10th Time’s the Charm

Planet Kubb Scoresheet 10 + stats

For almost 2 years, Jamie and I have been working on a 1-page form to easily and quickly document a kubb game while it’s in progress. The latest version (iteration 10) incorporates a stats section to quickly calculate team performance (without an electronic device). This latest iteration also solves the awkwardness knowing which team opens a game and displays all the elements of the Planet Kubb Game Notation.

My graphic design side is especially proud of how all the elements fit into place in a usable way. The credit I believe has to do with: understanding how the Scoresheet will be used (dozens of tournament games were scored), aggressively removing insignificant/unused elements, and stopping when we ran out of actionable information. You know – applying Design Principles.

More about the new Planet Kubb Scoresheet here.

Here’s four of the previous iterations for comparison:
Iteration #9
Planet Kubb Scoresheet 9
Iteration #7
Planet Kubb Scoresheet 7
Iteration #4
Planet Kubb Scoresheet 4
Iteration #2
Planet Kubb Scoresheet 2

Where’s Your Buyer Platform?

A few weeks ago, I met with a local small business owner. We first met back when we were both solo and have met for coffee every 6 months or so since. He now maintains an office downtown full of employees. Towards the end of our time together, he asked which social media services I was actively using.

“None. My buyers aren’t there.”

He concurred that none of his business came through those channels either and that he’s considering deleting all his accounts. What’s been holding him back?

The sense that his future employees are active on these social media services and that not being present will make future hiring more difficult. I reminded him of the business he’s growing, the family he enjoys, and that his employees should do his recruiting since they’re who this hypothetical new employee will be working with anyway.

So, yes, delete the accounts. Your future isn’t there anyway.

Over the past 5 years, I’ve built, released, and retired a number of my own products (Cullect, Kernest, typerighter, and some even smaller ones). The revenue from these projects keeps both my server bills and my knowledge of the latest tech current. They don’t pay the kids’ yogurt bill, the tax bill, the mortgage bill, or my retirement. These expenses are covered by my consulting and coaching engagements. These are engagements with:

  • corporate executives challenged with transforming a multi-channel organization into a digital-centric organization,
  • leaders of digital-centric organizations charged with increasing growth and revenue,
  • founders fighting to pull their startup out of the din of banality.

Most important of all – they all have families they love, kids they don’t spend enough time with, and hobbies they haven’t pursued in much too long. In short, their calendars are booked solid with challenge and fulfillment. These are not people outraged by the latest Twitter, Linkedin, or Facebook drama (product-related or otherwise). These are people fighting to make their vision a reality. Every. Single. Day. Fighting to transform their organization’s products and culture. They’re not tweeting it.

So, how do you get in front of your buyers? That’s your job to find out. It’s not a new job. Nor is it one that can be solved by the hottest new technology. It’s solved by building relationships – not followers – atop a platform that’s unique to your remarkable business.

Elsewhere:

“These aren’t ‘business media platforms.’ Those, you create on your own, not with followers or friends, but with prospects and clients.” – Alan Weiss

AAPL: “There’s No Money in Software”

Apple releasing iOS7, Mavericks, iLife, and iWork means Apple (still) doesn’t see the value in software. This shift means Apple’s execs are betting in more consumers upgrading higher-margin Apple-made hardware more frequently. Historically, Apple hardware has a 2x lifespan (3-5 yrs) compared against other hardware (Dell, HP come to mind immediately). Have Apple’s recent hardware releases been such significant leaps forward that my current devices so inadequate as to be replaced immediately?

No. Not at all.

In fact, Apple seems to have gone to great lengths to insure my 2+ year old laptop and iPhone 4s run their latest version of their corresponding OS. Unless these upgrades cause my daily machines to slow to a crawl (which I’m not going to tempt for I see no significant benefit to upgrading) I foresee no reason to open my wallet to Apple. There are arguments that this $0 upgrade fee is a front against an Android- or Windows-esque platform fragmentation. Perhaps, but unlike Android & Windows, platform fragment in the Apple ecosystem can only come from 2 places: Apple or Apple’s user base. Perhaps Apple is finally large enough to have a non-trivial % of stubborn, lazy, non-upgrading customers (like me and many corporations I work with). Maybe. But, are the advertised benefits of upgrading today so significant that upgrading is a must?

No. Not at all.

In fact, upgrading seems to be disabling WiFi in some iPhones and the iWorks suite now has a fraction of it’s previous capabilities.

So, if it’s a fight against platform fragmentation – it’s a war internal at Apple. And based on the announcements, the winning side is the one where software is managed through iTunes.

Removing prices (and functionality) on house software is admitting they’ve built a culture where customers expected software to be free. Will Apple will continue to take strategy cues from the most successful third party iOS software and grow in-app purchases within iWork into a significant source of revenue.

Either way, if you’re a developer in the Apple ecosystem (iOS or Mac) this is one more reason to find a non-Apple revenue stream.

No Client Work Before Lunch

Patrick and I have been meeting for a Monday morning coffee for years now. It’s an excellent way to start the week. As good as it is, it still fell by the wayside when my new daughter was born. Once we reconvened, he asked me what I found valuable about our conversations.

Without thinking I replied, “How it reduces my available time.”

This is to say, the longer Patrick and I are discussing long term goals, world-changing projects, and how we’re striving to be better the less time I have available to get sucked into drama du jour/Twitter/Facebook/Hacker News. Priceless.

Six weeks ago, I came up with an experiment to see where this idea breaks.

  • Monday – Thursday: No client work before lunch.
  • Friday: No client work after lunch.
  • No client work on weekends.

I now have recurring appointments in my calendar for: strategic thinking, reading, writing, attending my favorite class at the local gym. Sure, even in these short 6 weeks the time for these things have been constrained due to, well, life; compiling documents for the accountant, meeting with prospective clients, attending the end-of-unit preschool party, taking the baby to the doctor, even some client work snuck in this week.

    The biggest benefit?

  1. With rules for when I do client work, I’m much more protective and focused on generating value for my clients during those hours.
  2. I always break for lunch

Even with my current 62.5% success rate [1], I’ve found myself focused and motivated at reaching project milestones within the scheduled time. Yes, I’ve had some late lunches on recent Fridays. I’m OK with that. This model is something like a really long reverse Pomodoro (focus on play for 3 hours then on work for 4 hours) though I prefer to think of it as the Oxygen Mask Principle (take care of yourself first, then you’ll be better able to take care of others).

1. My inbox zero success rate for this same time period is 75%. I believe they are directed related.

Why Are You

I’m writing this from the wonderful, artful park a couple miles north of my house. It’s close enough that I could – and really should – spend a little bit of everyday here. Yet, this is the first time in more than a year I headed up here alone to work.

In college I knew at some point I’d work for myself. Yet, at no point did I write down “Be my own boss” or “Work for myself” as a goal to work towards. It seems as inevitable as aging and “trim earhair” is not a Goal To Write Down. Yet, before I turned 30, I was president of a corporate entity, invoicing clients, depositing checks into a corporate account, and paying myself a regular salary, all from the spare room. Unfortunately, I didn’t really believe it. It all seemed just so flimsy and abstract. Of course, any day now someone will offer me a position at an actual, concrete entity. Any. Day. Now. Well, the mortgage is still due, so I’ll keep on keeping on.

When my third child was born and I looked into the clear skies of his newborn eyes and I was met with a:

“Are you serious? About working for yourself, I mean. Are you actually serious about making that – work?”

Um.

He was right to ask. One kid didn’t significantly impact my lack of work life balance. And while it was significantly more challenging – two kids didn’t provide cause to rethink things either. Three however. And to be perfectly honest – I wasn’t serious. I hadn’t been serious. I was walking backward. He didn’t blink though. He wanted an answer. I needed to decide, either be serious or get a damn job.

Fine, fine. Ok, I’m serious.

Off I went meeting with more clients, closing more business, booking more projects, promptly overwhelming my calendar and myself. So, despite the many strong recommendations against the idea, I hired employees. I needed to ensure they were doing that magic combination of; work they were good at, work the client asked for, and work I wanted to sell. All this added far more than 3 straws to my camel’s back. At its apex (or nadir), I was hunched over a laptop struggling with some tiny client project on a beautiful summer day while the rest of the family was laughing and swimming in the river. Yes, I had my best year ever. Yes, I regret not being in that river.

Since then, I’ve let all the employees go and continually revisited the question Augustus asked me when we first met. It took me a few years, but I think I finally understand his question. It wasn’t really about working for myself – it was about knowing why I was. Beyond “nobody’s hired me yet” I had never answered why I wanted to work for myself. Answering ‘why’ took less than 3 minutes:

  • to spend time with him, his siblings, and my wife throughout the banality of the day
  • to be in control of my work environment
  • to have low overhead so I can be selective and excited about the clients I engage
  • to provide my clients a value-rich, intimate, and unique engagement
  • to focus on long term leverage, not short term fixes
  • to continually provide opportunities for my own personal and professional development

Many times in the past decade I’ve failed to be serious in these 6 areas. I’ve failed to take advantage of these 6 benefits of working solo. I’ve too often been a horrible boss — to myself. No more. After spending the past 5 weeks focused on my family, getting my office just about where I want it — I’m enthusiastic about my current projects.

And I have a goal for the next decade — written down. A bunch of them in fact. One of them is work from the park more. StrengthFinder 2.0 says I do better with written down goals.