Prevent your customers from waiting, worrying or wondering, which comes from *Burn Your Portfolio* by Michael Janda.
Reduce distractions by holding questions until 10 am or 2 pm. Some questions or blockers are urgent, but most are not. Ask yourself "Am I blocked and need an answer right now? If not, could I record my questions now and ask them all at a 10&2?"
Your top 8-12 customers based on the percentage of the incoming revenue in the last 12 months. You either want one problem to solve for many customers, or a few problems for a few customers.
The inability to continue working because something or someone is in your way. (work-wall you can not get through/over by yourself???). See also: 10&2
An approximate guess at a number that is used to make better business decisions. (if our average sale is "$20", we need 100 sales to meet our goal)
The number of people on your team that could get hit by a bus and the project (or company) would survive. Spreading knowledge and critical information across your team will increase your bus co-efficiency. This makes your products less fragile and more resilient.
You. This is the area you learn, practice, write, bring value, and produce on a topic you enjoy.
Reduce down to the requirements, only spending a portion of your budget, to insure there are resources for the nice-to-have features. See also: Timeboxing
We believe our ideas are one of the most valuable things we can provide for our clients. So we charge for them. We've spent years gathering, creating and refining interactive exercises that generate the best ideas.
Our Minimum Level Of Engagement helps us focus on important projects without getting distracted by smaller projects. Example: If our MLOE is $10k. Then we would pass on any $5k project lead that comes in. We would refer this client to someone else.
Minimum Viable Product. Launch with only the essential features where value is added, and get real user feedback sooner.
The clutter surrounding what is really important.
A strategic discussion after a project (or phase of a project) is complete. What did we learn and how can we improve next time?
The date that we wrap up working on a project with the information we have.
At the beginning of a project, it's hard to "know what you don't know." Once the scope of a project is agreed to, new features can be added to the project without a change in price – if they replace existing features of equal scope.
One place where our team or customers can find answers to all questions .
In a list of to-dos or goals, sort your list, putting the most important items on the top. Now focus on your top item.
To reduce the risk of wasted time, set a time (5 min) for the meeting or a task to be completed. When the time is up, you can decide later if 5 more minutes is worth everyone's time.
A first person statement that describes a goal. It tells the *why* and validates your task. (ex: software feature, blog post, marketing video)
Template: as: user type, want: to do something so: a problem is solved
Example: as: Owner, want: to see overtime and PTO report on Monday every week so: my team isn't scrambling at the end of the month
Understanding how and why your users are using your product will validate the work you should do next.
See also: Work About Work
See also: Work Out Loud
Force without movement. Busywork. The work we do that is not the work we are hired to do. Examples are, chasing the status of work, tracking time + gathering reports on tracked time, and communicating about the work.
Steps to complete an area of work.
Disseminating knowledge. Giving a pulse of what you are doing and what is going on. The goal is to prevent clients and the team from the 3Ws. See also: 3Ws