Nick D'Orazio

If you want more responsibility or decision making power in your organization, you have to take it for your self. If you want something to exist, you have to make it. Start projects that undeniably create value and FINISH THEM. Don't expect any help from anyone at first. (cont)

It's not that people don't want to help you. It is more that most people are inexperienced working in "blank canvass" environments where the mission is to create something from nothing. It's anxious work. People will join your cause once there is something for them to "join"

Common pitfall of ambitious people: "Hey team, look at this big bold idea! It's gonna take a lot of work" 'Ok, who is going to do all this work?' "Umm, all of us, right?" STOP - ABORT PEOPLE DON'T JOIN IDEAS. People join projects with roles, tasks, and goals.

Your big idea needs a central producer and leader. That CAN be you. If you have a fantastic idea, don't clumsily pour it all over your already busy team. Think about what it takes to finish the project. Think about what roles you need. Think about what YOUR role is.

What is the end goal of the project? Will success in the project lead to satisfaction and success for the whole team, or just you? The best projects are less "WOAH cool idea!" and more "This is honest work that plays to each of my team members core (and desired) strengths"

Great endeavors are made so thanks to the result of every team members individual contribution. The more these contributions come from intrinsic places of passion and interest, the more polished project will become. Assign tasks to members who WANT to succeed in that task.

Big projects are complicated webs with dozens of different work flows, deadlines, and priorities. As projects scale, micro-managing becomes impossible, no matter how smart or clever you think you are. Excessive micromanaging usually boils down to two big problems..

1. The leader has a hard time explaining the "big picture" goal and vision for "why" the team is doing this. The leader must interfere constantly to ensure the big picture goal is accomplished. 2. The leader is nervous about the project and interferes to reduce personal anxiety.

So to avoid micro-managing, I suggest the inverse of those two points. 1. Spend lots of time and effort explaining "Why" this project is important. Let your team know how success in this project leads to great thing. 2. Let others visibly stress and worry. Trust the team!

Don't be afraid to start small. Completing, producing, or creating ANYTHING within the esports industry is hard to do -- FINISHED PROJECTS should be your end goal always. There are more brilliant ideas never realized than good ideas executed sustainably and consistently.