7.30.2012

Steal Like a Writer in 10 Steps

In a brilliant "remix of the ideas of Steal Like an Artist", Austin Kleon shares how to "Steal Like a Writer". I really enjoyed the original (which I keep visible on my desk!), but this might be better - at least for me. I don't think I'll ever be an artist, but its not too much of a stretch to relate to advice for writers!


Its well worth the 33 minutes and 50 seconds of your time. For me, it was worth watching it twice, so I could take good notes:

0.1 Writing is important.
Kleon references one of my favorite non-business business books, Rework, to reinforce why writing is so important. From Wordsmith:
If you are trying to decide between a few people to fill a position, always hire the better writer.
Good writers know how to communicate. They make things easy to understand. They can put themselves in someone else's shoes. They know what to omit. They think clearly. And those are the qualities you need.
0.2 A Few Quotes
Apparently, everyone steals. Kleon gave lots of examples: Pablo Picasso, David Bowie, Bob Dylan, Steve Jobs, Woody Allen. My favorites:
Steel from one it's plagiarism; steal from many, its research. Wilson Mizner
Immature poets imitate; mature poets steal; bad poets deface what they take, and good poets make it into something better, or at least something different. The good poet welds his theft into a whole of feeling which is unique, utterly different from that from which it was torn. TS Elliot
And now the actual 10 steps:

1. Writing is collage.
2. Read, read, read.
Good reading leads to good writing. Some people say, "I like to write but don't like to read." Apparently, those are the people who aren't going to "make it".
















Similar to the recommendation for artists, Kleon says to make a creative lineage or writers. Find a writer that you love, that delights you. Read everything that they wrote. Then find three writers than influence them. And read everything that they wrote. And so on, and so on, and so on.
(My "person" is Daniel Pink.)
Keep a list of what you've read, what you want to read. Write in your books. Argue with the author in the margins. Apparently, this has a name - marginalia.
3. Keep a swipe file. 
Of everything you read/see that you love and want to 'steal'. I need to figure out how to do this. I have about 16 swipe files. Any recommendations?
4. Carry a notebook and pen.
Kleon says, " Artists need pockets." Clearly, this is not a profession made for women. I very rarely have pockets. Okay, yes, I can use my purse. But still.
5. Step away from the screen.
"I don't know where good ideas come from, but they don't come from a computer."
"There are too many chances to hit the delete button."
Kleon recommends using index cards. A lot of writers do. In Bird by Bird, Anne Lamott talks about her use of index cards:
I have index cards and pens all over the house--by the bed, in the bathroom, in the kitchen, by the phones, and I have them in the glove compartment of my car. I carry one with me in my back pocket when I take my dog for a walk. In fact, I carry it folded lengthwise, if you need to know, so that, God forbid, I won't look bulky. 















6. Don't wait until you know what you think to get started.
Because you discover your thoughts through writing.
7. Keep a daily routine.
Schedule writing time. Make a calendar. Perhaps this is like the Seinfeld "Don't break the chain"?
8. Write something you would want to read.
9. Tell (Oprah) stories.
Kleon uses Kurt Vonnegut's "graph every story", which can be applied to any story:





Kleon recommends the "Oprah" graph
It also will work for a pitch.
10. Practice in public.
You know, tweet, blog.

0.3 Reading List
Anne Lamott, Bird by Bird
Lynda Barry, What It Is
Scott McCloud, Understanding Comics
Unsuck It
@shamblanderson


7.27.2012

VDC Roundup

My second roundup of the day, focused on internal and external VDC activities. We use this internally to highlight trends, projects and training efforts. Here are a few of the pieces from today's Tocci VDC Roundup.

Training: Highlights from BIMForum Conference 
Today, we gathered to watch our third presentations from the San Antonio BIMForum conference: Sundt's presentation on Intelligent Trenching.
Although the presentation focused on a different project, Eric Cylwik (the presenter) mentioned how Sundt is also using the model to communicate with the public regarding Sellwood Bridge.

A few weeks ago, we watched Mortenson's presentation on Digital Mock-ups. The presentation mostly focused on interior visualizations, but included a great list of potential areas that benefit from digital mock-ups:

  • High risk activities (i.e. envelope details)
  • Highly repetitive areas
  • Highly technical areas (i.e. operating rooms)
  • Congested spaces (i.e. in wall assemblies)
Digital Fabrication
This week, I had the opportunity to visit Because We Can's shop, in Oakland. Jeffery McGrew and Jillian Northrup are doing amazing work, and it was great to see them in action - both designing and fabricating. 
 



Leadership Roundup

It's going to be a day of roundups. Here is the first!

Small Firms Seeks Skilled Workers But Can't Find Any via @wsj
As we transition our practice, we struggle to maintain traditional construction knowledge while building new skillsets and processes. We are looking for unique combinations of skillsets, and as the article says, we don't necessarily have the resources (time or internal understanding) to train.

My short list: A programmer who understands construction processes, Revit workflows and the important of user experience. A trainer who can work with anyone, ranging from institutional clients to architects to superintendents. A MEP Manager who can set up the MAP database, price sheet metal and systemitize coordination. (Seriously, I'm looking for all of those people right now! If that's even close to you, email me!)

Is It Time to Rethink Your Pricing Strategy? via @mitsmr
Organizes pricing strategies based on two dimensions: price orientation and price setting.

Source: MIT Sloan Management Review


















I don't want to overgeneralize, but I think the entire construction industry might be in the "white flag zone". Earlier this week, at Autodesk's NAC3 meeting, we had some great conversations about vertical and horizontal diversification, and its potential impact on individual companies and the industry overall. I'm still synthesizing the discussions, but this article is quite timely. Expect a full report when I can catch up to my brain.

This is my favorite article of the week, mostly because of its link to the NYT article mentioned below. I don't believe that databases and algorithms alone will lead to better management. However, management is too often based on gut feeling, and will likely benefit from a dose of science. 

Also see Google's Quest to Build a Better Boss, on Project Oxygen, Google's internal efforts to use data-mining and algorithms to improve management. via @nytimes & @nytcorneroffice 

This article is slow to start, but eventually, it builds the argument for the impact of 'motivational synchronicity',  where we are positively influenced by working near a highly motivated individual. The inverse of that is true - in fact, we perform worse after only 5 minutes of exposure to a negative colleague.
The impact of motivational synchronicity is arguably greatest in organizations that rely on creativity and problem solving to succeed...The people we work with shape our thoughts, influence our creative thinking and ultimately determine the quality of our work. 
Motivational synchronicity is yet another critical factor to think about as we hire and structure teams.

Never Swerve When Driving the Bus via @nytcorneroffice 
After this week's unexpected opportunity to discuss strategy with Autodesk CEO Carl Bass at the NAC3 meeting, I obviously did some googling. Corner Office is my favorite NYTimes column, so I'm not sure how I missed Adam Bryant's interview with Carl, but I'm glad I found it. Some of my favorite quotes from the article:

  • On setting directionAs C.E.O., you’re the one who’s driving the bus. And if you’re erratic while you’re driving, everyone gets pretty nauseous. It’s really important to be as clear as you possibly can be and not just wake up one day and say we’re going this way and the next day we’re going that way.
    On decisions: [I] try to be very clear about decisions, because there’s this built-in tension between hearing people’s opinions and people thinking everything’s a democracy. In some meetings, I will say upfront that this is my decision and my decision alone, but I want to hear your opinions.
  • On innovation: This is my current fascination: it’s this whole idea about keeping companies entrepreneurial and innovative and cutting-edge... We measure ourselves around revenue and profits and financial metrics that perform long after a spark is gone. ..  I’ve been spending a lot more time trying to quantify or figure out if what we’re doing is right, or whether what we’re really doing is just celebrating the result of things that happened a while ago.  

7.13.2012

Leadership Roundup

One of my self-proclaimed roles at Tocci is to collect, structure and package content. Every so often, I send themed email "round-ups"; themes range specific to broad, from VDC and technology to business and leadership. This week, I curated one of my favorites - the "Leadership Roundup".


Service Innovation Requires Rethinking of Businesses via @_Continuum
Continuum Principal Craig LaRosa (any relation to you, Bud?) shares service innovation examples from brick-and-mortar retailers who are holding their own against Amazon:
  • Cater to your best customers (because they become your most powerful sales tool)
  • Turn the store into an experience
  • Make shopping "smaller"
  • Consider employees your biggest asset
  • Live in beta: test, be nimble (at Continuum, they call this "failing fast")
  • Execute as an Organization (aka remove silos)
Immediately, most of these ideas are obviously transferable to us. But after a little introspection, all of them are. In many ways, construction is a service business that requires its own service innovation. I remember emails from John [Tocci] in 2006 about "make the client experience of our jobsites like an Apple store".

Also in the news this week on Amazon: On Point with Tom Ashbrook

Employees who are interested in their jobs consistently perform better than their surly peers. They are more likely to help out coworkers; are less likely to leave their jobs; and even commit less deviant behavior in the workplace, according to the study.
This article has interesting implications for hiring, motivation, and teaming. More importantly, it actually offers a way to measure someone's interest using the Holland Codes, which is like Myers-Briggs, but based around occupation instead of personality. It ranks individuals into six (6) vocational categories:
  • Realistic (Doers)
  • Investigative (Thinkers)
  • Artistic (Creators)
  • Social (Helpers)
  • Enterprising (Persuaders)
  • Conventional (Organizers)
From there, companies and individuals can align combinations of profiles to positions. Fascinating - I love this stuff. I very quickly ran through a Interest Profiler; my top three were Enterprising, Social and Conventional (although Investigative was pretty close to Conventional). I am embarrassing low on Realistic and Artistic!

I'm currently reading Jonah Lehrer's "Imagine", so this article is familiar territory for me. A brief summary: 
Common traits in the most non-artist creative people:
  1. Ask "what if"
  2. Embody Richard Florida's three core values: Individuality, Merit & Openness
How to become more creative:
  • Be Curious
  • Make Structure Your Muse
  • Treat every project like an experiment and every failure as a jumping point
  • Persevere
  • Embrace ambiguity
    Also in the news this week on Creativity: On Point with Tom Ashbrook
I read Corner Office every week and love it! This week is an interview with Joel Babbit, CEO of Mother Nature Network. My favorite takeaway doesn't reference the 007 Headline; it's when Babbit talks about meeting length:
Sometimes, [my meetings are] just a yes-or-no answer and then I walk out. I have sat through some excruciating meetings, and mine are probably too short. But at the same time, I believe that the majority of meetings could easily be cut to a third of what they are and accomplish much more. 
What are you favorite articles from the week?