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Founder of the Northern California Association of Entrepreneurs

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I Remember Now; I Really Do Like People . . .

29 July 2009

Note: there's another version where you can leave comments. Try that one, won't you?

For much of my life, I was an introverted cynical loner. No, really. I spent as much time alone as possible. I took entire vacations alone. My favorite activity was reading, alone, in my room.

Fast forward 30 years.

Since the turn of the millennium, I've changed. I'm not sure when it started.

But I know why.

Some things only grow when you believe they will. Faith. Trust. Until you extend them, and see the good, you won't have them. Live as if.

I've trusted some people, and they've given me back the love of people I know I had as a child.

Too many to name, but I'll give it a shot. Folks like Tom, Jerry, Marcos, Anne, Bernadette, Jodi, Jule, Chris, Mary Louise, Megan, Paul, Bolaji, Conor, Greg, Bill, Ed, John, Bonnie, Rex, Brendan, Becky, Bernd, Rick, and, well, y'know, the three I forgot.

It was not easy for me to trust my thoughts and feelings to a group of strangers. I've tried, in the past, and it was too ugly, too often. Not this time.

I love these people. They aren't acquaintances or associates. They're my tribe.

They're friends.

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Direction Needs Motion

21 July 2009

Seems like a lot of folks are looking for a new direction these days. More and more unintentional entrepreneurs are trying to find their way through an ocean of choices. Too many choices, though, can be worse than too few. Faced with, apparently, an infinite variety of options for the future, paralysis sets in; our hero or heroine feels rudderless, trying to decide which direction to go.

But it's not a rudder they're missing. It's motion.

A sailboat is a fine thing, even sitting at the dock. But sitting at docks is not what they're designed for; they're designed to use the wind to push against the waves and, between the two opposing forces, create forward motion.

And now, once the sailboat is under way, the rudder starts working.

You can sit at the dock 'til the cowfish come home, swinging the rudder from side to side, and you'll never find direction. It's only in movement that we can measure our progress against any kind of standards to see if we're heading somewhere we want to go.

Feeling rudderless? Get away from the dock. Head, first, into the safety of a nearby harbor. Check out your rigging and stock the galley with supplies. Do what you reasonably can to prepare for the journey.

And then go. 'Away from the dock' is automatically 'toward something new.' Keep one eye on the compass to see where you're heading, and one on the horizon, to see where you want to go.

And now, now that you're moving, you'll find direction.

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Warning: the Following is Geek Stuff That Only Applies to Skype Users

20 July 2009

I'm testing the Pamela Call Recording tool for my new Skype account. Problem is, I get an error every time I try to start it. The error says, more or less, this:

Unable to initialize Skype connection library, or Skype is not running

I found an answer at the Skype fora (isn't that the plural of 'forum' ? No? Oh; okay) but it had errors in it. I posted my comments, which you can read right here if you log in with your Skype account: http://forum.skype.com/index.php?showtopic=352421&st=0&p=1756661&#entry1756661

The short version is, if you're comfortable with this arcane command, it should fix it:

regsvr32.exe "C:\Program Files\Common Files\Skype\Skype4COM.dll"

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The Magic Apology Trick

15 July 2009

Having a lively conversation on Twitter a few days ago about exactly when the rock group Genesis was 'pre Phil Collins.' Collins joined the group in 1970, but the personality of the group was still determined by lead vocalist and primary songwriter Peter Gabriel. Collins did do some lead vocals during the 70-75 'Gabriel' era, and took over entirely when Peter left. None of that is important, nor is it business-related. What happened next is both.

When the conversation reached this juncture, the other person wrote something about 'wasting time in a silly argument about a band.' Clearly, they hadn't been having 'a lively conversation' but an argument. (Oblique lesson: remember, kids, that email, IM, Twitter, any written communication, reads much flatter than you meant; plain simple statements, without the warmth of a facial expression and tone of voice, can sound harsh and obnoxious.)

At this point, the right thing is to apologize for giving offense.

That's not enough. It's the right direction, but doesn't go far enough. An apology might alleviate further damage, but rarely does what we'd like as far as cleaning up the mess.

Wouldn't it be nice, instead of simply stopping the negative flow, to create a positive direction in the relationship? Here's how: make the apology excessive. Make it a big, passionate, almost over-the-top plea for forgiveness. Now, it's important that your motives are good, or this will come out sounding like sarcasm. But if you really feel passionately about reconnecting with someone, soothing hurt feelings, a sincere but excessive apology creates a sort of yo-yo of emotional energy; the other person actually feels compelled, now, to comfort you! They will almost inevitably apologize back, actively looking for a way to reconnect with you—which is what we wanted, right?

Here's the bonus tip: if someone's perturbed, and taking it out on you even though it's obviously not your fault, apologize. Same trick, same results. In this case, any apology is excessive. "I'm really sorry about the traffic today; I can imagine how frustrating that was." Emotional yo-yo again.

An apology where unwarranted, or excessive where warranted. Magic trick to smooth ruffled feathers and take the smoke and sting out of a conversation and let you get back to business.

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Misguided Carrots

14 July 2009

It's nice that businesses are grasping the concept of less stick, more carrot. Of course, if the person you're rewarding is a carnivore, they're not going to see the carrot as recognition; they're going to see it as yet more evidence that you don't know them, or don't care about them.

I had an employer who, to reward me for my efforts, announced at a company meeting that he was buying me a car. Impressive, eh?

Well, sort of.

What they did was picked out a vehicle, let me register it in my name, and made the monthly payment. Nice vehicle, but it was red. Without a doubt my least favorite car color. Honestly, I would prefer little-girl pink to red. Oh; and when I quit the job about a year later, I took over the payment, of course. So, in reality, it was a $200/month raise, not a new car.

Now, it wasn't a total wash. I did need a more dependable vehicle, and it was a small truck, like I already drove.

But it wasn't the recognition I wanted. What I wanted was, well, recognition. Sincere notice for my ingenuity and willingness to get the job done. What I got was a public announcement which made the boss look like a hero, and made it critical that I act enormously grateful since I'd obviously been rewarded beyond what I deserved. Nobody else knew that they hadn't paid cash and handed me the pink slip, which is the clear impression I got when the announcement was made. (See my article on how nobody likes surprises . . . )

A little discreet inquiry would have uncovered the fact that what I really needed was a few bucks to fix up the old truck I loved, and what I really wanted was appreciation.

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The Selfish Sore-Thumb Thief

9 July 2009

Some time back we had a houseful of friends over to play music, eat, drink, and talk. Now, in this context, when I say 'friends' I don't mean 'other human beings who happen to fall within my sphere of attention.' I mean people I'd trust to babysit my little girl. Friends.

All but one.

Two of the younger friends made a bad judgment call and invited someone who wasn't my friend; who, in fact, was barely known to them. But my trust in them extended, initially, to this other person.

Cut to James, the oldest offspring living at home, coming home from the bank with a wallet full of money he'd taken out to buy a motorcycle later that day. Fortunately he took all the hundred-dollar bills out to put somewhere safe, leaving only $16 in his wallet on the desk in our home office. Yes, right there in the open, because these folks are friends.

Later in the day, the three young folks went out to pick something up from the store. While they were gone, James noticed that his wallet wasn't where he left it. Neither was the money; the wallet was empty.

In a house full of people I'd trust with my life, plus one total stranger, the thief stuck out like a sore thumb. He didn't admit it, but he also didn't act very indignant when I called him a slimy thief in front of his friends (who were appropriately shocked and apologetic about the whole thing.)

Which brings us to the fairly unselfish and giving nature of the Twitterverse.

It still surprises me that folks will re-Tweet something just because you ask. If you're fairly polite and generally unselfish, other Twitterers respond in kind. Twitter is taking on an aura of unselfishness I intend to encourage.

So, then, when someone behaves selfishly, sending a dozen tweets in a minute yelling at you to buy their life-saving business service, they, too, stand out like a sore thumb.

Tweet responsibly. Hey, how about being unselfish and kind in all your social networking? Imagine, in a very "Alice's Restaurant" way, if nearly all of us used social networking to create a kinder, gentler form of business? Perhaps those selfish sore-thumb thieves would go away and leave us alone.

It's worth a try.

(i) Megan Elizabeth Morris, that idea blueprint girl (@worldmegan in the Twitterverse) who showed today, once again, her massive unselfishness with ideas.

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The Ever-Moving Target

25 May 2009

Goals are rarely set in stone. What's important, even vital, for your business today, isn't necessarily so tomorrow, and almost certainly won't be next year. We have to achieve the paradox of investing mentally, physically and emotionally in a goal as if it were eternal, while recognizing that it may cease to have value, even before it's fully achieved, but will most certainly stop being a goal once it's achieved—after all, it makes no sense to chase something you're holding in your hand.

I've been in the chaos between two Sigmoid curves lately. My consulting, speaking and coaching business was originally called 'The Commonsense Entrepreneur', which is also the name of my first full-length business book. Lately, though, that name has come to mean the book, specifically, and not necessarily the business.

My speaking gigs and my coaching have leaned more and more toward two things: building a business based on the trust that comes from communication that's more human, and being a career renegade; making a great living doing what you love.

Those aren't best conveyed by the phrase 'commonsense entrepreneur' so I'm changing that.

For now, 'The Commonsense Entrepreneur' is the book and its accompanying website. My business is me; Joel D Canfield. (If it doesn't have the 'D' it isn't really me, and you might note the lack of a period after the middle initial.) Until a brilliant new name strikes me, I'll be presenting myself as author, speaker and business mentor Joel D Canfield, co-founder of the Northern California Association of Entrepreneurs.

What are you changing today?

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Don't Depend on Your Memory

14 May 2009

There's a marvelous tool that will help you free up mental energy, while ensuring that you'll remember important ideas, facts, and feelings.

It's a notebook.

I've spent an hour this morning trying to remember the details of a conversation I had with a client, so I can write an outline for our next coaching session. I feel like I'm not providing the real value I want to deliver when I can't get back in the emotional moment that sparked a very clear picture of our next chat; our direction for the next session.

Thing is, I really was taking notes—but on what my client was saying, not on what I was saying. I mean, I'll remember my own words, right?

As a matter of fact, no; I don't.

I'm planning on recording these calls, strictly so I can go back and review what was said and how it was said, to recapture the emotional impact. My benefit comes from changing how people feel based on what they think about, not just sharing facts for them to sort out in their own head.

My dad never went anywhere without a little thirty-nine cent notebook in his shirt pocket (he write in it with a fountain pen, in green ink—but that's another story.) When he needed to remember something, he just wrote it down. Not only did he actually remember things later (reviewing the notes) but his mind was free to concentrate on the moment instead of spending part of its energy remembering the three simple little things he needed to remember—they were in the notebook, not his head.

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A Lesson Re-Learned—Nobody Likes Surprises

11 May 2009

I have mentioned that, after the age of three, no one likes surprises. If you forget that, as I did earlier this week, the results can be painful.

A reader commented on one of my strongly-worded blog posts. They disagreed vehemently. I was not surprised.

What surprised me was the offline contact from the reader who explained why they took the subject so seriously; it was something they were facing in a very real way, right now.

What followed was a 5,000-word email conversation about the issue, which finally ended in complete agreement with my original post.

Here's where the 'learning experience' happens.

Re-reading the 10 pages of conversation I realized that this was information nearly anyone could benefit from. I asked if, perhaps, I could share an anonymised version of the conversation with others.

The answer was a horrified emphatic 'no!'

I realized after some thought that I had changed contexts; from a private conversation to a public forum. No, nothing had really changed, and I certainly hadn't shared anything with anyone. But simply asking the question was unexpected; the surprise we're supposed to be avoiding.

Don't go around surprising people. It doesn't work.

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There's No Such Thing as Work/Life Balance (or, Why Business is Not About Money)

30 April 2009

Two themes come up frequently in my conversations with and reading about other entrepreneurs—work/life balance, and 'the bottom line.'

The first doesn't exist, and the second is not why you're in business.

If you're in business for the right reasons, you love what you do; it's what gets you out of bed in the morning. Of course you love your family; of course you have other interests besides work. No respectable person puts work ahead of family; no reasonable person only has one interest, to the exclusion of all others.

But you'd better love what you're doing, especially if you're self-employed. Honestly, why would you hire yourself to do a job you don't like?

So, let's assume that your work is just another manifestation of your passion.

Do you really expect to take it off and put it on like a sweater? And what does it have to do with money?

Sometimes I work late into the night, missing some family time because I'm in the zone. Sometimes. But, just as often; more often, actually, I take time in the middle of a 'business day' to spend time with my wife, my daughters, my friends. I take time, right in the middle of the week, away from work and the office, to share in spiritual activities with my family. I stop work at 4:00 most days to work on an album of jazz songs I'm writing with my older daughter; then, I go back to what I was doing. Or, I don't. I keep my goals loose and flexible where possible, so I can decide how to spend my time.

Work/life balance means being balanced in my own head, not balanced on a clock or calendar.

And money? C'mon; I'd do 90% of what I'm doing right now, even if I had enough money to retire. I love writing. I love coaching solo professionals, writers, musicians, helping them communicate with their prospects and fans better to establish trust and build relationships. I love my web business; sorting out what's needed, designing tools, doing usability studies, helping clients build what they really need instead of what they think they need. (Okay, if I really had money, I'd offload the coding to someone more talented than me.)

I love to barter. If someone has a skill I can benefit from, and they need something I can do, I want to work with them. What I don't want is to turn our genuine human caring into a commercial enterprise. Fer cryin' out loud; the whole point of my consulting business and my writing is to do exactly the opposite, to get businesses to be more human, to stop behaving like abstract entities with no soul, and start speaking and trusting and caring like real human beings do.

Work/life balance is how you choose to serve yourself and the ones you love, every minute of every day; choices about the long run, not the moment.

And, in the long run, it's not about money. Not ever.

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Genuine. Artificial. Know the Difference.

23 April 2009

There's a particular orchid which creates a remarkable product.

One flower produces one fruit. No mass production.

The flower lasts about one day, sometimes less, and so, growers have to inspect their plantations every day for open flowers, a labor-intensive task.

Like other orchids' seeds, its seeds will not germinate without the presence of a certain fungus. In nature, it's a rare occurrence, which is why orchids aren't on every kitchen counter.

Each flower must be hand-pollinated within 12 hours of opening.

It takes the fruits 5 to 6 weeks to develop but it takes around 9 months for it to mature.

Each ripens at its own time, requiring a daily harvest. To ensure the finest flavor each fruit must be picked by hand just as it begins to split on the end.

It is the second most expensive spice in the world, after saffron.

So why has the word 'vanilla' come to mean bland, boring, the brainless default option?

Imitation vanilla has given us all a bad impression of real vanilla. Have some good quality vanilla bean ice cream tonight; taste it like a fine wine, and see if genuine doesn't, in fact, beat artificial.

Oh, and while you're eating it, consider what that means in your marketing and your business.

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The Law of Diminishing Marginal Utility; or, Do You Want Fries with That?

17 April 2009

We trick ourselves into counterproductive behaviour far more often than we realize. We have two very different decision-making processes in our heads: intuition, our gut-check that things feel right, and reasoning, the logical deductions based on empirical data. Both have their place in life and in business—the trick is to know when to use which. A refinement of that trick is to know which one our prospects, suspects and clients are using.

Sociologists talk about the law of diminishing marginal utility, the fact that when something good happens, our enjoyment doesn't increase in direct proportion to the good. Obviously not all events can be enumerated, but for the sake of example, if we're given a gift of $100, or a gift of $200, the second gift will not make us twice as happy. And as the numbers get bigger, the enjoyment shortfall increases.

We have the same reaction to losses; losing twice as much money doesn't hurt twice as much.

But losing $100 actually triggers about twice as much pain as the amount of enjoyment triggered by being given $100. As human beings, we are 'risk averse', meaning we're more affected by loss than by gains.

As a business person, it would be easy to take advantage of that (in a negative sense, or a positive one.) It would be easy to offer a single, all-encompassing service or product, and then ask the prospect which parts they don't want, in order to reduce it to their choice. When auto dealerships do this, for instance, people end up keeping more of the optional equipment and spending more money than if they'd started with a base model and added on what they wanted. It's a cheap psychological trick.

On the other hand, you may know that this package of services is truly at its best (for the client, not you) if they take the whole package. Starting with the basic service and adding on options isn't the best way to reach that objective. Instead, offer it as a package, the meal deal. If they really belong together, that's the right thing to do. And if it makes sense, allow folks to remove parts of the service to meet their economic or other limitations. The act of removing options, the feeling of loss, will nudge them toward making the best choice.

The best choice for themselves, not you, right?

Of course, when you're the customer, being aware of this concept gives you real power. Always start with the base model, and add on only those options which add real value. Remember, not every sales person is as ethical and customer-centric as you are.

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New Book! The Commonsense Virtual Assistant

6 April 2009

My wife and I have just completed our first business book together.

The Commonsense Virtual Assistant—Becoming an Entrepreneur, Not an Employee, is designed to help the growing number of virtual assistants analyze their business skills, and find and fill any gaps.

It's also a resource if you're looking for a VA. The book outlines what you should expect from a professional virtual assistant.

You can pre-order an autographed copy for $19.95. The book will ship in May.

What Folks Are Already Saying About the Book

"Your book will be a great asset to many new VAs." Jan, Your Virtual Wizard

"Good luck with your book. I hope it will emphasize the importance of self-worth and encourage future VAs to value their skills, to always continue their education, and to be responsible and conscientious business owners." Jennifer, www.ccvirtually.com

"Can't wait to buy your book!" Rosalind Harris CPS, www.instantassistant.net

"Sue and Joel, I really appreciate your efforts in putting this information together and look forward to the final product." Margie Gibson, MG Virtual Office Solutions

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Plan Ahead. Expect Change.

31 March 2009

When my wife went into the hospital for emergency surgery almost three weeks ago, we weren't quite ready for me to take over her business. But, as John Lennon famously said (and Murphy always knew) life is what happens when you're busy making other plans.

We'd known that since her business has reached a certain stage, my job is to take over as general manager and project manager and put some systems in place. It's been a challenge, but no major crashes.

She's home again, slowly stitching things back together. Three immediate benefits came from this:

1. The crash course brought me up to speed faster than if we'd lollygagged for the next six months.

2. Her clients know that, even if she's not at the helm, the business will still function.

3. We have two employees we can depend on.

Cassi Brazil has been assisting Sue with Awesome Assistant for some time. She's intelligent, talented and hard-working. Sue calls Cassi her clone. If you know Sue, this says much about Cassi.

The surprise was when it made sense for our daughter, Rachelle Ashman, to quit her job at the photography studio to work with us. She has the finest customer service skills I've seen and puts a high value on our family's success through entrepreneurship.

Rachelle will be our customer service front line from now on. She'll be watching the office, helping connect the right client with the right people here at BizBa6, and making sure you're taken care of. Sue and I are always available, and Rachelle will be there to help make it happen.

We're proud of our junior entrepreneur and her willingness to pitch in and make our shared dream a reality.

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We Want You to Fail

16 February 2009

Bolaji Oyejide shared these questions, the genesis of a book he's writing. I'm not in the same league as the folks he's targeting, but I know to be successful I have to act like I'm successful, so I'm going to answer these questions five years in the future when I'm where I know I'll be.

1. Tell us of a time or two when you felt at your lowest. What caused it, how did you feel?

2. Who knocked you down, stonewalled you, or overlooked you, before you became famously successful? And what effect did it have?

3. Tell us of a time that a monumental failure got the best of you.

4. In times of self-doubt, where did you draw the strength to persevere from?

5. How did you build up your perseverance "muscle"?

6. How did you combat fear, uncertainty, or feelings of not being good enough?

7. How did you believe you could achieve the unachievable? could do things no one had ever done before? There was no precedent for it. What made YOU feel so special to think/know that you would succeed?

8. What three failures most contributed to who you are today?

9. What audacious thing do you fail at today that you know you will succeed at in the future?

10. Who's a person of perseverance you think we should add to this book?

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Pretty, Powerful in Pink

10 February 2009

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Creating Creativity

10 February 2009

For the entire month of January I was in a slump mentally. I just couldn't focus on anything even remotely creative, any kind of problem-solving; even reading was a challenge.

Some of it was probably diet, some of it was other things. It surprised me, though, what broke the dam and got things flowing again.

Songwriting.

Every year, I participate in February Album Writing Month [http://fawm.org/] where songwriters from all over the world to cheer each other on as we write an entire album, 14 new songs. Each.

Each January 31st I wait up 'til midnight so I can start writing the very second it's allowed (one of the very few rules at FAWM is that you can't start before it's February wherever you are.) Official challenges are posted at the website ("Title involving a color " "Mangled cliché" or this year's first, "Photograph") to inspire you if you need it.

I started writing a song and it just wouldn't come out. Last year, I had a song written and demo recorded to post at the website by 3 a.m. but this year, at 2 a.m. I just went to bed, mulling over the lyrics I couldn't write.

I woke up with the song almost fully written in my head, and had a demo recorded within a couple hours.

And then, they just kept coming. I've written and recorded eight songs in seven days, and I've intentionally avoided doing any musical work this week to focus on other kinds of work. Still, I have eight more song ideas on the whiteboard on the wall behind me.

It's not just music, either. I'm suddenly having ideas for blog posts, solving web design problems, creating graphic designs for my wife's clients, organizing projects under tight time constraints. I'm thinking more clearly, I have more mental and physical energy, and as a result, feel better both emotionally and physically.

Creativity transcends boundaries. Even when you chased it with a stick instead of waiting for inspiration.

(If you're so inclined, you can listen to the wildly eclectic music I've written this year at the February Album Writing Month website.

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What's Your Leadership Philosophy?

10 February 2009

Good friend Jule Kucera wrote "The work and the joy of leadership is to:

• Communicate a compelling vision of where we are going and why.
• Ensure that each member of the team has the ability and the heart to do the work.
• Create an environment that supports success.
• Get out of the way, so that when the vision is accomplished each member of the team stands back, impressed with themselves and with each other, and says, "Look what we have done!"

to which I responded

I'd say almost exactly what you've said, Jule, but as usual, twist it around just a bit:

• Find out what each member's abilities and heart are
• Find out where we can go with those
• Create the environments that support success for each participant
• Hover anxiously in the background like an expectant father, then give all the credit to the Mothers of Their Own Success

and added

Actually, I'm living an example of Jule's philosophy at February Album Writing Month right now. You, too, can create this, if you follow this simple (hah!) recipe:

Burr Settles, the real honest-to-goodness leader of FAWM, had a compelling vision and attracted others to it: jump-start the song-writing process by forcing yourself to write 14 songs in the 28 days of February. (Burr does not call himself the leader of FAWM, yet every single other person on the website forums does.)

Anyone is welcome to participate, and songwriting newbies are nurtured and congratulated and taught by the 500+ active members of the tribe. This nails criteria 2 & 3 on the list.

Burr has never set any rules except the original three: all writing has to be done during February, a song is whatever you think a song is, and while the goal is to write 14 songs, you win by just trying. Any genre you like: classical, rock of all kinds, country, folk, ambient trip-hop with vicuñas; whatever trips your switches.

In six years, it's gone from four guys to 2,292 members (587 active, meaning they've posted at least one song so far this year) who have written 2,081 songs in the past 10 days. Oh, most of us record demos, too–1,525 so far.

Burr's active pursuit of this leadership philosophy has created, so far in February, two thousand eighty-one songs that didn't exist eleven days ago, one thousand five hundred and twenty-five of which you can download and listen to right now. (Some of last year's songs are my favorite songs in the world; Best Beloved and I listen to FAWMers like Resonance, oddbod, Phil Norman, Phil Henry and Old Lost John who really should be household names; infinitely superior to virtually anything on the radio.)

Last year we wrote a total of 5,710 songs. This year our fairly conservative goal is 10,000 songs. If we reach that, we will have written enough music in February that it would take all of February (24 hours a day) to listen to it all.

THAT is what it looks like: someone finds a group that was looking for a leader (you can't create a group, you find them) and follows the 'vision, tools, support without smothering' philosophy, and the pent up energy in the tribe explodes into activity.

That's my plan, anyway.

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11:59

30 January 2009

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How Does That Feel?

29 January 2009

So where were we? Ah, yes; Marcus Buckingham's tools.

We tend to go on semi-autopilot when we're working. We also tend to assume work is work and shouldn't be fun. The former habit makes it really hard to disabuse ourselves of the latter notion.

Part of Buckingham's program is to step out of autopilot and consciously analyze how we feel about what we're doing. The first step to loving what you do every day is to know what you love and what you don't.

For one week, pay attention to how you feel about while working. Every task, consider whether you're looking forward to it, or you'd really rather not. At the end of the week, compile the list of what you look forward to in your work, and what you dread. You may find activities clearly grouped, or you may discover that your interests are scattered, but either way, at least you have a starting point: I love this and I loathe that.

If you like fun tools for the process, you can download the 'Loved It' and 'Loathed It' cards from Oprah.com.

Of course, now you have to know how to offload the stuff you don't like, and how to amplify the stuff you do. We'll start there next week.

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Seth Godin: Good Guys Finish . . .

26 January 2009

I try to avoid 'me, too!' posts, but Seth says what I'm thinking so I'll just point you to him.

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How to Make a Great Living Doing What You Love

16 January 2009

Have I mentioned Marcus Buckingham's book "First, Break All the Rules" ? I have? Good.

Marcus talks a lot about how we put ourselves through so much nonsense when we work. We assume, as my father told me in virtually the only bad advice he ever gave, that 'work is work, not fun; stop looking for something fun to do for a living and settle for a real job.'

Well, that's not how it works. At least, it doesn't have to. Except nearly 90% of the working people in this country don't like what they do for a living (I was astonished to discover that this statistic includes the self-employed. Why on earth would you hire yourself to do a job you don't like?)

Buckingham offers a couple simple useful tools I wanna talk about, but first, a book I just read on the same subject that really expanded my thinking about doing what you love for work.

Jonathan Fields just released his first business book called Career Renegade. It is, as the subtitle says, about how to make a great living doing what you love. I'll quote my Amazon review:

"An excellent read even for those of us already firmly in the entrepreneurial world. Fields knows his stuff and doesn't gloss over the hard parts. He does, though, deliver on the title. Even though I already love what I do, the book started me thinking about other paths as well.

Absolutely packed with practical information and resources. The success stories are much more than feel-good 'see? it can be done!' They're usable examples.

The list of Career Renegade paths is a tool I'll use the rest of my life.

I wanted to write this book. Probably best that Jonathan beat me to it; he's done an excellent job."

If you're one of the 87% who aren't happy at work, consider Jonathan's book. It will make you think and help decide if you're ready to move or bluffing yourself.

Ah; those Marcus Buckingham tools. How 'bout next week?

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Three Free eBooks from Tribes

8 January 2009

Seth Godin's book Tribes spawned an online community, leading to two fairly hefty ebooks, both free (here and elsewhere; the video below by the illustrious Paul Durban has a web address for the Q&A.)

Seth's Change This manifesto is a thought-provoking introduction to his excellent book. The casebook is a series of anecdotes illustrating the thinking endorsed in the book. The Q&A is shorter and more didactic. Well worth reading.

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Why Don’t Seagulls’ Feet Freeze?

19 December 2008

Seagulls spend quite of bit of time standing on ice. They don't wear fleece-lined booties or even warm socks. Why don't their feet freeze? Or worse, why doesn't the ice melt from the heat in their feet, then re-freeze, trapping them?

The answer, and the reason this question comes up in a business discussion, is countercurrent heat exchange.

The arteries (carrying blood away from the heart) and veins (carrying blood toward the heart) in the bird's legs lie next to each other so warm blood coming from the bird's 104 F interior gives its heat to the blood returning from the feet.

Here's what interested me: if you have two liquids flowing the same direction, about half the heat is exchanged from the warmer to the cooler.

If they're flowing opposite directions, though, as much as 90% of the energy can move from the outgoing to the incoming.

And that's where it relates to business.

Old ways of doing business are dying. Traditional record deals for musicians, for instance. If you're creating or promoting an alternative, it can be a long slow grueling climb.

It's almost instinctive to shy away from the traditional when we're trying to be 'the new thing.' But there's still energy in the collapsing empire. Make use of coutercurrent energy exchange. Work close to the traditional lines, but in the opposite direction.

As they spiral downward and you spiral upward through the middle, you'll absorb energy. Folks who are tired of the traditional and can foresee its demise will jump ship and join you. Folks who had no idea there was something else will to the same. That proximity makes the difference between the old and the new much more obvious; instead of a new version of the old thing, you can become a new thing. (I'll write about 'anchoring' and how it gives you the advantage another time.)

It can be cold out there. Don't make your own heat when you can get it ready-made.

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The Bucket and the Basket

18 December 2008

Ask a business owner what would motivate his unhappy employees and most will answer "More money!" Unless his people are genuinely underpaid, he's wrong.

Frederick Herzberg's studies on mental health in business are a sort of practical application of Maslow's heirarchy of needs (which, by the way, isn't really heirarchical.) Often called The Two Factor Theory, Herzberg's Motivation-Hygiene Theory shows that, as expected, there are things in our work which make us happy, and things which make us unhappy. What's unexpected is that they're not the same things.

Certain aspects of work fall into the 'preventing dissatisfaction' bucket. Workers need to be paid fairly. They need safe working conditions and reasonable hours. If these needs aren't met, workers will be unhappy.

Which is very different from saying that if they are met, workers will be happy.

Other aspects of work fall into the 'creating satisfaction' basket. recognition, advancement, meaningful work, a sense of achievement—when these things are present, they increase happiness (which, we assume, will increase production and value; this assumption is intrinsic to Herzberg's work.)

Which, again, is not the same as saying they decrease dissatisfaction.

The 'preventing dissatisfaction' bucket gets filled with water. Pay enough money, have a safe workplace, meet the basic needs, and the bucket is full. Add more water (by paying more money, for instance) and it doesn't pile up—it overflows. Once dissatisfaction has been reduced as far as possible (hopefully, eliminated) there's no value in trying to reduce it further.

It's not a long scale with 'unhappy' at one end and 'happy' at the other. It's not a zero sum game, where reducing dissatisfaction equals increasing satisfaction.

What you have is two separate containers. Once the 'preventing dissatisfaction' bucket is full, you can't fill it more. But the 'creating satisfaction' basket—that, you can pile to the sky.

Recognition? There's no such thing as too much. Tell every employee, every day, how much you value their loyalty and hard work. Do it sincerely. Read The Carrot Principle and put it into practice.

Achievement? How about helping every employee do as much as they can? It helps fill their satisfaction basket, and fills yours at the same time.

Keep checking the 'prevents dissatisfaction' bucket, 'cause sometimes it leaks. But once you've got it full (or if it was full to begin with, for you A+ entrepreneurs) focus on creating satisfaction for your employees and customers.

And at the same time, you'll be creating your own.

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Introducing Friends of The Commonsense Entrepreneur

11 December 2008

I'd like to introduce you to some friends; a couple dozen, in fact.

Marketing guru Seth Godin's latest book Tribes inspired a social network where some of the smartest people I've met hang out and share business ideas. A small segment of that group have banded together to create a smaller network of business mentoring professionals. We're going to be sharing business ideas, not just with each other, but with each other's clients. So when you talk to me, you're talking to an international team of incredibly talented professionals.

I've created a full page to introduce them properly. It begins, though, with our shared philosophy on the state of business today. Please drop by and introduce yourself to any of these fine folks who strike your fancy.

And stay tuned for more developments!

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Sacramento Speaker's Meetup Great Tip Exchange

4 December 2008

We meet each month with a group of professional and aspiring speakers who are one of the most inspiring and bright groups we're part of.

Last night's meeting was "The Great Tip Exchange." Members shared two minutes of their favorite books, web tools, business strategies, and philosophies. Sue took extensive notes and posted them at the NorCal Speaker's social network.

Non-members can read all the info and follow the links, but if you have anything to add feel free to join the group and post your comments.

Next week, I'm hoping to introduce you to a handful of folks from all over the world. I'm excited about the possibilities this group opens and just couldn't wait 'til next week to mention them, even though I'm not quite ready to unveil them yet.

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Why You Should Write an Annoying Ad

20 November 2008

James comes home for lunch most days since he only works two miles from home (which is two miles farther than I ever want to commute again.)

One day recently he came in ranting about the incredibly annoying commercial he'd just heard on the radio. "Are they intentionally trying to alienate people?"

Well, sort of.

Some thoughts that emerged during the conversation that ensued:

The commercial was for a fast-food joint I happen to know James won't eat at. He didn't find it funny, although it tried to be. The company spokesperson irritates him. The whole tenor of the commercial grated.

They weren't talking to him, though. They were talking to folks who are already customers, already fans.

Why would they do that? Why would they create an ad that annoys non-fans instead of converting them? Why not find a way to get that non-fan to come in for the new special deluxe extra whatever?

Because it's not a good business model. That non-fan may try the special, but if they're already indifferent or, as in this case, antagonistic, you will not create a convert, a promoter. You'll make a single sale, or a couple single sales, but not a convert.

What about existing fans--folks who already there? Well, that's exactly who the ad is for.

Existing fans were already thinking about trying the new special deluxe extra. A little nudge today, a little nudge tomorrow, and pretty soon they'll remember to have lunch there instead of heading home. And if they like it, it's one more thing to like about a place they're already a fan of.

And what to fans do when they learn something new about their favorite this, that, or other thing?

They recruit more fans. No, they don't try to convert the indifferent, they talk to folks they've already inspected as to fitness, folks who are likely converts. They'll share what they love, extend an invitation, and probably make one or two converts in the process.

Write your marketing materials for your existing fan base. Don't waste time trying to convert the indifferent. Give your fans a flag to rally 'round and a message to go with it, and send them forth.

The result is the Holy Grail of marketing: genuine word of mouth.

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Your Business Needs a Blog

14 November 2008

Does your business have a weblog? Remember the four fundamental consumer needs from my book?

1. Get it right
2. Get it out there
3. Give 'em advice
4. Give 'em a voice

Those last two, proactive advising (a form of education) and allowing your prospects, suspects, and clients to speak up about your business—a 'blog' (short for 'weblog', an online journal or diary) provides those. You post a bit of business wisdom, the latest news in your industry, something interesting that happened in the shop, at the office, or with a client, and your readers post comments.

That last bit, the readers posting comments—that's the real value of the blog.

Seth Godin's blog [http://sethgodin.typepad.com/seths_blog/2008/11/the-number-one.html] (which I read every day) included this gem today: "The blog isn't about the writer, it's about the readers"

Yup; I'm still talking about customer-centric thinking. The sad reality is that, other than your mom, not many people will read a blog that's about you.

But O! so many people will read a blog that's about them.

If you want to know more about blogging for your business, Sue has written an eBook for her clients. It's straightforward and clear, packed full of how-to and why-to which will help you get started blogging, or make your existing blog a little better. For under $30 you'll get a questionnaire to jump-start your blog, and pages of densely packed, but clear and understandable, information and instructions on exactly what to do, why to do it, and how to do it. You can order it from her website.

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Discoveries: Yet Another Excellent Marketing Author

11 November 2008

I keep stumbling across older books that never caught my attention before. I'm currently reading two excellent books by Harry Beckwith: Selling the Invisible (1997) and The Invisible Touch (2000) which I'd never heard of before two weeks ago. Maybe I wasn't ready.

I'm insatiably curious. When I discover a writer who reinforces what I think, it's great. When I find one who challenges me and even makes me think something I've never thought before, that's the Holy Grail of reading.

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Dipping into the Pool of Wisdom: Manners Matter

3 November 2008

Sensitive people who value good manners have a larger pool of wisdom available to them than those who don't care what others think of them.

People need to feel safe to communicate. In Crucial Conversations, the authors point out that the most effective people in their studies had the ability to get everyone involved in a conversation to put all the information they had on the table. Having all the information was the key. People who don't feel safe, hold back. Usually, what they hold back is the most emotionally sensitive stuff. Of course, that's where the passion is, and often, where the real value is.

Yes, there are some people so confident that they feel safe to say exactly what they mean in any conversation. They'll get the benefit of free and open conversation with others just like them.

What they won't get is free and honest communication with more sensitive types; folks who won't feel safe opening up their most passionate thoughts.

Unless there's a valid argument that emotionally sensitive people are fundamentally less intelligent, there's an enormous pool of data, wisdom, passion that some folks are denying themselves.

Manners matter. Being polite isn't just a throwback to antiquated mores. It's a practical tool for making the most of relationships, personal and professional.

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Cube Farm Report #1

27 October 2008

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Personal Attention Wins Again

27 October 2008

I have a knack for breaking websites. Coders and security mavens weep when they have to talk to me because stuff breaks for me in ways and at times that no one has ever seen before.

You'd think that when I encountered a problem online, I would be the first to realize this. How silly. I'm also the person who, when you call me to tell me about your computer problem, it just starts working miraculously mid-call, and never fails again. I only seem to remember the happy times when I was magic.

One of the websites I break often is Eventful.com. These poor folks provide an excellent free service which I have broken more than once.

Last week, I tried to update the venue for our NCAE meeting. and in a separate vanity shot, attempted to update the date and time as well. Both blew up. Then I blew up.

When I submitted my unhappy comments using their web form, I was ready to go away and create my own event-planning tools (as I did seven years ago when I couldn't find blogging tools I liked.)

And then, Willy emailed me.

Not "The Eventful Support Team" but Willy. Willy's email signature says he's a "Community Relations Specialist." Had I read that on their website I would have been amused. Reading it at the end of his friendly, sincere, helpful email, I knew it was a real job description, not just a title.

A personal response wasn't what I expected. It was remarkable—not only beyond what I expected, but worth talking about (my two favorite meanings of 'remarkable.')

A personal response turned me from an unhappy almost-ex-user to a pleasantly surprised promoter. Eventful, it seems, actually cares about my experience at the website, and wants to hear when something doesn't meet my expectations.

A complaining customer is trying to give you a free business consultation. Ignoring them is like hearing an engine noise when you're driving, and just turning up the radio.

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Back Home Again

27 October 2008

As you may have noticed, I haven't posted here in the four and a half months since I started writing at Schmoozii. I'm changing both: I'm dropping my efforts over there in order to focus here. I can't be well-rounded; I need to be sharply pointed.

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Join Us at Schmoozii

19 June 2008

Beginning today I'll be posting small business commentary at Schmoozii, a professional portal. I'll let founder Theron Nolen tell you what that means in his own words:

"I’ve tried a lot of social networking sites, but I never found a site that fit my interest. The crowd was always too young, or too many recruiters (even though I was a recruiter in the past), or too many people looking to sell something I didn’t want to buy. I wanted content that would help me in my professional goals without having to sort through irrelevant content. So I created Schmoozii for professionals that want to meet people with similar goals and read content that is relevant to their career."

I think it will be less noisy than MySpace, more focused than Facebook, and less HR-oriented than LinkedIn. Not that I have anything against any of those (I have a presence on each) but Schmoozii manages to be different from them all.

The Commonsense Entrepreneur newsletter will contain a link each week to new content at Schmoozii, which will only be available to Schmoozii members. It's free to sign up, and so far, it's been pretty painless for me.

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Don't Get So Caught Up in What You're Doing That You Forget What You're Doing

2 April 2008

Listening to Tom Peters talk about public speaking, he mentioned 'backing into' things; that so often, we didn't head into something intentionally. It sparked an indirectly related thought: the thing we're doing is rarely the thing we're doing.

Almost always, what we're engaged in physically is not the outcome, it's the process. I was listening to Tom while I was walking. I don't walk every day in order to get somewhere, just to be walking. I walk to get fit and lose weight. I walk to force myself to get out of the house into the sunshine and fresh air. I walk because it gets me away from the endless communication of the phone and computer.

Measuring how far I've walked isn't precisely productive. Measuring how I feel, physically and emotionally; now that means something.

Stop and think about what you're doing, physically; the project you're on, the task you're doing. Now, stop thinking about it, and think about its intended outcome. Why are you doing it? What's the goal? Is what you're doing (physically) really moving you in the most efficient or effective manner toward what you're doing (outcome) ? Hopefully it is. But if you don't stop and think about it, it's easy to think you're walking because you need to walk, and not because you need to be healthy.

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My Book 49 Commonsense Business Observations Reviewed

25 March 2008

(Otherwise known as "Mutual Admiration Society Continues")

While you're visiting Trevor's Simplicty blog you can now take a minute and read his thoughts on my first book. (Not included in Trevor's review is his comment to me offline that it makes a good read in the tub.)

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New Column on Simplicity

20 March 2008

Trevor is at it again, writing a column for TrainingZone.co.uk, a large training organization in the UK. An excellent introduction to how Trevor thinks and his message of how simplicity is, well, simple.

I especially like the practical tips at the end of the article. I'm almost afraid to try them for fear I'll have something to learn . . .

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Playing Good Boss, Bad Boss with Trevor Gay

10 January 2008

I 'met' Trevor at Tom Peters' website. When it reached the point that I knew a comment I was reading was posted by Trevor even before I saw the signature, I knew it was time to introduce myself and express my appreciation.

Looks like Trevor is getting some much-deserved appreciation from the New York Times.

The Times links to Trevor's post Good Boss, Bad Boss and quotes from it. Hopefully visitors will stay to read more; Trevor's experience shows in everything he writes—along with his ever-so-British sense of humor and obvious devotion to his wife; both qualities I can identify with.

Go catch up with Simplicity. Genuinely useful stuff for entrepreneurs of any ilk.

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Regrouping

7 January 2008

While I invest some mind-power in writing (business plan, book, manifesto for ChangeThis.com) please feel free to investigate the Napoleonic link above, various videos featured below and with Napoleon, and my special risk-free offer.

Stay tuned for two more case studies and the results of all that writing.

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Marketing in Thirds

14 November 2007

A link at Scott Andrew's site (see 'Walkingbirds') led to an article about Radiohead's new album and those who did (or did not) choose to pay for the digital version of the album.

First, the good stuff. This is an extremely underrated marketing concept:

            When choosing between a pricey option and (potentially)
            free digital album, most people are going to pick the
            cheaper of the two. What if there was a middle option,
            something far cheaper than the deluxe package but of more
            value than the digital album? Many consumers would opt for
            the second-cheapest option. More revenue for the band, more
            satisfaction for consumers.

It's easy to make the mistake of offering two choices, one absolutely tip-top, with a price to match, and one dirt cheap, that's, shall we say, lesser in quality? But when you're marketing a 'want', that's dead wrong.

Most people, when faced with a decision like that, have a 'default' setting; the easy choice. And, as you might guess, humans tend to be economical creatures.

Offer a third choice: better quality than the least expensive, less expensive than the tippy-top model. Now, people can reward themselves, showing their discerning taste, without being extravagant. Well, that's how they'll rationalize it; in the end, virtually all our decisions are made on emotion and rationalized afterwards, but that's another story.

It also works if only the middle choice is you; the others can be your competitors, Ms. Top O'TheLine and Mr. Economy Model.

But, farther down, this apparent misconception:

            Are people ready for the kind of lower quality recordings that
            tend to come from do-it-yourself projects?

Um, 'ready' for it? People are clamoring for cheap music, and as far as I've been able to tell in my 45 years of listening (I'm not counting the years when I couldn't speak yet) I've come to the conclusion that the average listener couldn't care less about quality recording, or, in fact, about quality performance. They care about snappy tunes that touch them emotionally, which they can hum later and sing along with after a few listens.

It's a classic mistake musicians make: garage bands playing clubs will invariably include long blazing guitar solos, at least one drum solo, some fancy bass work—hey, let's show off our musicianship.

Nobody cares.

Nobody but other musicians, and they're 1) a smaller demographic than 'everyone' and 2) usually in the lower ranges of your economic target (what's the difference between a guitar player and a medium pizza? The medium pizza can feed a family of four.)

So, if you're obsessing about quality on your recordings, unless you're recording exclusively for other musicians, you're wasting your time. No, I'm not saying you shouldn't care. Just applying some Voltaire something-or-other about good enough versus perfect.

Oh; and as a web designer, I was apalled to find non-linking text underlined twice. Underlined text is a hyperlink. Emphasize with bold, italics, color, size—but not a semblance of a broken link. Please.

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De-Motivator

11 November 2007

I recently heard about one of the greatest de-motivational managerial actions I can imagine. A local business, planning ahead for a special sale, told their salespeople that every customer should be introduced to a manager.

They were also told that, for every customer who left without speaking to a manager, the salesperson would be fined $150.

Not surprisingly, half the sales force quit at the end of the meeting, leaving the company scrambling to prepare for a huge sale.

Tom Peters explains a discovery they made while researching In Search of Excellence: negative reinforcement, that is, punishing employees in order to change their behaviour, creates erratic results. Applying the examples from the book, in the case we're discussing it's entirely possible that salespeople, instead of working harder to get customers connected to managers, would instead find creative ways to either keep people away from the sale, or cover up when someone chose to leave instead of being held captive.

It absolutely defies the concept that responsibility and authority must be balanced. How can you hold an employee responsible for a customer's actions? What if the customer chooses not to speak to a manager? Do you use force? If you know that 20% of this week's pay is on the line with each customer who exercises free will in a way incompatible with company policy, how long will it be before salespeople have them hog-tied in a back room?

Fine; I'm exaggerating. But it's hard to avoid hyperbole when I ponder the enormity of wrongness with this whole idea.

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Take Our Poll!

9 November 2007

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Why Bad Employees Should Be Fired

8 November 2007

There's an interesting article from CareerBuilder.com posted at CNN.com. It's entitled Why bad employees don't get fired. We've all received poor service, or been stuck with a co-worker who makes your life miserable. The article offers ten reasons employers don't fire the perpetrators. I thought I'd address each of these for the practical entrepreneur:

1. The employee has a relationship with someone higher up
2. The boss relies on the employee
3. The employee brings more value to the company than he or she costs
4. The boss thinks it could be worse
5. The boss is afraid of the employee
6. The boss feels sorry for the employee
7. The boss doesn't want to go through the hiring process
8. The employee knows something
9. The employee has everybody fooled
10. He or she is not really a bad employee

They're all wrong, of course. Assuming that reasonable training and disciplinary measures have failed, if an employee would be fired if it weren't for these excuses, then it's time for them to go despite them. Here's why:

1. The employee has a relationship with someone higher up—Friendship (or more) isn't a valid reason to keep an employee who isn't performing. If anything, the relationship should allow for better communication, creating a better employee, not a candidate for firing.
2. The boss relies on the employee—Cross-train. Rethink your reliance. My father used to give engineers the indispensibility test: stick your finger in a glass of water. Your level of indispensibility can be measured by the hole left when you pull it out. You may think this employee makes your life easier, but in the long run, driving away customers and other employees is doing exactly the opposite.
3. The employee brings more value to the company than he or she costs—Not likely. This, again, is short-sighted. Unless you have a bona fide genius, it doesn't take many disgruntled ex-customers or employee lausuits to overbalance the 'value' a troublemaker seems to bring.
4. The boss thinks it could be worse—Only if the hiring process is faulty. If you have trouble hiring the right people, address that problem separately.
5. The boss is afraid of the employee—Get legal help. Now.
6. The boss feels sorry for the employee—You've already tried to help with training and discipline. The next stage of 'help' is tough love. Kick the bird out of the nest. If you really want to be charitable, let them stay home and mail their paycheck. But don't bring trouble into the office to 'help' someone.
7. The boss doesn't want to go through the hiring process—If you don't hire a replacement for the problem employee, you're going to be hiring replacements for their co-workers. Or looking for a job yourself. Avoiding an unpleasant task is unprofessional and counterproductive.
8. The employee knows something—(In the sense of carrying important corporate knowledge in their head.) This can be tough. In the long run, if they won't share what they know, you're better off taking the re-training hit and replacing them with a better employee. Besides, you have to deal with this every time they take a day off, and you'll be dealing with it in a big way when they find another job and don't give you notice. It's much better to manage a bad situation on your own schedule than to have one thrust upon you.
9. The employee has everybody fooled—Here's where measurable performance makes the difference. No matter how slick a persuader they are, if you have verifiable statistics showing that they're not producing, something's wrong. Find out what it is.
10. He or she is not really a bad employee—One complaint doesn't make a pattern. But a pattern makes a 'bad' employee. Assuming once more that they've received appropriate training and discipline, if complaints continue, this one just isn't true.

The excuses above are common. Common thinking leads to common behaviour, which leads an entrepreneur to common results.

You're better than that. Stand out from the crowd with your uncommon management style.

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FREE 45–minute presentation

5 November 2007

The NCAE invites you to a presentation that will discuss some of the challenges facing small business, and thoughts on solutions, including an open discussion of YOUR challenges. The presentation will be held at:
Pavilion Realty, 537 G Street, Suite B in Lincoln on Friday, November 16, 2007 at 6:00 p.m.

Topic: An Introduction to Commonsense Entrepreneurship

• Mentality: It's Not About Money and There is No Reality; Only Perception
• Management: Joe versus Responsibility & Authority and Is there a Gap in your GAAP?
• Marketing: Talking to Friends is Better than Talking to Strangers and People Don't Buy What They Need; They Buy What They Want

Speaker: Joel D Canfield, The Commonsense Entrepreneur

Seating is limited; please RSVP by using the NCAE contact form or calling (916) 771-9297. Coffee and scones will be provided. Enter to win a FREE half-hour consultation with The Commonsense Entrepreneur (a $50 value which you must be present to win).

 

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[1] Each chapter in 'The Commonsense Entrepreneur' will include suggested listening, locations, and libations to enhance your reading and learning experience. I thought it would be fun. Note: although the CDs will be custom made, I respect intellectual property; any music included will be legally purchased. I thought you'd want to know.