MICRO-PROCESS + MACRO-PROCESS = SUCCESS
Strip the
UNSCRIPTED
Entrepreneurial Framework naked and you’ll find
two processes fundamental to its execution:
micro
- and
macro-processes
. In
general, a process is an action-series resulting in an outcome. For example,
changing a blown tire is a process. Getting
this book into your hands, another
process.
The
micro-
and
macro-processes
scaffold the framework and grease the
entrepreneurial G-spot,
UNSCRIPTED
’s birthplace.
The first subprocess is your
micro-process
. Your
micro-processes
are your
thought patterns—your beliefs, biases, and your ability to self-reflect. It’s how
you think, feel, and interpret the world around you. For example, it’s how you
define
money and
think
it’s acquired. It’s how you interpret luck and how you
think
it happens. It’s what you
think
when you see a young kid driving a Ferrari.
It’s about how you look at your choices and their consequences, assuming you
look at them at all.
Unfortunately,
your brain and much of its
micro-processes
have been
hardwired by the
SCRIPT
. Like an infection needing eradication, the
SCRIPT
has
written your life rules, providing the mental architecture for autonomic behavior
and knee-jerk thinking. As a result, we simply recycle old beliefs of parental or
ancestral origin without giving thought to the whys behind them. Once wired
together, what’s left is a long list of lies engineering existence. Throw in a bunch
of cognitive biases, proven psychological errors insulating the lies, and voilà—
conventional living wrought by conventional wisdom.
The framework’s second subprocess is a macro-process.
Macro-processes
are
repeated and modified actions
. The words “repeated” and “modified” are critical
to results, changing the action from an event (a solitary action changing nothing)
to a process (an action chain that changes everything).
Macro-processes
spin the
wheel
of cause-to-effect, effect-to-consequence, and consequence-to-change.
Random, isolated actions are not macro-processes but impotent macro-events.
The latter is ineffective at creating measurable change.
Effectiveness occurs only
when macro-events become macro-processes.
For example, want six-pack abs? Try working out at the gym once. Yeah, just
once. As an action, one workout has ZERO effect on your appearance. It’s a
random macro-event. However, working out 290 times in the next year—the
macro-process—will give you those abs. Unfortunately, when it comes to
business
strategy, many macro-events (and processes) are dynamic and change
with time. What worked five years ago probably doesn’t work today. When
dealing with Internet time, we’re talking six months.
Let me give you an example.
After my first book was released, a reader complained I left out an important
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