2016年8月26日 星期五

Seth's Blog : Compared to...

Compared to...
Without a doubt, there's someone taller than you, faster than you, cuter than you.
We don't have to look very far to find someone who is better paid, more respected and getting more than his fair share of credit.
And social media: Of course there are people with more followers, more likes and more of just about anything you'd like to measure.
So what?
What is the comparison for?
Is your job to be the most at a thing? Perhaps if you play baseball, the goal is to have the highest on-base percentage. But it's probably more likely that you should focus on the entire team winning the game.
Just because a thing can be noticed, or compared, or fretted over doesn't mean it's important, or even relevant.
Better, I think, to decide what's important, what needs to change, what's worth accomplishing. And then ignore all comparisons that don't relate. The most important comparison, in fact, is comparing your work to what you're capable of.
Sure, compare. But compare the things that matter to the journey you're on. The rest is noise.

Seth's Blog : A fly on the wall

A fly on the wall
It's easier than ever to listen in, to hear what your customers say about you, to read what your friends are posting, to eavesdrop. Keep surveying your employees, tap their phone lines, hang out in a stall in the break room...
If you try hard enough, you can hear what people are saying about you behind your back.
The thing about the fly on the wall, though, is at the end of the day, he spends a lot of time eating dung.
What people say isn't always what they mean. It's more productive to watch what they do.

Seth's Blog : For less than it's worth

For less than it's worth
The only things we spend time and money on are things that we believe are worth more than they cost.
The key words of this obvious sentence are often miscalculated:
Believe, worth and cost.
Believe as in the story we tell ourselves. Believe as in the eye of the beholder. Believe as in emotion.
Worth as in what we'll trade. Worth as in our perception of its worth right now, not later. Worth as in how we remember this decision tomorrow or next year.
and Cost, as in our expectation of how much it will hurt to get it, not merely the price tag.
If people aren't buying your product, it's not because the price is too high. It's because we don't believe you enough, don't love it enough, don't care enough.

Seth's Blog : The 2% who misunderstand you

The 2% who misunderstand you
Sometimes, it's essential that you be completely understood. That every passenger knows where the emergency exit is, or that every employee knows how it is we do things around here.
But most of the time, if 2% of your audience doesn't get the joke, doesn't learn what you seek to teach them, doesn't understand the essence of your argument, it's not the problem you think it is.
Sure, the 2% who are underinformed can write reviews, tweet indignantly and speak up. You know what? It doesn't matter that much.
If you insist on telling everyone on the airplane precisely how to buckle their seatbelt (!), then yes, of course you're going to not only waste the time of virtually everyone, but you're going to train them not to listen to the rest of what you have to say.
If you insist on getting every single person in the room to understand every nuance of your presentation, you've just signed up to bore and alienate the very people you needed most.
When you find yourself overwriting, embracing redundancy and overwhelming people with fine print, you're probably protecting yourself against the 2%, at the expense of everyone else. (And yes, it might be 10% or even 90%.... that's okay).
When we hold back and dumb down, we are hurting the people who need to hear from us, often in a vain attempt to satisfy a few people who might never choose to actually listen.
It's quite okay to say, "it's not for you."

Seth's Blog : "Because it has always been this way"

"Because it has always been this way"
That's a pretty bad answer to a series of common questions.
Why is the format of the board meeting like this? Why do we always structure our annual conference like this? Why is this our policy? Why do we let him decide these issues? Why is this the price?
The real answer is, "Because if someone changes it, that someone will be responsible for what happens."
Are you okay with that being the reason things are the way they are?

Seth's Blog : #WeAreAllWeird (3 contest updates)

#WeAreAllWeird (3 contest updates)
1. You can win four books, signed by the authors, with a tweet. Rules are here. Tell us why you are not part of the lockstep masses.
2. I recently blogged about long odds (one in a quadrillion) and how hard it is to predict the future. It turns out that of the 897 people who entered my presidential bracket game, there’s only ONE contender left. Even though only two candidates have dropped out, there's already more than a 99% failure rate in predicting this future. And I think the prize is safe, because the only remaining contender has picked Christie and Bush as the next two to go.
3. Within 24 hours of recent events virtually determining the first question I surveyed, we also have an answer to the second one. Today’s the day my blog hit 500k followers on Twitter. As you can see, the crowd was off a bit on this as well. I’ve emailed the seven top entries to send them a prize.
Thanks for giving it a whirl.

Seth's Blog : Dreams and fears

Dreams and fears
Sooner or later, important action taken comes down to this.
Fear: Of being ashamed, feeling stupid, being rejected, being left out, getting hurt, being embarrased, left alone, dying.
Dreams: Of being seen, being needed, becoming independent, relieving anxiety, becoming powerful, making someone proud, fitting in, seen as special, mattering, taken care of, loved.
Marketers put many layers atop these basic needs (horsepower, processor speed, features, pricing, testimonials, guarantees, and more) but it all comes down to dreams and fears.