Wednesday, 30 August 2017

Giving ourselves permission and self-promotion - great insights from Marshall Goldsmith and Alan Weiss

Marshall Goldsmith and Alan Weiss are role models for me. I learned about the two videos below via an email from Alan. Enjoy and take action in your own best way.

Be remarkable.
Ian




Monday, 28 August 2017

How are you measuring what's meaningful?

I found this Harvard Business Review article by Eddie Yoon highly valuable.

How are you measuring what's meaningful?

Inside my latest book there are some insights, inspiration and ideas to help you to measure what's meaningful.

You can download the book with my compliments by scrolling down here.

Check out or recheck my April 2016 post 'Introspection and Integration are more valuable than innovation' too.

Be remarkable.
Ian

Friday, 25 August 2017

Create a one-page user manual and improve everyone's leadership

The image above is from this article by Aaron Hurst CEO of Imperative. I found the article when reading this Creating Your Own User manual blog post.

As a pioneer in the creation of many one pagers I wish I had thought of this one!

Hat tip to Daniel Pink who first alerted me via his newsletter to this article which links to the original work of Abby Falik Founder and CEO Global Citizen Year here.

Below are the 6 sections of Abby's one page user manual.

My style
What I value
What I don’t have patience for
How to best communicate with me
How to help me
What people misunderstand about me

Who will you become?

What will you do next?

Be remarkable.
Ian

Wednesday, 23 August 2017

How to Lead a Quest by Dr. Jason Fox

I highly valued Jason's first book 'The Game Changer' and so was eagerly looking forward to reading this one. I was not disappointed.

Jason has an easy to read style yet the depth of his thinking is engaging and compelling.

Here are my 3 key highlights:

1) I love Jason's continual reference to making meaningful progress.

Those of you familiar with my work know that 'The Progress Principle' is a key to how my clients measure our work together, yet alone how many of them track their own progress.

2) The insight that while we're doing the everyday doing work (operational certain work), to stay relevant and to thrive we must also be experimenting by doing pioneering work (uncertain).

3) The great summary of key daily, weekly, monthly, quarterly, yearly and decade rituals ("conscious routines we hold sacrosanct")

Be remarkable.
Ian

Get your copy of 'How to Lead a Quest - a handbook for pioneering executives' here.

Monday, 21 August 2017

The simple solution to the sad and stupid dual citizenship debacle

Senator Nick Xenophon is the latest Australian politician to declare he didn't know he has dual citizenship. He's going with others to the High Court to see if his breaking of the rules can be overridden. Who is paying for all this? That's right you and me, the taxpayers!

The simple solution to all this is stop all the nonsense, do an audit on every politician, declare an amnesty, let them renounce their citizenship of other countries, and let's all move on.

Why is this common sense solution not happening? My answer is politicians major in minors in order to drive self-interest and therefore fail to see simple solutions to problems.

In despair with those who pretend to govern.
Ian
Above cartoon courtesy of this link


Friday, 18 August 2017

What are the alternatives to politics and politicians?

I don't have any clear answers to this question.

Brexit, Trump, and now the lack of common sense and humanity in Australia about dual citizenship and marriage equality have tipped me over the edge!

For me marriage equality is a no brainer. The push for what is now a postal opinion poll in Australia is I think the most pathetic excuse for indecision I have come across.

And in the dual citizenship drama we're seeing tasteless opportunism by the Opposition party and a complete lack of common sense by anyone when the answer is simple, people renounce what they didn't know about and everyone moves on. The thought of a hung parliament, by elections and high court challenges etc etc is simply beyond belief.

I'm up for conversation that would lead to action to change the status quo.


If like me you're frustrated, annoyed, saddened or in any way feel disenchanted with politics and politicians, please give me a call. My number is +61 418 807 898.

Who knows we may start a movement the ends the stupid, senseless, self-interest of party politics that results in mediocrity, mayhem and a mess in more ways than one that we would all like cleaned up.

Be remarkable.
Ian

Wednesday, 16 August 2017

What's the plan Malcolm? guest post by Mark Hodgson


This is a guest post by Mark Hodgson.

Demise of this great country

I love travelling. There’s no better way to create a new perspective. After three weeks overseas I’ve found myself reviewing my thoughts on Australia. I think we’ve lost the plot. As a strategist, mentor and consultant, I work with businesses and individuals to create a better future. We work to set a vision and a plan to achieve it. So what’s the plan for Australia? I don’t know. I can’t see it – and neither can many smart people I’ve asked. It seems we are in a rudderless ship of fools. That’s a problem.

Leadership gone missing

English Kings are given nicknames encapsulating their best-known attributes. Ethelred the Unready, Edward the Confessor, Alfred the Great. The last decade has seen a run of appalling Australian leaders. Rudd, Gillard, Rudd, Abbot and now Turnbull. I think he’ll go down as Malcolm the Disappointing. Apparently a brilliant man, he has his head in the sand and up his arse at the same time! Whilst anatomically impressive, it’s depressing. He is the latest in a parade of ‘leaders’ who can’t or won’t lead.

Under the watch of this lot (from both political persuasions remember), the national debt has increased from $50 billion in 2007 to $550 billion today. Oh and we had a resources boom – the proceeds of which appear to have been pissed up against the wall of vanity and vote-buying.

From my home office I run a business. I win and serve clients from all over the planet. Clever, affordable and time-saving tech makes me probably ten times more effective than a decade ago. Applying the same principle, the size of government will have correspondingly reduced right? Wrong. With a few exceptions, both state and federal government are the same size or larger than ten years ago. Why?

Small thinking the norm

That’s no way to run a railroad. Talking of which, NSW Government has just admitted that it’s poster child light rail project will not be compatible with other similar light railways in Sydney. You see no standard format has been agreed. Yes, that’s right. The Victorians nutted out this stuff 150 years ago, but it’s a bridge too far for the myriad and well-paid executives of Transport NSW (none of whom appear to be losing their jobs for gross incompetency).

This is one of a million examples of small, parochial thinking. Disappointing Malcolm signed off on building Australia’s next generation diesel electric submarine fleet in South Australia in the knowledge they would be 30% more expensive. That’s a waste of $15 billion. Obscene doesn’t begin to describe it. Not to mention that we really need nuclear submarines given the vastness of our ocean territory.

Don’t mention the war

Nuclear is one of the many conversations we can’t even begin to have. Whether it’s nuclear submarines, nuclear energy (for which Australia has a persuasive business case – stable continent, uranium deposits, electricity crisis, low-emissions commitment) or nuclear storage as a new industry for financial basket case South Australia (ditto), it’s considered political hara kiri to even talk about it.

I am not claiming that these things are easy or necessarily right. But as a mature, clever economy, surely we are smart enough to be able to discuss possibilities in the quest for the best way forward. As F. Scott Fitzgerald wrote,

“the test of a first-rate intelligence is the ability to hold two opposed ideas in mind at the same time and still retain the ability to function.”

Not only is our ‘first-rate intelligence’ out to lunch, our right to vigorous debate and the free speech has gone backwards. I for one am appalled that my tax dollars have supported the $400k salary for Professor Gillian Triggs. You can’t make this stuff up. What is more worrying is the meekness with which we appear to have accepted the new status quo of public debt, piss-poor performance and what’s-in-it-for me mindset.

Politics of Envy

Complex problems are cast in the binary tones of pantomime. It’s the fault of ‘the rich’ or ‘unions’, ‘the big-end-of-town’ or ‘welfare bludgers’. We can’t discuss budget correction because our leaders are too scared. No one can be a ‘loser’. My maths aren’t perfect, but I am pretty sure that you can’t take more and/or give less without someone being worse off. We need to have that conversation as mature citizens. As a country we’re acting like a student with their first credit card. As long as we can pay off the monthly minimum life’s sweet.

We urgently need reform to create the 21st century platform for a 21st century country. Instead we cling on to anachronistic institutions and thinking. The Senate is madness. In what universe does it make sense that Tasmania (population 515,000) has the same voting representation as neighbouring Victoria (population 5,700,000)? State governments were the product of a Victorian era Federation in the age of the horse. Do we need them in our hyper-connected digital age?

Time to have a go

You can poke holes in my arguments and disagree of course. This is not a uniquely Australian malaise. Many other economies are on similar trajectories and equally poorly-led. How Theresa May missed the open goal that is Jeremy Corbin in the recent UK snap election is mind-boggling. They are stuffing up Brexit and there’s Trump of course.

But this is Australia. We have an extraordinary range of unique advantages. Debt is still relatively low and – with sensible policy decisions – can be reversed. We can control our borders. We are on the doorstep of the fastest-growing economic region in what we are promised is the ‘Asian century’. We have vast natural resources. Most importantly, we are home to many brilliant minds and organisations – both large and small. I work with some of them and am inspired and optimistic about what is possible by harnessing their energy, passion and creativity.

Your job Malcolm is to harness this potential. Becoming Prime Minister is not the prize. Doing something meaningful when you get there is. You are a smart man. Go out swinging! Move me with a plan, not just a robotic “jobs and growth” mantra. Be remembered as someone who had a red hot go. You’ll gain respect and – who knows – you just might rekindle in enough of us the idea that society is more about what we give than what we get.

John F. Kennedy challenged his countryman to,

“Ask not what your country can do for you—ask what you can do for your country.”

That’s an excellent starting point.

I’m in.

Are you?

About Mark here.

PS When I first read this post on Mark's blog and in emailing him to get his permission to post here I commented - "The real challenge I think is the political system. It means the tail wags the dog and mediocrity is the usual result."

Your thoughts?

Who will you become? 

What will you do next?

Monday, 14 August 2017

Leaving Your Legacy While You're Alive

We all want to leave a legacy. And particularly while we're alive!

Stephen R. Covey says this is one of four basic human needs and motivations of all people. More from Stephen shortly.

I've been reflecting a lot on legacy lately as I enter what may turn out to be the swansong period of my business life.

Initially my reflections were focused on Zig Ziglar's famous insight


This led me to zeroing in on what my clients value the most, which in turn led me to the design of my possible swansong work which I explore here.

Being willing and able to fully appreciate and get the best out of themselves and other people tops the list for my clients.

Stephen R. Covey's book, The 8th Habit From Effectiveness to Greatness, and my favourite of his works, sheds wonderful light on this subject.

The 8th Habit is Find Your Voice and Inspire Others to Find Theirs. Covey defines voice as "unique personal significance" which he illustrates in Figure 1.2 in the book as pictured below.

He defines the elements of above as follows:
Talent (your natural gifts and strengths)
Passion (those things that naturally energise, excite, motivate and inspire you)
Need (including what the world needs enough to pay you for)
Conscience (that still, small voice voice within that assures you of what is right and that prompts you to actually do it)

I've been privileged in my own best way to help many people to find their unique personal significance (voice) over the 45 years of my working life so far.

While rereading Covey I googled voice and came across this great article 'Develop Your Voice, Not Your Brand' by Facebook COO Sheryl Sandberg. Here's some of the article:

The idea of developing your personal brand is a bad one, according to Sandberg. “People aren’t brands,” she says. “That’s what products need. They need to be packaged cleanly, neatly, concretely. People aren’t like that.”

“Who am I?” asks Sandberg. “I am the COO of Facebook, a company I deeply believe in. I’m an author. I’m a mom. I’m a widow. At some level, I’m still deeply heartbroken. I am a friend and I am a sister. I am a lot of very messy, complicated things. I don’t have a brand, but I have a voice.”

Focus on developing your voice, she says. Figuring out what’s important to you and being willing to use your voice for that purpose is incredibly valuable. “If you are doing it to develop your personal brand, it’s empty and self-serving and not about what you’re talking about,” she says. “If you’re doing it because there is something you want to see changed in the world, that’s where it will have value and depth and integrity.”

So leaving your legacy while you're alive has much to do with Stephen R. Covey's 8th Habit: Find Your Voice and Inspire Others to Find Theirs. 

Who will you become? What will you do next?

If you'd like some help please give me a shout.

Be remarkable.
Ian

Friday, 11 August 2017

Is the art of conversation dying in the Digital Age? guest post by Andrew Thorp

This is a guest post from my friend and colleague in the UK Andrew Thorp.

Recently in Manchester’s Northern Quarter I’ve been giving a series of talks organised and promoted through a platform called Funzing. It’s a great concept that seems to be inspired by TED talks – speakers delivering all manner of topics to engage and inform an audience, all for a modest ticket price of £10-12.

Having already spoken on 3 occasions on the topic of “What makes you YOU?” (what it means to tell your story), I wanted to explore a fresh theme and last week we ventured into a current and somewhat controversial subject - social media and its impact on our communication habits.

You might think it’s an exaggeration to claim that the art of (face-to-face) conversation is dying, but the image of people seated around a dinner table each staring at their smartphones has become commonplace in recent years – and it worries me. 

So, I thought it would be interesting to address a group of people (last week’s audience were predominantly 20-30 years of age) and canvas their opinion. To my surprise, these digital natives were almost unanimous in their concern about the way that social media and online communication has come to dominate the lives of their friends, colleagues and even themselves.

Image credit Johnny Magrippis Creative Commons

My main interest was how the ‘digital habit’ is impacting our ability to communicate effectively in face-to-face situations and I’ve been fascinated recently by the findings of academic and author Sherry Turkle. A professor at MIT in America and a psychologist/sociologist by trade, Turkle has long championed the opportunities created by digital technology, but over the years she’s become increasingly concerned that we’ve got things out of balance.

This isn’t just a gut feeling on her part; it’s supported by hundreds of interviews carried out with colleagues, students, business owners and others, all of whom have strong views when it comes to the way we communicate.

Here are some of the issues she highlights in her book Reclaiming Conversation; the Power of Talk in a Digital Age, many of which we explored last week:

Face-to-face conversations are just too scary!

The prospect of having an actual conversation leaves some people cold. They worry about the loss of control and the need to reply in the moment without the time to formulate their response, edit and deliver it when they’re ready.

The loss of empathy

Turkle interviewed many teachers who were concerned that school kids were not able to empathise with others, to properly understand how a text message or Facebook post might affect someone’s feelings. They spoke of a 'de-sensitising' effect on the kids. It’s all done at a distance; you don’t need to look people in the eye when you ‘unfriend’ them or say something unkind.

The need to be ‘on call’

Many of Turkle’s interviewees spoke of a sense of responsibility to their online network, a feeling of needing to be constantly ‘on call’, just in case someone wanted to contact them. In a sense these are conversations, but I share her concern that this need to be available leaves no time for quiet solitude, of simply being alone with one’s thoughts.

Conversations about what’s on your smartphone

Watch a group of young people around a table and invariably they’ll be sharing images and videos with each other and reacting to them. In other words, conversations are often about what’s on their smartphones. On the face of it that’s fairly innocuous – I’ve done it myself with my kids – but I wonder if there’s a danger that we’ll lose the ability to converse and tell stories when there’s a digital pre-recorded version to hand which saves us the bother.

The need to record and share

I recall hearing an interview with a man who organised hot air balloon trips over the Serengeti. He expressed sadness that his customers wanted to record the trip on a digital device instead of experiencing it through their natural senses. One has to question the motivation for recording and sharing such footage. Like a wedding, it’s understandable to want to record a special moment for posterity. But do we simply want to feel good about the likes and shares we get by posting it on social media? Is this the way we measure our self-worth?

Sourcing help

There was a fascinating passage in Turkle’s book about a couple of young women, quite close friends, who had an interesting interaction. One received an upsetting text from her boyfriend (a kind of ‘remote breakup’) and her friend tried to console her as they chatted over a drink. But within 5 minutes the injured party was texting her other friends (who were not present) and responding to their reactions, ignoring the friend who was physically next to her. I think it’s regrettable that she was prioritising her wider "consolation network" over the friend who was present and willing to provide her with face-to-face support. Perhaps when there are all those other people ‘out there’ we worry what we’re missing if we focus on one person.

I’m a huge fan of social media and the opportunity it affords us to voice our opinion and build influence. But I am worried that it’s squeezing out those precious moments when we breathe the same air and learn how to find a connection. 

An interpersonal skill is like a muscle – if we don’t keep using it there’s a danger it will shrivel up and become ineffective. Face-to-face conversations (like the ones recorded for Radio 4’s The Listening Project) are moments to be cherished. They help us develop critical skills like the ability to:

Empathise

Give feedback sensitively

Tell stories

Explain concepts

Read people

Improvise

Build relationships

Pause and reflect

I love this quote by actor Stephen Fry:

Conversation is the improvised jazz of the English language 

The beauty of a conversation is not knowing where it will go and having to improvise on the spot. Even actors who memorise a script will point out that acting is actually about reacting – not just to the words they hear but to micro expressions, tone, body language, energy, etc. Live, interpersonal conversations help us develop these skills; they’re immensely important in interviews, presentations and other influencing situations. They build confidence and help us navigate our way through life.

Let’s occasionally put down our smartphones, engage someone in dialogue and stay very much in the moment. It’s worth it.

Andrew Thorp is a coach, trainer and consultant in the field of business communication. He works with companies both large and small, through the School of Mojo and on bespoke projects. His mission is to help leaders become more confident and persuasive speakers and to humanise and 'storify' business communication.

Wednesday, 9 August 2017

Let others do. Leaders focus on who

I believe Aristotle (384 - 322 BC) got it absolutely right.

And yet the focus in most workplaces is on doing.

Do follows who.

All the time I witness employees asking managers what should they do? and managers telling them!

Let others do. Leaders focus on who.

When asked what should I do? The wise respond: What are your feelings and thoughts?

‘The way we do things around here’ has long been the catch cry to describe culture.

From 26 years working at the coalface my conclusion is that do is at best a third of the equation with who and why the far more powerful two thirds, because they dictate the doing. 

If you want your culture to get better, start with who.

You no doubt know about ‘Start With Why’. I love the philosophy too. It’s author Simon Sinek got it absolutely right when he said “People don't buy what you do; they buy why you do it.”

More on who and why here.

I think why comes from who which is why is I suggest start with who.

A modern day Aristotle Jim Cathcart captures this well:

Focus your leadership on inspiring and influencing your people to be the best version of themselves, that remarkable one-of-a-kind human being that each of us is. All do follows why and why follows who.

I keep the following chart visible to help keep myself focused. You may find it useful too.


Another action I take is visualising something about the character of the one-of-a-kind human being/s on the other end of the line/screen or sitting with me.

Who Before Do.

Who will you become? What will you do (no pun intended) next?

Be remarkable.
Ian

In my work with clients I always start bottom left of the process below.


Monday, 7 August 2017

The human insights missing from big data by Tricia Wang

We all need to pay attention to the key message of this TED talk. Nokia didn't and they paid a very heavy price.

If video doesn't load please go here.



Who will you become?

What will you do next?

Be remarkable.
Ian

Friday, 4 August 2017

Just in case you haven't yet ditched performance appraisals


The following is from my Changing What's Normal book published in June 2011. You can download a copy of the book with my compliments by scrolling down here.


Sparkenation 47.
Appraisals are dead;
just not buried yet


Normal

Whilst working in the United Kingdom in February 2008, I was surprised at the amount of media concerning performance appraisals. One article in particular, in the Sunday Times of 24th February, grabbed my attention with the sub headline reading “Managers need to be trained better in carrying out annual staff performance reviews …” The article went on to quote a recent survey by Investors in People which found that a third of employees think appraisals are a waste of time.

I have never been a fan of appraisals because I have rarely met an employee who enjoyed having one!

To leave a performance review for a year in the modern world is poor practice. Every 90 days is the norm for organisations which are changing what’s normal and where the key is the informal feedback exchange that occurs daily. This means that the formal review is about celebrating performance and agreeing on the performance plan for the next 90 days. 

In the past year, I have found that, because of the speed of change, a formal performance review every 30 days is also common. On the 8th of November 2010 I posed a question to my LinkedIn connections: “How often are employees you know having formal performance reviews?” More than 50% answered “annually”. Very few answered “quarterly” or better.

Changing what’s normal

One firm conclusion that I make after 20 years of helping my clients to develop and grow performance leadership and management systems that actually lead to performance improvement is that human beings do not want to be appraised; they want to be appreciated.

People also want to be held to account when their performance is less than it was planned that it would be.

To leave appreciation or being held to account for a year is an insult to humanity.

It is not training for managers in how to complete annual reviews that is needed. What is needed, and desperately in most quarters, is a complete rethink and redesign, and in some cases a complete relearning, about the essentials of effective performance leadership and management.

In my view, regardless of the system used, or the sophistication or otherwise of it, the essentials are:

✓ regular celebration of performance✓ personal and business performance plans that arealigned with the strategy and execution plan of the organisation
✓ daily appreciation of people
✓ holding people to account when appropriate or as the following technique illustrates helping people to hold themselves to account.

Possible actions:

All of us have aspirations, and the greatest way I know to achieve them is to have a performance plan created with performance partners which is aligned with something greater than ourselves, and for other people to appreciate us when we do well and to help us hold ourselves to account when we perform less than we desire.

The great leaders who are changing what’s normal, in my experience, are those who ask great questions. The poor leaders I witness are stuck in the status quo of giving answers.

I designed the ‘Double A Technique’ around asking great questions.

Effective use of the technique assumes employees buy into and own your strategy, particularly their piece of the execution plan, i.e. their personal and business performance plan.

The ‘Double A Technique’ can be downloaded in the vault that is a companion to the Changing What's Normal book which you can download by scrolling down here.

If you are an employee help your boss to ask great questions by asking them great questions yourself.

Do your work.

The Double A Technique

Ask: “How are things going?”
When you get a positive response:
Ask: “How does that make you feel?”
(be quiet and pay attention)
Then say, Great, Brilliant or whatever is appropriate.
Then ask: “Any other areas I can help you with?”
(be quiet and pay attention)

When you get a negative response
Ask: “What happened?” (be quiet and pay attention)
Then Ask: “What do you need to do to get back on track?”
(be quiet and pay attention)
Then Ask: “Is there anything I can do to help you?”
(be quiet and pay attention)
Finally, Ask: “Anything else?”
(be quiet and pay attention)

You can use this technique any time you meet informally with anyone with whom you have goal congruence and their permission to be their performance partner.

In the video below I demonstrate the use of The Double A Technique.



Here's a direct link to the video if it's not loading for you.

Many of the world's most well known and respected organisations have recently upgraded their performance review system. Here are a few examples:

Accenture

Adobe

Deloitte

General Electric

IBM

There is a very interesting time line in a Harvard Business Review article titled 'The Performance Management Revolution' which you can read here.

Part of the timeline above was the so-called 'War on Talent' which I totally disagree with. My thoughts are here.

Should you need any further convincing please read this short article by the folk at Impraise 'Annual Appraisals Are Dead: 5 Reasons Why.'

The present and future of performance reviews is covered in the following line from this article "Talk to your people. Don’t wait. Do it now, and never stop."

and then this HUMAN RESOURCES ISN’T ABOUT HUMANS by Karen Wickre.

Finally I love the following insight from Cynthia Maxwell in this article:

“This is not a performance evaluation. This is a performing evaluation. The question is: how I can get you more into your work, not get more work out of you?"

Is it your turn to upgrade how you review performance with your people and therefore improve well-being and performance?

Maybe it's time to review how you see people full stop!

Should you like some help please contact me on +61 418 807 898.

Be remarkable.
Ian

Wednesday, 2 August 2017

My number of true fans is 28. What's your number?

I've carefully read and contemplated Kevin Kelly's 1000 True Fans article many times. It has been a key to every evolution of my professional practice for the past 8 years.

You can read '1000 True Fans' yourself here.

My true fans number has lessened as I narrow my focus and seek to be highly valuable to just a small number of people.

Currently I'm on a journey to have 28 true fans. At the time of writing I have 6.

All leaders want to leave a legacy particularly while we're alive!

Focusing on true fans is one way I leave my legacy while helping my true fans to leave their legacy.

Here's how it works for me

I'm building an inner circle of 12 people to be members of an in person master-mind group meeting monthly. I also provide a 1:1 mentoring session for each person each month. Currently I have 6 members. I started with 5. We collaborated to make it work and have just begun to attract more members. I am leveraging the original 5 to attract the remaining 7.

Each person above has lifetime individual membership of my Appreciative Leader Online Community.

Recently I added team and organisation membership options to the community. I'm currently contacting people I've identified as candidates to take up the 10 team and 6 organisation memberships on offer.

So 12 in my master-mind group and 16 team and organisation members of the community = 28 true fans.

Of course having true fans doesn't mean ignoring everyone else. We never know whose legacy might be enhanced through connecting with our work.

I love Kevin's idea of concentric circles. In my case I have 3 circles. The outer 2 lead to the inner 1.

In my second outer circle are a number of people who have individual community membership who may be interested in team or organisation membership.

Currently I am offering community membership for a limited time to those who take up my 1 hour, 1 day or over 1 month special services as some are likely to become true fans.


Who will you become? What will you do next?

Be remarkable.
Ian

PS A key operating philosophy of my own in all aspects of my life is Who Before Do. I love Simon Sinek's Start With Why yet I actually believe it's Start With Who. More about this here.

As far as I can tell there is nothing — no product, no idea, no desire — without a fan base on the internet. Every thing made, or thought of, can interest at least one person in a million — it’s a low bar. Yet if even only one out of million people were interested, that’s potentially 7,000 people on the planet. That means that any 1-in-a-million appeal can find 1,000 true fans. The trick is to practically find those fans, or more accurately, to have them find you.

Now here’s the thing; the big corporations, the intermediates, the commercial producers, are all under-equipped and ill suited to connect with these thousand true fans.

Kevin Kelly



Apply for membership of The Appreciative Leader Community from here.