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I discovered that there are two ways to think about scaling up your cash.
One is like Jenga
The other is more nuanced like chess
When you try to create a Jenga tower of tasks, missed tasks, random blocks, and even surging and waning of productivity can really create havoc on the end result. Thusly its important to understand that unless its a very repeatable task, stacking can't be assumed even conservatively (at say 3x productivity).
So when stacking a Jenga tower, never outright assume there will be no inconsistencies in output.
A way to help fix this is to instead of immediately stacking work on the problem points of stacking.
Example: We have a funnel for writers, and each writer is trying to produce a weekly article for the end of a month, the site currently has writers sending last minute articles towards the end and less at the start of the month. If we try to get them all to produce ONE more article and place it earlier so we have a buffer, we can't just assume it is immediately plausible.
What we have to do is first address late articles and get people strictly within the weeks, then we have to get people happy with that, and then create a bonus for that extra article.
Once you get that all in order in a softer way you can then set the rules and deadlines in a harder way and THEN build off it.
The chess method of scaling up cash is much the same, but you just always try to get better positioning, rather than make deadlines and stack more people and articles in.
So, you try to create a vacuum, where efficiency is improving towards a calm end goal.
"I want you to write the articles first thing and be so in good health that we can squeeze in more articles if necessary" and this needs you to focus on assuring security for them so they have time to experiment with.
Most people assume you can add any random multiplier to work and if there are enough hours in the day, then problem solved, but thats not how it goes.
If you want to ratchet up more cash you need a more stable, flexible, and incentivised system.
Multiplication can only come relative to those efficiencies, but if you have greater stability you can work on freeing time of your workers, then layer work tasks. If you have flexibility you can create a pool of tasks to get done for a project launch in three months. If you incentivise, people will remain more consistent and it makes transitioning into new projects more certain, which helps justify a bigger sales force or marketting spend.
I know I'm not hitting these points 1000% on the head when it comes to describing them, but you should be able to get the idea.
I've managed to get subsistancy down to virtually zero time, by simply encorporating work into other tasks, and setting it as a background, by having perfected deadlines, incentives, and efficiency.
The amount of extra organised work, after incentives, is your scaling potential.
.
This frees time FIRST, before setting new demands.
One is like Jenga
The other is more nuanced like chess
When you try to create a Jenga tower of tasks, missed tasks, random blocks, and even surging and waning of productivity can really create havoc on the end result. Thusly its important to understand that unless its a very repeatable task, stacking can't be assumed even conservatively (at say 3x productivity).
So when stacking a Jenga tower, never outright assume there will be no inconsistencies in output.
A way to help fix this is to instead of immediately stacking work on the problem points of stacking.
Example: We have a funnel for writers, and each writer is trying to produce a weekly article for the end of a month, the site currently has writers sending last minute articles towards the end and less at the start of the month. If we try to get them all to produce ONE more article and place it earlier so we have a buffer, we can't just assume it is immediately plausible.
What we have to do is first address late articles and get people strictly within the weeks, then we have to get people happy with that, and then create a bonus for that extra article.
Once you get that all in order in a softer way you can then set the rules and deadlines in a harder way and THEN build off it.
The chess method of scaling up cash is much the same, but you just always try to get better positioning, rather than make deadlines and stack more people and articles in.
So, you try to create a vacuum, where efficiency is improving towards a calm end goal.
"I want you to write the articles first thing and be so in good health that we can squeeze in more articles if necessary" and this needs you to focus on assuring security for them so they have time to experiment with.
Most people assume you can add any random multiplier to work and if there are enough hours in the day, then problem solved, but thats not how it goes.
If you want to ratchet up more cash you need a more stable, flexible, and incentivised system.
Multiplication can only come relative to those efficiencies, but if you have greater stability you can work on freeing time of your workers, then layer work tasks. If you have flexibility you can create a pool of tasks to get done for a project launch in three months. If you incentivise, people will remain more consistent and it makes transitioning into new projects more certain, which helps justify a bigger sales force or marketting spend.
I know I'm not hitting these points 1000% on the head when it comes to describing them, but you should be able to get the idea.
I've managed to get subsistancy down to virtually zero time, by simply encorporating work into other tasks, and setting it as a background, by having perfected deadlines, incentives, and efficiency.
The amount of extra organised work, after incentives, is your scaling potential.
.
This frees time FIRST, before setting new demands.
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