danoshinsky.com

You’ve heard the expression, “Less is more.” I don’t believe that to be true.

I think less is enough.

I believe that, yes, you should sketch out those big plans. You should think about the best-case scenario. You should lay out the roadmap — the work you want to do in six months, in twelve months, and beyond.

But you should also be willing to start soon. Remember: Direction is more important than speed. The goals you want to achieve are ambitious, and they’re going to take time. You’re not going to be able to move as fast as you want to go.

But you can start. It won’t be everything you want, but take the first step anyway. Start moving in the right direction.

Less isn’t everything you want — but it’s enough to start.

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That photo by Jamie Templeton was published on Unsplash.

When you become a boss or a manager, you have to learn how to deal with meeting creep — that phenomenon when meetings take over your calendar, with barely enough time to take a breath between them. You’ve got check-ins and calls and workshops and presentations. Every hour between 9 and 5 is booked.

And the question becomes: When do you actually do the work?

There are a few strategies I’ve tried over the years that have helped lessen the burden of meetings on my calendar:

1) Make your meetings better — Make sure everyone has an agenda for the meeting up front. When the meeting starts, recap the topics that need to be discussed, and see if anyone has anything else they need to discuss. Close the meeting with clear next steps. And by all means, try to finish on time!

2) Turn some meetings into drop-bys or emails — There are a number of meetings that could be solved by taking 5-10 minutes to drop by a coworker’s desk to talk things out. And there are far too many meetings that could have been a quick question solved over email. Know when you need to call a meeting (to build consensus, to decide on next steps as a team, to check in with a team member, etc.) and when you can save time.

3) Make time on your calendar for actual work — That might mean blocking out 90 minutes a few times a week on your calendar to sit down and do real work. It’s tough to get anything done when you’re only getting five minutes between meetings to try to take on a project. If your day’s overrun with meetings, block some time off so that others can’t take over your entire calendar.

Another idea: Save certain types of meetings — 1-on-1s, for instance — for certain days of the week. So many employees take days off on Mondays and Fridays throughout the year — meaning that any Monday/Friday check-ins end up getting frequently rescheduled — that maybe you want to move all of your 1-on-1s for mid-week, and save Monday and Friday for full work days.

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That photo of an office building comes via Dylan Nolte for Unsplash.

I have a lot of ideas — and most of them, frankly, are bad. But having bad ideas is OK — as long as you develop a filter to decide which ideas are worth working on, and which ideas should move to the scrapheap.

I know I’m not along in having bad ideas. I read a story recently about Dr. Seuss, and learned that he was full of bad ideas, too!

In 1939, at the age of thirty-five, Theodor Seuss Geisel was tinkering with an invention that was doomed to failure. Geisel had published a few books under the name Dr. Seuss, but he was hoping that a device he had patented, the Infantograph, would be a money-maker at the techno-utopian New York World’s Fair, which was opening that year. “If you were to marry the person you are with,” the banner that Geisel designed for his pavilion asked, “what would your children look like? Come in and have your INFANTOGRAPH taken!” In the tent, a couple would sit side by side; a double-lensed camera would blend their features together, then plop a composite mug shot atop an image of a baby’s body. “It was a wonderful idea,” Geisel insisted, but, as a feat of engineering, it was more of an evocation of outlandish, off-kilter Seussian machinery than it was a functional prototype. After much fiddling, he scrapped his plans, admitting, “All the babies tended to look like William Randolph Hearst.”

Knowing when to kill your bad ideas is crucial. I run a lot of my ideas through the Shower Test to see if they’re sticky enough. But I’ve also started doing a new thing: Writing my bad ideas down in what I’ve been calling my Bad Idea Notebook.

The Bad Idea Notebook is what it sounds like: a small notebook full of truly terrible ideas. There are ideas for products, for TV shows, and startups in there — all ideas worthy of the scrap heap. Every time I have a quarter-baked idea , it goes into the Bad Idea Notebook.

And sometimes, when I get really excited about an idea, I’ll pop open that notebook and scroll through my list of terrible ideas. It’s a reminder for me: Yes, Dan, you’re excited about this idea right now — but just remember, 70 percent of your ideas are truly terrible. Give it some time, mull over the idea a bit. Think through what it would really take — time, team, money, work — to put this idea into motion.

Often, a few minutes later, having started to think more clearly through things, I’ll realize a few flaws in the idea — and pop open my Bad Idea Notebook to add a new entry. I have lots of ideas, and lots of work already in the mix. The next idea — a better one, often — typically comes around soon enough.

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That photo comes via Unsplash and AP x 90.