Instead of Netflix and Chill, Quarantine and Learn a New Skill
I Hate To Be The Bearer of Bad News
I see a lot of folks out there in Facebook land, behaving (or maybe just posting) as if the “happy times” will return.
Or as if this current situation with social distancing, working from home, and with businesses collapsing all over the palace or cutting back, is just a “temporary” problem and we’ll all go back to “normal” when it’s done.
The reality is, “happy times” might not be coming back for a while.
I would encourage you, whether you are an entrepreneur, an agency owner, an employee, or a manager or supervisor, to get with the idea that your current situation is not a time for just eating chips and watching Netflix.
Please take this opportunity to learn a new skill. Take this time to advance a hobby and think about how it could make you some money tomorrow.
Please take this time to spin up a new business model for how you can deliver what you used to do in a new way.
If that means taking a low-interest loan, then take the loan. If you can’t take the loan because you’re overleveraged on debt, don’t like the government giving out money, or are worried about the upcoming $30T national debt, then I hope you’ve got a rich Uncle. Or that you are prepared to pare down your life to the absolute bare bones.
Please take this time to talk with your children about what 30-60-90 days in the quarantine may mean for your relationships. Establish boundaries and get real with each other about self-care, mental health, and all the things that you wouldn’t “normally” talk about.
Because “normal” times aren’t coming back in the way that they were here before.
Instead of Netflix and Chill Please Take Some Time…
Please take the time to think about what you’re employer might do and begin to build contingency plans to get paid—not at your current level of pay, but at a lower level—somehow someway. Set up dropshipping on eBay. Set up an Amazon account. Write that book you’ve been meaning to write. Create that painting you’ve been meaning to create. Make that digital product you’ve been meaning to make.
And then put it out there on Facebook, for free at first, and then offer it to a smaller community.
And if you’re retiring, or have the option to do so, and think that that’s your “get out of jail ‘free’ card” well, I would implore you to dig in now and help your community, not with money, but with your time, your wisdom, and your sweat equity.
Retirement is only ever talked about as a punishment in the Bible, and you’ve lived too long, and done too much to be punishing yourself now in the face of all that’s happening in the world right now.
Now is the time for entrepreneurial thinking to blossom like a thousand poppies in America. You don’t need money, you don’t need permission, and you don’t need reassurance.
All the people who would provide that are in social isolation anyway.
Now is the time to get real with your life, your perspective, and your future.
Because the vast majority of us will survive Coronavirus. But, the cast majority of us may be broke, unemployed, or without ideas on the other side of this current crisis.
Be not afraid. But don’t be lazy either.
If you need help thinking about this differently, contact me using the information below. give me a , and let me help you navigate this new world.
by JESAN SORRELLS
2 min read
When everyone can publish to the Internet, it turns out that many still feel stuck in observation mode.
Which is too bad.
Because the courage we need from you to write something that matters for somebody to read, to watch, or to engage with, trumps your fear of raising your hand to commit to doing so.
So, while everyone can publish, still very few actually will.
We as a society of consumers, publishers, advertisers, and owners have failed to understand fully the radical implications of the communications schema we now live under with the presence of the Internet.
When almost everyone in the world has access to a keyboard, a microphone, and camera, almost everyone will become a publisher.
But, someone must fund that publishing in order for it to be seen by an audience willing to be changed by its presence in the world.
And while publishers may fail to understand the relationships between awareness, advertising, persuasion, publishing, and creation, consumers do themselves a disservice when they pretend that what a third party–wedged between them and the publisher–wants doesn’t matter.
There are multiple parties to consider in this transaction that is now going on at scale in the world right now:
Publishers are people (and sometimes organizations) who want to publish. They create, comment, click, like, share, and otherwise either participate, or validate, an opinion, a fact, or an idea through their actions.
What publishers want is a platform upon which to publish and attention from the audience they seek to impact.
Consumers are people who want to consume. They passively watch, applaud, share, click, like, and otherwise take in the opinions, facts, and ideas that publishers create.
What consumers want is to consume. Preferably without much action or engagement on their part and with as little friction as possible.
Owners are brands, organizations, and community builders of all types and stripes who want to own a piece of the communication real estate that the Internet has created. Owners create and own.
What owners want is to get paid for their work, their creativity, their cleverness, and their time spent building something for others. And they want to get paid as quickly as possible, as much as possible, as often as possible.
Advertisers are organizations, buyers, creators, and others who seek to intersect themselves in between owners, publishers, and consumers, ostensibly for the benefit of publishers and owners, but in reality, for the benefit of themselves.
What advertisers want is attention, awareness of the products, services, and processes they are seeking to persuade consumers. And they want it at scale, with as little friction as is possible.
There is little alignment between all of these parties (even though there is often confusing overlap), as the Internet has fractured and atomized the 20th century’s mass media, mass audiences, mass attention, and mass awareness.
With this lack of alignment comes confusion, misunderstanding, miscommunication, and at the end, scandal, corruption, mismanagement, and further erosions of public and private trust.
The best alignment is the type that removes the middleman from the interactions between the publisher and the audience and gets the publisher and the audience aligned.
The worst alignment is reflected in what is happening right now.
We as a society have gotten the Internet we asked for; dare I say, the Internet we wanted.
Now, at the beginning of yet another unraveling, a further atomizing and erosion inflection point in the overall communication culture, it’s time to ask for, and to want, something better.
Employees, managers, leaders, and organizations, don’t really believe the workplace needs to change.
If we really believed the workplace needed to change, we would hire and encourage employees to be candid about problems and issues, in a way that would interrupt the hierarchical power structure, and would encourage creative thinking, innovation, and risk-taking at the lowest level at work, rather than at the highest level.
If we really believed the workplace needed to change, we would have the courage to question issues that we see at work and propose equitable, non-hierarchical solutions to problems, issues, and conflicts, despite the impact of politics, power, or other considerations.
Which is why management training is a worthy investment by an organization into its potential and current managers, but management follow-through and implementation will always be difficult, but not impossible.
Which is also why the organizational view of management must shift and change, from one of day-to-day “keeping the train on the tracks” to one of “investing in pushing employees to be better today than they were yesterday.”
If we really believed the workplace needed to change, we would have the clarity to describe issues, conflicts, ethical and moral lapses, in clear, unambiguous language, rather than covering up with jargon, info-speak, or other forms of hiding.
Which is why organizational communication needs to shift to being more transparent, truthful, and honest. Workplace communication is about promotions, compensation, and all of the ways that we communicate non-verbally about culture to employees at all levels.
Because we don’t really believe the workplace needs to change, we don’t really believe the workplace can change in these three critical areas.
But, in order for the workplaces of the future to be better than workplaces of now–or of the past–we must work actively to change the workplace, whether our belief is solid, or not.
The impact of the next network leap remains non-obvious for too many people, and too far off in many individuals’ minds. But then, there is the alarming presence of all the obvious “whens” all around us.
When the AI gets so good that human beings can’t tell the difference between the computer program and the human being.
When the machine learning gets so good that human beings can’t navigate managing and strategizing about the flood of data coming at us faster than the machine can.
When the amount of collected data is so overwhelming that human beings are paralyzed by analysis rather than having the courage to act in spite of the implications of the data.
In a world of those “whens”—which are arriving to the present as fast as they possibly can, no longer “whens” but “nows”—the only areas remaining to categorize, atomize, and to deliver on spec at low cost to an eager consumer, will be the emotional content of individual, human-to-human interactions.
The next leap is not around AI, machine learning, the Internet, or social media applications.
The next leap is not around robotics, data analysis, electric cars, augmented reality applications or virtual reality.
The next leap won’t even be around the industrialization of outcomes to spec on price, cost, labor, and work.
The next leap will be people—individuals, corporations, businesses, churches, schools—preserving and paying for the texture that individuality brings to human interaction.
The companies that are playing the long game of digitizing everything—every human interaction, every job, every product, every process, every service, and every crumb of knowledge—understand this las concept innately.
Google’s next great leap from dominance in the digital world will be from industrialization of outcomes to spec in a digital environment, to dominance in the material world of emotional, human-to-human interactions where spec means something different from individual to individual.
Are you playing Google’s long game, or are you playing humanity’s long game?
There are three questions to consider the answers to before you begin your next project, start your next job, voice your next complaint, or become frustrated in your next conflict.
What is the price?
This question is about trade-offs in a world of scarce resources, such as time, energy, effort, money, and so on. The price of something allows narrow, transactional negotiation to happen with seeming immediacy. The problem is, if you are in a race to the bottom with yourself on price, you’ll always be losing because the least expensive price is free.
What is it worth?
This question is about values and benefits in a world of abundant resources, such as time, energy, effort, and even money. Worth is personal, subjective, and priceless. Think about how much a glass of water is worth to a thirsty man in the desert who owns a Lamborghini. The problem is, if you have a mindset focused solely on the worth of an item, you may miss the cost of it.
What does it cost?
This question is about the work that a person puts into the development, maintenance, and growth of a product, process, or service. The work has a cost, from emotional labor to technical competency. The work is the cost. The problem is, we both undervalue and overvalue work for a variety of reasons that stem back to the root of worth and cost.
Before you launch your next project, start your next job, voice your next complaint, or become frustrated in your next conflict, please consider the answers to the questions above carefully, so that you know exactly where to put your focus.
The difference between attention and time spent paying attention is the erosion rate of a creator’s long-form content.
For example, the average video on YouTube is around 4 minutes. The average blog post is no longer than 200 words. The average podcast is around 45 minutes to an hour.
As audience attention spans wane and decline, there is less and less interest (or care on the part of audiences) in the expense to creators of the sunk costs of making long-form content. The sunk cost is the video editing suites, the cameras, the time spent editing 20 minutes of digital footage into 4 minutes of something that someone might click through.
The sunk cost is the time spent writing, the computer and writing software, and the time spent uploading the blog post for something that someone might skim through.
The sunk cost is the time spent finding a person with a perspective that is interesting, then connecting with that person, interviewing that person for an hour, and then editing, posting, and distributing the audio that someone might listen to with half an ear for around 20 minutes.
And we haven’t even gotten into the fact that repeating the processes for all three forms of long-form content (audio, video, and written) takes time as well.
But these are still sunk costs.
The erosion rate of your content matters if you are a creator of content. But it should matter to you more as a consumer of content. As a consumer of content, connecting with creators that you care about, and supporting them by writing them, contacting them, and talking about them to others, matters more for the creation of more content.
It also reduces erosion rate and brings more value to the content for you the consumer.
The times that you wait to take a risk.
The times that you wait to apply an innovation.
The times when you wait for reassurance.
The times you wait for enough external motivation.
The times you are looking for permission to act.
The times you are waiting for “everything” to be “just right.”
The times you take the risk, despite not knowing how it will turn out in the end.
The times that you apply the insight from the innovation.
The times that you don’t wait for reassurance.
The times you don’t need any more motivation.
The times when you don’t need permission. You just act.
The times when “everything” is not “just right;” in fact, “everything” is “mostly wrong.”
Those are the times that are always here.
They surround you all the time.
If you’re waiting for stability, safety, surety, and certainty, those times are rare. And they don’t come unless you act—actively—to do.
Otherwise, the times that you’re waiting on are assured to never arrive.