I, Pencil

By Leonard Read _{web posted October 1997}

^{I am a lead pencil — the ordinary wooden pencil familiar to all boys and girls and adults who can read and write.

Writing is both my vocation and my avocation; that’s all I do.

You may wonder why I should write a genealogy. Well, to begin with, my story is interesting. And, next, I am a mystery-more so than a tree or a sunset or even a flash of lightning. But, sadly, I am taken for granted by those who use me, as if I were a mere incident and without background. This supercilious attitude relegates me to the level of the commonplace. This is a species of the grievous error in which mankind cannot too long persist without peril. For, as a wise man observed, “We are perishing for want of wonder, not for want of wonders.”

I, Pencil, simple though I appear to be, merit your wonder and awe; a claim I shall attempt to prove. In fact, if you can understand me — no, that’s too much to ask of anyone — if you can become aware of the miraculousness which I symbolize, you can help save the freedom mankind is so unhappily losing. I have a profound lesson to teach. And I can teach this lesson better than can an automobile or an aeroplane or a mechanical dishwasher because-well, because I am seemingly so simple.

Simple? Yet, not a single person on the face of this earth knows how to make me. This sounds fantastic, doesn’t it? Especially when it is realised that there are about one and one-half billion of my kind produced in the USA. each year.

Pick me up and look me over. What do you see? Not much meets the eye — there’s some wood, lacquer, the printed labelling, graphite lead, a bit of metal, and an eraser. Just as you cannot trace your family tree back very far, so is it impossible for me to name and explain all my antecedents. But I would like to suggest enough of them to impress upon you the richness and complexity of my background.

My family tree begins with what in fact is a tree, a cedar of straight grain that grows in Northern California and Oregon. Now contemplate all the saws and trucks and rope and the countless other gear used in harvesting and carting the cedar logs to the railroad siding. Think of all the persons and the numberless skills that went into their fabrication: the mining of ore, the making of steel and its refinement into saws, axes motors; the growing of hemp and bringing it through all the states to heavy and strong rope; the logging camps with their beds and mess halls the cookery and the raising of all the foods. Why, untold thousands of persons had a hand in every cup of coffee the loggers drink!

The logs are shipped to a mill in San Leandro, California. Can you imagine the individuals who make flat cars and rails and railroad engines and who construct and install the communication systems incidental thereto? These legions among my antecedents.

Consider the millwork in San Leandro. The cedar logs are cut into small, pencil-length slats less than one-fourth of an inch in thickness. These are kiln dried and then tinted for the same reason women put rouge on their faces. People prefer that I look pretty, not a pallid white. The slats are waxed and kiln dried again. How many skills went into the making of the tint and the kilns, into supplying the heat, the light and power, the belts, motors, and all the other things a mill requires? Sweepers in the mill among my ancestors? Yes, and included are the men who poured the concrete for the dam of a Pacific Gas & Electric Company hydroplant which supplies the mill’s power!

Don’t overlook the ancestors present and distant who have a hand in transporting sixty carloads of slats across the nation from California to Wilkes-Barre!

Complicated Machinery

Once in the pencil factory — $4,000,000 in machinery and building, all capital accumulated by thrifty and saving parents of mine — each slat is given eight grooves by a complex machine, after which another machine lays leads in every other slat, applies glue, and places another slat atop — a lead sandwich, so to speak. Seven brothers and I are mechanically carved from this “wood-clinched” sandwich.

My “lead” itself — it contains no lead at all — is complex. The graphite is mined in Ceylon. Consider these miners and those who make their many tools and the makers of the paper sacks in which the graphite is shipped and those who make the string that ties the sacks and those who put them aboard ships and those who make the ships. Even the lighthouse keepers along the way assisted in my birth — and the harbour pilots.

The graphite is mixed with clay from Mississippi in which ammonium hydroxide is used in the refining process. Then wetting agents are added such as sulfonated tallow — animal fats chemically reacted with sulphuric acid. After passing through numerous machines, the mixture finally appears as endless extrusions — as from a sausage grinder — cut to size, dried, and baked for several hours at 1,850 degrees Fahrenheit. To increase their strength and smoothness the leads are then treated with a hot mixture which includes candelilla wax from Mexico, paraffin wax, and hydrogenated natural fats.

My cedar receives six coats of lacquer. Do you know all of the ingredients of lacquer? Who would think that the growers of castor beans and the refiners of castor oil are a part of it? They are. Why, even the processes by which the lacquer is made, a beautiful yellow, involves the skills of more persons than one can enumerate!

Observe the labelling. That’s a film formed by applying heat to carbon black mixed with resins. How do you make resins and what, pray, is carbon black? My bit of metal — the ferrule — is brass. Think of all the persons who mine zinc and copper and those who have the skills to make shiny sheet brass from these products of nature. Those black rings on my ferrule are black nickel. What is black nickel and how is it applied? The complete story of why the centre of my ferrule has no black nickel on it would take pages to explain.

Then there is my crowning glory, inelegantly referred to in the trade as “the plug,” the part man uses to erase the errors he makes with me. An ingredient called “factice” is what does the erasing. It is a rubber-like product made by reacting rape seed oil from the Dutch East Indies with sulphur chloride. Rubber, contrary to the common notion, is only for binding purposes. Then, too, there are numerous vulcanizing and accelerating agents. The pumice comes from Italy, and the pigment which gives “the plug” its colour is cadmium sulphide.

No One Knows

Does anyone wish to challenge my earlier assertion that no single person on the face of this earth knows how to make me?

Actually, millions of human beings have had a hand in my creation, no one of whom even knows more than a very few of the others. Now, you may say that I go too far in relating the picker of a coffee berry in far off Brazil and food growers elsewhere to my creation; that this is an extreme position. I shall stand by my claim. There isn’t a single person in all these millions, including the president of the pencil company, who contributes more than a tiny, infinitesimal bit of know-how. From the standpoint of know-how the only difference between the miner of graphite in Ceylon and the logger in Oregon is in the type of know-how. Neither the miner nor the logger can be dispensed with any more than can the chemist at the factory or the worker in the oil field-paraffin being a by-product of petroleum.

Here is an astounding fact: Neither the worker in the oil field nor the chemist nor the digger of graphite or clay nor any who mans or makes the ships or trains or trucks nor the one who runs the machine that does the knurling on my bit of metal nor the president of the company performs his singular task because he wants me. Each one wants me less, perhaps, than does a child in the in first grade. Indeed, there are some among this vast multitude who never saw a pencil nor would they know how to use one. Their motivation is other than me. Perhaps it is something like this: Each of these millions sees that he can thus exchange his tiny know-how for the goods and services he needs or wants. I may or may not be among these items.

No Master Mind

There is a fact still more astounding: The absence of a master mind, of anyone dictating or forcibly directing these countless actions which bring me into being. No trace of such a person can be found. Instead, we find the Invisible Hand at work. This is the mystery to which I earlier referred.

It has been said that “only God can make a tree.” Why do we agree with this? Isn’t it because we realise that we ourselves could not make one? Indeed, can we even describe a tree? We cannot, except in superficial terms. We can say, for instance, that a certain molecular configuration manifests itself as a tree. But what mind is there among men that could even record, let alone direct, the constant changes in molecules that transpire in the life span of a tree? Such a feat is utterly unthinkable!

I, Pencil, am a complex combination of miracles: a tree, zinc, copper, graphite, and so on. But to these miracles which manifest themselves in Nature an even more extraordinary miracle has been added: the configuration of creative human energies-millions of tiny know-hows configurating naturally and spontaneously in response to human necessity and desire and in the absence of any human masterminding! Since only God can make a tree, I insist that only God could make me. Man can no more direct these millions of know-hows to bring me into being than he can put molecules together to create a tree.

The above is what I meant when writing, “If you can become aware of the miraculousness which I symbolise, you can help save the freedom mankind is unhappily losing.” For, if one is aware that these know-hows will naturally, yes, automatically, arrange themselves into creative and productive patterns in response to human necessity and demand — that is, in the absence of governmental or any other coercive masterminding — then one will possess an absolutely essential ingredient for freedom: a faith in free men. Freedom is impossible without this faith.

Once a government has had a monopoly of a creative activity such, for instance, as the delivery of the mails, most individuals will believe that the mails could not be efficiently delivered by men acting freely. And here is the reason: Each one acknowledges that he himself doesn’t know how to do all the things incident to mail delivery. He also recognises that no other individual could do it. These assumptions are correct. No individual possesses enough know-how to perform a nation’s mail delivery any more than any individual possesses enough know-how to make a pencil. Now, in the absence of a faith in free men — in the unawareness that millions of tiny know-hows would naturally and miraculously form and cooperate to satisfy this necessity — the individual cannot help but reach the erroneous conclusion that mail can be delivered only by governmental “masterminding.”

If I, Pencil, were the only item that could offer testimony on what men can accomplish when free to try, then those with little faith would have a fair case. However, there is testimony, galore; it’s all about us and on every hand. Mail delivery is exceedingly simple when compared, for instance, to the making of an automobile or a calculating machine or a grain combine or a milling machine or to tens of thousands of other things. Delivery? Why, in this area where men have been left free to try, they deliver the human voice around the world in less than one second; they deliver an event visually and in motion to any person’s home when it is happening; they deliver 150 passengers from Seattle to Baltimore in less than four hours; they deliver gas from Texas to one’s range or furnace in New York at unbelievably low rates and without subsidy; they deliver each four pounds of oil from the Persian Gulf to our Eastern Seaboard — halfway, around the world — for less money than the governments charges for delivering a one-ounce letter across the street!

The lesson I have to teach is this: Leave all creative energies uninhibited. Merely organise society to act in harmony with this lesson. Let society’s legal apparatus remove all obstacles the best it can. Permit these creative know-hows freely to flow. Have faith that free men will respond to the Invisible Hand. This faith will be confirmed. I, Pencil, seemingly simple though I am, offer the miracle of my creation as testimony that this is a practical faith, as practical as the sun, the rain, a cedar tree, the good earth.}

The Cluetrain Manifesto

95 Theses

These markets are conversations. Their members communicate in language that is natural, open, honest, direct, funny and often shocking. Whether explaining or complaining, joking or serious, the human voice is unmistakably genuine. It can't be faked.

Most corporations, on the other hand, only know how to talk in the soothing, humorless monotone of the mission statement, marketing brochure, and your-call-is-important-to-us busy signal. Same old tone, same old lies. No wonder networked markets have no respect for companies unable or unwilling to speak as they do.

But learning to speak in a human voice is not some trick, nor will corporations convince us they are human with lip service about "listening to customers." They will only sound human when they empower real human beings to speak on their behalf.

While many such people already work for companies today, most companies ignore their ability to deliver genuine knowledge, opting instead to crank out sterile happytalk that insults the intelligence of markets literally too smart to buy it.

However, employees are getting hyperlinked even as markets are. Companies need to listen carefully to both. Mostly, they need to get out of the way so intranetworked employees can converse directly with internetworked markets.

Corporate firewalls have kept smart employees in and smart markets out. It's going to cause real pain to tear those walls down. But the result will be a new kind of conversation. And it will be the most exciting conversation business has ever engaged in.

Markets are conversations.

Markets consist of human beings, not demographic sectors.

Conversations among human beings sound human. They are conducted in a human voice.

Whether delivering information, opinions, perspectives, dissenting arguments or humorous asides, the human voice is typically open, natural, uncontrived.

People recognize each other as such from the sound of this voice.

The Internet is enabling conversations among human beings that were simply not possible in the era of mass media.

Hyperlinks subvert hierarchy.

In both internetworked markets and among intranetworked employees, people are speaking to each other in a powerful new way.

These networked conversations are enabling powerful new forms of social organization and knowledge exchange to emerge.

As a result, markets are getting smarter, more informed, more organized. Participation in a networked market changes people fundamentally.

People in networked markets have figured out that they get far better information and support from one another than from vendors. So much for corporate rhetoric about adding value to commoditized products.

There are no secrets. The networked market knows more than companies do about their own products. And whether the news is good or bad, they tell everyone.

What's happening to markets is also happening among employees. A metaphysical construct called "The Company" is the only thing standing between the two.

Corporations do not speak in the same voice as these new networked conversations. To their intended online audiences, companies sound hollow, flat, literally inhuman.

In just a few more years, the current homogenized "voice" of business—the sound of mission statements and brochures—will seem as contrived and artificial as the language of the 18th century French court.

Already, companies that speak in the language of the pitch, the dog-and-pony show, are no longer speaking to anyone.

Companies that assume online markets are the same markets that used to watch their ads on television are kidding themselves.

Companies that don't realize their markets are now networked person-to-person, getting smarter as a result and deeply joined in conversation are missing their best opportunity.

Companies can now communicate with their markets directly. If they blow it, it could be their last chance.

Companies need to realize their markets are often laughing. At them.

Companies need to lighten up and take themselves less seriously. They need to get a sense of humor.

Getting a sense of humor does not mean putting some jokes on the corporate web site. Rather, it requires big values, a little humility, straight talk, and a genuine point of view.

Companies attempting to "position" themselves need to take a position. Optimally, it should relate to something their market actually cares about.

Bombastic boasts—"We are positioned to become the preeminent provider of XYZ"—do not constitute a position.

Companies need to come down from their Ivory Towers and talk to the people with whom they hope to create relationships.

Public Relations does not relate to the public. Companies are deeply afraid of their markets.

By speaking in language that is distant, uninviting, arrogant, they build walls to keep markets at bay.

Most marketing programs are based on the fear that the market might see what's really going on inside the company.

Elvis said it best: "We can't go on together with suspicious minds."

Brand loyalty is the corporate version of going steady, but the breakup is inevitable—and coming fast. Because they are networked, smart markets are able to renegotiate relationships with blinding speed.

Networked markets can change suppliers overnight. Networked knowledge workers can change employers over lunch. Your own "downsizing initiatives" taught us to ask the question: "Loyalty? What's that?"

Smart markets will find suppliers who speak their own language.

Learning to speak with a human voice is not a parlor trick. It can't be "picked up" at some tony conference.

To speak with a human voice, companies must share the concerns of their communities.

But first, they must belong to a community.

Companies must ask themselves where their corporate cultures end.

If their cultures end before the community begins, they will have no market.

Human communities are based on discourse—on human speech about human concerns.

The community of discourse is the market.

Companies that do not belong to a community of discourse will die.

Companies make a religion of security, but this is largely a red herring. Most are protecting less against competitors than against their own market and workforce.

As with networked markets, people are also talking to each other directly inside the company—and not just about rules and regulations, boardroom directives, bottom lines.

Such conversations are taking place today on corporate intranets. But only when the conditions are right.

Companies typically install intranets top-down to distribute HR policies and other corporate information that workers are doing their best to ignore.

Intranets naturally tend to route around boredom. The best are built bottom-up by engaged individuals cooperating to construct something far more valuable: an intranetworked corporate conversation.

A healthy intranet organizes workers in many meanings of the word. Its effect is more radical than the agenda of any union.

While this scares companies witless, they also depend heavily on open intranets to generate and share critical knowledge. They need to resist the urge to "improve" or control these networked conversations.

When corporate intranets are not constrained by fear and legalistic rules, the type of conversation they encourage sounds remarkably like the conversation of the networked marketplace.

Org charts worked in an older economy where plans could be fully understood from atop steep management pyramids and detailed work orders could be handed down from on high.

Today, the org chart is hyperlinked, not hierarchical. Respect for hands-on knowledge wins over respect for abstract authority.

Command-and-control management styles both derive from and reinforce bureaucracy, power tripping and an overall culture of paranoia.

Paranoia kills conversation. That's its point. But lack of open conversation kills companies.

There are two conversations going on. One inside the company. One with the market.

In most cases, neither conversation is going very well. Almost invariably, the cause of failure can be traced to obsolete notions of command and control.

As policy, these notions are poisonous. As tools, they are broken. Command and control are met with hostility by intranetworked knowledge workers and generate distrust in internetworked markets.

These two conversations want to talk to each other. They are speaking the same language. They recognize each other's voices.

Smart companies will get out of the way and help the inevitable to happen sooner.

If willingness to get out of the way is taken as a measure of IQ, then very few companies have yet wised up.

However subliminally at the moment, millions of people now online perceive companies as little more than quaint legal fictions that are actively preventing these conversations from intersecting.

This is suicidal. Markets want to talk to companies.

Sadly, the part of the company a networked market wants to talk to is usually hidden behind a smokescreen of hucksterism, of language that rings false—and often is.

Markets do not want to talk to flacks and hucksters. They want to participate in the conversations going on behind the corporate firewall.

De-cloaking, getting personal: We are those markets. We want to talk to you.

We want access to your corporate information, to your plans and strategies, your best thinking, your genuine knowledge. We will not settle for the 4-color brochure, for web sites chock-a-block with eye candy but lacking any substance.

We're also the workers who make your companies go. We want to talk to customers directly in our own voices, not in platitudes written into a script.

As markets, as workers, both of us are sick to death of getting our information by remote control. Why do we need faceless annual reports and third-hand market research studies to introduce us to each other?

As markets, as workers, we wonder why you're not listening. You seem to be speaking a different language.

The inflated self-important jargon you sling around—in the press, at your conferences—what's that got to do with us?

Maybe you're impressing your investors. Maybe you're impressing Wall Street. You're not impressing us.

If you don't impress us, your investors are going to take a bath. Don't they understand this? If they did, they wouldn't let you talk that way.

Your tired notions of "the market" make our eyes glaze over. We don't recognize ourselves in your projections—perhaps because we know we're already elsewhere.

We like this new marketplace much better. In fact, we are creating it.

You're invited, but it's our world. Take your shoes off at the door. If you want to barter with us, get down off that camel!

We are immune to advertising. Just forget it.

If you want us to talk to you, tell us something. Make it something interesting for a change.

We've got some ideas for you too: some new tools we need, some better service. Stuff we'd be willing to pay for. Got a minute?

You're too busy "doing business" to answer our email? Oh gosh, sorry, gee, we'll come back later. Maybe.

You want us to pay? We want you to pay attention.

We want you to drop your trip, come out of your neurotic self-involvement, join the party.

Don't worry, you can still make money. That is, as long as it's not the only thing on your mind.

Have you noticed that, in itself, money is kind of one-dimensional and boring? What else can we talk about?

Your product broke. Why? We'd like to ask the guy who made it. Your corporate strategy makes no sense. We'd like to have a chat with your CEO. What do you mean she's not in?

We want you to take 50 million of us as seriously as you take one reporter from The Wall Street Journal.

We know some people from your company. They're pretty cool online. Do you have any more like that you're hiding? Can they come out and play?

When we have questions we turn to each other for answers. If you didn't have such a tight rein on "your people" maybe they'd be among the people we'd turn to.

When we're not busy being your "target market," many of us are your people. We'd rather be talking to friends online than watching the clock. That would get your name around better than your entire million dollar web site. But you tell us speaking to the market is Marketing's job.

We'd like it if you got what's going on here. That'd be real nice. But it would be a big mistake to think we're holding our breath.

We have better things to do than worry about whether you'll change in time to get our business. Business is only a part of our lives. It seems to be all of yours. Think about it: who needs whom?

We have real power and we know it. If you don't quite see the light, some other outfit will come along that's more attentive, more interesting, more fun to play with.

Even at its worst, our newfound conversation is more interesting than most trade shows, more entertaining than any TV sitcom, and certainly more true-to-life than the corporate web sites we've been seeing.

Our allegiance is to ourselves—our friends, our new allies and acquaintances, even our sparring partners. Companies that have no part in this world, also have no future.

Companies are spending billions of dollars on Y2K. Why can't they hear this market timebomb ticking? The stakes are even higher.

We're both inside companies and outside them. The boundaries that separate our conversations look like the Berlin Wall today, but they're really just an annoyance. We know they're coming down. We're going to work from both sides to take them down.

To traditional corporations, networked conversations may appear confused, may sound confusing. But we are organizing faster than they are. We have better tools, more new ideas, no rules to slow us down.

We are waking up and linking to each other. We are watching. But we are not waiting.

Showing posts with label content. Show all posts

Sunday, March 18, 2007

Made to Stick - a book review

The urban legends of the kidney thieves, the gang members who cruise with no headlights, and the flesh-eating bacteria have something in common with age-old fables, nursery rhymes, and modern-day ad campaigns. What could it be? That these ideas seem to have a life of their own, a "Sticky" factor that makes people remember them, and pass them on. But where does that come from?And can it be duplicated intentionally?

Using a word coined by Malcolm Gladwell in his book The Tipping Point, Chip and Dan Heath have done exhaustive research and come up with a theory that explains why some ideas catch on, and some just wither away. They use anecdotes and stories, some familiar, some new, to describe the phenomenon of stickiness and its ancient roots in every culture.

Made to Stick unpacks the essence of very effective communication, messages that stand the test of time and pass from one person to another like the flu. One of the core ideas of the book is that effective communication is based on "Gap Theory" - pointing out things that people may be unaware that they do not know. Exploiting this gap with six very specific conditions can make your communication sticky, therefore effective. Rather than asking yourself,"What information do I need to convey?", you must shift your thinking to the viewpoint of your audience, "What questions do I want my audience to ask?" Once you know that, then you can work on getting your audience to care by providing context and appealing to their emotions. An emotional idea makes people care, and when they care, they remember.

What makes ideas sticky, and just how do you get people to care? Even more, how do you get people to take action? The Heaths use an acronym for describing the components of a sticky idea: SUCCESs.

Simplicity - it contains only the most rudimentary, core idea
Unexpectedness - what you don't know gets and keeps your interest
Concreteness - an example that the audience can relate to, nothing abstract
Credibility - vivid details that enhance the image
Emotions - as opposed to analytical or statistical information
Stories - instead of lists

These components, used in combination, can take an idea and make it viral. A sticky concept does not have to use all of the components, but stickiness increases and communication is enhanced by using more.

This book will teach you how to transform your ideas to beat the Curse of Knowledge. The six principles presented earlier are your best weapons. They can be used as a kind of checklist. Let's take the CEO who announces to her staff that they must strive to "maximize shareholder value."

Is this idea simple? Yes, in the sense that it's short, but it lacks the useful simplicity of a proverb. Is it unexpected? No. Concrete? Not at all. Credible? Only in the sense that it's coming from the mouth of the CEO. Emotional? Um, no. A story? No.

Contrast the "maximize shareholder value" idea with John F. Kennedy's famous 1961 call to "put a man on the moon and return him safely by the end of the decade." Simple? Yes. Unexpected? Yes. Concrete? Amazingly so. Credible? The goal seemed like science fiction, but the source was credible. Emotional? Yes. Story? In miniature.

The Heaths write with wit and humor, explaining the power of some of today's urban legends and successful ad campaigns, dissecting them to expose the stickiness components that made them successful. Much of the research turned up some very counter-intuitive results (see pages 211-212 on Positive Mental Attitude!), but the lesson is that a simple message with some very specific qualities can make your audience do the things that you need them to do, in order to make your message successful:

Pay attention,
understand and remember,
agree or believe,
care,
and be able to act on it.

Whether you are chairing a meeting to explain the new TPS reports, or creating a new corporate culture, creating a message with basic, core information that appeals to emotions and can be conveyed in a credible story will be remembered, long after the last PowerPoint slide has faded from memory.

We will give you suggestions for tailoring your ideas in a way that makes them more creative and more effective with your audience. We've created our checklist of six principles for precisely this purpose.

But isn't the use of a template or a checklist confining? Surely we're not arguing that a "color by numbers" approach will yield more creative work than a blank-canvas approach?

Actually, yes, that's exactly what we're saying. If you want to spread your ideas to other people, you should work within the confines of the rules that have allowed other ideas to succeed over time. You want to invent new ideas, not new rules.

This book can't offer a foolproof recipe. We'll admit it up front: We won't be able to show you how to get twelve-year-olds to gossip about mitosis around the campfire. And in all likelihood your process-improvement memo will not circulate decades from now as a proverb in another culture.

But we can promise you this: Regardless of your level of "natural creativity," we will show you how a little focused effort can make almost any idea stickier, and a sticky idea is an idea that is more likely to make a difference. All you need to do is understand the six principles of powerful ideas.

Rating: (of 5)

Related:
Time Magazine Article
Malcolm Gladwell's Blog
And just for fun,
The Secret of Stickiness

Friday, March 16, 2007

Posts from the Crypt

I am pulling this link up from the distant past (last August), to share with you an interview between two of my favorite bloggers. Seth Godin answers questions for Hugh McLeod of Gaping Void. (Yes, two posts in a row with links. I spent a lot of today reading the archives, so sue me.)

Anyway, the first question and answer:

1. QUESTION: Your latest book, "Small Is The New Big", is not a narrative or a thesis in any sense, but a collection of your favorite writings from your blog and your old Fast Company column. A collection of synapse-firings, the way I see it. Is it important to you to have your work "immortalized" on paper? Do you find the internet and magazines just too ephemeral, and wanted to created something more "lasting"? Or was it just simply because, as you say, you wanted your ideas to reach beyond the blogosphere?

ANSWER: It's important not to underestimate the totem value of a book. The same way a white lab coat makes a placebo more likely to be effective (or a witch doctor's hat for that matter), a book delivers an impact that a blog can't.

While there's certainly some ego in wanting your thousands of posts not to disappear, there's also a real desire on my part to give my existing readers the ability to taunt their co-workers by handing them a book instead of emailing them a link. If my job is to make change, I need to use the best tools that are available.

It's also hard to read a blog at the beach.

I want to be clear about something I just discovered though--that there IS a theme. The title really captures what the book is about. I've been amazed that reviewers (professional and pro-am) have seemed to find something that I didn't when I was busy writing it... that acting small, treating people like people, changing like an individual, not an organization... these are attributes that are essential now, and they're on every page of the book. I think I picked the right riff for the title.

Read the whole interview. Then get ahold of the book, it is fantastic.

Thursday, March 15, 2007

How to Increase Traffic and Monetize Your Blog

You manage to get a guest post from Eli at BlueHatSEO.com. Check out the NetBusinessBlog and what Eli has to say:

Hello everyone. This is your captain speaking. First I’d like to introduce myself. My name is Eli from BlueHatSEO.com. I do a little SEO here and there when needed. It’s not everyday that someone like Matt offers you an opportunity to do a guest post on one of the best internet business blogs on the net like NetBusinessBlog. So I’d like to start off by expressing how extremely honored I am for the chance to write this post and demonstrate a few things to the NBB’s community. Writing about the business aspect of SEO is not something I get a chance to do very often so I think this is a great opportunity to talk about what I think is one of the toughest business transitions in the industry. The move from affiliate to full blown E-Commerce publisher.

The reason why I say that E-Commerce is the toughest transition to make is because if you’ve ever attempted it, whether you were successful or not, you find out very quickly why it’s called the big boys club. In the affiliate market industry you have several people above you. First the manufacturers. Then the suppliers.. Next the E-commerce sites. Lastly the affiliate network. Everyone above you wants you to succeed. Your success means their success. In the E-Commerce world the model of authority changes. It is just you and the manufacturer. The manufacturers want you to succeed but not so much that it hurts their real cash cows, the local retailers who will spare no time complaining about their online competition. Frankly you are nothing more than a necessary pain in the ass.

Very nice. In fact, almost enough info to become an e-book. A less scrupulous person than myself might boost it and do just that.
Anyway, I am not doing this to sell anything, except some adspace (hint) and help other beginners work toward their dream of being ranked #606,000 of 55,000,000 blogs. /sigh.

Wednesday, March 14, 2007

Lifehack is Looking for Community Leaders

The Post speaks for itself:

New Lifehack Community

Recently we have received some comments which you want to see improvements on our lifehack community. Some of you also wanted to have a place for further discussion on your productivity issues, lifestyle concerns, or simply share your tips and tricks. We heard you and now we present you with a new forums for discussion!

With near two years of experience at lifehack.org, I found out there are numbers of big topic that we concern in our life and wanted to find better ways to handle them. We have divided our discussion forum to following topics:

Communication: Presentation, Writing, Small-talk, Blogging, etc…
Productivity: Motivation, Procrastination, Time Management, Planning…
Management: Entrepreneurship, People Management, Self Management, Project Management…
Lifestyle: Health, Diet, Exercise, Sleeping…
Financial: Money, Investment, Debt…
Technology: Tools, PDA, Hardware, Software, Web Apps…

Readers, enjoy the new community! Either myself, Kyle, Craig and the community leaders will help you along the way.

I for one welcome the new LifeHack overlords...

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Wednesday, March 07, 2007

Flagship Content

There is a lot of talk about professional blogging these days, and everyone is trying to get in on the act. This very blog is a 'journal' of my own effort to break free of the "veal-fattening pen" that is my meatspace job, and help you to do it too. Chris Garrett has written a short e-book entitled "Killer Flagship Content" that is a basic guide to putting together a blog or website that will become the go-to resource for your particular interest.
As I mentioned previously, everyone is an expert on something, and you can leverage that expertise into creating Flagship Content for your site that draws in readers again and again. Garrett is careful to differentiate Flagship Content from Linkbait, in that the Flagship Content provides long-term value. It is useful and original material that stands the test of time, because others will refer back to it, and refer more readers to it.
Now why would they do that? What are people really looking for? Well, people (and that means you, Dear Reader) are busy, or lazy, or confused, or lost. What people want is "one trusted resource, that fully answers the question, in language we understand, in a place we can easily find." Now who does not want something like that?
Garrett gives other reasons for sitting down and working hard to create this Flagship Content as a firm foundation for your site, among them:

Brand - Your blog gets known and known for the right reasons (quality content). It is far easier to get across all the great things your blog can do for people by showing rather than telling. Give people a great resource, demonstrate your value and expertise, get your blog known for doing good things.
Authority - There is so much value in being the source, tool, service or expert. Search engines love authorities as much as people do. When one resource stands out above the crowd it is that resource that gets all the attention, is seen as the go-to article and whose author gets media attention.
Value - Some websites are liked. Others are loved. The most successful though are needed. Wouldn't it be great to create a blog people can't do without?
Marketability - On occasion you will need a "portfolio piece" - something representative of your blog or your work, pro blog gigs, book deals, media appearances, press releases... You don't always want to use your most recent post for this. A great flagship can sell a blog or your writing skills far better than asking the person to subscribe and read a while.

Creating flagship content builds value in your site or blog, and creates context for your readers. Building value is one of the most important aspects of selling anything, and we that blog are definitely selling our points of view. Garrett advocates creating quality writing, through which one can enhance their credibility, which in turn will drive traffic deeper into their archives. It will encourage visitors to subscribe and use the tell-a-friend feature.

I am not going to give away all of the goodies in this e-book, I do recommend that you read it for yourself. Click over to ChrisG.com and follow the instructions. This is some of Garrett's Flagship Content, and it is valuable and useful.

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