Seth's Blog : On adding a zero

On adding a zero

Just about everyone can imagine what it would be like to add 10% more to their output, to be 10% better or faster.

Many people can envision what their world would be like if they were twice as good, if the work was twice as insightful or useful or urgent.

But ten times?

It's really difficult to imagine what you would do with ten times as many employees, or ten times the assets or ten times the audience.

And yet imagining it is often the first step to getting there.

       

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More Recent Articles

• Three things that make CEOs stupid
• Notes, not received
• Predicting the future isn't easy
• What is your art?
• Thoughts for the consigliere

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Seth's Blog : Three things that make CEOs stupid

Three things that make CEOs stupid

I sat through an endless presentation by the CEO of a fast-growing company. He was doing fine for half an hour, but then, when his time was up, he chose to spend 45 minutes more on his final slide, haranguing and invecting, jumping from topic to topic and basically bringing the entire group to its knees in frustration.

Power, of course, is the first problem. When things are going fairly well, the CEO has a ton of power, and often, that power makes things appear to work, even when they're not the right thing to do for the long-term. As a result, there's no market that is correcting the bad decisions, at least not right now.

Exposure is the second problem. Once a company gets big enough, the CEO spends his time with investors and senior executives, not with people who actually invent or deliver products and services, and not with customers. Another form of not getting the right feedback, because the people being pleased aren't the right ones.

The truth is the final and most endemic problem. Employees incorrectly (in many cases) believe that the boss doesn't want to hear from them, doesn't want constructive feedback. Everyone else has a boss, and built into the nature of boss-ness is the idea that someone is going to tell you what's not working. But we fall into the trap of believing that just because the CEO isn't assigned a boss, he doesn't need or want one.

A stupid CEO can coast for a long time if the systems are good. But a stupid CEO is always wasting opportunities, because being smarter usually leads to doing better. Plus, they're a lot more fun to work for.

       

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More Recent Articles

• Notes, not received
• Predicting the future isn't easy
• What is your art?
• Thoughts for the consigliere
• "Can we talk about this?"

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Seth's Blog : Notes, not received

Notes, not received

An expected apology rarely makes things better. But an expected apology that never arrives can make things worse.

An expected thank you note rarely satifies. But an expected thank you that never arrives can make things worse.

On the other hand, the unexpected praise or apology, the one that comes out of the blue, can change everything.

It's easier than ever to reach out and speak up. Sad, then, how rarely we do it when it's not expected.

       

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• Predicting the future isn't easy
• What is your art?
• Thoughts for the consigliere
• "Can we talk about this?"
• In search of your calling

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Seth's Blog : Predicting the future isn't easy

Predicting the future isn't easy

The best plans are based on trends, not specific events.

Here's a hopeless task: There are 18 candidates in the GOP race.

If you can rank them in the order they're going to drop out, I'll give you a signed copy of my new book or $10,000, your choice. The chances of being correct are 1:18!, or about one in six quadrillion, so I think the prize is safe.

On the other hand, this blog's twitter account is consistently creeping toward 500,000 followers. If you can guess the date, I'll send you a signed book. Your odds are a lot better on this one.

When in doubt, pick projects where the factors you need to have in place are on the road the audience is already on.

       

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• What is your art?
• Thoughts for the consigliere
• "Can we talk about this?"
• In search of your calling
• Opposition

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Seth's Blog : What is your art?

What is your art?

I define art as having nothing at all to do with painting.

Art is a human act, a generous contribution, something that might not work, and it is intended to change the recipient for the better, often causing a connection to happen.

Five elements that are difficult to find and worth seeking out. Human, generous, risky, change and connection.

You can be perfect or you can make art.

You can keep track of what you get in return, or you can make art.

You can enjoy the status quo, or you can make art. 

The most difficult part might be in choosing whether you want to make art at all, and committing to what it requires of you. 

       

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• Thoughts for the consigliere
• "Can we talk about this?"
• In search of your calling
• Opposition
• You have no credibility (yet)

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Seth's Blog : Thoughts for the consigliere

Thoughts for the consigliere

The marketer, the sales rep, the CFO. These are the indispensable levers that help creative work get to the world.

When you're part of a project but not the driving creative force, when you work to lever the work of a team of mad scientists and brilliant designers, consider a blend of three roles:

Generous skeptic: When the new idea is on the table, when things are being discussed, hashed out and workshopped, are you able to ask the useful and difficult questions? Someone needs to be the trusted critic, asking not with fear, but with confidence. Your question is useful when it exposes the truth, not when it helps us hide.

Shameless cheerleader: Once the work is done and ready for market, your job is to stand fully behind it, far more than even those that actively created it. This might be hard work, but it's your work. If you can't own it, don't ship it.

Fierce advocate: And now that it's launched, you put yourself on the line for the change we're out to make in the world. The rest of the team doesn't need to know about how much it costs you to put this out there, just as you don't need to know the pain it took to create it. The relentless push to make the change we seek is a key part of why you're here.

These three elements, taken together, define the consigliere who can add extraordinary value to a project, to a leader, to a team. They are the opposite of "tell me what to do," combined with, "stand with me as we take on the market."

       

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More Recent Articles

• "Can we talk about this?"
• In search of your calling
• Opposition
• You have no credibility (yet)
• Are you ready?

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