Friday, March 30, 2018
Saturday, March 24, 2018
CLIENT ACCESS ONLY
- User Guide - current production version, with known future features
- Software Change Log - real time history of tweaks
- Bug Status - all known bugs, live and dead
- Roadmap - future product plans
- Business Opportunities
- DoubleM Checklist - current live version, MM copy, View only mode.
- DoubleM Dashboard
- Coach view - Client Summary - for coaches to track their clients results
- Terms of Service (TOS) and End User License Agreement (EULA)
Note: Your first visit to the above links may require registration and request for access.
Thursday, March 22, 2018
The value of doing a thing one time pales in comparison to doing it consistently. Aristotle saw this clearly when he said:
We are what we repeatedly do.
Excellence, then, is not an act, but a Habit.
In the latest version of TheChecklist™(version Ten) we've added a feature that calculates the number of days in a row, without a miss, that the user has done the desired action. We call this a "streak". It has also been termed the Seinfeld Strategy, named after a favorite comedian Jerry Seinfeld. Call it a habit, if you want, but we like "streak" because it sounds more fun and action oriented. Habit sounds somewhat dull and onerous.
Streaks are highly motivational. Once you get a good streak going, you are more inclined to keep it going because it feels good and you don't want to start over at zero.
|Stats from the Calm meditation app|
Achieving goals starts with the idea, then the intention, and the commitment. But action is the absolute requirement. The goal becomes much more probable when you have a system for achieving your goals. The DBLM system is TheChecklist™ and it is a remarkably effective method for taking action to achieve Success in Life and Business.
The fire emoji at the top of this post is a modified version of the Snapchat streak emoji. A "Snapstreak" is the number of days in a row a user has communicated with another user. The idea is to improve and reward consistent behavior.
Friday, March 16, 2018
Every business should have either a Board of Advisors or a Board of Directors. Period. There is no wiggle room in that statement, except for one thing: If you are running a lifestyle business, or if you're not really serious about succeeding in your business, then... save yourself some trouble and forget about it.
However, if you really want to succeed, and not waste your time, and want to take the shortest path, with the least stress, then get yourself a Board.
What's the difference? A Board of Directors is a legal entity. The Board of Directors is there for the purpose of representing the interests of the shareholders. They hire and fire the CEO, they approve the business plan. If you are the CEO, you want a happy Board of Directors, or else you will not be CEO very long.
A Board of Advisors is for a CEO who owns most, or all of the stock. Such a CEO is not going to be fired by his Board of Advisors, because they have no legal standing, and the CEO can do whatever he wants. His Board of Advisors is there simply for the guidance and contacts, etc.
The benefit of having a Board comes from having regularly scheduled meetings, usually once a month in young companies, but as little as once a quarter in mature, profitable, and stable companies. You want your Board to be actively involved in the challenges and plans of your company. That's why you want to meet, formally and regularly.
If you are doing a startup, and going to need some angel and/or VC capital, you have some special considerations. Check out this article for more on that.
And, finally, here's a very good article in INC magazine about some details on setting up boards of advisors/directors.
How do you pay an early stage board?
Thursday, March 8, 2018
This 1 on 1 appointment is a brief meeting with a specific agenda. Random meetings (including casual conversations / coffees / brainstorming) that you may have with a team member during the week are all well and good, but they do not replace the consistently scheduled 1 on 1 meeting. That’s because the 1 on 1 meeting is where you are focused solely on that person and how you as a manager can best support them in the execution of their goals.
It sounds simple, doesn’t it? But simple does not necessarily mean easy. Be honest. Do you have the discipline to conduct 1 on 1 meetings with your team members every week? Like many habits of success, this practice falls into the “important but not urgent” category. It takes real discipline to stick to a regular 1 on 1 meeting schedule, but the payoffs for both the manager and the team member are worth the effort. Try it for 12 weeks and see how much more you actually get done. Schedule it in both of your calendars and make it happen.
Let’s go over a proven agenda for running a successful 1 on 1 meeting:
The 1 on 1 meeting should take no longer than 30 minutes. For example, if you have 7 direct reports, you should be able to meet with your whole team in one afternoon. Block out this time in your calendar and make sure you keep these appointments every week. Don’t blow them off. As a manager, your #1 task is to support your people. You succeed only when your team succeeds.
2. Both parties must come to the meeting prepared with the updated information you need to discuss the current reality.
Briefly discuss each project the individual is accountable for and get a status update. Is the staff member on schedule to have it completed by the due date? If not, why not? Briefly discuss each Key Performance Indicator the worker is accountable for and get a status update. The score doesn’t lie. Are the numbers where they need to be? If not, why not? This is not a blame session; rather it is a consultation to make sure both parties are fully aware of the current situation.
3. Ask the person what tangible action they will “complete” this week to move each goal forward (or address any issues that have been identified above).
Agree on the chosen action(s) and capture them in writing in your task management tool of choice. Be specific about each task that needs to be done and the due date for each task. Writing down each task clearly signals to the team member what is important to you, and it helps to focus their efforts on the right things each week.
4. Follow up to make sure each task gets checked off as done.
You get what you inspect. Holding people firmly accountable for honoring their commitments to you is crucial if you want to create a high performance culture. This is not micro-managing – you give the person the freedom and autonomy to go away and determine how best to achieve each task, but you definitely follow up each week to close the loop and make sure it got done.
5. Ask what support or resources they need from you to help them succeed?
As a manager, you need to put the right people together and clear the obstacles from their paths to enable the most important tasks to be completed. You also need to keep out of their way and not overwhelm them with too many demands or conflicting priorities. Shield them from distractions to create the time and space for the most important tasks to get done every week.
6. Ask if there are any other issues that they would like to raise?
How are they feeling? Are there any minor grievances that are bugging them? What’s going on in their life right now? Take a sincere interest in them and their life outside of work.
7. Share any issues or feelings you would like to raise.
Performance reviews are not an annual thing. Let your people know every week how they are performing both in terms of the data and what you have personally observed. Let them know that you are on their side. Demonstrate your commitment to helping them succeed.
8. Finish on a high note.
Find something they are doing well and acknowledge it. Praise is most effective if you commend the specific behaviors you want to see reinforced; for example, “I was impressed with the detailed research you did on this project and the long hours you put in to get the report done on time.”
Are you ready to try conducting weekly 1 on 1 meetings with each of your direct reports? I guarantee that if you make it happen, it will make you a better manager. It will enable both parties to understand each other better and stay focused on the important issues. And it will greatly improve your business execution success!
Wednesday, March 7, 2018
The above quote is from a series of slides presented to a conference put on by CBinsights. The entire slide deck is very well done and highly recommended. Get it here.
Like data? There's a lot to like!
90% OF THE WORLD’S DATA HAS BEEN CREATED IN THE LAST TWO YEARS!
“The problem is not information overload. It’s filter failure.” Clay Shirky
Friday, March 2, 2018
On the subject of Knowing vs. Doing, we typically Know what we should be Doing, but we seldom Do what we Know we should Do. One reason for this is that we seldom truly Know what we Do!
(You might want to read that again.)
And this leads us to that other thing that we know so well: "If you can't measure it, you can't manage it." Therefore, if you are going to manage what you Do, you must measure it.
Here's a comparison of what I have been Doing for the last 10 days and comparing it to what I have been Doing Year to Date.
One thing that stands out is that I've been doing a lot more Reading (yellow slice) and a lot less "Negative Pursuits" (red). In my world Negative pursuits means TV. It's negative because it's passive, a plug-in drug, whereas Reading is active and educational. Another thing that leaps out from these charts is that I have spent ZERO time in my hammock in the last 10 days and only 2.6% Year to Date (orange slice). This is inexcusable and I will correct this as soon as humanly possible...
These very revealing charts are an automatic by-product of the Daily Checklist which I recommend for my clients, many of whom find it to be truly life changing. Of course, the categories of activities are completely customizable for each person who uses the Daily Checklist; not everyone likes hammock time as much as I do!
Less than a week after the above post was made, revealing just too much red, I decided to get serious, and while I still don't have any hammock time on the charts, I like the chart below a lot better. Negative time is almost eliminated, and Product Development shows some excellent improvement.
Could you benefit from Knowing what you Do? Ask me how!