Archive

September, 2011


Over the past couple of years, I’ve been reading up on business principles, trying to gather as much information as possible so I can make the best decisions for my company. Surprisingly, what I’ve discovered is not what I’ve expected at all.


Copying is OK

Before you get upset or start pulling out copyright law, let me explain. There’s a difference between copying and stealing.

In this case, copying is seeing what someone else is doing, thinking “I can do this better”, taking the good pieces, and making it your own.

You might still be scowling, but in the United States, we have anti-monopoly policies. Meaning, the government actually encourages this kind of behavior! A competitor is only going to make businesses better and stronger. It’s why you have FourSquare and Gowalla. Flickr and Picassa. Google and Bing. These are all successful businesses, but they’re all (essentially) doing the same thing.


Competitive Rank for Facebook and MySpace

Statistics taken from compete.com

First isn’t best

First is the worst. Second is the best. Third is the one with the hairy chest?

Just because you’re not first, doesn’t mean you’re not the best. Take Facebook and MySpace. MySpace was first, launching their services in August 2003. Facebook followed, two months later. But, look who’s still going strong.

Just because you’re not first doesn’t mean you’re too late.


Quitting is Good

There’s a popular phrase: “winner’s never quit.” It’s a lie. Winners do quit. In fact, they quit all the time. They quit all the things they’re not good at and focus on the things they are. Maximize your strengths.

If you’re not good at something. Quit. Let the people that are good at it, do it. You do the things you are good at.


The most important thing you can do in business is ship (unfinished)

It is better to send out a product at 90% complete, than it is to wait until it’s at 100%. How do you figure? How much difference is that final 10% going to make? 90 is still an A. Besides, it gives you room for feedback. You can make sure that final 10% is actually moving in the the right direction. –It goes along with show people early and often.


What other business rules have you learned?



I posted something similar to this on my personal blog, however this is a much more in depth breakdown.

If you prescribe to the Getting Things Done methodology you are probably familiar with the Weekly Review.  If you are not familiar with GTD, the Weekly Review is time set aside to review your lists, priorities and goals.  Here is a sneak peak of a template of items that I check off when I am doing my Weekly Review.

  • Email Inbox to Zero (At this point in the week I try to have all of email either answered or filed in a way that I know what I need to respond to and what needs to be ignored.)
  • Omnifocus Inbox to Zero (I use the desktop and and iPhone version of Omnifocus to keep track of my lists, it has an inbox function that I use when I am on the go and need to jot something down before I forget.)
  • Physical Folder Inbox to Zero (There are still times when I have to deal with paper, i.e. receipts.)
  • Dropbox Inbox Folder to Zero (I configured all of my internet downloads go to a Dropbox folder called downloads.)
  • Clean Out Google Docs to Zero (I use Google Docs for all my text files, I make sure that every one of them filed somewhere.)
  • Notebook Inbox to Zero (I carry a Whitelines notebook to all my meetings and scratch down thoughts throughout.  If you are interested in Whitelines notebooks, I wrote about them here.)
  • Clean Out Action Support Folder (When I am on the road I use this folder to carry contracts and other items that I have to have a physical copy of.)
  • Review Next Actions List (This is list of all the Next Actions that are next to be accomplished, I take this time to make sure that I don’t have anything done that I did not check off.)
  • Physical Next Action Folder Cleaned Out (Occasionally I use this folder to hold items that I need to get Next Actions done, i.e. PMS color chart, color samples, etc.)
  • Delegate Tasks (Is there anything that is on my list that someone else should be doing?)
  • Review Previous Calendar (Any meeting or appointment that I had over this last week that has Next Actions?)
  • Review Upcoming Calendar  (Any meeting or appointment that I have coming up that I need to prepare for?)
  • Lock Down Calendar (I block my calendar for the next week to avoid interruptions. I’ve written more about that over here.)
  • Review Waiting For List (I keep a list of everything that I waiting for from other people.)
  • Review Projects List (I review all of my high level projects to make sure that are moving towards completion.)
  • Review Projects on Hold (I see if there is any project that I have put off to see if it is time to make them active.)
  • Review Someday/Maybe list (This is a list of things that I want to do someday, but are not pressing.)
  • Review Triggers List (This is list of triggers to jog my memory of things I might have forgetten.  You can see an example of one here.)
  • Review roles (This is where I look at my roles as a Creative Director, Husband and Future Dad).
  • Review long term goals (This is where I review my goals that I lay out each year.)


Over the past two years, I’ve been building a web app. I designed it. Coded it. And now, two years later, we’re in beta testing. It’s been a long process, mainly because it’s been just me, pushing pixels and stealing a line of code here, a line of code there. It was a long process because it included a lot of learning…the hard way. I’ve made a few (major) mistakes.


I didn’t show people early or often.

As a perfectionist, I’m very protective about my work. I don’t let people see what I’m working on until I’m ready. I want them to see the best version of what I have, best foot forward. —No need for them to give input on something that’s half baked.

The problem with that mentality, though, is I took the project down roads that I never should have gone down. I worked with blinders on. What I did made sense to me. I put my engineer hat on. I thought about the back end and the code and the logic and forgot about the people that would actually be using the system. When I finally did show people, they would (quickly) find problems.

“Why doesn’t it do this? What do I do now?”

“Isn’t that obvious?”

“Well, no.”

I should have showed people early and often. I should have talked to the people that would be using the system and find out what they really needed instead of giving them what I thought they wanted.

Two of the best books out on interface design is Rocket Surgery Made Easy and Don’t Make Me Think, both by Steve Krug.

Don't Make Me Think by Steve KrugRocket Surgery Made Easy by Steve Krug

In Rocket Surgery Made Easy, he talks about corporations that will pay thousands of dollars to have experts analyze their sites. When, really, all you need is Joe Smoe end user. He’s your target audience anyway (not the expert). Simply watch Joe use your site. You’ll learn so much by simply paying attention to where he clicks. Where’s the first place he goes for information? Does he immediately know the purpose of your site? Does the navigation make sense? Joe’s not short on opinions, you just have to be willing to ask and be humble enough to hear what he has to say.


I never gave people a reason to need the system.

When we got ready to beta test, I was invited to a leadership meeting to introduce this new tool I had created. “Here it is! My web app will make your life so much easier. Look at this bell here and that whistle there. Isn’t this great? I’m doing you a favor.”

After that meeting, I kept hearing, “This is great. I’m sure it’s useful, but my pen and paper method worked just fine.”

Really?

I could dismiss it. They’re older. They just don’t understand technology. But, is that a fair assessment?

How does my web app make their life better? The administration understood. They knew it would dramatically cut down on data entry, emails, reminders, and processes. But, I failed to communicate that to Joe Smoe. There was disconnect between their need and my app.

So, how do I close that gap? You tell a story. A good story always has a problem. Then, it works toward a solution. My end user may not know what the problem is. I have to define that for them. Then, hopefully, my product, my web app is their solution. I need them to buy into the system, otherwise it will never get used. It will fail before it even has a chance.


I didn’t mimic a system they already knew.

After a month of testing, I had a beta user that believed in my product. He had a background in Internet Technology and was willing to sit down for coffee and walk through my app, discussing points for improvement.

One of the first things he did was pull out a folder with a print out. “This is the system we know. Flawed? Maybe, but we’re used to it.” Then, he pulled up my web application. The two looked nothing alike. — which is fine, except for one thing. It didn’t give my users a frame of reference. They needed something to go off.

Apple - iCal and Address Book Screenshot


Let’s look at Apple as an example of doing it right. Address Book in Lion looks just like an address book I could pick up at Office Max. Notepad on my iPad looks just a yellow legal pad. Why? Because these are systems I’m familiar with. There’s something about translating the physical world to the digital that gives the user a sense of comfort. I know how it works in the physical world, therefore those metaphors must carry over.


These lessons are hard when you’ve put in time and energy. But, now I know.

What are some lessons you’ve learned the hard way in web development?



Like most creatives, I am huge fan of the Moleskine product line.   Somewhere in my house lies a stack of Mokeskine notebooks filled with ideas, notes and sketches of dreams yet to be realized.  When it comes to Moleskine notebooks, I am not a fan of just any notebook, I am a fan of the large squared notebook.  I rely on the grid layout to help me figure out proportions and just give me some sense of direction when it comes to sketching out ideas.

However, one my major fustrations is that when I need to share that idea with someone, the grid lines can often get in the way.  Whenever I copy or scan the notebook the lines are often given equal billing as that of my sketch.  The result is a mess that is very difficult to decifer.

About a year ago I was introduced to Whitelines Notebooks.   What sets these notebooks apart from traditional grid based notebooks is that grid lines are white (hence the name Whitelines).  Whitelines notebooks use a very light grey paper which allows you to see the grid lines, but does not allow them to interfere with what you are trying to accomplish on the paper.  You get all the use of a grid without the lines getting in the way.  Of course, the other major plus is that when you copy or scan the notebook pages, the only thing that shows up is your notes or sketches.

Do I recommend that you buy Whitelines Notebooks?  Well, lets just say that when I had to train over 20 plus production team members, the first thing I did was buy them all Whiteline notebooks to use at their new jobs.



Ask the question, “Why?”

Little kids ask “Why?” all the time. Why? because they’re curious. Why? because they want to grow, they want to learn, they want to discover. Why? because they have the courage to ask. A lot of times we’re afraid of looking stupid or sounding ignorant. –Or equally as bad, we really don’t want to know the answer, we’re afraid of the truth.

What do you think about my work? Why? If the baby’s ugly, tell me! Otherwise, I’ll keep making the same bad design decisions. I won’t get better. So, I will ask you: What do you think about my work? WHY?

In school, we were never allowed to simply say, “I like it.” Why? Because that’s subjective. Why do you like it? “I recognize the alignment choices you made. There’s a strong choice of typography. The color palette has a level of energy that reflects the brand.” Now we’re getting somewhere. Why? Because, these are answers I can use. These are answers I can respond to.

The question “Why?” is freedom. It gives me an opportunity to explore what a different solution looks like. I have the privilege of challenging the status quo. Is there a better way? Why?

The minute I stop asking questions is the minute that I become obsolete. I become apathetic with the result. Stagnant. Complacent.

So, I ask you: do you struggle with this question? WHY?



Most freelancers don’t like to negotiate.  I don’t blame them.   It can messy and fustrating trying to figure out where the client actually stands on price and deliverables.  But more and more I find that the problem isn’t really with negotiating with a client.  It’s negotiating with yourself.

Before you can even begin the process of negotiating with a client you first have to figure out what you want.  Too many freelancers walk into a room without really asking the questions.   When you first negotiate with yourself, you clarify what it is that you are really bringing to the table.  Here are five questions to ask yourself before you meet with a client.

  1. What do I want out of this?
  2. What are my needs?
  3. Do my needs match up with this project?
  4. Is there anything would cause me compromise my creativity integrity?
  5. Are there costs to myself that may be hidden?
What other questions do you ask yourself before you meet a client?  Put them in the comments below.