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Just Start: Take Action, Embrace Uncertainty, Create the Future, by Leonard A. Schlesinger, Charles F. Kiefer
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How to succeed at work and lifein an increasingly unpredictable world
In a world where you can no longer plan or predict your way to success, how can you achieve your most important goals? It’s a daunting question. But in today’s environment, where change is the only constant, it’s a question everyone must answer. This is true whether you are an innovator or an entrepreneur, a manager or a newly minted graduate.
The first step, say the authors of this book, is this: Just start.” In other words, take action now and learn as you go.
Written by a trio of seasoned business leaders, Just Start combines fascinating research with proven practices to deliver a reliable method for helping you advance toward your goalsdespite the uncertainty that is all too common today. Babson College President Leonard Schlesinger, organizational learning expert Charles Kiefer, and veteran journalist Paul B. Brown share their own deep and varied experiences and draw from a source where striving amid constant uncertainty actually works: the world of serial entrepreneurship. In this world, people don’t just think differentlythey act differently, as well.
Using this novel approach, Just Start will help you:
Determine the best strategy and tactics when the future is uncertain
Minimize financial risk in every decision you make
Attract like-minded people to what you want to do (and learn why this is important)
Understand why Act. Learn. Build (so you can) Act again” is the best course of action when facing the unknown
So throw out your forecasting tools and shrug off that nagging frustration that comes with constant uncertainty. Just Start distills for you the very essence of what makes people successful in today’s volatile environment. This book is your guide to achieving your goalswhether your project is professional or personal, or somewhere in between.
- Sales Rank: #97132 in Books
- Published on: 2012-03-20
- Original language: English
- Number of items: 1
- Dimensions: 9.30" h x .90" w x 6.50" l, .84 pounds
- Binding: Hardcover
- 224 pages
Review
For readers stuck in neutral gear, this book, written by seasoned experts, creates the impetus to move forward.” Library Journal
This is a must-read to increase the level of innovation in your organization. You’ll leave this book being able to take immediate action to learn how to innovate in a way that is right for you.” Wayne L. Delker, Senior Vice President Chief Innovation Officer, Clorox
Schlesinger, Kiefer, and Brown’s Just Start is a distilled, step-by-step, proven method for how to create something new in uncertain environments.” Tom Watson, Dean, Omnicom University, and Cofounder and Vice Chairman Emeritus, Omnicom Group Inc.
This book is one huge step in the right direction for anyone compelled to forge a dynamic future in uncertain times.” Bill Hybels, Senior Pastor, Willow Creek Community Church, and President of Board, Willow Creek Association
Just Start is a uniquely practical book that helps prepare the next generation of entrepreneurial leaders and will equip them with the key frameworks for success.” Marina Kim, Executive Director, Ashoka U
In Just Start, the authors take what the research tells us about those who have succeeded the most in volatile environmentsserial entrepreneursand applies their lessons to the rest of us. They provide a practical, step-by-step method to navigate through complex and uncertain environments, bounce back from setbacks, and overcome obstacles. A must-read for anyone struggling with uncertainty.” Steve Mariotti, Founder, Network for Teaching Entrepreneurship
About the Author
Leonard A. Schlesinger is the twelfth president of Babson College, widely recognized as the world’s leading educational institution for entrepreneurship. He formerly served as vice chairman and chief operating officer of Limited Brands. Charles F. Kiefer is president of Innovation Associates and a regular advisor to global companies on leveraging the human side of their enterprises. Paul B. Brown is a long-time contributor to the New York Times and a former writer and editor for BusinessWeek, Financial World, Forbes, and Inc.
Most helpful customer reviews
35 of 35 people found the following review helpful.
Can You Predict the Future?
By John Chancellor
I've helped create and/or review hundreds of business plans. Invariably they all involve lots of assumptions about the future. I tell anyone working with a business plan that the plan is only as good as the assumptions. And generally the assumptions are the best guess of whoever prepared the business plan.
Unfortunately most of these plans did not come close to meeting the goals set forth in the business plan. So the question becomes: Is there a better way for entrepreneurs to get their business off the ground than the time honored business plan? The answer, according to the authors of Just Start is just that. Get started.
One of the recurring themes of the book is "If you can't predict the future - and increasingly you can't - action trumps everything." The authors go on to say, "you need to act your way into creating the future you want."
But they are not advocating helter-skelter action. They are not suggesting that you start taking action without some structure. What they are suggesting is that you do a lot less thinking about things and take some actions which will produce measurable results. Whenever you take action, you gain some knowledge that you did not have before. Use that knowledge to guide your next steps.
There is a well thought out structure to their advice. Before you jump in and start taking action, ask and answer these four questions:
1. It is feasible, is it within the realm of reality?
2. Can I do it, is it feasible for me?
3. Is it worth doing? Is there a market for it? Does it make sense to put in all this effort?
4. Do I want to do it?
The fourth question is the most important. You need to measure your level of desire for the project.
After you assess your level of desire, the next step is to act quickly with the means at hand. What can you do with your current resources? Next determine your acceptable loss level. How much time, money, energy are you willing to lose on the project? You must determine this on the front end.
After you take action you will gain some additional insights. From those insights, you need to build on what you have learned. The final step is to bring other people into the process.
While I have highlighted the steps, there is a lot of additional very helpful information about the process. The authors go into detail about what to do, how to do it and the results you are looking for.
There are also sections which deal with how to use these concepts in a larger organization as well as your personal life. Those sections are interesting but not on the same level as the information for entrepreneurs.
The book is based on lots of research and experience but it is written in a breezy conversational style. You will immediately grasp the concepts and how to apply them to your entrepreneurial projects. This book could save you a lot of time, money and energy in developing your next new business/project.
If you have an entrepreneurial spirit, by all means add this book to your toolkit. If you know someone who longs to be an entrepreneur, this is the place to start.
13 of 14 people found the following review helpful.
Change the way you think about getting things done (or started)
By M. Ritter
This book is an introduction for people who feel psychologically blocked from 'starting something' (whether it's a business, a project, or a personal change) and have no idea how to take the first step. It rightly changes the focus from making a comprehensive plan to determining the cheapest possible test of an idea.
It also goes into the difference between selling someone on an idea, and encouraging them to build on the idea with you, which is important at the early stages.
It's certainly not the only entrepreneurship book that you'll need, but it's a good start, and applicable to a wide range of life situations.
(Full Disclosure: I was an early participant in the classes in which these ideas were developed into their current form)
7 of 9 people found the following review helpful.
Excellent book full of tips on how and when to act earlier
By Michael Cohn
I've never been a big fan of the Shewhart or Deming cycle of Plan-Do-Check-Act. Sure, it works fine for some things. I cooked an elaborate dinner for my family last night. Plan, Do, Check and Act (or Eat) worked well for that. But for what makes up much of the rest of my life, a plan-first approach has never seemed entirely appropriate.
That Plan-Do-Check-Act is often cited by practitioners of agile software development (such as myself) has always surprised me. The cycle seems incongruous with agile and its antipathy toward upfront planning, upfront design, and the like.
The book Just Start: Take Action, Embrace Uncertainty, Create the Future by by Leonard Schlesinger and Charles Kiefer with Paul Brown is about how entrepreneurs (and I'd say people in general) would benefit from less upfront thinking and more upfront acting--thus, the title of the book: Just Start.
In presenting this idea, the authors introduce an alternative to the Shewhart/Deming cycle. They propose a cycle of Act-Learn-Build. The first step, Act, does not refer to randomly selected, indiscriminate activity. Rather, it refers to deliberately choosing a step and acting upon it without endless upfront action. One of my favorite quotes in the book is "If you have insufficient data, make your own."
Having acted, our next step is to Learn from the action. In the agile community we're fond of believing as long we have learned something from a sprint or iteration, we are moving forward, even if we discard whatever we build during that time box. We find support in this thinking from authors Schlesinger, Kiefer and Brown.
After Acting and Learning, this alternative cycle calls for us to Build upon what we've learned and do it all over again. The book does not dwell on this cycle--it's rather straightforward, after all. The main point of the book is to extoll us to avoid excessive deliberation and "just start."
I find this applicable to a variety of aspects of software and product development. We can "just start" in building the product without a disk full of spreadsheets. We can "just start" in developing without a whiteboard full of UML. The authors spend a good amount of time on risk management. They focus on advising us to determine and never exceed our "acceptable loss." This can apply to starting a business ("I can't afford to lose more than $100,000"). It could just as readily apply to technical decisions ("I can't afford to lose more than a week on this approach but if it works out, we'll have a month of development time so I'm going to try it.")
A point I found interesting was a comment that of the serial entrepreneurs studied, none had tried to gather specific information about potential returns or the ideal size of an investment in a new venture. That is, they just started but did so with an awareness that they would not spend more than their acceptable loss. I was recently contemplating two new businesses. I chose to start one but not the other. I had created a rather extensive spreadsheet modeling the business I chose not to start. I didn't create such a model for the one I chose to start. Rather, and in keeping with the advice in this book, I started the business but did so with a maximum acceptable loss investment in mind.
One thing I found a bit too cutesy with the book was that the authors made up the word "Creaction" by combining creation with action and they use this throughout the book. I can't picture myself using this word but I have found myself thinking it more, so maybe my opposition to the new word is softening over time.
A nice bonus to the book is that the framework is presented with examples beyond the business world. Suggestions of how to apply the Just Start framework to one's personal life are provided.
I can highly recommend "Just Start: Take Action, Embrace Uncertainty, Create the Future" to anyone involved in agile software development projects, especially those on the product management or general management side of things.
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