tag:blogger.com,1999:blog-3961745.post-92089321697951411662009-04-24T23:50:00.005-05:002009-04-30T11:20:41.475-05:00<a href="http://farm4.static.flickr.com/3348/3479492055_baf958029a_b.jpg"><img src="http://farm4.static.flickr.com/3348/3479492055_baf958029a_b.jpg" width=200 align=right></a>I'm posting these notes because this was a fantastic session, even though I'm still in LA. Like my friend DJ Chuang <a href="http://twitter.com/djchuang/status/1588556058">said</a>, this lab was a gold mine. More processing from Catalyst West later next week.<br /><br /><span style="font-style:italic;">Rick Yamamoto<br />Becoming an Expert/Managerial vs. Entrepreneurial<br /><br />fund researcher/venture capitalist<br />researcher for Erwin<br />elder at Mosaic<br /><br />strong Belief strength - 'no, I cannot do that'<br />John 4 - Samaritan woman<br /><br />++ 2 models of strategic thinking<br />#1 - Managerial - "Conquering"<br />traditional, business plan, maximize performance, predict the future<br />typical MBA strategy<br />a. a goal or objective<br />b. have resources lined up<br />c. act on the plan<br />key - control efficiency/resource allocation<br />failure in this context is fatal - it is your fault<br /><br />#2 - Entrepreneur<br />minimize risk - creating the future<br />a. start with what you have done before<br />b. acquire resources in stages - resources acquired through relational capital - resources determine the goal <br />whatever I get, that's what I'm starting with<br />c. goal - adjustable<br />key - empowerment, depth and breadth of commitment<br />failure early, not large, adjust from it<br />contingency plan<br />piece meal-raised up resources, localized, contextualized<br /><br />'Mosaic will never be the same' - statement when someone shows up - perspective on expansion of the goal since a new resource has just arrived<br />When resources come, adjust the goal - expansion<br /><br />You will interact with someone differently if you are always a headhunter. When you are an entrepreneur, you are always looking to resource and unleash<br /><br />Permission issue in managerial vs. entrepreneur<br />I'm either willing or not willing to release people to do things.<br />People that are process oriented will go crazy with the entrepreneurial strategy.<br /><br />++ Talent Spelunking<br />share accomplishments - what did you accomplish in the past?<br />people don't want to brag.<br />do they people working with you know about your accomplishments?<br /><br />Create environments where we are interested in others accomplishments - acknowledgment of great resources.<br />What would you love to do - What were you meant to do? <br /><br />++ Characteristics of an expert<br />- somebody has practiced for 10K hours [right from Gladwell]<br />- perception is different<br /> holistically vs. individually<br /> underneath vs. outward<br /> experience vs. formula<br /> patterns vs. no patterns - fills in gaps<br />- knowledge and experience - rethink information differently than the novice - org info around their principles<br />- problem solving<br /> short term vs. long term<br /> experts transfers short term into long term<br /> experts come sooner to most critical factors<br /> high self awareness<br /> accurate memory of their performance<br /><br />If you want to be an expert at something, be an expert at relationships.<br /><br />3 phases to job performance<br />1. don't get fired<br />2. minimize mistakes/maximize performance<br />3. do the job with your eyes closed<br />Experts never let the job get to #3. They are always raising performance.</span><br /><br />[See my full <a href="http://tonytsheng.blogspot.com/2009/04/origins-catalyst-west-09-notes.html">post</a> of notes from Origins/Catalyst West.]<div class="blogger-post-footer"><img width='1' height='1' src='https://blogger.googleusercontent.com/tracker/3961745-9208932169795141166?l=tonytsheng.blogspot.com' alt='' /></div>tony shenghttp://www.blogger.com/profile/05114972639028561480noreply@blogger.com0