Recently I have been re-reading the classics. Like I, Robot.
After having re-read the book I soon realized that I too had, over the years, discovered at least two of the (lost) Laws of Robotic Devices.
The Lost Law of Robotic Devices:
“No computer, file, or robot shall function, or allow any function whatsoever to operate as normal, without at least one full reboot. Upon reboot no computer, file, or robot shall fail to function normally or through omission allow a user to come to harm through failed function. Normal biological functions, such as heart attacks triggered by ignorance of this law, are not covered by the workings of this law.”
Second Lost Law of Robotics:
“No computer, file, or robot will ever fail or will ever need to be maintained, serviced, or backed-up until a moment of absolute and optimal disaster and/or complete failure for the end-user at which point it will have needed to have been maintained, serviced, and/or backed-up three weeks ago.”
I know that we are only two days in but so far this entire week has already been or will be meetings, taking people places, talking to investors, research, reorganization, testing processes, and travel.
I know that technically all of these things are productive, but it doesn’t feel very productive to me. It feels like I’ve already blown the entire week due to the time suck.
I just want to work uninterrupted.
I sometimes wish there were ten of me that I could delegate mundane tasks like travel to these other selves while I just worked. Usually that’s all I really want to do… just the Real Work.
When Leonard Cohen was twenty-five, he was living in London, sitting in cold rooms writing sad poems. He got by on a three-thousand-dollar grant from the Canada Council for the Arts. This was 1960, long before he played the festival at the Isle of Wight in front of six hundred thousand people. In those days, he was a Jamesian Jew, the provincial abroad, a refugee from the Montreal literary scene. Cohen, whose family was both prominent and cultivated, had an ironical view of himself. He was a bohemian with a cushion whose first purchases in London were an Olivetti typewriter and a blue raincoat at Burberry. Even before he had much of an audience, he had a distinct idea of the audience he wanted. In a letter to his publisher, he said that he was out to reach “inner-directed adolescents, lovers in all degrees of anguish, disappointed Platonists, pornography-peepers, hair-handed monks and Popists.”
Cohen was growing weary of London’s rising damp and its gray skies. An English dentist had just yanked one of his wisdom teeth. After weeks of cold and rain, he wandered into a bank and asked the teller about his deep suntan. The teller said that he had just returned from a trip to Greece. Cohen bought an airline ticket.
Not long afterward, he alighted in Athens, visited the Acropolis, made his way to the port of Piraeus, boarded a ferry, and disembarked at the island of Hydra. With the chill barely out of his bones, Cohen took in the horseshoe-shaped harbor and the people drinking cold glasses of retsina and eating grilled fish in the cafés by the water; he looked up at the pines and the cypress trees and the whitewashed houses that crept up the hillsides. There was something mythical and primitive about Hydra. Cars were forbidden. Mules humped water up the long stairways to the houses. There was only intermittent electricity. Cohen rented a place for fourteen dollars a month. Eventually, he bought a whitewashed house of his own, for fifteen hundred dollars, thanks to an inheritance from his grandmother.
Hydra promised the life Cohen had craved: spare rooms, the empty page, eros after dark. He collected a few paraffin lamps and some used furniture: a Russian wrought-iron bed, a writing table, chairs like “the chairs that van Gogh painted.” During the day, he worked on a sexy, phantasmagoric novel called “The Favorite Game” and the poems in a collection titled “Flowers for Hitler.” He alternated between extreme discipline and the varieties of abandon. There were days of fasting to concentrate the mind. There were drugs to expand it: pot, speed, acid. “I took trip after trip, sitting on my terrace in Greece, waiting to see God,” he said years later. “Generally, I ended up with a bad hangover.”
Here and there, Cohen caught glimpses of a beautiful Norwegian woman. Her name was Marianne Ihlen, and she had grown up in the countryside near Oslo. Her grandmother used to tell her, “You are going to meet a man who speaks with a tongue of gold.” She thought she already had: Axel Jensen, a novelist from home, who wrote in the tradition of Jack Kerouac and William Burroughs. She had married Jensen, and they had a son, little Axel. Jensen was not a constant husband, however, and, by the time their child was four months old, Jensen was, as Marianne put it, “over the hills again” with another woman.
One of my favorite blog posts ever appeared exactly eight years ago in the Daily Reckoning, titled, “The Three Things Rich People Do All Day.”
In the piece, Chris Mayer concludes that reading, conversing with people who know what you’d like to know, and thinking are the three things rich people do all day.
After hanging out with some pretty high achievers the last couple years, and aspiring to be one of the wealthy myself, I have to agree with him.
On the ride home from my Ultimate Writing Retreat™ in Chicago nine days ago, I came up with my own list of 5 things that prosperous copywriters do all day:
1. Read. Read classic copywriting books by Eugene Schwartz, David Ogilvy, and Claude Hopkins. Read contemporary classics by Dan Kennedy, Clayton Makepeace, Gary Halbert, and John Carlton.
Read the New York Times and the Wall Street Journal, and your local paper (if you have local clients.) Read classic literature by Hemingway and Hugo, as well as airport paperbacks by John Grisham and Stephen King. Read!
2. Think. You simply have to spend time deep thinking about Big Ideas. How else are you going to come up with a new angle for a client promotion? It’s not all nose-to-the-grindstone, furious writing time that accomplishes that.
Or think about Big Ideas for your own business.
How are you going to convince your prospects to do business with you instead of the dozens of other copywriters who are just as good as you, in the same niche? How can you provide more value while working faster and making sure your clients get a good return on investment? What is your Big “off the chart” Idea that could send your business soaring?
3. Talk to interesting people.
I spent 67 hours recently hanging out with some very interesting people in Chicago. We coined at least three new terms that you’ll probably be hearing about in the next few months. We launched two new businesses, re-launched two more, and came up with strategy that could turn two of them into million-dollar businesses.
When I’m in my office, I probably spend two hours a day on average conversing with copywriters who are trying to get to the next level. I ask questions to get them thinking in a different way. I challenge them. I offer critiques if they ask. I give offbeat advice.
Once in a while, I inspire someone to go out and do really big things. Very rewarding, all of it. I benefit from these conversations, too.
Be selective about the company you keep, and spend the time in meaningful discussions.
4. Write stuff that other people will pay you for. Ask yourself at every turn, “Is this making me money?” or “Is it leading me quickly to a place where I’ll make money doing it?”
If you’re writing a special report that prospects will download to get on your mailing list, which you’ll then use to market your other services to them, the answer is “yes.” Writing an article for “exposure” and the promise of possible work down the road? Your call, but I’d say “no.”
5. Write things that build your own business. One of the “eureka” moments at the Chicago retreat was that you don’t have to figure out how to write copy for clients. Create a business around something you love, and write all the marketing copy for it.
When you’re writing copy for your own high-end luxury watch tours to Basel, Switzerland, or for helping CEOs become insanely great at presentation skills, things get pretty fun! Think of copywriting as a means to an end.
If you were a fly on the wall of my office, those are the five things you’d find me doing every day. Reading, thinking, talking to interesting people, writing stuff that people pay me for, and writing to build my own business.
Do you have any others you’d add to the list? Any you’d take off this list? Where can you do all five of these at once, in a three-day intensive writing experience like you’ve never seen before? Asheville, North Carolina, of course. July 17-20.
We all know them. Those damn lucky bastards at the helm of billion-dollar empires and in command of countless employees. From Oprah Winfrey to Steve Jobs or Mark Zuckerberg, rich people always helped shape the world we live in. Not only that, but they haunt us with their quotes. It’s annoying because the all principles from their quotations are correct. But their so damn hard to apply! It’s one thing to know the right path. Quite a different thing to walk it. These guys talk the talk because they’ve walked the walk.
Regardless, whether rich or poor, we can at least enjoy the philosophy from this rich folks and forget for a moment that they’re worth zillions of dollars. In the end, we’re all the same. Most of the people from the list below started out with nothing at all. They were dirt poor. I don’t believe in destiny or luck. There must have be something else at play in their equation ofgetting rich.
Let’s see if they are willing to share their insight and maybe we’ll catch a glimpse of how they made pennies from their thoughts.
I have been experimenting with a new way of Working that is succeeding quite well. I have narrowed down all of the really important things I do every Work Day plus on my 3 Sabbaths and reduced them to 4 (or less) Essential Items. I therefore get up every day and do these 4 Essential Items every day first thing.
Then, and only after these 4 Essential Items are done do I go on to the rest of my schedule and whatever else I have to do. This assures I do the most Essential things first and foremost without excuse or interruption or interference.
This system has worked out extremely well for me… I highly recommend it. This is my Personal System (below). Of course develop one of your own to cover what is most essential to achieve for you.
SEPTEMBER 25, 2015
This story originally appeared on PR Newswire’s Small Business PR Toolkit
In general, two types of successful content exist: Topical content that is relevant now and will lose its influence over time, and evergreen content that is pertinent now and will continue to be in the future. While both are important components of a content strategy, evergreen allows a brand to re-use, reshare and repurpose the same information, saving both time and resources while increasing the amount of traffic the website and business receive.
Create evergreen content with:
According to Internet Live Stats, Google processes over 3.5 billion searches per day. A significant number of those are inquiring how to accomplish a task. “How-to” guides and tutorials can perpetually provide valuable answers. Tackle challenges that will continue to be relevant in the future, with solutions that will remain the same. A guide on how to change a lightbulb, for example, is and will continue to be accurate and important to residents new to DIY chores. And if the content is tailored to a certain skill level, it’s recommended to clarify that information in the title. For instance, specify if your tutorial on a software program is for beginners or for experts.
Interview industry experts and influencers. Interviews are a great form of evergreen content because they’re not only timeless but also simple to repurpose. Take the podcast or video and convert its content into a blog, white paper, ebook or PowerPoint presentation.
Because answers to questions regarding the practices and standards of a company as well as industry terms rarely change, FAQ and glossary pages are ideal for evergreen website content. According to PlainLanguage.gov, readers complain about jargon more than any other writing fault. So when creating term definitions, be as clear and straightforward as possible so every reader can understand the information and won’t reference another source instead.
When providing historical content either about the industry or the brand, avoid using adverbs of time. For example, using words like “last year” or “recently” will quickly cause the content to be inaccurate and outdated. Instead, use the actual date that the historical event took place.
“Top 10” lists of topics that aren’t time-sensitive are not only perennial but also very easy for readers to digest since the information is concisely broken down and organized. Lists can vary from a compilation of industry resources or tools to the best and worst practices of a particular subject or technique.
Because evergreen material will remain pertinent, new users will continue to find and reference the already established content, which will increase traffic and visibility over time. In fact, according to a case study conducted by Moz.com, creating perpetually relevant content improves a brand’s website traffic, overall growth and reputation as an authority.
Successful people often exude confidence—it’s obvious that they believe in themselves and what they’re doing. It isn’t their success that makes them confident, however. The confidence was there first.
Think about it:
Doubt breeds doubt. Why would anyone believe in you, your ideas, or your abilities if you didn’t believe in them yourself?
It takes confidence to reach for new challenges. People who are fearful or insecure tend to stay within their comfort zones. But comfort zones rarely expand on their own. That’s why people who lack confidence get stuck in dead-end jobs and let valuable opportunities pass them by.
Unconfident people often feel at the mercy of external circumstances. Successful people aren’t deterred by obstacles, which is how they rise up in the first place.
No one is stopping you from what you want to accomplish but yourself. It’s time to remove that barrier of self-doubt.
Confidence is a crucial building block in a successful career, and embracing it fully will take you places you never thought possible. With proper guidance and hard work, anyone can become more confident. Once you pass a certain point, you’ll feel it from the inside.
Here are eight bulletproof strategies to get you there.
1. Take an honest look at yourself.
Johnny Unitas said, “There is a difference between conceit and confidence. Conceit is bragging about yourself. Confidence means you believe you can get the job done.” In other words, confidence is earnedthrough hard work, and confident people are self-aware. When your confidence exceeds your abilities, you’ve crossed the line into arrogance. You need to know the difference.
True confidence is firmly planted in reality. To grow your confidence, it’s important to do an honest and accurate self-assessment of your abilities. If there are weaknesses in your skill set, make plans for strengthening these skills and find ways to minimize their negative impact. Ignoring your weaknesses or pretending they’re strengths won’t make them go away. Likewise, having a clear understanding of your strengths enables you to shake off some of the more groundless feedback and criticism you can get in a busy, competitive work environment—and that builds confidence.
2. Say no.
Research conducted at the University of California in San Francisco showed that the more difficulty that you have saying no, the more likely you are to experience stress, burnout, and even depression, all of which erode confidence. Confident people know that saying no is healthy, and they have the self-esteem to make their nos clear. When it’s time to say no, confident people avoid phrases such as “I don’t think I can” or “I’m not certain.” They say no with confidence because they know that saying no to a new commitment honors their existing commitments and gives them the opportunity to successfully fulfill them.
3. Get right with your boss.
A troubled relationship with the boss can destroy even the most talented person’s confidence. It’s hard to be confident when your boss is constantly criticizing you or undermining your contributions. Try to identify where the relationship went wrong and decide whether there’s anything you can do to get things back on track. If the relationship is truly unsalvageable, it may be time to move on to something else.
Confident people tend to challenge themselves and compete, even when their efforts yield small victories. Small victories build new androgen receptors in the areas of the brain responsible for reward and motivation. This increase in androgen receptors increases the influence of testosterone, which further increases your confidence and your eagerness to tackle future challenges. When you have a series of small victories, the boost in your confidence can last for months.
5. Find a mentor.
Nothing builds confidence like a talented, experienced person showing you the way and patting you on the back for a job well done. A good mentor can act as a mirror, giving you the perspective you need to believe in yourself. Knowledge breeds confidence—knowing where you stand helps you focus your energy more effectively. Beyond that, a mentor can help educate you on some of the cultural inner workings of your organization. Knowing the unwritten rules of how to get things done in your workplace is a great confidence booster.
6. Schedule exercise.
A study conducted at the Eastern Ontario Research Institute found that people who exercised twice a week for 10 weeks felt more competent socially, academically, and athletically. They also rated their body image and self-esteem higher. Best of all, rather than the physical changes in their bodies being responsible for the uptick in confidence, it was the immediate, endorphin-fueled positivity from exercise that made all the difference. Schedule your exercise to make certain it happens, and your confidence will stay up.
7. Dress for success.
Like it or not, how we dress has a huge effect on how people see us. Things like the color, cut, and style of the clothes we wear—and even our accessories—communicate loudly. But the way we dress also affects how we see ourselves. Studies have shown that people speak differently when they’re dressed up compared to when they’re dressed casually. To boost your confidence, dress well. Choose clothing that reflects who you are and the image you want to project, even if that means spending more time at the mall and more time getting ready in the morning.
8. Be assertive, not aggressive.
Aggressiveness isn’t confidence; it’s bullying. And when you’re insecure, it’s easy to slip into aggressiveness without intending to. Practice asserting yourself without getting aggressive (and trampling over someone else in the process). You won’t be able to achieve this until you learn how to keep your insecurities at bay, and this will increase your confidence.
Bringing it all together
Your confidence is your own to develop or undermine. Confidence is based on reality. It’s the steadfast knowledge that goes beyond simply “hoping for the best.” It ensures that you’ll get the job done—that’s the power of true confidence.
One of the start-up world’s favorite words, in addition to disrupt, pivot, and on-demand, is community. Kickstarter identifies as “a community of people committed to bringing new things to life.” “The heart and soul of Etsy,” begins the About Etsy page, “is our global community.” Airbnb calls itself “the world’s leading community-driven hospitality company.” You’re not, in other words, just joining a platform where you can fund your screenplay, or hawk your hand-knit iPhone koozies, or rent your apartment — no, you’re belonging to something bigger than yourself.
But back in 2009, perhaps before the word had lost all meaning, a small-time-invention start-up called Quirky built a community that really acted like one. It told the first-world-problem solver in all of us — the one who thought up single-serve French-fry-makers and foldable coffee mugs and musical footballs while out walking the dog — that she no longer had to innovate in a vacuum. Anybody could join. On Quirky’s website, users would assess and workshop each other’s inventions. The most successful ideas, as determined by a vote, would be designed and built by the company. In some cases, the inventors made a lot of money. And it is for that tiny dreamer that the company’s recent death spiral feels like a true loss.
It all came to a head on what seemed like a typical Thursday evening this July, during the weekly Quirky ritual known as Eval. A studio audience of about 100 people gathered in the company’s former-rail-car-terminal headquarters in Chelsea. Lit by webcams from above and a bank of futuristic equipment behind, Quirky’s 28-year-old founder, Ben Kaufman, stood at a lectern in his usual black V-neck tee and announced a panel of product-evaluation experts by nickname: Anna “Make a Buck” Buchbauer, Justin “J-Bomb” Seidenfeld, Aaron Dignan, a.k.a. El Presidente. Ideas submitted and voted on by the Quirky community — watching the livestream from their living rooms — were presented via pitch videos and commentary from Kaufman: a voice-activated lightbulb, a paper-thin Bluetooth speaker that fits in your back pocket, an on-the-go beverage carbonator. The masterminds who won majority approval would hear the rallying mantra “Congratulations, you’re a Quirky inventor!” and have the chance to be like fellow Eval winner Garthen Leslie, a 63-year-old IT consultant from Columbia, Maryland. Leslie came up with the idea of a smart air conditioner during his morning commute, uploaded a rough diagram of the idea to the Quirky platform, and found the community waiting to help him refine it, suggesting additional features and weighing in on the sizing, specs, and the name, which would be Aros. And keeping with Quirky’s leave-the-rest-to-us business model, the company then patented, manufactured, marketed, and sold the unit into Walmart and Amazon, returning 10 percent of the profits to the inventor and those that played Watson to his Graham Bell (in this exceptional case, that’s amounted to more than $400,000 for Leslie and more than $200,000 for the community).
But this Thursday, July 16, it would turn out, was not an ordinary Eval. In fact, it would be the next to last one Kaufman ever did. Following the broadcast, he tacked on what he called an “after-party” — a.k.a. a crisis-management session aimed at addressing recent bad press that the company had gotten. In June, in a sweaty interview onstage at the Fortune Brainstorm conference, Kaufman admitted the company was all but “out of money,” which had once amounted to $185 million in funding from investors like Andreessen Horowitz and GE. In July came the news that nearly the entire New York City staff would be laid off. By August 1, Kaufman would officially step down from the company he started at age 22. It so happened that for every Aros-type success, the community had waved in many more duds like the Beat Booster, a wireless speaker with a built-in charging station that by one account cost the company $388,000 to develop but only sold about 30 units.
It’s not surprising that Kaufman used the word transparency no fewer than three times in the first five minutes of that after-party, the bottom line of which was that he frankly didn’t know if the company would survive — Quirky’s fate was in the investors’ hands. Because, for all the aspirational, rarefied Bushwick-bar vibes telegraphed by the Evals, Quirky was, of course, all about being real. Its cluster of a million members included folks like — to cite some of the most recent inventors featured on the website — Tony Lytle, a welder and proud grandfather from Larwill, Indiana, who’d dreamed up the Pawcett, a step-on drinking fountain for dogs; and Hadar Ferris, a licensed cosmetologist in Oceanside, California, responsible for decorative muffin-top molds called Bake Shapes; and Pennsylvania-based Navy veteran Jason Hunter, who gave birth to the Porkfolio app-enabled piggy bank. (In the age of artisanal everything, just as we want to know where our pickles were brined and our former-church-pew coffee tables were carved, here, too, was the meaningful personal backstory behind your magnetic bottle opener.)
A few weeks after he was ousted, Kaufman emailed with me from his first-ever personal email account: “It’s weird waking up one day and not even having an email address,” he later said on the phone. “This had been my whole life.” He was a small-time inventor himself at first, for a range of iPod accessories he started in high school that went on to become the company Mophie. At the 2007 Macworld Expo, he handed out pens and sketchpads and asked people to help design Mophie’s 2007 product line (sound familiar?) and then held a vote for the top three ideas. That same year, he sold Mophie, reappropriated the Macworld crowdsourcing schtick, and tried to launch a similar concept to Quirky. What helped Quirky finally get off the ground in 2009 was the recession-driven push for alternative incomes (no coincidence that Kickstarter as well as the entrepreneur-competition show Shark Tank, another bastion of scrappy innovation, also launched in 2009). Plus, there was more of a universal comfort with the practice of online sharing: We were now very used to telling our Facebook friends what we ate for breakfast, and by extension, we might as well tell the Quirky forum about our concept for a better egg-yolk extractor. Our notion of community, then, was evolving, and Kaufman — Mark Zuckerberg wrapped in a teddy-bear build, with the mischievous smile of your son or younger brother (depending on where you fell in Quirky’s wide-ranging age demographics) — was a relatable leader.
On the consumer end, seeing these ordinary tinkerers immortalized on the shelves of the Container Store (a big Quirky perk was that inventors’ names and faces appeared on their products’ packaging) was like watching the Spanx lady on QVC for the first time in the early aughts — a humble fax-machine salesperson from Clearwater, Florida, who just wanted to wear control-top pantyhose without the hose. Inventors were just like us! And now everybody could be the Spanx lady (albeit for only a tiny fraction of the profits), because unlike her, we didn’t have to side-hustle all alone. Next it could be my cousin in Westchester, who had four kids but no one to help her prototype her idea for a mother-baby bath towel. Next it could be my semi-retired father, who was in a private war with his never-shuts-properly pantry door and needed a constructive, supportive outlet for his aggression. Next it could be my friend Sarah, who was full of lightbulb moments — an Oreo-dunking robot claw, a universal key for all your locks — but was too stoned to sort through the mechanics by herself.
Quirky was catnip for the press: The Sundance Channel produced a short-lived reality show on the company in 2011. Kaufman appeared on Leno. This magazine featured it as a Boom Brand of 2013, noting, “It’s a pretty rare company that’s so hippieish — Let’s have everyone get a say! — yet so purely free-market.” The Times devoted several thousand words to a piece called “The Invention Mob, Brought to You by Quirky” just last February (by then its financially unsustainable business model had given way to a pivot — a smart-home subsidiary called Wink — that was too little too late).\
Another Timespiece, from this past April, cited Quirky as a springboard for the realest of all Real People: older people. “There’s a boom in inventing by people over 50,” John Calvert, the executive director of the United Inventors Association, told the paper. And indeed, Quirky had plenty of them in its hive — like 59-year-old Lorin Ryle, a full-time caretaker for her dementia-stricken mother. When her clip-on baby monitor for the elderly won at Eval, she says she cried, watching from her Hutto, Texas, home. It never actually made it to development (in fact, only about half of the Eval winners ever do), but for Ryle that didn’t take away from the experience of “working with people to make something work,” she says. “I’ve made lifelong friends on there.” (Another Quirky boomer, Marc Rumaner, who came up with a nifty little wine-bottle anchor called Vine Stop, has even gone so far as to host barbecues for fellow community members in his Chicago area.)
Of course, the inmates didn’t always like running the asylum. There was much talk in the forums that the Eval system seemed too democratic. “I failed to see how any of us could know what a product scout from a company like GE or Mattel could know,” says one community member. And indeed, when you look at misfires like the Drift, a $200 wooden balance board that simulates snowboarding and surfing, or the $80 Egg Minder, an app-enabled egg tray that signals to your smartphone when you’re running low on eggs, it would appear that the company’s raison d’être was also the reason for its downfall, a colony of amateurs green-lighting unscalable solutions to nonexistent issues. Quirky brought more than 400 products to market in just six years.
Yet Kaufman points out that the community had much less say than all the high-pressure voting would suggest; the real decisions were made when the cameras stopped rolling and he and the actual experts did the math on a product’s marketability. (So, maybe not so much power to the people, after all.) But, he adds of Eval, “There had to be a thing to look forward to on a regular basis — otherwise how are you going to keep the community engaged?” Quirky steered the ship, you might say, but the community was still the North Star.
Steering the ship — handling all of the engineering, manufacturing, marketing, and retailing, even when you’re taking 90 percent of the subsequent profits — was ultimately too expensive of a proposition, especially in comparison to other, less-handholding-oriented start-ups. “The reason why Kickstarter makes a ton of money is they don’t have to do anything besides put up a website,” Kaufman notes. After that, the failure (and let’s face it, many Kickstarter-funded products go on to fail) is all on the individual. Which is not meant to be a dig, Kaufman clarifies. He won’t confirm his next venture but says, “I love Kickstarter.” And: “I will likely use it.”
What I have to say below on the topic of Objectives and Goals (and the differences between the two) was sparked by a Linked In post on a Consulting Blog. What follows is my response to the question posed on the blog:
OBJECTIVES AND GOALS
To me these words have very specific, practical definitions for my own Work, though they might very well be used interchangeably by clients or others. By my own definitions, which are pragmatic and geared towards utility, an Objective is a wide-scale enterprise or endeavor, strategic in nature, and therefore separate and distinct from a Goal which is carefully and tightly targeted and tactical in nature.
Let me use a warfare analogy. An objective might be to “take a town,” (I am using a narrow strategic objective, whereas it could just as easily be that my objective is wide-scale, to “defeat an enemy”) but my goals in doing so might be as follows: cut off enemy resupply routes, attrit enemy forces, reduce the number of enemy fortified hard-points, and constrict enemy fuel and power resources. Each Goal then is a clear and very specific and tactical aim which when taken all together, and if each is successfully executed then I achieve my overall Objective (which is strategic in nature.
I could use the very same type of analogy and apply it to a business or investment enterprise. Suppose I or my client wanted to begin a new start-up. The Objective would be to obtain sufficient Capital and investment to properly fund operations thereby increasing the odds of a successful launch and the building of a profitable enterprise.
My specific goals therefore in pursuing this strategic Objective would be as follows; construct a viable business plan with acceptable financial projections, create a pitch capable of exciting investors, secure angel or venture capital sources to fund the project, develop a strong operational team to run the day to day business operations of the Start-Up, etc.
Each goal to me therefore has a very specific and tight aim which I can easily measure and that contains a very specific time-frame for completion. Complete all of the Goals successfully, or most of them successfully, and you eventually reach your Objective which is also successfully concluded and obtained.
Therefore to me Objectives are always strategic and large-scale (and because of this somewhat flexible in nature), whereas Goals are always specific and targeted and tightly measured.
Objectives to me are always Objective (in nature, as is implied by the denotation of the word) and general but state the desired end-point aim, whereas Goals are always tactical, pragmatic, (and to some degree subjective in nature) and consist of the necessary sub-components used to achieve the overall Objective.
The point to me is a pragmatic and practical one, to differentiate between the overall strategic Objective and the specific and tactical Goals necessary to obtain that Objective.
In that way you neither confuse your Goals and how they operate, nor do you lose sight of your True Objective(s).
Ok, so let’s be pedantic for a minute. Are goals and objectives the same thing? Their usage seems to cause a certain degree of debate, and this is certainly the case amongst our own team. Both words describe things that a person may want to achieve or attain but are used specifically at certain times and situations for differentiation. Some would argue that goals are broader than objectives as goals are general intentions and are not specific enough to be measured, whereas in most cases objectives are measurable. Or some would say that goals are longer term with objectives being used on the short to medium term.
Regardless of whether we choose to use the word ‘goal’ or ‘objective, in order to get the best results, they must all be measurable. At Ardbrin, we have drawn our own conclusions and use the word ‘goal’ in our model, but only because it’s shorter and easier to spell! All of our goals are measurable as we apply SMART criteria to them. For us therefore smart goals = objectives. In case you need reminding, SMART is the acronym for specific, measurable, assignable, realistic and time related. So when we speak to our customers, our advice would be to have the confidence to use either word interchangeably, as when it comes to strategic planning we know what you mean.
It’s a very interesting process (the process followed in the video) but also extremely complex, expensive, and time consuming. Over time and as I have aged I have learned that simplicity, not complexity, is in my opinion, what actually yields both more productivity and more profit on most enterprises and projects and endeavours. Therefore I tend to eschew complexity nowadays. Plus, complexity tends to be both highly redundant and very expensive. For instance if you want intact copies of each book in your library then you have to buy two copies of each book to execute this process.
Not that I don’t think this process would yield valuable results, especially the fact that he reviews books while his heart rate is up, etc. (his data absorption process) but my information preparation and absorption process is extremely simple by comparison.
I simply take a book, go through it as he said early in the video and highlight everything that is useful and practically applicable. Then I distill each highlighted chapter or section or paragraph or item into a single sentence which contains an actionable premise or instruction set. In this way I can distill a single book down to a Single Plan of perhaps 8 to 12 Actionable Points (sometimes also containing some side-notes explaining the most relevant new information). I also tend to place each plan in Chronological Order so that each plan can always be followed in the most logically progressive manner. See this entry for more detail on what I mean: 8 to 12 Point Plan.
In this way, over the years, I have created literally hundreds of Plans of various types of information, processes, and actions (derived both from my own experiences and from information obtained from books and other sources) which when they are all combined together in a single source I call my Book of Plans. (Again, as I have aged I have become far more interested in how information can be practically and usefully and profitably applied than in “information” as a principal or principle or component in and of itself.
I also sub-divide my Book of Plans into chapters relevant to what most interests me in a given Field. For instance I have chapters on Business, Art, Invention, Technology, Science, Religion, Exploration, etc. and each chapter may have 30 pages (or more or less depending on the subject matter) of plans in it with each page being a separate plan on a particular subject.
That is my method. It is simple, fast, data-targeted, actionable, inexpensive, and when necessary it is extremely easy to review each plan in order to follow my Plans or to pick back up again from where I had previously left off operations.
You may live as the King Fish in a small pond for as long as you wish but one thing you will never do is cause the pond to grow any larger. Therefore if you would truly reach your real mass you must swim for the sea.
Here’s a quick and fun way to enrich your business knowledge: streaming documentaries on Netflix.
The online movie and TV service has a vast cache of business and tech documentaries that anyone with a subscription can watch instantly. The topics range from profiles of great tech innovators like Steve Jobs to deep dives into industrial design.
Each of these 12 documentaries offers an entertaining storyline, as well as valuable insights into business success.
Alison Griswold contributed to an earlier version of this article.
How lifelong dedication and obsession with quality can pay off
“Jiro Dreams Of Sushi” profiles Jiro Ono, a Japanese sushi chef and restaurant owner who is widely revered for his skill and $300-a-plate dinners. It follows the 85-year-old master as he works with vendors to secure the finest ingredients, manages and mentors his staff, and prepares his son to succeed him when he retires. The movie brings viewers inside the dedication, obsession, and decades of hard work it takes to achieve perfection.
The best tricks to transform your life
“TED Talks: Life Hacks” is a collection of 10 popular TED lectures that offer tips and insights for success in life and business. You’ll learn body-language secrets from Harvard psychologist Amy Cuddy, research-backed productivity tricks from positive psychology expert Shawn Achor, and more.
How to stage a dramatic turnaround
Screenshot from Netflix
“Inside: Lego,” a short 2014 film by Bloomberg, takes viewers inside one of the greatest turnaround stories in recent history. Lego, the Denmark-based toy maker, was in trouble in the early 2000s. It had overextended, lost its identity, and was bleeding money. After executing CEO Jørgen Vig Knudstorp’s strategy to refocus on the core business, Lego rebounded to become the world’s fastest-growing toy company.
“Joan Rivers: A Piece of Work” takes viewers deep inside the business of the late Joan Rivers. After following the comedian for a year, filmmakers reveal the highs and lows of Rivers’ decades-long quest to stay relevant. What does it take to get to the top and stay there? From meticulous organization systems to her willingness to take any job to make sure her staff got paid, the movie shows the fierce determination necessary for success.
Few people know pressure better than Hank Paulson, the former CEO of Goldman Sachs and the US Secretary of the Treasury during the height of the financial crisis. “Hank: 5 Years from the Brink” explores the momentous task Paulson was handed in September 2008 — saving the global economy — and how he dealt with it.
The items you think the least about may have the most effective designs, according to the 2009 film “Objectified.” Take the Post-it note. Have you ever considered that someone put a lot of time into its appearance? The movie explores the unconscious but influential relationship we have with the objects around us, and why the smallest tweaks in design make an enormous difference.
How to rise to the top of an ultra-competitive industry
If you’ve ever thought about starting a restaurant, Danny Meyer knows a thing or two about success in the business. “The Restaurateur: How Does Danny Do It?” offers a behind-the-scenes look at Meyer, the New York City restaurateur and man behind Shake Shack and Gramercy Tavern. The movie shows how Meyer’s philosophy of putting great food first launched his career.
How early venture capitalists helped build American tech giants
“Something Ventured” portrays some of the most successful and prolific venture capitalists, who through genius or luck made big early-stage bets on tech companies like Apple, Google, Atari, and Intel. For a crash course in venture capital or a modern business history lesson, this 2011 documentary shows how entrepreneurs partnered with investors to build some of the greatest American companies.
Behind the scenes of the business world’s biggest scandal
Screenshot from Netflix
The 2005 documentary “Enron: The Smartest Guys in the Room” is a cautionary tale. It’s a deep dive into the fall of Enron, the energy company that was at one point valued at $70 billion but filed for bankruptcy in 2001. It’s become one of the most well-known cases of financial corruption and accounting fraud, and this film explores the psychology behind and fallout of the collapse of an empire.
Why showmanship and great marketing is just as important as the products you sell
Steve Jobs was one of the most revered entrepreneurs and designers of our time. In the PBS documentary “Steve Jobs: One Last Thing,” the filmmakers trace Jobs’ inspiring career and lasting legacy in technology and retail, as well as his legendary product presentations.
How Silicon Valley became a hub of innovation
Screenshot from Netflix
The 2013 PBS documentary “American Experience: Silicon Valley” chronicles the beginning of the modern technology age. It follows a group of eight technologists who took a risk and decided to start their own company in 1957. It’s a telling look at the history of the Valley and the birth of a culture characterized by openness, innovation, and idealism.
There’s just one caveat: you have to write it first.
A few years back, Licht needed a bio for something, and the process of writing it actually changed the way she saw herself. Now, it’s one of the exercises she recommends to everyone — and recent research suggests she might be onto something.
In other words, the way we tell ourselves our stories matters — and Licht isn’t alone in thinking so.
Gerardo SomozaAliza Licht.
To be clear here, she’s not saying you should be writing a 300-page retrospective of your life and choices — at least for the purposes of this exercise — and she’s also not talking about a high-concept version your three sentence LinkedIn blurb. Imagine you’re a journalist writing a profile, Licht advises. It’s just that the subject of that profile happens to be you — and you’re the only one that needs to read it. (That’s why it’s a “biography” and not an “autobiography” — as much as possible, you want to be outside yourself.)
“It’s such a great lesson in self-reflection, and I think it can really help a person get outside of themselves for a minute.” In the book, she describes it as an “out of body experience,” key to taking stock of where you’ve been, what you’ve done, and where you might be going.
Here’s how it’s done:
1. Write in the third person. Not only is it more effective — pretending you’re not yourself gives you something much closer to an outside perspective, she says — it’s also more comfortable. “It is so awkward to talk about ourselves,” Licht acknowledges. Switching from “I” to “she” can be freeing.
2. Be thorough. You contain multitudes (and so should your bio). Things to cover: education, career path, jobs and titles, hobbies and passions, talents and awards, affiliations (charities, societies, groups), personality, physical attributes, and family status. The total effect should be an “aerial view,” she tells Business Insider.
3. Read it back to yourself. Evaluate the person you’re reading about like you aren’t you. Do you like you? Would you hire you? Is the story you’re telling about yourself the same story someone could piece together by Googling you? Is that the story you want told? The goal is to get an honest assessment to help you figure out what you’ve got — and what you might be missing.
“The best thing that can happen is you don’t like it,” Licht says. “Because if you don’t like it, you have the power to change it.” That’s why she thinks the exercise is especially critical for people who are “consistently getting the door shut on them when they apply to places.” If doors keep closing, then something isn’t working. The bio can help identify what that something is.
And if it feels a little unnatural? That’s fine, she says. “I don’t think it’s natural to constantly think ‘how am I doing? What do people think about me?'” Licht points out. But then, that’s the point. “You kind of have to make yourself sit down and do it.” The effort is worth it, she says.
Germany’s agressive and reckless expansion of wind and solar power has come with a hefty pricetag for consumers, and the costs often fall disproportionately on the poor. Government advisors are calling for a completely new start.
If you want to do something big, you have to start small. That’s something German Environment Minister Peter Altmaier knows all too well. The politician, a member of the center-right Christian Democratic Union (CDU), has put together a manual of practical tips on how everyone can make small, everyday contributions to the shift away from nuclear power and toward green energy. The so-called Energiewende, or energy revolution, is Chancellor Angela Merkel’s project of the century.
“Join in and start today,” Altmaier writes in the introduction. He then turns to such everyday activities as baking and cooking. “Avoid preheating and utilize residual heat,” Altmaier advises. TV viewers can also save a lot of electricity, albeit at the expense of picture quality. “For instance, you can reduce brightness and contrast,” his booklet suggests.Altmaier and others are on a mission to help people save money on their electricity bills, because they’re about to receive some bad news. The government predicts that the renewable energy surcharge added to every consumer’s electricity bill will increase from 5.3 cents today to between 6.2 and 6.5 cents per kilowatt hour — a 20-percent price hike.
German consumers already pay the highest electricity prices in Europe. But because the government is failing to get the costs of its new energypolicy under control, rising prices are already on the horizon. Electricity is becoming a luxury good in Germany, and one of the country’s most important future-oriented projects is acutely at risk.
After the Fukushima nuclear accident in Japan two and a half years ago, Merkel quickly decided to begin phasing out nuclear power and lead the country into the age of wind and solar. But now many Germans are realizing the coalition government of Merkel’s CDU and the pro-business Free Democrats (FDP) is unable to cope with this shift. Of course, this doesn’t mean that the public has any more confidence in a potential alliance of the center-left Social Democrats (SPD) and the Greens. The political world is wedged between the green-energy lobby, masquerading as saviors of the world, and the established electric utilities, with their dire warnings of chaotic supply problems and job losses.
Even well-informed citizens can no longer keep track of all the additional costs being imposed on them. According to government sources, the surcharge to finance the power grids will increase by 0.2 to 0.4 cents per kilowatt hour next year. On top of that, consumers pay a host of taxes, surcharges and fees that would make any consumer’s head spin.
Former Environment Minister Jürgen Tritten of the Green Party once claimed that switching Germany to renewable energy wasn’t going to cost citizens more than one scoop of ice cream. Today his successor Altmaier admits consumers are paying enough to “eat everything on the ice cream menu.”
Paying Big for Nothing
For society as a whole, the costs have reached levels comparable only to the euro-zone bailouts. This year, German consumers will be forced to pay €20 billion ($26 billion) for electricity from solar, wind and biogas plants — electricity with a market price of just over €3 billion. Even the figure of €20 billion is disputable if you include all the unintended costs and collateral damage associated with the project. Solar panels and wind turbines at times generate huge amounts of electricity, and sometimes none at all. Depending on the weather and the time of day, the country can face absurd states of energy surplus or deficit.
If there is too much power coming from the grid, wind turbines have to be shut down. Nevertheless, consumers are still paying for the “phantom electricity” the turbines are theoretically generating. Occasionally, Germany has to pay fees to dump already subsidized green energy, creating what experts refer to as “negative electricity prices.”
On the other hand, when the wind suddenly stops blowing, and in particular during the cold season, supply becomes scarce. That’s when heavy oil and coal power plants have to be fired up to close the gap, which is why Germany’s energy producers in 2012 actually released more climate-damaging carbon dioxide into the atmosphere than in 2011.
If there is still an electricity shortfall, energy-hungry plants like the ArcelorMittal steel mill in Hamburg are sometimes asked to shut down production to protect the grid. Of course, ordinary electricity customers are then expected to pay for the compensation these businesses are entitled to for lost profits.
The government has high hopes for the expansion of offshore wind farms. But the construction sites are in a state of chaos: Wind turbines off the North Sea island of Borkum are currently rotating without being connected to the grid. The connection cable will probably not be finished until next year. In the meantime, the turbines are being run with diesel fuel to prevent them from rusting.
In the current election campaign, the parties are blaming each other for the disaster. Meanwhile, the federal government would prefer to avoid discussing its energy policies entirely. “It exposes us to criticism,” says a government spokesman. “There are undeniably major problems,” admits a cabinet member.
But this week, the issue is forcing its way onto the agenda. On Thursday, a government-sanctioned commission plans to submit a special report called “Competition in Times of the Energy Transition.” The report is sharply critical, arguing that Germany’s current system actually rewards the most inefficient plants, doesn’t contribute to protecting the climate, jeopardizes the energy supply and puts the poor at a disadvantage.
The experts propose changing the system to resemble a model long successful in Sweden. If implemented, it would eliminate the more than 4,000 different subsidies currently in place. Instead of bureaucrats setting green energy prices, they would be allowed to develop indepedently on a separate market. The report’s authors believe the Swedish model would lead to faster and cheaper implementation of renewable energy, and that the system would also become what it is not today: socially just.
Trouble Paying the Bills
When Stefan Becker of the Berlin office of the Catholic charity Caritas makes a house call, he likes to bring along a few energy-saving bulbs. Many residents still use old light bulbs, which consume a lot of electricity but are cheaper than newer bulbs. “People here have to decide between spending money on an expensive energy-saving bulb or a hot meal,” says Becker. In other words, saving energy is well and good — but only if people can afford it.
A family Becker recently visited is a case in point. They live in a dark, ground-floor apartment in Berlin’s Neukölln neighborhood. On a sunny summer day, the two children inside had to keep the lights on — which drives up the electricity bill, even if the family is using energy-saving bulbs.
Becker wants to prevent his clients from having their electricity shut off for not paying their bill. After sending out a few warning notices, the power company typically sends someone to the apartment to shut off the power — leaving the customers with no functioning refrigerator, stove or bathroom fan. Unless they happen to have a camping stove, they can’t even boil water for a cup of tea. It’s like living in the Stone Age.
Once the power has been shut off, it’s difficult to have it switched on again. Customers have to negotiate a payment plan, and are also charged a reconnection fee of up to €100. “When people get their late payment notices in the spring, our phones start ringing,” says Becker.
In the near future, an average three-person household will spend about €90 a month for electricity. That’s about twice as much as in 2000.Two-thirds of the price increase is due to new government fees, surcharges and taxes. But despite those price hikes, government pensions and social welfare payments have not been adjusted. As a result, every new fee becomes a threat to low-income consumers.
Some people get more done than others — a lot more.
Sure, they work hard. And they work smart. (While “smarter, not harder” is fine, smarter and harder is way better.) But they also possess a few other qualities that make a major impact on their performance:
1. They do the work in spite of disapproval or ridicule.
Work too hard, strive too hard, appear to be too ambitious, try to stand out from the crowd… and the average person resents you. It’s a lot easier and much more comfortable to dial it back and fit in.
At times we all lack motivation and self-discipline. At times we’re easily distracted. At times we all fear failure — and success.
Procrastination is a part of what makes people human; it’s not possible to totally overcome any of those shortcomings. Wanting to put off a difficult task is normal. Avoiding a challenge is normal.
But think about a time you put off a task, finally got started, and then once into it, thought, “I don’t know why I kept putting this off — it’s going really well. And it didn’t turn out to be nearly as hard as I imagined.”
(That’s no surprise; it’s always easier than we think.)
I’m always thinking about Work (not just business, though that’s part of it, but all of my Work – business, careers, inventing, writing, etc. which short of God and family are my most interesting and vital concerns), and I constantly go without sleep.
The rest of these to a slightly lesser degree, but I know exactly what the man is saying and why.
Every entrepreneur starts out with big dreams and excitement.
As an entrepreneur, you control your own destiny, and with the right ideas, the right skillset and unflinching dedication, you can build wealth or establish an enterprise to serve as your legacy.
This is the bright side of entrepreneurship, but unfortunately, there’s also a darker side.
The rigors of entrepreneurship demand sacrifices, and if you don’t make those sacrifices you’ll never be able to succeed. Business is, at its core, a give-and-take process. The more you invest, and the more you’re willing to part with, the more you’ll reap in rewards in kind.
These are the five sacrifices that every entrepreneur needs to make:
You’re starting a new venture, and there’s no guarantee you’re going to succeed. The foundation of your company, even if your idea and plans are solid, is rocky at best, and there’s no telling which direction your business is headed until you’re several months, or often much longer, into running things. If you haven’t already sacrificed a comfortable, well-paying, stable job to follow this route, odds are you’ll have to sacrifice some other kind of stability before you can move forward.
Entrepreneurship is, by nature, an unstable path to follow. Don’t be surprised if you encounter multiple, unpredictable shifts in your fortune as your work progresses. It’s natural and part of the process. Eventually, if you work hard with a clear vision, things will stabilize.
2. Work/life split
When you become an entrepreneur, the lines between your working life and your personal life will blur. You’ll start thinking about business even when you’re away from the office, sometimes because you want to and sometimes because you can’t help it. You’ll also get calls and emails urgently needing your attention because you’re the boss and there’s nobody else to answer them.
Your downtime will become “light” business time, but the flip side is that your time in the office will feel more like personal time because you’ll want to be there. Remember, it’s still important for you to balance your work priorities and your personal ones — always make time for your family and your mental health — but the firm split between personal and professional time is going to go away no matter how you try to handle it.
This goes along with the stability sacrifice, but for the first few years of your business, you’re probably not going to be making much money. In most businesses, entrepreneurs and their families end up investing heaps of their own money to get the business going. If this is the case for you, you’ll be making even more of a sacrifice since your potential safety net will be gone.
Since you’ll be deciding where the money goes, you can set your own salary, but many entrepreneurs don’t even take a salary during their first several months of operations, at least not until there’s a steady line of revenue backing them up. Be prepared for this. You’ll need a strong marketing plan to overcome barriers to entry and gain a share of the market in your industry.
Sleep is vitally important, but no matter how hard you try to preserve healthy sleeping habits, you’re going to sacrifice some sleep in order to run your business. In some cases, you’ll be pulling all-nighters to get that last proposal together. In other cases, you’ll be getting up super early to make a meeting or get all your tasks in order. In still other cases, you’ll be lying awake at night, restless and wondering about the future of your company.
Whatever the case may be, your sleeping habits are going to change when you become an entrepreneur, and you’ll have to make the best of them no matter how they end up.
Being the boss of your own company means the buck stops with you. You’re going to have to wear dozens of hats, make decisions you’ve never made before and delve into subjects you’ve never before considered. Part of being an entrepreneur means stepping out of your comfort zone, often multiple times every day.
The most successful entrepreneurs are the ones who approach uncomfortable situations with confidence and a degree of excitement. Learn to thrive in uncomfortable environments, and you’ll find yourself much more at peace with your job.
Don’t think of these sacrifices as literal sacrifices. You’ll be giving something up, sure, but try to think of it as a type of investment. You’re giving up intangible luxuries in exchange for something better down the road. You’re paying for the opportunity to find success in your own enterprise, and your sacrifices will be rewarded many times over so long as you stay committed in your chosen path.
Remember, as an unidentified student of Warren G. Tracy said, “Entrepreneurship is living a few years of your life like most people won’t so you can spend the rest of your life like most people cant.”
Regular exercise boosts brain health, and a fit brain is generally able to learn, think and remember better. But a few recent studies offer an additional exercise-related tip: time your workouts for just after a study session, and you might better retain the information you just learned. In a variety of experiments, people who biked, did leg presses or even simply squeezed a handgrip shortly after or before learning did better on tests of recall in the hours, days or weeks that followed.
Experts think the crucial component is physical arousal. Exercise excites the body in much the same way an emotional experience does—and emotional memories are well known to be the most long lasting. The researchers caution, however, that at most exercise can have a supportive effect—the important thing is to study well first.
More Quick Tips for Creativity and Focus
• Lie down to spark insight.
One study showed that people who lay on their back solved anagrams significantly faster than those who stood.
• Dress for the occasion.
In one study, people who wore a white lab coat displayed enhanced focus.
• Smile when sad to enhance creativity.
People who exhibited contradictory mental and physical states—they thought of a sad memory while smiling or listened to happy music while frowning—were better able to think outside the box. —Victoria Stern
I still consider it somewhat ironic that this is the case considering the real Tesla’s personal work, motives, and desires regarding energy distribution. Still, it is definitely a step in the right direction.
Tesla Motors, the electric-car maker based in Palo Alto, California, has announced that it will sell versions of its battery packs directly to consumers to help to power their homes, as well as to businesses that run larger facilities, and utility companies.
At a press conference in Los Angeles on April 30, the company’s charismatic founder Elon Musk said that the firm’s lithium-ion batteries would enable economies to move to low-carbon energy sources. Solar energy sources are erratic—but by storing their energy and then releasing it when required, batteries could solve that problem, he said.
Many other companies also sell stationary battery storage for buildings and for power grids—but analysts say that the technology is still too expensive for widespread use. Here, Nature explores whether Tesla’s announcement might change the game.
Has Tesla just invented a new battery technology?
No. The company’s packs contain standard lithium-ion batteries based on tried-and-tested technology, which are similar to those that many other firms have on the market.
Although companies and academic labs are pouring billions of dollars into research and development to significantly increase the amount of energy that batteries can store and to lower their cost, it could take years before significant breakthroughs reach the market (see ‘The rechargeable revolution: A better battery’).
Has Tesla managed to cut the cost of battery storage?
Possibly—but it’s unclear. Cosmin Laslau, an analyst for Lux Research, a consulting company in Boston, Massachusetts, says that he thinks Tesla’s batteries may be a bit cheaper than their competitors, although not by a lot.
Tesla did not reveal the price of its larger batteries for businesses and utilities, but it will sell residential models for US$3,000—3,500, or a cost of about $350 per kilowatt-hour (kWh) of energy stored. But that price tag does not include electronics that are required for connecting a battery to a home system, nor installation costs. Together, these costs could more than double the final price for residential consumers.
The internal production cost of lithium-ion battery cells (the cylindrical elements that store energy inside a battery, and which Tesla buys from Japanese electronics giant Panasonic) is generally thought to be around $200 per kWh, according to Mohamed Alamgir, director of research at LG Chem Power in Troy, Michigan, a subsidiary of the South Korean chemistry giant LG Chem. Incorporating those cells into a battery pack typically doubles costs, so that a battery the size of Tesla’s could cost about $4,000 to produce. Tesla could be selling these products at a loss for the time being, says Laslau, but could turn that loss into a profit once it scales up production at the $5-billion battery ‘gigafactory’ it is building in Nevada.
Does a home need a battery?
Most homes in the Western world probably do not. In places that have a good connection to the electricity grid, and where grid power is reliable, households do not need batteries for backup. And even those homes that have solar panels on the roof and extra energy to spare can use the grid itself as their battery: in many places, such as Germany and several US states, homeowners can sell their excess power during the day to the local electricity utility, and buy it back at night.
But the world’s electricity utilities and power grids themselves need more inexpensive energy storage. Countries that have been aggressively installing solar panels and wind turbines but that have not invested enough in energy storage have had trouble integrating the extra capacity into their grids. Germany, for example, has provided lavish subsidies for homeowners who installed solar panels, but when residents installed more photovoltaics than expected, electricity utilities had to spend more to keep the grid running smoothly, says Haresh Kamath, an energy-storage expert at the Electric Power Research Institute in Palo Alto. “The effects of unplanned deployment can be dangerous in terms of grid reliability,” he says.
Could today’s lithium-ion batteries meet utility firms’ needs?
When utilities need to manage loads on the grid, it is still cheaper for them to fire up gas turbines. The US Department of Energy estimates that for energy storage to be competitive, it must not cost much more than $150 per kWh. Assuming a cost of $700 per kWh, Tesla’s systems are still much more expensive than that. Right now, the cheapest way to store energy is to pump it uphill into a hydropower reservoir—where one is available. The next-best storage solution is to compress air in large underground reservoirs.
But even if they cannot economically store hours’ worth of a country’s energy needs, batteries can help to make the grid more reliable. And the US energy department’s target does not take into account the social costs of carbon emissions, says Jeff Dahn, a battery researcher at Dalhousie University in Halifax, Canada. “If there was an appropriate price associated with the generation of carbon, we’d all be using solar panels and paying whatever it costs to store electricity,” he says.
This article is reproduced with permission and was first published on May 1, 2015.
Start Blogging, Start a Business, and Build an Authentic Brand
Bestselling author and successful entrepreneur Emily Schuman of Cupcakes and Cashmere on building a thriving business.
BY JEFF HADEN
Some months ago I published a post about commonly misused words. Several hundred thousand people read it, so it was reasonably popular, but as with most posts, in time the views slowed.
Then one day, seemingly out of nowhere, tens of thousands of people read it.
I did a little digging and learned that all those readers came from one small link in a post called “Links I Love” on the fashion, food, and lifestyle inspiration blog Cupcakes and Cashmere. That’s far and away the most readers an external link has generated for one of my posts, including tweets from people with millions of Twitter followers.
Tell me where the idea came from, what you were doing at the time, what your hopes were.
I started my blog in 2008 as a purely creative endeavor. I was working in online ad sales at the time, which was a good job, but didn’t provide any sort of outlet for creativity or cover any of my passions, which are fashion, food, beauty and home decor.
I didn’t have any specific goals or ambitions, other than to document ideas and create simple content that I enjoyed and perhaps a handful of others would appreciate. Over the first six months I noticed a slight increase in traffic, which led me to think I might be able to earn a little extra income to supplement my normal salary.
Early on, what challenges did you face and what mistakes did you make?
One of the biggest challenges I faced early on was trying to do everything by myself, rather than delegating or working with other skilled people. I’m not tech savvy, so when my site would crash or I wanted to add a new feature I would spend hours looking up tutorials and sloppily coding pieces into the backend of my site… which would often make things worse.
I eventually turned to people (specifically my then boyfriend, now husband) to help find support for the growing site. Thankfully he worked in the digital media space and called in a few favors, but I definitely learned you can’t build or run a successful enterprise singlehandedly.
How did you differentiate yourself in such crowded space?
One advantage I have is longevity. I started my site when blogging (specifically fashion/lifestyle) was still a nascent area of media, so the fact that I’ve been doing it for over seven years has provided a little bit of legitimacy. I’ve also evolved over time, so rather than focusing on the same content I’ve tried to diversify and expand on the categories I cover.
A lot of the readers have grown up with me, so there is a very personal connection we share and they relate to a lot of the experiences I’ve showcased (like getting married, buying a home, having a baby) that provide a more authentic experience than simply sharing pretty photographs.
Lastly, consistency is key. I haven’t missed a post in seven years, so readers know there will be something new each morning… and I’ve heard from a lot of them that they love starting their day with a cup of coffee and reading the latest post.
Tell me about your overall theme, “aspirational meets attainable.” Intuitively I get it, but I would think striking that balance is tough.
This has been the core idea of the site since day one primarily because I wasn’t making a lot of money–so my goal was to create a lifestyle that felt elevated without draining my bank account. (A lot of this stemmed from my experience at Teen Vogue where I was exposed to a mix of amazing designers and media that was semi-relatable but simply out of reach.)
As my business has grown and I’ve been lucky enough to increase my income, I’ve worked hard to maintain the tenets of the “attainable” tone, primarily through the data we’ve collected. We know the price points readers respond to, we know the retailers they prefer… so while not every piece of content will resonate, we make sure most of what we put out is in line with what people expect to see and makes them feel comfortable.
There are a lot of blogs that suddenly change their tone or content once they begin to grow, but I feel a big part of my long-term success is built on knowing the audience and not straying from the core messaging.
How do you decide on your topic mix? You have food, clothing, household items, career advice, fashion…
Every topic is based on something I’m passionate about, but we also have a set editorial calendar to make planning easier. This has evolved and been refined over the years, based on audience response, but we look at it kind of like TV programming (i.e. Monday = Fashion & Decor, Tuesday = Food & DIY, etc.)
I think consistency and knowing what to expect on a certain day gives the audience a sense of comfort.
You make your living with your blog, which means partnerships and advertising. A great offer from a potential advertiser has to be tempting, even if it isn’t great for your brand or your audience. It’s always tough to turn away revenue.
As with many bloggers in this category I receive dozens of advertising opportunities each week, almost all of which I don’t accept.
However, the advertisers I do work with are a natural fit for the content we’re producing; you wouldn’t see me driving a Hummer in a post.
That’s not one of the advertisers I’ve turned down, but I have had offers from companies who clearly have never read my blog and have offered a lot of money to integrate a product into the site, regardless of whether their audience was even remotely aligned aligned.
You get dozens and often hundreds of comments on every post. Why do you think your audience is so engaged?
I don’t mean to sound redundant, but consistency and authenticity are the key elements to building an engaged audience.
The readers have built an emotional connection with the site and ultimately they look at it as more than just some text and words. I’ve had people approach me on the street and say, “You’re Cupcakes and Cashmere,” rather than calling me by my name, so there is sometimes a disconnect between the brand and myself… but either way, the connection is real and they relate to what I’m creating.
You’ve published one bestselling book and have another book in the works. How have you leveraged your online presence to offline products and ventures? And do you have a longer-term strategy?
My second book, Cupcakes and Cashmere at Home, comes out on May 19 and I can’t wait to share some of my favorite interior design and entertaining tips.
I’ve been working with a licensing agent for the past two years to explore and expand retail opportunities with the brand and we’re actually launching a new product line this summer. I can’t say more about it yet but it is within one of the main categories I cover on the site. We’ve locked in two large retail partners (one is brick/mortar online, one purely e-comm) and we’ve been in the process of developing two other product lines within another category.
The long-term goal is to establish a successful line of branded products that benefit from the blog but are a stand-alone business.
Say I meet you in an airport lounge, find out what you do, and say, “I’ve always wanted to start a site on (my passion.) Any quick tips you’d give me, and common mistakes to avoid?
Be patient with your goals since success will most likely come slowly, if at all.
If you’re creating original content, be prepared for it to consume a lot of your time.
For areas that you’re not skilled in, find great collaborators.
Get a basic understanding of the digital media landscape. Learn about analytics, do some research on advertising, and be able to speak about your audience value.
Be authentic and learn to differentiate yourself. Most likely the category you’ll cover is overly saturated with content, so you need to find a way to make your work stand out.
Mistakes to avoid:
Sacrificing quality over quantity. Your audience will be built on trust and the entertainment value you provide. If your quality slips, so will they.
Taking every offer that comes your way. At first it’s very tempting to accept offers from an advertiser, but ultimately, it degrades your credibility if you become an advocate for anyone willing to pay you. Be selective.
Last night, at our weekly Family Business Meeting important lessons were learned and important lessons were taught.
We had a half hour meeting to discuss old and new business and then I conducted an hour and a half meeting on stocks and successful stock investing, culminating in asking them to each have a profitable Blue Chip stock recommendation for me by next week in which they can invest. Also I asked for an assessment of which industry sectors most interested them when it came to investment.
This is hardly the first lesson they’ve had on investing, or even on stock investing, but it seems to have really sunk in quite well this time, for all of them. Most importantly my wife and children were able to correctly answer almost every question I put to them regarding stock investing. A superb omen for the future.
This is part of the Abstract and Introduction I wrote for a paper for the DHS on PIINs, a concept of my own. I am writing a much lengthier essay/paper (perhaps even a small book) on the same subject which will include information on how to form PIINs of various kinds and in different industries using the same basic techniques and procedures and networks.
I use these same principles in the development of all of my PIINs regardless or industry or purpose. Although each PIIN is modified to service the particular requirements of how it is constructed and what exact purpose it serves.
Although this is a little out of order for my publishing schedule I offer this post up as my Business of Business post this week.
First of all, let me summarize the nature of the PIIN. The Personal (or Private) Intelligence and Investigative Network, like all networks is almost entirely dependent upon a series of established contact points. This is both the strength of the PIIN and the inherent weakness thereof. Therefore it is imperative that high-quality and functionally useful, as well as accurate and practical contact points be created, assessed and reassessed, and maintained over time. This is true whether the contact point is physical, biological, communicative, informational, electronic, technological, or computational. Every asset is a tool and the quality and functionality of those tools are the essential elements in the creation, maintenance, and performance of your PIIN. The Value of any Network is circumscribed by the acute and chronic qualities of those components, which within themselves compose the actual circumference, and separate elements of that real network. If the components of the network are of inferior grade, if the contacts are defectively impositional or of little practical use, or if the contact points are weak or insecure then the entire network is suspect and prone to failure at any and every point of transmission. The PIIN therefore should avoid both obvious and subtle deficits at all times by being practically and pragmatically useful, flexible, adaptable, in a state of constant positive growth and change, accessible, composed of superior components and contact points, secure, and most of all accurate and reliable.
Each and every network is therefore dependent upon the depth and breadth of the human contacts established interior to and exterior to that particular network and subject to the limitations of accuracy and the quality and quantity of valuable information that network can generate. The first real action needed to establish any PIIN and to make it fully functional is the recruitment, development, and maintenance of quality contacts. Contacts are always of the most absolute importance in the establishment of any PIIN. In addition the nature and quality of those contacts should be viewed as central and formative to the capabilities of every other contact point in the configuration and to the network as a whole. After an initial establishment of contacts those contacts should be immediately vetted and/or tested for accuracy and quality. This process of discrimination should be both an immediate tactical and testable undertaking and a long-term strategic process of recurring verification and reverification. Do not expect any particular source to be always accurate, but do not allow any particular source to function in an important role unless it has proven itself capable of both consistent reliability and trustworthiness.
After establishing a few reliable and trustworthy contact points the network must grow in order to gain new sources of information and intelligence as well as to develop and generate new capabilities. Therefore always view already established contacts and contact points as generators of new contacts, informants, intelligence and perhaps even secondary and tertiary networks, or sub-networks. Consider as well every potentially useful new contact or acquaintance as a possible future contact point in your greater network. Contact points should also be capable of redundancy and potential verification of information and intelligence gathered from other points along the nexus and for information gathered from sources outside the network. This is to say that contact points are more than simple sources of information; they will also function as multi-capable nodes along the operational structure of the entire network. I will expound upon the importance of and briefly discuss some of the details regarding contact points later in this paper. For now it is important to remember that contacts and sources provide information and possibly intelligence, but contact points can potentially serve many varied functions, such as; information retrieval, intelligence gathering, analysis, communications, coding, encryption, decoding/decryption, collation, research, as reliable and secure relay points, as information nodes, computational capabilities, disinformation and misinformation dissemination, and even serve as a sort of network disguise, and misdirectional cover or front.
Constantly look for, search out and develop new contacts, contact points, information and intelligence sources, and informants in order to successfully grow your network. Your network’s ultimate effectiveness will depend upon both the quality and quantity of your contacts, contact points, and your contact’s network. In the initial stages of building and developing your network concentrate on the quality of your contacts and contact points, but in the larger and long term concentrate upon both the quality and quantity of those contacts and contact points which comprise the elements of your network. Always develop and maintain quality to the greatest degree possible within all elements of your network, but also always grow and encourage quantity in the most consistent manner possible throughout all aspects of your network. This will assure that your network has both great depth and breadth and that it is capable of the widest and most valuable range of flexible and functional capacities possible.
It does not matter what the major focus of your network is, what it is most well designed to do, what it in actuality best does, or what the functional intent(s) or objective(s) may be, this introductory advice applies equally well to any possible network you might desire to establish in any field of activity or enterprise. The PIIN is a potentially invaluable tool for both the amateur and professional alike, for both citizen and official agent, and no matter the function or objective, the real capabilities of any established PIIN will be determined by the inventiveness, innovation, flexibility, enterprise, imagination and quality of the component parts of the network. And those component parts are composed and arranged by the originator of the network, that individual who is responsible for first establishing the nature and parameters of the own individual PIIN. The originator therefore will establish the genesis of the network and how well it grows and develops in the initial stages, but as the network grows it will develop capabilities never earlier imagined by the originator and will eventually become functional in an almost independent sense, as long as quality contacts and sources are developed and as long as those contacts and sources continue to grow and establish new capabilities and contacts of their own. A PIIN begins therefore as an idea and individual construct but over time develops into an almost biological organization of vast complexity and capacity. Drawing upon the collective skills and capabilities of the PIIN for whatever is desired or needed makes the PIIN a worthwhile and profitable venture for all individuals associated with that network, and because of the potential for continued and even exponential growth the PIIN is an extremely advantageous system of achieving complex objectives rapidly and of multiplying capabilities well beyond the individual level.
Because of the limitations of space regarding this essay I cannot describe all of the potential advantages that would possibly be gained by the formation of individual PIINs, either those advantages that would be enjoyed by agents or officers in the service of some official organization, or those advantages that would be enjoyed by citizens who have formed and are employing their own personal PIIN. But the potential advantages would be numerous, and such networks could beneficially overlap, inform, and service each other in times of national emergency or crisis. More importantly, if such networks were allowed to “cluster” and interact/interface in an efficient, secure, and positive manner then they would serve as invaluable intelligence gathering and investigative tools for the anticipation of disaster and the effective prevention and thwarting of many forms of malicious harm intended by the enemies of the United States.
As just one small example of how PIINs would make highly effective and useful tools for the benefit of both the citizenry and the government let me outline this scenario. A hostile entity decides upon a coordinated and simultaneous cyber-attack against both the American civil government and the Pentagon. These attacks overwhelm official servers who are the obvious targets of offensive action. During such periods of particular and isolated cyber attack against governmental and/or military networks, or even during periods of general and on-going netcentric engagement or warfare the PIIN can act as an emergency secondary or redundancy system of information and communications exchange, intelligence gathering, an investigative force as to who is attacking, why, from where, and how, and for coordinating a necessary and effective counteraction or response. While main systems are under attack, disabled, or malfunctioning PIINs can serve as ancillary and even secretive means of continuing vital operations or responding to attack. It is relatively easy to attack and at least temporarily paralyze large-scale and centralized networks efficiently given the proper time, coordination, planning, resources, incentives, and information on system vulnerabilities, but it would be nearly impossible to simultaneously disable all small-scale private and personal networks. PIINs are the private enterprise of innovative intelligence and investigative networks.
Other examples of the potential usefulness of the PIIN are easy enough to construct, such as creating and fostering “bridging links” between individual citizens, law enforcement agencies, governmental entities, and the military. PIINs can also be used as investigative networks and resources, as research hubs, as communication nodes, as a pool of expertise (both amateur and professional), as an emergency system of collective and clustered capability, as a functional and ever growing database of information, as an ancillary or auxiliary analytical network, and as an exchange for valuable contacts, sources, and useful informants. Perhaps just as important to the overall value-added aspect of the usefulness of the PIIN is the fact that most PIINs can be constructed at little to no cost using already available personal, technological, and organizational resources. It is simply a matter of redirecting already available resources to the construction and maintenance of the PIIN, or of simply reformatting the way in which contemporary networks are thought of and how they currently operate, or fail to operate, effectively.
The next administration would do very well to consider encouraging the development of Private and Personal Intelligence and Investigative Networks throughout our society, and to encouraging the exploitation of such networks for the benefit of all the citizens of the United States of America.
A very interesting perspective and one I agree with to a large extent. Actually I think one should set out to create a Brand – with a certain type of Vision, and adapt accordingly as one meets particular circumstances in and through the world. (Which is basically what he says later in the article.)
In other words one begins with a Vision and then discovers and develops as one goes along. It is not either/or, but both…
Over $500 billion is spent on advertising each year. The average American is exposed to an estimated 3,000 ads per day. Fifteen minutes out of every hour of television programming is devoted to commercials.
Branding: 2 Key Lessons in Brand Building
That’s a lot of marketing. And a lot of marketers. With six million companies in the United States alone, that’s a lot of people competing to get their message out. How do you stand out from the crowd? How do you get noticed?
This is where branding comes in.
What is branding?
Branding is the art of distinguishing a product or service from its competitors. It’s the term for creating a recognizable “personality” which people will remember and react to.
A company with poor branding is throwing away marketing dollars. Why? Because without a focused message, companies weak in branding are invisible. Nobody remembers them and they blend in. They become just another leaf swirling in the wind, amid all those marketing messages consumers see each day.
In marketing, the point is to actually reach someone, to connect. The way to do this is by focusing attention, not dispersing it.
Discovering your brand
Too often, people try to “dream up” a brand for their company. However, a brand isn’t something you dream up — it’s something you discover. Specifically, it’s something you have to discover about yourself.
True branding must be based solely on the mission and culture of the organization. When people try to create branding separate from the company itself, the result may be pretentious, clichéd or ambiguous marketing. It waters down the company’s message.
Instead, a brand should reflect the company’s business plan, its mission and values. It has to be authentic. Therefore, when you brand a company (or anything else for that matter), you’re trying to capture its core identity. You have to look past the clutter and opinion and distill its true essence. This is what you convey to consumers — your brand. And your fonts, your design, your writing — all aspects of your marketing — should all align with that central concept. Now, you have focus. Now, you have penetration, because you’ve conveyed your company’s identity by first discovering yourself.
Related: The Basics of Branding The ingredients of a brand
While there is probably no foolproof formula for discovering a company’s brand, there are pathways to accomplish that. Consider the following points the “ingredients” that go into making an authentic brand:
Company mission. This is the most important element of branding. Your mission is the spirit of your company, it’s the beating heart of what you do. In fact, your brand can be thought of as the outward expression of your company’s internal mission. Think of it this way: Why does your organization exist? What is it there for? You have assets, employees, vendors, relationships and internal systems. . . but why? Values. What’s important to your company? What do you stand for? Every company has certain ideals that define what it is and does. These ideals could be environmental, social or ethical or could be standards of quality Whatever your company’s values are, they’re the very center of why you’re unique and are a crucial part of your brand. Culture. Each company in the world has its own ethos — a particular style or panache. Whatever you call yours, embrace it. There may be a million competitors in your market space, but there’s only one you. Your company’s group culture is part of the fabric of who you are. History. Your history tells a lot about you. Look to the company’s founders to help define your identity today. What were their values? What were they trying to accomplish? Every company came from somewhere. Your roots are an integral part of your company’s brand. Plans. When you look at your next 10 years, where do you see yourself going? Your business plan and marketing strategy both influence how you present yourself and should be included in your branding. If you’re going after an entry-level market segment, don’t position yourself as a luxury brand. Your brand must encompass your real-world objectives. Consumers. This is really what it’s all about. Your customers are the reason you exist. What are their needs? What do they think? Understanding your customers is a vital part of branding. Because if you don’t know whom you’re talking to, why bother to say anything at all?
It might take a bit of soul-searching to get at the essence of what makes your company special. The trick is to take a clear-eyed look and see what’s actually there. Because every brand is beautiful, every brand is inspiring.
The modern men of the West rarely lack for sustenance of the body. What they most lack is substance of the Soul.
What they are most in need of is True Courage and Virtue. What they most hunger for, without even being aware of it, is Real Manhood.
If the modern man of the West were regularly fed Real Manhood, or even far better, if he could habitually grow his own, then the benefit to himself, and the profit to the entire World would be incalculable.
The best employees will be able to easily recall their struggles, says SpaceX’s CEO.
By Laura Montini
If your company frequently runs into complex-problem issues, it helps to be surrounded by a team of experienced problem solvers.
While that might sound overly obvious, the hard part is detecting this skill during the hiring process. You’ll want to make sure that your employees have cracked tough codes by themselves–not just by blindly following someone else’s instructions, says Tesla Motors and SpaceX CEO Elon Musk.
That’s why, as a hiring rule, Musk asks job candidates to recall a problem they solved. Then he has them explain how they arrived at each and every step, up until the solution.
“If someone was really the person that solved it, they’ll be able to answer multiple levels. They’ll be able to go down to the brass tacks,” Musk said in an interview at Ignition, an annual Business Insider event. “Anyone who’s struggled hard with a problem never forgets it.”
Note that when a candidate says he or she was able to arrive at a conclusion by asking someone else or consulting a book, that’s a perfectly acceptable answer. Musk said this is exactly how he’s been studying rocket science for more than a decade. The grueling process has made him more confident in his abilities.
“When you struggle with a problem, that’s when you understand it,” he said.
I can attest, from personal experience, both the powerful bias effects of some of these items listed below, and to their disastrous effects on the behavior and psychology of certain people…
In my experience, as well, not all of these biases are equally dangerous or even problematic, but they can all be barriers to success at one time, or in one set of circumstances, or another, if you allow them to be.
Especially when such biases become habitual and completely unexamined. Bias is bad when it comes to critical and acute assessment, but it can also be catastrophic when habitual and stubborn.
In fact, we are prone to hundreds of proven biases that cause us to think and act irrationally, and even thinking we’re rational despite evidence of irrationality in others is known as blind spot bias.
People are overreliant on the first piece of information they hear.
In a salary negotiation, for instance, whoever makes the first offer establishes a range of reasonable possibilities in each person’s mind. Any counteroffer will naturally react to or be anchored by that opening offer.
“Most people come with the very strong belief they should never make an opening offer,” says Leigh Thompson, a professor at Northwestern University’s Kellogg School of Management. “Our research and lots of corroborating research shows that’s completely backwards. The guy or gal who makes a first offer is better off.”
A cousin of confirmation bias, here our expectations unconsciously influence how we perceive an outcome. Researchers looking for a certain result in an experiment, for example, may inadvertently manipulate or interpret the results to reveal their expectations. That’s why the “double-blind” experimental design was created for the field of scientific research.
When you choose something, you tend to feel positive about it, even if the choice has flaws. You think that your dog is awesome — even if it bites people every once in a while — and that other dogs are stupid, since they’re not yours.
This is the tendency of people to conform with other people. It is so powerful that it may lead people to do ridiculous things, as shown by the following experiment by Solomon Asch.
Ask one subject and several fake subjects (who are really working with the experimenter) which of lines B, C, D, and E is the same length as A? If all of the fake subjects say that D is the same length as A, the real subject will agree with this objectively false answer a shocking three-quarters of the time.
“That we have found the tendency to conformity in our society so strong that reasonably intelligent and well-meaning young people are willing to call white black is a matter of concern,” Asch wrote. “It raises questions about our ways of education and about the values that guide our conduct.”
A phenomenon in marketing where consumers have a specific change in preference between two choices after being presented with a third choice. Offer two sizes of soda and people may choose the smaller one; but offer a third even larger size, and people may choose what is now the medium option.
When people overestimate the importance of information that is available to them.
For instance, a person might argue that smoking is not unhealthy on the basis that his grandfather lived to 100 and smoked three packs a day, an argument that ignores the possibility that his grandfather was an outlier.
This is where you attribute a person’s behavior to an intrinsic quality of her identity rather than the situation she’s in. For instance, you might think your colleague is an angry person, when she is really just upset because she stubbed her toe.
The tendency to put more emphasis on negative experiences rather than positive ones. People with this bias feel that “bad is stronger than good” and will perceive threats more than opportunities in a given situation.
The omission bias creeps into our judgment calls on domestic arguments, work mishaps, and even national policy discussions. In March, President Obama pushed Congress to enact sweeping health care reforms. Republicans hope that voters will blame Democrats for any problems that arise after the law is enacted. But since there were problems with health care already, can they really expect that future outcomes will be blamed on Democrats, who passed new laws, rather than Republicans, who opposed them? Yes, they can—the omission bias is on their side.
The decision to ignore dangerous or negative information by “burying” one’s head in the sand, like an ostrich.
Priming is where if you’re introduced to an idea, you’ll more readily identify related ideas.
Let’s take an experiment as an example, again from Less Wrong:
Suppose you ask subjects to press one button if a string of letters forms a word, and another button if the string does not form a word. (E.g., “banack” vs. “banner”.) Then you show them the string “water”. Later, they will more quickly identify the string “drink” as a word. This is known as “cognitive priming”
Priming also reveals the massive parallelism of spreading activation: if seeing “water” activates the word “drink”, it probably also activates “river”, or “cup”, or “splash”
Once upon a time, three groups of subjects were asked how much they would pay to save 2,000 / 20,000 / 200,000 migrating birds from drowning in uncovered oil ponds. The groups respectively answered $80, $78, and $88. This is scope insensitivity or scope neglect: the number of birds saved — the scope of the altruistic action — had little effect on willingness to pay.
Over-reliance on expert advice. This has to do with the avoidance or responsibility. We call in “experts” to forecast when typically they have no greater chance of predicting an outcome than the rest of the population. In other words, “for every seer there’s a sucker.”
An error that comes from focusing only on surviving examples, causing us to misjudge a situation. For instance, we might think that being an entrepreneur is easy because we haven’t heard of all of the entrepreneurs who have failed.
It can also cause us to assume that survivors are inordinately better than failures, without regard for the importance of luck or other factors.
Today is the first official day of my Spring Offensive. I had planned to begin yesterday but a back injury prevented my proceeding.
In conjunction with my Spring Offensive I have developed a new Operational Plan for further building both my Businesses (including my inventions) and Careers (as a fiction writer, songwriter, and poet).
The new plan is what I call the 20/88 Plan.
It covers most all of my efforts during my current Spring Offensive. It is very simple in construction and should be simple in execution, though it might also possibly be somewhat time-consuming in execution, at least to an extent, depending on how events actually transpire.
I developed this plan as a result of my experience as a Contacts Broker and a Consultant. Basically it says this,
“Every month I will submit to 20 potential Agents or Contacts who will be able to help me achieve my ambitions. At the same time I will seek 8 Partners to work with me on various projects.”
Since I am basically pursuing Four Basic Fields of Endeavor, or Four Separate Types of Enterprisesfor my Spring Offensive that will equal twenty agents, new clients, etc. in each field, and two partners for each enterprise.
Four times twenty in each Field of Endeavor equals 80, plus the overall eight partners (two in each Enterprise) equals eight, and added all together equals 88.
Therefore 20 in each Field plus 8 partners equals 88.
If in the first month I fail to secure at least one agent or client or so forth in any given Field of Endeavour or at least one partner in any given Enterprise then I will just move on to the next list of 20 or 2 that I have prepared until I secure worthwhile, productive, and profitable agents or partners.
These are the actual details of my Current 20/88 Plan.
General Fields of Endeavor:
20 Agents Contacted (for my Writings)
20 Publishers Contacted (for my Poetry, Songs, and Writings)
20 New Clients Contacted (for my Business Enterprises and for Open Door)
20 Capital Partners and Investors Contacted (for my Business Enterprises, my Crowdfunding Projects, and my Design and Inventions Laboratory)
2 Songwriting Partners (composers primarily, since I am primarily a lyricist)