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Open Letter to Entrepreneurs: You Don’t Hold a Monopoly on the Right Answers

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A Guest Post by Scott P. Dailey

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You want a new Web site. You’re the boss and the company needs a new site. The existing one is home to static and dated talking points and lately you’ve begun to suspect that it is shouting at visitors and is thus, not developed with an evolving 2.0 culture in mind. There’s nothing, you conclude, social about. Your wife, mother-in-law and golf buddies all agree. You’re the boss and this is your mandate.

You want the thing redone and you want it redone now. Details are someone else’s problem. That’s what you pay the worker bees to do. You make the demand, they make it happen. You don’t care how; you just want the darn thing done and done well. You assign a small gaggle of your most qualified people to the task and they immediately spring into action. At the outset however, you make it clear that you want every phase of the project to pass through you before moving through each milestone. You’re Teddy Roosevelt. That’s just the way it is.

The talented group you’ve assembled begin doing all the heavy lifting as you expect it to be done. They do the research. They poll the best resources. They draft the Gantt charts and project time lines that denote, in graphically rich detail, the mile markers that will comprise the job’s lifespan. They have drawn up the wire frames, and the site map too. Nothing is left to guesswork. Your people got it right the first time. And you insist on being involved in every discussion.

The presentation

You call a meeting to review the team’s progress. The team sits down with you and proposes the solution as outlined in the project management materials and research data they’ve spent the previous week developing. The team is pumped. They know they nailed this thing and confidently cannot wait to see your reaction. Your project lead places the plan in front of you and you dig in, allowing her no opportunity to present. You give the proposal a flagrantly cursory look and are quickly ready to respond.

Here’s your appraisal:

The wire frames are bland and unsexy and the sitemap is nothing more than a confusing bunch of boxes with if statements peppered throughout.

Hmmm. The timeline calls for a 12-week project lifespan. 12 weeks, you exclaim, seems an excessive period of time to launch a new Web site. You have no prior experience launching Web sites, but that doesn’t stop you from being thoroughly convinced that you’re right to expect and demand it be done faster.

You don’t known what the terms, CMS, 301, 401 or Gantt all mean and that frustrates you. Instead of learning however, you use your entrepreneurial brawn to deliver a brief and condescending lecture to the lead on why spelling things out in plain English was not achieved and time, consequently, has been wasted. Your untrusted lead cautions you that these materials are internal project guides, intended for the technical eyes of the team and not necessarily a high level presentation meant for non-technical leadership. As the lead, you assure the boss that you’re trying to explain things in digestible terms, but the boss filibusters time and again and silences you’re every effort to simplify the conversation.

Intimidated further by your lead’s sensible rebuttals, you’re the big cheese you recall. So you dig your increasingly fragile heels in and quickly, loudly move on, even more confused now than you were before your initial objection to the amount of nerdy mumbo jumbo in the plan.

Suddenly it dawns on you.

Where’s the layout concept? “What’s this thing going to look like?”, you ask the team. The lead explains that this is a planning meeting and in the timeline spreadsheet, all of these milestones are addressed in their logical order. This frustrates you even more and you again explain to the team that you think 12 weeks is excessive and you now begin to suspect why. All this planning. All these spreadsheets (one in total, mind you). All these wire frames are giving you a headache. There’s no fun in any of this! You insist on seeing ‘something’ (a layout) within the week.

The team lead tries again to explain that designing the creative at this stage puts the sensible order of milestones grossly out of sequence and thus, hinders the team’s ability to get things right. You scoff and launch into a less-than succinct rant about how you built the company and how you met deadlines and adapted to ungodly pressures in far less time than this project asks for. The team tunes you out and, one by one, slowly begin to accept that you don’t give a darn about their expertise in designing and developing great Web sites. You don’t notice, of course, that your team has abandoned you, because you are too busy being certain that this situation is not unlike any other professional crisis you’ve experienced and in each of those, you were 100% in the right. You merely want to control every facet of the job and consequently grant no one beneath you the authority to succeed on terms unfamiliar to you.

10 Months Later…

The site was designed according to your project management sensibilities. It possesses all of the social channels you demanded it possess. It even went live ahead of that senseless 12 week calendar your former team lead recommended. Oh yeah, she quit like six months ago. If you had listened to her, you ponder, you might still be waiting for a site to go live. Your wife and golf buddies think it rocks and while you now have Twitter, Facebook and YouTube profiles, you have no qualified traffic hitting your pages and you’ve ultimately learned nothing from the exercise.

Two Years Later…

You’re broke and out of business. You’re getting older and you haven’t the fundamental computer savvy to impress interviewers. You have enormous debts and the culture that rewarded your business ideologies so many years earlier has now made you virtually unhirable. Humility sets in if you’re lucky and it is then, if you’re luckier, that it dawns on you that you don’t possess a monopoly on the right answers.

That’s when you learn to listen again.
Listening leads to life-long learning.
It’s your chance to start over.

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Scott P. Dailey is a Web designer, copywriter and network administrator. Recently Scott launched ( http://scottpdailey.com ), his social media blog that makes connections between social networking etiquette and the prevailing human social habits that drive on and offline business engagement patterns. You can connect with Scott via Twitter at @scottpdailey.

Creative Commons License photo credit: bkang83

Thanks, Scott!

–ME “Liz” Strauss
Work with Liz on your business!!

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9 Types of Listeners’ Responses – on Twitter and Everywhere Else

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I’m a curious observer. I look, listen, connect things and identify patterns. Then I ask questions to test what it is that I think I’m finding. That’s one way that I keep learning new things about how the world works and how the people in it decide to do things.

Recently on Twitter, Calvin Lee @mayhemstudios posted an link to an article on Business Insider revealing data about Twitter users who don’t listen. Derek Overbey @doverbEy read it and retweeted it. As did I.

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As you can see by the image, four people passed it on again.

What to Do About People Not Listening – on Twitter or Anywhere

Reading the data about people not listening on Twitter got me curious and turned me into an observer. As I looked, listened, connected things, and identified patterns, I asked a question to test the ideas that we’re coming together.

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Asking questions gives me a chance to listen for myself. Question influence people to respond and in their response are hints and clues to how they think. The response I received fell into a pattern I’ve found predictable when I put an open ended question to the group. I’ve named the types of responses to reflect the group they represent.

  1. The observers retweet the question without sharing their response. Obviously, they’re listening. It would seem that they find the question interesting to pass it on. But they’re not sharing their own opinion on the thought. Maybe their objective is to spread the conversation and listen in to what other folks think. Or maybe they just want to raise their retweet count.
  2. The responding retweeters add a word or two to state whether they agree while retweeting the question to include the reference. They add value with their answer, offer it quickly and share with their friends it in a way that invites others to participate.
  3. The conversationalists add a new thought on the question.They extend the thought with an experience or an additional idea. They’ve considered the question and bring their own thinking to it to share with the group.
  4. The clarity checkers ask for further information about the question. They want further explanation to be sure they understand the question before they join with an opinion.
  5. The controversy seekers find what’s wrong in the premise of the question. Their response is not to seek further understanding or explanation, but to call out the the question itself as wrong.
  6. The contrarians find an answer that’s outside the scope of the question. If you ask whether they prefer fruits or vegetables, they’ll answer steak.
  7. The opportunist teachers see the question as their chance to show how smart they are. They start by answering with what they know on the subject, whether it answers the question or not. Then they continue for several tweets asking questions for which they already know the answers.

    8. and of course,

  8. The spammers find a keyword in the question or an answer to drop a highly promotional link in as if they’re commenting on the conversation. They are people who don’t follow anyone in the tweet stream. They use keyword search tools to interupt for their own spammy purposes.

    9. and the

  9. The lurkers who heard you but choose not to respond They hard to differentiate from the ignorers and the folks who just didn’t show up, but don’t make the mistake of assuming they’re the same.

It’s been said that we can’t talk without talking about ourselves. The words we choose, the metaphors we use, the choices we make of what to respond to and what to leave there all reveal things about our own view of the world and ourselves.

Paying attention to the listens on Twitter is a great way to learn how people think and respond uncovers valuable information that strict data reports cannot – valuable information to any product or marketing person, no matter the conversation or the question at hand.

What might be more important to keep in mind is that we find every one of these types of listeners in every walk of life online and off. If we listen to identify them, we soon some to realize that every kind of listener is looking for a different sort of response and a new question arises …

Some listeners seem to signal by their response that they’re better left to have the final word. What do you think on that?

–ME “Liz” Strauss
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Listening for the Meaning

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Present Meaning

We spend so much time talking
about listening
that sometimes it seems that we don’t hear
the simplest sounds filled with meaning.

The sounds of cars on pavement
may not be the sounds of sleigh bells ringing
but they are the sounds of people moving.
Coming and going, spending time to reach a destination.

Do you listen for the people who could be coming to you?

The sounds of wrapping paper tearing
might not be the sounds of hearts opening
and exchanging joy, love, trust, and giving,
but inside the minds of those who tear away the ribbons
hearts are beating, memories are being forged and formed.

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Children are laughing, posing, playing and participating in the ways that only children do.

Do you listen for the good thoughts and feelings that people
say with their eyes, their hands, their time in bringing themselves to you?

Listening for meaning is an act of being present.
How lovely to just be present, listening to what it means to be with you.

May all your presents be meaningful, deep, and true.

Thank you for the meaning you’ve given to what I do.

–ME “Liz” Strauss
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Twitter, Are You Listening?

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Listening Well Involves Knowing What Was Said

I ended an interview today with this idea.

As everyone now can add to the conversation. People overvalue the power of talking. They think putting words out makes it easier to be heard, seen and found.

Yet as the signal rises, I find folks passing on things that they couldn’t have had time to read, answering questions that they’ve misread. Other folks are taking a listening posture, but they they’re just looking for what to say or pass on next.

I’ve started to think of that as Twitter FAIL … pretending to listen to Twitter friends.

Some folks have unfriended everyone and started over. Maybe they found it easier to block out most of it.

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Lots of folks don’t worry at all as long as they feel heard.

Still I think the stronger power lies in listening … with both heart and head. When we listen we learn.

Are you listening? How can I tell?

–ME “Liz” Strauss
Work with Liz on your business!!

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How Often Do You Listen to Yourself?

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2016 GeniusShared Read from Liz StraussSsshhhh!

My business roots are in product development. To make irresistible product, you have to be close to the people who buy and use what you’re making. To be close to anyone, you have to listen to what they’re saying.

Social media starts, moves, and fully connects through listening.

Listening is marketing. It connects us to customers, clients, readers, critics, innovators, and folks we meet for the first time. It takes an open mind to listen and an open heart to hear.

Who’s Worth Listening To?
Everyone.
Some of us get that. Some of us forget that.
But most of us don’t listen enough to one person in particular.

Do You Listen to Yourself?

Doctor, marketer, product person, human being know thyself.

In order to be accountable and be present in a conversation, we need to know ourselves. We can’t share our values if we don’t know what they are or why we hold them. We can’t respond naturally, if we don’t know where stand when we’re alone with ourselves. That’s the essence of character and personal brand.

So do you take time to listen to

  • what you’re thinking? Reflecting on what we hear and coming to our own thoughts, decisions, and conclusions makes a solid personal platform for filtering the noise from the signal.
  • to your hesitations? The daily tasks of navigating the world and responding to other folks’ ideas can easily take us from our personal path. Deeply knowing where you’re going IS irresistibly attractive.
  • to what you’re saying? Do you say the same phrases often? Do you argue for why your problems can’t be solved? Do you say good things about who you are or do you flinch when you talk about yourself? What is your word choice or tone of voice revealing?

When we take time to listen to ourselves, listening to other people comes easier. We’re not waiting to be heard.

No apps necessary. Just time focused in another direction … reflection.

How often do you listen to yourself?

I make connections.
–ME “Liz” Strauss
This post was updated in July 2016 by Jane Boyd & Liz Strauss. It has been listed as a suggested resource in a recent GeniusShared newsletter article by Liz entitled “Owning Your Voice”.

Panning for Gold: How Do You Find Relevant and Valuable Information?

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Are Off Course 98% of the Time?

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Did you know that an airplane flying from New York to LA is off course 98% of the time?

Just as a driver is always moving the steering wheel to keep the car pointed in the right direction, the pilot is constantly adjusting based on the information he’s taking in — from the instruments, from the crew, from air traffic control, from every source he recognizes as relevant and valuable.

Wise individuals and great companies do the same thing. We get to our goals by constantly adjusting. Yet, for some reason, we sometimes fool ourselves into thinking that we or the organizations we work with have control over the forces outside and around us. It’s just not so.

We can manage what’s within our power to manage. But more importantly, we can adjust, innovate, and grow if we if we find the relevant and valuable information about the rest.

How Do You Find Relevant and Valuable Information?

Individuals and organizations that are growing are curious and information hungry. We are personally involved in work and business, but we don’t take information personally. We work through an information gathering process again and again in a spiraling, overlapping, scaffolded fashion. We use the latest listening tools, but even more we use our ears, eyes, hearts, and minds to decipher what is relevant and valuable to their goals.

  • Listen actively. It’s so powerful to set aside filters that would have us hear only what supports our current world view. Looking for other perspectives, other voices, different, radical, outrageous ideas offers a diverse pool from which to choose and challenges our assumptions.
  • Test what you hear. We ask folks who are talking about what they’re saying to confirm that the message we received is clear. Then we ask other folks if that message makes sense in their lives too.
  • Adjust and adapt to the new information. We steer. Steering isn’t all controlling. It’s altering our world view to include what we have just learned.
  • Share. We make sure that the right folks know. We tell other people. Organizations tell customers, employees, shareholders, prospects, and key stakeholders.

Sounds a little like panning for gold — with each pan we use a finer sifter. With each pan we get closer to what we want to know.

While you’re listening, consider and reconsider what you’re listen for.
How do you find relevant and valuable information?

–ME “Liz” Strauss
Work with Liz!!