7 Jan 2012

Short Blog on why I need to update photo skills

There have been a combination of small weak signals over the last few weeks that have made me realise that  I need to update my photo skills.  It's as if I am not seeing the right shots and whilst some snaps may be meaningful (my children growing up) my mainstream photos are definitely not.

 
The small weak signals of influence have included
1. Holiday at Christmas. I decided not to take my trusty Nikon on holiday but to rely on a cheap camera.  The rationale being that many of the photos were of family.  I've got to say that whilst being theme parks I did have deep camera envy although was slightly relieved that peering over peoples shoulders in the various queues that many of the pictures were snap like.
 
2. A lovely post by George Julian summarising her pictures over 2011 in her Flickr group.  There were some poignant images (very much up the scale from snaps). The post inspired me looks through my 2011 photos of the ones that get above snap status.  Only five photos and I was deeply disappointed in my effort.
 
3. One of the trends on twitter some days ago was the Nikon D4 which was getting a whole new bit of attention.  Whilst I definitely not in the market for a professional camera like this (I'd have to clear at least 50 >snaps a year) it did make me wonder whether there would be some incremental benefit on having new hardware or what further investment I should make.
 
4. I saw a tweet from @Paul_clarke talking about camera training that he offers.  Within the hour I had phoned Paul and agreed that we will do something and are currently finding an evening to spend coaching my technique. I have given Paul the permission for some no nonsense coaching about my technique (say it as it is).  What I really like about Paul's Flickr feed is his ability to tell a story in his pictures, this is not just through his technical expertise but a canny knack of encapsulating in an image form something of the spirit of an event.  

 

So I'm in to developing a creative part of me and really looking forward to it.
30 Dec 2011

My blog review of "Organisations don't tweet" by @euan #yam

I first bumped into @euan virtually (still haven’t met face to face) over a year ago and various people that I respect reference him for his work.  His voice for me on the social web gives a practical no nonsense approach to management and leadership.  His social media identity to me shows that Euan is passionate about change and I see him pacing people gently and respectfully in his revolutionary approach - a sort of comfortable and safe revolutionary and highly effective as this post is hoping to show.

Once Euan tweeted that his book was available electronically I immediately downloaded and added it to my holiday reading.  The first thing I noticed was that the chapters are in easily digestible chunks as a bonus though there is an interweaving narrative guiding the reader through his argument.

So many blogs and discussion is around the use of social media to help “push” products to people from organisations.  The social web is awash with advice on how to get more followers, have conversations with customers but alas there is little about conversations within organisations.

I include myself in the number of managers that dabble in the social web as a person outside work and within my profession (acknowledging what I do is part of my identity) However within paid work my approach is typically traditional -  face to face meetings, VC’s, TC’s email and document repositories.  So the book was a great guide for someone like me trying to lead my own little corner of use of social media within an organisation.

The book is written in a lovely style, It really seems like Euan is side by side with you.  He starts with the concept that people within organisations need to take responsibility about what they say.  I totally agree with this and like what Euan says about the fact that anything written on a computer is these days traceable and hence quotable.  Secondly he clearly squares the book not as a book discussing technological change but cultural change and hence his first posit that IT models for information management need to adapt to understanding social tools.  In this first introduction again Euan challenges the usual heirachical thinking.  I love the way that Euan throws in the fact that the military have given up on this and are now looking at automous self directing teams.  He goes further to discuss how intrapreneurship needs to increase and again linking this back to people changing themselves to take more responsibility.

What I really like is that Euan takes on the discussion of safety, security, privacy in a no nonesense way.  I’ve got to say that his persuasive style by this stage in the book you build up a trust where you end up nodding things through acknowledging that Euan knows his stuff.  I know for me that this is because of the many references to his work at BBC and the introduction of social tools there.  In fact this is a great thread throughout the book.

The most helpful section for me was the discussion about the management of being innovative within organisations and the need to gain support (followers) of other people within the org.

There were a couple of areas that I would like to discuss further with Euan.  The first was around how “choosing” the right people to follow and maintaining relationships with.  I’d like to check in with Euan to make sure what level of active management is going on here and/or how much serendipity and investment in relationships needs to be done.  I have found (and online is no different) that the decision to carry on investing in a relationship can be very difficult and often when you think there is no use in carrying the relationship on some wonderful insight arrives on your plate.  I was also concerned that Euan didn’t discuss at any great length the level of diversity of styles of both leadership and management in different cultures.  There seems to a great deal of literature in this area but less on how this is done in social media within organisation - there you go Euan you’re next book!

There is much more in this book that is worth making a remark about and I really recommend the investment of time to read.  (This may seem strange but it reminds me of AA (Automobile Association) Guidebooks that were distributed years ago)  Writing this blog post is testament to the change Euan would like to see happen.  I hope 2012 sees a growth in conversations both within and without organisations.

Thank you Euan for curating this knowledge in such a great form.

Link to the book http://www.amazon.co.uk/dp/B006N7RLSS
12 Dec 2011

Are organisations congruent - my guest post on #rgservice cc @georgejulian

23 Sep 2011

Brief review of Seth's new book "we are all weird" #weirddomino

We_are_all_weird

Perhaps I haven’t told you about the time I was made redundant from a job.  Well I was new into using social media and part of Seth Godin’s tribe trying to learn more about leadership in these new environments.  I described my journey on that forum about being “made” redundant and the subsequent choices I had.  Amazingly Seth wrote to me in a remarkable demonstration of empathy.  It was the fillip I needed and clearly went beyond my wildest dreams.  What it showed me then is the power of connection.  I got another job quickly and since then owe a huge debt of gratitude to that group of people who demonstrated to me the power of connection and support during that time.

 

So when Seth was speaking earlier in the week and announced his new book “We are all weird”it was only natural that I would download it.   It is classic Seth, and further its bang up to date.  There is a common narrative and sits along side  the other books I’ve been reading over the summer from Tim Harford, Lynda Gratton and Umair Haque.  We need to consume less, we’re measuring the wrong things, we need to think about resilience, we need to focus on our niche areas and practice our “art”

 

The summary of Seth’s book is that there are no longer “mass” markets but rather we need high level personalisation, talking with people rather than at them.  Having true empathy of what is needed.   Again Seth reflects on the leadership needed and talks a lot about the ability to truly “make something happen”.  The thoughts that Seth had in Tribes is further developed and I see more and more the distinction blurring between online life and real world life.

 

The book was timely, as it seems as many social networks are moving into the main stream we are seeing “norms” of behaviour appearing.  I was also witness to seeing very unpleasant playground antics and media reporting involving someone who again is leading and making a real difference in the field of medical education and patient care, so was getting generally switched off to the whole notion of being social and did question whether we are collectively getting anywhere or whether we should leave social media to push “more average stuff to the average consumer”.  Again I’m glad to say that Seth has done it again for me and given me some brain food to rekindle my fire in developing tribes that will make a difference.

 

The book is available on kindle

http://www.amazon.co.uk/We-Are-All-Weird-ebook/dp/B005G5DSLW/ref=sr_1_2?ie=UTF8&qid=1316810892&sr=8-2

 

 

Here are some classic quotes from Seth from the book.

 

“Human beings have always been creators.  We express outselves connect with people and make home in the world through the culture we participate in”

 

“As a result the mass marketer keeps missing the point.  He’s busy looking for giant clumps instead of organising to service and work with smaller tribes”

 

“But consumption is not why we’re here, consumption is not the point.  The very same dynamic that is changing the world of marketing is changing the way we govern ourselves, raise our families and take care of our health”

 

“The key lesson: humanity and connection are trumping the desire for corporate scale”

 

“Average is for marketers who don’t have enough information to be accurate”

 

“I’ve started using the work “factory” to define any organisational effort that’s built around repeated interactions and mass”

 

“We encourage kids and parents and teachers and coaches to help us enforce this normal middle. The bullies – the ones who torment the outliers, the gay kids, the dreamers, the math nerds, the visual artists they’re just being kids; lighten up”

 

“the freedom to make choices and he ability to be heard are the factors most highly correlated with happiness  around the world – Ingleheart” <sorry I know its habitual but I needed to look up the refrence for that quote> http://www.twq.com/Winter00/231Inglehart.Pdf

 

“The fact is, some days I don’t care about marketing.  I don’t care so much about whether or not Nike sells another sneaker or Marlboro sells another cigarette.  What I care a great deal about, though is each human’s ability to express her art, to develop into the person she is able become”….. “and I care about freedom, the ability to express yourself until it impinges on someone else’s happiness.”

 

“there is no us, No mass. No center. Our culture is now a collection of tribes, and each tribe is a community of interests, many of whom get along, some that don’t.

30 Aug 2011

dragons harp in Dunloran Park

30 Aug 2011

Short blog post: end of holiday and ready to go -now with words! (how can you mess up posterous! -I did)

Photo
I've got to say I've had a cracking two weeks off.  After a manic time learning lots on a business trip before holiday. My time off was a chance to reflect, defrag and engage with my family. The chance to switch off in this busy connected world seems increasingly to be a luxury.  Both my wife and I had to do attend to some things during the holiday. But what did I learn? I seem to be always able to find things to do, think about create. My daughter beat me a chess for the first time Being able to focus on one aspect at a time has great benefits for me. My focus was on relaxing. Now my focus will be on getting the right balance and attending to the right things. Time is the economic resource we all have relatively fixed.  I do want to maximise the usefulness of this and not waste or fritter it away, it's too precious. I'm ready to go.  I've got some great projects and some meaningful outcomes to achieve. Blackberry are you ready, well here goes.
1 Aug 2011

Are we really collaborating / talking in an echo chamber or just having a mighty fine chat #leadership

SInce G+ arrived I've been questioning new platforms.  For me twitter (mainly) and facebook seem to function OK.  However it seems to be deeper than that in what are we collabrating on.  Also I tweeted recently to @alihandscomb that after a few twitter chats we should collaborate on something.

I totally get the aspect that twitter is a serendipitous space and that conducting yourself in the "open" space can be potentially problematic.  I've met some truly great people on this media who I wouldn't have had the opportunity to meet or discuss with before.  But to be honest that is all I've done. 

So lets first put aside this "pushing more stuff" to people.  I'm sorry without engagement you don't get me buying straight from a tweet and neither do I want to do that.  Neither do I constantly want headhunters or conference organisers bombarding me with their standard letters.  I see charities trying to "engage" and have a conversation and after a few tweets slying request that I raise money for them.  I realise that many people consider this "another channel".  I see for-profit organisations trying to get as many insights from people, how they live, how they interact with each other to create more 2X2 matrices to target people.  I'm sorry like many other people I am a little more complex than that and actually seek out and find authentic relationships.

Having said all that there is learning going on and these media do help in sharing insights and learning.  

All in all there are many people who are simply using these tools because they can do things at less expense than they did before and this greater efficiency can lead to say more profits.  My concern here is once this efficiency surplus is over then we are all back to square one?

What I want to do is move things forward - or lead WITH other people.  No not the flag waving,  I'm in charge sort of leadership, but the leadership that is truly collaborative BUT STUFF GETS DONE.

So lets stop talking about whether this platform can do this.  Yes there are issues that need to be sorted out say for instance how we manage our identities on line, how as professionals people keep boundaried.  How well we can do collaborative working when there are competing interests at stake.

So whilst I derive a lot of knowledge from everyone surely its about  time to get moving innit? or is it just me?
29 Jul 2011

New blog: Trust at what price

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I guess the easiest thing would be to trust no one and live a solitary non attached existence then the concern that one day you will be hurt or suffer loss would never be present.  But we all know that is ridiculous although with so much news that seems to relate to trust this does seem like an option.

Over the last couple of weeks I've been challenged to think about trust and the different dimensions there are.  I'm also thinking that this has a leadership quality to it in that most followers have to trust their leaders and vice versa.  However in this day and age we need to trust built in to many of our systems and relationships.  

Last night I watched one of those aircraft crash reconstruction programmes -actually the one about the 777 at Heathrow.  In the complicated world or airplane engineering it looked like a very complex problem to solve.  OK the drama was a bit over acted but I was strangely attracted to their detective methods  to uncover exactly what happened (in the end it was a simple design fault but it must have cost Boeing a small fortune to find)

But everything we do and the relationships we have involve some level of trust.  Again last weekend our family visited Cadbury World Apart from being appalled at the amount of chocolate being produced it again was clear that we have a high degree of trust in say the brands that we use/ eat.  

So if I say I trust you, does it mean I really think what you are going to do will fit into a set of values that we both share.  For instance I do not trust the Murdoch family in leading a culture that enabled behaviours like we've seen over the last few weeks to carry on.   At an organisational level is this about having systems and checks in place to make sure that whilst I may not agree with your values I do know (and trust) that you will deliver the product/service that is needed and hence trust that it has been developed in a working system.

Systems and checks need designing though if they are to be both efficient and effective.  They need paying for as well.  Paul Clarke reminded me this week in a blog just how attention to detail again marks out whether care has been taken around a product or service.  Hopefully this attention to detail and design is baked into organisations, but if your organisations context is survival this is the very thing that may be overlooked or seen as a luxury to then see a decrease in trust in the product/service. 

So is this again more of the same of "you get what you pay for"?  Are we overengineering the amount of costs of regulation /checking /QC to make sure that say safety is maintained?  I wonder how much checking is now being asked of hospitals after the events of the past weeks.  As a leader would you be wanting to be safe at all costs or able to evaluate the risks and make a judgement.

So is there such a thing as implicit trust that doesn't cost a lot (both in time and financial resources) or are there  events or processes that you would be willing to pay vast amounts to make sure there is trust in the system so that it can be trusted to be risk free?  Is this again another race to the bottom and should we always trust the expensive option?  Do you trust brands rather than the individual people that work on them?  Lots of questions and open to answers.
13 Jul 2011

Telesales from @nationaltrust and why I don't like it - its lazy and not innovative. Is #charity different?

Ok its nearly 20:00hrs at night, I’ve had a long day working, my wife is working late and the children are getting ready for bed.  Maybe 10 more minutes and I’ll sit down and put my feet up.  Well NO a phone call and with that familiar  telesales patter.

Interruption marketing rather than permission marketing really bugs me.  For me it characterises the business model that a certain popular TV business guru advocates, in that we should be pushing as much stuff to people as we can and the fact that people in business should be pushy aggressive and do everything to “get the sale”

Well if the telesales call had been for double glazing or whatever well thats one thing, but on this occasion it was @nationaltrust.  I couldn’t believe it.  My first reaction was – is the national trust so desperate for money?

I was really pleased that the national trust replied to my tweets and there was some sort of apology there.  However the episode has moved me into writing this post and those people who know me know that writing demands quite a bit of inertia.

The charity field does seem to get populated by a breed of people who come in and say that they will bring “commercial” principles to the business.  They apply simple rules like drive the top line.  Maybe some of them are frustrated at the often chaotic nature of charities in terms of organisation.  Maybe some charities haven’t got a clear raison d’etre and could do with this level of help rather than a simple drive of sales.  Above all many charities need to be social and be able to engage with people at a level where they can accept what they are trying to do – or at least wish them well.

There are so many causes to support and you can see the marketisation of sob or hard luck stories.  There is almost a perfect storm of emotional levers that can be drawn on to gain attention.  But surely the engagement is not just can you give us money but other resources – time, effort, ideas etc.

When I think of the National Trust I have an overwhelming sense of the smell of moth balls.  For me its about reliving a bygone age of heirachy, wealth and power with big houses.  However, to be fair the National Trust is doing more, they are clearly looking at sustainability, they do promote a story of our culture and with that are part of our economic fabric.

I am happy to engage with the National Trust however I need to move past the just donating money stage.  Their business model needs to start to engage people and maybe using the engagement create value together.

My local NT house is Batemans and it is lovely.  I’d love to know what Rudyard Kipling would have made of all of these new media.  Why aren’t the NT inviting people to tweet /fb what they think of a house what ideas they have had.  Are NT staff curating audioboos of visitors asking some simple questions about the houses.  Are NT staff asking questions with their community on stories from the houses.  Are NT staff offering NCT groups free access or twitter groups free access to use the houses for a tweetup?

There again its probably easier spamming everyone. 

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I am a member of the NT and my Mum and Dad are absorbed in volunteering for the NT at a property in the Northwest

20 Jun 2011

Great seat on this German train