Productivity

Creating A Great Work

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(This column is posted at www.StevenSavage.com and Steve’s Tumblr.  Find out more at my newsletter.)

Recently Serdar and I were discussing what made Great works of art, literature, and anime.  We quickly got to the point of realizing that the idea there’s some checklist to create the Great Works is an illusion.  There’s no roadmap for Greatness, despite many failed attempts to create one.

(We left the exact definition of Great ambiguous in our discussion.  I think of Greatness as influential, life-changing works that aim us upward – and persist one way or another).

What we did determine was that there’s no Greatness CHecklist, but there are traits that those that make Great Works have, and seem to increase the chance of creating a Great Work.  Passion for one’s work, persistence, clear vision, and so on.  We probably need to finish this list . . .

What we realized is that there are not techniques to Greatness per se.  There are things you can learn from those that made Great Works, principles, and sets of philosophies and goals, that if you hold them, increase the chance of doing something Great.  None of the people out there that made amazing things are the same, and none of them are the same as you, but there’s probably a rough set of principles and philosophies you can find that’s common among many people you admire.

Then there are techniques MAY help you achieve Great Works.  It could be the “list six things each evening to do the next day.”  It could be writing 1000 words a day.  There is no comprehensive list of techniques, just some out there that will help you after you find what works for you – and what embodies the various principles that those that make Great Works end up holding as important.

You hold the Principles and live them with Methods.

I realized quickly that this is a lot like Agile.  Much as Agile has two parts that help people achieve great things, I think general “making something Great” is similar.

Agile in best practice is about two things:

First, there’s general Principles, as embodied in the Agile Manifesto.  These are things to aspire to, values to hold, general guidelines. Stuff like “Leverage change” or “establish a firm technical foundation.”  They’re good ideas, but you have to figure out how to make them work – and internalize them.  Internalized, they make good productivity instinctive.

Secondly, there are Agile Methods – Scrum, Kanban, and whatever home-brew your office probably uses.  These are ways to embody the Principles in a way that works for you (or you and your team) and help you realize them, so your work is better.  These are techniques that in general help you achieve the Principles, but you have to find what works for you and your situation.  They’re ways to get to the destination of the Principles.

It’s the same with Greatness.  You can probably find similar, general philosophies and attitudes that people that made Great Works have had – but you have to adapt them and live them.  You can select methods that help you realize these principles – but you need to choose what works for you out of the near-endless advice you’ll get.  The two work together to increase the chance of making a Great Work.

The funny thing is – much like Agile – trying too hard will sabotage you.  Many people I know who I admire, who create and do a lot of good and great works, have this all internalized.  This makes it harder to understand, harder to get advice, and tempts you to try hard to do what is, to some effortless (even if it feels like an effort, it comes naturally).

Greatness is lived, not had.  Perhaps that’s why it’s so frustrating, even for those that achieve amazing things.  Greatness exists in two parts and flows out of us like water, and whenever we try to grasp it, we can’t get ahold of it.

Well, if we could get ahold of it, maybe it wouldn’t be so Great . . .

The great Tao flows everywhere.

All things are born from it, yet it doesn’t create them.

It pours itself into its work, yet it makes no claim.

It nourishes infinite worlds, yet it doesn’t hold on to them.

Since it is merged with all things and hidden in their hearts, it can be called humble.

Since all things vanish into it and it alone endures, it can be called great.

It isn’t aware of its greatness; thus it is truly great.

Steven Savage

An Experiment In Perspective And Productivity

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(This column is posted at www.StevenSavage.com and Steve’s Tumblr.  Find out more at my newsletter.)

By now if you read my blog or my posts anywhere you know I’m kind of obsessed with Agile philosophy, Agile methods (Scrum with a heavy helping of Kanban), and I use them in my regular life. I’ve started experimenting with some of my practices and wanted to share my findings.

So first up, my basic way of being productive is a month-long sprint (a period of time where I decide what I’ll do and focus on that). With that focus I’m able to avoid distractions, measure success, and know what’s coming.

Secondly, I estimate the work I’m doing in hours, trying to break things down to manageable chunks of a few hours. My exception is writing, where I set aside an “hour budget.”

OK with that said, I began noticing a few problems I experienced. Tell me if these sound familiar.

First, as life has been complex, I felt overwhelmed. There was a lot on my plate for each month. I’d often try to “front-load” work.

Secondly, because a lot’s been going on, I was often having to shift around work and priorities. That was annoying because, yes, Agile says to embrace change for productivity, but I wasn’t feeling any gain, I was just changing. Was I wasting my time?

Third I got into a good rythm, but found myself over-focused on measuring hours and time. I was investing a lot of time in trying to measure time. This was also weird as I had things so well broken down I wondered why I fiddled with hours.

I have no doubt some of this sounds familiar.

So I sat down with myself, dived into the classic “Five Whys” method I’ve reccomended, and asked what happened. The answers became immediately apparent:

  • A month-long sprint had so much and was so broad it was unweildly and didn’t acknowledge how each week was different, and it was hard to change.
  • My estimates in hours were “too real.” Thinking of things as hours led me to spend too much time trying to map “real time” as opposed to getting stuff done. So I was actually less efficient because of asking “is this an hour or not.” Another reason the whole Scrum “points thing” makes sense.

So now I’m experimenting with a few changes to help me be productive and also lighten me up a bit.

First, I’m now doing classic two week sprints (Monday to Monday). This takes me out of monthly thinking, focuses on a smaller time frame so I can better evaluate what I should do, and makes it easier to adapt. This has already been a godsend in focus.

Secondly, I’ve – yes – ditched time estimates and Fibonacci points. Because I’ve gotten really good at breaking work down, I’m now just treating everything as “things to do” and breaking them down to the smallest components. For things like writing, I’m giving myself “X writing sessions” each sprint to sit down and write. Then I just check off “done.”

I’ll let you know more about my findings (and I may need to update my Personal Agile book).

However, I do want to answer an unspoken question: do I regret my earlier productivity techniques, with month-long sprints and so on? No.

What I did worked for the time. It got things done. It also let me learn so I could keep improving what I did. It may even be that worked then but I had to find a different way to do things now.

It’s OK to change how you operate and get things done. Doing things is how you learn to do them better.

Steven Savage

The Brainstorm Book: Active Management

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(This column is posted at www.StevenSavage.com and Steve’s Tumblr.  Find out more at my newsletter.)

We’re talking how to solve your creative challenges with a Brainstorm book!  Last time I discussed how to review it – so new we talk getting active and using all those notes.

You’ve got a Brainstorm Book, you put ideas in it, then sorted them into various groups. You have your Archives, Incubator, Backlog, and Current Backlog. So, now what?

First, with the Current Backlog is self-explanatory – you’re doing that now. That’s your “getting things done in the near future” thing – and if you don’t have a system to do that, I have a free book for you.

But let’s talk the rest of the lists.

Using The Archives

The Archives are where you put ideas you like, but aren’t sure if you want to do. Of course, what do you do with them since they kinda sit there.

As you add to them in each Review, consider the following:

  • Are any of your files, documents, piles of ideas getting too large? Then take the time to purge them and cut out things you no longer care anymore.
  • Does anything look like it’s worthy of promoting to the Incubator? If so, go ahead (it’s not like you can’t remove it later).
  • Do you care anymore about a given set of ideas or interests? If not, find a place to just store old files in case, or outright delete them.

The rule I use with Archives is “is there any value in keeping this?” When there’s not, get rid of it somehow.

After awhile, you may find these things getting overlarge and need to do a review. Do this every six months, and set a timebox to an hour.

Using The Incubator

The Incubator is your “want-to-do-but-not-sure-when” box. It’s things you haven’t yet put on your schedule but are sure you’ll probably want to do.

Review the Incubator once a month for an hour – if you want, you can do it as part of one of your regular Brainstorm book reviews. While reviewing it do the following:

  • Reorder it. As you insert new items into it, or just go over it, see if you want to change any priorities.
  • Remove items. If something seems relevant to you, then delete it – I wouldn’t even put it in the Archives. If it was important enough to put here but you lost interest, you probably won’t care again.
  • Move an item to the Backlog. If an item is something you’re sure you want to do, move it into your Backlog – and put it in the proper order.
  • Move an item to your Current Backlog. If something seems ragingly important, you may want to have it on your short-term to-do list. I don’t recommend this unless there’s a good reason.
  • Do it and get it over with. If it was real simple and can be done in a few minutes, do it. In fact, you probably should have done it before.

As always, keep the Incubator in order of priority – with nothing of equal importance. That forcing-the-issue will really help you keep track of what you want to do and set your priorities.

Using The Backlog

The Backlog is where you keep your definitely-going-to-do items. Again, in order of importance – however there’s an important difference.
By the time something gets to the Backlog, you’re probably already thinking of how to break it down into pieces of work. If you’re not, you should, because a lot of great ideas take time to do, so you don’t do them all at once.

So remember, as you keep your Backlog and polish it, feel free to start prioritizing the parts of things you want to do. Maybe make the priority also reflect chronological order. Maybe think of what’s the most important stuff you can do first.

EXAMPLE: You really want to write and publish a short story. That can be broken down into several “stories” on their own – writing out the plot, doing the story, editing, etc. By the time that story idea hits the Backlog, you can break it down, in order, and maybe even have an idea of when you want to do things (which also affects order).

Review your Backlog once a month, and whenever you think you should. I usually find I look at it once to three times a month as I get new ideas, or review my Brainstorm Book, or get new feedback. Your Backlog is your roadmap to the future – take it seriously.

When reviewing consider:

  • Do I even care about this item? Some items may not be worth doing after awhile. You can send it to the Incubator, but usually if you put something into the Backlog and then stop caring, you’ll never do it. You learned how much you really want to do it by saying “not now.”
  • Should I move this item up or down in priority? Remember, if you’ve already broken an item down you might just shuffle parts of it. But either way, as you review, things may suddenly seem more important – though as you get used to a Backlog, I find that changes less.
  • Should I move anything into my Current Backlog? Maybe it’s time to start doing something now. So do it.
  • Do it now. Again, sometimes you just get it over with.

Using The Current Backlog

Well, this is the list of stuff you’re trying to do right now so you’re probably looking at it daily. I’ll assume you’re fine here.

As You Review . . .

So you’ll find yourself reviewing your past brainstorms, you’ll most likely find that you’re having new ideas as well. Which is good, but kind of annoying as you’re busy.

This is of course great because, hey, new ideas – plus you see that your imagination is working away. But again, you’re busy.

What I do is take these ideas and put them in my Brainstorm Book so I don’t get distracted, unless the idea is so absolutely stunning it must go in my documents. You have to make the judgement call, but I’d say err on the side of caution and jot it down for later.

Why Actively Managing Your Documents Matters

You’re now regularly reviewing the documents that are . . . created from your Brainstorm Book reviews. So why do these matter to you?

  • You’re able to re-review your ideas. This keeps them in mind and helps you appreciate them, analyze them, prioritize them, and reassess them.
  • You’re able to polish a long-term plan in increments. Instead of developing some huge, doubtlessly unlikely-to-succeed plan all at once, a plan to realize your ideas emerges over time. Its’ more likely to succeed.
  • Because you review your ideas, you now see that, yes, you actually have good ideas. This builds confidence in your imagination and helps you overcome fears of being creatively blocked.
  • Since you’re re-prioritizing all the time, you’re keeping yourself from being overwhelmed with ideas. In time, these documents will grow, and you’ll not just see how imaginative you really are, you’ll use them to keep yourself from going overboard.
  • Finally, looking at past ideas will inspire you with even more ideas. Which you will, of course, review . . .

By now you have a Brainstorm Book system. However, I have a few more ideas for you.

– Steve