Join me for a discussion with William Arruda, a leading authority on using power of branding and social media to succeed in your career.
William started as a brand expert in corporate America, and brought the concepts to personal branding. A pioneer in the personal branding revolution, he has created products that have been used by over 2 million people and has certified over 1,000 coaches in his premier personal branding methodology. He has been credited with turning the concept of personal branding into a global industry.
He is the bestselling author of the definitive books on the topic of personal branding, Digital YOU, Career Distinction and Ditch. Dare. Do! and he’s a sought-after spokesperson on branding, social media and employee motivation. His clients include Google, Adobe, JPMorgan, BMW, Johnson&Johnson, LinkedIn, Gucci, Microsoft, Warner Bros, Disney and American Express. William’s a senior contributor to Forbes where his column has received over 15 million views.
Want a great work career? Pamela Slim rose to fame writing Escape from Cubicle Nation. With her help, hundreds of people have successfully escaped from soul-sucking work situations into self-employment. Pam will be joining me to discuss her latest book, The Widest Net, in which she shows how we all have untapped markets for our businesses that we can reach with a moment’s notice.
I just returned from Black Rock City, NV, better known as Burning Man. Burning Man is an annual event where 70,000 artists, engineers, performers, and makers descend on the Black Rock Desert in Nevada. In one week, they build and inhabit a city made of interactive art. Then they dismantle it and “leave no trace.” They take every bit of refuse home with them, leaving the desert the way they found it.
You know what’s even more amazing? It’s all done by volunteers. Think about that: 70,000 people, paying to attend the event, cooperatively pitching in to build and run a city. (Yes, it’s the size of a city. I once thought it was just called that. Nope. It’s a city.)
Burning Man started as a party with a dozen people on Baker Beach in 1986. As someone who loves growing organizations, it fascinates me. So many organizations struggle with growth. How did Burning Man scale from a beach party to an actual city?
Scale requires different people.
The people you need to run a small organization are different from the people you need to scale. In a small organization, everyone knows everything that’s happening. People can pitch in as needed. They may still have different jobs, but if the situation warrants, you might ask the accounts receivable person to handle a customer service from someone they know. You need generalists.
As the organization grows, jobs shrink. The original crowd at Burning Man handled all aspects of what was, then, basically a camping trip. Each person would be part of choosing where tents would go and how things would run. Generalists make the small event run.
With a city-sized event, just laying out the street grid requires dozens of people. Each person will spend every day, all day planting flags at the corners of streets that will later guide the city construction. The best people for the job are those who enjoy focusing on this one task, and doing it superbly.
Scale requires uniform processes.
When you’re small, you can get away with everything being ad hoc. If Ozzie Obstacle (the most annoying of your 12-person party) is pitching their tent in the wrong place, you can yell over, “Hey, Oz! Move your tent ten feet to the right!”
When tens of thousands of people are pitching their tents, you can’t just do everything by the seat of your pants. If you yell “To the right!” while someone yells “To the left!”, poor Oz’s head will explode. And at Burning Man, that could mean literally.
Getting large requires that people be able to coordinate at a distance. Doing the same things, the same way lets people coordinate when the ad hoc approach no longer works.
Scale requires explicit process.
It’s not enough for processes to be uniform. People have to know them, which means they need to be documented and communicated. Sometimes this is done informally, through mentorships or apprenticeships. But often, it’s done via classes, checklists, and explicit instruction.
With 70,000 people constructing a city, the behind-the-scenes organizations (the Rangers, the Department of Public Works, camp Placement) not only have uniform processes, but they have extensive training and reference resources to teach those processes. They have classes, certifications of skill levels, Wikis, and gatherings to explore and deepen the shared understanding of what gets done and how.
When your organization is successful, you’ll reinvest for growth. But pay attention carefully to the changes that scale requires. You’ll need to change who you hire, how they do their jobs, and how they get trained. It changes the nature of the work, but if done right, you’ll be laying the foundation for great success.
Microsoft’s article is incorrect (probably by accident)
Microsoft explains how People You May Know suggestions are generated in this article. At the time of this writing (February 14, 2019), the article is incomplete. The article claims you or the contact must both take action to be visible to each other through People You May Know. For example, you must add each other in your address books. Or you must exchange an invite and acceptance.
The problem case exists, but is not listed here: if you have a mutual connection, then you’ll show up in each other’s People You May Know list. The mutual connection is someone who fits the you-both-take-action criteria.
So if Sam is connected to Ash, and Ash is connected to Stacy, then Sam and Stacy will show up in each others’ People You May Know list even though they’ve never taken any action with respect to each other.
Deleting Still Doesn’t Solve The Problem
I deleted all my contacts. Skype is still suggesting dozens of people. I don’t know any of them. As mentioned on Microsoft’s list above, Skype remembered my past connections and is still suggesting their people to me. I don’t know any of these suggested people, but now I know one of my prior contacts knows them.
This no longer works for strangers, thank goodness
When I first found this issue (Dec 2017), I created a new test account. Browsing a stranger’s profile was enough to get suggestions of people with the same last name who looked the same (presumably family members). As of today (Feb 2019), it seems like Microsoft has reined this in a bit … from my very brief testing, it seems you need a common contact to start the suggestion engine.
I still consider this a security problem, though not as bad as it was before.
You can only figure out the contacts of someone you are or have been connected with. You can’t do it to a complete stranger, you need to have one contact—invite, connection, or chat—with them first. This isn’t as big a hurdle as you might think.
Journalists still shouldn’t use Skype
Journalists beware! If you’re a journalist, using Skype can compromise your sources. JournalistChris interviews source LittleSnitch on Skype. If JournalistChris later interviews source MafiaDon, MafiaDon will have LittleSnitch suggested as a contact. After all, they both have you as a mutual contact. If MafiaDon knows about this bug, then MafiaDon may agree to Skype with you precisely to see if LittleSnitch then shows up on MafiaDon’s People You May Know list. You really don’t want MafiaDon knowing you’ve been talking with LittleSnitch.
Even with strangers, you can get some information. When you browse random profiles, Skype will tell you how many mutual contacts you have. If you only have a few contacts in Skype, you can guess with some certainty who the mutual contact is.
if MafiaDon did your interview and then immediately looked up LittleSnitch‘s profile, MafiaDon would see that they have one mutual connection—you. That might be enough to tip off MafiaDon that LittleSnitch has been talking to the press.
Lawyers and Consultants, you beware too
The problem I outline for consultants and lawyers in my article remains. If you’re BankruptcyLawyer and you chat with MicrosoftCEO, then later chat with LogitechCEO, LogitechCEO will start seeing MicrosoftCEO as a suggested contact. LogitechCEO might even Skype with you deliberately to see who else gets suggested after the chat.
Indeed, you can imagine someone doing this very deliberately. If EvilBoy seriously wants to do research they could do this:
EvilBoy creates a new skype account, live:innocent_journalist2
EvilBoy approaches BankruptcyLawyer and says “I’m a journalist. I wish to interview you for an article. Connect to me on Skype as live:innocent_journalist2”
EvilBoy interviews BankruptcyLawyer
Because BankruptcyLawyer is now the only contact in the live:innocent_journalist2 account, the People You May Know will suggest BankruptcyLawyer’s contacts to EvilBoy
Furthermore, EvilBoy can now look up anyone’s profile on Skype and see if they have a mutual contact. If so, they know that person is in BankruptcyLawyer’s addressbook
This requires a concerted effort on the part of EvilBoy, and it also requires that BankruptcyLawyer add EvilBoy as a contact, accept a connection request from EvilBoy, or chat with EvilBoy at least once.
This Can Still Be Awkward Personally
This is still a problem. Let’s say Ashley uses Skype to meet people for online dating. Ashley might answer personal ads and chat with Syd and Alex.Ashley probably doesn’t want Syd and Alex to start showing up in each other’s contact lists. That could be awkward, especially if one (or both) of the relationships goes farther than a Skype chat. It seems like the privacy problems here are pretty evident.
In summary: the hurdle has risen since I wrote that article. Instead of being able to reverse engineer a stranger’s address book, you can only reverse engineer someone you’re connected to or have chatted with. Once. EvilBoy can still use Skype to work mischief, but now it takes a bit more work. For some people, this may still be too much of a privacy breach from a product that was founded on the premise of confidentiality.
Persuasion, influence, or even simple education about a topic is central to most of the communication we send out. But readers today have too much to read and very little attention to spare. If you want to be heard, you need to hook them immediately with something they care about.
This arrived in my LinkedIn inbox today:
Hi! I don’t know you. We’ve never met. But I have a product or service I’d really like you to buy it. So let’s schedule a meeting in your busy schedule where I can convince you to buy my thing. Signed, your new LinkedIn contact.
Wow. Really? I’m impressed. I’m just falling all over myself to cancel the coaching meeting I have scheduled with the CEO of a Fortune 500 company so we can chat about the product you want to sell me. … NOT!
Drive a cold contact from their perspective
If you have a real area of expertise, and you’re attempting to foist it on, er, I mean, share it with someone, temper your sales eagerness by approaching the sale from your customers’ vantage point.
Make an impression on a sales prospect by learning a little about them: Take 2 minutes: visit their website so you know what they do. Read their LinkedIn profile and check out their interests and expertise, so you know where they put their time and attention. Then imagine what problem they might have. If you see someone is interested in “high performing organizations” and has expertise in “leading others,” the problem they might have is in influencing people in parts of the organization where they don’t work.
When you want to pitch them, start from their point of view: from the problem you believe they have. “Hi! You don’t know me, but you may be having trouble leading people beyond your immediate sphere. I’ve helped a lot of people lead from a distance using a variety of technological and in-person solutions. If you’d like a free consultation, let’s talk. Otherwise may I check back in six months?”
If you are selling a high-ticket item, you might even want ask them what problems they’re dealing with. “Hi! You don’t know me, but I work with leaders who are building high-performing organizations and need to lead people at a distance. If you have problems with that, would you mind taking 15 minutes to tell me about it, and I’ll offer any insight into solutions that might work for you?”
This approach is absolutely, utterly, completely not guaranteed to work. But it’s a lot better than reaching out one-on-one to someone with a message that’s all about your needs, rather than theirs.
My coaching client Cyd wanted to change jobs. Cyd’s work was OK, but not really inspiring. The pay was OK, but not really inspiring. The people? Ok, but not really inspiring. The big benefit of the job, however, is that it was a ten-minute drive from home. Cyd has children and feels very strongly about being close to home.
Cyd crafted a resume, created a LinkedIn profile, and started looking for jobs in nearby neighborhoods. Soon, discreet job inquiries also began flowing in through friends and past colleagues. One especially attractive one offered a 20% higher salary and flex time to work from home. It was also 30 minutes away.
But for Cyd, the tradeoff was worth it. Right before signing on the dotted line, I cried “Stop!” Stop? Why? Because Cyd had compromised, and compromise opens up new opportunities.
Compromise Highlights Flexibility
When starting the job hunt, “10 minutes or closer” seemed like an absolute limit. But when the offers started coming in, Cyd discovered that mountains of cash and work-from-home flex time made the 10-minute drive less important.
This often happens when making decisions. We seek out options that fit what we think we want. Then we get an option that we find acceptable, even though it violates one or more of our guidelines. In that moment, the compromise we’re willing to make opens up new possibilities. Rather than just accept the compromise, scan the landscape using the new criteria. Look for other options that might have initially been overlooked.
Cyd now knows that a higher salary and the ability to work from home can make commute time less important. It’s time for another trip to the job boards and listings, this time to search for opportunities more than 10 minutes away. The caveat is that those jobs must pay a lot more, or have much more flexible work arrangements. Cyd settled on a job 20 minutes away, with 2 days a week of working from home, and a 10%-higher base salary.
Let Compromise Widen Your World
When you’re making a decision, train yourself to pause before you finalize your decision. Review the compromises you’ve made along the way. Then pretend you’d made those compromises from the very beginning, and find out if that changes your approach.
If you end up willing to pay a particular vendor a 30% premium for on-time deliver, stop. Ask yourself which other vendors you could hire for 30% more than you originally expected to spend. You might discover there are vendors who have higher base costs, but a lower premium for on-time deliver, resulting in lower overall costs.
Compromise may be necessary to get a deal done, but it should never be the final step. Compromise tells you where you’re flexible in your criteria, and you can then use that flexibility to uncover new options you would never otherwise consider.
I found Stever’s talk at the HBS Cyberposium full of insights specific to early stage companies. Also, I found his talk lively and entertaining quite a departure from other speakers who talk on similar subjects.