[Advice] Changing Our Approach to Distribution

Content distribution is hard.

Really hard.

Here’s why: It’s really difficult to research content, write content and edit content without a commensurate plan to “get it out there.”

Here at HSCT, we looked at the distribution part of creating content as secondary to the problem of generating enough content to actually be of value in the virtual space that we occupy.

As we have learned more and more about the process of writing, we have had to learn more and more about distribution systems. In our estimation, for the conflict consultant, seeking to make a dent in the conflict space, there are a few distribution mechanisms for getting attention (and eyeballs) on their content:

Social media—Everyone knows that social media is a place of content curation and content creation, but many people (not B2B/B2C brands) don’t think about Facebook, Twitter, LinkedIn or even Pinterest as being 2^nd party distribution mechanisms.

Email—Everyone knows that email isn’t “sexy,” but it keeps right on moving along. Email as a method for B2B content distribution drives around 4% of all traffic to the HSCT blog, with over 75% of that traffic being new visitors.

Curation Options—Many peace builders (and other content creators) don’t focus on curation tools such as Flipboard and StumbledUpon, as well as Quora. There are also secondary content creation options out there from Medium.com and LinkedIn publishing.

The “dark” Web—Sharing of articles, reposting and republishing of articles into private newsgroups (yes those are still around) and chat rooms (yes, those are still around as well) can be powerful connection drivers for the development of a peace builders’ content. We have found this is a growing area for our content, our approach and connecting people to our philosophy and business model.

Here at HSCT, we are using all of these methods. Our strategy is simple: Keep learning and researching, keep writing our articles, keep distributing our perspective and keep growing through distribution.

-Peace Be With You All-

Jesan Sorrells, MA
Principal Conflict Engagement Consultant
Human Services Consulting and Training (HSCT)
Email HSCT: jsorrells@hsconsultingandtraining.com
Facebook: https://www.facebook.com/HSConsultingandTraining
Twitter: www.twitter.com/Sorrells79
LinkedIn: www.linkedin.com/in/jesansorrells/

[Strategy] Trust is not Scalable

Conflict resolution is not scalable, because trust is not scalable.

Make no mistake though, the products of trust are scalable. And the results of trusting an organization, a brand or even another person are scalable.

But trust is not scalable.

And the reason that it’s not is nuerologically and psychologically complicated, but basically, trust wanes the further removed my relationship is from another person. Not a brand, and organization or a system, but a person.

Conflict resolution in organizations, thus becomes unscalable, because the trust at the core of resolving conflicts doesn’t exist in the first place, because the parties involved are far too separated by the barriers of organization, values, culture, mindsets, behaviors, beliefs, etc.

This is the reason mediation works so well for neighborhood disputes, but not so well for sexual harassment lawsuits. When conflict resolution processes become a strategy, rather than part of an overall organizational culture, they fail miserably. Mediation, conflict resolution and other forms of ADR, should be at the core of a culture’s development as an organization grows, so that the products of trust—increased revenue and productivity to mention just a couple—become expected.

And so that, when disputes arise—and they will—the trust is already there and litigation (and even more untrustworthy, unscalable process) becomes unthinkable.

-Peace Be With You All-

Jesan Sorrells, MA
Principal Conflict Engagement Consultant
Human Services Consulting and Training (HSCT)
Email HSCT: jsorrells@hsconsultingandtraining.com
Facebook: https://www.facebook.com/HSConsultingandTraining
Twitter: https://www.twitter.com/Sorrells79
LinkedIn: https://www.linkedin.com/in/jesansorrells/

[Opinion] The Imp At The Door

Tell us what you think when you hear the word “impossible”?

The word means different things to different people, but we think that the most important function of the word “impossible” is that it focuses us on lack and regressions, versus prosperity and ascension.

In dictionary terms, the word serves as a descriptor to a person, place or thing that is very difficult, not able to occur, or unreasonable.

Now, your personal definition of “impossible” may vary from ours, but much of the time, when we address the coming conflicts of the next ten years –over access to the Internet, water use, energy use—the nascent solutions that we propose to resolve the conflicts are deemed by listeners to be “impossible.”

Though, it was pointed out to us, that the word “impossible” begins with the construction “imp,” which is a mythological being associated with mischief, disruption and change.

When the normal, the expected and the day-to-day is disrupted with a sense of mischief, typically the imp is alive and well, creating trouble, difficulty and unreasonableness.

-Peace Be With You All-

[Strategy] You Are Doing Great Things, I Know It…

Performance evaluations, feedback, criticism and “suggestions for improvement” in people’s performance all serve as ways to separate leaders from followers.

We had a conversation this week about caring (see here) and we keep coming back to the idea when we think about how leaders should encourage their followers’ hearts. Most of the time, people analyze what we do—as either leaders or followers—and then make judgments about our performance. Often this judgment is then equated with a person’s character, wisdom or ethics.

But organizations and institutions can’t—and don’t—care. Only people do. And in order to encourage people to continue to follow, leaders must care about the people that they are leading, enough to guide them through the necessary risks to execute the mission.

Performance evaluations, feedback, “suggestions for improvement,” criticism, and many other forms of feedback are often used as a cover for the vulnerability that really caring about followers requires.

“But what do you do if people aren’t doing the ‘right’ thing and screwing up the process?”

This question is a corporate variation on “How do you tell the truth in grace to someone?” and it’s an excellent one. Here are three ideas:

Know what you care about as a leader and why—Some leaders care about process more than people. If that’s the case, recognize and praise the process, rather than attempting to recognize and praise the person.
Be genuine with yourself as a leader—Some leaders struggle with self-awareness. But feedback, criticism and other forms of “improvement” lectures don’t work, and can often be seen as blameing and excuse making. Being genuine with yourself means care about what your role is before caring about your followers’ roles.
Seek to understand first—Some leaders are self-absorbed, narcissistic and vainglorious. Harsh sounding words, yes, but in a world where genuine recognition of others is the only way to effectively encourage a heartful followership, a leader must seek to understand their followers’ hearts—and care about them.

In the short run, caring about people and building relationships is the only way to go for a leader. Celebration and rituals, combined with the importance of symbols, done with authenticity and heartfelt pride in ones followers, can do more to cement long term growth than any amount of money, service development or process change.

Encouraging the heart requires caring about people and creating long term, value based relationships.

-Peace Be With You All-

[Strategy] “Yes We Can!”

“Yes we can!”

Boy, isn’t that a catchy phrase.

The word “we” is synonymous with enabling others to act, but there are a couple of other pieces that go along with that word:

There are two kinds of power—Many leaders resort to “power over,” when they lose faith or trust (more on this in a minute) in their followers to accomplish the goals that leaders have articulated. Leaders with bad visions (i.e. Hitler, Stalin, etc.) do this more often than leaders with good visions (i.e. Steve Jobs, Moses, etc.). But “we” creates the second kind of power, “power with.” It empowers followers to see the vision and implement it in their own way.
Trust is always an issue—When leaders “let go” and truly begin trusting “the masses” to move a vision forward, some followers aren’t going to get the message right. Some followers are going to be deceitful and self-serving. And some followers are going to fall away when it gets to be too hard. Martin Luther King, and Gandhi both experienced this, but it did not diminish their faith and trust in their followers.
Carrying capacity increases—A leader who doesn’t have to control the “scope creep” of a spreading vision, is not really a leader. Part of acting on a vision is that when action starts, so do reactions: from friends, enemies, circumstances and opportunities. How does a leader know when to say “yes” and know when to say “no”? Well, when the number of followers increases because of trust and empowerment, then the ability to say “No, I can’t right now…but give it to Sally over there” becomes a statement of collaboration, rather than a principled rejection.

We without empowerment, trust and collaboration is just a word with smoke but no fire and followers can easily become cynical when its overuse transforms from inspiration to cliché.

“Yes we can!”

Ok. How will you?

-Peace Be With You All-

[Advice] Who’s Afraid of Blogging?

We are “out here” all the time.

In our professional capacity, we have served (and do serve) as consultants and “advice providers” in multiple areas: marketing, conflict entrepreneurship, Big Ideas and some other areas.

However, whenever there is a discussion about social media/online marketing, and we mention that the core of marketing should be a blog presence, our clients (or trainees) get very, very nervous.

Who’s afraid of blogging?

So, we called up a good friend of ours and he provided some insight that we hadn’t previously considered. In a nutshell, it came down to three things:

Blogging is hard because the voice that a person (or organization) writes in, may not be the voice that shows up to do the presentation, make the pitch, address the customer or close the sale.
Blogging is hard because there is the possibility that, while “no one reads long form content anymore” someone actually might. And if they do, how does an organization (or individual) “walk back” something that they wrote and distributed.
Blogging is hard because it’s a constant challenge to keep up with distribution platforms that “change the rules” every day, the ever shifting eyeballs (we’re looking at you Facebook, Twitter and LinkedIn!), and the attention and nature of audience interaction.

Who’s afraid of blogging?

We’ve also been thinking about the idea of content creation vs. consumption, active and passive audiences and how there is “so much noise out there,” which is a constant lament for some of our clients in this area.

The answer to the question is that only a few organizations, people and entities are not afraid of blogging. Everyone else either blogs, tweets, facebooks, or distributes to their own level of comfort and desire to be either an active participant in the social space—or not.

Are you afraid of blogging?

-Peace Be With You All-

Jesan Sorrells, MA
Principal Conflict Engagement Consultant
Human Services Consulting and Training (HSCT)
Email HSCT: hsconsultingandtraining@gmail.com
Facebook: https://www.facebook.com/HSConsultingandTraining
Twitter: http://www.twitter.com/Sorrells79
LinkedIn: http://www.linkedin.com/in/jesansorrells/

[Advice] Who Matters When Building Your Platform

For the peace building consultant, getting myopia in the pursuit of success, becomes a natural outgrowth of the work.

But there are people who matter, inside and outside, of all of this:

Family Members
Team Members
Business Mentors
Partners
The Customers/Clients/Buyers
The Audience

We listed those in our order, but other orders will differ, and certain pre-conditions may apply.

The savvy peace builder digs deep when building her project and makes the list. Without the list, there is no forward movement, and then myopia descends into noodling over email for half of the day.

We put the audience at the end of the list for good reason. The savvy peace builder knows that the people who applaud (or don’t applaud, or jeer, or deride, or ignore the project altogether), are not necessarily the most important people in the life of the business.

The savvy peace builder also knows not to confuse the noise of the applause (or the jeers, derision or silence of ignorance) with the importance of the project.

-Peace Be With You All-

[Strategy] Going Viral

Enthusiasm, just like content, can go viral in an organization.

Leaders must be the “Patient Zero” in this scenario; caught by a vision, an idea of what could be in an organization, they then inspire to get constituents to strive alongside them.

Is this always a positive act?

No.

Steve Jobs is lauded for being a visionary leader on projects and product development at Apple, but he was (from all accounts in his biography) a horrible human being. But, he’s in good company: Gandhi, Dr. Martin Luther King, Martin Luther, and even Moses and Winston Churchill all had bad habits, poor temperaments and sometimes lacked the words to inspire their followers.

Should leaders be required to take “humanity” lessons before leading?

We don’t know, but without a shared vision—even if that vision comes from the mind of a flawed leader—followers won’t know where to go, and leaders will just walk around in circles by themselves.

How does a leader catch the virus of inspiring a shared vision?

Know your constituents—Know who follows you and understand and acknowledge their deeper “whys.” Steve Jobs did, and so does your local community organizer.
Know your vision—Know what you want to do and why you want to do it. Martin Luther, the Protestant Reformer, wanted an answer from the Pope about several things. So, he created the medieval version of a blog post and it went viral…
Know your own passion—Know when passion will wane and when it will wax. Moses went off to talk to God in the wilderness occasionally, leaving the people he was leading to their own devices. It helped him.

Speaking the language of virality is the key to spreading enthusiasm. And, in an era of increasingly fractured attention spans, leaders don’t have to go viral to the masses, just to the long tail of truly committed followers.

-Peace Be With You All-

[Opinion] 10 Year Overnight Success – Vol. 3

“Well that was a waste of time.”

How often have we either said those words, thought them or wrote a variation of them down?

In the pursuit of mastery, there are no such things as “wasted” hours, days, minutes, or even moments. There are only the things that did work and the things that didn’t work.

The painter, sculpture and architect, Michelangelo di Lodovico Buonarroti Simoni , saved very few of his drawings. When he stared at a block of marble, he saw the material that he would have to strip away in order to release the object trapped inside.

The inventor Thomas Edison said “I haven’t failed. I’ve just discovered 10,000 ways that won’t work.” Or, at least the Internet claims that he said that.

The casual consumer of life, though, often associates failure with waste, and addition with success. We associate subtraction with loss, and “no” with rejection.

But subtraction AND addition both must happen for success to occur. And energy, no matter how we look at through our temporal, corporeal frames of reference, can neither be created nor destroyed.

If Michelangelo, Edison and the Universe can get on board with both addition and subtraction, maybe then we should stop focusing our casual conversations just around waste alone.

-Peace Be With You All-

Jesan Sorrells, MA
Principal Conflict Engagement Consultant
Human Services Consulting and Training (HSCT)
Email HSCT: jsorrells@hsconsultingandtraining.com
Facebook: https://www.facebook.com/HSConsultingandTraining
Twitter: http://www.twitter.com/Sorrells79
LinkedIn: http://www.linkedin.com/in/jesansorrells/

[Strategy] Leading Through Obligation

If you are a manager in an organization of any size, with any mission or scope of responsibility, it is your obligation to lead.

Now, obligation is a loaded word, filled with the stresses of accountability, responsibility, and eating last in a world where everyone wants to eat first.

Obligation comes along with the word “honor,” which, as a verb, means to “fulfill (an obligation) or keep (an agreement).

There is a tacit agreement between leaders and followers: Leaders set a tone, provide a secure space for initiatives to be implemented and then codify action through words and deeds. Followers implement the initiatives as they are proposed, rally behind the leader in times of stress or conflict and promote the tone of the actions.

At least, in a perfect world.

Unfortunately, we live in a world of imperfection, mixed motives, lies and deception and selfish pursuits.

In this world, leadership is even more critical and, at the core, requires human leaders to sacrifice resources (material, emotional and even spiritual) in order to accomplish a greater good for their followers—even when they believe that the greater good is wrong.

This ability to sacrifice marks the difference between politicians and statesmen.
This ability to sacrifice marks the difference between role models and celebrities.
This ability to sacrifice marks the difference between leaders and followers.

A leader’s responsibility is not to chart a course for the followers and then blindly lead them there, in spite of everything.

A leader’s responsibility is to chart a course for their followers (after actively listening to their followers) and then convince, persuade, cajole and move the followers toward accomplishing those goals.

This process requires an understanding, and an acceptance of, the definitions of obligation, honor, responsibility, accountability, character and honor.

-Peace Be With You All-

Jesan Sorrells, MA
Principal Conflict Engagement Consultant
Human Services Consulting and Training (HSCT)
Email HSCT: jsorrells@hsconsultingandtraining.com
Facebook: https://www.facebook.com/HSConsultingandTraining
Twitter: http://www.twitter.com/Sorrells79
LinkedIn: http://www.linkedin.com/in/jesansorrells/