NET OUT: Just Start by Leonard A. Schlesinger/Charles F. Kiefer/Paul B. Brown

We were all taught what can be best described as prediction reasoning.

“Creaction”, a word we made up by combining creation with action.

The future may or may not be like the past, but you don’t have to spend a lot of time wondering how it will play out if you plan to shape. (i.e. create) it.

Act, Learn (from that action), and Build (off that learning), and act again.

Entrepreneurs are not committed to the plan (starting a PR firm); they are committed to the goal.

Prediction reasoning- a way of thinking based on the assumption that the future is going to be pretty much like the past.

In the face of an unknown future, entrepreneurs act. More specifically, they take a small but smart step, they pause to see what they learned by doing so and they build that learning into what they do next.

Act, Learn, Build.

It is the action you take based on the resources you have at hand and never involves more than you can afford to lose, that it, your acceptable loss.

“Action trumps everything.”

It is based on acting and creating evidence, as contrasted with thinking and analysis.

Desire, Take a smart step as quickly as you can, act quickly with the means at hand, stay within your acceptable loss, bring others along, Build.

The ability to act your way into better thinking.

If you have insufficient data, make your own.

You need to discover you are right about there being a potential audience or customer for your ideas (and learn what you need to change if there is not.)

So thinking you have you have to be passionate can take you down the wrong road.

While passion at inception isn’t necessary, desire IS.

But that passion was not necessarily present at inception.

While in the short term, an intellectual desire can win battles with and emotional desire, in the long term, emotional desires carry the day.

Terminal desires can be particularly powerful.

Have the means at hand to get it, and the next step is within your acceptable loss, the most natural thing in the world is to act. In fact, it’s almost unnatural not to.

No matter how scary or unsettling starting a new venture may be, the alternative of doing nothing is worse.

Getting rid of something you don’t want can be a great spur to action.

But the problem is that it is not great enough to sustain you over time.

It is always more desirable to move toward something you truly want than to move away from something you hate, or to move toward something that strikes you as a good idea but you don’t truly care about it.

Why desire is so important:

It is feasible, that is, is it within the realm of reality?
Can i do it, that is, is it feasible for me?
Is it worth doing? Will there be a marker for what I want to sell? Is there potential to turn a profit? Will people appreciate what I am trying to do? In other words, does it make sense to put in all that effort?
Do I want to do it?

Nobody will be committed to what you’re doing if they don’t see your desire for it, your belief in your idea, and your willingness to try to accomplish it.

Whether your feelings have an impact on your ability to create what you want is entirely your option.

Swings of enthusiasm are natural. Taking a break is healthy, and it might help you gain perspective.

As long as you have desire, persist.

If the loss of desire seems too permanent, it is time to do something else.

Act quickly with the means at hand. Assess your acceptable loss. Build on what you find. Bring other people along.
Two major elements to the creative process are the “want” and the “don’t have.”

Who am i? (traits, skills, tastes and inclinations) What do I know? (education, training, experience and expertise) Who do I know? (in your personal, social and professional networks- who can help this idea succeed?

Self awareness is key.

Making assumptions based on nothing beyond what makes sense to you is not the right road to take.

When you are heading off into the unknown, understanding current reality is a very, very, very good idea.

Doing anything in the unknown entails risk.

Decide how much you can afford to lose before you get underway.

Fail quickly and cheaply while learning alot.

They don’t like risk. They accept it as part of the game and work extremely hard to reduce it to a minimum.

Instead of focusing on expected return, or how much they could possibly make, their attention is on acceptable loss, or how much they might lose, should those things not turn out the way they hope.

This gives you a different way to evaluate an opportunity, a way that does not depend entirely on profits.

The amount of money at risk is clearly defined.

What can I afford to pay to take the next step? What am I willing to pay to take the next step?

Guard your time just as much as you guard your money.

Have a time limit- willing to give this idea up to 6 mo’s etc… to see if it will work.

You don’t want your new venture to be an embarrassment, which could affect your self-esteem or fail to represent who you truly are.

Plan to do extremely carefully to make that loss of spending time with them worthwhile.

Be mindful about what you are choosing not to do.

If you fail, you fail cheaply.

Knowing how much you can lose, and trusting yourself not to exceed that amount.

Before you start, assume the new venture has failed spectacularly. Then write down every plausible reason you can think of to explain the failure.

He expects to be successful, but has identified his acceptable loss.

If you adapt to you means, you end up having more options to pursue.

Creaction tend to find ways to reach the market with a minimum expenditure of resources such as time, effort, and money.

Take a prototype to the nearest potential customer and, in an attempt to receive an order, describe in elaborate detail the ultimate features and benefits.

Take a prototype to the nearest potential customer and, in an attempt to receive an order, describe in elaborate detail the ultimate features and benefits.

At any point in your journey, you feel it isn’t going to work out, you quit.

Assessing your acceptable loss: What are my assets? What can I afford to lose? What am I willing to lose in the worst case?

Problems and obstacles are actually assets.

No such things as problems, just opportunities.

Every action you take causes a change in reality (thinking doesn’t)

You realize you never wanted to run a company, only start one.

If you are doing what everyone else is, you don’t have an advantage.

But what if you can’t solve the problems you face. Try this; accept the situation to the point of embracing it.

Bernie Goldhirsh struggled for years trying to start a sailing magazine in the early 1970’s. His problem? There were no resources for budding entrepreneurs to draw on. And so he started Inc. magazine to help people just like him.
Despite how unpleasant something unexpected seems, try this approach next time, “This is really good news.” And then try to make it so.

If you assume everything, even the unexpected, is a gift, it almost invariably will be.

Babson College research shows that there are fewer and fewer examples of entrepreneurs going it alone.

People enroll with you, perhaps even more so than with your vision. That’s why you tell the complete truth. And they will either join you, or not.

Honest selling is a noble profession.

You cannot buy anybody’s commitment.

Rewrite your desires as if it were fully accomplished and successful. What would it look and feel like?

Enrollment is getting people to buy in and be excited along with you. It’s a voluntary, personal commitment on their part.

Selling is getting someone else to do something that you would like him or her to do.

You want both. Sales without enrollment creates a customer, and that’s fine. Enrollment without a sale creates people who talk positively about what you are trying to do. That’s good, too. But when you have both, truly remarkable things happen.

Intelligent action and do what you can with what you have, which describes Creaction perfectly.

In situations that are predictable, predict.

The more unpredictable, the less logical it is to use Prediction.

The less predictable a situation is, the less you should be willing to pay to play.

Desire mediates (offsets) what you are willing to pay to play.

Action always leads to evidence and learning, thinking does not.

Prediction incurs costs that are often overlooked.

Is there a way for me to act in this situation? If there is, the question becomes, “Is there a way for me to act quickly and at acceptably low cost that will get me better or more information or put me in further ahead than sitting and thinking about this anymore?” What would constitute a relatively quick, smart, low cost ation in this situation?

Often you will find yourself at a point in the process where learning is more important than predicting, and you can best get that learning by doing.

Changing the way you approach problems can feel awkward, unfamiliar, and even threatening. Two suggestions: Fully imagine yourself taking the unfamiliar road. See how it feels, Then see if you can be comfortable enough with that discomfort, if it’s there. And as always, talking this through with a friend is a really good idea.

Grow and create new products or services in a marketplace that becomes more competitive by the day.

Organizations default to “Staying on plan” as opposed to building on what they find in the marketplace.

Organizations, like the human body, tend to reject new foreign things inserted into them.

The universe grows seemingly more unpredictable by the minute.

The future is basically unknowable. This is why it makes sense to apply and use “creaction.”

Imitation will probably not be very successful.

No two organizations are exactly the same.

In early phases- keep it low key.

Don’t mislead people into thinking that things will change quickly or that their lives will be different.

Mantra- “Underpromise and Overdeliver”

Pick up a couple of small wins before you go any further.

If you want intelligent initiatives and/or potentially lucrative experiments, Creaction is for you.

Always make the next step you want to take both compelling to the people you are speaking with and affordable.

Ensure that you really want to take the next step. You’re not going to enroll anyone else it it’s not something that is really meaningful to you.

If you are married when it comes to acceptable loss, the question to ask is not, “How much am I willing to lose?” but, “How much are we willing to lose?”

So the steps you take with family generally appear to be more irrecoverable.

In a straightforward business transaction among people who know each other slightly (or not at all), everyone generally understands the nature of the deal. People bring obvious resources to the table, and it’s pretty clear what they expect in return.

You don’t know what is going to happen, and the only way you’re going to find out is to take a step and see where you are and figure out what the next step is after that.

It doesn’t have to be optimal action, at first, just focus on progress.

John F. Kennedy said, “Few will have the greatness to bend history itself, but each of us can work to change the small portion of events, and in the total of all those acts will be written in the history of this generation. It is from numerous diverse acts of courage and belief that human history has been shaped. Each time a man stand for an ideal, or acts to improve the lot of others, or strikes out against injustice, he sends forth a tiny ripple of hope, and crossing each other from a million different centers of energy and daring, those ripples build a current that can sweep down the mightiest walls of oppression and resistance.”

Tamira Eliseo

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