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  • Jock

I believe it’s best to plan in days off or weeks off in advance, depending on the period you are going through at work.


For myself generally, I want to take a 2-days off at the end of every 2 months because otherwise I begin to burnout. (Thurs,Friday,Sat,Sun)


Business is a 10 year marathon made up of sprints.


However, some days you just feel wrecked. I suggest strongly that you take THAT exact day off or the one after and ensure that you re-energise.


A day off here and there can keep you powering for weeks more.


I’d rather take a day off than have to take a week or more on sick/burnout leave.


Think about the net affect.


Just do it.


If your boss thinks you shouldn’t have a day off or that you are soft, change jobs.

  • Jock

Is it just me or is everyone trying to create such specialised/ unique things that aren't actually needed?


I was taught that just because you like pies doesn't mean you have to sell pies. GSElevator agrees:





I mean, 'back in the day' - you'd be sitting at a bar, overhear someone talking and saying "we need some trucks for this BP contract", you'd call your mates who had trucks, figure out the handkerchief maths, get another friend to print you up some business cards - and work on a negotiation based on that, live at the bar. Wallah, you have a trucking company with a contract, with money ready to be made.


Just this week someone was telling me about their business idea and simply they couldn't tell me who their customer was, what they would pay and how - but they knew they needed >$15k to build a platform to enable it.


After some discussion, it was clear that this business could start by manually connecting the people that wanted the service and organise a contract to take an introducers clip to start making money. This manual operation could be used to prove (and buy time*) that what you want to create is needed, what people will pay, how often, the sales cycle and any other important insights before investing heavily into the unknown.


And if you had no success, then you would move on.


I am currently doing my own discovery on an opportunity and I won't even be committing time to Illustrator to build a deck or presentation until I know:


- Who my target profile is

- How many of them there are

- That the problem matters enough to them

- That they will pay to even be a prototype user of the idea


I don't need anything to figure that out. Literally just a simple pitch made up in my head, after I did some research and saw an opportunity. Literally $0. Just phone calls and potentially coffee's. After that comes wizard of oz workshops with potential key stake holders. Then I still won't have done or spent anything until I am sure that the numbers add up and the opportunity is there.

If you can't show exact customers, low hanging fruit or acquisition strategies, proof they will pay, a product roadmap based on key stakeholders input and simple reversed engineered short-term revenue generation vs costs - then you don't deserve to get money from anyone.


Start by being more conversational and doing more discovery to narrow down what is actually achievable.


If you can't figure out how to make good money i.e more than what you currently do through this exercise - then don't pursue the idea.


There are of-course some exceptions such as, you are hyper experienced and have the contacts to make something happen OR you are some sort of genius and have some IP or a discovery no-one else knows.


P.s all of my posts are first drafts, my researcher will buff them out — so make sure to write in and ask for extensions or explanations if you are interested. Also, I write the way I speak - I don't particularly care for detailed grammar etc. I don't understand peoples obsession with it.


Thanks.



  • Jock

I’ve seen it a thousand times.


Founders staying at work for extended days on end, drinking at night to relax and re-focussing with coffee. These are symptoms of overwhelm which come hand-in-hand with a lack of direction and thus lack of priorities.


So how do you step away and re-focus?


Clearly you can do a prioritisation or urgency matrix and either stop doing certain things or delegate them - but more importantly every decision you make should be coming from a plan.

I’d recommend doing quarterly plans, even the YC accelerator batch is 3 months - so it must be a thing.


Step 1 (bottom right box).

Clearly define your: Vision , USP and how you execute it.


Step 2.

Clearly define your overall objectives: The objectives are the different products/ actions you are going to take to execute your vision/ create differentiation with your product and brand from others.


Step 3.

Clearly define strategy;

Where to play: Your blue ocean objective or key marketing/positioning/target mission How to win: The actions you need to take to enable your objectives


Step 4.

Clearly define your goals: What do you need to execute in order to reach this quarters success?


Step 5.

Clearly define your measures: What are your core KPI’s or measures you need to be optimising for as a business? Is churn a problem then look at NPS? Is revenue how you are going to be judged on your valuation? What is your customers core concern or your pure metric?


Make sure these are in line with your goals set above


Step 6.

Clearly define the people you need to execute the above:


Step 7.

Create a ket actions table for each of your staff and exactly what they need to accomplish, aligned with your new targets.


Key action page. Q2



Step 8.

Use the above to create a list of experiments and actions to take in order to optimise the way you reach your targets.


Step 9.

Allocate all of the agreed actions and experiments to either your calendar (that should be shared amongst your team) or to monday.com



Step 10.

IGNORE EVERYTHING THAT IS NOT LISTED IN YOUR ACTIONS ABOVE. ALL MEETINGS, REQUESTS, OPPORTUNITIES (for the most part) NEED TO BE IGNORED.