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We’ve all heard the stories of other colleagues or friends abruptly leaving a job or calling in sick for an extended time. However, this is a severe type of burnout that is preventable. Most stressful work circumstances occur at a low incident level, but each incident can still have reverberating business impacts. As a result of significant events going against me, I had a burnout in 2016. The key to overcoming and potentially protecting your staff and colleagues from burnout is understanding the emotional impact inherent in specific job responsibilities. Of course, any job or career can cause burnout. However, what matters most pertains to the circumstances of how the job is executed. To understand this phenomenon, burnout needs to be better understood. What is burnout? When an employee experiences the condition of burnout, they aren’t necessarily violent, outspoken, prone to quitting, or prone to causing a scene. You may never even notice that something is wrong. Most burnout cases exhibit few exterior symptoms that could be identified besides being a little down or not as productive. Often these symptoms are rationalized away because of other life issues or a particular time of year. However, burnout is a problem in all industries and has medical symptoms. Most medical practitioners define burnout as an amalgamation of or issues, reduced work or personal accomplishments, depersonalization, and emotional exhaustion. In addition, burnout syndrome (BOS) exhibits post-traumatic stress disorder ( ) in most affected employees. three symptoms PTSD Reduced work or personal accomplishments Reduced work or personal accomplishments has two components. First, someone going through burnout syndrome may start to take longer for job items that generally aren’t hard to complete. Their stress levels are causing them to feel burdened by the work. So, you might see a colleague either barely getting through their typical workday or forgoing any standard on the quality of their work. Second, the work that they are completing isn’t satisfying. They no longer feel the value they offer, nor get any satisfaction from the quality product they are offering the company, public, or client. Often you can see this after a significant accomplishment doesn’t seem to make them happy or pleased when it would otherwise. Depersonalization Depersonalization isn’t typical or readily apparent in all cases. However, it exhibits profoundly in subjects such as hospital workers or managers. Any position that requires interaction or responsibility for another individual requires a “bedside manner.” When the responsible party becomes depersonalized, they start treating the patient, colleague, staffer, or member of the public as if they were an object rather than an individual. Emotional exhaustion Emotional exhaustion is commonly felt and is considered the first stage of burnout syndrome. The overwhelming sense of burden defines it. This burden feels like a physical weight on an individual even though it is purely phycological. Every little extra task or ask can feel ten times more overwhelming than it would be under normal conditions. Why is burnout a problem? Burnout syndrome is a problem in two concrete ways. First, it is a problem for the individual and their mental/physical health. Second, it is a problem for the company and the other employees. So, when you are considering the issues that burnout may bring, categorize them to start to identify ways to solve or help the situation. Burnout and the individual Burnout among all industries is a common occurrence. However, it is more likely in physicians. In 2012 of all US physicians polled in studies showed at least one sign of burnout syndrome. A documented a similar extent. The Mayo Clinic study found an increase of 10% in burnout syndrome among physicians from 2011 to 2014, from 45.5% to 54.4%. over half Mayo Clinic Proceedings article The studies show that companies and industries with more cases of burnout syndrome have less productive employees, higher health care costs, and lose staff to turnover or retirement more often. The key indicator of high burnout syndrome is the low reliability and productivity of the employees. Burnout and the company Countless industries have high turnover rates and low production numbers. That isn’t necessarily revolutionary. However, burnout syndrome has higher financial impacts on a company than one might expect in the long term. In a study was conducted on the effects of burnout on patient outcomes and economic impacts. Here are the results: 2009 Lower quality services The higher error rate in diagnosis Lower consistency between offices on medical procedures and overall patient care So, when you think about the effects to the bottom line, burnout syndrome is similar to having employees who aren’t competent for their job. Who is affected by burnout? Healthcare workers are the most at-risk population of burnout syndrome. However, anyone and everyone have a job that could lead them to develop at least one symptom. Usually, burnout is common when employees feel undervalued, ignored, belittled, and disrespected. These issues could be passive and not stated directly to the employee, for the employee to feel negatively treated. Four main risk factors will increase both the chances and severity of burnout syndrome. Here is the list: Time Pressures Associated with Individual Performance Chaotic or Disorganized Workplaces Lack of Influence on Workplace Dynamics Lack of Consistent Ethical/Moral Values from Management to Employees Based on the above criteria, anyone is susceptible to workplace burnout syndrome if the circumstances are right. Don’t think that because you don’t feel the pressure, your colleagues or employees don’t. Each job brings different responsibilities and stresses along with it. Seemingly carefree positions could end up being powder kegs for depression due to issues only known by that employee. How to spot burnout Spotting burnout syndrome can be complicated as it often exhibits symptoms readily explained as unrelated or just passing. In addition, employees don’t want to seem tired of their work or unable to perform at the level they need based on prior performance or expectations. As a result, you might find an unwillingness to engage in a candid discussion about the topic. So, for the sake of discussion, spotting burnout symptoms in yourself is a helpful analogy to spotting the same signs in others. Let’s discuss how and why you have or are currently having burnout symptoms. As discussed earlier, burnout most often occurs under highly demanding circumstances where employees feel little power to help their condition. This leads to a lack of control or a dysfunctional workplace environment when the management enjoys better treatment or expectations than others. Further, burnout happens when there are poorly communicated job expectations, extremes of activity (hyper-busy to hyper-slow), and little social support or camaraderie amongst colleagues – I have experienced this when I worked as a private security guard. I was not integrated into the team, and I was left out. My values did not connect with theirs. Poor work-life balance is also a major contributing factor. So, compare your current work-life with the abovementioned points and ask yourself the following questions to see what applies and doesn’t. Of course, you don’t have to answer every question affirmatively to have symptoms, but the more you answer, the more likely burnout may occur soon: Is your job demanding? Do you feel stressed before you get to work? Do you think about work even when you aren’t there? Are your work conditions healthy or happy? If they aren’t, do you feel like you can change them? Are you comfortable speaking openly with your boss about your stress? Are you close with your co-workers? Do you feel supported by your office or team? Are your job expectations clear, or are you often confused about your goals? Do you feel like you spend enough time at home? Do you feel physically and mentally tired at the beginning of the day? Is your work consistent, or do you have long stretches of little or a lot of work? Do you believe that your manager or colleagues have the same work philosophy as you? Burnout can lead to significant physical issues with employees that ignore or refuse to address the problems. Besides being stressed, angry, tired, irritable, and cloudy, individuals with severe burnout syndrome have an for heart disease, type 2 diabetes, respiratory issues, high blood pressure, and early death. increased risk When assessing whether burnout is a problem in your office, don’t look to your personal experiences. Instead, you need to engage with your employees at their level to identify issues before they become HR issues truly. This might mean engaging with an outside firm, having group discussions, asking people to submit anonymous surveys on workplace conditions, or develop an in-house team to study workplace culture. What to do about burnout Regardless of what you do to figure out whether burnout syndrome is a potential risk for you, your colleagues, or your employees, you need to react appropriately if your co-workers are at risk. A healthy and holistic approach to a solution is the best way to combat the problem at the source. However, you may still experience many of the burnout symptoms in your office. Treating cases immediately and head-on will keep the issues from getting worse or spreading. Prevention Prevention is your best friend when considering burnout solutions. This entails understanding the root causes of your co-workers’ stresses and finding proactive ways to make a real difference in those levels of stress. This could mean that your workflow and work culture change. However, this will invariably lead to happier and more productive employees. Treatment If burnout is still a problem even with the proper prevention tactics in place, you will need to address the individual personally. This means that you will need to tailor a specific solution to help them combat the mental anxiety and physical manifestation of the overwhelming work stressors. In the short term, this may mean working from home, sick leave, or paid vacation. This could mean a lateral position move, alteration to workplace responsibilities, or addressing an unknown work culture issue in the long term. Just remember to stay flexible, open, and concerned to ensure the employee or colleague that their emotions are valid, heard, and understood. Having been employed, I had a burnout – as a business owner, I pay attention to my team. Empathy, understanding and open-mindedness are some of the assets that will lead you to a healthy accompaniment just like I do on a daily basis.

How to Prevent Burnout and Keep Your Organization on Track

When there’s a lack of clarity about the future, often the business initiatives that drive value over longer periods of time can seem less important. Many business leaders fell into this trap over the course of 2020, de-emphasizing things like tech infrastructure overhauls, brand awareness-focused marketing efforts and yes, employee training. As flawed as they might have been, these priority shifts make sense. Unless it was a short-term must-do — like ensuring people were getting paid, on a remote basis during lockdowns, or securing immediate revenue for the business — tasks fell by the wayside in an effort to cope with an ever-shifting business landscape. keeping team members somewhat productive Many managers found it effectively impossible to feel any sort of confidence about what might happen in the following months, as governments applied a varied response to a global pandemic and consumer behavior altered erratically. It isn’t 2020 anymore So 2021, what’s changed? While there is an end in sight with vaccines, there are still challenges. For one, remote work has proven itself as worth keeping in the playbook, and two, most companies have accepted that they can’t continue thinking about short-term effects only. As McKinsey’s Mark Staples noted in his 2021 report of how COVID-19 , now “the priority is to re-energize organizations—to act rather than react. Even as the uncertainties of the COVID-19 crisis multiply, the goal must be to rebuild for the longer term.” would impact businesses Today, businesses need to find a way to reintroduce long-term projects in a way that makes sense, or they will suffer. While it’s easy to continue focusing on short-term gains, this kind of business myopia can stagnate your growth and increase your vulnerability to more sudden disruption, falling behind competitors who invested in their future earlier. While it’s at least somewhat possible to go back to old methods and systems, that might not be entirely possible given how long . And besides, this regrouping time is a great opportunity for businesses to look towards the future and implement new strategies. Here are four ways to do so. What does this mean for employee training in 2021? offices are likely to remain closed Refocus On Value Over Style Are your pre-pandemic training programs focused on appealing to tactical, visual, and text-based learners alike? Turns out, it’s a myth that everyone has a different learning style that must be met to unlock new skills. University of Wisconsin Psychology Professor in her TEDx Talk that “if you believe in learning styles, you’re actually wrong” because“ those preferences don’t actually enhance your learning when we test them in experimental conditions”. Tesia Marshik explained Instead of offering individuals diverse learning options, it makes much more sense to focus on the information that’s being learned, and present that information in the way that makes the most sense. In the case of learning new skills, the key is simply to make it interactive. Without interactivity, you risk losing people’s attention. Image Source This is good news; it’s also a more effective way for companies to offer the learning materials they offer. It’s not necessary to provide written, visual and lecture-based content for employee training. Instead, focus on building a repertoire of employee training in an interactive, engaging style. Employees will experience greater skill retention and will probably enjoy the training more, too. Prioritize the skills that drive benefits No matter what industry businesses operate in, it’s necessary to recognize that soft skills underpin all technical skills. The results of LinkedIn’s 2020 survey of the showed that , with 57% of respondents identifying it as a priority. Next was creative thinking and problem solving, followed by communication. most in-demand skills "leadership & management" was the most in-demand skill By focusing the training on skills that both the business and the employees will find valuable, employees gain higher job satisfaction and are more likely to remain with the company long-term. “More skills invariably improve both the quality and quantity of employees’ work,” notes WalkMe in their . “Yet training also increases employee engagement levels and reduces turnover.” guide to employee training Reconsider Your Own Motivations If you’re going to invest in offering employee training, it makes sense to ensure it’s worthwhile. Don’t treat it as a box to tick – instead, try to view it as a value-driving endeavour that empowers executives and their employees alike to boost job performance. Pamay Bassey, Kraft and Heinz’s Chief Learning Officer, . “First, seek out high impact learning experiences,” she says, “Second, commit to a learning practice. And, the third, encourage others to do the same. If managers and leaders commit to those three things every day, then they can transform a learning culture.” recommends a top-down approach Image Source Take a moment and reflect on what will motivate employees to complete the training.  This is also a great way to help your employees understand their development is your priority because you’re putting more emphasis on results rather than just completion. actually Embrace Remote Learning Of course, the difficulty with employee training in 2021 is that for many businesses, it will be remote by necessity. With remote learning, it’s harder to get people to pay attention – what’s to stop employees from cooking, doing laundry, and watching TV while they have a training seminar on a screen? Apty’s maintaining engagement and distractions at home as two of the top five remote work challenges, along with social isolation, lack of information, and not enough face-to-face contact. These challenges especially hold true in the case of employee training. Revanth Periyasamy identifies To avoid those pitfalls, it’s paramount that businesses demonstrate how committed they are to employee training. Part of this is tracking performance to ensure employees understand the benefit for themselves and the business, as mentioned in step three, but it’s also recommended to incentivize participation, with rewards for employees who successfully complete training. Employee Training as a New-Old Priority In 2021, there’s both a need and an opportunity for employee training. The need is to regroup and reprioritize it for your company. The opportunity is to take advantage of new approaches that make it less of a box to tick and more of an asset for both your employees and your company.

Valuable Employee Training Programs To Get Back on Track in 2021

I wanted to share my attempt to resurrect my old YouTube channel + some of the tips and best practices I used to make this a content factory once again. Disclaimer : this number is for visual purposes, as we humans are naturally seeking even numbers Context/Roadmap: Joined YouTube in 2016 (mid-March) Stopped producing content in mid May 2016 Started again in February 2019 Stopped producing content in July 2019 Started again in February 2020 - with an overall goal to keep doing it haha - I run a self-improvement type of channel - and all my videos are ANIMATIONS - with focus on various topics such as: philosophy, rationality, idea generation, critical thinking, productivity, building mental frameworks and more; Although the quality of my old videos is debatable - I resurrected the channel once again in 2020, trying to improve my video editing skills while working on my speech and delivery methods; All my videos are in ENGLISH, although I am not a NATIVE speaker; The videos on my channel were hidden for approximately 6 months or so; Total number of videos posted from mid March 2016 to February 2020 = 23. It was February, 2020 when I started my third attempt - and this is still ongoing; I was not paying too much attention to my analytics, but after jumping back on YouTube after my second 6+ months break I saw that I had around 1.7k subscribers. This gave me joy and I started taking this more seriously; Again, I started experimenting and trying to improve and adjust my delivery in terms of speech, audio, on-screen animations, culture references, interactivity; Analytics for the last 3 months - 1 Feb - 30 Apr, 2020 Views = 12,038 +3,430 (+40%) Watch time (minutes ) = 59,723 +43,120 (260%) Subscribers = +118 Uploads : 39 On getting back on track & catching up with YouTube as a platform Pumping up my motivation by collecting all the positive feedback I have received over the years. Collected in an Evernote document under a “motivation” tag. This can act as a great support pillar for your future endeavors that will help you moving forward. You can go back to this document every time you feel demotivated. Replied to all the comments I have received along the years, including the negative ones. 1. I already outlined that my videos were hidden - as I thought they were not good enough - I will be doing a video on this soon. I listed those out again and stopped thinking about their overall quality as they were still bringing views, and most people did not mind the things I thought were wrong or buggy. I do agree with some of the points people from the “negative camp" made, as they told me that my videos are bad, my grammar isn’t right, that my delivery sucks, etc. This blunt method of feedback delivery was good after all - as I could swiftly work on the general things that people thought were wrong: the audio quality, the grammar and the loud background music. Back to work! 2. Started reading and catching up with how YouTube works, including looking and understanding how analytics work and how does it all fit together into the larger picture of the internet. This is still a continuous journey. 3. Started following YouTube Creators producing content somehow similar to mine, studying their delivery, learning about the software they use, the microphone, cameras, and whatnot, studying their speech and their script, reading through their comments section to see what people thought is wrong about their content. 4. Updating OLD Content & re-building the skeleton of my channel Updated my THUMBNAIL design, focusing on font clarity/simplicity and combining it with an eye-candy type of image that can make people curious about what’s behind it. 5. Aligned my old videos thumbnails with this new design. 6. Updated the video titles, aiming for clarity and an overall simplicity once again. 7. Updated the video descriptions for all my videos/new and old ones. Even though the title of the video might be quite generic, the description will let people know more details about the contents of the video. 8. Updated the video tags. I’ve done it by looking at the keywords other creators were using when delivering content similar to mines. 9. Updated my LOGO/SUBSCRIBE button (the one that is on the lower-right corner and shows up during a YouTube video) and replaced it with a clean red-white version that only says “SUBSCRIBE". You can put your logo there, sure, but most people won’t know/figure out that they can click on that tiny icon to subscribe to your channel. Having it as a RED SUBSCRIBE piece of text can improve the overall click-through rate. 10. Updated my YouTube Banner, aiming to provide a summary of what my channel is about - all while using what I think as simple terminology and attractive image elements combinations. Also planning to add my schedule there. 11. Created playlists and started sorting my content. Here I paid attention to the playlist titles as well. I researched the playlists that were already on YouTube - with similar content - and mirrored while adding a few enhancements of my own. 12. Started asking my viewers questions about the content. I’ve done this in the comments section. 13. I added my comment after each video post. Pinned that comment on top, like/heart it (the visual representation of the heart is - to me at least - an eye candy); might draw people in to potentially read your comment and jump in with something of their own. The comment usually includes a question I ask the audience, a summary, a few links to a what I call “easy SUBSCRIBE” button and a donation page carefully crafted (I would like to think so lol) NOT to PUSH people to donate, and NOT make them feel like they HAVE TO DONATE. 14. Creating NEW Content Created a schedule. Currently posting every Saturday at 9 PM EEST. I will possibly adjust this by looking at the overall picture of my analytics but I suppose I still need more data. My overall goal in terms of schedule is consistency, as hitting that sweet spot will come later. 15. When I write, first of all, I generate my raw ideas. There is also a technical process that goes along with this, as I use a computer in a specific way. Imagine I laid out a script. I usually use two screens or split one. I take a paragraph out and throw it on the other side of the screen, break it into sentences. I then put spaces between all the sentences and then look and see if the sentences are organized properly - having an order which makes sense to me - then I deconstruct each sentence and assemble it once again, aiming to write a better version of each sentence. After I am done with this, I take that sentence and try to think all the ways that sentence is wrong and could be fixed. I then take that paragraph back and compare it with my old paragraph and if I feel that it is better - I will drop it in. I am not aiming for perfection here, as this is not attainable - but for a better version of myself overall. One should also learn how to stop and apply what I call "good enough" mental model. 16. I am trying to keep myself distraction-free whenever I am writing. Music on, a beverage, headphones. 17. I read everything out loud. 18. Researched and learned (still doing it) how to write a hook and make your audience pay attention to your video. You can start by watching various videos and reading various articles on this topic. 19. When creating videos, I first start by building what I call “my raw content” which usually consists of the audio version of my script and the bulk images, and videos added on the timeline. This provides an initial boost as it gives the impression that a huge chunk of the work is already done. All I have to do now is to start adding some finesse to the video - meaning clean transitions, visual and sound effects, music, voice inflections. 20. Updated my end-of-the-video SUBSCRIBE call to action, simplifying it, pointing people towards the subscribe functionality of YouTube end-screen with a big arrow. 21. I worked out my background music (as I told you that my viewers were complaining about it being too loud). 22. Installed , , ,  - tracking purposes. 23. YouTube Studio Social Blade VidIQ E-mailed other YouTube creators I've been following for years. The purpose was not directly to promote my channel, but to start a conversation with them, thank them for the indirect influence they had on me over my lurking years, and possibly collect various bits of actionable advice. I also emailed people who had blogs, as writing and reading is an important part of a video creation process. 24. Maybe once a week I review my titles based on the video performance - then I ask myself: “How can I make this better?” - as I am trying to do the same for my tags and descriptions. 25. I am also working on my delivery in terms of quirky humor, wit, acting, and voice modulation - as I am naturally excited about what I am presenting. 26. Distribution Channels I created a Twitter account and started posting my videos there as well, along with a sum of quotes I have collected over the years. I am using software to automate this ( ) - I was fortunate to obtain a 3-months free deal for this one, but it is a paid software. You might want to look at alternatives such as or . 27. SmarterQueue Buffer Hootsuite Cleaned up the I had for the channel, eliminating redundancies and focusing on content. 28. Facebook page Created a , created text channels, installed a bot (still tweaking this one out). 39. Discord Group I like to write. This is why (in 2019) I created where I was posting my ideas. I then merged that Medium outlet with my website, for consistency and uniformity. Some blog posts there were eventually converted into YouTube videos. This might be a good tactic to use if you want to convert your script into a blog post as well! 30. a Medium blog - this was easy for me as I already had the website going, and all I did was to unify what was happening on the site with the content I had on YouTube. 31. Updated my website/blog . Same as for the website, I already had a weekly newsletter - and the overall goal was to merge the YouTube, the website, the newsletter, under one single entity with various ramifications i.e. writing, video, links & idea generation/peer-to-peer interaction. This is a great way to promote your video as well! 32. Created a weekly newsletter Linking all of the above in each video description (old and new). 33. One other tactic I used is to add a useful comment to a new video featured by a big channel with similar content. You can do that by tracking that creator’s posting schedule and opt-in to receive a notification every time the creator posts a new video. If you are quick, watch the video and manage to be among the first people who posted a comment that’s a combination of something clever, funny, new, fresh, exciting and brings value to their viewers - that might end up receiving hundreds of likes and showing up next on top. Might also spark people’s interest to check your channel - to see who is the guys who posted that clever, "value-bringing" comment. This is also a way to refine your writing skills and interact with people. 34. Created various scripts that will help me reply to comments if those are "great video" type of comments for viewers. I usually craft an entertaining comment which provides a little bit of value and possibly points the viewer towards my other videos. 35. Providing constructive feedback to fellow YouTubers being part of the same groups as I am. 36. I also joined the (yes, from the browser extension) weekly channel review series. You can submit your channel there via a form and you have a chance to have your channel reviewed by the guys from vidIQ. There's also a better way to grab their attention by levering Twitter. 37. vidIQ Every day: promoting my videos on Reddit, Facebook Groups, my Twitter feed, my Facebook page, other Discord channels. The conversion rate here is not huge, but I’ve managed to get into some interesting conversations with people who saw the content there. Baby steps and patience. 38. Continuous tweaking, grinding, keeping myself motivated & the MACRO I am constantly learning and trying to understand that we people are by default, curious — and really want to know and learn. I also understood that, unfortunately, we are also by default, lazy — we don't want to find out for ourselves. What people really want, therefore, is a channel that provides information while also keeping them entertained. 39. Staying fresh and trying to make my topics - even though some might be intimidating - fun and digestible. Doing leaps from one interesting question/perspective to another. 40. Keeping myself open to criticism and being fundamentally wrong. This is a great way to start from scratch and work to improve your old idea. 41. I do not seek perfection. What I seek is that I cannot do it any better in that particular moment in time and I maxed my ability out.I ask my self questions such as "why write?" or "why make an argument?". 42. If you are writing to figure out what you think, you are going to use that particular set of thoughts to guide your future actions. The consequences of that are going to be how your life turns out. Do not underestimate the power of the whole idea-to-script-to-video creation process. 43. Do not communicate in a false manner, as you will twist the structure that guides your actions, and - at some point - you will pay for that. 44. Do not get greedy, kooky, or delusional, do you want reality on your side or against you? 45. Stop checking analytics all the time, and make a schedule on when to do that. 46. Remember that people do not necessarily watch your videos to learn more about a specific field or topic, but because they want to see it delivered in a different format, without doing the work of digging the information out. 47. Try not to limit yourself to the "how" but also tackle the "why". 48. Try not to repeat yourself. 49. If you are in a rut - get out of the house, start walking and moving around. 50. The Sex-Cash Theory. The creative person has two kinds of jobs: One is the sexy, creative kind. Second is the kind that pays the bills. Sometimes the assignment covers both bases, but not often. Leo DiCaprio did Titanic, made a bunch of cash, and then he does some indie film because it is sexy. Translation: you have to do the videos that bring on the audience, and you also have to do the experimental stuff which brings fewer views, possibly targets a specific niche. 51. This is all I've got for now, but I will probably edit this post once again - if I find a way to provide a better structure and through experimentation and feedback. You can find my YouTube Channel here . Previously published at https://knowledgebottle.net/notes/resurrecting-youtube

Resurrecting An Old YouTube Channel: 50 Tips For Getting Back On Track

The State of The Market — November 26, 2018 : $3,976.23 (+3.26%) : $0.373221 (+6.65%) : $114.62 (+3.53%) BTC XRP ETH The market is in green today, after touching new lows yesterday. However, over the weekend, Bitcoin crashed to a low of $3,520, and Ethereum dropped to an 18-month low of $98. While the market is experiencing a healthy correction today, it is still bearish in the short-term. Bitcoin is expected to drop further before the next major bull run begins. In other news, the forked cryptocurrency . It comes after Craig Wright confirmed that he will move away from the current conflict with Bitcoin Cash and focus on development. BCH SV reached a high of $118, while BCH ABC is trading at $183. Also, . In so doing, the firm resumed its depositing and purchasing services for all tradeable digital currencies on its platform since it disabled them in January. The suspension came after hackers stole more than $500 million worth of NEM tokens from the exchange. Since then, Coincheck has been reintroducing its services gradually. Bitcoin Cash SV is up by 80% in the last 24 hours hacked cryptocurrency exchange Coincheck has added Ripple (XRP) and Factom (FCT) Bitcoin lost nearly 36% of its value in just one week. The previous biggest drop was in April 2013, when Bitcoin crashed from $165 to $91, losing 44.8% of its value. As per the 14-day relative strength index (RSI), Bitcoin is over-sold right now. However, it has failed to produce a strong corrective bounce yet, indicating the fall may continue. ( ) 1) Bitcoin experienced its biggest weekly drop since 2013, going from $5,553 to a low of $3,520 last week. Read More It recently delayed the launch from this year to early 2019. However, the platform is in its ‘phase 2,’ which includes partnerships with Microsoft and Starbucks. Bakkt will use Microsoft’s cloud solutions to build the platform. With Starbucks, Bakkt will create a system to convert crypto to fiat. Additionally, customers will be able to pay for their coffee using digital currencies. ( ) 2) According to a recent report from, institutional trading platform Bakkt is on track to launch its Bitcoin futures platform. Read More The Wall Street Journal (WSJ) recently reported that local businesses will be able to register on OhioCrypto.com where they can also pay their sales and employee withholding taxes with Bitcoin. Ohio state Treasurer Josh Mandel said that the program will help Ohio fast track cryptocurrency adoption and he is on record as saying, “I do see [Bitcoin] as a legitimate form of currency.” Tax payments made in Bitcoin will be processed by BitPay, and the holdings will be converted to USD. The U.S. states of Georgia, Arizona, and Illinois are also considering whether or not to accept Bitcoin payments for taxes. ( ) 3) The U.S. state of Ohio is on course to become the first state to accept Bitcoin payments for tax bills. Read More Subscribe to the Berminal Brief Newsletter Download Berminal App for Free The Berminal Website Berminal Official Telegram Berminal Twitter

Bitcoin Experienced Its Worst Week In 5 Years As It Dropped Below $4,000, And Bakkt Is On Track…

Interview with Lisa Doan and Vera Reynolds of Pivotal Tracker , we shared why instead of rebuilding or redesigning an existing product, it might make sense to build a brand-new product, and we walked you through how some folks on the Pivotal Tracker team arrived at their decision. Last week on Build When you start building a new product, you have the best of intentions to revise old processes and move away from bad habits. But it’s easier said than done. So this week, we’re going to share some best practices for keeping a new product on track! And to help us out, Lisa Doan and Vera Reynolds are back! You’ll recall Lisa is a product manager, and Vera is a software engineer at Pivotal Tracker. Here’s what you’ll learn as you watch today’s episode: Why it’s important to set a mission and vision for a product and what happens when you don’t What being user-centric looks like in practice How to create a balanced team and have members weigh in on decisions during planning meetings How to hold yourself and your team accountable inside a larger organization How to remind people of best practices Listen to the episode on iTunes! . You can listen to this episode of on iTunes Build Enjoyed this post? Help others enjoy it too by hitting the 👏🏽! Build is produced as a partnership between Femgineer and Pivotal Tracker . San Francisco video production by StartMotionMEDIA .

5 Best Practices For Keeping A New Product On Track

https://unsplash.com/search/train?photo=N6kkI32Oh7g A negotiation gets difficult when your counterparts start displaying uncooperative behaviours. They can be fixated on certain issues, refusing to move the conversation forward demonise you and goes off on a diatribe that have little relevance with the issue on hand be extremely defensive easily provoked into an angry response Such uncooperative behaviours might happened out of anger and fear, because they either don’t know any more effective ways to behave don’t see any benefits to negotiating just simply asserting dominance as a alternative of not being dominated In short, they decided to give up on proper communication. In such situation, you can try to steer the ship from that impending iceberg by using this technique- . meta-communication Meta-communication was negotiating a significant consulting project with a natural resources company. His negotiation counterpart was being uncooperative and not willing to close the deal. Dr. Gary S. Goodman Noticing the familiarity of his counterpart negotiation tactic, Dr. Gary blurted out: You’re following an interesting negotiation strategy here, but I’m sensing it’s not a good fit. Whose playbook does it come from: Is it Karrass, Nierenberg, or Cohen? “Karrass”, the other party replied sheepishly. From then on, the negotiation took a turn for the better. They later went on to draft out a successful agreement for both parties. Dr. Gary simply used meta-communication— . commenting about the way they’re talking with the goal of improving communication A more colloquial definition for meta-communication would be “ ”. communicating about the communication Why meta-communication works? During a negotiation, every instance of communication contains multiple messages. Some messages are explicitly understood such as verbal content. But there are a lot of concurrent implicit messages that are being sent too. Meta-communication is about developing an awareness of such implicit messages and then sharing the view on these observation. Once your counterparts knows that you understand their frame of mind and are aligned with them, it establishes a common playing ground between both parties. This helps to mitigate their uncooperative behaviours. In the above example, Dr. Gary understands his counterpart’s implicit messages and he decide to communicate it by identifying his counterpart’s negotiation playbook. Labeling the negatives defined the act of addressing underlying emotions as . It’s an effective tactic to earn empathy from your counterparts. Chris Voss labeling He and his colleagues managed to convince three fugitives to surrender by repeatedly labeling the fugitives’ fears: ... looks like you don’t wanna come out … … seems like you are worried that we might come in gun blazing … … looks like you don’t want to go back to jail… Meta-communication is just like labeling the negatives. You develop an awareness of the interpersonal problematic interaction and then you point it out to your counterparts. Conclusion The next time you encounter an uncooperative negotiation counterparts, calm down and listen to them objectively. Try to identify the implicit messages that they are communicating and also their underlying emotion that comes with it. With enough observation, utilise meta-communication to get the failing negotiation back on track. . Want to learn about customer psychology? Click here to get tips on delivered directly to your inbox customer psychology Also, to help me promote this article to others. press “♥︎”

How to get a failing negotiation back on track?

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The world is a much more connected place than it was 20 years ago. With the change came new expectations. Downtimes can cripple businesses. There is an expectation of privacy and security. If we post on Facebook and the post gets lost due to any kind of issue, people will not tolerate it. Data integrity and durability are more critical than ever. As an organization, we must consider multiple technological tenets—security, availability, latency, durability, integrity, reliability, and privacy. We don’t get to choose from this list; we just sort it by importance based on business needs. Business continuity Disaster can come in many flavors, ranging from natural disasters to hardware failures, misconfiguration, and cyberattacks. The problem with cyberattacks is that we risk having our data stolen and wonder if the rest of the data is trustworthy. Maybe the attack was a sleight of hand, and the primary objective was to introduce malicious data that would haunt the organization forever. After the security incident, we need to recover the data and restore the service to the level our customers expect. One of the issues we face is reconstructing the original picture and configuration. We need to understand how all the pieces work together and their interdependency. Data restoration is more than just restoring a highly scalable web service snapshot. Objective At this point, our primary objective should be to ensure that our services are available and reliable by whatever means necessary. In the context of dependency management, we need to have a comprehensive data and dependency catalog, including the relationships between the entities. This provides us with the necessary insight into what exists. We also need regular operations testing and robust disaster recovery through automation and manual runbooks. We need to cultivate a culture of disaster recovery fire drills and identify fallbacks. Maturity Model Like an individual who enters college goes through freshman, sophomore, junior, and senior years before graduating, businesses need to follow a slow, progressive approach. It’s impractical for a company or organization to go from no disaster recovery to a fully-fledged, perfectly fleshed-out plan. The road to success is incremental, and each step builds on the previous step. Maturity models examine an organization’s current state from any specific perspective, such as disaster recovery, and help the organization reach the desired state or capability. As the organization progresses toward the end goal, it goes through various checkpoints, usually called Levels. Most Maturity Models have four levels, starting from Level 1 up to Level 4. Why are we talking about maturity models? One step in such a disaster recovery maturity model requires that the organization understand dependencies among various entities and data objects. Recovery usually requires restoring the data and bringing back critical systems in a specific incremental manner, Implementation Based on the business needs, understanding dependency and its relationship can be somewhere in the middle levels of the maturity models. In a 4-level system, it is most likely in Level 2 or Level 3. The other approach is to split the Dependency Management into the same number of milestones as the number of levels. Suppose we are using a 4-level maturity model. In that case, we can split up dependency management to span all 4 Levels, starting with the most straightforward steps and going all the way to the most complicated, expensive, and involved steps. Going forward, we will only discuss the dependency management aspect of this maturity model. Level 1 - Discovering and Understanding Dependencies For many organizations, this can be the most daunting task. If dependency management was never considered necessary, there might be no institutional knowledge. We will start by discussing technical dependencies and then discuss process dependencies. Regarding technical dependencies, we need to identify the direct dependencies first. If the code is written in JavaScript and runs on a cloud service, then the direct dependencies might be JavaScript, NodeJS, AWS Lambda, etc. If we use npm for package management, the packages listed in the dependency file are direct dependencies. Next, we have transitive dependencies, which are pulled automatically from direct dependencies. In practice, this forms a directed acyclic graph. Another aspect of technical dependencies is the cloud architecture. Let’s take an example of AWS—we might use EC2, S3, API Gateway, CloudFront, ELB, etc. If the cloud resources were deployed using tools like CloudFormation or CDK, then it would be trivial to determine the dependencies. If the resources were created manually, the dependency diagram must be made manually by reading the source code and drawing conclusions. Process dependency falls under the non-technical category and defines how different stakeholders work together to move forward. It can also outline the release process or runbooks to invoke during an incident. Level 2 - Setup Continuous Dependencies Validation Dependencies can change since there are too many cooks in the kitchen. The organization's continuous integration tool should enumerate and track the direct code and library dependencies. Every time the code is pushed, a snapshot of current pinned dependencies should be saved to recreate the specific circumstances or restore to a known good state. Like the Continuous integration concept, the non-technical aspects should have some automation. Alerts should be created on metric, and using tools like PagerDuty, appropriate people should be notified of issues, and proper escalation channels should be created. It should be tested occasionally to avoid the known problem called Dogs Not Barking - a situation when you wonder if you are not getting any alerts because nothing is wrong or the alerting logic is broken. Some dependencies can be validated by using the Scream test. Under proper notification and preparation, turn off specific dependencies and see what fails. You may find a Load Bearing Mac Mini. Collect all of this configuration and manage it through some kind of provisioning tool like Chef and Terraform Level 3 - Fixing dependencies by adding, updating, or removing Once we have all the dependencies figured out, take some time and pat yourself on the back. Now, back on the issue, the work isn’t done. During the quest, you realize that some dependencies are causing more problems than they solve. One approach would be to update the dependencies. For example, if we are using old versions of OpenSSL, updating them to newer versions can solve many of the warnings raised by the build system and even help us pass any security compliance. Sometimes, the specific versions of two separate packages are incompatible. The solution is to find versions that can work together. This involves changing the version and might involve downgrading one or more packages. Sometimes, just removing a package or dependency solves the problem. It could have been a dead dependency with no further need but causing warnings and spamming the application logs. Under some circumstances, we might have to add a dependency to bring harmony. Suppose a transitive dependency is causing the problem, but we cannot update the direct dependency. In that case, explicitly adding the fixed version of the transitive dependency as a direct dependency can be an acceptable solution. Level 4 - Manual and Automated Disaster Recovery Drills This is the highest form of maturity in disaster recovery. We need runbooks that outline the roles and responsibilities of individuals involved. The runbook should also define the interdependencies and criticality of each step. The disaster recovery process should be practiced regularly by simulating a disaster and identifying possible sources of friction that get introduced when the plan is set in motion. The gold standard should be automated disaster recovery under human supervision. Automating the disaster recovery workflow ensures that humans do not make mistakes that go unnoticed. Automating has an additional advantage in that we can now run stress tests and simulation disasters by turning off certain network parts in a controlled manner to validate whether our automated disaster recovery is performing as expected. Conclusion Dependency management plays a critical role in disaster recovery, which is essential after a security incident. By following a structured and methodological approach, organizations can build their understanding progressively and control the dependencies. Each maturity model level builds on the previous one and strengthens the organization's security posture. While it can be easy to write off dependency management as a superfluous technical exercise, it is primarily about creating a comprehensive framework that brings together computer systems, people, and processes to work harmoniously. The systematic approach ensures that when disaster strikes, even in the form of a security breach, we can safely recover the data and be confident in the integrity of the said data. The world is a much more connected place than it was 20 years ago. With the change came new expectations. Downtimes can cripple businesses. There is an expectation of privacy and security. If we post on Facebook and the post gets lost due to any kind of issue, people will not tolerate it. Data integrity and durability are more critical than ever. As an organization, we must consider multiple technological tenets—security, availability, latency, durability, integrity, reliability, and privacy. We don’t get to choose from this list; we just sort it by importance based on business needs. Business continuity Disaster can come in many flavors, ranging from natural disasters to hardware failures, misconfiguration, and cyberattacks. The problem with cyberattacks is that we risk having our data stolen and wonder if the rest of the data is trustworthy. Maybe the attack was a sleight of hand, and the primary objective was to introduce malicious data that would haunt the organization forever. After the security incident, we need to recover the data and restore the service to the level our customers expect. One of the issues we face is reconstructing the original picture and configuration. We need to understand how all the pieces work together and their interdependency. Data restoration is more than just restoring a highly scalable web service snapshot. Objective At this point, our primary objective should be to ensure that our services are available and reliable by whatever means necessary. In the context of dependency management, we need to have a comprehensive data and dependency catalog, including the relationships between the entities. This provides us with the necessary insight into what exists. We also need regular operations testing and robust disaster recovery through automation and manual runbooks. We need to cultivate a culture of disaster recovery fire drills and identify fallbacks. Maturity Model Like an individual who enters college goes through freshman, sophomore, junior, and senior years before graduating, businesses need to follow a slow, progressive approach. It’s impractical for a company or organization to go from no disaster recovery to a fully-fledged, perfectly fleshed-out plan. The road to success is incremental, and each step builds on the previous step. Maturity models examine an organization’s current state from any specific perspective, such as disaster recovery, and help the organization reach the desired state or capability. As the organization progresses toward the end goal, it goes through various checkpoints, usually called Levels. Most Maturity Models have four levels, starting from Level 1 up to Level 4. Why are we talking about maturity models? One step in such a disaster recovery maturity model requires that the organization understand dependencies among various entities and data objects. Recovery usually requires restoring the data and bringing back critical systems in a specific incremental manner, Implementation Based on the business needs, understanding dependency and its relationship can be somewhere in the middle levels of the maturity models. In a 4-level system, it is most likely in Level 2 or Level 3. The other approach is to split the Dependency Management into the same number of milestones as the number of levels. Suppose we are using a 4-level maturity model. In that case, we can split up dependency management to span all 4 Levels, starting with the most straightforward steps and going all the way to the most complicated, expensive, and involved steps. Going forward, we will only discuss the dependency management aspect of this maturity model. Level 1 - Discovering and Understanding Dependencies For many organizations, this can be the most daunting task. If dependency management was never considered necessary, there might be no institutional knowledge. We will start by discussing technical dependencies and then discuss process dependencies. Regarding technical dependencies, we need to identify the direct dependencies first. If the code is written in JavaScript and runs on a cloud service, then the direct dependencies might be JavaScript, NodeJS, AWS Lambda, etc. If we use npm for package management, the packages listed in the dependency file are direct dependencies. Next, we have transitive dependencies, which are pulled automatically from direct dependencies. In practice, this forms a directed acyclic graph. Another aspect of technical dependencies is the cloud architecture. Let’s take an example of AWS—we might use EC2, S3, API Gateway, CloudFront, ELB, etc. If the cloud resources were deployed using tools like CloudFormation or CDK, then it would be trivial to determine the dependencies. If the resources were created manually, the dependency diagram must be made manually by reading the source code and drawing conclusions. Process dependency falls under the non-technical category and defines how different stakeholders work together to move forward. It can also outline the release process or runbooks to invoke during an incident. Level 2 - Setup Continuous Dependencies Validation Dependencies can change since there are too many cooks in the kitchen. The organization's continuous integration tool should enumerate and track the direct code and library dependencies. Every time the code is pushed, a snapshot of current pinned dependencies should be saved to recreate the specific circumstances or restore to a known good state. Like the Continuous integration concept, the non-technical aspects should have some automation. Alerts should be created on metric, and using tools like PagerDuty, appropriate people should be notified of issues, and proper escalation channels should be created. It should be tested occasionally to avoid the known problem called Dogs Not Barking - a situation when you wonder if you are not getting any alerts because nothing is wrong or the alerting logic is broken. Some dependencies can be validated by using the Scream test . Under proper notification and preparation, turn off specific dependencies and see what fails. You may find a Load Bearing Mac Mini . Collect all of this configuration and manage it through some kind of provisioning tool like Chef and Terraform Scream test Scream test Load Bearing Mac Mini Load Bearing Mac Mini Level 3 - Fixing dependencies by adding, updating, or removing Once we have all the dependencies figured out, take some time and pat yourself on the back. Now, back on the issue, the work isn’t done. During the quest, you realize that some dependencies are causing more problems than they solve. One approach would be to update the dependencies. For example, if we are using old versions of OpenSSL, updating them to newer versions can solve many of the warnings raised by the build system and even help us pass any security compliance. Sometimes, the specific versions of two separate packages are incompatible. The solution is to find versions that can work together. This involves changing the version and might involve downgrading one or more packages. Sometimes, just removing a package or dependency solves the problem. It could have been a dead dependency with no further need but causing warnings and spamming the application logs. Under some circumstances, we might have to add a dependency to bring harmony. Suppose a transitive dependency is causing the problem, but we cannot update the direct dependency. In that case, explicitly adding the fixed version of the transitive dependency as a direct dependency can be an acceptable solution. Level 4 - Manual and Automated Disaster Recovery Drills This is the highest form of maturity in disaster recovery. We need runbooks that outline the roles and responsibilities of individuals involved. The runbook should also define the interdependencies and criticality of each step. The disaster recovery process should be practiced regularly by simulating a disaster and identifying possible sources of friction that get introduced when the plan is set in motion. The gold standard should be automated disaster recovery under human supervision. Automating the disaster recovery workflow ensures that humans do not make mistakes that go unnoticed. Automating has an additional advantage in that we can now run stress tests and simulation disasters by turning off certain network parts in a controlled manner to validate whether our automated disaster recovery is performing as expected. Conclusion Dependency management plays a critical role in disaster recovery, which is essential after a security incident. By following a structured and methodological approach, organizations can build their understanding progressively and control the dependencies. Each maturity model level builds on the previous one and strengthens the organization's security posture. While it can be easy to write off dependency management as a superfluous technical exercise, it is primarily about creating a comprehensive framework that brings together computer systems, people, and processes to work harmoniously. The systematic approach ensures that when disaster strikes, even in the form of a security breach, we can safely recover the data and be confident in the integrity of the said data.

Dependency Management is Critical for Disaster Recovery After a Security Incident

Here’s my to-do list currently — of course, there are a lot of tasks. As I’m sitting at my desk, staring at this long, overwhelming list, I can feel the familiar frustration bubbling up. You know that feeling when you have so much to do that you don’t even know where to start? That was me. My mind was spinning in this chaos. But then I remembered something from The One Thing. This book by Gary W. Keller and Jay Papasan has a simple question that helps me break free from the cycle of overwhelm and uncertainty over and over again: What’s the one thing I want to do today? Or the longer version: What’s the one thing I can do such that by doing it, everything else will be easier or unnecessary Why does this approach help? Simple, It eliminates multitasking (which is a productivity killer)


It helps you prioritize ruthlessly


It keeps you on track with your big goals This quote from The One Thing hits home for me: “Not everything matters equally, and success isn’t a game won by whoever does the most. We can’t fall prey to the notion that everything has to be done, that checking things off our list is what success is all about. Achievers decide what matters and then allow what matters to drive their day. They do those things sooner and focus on them.” So, “The trick to success is to choose the right habit and bring just enough discipline to establish it.” So, what is this question really about? “What’s the ONE thing I can do… ONE thing: You are allowed to pick one thing and one thing only
Can do: You can do it — execute it “… such that by doing it… This part challenges you to dig deep because when you do this one thing, you’re setting something else in motion. “… everything else will be easier or unnecessary?” When you do this one thing, everything else on your list either becomes easier or, in many cases, unnecessary. Most people don’t realize how much they don’t need to do if they just focus on doing the right thing. What to do with this question? ie Simple Path to Productivity 1. Keep asking the One Thing question, both for your long-term vision and your daily routine. The Big-Picture Question: “What’s my ONE Thing?” Use this to develop a vision for your life and the direction for your career or company; The Small-Focus Question: “What’s my ONE Thing right now?” Use this when you first wake up and throughout the day. 2. Find a great answer to that question. Ok, How? Gary W. Keller and Jay Papasan suggest 2-step approach: Find the best research, study of the highest achievers
Look for the next step that aligns with their trajectory — or if needed, go in a completely new direction. 3. Do it. Once you’ve found that next step, time block it. Treat that time like it’s sacred, protecting it as though it’s your most valuable asset. As Keller and Papasan remind us: “When your willpower is its highest, do the priority/one thing work.” How do I apply it to my life? Return to my face-in-palm moment when I was overwhelmed by my to-do list. I asked myself the One Thing question and realized the one thing I needed to accomplish today was: Practice my pitch for tomorrow’s presentation in front of 300 investors. Duh, why was I even struggling to figure this out? Once I finished it, my next one thing was: Write this Substack post, cause I’ve delayed it and I know that the value of this post will compound over time After answering the question, I blocked time, locked myself in a room, and got to work. There’s no better feeling than being fully in the moment, knowing that you’re doing exactly what you need to be doing. How you can apply right away? For your endless todo: Pause for five minutes.
Ask yourself: What’s the one thing I can do such that by doing it, everything else will be easier or unnecessary?
Be super honest with yourself — answer it.
Block time for that one thing and get it done. Bonus tip: If you have extra time, spend a little researching or planning to ensure that you’ve picked the right One Thing. For Random Events and Life Situations Here’s another way I use this framework: when you’re at a networking event or listening to a speaker and you don’t know what to ask, just apply the One Thing question. What is the one thing about [the topic] that help you achieve XXX / you are passionate about?
“What’s the one thing about skiing that you really love?”
“What’s the one thing about marketing that helped you scale to $1M ARR?” There you have it — a simple, applicable framework that’s helped me overcome task paralysis and overwhelm countless times as a knowledge worker, a founder, and even during those awkward moments at networking events. Bonus We also apply this approach for our AI Task Assistant on Saner.AI → Help you prioritize and focus on one thing, each task that matters. It’s available for our early access group now and will be live in a couple of weeks. Stay tuned! If you want to try it early, just DM me :) Here’s my to-do list currently — of course, there are a lot of tasks. As I’m sitting at my desk, staring at this long, overwhelming list, I can feel the familiar frustration bubbling up. You know that feeling when you have so much to do that you don’t even know where to start? That was me. My mind was spinning in this chaos. But then I remembered something from The One Thing . This book by Gary W. Keller and Jay Papasan has a simple question that helps me break free from the cycle of overwhelm and uncertainty over and over again: The One Thing The One Thing What’s the one thing I want to do today? What’s the one thing I want to do today? Or the longer version: What’s the one thing I can do such that by doing it, everything else will be easier or unnecessary What’s the one thing I can do such that by doing it, everything else will be easier or unnecessary Why does this approach help? Simple, It eliminates multitasking (which is a productivity killer) It helps you prioritize ruthlessly It keeps you on track with your big goals It eliminates multitasking (which is a productivity killer) It eliminates multitasking (which is a productivity killer) It helps you prioritize ruthlessly It helps you prioritize ruthlessly It keeps you on track with your big goals It keeps you on track with your big goals This quote from The One Thing hits home for me: The One Thing “Not everything matters equally, and success isn’t a game won by whoever does the most. We can’t fall prey to the notion that everything has to be done, that checking things off our list is what success is all about. Achievers decide what matters and then allow what matters to drive their day. They do those things sooner and focus on them.” “Not everything matters equally, and success isn’t a game won by whoever does the most. We can’t fall prey to the notion that everything has to be done, that checking things off our list is what success is all about. Achievers decide what matters and then allow what matters to drive their day. They do those things sooner and focus on them.” “Not everything matters equally, and success isn’t a game won by whoever does the most. We can’t fall prey to the notion that everything has to be done, that checking things off our list is what success is all about. Achievers decide what matters and then allow what matters to drive their day. They do those things sooner and focus on them.” So, “The trick to success is to choose the right habit and bring just enough discipline to establish it.” “The trick to success is to choose the right habit and bring just enough discipline to establish it.” “The trick to success is to choose the right habit choose the right habit and bring just enough discipline to establish it.” bring just enough discipline to establish it.” So, what is this question really about? “What’s the ONE thing I can do… ONE thing: You are allowed to pick one thing and one thing only Can do: You can do it — execute it ONE thing: You are allowed to pick one thing and one thing only Can do: You can do it — execute it “… such that by doing it… This part challenges you to dig deep because when you do this one thing, you’re setting something else in motion. This part challenges you to dig deep because when you do this one thing, you’re setting something else in motion. “… everything else will be easier or unnecessary?” When you do this one thing, everything else on your list either becomes easier or, in many cases, unnecessary. Most people don’t realize how much they don’t need to do if they just focus on doing the right thing. When you do this one thing, everything else on your list either becomes easier or, in many cases, unnecessary. Most people don’t realize how much they don’t need to do if they just focus on doing the right thing. What to do with this question? ie Simple Path to Productivity 1. Keep asking the One Thing question, both for your long-term vision and your daily routine. The Big-Picture Question: “What’s my ONE Thing?” “What’s my ONE Thing?” Use this to develop a vision for your life and the direction for your career or company; Use this to develop a vision for your life and the direction for your career or company; The Small-Focus Question: “What’s my ONE Thing right now?” “What’s my ONE Thing right now?” Use this when you first wake up and throughout the day. Use this when you first wake up and throughout the day. 2. Find a great answer to that question. Ok, How? Gary W. Keller and Jay Papasan suggest 2-step approach: Find the best research, study of the highest achievers Look for the next step that aligns with their trajectory — or if needed, go in a completely new direction. Find the best research, study of the highest achievers Look for the next step that aligns with their trajectory — or if needed, go in a completely new direction. 3. Do it. Once you’ve found that next step, time block it. Treat that time like it’s sacred, protecting it as though it’s your most valuable asset. time block As Keller and Papasan remind us: “When your willpower is its highest, do the priority/one thing work.” “When your willpower is its highest, do the priority/one thing work.” How do I apply it to my life? Return to my face-in-palm moment when I was overwhelmed by my to-do list. I asked myself the One Thing question and realized the one thing I needed to accomplish today was: Practice my pitch for tomorrow’s presentation in front of 300 investors. Duh, why was I even struggling to figure this out? Practice my pitch for tomorrow’s presentation in front of 300 investors. Duh, why was I even struggling to figure this out? Practice my pitch for tomorrow’s presentation in front of 300 investors. Duh, why was I even struggling to figure this out? Once I finished it, my next one thing was: Write this Substack post, cause I’ve delayed it and I know that the value of this post will compound over time Write this Substack post, cause I’ve delayed it and I know that the value of this post will compound over time Write this Substack post, cause I’ve delayed it and I know that the value of this post will compound over time After answering the question, I blocked time, locked myself in a room, and got to work. There’s no better feeling than being fully in the moment, knowing that you’re doing exactly what you need to be doing. How you can apply right away? For your endless todo: Pause for five minutes. Ask yourself: What’s the one thing I can do such that by doing it, everything else will be easier or unnecessary? Be super honest with yourself — answer it. Block time for that one thing and get it done. Pause for five minutes. Ask yourself: What’s the one thing I can do such that by doing it, everything else will be easier or unnecessary? What’s the one thing I can do such that by doing it, everything else will be easier or unnecessary? Be super honest with yourself — answer it. Block time for that one thing and get it done. Bonus tip : If you have extra time, spend a little researching or planning to ensure that you’ve picked the right One Thing . Bonus tip One Thing For Random Events and Life Situations Here’s another way I use this framework: when you’re at a networking event or listening to a speaker and you don’t know what to ask, just apply the One Thing question. One Thing What is the one thing about [the topic] that help you achieve XXX / you are passionate about? “What’s the one thing about skiing that you really love?” “What’s the one thing about marketing that helped you scale to $1M ARR?” What is the one thing about [the topic] that help you achieve XXX / you are passionate about? “What’s the one thing about skiing that you really love?” “What’s the one thing about marketing that helped you scale to $1M ARR?” There you have it — a simple, applicable framework that’s helped me overcome task paralysis and overwhelm countless times as a knowledge worker, a founder, and even during those awkward moments at networking events. Bonus We also apply this approach for our AI Task Assistant on Saner.AI → Help you prioritize and focus on one thing, each task that matters. Saner.AI It’s available for our early access group now and will be live in a couple of weeks. Stay tuned! If you want to try it early, just DM me :)

Feeling Overwhelmed With Tasks? Here's One Question to Help You Overcome Them

Stellar Community Fund Drives Innovation in Blockchain Development The Stellar Community Fund (SCF) is set to launch Cohort 9 of its Kickstart Program, providing developers and founders with an exceptional opportunity to build, launch, and scale their projects on the Stellar network. Since the launch of the Soroban smart contract platform in May, the Kickstart Program is also open to builders working on DeFi projects and other decentralized applications. Applications for the Kickstart program are now open and will close on November 17, 2024, with the program running from December 2-6, 2024. Kickstart Program - 5-Day Virtual Accelerator The SCF Kickstart program is a structured, five-day virtual boot camp that provides early-stage developers and founders with hands-on mentorship and a path to potentially access funding from the Stellar Community Fund. This program is specifically designed for participants who have a concept and want to transform their ideas into tangible projects built on Stellar. Each day of the program focuses on a key development area: December 2, 2024 - Define Your Minimum Viable Product
December 3, 2024 - Create a UI/UX Mockup
December 4, 2024 - Outline Technical Architecture
December 5, 2024 - Develop a Go-to-Market Strategy
December 6, 2024 - Pitch Your Product to Industry Experts After completing the Kickstart boot camp, developers can apply for the SCF Kickstart Award, potentially earning up to USD $15,000* in XLM to validate and develop their projects. Projects that demonstrate initial traction may then become eligible for the SCF Build Award. Build Program - Roadmap To Launch The SCF Build Program supports projects that have moved beyond the concept phase and are ready to scale toward market launch. Offering up to USD $150,000* in XLM, this award assists teams with development costs, community integration, and resources needed to finalize their products. The Build Program benefits include: Financial Support - Up to six months of development costs
Access to Stellar LaunchKit - Includes audit credits, infrastructure offers, and additional funding mechanisms
Community Integration - Stellar actively supports partners and developers on the network To apply, teams must submit a detailed proposal outlining their project goals, budget, and how they meet eligibility criteria. The application process includes community voting and a panel evaluation, with funding distributed in tranches based on development milestones, ensuring projects stay on track. How To Apply Developers interested in joining the Kickstart program can apply at: https://communityfund.stellar.org/kickstart. Following the November 17th, 2024 deadline, selected participants will receive preparation materials and guidance from the Stellar Development Foundation and the SCF team. Teams that complete the Kickstart program and demonstrate project potential will have the option to scale further with the SCF Build Award. The USD valuation of the budget request in XLM will be calculated using the CF Stellar Lumens-Dollar Settlement Price on the day of payment as administered, maintained, and reported by the cryptocurrency index provider CF Benchmarks Ltd. (using the ticker XLMUSD_RR) (available at https://www.cfbenchmarks.com/indices/XLMUSD_RR). Learn more in the SCF Handbook. Stellar Community Fund Drives Innovation in Blockchain Development The Stellar Community Fund (SCF) is set to launch Cohort 9 of its Kickstart Program, providing developers and founders with an exceptional opportunity to build, launch, and scale their projects on the Stellar network. Since the launch of the Soroban smart contract platform in May, the Kickstart Program is also open to builders working on DeFi projects and other decentralized applications. Stellar Community Fund (SCF) Stellar Community Fund (SCF) Soroban smart contract platform Soroban smart contract platform Applications for the Kickstart program are now open and will close on November 17, 2024, with the program running from December 2-6, 2024. Kickstart Program - 5-Day Virtual Accelerator The SCF Kickstart program is a structured, five-day virtual boot camp that provides early-stage developers and founders with hands-on mentorship and a path to potentially access funding from the Stellar Community Fund. This program is specifically designed for participants who have a concept and want to transform their ideas into tangible projects built on Stellar . Stellar Stellar Each day of the program focuses on a key development area: December 2, 2024 - Define Your Minimum Viable Product December 3, 2024 - Create a UI/UX Mockup December 4, 2024 - Outline Technical Architecture December 5, 2024 - Develop a Go-to-Market Strategy December 6, 2024 - Pitch Your Product to Industry Experts December 2, 2024 - Define Your Minimum Viable Product December 3, 2024 - Create a UI/UX Mockup December 4, 2024 - Outline Technical Architecture December 5, 2024 - Develop a Go-to-Market Strategy December 6, 2024 - Pitch Your Product to Industry Experts After completing the Kickstart boot camp, developers can apply for the SCF Kickstart Award, potentially earning up to USD $15,000* in XLM to validate and develop their projects. Projects that demonstrate initial traction may then become eligible for the SCF Build Award. Build Program - Roadmap To Launch The SCF Build Program supports projects that have moved beyond the concept phase and are ready to scale toward market launch. Offering up to USD $150,000* in XLM, this award assists teams with development costs, community integration, and resources needed to finalize their products. SCF Build Program SCF Build Program The Build Program benefits include: Financial Support - Up to six months of development costs Access to Stellar LaunchKit - Includes audit credits, infrastructure offers, and additional funding mechanisms Community Integration - Stellar actively supports partners and developers on the network Financial Support - Up to six months of development costs Access to Stellar LaunchKit - Includes audit credits, infrastructure offers, and additional funding mechanisms Community Integration - Stellar actively supports partners and developers on the network To apply, teams must submit a detailed proposal outlining their project goals, budget, and how they meet eligibility criteria. The application process includes community voting and a panel evaluation, with funding distributed in tranches based on development milestones, ensuring projects stay on track. How To Apply Developers interested in joining the Kickstart program can apply at: https://communityfund.stellar.org/kickstart. https://communityfund.stellar.org/kickstart . https://communityfund.stellar.org/kickstart Following the November 17th, 2024 deadline, selected participants will receive preparation materials and guidance from the Stellar Development Foundation and the SCF team. Teams that complete the Kickstart program and demonstrate project potential will have the option to scale further with the SCF Build Award. Stellar Development Foundation Stellar Development Foundation The USD valuation of the budget request in XLM will be calculated using the CF Stellar Lumens-Dollar Settlement Price on the day of payment as administered, maintained, and reported by the cryptocurrency index provider CF Benchmarks Ltd. (using the ticker XLMUSD_RR) (available at https://www.cfbenchmarks.com/indices/XLMUSD_RR). Learn more in the SCF Handbook. The USD valuation of the budget request in XLM will be calculated using the CF Stellar Lumens-Dollar Settlement Price on the day of payment as administered, maintained, and reported by the cryptocurrency index provider CF Benchmarks Ltd. (using the ticker XLMUSD_RR) (available at https://www.cfbenchmarks.com/indices/XLMUSD_RR ). Learn more in the SCF Handbook . https://www.cfbenchmarks.com/indices/XLMUSD_RR https://www.cfbenchmarks.com/indices/XLMUSD_RR SCF Handbook SCF Handbook

Can The Stellar Accelerator Kickstart Your Web3 Idea?

Може ли Stellar Accelerator да стартира вашата Web3 идея?

¿Puede el acelerador Stellar impulsar su idea Web3?

L’accélérateur Stellar peut-il donner un coup de fouet à votre idée Web3 ?

Կարո՞ղ է Stellar Accelerator-ը սկսել ձեր Web3 գաղափարը:

Stellar Accelerator は Web3 のアイデアを始動させることができますか?

Na The Stellar Accelerator e ka Kickstart Kgopolo ya Gago ya Web3?

Czy akcelerator Stellar może dać początek Twojemu pomysłowi na Web3?

Dardariyaha Stellar ma bilaabi karaa fikradaada Web3?

Може ли Стеллар Аццелератор покренути вашу Веб3 идеју?

“Stellar Accelerator” Web3 ideýaňyzy başlap bilermi?

Stellar Accelerator Web3 Fikrinizi Harekete Geçirebilir mi?

Ngaba i-Stellar Accelerator iyakwazi ukuqala imbono yakho yeWeb3?

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