“On any team, in any organization, all responsibility for success and failure rests with the leader. The leader must own everything in his or her worl“On any team, in any organization, all responsibility for success and failure rests with the leader. The leader must own everything in his or her world. There is no one else to blame. The leader must acknowledge mistakes and admit failures, take ownership of them, and develop a plan to win.”
This book sets up an analogy between Navy SEAL leadership, and leading a company. How are they similar?
- High stress and pressure - A lot of bureaucracy and paperwork - The need to make good decisions, or risk facing grave consequences - Complex relationships with other teams - Hierarchical levels of leadership
I thought this analogy was interesting, and one I had never really thought of, but it’s true. There are many parallels between SEAL leadership, and leading a company.
Here are some principles I gathered from reading: - As a leader, take ownership in everything that happens in your team. - Prioritize and execute – under super high stress situations, it’s easy to get overwhelmed. Don’t let that happen. Handle one thing at a time, tackling the most important things first. - As a leader, you must explain the mission plan to your subordinates, in a simple way that they can understand. If they don’t understand your goals, they be resistant, which can interfere with success of the mission. - On decisions that can have grave and irreversible consequences, don’t rush to action. If at all possible, take the time to be absolutely certain you are taking the right action. - Do what is best for the mission and your team, not necessarily what is best for any one individual on the team. A team presenting too many issues can be terminated for the sake of the mission. An individual presenting too many issues can be terminated for the sake of the team. - You have to lead not just subordinates, but superiors too. It is your job to make your superiors feel comfortable with the way you execute your missions. - Use decentralized command. Empower teams to lead themselves to some degree, to assess situations and take decisive action. It is best for leaders to focus on the big strategic picture instead of getting tied down to micro-managing problems. - After a mission, or a big project concludes, analyze what happened, and what can be improved next time around (whether it was a success or failure)
In order to fully understand the importance of these principles, you’ll want to read the authors’ stories, which show why these and other principles are so important. If you want to be a leader, or improve your leadership skills, read the book.
This book is great if you want to know how to start and build up a mailing list.
Steve Scott establishes just how important the mailing list is. He'sThis book is great if you want to know how to start and build up a mailing list.
Steve Scott establishes just how important the mailing list is. He's had many internet businesses and used mailing lists through all of them. He has implemented mailing lists successfully for his business, so as a novice it makes sense to start with his guidance. Just keep in mind this takes some work. But I expect by following the guidelines in the book the path will be more direct.
I've read quite a few books on writing, marketing, and so forth. There seems to be a gap out there, where there isn't so much information on the businI've read quite a few books on writing, marketing, and so forth. There seems to be a gap out there, where there isn't so much information on the business side of writing. Thankfully, Joanna Penn saw this, and she has the expertise and practical firsthand knowledge to back it up too.
This book will give you the practical knowledge you need to make your own personalized business plan. You'll answer questions like, is my business idea a good one? How can I do my taxes? What is your production plan (how many books will you write per set of time), who do you need to help you in your business (editors, covers, etc.) and of course, will I make a profit and how can I increase them? There is much more to it, but this is a sampling.
Some of the best features of the book are that she tells you specific tools (programs, apps, etc.) she uses to get the job done. They add up, and you don't need to use them all, but they sure help. Also, I like that she links to outside sources pretty regularly for anyone that wants more detailed information. I plan to follow up on some of those.
One of my favorite parts of the book is when she talks about strategy. She emphasizes the importance of your time, and that strategy is choosing what you focus on, as well as what you won't focus on.
If you want to get a bigger picture understanding of your writing career as a business and put yourself on a long-term track to success, this book is a great start. Before this book, if you wanted to understand the business of writing, you probably needed read several business books, and several books on writing for a living, and some blogs. Now, it's all easy to digest in one place.
Bottom line, if you have any interest in making a living and a career out of your writing, read this book.
If/when you get the book, I advise opening up a word file and answering key questions Joanna poses, and jotting down notes on the parts that are most relevant and important to your particular writing. Even if you don't do this, she conveniently has a list of key questions to answer at the end of the book if you prefer. You'll want to have all this information organized in one convenient place.