Making Ideas Happen: Overcoming the Obstacles Between Vision and Reality

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But the key is to locate the real gem ideas, work to refine them, and bring them to fruition.

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Belsky believes in sharing your ideas widely. Additionally, he thinks such publicity and transparency will help you build a fan base, meet new people, and even encourage competition. Your fan base will serve to keep you accountable. New people might spark new ideas. And competitors will keep you motivated. Lastly, Belsky talks about leadership: how to manage a team of creatives, and how to manage yourself. To successfully manage your team, Belsky talks about non-salary rewards, building in flexibility, and avoiding consensus in the sense of avoiding lowest common denominator results.

To successfully manage yourself, Belsky stresses self-awareness, because it will allow you to remain confident and comfortable in times of ambiguity or setback, to avoid narcissism, and to engage in contrarianism. I found the book interesting, but not great. The book is probably most useful for someone about to establish a start-up business consisting of a few employees.

But the freelancer working on his own will also find some useful advice. The chapter on engaging the community are also useful, now that everyone stresses the need to use social media and to build a platform. Although job security is decreasing these days, so is start-up funding. Although many people may like the idea of being their own boss, some will likely have difficulty with the idea of embracing failure as calmly if not eagerly as Belsky suggests. No need to hang on every word.

Sep 20, Stefan-Iulian Tesoi rated it it was amazing Shelves: business.


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Overcoming the Obstacles Between Vision and Reality This is my second time reading this book, the first time being about two years ago. I don't usually read a book twice or more unless it's worth it so without further introduction let's get into the good stuff. The action steps are all the incremental objectives that you have to take in order to move forward Overcoming the Obstacles Between Vision and Reality This is my second time reading this book, the first time being about two years ago.

The action steps are all the incremental objectives that you have to take in order to move forward with your project, the references are basically all the information sources that you have to consult from time to time in order to achieve the action steps and the backburner items are tasks that you might want to do in the future.

But once you have everything classified as a project, you can start breaking each one down into its primary components: Action Steps, References, and Backburner Items. Every project in life can be reduced into these three primary components. Action Steps are the specific, concrete tasks that inch you forward: redraft and send the memo, post the blog entry, pay the electricity bill , etc. References are any project-related handouts, sketches, notes, meeting minutes, manuals, Web sites, or ongoing discussions that you may want to refer back to. It is important to note that References are not actionable—they are simply there for reference when focusing on any particular project.

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Final y, there are Backburner Items—things that are not actionable now but may be someday. Perhaps it is an idea for a client for which there is no budget yet. Or maybe it is something you intend to do in a particular project at an unforeseen time in the future. Make sure you always capture Action Steps everywhere, note them down as soon as they pop into your mind. Capture Action Steps relentlessly. During a brainstorm or a meeting, or on the run, you will generate ideas, and those ideas will disappear unless they are broken down into concrete verb-driven Action Steps.

Collect them using whatever notebook or technology option you desire—but try to keep Action Steps separate so they stand out amidst your References and Backburner Items. Always be shipping , always move forward, consider this your main obligation: "Godin made the case that shipping is an active mind-set rather than a passive circumstance.

And you build your work around that obligation. We sabotage it. We hold back.

Making Ideas Happen by Scott Belsky | Waterstones

We have another meeting. While our creative side intuitively seeks freedom and openness—blue-sky projects—our productivity desperately requires restrictions. A good conclusion-quote to end this review would be this one: "IT SHOULD BE clear by now that organizing life into a series of projects, managing those projects with a bias toward action, and always moving the ball forward are critical for execution. Feb 14, Jinnie Lee rated it liked it.

This book is written by a guy who was interested in organization and productivity within the creative business community designers, etc. So he put together a productivity "system" for this audience, as well as an online community where they can support each other in developing the habits, as well as sharing work for feedback and sharing job opportunities. The "system" he of This book is written by a guy who was interested in organization and productivity within the creative business community designers, etc.

Scott Belsky - Making Ideas Happen: Overcoming the Obstacles Between Vision and Reality (Highlights)

The "system" he offers is simple and elegant - not to many moving parts or complex concepts. There is the possibility that if I had read parts 2 and 3, I might have discovered some other concepts that would have wowed me more and elevated this offering in my esteem. For now, however, I consider this to be a good refresher of ideas I already use, with a few new approaches or techniques added - it's a good book in my collection, but I don't think it provides THE singular approach that will change my life.

Hopefully, it has changed others lives who needed to get more productive!

It's interesting that so many reviewers on Goodreads feel passionately about this book one way or the other. I personally, greatly enjoyed the book, but will fully admit to enjoying the Behance website 99u. I also knew enough of the book to realize that it is in fact about how a creative individual produces results, not the usual "break out your inner creative" peptalk used by so many authors.

For serious artists who have more ideas than time, the temptation to move onto a new project constantly It's interesting that so many reviewers on Goodreads feel passionately about this book one way or the other. For serious artists who have more ideas than time, the temptation to move onto a new project constantly exists. If you're a writer, musician, painter, photographer, or other artist who has these kinds of problems unfinished projects, tons of notes on potential projects, self-sabotaging a project as it nears completion , then you'll find this book helpful.

In general, the book suggests an organization structure not a full-blown system like GTD for creatives, with an eye towards producing tangible results. It also provides a section about leadership of creative individuals, which could come in handy for anyone in the marketing or advertising fields.

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I personally found this section helpful in my day job, since I've managed creative projects for the past 15 years. So is the book for everyone? But if you're a creative individual who wishes that they had more to show for their efforts, or want to simply become a bit more structured in how they create and manage their time, I recommend the book. I'm sure I'll be revisiting it again. Repetitive, unfocused, and generally unremarkable. The only thing that kept me reading were the occasional one-liners that really did encapsulate intelligent thoughts about productivity, teamwork, and focus.

This book varied between theoretical ramblings that were vague to the point of being useless and excerpted interviews with famous people who talked about their productivity philosophies. I wish there had been more direct suggestions about productivity techniques and combining creative dreami Repetitive, unfocused, and generally unremarkable. I wish there had been more direct suggestions about productivity techniques and combining creative dreaming with practical doing.

Making Ideas Happen: Overcoming the Obstacles Between Vision and Reality

I read the entire book and never really felt like there was a focused message--just some gentle suggestions and a lot of philosophical rambling. I probably should have given this up before the end, but I kept reading through to see if the text would ever gather into a strong, cohesive point. Jul 12, Elaine Nelson rated it liked it Shelves: non-fiction , self-help , psychology , business.

I've been torn between giving this 1 or 2 stars, or 4 stars, so 3 it is. The good parts are fascinating, and I think potentially very useful to me in work and at home. Some smart techniques and interesting quotes. I may even recommend it to my colleagues. On the other hand And so it has a lot of that sort of thing going on: oh, look, there's Chris Anderson!

Malcolm Gladwell! And plenty of eye-r I've been torn between giving this 1 or 2 stars, or 4 stars, so 3 it is. And plenty of eye-rolling material for sure. So if you can get past the eye-rolling, it's probably worth reading. Thankfully, it's pretty short. I read it in an afternoon while sitting in the park. Mar 06, Michael Rubin rated it it was amazing. Normally, I'm resistant to popular new business books. Part of it is a natural urge to go against the grain, but all too often, I usually finish one of these titles feeling that the information is obsolete and inapplicable.

I'm delighted to say that this is NOT one of those cases. The ideas and concepts are geared toward artists, but the productivity lessons here are perfect for anyone trying to effect change within an organiz Normally, I'm resistant to popular new business books. The ideas and concepts are geared toward artists, but the productivity lessons here are perfect for anyone trying to effect change within an organization.

I'm starting a new gig with a Fortune company soon, and I've found many lessons that I can apply to achieve an entrepreneurial edge as a leader within the company.