‘Let’s shake up the soda cans before they’re delivered to the grocery store…that way when they’re opened it’ll go all over the place and everyone will be talking about our product.’
It’s a great way to spread the product but a terrible way to spread the word.
Word spreads because taste aligns…not because of wild interruption.
The sheet of paper starts out blank.
It’s internal freak out…How is this thing ever going to get filled up?
And then somehow it gets filled up.
You did it. Once again you did it.
How may times do you have to fill up the blank sheet before there’s no internal doubt or hesitation when approaching the next one?
It turns out it’s not a hurdle to overcome, but the hallmark of the sheet itself. Insecurity and uncertainty are the centerpieces of the next blank page.
Odds are you don’t have a perfect plan to get to where you want to go.
Odds are you going to have to change what you’re doing, compromise, and evolve.
The only way your current plan will work exactly as-is is if the market and culture shift in your direction at just the right moment, igniting your perfect rocket ship.
Go with the odds on this one.
If you’re asking for feedback but actually want encouragement, you’ll probably end up disappointed.
»» If you want encouragement, it’s ok to ask for it.
»» And at the same time…receiving constructive feedback from trusted sources is perhaps some of the best encouragement…it’s people you respect using their time make your thing better. Pretty encouraging.
I play one game of Tetris every day.
Something I’ve learned…the exact piece I really need might be the very next one.
The best case scenario is in the realm of possibilities.
So many of us planners plan for worst case or less than optimal scenarios. And that’s a good thing. But since we’ve spent so much time and effort planning for the bad scenarios, we want to be rewarded for our work…so there’s a part of us that resists the best case scenario when it arises because it doesn’t validate our effort in planning for all the other possibilities.
We have to be willing to let go of our worst-case-planning when the best case (seemingly) falls from the sky.