Sharpen your saw with THINKBook

A while back, I bought a THINKBook, which was developed by my old friend Rajesh Setty.  The problem?  I got busy and forgot I had it, so I just got around to using it a few weeks ago.  I am very impressed with this unassuming little notebook.

What the heck is a THINKBook?

In simple terms, a THINKBook is a hard-bound red notebook, about the size of a Moleskine notebook.  But it's way more than that; sure, it has ruled paged you can use for writing, but it is more than just a general purpose notebook.. This is a thinking person's journal, for challenging your thinking.  

The thinking challenges are framed by "prompters" on various topics interspersed throughout the THINKBook (see the example on the right).  There are a bunch of topics relevant to both business and personal introspection, and I like them very much.  Full disclosure, I didn't think I'd like them at first, but I surrendered to the process, tried a couple and found that they were very useful.

The structure of the prompter exercises in the book really pushes you to think at a fairly deep level, and definitely promotes "out of the box thinking."  It feels very soothing to follow this process and begin writing journal entries in the THINKBook - this is all about crystallizing your thoughts and devoting some time for your own improvement.  That's something a lot us us don't take time out to do, and I think we'd all be better off with some periodic deep thinking.

Spread the Thinking

I really like one of the suggestions from the THINKBook web site, which is to use the THINKBook as a personal and professional gift.  I particularly like the thought of giving it as a business gift, and I just may try that to see how people react.

I like the framing of the "why" behind the THINKBook, according to Rajesh:

THINKBook makes it easy to pull your people’s own best advice out of them. It can be used to super-charge group brainstorming sessions or as a trusted advisor to help you improve the brilliant idea keeping you awake at 3am.

Pretty cool, don't you think?

If you could use some time working on your own creativity and mental health, I encourage you to  grab a THINKBook and give the process a chance.  And, if you like it why not give one as a gift to someone you like (a new one, not your old used one)?

Get things done on the Mac and/or without Outlook

The dark side of the Mac:  personal productivity systems

As some of you may know from following my escapades on this blog, I have been a big proponent of the Getting Things Done (GTD) and Mastering Your Now (MYN) as personal productivity systems. At one point, I was pretty good - and very productive - using these systems.  A couple of years ago, however, I switched to the Mac and I lost a lot of momentum.

You see, I used to use Outlook as my "home base" for processing my inbox and managing tasks, and I relied heavily on ClearContext for managing my mail volume.  On the Mac, Entourage, OS X Mail, and Outlook don't even come close to the power of Outlook on Windows.  To make matters worse, Outlook on the Mac is not extensible so there is no way to do anything like ClearContext on the Mac.

I tried OmniFocus and a number of other tools, but never could find one that became a habit, so they all fell by the wayside (usually after a couple of days).

I found a personal productivity system I like on the Mac!

I have good news - I've found a personal productivity approach that is a) familiar, b) works well on the Mac, c) has a mobile approach that works.  This one comes from my old friend Michael Linenberger (creator of the Mastering Your Now (MYN) system - that's him in the video freeze frame).  A few weeks ago, I found out Michael had created an online offering for Master Your Now ToodleDo Video Training.  He has done a lot of work to apply his MYN system to a pretty powerful cloud-based task management service called "ToodleDo."

I bought Michael's video course (as I write this, the price is discounted - not sure how long that will last), and I have been using ToodleDo and MYN as my new home base for tasks.  I really like the system.  Not only does it work extremely well on the Mac and my iPhone, I find that I actually check in on my tasks regularly

It fits well with inbox processing, as I can send emails to ToodleDo to automatically add them as tasks on my list.  There are also some intuitive "commands" you can add to your subject line to adjust the priority, start date, and more on the task right from your email (I'm using OS X Mail).

This MYN/ToodleDo system will work with pretty much any mail system on pretty much any OS - a big plus in my book

ToodleDo customized for MYN

I'd used ToodleDo in the past, but it didn't flow well for me. Now, Michael Linenberger has collaborated with ToodleDo and has implemented a quick setup method that optimized the settings to support MYN.  That made a huge difference by reducing clutter in the UI and making it simple for me to understand and use.  There are also instructions in the course on how to configure your mobile client to work in this new way with ToodleDo (the mobile instructions are manual, but short and easy to follow).

With this setup in place, all your sorting, columns, default values, and so forth are set up as they need to be to make MYN easy with ToodleDo.

Why do I like MYN?

MYN is very similar to GTD, but I find it to be a bit more prescriptive - just enough to make it work better for me.  The philosophy with GTD is "Do what you need to do for the system to work for you" which doesn't alway work as well for a distraction-prone guy like me.  GTD also relies heavily on "Contexts" to drive what you do - do the thing that matches the place you are.  I had a tough time with contexts, and never felt effective in that aspect of GTD.

In contrast, MYN is more of a "Do it this way" kind of system, which is what I need when it comes to time management.

For example, MYN cares a lot about when you want to do things, and less about where you want to do them.  The diagram on the right illustrates what I think of as the "MYN Zones" for when you want to get things done.  The Critical Now tasks are ones that must be done today (they are the "If I don't' get these done I've gotta stay late" tasks).  The Opportunity Now tasks are ones you'd like to get done within the next 10 days.  The Over the Horizon tasks are analogous to the "Someday Maybe" list in GTD - you want to get them done someday, but if they don't get done it's not the end of the world.

Limits are good

Within these "MYN Zones" it gets even more structured - you should have no more than 5 Critical Now tasks on any given day, and no more than 20 Opportunity Now tasks.  Everything else should be in the Over the Horizon bucket, which can be as big as you want it to be.

I find this budgeting method to be a great forcing function as a safety valve against over-committing (that's a big problem I tend to have).

Summary

I'm just scratching the surface here, but my summary is this:

• After years of frustration I've found a personal productivity scheme on the Mac that I can actually use and stick with.
• I am a big fan of Michael Linenberger's Master Your Now ToodleDo Video Training.
• Using ToodleDo with the Master Your Now ToodleDo Video Training is really powerful.
• This method will work very well for those of us not using Outlook, and/or not using Windows.
• The ability to use this consistently on my desktop, from a web browser, and on my iPhone is very powerful.

Would love your feedback and war stories regarding productivity on the Mac - particularly if you're a distractible type like I am.

"Brand Real" - does your brand pass the test?

Laurence Vincent's book, "Brand Real," is all about brands and brand loyalty.  At first, I was wondering how much of it would apply to me - after all, I'm more of a technical guy, and I'm not in charge of a big brand.  I found that there were actually a lot of relevant take-aways from this book that I could apply in my daily life.

"Brand Real" not only helped me understand what it takes to build a good brand, it also helped me think differently about some of the brands I have a fondness for (and some that I don't), in that it has a deep discussion about why leading brands create loyalty within its customer base.  In essence, this book spends a lot of time on analyzing brands that have become "sticky" based on what they do and not just whether they have a cool name or an exciting logo.

At its core, this book's discussion of "brand" reminds me of the maxim, "You become know for that which you consistently do."

Lots of case studies

I love learning by examples and through story-telling, so I was pleased to see that this book has a lot of real-world examples to illustrate some of its concepts.  These stories range from the personal, such as a discussion between the author and his son illustrating how superficially we think of the notion of a "brand;" and corporate-oriented stories, such as how The Gap triggered a huge backlash amongst its customers when it tried to change its logo.

Other examples feature Apple, Starbucks, and other household names, as well as case studies about lesser-known (but perhaps even more informative) organizations like Washington Federal.

Thinking of brands as living things

One thing that stuck with me in this book was discussed in a chapter called, "Expressing the Promise."  The author describes how researchers Robert McRae and Paul T. Costa, Jr. found that all people could be measured based on the degree to which they possessed 5 key characteristics:

• Neuroticism
• Extroversion
• Openness
• Agreeableness
• Conscientiousness

Likewise, Vincent posits that brands can be measured along 5 similar axes - think of them as the "personality of the brand":

• Sincerity
• Excitement
• Competence
• Sophistication
• Ruggedness

These attributes play a key role in measuring, defining, and even redefining your brand.  In "Brand Real," Vincent discusses how to use these to develop your messaging strategy, as well as how to "test" your messages to determine whether they are congruent with how your brand behaves.  Then, you can use these anchors to map what you say, what your brand does, and who you're talking to (your audience or customers) to make sure things all hang together in a credible way.

The third rail of brand

In much the same way that the third rail on a subway system provides the power that enables the train to move, Vincent talks about what it takes to connect your brand to the heart - the emotional side - of you customers, which is really the key in making a brand that customers feel passionate about (and loyal to).  These are the brands that go beyond functional products and capabilities, and move into something that makes embeds itself in the lives of its customers to create strong, emotional loyalty.  I think of brands like Apple, Nike, and Coca Cola when I think of this kind of brand.

I'm just touching the surface of the depth of this book, as it relates to brand.  I think all of the concepts apply to anyone involved in branding and company reputation, but I was surprised at how many of the concepts can apply to our personal brands.  I can see how many of these concepts could be used to improve your perceived value at work, home, organizations in which you're involved, etc.

So, if you have any interest in branding and reputation management, check out "Brand Real" -- it is well worth your time.

[Updated] Beeminder - put your money where your mouth is

How many times have you said you were going to do something, then seen your commitment evaporate?  I know it's happened to me.  In the past, I've written about how to overcome procrastination, how to turn to coaches and other 3rd parties to help keep you on task, etc. But what about online tools to help keep you on track?

Recently, I was contacted by the creators of an interesting productivity service called Beeminder and I was intrigued enough to give it a try. Beeminder is an innovative approach to help you commit to specific goals, and stay focused on them. What’s the secret sauce? If you don’t do what you said you’d do, it will cost you money. In other words, it creates accountability by getting you to put your money where your mouth is.

The premise is pretty simple:

• You decide on a goal and commit to it.
• You decide on a dollar amount as a "penalty" you'll pay if you don't meet your commitments.
• You agree to Beeminder's "contract" (including an "I promise not to weasel" clause) and commit to your penalty amount. Right now, looks like $5 is your only choice - I suspect that will change at some point.
• You use Beeminder to track your progress.

Beeminder tracks daily progress against your goals to help you monitor whether you are on track or not.  You can report progress via email, text message, or directly on the site.  You also receive daily email updates from Beeminder to let you know whether you're on track or not.

Follow the Yellow Brick Road

In tracking progress against your goal, Beeminder has a very good visual helper that I like a lot.  They call it the "Yellow Brick Road" and it is the sweet spot of progress against your goal - here is a sample of my graph (at right).  If you want a better illustration, check out the example from the Beeminder site.

In my case, my commitment is to blog 4 times per month (I know some of you have noticed how occasional my blogging has become, and I want to change that).  I also have my own internal guidelines about what it means to "blog" 4 times a month - for example, I'm talking about original content (not reposts), and the posts need to be long enough (I don't have a hard guideline on post length - but I know it when I see it).

I've established daily milestones toward a weekly blog post, and my goal is to stay within the bounds of the yellow line (my Yellow Brick Road) or above it, which means I'm ahead of my goal.  If it falls below the yellow line, I have a short amount of time to correct it, or I pay my penalty (in this case $5) to reset my goal.

The effect is cumulative, too - the first time you miss your goal, it costs what you committed originally, but each time you fall off the path, the price goes up - very motivating. Here is the formula for increases, per the Beeminder site:

What exactly is the exponential fee schedule for subsequent derailments?

Going off your yellow brick road the first time costs nothing, the second time (if you chose to unfreeze after the first attempt) it costs $5, the third time it costs $10, then $30, $90, $270, $810, etc. In general, the cost of going off the road the ith time is:

You can chicken out at any time, of course.  Which leads me to the next point...

It's free if you stay awesome

One cool thing about Beeminder is that it will cost you nothing if you meet your commitments - you only pay when you fail to do what you said you'd do, at which point you have to pay to reset/restart your goal.  I think this approach is pretty cool - they provide a great tool to help you track your progress, and it stays free if you adhere to your plan.  Mess up, and you pay the site's owners - yep, they reap the rewards if I don't do what I committed to, which is a fascinating business model.

A lot of thought has gone into this approach, from what I can tell - there is a good overview about Beeminder on the site that goes into a lot more detail, and I suggest you read it if you're considering using Beeminder.

On Goals and tracking

You can pick just about any general goal, but I encourage you to think about what daily progress looks like, as Beeminder expects you to check in daily.  They provide a bit of guidance on this on the site, as well as some specific guidance if you want to use Beeminder to track weight loss.  More on that, plus general information about the approach and "akrasia" are detailed on the Beeminder blog, in the post "The Magical Widening Yellow Brick Road."

Update: I was having trouble figuring out how to effectively track my goal, which has a weekly "deliverable" rather than a daily cadence. I just spoke with one of the Beeminder founders and he pointed me at a great blog post on that very topic: Chunky Time! - it's a must-read if you have a "chunky" kind of goal.

Give it a try

If you need a little help overcoming procrastination, or some extra motivation to keep you focused on your goals, I recommend taking a look at Beeminder.  I think it provides an interesting, innovative, and motivating method to help you get more done.  You'll know whether I succeed or not - it will be measured in blog posts per month.

If you try Beeminder, let me know how you fare!

Team up - business lessons learned from volleyball

I was watching one of my daughter's volleyball tournaments this weekend and I made a few observations that I think will apply to our work teams:

• Know (and play) your position:  In volleyball,  everyone expects that their teammates will play their position and know where they should be on the court.  When this doesn't happen, it results in a lot of dropped balls.  The same is true in our work teams - people expect you to know your position and not drop any of the balls you're responsible for.
• Talk to each other:  One of the key attributes of a successful volleyball team is that they are constantly talking to each other on the court.  If there is any doubt who should grab a ball, one of the players yells, "Mine!" and everyone else on the team backs off and lets them handle it.  At work, if there is any doubt about who owns what, someone needs to overtly take responsibility for the commitment in question and everyone else needs to back off and let them handle it.
• Celebrate the "aces":  When the server on the volleyball team serves the ball and the other team is unable to return it, the "ace" gets celebrated immediately.  And not just by the players on the field - the ones on the bench celebrate, too.  In our work teams, we should recognize wins as they happen and everyone on the team should have the chance to celebrate - even if they weren't directly involved in the win.
• Reassure and support each other:  When someone screws up, let them know it's OK and move on to the next point (if it's appropriate, tell them what they could've done differently in a constructive way).  In our work teams, the same concepts apply - remember, it shouldn't be personal - it should be about how to recover and learn from mistakes.
• Ask for help when you need it:  On a volleyball team, the setter works really hard - they have to move all over the court and their job is to set up the ball so the "hitters" can make a big play and get a point.  However, sometimes, they just can't get to the ball in time.  The moment they notice that this is the case, a good setter yells, "Help!" or something similar, signaling to their teammates that they need someone to cover their responsibility.  In a team, this kind of behavior is also necessary.  The moment you realize you can't meet your commitment, you need to ask for help - it's much better than a dropped ball with no warning.
• Don't let your attitude wreck the team's attitude:  I've seen huge performance variations between one game and the next in volleyball.  The pivotal difference is often the attitude or confidence of one or two girls on the team - if they are "on," they bring the team up; if they are "off," they bring the team down.  In work teams, never underestimate the impact your attitude and confidence have on the others on your team.  Don't let your negative outlook spoil the team's chances for success.

These are just some of the parallels I drew from watching volleyball.  Hopefully, they will get your juices flowing and help you be a better contributor to your team.

Who's on your "founders list'?

A friend of mine asked me an interesting question: If you were starting a new company, who would be on your "founders list"?  In other words, among the people you know, work with, etc.  who would you want with you if you started a new company?

An interesting twist on this question:  Which of the people in your current company or team would make the list?  Are you doing enough to let these people know you value them, and to keep them engaged?  More importantly, have you asked them to be part of your core team or "inner circle"?  These are the people who are likely making the most positive difference in terms of moving your business or mission forward - shouldn't you be spending more of your energy on them?

And another, more sobering, question:  Would any of these people want you on their "founders list"?  What can you do -- now -- to increase your value to the people you value?