In a couple of days, my calendar is going to ping me with a reminder. It’s going to say “One month in – how’s it going, Heather?” This reminder is for me to review the new business strategies I intended to integrate into my business this year.
Each year, I list out a bunch of strategies I want to integrate into my business. Some are marketing strategies, some are productivity strategies, some are customer service strategies; that kind of thing. I always have a really bold and vibrant vision of the year ahead and it’s easy for me to actually create so many strategies that I simply can’t implement them all effectively.
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With only hours to go before 2010, your planning is probably finished. Your strategizing is tucked away. Your dreams are sitting on your desk, waiting for you to show up on Monday morning. You’ve done everything you can do this year and now it’s coming to close.
And the champagne is flowing generously. 
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Patrick Lencioni is wrong.
Oh, he seems like a nice enough guy, and his books (Overcoming the Five Dysfunctions of a Team, or Death by Meeting are decent enough books), but in a recent article with Forbes he seemed to take a stand against virtual teams. In the article “When you Absolutely Can’t Meet Face to Face“, Lencioni is interviewed by Terry Waghorn about virtual teams, virtual meetings, and virtual work.
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Okay, I am taking the dive, effective immediately. I have been reading tons of information about sleep cycles lately and I decided to test out the Polyphasic Sleep cycle. For those of you that don’t know what Polyphasic Sleep is, in a nutshell it means sleeping in short periods throughout a 24 hour period, rather than sleeping all night long (or in one long time period).
Based on the research I have done, I am going to test out the Uberman sleep schedule, maybe slightly modified. If you want to read more about Polyphasic Sleep, check out Lifehack.org or Steve Pavlina’s diary of adjusting to and living with the Polyphasic Sleep cycle.
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A friend of mine just returned from a trip with his family. It was the first time he went on a multi-state trip in his brand new Prius and he came back bragging about the mileage. The last multistate trip I went on was in an SUV (with apologies to the environment) so the difference was, of course, dramatic. My rented SUV guzzled gas and it felt like we were just driving from gas station to gas station to fill the hungry beast.
In comparing mileage notes, it was interesting to think of the parallels with business: The SUV took a massive investment to start and run, and it would only run for a short time before it needed more fuel. Many businesses – especially small businesses and solopreneurs – are like that: They market their business, then do the work, then need to market again for more business.
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In the last blog, I talked about the first part of the conundrum of committedness: How the consultant needs to stay busy enough with commitments to earn and income but also have enough time to market in order to replenish the pipeline.
I said that the first part of the conundrum of committedness is: The more commitments you have now, the less time you have to generate new commitments. But the less time you spend on generating new commitments, the fewer you will soon have. Click here to read more »
