Chris J Wilson

I just published issue 50 of my newsletter! (It’s actually a few extra which I didn’t import).

It’s gone through about four iterations during that time but the sketchnote roundup format really seams to have worked for me.

• I was sharing this content without the newsletter
• It’s simple enough that I can produce it every week
• I’ve had some really nice comments as well.

It’s certainly not perfect and I wish I had managed to get a few more subscribers it a bit more, but I enjoy making it so that’s enough for me.

I spent ages debating whether or not I should call my site Learn Create Share or keep SketchnoteClassroom or do something else.

In the end I changed to Learn Create Share as I wanted an impulse to make sketchnotes about other topics rather than just make sketchnotes on sketchnoting.

That was a fantastic personal decision.

It completely changed my approach and I am really pleased with the sketchnotes I’ve made since then.

At the same time, I’ve basically stopped making any sales of the courses I made since then!

So it was a great personal decision, but terrible “business” or brand decision. And I’m totally happy with that.

I’ve asked some friends for advice on managing a team and a lot of people respond with things on “leadership”.

I find that jump interesting. Of course there’s a lot of crossover between the two but I don’t view them as the same.

Leadership involves setting the vision and prioritise for a team. It’s about knowing where you should go and communicating that vision.

Management is about getting the most out of the people who report to you. Leadership and vision help with that, but it’s not the end of the discussion.

You can set and communicate a great vision with everyone bought in, but there can still be management issues (conflicts between team members, under performance from a team member, one team member needs a different approach, someone isn’t doing their best work) and when the vision is less than perfect, more problems can be added on.

I’m not saying that I’m a perfect leader, but I believe that my management issues aren’t related to my leadership but to my management. It’s even possible that my focus on setting a vision might be interfering with helping my team members. What I mean is I can be so focused on the goal that we should be going towards, that I miss the issues that are preventing team members from reaching that goal.

I suspect that I’m being tough on myself here (as I often am) and overthinking this, but it’s certainly an interesting area for me as I’m in the process of changing my mind on this subject.

Perhaps I’ll share more soon.

Today I realised that since I became a manager, I have a lot less “flow” time. Instead of the long, multiple hours of focus on one thing, I now have a lot more jumping from one thing to another. Part of it could be changed (by myself and others in the company) but part of it seems to be a natural part of the job. It’s a bit depressing really. Flow tasks feel incredibly rewarding and are often high value. All this jumping feels more stressful and less important work.

Whenever I’ve run a newsletter sharing links of stuff I find interesting, I’ve always worried it will become obsolete. Surely people would just start following the same sources I do and find what I find before I share it. But yesterday I realised that is not true. Many of the roundup newsletters I follow share articles from some regular sources and while I end up following some, I still appreciate when they share something I missed or also read. Plus, I never follow ALL their sources.

I love this as it’s a classic example where from my perspective as a creator, things look completely different than my perspective as a consumer. It’s basically the “Assuming everyone knows what you know.” or “No one else is paying you as much attention as you are paying yourself.”

If you’ve been thinking of making a roundup newsletter but have faced this fear, I’d bet that you don’t need to worry.

One of the most annoying parts of Ted lasso and the morning show is the awkward use of iPhones. Anytime someone gets a text, it’s shown on the iPhone and the camera has to do a close up of this small text. Shows like Sherlock found an easier way to show texts by making bubbles appear around the character, but these shows don’t do that as they must include the product placement of the iPhone.