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A few weeks ago I wrote about Whole Brain Creativity, and how each of us have different learning and thinking styles.
And, as Cynthia Ulrich Tobias writes about in her book, The Way They Learn, we each have our own preferences for an ideal and productive work/learning environment.
The ideal elements of our best work space go far beyond the gear on our desk. It also includes the temperature of the room, the way it is lighted, how comfortable or not the chairs are, if we are hungry or not, if there is background noise/music or not, and more.
For me, even if I have 4 hours of interruption-free time and all the right tools are at my disposal, if the room I’m working in has an uncomfortable chair and is too cold, then it will be nearly impossible for me to concentrate.
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I am a staunch proponent for making it a routine to do our best creative work every day. Quantity leads to quality, and showing up everyday helps us overcome procrastination and build a “creative habit”.
Why not show up every day to a work environment that is conducive to doing our best creative work? A space that serves us, inspires us, helps us, and gets out of our way and allows us to concentrate.
It seems obvious in hindsight, but oftentimes it’s the low-hanging fruit of things just like this that we take for granted.
My Ideal Workspace
Several weeks ago as I was thinking about this, I decided to write out what my ideal workspace would actually look like.
I didn’t let myself get caught up in the practical limitations of how all the elements would go together in reality. I just wrote down individual components that I wanted — things I knew would be awesome and helpful.
Here’s my list:
- A huge, huge tabletop. Like 150-square-feet big. 5 feet deep and 30 feet wide. It has to be big because it has multiple “spaces” on it. One area for a computer and keyboard. Another area for spreading out books and notebooks for research. And yet with still enough space left over so that there’s a clean space somewhere. In short, big enough to spread out without taking over everything.
- I could work either sitting or standing.
- Speakers and music.
- There is space for other people to work as well, but they don’t work there all the time. I need some hours every day to work alone and in concentration, but I also want to have hours every day where I am working with others and collaborating.
- Lots and lots of natural light, with bright-yet-warm lamps and ceiling lights.
- The view outside is of something spectacular — mountains, ideally — and there aren’t people walking by the windows to distract. But the office itself is just a short walk from a downtown area where there are coffee shops, restaurants, parks, and people.
- Tall ceilings to allow space for big ideas and wildly creative thinking.
- Fantastic coffee with non-generic coffee mugs.
- A conversation-starting brown leather couch that’s ideal for reading, sipping on a drink, and taking napping.
- Bookshelves, drawers, and plenty of other storage so that everything can have a place while also being easily accessible.
- Beautiful and inspirational artwork and photography.
- Lots of whiteboards so ideas are never in want of a space to get fleshed out.
- Super fast internet that never goes down.
As I read though that list I can get a vivid picture of what a space like this would look like. It has the vibe of a master woodworker’s shop, but with the amenities and tools of a pixel pusher. It’s a place for thinking, relaxing, collaborating, and crafting.
But for some people, a large, open, and bright space like the one I’ve described sounds terrible. They’d prefer a smaller, quieter, more cozy room with walls painted deep and warm colors, and just a lamp. For others, their ideal work environment is free from the distractions of the Internet. And I’m sure a good percentage of folks would be happy to never see another white board in their life.
Will I ever have a work environment like the one outlined above? Maybe. I hope so. But identifying the elements of my ideal workspace isn’t just about a pie in the sky dream. It also gives me clues about what changes I can make to my current workspace.
For example, in my small downstairs den, I don’t have a spot for even one giant whiteboard. So maybe I should consider getting one of those kraft paper wall mounted rollers as a stand in.
And while I don’t have a 150-square-foot tabletop, I do have both a desk and a coffee table and I bet I could find a larger coffee table.
What does your ideal work environment look like?
Just because your company issued you a 3×5 desk, a semi-adjustable chair, and a room full of florescent lights and distractions, it doesn’t mean that is the ideal work environment for you.
What does your ideal work environment look like?
Is it open and collaborative, or is it cozy and personal? Music or silence? Coffee, tea, water, nothing at all?
Think to the last time you were deeply focused and concentrating on something enjoyable…
Where were you? What was your posture like? Were you eating or drinking anything? Were you at a desk, on the couch, on the floor, outside? Was there any music or other sounds? Were you alone, or were other people around?
The way you default to concentrating when you are doing something enjoyable can give you some insight into how you may best be able to concentrate when doing all of your work.
Make changes so as to have an ideal-as-possible work environment. So that way, when you show up to do your best creative work, you’re giving yourself as many advantages as possible.
This year I decided to buy an unsubsidized iPhone so I could save a bit of cash on my monthly wireless bill, and so that I could own my iPhone.
But, the more I think about it, the more I wonder if that’s the best route after all.
Over on Lifehacker, Whitson Gordon crunched some numbers comparing the cost of a new phone to the value lost over 1, 2, 3, and 4 years. In short, if you’re holding onto your iPhone for 2-3 years in order to save money on upgrades, it’s actually not that much money saved compared to just buying a new model and selling your old model year over year.
This, of course, assumes that you are selling your old phones when you buy a new one.
However, nowadays, all the wireless carriers are making it much more difficult to buy a subsidized iPhone (which is why I decided to go with unsubsidized).
If you’re able to wrangle your carrier into selling you a subsidized iPhone, or you’re willing to just buy one unsubsidized, then you can rest easy to know that you’re spending about 1/2 as much compared to leasing your iPhone.
But, that’s only if you’re selling your year-old hardware on Craigslist or eBay. Which has become a challenge these days.
And thus, for those of us who don’t like to hassle with selling our iPhones on Craigslist / eBay, we trade it in to Gazelle. But Gazelle doesn’t pay as well (because they have to make a profit as well) and thus your net expense of ownership goes up.
And then there is another thing to consider: with Apple now also offering their iPhone leasing/upgrade program, it makes me wonder if the resale value of an iPhone will go down in the coming years. I suspect a lot of people will prefer to pay $32.41 or more per month and just trade in their previous iPhone in order to upgrade every year.
Here’s another way to think of it: a base-model iPhone 6 costs $649 unsubsidized. If you buy it, keep it in pristine condition, and then sell it one year later, you’ll get as much as $450 on eBay or Craigslist, or as little as $320 on Gazelle.
In that scenario, you’ve spent between $200 – $330 to use your iPhone for a year.
If you were to use that same iPhone for a year, except this time go through the Apple Upgrade plan, it would cost you $389 ($32.41 x 12).
And so, while Apple’s Upgrade Program is $60 more expensive at best, it also comes with Apple Care, and you don’t have to worry about keeping your device in pristine condition in order to get maximum resale value from it at the end of the annual upgrade cycle.
From where I’m sitting, if you like to upgrade every year, if you’re not ultra-thrifty, if you don’t care about keeping your old hardware, and if you like to pay for convenience, then Apple’s Upgrade program actually sounds like a pretty sweet deal.
Scott Belsky wrote an article a while back about how to find your Work Sweet Spot.
Your Work Sweet Spot is where you will have the greatest job fulfillment and satisfaction as well where you will give the greatest contribution to the field and provide the most value.
This sweet spot is found at the intersection of (1) your natural interests and preferences, (2) your skills and expertise, and (3) your opportunity stream.
Over the years, I have met many creative leaders and entrepreneurs that have made an impact in their respective industries. No surprise, they love what they do. But when I ask probing questions about their career paths, it becomes clear that their good fortunes were not predestined. Aside from lots of hard work, great creative careers are powered by an intersection of three factors: Genuine Interest, Skills, and Opportunity.
The same thinking applies to successful creative projects. The magic happens when you find the sweet spot where your genuine interests, skills, and opportunity intersect.
Your interest and preferences are the things you are naturally drawn toward. How are you wired, what fascinates you, what do you daydream about?
Your skills are the things you’re talented at. For some it’s math, for others it’s art, or project planning, or counseling, or playing sports.
Ned Herrmann, author of The Creative Brain, and the man behind the Whole Brain model writes that: “To prefer something is to be drawn to it, to have a taste for it. Competency has to o with acquired knowledge and professional experience.”
Herrmann also writes that “true mastery in a specific domain can only be achieved in those areas that converge with our preferences.”
But mastery alone is not enough to have successful impact in that area. Now, of course, not everyone wants to have successful impact. But if you do, then you need opportunities to contribute to something bigger.
Which is why I want to unpack a bit more about what Scott Belsky calls the Opportunity Stream:
The third factor that plays into every successful career is opportunity. Unfortunately, this is often where we get stuck, discounting the potential opportunities that surround us as inadequate. There is no such thing as equal access to opportunity. Old boy networks and nepotism run rampant in all industries. And most opportunities are entirely circumstantial. As such, you must simply define “opportunity” as an action or experience that brings you a step closer to your genuine interest. Opportunity is less about leaps forward and more about the slow advance. Most folks I meet recall their greatest opportunities as chance conversations. This is why personal introductions, conferences, and other networking efforts really pay off. Just surrounding yourself with more activity will inherently increase your “opportunity stream” – the chance happenings that lead to actions and experiences relevant to your genuine interests.
What does opportunity look like?
Belsky defines opportunity as an action or experience that brings you a step closer to your genuine interest.
As Belsky also says, these opportunities are usually slow advances. They are the little things that, in the moment, may seem inconsequential, but in hindsight prove to have been kairos moments.
Benjamin Franklin said that, “Human felicity is produced not as much by great pieces of good fortune that seldom happen as by little advantages that occur every day.”
Here are a few examples of actions or experiences that can bring you a step closer to your genuine interest, and ideas for how to find and create more actions and experiences.
Build and Foster Relationships: By far and away, the best “stream” for opportunity is with the people you know. They say if you’re out of sight you’re out of mind; and the opposite is true as well.
Do you know what your most important relationships are right now? What are you doing to foster genuine relationships with people who are in the same area you are interested in?
Meet New People:Go to conferences. Go to local meet-ups. Introduce yourself to someone. Send encouraging emails to people that also offer a nugget of value to that person. And repeat. Keep fostering, maintaining, and building relationships.
As I wrote a while back when I attended my first Macworld conference:
I’m not here as a journalist with the goal of covering this Apple-centric event so much as I am here to meet the Mac nerds I am privileged to work alongside all year long.
A handshake and a “nice to meet you” is worth so much more than an @reply. A conversation over a cup of coffee is better than two dozen emails.
Encourage the People You Already Know: In his book, The Happiness Advantage, Shawn Achor says that social support is our single greatest asset when it comes to success in “nearly every domain of our lives, including marriage, health, friendship, community involvement, creativity, and in particular, our jobs, careers, and business,” and that random acts of kindness (such as encouraging others) are one of the most significant ways we can boost social support and, in turn, increase our own happiness.
When we have a community of people we can count on — spouses, family, friends, colleagues — we multiply our emotional, intellectual, and physical resources. We bounce back from setbacks faster, accomplish more, and feel a greater sense of purpose. Furthermore, the effect on our happiness, and therefore on our ability to profit from the Happiness Advantage, is both immediate and long-lasting.
Achor has conducted many studies and tests at different companies where employees were tasked with writing a 2-minute email to someone in their social support network (a friend or family member) as the first thing before they began their work day. They did this every day for 21 days, the result was a noticeable increase in employee happiness which, in turn, increased productivity, creativity, resiliency, confidence, learning skills, energy, and motivation.
And in an article entitled “Pay It Forward“, Karen McGrane wrote:
Not everything in our professional lives is a transaction, scrutinized and evaluated against how much it costs us, how much someone should pay. Not every teaching relationship must be formalized—a mentoring opportunity, a coach, an internship. Not every investment of time has to be “worth it.” Sometimes you just have a brief conversation with someone because—why not? You never know what will come of it.
Practice and Improving at Your Skill: They say opportunity finds you working. And while there is (obviously) a lot of value in the opportunity stream itself, you also need to be prepared. And so, yes, do something every day that will bring you a step closer to your genuine interest. But also do something every day that will help you improve your skills, competency, or knowledge in that area.
Show Up Every Day: Another way to increase your stream of opportunity is to do your best creative work every day and share it with others. If your genuine interest is technology, then what is one thing you can do every day that will increase the activity happening around that topic for you?
Create Opportunities for Others: Become awesome at word of mouth marketing for the people, products, and services you find great value in.
For example: I often get emails from readers who are wanting to build a website and are in need of a designer / developer. They ask me if I have a recommendation, and naturally I tell them about the people I know and have worked with in the past.
Don’t shy back from introducing people to one another, or from introducing your friends and social network to great products or services.
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Again, as Belsky wrote, simply surrounding yourself with more activity will inherently increase your Opportunity Stream. Get around other people; go to more events; encourage people more frequently; provide value to others.
When I wrote about building better defaults, this is exactly the sort of application I had in mind.
What is one action or experience you can do today that will move you one step closer to your genuine interest?
Looking for something awesome to read this month? Here are two suggestions. One to learn from and one to kick back with.
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People Over Profit By Dale Partridge
People Over Profit is an excellent book about running a business and building a brand that values people and ethics more than the bottom line. The premise is easy enough to understand: if you build a company where values such as honesty, generosity, courage, and quality are built into the fabric of your business model then success will almost certainly follow.
It’s easy to read the cliffnotes and be like, oh yeah, I get that. But do you? Really?
Dale has done an excellent job at outlining just why the values of people, truth, transparency, authenticity, quality, generosity, and courage are so important. And also how these things can impact your business model, company culture, and your brand.
The chapters on transparency, quality, and courage especially hit home for me. Transparency because I believe I have some areas that I can be more transparent with my readership and my team. Quality because the whole chapter was like the thesis statement from my own book, Delight is in the Details. And the courage chapter because it offers a lot of insight into a topic that I’ve been researching a lot lately: how fear can keep us back from doing our best creative work.
One of the many quotes that stood out to me from the book is this:
Business is really just the act of stewarding a series of relationships.
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The Martian By Andy Weir
I read The Martian while during vacation last Christmas and I couldn’t put it down. If you’re not familiar with the premise, it’s about an astronaut, Mark Watney, who gets stranded on Mars after a 4-man mission goes wrong and has to survive with very limited supplies.
The movie comes out in a few months, but why wait to watch it when you can read the book now? (I’ve also heard that the audiobook version of The Martian is fantastic.)
Relatedly, the author, Andy Weir, recorded a podcast with James Altucher a while back. He shares about how The Martian was written and how in his attempts to give away the book, the Kindle version accidentally became a best seller on Amazon and led to the book and movie deal.
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The Sketchnote Workbook: This book is actually far deeper than just a workbook to help you improve your sketchnoting chops. As Mike Rohde lays out in the very beginning, sketchnoting is about ideas, not art; it’s about listening to ideas, analyzing them, and finding the ones that resonate. (More on this topic tomorrow.) The workbook gives insight, instruction, and opportunity for ideation, creating idea maps, planning, documenting, and more. Even if you’re not “artistic”, there is much wisdom to glean just about the overall initial stages of the creative process.
Just yesterday I started reading In Pursuit of Elegance. One chapter in and I’m already pumped about it. Matthew E. May covers seven design lessons: (1) What isn’t there can often trump what is; (2) The simplest rules create the most effective order; (3) Limiting information creates intrigue; (4) Subtraction and restraint promote customer co-created value; (5 Limited resources are the very source of sustainable innovation; (6) Doing something isn’t always better than doing nothing; and (7) “Break” is an important part of any breakthrough.
Are you a right-brain person or a left-brain person?
Right brain folks are more artistic, feeling, intuitive, and creative — they like to find solutions by making connections and trusting their intuition. Left brain folks are more rational and logical — they like order, data, facts, guarantees, and reliability.
But there is more than just left-brain or right-brain types of people. There are actually four types of thinking (or learning) styles.
The two researchers in this are that I’m most familiar with are Ned Herrmann and Anthony Gregorc. Gregorc created what he calls the Mind Styles Model. Herrmann created what he calls Whole Brain Thinking.
If you break the two hemispheres down even further, as Ned Herrmann, Anthony Gregorc, and many others have done, then you get the four quadrants of the brain. Each of us has a dominant quadrant that we think and learn from — a way of thinking and percieving the world that is most natural to us. But each of us can use all four quadrants.
Herrmann uses colors to define the four quadrants: Blue, Green, Red, and Yellow. Gregorc’s quadrants each have a name based on the way people perceive and order information: Abstract Sequential, Concrete Sequential, Abstract Random, and Concrete Random.
Gregorc’s AS, CS, AR, and CR quadrants correlate to Herrmann’s Blue, Green, Red, and Yellow quadrants pretty easily.
Blue (Abstract Sequential) is where logical, analytical, and technical thinking happens. Blue thinkers are the ones making sure we don’t value form over function because they are rational and care about performance and analytics. They are objective, thorough, quantitative and technical. They’ve probably got a mental calculator ready to go, which is why they tend to be engineers, doctors, lawyers, etc.
Green (Concrete Sequential) is where people are detailed, organized, administrative, reliable, and structured. They are tactical, and tend to be project managers, bookkeepers, and administrators because they value control, structure, reliability, and tradition.
Red (Abstract Random) is where you find emotional, expressive, interpersonal, and spiritually-minded people. They are compassionate, perceptive, and sensitive. They care deeply about people, and they have the ability to read the emotional temperature of a room right when they walk in. They tend to be teachers, trainers, charity workers, and musicians so they can help others and frequently connect on a personal level in and through their career.
Yellow (Concrete Random) is where creative, artistic, and conceptual thinking happen. These people are usually visionary and risk taking and tend to become entrepreneurs, artists, and strategists. They value spontaneity, risk, beauty, design, and fun. They are also excellent at recognizing patterns, and have a strong ability to form connections between two or more seemingly contrasting ideas.
If you’re at all familiar with these (and other) styles, then you know that I’m grossly oversimplifying the science behind these things. And I bet Gregorc and Herrmann wouldn’t be too happy with me comparing their two models so closely. (But I can’t help it. I’m a strong Yellow thinker, so I like connecting ideas and finding patterns.)
But I’m not here to do a deep dive on the science of learning, thinking, etc.
What strikes me about the whole brain model is that it highlights the different joys and challenges of creativity.
Each of us are dominant in one of these four quadrants. You, dear reader, have some strength and some weakness of all four quadrants of learning and thinking style, but one of them is your most dominant. Do you mostly thrive on: Facts and logic? Form and Safety? Feelings and relationships? Or future ideas and concepts?
However, for us to do our best creative work — work that matters — we have to operate out of all four quadrants.
Operating out of all four quadrants looks different for everyone because everyone has one or two quadrants that they are strongest in and then a few quadrants they are weaker in.
If you are a strong “Yellow” thinker, then having visionary creative solutions is probably a natural part of your everyday life. But you may have trouble when it comes time to execute on your ideas.
Or if you are a strong “Green” thinker, then you can whip up a plan while the coffee is still brewing. But you may have trouble seeing the big picture, or understanding it’s significance.
We will always naturally operate out of our dominant quadrant. But our best creative work must flow out of all four quadrants. We need to have a desire to problem solve (Blue), we need to have enough structure and organization in order to show up every day (Green), we need to have empathy and emotion toward others and a desire to help them (Red), and we need care about creating and making (Yellow).
In addition to our own individual need to think and work using all four quadrants, we can also benefit greatly from having people around us who are dominant in different areas. If you are a strong red thinker, then get someone who is blue to work beside. While you may have friction at first (you will see them as being cold and calculating; they will see you as being too talkative and sentimental), you will actually bring some healthy balance to one another and make more progress as a team.
The challenge is to operate out of the areas of our brain that don’t come naturaly to us. Are your creative solutions intuitive? Do they solve a problem? Are you able to show up every day and do the work? Are you trying to serve and delight others?
To do work that matters, answering ‘yes’ to just one or even two of these is not enough.
In the same way that our best creative work flows from all four quadrants, it must also flow to all four quadrants for it to be effective in reaching others.
As you know, I’ve been working for myself from home for over four years. And even still, I’m terrible at estimating how much time I need to spend on a particular task.
At first, my bad time estimations would frustrate drive my wife. She’d ask me how long until I was done working and I’d think about how I had just three more emails left in my inbox and how I could probably get them triaged in 5 minutes. But then an hour would go by…
Fortunately my wife has learned to take my time estimations and quadruple them. Because I still frequently overestimate what I can get done in a short amount of time. And, like many others, I also tend to underestimate what I can accomplish over an extended season.
It’s a backwards problem. Not only does it put all the emphasis on “how much” I can do today — it also means I get frustrated when I can’t get everything done that’s on my massive, never-ending, to-do list.
When my emphasis is on today’s quantity of tasks accomplished, it leads me to de-value the little actions that have great impact over time. The little things that ultimately lead to incremental yet consistent progress and thus accomplishing a lot over an extended season.
If you know anything about investing you know it’s far better to invest $100 every month for 30 years then to invest $36,000 all at once three decades from now.
Assuming an 8% rate of return, if you invested a mere $100/month for 30 years then your investment would be worth $135,939.
However, if you waited until the very end of those 30 years and then tried to invest all $36,000 at once then your investment would be worth exactly that: $36,000. You’d miss out on $100,000 worth of compounding interest. Not to mention the fact that it’s a lot harder to come up with $36,000 all at once than it is to come up with $100 consistently.
This principle is true for all the investments of our lives. It extends far beyond just finances. It’s true for our relationships, our vocation and our career, our art, our education, even our physical health.
Doing a little bit on a regular basis is far more powerful than doing a whole lot at once. It’s also far more sustainable.
But we despise doing a little bit on a regular basis. We live in a culture that craves microwave results. And thus, we have acquired a thirst for instant gratification.
For example, we want to get healthier, but the idea of starting a routine of walking for just 15 minutes a day doesn’t motivate us — we despise how simple and humble that approach is. And so instead we buy a gym membership, hire a personal trainer, spend $500 on new workout clothes and fancy armbands to hold our iPhones, and we commit to 2 hours a day 6 days a week. Then we burn out in a few weeks time never to exercise again.
Only a fool would deposit $100 into a savings account and come back the next day expecting it to have grown to $200. It’s not until years later that the account begins to see the exponential return on the investment. We know that financial investments and the growth of compound interest takes time — so too the investments we make in the rest of our lives.
One of the personal challenges of doing small things consistently over time is that we don’t naturally choose them. In the moment, we would rather spend that $100 on a new toy or a nice dinner instead of investing it.
We tell ourselves that it’s only $100, and that spending it instead of investing it just this one time doesn’t really hurt anything. But it does hurt. And the reason it hurts is because it makes spending the $100 next time all the easier. And before long, it’s been a decade and we’ve yet to invest a dime.
Clearly, there is value in small things done consistently over time.
Which means that our most basic actions and seemingly inconsequential routines are actually the key players moving our life in whatever direction it is going.
Ben Franklin said, “Human felicity is produced not as much by great pieces of good fortune that seldom happen as by little advantages that occur every day.”
What are these little advantages that occur every day?
They are the daily habits and lifestyle choices we make.
For a while we have choose them — sometimes on purpose and sometimes not. But then, after a few weeks or a few months they begin to choose us back. And over time, they become deeply rooted. We just do them.
This is great news for our good habits! It means that if we begin to implement something healthy and helpful into our lifestyle, then over time it will become second nature to us.
But our deep-rooted routines can be a nightmare if they are things we don’t want to be doing. Such as a poor diet, unhealthy relationship with our spouse or loved ones, inability to manage money, etc.
We don’t all have the physical and mental willpower to make great decisions all day every day. In fact, as the day goes along, we slowly lose our willpower.
When I was in high school, after classes my friends and I would walk back to my house and we’d just sit around doing nothing.
One person would ask: “So, what do you guys want to do?” And someone else would respond: “I don’t know. What do you want to do?”
None of us could think of any ideas for what to do. Nor could any of us make a decision. It’s not just that we were teenage dudes — we were also mentally tired from a full day of school.
Even now, 15 years later, when my work day is done, I just want to collapse on the couch and not make any decisions or think about anything.
When you’re in this tired state is the moment when your lifestyle habits take over. Whatever your default actions, behaviors, and decisions are, these are the things you will do when you are low on willpower and your decision-making ability is fatigued.
I think this is a huge reason why the average American spends 5 hours or more watching television every day.
He or she comes home from the day feeling tired and doesn’t want to think about what to do. So he or she simply turns on the television and pretty soon the whole evening has been spent watching sitcoms and crime dramas.
Over time (which can be as quickly as a few weeks for some, but takes about 8 weeks for most) the act of watching TV every night after work becomes a routine. It turns into a lifestyle habit. That person’s mind and body expect to watch TV and even look forward to it. It’s a habit — a reflex.
Now, I’m not here to preach that 5 hours of TV every day is bad (you can figure that one out for yourself).
You can do whatever you want with your time. But… if you were to choose how you would prefer to spend your week which one of these options would you pick?
- Watch 35 hours of television.
- Write 7,000 words toward your next book.
- Encourage 7 of your closest friends and family members.
- Read 7 chapters of a book.
- Walk 7 miles.
I know some of you will say that watching 35 hours of TV per week is your preferred way to spend your time. But I bet most of you would choose to write, read, connect with others, or stay healthy.
Now, what if I told you that you could trade the 35 hours of television for the other 4 tasks combined?
35 hours of TV is equal to 5 hours every day for 7 days.
With those same 5 hours each day, you’d have time to spend one whole hour writing, one whole hour encouraging someone over email or making a phone call, one whole hour to read a chapter from a book, one whole hour to walk a mile around your neighborhood, and still have one whole hour to spare (heck you could use that last hour to watch an episode of your favorite show).
You can do a lot in 5 hours. Especially if you break it up into small routines.
It sounds ridiculous that someone could get so much done every day when they’re so used to getting nothing done. But it’s not ridiculous. It just requires building better defaults.
If you choose something long enough, eventually it will choose you back. The same way your mind and your body looked forward to turning on the TV when you got home from work, so too will your mind and body learn to look forward to reading, writing, walking, and encouraging others.
Leo Babauta wrote about how his most important things (writing, meditation, reading, email processing, workouts, meals) he doesn’t even have to think about. He’s built them into his day as defaults.
I cannot stress enough the importance of having your most important work be a part of your daily routine.
There are two quotes that I use often throughout The Focus Course:
“People do not decide their futures, they decide their habits and their habits decide their futures.” — F.M. Alexander
“You will never change your life until you change something you do daily. The secret of your success is found in your daily routine.” — John C. Maxwell
By far and away, if you have more ideas than time but more time than attention, the best way to keep the needle moving forward is to have smarter “defaults” for how your spend your time and energy. Keep choosing the right actions and attitudes until they choose you back.
As I write this, I’m preparing to spend a week in the mountains. And, in fact, by the time you read this I’ll already be in the mountains.
When you rest well, it should leave you feeling recharged and re-energized, ready to get back to work. I love to work. I love creating things and connecting with people. But work needs and ebb and and a flow.
I’ve discovered that I work best with seasons where my focus is solely on the idea and task at hand. Where I eat, sleep, and breath one particular project. And then, I need time away from work. To give my mind space to breath.
Perhaps you can relate, or perhaps you think I’m crazy, but taking time off isn’t easy for me. My tendency is to work, work, work.
Though I don’t let my work time come before my family time, I do have to remind myself that even my working hours aren’t all about “creating”. It took me several years before I realized it was just as important for me to read, study, and learn as it was for me to write, make, and ship.
In this short and sweet interview with Cameron Moll, he shares about his work and life as a designer and the founder of Authentic Jobs. I love this quote:
I was always building stuff with my hands growing up. Like always. Wood projects, go-karts, radio-controlled airplanes, that sort of thing. I think we underestimate sometimes just how much those kinds of activities, the ones that seem completely unrelated to our careers, play a vital role in shaping who we become and what we do with our working lives. The tools I use now in business are totally different from those I used in my garage twenty years ago, but in the end they’re all the same. They’re just tools that facilitate synthesis and creativity. And ten or twenty years from now, those tools will be totally different again. Mastery of creation and composition is much more important than mastery of tools.
I love that sentiment: “Mastery of creation and composition is much more important than mastery of tools.”
Here, Cameron is talking about the tools we use to build things. But I believe that this could also be applied to our workflows and our lifestyles as well. That mastery of creation is much more important than mastery of workflows.
We often ask people about the tools they use to get the job done. We’re curious about their work routines, their schedule, their priorities, etc.
But we rarely ask them what they are doing to stay sharp. What do they do in their off time? What hobbies to they keep? What does their family life look like? How do they spend their free time?
Who we are and what we do when we are away from our most important work is just as important as the energy and focus we give to doing that work. Because we are who we are, everywhere we are. Eating a healthy meal, having a good night’s sleep, telling our spouses that we love them — all these things impact the quality of the work we produce.
The lines between work and life are much more blurry than we like to imagine.
Another article I read just recently is this story about how William Dalrymple writes his books.
It takes Dalrymple 3-4 years to write a book. The first 2-3 years are spent reading, researching traveling. Then, the final year is spent writing.
Dalrymple shares about how his writing year is “completely different from the others”. He stops going out much. He gets up at 5:30 every morning to write. He works out in his back shed where there is no internet connection. He doesn’t look at his cell phone or email until after lunch.
In the final year I go from a rambling individual to almost autocratically, fixatedly hardworking and focused and that is the one discipline of being a writer. One year in four or five you are completely eaten up by the book. If it’s working, you’re really dreaming it, it’s not a figure of speech, it’s a literal thing. You’re harnessing the power of your subconscious.
As artists we so often hear about these seasons of other artists’ lives: the intense, focused, eat-sleep-work seasons. And we think that this is what life is like all the time.
But it can’t be. Dalrymple couldn’t spend a year focused on his writing without the preceding 2-3 years of reading, researching, and traveling.
You have to be inspired first before you can create.
You have to learn before you can teach.
You have to experience before you can share.
There is no shame in taking time “off” of your work, in order to learn something, experience something, and be inspired.
This is the ebb and flow of work. This is having multi-year cycles where we grow in our mastery of creation beyond just mastery of tools and workflows. This is why resting well is so valuable and why learning, thinking, and discovering cannot be underrated.
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P.S. Just a side note to mention that the challenges of work-life balance, fighting a sense of overwhelm, and giving ourselves space to think and margin for thought are all foundational topics to The Focus Course. If this article hits home for you, I bet you would find immense value in taking 40 days to work your way through the course.
Doing our best creative work is a fight.
It strikes me this morning that I’ve been saying this often over the past few years. (Maybe it’s becoming my motto or tagline or something.)
I love how Steven Pressfield puts it. In his books — especially The War of Art — he talks at length about that great enemy called resistance.
Pressfield writes that “any act that rejects immediate gratification in favor of long-term growth, health, or integrity,” or, “any act that derives from our higher nature instead of our lower” is sure to elicit resistance.
When you set your sights on doing something of value and something meaningful, rest assured you will face resistance.
If you’ve ever spent so much as a one minute trying to create something of value and substance, then you know first hand that it is a fight to be and stay creative.
But what I love about the fight is that it’s self evident.
If you find yourself facing fear, doubt, shame, difficulty, perplexity, and/or overwhelm when you sit down to do the work then rejoice! All that resistance means you’re trying to do something worthwhile. The resistance is proof that you’re on the right track. Don’t quit.
Seriously. Don’t quit.
But quitting is not what I’m here to talk about. The advice to not quit is common. It’s good advice. You and I need to hear it every day. When I set my watch for 30 minutes, put in my earbuds, shut off the outside world, and make myself write for half an hour I have to remind myself that I’m not allowed to quit.
As a creative person you need boundaries.
You need space to think. You need time to focus on the work at hand while your mind stares up to the stars, discovering new worlds and ideas.
You need time to yourself.
You need at least some level of autonomy to call the shots and draw a line in the sand.
But I have found that in my process of setting up boundaries that help me do my best creative work, a seed of selfishness and narcissism can plant itself.
Don’t let that happen. In the fight to do our best creative work, narcissism is not the destination — generosity is.
Why? Because creativity should, by definition, bring life. You’ve taken something that did not previously exist and now it does.
Which means your best shot at doing your best creative work is to do something that will bring life to others.
As you focus on doing your best creative work, don’t get so absorbed in your own thoughts and your own world that you cease to be generous, kind, outgoing, helpful, and selfless toward others.
At the recommendation of Jeff Sheldon, a few days ago I ordered Dale Partridge’s new book, People Over Profit. I’m half-way through, and the book is about so much more than running an honest and successful business.
Partridge’s book is about character, integrity, honesty, serving others, being transparent and generous, and investing in quality. People Over Profit is encouraging and thought provoking for anyone with a platform, an audience, an entrepreneurial spirit, and/or a role in leadership or management.
I’ve highlighted several passages and quotes so far, and a couple of them I want to write about today.
Here’s one of the first idea from the book that really struck me. Partridge writes:
All good companies must have some level of efficiency, which can be a tool to help achieve noble goals. But problems arise when efficiency becomes the goal — when it is no longer a means to an end but the end in itself.
The context here is that Partridge is talking about how most companies start out with honest values and goals, but as their business grows these companies seek ways to improve their efficiency and to keep growing.
There is absolutely nothing wrong with seeking to improve efficiency and to keep growing. In fact, I touched on this recently when I wrote about value, price, cost, and profit. In order increase profit without decreasing value you have to either: (a) add more value; or (b) lower costs without sacrificing quality.
Increasing efficiency without losing value or quality is not so easy. But what Partridge had to say about efficiency becoming the main goal stood out to me on a personal level as well.
Take the same quote from above but replace “all good companies” with “any individual” and the text still rings true:
Any individual must have some level of efficiency, which can be a tool to help achieve noble goals. But problems arise when efficiency becomes the goal — when it is no longer a means to an end but the end in itself.
This past November I recorded a whole podcast episode on the issue of focusing too much on focus. The idea is that distractions and resistance are universal things we all face when trying to get things done. It’s important to know what to focus on, to be good at working through distractions, and to reduce to the essentials when it comes to projects and our environment. But it’s also possible (if not easy) to obsess so much on focus that we’re not even getting the most important things done because we’re too concerned about being efficient.
As a husband, a father, and as someone who makes things I would much rather move slowly in the right direction than quickly in the wrong direction.
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The second quote that stood out to me is actually a quote Partridge pulled from Jim Collins’s book, How the Mighty Fall.
Launching headlong into activities that do not fit with your economic or resource engine is undisciplined. Addiction to scale is undisciplined. To neglect your core business while you leap after exciting new adventures is undisciplined. To use the organization primarily as a vehicle to increase your own personal success—more wealth, more fame, more power—at the expense of its long-term success is undisciplined. To compromise your values or lose sight of your core purpose in pursuit of growth and expansion is undisciplined.
I’ve read so many times about how success for a company can be more deadly than failure. Because with success comes opportunity and options. Which, in the words of Jim Collins, can open the door for a company to loose discipline and focus.
When companies lose focus from doing their primary mission — doing what they are best at — then they slowly begin to lose ground.
And the same is true for individuals. When you or I lose focus on doing what is most important then we begin to drift.
They say 70% of lottery winners spend their entire winnings within 5 years of hitting jackpot and are oftentimes worse for wear afterward. They “finally” got their big break but it didn’t improve the quality of their life.
Another study I recently heard about discovered that people’s baseline level of happiness does not grow proportionally to their income. They said that after someone’s annual salary reaches $65,000 their general mood and happiness sort-of plateau relative to their income. That even if that person were to double their annual income to $130,000 their “happiness level” would only increase by 7%. (The study went on to say that people were more happy when they spent their money on experiences and generosity rather than on things.)
As a company or as an individual, we all go through seasons of plenty and seasons of want. And I’m not just talking about finances. We go through seasons of plenty and seasons of want with our quality relationships, our quality of life, our health, our areas of influence, and more.
The challenge is to live with intention no matter the season.
We hear that term a lot: “intentional living.” Basically it just means we have the wherewithal to take a moment to pause and think. It means we respond to things instead of reacting to them.
So, when you’re in a season of plenty — as a business or as an individual — then invest your resources wisely and take time to pause and think so you can stay on focus.
I’m serious. Re-focusing is not a sign of weakness. Nor does it mean you’re in over your head. Every human needs regular “re-focusing” to stay on track.
Life happens, and our priorities and circumstances change. Give yourself permission to spend a week or a month taking stock of your values and priorities. Re-assess how you’re spending your time and energy. Doing so is a sign of maturity and motivation.
I built the Focus Course on 3×5 notecards.
While there were other tools — such as highlighters, binder clips, the world’s greatest pen, iA Writer, MailChimp, WordPress, a Baron Fig notebook, and a stack of paperback books taller than my 3-year-old — the notecards proved to be instrumental.
The idea to outline and build the Focus Course on notecards came from this awesome video about how Dustin Lance Black creates his movie screenplays:
So, earlier this year, I opened up a fresh pack of DotDash cards from my pals a Nock and wrote down all the ideas and topics for the course. Putting only one idea, topic, assignment, or lesson per notecard. Then I laid everything out to survey what was there.
Being able to see it all visually like this proved to be immensely helpful. I could quickly move stuff around and get an idea for the overall flow of the course.
I had 7 “rows” of cards: the Introduction, the five modules, and the conclusion. At first I had just shy of 60 days worth of cards in there. But I knew that I had to keep it to 40 (in the end I cheated by not counting the introduction or conclusion day, so technically it’s 42 days).
The challenge of paring the course from 60 days down to 40 wasn’t easy. Some of the cards I just tossed out altogether. Others I ended up combining. When friends would come over, I’d bring them down to my office and show them the outline and ask what they thought.
Finally, once I had the 40 days settled, I went through the order over and over in my head. I wanted Day 1 to lead into Day 2 to lead into Day 3, etc. I wanted all of Module 1 to lead into Module 2. And so on. I wanted there to be an ebb and flow to the lessons, so that the more fun days were interspersed with the more challenging introspective day, etc. And I wanted the course to start with something easy and fun note and to end with something fun but challenging.
In short, the information architecture of the course was just as vital as the contents. And the notecards were instrumental in helping get the architecture just right.
With the order of the course finally finished. I started outlining each lesson. On the front of each card was simply the focus for each day. On the back of the card I could put any notes, ideas, and references for that day, but it had to fit on the card. I didn’t want to have so much content it’d be impossible to get through each day’s lesson in a timely manner, so my outlines were literally constrained by the physical size of a 3×5 notecard.
Then, I put the whole stack of cards in order, placed them next to my desk, and started writing. Each day I took the topmost card and wrote the corresponding lesson for the course.
It took me 47 days to write the course. I began on March 19 and finished on May 5. During that month and a half, I wrote 40 daily lessons, plus the course’s introduction, conclusion, and the 5 module overviews: roughly 55,000 words in total; an average of 1,170 words every single day.1
It was this outlining and writing workflow that got me into the habit of having a pre-defined topic to write about. Writing the Focus Course in 47 days may sound like a huge task, but actually it was pretty easy.
For one, because I was so deeply immersed in the topics and content, everything was top of mind. Secondly, the rhythm and routine of writing every day got pretty easy after the first couple weeks.
Lastly, the constraints of the notecards themselves — a single topic with a pre-defined outline — took away much of the ambiguity involved in the writing process. All I had left to do was expound on the ideas I had already written down.
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This workflow could be used for so many other things: A book, a weekly email newsletter, a month-long series of blog posts, etc.
If you’re struggling to write daily, consider giving it a try. Pick a subject, write down a handful of singular ideas, give yourself a constraint about how in-depth (or not) you’ll go on each idea, and then give yourself a timeline for when you’ll write about and publish each of those.
- In a future post I’ll be sharing about the how and why I had a group of 90 pilot members to go through the course ahead of time and help me finalize the contents and flow. These amazing folks proved to be so valuable and helpful. ↵
Just because you know about something doesn’t mean you do anything about it. There are overweight dietitians, sleep-deprived sleep researchers, broke business coaches, and angry counselors.
Common knowledge is not the same as common action.
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The balance between our work and personal lives isn’t so much a perfect balancing act. It’s more of a zig and a zag. We spend a season of time focusing on a particular area of life, then we pull back and spend a season focusing on something else. We work hard at the office and then we go on vacation with the family.
It has been three weeks since the Focus Course launched. And now that this chapter of my life is closed, in the zig-zag of life I am taking some time off during the next month to be with and visit family as well as to celebrate 10 amazing years of marriage with my wife.
And during this down-time I’ll be thinking about what’s next.
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This morning I was leafing through the notebook I used to jot down most of my research notes related to The Focus Course.
I came across one page, right in the middle of my notebook, that had several unordered bullet points on the importance of a focused life. These are some of the original ideas that later got expounded on as part of the course. I want to share them here with you.
- If you want to do everything, be everywhere, and control everything you’re more likely to do, be, and control nothing.
- Energy and motivation go further when they’re focused / channeled into a specific area.
- Clearly defined boundaries empower us to do better work. Hence the value in having daily routines. Also boundaries for how we will not spend our time, money, energy, etc. We have a finite amount of motivation, so keep in mind that if we commit to something new then it will need energy from another area of life.
- Goals and action plans allow all your energy to know where to take aim. Your motivation has a path to run on.
- Quality relationships are critical! Get around people with a sense of humor, who are high performers, who are fun and funny, and who are generous.
- We need humor and enjoyment in life.
- If you feel that you don’t have enough time, realize you have all the time you’re going to get. It’s impossible to be motivated when operating under other people’s unreasonable timezones and the tyranny of the urgent. Time is infinitely more valuable than money.
I have such a propensity to want to do everything, be everywhere, and control everything. But I know that the times I’ve done my best work are the times when I had one specific goal and one main project that I was focused on.
Reading my own notes this morning was a reminder to myself that just because I know a little bit about focus and diligence, doesn’t mean I’m immune to ever being un-focused. As I take some time to think and plan for what is next, I also need to remember to take my own advice: clearly defined boundaries empower; life needs humor and joy; I have all the time I’m going to get.
If you’re also slowing down this summer to think about what’s in store for the next season of life, instead of trying to figure out how you’re going to do it all, maybe try to do one thing really well.
Two years ago I launched my first real product.
I remember waking up the morning of the launch and feeling sick. I didn’t have the flu. I was scared. There was a big knot in the pit of my stomach. I felt like a fraud. I was afraid people would buy my book, read it, and feel ripped off.
The book I’m talking about is Delight is in the Details.
On the day I was to put it up for sell all I could think about was how I felt like a fraud and an imposter. I was scared that I was charging for something that should be free. In short, I wasn’t confident that the value of the book was greater than the price I was charging.
Who was I, I thought, to make something and then ask people to give me money for it? I didn’t trust my ability to create something of value.
It was such a bizarre feeling. I chose to ignore it and stick with my plan. I put Delight is in the Details up for sale when I said I would and I didn’t lower my price.
Delight is in the Details has since gone on to sell more than 2,000 copies. I have heard from so many people who have read the book, listened to the interviews, and have been inspired. I’ve even gone back and referenced my own writing from the book multiple times, to re-take my own advice and remind myself of those values and ideas.
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Over the past two years, I’ve thought a lot about that day and those feelings: the fear, doubt, and even the shame that can accompany a product launch. Here you’ve got this thing that you’ve created for someone else, and you’re trying to assign a value to it. It’s not easy to do.
But since that initial product launch two years ago, I’ve since had two more times through a launch: last summer (2014) I published a big update to Delight is in the Details, and then a couple weeks ago I published The Focus Course.
Here’s an interesting data point: I charged more each product. In part because I learned how to add more and more value, but also because I learned to trust my ability to create something of value.
If you’ve got a product you’re trying to assign a value to, here’s something to consider:
Your product has three adjustable numbers: Cost, Price, and Value.
Cost is the time and money it takes to make the product.
Price is what you sell the product for. (Assuming it’s higher than your cost, then the difference is your profit.)
Value is what your product is worth in the eyes of the people who buy it.
These three numbers must be in balance.
Your price has to be more than your cost so you can make a profit. But you also want your price to be less than the product’s value so the people who buy from you are getting something worthwhile.
This is why pricing is an art, not a science. You need to make a sustainable and worthwhile profit from your product. But you also want to provide as much additional value as possible.
In my experience, there are two ways to adjust my cost/price/value ratios in order to have a price that is sustainable for me while also being fair to the people who buy my products.
First is to cut your costs in a way that doesn’t simultaneously sacrifice value or quality. Sometimes this is as easy as not wasting money on trivial minutia. Sometimes it requires thinking outside the box, working smarter, finding better help, scaling your production to get price breaks, or cutting out features that maybe can wait until a future update.
Second is to add value in a way that doesn’t unnecessarily or dramatically increase complexity or cost. I think one of the best ways to do this is by sweating the details. When you add empathy and delight to your product and the experience surrounding it, then the people who use it feel honored and excited.
The packaging that an Apple product comes in is an excellent example of both empathy (the boxes are easy to open and unpack) and delight (the boxes are high quality and well designed). It’s one of many ways Apple adds value to their products without dramatically increasing the cost to make the product.
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Here I’m going to share my own examples of how I did this, by sharing what I did to add value to The Focus Course. I’m using the Focus Course because it’s a real-life example that’s still very fresh in my mind.
I’ll first share about the real costs associated with the course, what I did to make the course as valuable as possible, and then where and why I landed on for the price.
For me, The Focus Course has two costs associated with it: the initial cost of building it and ongoing cost of running it.
I spent at least 1,500 hours (and probably more) of my own time to research, write, and architect the course. I also invested $9,600 to pay for the design, development, videos, editing, research material, and a few other miscellaneous odds and ends.
The second cost is the ongoing expense of keeping the course going. I pay for hosting the website (Flywheel), the webfonts (Hoefler & Co.), the SSL cert and domain registration, the video and media files (Vimeo Pro; Amazon S3), the forum (Discourse & Digital Ocean), the email servers (Mandrill and MailChimp), and the membership service and payment gateway (Memberful).
All in all, the services which power the Focus Course cost $211 / month to run. And the more people who sign up for the course, the more these monthly expense go up. This is certainly not a massive expense right now, but neither is it insignificant.
Additionally, I have to be able to pay a designer / developer for any updates, changes, or improvements to the website.
All this may sound like a lot when it’s listed out, but actually I think it’s quite reasonable. The moving parts all fit together quite nicely to make an overall awesome product that I’m proud of and that I believe is sustainable to maintain.
The big question I kept asking myself over and over was this: How can I make The Focus Course as valuable as possible?
In fact, it was this question that led me to build the course in the first place. As you may know, The Power of a Focused Life was originally going to be a book. But once I finished the initial draft of the book, and I began to read other books for research, I discovered that so many of important actionable items within these books were mostly buried underneath all the ideas and theory. I realized that my own book was suffering from the same fate, and so by asking myself how I could make the product more valuable I realized that it needed to be something other than a book.
Then, as the course began to take shape and I decided that I wanted to charge $250, I knew that I needed to build something that looked and worked like a $500 product and had the foundational content of a $1,000 product.
Basically, when people sign up, I want them to instantly feel as if they’ve already gotten more than they paid for. I want them to feel excited and refreshed. And then, by the time they finished the course, I want them to feel an even greater satisfaction — that they got what they were looking for and more.
It is critical to me that the value of the Focus Course be far greater than its price.
The foundation of the course’s value is, obviously, the content itself. There are 40 days of assignments and lessons, and if those 40 days don’t flow well and offer something of substance, then the rest doesn’t matter. And, fittingly, this is where I spent the bulk of my time and energy. Then, once I had the course outlined and written, I worked with nearly 100 “beta” testers to go through it and get their feedback on the contents alone.
The early pilot version of the course was ugly. And when I say “ugly” what I mean is “ugly.” I sent out ugly looking emails every day and I had a generic WordPress theme. It was just the raw content of the course with nothing to hide behind.
But once I knew that the content itself was right, then I got to work sweating the details.
And so, in addition to the content, there were a few other things I set up to add additional value to the course.
Design: I wanted everything about the course to be beautiful, readable, unique, professional, and responsive. Not only does a well-designed product feel more professional and high-quality, but I also wanted to use design as a competitive edge. There are other similar types of products out there and I wanted the Focus Course to be the best-looking.
Community: Having a thriving community forum that’s filled with other people going through the course is a massive value. It provides accountability, encouragement, help, and just a great sense of camaraderie.
All the little details: everywhere I could I tried to add fun extras. This includes a friendly welcome video when you first sign up, a welcome page and email that tells you everything on the website, personal follow up emails to check in on, an easy sign-up process with single sign on for the course and the forums, as well as some really fun easter eggs you naturally discover once you start the course.
One of the hardest aspects to building the Focus Course was coming up with a price. I went back and forth with all sorts of different numbers.
I wanted to charge an amount that was fair to those who bought the course — making sure the value given exceeds the price they paid. But I also needed to charge enough to make back the time and money initially invested, as well as being able to cover the ongoing costs of hosting the course.
Moreover, by charging a fair price, I can do more than just maintain the course, I can keep working on it and adding more value. I already have a clear roadmap for the next update.
I’ll also add that by charging a fair price relative to the content and commitment required, it means the people who buy The Focus Course have something invested in it. If I were to charge $5 then people would value the course as something about on par with a latte.
However, by charging $250, people see the course for what it actually is: something incredibly valuable that requires sacrifice. Which means those who do sign up are far more likely to actually to commit the time an energy needed to work their way through the 40 days.
You can’t buy word of mouth
When the value of what you’re selling is more than the price you’re charging for it, people who buy your product feel honored. (Conversely, if the value is at or below the price, people feel ripped off or cheated.)
When you sweat the details and add empathy, joy, and delight into your product then it makes people feel happy and excited.
And who doesn’t want happy, honored people as customers?
Wow. What a wild and awesome past few weeks. The Focus Course has launched (as you well know, haha), and now things return to their regular schedule. (Well, technically, they’ll return this coming Monday. I’ve got a birthday and a holiday weekend, so I’m taking some time off after today.)
Over the coming months I will be sharing a lot of the behind-the-scenes stories, information, and motivation about building and launching the Focus Course. If you have any questions for me that you’d love to see answered, please just email me. I’ve been doing this self-employed, work-from-home-as-a-full-time-writer racket for more than four years and I want to do what I can to encourage you that, yes, you can do your best creative work every day.
But today, I want to share something different. Simply a video of a man ironing a shirt.
Now, this is no ordinary video. This is one of my favorite YouTube videos of all time.
I can’t say exactly what it is about this ironing video that I love so much, but it’s just awesome.
Maybe it’s the meticulousness and skill with which the man irons that shirt. Maybe it’s the neat-freak in me loving to see that wrinkly shirt get ironed out. Or maybe it’s because this gives me hope that I don’t always have to be horrible at ironing.
Who knew that ironing could be a craft?
It makes me wonder how many shirts this man has ironed. Would he even tolerate the cheap Black & Decker iron and squeaky ironing table that are hiding in my closet feeling very insecure and inadequate at the moment?