Pure and Responsive
As many of you know, I’m somewhat of a fanatic for writing notebooks and have tried a ton of them over the years. And I’m always willing to try something entirely new.
Let’s be honest though: Most notebooks are created equal and there are very few noticeable differences between makes, models, and the overall experience. What it comes down to is personal preference and historical engagement that typically delivers the best result.
In other words, if you’ve been using one type of notebook for quite some time then it may require a catastrophic shift for you to move to another type and kind. And most creators and printers know this.
It took me a long time to land on a title for this particular blog post since semantically nothing sounded too appropriate or “clean” enough for my liking.
Contextually, I’m not starting over with Twitter (i.e. rebranding or using a new account) nor am I new user for those who are encountering this blog post (and me) for the first time.
What I am trying to posit in this post are some helpful tips for those who are thinking about signing up for Twitter soon (or have signed up recently) and for those who are dusting off their unused accounts so as to make a serious go at it.
I had a ton of great conversation publicly and privately after this blog post on Unspoken Roles yesterday (and it was the weekend, what!) and so I had even more time to meditate and reflect on the power of these understood roles.
Consequently, this is somewhat of a follow-up or Part II of yesterday’s blog post as I coalesce some more of my thoughts together on the development of teams, culture, and organizational productivity.
I love working with passionate, driven, and trustworthy people. People who work hard and who are driven to do their best in all that they are responsible for.
These characteristics are especially important in the context of a fast and growing startup where the problem that is trying to be solved is still being worked on and fleshed out while the people that you have chosen to work with can be the only real element in the equation.
So finding the right people to work ends up being more important than the so-called business objectives and spending a considerable amount of time upfront on massaging the relationships is critical.
I’m a big fan of getting shit done. Full stop. But, I’m not a big fan of the dogmatism around how one gets their stuff done as that should vary from person to person.
Consequently, you won’t ever hear me preach about such and such “GTD” philosophy or really any particular methodology because I believe that every person should build their own customized form of task management for maximum productivity.
That makes sense, right? I mean, everyone is so different and so unique that there could never be a one-size-fits-all solution.
I work for a company that finds itself in a season of obvious scaling. I will have achieved nearly 10X growth with the staff in a calendar year and that’s scary-exciting.
So naturally we’ve discussed as a team the dynamics required to move the company forward optimally as it relates to leadership, management, and the roles and responsibilities that make the most sense for not only our corporate structure but also our corporate culture.
There is no silver bullet, that I know to be 100% true. Consequently, my goal as I oversee our growth is simply this: Encounter and study as many effective models and perspectives as possible so that I might be the most equipped and informed as we make the best decision.
Here’s an interesting one:
A post that has been circulating widely around the internet recently is Eric Schmidt’s rules for email etiquette where he outlines 9 rules that he’s created for himself that has worked with great effectiveness.
The most important and salient one is his first recommendation which I agree with 100%: