In order to organize our own workflow and the team's processes as effectively as possible, we need structures that we enter in detail in the calendar.
The twenty-four hours of a day, which are available to us absolutely, are felt by humans relatively, as little time, for all topics of the day, which can be completed. Often, subjectively perceived, the days and months fly by and the year is already over. We need jointly discussed structures that we enter in detail in the calendar, visible to everyone in the team, as appointments and deadlines. This in no way restricts creative work, because creative work also has a fixed place in the calendar. Colored markings of the time periods help for a better overview. We start meetings on time and end them on time. We create a meeting culture for our company that is accepted by everyone in the team.
What is important for my work and what is relevant for my work?
This is the personal coaching question we want to ask ourselves for our daily work. The aspects collected as important are shortened on a made list by this, as we answer the second part of the question about relevance. We filter out the activities that are relevant to us and prioritize them by giving them places from 1 to 5. Among these five relevant aspects, we come up with individual topics and items that we enter in the digital diary for our own work, work together with other team members, or as meeting items for internal and external meetings. All other topics and activities that we do not consider relevant, we call time thieves. They negatively impact our project. We cross them off the list and want to avoid them in the future.
I can't exhibit this new product at a trade show yet, can I?
I don't want to share that on Facebook.
We also want to classify the large amount of information we have on a scale as relevant to non-relevant for our innovation project. We are evolving, especially in the startup space, from private individuals to entrepreneurs. Any and all information about our new idea is not something we want to post on Facebook or discuss very loudly over dinner at a restaurant. The information that we have classified on the scale we have established, as communicable because it is not relevant, we can easily communicate to the outside world and get feedback on it. If we move the scale further in the direction of very relevant, we have an investor or an expert on a topic, for example, sign a confidentiality agreement and emphasize in this agreement that all content discussed or exchanged by e-mail will only be exchanged between us and this person. Unfortunately, a lot is copied every day and worldwide and then sold as our own idea. Patents protect new ideas, but there is not one patent protection for every field. Therefore, we want to avoid information thieves. The short, informative conversation about our startup project with a completely unknown investor lasts two minutes on the phone and has as content a mutual introduction, nothing more. We answer questions and especially requests for information with counter-questions about his work and with the very clear statement that we do not provide information about internal company processes. In the team, on the other hand, we need absolute transparency for all team members about all information and all corporate actions so that we don't fall into an igloo mindset.
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