Friday, June 11, 2010
Wednesday, June 9, 2010
On discomfort.
If at any point in the day I say something that causes you to feel a little uncomfortable, please let me know so I can check that off my to-do list and move on to the next person.
Monday, June 7, 2010
On apologies.
Don't do it unless you mean it.
"I'm sorry you were hurt by what I said," is not an apology.
Nor is, "I'm sorry you misunderstood me."
Those pseudo-apologies aren't fooling anyone. They're your passive-aggressive way of saying, "This is your issue, not mine. Don't be so sensitive."
If that's what you feel, say that. You'll be seen as an asshole, but at least an honest one.
For the record, this is a true apology.
"I'm sorry you were hurt by what I said," is not an apology.
Nor is, "I'm sorry you misunderstood me."
Those pseudo-apologies aren't fooling anyone. They're your passive-aggressive way of saying, "This is your issue, not mine. Don't be so sensitive."
If that's what you feel, say that. You'll be seen as an asshole, but at least an honest one.
For the record, this is a true apology.
Tuesday, June 1, 2010
On leadership.
In the words of leadership guru Kyle Craig, there's leadership and there's management. Both are necessary to run a business, but for a lot of people in leadership positions the latter is mistaken for the former.
Management is about making sure boxes are checked and details are, well, managed. Things in their right places.
Leadership, however, is about inspiration. Inspiring people to give their all and do their best.
Leadership requires empathy. Foresight. Humility. Sacrifice. Trust. Risk.
If you truly want to be a leader – whether your job title says you are, you want your job title to say you are, or you are simply inclined to do it regardless of your position – you need to know the people you are leading.
I mean, really know them. How do they think? How do they process feedback? When are they at their best? Are they the type that come up with their best ideas when they're doing something else? Or do they do best when they hole up in their office and crank? What motivates them? A kick in the ass? A pat on the back? Know them. Then you can inspire them, and push them out of their comfort zones into places they didn't think possible. That's where their best work resides.
Managers tend to do things their own way, and expect other people to come to them.
Great leaders are chameleons. They understand the power of empathy.
If you can't do that, you may still end up in management.
But you'll never be a leader.
Management is about making sure boxes are checked and details are, well, managed. Things in their right places.
Leadership, however, is about inspiration. Inspiring people to give their all and do their best.
Leadership requires empathy. Foresight. Humility. Sacrifice. Trust. Risk.
If you truly want to be a leader – whether your job title says you are, you want your job title to say you are, or you are simply inclined to do it regardless of your position – you need to know the people you are leading.
I mean, really know them. How do they think? How do they process feedback? When are they at their best? Are they the type that come up with their best ideas when they're doing something else? Or do they do best when they hole up in their office and crank? What motivates them? A kick in the ass? A pat on the back? Know them. Then you can inspire them, and push them out of their comfort zones into places they didn't think possible. That's where their best work resides.
Managers tend to do things their own way, and expect other people to come to them.
Great leaders are chameleons. They understand the power of empathy.
If you can't do that, you may still end up in management.
But you'll never be a leader.
Thursday, May 27, 2010
On buzzwords.
Stop it.
Just stop now.
Look, I get it. The clients talk like that, and you want them to know that you know what they're talking about.
But when you sound like them, I start thinking you are one of them. Trust me, you don't want me thinking that. You don't want anyone you work with thinking that.
The origins of most buzzwords and jargon are based in a complete lack of understanding of the English language. Verbs used as nouns. Nouns used as verbs. Fictitious adverbs created by putting "ful" at the end of a noun. That's not professional.
It's dumbing down.
Don't have a wish-for. Have a request.
Don't have an add. Have an addition.
Don't be choiceful. Be selective.
Don't have a watch-out. Have a concern. Or a caution. Or a warning. Or a caveat.
Don't ladder up or double-click or ramp up or net out or opt in.
There are so many brilliant words in the English language, most of which can be found in a dictionary and thesaurus. Find them. Use them!
Again, language is the most powerful weapon in your communication arsenal. When you continue to use the same bullshit buzzwords and jargon that everyone else is using, your words become white noise. And you become easily ignored. But if you speak with authority, and embrace the power of the English language, people will listen. They'll pay attention.
And most importantly, they'll know you're not just another clone.
Just stop now.
Look, I get it. The clients talk like that, and you want them to know that you know what they're talking about.
But when you sound like them, I start thinking you are one of them. Trust me, you don't want me thinking that. You don't want anyone you work with thinking that.
The origins of most buzzwords and jargon are based in a complete lack of understanding of the English language. Verbs used as nouns. Nouns used as verbs. Fictitious adverbs created by putting "ful" at the end of a noun. That's not professional.
It's dumbing down.
Don't have a wish-for. Have a request.
Don't have an add. Have an addition.
Don't be choiceful. Be selective.
Don't have a watch-out. Have a concern. Or a caution. Or a warning. Or a caveat.
Don't ladder up or double-click or ramp up or net out or opt in.
There are so many brilliant words in the English language, most of which can be found in a dictionary and thesaurus. Find them. Use them!
Again, language is the most powerful weapon in your communication arsenal. When you continue to use the same bullshit buzzwords and jargon that everyone else is using, your words become white noise. And you become easily ignored. But if you speak with authority, and embrace the power of the English language, people will listen. They'll pay attention.
And most importantly, they'll know you're not just another clone.
Wednesday, May 26, 2010
On feedback.
It seems that we don't really get feedback anymore. We get changes. We get revisions. We get direction. But not feedback. Rather than, "Here are the client's thoughts on the work we sent over. Let's give them a call and discuss," we get marked-up layouts or emailed revision work orders with six bullet-pointed changes and a deadline of EOD or COB (please stop using COB, by the way. stop now). When you send that RWO, it makes you nothing more than an ambiguous set of hands at the dinner table, passing the mashed potatoes from your kid sister to your dad. When the client calls you to comment on the work, don't do an RWO. Take notes. Ask questions. If the comments are complicated or will cause a significant change to the work, see if you can get a creative to join you on the call. Or ask the client if you can call back in a bit with the team or the CD. If all you do is pass the RWO, you are completely dispensable. But if you facilitate a conversation about feedback, you'll be invaluable.
Tuesday, May 25, 2010
On language.
I don't care what you do for a living. Not knowing how to speak properly is unforgivable, and worthy of scorn and ridicule.
Monday, May 24, 2010
On imitation.
It's the sincerest form of flattery.
And you're not in the business of flattering people.
And you're not in the business of flattering people.
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