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The Road Less Stupid, It's not about the plan. - Coggle Diagram

- - - - They have a scoreboard to see how well they're performing.
      - They are self motivated, born winners.
      - Love being measured and held accountable.
      - They are technically good at their job.
      - They are humble enough to ask for coaching.
      - They See Opportuinities, not problems.
        
        'Who' by Geoff Smart
- - - - These types of businesses run the owner not the other way around.
  - - - Planning, execution, measurement and corrections.
        
        Use leverage and measurement.
        
        They create machines.
  - - - Growth and control work inversely, the more growth the less control, and vice versa.
  - - - Filliing this role is VITAL.
        
        The board protects the business and keeps it alive.
- - - - It is not that we have bad answers, it is that we are asking the wrong questions.
      - Frame questions as 'How might I... So That I might...'
        
        How did it get this way? Why does it stay this way? How can I improve the way it looks?
      - Characterists Of a Great Question.
        
        Provides Insight into what the actual problem is that needs to be addressed. 2. Simplifies the problem and makes it solvable. 3. Expands the number of possibilities to solve the problem or improve the situation
      - Problem = Unanswered Question.
    - - The core problem is never the obvious gap comparison between point A (where I am now) and point B (where I want to be)
        
        When we build solutions for the obvious problem, we are wasting resources on symptoms not the cause.
      - Most Important Questions for finding the obstacle.
        
        What are the possible reasons that I am noticing these symptoms?
        
        What Isn't happening that if it did happen could narrow or remove the gap?
        
        What is happening that if it didn't happen could narrow or remove the gap?
        
        Sustainable Forward Progress
        
        Exactly where I am (Point A)
        
        Exactly where the can Is
        
        Exactly where the goal line is in relation to me and the can (Point B)
        
        Overcoming the obstacle preventing the can from crossing the goal line.
    - - Check the stories you're telling yourself in comparison to true FACTS.
        
        WHAT DON'T I SEE?
        
        The things I do not see, lose me money.
    - - Litmus Test for Consqeuences
        
        What is the upside?
        
        What is the downside?
        
        Can I live with the downside?
      - We only have a choice about the decisions we are about to make, not the consequences.
        
        Risks Do not Disappear because you ignore them, neither do facts.
        
        Mistakes are inevitable, but double bogeys are usually avoidable.
    - - Shoes that do not fit, are not a bargain at any price.
        
        A great idea that can't be executed is a bad idea.
        
        Management must shift priorities, for the new solution to have a shot at being effective. Change the priority of capital/resource allocation.
        
        All execution must be monitored and corrected.
        
        MEASUREMENT is the key to sustainability and a culture of accountability.
- - - - Every failure of leadership has at it's root a lack of courage.
        
        If you truly care, you will say it, otherwise how can they improve?
- - - - There are hope and facts, when they collide, facts always win.
- - - - Minimum 10 H Thinking time.
- - - - Single Point of Failure Risk
    - - How sustainable is the profitability in the future?
    - - Understanding the threats and weaknesses of your business model.
    - - Identify these and keep an eye on them.
    - - Debt, there must be adequate cash reserves for debt repayment.
    - - No resources should be idle or lacking in productivity.
- - - - Who is my target market? Morphs into Who was my target market?
    - - Allows for thinking of about 45 minutes and evaluation of around 15 minutes.
      - 3 Possible Scenarios
        
        Create a new question
        
        Revisit a prior question that could use additional thought.
        
        Use an answer from a prior Thinking Time session as the basis for refining/changing/fleshing out the original question and searching for additional possible choices or variations on the theme.
        
        Most questions require multiple Thinking Time session to answer.
        
        Option = Idea, Choice = Executable
        
        Think about the needed machine, after coming up with a solution.
        
        Eliminate all visual and noise distractions.
        
        Not facing computer or window, question, pen and notebook.
        
        Set a timer on computer which alerts you when the time has expired.
        
        Sip your water, scratch your itches, go to the bathroom, stay motionless during the session, only your right hand moving to write down your thoughts.
        
        Thinking with your left hand on your forehead, which limits your ability to get distracted by looking around.
        
        1 more item...
- - - - I will be reportting on these three specific measurable things (a,b,c) next week, and you should hold me accountable for achieving all three.
    - - Accountability should never be feared, it is the mother of great.