I’ve outsourced a LOT of copywriting jobs to my ace resource John Fancher. John is wicked good and he channels my inner voice like a pro. He’s doing a great job. But I can’t tell you how long I resisted that. And I can’t tell you how much time – and not just time, quality, optimum time of my day time – that I’ve freed for myself by forcing that evolution. Everyone in Planet Perry benefits.
Why did I resist that? Probably mostly cuz so many people said “Dang Perry you’re such a talented copywriter” that it had become my identity.
Dude, your job is NEVER your identity. Yeah, I know in English we say “What do you want to be when you grow up?” and your five year old says, “I want to be a policeman. I want to be a fireman.” But that is actually wrong. The guy who wears a uniform is not a policeman. He is a man whose job is police work. The fireman is not, at the identity level, a fireman. He is a human being who earns his bread by fighting fires.
Carol Dweck, author of the book Mindset, points out that when your kid gets an “A” on the test and you say “Krista you are really smart” then “really smart” becomes a part of her identity and now she thinks she has to live up to that all the time and if she doesn’t, she is a failure. And it actually becomes de-motivating because smart is not what she is it is a gift that she has.
When your job becomes your identity you become unhealthily attached to it and you unwittingly build a prison for yourself. That’s why one of your top jobs in life is knowing thyself and getting clearer and clearer about the difference between who you are and what gifts you possess.
For most entrepreneurs, this means your natural role is STARTER NOT FINISHER. You don’t need to finish anything you start. You just need to make sure that others successfully finish it. Yeah, I know – that sounds a lot easier than it really is. Here’s a tool I picked up from Rob Berkeley and his Entrepreneur To CEO Mastermind with Victor Cheng – the Circle of Commitment:
1. Request – You tell someone what you want
2. Negotiation – You discuss what they can actually deliver, until you reach agreement
3. Performance – They do what they said they would do
4. Acceptance – You communicate to them that they did indeed do what they promised to do. If they did not do it, you go back to #1, #2 or #3 as necessary until they finish in an acceptable way.
Those of us with “High Quick Start, Low Follow Through” tendencies tend to rush through the Request and Negotiation part, not making it clear exactly what we want. I know I often completely skip the Acceptance part and never give appropriate feedback.
That’s why “outsourcing” can be such a mess.
If you start a project by defining “What feedback is going to come back to me? And what feedback am I going to give to others once the project is successfully completed?”, then you are set up for success. This is the practical version of Stephen Covey’s “Begin With The End In Mind.”
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