I’m sure we’ve all been there. We have 100 things to do and we pick 90 things to get done and avoid those last few items that we just don’t want to do.
They are on our ‘to-do’ list for a reason. We put them there…or more likely…someone put them there for us. But, they’re there and they should probably get done.
Why do we avoid those tasks? I know there are some things that I just consistently ‘put off’ to another day (e.g., writing on this blog) and I can’t tell you ‘why’ I put them off.
Recently, I ran across this quote that really resonated with me:
People romanticize their plans but dread the execution. The magic you’re looking for is in the work you’re avoiding.
Using this blog as an example — it is quite romantic in that ‘hey…I can be famous if I write a blog’ type of way, but it means nothing if I don’t actually write regularly. An idea is worthless without execution. It’s the execution of ideas that deliver value. You (and I) can talk all day long about what we are going to do, but until you do it, you’re just talking.
But think about what happens when you get those things done that really mean something to you? Those things that you’ve “romanticized.” Getting those things to a ‘done’ state is so much more meaningful and magical than just having them sit there on paper or in your head.
How many times have you followed a recipe while cooking something in the kitchen and had the result turn out not to be quite what you expected? If you’re like me, more times than not. Sure, the result is edible (usually) but isn’t quite what you expected or what was described in the recipe. Recipes don’t always work.
Recipes are great starting points for cooking great food, but a good cook will tweak that recipe to create something that is perfect for them / their family. They tweak whatever recipe they have to match their own tastes and their own inclinations.
The same is true of good leaders.
A good leader isn’t going to take something they read in a book like Good to Great and implement the idea(s) without tweaking the ‘recipe’ for their own organization, people and culture. Just because something worked for one organization doesn’t mean it will work for another without changes. Just because Jim Collins provides insight into how a company was successful in the paste doesn’t mean that the thing that company did will work for your organization today.
Stephen Covey made a lot of money by telling people there are seven habits that successful people follow but I guarantee there are more than seven habits that successful people can follow and plenty of successful people that do things other than his seven habits. The same is true of systems for time and task management. Sure, the systems work but you have to ask whether they will work for you. If you don’t sit down and actually look at your task list, that task management system isn’t going to work at all for you.
I hear people say that you’ve got to write 1000 words a day (or 500 words a day…or X words a day) in order to ‘be creative. I hear people say you have to meditate or get up at 4AM or get 10 hours of sleep or exercise every day. I hear people say all sorts of things that have worked for them but that same process may or may not work for you and/or your company.
Recipes are great starting points and they can help create starting points for what you’re trying to do. That said, they aren’t the ‘end-all-be-all’. When you’re working with people, recipes generally don’t work as they are written down. They require some tweaking and some changes to fit into your personal approach and/or your organization’s culture.
Next time you’re trying to do something and you think some ‘recipe’ you’ve found is the way to go, just remember – recipes don’t always work.
As part of a tutorial on Text Analytics and Visualization I just finished over on technical blog called Python Data (where I blog about using python for data analysis), I took a look at all 1400 posts over the last 11 years (11 years!). The findings weren’t surprising but they are interesting (at least to me).
First, a visualization. This is a network map of the top three keywords from each of my posts and their association with other keywords. To create this, I took each post and performed some natural language processing on it to find the keywords for each post and then created a matrix that describes the relationship between keywords in different posts.
Its hard to tell from this image, but the large clusters revolve around ‘business’, ‘cio’, ‘data’, ‘people’, ‘project’ (which are all shown in the large cluster in the middle of the graph) and photography (the top right cluster). While not a bit surprised (I mean…this is the stuff I write about), it is really cool to see it all layed out like this and to see how things are connected together. For example, ‘business’ and ‘data’ are connected together a number of times as is ‘cio’ and ‘business’…which means I must be writing about the ‘right’ stuff because those things go together quite well.
Here’s am much more readable version of the above graph with some filtering and node adjustments.
The top 10 keywords on the blog over the last 11 years are:
Note: If I do this analysis again, I think I’d remove ‘quote’ from the text before doing any analysis since it really doesn’t add much value, but I left it in simply for completeness.
I was talking to a CMO today about their current and future plans for digital projects. We were talking about data analytics, customer experience, technology, social media and other topics when the CMO asked what the ‘next’ project or technology that she and her team should be chasing.
We’ve talked about all data, social, digital transformation, the cloud and everything else…but what should I really be focused on? What projects should my team be chasing for the future?
I couldn’t give exact types of projects that her team should be focused on, but I did share my thoughts on the only area that I think make sense for marketing teams to focus on.
That’s right…just one area. If you are going to chase digital, you should chase it in this one area.
The only area marketing teams should be focused on (and chasing) is in improving the experience for your customers. That might be SEO projects, data analytics or a new application, but by focusing on the customer experience, the marketing team is focused on one of the most important aspects of a business. Customer experience is the key to driving engagement and growth for a business and has been called ‘the next competitive battleground.’
If a project doesn’t touch the customer experience, there needs to be a very thorough discussion of whether that project is worth taking time and money away from your customer facing digital projects. There are times when marketing teams need to take on non-customer facing projects, but you shouldn’t be out there looking for those projects or chasing those technologies. Let those technologies and projects come to you.
Chase the projects that are focused on improving the customer experience.
Whether that is engaging your clients better, improve customer service or eliminating a pain point for clients, those projects will improve your customer experience.
Beyond the customer experience, there are other projects that CMO’s can focus on and chase, but I’d argue that anytime you are working on these types of projects, you are not directly improving the customer experience. There are always going to be knew digital projects and new technologies, but for the CMO and the marketing team, the customer experience should top of mind and a major filter for all new projects and technologies.
Finally, when a new technology or buzzword comes along, take a step back from all the buzz and ask yourself and your team(s) how that technology or approach will improve the customer experience and build competitive advantage for your organization. If that new tech or buzzword doesn’t drive customer experience, you probably shouldn’t chase it.
People often say that if you work hard and apply yourself, you’ll succeed. But lets be realistic….that isn’t always true, especially because everybody has a different definition of ‘succeed.’ Sure, you can work hard and apply yourself and become better than you were, but it doesn’t mean you’ll become the ‘best’ at something. That’s just not how life works.
Let’s say, for example, that you decide to become the world’s fastest runner in the 100m race. That’s a lofty goal, but unless you are born with a very specific set of genes and start training very young, the probability of meeting that goal is pretty low. That said, there’s nothing stopping you from pushing yourself to become faster than you were yesterday or last week.
If you aren’t the ‘best’ at something, does that mean you can’t win at that something (or at life)? Not at all. Even the absolute best have bad days. Underdogs win all the time, which is why you should always continue to improve and become better than you were because you never know when your chance might come to be ready when the ‘best’ falters.
If you’ve not seen or read Moneyball (the book is here, the movie is here), you are missing out. The book talks about how the Oakland A’s baseball organization took the ‘B’ players and built a baseball franchise around them. I don’t recall if there were any of baseball’s “best” players on the Oakland team at the time, but I do recall that there were a lot of the ‘also rans’ that many teams didn’t think were good enough for their team.
Many people will argue that the real story behind Moneyball is how statistics and data analysis can play a really important role in running a business. These people are correct…these things are important and they were an important part of the Moneyball / Oakland A’s story, but the part of the story that many miss is that these ‘B’ players also worked really hard to become better at what they did. They didn’t just relegate themselves to be also-rans…they kept pushing harder and harder to become better than they were.
The same is true for corporations. Maybe you don’t have a team comprised of the most talented and skilled employees, but if you and your leadership team continue to push yourselves and your people, you (and they) can do wonderful things. If you build a culture of improvement where the smallest failures aren’t punished and show your team(s) that you are constantly improving yourself – and expect the same from them – your team and company will be able to compete. You may not win every time, but you’ll be around for the long-haul.
You can win if you aren’t the best. Anyone can. You may never be considered the best, but if you continue to try to get better, you’ll always be better than you were.
That said, just imagine if you don’t push yourself or your team to constantly improve? If you and your team are OK with being average, you’ll never have the chance to win.
Thus began an obsessive quest for the perfect shot, a quest McFadyen estimates took some 4,200 hours and 720,000 exposures. He tried many angles and compositions before landing on the idea of a mirror image.
4200 hours and 720,000 images. Can you imagine? Sure…its much easier to take that many photos with a digital camera these days and with the speed of modern professional gear, you can rattle off 10 images a second but still…4200 hours (175 days if worked straight through) is a long time looking for that ‘perfect’ image over the course of 6 years.
The photograph that took 720K images to make:
Alan McFadyen’s “Perfect” Kingfisher shot
Perfect takes Work
I’ve been known to say ‘perfect destroys good’ and ‘done is better than perfect’, but in this case, I have to agree that ‘perfect’ is perfect. Sometimes, it is worth the effort for perfect.
The takeaway from this (other than an absolutely stunning image) is that perfect takes work. You don’t show up to your first day on the job or project and do things perfectly. You don’t pick up a camera and take the perfect image on your first attempt.
Perfect takes work. Are you willing to do the work?
Eric D. Brown, D.Sc. is a technology consultant, investor and entrepreneur with an interest in using technology and data to solve real-world business problems. He currently runs his own consulting practice focused on helping organizations use their data more efficiently. Additionally, he is the Chief Information Officer of Sundial Capital Research, publisher of sentimenTrader
Eric received his Doctor of Science (D.Sc.) in Information Systems in 2014 with a dissertation titled “Analysis of Twitter Messages for Sentiment and Insight for use in Stock Market Decision Making”. His research interests are currently in the areas of decision support, data science, big data, natural language processing, sentiment analysis and social media analysis.In recent years, he has combined sentiment analysis, natural language processing and big data approaches to build innovative systems and strategies to solve interesting problems. You can read some of his research here: Eric D. Brown on ResearchGate
In addition, he is an entrepreneur that has launched a few companies with the most recent being a company focused on proving data analytics and visualization services to the financial markets.