Create & Connect, Supply & Demand

I just finished writing up my notes from ‘The $100 Startup’ by Chris Guillebeau. One of the points he stresses is the sequence of creating something of value, followed by connecting with people to share it.

The thing of value is something in which you are skilled, or is fully engaging, or elicits your passion, or is a combination of the three (ideally, no?). The connecting is sharing, or teaching, or somehow helping others, specifically helping others feel better (or less worse, he actually goes into this a little bit). And yes, this thing you’re sharing should also be what some others would want – go find your target market (…he later goes into it not mattering how many people don’t get it, but how many people do…).

This reframing of ‘Supply & Demand’ I find more… welcoming. Can you feel the humanity? You are no longer in a flea market.

Party A: Cool-looking old books, here! Man, do these suckers smell great, and they look damn vintage, too. You don’t even have to flipping read them – impress your friends when they check out your mantle!

Party B: Why, hello there, good sir! I was just passing through and recalled that my bookshelves do seem a little peckish. I will have five. And here, take some Shillings. There. Good day to you.

To ‘Create & Connect’ connotes effort and is more personal. Somebody created this thing. Somebody put time and energy and focus into making this thing, and now that somebody – me – I’ve manifested something that once wasn’t, and I want to make a connection with you. That’s right – I’m looking you in the eye – hey there – shake my hand. (Let’s bond over the possible commonality that is this thing I’ve created and you’re buying. Have you seen my mantle?)

Yes, ‘Supply & Demand’ allows for much easier plotting of curves on 2-D graphs, but ‘Create & Connect’ adds a human factor to the concept of exchanging value. You might make a friend. Hell, maybe a fan.

Profitability of Profit

Again, from ‘The 4-Hour Workweek’ by Tim Ferriss, I found this gem:

Profit is only profitable to the extent that you can use it. For that you need time.

Much later in the book, we have:

Stuff lingering on the brain from work ruin free time with preoccupation; time without attention is worthless, so value attention over time.

This last quote stresses the necessity of being in the now. You are not really free if your body is on the beach and your head is at the office. So to get the most out of your ‘Out of the Office’ experience, you’ve got to reattach your head to wherever you’ve decided to put your body. You’ve escaped for a week – you might as well enjoy yourself! This leads me to a couple of rather mathematical scenarios… bear with me. If we had a finite amount of attention and a variable amount of time, we have:

  • Scenario 1 – You take a lot of time off, but your attention is rarely there. (Low density of enjoyment per time)
  • Scenario 2 – You take a little time off, and your attention is completely there. (High density of enjoyment per time)

It would seem way more efficient to figure out a way to fully ‘be in your body’ to be fully free during your time off, whether it is an extra long weekend… or 5 minutes. Thus, if you’ve got time to play, and you’re a-gonna play, y’might as well play hard: profit from your… profit.

Ha – who would have thought that, “Work hard. Play hard,” can take on a very Taoist “be in the now” meaning.

Legacy

Lately, my focus has been on setting the Product Owner piece of my own ScrumOfOne, and one fun way to think about my vision is as if it were my legacy.

Merrill B. Lamont III
1982 – 2084
Here lies awesomeness manifest. Did you know he discovered Lamontanium? Oh yeah. That was this guy. You’re so reading his tombstone right now, you lucky person, you. (Go ahead. It’s OK. Touch it.)

This of course appeals to the bio part of my biomedical engineering background; children are genetic legacy, no? It makes a little more sense when thought about memeticly.

Great artists are remembered for their art. Great scientists are remembered for their discoveries & inventions. Great sharks are remembered for their catchy John Williams themes. Great businessfolks are remembered for their comb overs, or because their name is on something/everything.

All this requires taking something to a state of mastery, moving beyond good to great. Geez, so how does that happen? In a way, we re-derive spending more and more time on fewer and fewer things. Fine, so how do I decide which things? Evidently there are a number of ways, but however that vision pans out, it could well be my legacy.

Have fun with this: What’s your legacy?

My Vision Sources

This ScrumOfOne adventure has repeatedly given me a great appreciation for the role of a Product Owner. Yes, as a ScrumMaster, I maintain and grow a well-oiled machine that produces business (personal) value, transforming stories into functionality and their associated benefits.

Which stories? Which benefits? I’m saving up for my CSPO.

To this end, that of discovering my vector, vision, direction, bliss, heart-centered purpose, drive, excitement, or any of the other ways of describing this happiness-related concept, I have been exploring a number of sources.

  • Tribes by Seth Godin
  • The Secret by Rhonda Byrne
  • Think And Grow Rich by Napoleon Hill
  • On Being A Man by David DeAngelo
  • Rework by Jason Fried & David Heinemeier Hansson
  • StevePavlina.com by …um… Steve Pavlina
  • The 4-Hour Workweek by Timothy Ferriss
  • The $100 Startup by Chris Guillebeau

From my study of the above, my goal is to determine and execute a method that will result in giving me what I need as a Product Owner – vision for the product of me, and my various facets. This method may be an intersection or union of the relevant sections from the above… I have yet to decide.

One Daily Thing

My Scrums (daily stand-up meetings) now incorporate this little question from ‘The 4-Hour Workweek’ by Tim Ferriss, highlighting a couple of Scrum principles:

If this is the one thing I accomplish today, will I be satisfied with my day?

On the outset, I know I am pretty ambitious about what I plan on doing per day, but framing the daily list in this way not only sets a clear priority as a tactical Product Owner, but also stresses that something is getting done. At the end of the day, it is not left in progress, it’s… done!

If I can’t see myself getting the one thing done that day, it might be due to impediments, or the task/story is just too large. (Hmm… really? Can’t get one thing done? Let’s address this or, heck, just accept this…)

If I can see myself getting the one thing done that day, the question not only leads to a visualization, but also to a sense of future satisfaction. (Hmm… yeah… I can get that done, I can see it now… and it’ll feel good, maybe even awesome…)