Mike Stelzner’s “Social Media Examiner” on line magazine, rather than blog, is about the best of a good bunch of sites that offer insight to the blogging process.
These 21 tips, assembled from a group of pretty smart operators are gold.
Thanks Mike!
Remember when there was a market for only 5 computers in the world, then a few thousand appeared in governments, huge corporations, and a few big R&D labs, then suddenly along came the PC, and there were millions of them in our homes, then hundreds of millions of “devices” in our pockets, seemingly almost overnight?
It is happening again.
Coming to a desk near you is the personal machinist, the 3-D printer that will do for small scale manufacturing what the PC did for personal information management and communication.
This post from Mitch Joel has a link to a video interview of Chris Anderson on his new book “Makers – The new industrial revolution” which should blow away a few intellectual cobwebs.
Theo Jansen whose Kinetic models have been a youtube hit has had miniatures produced, working models of astonishing intricacy produced by Shapeways technology, one of the revolutionaries.
This stuff is coming to a desk near you, soon, and the only limitation is your imagination.
One of the many paradoxes of our on-line social life is that to engage, we give up a part of our personal life, we become available to anyone else who cares to look for us, within the boundaries of increasingly better privacy hurdles in social media tools.
In the past, our personal lives were almost all we had, simply because of the inconvenience, inefficiency, indeed, impossibility, of telling everybody, anything much about ourselves.
The earlier incarnations of social media removed those barriers, and suddenly we realised that we had created a monster, a perfect environment for stalkers. All sorts of unsavory and undesirable people, and those we had no desire to know suddenly had access to our details, and so we started designing out the access, but it is a binary process, a filter is “on”, or it is “off”, no “maybe”.
So, how do we design it out? We design back in some of the elements of the inefficiency we had until a decade ago, put in hurdles that need to be crossed before you get to the personal stuff. Clay Shirky, one of the great minds thinking about this stuff does it again in this Zeitgeist presentation from 2008. I only just found it, but the message is as relevant now as 4 years ago, perhaps more so.
Millions of “writers” are now publishing blogs, and as a result there are many sources of “how to” write a better blog, and get it seen.
However, it seems to me that most of the advice is rehashing pretty basic stuff, and focusses way too much attention on the medium of publishing, the web, rather than offering advice on the writing. If there is any merit in the idea that a well written blog will outperform a poorly written one, perhaps we should ignore most of the new-age advice, and go to the experts on writing.
Having an ability to write, to express an idea memorably, with clarity, and in a manner that creates understanding and an action from the reader is not a result of the net, it is just as hard as it always was, it is just that now the good stuff has far more visible competition for attention from the crap.
David Ogilvy is an acknowledged expert, the original Mad-man, who wrote some of the best advertising of all time, also wrote this internal memo advising his employees how to write.
The advice holds for those trying to write blogs, tweets, and advertising copy today, as much as it did of O&M employees in 1982.
Culture is elastic, it is the hardest thing to change in any organization, the ‘way people do things around here” to quote Michael Porter, is a powerful organiser of behavior.
Changing culture by decree from the corner office simply does not work, all it does is depreciate the credibility of the person issuing the decree.
Often the decree is associated with some mandated behavior changes, they can be imposed, but once the pressure comes off, and in the absence of the changed behavior being well bedded in, it reverts to the old models as soon as the mandate is not aggressively enforced, just like taking away the stretching device in a length of elastic.
The only way to eliminate the ‘elastic effect” is to cut it, by encouraging employees to change their behavior because they see the sense in it, and the change is consistent with their own best interests.
Four ways to make it a bit easier:
If this seems simple, don’t be fooled. Changing culture is the hardest task any leader has, Rosabeth Moss Kanter’s list of the 10 reasons people resist change is a great one. Most “leaders” are not up to the task, and then they are called Managers.