Not only is this blog post by Angela Colter a great reflection piece on the difference between liking content and understanding it, it also is chock full of tools to help you analyse your content and better it. In addition, the pros and cons of these tools are outlined.
Though primarily targeted at Websites, this article gives a series of instructional techniques to help test the understanding of your content.
Jacob Sokol asked the following question to 48 online experts:
What is the most “unrealistic” thing that you’ve ever accomplished and what did you learn from the process?
I highly recommend reading through the whole post but here are a few of the most inspiring highlights for me:
When you choose the “unrealistic” choice every day, you’ll be surprised how uncrowded and welcoming it is.
― Derek Sivers ··· CD Baby
I learned that if you REALLY REALLY REALLY want to do something and you’re committed to going for it and willing to work on it thru the inevitable “WTF am I doing moments” you can pretty much do anything.
― Brian Johnson ··· Philosopher’s Notes
What I learned (or rather, an affirmation of what I knew before that): Focus on value, and money will fall in place itself. While I track my income, I have never once set income as a primary goal and have always focused on coming up with best ideas that will bring the best value for my readers instead. This has translated itself into results in all areas.
― Celestine Chua ··· the Personal Excellence Blog
You have to take the first step. Then, do that everyday until you reach your goal. If you keep moving, you can do anything – write a novel, be a good parent, quit your day job, get out of debt, lose weight. Just focus on one step. Repeat.
― Melissa Gorzelanczyk ··· Peace and Projects
Another relatively unrealistic thing I did was a few years back when I lost a great deal of weight, 75 lbs in fact, and I felt fantastic. Unfortunately, life took over and I lost that focus and I gained quite a bit of it back. But I’ve done it once and I can do it again. But this time, I’m wiser, I’m stronger and I can anticipate hurdles. I’ve got practice and experience on my side and there is no reason why I cannot do this.
The most common question I get is: How did you manage to accomplish this? and the answer is simple: I set a goal and just do it. I combat resistance daily, but I keep my eye on the prize. Also, I reflect regularly on what kind of person I want to be. The following quotes are some of my mantras:
Luck is what happens when preparation meets opportunity.
Happiness is when what you think, what you say, and what you do are in harmony.
Our job in this lifetime is not to shape ourselves into some ideal we imagine we ought to be, but to find out who we already are and become it.
― Steven Pressfield
The main reason why people can’t get work done at work are managers and meetings. That’s Jason Fried’s take on things as he exposes it in his latest TEDx Talk. He lays out the main problems to getting work done and presents three suggestions to making work work.
No Talk Thursdays: He actually suggests a compromise of one Thursday afternoon a month where no one disturbs anyone so that all can focus on getting things done.
I am fortunate that though I work in an office, it is a small office and I can often get quite a few hours of uninterrupted work time. I can actually sometimes get 3 to 4 hours without being disturbed, usually about once a week. This uninterrupted time is necessary for me when I need to analyse complex problems or systems, or work on a larger, more complex project.
Passive Models of Communication: Instead of interrupting people to have a face-to-face discussion about something, send an email or an IM. This reduces the instances of interrupting reflections, thoughts, a creative moment. The passive model allows for people to respond when they are ready to switch gears and respond to you.
This is my preferred mode of communication when dealing with dispatching tasks or requesting information. I had received a comment earlier this year that it could be perceived as impersonnal, which is a valid remark. I therefore took the time to approach the individuals that I exchange with to explain to them why I preferred communicating the bulk of work related information by email. They agreed and even told me that they appreciated the lack of interruption, especially the administrative staff who work in the open spaces and are constantly interrupted.
Cancel the Next Meeting: He doesn’t suggest postponing it. He suggests cancelling it all together. According to Fried, managers call too many meetings which are a waste of employee’s productive time. He relates that what managers talk about at meetings is usually not as important to company productivity than the managers think it is.
On this one, I only meet Fried halfway. If we are going to move to a mode of passive communication and no-talk periods to let people focus on their work, there needs to be a moment where we all get together and communicate face-to-face. That said, I think that the face-to-face time needs to be used wisely to do the things that are less well done in writing.
“Is she out of her mind?”, you ask yourself. Nope! And neither is Stephen Shapiro who wrote a great bit on How To Motivate Innovators.
Stop recognizing people for doing their job. When you hire someone to work for you, it should be expected that they are competent. When you recognize people for doing what they are hired to do, it reinforces a “culture” where the status quo is good enough.
Instead, recognize (and reward) people for going beyond their job; for doing things that are unexpected.
If you wish to develop a culture of innovation within your organization, you are going to have to reward what I call productive disruption. Productive disruption, in my mind, is an attempt at doing things differently while taking into account risks and with the mindset of wanting to improve upon something. It isn’t always successful, but it always generates discourse and reflection.
If you want to encourage open innovation or cross-business unit collaboration, then recognize people for that. If you want employees to take risks, make a big deal out of individuals who do that. If you want to let people know that failure is ok – when done the right way – then promote situations where something didn’t work as planned yet powerful lessons were learned and risk was mitigated risk.
Define what your organization values and then reward on that.
Couldn’t agree more. The idea that errors aren’t punished but rather become case studies is refreshing. I have been fortunate to work in such environments where I can learn from my errors and in looking for solutions to overcome them, learn and innovate.
The bottom line is that we cannot escape PowerPoint in today’s business and/or academic world. And as Jessee Desjardins wrote, it’s really not a bad tool at all. In fact, I think it is a fabulous tool. One just needs to learn how to use it efficiently and effectively.
About 3 years ago, I read Edward Tufte’s The Cognitive Style of PowerPoint, and though he did not convince me to abandon PowerPoint completely, I did take into account his main criticisms of the tool—such as it being a tool used to support the presenter on what s/he wants to lecture about rather than supplement with supporting visuals—and try to find ways of working around them.