BusinessQuests - tailored advice and facilitation for business progress

Play to work, work to play

As simple (and as complex) as 1-2-3

Recently I had the great pleasure to present at a "Friday Session" organized by Cleverwood. The format is great because it's time boxed to 1.5 to 2 hours during which people who know something that could be useful to the others run the session. Usually the topics are focused on the Internet, social media, mobile technologies...etc However, because the challenge of dealing with people is a great one, I'm trying to contribute content that comes from my interest in NLP and coaching.

For many people, dealing with people is one of the most challenging things in professional life. For consultants, dealing with people is critical to the success of their projects. That's why I focused my Friday Session on two key concepts that can be used in a variety of contexts: personal relationships, sales, business development, negotiation...etc. These two concepts are:

1. the tao of engagement, which is based on the idea that if you want to achieve lasting results with a customer or as part of a project team, you must nurture relationship with people while striving to achieve challenging goals. That's easier said than done and it's easy to become either an inefficient socialized or a competent jerk  
2. the perceptual positions which are the different points of view that often emerge in work contexts. Becoming aware of the different positions that exist and starting to consciously process information from three angles is perhaps the single most valuable asset to be able to handle situations that may become "stuck" or enter never-ending loops in terms of patterns of relationship. The purpose of the tool is to deal with situations of conflict, disagreement, negotiation, sales and people management.

 
The way to use this is simple, but you have to accept the principle of immersing yourself in each of the roles without any attachment whatsoever for your "Me" position:

1. start by describing the situation you'd like to deconstruct, understand and improve. Descriptions should be with as many details as you possibly can;
2. define three distinct spots in the room and allocate them to you for the "Me" position, to your alter ego for the "Other" position and to a neutral "Observer". Using different spots is really important because of anchoring, i.e. the unconscious connexion we make between things that happen in the physical space and concepts, ideas, emotions...etc Thus we want to maximise our ability to really play the role of the "Other" without "contaminating" it with elements, judgment, rejection or confusion between thoughts, feelings of "Me" and thoughts, feelings of the "Other"
3. firstly sit at the "1" (or "Me") position and examine the scene; identify clearly how the person sitting in that position thinks and feels, what she says or does during the scene that is being player;
4. then "leave" your Self at position 1 and explore position 2 as though you were the "Other": what does he think, feel, say and do? What values are involved in the scene (as far as you can tell with the info you have, which is incomplete, but enough to start working;
5. having expressed what 1 and 2 think, feel, say and do, you must now go and observe the scene from a neutral position of the "Observer", position 3. The Observer is full of curiosity, openness, positive intentions and has no judgment whatsoever. From that position you can assess the quality of the exchange between 1 and 2, identify good aspects as well as areas that can be improved. Then from position 3 you suggest behavioral changes for position 1 and replay the amended scene to examine what changes have occurred to the way 1 and 2 think, feel, say and do.

This can be used to understand conflict, develop negotiating positions, work on a sales pitch...etc It's a great way to explore the "Other" position and understand the way the whole system made of "Me" and "Other" actually works.

So, overall it's "as simple as 1-2-3" and no, business cannot be about me, myself and I.

The Tao of Engagement

Perceptual positions

Robot that balances on a ball could become big

This is an example of something that is going on in a lab right now and has the potential to become a really big product. It can become:

• a robot to help professional movers transport stuff
• a robotic domestic helper for everyday tasks and for moving heavy things around
• a robot for space exploration
• a robotic waiter for serving drinks in bars and restaurants
• a game for kids
• ...

I don't know anything about marketability, cost of production and the limitations of the technology, but this can become (very) big.

From concept to prototype in a weekend: CrowdPhoto.net

CrowdPhoto.net emerged in my market watch as an interesting initiative, not only because it exemplifies the potential of crowdsourcing, but also because it was built in a weekend using Amazon Web Services (AWS).

CrowdPhoto is a bit like an Aardvark service for pictures: people request a specific picture like "A pink penguinin North Pole" and specify how much they're willing to spend to get their hands on the picture; other people can submit materials in response to the request and get paid for the picture(s) they provided. I'm not too clear whether there is a reward sharing or other mechanism in case many people provide content on the same request, but that's the concept in substance. The prototype is remarkable in a few ways:

1. it was deployed in just a weekend
2. the minimal set of features is present and usable by the perennial idiot without anything getting broken... in a visible way at least
3. technical aspects were addressed in conjunction with marcoms aspects since the prototype has its logo, tag line, clear statement of what it's all about and, yes, it's Twitter account @crowdphoto

Crowdphoto makes me think of the world described by David Brin in his book Earth, where privacy gets overtaken by low-cost mass-adopted high-tech surveillance, communications and database tools that people carry around propelling the planet into an era of complete social transparency. Each person who freely contributes content on the web has a level of authority relative to the topics they are covering and is therefore more or less influential. 

Whether it's going to fly or not as an economically profitable operation is quite another story and to a large extent not a very relevant one. The sheer fact that people have the capability to go from concept to deployed prototype in just a weekend thanks to infrastructure as a service is truly amazing and has far-reaching implications for entire categories of businesses that can now be tested fast and in a flexible way. I just wonder what was the sum total of effort and money invested in preparing the weekend and in building the prototype.

Dropbox startup lessons learned

The presentation in this video is a really interesting account of how Dropbox grew to become an awesome product for millions of people around the globe. It's very good inspiration.

Watch live video from Startup Lessons Learned on Justin.tv

Snippets of vision by social media "influencers"

An interesting collection of 140-character long snippets of vision and opinions on future trends in online and interactive marketing. Not sure all of this stuff makes sense, nor that what the authors mean is always clear, but it's good food for thought.

TrendsSpotting's 2010 Social Media Influencers - Trend Predictions in 140 Characters

View more documents from Taly Weiss.

Seven predictions inspired by Art

The trailer of a new documentary on Art called "Lives of Artists" published by excellent and Restless Contagious Magazine provides an inspiration to share some thoughts about the importance of art for business and also to make a few predictions for 2010 and beyond, indulging the game of futurology as it sometimes occurs. Those predictions were shaped by the excellent content shared by the people I follow on Twitter and elsewhere; so I'm grateful to all of them for what they share and teach. Of course these are my predictions and therefore I'm solely responsible for any issues of rigor and overall quality.

<

"Lives of Artists" is supported by Coca-Cola and makes the case that Art should be disruptive, aggressive, intelligent, attract attention and push us out of our zone of comfort. The core message finds me in complete agreement, if only because no innovation and no evolution can happen unless we are projected into a different space from the one we are accustomed to. Being projected into the space of difference, change, imagination, dream, daydreaming, vision, possibility and openness is something that can happen either through internal forces of each one's psyche or through external factor and sometimes there are exceptional disciplines that create a link between inner and outer space. Most of the disciplines involved in Art are like that. It's an invitation to think, dream, dare, be-Start-Treky (blodly go where no one else has gone before), imagine, transcend current state, nudge yourself and others out of the comfort zone, flow, freeze, grow, disrupt... BE!

On a much more prosaic and practical level, the movie is supported by Coke and I think it shows the importance of content in capturing human attention and creating brand awareness and goodwill. It's among those signs that make me feel like indulging in the game of predictions:

1. SEO will die on its feet because it's less and less relevant as content is increasingly structured and characterized during its production and publication to be easy for search engines to find and as search engines becomes increasingly smarter providing meaning on top of mere search, a trend stated in Fred Destin's remarkable post on investment and innovation trends 
2. the pendulum will swing back and content will once again be considered important and worth paying for. No longer will we hear so much excessive language about the commoditization of content and the age of abundance, even though access to and distribution of content have indeed dramatically changed 
3. user experience whether in the form of ergonomics or experience of service or immersive events (like Cirque du Soleil) will be paramount to actually attract attention in a commercially useful way
4. advertising will disappear as a result of consumers developing resistance to mere "exposure" and "opportunity to see". Instead it will undergo a profound mutation to become a service to the desired audience...
5. ... which means that the campaign logic must go away and budgets devoted to "time bound" initiative will have to be used differently on "contiuous / uniniterrupted activities" involving communities, tribes, high quality content, permanent education, true compassion for the customer...
6. ... and that actually means that the relationship between media, advertisers, marketers, agencies and "operations enablers" (e.g. logistics companies) is going to be profoundly transformed once again in a veyr radical way that will recast completely e-commerce in the medium term
7. business organization will evolve towards networks of businesses and ecosystems for which we are absolutely not prepared in terms of leagl frameworks, contractual relationships, labor relations, work tools, practices, methods and day to day organization. Actually I think that's the angle through which much of "enterprise 2.0" is likely to emerge

That's it for predictions and vision today. It's not a round number like 5, 10 or 20, that headlines are so fond of, but, hey it's a prime number :)

Bosses, leaders & builders or Gandhi's return

 In my various projects with customers of such varied industries as music distribution, microelectronics, online and interactive marketing, new media, satellite radio, timber trading and banking, I've had many opportunities to discuss issues facing those organisations that required some form of transition to a next level of maturity. Whether that was for migrating to a completely new software platform, for changing established practices in marketing teams, for reworking the business model or for (re)inventing the product roadmap, we always ended up discussing people and leadership.

These are two fields in which one can hardly do a good job without having a very clear position and mine has always been that people should be treated as responsible adults and that leadership is just not about gorilla chest thumping or "alpha" dominance as is perhaps too widely believed. To me Gandhi has been much more of a leader than a cowboy president I will not name since he's now in the closets of History. That's because "one ounce of practice is worth more than tons of preaching", which also means that consistency between what someone thinks, says and does becomes an ever more important element of leadership. As do concepts that have historically been considered as disjoint or even at odds with what a leader should be: mindfullness, compassion and hope. It's what Richard Boyatzis and Annie McKee call Resonant Leadership. Today I came across The Builders' Manifesto (via AgileMinds), a great piece on the next level of leadership, which finds me in complete agreement. Quick quote of something I particularly liked, but you should really read the full article:

The boss depends upon authority; the leader on good will. The Builder depends on good.

The boss inspires fear; the leader inspires enthusiasm. The Builder is inspired — by changing the world.

The boss says "I"; the leader says "we". The Builder says "all" — people, communities, and society.

The boss assigns the task, the leader sets the pace. The Builder sees the outcome.

The boss says, "Get there on time;" the leader gets there ahead of time. The Builder makes sure "getting there" matters.

[...]

The boss knows how; the leader shows how. The Builder shows why.

The boss makes work a drudgery; the leader makes work a game. The Builder organizes love, not work.

The boss says, "Go;" the leader says, "Let's go." The Builder says: "come."

This is excellent stuff.

Is this the future of the magazine

When you've been watching the media space for the past few years you know the extraordinary challenges it is facing with its fundamentals, a business model that is broken, audiences that are fragmented, content that still costs a lot to produce even though its revenue generating ability has gone down the drain... Innovation is sought. Technology must be made an ally. Business will undergo massive transformation. This is definitely not about new media versus old media, but about a totally new media landscape opening opportunities to interact with audiences in novel manners and to activate multiple media formats no matter whether your initial expertise is in print, radio, television or the Internet. In that respect, Bonnier's recent roll out of a tablet that delivers the magazine to the audience is a most interesting innovation to watch. And I'm amazed with the buzz around it too.

Mag+ from Bonnier on Vimeo.

Planet Google?

Just read a piece about where Google might be in ten years and considering the success of Gmail between 2004 and now, the author might just be right even though his forecasts may seem wild at times (e.g. Android prevailing in the mobile OS wars). That gives me an opportunity to comment and discuss a bit further Google's amazing ability to execute beautifully a bold strategy of massive innovation to deliver on an audacious vision to organize the world's information.

Types of Twitter users show diversity of purpose

In a recent post published on American Express' Open community, where you need to be registered as Amex customer to leave a comment (so much for"open"...), Guy Kawasaki identifies six types of Twitter users, which feel right if you've been on Twitter long enough and followed / unfollowed many people in an attempt to make the experience relevant to you.

Kawasaki's six types are:

1. Newbie
2. Brands
3. Smore
4. Mavens
5. Mensch

Go to his post for explanations.

To me the distinction between the Smore (the social media whore... you've got to love this new word) and the Brand is not that clear in Kawasaki's definition and I don't see two profiles that are in fact part of the Twitter ecosystem:

• Hoarders, users who use Twitter primarily to monitor, capture information to gain insight. They're are a bit like Maven's but they don't necessarily seek to be recognized as experts or to be retweeted
• Quants, non-users who have developed applications that are useful or fun to users (e.g. URL shorteners, usr grading, Tweet analytics or tags of keywords) and which can be used to gain a fine principally quantitative understanding of the Twitter landscape.

Does that make sense?

Tim Berners-Lee calls for the next leap: raw data

Through a recent post of one of my contacts, I got to view for a second time a presentation Tim Berners-Lee gave at TED for the 20 years of the web. What had not struck me the first time I saw the presentation is the claim Berners-Lee makes that everything we have today of the web resulted from the idea of hyperlink / hypertext. A big bang of sorts. 

It's almost a stereotype of the kind of claims brilliant conceptual types do, because they're so focused on discovery, innovation in its rawest form, beginnings and not necessarily finished forms... which is also one of the reasons why Tim Berners-Lee was not the many economic beneficiary of the discovery. Can you imagine the turn of events had he decided to patent the hyperlink idea and ask for a trillionth of a Euro for each hyperlink created? One of the reasons why I'm not a fan of extreme patenting and rigid copyright.

In this presentation Tim Berners-Lee calls from a new leap, which he thinks is as important as the hyperlink: open availability of raw data. Can you imagine what that means if he's right? I'm ready to bet he is and I'm ready to bet it's a matter that's far more important than data: it's a matter of civilization and a defining factor for civil liberties. 

His presentation  mentions several examples and he mentions the excellent work of Professor Hans Rosling that I covered in December 2006 in this post (here are the notes of Rossling's talk back then).

The science of motivation

Daniel Pink makes once again a great case for non-conventional thinking on the topic of the drivers of motivation. He debunks a number of assumptions that most of us take for granted just because we grew up in a world driven by the fallacy of rationality of economic agents, "carrot and stick" or "reward - punishment" paradigm. Pink shows how reward schemes actually force people to narrow their thinking down to obvious paths and therefore are mostly counter productive when it comes to really challenging situations, which is where rewards would be completely justified...

Perhaps an additional proof, if there was need for one, that money does not buy motivation, talent and ability to apply knowledge. There has to be something else. Something the builders of cathedrals in Europe knew centuries back when they were not only looking for capable craftsmen, but also looking for craftsmen that had a personal win in the success of the project to build a cathedral. And in a way Pink rediscovers and refines that by identifying three key aspects to motivation:

1. autonomy
2. mastery
3. purpose

Those who've been involved in neurolinguistic programming might say that these are key values and beliefs for reaching excellence of impeccability because they define aspects of the transpersonal level in Bateson's logical levels and they drive acquisition of skills (strategies), ways of doing (skills + behaviors) and ways of being (attitude, intention). There are some excellent examples here amongst which why Encarta lost to Wikipedia.

Furthermore Pink's points are highly compatible with the attributes of Resonant Leadership as discussed by Boyatzis & McKee.

Just watch a fascinating presentation: