Archive for October, 2008

Blog Action Day: On Poverty–A story about homelessness

Wednesday, October 15th, 2008

The roots of homelessness are complex, and whatever the precise mathematical relationship between homelessness and poverty is, people who have money typically are not homeless.

With that, here’s a story.

Last January, my church took its turn as part of a coalition of churches that provide winter shelter to those in Harrisburg without homes of their own. Volunteers were solicited to work at the shelter, and on Sunday, January 20, I took a turn helping out. It was a bitterly cold night, one of the coldest of the winter. The folks, ninety percent men, began arriving in the church basement at 6pm. They took pallets to sleep on, ate a simple meal, and around 9pm began retiring. The basement was packed.

A few men huddled around a radio in one corner. I went to join them. The New York Giants were playing the Green Bay Packers for the right to go to the Super Bowl and face certain defeat against the unbeaten New England Patriots. I had begun following the Giants in 1969, when my dad took me to their training camp a few miles from our house.

It was even colder in Green Bay than it was in Harrisburg. Most of our crowd was rooting for the Giants. One guy kept predicting what would happen, then regardless of the outcome of the prediction, would say, “Just like I told you.”

Well, the game ended with an overtime interception of Brett Favre and winning field goal by the Giants. They were, improbably, headed to the big game. The predictor-guy said, “Just like I told you. They were gonna win. And you know what? They are going to win against the Patriots.”

Then we all went to bed. At 5am people started to get up for work. I got two guys’ lunches out of the locked fridge. We made coffee and set out pastries. By 7:30 everyone had left. We straightened up, then went back to our own lives.

The predictor-guy was right, after all. The Giants won the Super Bowl. And even though it’s been many months since that night in the church basement, my mind returns there from time to time, and I wonder where those folks are right now, if they’re healthy, if perhaps they have a roof over their heads.

NOMO Concert: a plan too complex to succeed

Wednesday, October 15th, 2008

From The Mistake Bank:

(click on comic to enlarge)

See the original on Bitstrips here.

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Is there redeeming value in online ranting?

Tuesday, October 14th, 2008

I don’t visit the online reader forums of my local paper, The Patriot-News, that often. But when I do, I’m always shocked, sometimes appalled, and occasionally depressed by the venom and anger that reside there.

Recently, a flood of comments accompanied the news that Anita Smith, the CEO of local insurer Capital Blue Cross for the last several years, and the star of its TV ad campaign, had resigned. A brief sample of the comments that readers posted (you can read the entire list at the link above):


I’ve always heard she’s a complete and total witch who would step on her own mother’s back to get what she wants!

I’m not sure how she got the job in the first place with a Bachelor’s Degree from St. Joe’s??????????
I really couldn’t believe it when I discovered that fact! UNREAL

Thank goodness we won’t be subjected to those awful commercials of hers anymore!! I had to mute the TV and look away every time I saw her smug mug dancing around on my TV. Seeing them in HD made it even more difficult to suppress the gag reflex.

It’s about time she got canned. She should have never had the job in the first place…. and sure they could have picked a worse picture of her. There are some out there..really bad ones.. from before she spent lots of premium payers dollars getting herself a complete makeover.

Now, if only Mary Sammons would follow suit, maybe Rite Aid could get out of the toilet.

It’s difficult to find redeeming value in this name-calling, envy, schadenfreude and misogyny. My first reaction was to ask, “Can’t we be a bit more civilized? Can’t the editors do something to elevate the dialogue?” But as I’ve thought more about it, I think we should leave the forums just as they are.

While forum entries are frequently presumptions, value judgments or downright fabrications, even the most objectionable ones are essentially true.

What I mean is this: they are true to the teller. The writer of a forum item believes what he or she is writing, believes it enough to sit down at a computer and type it and hit “enter.” Given that, of what use is censorship? Removing the item or preventing its telling in the first place will not change the opinion of those who would write about it in the first place. There are themes, moreover, within the comments, that are important to appreciate: that there is great anger at people who lead our companies, that many don’t accept women in executive roles, that people are hurting in general.

In other words, the forum entries show us the world as it is, as opposed to the world as we would wish it to be.

And, even among the vitriol and hate displayed in the forum, legitimate questions were raised, such as: how much did Capital Blue Cross spend in advertising, and how much should a non-profit insurer spend for image advertising? Those questions spawned off some interesting reporting in the Patriot-News.

These posts must have been painful for Anita Smith and her family and friends, if they paid any attention to them (hopefully they ignored them). But that’s the price of prominence: you will be treated unfairly by people who don’t know you at all. When people feel threatened, uncertain, or at risk (like now), they will lash out at those who caused (or who’ve sidestepped) their difficulties.

And I’d rather know what people are really thinking than be able to pretend that we as a society have grown past those thoughts, even if they’re unpleasant.

(Disclosure: this blog is available as part of the Patriot-News’ pennlive.com)

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Giving myself the "Getting Things Done" treatment

Monday, October 13th, 2008

I knew I had to improve my organizing skills early in the summer when I missed two scheduled conference calls in the period of a month. In the moment, I blamed the meeting organizers, who had not attached reminders to the meeting requests, so my Blackberry didn’t buzz 15 minutes in advance. After reflection, I realized it wasn’t the responsibility of the meeting organizers to account for my time-management peculiarities. I also realized that making a habit of missing conference calls I had committed to attend was bad business.

Around the same time, I listened to a podcast interviewing David Allen, author of Getting Things Done. I liked what he had to say, and a few mouse clicks later I had ordered his book, determined to give myself the GTD treatment.

It wasn’t painless, and it took quite a while, but I’ve been more or less successful at organizing my work and home commitments. I feel like I’m getting more done, and the stress level has decreased because I have all my commitments (work & personal) documented in the same list, and I review that list regularly (though the review could be more regular and more thorough).

First, a look at Allen’s key prescriptions:

  1. Collecting all items that need to be looked at in your inbox
  2. Emptying the inbox frequently
  3. Deciding what to do with an inbox item immediately (acting on it if it can be done in 2 minutes or less, disposing of it if no action required, scheduling action or adding to task list otherwise)–i.e., no returning items to the inbox!
  4. Filing inbox items where they can be easily retrieved
  5. Organizing task lists by context (computer, phone call, errand, on-line, reading, waiting-for)
  6. Reviewing your calendar and task lists regularly

There’s a lot more, obviously, that you can find in the book, but those are the highlights.

In my experience implementing GTD, here’s what I found:

  • Collecting all my stuff and processing it took a long time–upwards of two weeks. I had to-do’s written on note cards in my bedroom, written on my white board, in notebooks, on existing task lists, and in the inbox already. I had piles of unread books in several places, and articles I wanted to read scattered in my computer directories. At the end, the collection pile measured more than one foot high in my inbox and another three feet or so on the floor beside it.

  • Filing was easier than I thought. Allen recommends one alphabetically-arranged filing cabinet, rather than files organized by some subject (like home, work, finance, etc.). This works for me, although I keep my finance files in a separate accordion file. All the others are in one cabinet.
  • I ended up with a large task list (probably 75-80 items), and it hasn’t gone down much if at all. Some people find such a large list intimidating (God, what a lot I have to do!). For me, it was a relief to know that I had everything on paper, and didn’t need to carry it in my head–a key benefit that Allen cites for his system.
  • Personal organizer systems don’t deal with the Allen approach very well. I tried both the Macintosh iCal system, which didn’t allow for even a first-level categorization, and Microsoft Entourage. Entourage allowed two levels of categorization with manageable sorting problems, but couldn’t handle three at all… and I wanted three for my list. I was able to work around the problems, but it would be nice to have an automated application that could sync with a mobile device and handle the entire GTD system.
  • Like many people, I don’t review the lists enough. I schedule a brief review every day, and a more comprehensive review on Friday. I usually get through the every-day review, but the Friday review is frequently no more substantial than the dailies. I need to work on that.

Like any major change in habits, GTD takes a lot of commitment, time and persistence. For me, at least, it was worth it. I feel more in control of my life and prepared to take on more work than I was a few months ago.

Would anyone out there like to comment on their GTD experiences?

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From The Mistake Bank: Surprised by a large customer defection

Thursday, October 9th, 2008

From The Mistake Bank:

The following story is excerpted from “The Knack: How Street-Smart Entrepreneurs Learn To Handle Whatever Comes Up,” by Norm Brodsky and Bo Burlingham. This is a terrific book with great storytelling throughout. Brodsky uses so many examples from his storage company, CitiStorage, that by the end of the book you feel like you know that industry. To learn more about the book, visit the web site. I highly recommend it.

I still remember the moment, many years ago, when I found out we’d lost one of our biggest customers…. One of my salesmen called me in my car and told me we’d just received a fax from the customer, a major law firm, announcing its intention to move its boxes out of our facility when the contract expired three months later.

Now you have to understand that, in this business, moving your boxes is a big deal…. So it’s a real loud message when a customer leaves, and this one came completely out of the blue. I was stunned. “What are you talking about?” I said. “Man, how could we lose this account? What happened?”

The salesman didn’t have an answer, and we couldn’t get one from the customer. The people in charge at the law firm wouldn’t see us or talk to us on the telephone. Our urgent messages brought perfunctory replies: “The decision has been made, and it is final.”

Obviously, we had screwed up. The guy who had closed the account had left us five years before, and we hadn’t stayed as close to the customer as we should have been. A week or so after receiving the fax, I came up with a proposal that finally got us a meeting with the firm’s managing partner—to no avail. The situation was too far gone. We could offer good financial terms, but we couldn’t fix problems that had been festering for years. Our competitor matched the terms and got the account.

So I called my managers and salespeople together and said, “What did we learn from this? What do we have to do differently in the future?” The real lesson, I knew, was not that we had made mistakes. You always make mistakes. We failed because we’d waited too long to find out about them. We decided that, from then on, we’d go to each customer eighteen months before the end of the contract and offer to negotiate a new one. If the customer hesitated, we’d know right away that we had a problem—while there was still time to fix it.

As soon as we began implementing the new policy, we made a very important discovery. We had unhappy customers and didn’t know it. One customer was upset about our system for providing information; we fixed it. Another customer felt it deserved a lower rate because its volume had increased dramatically; the customer was right, and we made amends. A third customer didn’t like a particular aspect of our inventory system; we changed it. A fourth customer was miffed that we hadn’t been sending regular monthly reports; we started sending them.

So, in four months with the new policy, we made four improvements, pleased four customers, and locked up four accounts, and all these benefits came from one failure. In the long run, that failure proved to be one of the best things that ever happened to the company.

(c) 2008 Norm Brodsky and Bo Burlingham. Used by permission

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Shop Talk Podcast #15 – Scilla Andreen on the changing indie film business

Wednesday, October 8th, 2008

The latest podcast features a discussion with Scilla Andreen, co-founder and CEO of Indieflix, about the current state and future prospects of the independent film business.

Here’s Scilla’s official bio:

Scilla Andreen (Filmmaker, CEO & Co-Founder IndieFlix) producer, director and Emmy nominated costume designer Scilla has deep roots in the entertainment industry and is a popular speaker and tireless champion of independent film. Scilla along with producing partner Carlo Scandiuzzi created IndieFlix, an independent film distribution and discovery site founded on the principles of community, promotion, syndication and transparency. They also created indie-fest.com and are launching the Filmmaker First Initiative. IndieFlix believes Independent films can and will be profitable. You can find IndieFlix on the web at http://www.indieflix.com.

It was a great chat. You can download it here.

Highlights:

(00:50) About the US indie market

(02:20) Options to get indie films to their audiences

(06:20) Where does a filmmaker’s advance go?

(09:13) What Indieflix does

(12:03) The many ways people access films and videos today

(13:00) About the “Bridge to Everywhere”

(15:35) What is a “hit” film for Indieflix?

(19:08) Promoting the filmmaker and the story behind the film

(19:33) Making meaningful recommendations for films members might like

(21:06) “If your film is worth stealing, it must be worth something”

(22:39) Looking ahead: the future of filmmaking and film distribution

(Theme music: “Nova” by Nomo, from its album Ghost Rock)

Scilla mentioned the challenge that exists for filmmakers to get clearances to use the music they choose for the film. Today’s Wall Street Journal had an interesting article about this very subject: the settlement of a lawsuit between Yoko Ono and a documentary filmmaker over the use of 15 seconds of “Imagine.”

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In search of Postal Buddy – the power of the negative story

Tuesday, October 7th, 2008

Once at EDS, way back when, I worked on a really big proposal. It was one of those that got you to Hawaii if you were successful, and we were, and so I spent a memorable week in Maui.

When we were working on the proposal, my boss would tell us, “Be careful. We don’t want this to end up like Postal Buddy.” He said it over and over again, though I had to admit I didn’t really know what Postal Buddy was. It apparently was a deal in which EDS had taken on a bunch of risk that ended up badly. That much I knew.

Postal Buddy stuck in my brain all these years. Finally, in an effort to satisfy my curiosity, I called my old boss a few months ago. My goal was to get him to tell me the Postal Buddy story once and for all. “Oh, yeah,” he said when I called him. “Postal Buddy….hmm… I remember the name but can’t remember the story at all.”

I was dumbfounded. Postal Buddy had become a fossil, the name the only remnant of the full experience (which, for people dealing with its aftermath, must have been excruciating). But it still retained its potency.

Many times since I heard the story, even though I don’t know a single detail, when confronted with a risky scenario, I would think to myself, “Don’t do a Postal Buddy here,” and I would take a second, or third, look before making a decision.

So, the lesson: a story, even shorn of all its ornamentation, only a title and a memory, still carries emotion and resonance.

Postscript: I used a tool with better recall than me or my old boss, Google, to research Postal Buddy. There’s nothing about the EDS experience, but you can find the overall story here (go to page 3).

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"Blocking and tackling"–the mother of all sports metaphors

Monday, October 6th, 2008
From Merriam-Webster’s Collegiate Dictionary:

block verb1e: to interfere usually legitimately with (as an opponent) in various games or sports

tackle verb – 2 a: to seize, take hold of, or grapple with especially with the intention of stopping or subduing b: to seize and throw down or stop (an opposing player with the ball) in football.

Long-time readers of this blog will recognize my affinity with sports analogies and metaphors. So, recently, during the summer lull, I embarked upon a non-scientific study of the frequency of certain sports metaphors in business writing. And one popped up far more often than any other: “blocking and tackling.”

For those unacquainted with American football, blocking and tackling are two of the most basic skills of the game–necessary (but not sufficient) ingredients for winning. Teams that can’t block or tackle are doomed. For executives, blocking and tackling represent work that’s not glamorous but is important.

Here are some examples:

WSJ.com Marketbeat What’ll it take to fix Yahoo isn’t a mystery, and isn’t a magic bullet, Henry Blodget writes at Silicon Alley Insider. “It’s just blocking and tackling. And it will take time.”

Innosight blog Burberry has spent more than $100 million to improve its ability to ensure that the right products get to the right stores at the right time. These challenges of course require a fair amount of blocking and tackling, but there’s also ample room for fresh, innovative thinking.

NeuStar Q2 2008 Earnings conference call (COO Lisa Hook speaking): However, I asked to be on this call as a six month check-in, to assure that I am focused on delivering the basic, blocking and tackling necessary to meet our targets for growth and profitability.

This phrase was a recurring theme in executives’ earnings calls (here, here and here, for example). Of course, given the recent news in the financial markets, perhaps there was better blocking and tackling they could have done.

Other metaphors I looked for that were much rarer: “home run,” “unforced error” (which was popular in political writing), “icing the puck,” “letting off the hook.”

Did I miss any? What favorite sports metaphors do you have?

Related post:
Welcome to Sports Analogy week

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Why doesn’t the New York Times take advantage of the web’s most basic feature?

Friday, October 3rd, 2008

I read the New York Times website regularly. But I have one significant complaint. Articles on the website do not hyperlink to anything outside the Times archive. As such, the articles don’t have the value and impact they could.

Here’s an example. In today’s Times, I read this article about the McCain campaign. I was intrigued by the following paragraph:

He has been searching for a message and a way to make a case against Mr. Obama, and often publicly venting his frustration at the way the campaign is going, as he did this week in a contentious meeting with the editorial board of The Des Moines Register.

A contentious meeting with the Des Moines Register? I was intrigued. Where was my link to more information? There was none. To find out about it, I needed to do a Google search to find this explanation (with lots of external links, by the way).

This may sound like a trivial complaint, but hyperlinking within a document to other sources is one of the primary features of Tim Berners-Lee’s design for the web (described at length in his great book Weaving the Web). And it’s one of the main reasons a web site is richer and more vibrant than a newspaper or a book.

So why doesn’t the Times use it? Out of a misguided notion that a web site needs to keep people inside by constantly referring to itself. Every web site does that to an extent (this one does, as well), but internal references need to be leavened with numerous external links… especially when there’s not an internal elaboration available (as was the case with the Des Moines Register reference).

Even if you’re the Times.

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Why company story-listening is democratic

Wednesday, October 1st, 2008

I’m beginning to spend a lot of time listening to stories within companies, and between companies and their customers. Listening to and understanding these stories can help companies adapt to changing markets and competitors, and help their employees work together better.

It’s democratic, too. What does that mean? you may be wondering. Traci Fenton, head of WorldBlu and the leader of the corporate-democracy movement, asked me the same question a few months ago. I was trying to explain to her the connection between my work helping companies gather and act on stories and her work promoting the creation of democratic processes and institutions within companies.

To me, it makes all the sense in the world.

To be a participant in a democratic venture, you need to be informed. Lots of information, from different viewpoints, even if it can be contradictory or confusing, is essential to you doing your job, which is to participate in your own governance and direction.

You must also have a voice. Sometimes that voice is a statement at the voting booth. Other times, it is the ability to stand up at the borough council meeting and tell the council they need to approve the school-building project once and for all.

Gathering stories from employees and customers gives them a voice. Sharing them throughout the company provides critical information for employees to act on. Training folks to make sense out of them can root out complacency and provide a platform for action.

If you’re a corporate leader who wants your company to be democratic, you better institutionalize the gathering and sharing of stories. From the inside and the outside.

[If you're interested in corporate democracy, you should consider attending WorldBlu Live this month in New York.]

Related Posts:
A Sense of Urgency
Corporate Change Series
Competitive Advantage: Customer-facing Employees

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