineering thinking and project thinking on every task

    • 想法 + 概念 + 计划 + 设计 + 开发 + 发布

    • inception of idea 1-2

      • 想法 : 识别问题 - 清晰地定义问题, 研究其可行性, 检查是否有可行方案

    • proof of concept 3-6

      • 概念 - 提出概念性解决方案, 可能有多个方案,最终确定一个
      • 可行性计划 - 如何实施, 人员,任务,时间, 预算

    • production of samples/prototypes/tools 7-8

      • 设计 - 将解决方案细化, 设计架构和划分功能模块

    • conduct of trial schemes 9-10

      • 开发 - 根据设计方案, 实施构建, 并迭代

    • use in public sector/launch into open market

      • 发布

  • 很有技巧地整合各种专业形成一个形态（明确构想）

    • 先掌握住大框架，然后再完整地处理细节

      • 非常融通灵巧地留出一些空白

    • 不偏离大框架和不弄错优先顺序的能力

      • 将能量投注在最为关键的重点上
      • 自己能够重新组合优先顺序是非常重要的

    • 营造适当的环境， 可以不断地培育人才

      • 规划力 可以引发出比你原来的资质层级更高的东西

    • 规划后加以组合

      • 使全体的工作得以顺利进行而加以管理
      • 比如 做菜，编辑
      • 看规划过程，希望能学习它的制作方法
    • 连接意象（目标）和材料（技术）之间的规划是最重要的
      • 运用材料和意象进行再构造的能力
      • 从小规划进行联系，然后逐渐扩大规模

  • 自己内在规划力（自己组织和决定 做事的流程计划） -> 写指导手册

    • 做指导手册，将步骤或程序普遍化
    • 观察并了解其他人做事的方法，领悟他所下达指令的真正意图（也就是达到了编写指南的水平）
    • 以自己擅长的事物为范本（仔细观察研究，然后应用在其他事情上）去克服不擅长的事物

  • 印象训练

    • 事前在脑中进行模拟

      • 在脑中想出事情进行的顺序，以及会对下一步的状况作出几种设想

      • 在经验积累的范围里，大脑能够模拟规划； 以感官去实际感受周围的环境，瞬间就能感受得到

    • 从结果想象过程，在脑中进行多次验证的训练

      • 思索如果要由自己来做的话，应该如何进行，进行的顺序又如何
      • 当自己在工作时，过程和结果马上就能联结起来

  • 最终蓝图

    • 在 某种理性结果 和 各种现实条件的 角力中所产生的形状

      • 首先对自己想做的东西要有理想形状， 其次是各种现实条件和限制，思考如何进行

    • 设计

      • 融入自己的创意，在最终蓝图和材料之间搭建相连的阶梯

  • 从制定者的角度来看 - 构思和制定工作手册 - 经营者

    • 规划力 就是掌握整体的预测力
    • 只着眼一部分的工作狂是做不好规划分配的

  • 用“3”的概念做大方向的统筹，掌控重点，再对细节做螺旋状前进

    • 只有 概念（主题内容）和处理方式确定，便可对想法进行自由发挥（空白处）

  • 拥有能消化解决意外状况的规划力

    • 可以变通，充满弹性

      • 有空间足以容纳突发状况
      • 事前预先布置

    • 训练身体以感受， 做一项头脑里的模拟训练

  • 愿景

    • 确立愿景，推算达成目标所需的步骤，然后切实做好每个步骤
      • 描绘自己的愿景，然后从目标反推回来，只管针对一个个步骤简单地运作下去
    • 提醒自己 当下的所作所为事为了 追求什么目的
      • 只要经常询问下属 现在做的事情有何意义，现在的工作已经进行到哪个阶段就足够了

  • 先有大致框架 / 基准图表

    • 有一套粗略的基本草案，做到稳定情绪，然后就细节进行微调
    • 事前有一套针对问题发生时的应变准备

How to Achieve your Goals

  • Connect every goal to a purpose

    • figure out the "why" behind your goal
    • "I want to build a profitable business so that I can retire early and spend time doing things I love"

  • Start small and start now

    • need to build new habits
      • Taking that first step can be the most challenging
      • Make small and steady behavioral changes to set yourself on the right path

  • Remove obstacles before you begin

    • ask "what could prevent me from appcomplishing this?"
      • write down your potential obstacles, excuses, or fears, as well as how you will navigate them
    • put your "worry" or "anxiety" thougths to paper to free up space in your mind to focus on the positive

  • Celebrate your wins

    • Make time to reflect upon and applaud your efforts
      • Celebrating your accomplishments not only feels great, but also reinforces positive behaviors that will help you accomplish the next goal

notes from

  • TODO

notes from

  • TODO

The Beginning from

  • Make Money, Have Fun, Do Good

  • crate a Company

    • Understand real customers and their problem, and then solve that problem

  • The Team - an early-stage company with fewer than 20 people

    • Find a partner who has complementary skills

      • your co-founder's purpose is to help you achieve success in your march to product-market fit

    • founding teams should be smaller than six people before product-market fit

    • The first goal should be to achieve real product-market fit

      • morale
        • the env is like a team, chaos is expected
        • people crave the challenge of new things
        • they want things to be hard

      • speed

        • prototype code not industrial code
        • first product should always be viewed as a prototype
        • use it to gather customer feedback only

      • without a formal management

Individual Habits - optimize yourself

  • track goals, priorities, and tasks

    • get things done
    • daily review, weekly review, and monthly review

  • Schedule two hours each day to work on top goal only

    • top goal for the current quarter

  • Be on time and Present

  • When you say it twice, write it down

    • to a 2nd audience or in a 2nd situation, just share it in written form

  • Gratitude and Appreciation

    • we perform our best when we are having fun and feeling good about ourselves
      • "Great", "Good idea, it was the right thing to do"

    • daily gratitude to yourself

      • as a trigger
      • this only means that you will bring an attitude of joy not desperation when addressign the areas
      • the key is to be as specific as possible
      • "what is good aboutthis situation?"
      • "I am grateful for ... " for names, actions they did, and so on

    • in appreciation - speak to others

      • let them know if you catch yourself feeling grateful about someone or something that they have done
        • as specific as possible

        • "I appreciate you for writing down ... " > "Thank you"

      • the recipient will feel connected
      • you will view the recipient more positively

  • Energy audits

    • 80% of your time doing things that energize you

      • "Did that activity give me energy or drain my energy?"

    • keep doing the energy audit each month until 75% of your time is spent doing things that give you energy

    • tasks in Zone of Genius

      • unique good at in the world and that you love to do
      • so that time and space seem to disappear when you do them
      • should be driving toward spending most of your time
      • this is where yo ucan add most value to the world and yourself

    • zone of incompetence

      • should outsource if they don't give you joy
    • zone of competence
      • others are as good as you
      • outsource if they don't give you joy
    • zone of excellence (better than others)
      • but don't love doing
      • look to move away from

  • Health and Well-Being

    • Prioritize your helth

    • exercise

      • sign up for group activities or get a trainer
      • get the company to pay for it

    • Mental Health

      • build a CEO support group composed of yoru peers
      • important to have someone to speak to, listen to you, and help feelings flow through you
      • get a therapist
      • meditation

    • Sleep

      • sleep before 11:30pm and get up before 8:00am

      • at least 7 hours

      • write down whatever it is that you woke up thinkg about

        • then transfer it to your GTD system
        • write down all of your next actions, ...

      • if you wake during the night, don't fight it

        • do something soothing, like reading from a paper book

  • Financial Health

    • $10 million -> put it into US Treasuries firstly

      • the feeling of safety
      • enough to live a wonderful life

    • 75% of your net worth is liquid asset

Group Habits

  • Decision-Making

    • Creating Buy-in a decision

      • the more influence they feel they have on the outcome, the more they'll be invested in the final result

    • Write a draft for an issue or decision

      • proposed solution
      • include both a detailed description of the issue and the proposed solution
        • make a guess
      • invite people to make comments and questions before the meeting
      • write out responses to all of the comments and questrions to bring to the meeting

    • Loudest voice in the room

      • only in method 3 to get full buy-in
      • like require junior people to speak and ask questions first
      • then give more senior folks a chance to give feedback

    • RAPID

  • Impeccable Agreements

    • precisely defined and fully agreed to (written) by all relevant people

      • successful follow-through of the agreement
        • like decision with specific actions, responsible individuals, and due dates

    • if you realize you won't be able to keep the agreement

      • let the other members of the agreement circle know, and let them know what you can do
      • give them the opportunity to adjust and maintain productivity

    • if someone doesn't meet an agreement

      • if they apologize, you respond that apologies are not needed
      • the requirement is that they only make agreements that they can commit to
        • and that they meet all the agreements they make
        • or by prompt communication that they need to alter the agreement
        • if the person continues to fail, they can no longer be part of the company

  • Transparency

    • Share all relevant information with your team, both positive and negative

  • Conscious Leadership

    • direct your team while being more interedted in learning than being right

      • one is open, curious, and committed to learning

    • take full responsibility

      • take full responsibility for one's circumstances

        • physically, emotionally, mentally, and spiritually

      • locate the cause and control of our lives in ourselves, not in external events

        • "What can we learn and how can we grow from this?" not "Who's to blame?"

    • Self-awareness (know themselves) and learning agility

      • grow in self-awareness
      • regard every interaction as an opportunity to learn

    • Feeling all Feelings

      • feelings are natural and expressing them is healthy
      • every feeling we experience invites us in a specific way to grow in awareness and knowing
      • learn to locate, name, and release their feelings

    • Speaking Candidly

      • seeing reality clearnly is essential to being succesful
        • say what is true for me
        • others can express themselves with candor
    • Joy versus Fear
      • you are motivated by joy
      • Joy is an even better motivator than fear

  • Issue Identification and Conflict Resolution

    • when people feel distrust or dislike, usually because they don't feel heard

    • repeak back what you heard

      • "I think I heard you say ... "
      • "That's right"
    • Steps
      • Feeling
        • anger, fear, sadness, joy
      • Fact
        • You did or said ...
      • Story
        • "the thought that I had was that you ... and thus ... "
      • Request
        • "From now on, please say ... "

  • Customer Empathy

    • actively listening to their pain

      • "I think i heard you say ... "
      • "It seems that you feel anger when ... "

    • distill feedback and meet with the product team

      • work first on the issues whith the highest customer pain that are the easiest for you to solve

  • Company Culture

    • Culture is the unspoken set of rules

    • value

      • kind of statement that needs max buy-in
      • send out a survey, and

    • Fun

      • host events that you enjoy, and invite your team to join you

    • Celebration

      • take a moment to appreciate the good that the company has achieved

    • Operation

Infrastructure

  • ch20 - Goal-Tracking System

Collaboration

  • ch24 - organizational structure

    • so that everybody understands how it works, and various related ddetails are clarified
    • once you have achieved product-market fit
      • from fewer than 10 members to more than 20 in a short time
      • win the race to market share
    • need to implement a formal management system
      • delineat separate teams with managers

  • ch25 - structure meeting system

    • Accountability is declaring -> goals and actions

      • a destincation, and the action steps to get there
      • last week, "for each of your stated actions, did u get them done - yes or no?"
        • if no, what blocked you? what habit can u adopt to?
      • next week, what one action can u take to advance toward?

    • coaching is declaring -> issues and solutions

      • the current health of the entity, both the good and the not good
      • with the not good, what the issue is in detail and a proposed solution
        • this can make requests for help from the manager
      • good ?
      • not good? - describe the issue in detail, as weel as your proposed solution.
        • what you can do to solve the issue
        • what I (your manager) can do to help unblock you

    • Transparency is declaring -> feedback

      • feedback to people on what they are doing
      • like - "there are the specific actions that i like that you are doing "
      • Wish that - "thses are the specific actions that i wish you would do differently"
        • please give me that feedback
          • please think of the feedback that you are afraid to give me because you think that it will hurt my feelings

  • ch26 - meetings

  • ch27 - feedback

    • seek real, honest feedback and improve
    • ask for negative feedback, it will be cherished
      • preferably in a one-on-one setting
        • "If you were CEO, what would you change?"

    • appreciate it

      • your job is to listen and try to understand

    • act on it

    • giving feedback

      • face-facce - "I didn't intend to make you feel angry. My intent was to be helpful"
        • do not use email, text, or voicemail to give feedback, unless 100 positive

Processes

reference

  • [The Great CEO Within]
  • [the lean startup]
  • [getting real]
  • [rework]