I’m literally just back from the Like Minds conference in Exeter. I say I’m back, but between the ongoing conversations on Twitter and the comment exchanges on the flickr photos it does feel a little like I am still there. The event was an excellent opportunity to transfer the on-line conversations about business culture, technology trends and the social aspects of business to off-line, into face to face discussions.

Facebook and other social media are now the most visited web-destinations in the world. The way that employees and customers communicate has changed, it is now down to businesses to catch up. I caught (or maybe that should be cornered!) co-organiser Scott Gould on camera, at the end of an exhausting day, to explain some more about Like Minds:

I used my mobile phone to record the video, as I’d lost track of where I put down my HD video camera in all of the excitment, but it serves as a useful reminder that anyone in a business has the tools to be a content-creator. It doesn’t take expensive equipment, or huge amounts of time. We have the technology to enable anyone to communicate with everyone, and that changes how businesses should communicate. The pandora’s box is already open, and businesses and employees alike are riffling their way through its contents.

I’m very sure that Trey Pennington will have some excellent videos of his own, but I managed to catch him on the other side of the lens after his panel, and had him explain his perspective. The words at the end of this video are still echoing around my mind. As we emerge from the current economic challenges, however long it takes us, history suggests that there will be a shift in emphasis away from financial drivers towards the more ’social’ people-centred aspects of business. From employee retention and engagement, to new styles of marketing to customers, businesses need to be ready:

I enjoyed the opportunity of speaking on the panel after Olivier Blanchard. (aka the Brand Builder). I’ll share the thoughts from that in another post. As I took to the stage to speak, I was actually very nervous – here’s the back stage experience:

It can feel like that for many employees when they are asked to ‘do’ social media, or edit a wiki or write a blog. Not everyone is a natural communicator, and building effective people-to-people communication systems requires keeping that in mind. Not everyone wants to be ‘on the stage’. That means it’s not just about training people to use the tools, it is also about training them to understand how to use them effectively and responsibly. Most training seems to fall at that first hurdle, and never attempts the second. Like Minds has challenged me to raise the bar on the training we do, both the in-house workshops, and the more regular courses. There are broader issues to tackle. As one member of the audience explained, with his struggles to reconcile being a company director during the week and a partying rugby player at the weekend, the age of tagging friends in photos has no respect for neat work-life social boundaries.

I travelled down to Exeter the night before, which enabled me to meet the other speakers, as well as the local Lord Mayor – I have to say, from this speaker’s perspective, it was the most well organised conference I have ever attended. Scott and Andrew Ellis’ attention to detail is unrivalled and I am deeply grateful to both them and their patient team of assistants.

But back to that train journey the night before, and something that would have been most unlikely in the days before Twitter. I’ll let fellow speaker, the amazingly high energy A. J. Pape of Future Considerations explain the story:

Business success is intimately linked to an effective communciation infrastrature that not only allows knowledge to be gathered, stored and distributed, but also supports the working relationships that people need to function inside and across businesses. Social Media is becoming the de-facto communications medium, and while many businesses still have their head in the sand, an enthusiastic band of likeminded professionals are hard at work putting this new technology to good business use.

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Yesterday I joined Steve Lamb, Neville Hobson and a host of speakers at Dell’s B2B Social Media Huddle event. It’s always a bit nerve wracking taking to the stage after Neville and Steve, but good for getting the mental juices going – this time about making the business case for social media.

Business cases discussions seem to have narrowed down to ROI these days. The ROI of social media is a particularly hot topic – often accompanied by lots of hot air too. I like Trey Pennington’s take on the issue and personally I’m not sure that ROI is the right question – it’s far too easy to manipulate - Opportunity cost is a bigger factor in most business cases.

Not all cows produce milk

Donning a cow costume does not make you a cow. Think about it. Getting a traditional agency to do digital marketing via social media is not the same as doing social media marketing. You’ll get results, but no social media juice.

One of the advantages of executing your first social media project as part of an existing campaign is that it helps to make the distinction clear – just ensure you can identify the contribution of the social media component.

The upside of social media is huge, but hard to predict - @radiokate’s fox (mentioned during my presentation) has now been viewed over 50,000 times: http://twitpic.com/sebvd – and it just jumped from social media to mainstream media. Could you have predicted that?

Which takes me neatly to my final points: Social media shouldn’t be viewed as an island. Without exception, every social media success story I have been involved in has worked exactly because in was integrated into a broader marketing and communication plan, and because it had a knock on impact into other channels.

‘Doing social media’ isn’t a case of walking through the blue door, never to see the old world again, it is a matter of organically building new skills and extending traditional marketing activities. See it as a gradual transition to a different way of engaging with customers, suppliers and prospects, one step at a time.

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One of the unusual things about social media in the business context is the dramatic way it impacts on business culture. Dennis Howlett wrote a long and interesting piece on his Zdnet blog about the Enterprsie 2.0 debate, or lack thereof. It is one that is intertwined with much of what I do, using blogs and wikis to build communication networks. Dennis writes:

I don’t need to recrunch the ’social’ thing but it is an important factor that in my mind amply illustrates the lack of intellectual rigor around solution creation. It is good to see that in the discourse even my sharpest critics have acknowledged the emphasis and use of ’social’ as a dreadful mistake.

I think the ’social’ thing is such an issue because it is one that very few technologists are able to get to grips with. There are notable exceptions, Dennis and Stowe Boyd amongst others. In the business 2.0 context the word ’social’ has become burdened with a whole set of meaning that has little to do with the ’social’ (small ’s’) or ‘Social‘ aspects of business, but it is still an essential part of the debate, as Dennis goes on to say:

Last Friday I met a pal of mine who is in the business of implementing change. He argued that people don’t like change. It is too disruptive for many. Think about all those contradictory stats that talk about dis-satisfaction with technology but then the same people would not change what they have. Familiarity is comforting. At a time when many people are more concerned about job security than shiny new toys, it should be no surprise that implementing an E2.0 project will have a slim chance of success without the sponsorship and active participation of top management.

Finally, and here I am putting on my social psychologist’s hat. The nature-nurture debate that has rumbled on for more than 50 years among socpsych types shows no signs of abating. These key concepts have a place in our understanding of what can work but are largely ignored in the discourse.

The traditional nature/nurture debate Dennis mentions has formed the basis of many an undergraduate essay over the years (“Are you a product of your genes, or of your environment? Discuss”). However, it has been replaced by the more careful study of epigenetics – understanding the way that the environment interacts with our genes, enabling and disabling them. Conversely, our genetic make-up also influences our environment in a transactional sequence that changes it as it changes us. An irritable baby that never sleeps is eventually going to have tired, irritable parents. And how those irritable parents interact with the baby and nurture it may shape which of its genes become activated or deactivated, shaping its development.

And so, back to social computing, Web 2.0 and social media in business. When Dennis’ friend cites the importance of “the sponsorship and active participation of top management” it is worth thinking about why that is so important. The reason usually isn’t the obvious. Management sponsorship is a form of social proof that taps into the social dimension of business – culture. Business culture can help or hinder the adoption of 2.0 technologies, but 2.0 technologies are disruptive to the traditional power-bases and communication structures within the business. The two things dance an intertwined-transactional dance. Social software changes the cutlure, but culture also changes the way that the software is used. For me  that creates a demand for careful ’social’ design, to get the technologies adopted, and then careful change-management to pick up the pace and the full benefits in creating a more dynamic and innovative business culture. A place where ideas emerge, are captured and nurtured, and delivered to customers.

Lastly, back to a comment in Dennis’ post that caused a wry smile as I sat reading it: “cult-ure” versus “culture”. Some businesses have very, very strong cultures. They resist change because they are as much cult as company. When the cult is working, that is amazingly powerful – they preserve their culture even with rapid growth, and smash through any obstacles in their way. I think you know the kinds of business we are talking about. But, and this is a big but, when the market changes, and the cult does not, the business heads for the rocks. Traditional change programs almost inevitably fail, but even in these toughest of environments, I believe that ’social’ tools can create change.

The traditional IT and management paradigm is that we are a collection of individuals using IT tools. That frame misses the most powerful forces that business leaders have at their finger tips. A business is a community, and sometimes multiple communities, that communicate and interact with each other (both intra- and inter-). That interaction is increasingly dominated by technology-mediated communication, and that communication (or collaboration) technology is less neutral than people think. It can be culture forming.

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This post was inspired by a paper by Jonathan MacDonald (of fluid world / JMA) ”The first 6 Macro Trends of the 21st Century” – it’s a reasonably straight forward read. It set me off pondering a different track. What do the six trends he lists mean for business, and business-to-business marketing, IT and communication?

1. Corporate Technology in the hands of Citizens

2. Physical is increasingly Virtual

3. It’s about Distribution not Destination

4. Mass Niche not Mass Groups

5. Broadcast Control is now Self Scheduled

6. C2C is more powerful than B2C Communication

I’ll tackle them one by one, together with liberal use of quotations from Jonathan’s paper:

1. Corporate Technology in the hands of Citizens

“The commoditisation of technology has enabled many of us to access, use and develop upon tools and resources that once were reserved only for large organisations – or those with deep pockets… …Creating trust and value is far different than raising money to spend on marketing. The skill sets required are rarely seen in standard business… …It signals a redefinition of products, services, marketing and advertising communication.”

Back at the start of the decade, when I held the strategic marketing role in a large IT company, I remember frequent discussions about the future consumerisation of corporate IT. Well, it has happened. Consumer technology is now far ahead of most business IT today. The users have stormed the castle, and they are now informed consumers.

2. Physical is increasingly virtual

“Now we have the tools to express, purchase and discover things without physical entities being necessary, we increasingly do so.”

The key here is the disappearance of “place” – a theme from “The Future of the Workplace“. Businesses, unconsciously, are built around “place” – employees meet together. They go to meet customers. They go to visit other employees. The implicit design of most businesses is based on staff “in the office”. This is in the same businesses that are turning workers into remote workers in droves. It is in the same companies where a huge chunk of the work force don’t even have a desk in the office anymore. “Place”? It’s dead.

Redesign your business so that it works regardless of place, before it becomes an island. Enabling remote working is only the first phase. The more important and challenging task is replacing the things that “place” used to give to staff. VPN technology, email blast communication and a shiny laptop alone do not provide it. If you believe they do, you are missing the way that informal communications glue your business together today.

“Technological advances in augmented and virtual reality will fundamentally redefine what our future generations perceive as ‘real’.”

3. Its about distribution not destination

I differ with some of Jonathan’s thoughts here. AOL and others existed because Google did not, at the time. In those days people needed an on-ramp to the Internet, a starting place. Today Google serves that purpose. There is a hideous phrase from my Business Technology 1.0 Days: “end-to-end.” Everyone was offering “end-to-end” solutions. I once joked, with my CEO present, that “end-to-end” seemed to mean “all the things that we make, and none of the things that we don’t”. His wry smile told he already knew how empty the phrase was. The reality is nothing is “end-to-end” in the business world. Anything that is, is a dead-end. Obvious, right? Less flippantly, money moves around. Create flows, not buckets, build ecosystems…

4. Mass niche not mass groups

“Individuals can be in numerous communities of interest – but the ‘age, gender and location profile’ may differ substantially.”

The marketing of the future is about psychographics, not demographics. That’s one of the main reasons I spend most of my time studying psychology these days. The future is more about groups and communities, than individuals. Marketing courses don’t teach marketeers and communicators the skills they need to deal with ecosystems, rather than people, at least none that I’m aware of.

“Any level of assumption when dealing in personality based communication will lead to negative experience which is damaging to all involved.”

The traditional marketing tone of voice is increasingly irrelevant, patronising, misdirected and little believed. That people write in a style they would be unhappy to be addressed in speaks to something very broken in business communications today, both internally and externally. It’s time to move on. We’re not running a TV station, and that’s probably just as well.

“The media that society is connected with – or social media as it is called – is a new science involving the inter-relationships of real people who are not a number or a demographic subset.”

5. Broadcast control is now self-scheduled

Broadcast is dead, or at least it will be significantly less dominant, especially if it doesn’t figure out a new business model. It was funded by interruption marketing (advertising 1.0), which can’t afford to support it anymore (thanks to Google and the on-line world), and is being strangled by technology (TiVo, Sky+, V+ and anything that looks like a PVR). The revolution won’t be televised, it will be time shifted.

“…the government of Singapore banned TiVo, citing the potential adverse impact on the local media industry if usage were to increase. Which it did. The Singapore government faced extreme difficulty in regulating the use of TiVo, as individuals were bringing in sets from overseas, over-joyed at the ability to finally control their own experiences.”

Deputy MD of Fox International Channels, Jason Thorp, said at the time: “There are a whole host of issues that broadcasters and advertisers are currently facing, and about to face, that are going to irrevocably change the business. A creative response will be the only solution to all of them.”

The result? Culture will simultaneously fragment and aggregate. Broadcast TV has created shared experiences and meaning for the post-war generations. The way it does this for the next generation will be different. In a world without broadcast, shared experiences will become an increasingly important part of people’s lives. Smart brands get this already (Magners UK, I’m looking at you).

“Forcible relationships are never productive. The see-saw of control is never healthy if heavily stacked against one side.”

If your business is, in anyway shape or form, dependent on broadcast (internal or external), redesign it now. The people of the future will not stand around to be shouted at. You have to earn their attention, and then keep it.

6. C2C is more powerful than B2C communication

Read Jonathan’s piece, especially what he has to say about “buzz marketing”. There’s a herd of people out there doing untold damage to themselves, their brand and their customers. In the Broadcast Anomaly I attempted to articulate that the current changes are not about something emerging after the broadcast era, they are about things re-emerging, that have been suppressed. As Jonathan puts it:

“At the time of writing, the buzz-phrase ‘word of mouth’ is being lauded as an incredible new invention. The term ‘conversation’ is a very ‘2.0? thing, apparently. It’s almost like personal interaction is a new thing, whereas it pre-dates everything else.”

Person-to-person communication outweighs business-to-consumer communication by an order of magnitude, on any number of measures. In the media age, businesses have evolved their communications channels to be narrow, highly controlled funnels. In doing so they have left themselves ill prepared to deal with the skills and scale required to get  to grips with what many call “the conversation.”

For businesses to survive, they must get to grips with the fact that everyone is in PR now. Everyone is in Marketing. The fastest growing business I have worked for understood that, at the time. It was one of the factors that lead them to be the most valuable company on the planet, for a moment. If you haven’t already, check out Zappos and how they interact with customers.

“To accelerate communication power, businesses must learn from the way that citizens interact most effectively… …When we build relationships, we learn about each other. This is a two-way process… …Many of the practices I see heralded at conferences, are analogistic to hiding in the bushes outside someone’s house, breathing heavily and scribbling down notes on a pad for later use. When we best learn about each other, we find common ground. We look for areas in which we can be valuable to each other.”

The writing isn’t on the wall, it’s on the web, and from there, everyone can see it. Read it wisely.

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by moleitau (cc)

It has taken me a couple of days to write this post, because my brain is still crunching on its contents. It touches on so many different areas of the technology and business areas that I am passionate about, that I’ve had to give up covering them all in one post.

The historic destiny of data (and it’s big parent, knowledge) has been to be locked up; the constant struggle has been to set it free. From the formation of  the university to the API-rich Web 2.0 world, people have postulated ways to make it more available. Of course, not all data is going to be ‘free’ (as in beer), but much of it should at least be accessible and usable (‘free’ as in freedom). The trouble is that much of today’s digital information is trapped in non-portable and hard to process formats.

It’s a vision at the heart of the semantic web, championed by Sir Tim Berners-Lee – particularly under the banner of Web Science, down the M3 from where I am writing, at the University of Southampton (this TED video is a useful primer).

Time to join some dots. Prime Minister Gordon Brown appointed Sir Tim to work on opening up government data, and last month Sir Tim talked to the Cabinet about a goal of delivering a single online access point to Government information, similar to the one introduced by the Obama administration in the US, and to what the Australian government has been doing.

Back in August I interrupted the weekend to visit Google’s London office and see a bunch of young folks, with a bit of help from some not-so-young ones, hacking together web-based services under the banner of Young Rewired State. It really was inspiring stuff. There were some familiar faces (including @grantbell) and plenty of new ones, all working on an impressive list of apps, adding to the list of Rewired state projects.

At the end of the weekend, an impressive list of judges (@craigelder @jobsworth @BenHammersley @helenmilner @marxculture and @danielheaf) judged the apps, and there are some good blog posts on what went off, as well as my usual collection of photos:

As a side note, I like the idea of hack days. Development sprints where you focus on one thing are a great thing – every business should have “hack days” – pick some key problems then get everyone together to spend a day working on fixing them. Hack days aren’t just for coders.

Back to that data, or more specifically the mountains of anonymised data that the UK government collects every year. Putting aside the usual “we paid to collect it, so we should have it” argument, so often espoused, there is a much better reason for putting all of that data “out there” – or there is to me at least. There are a thousand creative and useful things that could be done with it, most of which fall under the umbrella of  micro-business or hobbyist. These are things that the government, and most businesses, could never justify funding, but which a sea of enthusiastic developers could make happen – tackling all sorts of problems along the way.

Enter data.gov.uk. A surprise email last week meant, literally a few hours later, I was huddled around a projector looking at one of the most exciting things I’ve seen on the Internet in a very long-time. A very long time. With a very exciting team of people too. The previous day, via the Digital Engagement blog, the Cabinet Office issued a call for help:

From today we are inviting developers to show government how to get the future public data site right – how to find and use public sector information.

The developer community through initiatives such as Show Us a Better Way, the Power of Information Taskforce, MySociety and Rewired State have consistently demonstrated their eagerness and abilities to “Code a Better Country“.  You have given us evidence and examples to help drive this forward within government.

The new site will provide a way to access (eventually and hopefully) most of the UK government’s published data. There are already over a thousand datasets, in differing levels of accessibility from CSVs, to SPARQL end points, as well as XML and JSON. If those sound like alphabet soup, don’t worry, just be as excited as the developers who know what they mean.

The potential result is a wave of new applications, based on government data, that could do a wealth of things, from relating performance with class sizes in your local school to understanding how your local farming community is faring. Data.gov.uk is a very non-trivial project, and there is a long way to go, but what I was a very promising start. The early developer community is already very active, even though the site won’t really be in beta until the end of the year. As Harry Metcalfe puts it, the wraps are off.

There are four aims behind the project and opening up the data: 1) Aid transparency and accountability. 2) Empower citizens to drive public service reform. 3) Unlock the social and economic value in the data. 4) Stimulate the UK’s digital economy, with regard to technology and research in the web domain.

Certainly there are big commercial uses of the data, and I am sure big business will muscle in on the act, but underneath that, what a great opportunity to give a new generation of digital talent something to dig their teeth into. My hope is that the data will provide a platform for an ecosystem of businesses and micro-businesses, as well as non-profit organisations, to create value for UK Plc, both for the public good and for economic good. It will also be a proving ground for a new generation of geeks who can work with massive datasets and produce insights from them. Exactly the kind of folks the knowledge-based business of the future will need.

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I had the privilege of spending a couple of days in the company of Dr’s Anne Marie McEwan and Marie.C.Puybaraud, discussing the future of the workplace. You can see the thoughts on line – “smartworkplace – the power of collective intelligence” – or digested in this article on BBC News. The physical workplace has been evolving for centuries, as we have moved from cottage industries, through the industrial workplace, to modern times. A steady stream of technological breakthroughs have lead us to where we are today. Inventions like the lift have enabled radical changes in the way that offices are designed and built, and how space is used.

Marie and Anne Marie have been projecting workspace needs forwards, to look at what the potential future workplace of 2030 might look like. It isn’t as big a leap as it might sound, 2030 is twenty years away, it’s like looking forward to now, from back in 1989. They propose three different scenarios. Our first meeting was at the grand, but very welcoming, One Alfred Place. Euan Semple, Dave Terrar, Anke Holst and others joined for a group discussion about the current forces affecting the workplace. Dr Marie Puybaraud talked through the research report (summary here: The Smart Workplace in 2030).

The Smart Workplace of 2030 will see:

• A complex and competitive world focused on collaboration, innovation and creativity.
• An industry focused on knowledge and co-creativity.
• A culture for collaboration and collective intelligence.

Both physical and virtual elements are present, and telepresence is very much the norm, with technology present in ALL human activities. That technology enables a greater range of choices about the physical location that work occupies – work may well become something that you do, rather than a place that you go. Taking the three proposed future scenarios in turn, the report suggests very different scenarios that might emerge:

1. The Hive… The Network

Agility, anonymity and access become key themes. Workers become highly mobile, and work comes to us, with technology providing the virtual connectivity that teams need to collaborate and co-ordinate. A mixture of synchronous and asynchronous communication tools enable collaboration on projects, and access to shared knowledge.

2. The Eco-Office… The Community

A radical form of industrial democracy and corporate re-engineering. The Eco Office depicts a sustainable world where the creation and sharing of knowledge drives economic growth. Operations centred around communities. ‘Employee villages’ create workplace communities, and support a shift from hierarchical to self-managed teams, with flexible work/life balance.

3. Gattaca… The Fortress

The rise of the corporate office. A ‘swarm’ society, grouped together on the basis of shared interests and commercial affinities, which would see a high concentration of economic growth in prosperous areas, with a mass migration towards them. A society with a ghetto mentality, defending itself from recurrent synchronised failures.

The discussion steered towards a view that these three scenarios might co-exist, with a widening gap between large corporates and independent co-operatives of professionals and micro-businesses. Interestingly, for me at least, digital communication is central to each of the three scenarios, which is a good reminder that the tools can create both positive and negative environments.

Sometimes a less utopian view of social media is worth contemplating, if for no other reason than making sure that we don’t go there.

The group in discussion, photos by Benjamin Ellis.

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After being caught calling myself a social media expert during the BBC Radio 5 Live Pods and Blogs program this morning, I’d better explain what I’ve been up to. Having stumbled into digital communication in the 80’s, I was always captivated by the ability of technology to change things. In the 90’s I was able to play a part in building intranets that really did change how businesses operated, from car manufacturers like Renault and Volvo, to big banks in Asia and the US.

Something happened along the way, and I think that something may well have been email. Business went from information islands to an open sea of information. Then the sea turned to jets of water. Intranet’s dried up, as communication went from the intranet to email. The open sea became a mass of droplets, as staff retreated to their solitary inboxes, and closed point-to-point emails.

With intranets came extranets, and the idea of things being “inside” the firewall and “outside” the firewall. Deep inside the IT bunker phrases like “demilitarised zone” started to echo around. Information security thinking crept into marketing, and PR, as organisations started to talk about “controlling” and “timing” information flows.

Planning is all well and good, and control has its place, but businesses are ultimately about doing things, and doing them now. Outside of the corporate walls, people are sharing information like never before. News flows in real-time, from Iranian cyber war to Surrey swine flu. Its spread follows people’s social networks more closely than it follows fibre optics. It is granular, relevant and real-time. The corporate world has fallen behind the consumer world, but now it is time to catch up.

Deploying social technology inside of a business opens up the communications channels again. During deployments in recent years, I keep seeing that unless the external communication and internal communication are addressed at a strategic level, many of the benefits of an efficient, collaborative work style is lost. There’s certainly still a benefit, but it’s like driving with the hand brake on.

I’ve been searching for people with the same sense, and with the vision and skills to drive with the hand brake off. Having a “social media strategy” is all very well, but it often results in “bolt on” activity, with little return, and little benefit towards the strategic direction of the business. “Using social media strategically” is something different. Picking points of engagement, within the company’s strategic operations, when the tools will provide the best return. Social media is more than “one” thing. It is multifaceted and multi-skilled. It links internal and external, bringing the “publics” together, in a world were “personal” and “business” are increasingly blurred.

Given that the tools are about collaboration, it makes sense that collaboration should be the tool to help people get to grips with them. Imagine combining people-centric technology skills with those of an award-winning internal communications agency and a specialist PR and digital media agency. I have been imagining it for a while, and I have to say that the reality is even more exciting than I thought it would be. Two names to remember, and that you will hear along side redcatco:

thebluedoor

theblueballroom

ANNOUNCING: Consultancies collaborate to deliver businesses unique Web 2.0 and social media solutions for internal and external communications.

With collaboration, innovation and stakeholder engagement high on the business agenda, there is an increasing sense of urgency for businesses to embrace the opportunities offered by Web 2.0 and social media tools. One-third of executives recognise the importance of social networking by ensuring it is part of their business and operations strategy1. Yet a key block for business leaders and managers is a lack of strategic knowledge to analyse the business case for Web 2.0 and, moreover, ensure that the right social media tools are chosen to deliver on a company’s communications objectives.

1. Source: Deloitte ‘2009 Ethics & Workplace Survey’ conducted by Opinion Research Corporation 19/5/09

Looking for some social media action? Together, our three companies are enabling collaboration in action right now. Call or  e-mail to get the full story, we are taking our strategic workshop offering out to businesses that really want to reap the benefits of using social media. I’ll be sharing what we learn together here.

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In 20 years of working in industry I’ve seen the good, the bad and the ugly, as well as the amazingly brilliant when it comes to business operating models. I have worked in organisations that have practised new models, to different degrees. The results were some of the fastest growing, and most successful, businesses in history. Social media will, and is, making new models of operation mandatory, rather than optional.

Business needs a new model that is better for shareholders, employees, customers and suppliers. We are striving towards that at Redcatco, and helping businesses that want to do the same, restoring the balance between the different stake holders. If your customers genuinely appreciate your business, and your employees act out of community, then the shareholders will receive all the value that they can handle.

Award Winning Business

A business that is a living example of doing things differently is Justgiving.com. I was at the RSA to see Zarine Kharas, the company’s co-founder, receive the 2009  Albert medal, joining holders that include Sir Tim Berners Lee in their number. She gave a lecture about what businesses need to do to create lasting social value: ”The New Business of Business” (audio and video on The RSA site). Anne-Marie, Justgiving’s other co-founder was also there.

On a show of hands, around 95% of the audience had sponsored someone through the JustGiving site. That’s a very impressive market penetration for a business that didn’t exist a decade ago. There are over 7 million users on Justgiving now, and they have helped to raise over £400,000,000. Yes, I did get the 0’s right. 0.4 Billion, if that is easier on the eye.

I’ve written about philanthropy, and you might remember that I was Caught by CauseWired. That isn’t the topic here. Zarine was on to broader questions and the nature of business:

“Where are the moral questions in today’s economic dialogue?”

Social Separation

She cited the Archbishop of Canterbury, Rowan Williams’, recent speech in which he  pointed to the downturn as a reality check, but said that we are shrinking away from getting a (much needed) new perspective.

Zarine argued that we separate working and personal lives – Work is what you do to make a living, our good life, our moral life, is lived elsewhere. I would argue that our lives are even more fragmented than that, based on what we see with consumer behaviours.

I find it hard not to observe that social media and the growing popularity of personal-branding is blurring these bounds between work and play. Are you connected to your boss on Facebook? Do you blog at work under your own name? Are you that ’snowboarding marketing’ person?

“What is needed above all is an understanding of how a variety of institutions can together contribute to producing a more decent economic world.”

Business and ethics are not incompatible, they go in hand in hand. That should be obvious, but has been blurred through recent corporate sagas. Ethics build trust, and, ultimately, business is based upon trust. In the same way, art and profit are also not mutually exclusive. Innovation itself is a creative process, and a markedly profitable one at that.

Corporately Responsible

In Zarine’s view, CSR (Corporate Social Responsibility) is a charade. In the vast majority of cases it ends up so divorced from the core business that it becomes almost meaningless, she says. I would agree. Whilst many businesses are doing some well intentioned things, the danger is that one ends up with a situation where “they, over there” are responsible for the social responsibility and tackling issues to do with sustainability. It is the same danger that businesses face when they create “innovation teams”. These are functions that have to be embedded into the heart of the business, as a shared responsibility.

It is time to relook at the purpose of business itself. Zarine reminded the audience that it is a debate that goes back to the reformation. R H Tawney ”Religion And The Rise Of Capitalism” was cited as a must read on the origins of the idea that “The business of business is business, and should be kept separate from the business of society itself.” We haven’t had businesses, as we know them today, forever. There is no reason that they are necessarily part of our long-term future, in their current form.

Business Beyond Profit

The idea of ‘maximising shareholder value’ as the sole objective of the business needs to be thrown out. None other than Jack Welch, famed business champion, himself said that shareholder value is “the dumbest idea in the world“. Profit is a result, an output, not a strategy.

“Your main constituencies are your employees, customers and products.” Jack Welch

It is only when companies move away from the maximisation of profit as their primary goal that lasting value can actually be created. Profit is a by-product of something much greater, argued Zarine, and that is: creating a great product, serving customers, employees and all stakeholders in a balanced way.

“There needs to be a concensus that success is not only measured in profit, not only in growth.”

Perhaps the recent financial crisis can shake us into that? Huge profits. Uncharted risks. Immeasurable destruction of value. I’ve served on audit and disclosure committees of some big businesses. The more deeply I understand modern accounting, the more I see how profit is a short-term variable, manipulable through the magic of accounting, even when that accounting is conducted under strict guidelines. 

“Shareholders need to cease their folly of a relentless quest for growth at unsustainable levels.”

From Business Tactics to Social Strategies

That also means understanding that decisions that have a short term negative inpact on profit can have a long term positive effect. For me this is the essence of strategic thinking: Lose the battle, but win the war. Quarterly profit targets drive behaviours that are focussed on winning every battle. Eventually the company looses the bigger war, with chapter 11 or simple oblivion following shortly afterwards.

“Actions that generate trust generate greater value”

People need to stop seeking the best price, argued Zaraine, but instead start looking a best value, and long term impact. “Cheap” often turns out to be expensive. I know from my experience in running manufacturing functions that this is very true, but little understood.

Where does the change start? Zarine says it must start with companies themselves, and with the behaviour of all employees – how they interact with each other and with others outside the business. That means you and me.

Interestingly, Zarine is unconvinced about the idea of social enterprises. She said, “consider not what a company does, but how it does it,” and was very clear that Justgiving is a business, not a charity. There are profits, which are invested back into  the business, and there is a small profit share for employees.

Profit is a sensible goal, when it is not the only goal. Zarine says what has been lost is the central purpose of a business: a satisfying life for employees and a reasonable (emphasis on REASONABLE) financial return. 

Throw Away the Rules to Get Mores

Justgiving have thrown away the rule book, instead they trust people to do the right thing. I know some other businesses that have done the same, and I’ll be writing about them soon. Imagine no expenses policy. No holiday rules. HR people will faint, but Zarine cites other businesses, including Ricardo Semler of Semco, who also run a very different model. Ricardo says the obsession with control is a delusion, and increasingly a fatal busness error. 

“We reach for rules and controls. We all succumb to the temptation. Companies, charities, on and on… …The idea that we can control these things is a vain hope”

It reminds me of something that I first read in a Covey book: Rules can never make up for mores (social norms). To put it another way, you can never legislate for good behaviour. Good behaviour comes from accountability, and accountability comes from transparency. That is one of the reasons that I believe social media can be so transformative in a business.

Justgiving isn’t perfect, and they know it “we fail at this every day.” – Rules become obsolete almost the moment we write them in today’s fast paced business environment. Rules bring out the worst in us, and to that end Justgiving have one rule: to have as few rules as possible. They have even experimented with letting employees set their own salaries.

What ensures that people do the right things? It isn’t rules, that is for sure. Zarine quoted the UK Home Secretary, Jacqui Smith, who was recently in hot water over her  expenses. When questioned about suspect claims, she said, “I followed the rules. I sought advice. I followed that advice. I have done nothing wrong.”

Because she followed the rules she had done nothing wrong. Imagine that in the context of trying to build a high-risk, innovative business. In an environment based on mores, shared understandings and values, people come to work to do the right thing. Trust, and peer pressure, combine with the desire to do the right things, to provide the glue that holds people together. Rules, argued Zarine, breed mediocrity. She describes the Justgiving environment in this way:

“We aim to have honest conversations with each other – difficult ones, to endlessly debate how to serve customers better.” Far from being a soft environment, it is a tough one, “Decisions are made on facts, not on egos; [it is a place] where innovation happens without fear of failure.”

New Structures – Beyond Command and Control

They don’t have an org chart for the business, they work in project teams which dissolve and reform. People you have relationship with hold you accountable, not distant managers. I would go along with Zarine’s view that the structures of the Victorian age and the production line are not appropriate for the Internet era.

This all sounds simple, but is very difficult in practice. We are educated to be compliant, rather than questioning, but innovation starts with questioning, and compliance does not breed trust. Creating a more ‘open’ organisation is a long journey. It took over seven years for Semco. One audience member asked how this might work in their National Health Service trust. There are definitely challenges.

When people feel themselves to be highly accountable to their peers, when they are motivated by a sense of involvement “That’s when they perform to the best of their abilities, out  of respect for and commitment to their team, to their customers, to their shareholders. Where they have a meaningful say in the business, they do not have to be told what to do.”

Adam Smith, 250 years ago, recognised that an economy requires other values and commitments, such as mutual trust and confidence, in order to work.

“We don’t need ethics workshops or corporate citizenship lectures, just good old fashioned trust and the freedom to do the right thing.”

Get Innovating

Social innovation is open to all businesses that truly want it. Whilst employees might be more geographically dispersed than they once were, the technologies exist to re-integrate them and rebuild the relationships and trust that are so essential to running an effective business. Those relationships can be extended beyond company boundaries, to build effective communities with customers, partners and shareholders. Social media is making businesses more accountable than they have been in living memory. Consumers are becoming activists and campaigners, and what goes on inside of the walls of a company no longer remains there (see Dominos Pizza – Why Everyone is in PR Now and Employee Engagement Matters).

The best way for businesses to respond, is to embrace the new communication media that the Internet has enabled, and use them to build trusted relationships and to transform the business.

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In some senses, this post is a part II to raising finance for your business. Tuesday’s TechCrunch Geek n Rolla event brought together business start up hopefuls and experienced old hands from around Europe. The passion and enthusiasm of TechCrunch’s Mike Butcher in supporting the European start up scene is a joy to see. The scene needs more of that.

Update: Mike has other talents too, as we found out at the after party (thanks to @Itamarl for the video):

Here are the highlights and key take-aways from the event, at least the ones that caught my ear:

Andrew, of Huddle, gave an invaluable talk on “Hiring a group of peers” with points that are good ancient valley hiring wisdom:

• Have 100% agreement on hiring decisions – if anyone is in doubt, best to say no, and say no early.
• If in doubt, don’t hire – however tempting.
• Personal referral beats all other forms of hiring, by a mile, even finding people via Twitter.
• If you have to use recruiters, pick just one or two to work with, and build a quality relationship.
• Paying below market rate is a false economy, people will come and steal your good staff.
• You don’t always get the right team in the first place. Get over it.
• Follow the correct procedures – make sure you have staff trained in HR, the ROI is compelling.

Andrew talked about Huddle’s desire to create “a place I’d want to work at” :- great people + nice surroundings = WIN. Hard to argue with that! Reminds me of an old post from a Mike Smith on startups and hiring. It is so important and so hard to get right.

I’ve written a separate post on Joe Drumgoole’s “get off of my cloud” – it is good to see the topic of cloud computing for start ups getting some air time, done right it is a brilliant success-based cost model. 

Joe Stepniewski, Skimlinks, talked about monetisation for start ups – I can’t seem to find that word in my spell checker… Revenues perhaps? . Joe reminded the audience that CPM has taken a 6% drop in the last year, but performance marketing has gone up. The changing numbers and dynamics mean that ad-funded start ups need to paddle faster just to stay where they were. You need lots of traffic. Lots – A million impressions a month is needed just to cover the cost of a desk in London (about £500/month).

The lesson? Don’t rely on advertising – CPMs are the lowest they have been for years, and dropping. Go direct (if you are going to go with advertising) and look for monthly tenancy from targeted sponsors. Choose ones that you are passsionate about and create interative promotions where the audience participate. A note to marketing managers and businesses looking for promotion: There is huge opportunity for you here. SAP and others have done very well off of sponsoring blogs.

Joe strongly encouraged start ups to look at affiliate schemes, which I’d hope he would, given Skimlinks business. They have low barriers to entry, are quick to get going, and work with lower traffic volumes. It is also a more level playing field, as small sites can get the same deals as larger ones. Social Media and user generated content can convert well, since user opinions and recommendation drive the buying decision. Forums and Twitter convert very well. Again a note to outbound marketers: don’t miss out. Affiliate marketing encourages sites to be more considerate of their users. A very good thing. More in Bash’s post on TechCrunch.

Jof Arnold, Gymfu.com, gave an insider’s view of developing apps for the iPhone and marketing via the iStore. It isn’t as pretty as it looks, with multiple platforms to develop for and the intricacies of the Apple approval process. People are already gaming the system, and there are lots of pirate installs on iPhones. The peak revenues mean that it is still too small a market to really interest VCs. Self-funding and Angels are the way to go here.

Leisa Reichelt, Disambiguity, spoke about user experience. She’s been a long-time favourite blogger for me. Her key points apply to all marketing, not just to user experience:

• Step 1: Pick an audience.There is no such thing as “the general public”.
• Step 2: Know your audience. Don’t assume, and beware of stereotypes. Find them. Watch them. Talk to them.
• Step 3: Design for your audeince. e.g. use customer personas. Having some ‘pretend’ customer identities, based on what you learnt in step 2, is a great psychological hack to shape and improve your thinking. Question every product and design decision against your users’ needs. Hire a (good) designer to make you a style guide.
• Step 4 Think big and think small. Simple things like moving a button can make multi-million dollar differences. Likewise, don’t loose site of the ‘big stuff’ either.

The panel on getting more women involved in tech start ups has been amply covered almost everywhere. I started using computers in the 70’s. Things are better now, but we still aren’t there. Sophie Cox, of Worldeka,  made some good points about the sexualisation of youth culture. In the UK we have an issue with getting people involved in tech, regardless of gender. I find the falling numbers on science courses alarming. Paul Walsh didn’t make the panel, so he was replaced by a banana in a bin. No, I have no idea. Anyway… A future topic for a blog post.

William Reeve, experienced entrepreneur and investor, talked through his LOVEFiLM.com experience, with some sagely advice in his slides:

• More cash doesn’t mean more customers. It is how you use it.
• Can you afford success? If your costs are ahead of revenues, do some creative thinking
• Boot strap cash - cash flow beats money.
• Choose your partners well to manage your cash flow.
• Look for performance based spend.
• Think about your burn rate. How much cash you are consuming each month controls your future.
• Pick the metrics that matter, and manage tightly against them – if your key metrics slide has 50 things on it, you need to re-think it!.

Lesley Eccles, Co-founder of Hubdub shared their experiences of launching, and tackling the US market from the UK. Think: lots of flying, careful with the humour, and find good local partners. Ian Hogarth, Songkick.com, stated the importance of focus well:

Focus is working out what your start up is best at, describing it accurately, and nailing that thing.

As a VC once said to me: focus like a laser beam. Dissipation of effort will rip success out of your hands. Ian pointed to a good wiki with a list of free/opensource tools for start ups: startuptools.pbwiki.com. He also made a point, as did Mike Butcher, that networking with other start ups is key. This is something the valley does well – sharing experience, supporting other companies. We are social here in Europe, but don’t seem to be as good at leveraging other people’s experience.

Nick Halstead, Favorit, talked on Funding and how to handle Angels should be compulsory reading for anyone looking to get funding that way. Angels are hard to spot – they don’t advertise themselves – for very good reasons – and they can be both difficult and rewarding to work with. There are angels that have fins rather than wings, you have been warned. Likewise, Fred Destin, Atlas Venture, gave some solid advice on dealing with VCs. Key take away: You need to build a relationship and credibility. Dropping a business card isn’t going to get you anywhere.

I’d agree with Alan Patrick’s take on the event. I see encouraging signs of greater maturity and experience in the UK’s tech startup scene, and that is a very good thing. It would be nice to think that in the next few years we’ll see some successful exits, which will free up cash and experience for the next, even bigger and better, wave of UK-based start ups.

Next up… Feedback on the start up pitches, and tips on pitching.

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I wouldn’t normally blog about a Pizza chain, but this week Dominos have turned themselves into an example of why businesses need to get to grips with social media, and why employee engagement really matters.

The best place to start, if you’ve missed the story so far, is with the blog post on The Consumerist - Domino’s Rogue Employees Do Disgusting Things To The Food, Put It On YouTube. If your stomach is a little delicate, then let me summarise it like this for you: Some (now very ex) Domino’s employees do some pretty unspeakably unhygienic things to food during its preparation. We’d know nothing about this, and they wouldn’t be world-famous if they hadn’t, for good measure, posted a video of them doing said activities on to YouTube.

Whin a couple of hours of Consumerist publishing the blog post, reader’s had tracked down the branch and the offending employees. They are now claiming that this was a prank, and the food was never served to anyone. Meanwhile, six thousand views on the video is gradually turning into over 500,000 views.

Domino’s responded on the original blog, but by then the story had propagated and the video was already embedded in dozens of blogs, and in people’s Twitter streams and Facebook status updates. The company issued a statement, somewhat slowly, and in a very quiet corner of their site “update to our valued customers” it said.

While the employees have been terminated, and the franchise is looking to file a criminal complaint against them, it is too late. The damage has been done. The nature of the blogosphere is that it is disperate, and doing what Domino’s did (responding on the original blog) simply isn’t enough. Stories propagate from blog to blog and you can’t get to all of them during this sort of incident. Twitter accelerates the process even further – the pace of micro-blogging makes traditional blogging look positively sedentary. 

Whatever your view of Twitter, for now it is where the news stories are made and fed – it’s where PRs and Journalists live alongside millions of people who do “other things”.  It is also where the Domino’s Pizza story took off . Shel Holtz has a great set of thoughts on the handling of the incident  ”Domino’s needs to get out in front of this situation.” he says. I’d agree with that. The only way to do it is to create a focus for the response, and a place for it to be heard. It’s also the time to mobilise customers who are  passionate about your band to respond too. You have got customers like that, haven’t you?

A corporate blog and a twitter account would have provided that focal place for a response, but instead information is turning into out of date misinformation and spreading over the blogosphere, oh, and that video of the employees doing unspeakable things? It is well on its way to 1,000,000 views. Of course it might get taken down, but that would simply remove a focal point for getting information out (the video now carries a sub-title to the effect that the employees have been terminated) or it might just  result in the video being reposted.

This isn’t the first saga in the fastfood chain to hit social media. Kentucky Fried Chicken staff showed employee innovation at work, by turning a deep fat fryer sink into a hot tub. Similarly, Amazon suffered a Twitter-fuelled backlash at the start of this week over a “cataloging error” which resulted in a number of books being de-listed and cries of a censorship-foul.

This why I am so focussed on building brilliant businesses, with communities around them. Businesses need ‘friends’ looking out for them on-line. Businesses also need a strong sense of internal community. Employees who are passionate about the business and its reputation will work to preserve it. Someone, rather unkindly, referred to fast food establisments’ staffing policies as “hire on a heart beat.” I’m sure that isn’t true, but businesses need to think differently about hiring in a world were every employee is now working in PR.

PR is no longer about a few staff managing relationships with some journalists. PR is about every member of staff looking after relationships with the “Public” – the sea of people who are customers, prospects, suppliers, partners, potential future employees and friends and friends of friends of all of those. One company that really seems to get that is Zappos. Not so familiar in Europe, but growing massively in the US, Zappos CEO Tony Hsieh has built a company that seems perfect for these times. ReadWriteWeb has a recent interview with him, by Loic Le Meur:  Zappos CEO Talks Culture Fit and the Importance of Creating a ‘Wow’ Experience. Staff don’t have scripts to interact with customers, but they do get Employees get substantial initial training, and are hired and fired based on the company’s core values.

“Any idiot with a webcam and an Internet connection can attempt to undo all that’s right about the brand. In the course of one three-minute video, two idiots can attempt to unravel all of that.” Domino’s Spokesperson Tim McIntyre in Ad Age.

He’s right, and the only way to prevent it is to have a strong employee and customer communities, who are passionate about the business and united around a common set of values. That way, even if one employee does turn rogue, the rest of the community will bring things into line. Businesses must be ready to engage with social media, to know how to handle it, and to have the staff who are up to the task. You don’t want to be starting to figure it out at the same time as dealing with a crisis. Start to build the skills now.

Businesses need to build effective communication channels with employees. They need to understand that everyone in the business is in public relations, and companies’ values need to be demonstrated in living communications – not just pinned to a wall.

If ‘rank and file’ employees don’t have a feedback channel to management, malcontent can quickly turn into misbehaviour, and these days that puts you three clicks away from being on the front page for all the wrong reasons.

Listen to Tony Hsieh’s opening remarks at SXSWi. – one of the highlights of SXSWi for me – you might want to skip in a little to get past the intro. It’s a very different sort of business, embracing many of the tenants of social media into the heart of the business. You can pitch up any day and take a tour. The staff use Twitter and are active in the community. Somewhat ironically, Tony ran a Pizza business at college. I bet that was a very different sort of pizza business.

UPDATE (24 hours on): Just after this post was written, a Domino’s Pizza Twitter account was set up: DPZINFO. They are disseminating updates and engaging with the Twitter community via the account. A little stilted, and a brutal start, but good on them. I’d noticed a couple of Twitter ID’s starting with DPZ. The story has jumped to the mainstream media (USA Today, the BBC and Sky News). The apology on the Domino’s page has been updated. The store has been shut and Patrick Doyle, Domino’s CEO, says that they will re-examine their hiring practices. The original video has been taken down (at the request of Kristy, who featured in the video) and The following video posted by Domino’s:

Neville has posted a follow up on the incident, if you would like to read more. The comments on the video are the usually YouTube class act. As I write this, that video has had less than 20 thousand views, showing another asymmetry in social media: It makes a better tool for opposition than it does for defence. Alan puts it well in a post today, “Now! Big! Risk! Fear!” spread fast. That’s why social media calls for a very different approach to traditional PR, one that reaches deep inside the company.

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South by South West Interteractive was even more of a whirlwind than I imagined it would be, and I had imagined it being frenetic. The event brings together people from the film, music and digital interactive spaces, which provides a rich context in which to talk about the future of marketing.

In between the Digital Mission events I caught a few panels, and (in true SXSW style) had lots of corridor conversations with industry verterans. For me, one of the highlights was meeting with Hugh MacLeod, aka GapingVoid. Hugh was one of the first bloggers I started to read, and I’ve been a long-time admirer of his cartoons (a warning: some strong language). I think it would be fair to describe him as an accidental artist – in fact I’m sure those are his words not mine. I have come up through an engineering and technology route to the marketing world, or as Hugh put it, I’m a “geek.” Hugh started in the marketing agency domain, before arriving into the technology world via blogging, back at the beginning of the century. That gives him a unique perspective on both the old and new marketing worlds.

As we sat in a favourite SXSWi watering hole, the Ginger Man, I quizzed him about where he saw marketing going and listened to his stories. I also sat in on the blog to book panel towards the end of SXSWi, but more of that later – and on Hugh’s upcoming book Ignore Everybody: and 39 Other Keys to Creativity (sample excerpts  and pre-review)

Over the last year I’ve come to the conclusion that it is best to interpret broadcast media, and the broadcast marketing that comes with it, as an anomoly. Since the invention of radio and TV advertising, marketers have been able to “buy” our attention by inserting adverts into content that we choose to consume. I distinguish radio and TV from earlier billboard and poster advertising, since they are media that already have our attention before the advert. With poster ads, marketers had to win our attention; with broadcast ads marketers simply need to make sure that they don’t loose our attention.

Arguably, broadcast media has laid waste to innovative marketing and made marketers lazy. Big brands have lived off of the program-ad-program sandwich “bait and switch” format for a generation, but we aren’t playing the attention game anymore. About the time that our second child was born we got a large screen TV. Not for us – the TV is hardly ever on when we are home – but for our baby sitters. Having a big screen TV made us an attractive employer for sitters.

Times have changed. Just before I headed over to the US for SXSW, our baby sitters arrived. They didn’t ask for the TV remote, they asked for the WiFi password so they could surf the web on their laptops. The younger generation is increasingly switching from watching TV to surfing the Internet. The older generations are too. The story is just by way of example, the broader trend is supported by industry statistics too.

Along with the switch from the big screen to the “small screen” we’ve become increasingly immune to advertising. Experiments that monitor eye-scanning patterns of web surfers show that they quickly learn where ads are placed in the page, and avoid looking at them. Our attention can no longer be so easily bought. The web doesn’t support bait and switch. If people (and the brands that employ them) want to get our attention, then they are going to have to be much smarter than they have been in the past. They either have to get better and better at grabbing attention, or to switch from interuption-based marketing, to conversational marketing.

In parallel, the growing domination of web search as the means of information gathering has changed the way that people look for products. Marketing is increasingly about discovery, rather than broadcast. A transition from from push (broadcast) to pull (discovery) seems increasingly inevitable.

Of course, we know all this, but old marketing habits die hard. The short term answer has been for companies to do more and more (broadcast) advertising, aided by the falling cost of media. That has simply exasperated the problem, saturating audiences and diluting attention. There is no point carrying on with the old model and hoping that it will still work. It won’t, at least not unless you have a huge budget. You can compensate for efficiency by pushing harder, but eventually things will still break.

The future of marketing lies in its the past. Companies have to switch back to authentic conversations with customers, building communities and finding the influencers and amplifiers within them.

Some shots from the Ginger Man and out and about in Austin.

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The Dunbar number regularly gets bandied around in social media circles, and for good reason. However, it is usually misunderstood.

In today’s hyper-connected world, where technology lets us have hundreds (if not thousands) of ‘friends’, people are increasingly interested in understanding what the human limits on maintaining human friendships might be, and why.

Real world relationships have been studied by psychologists, sociologists and host of other ‘-ists’ for decades. However, Dunbar, who works in the area of behavioural brain science, has emerged as one of the most frequently quoted figures, in the blogosphere at least.

Where did Dunbar’s Number come from?

One of Dunbar’s papers, published in 1993, wonderfully titled “The Co-evolution of Neocortex Size, Brain Size and Language in Humans” is cited for something commonly referred to as Dunbar’s number. Shock number one: There isn’t really any such thing as Dunbar’s number, in the sense that people normally refer to it.

The common mythology is that Dunbar said that people can only sustain a network of 150 contacts. Strictly speaking that is not what Dunbar’s paper said. Think of humans as brains on legs for a minute, and put your evolutionary psychology hat on. Dundar argued that, in evolutionary terms, there may be an upper group size that animals can and will live in, determined by cognitive constraints – specifically the processing capacity of the neocortex - and selected for based on various environmental constraints.

Effectively, from an individual animal’s point of view, the neocortex size sets a limit on the number of relationships that can be maintained. That in turn limits the maximum group size for the community that individual lives within, assuming they have the same constraints. At a simple level, if a species is made up of individuals that can only sustain 10 relationships, we might expect to see groups of 10 wandering around. If another member attempts to join the group, the individuals don’t have the capacity to support that extra relationship, and the member wouldn’t be accepted, or the group would fail.

The neocortex size is driven by all sorts of ecological factors that select for group size, but we could potentially use that relationship the other way round to predict group sizes, based on the neocortex. Take one group with a known group size and look at the size of its neocortex. Work out a ratio, then take another species and look at the size of its neocortex and use that ratio to predict how many individuals it would be able to support.

Would the Real Dunbar’s Number Please Step Forward

Dunbar took existing data from a number of primate studies, where typical group sizes can be observed. He then looked at the neocortex size for those primates and projected forwards to the larger human neocortex. His calculations predicted that human group sizes would typically be around 147.8. It should also be noted that Dunbar worked with average group sizes, not maximum sizes.

Now, the maths is much more complex than this summary indicates, but I’ll spare you the detail. Even so, the statisticians out there are probably gagging on their most recent meal at this point. Hang on in there. Some statistical juggling means that confidence limits around this number can be calculated, which ends up giving a range being between 100 to 231, hence my earlier comment about Dunbar’s number not really existing in the way most people expect. Think of it as a range of typical group size, rather than a number limit. Dunbar’s work has been criticised and supported. However, it is interesting to note that his suggested number does seem to match with studies of human group size from other disciplines. I commonly read both military and business books that suggest a number in this range as the typical or maximum size for a group.

Speaking of Language

There is an interesting aside here. Dunbar and others argue that social grooming is important for maintaining relationships, and for sustaining the coalitions that facilitate large group structures. While apes might spend their time picking insects out of each other’s fur, we waggle our tongues and use our voice boxes. Evolutionary psychologists often argue that we evolved language as a very efficient form of social grooming. Well, half of them would. The other half would argue something more along the lines that our brains got so big and heavy we had to do something useful with them, and language turns out to be a rather beneficial thing to have.

Think of it this way: If a large group of apes is only able to be large because they spent their entire time picking nits out of each other’s fur, it won’t be a large group for very long. While they have the advantage of being able to defend themselves and pool resources, they don’t have any time left for finding food. They will be an extinct bunch of apes in very short order.

One of the factors that gives us large group structures is our ability to use language in communication. Language is much more efficient than picking nits out of fur. I can deal with more than one person at once, for a start. That means we can be more efficient about maintaining relationships, using quick bursts of language, rather than all of the time being taken up with social grooming. Personally I find that a great relief. I love communicating with you, but I’d rather not have you dealing with my parasites!

A simpler summary would be that available time, combined with efficiency, determines the number of relationships that can be supported. Language enables us to be more efficient with our time. That in turn enables us to build a larger social world, and still have time to do other things.

Does Social Media Make Us More Social?

One of the (many) aspects of social media of that fascinates me is this: Can it enable us to be more efficient and effective in maintaining relationships? Can computer-based tools enable our brain to cope with more than it would be able to otherwise? If so, that has social ramifications, as well as organisational design ones.

So, if Dunbar’s number (or one of the equivalents from Anthropological studies) is so small, how do we end up with significantly larger groups, like 1,000+ person companies? It comes down to rings of friendships. Think of bands of 30-50, then clans of 100-200, and above that tribal groups of between 500 and 3000. Imagine that I have 30-50 relationships, and those individuals have partially overlapping relationships with others. You can now imagine an inner group and an outer group, with cohesion maintained by those individuals holding relationships across the different bands and within bands.

The way that large groups work is significantly more complex than suggested here so far. Dunbar and others argue for these layers or rings of friendships, with different strengths at each layer. This layered structure enables sustainable group dynamics. The coalitions mentioned earlier are important, since these stronger relationships provide the individual with others to protect them from potential hostility from members of the larger group, by individuals with relationships to both parties.

Bands and clans interact in a way that protects individuals and sustains tribes and population, and reflect different types and strengths of relationship. One of the challenges of today’s social media is that it doesn’t model this subtlety and complexity. Psychologists are still trying to understand the diverse nature of human relationships, and the complex properties that they have.

The Future is Still Social

It may be many years before social media catches up with even today’s understanding, and by then that understanding may have moved on – potentially due to social media itself. Social networking tools let us understand how we maintain relationships, by giving us greater visibility into how people interact, but they also potentially change the way that we do these things, a kind of social version of the schrodinger’s cat problem.

There are still going to be psychological limits on how many relationships we can maintain, whether we fundamentally change them or not. Perhaps technology enables us to have a feeling of maintaining more relationships, or it deepens relationships that have been weakened by our modern life styles. At a more human level, it is raising the question of what we mean by  ’friend‘. It is certainly making qualitative changes to what we know about those around us, and our ability to discover new people to communicate with.

Maybe you’ve worked out your own personal Dunbar number, or found ways of recreating those different circles of friendship with social media? Do you see tribes and bands in action on-line?

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Over the last year I’ve been playing with a number of location based services. I should explain my fascination, since it is even stranger than you think. Way back when I first encountered communications networks I was gripped by the way they enabled me to reach across geographies. Suddenly I could speak with people all around the world. This was in the days when international phone calls were the reserve of the few, and even speaking to people ‘all around the UK’ was prohibitively expensive. The Internet was a global thing, transcending governments and breaking down national boundaries – and all the challenges that came with that.

New Services

Skip forward three decades and things are evolving in a different direction. Services like Fire Eagle enable a number of applications to understand where you are, and Brightkite (in closed beta – email me for an invite), Dopplr and a swarm of others mean that you can ‘discover’ nearby friends/contacts or even total strangers. Other services like Flickr (best known for its photo sharing – although it now does video too) and even Twitter are location aware.

The Benefits?

How does that help with productivity? The answer is: a lot. Dopplr can reduce travel by enabling you to identify fellow travelers, potentially sharing transport or eliminating trips all together. If I discover that Sharron, from the Paris office, is going to be in London this week that might save me a trip. Brightkite helps me quickly find a local Internet cafe or the hotel where friends are staying. At the other end of the spectrum, finding photos ahead of time on Flickr might save me getting lost, or change my holiday plans!

The Practicalities

Many of these location based services are dependent on access to data on your current location, but constantly typing in where you are can become a drag. However, with more and more devices having built in GPS, reporting your location (we’ll come back to that) and tagging photographs and videos with geographic information is now a relatively simple task. Geo-tagging has become a major geek fad. It is still not as seemless as I’d like on my Nokia N95, but perhaps that isn’t such a bad thing. This week I signed up to Pachube (currently in beta), which is a service that enables a device to stream environmental data and share it globally. I was hoping to get some wind data for my home hacking activities, in preparation for homecamp this weekend. No joy so far, but it is still early days.

Near Me

So, we have location based data behind location based services. Lots of data means an opportunity for lots of searching, an opportunity not lost on Google. If you use the latest version of the Google app for the iPhone (or iPod touch), it takes your location into account when it selects search results for you. Google searches have been location aware for a long time, but with more location aware devices, and the marketing fraternity on the case, it is going to a whole new level.

Google maps are an interesting way of discovering things. From a creating a ‘find us’ page with a pin in the map, to searching for local shops, Google’s map functionality has become almost as ubiquitous as their traditional web search engine. Putting your site onto Google Maps is relatively straight forward (give it a try).

Nice as all that is, that isn’t the most exciting thing about location based services. Back to those social networking services. Adding location into the mix provides the opportunity to rekindle local communities, connecting people in neighbourhoods, who might otherwise have never met. At this point, some of you might be perplexed. Meet people in the locality? Your either thinking “but everyone knows everyone anyway” or “but no-one talks to anyone”. There again, you might be comfortably in the middle of the two. It depends where in the country (and in which country) you live. Where I am, the commuter lifestyle and long working hours mean that much of the local sense of community has dwindled away. There is little engagement in local matters. A few brave souls attempt to keep a bit of a fire going, but it is a battle against apathy and that lack of time.

Cue location based services. From Facebook to Brightkite, from blogs to Twitter, local people are rediscovering each other. More than that, they are finding common causes. What is a community after all, if it isn’t a group of people centred about a common purpose? It was during a conversation with Tom Watson MP – Minister for Digital Engagement – last week that I realised the significance of these communities mapping on to geographical political infrastructures: influence. Just as the communities described in Cause Wired were able to organise on-line to create changes in the off-line world on an international level, local groups can affect the local level.

The space is not without its issues (see this post about post code data), with access to data and privacy being major concerns. However, the next few years will be about the Internet becoming an increasingly local phenomenon, rather than a global one. We have local community based blogs and websites, groups on social networking sites and local meet ups and that is all before the new wave of location aware devices are in broad use. We going hyper-local, and it may just be the most disruptive phase of the Internet yet.

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Making a really great speech or presentation requires a great deal of preparation and practice. In an ideal world, you would always have time to plan, rehearse and perfect your words of wisdom. However, sometimes things don’t work out that way.

A number of times in my speaking career I have had to pull something together at very short notice, either because another presenter dropped out, or because I was visiting an office where the local manager unexpectedly asked me to make a speech to all of the local staff. Here is a simple process to enable you to prepare a speech at very, very short notice (or presentation - its a presentation tip too)…

Getting Started on the Speech

Ideally you will need eight post it notes. If you haven’t got them, just grab a sheet of paper and fold it in half. Fold it in half again. And once more. Quickly, there’s no time to waste! Now, tear along the folds. Either way, you now have eight pieces of paper, and hopefully a pen. You’re ready to star(t).

Who is the Speech for…

Always begin with the audience. What do you know about them? What do they know about you? Write down a few bullet points on the first piece of paper. Who you are, in the context of how it is relevant to the audience.

What is the Speech for…

Does the audience or the person who invited you have an expectation of what you will talk about? Be sure to meet it, or cover it as best you can. Failing to do so will definitely cause angst.

Now think about what will be in the speech. Let your brain free wheel for a minute. Write each of your main ideas on one of the remaining pieces of paper. You don’t want more than seven. Research suggests that we can deal with 7 things in our head at once, plus or minus two. This isn’t the time to go stretching your cognitive abilities, so stick with 5-7 main ideas.

If you come up with more than seven, look through your earlier ideas, then find the weakest one and cross it out, replacing it with the better new one. It is a neat way to refine your speech.

Think back to what you were expected to cover and sanity check what you have written. That clock is still ticking, so…

When and Where

Check how long the speech should be. 7-15 minutes is a great length. It will seem substantial, but shouldn’t drag on. Check where you are. Can you link your speech in to the location? Perhaps based on a piece of local news you have read.

Now, to the when and where of each of your main points. Lay out the pieces of paper. They should fit one of three structures: topical, chronological or spatial. That will give you a natural order for them. In a topical structure you will see that some things must be covered before you touch on the other topics, or that some link together. In a chronological structure you probably want to start at the beginning and more forwards from there. In a spatial one there will also be a natural flow too. You now have your main points arranged in order.

How

Now you have the sequence, think about how you will make each point, and how you will bridge between each point. Jot down your proof points, or for a longer speech your sub-points, on the relevant piece of paper. At the end of the piece of paper for each point, make a note of your bridge to the next point. The bridges should help to create the story, and will make your points more memorable if done well. If you can’t think of a bridge, the next step may help…

Why is the Speech Relevant

Why are you giving the speech? Look back to your first piece of paper where you wrote about the audience. Why are you making the speech, and why are you the right person to give it? This should constitute your introduction. For example,

“As I have started and sold a number of high value companies, Dave has asked me to say a few words about how to create a valuable business, now that you have secured your funding.”

Well, you get the idea. It should establish your ethos (in Aristotle’s Rhetoric this is your expertise and knowledge).

Check back over the pieces of paper with your main points. The ‘why’ should tie them together. You might need to make a quick adjustment if it doesn’t. In the introduction to a longer speech you can also briefly run through the points you will cover in it, if not, just a summary in a couple of sentences. Remember:

“Tell ‘em what you’re going to tell ‘em. Tell ‘em. Then tell ‘em again.”

You now have your introduction and your middle (main points). Finally, think about your conclusion. Ideally it should draw on your key points, without introducing any new ones. It should also provide some sort of call to action: a response or a commitment. You aren’t speaking just to generate warm air, you are there to make something happen. Make it so. Note it down.

Say it!

You now have your completed speech, and read through the points a few times. Congratulations. If you have time between now and speaking, then practice your speech. Nothing beats a rehearsal for finding problems (it also helps with memory). Practice on the taxi driver on the way if you have to, but speak it out loud. The physical process of ‘out loud’ rehearsal is much more effective than just running it through in your head. If you need slides and have time, try this:

• Slide 1 – Your speech title and name. 
• Slide 2 – x. One bullet point in the middle of one slide, with that one point in bullet form. But without the bullet.
• Last slide – Copy and paste slide 1. Save it. Done.

If you know of an image that will effectively support your point, it is to hand, then add it. Otherwise, you’re done. Who, What, When, Where, How and Why – a speech in 5 minutes.

Enjoy!

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Stephen Covey has already published the The 8th Habit, so I’ll have to put this down as the 9th habit of highly effective people.

These days we have more knowledge than we can comfortably fit in our heads, so we depend on our trusty computers to keep all of that overflowing information safe. From important e-mails, to irreplaceable family photos, or even the music collection to keeps us going through the day. It’s all there in those tiny magnetic particles.

Needless to say, it’s no laughing matter when it goes wrong. Hard disk failures, flat batteries and lost laptops are becoming everyday events. It isn’t that the technology is getting less reliable, it just that we are increasingly reliant on it. That should make the limitations of storing data on a PC or laptop obvious:

• When the machine is destroyed, stolen or fails, all of that data is lost (or at least compromised).
• Data is inaccessable to others (unless you are doing some form of funky personal file sharing).
• Data isn’t available when you are away from the machine or it is off with a flat battery.

These were some of the reasons that IT departments installed LAN servers in the 90s. Data was kept somewhere safe and backed up regularly. You won’t know how valuable your data is until it is lost, and by then it is too late to do anything about it.

The list goes on. In the last week I have come across nearly a dozen people who have lost days, if not weeks, of productive time. You might have the most well organised to do lists in the world, but if you loose your data, your productivity goes down the drain.

Data storage continues to plummet in price (see ”the exploding digital universe“), which means we consume more and more, but also that a backup system needn’t be expensive. Consider one of these ways to protect your data:

• Back up data onto an external drive.
  • External firewire drives are fast, although a little more pricy. A USB drive is fine.
  • Store it somewhere safe, but different (a friend down the road?).
  • It is no good if you loose the drive at the same time at the computer.
  • Consider using encryption to keep the data safe.
• Set up a file server or NAS.
  • If you have enough machines to make it worth while.
  • Ethernet and wireless connected storage systems are affordable.
• Back up data with an on-line back up service.
  • They are surprisingly affordable.
  • Some services double as a way to share files with others.
  • You’ll need a decent amount of bandwidth, and the first back up will take a while.

• Ensure that you back up often, to minimize what you might loose.
• Test that you are actually able restore from the back up.
• A backup system is only useful if it is workable, usable and used.

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Last night saw me at the TechCrunch Pitch! event and in a camera happy mood (see Techcrunch pitch photos on Flickr), you’ll find some videos on techcrunch moblog  (I Qik’ed Mike Butcher’s intro here). The pitches were of a high standard, and I’ll be checking out a some of the companies.

Mike gave the companies a specific list of questions to work to. That isn’t completely unusual for a pitching situation, although I think it vexed a few of the speakers. Doug Richard, from BBC’s Dragon’s Den, did an excellent job of playing bad-cop.

On the way home, my thoughts turned to “what makes a good pitch?” Over the years I’ve been on both sides of the table, prepping the pitches and pitching businesses for funding, but also listening to company pitches with a view to investment or acquisition. As I was describing these to my ever astute COO, she said “That sounds like the seven habits of highly effective pitchers”, so here they are:

1. Know the audience, but don’t take them for granted.

What are their motives for being at the pitch? Who are they? These days there is little excuse for not having good background. Linkedin, Xing, Google and Blogs (if they blog) are useful tools. Obviously, don’t end up being a social media stalker, but be aware of the background. One last obvious point, don’t take everything you read as gospel, or make the mistake of believing you actually understand the audience.

2. Know the ideal outcome and shoot for it.

What is it that you want to happen as a result of the pitch? Have a very clear and specific idea of what it is, and make sure the pitch actually works towards it. If you are pitching to investors for cash, they are going to be more interested in how much you want, how good you’ll be with it and why. Not in how hot your Ruby-on-rails coding skillz are. 

3. Know the weakness(es) and head them off.

You suck. You genuinely do. There are things that you are not great at. There are areas where your company is exposed. Know what they are. What are the most common objections you get in the context of this pitch? You don’t want to sow seeds of doubt, but you do want to concrete over any ground where they might spring up.

4. Describe the value from a customer perspective.

What is it that you enable? In specific, quantifiable terms, how does it make things faster or cheaper for customers. For any business product it must do one, if not both, of these or there isn’t a proposition. If you are a consumer offering, then you have the luxury of grasping at being outrageously, additively fun. Don’t miss it.

5. Woo and wow, rather than beat and demand. 

Don’t sell to me, woo me – win me over. People (I include myself there) dislike being sold too. Get me on your side. Don’t tell me you rock, tell me about someone else who says that you rock. Appeal to my judgment, experience and objectives (see 1).

6. Know your time limit; stick to it.

Not over or under. When I first started running a Toastmasters club, I found one of the rules very harsh: If you run over time, you are out of the competition. It is a good discipline. The only way you can know if you are going to be in the time limit is to do a full talk-through. Do it and time it. Rinse and repeat. The audience, and you, will appreciate it. Failing to stick to time and being pulled off stage dents the impression you leave behind.

7. Tell stories.

Stories have narrative. They flow. Their linked structure (this, then this, then this…) make them memorable and easy to follow. Stories have colour and detail, which makes them engaging. People love stories, and if they are good they retell them – that is a marketing secret weapon.

And remember, good stories have a beginning, middle and end. Tell them what you’re going to tell them. Tell them. Then tell them what you told them. That’s the seven habits of highly effective pitchers.

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As promised, here are 10 PowerPoint tips:

1. If you can put it on two slides, rather than one, then do.
   Most people put far to much information on a single slide.
2. If you need notes, put them in the notes section.
   That is what it is for. You can then print and use the notes. Don’t force your audience to look at your notes or prompts.
3. If you need lots of punctuation, something is wrong.
   Bulleted lists aren’t great, but comma separated lists are definitely hard to read, difficult to follow, tricky to parse, tough to digest, easily lost, fairly ugly, you get the idea…
4. Try to have no more than 5-7 lines of text per slide, if any.
5. Stick to one key idea per slide.
   This stops concepts becoming muddled and also makes the deck more ‘usable’ when it is printed.
6. Slides are there to focus the audience’s mind.
   Design them to do that, ensuring that they don’t accidentally distract from the message you are trying to get across.
7. Builds control the rate of information delivery.
   This is good, as makes it easier for people to follow, but excessive animation will just distract from the content. Too many builds indicates too much on the slide. Strike the balance, err on the conservative side.
8. Slide transitions are good.
   A nice slide transition beats a straight cut. We are the movie generation and our eyes and brains have expectations. A transition reminds the audience that you are moving on to the next idea, just as a cut does in a move. Consider using a different transition to mark key sections of a presentation. Once again, be conservative, if the transition is too noticeable, it will distract and detract.
9. Remember your point and ensure your audience does too.
   If you can’t remember it, how will your audience? Powerpoint was designed to make points. Make yours and make them clear and memorable.
10. There are no country laws or legal requirements for you to use Powerpoint slides.
    If you are better off without them, then don’t use them. Many of the best ‘presentations’ I have seen were done without slides.

Can someone add another 91 to make it 101! Happy presenting!

Other posts that you might enjoy: 3 Things Not to Forget in a Presentation, A Presentation Lesson from Al Gore.

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Now, I was going to read a book on procrastination, but I kept putting it off. It would be funny if it wasn’t true! Procrastination is a major issue in modern life, just check out 43things.com where you’ll find there over 14,000 people who are trying to stop procrastinating – a veritable hive of habit breaking inactivity. You are not alone! It is constantly near the top of the list of bad habits that people want to break.

Procrastination isn’t ‘not doing things’, it can be ‘doing the wrong things’ rather than the right things right now. If we are honest, the majority of us procrastinate to some degree or other. However, highly successful people generally don’t. That makes procrastination a prime issue to tackle on many people’s self-improvement journey. I am no exception.

Procrastination is touched upon in so many books, but it is a very hard thing to deal with. A good remedy seems hard to find. So far my favourite book has been The Now Habit: Strategic Program for Overcoming Procrastination and Enjoying Guilt-free Play by Neil Fiore, Ph.D.

I had not read one of Neil Fiore’s books before, but “Dealing with the Emotional Side of Cancer” had been recommended to me, so I purchased the Now Habit. Perhaps I was procrastinating?

The Now Habit isn’t perfect as a book or as a system, but nothing is. However, I and many other people have found The Now Habit remarkably helpful. It was written out of Neil’s own struggles and his work with clients.

Here is a brief overview, but there is no substitute for reading the book in full. Hopefully this will provide some encouragement to you, running through the content of the chapters:

Introduction to The Now Habit

Starting with a Maslow quote, the introduction sets out a positive philosophy for dealing with procrastination – The Now Habit. How to move from being a procrastinator, to being a producer.

1. Why we procrastinate.

The warning signs:

• An impossibly long “to do” list and talking to yourself in “have to’s”
• Being unrealistic about time and vague about goals and values
• Feelings of depression, low self-esteem and fear.

Our worst critic is ourselves. We judge ourselves a failure, before we have even started. Procrastination is inherently rewarding – you escape the object of your fear and do something that you ‘want’ to do, rather than something that you ‘have to’. Sometimes the object of the procrastination even goes away, because circumstances change, or because someone else deals with it. Procrastination is a self-reinforcing, vicious circle. It can express resentment, or it can defend against fear of failure or the fear of success. A really helpful productivity quote:

“The drive for success involves setting a goal, making it a high priority, and then investing time and energy towards its achievement.”

2. How we procrastinate

Explaining and understanding how procrastination happens, with the procrastination log. Neil suggests you just carry on procrastinating for a week, but keep a log of how you do it. This is actually a surprisingly hard exercise to do! It is always a good idea to keep track of how you use your time. Those with a background in time-billed professions are good at this, but the rest of us have a bit to learn. Start by creating safety – This is the first step out of procrastination. We naturally avoid doing ‘dangerous things’, the way to get them done is to make them less dangerous. The book gives some powerful illustrations.

3. How to talk to yourself

Avoid counter productive messages:

• “have to’s” send messages of stress. Contrasting the language of the procrastinator with that of the producer: ” “I choose”, “I decide”, “I will”.
• “should’s” are messages of depression. should looses its original meaning and instead focusses on resentment and anger, disappointment. Just like “have to’s” it is out of line with the “choice” of the producer.

The power of choice – moving from resistance to commitment. Start learning how to say no. Five self-statements that distinguish procrastinators from producers, with ways to transform your self-talk:

1. The negative thinking of “I have to.” Becomes “I choose to.”
2. The negative thinking of “I must finish.” Becomes “When can I start?”
3. The negative thinking of “This is so big.” Becomes “I can take one small step.”
4. The negative thinking of “I must be perfect.” Becomes “I can be human.”
5. The negative thinking of “I don’t have time to play.” Becomes “I must take time to play”

4. Guilt-Free Play, Quality Work

Procrastination leads us to put off living, and this is a huge tragedy. Procrastinators and workaholics have much in common. Neil introduces the ideal of the Pull Method of Self-Motivation. A sense of mission is the ultimate in the pull method. We work productively when we can anticipate pleasure, rather than just pressuring ourselves into doing things. Play is important. Guilt-free play leads to quality work. My personal version of this is to play the game of seeing what I can do in a hour.

5. Overcoming Blocks to Action

There are three major blocks to action:

1. The terror of being overwhelmed
2. The fear of failure
3. The fear of finishing.

These are three tools to tackle them:

1. Three-dimensional Thinking, the Reverse Calendar.
2. The work of worrying, worry constructively and have it over with.
3. Persistently starting, just keep on starting.

6. The Unschedule

This powerful concept gets you to look at what you are not going to do and to firmly book in play (leisure, socialising, …), to make it guilt-free. There is lots of comment on this around the blogosphere:

• On DirtSimple.
• and on Jim Gibbon’s blog in a great post on the Top 5 Productivity Tips of 2006.

7. Working in the Flow State

Learning to focus and relax, to work productively. The whole area is a massive topic in its own right, this is a great introduction.

8. Fine-Tuning Your Progress

Plan for setbacks – accept that you will fail sometimes and make a plan to get you back on track, to give you resilience.

“Nothing is so fatiguing as the eternal hanging on of an uncompleted task” – Willian James.

9. The Procrastinator in Your Life

Now you are cured, the book runs through some tips on how to deal with those other procrastinators in your life.

The Now Habit – In closing…

The Now Habit is a fantastic book, well worth reading. We can feel that procrastination protects us from others judging our efforts, or from change, but actually it just holds us back. I think the net net for me is this: The secret to busting procrastination is to understand the truth, the action reality of each situation. Realise when you are procrastinating. Realise why you are procrastinating. Then confront those reasons with the truth of the situation. Also that it is ok to fail, it is ok to be human. It is OK to succeed too. And lastly, that it is OK to have things change. You have a choice, don’t be afraid to use it.

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