Tag: growth

To feel dumb

FabrizioLeave a comment

Imagine this.

Most texts on writing style encourage authors to avoid overly-complex words. However, a majority of undergraduates admit to deliberately increasing the complexity of their vocabulary so as to give the impression of intelligence.

As this.

Most texts on writing style encourage authors to avoid overly-complex words. However, a majority of corporate websites deliberately increase the complexity of their vocabulary so as to give the impression of expertise.

The paper introduced by the first text found that students using more difficult words actually end up giving the exact opposite impression: “needless complexity leads to negative evaluation”.

Using a very non-scientific method, I’d like to extend the findings to the situation I made up in the second text.

Nobody likes to feel dumb.

The opposite of command

Fabrizio1 Comment

In terms of management, the opposite of command is not freedom.

Freedom is an excuse beyond which many bad managers take cover. You are free to choose what you learn. You are free to come to the office or not. You are free to talk to whoever you feel like talking to.

Freedom, for most of us at least, is also a given. You are not differentiating your organisation by allowing me to learn, move, talk.

So, the opposite of command is not freedom.

The opposite of command is care.

I care, and that’s why we should talk about your strengths, ambitions, the opportunities we offer, the opportunities the market offers. I care and I will help you get there.

I care, and that’s why I have researched the topic and found that this is the most effective way to coordinate hybrid work. I care and I will guarantee your safety (physical and mental) and that of your colleagues.

I care, and that’s why I have prepared a list of people you should talk to regarding this project. I care and I will be with you as you seek buy-in to move this forward.

Care is what people seek. Care is what retains talent. Care is the differentiator.

Does it matter?

FabrizioLeave a comment

In 2012, Google launched a brilliant campaign in view of SXSW.

Project Re:Brief wanted to give old school admen, creators of iconic ads (such as this, and this, and this), modern tools to see how their campaigns would look like on the web.

It is a wonderful idea, and the campaign got very good numbers. Google also made a documentary out of this project.

A few days after the launch, one of the people responsible for the campaign was presenting the social media results to the rest of the team. Their boss, perhaps a bit harshly, asked an important question (the full story can be heard here):

Does it matter?

The point is, Google can certainly spend time and resources tracking and reporting on things that do not have an impact on their mission, vision, numbers.

But can you?

Free trial

FabrizioLeave a comment

Does your audience want a free trial? Of course.

Do you have the resources to offer a free trial that delivers the right experience to the right audience, making them excited to continue on their journey to become champions of your own perspective?

Most companies would answer no.

And yet, they offer a free trial.

And that’s because a free trial, with the right form to capture the right information – credit card, of course – is very little about experience, about user journey, about changing minds and behaviors, while it is very much about boosting vanity metrics.

Your choice.

Not exciting anymore

FabrizioLeave a comment

Three reasons why the new tool, system, process, structure rolled out in your organization is no longer as exciting as it initially seemed.

  1. The people making the decision are the not the ones impacted by the decision. Very often, the people impacted by the decision are not even consulted in the decision-making phase. Assumptions and second guessing are key criteria.
  2. There was a tacit expectation that the tool, system, process would have been welcomed by everybody as a cure for all that is bad. In other words, nobody really gave change management a thought – and if number 1 is true, you are most likely already drifting into number 2.
  3. There is no agreement on accountability and how success is going to be measured. People will do everything to avoid saying: “we failed (and we will not fail again)”. Flawed solutions will be around for years, until a new change can be sold internally. Putting the process back at number 1.