Freelancers get paid when they work. Using our own fingers, our own skills, we do the work. So when I’m making a podcast, it’s me. When I’m writing, it’s me. When I’m giving a speech, it’s me. We get paid when we work and that’s the only time we get paid.
Entrepreneurs, on the other hand, build something bigger than themselves, they build assets. If you’re an entrepreneur and you’re busy hiring the most easily available, best qualified and cheapest person to do every job… it means you’re hiring yourself. And if you’re hiring yourself to do all the jobs, there’s one job you’re not doing, and that’s the job of the CEO. Of the person who figures out how to build something bigger than yourself.
So the hard work of being an entrepreneur is hiring someone to do every single job that can be done by someone who’s not you. It’s a totally different way of being in the world.
Seth Godin – Akimbo: Math Class is Hard
My last post got me thinking again about the toolkit for making change and building a good future. What follows started out as the tail of that post but grew too long, so I’ve cut it off and put it here as a springboard to bounce off (or a wave to ride) later.
So here are some tools…
There are a set of practices and principles – many of them falling under the umbrella of normal ‘management’ – that are well-established and effective for running organisations. You will need to tailor them to your context, but understanding and applying them will make an enormous difference to your ability to build and run a sustainable and effective organisation. Drucker and Tom Peters are great places to start for foundational principles. Books like Financial Intelligence and 4DX are great for specifics.
There’s an overlapping set from the world of small business, startups and bootstrapping that will help you build the thing from nothing in the first place, and make it sustainable. The E-myth (which I’ve just discovered is available for a great price on amazon) is great for establishing operations (and overlaps with the previous category), as is Steve Blank‘s Startup Owners Manual (amazon) in combination with Alex Osterwalder‘s Business Model Generation (amazon). I’ll make a post of videos and audio by these people and put a link to it here.
There are resources for thinking about marketing in the deep sense – making something that people want or need and sharing it with them in such a way that they see its value and talk about it to others – is another overlapping area. I’d start with Seth Godin – probably This is Marketing (amazon) or Purple Cow (amazon) – and throw in Bernadette Jiwa’s The Fortune Cookie Principle (amazon) as another good starting point.
And there’s a whole load of writing about personal growth and effectiveness that really helps you to get these things done…
And I’ve clearly gone down a rabbit hole, so I’ll stop here.
If you can’t replicate something because you don’t understand it, then it really hasn’t been invented; it’s only been done.
When I published The Practice of Management fifty years ago [in 1954], that book made it possible for people to learn how to manage, something that up until then only a few geniuses seemed to be able to do, and nobody could replicate it.
When I came into management, a lot of it had come out of the field of engineering. And a lot had come out of accounting. And some of it came out of psychology. And some more came out of labour relations. Each of those fields was considered separate, and each of them, by itself, was ineffectual.
You can’t do carpentry, you know, if you have only a saw, or only a hammer, or if you have never heard of a pair of pliers. It’s when you put all of those tools into one kit that you invent. That’s what I did in large part inThe Practice of Management – I made a discipline of it.Peter Drucker – from Frontiers of Management in The Daily Drucker
Understand the tools (make them if you have to). Build a tool kit. Make it reproducible.
I have mixed feelings about this quote from Drucker. On the one hand, bringing together a set of reliable tools for making effective non-profits or social enterprises is exactly what I’m trying to do with DriverlessCroc. On the other, a lot of the things that make these organisations effective in their contexts are very hard to reproduce – often apparently serendipitous combinations of people and resources in the right times and places, with combinations of vision, skills and technology that aren’t reproducible because they haven’t happened before – and might not again.
The point, I think, is to learn which tools are out there and how to use them so that you can be more effective at the creative, unreproducible work that only you can do in your context. Use the tools to make a new tool for change: your organisation.
I’ve posted a few thoughts about what some of these are here – more to come soon.
Real marketing is built into what you do and why you do it. It’s part of your story, something that you do organically when your business is aligned with your mission and values. Kept promises, free returns, obsession with the details, returned emails, clean tables, and attentive staff – all of this is your real marketing.
Real marketing creates a deeper impact, leaves a lasting impression, and is as powerful as a smile.Bernadette Jiwa – The Fortune Cookie Principle
Why do people come to you for the thing you provide?
What do they get? Why do they want it? How does it make them feel?
What makes them come back?
Do they tell other people about you? What do they say?
What do your actions / words and tone of voice / website / way you dress / your office / commitment to doing things well say about who you are and what you’re doing? Do they say the same thing?
For a non-profit organisation, do you smile at your donors and your clients in the same way? (you should)
Are you an example of these things for your team? How do you articulate them to the team, to new members, to partners?
Niall Ferguson was speaking at the Long Now Foundation, responding to a question from Stewart Brand about how ads and the profit-motive influenced the nature of search and the internet echo-chamber.
Google and Facebook in particular are platforms driven by user-engagement and time-on-platform (the source of their ad revenue) and as a result tend to give us more of what we like or agree with already, filtering out sources that might challenge our views.
If you look back on the way the printing press developed, there was a for profit wing that ultimately did finance itself by selling ads, and it evolved into newspapers and magazines.
But that was only a fraction of all the printed content that was out there. Most printed content was accessible free through things called libraries, and libraries were non profit.
Public libraries gradually began to spread in the protestant realms because remember, Protestantism insisted on literacy. A country like mine, Scotland, went from very low literacy to very high literacy because of the reformation. Schools had libraries. Books were regarded as a public good. And this meant that most printed content was not provided by profit making institutions. It was essentially free, and crucially, catalogued in increasingly effective and – I’ll call them objective – ways.
Anybody who’s spent time in one of the great libraries of the world, say the Cambridge University Library, knows that the books are sorted in such a way that you find the book that you’re after, and next to it are books on similar topics. This is an incredibly valuable thing if you’re doing serious research.
Google is not like that. You may think that Google is like that, but you’re wrong, because that is not how search works…Niall Ferguson – The Long Now Foundation – Networks and Power
Make something people can use.
Put it in their hands.
See what happens.
If they’re eager to pay – attention, time, money – you’re onto something.
Watch them. Listen to them. Tweak it. Make more of it. See what they think.
If they tell their friends – and if their friends tell their friends – then you’ve got it.
What change do you seek in the world? Who are the people you seek to serve?
You’ve got it when they’ve got it.
You’ll know you’ve got it when you meet someone for the first time, and the thing you made is already in their hands.
Two approaches to getting work done:
The Big Push
The Big Push works well for defined tasks with clear deadlines. Block out some time, gather what you need, and thrash. Get the job done.
It works especially for urgent tasks – a sales or funding proposal – and there are plenty of other tasks that it’s worth giving a Big Push just to get them done:
- Creating a new service or resource
- Filming a video
- Launching a new website
- Prepping a presentation or event
- The Annual Report
There are other things, though, that are important (though probably not urgent) that benefit from regular attention. These are usually jobs that are open-ended by nature. You can’t finish them, but they’ll cause a crisis (or at least, damage your capacity) if you don’t identify them and set aside regular time to work on them:
- Financial structures
- Maintaining and improving policy documents
- Investing time with your team for both management and team-building
- Keeping a website up-to-date
- Making contact with potential partners and seeking out opportunities to share about your work
- Non-urgent supporter relations
Little and often.
Drip by drip.
If you’re in a book group, social pressure is going to get you to read that book. The act of joining the book group is the hard part. Once you’re in the book group, the books are going to get read, because now you’re playing a game. It’s a game you’re enrolled in, it’s one you want to move forward.
The easiest way to start creating this game dynamic is to form a group. To find others, to find others and challenge those others to play the game with you. Because we all know that solitaire might be a little fun, but solitaire isn’t the kind of game we dream of when we dream of games.
We do better when we do it together.Seth Godin – Akimbo – The Wedding Industrial Complex
Make it happen. Find others. Say the words.
I’ve just been listening to Richard Hackman on teams and team performance. His first lens for evaluating team performance is straight forward:
Delivering the goods
Did you get the job done? How well did you do it?
Who is the legitimate receiver, user, reviewer of this performance and what to they think of it? Did you serve the client first?
At a non-profit leader you might have several ‘customers’: the people you serve, donors, the team itself. If you can’t keep everyone happy, where do your priorities lie?
I listened to Andy Kaufman interviewing Richard Hackman on the People and Projects Podcast.
Rule 9: Become ever more professional
Professionals do it right, they make it work, and they don’t take it personally.Seth Godin
Of course your non-profit organisation should be professional.
You need to:
- Show up – be there for the people you seek to serve
- Show up – it takes time to get good at what you do
- Show up – you need to go deep in the context that you’re serving, know your clients and their context really, really well. Few people do this
- Show up – for your clients and your team, especially when you don’t feel like it today
- Keep your promises
- Do good work that no-one else can do (if only because no-one else will)
- Make it work – which might mean going beyond your technical contribution and paying attention to the necessary ‘wrapper‘
- Understand the full stack of skills that make your organisation’s work possible, and get a working knowledge of as many of them as you can
- Find partners, colleagues, friends who complement your skills and personality
- Learn to get help, delegate
- Do you work in the right way – find lasting solutions that don’t sacrifice things that are important to you on the way
- Stay client-focused – there might be a ‘show’, and you might even have a big role, but it isn’t about you
- Stay honest – the professional pushes back against donors with ideas that won’t work, or won’t help even if they do work, or that aren’t really about the clients (see Rule 1)
- Stay honest – be clear about what you do and don’t, explain what’s not working, own your mistakes
- Find the right price for your work – a price that enables you to do it sustainably and with space for human connection, ensuring of course that your work is worth more than people pay for it
- Create more value than you capture
- Communicate clearly – you have to take responsibility for knowing your audience, for being clear and convincing, for stopping from time to time to make sure you’re being understood
- Build assets – deliberately do things that will make it easier tomorrow
- Be there early
- Start on time
- Stop on time
- Stopping on time means, with enough time to talk to people afterwards
- Create boundaries that allow you to do good work, and to be generous
- Be committed – overcome The Resistance (ala Pressfield)
- Read and learn – all the time
- Read within your field
- Read outside your field
- Read fiction, poetry – they’ll enrich what you do
- Apply what you learn – try new things
- Understand how new technologies have and are changing your work
- Try to see the future
- Think about what you do
- Write about what you do
- Connect with others that do what you do, or things like it
- Be generous – share what you know
I’m stopping writing now, so that I can go and show up for some people by making pancakes.