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Seth Godin - CollectionViews: 2322
Apr 22, 2013 1:48 pmSeth Godin - Collection#

Paul Finkelstein


http://sethgodin.typepad.com/seths_blog/2013/04/is-this-the-best-you-can-do.html?utm_source=feedburner&utm_medium=feed&utm_campaign=Feed%3A+typepad%2Fsethsmainblog+%28Seth%27s+Blog%29





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Apr 23, 2013 11:47 amSeth Godin - Collection - Pander#

Paul Finkelstein


http://sethgodin.typepad.com/seths_blog/2013/04/you-dont-have-to-pander.html?utm_source=feedburner&utm_medium=feed&utm_campaign=Feed%3A+typepad%2Fsethsmainblog+%28Seth%27s+Blog%29



best wishes,
P




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Apr 24, 2013 2:52 pmSeth Godin - Collection - manifesto#

Paul Finkelstein


http://sethgodin.typepad.com/seths_blog/2013/04/your-manifesto-your-culture.html?utm_source=feedburner&utm_medium=feed&utm_campaign=Feed%3A+typepad%2Fsethsmainblog+%28Seth%27s+Blog%29



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Apr 25, 2013 11:31 amSeth Godin - Collection - how to spread ideas#

Paul Finkelstein




http://sethgodin.typepad.com/seths_blog/2013/04/how-big-is-critical-mass.html?utm_source=feedburner&utm_medium=feed&utm_campaign=Feed%3A+typepad%2Fsethsmainblog+%28Seth%27s+Blog%29







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Apr 30, 2013 2:04 pmre: Seth Godin - Collection - I want to do this#

Paul Finkelstein


http://sethgodin.typepad.com/seths_blog/2013/04/but-i-dont-want-to-do-that-i-want-to-do-this.html?utm_source=feedburner&utm_medium=feed&utm_campaign=Feed%3A+typepad%2Fsethsmainblog+%28Seth%27s+Blog%29





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May 01, 2013 1:27 pmSeth Godin - Collection - say it backwards#

Paul Finkelstein



http://sethgodin.typepad.com/seths_blog/2013/05/writing-tip-say-it-backwards.html?utm_source=feedburner&utm_medium=feed&utm_campaign=Feed%3A+typepad%2Fsethsmainblog+%28Seth%27s+Blog%29






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May 02, 2013 1:23 pmre: Seth Godin - Collection - glad there are no statues of you getting pooped on???#

Paul Finkelstein


http://sethgodin.typepad.com/seths_blog/2013/05/the-critic-stumbles.html?utm_source=feedburner&utm_medium=feed&utm_campaign=Feed%3A+typepad%2Fsethsmainblog+%28Seth%27s+Blog%29
poop





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May 03, 2013 10:51 amre: re: Seth Godin - Collection - does your battleship or blueberries dance together or do we dance #

Paul Finkelstein


http://sethgodin.typepad.com/seths_blog/2013/05/blueberry-pancakes-and-battleship.html?utm_source=feedburner&utm_medium=feed&utm_campaign=Feed%3A+typepad%2Fsethsmainblog+%28Seth%27s+Blog%29
Let's dance together like the battleship, the blueberry
I like this story
Let's work towards this at RPnetworkers
Let RP be where we all come together to celebrate life's journey


Thumbs up!

best wishes,
P





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May 06, 2013 1:14 pmSeth Godin - Collection - About Decisions#

Paul Finkelstein


http://sethgodin.typepad.com/seths_blog/2013/05/urgency-and-accountability-are-two-sides-of-the-innovation-coin.html?utm_source=feedburner&utm_medium=feed&utm_campaign=Feed%3A+typepad%2Fsethsmainblog+%28Seth%27s+Blog%29




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May 08, 2013 1:03 pmhow to/Seth Godin - Collection - Viral messages#

Paul Finkelstein


http://sethgodin.typepad.com/seths_blog/2013/05/how-to-write-copy-that-goes-viral.html?utm_source=feedburner&utm_medium=feed&utm_campaign=Feed%3A+typepad%2Fsethsmainblog+%28Seth%27s+Blog%29






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May 10, 2013 12:02 pmPhone/Up your odds/Seth Godin - Collection - Miscommunication #

Paul Finkelstein



http://sethgodin.typepad.com/seths_blog/2013/05/miscommunication.html?utm_source=feedburner&utm_medium=feed&utm_campaign=Feed%3A+typepad%2Fsethsmainblog+%28Seth%27s+Blog%29
Miscommunication and the phone






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May 11, 2013 10:53 amLead UP/Seth Godin - Collection - Lead UP - something about intiative#

Paul Finkelstein


http://sethgodin.typepad.com/seths_blog/2013/05/lead-up.html?utm_source=feedburner&utm_medium=feed&utm_campaign=Feed%3A+typepad%2Fsethsmainblog+%28Seth%27s+Blog%29
LEAD UP





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May 13, 2013 1:08 pmthe Short Cut/Seth Godin - Collection - Lead UP - something about intiative#

Paul Finkelstein


http://sethgodin.typepad.com/seths_blog/2013/05/the-certain-shortcut.html?utm_source=feedburner&utm_medium=feed&utm_campaign=Feed%3A+typepad%2Fsethsmainblog+%28Seth%27s+Blog%29
Short Cut is the long way!






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May 13, 2013 1:10 pmaudience looking forward to it???/Seth Godin - Collection - Lead UP - something about intiative#

Paul Finkelstein


http://sethgodin.typepad.com/seths_blog/2013/05/is-this-spam.html?utm_source=feedburner&utm_medium=feed&utm_campaign=Feed%3A+typepad%2Fsethsmainblog+%28Seth%27s+Blog%29
your audience is looking forward to your info...



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May 13, 2013 1:12 pmmomentum/Seth Godin - Collection - Lead UP - something about intiative#

Paul Finkelstein



http://sethgodin.typepad.com/seths_blog/2013/05/life-is-full-of-holes.html?utm_source=feedburner&utm_medium=feed&utm_campaign=Feed%3A+typepad%2Fsethsmainblog+%28Seth%27s+Blog%29
Momentum and direction





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May 13, 2013 3:16 pmIn person???/Seth Godin - Collection - See Seth Live in NY this June 2013!!!#

Paul Finkelstein


http://sethgodin.typepad.com/seths_blog/2013/05/spend-the-day-with-me-in-new-york-in-june.html?utm_source=feedburner&utm_medium=feed&utm_campaign=Feed%3A+typepad%2Fsethsmainblog+%28Seth%27s+Blog%29

Seth in person in June





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May 14, 2013 2:21 pmJust looking/Ha ha ha/Seth Godin - Collection - the browser (just another term for "just lookin#

Paul Finkelstein



http://sethgodin.typepad.com/seths_blog/2013/05/the-reason-they-call-it-a-browser.html?utm_source=feedburner&utm_medium=feed&utm_campaign=Feed%3A+typepad%2Fsethsmainblog+%28Seth%27s+Blog%29
Just looking

LOL!





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May 15, 2013 6:20 pmInternship with Seth Godin - Collection - Intern #

Paul Finkelstein


http://sethgodin.typepad.com/seths_blog/2013/05/seth-godin-internship.html?utm_source=feedburner&utm_medium=feed&utm_campaign=Feed%3A+typepad%2Fsethsmainblog+%28Seth%27s+Blog%29
Intern with Seth




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May 16, 2013 12:57 pmThe river guide - Seth Godin Collection - white water rapids#

Paul Finkelstein

http://sethgodin.typepad.com/seths_blog/2013/05/the-river-guide-and-the-rapids.html?utm_source=feedburner&utm_medium=feed&utm_campaign=Feed%3A+typepad%2Fsethsmainblog+%28Seth%27s+Blog%29
I always liked the white water analogy






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May 18, 2013 10:58 amVigilant marketing - Seth Godin Collection - lesson to learn - a few #

Paul Finkelstein


http://sethgodin.typepad.com/seths_blog/2013/05/its-thomas-midgeley-day.html?utm_source=feedburner&utm_medium=feed&utm_campaign=Feed%3A+typepad%2Fsethsmainblog+%28Seth%27s+Blog%29

Brilliance
Marketing



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May 25, 2013 1:14 pmSeth Godin Collection - just add a zero (so simple)#

Paul Finkelstein


http://sethgodin.typepad.com/seths_blog/2013/05/on-adding-a-zero.html?utm_source=feedburner&utm_medium=feed&utm_campaign=Feed%3A+typepad%2Fsethsmainblog+%28Seth%27s+Blog%29

just add a zero


Ohhhhh!!!!!!!!



:)


P






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Jun 09, 2013 2:42 pmSeth Godin Collection - worst ever - Go for it!!!!!!!!!!#

Paul Finkelstein

http://sethgodin.typepad.com/seths_blog/2013/06/worst-one-ever.html?utm_source=feedburner&utm_medium=feed&utm_campaign=Feed%3A+typepad%2Fsethsmainblog+%28Seth%27s+Blog%29

Step up and do


:)


P




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Jun 11, 2013 11:27 amSeth Godin Collection - Perfection#

Paul Finkelstein

http://sethgodin.typepad.com/seths_blog/2013/06/polishing-perfect.html?utm_source=feedburner&utm_medium=feed&utm_campaign=Feed%3A+typepad%2Fsethsmainblog+%28Seth%27s+Blog%29

About perfect


Food for thought



best wishes,
P





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Jun 16, 2013 2:01 pmSeth Godin Collection - Cut to the chase - Short on time - cliff notes#

Paul Finkelstein

http://sethgodin.typepad.com/seths_blog/2013/06/i-get-it.html?utm_source=feedburner&utm_medium=feed&utm_campaign=Feed%3A+typepad%2Fsethsmainblog+%28Seth%27s+Blog%29

Cut to the chase


:)

P





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Jun 24, 2013 2:44 pm Seth Godin - Collection - Fear#

Paul Finkelstein

http://sethgodin.typepad.com/seths_blog/2013/06/fearlessness-is-not-the-same-as-the-absence-of-fear.html

I like to apply F.E.A.R. Forget everything and run.
Or False evidence appearing real...


best wishes,
P





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Jun 24, 2013 2:50 pmSeth Godin - Collection - Should we care or not - your thoughts???#

Paul Finkelstein

http://sethgodin.typepad.com/seths_blog/2013/06/the-perfect-crime.html

Care or not???
Your thoughts???



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Jun 28, 2013 11:38 amSeth Godin - Collection - your call IS important to us#

Paul Finkelstein

http://sethgodin.typepad.com/seths_blog/2013/06/your-call-is-very-important-to-us.html?utm_source=feedburner&utm_medium=feed&utm_campaign=Feed%3A+typepad%2Fsethsmainblog+%28Seth%27s+Blog%29

something we should all work on ASAP

I just fixed mine. Now my toll free # forwards to MY cell phone in 3 rings. Now I don't have to check my office voicemail and ONLY my cell visual voicemail or answer right away when NOT in a mtg.
I'll try to TXT in a mtg saying in a mtg but call you back right away and do such.

best
P



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Jun 29, 2013 11:58 amSeth Godin - Collection - less for less OR more for more#

Paul Finkelstein

http://sethgodin.typepad.com/seths_blog/2013/06/less-for-less.html?utm_source=feedburner&utm_medium=feed&utm_campaign=Feed%3A+typepad%2Fsethsmainblog+%28Seth%27s+Blog%29

decisions




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Jul 12, 2013 1:12 pmSeth Godin - Collection - Hyper bowl eeeee#

Paul Finkelstein

when your were a kid how did you pronouce this word? http://sethgodin.typepad.com/seths_blog/2013/07/all-hyperbole-is-totally-useless.html hyper bowl eeee ha seriously, check out seths descript ‪#‎tgif‬






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Jul 18, 2013 3:19 pmre: Seth Godin - Collection - capable of doing#

Paul Finkelstein


http://sethgodin.typepad.com/seths_blog/2013/07/not-even-once.html



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Jul 18, 2013 3:21 pmre: Seth Godin - Collection - something to sneeze at#

Paul Finkelstein

http://sethgodin.typepad.com/seths_blog/2013/07/qa-controlling-the-ideavirus.html



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Jul 18, 2013 3:23 pmre: Seth Godin - Collection - food for thought#

Paul Finkelstein


http://sethgodin.typepad.com/seths_blog/2013/07/clients-vs-customers.html




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Jul 18, 2013 3:27 pmre: Seth Godin - Collection - heard believed and truth#

Paul Finkelstein

http://sethgodin.typepad.com/seths_blog/2013/07/magic-beans-three-steps-to-a-successful-marketing-promise.html?utm_source=feedburner&utm_medium=feed&utm_campaign=Feed%3A+typepad%2Fsethsmainblog+%28Seth%27s+Blog%29




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Jul 18, 2013 3:28 pmre: Seth Godin - Collection - sea of strangers - kinda like here, at first#

Paul Finkelstein


http://sethgodin.typepad.com/seths_blog/2013/07/the-sea-of-strangers.html?utm_source=feedburner&utm_medium=feed&utm_campaign=Feed%3A+typepad%2Fsethsmainblog+%28Seth%27s+Blog%29
Turn our contact into a STRONGER connection
www.RPnetworkers.com




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Jul 19, 2013 11:26 amSeth Godin - Collection - sea of strangers - sweet smell of success#

Paul Finkelstein

http://sethgodin.typepad.com/seths_blog/2013/07/the-sweet-smell-of-success.html



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Aug 01, 2013 1:37 pmSeth Godin - Collection - FORK#

Paul Finkelstein



http://sethgodin.typepad.com/seths_blog/2013/07/the-fork-in-the-road-only-offers-two-difficulties.html FORK - take it or leave it
Decisions....





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Aug 04, 2013 3:58 pmSeth Godin - Collection - words are levers#

Paul Finkelstein


http://sethgodin.typepad.com/seths_blog/2013/08/words-are-hooks-words-are-levers.html

push the right lever the shovel on a tactor goes up

another lever and it goes down

our words we all use do the same thing

no not the clap on clap off kind

but how we communicate

either we jive with peeps are we dont


just one of those things



best wishes
P





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Aug 09, 2013 10:51 am: Seth Godin - Collection - the word formidable#

Paul Finkelstein


http://sethgodin.typepad.com/seths_blog/2013/08/choosing-to-be-formidable.html

Word


P
;)
Lol




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Oct 07, 2013 11:29 amSeth Godin - Collection - show me#

Paul Finkelstein


http://sethgodin.typepad.com/seths_blog/2013/10/the-show-me-state-of-the-art.html





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Nov 09, 2013 2:33 pmOpen mindedness/Seth Godin - Collection#

Paul Finkelstein


http://sethgodin.typepad.com/seths_blog/2013/11/your-incoming-process.html


Ready to change paths?

Or stay the same?


P

PS Decision for today....
http://www.RPnetworkers.com
Stronger connections one contact at a time






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Jan 13, 2014 12:22 pmNEW/Seth Godin - Collection#

Paul Finkelstein


PONDER THIS
http://sethgodin.typepad.com/seths_blog/2014/01/who-are-your-customers.html

Have a great day!
See my whole collection of SG!
P
http://www.RPnetworkers.com
FUN
Friends
BIZ



ps If you join RP net you should see your name at the BOTTOM of http://www.RPnetworkers.com where it says MOST RECENT members or in the member directory: http://www.ryze.com/networkmemberdirectory.php?network=RPN which ALL members can see the directory.




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Mar 20, 2015 11:04 amNEW/Seth Godin - Collection#

Paul Finkelstein


http://sethgodin.typepad.com/seths_blog/2015/03/my-entry.html
EXCHANGE THIS FOR THIS






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Feb 12, 2016 12:06 pmre: Seth Godin - Collection#

Paul Finkelstein

†from Seth in todays email....

Live at Carnegie Hall†

Scores of famous musicians (and Bob & Ray) have performed live on the main stage of Carnegie Hall. I am not among them. Instead, last week, I was invited to give a seminar on the 9th floor, in one of their beautiful new classrooms.

This was a seminar for the best new musicians in the country, an elite group of young musicians who have spent their lives honing their craft.

I think you might find the lessons are relevant even if you're not a musician.

Here's a (sometimes shaky)†audio recording†of what we talked about. If you're a creator seeking a platform, it might be worth checking out.

On the topic of audios, my favorite podcast appearance ever remains the one I did with Krista and†On Being.

Out this week and getting a lot of buzz is a new conversation with†Tim Ferriss.

Along the same lines, a podcast on choices with†Gayle Allen. One with Amy Eisenstein on†fundraising†and non profits, calling into†Entreleadership†talking about change, and one with†Mark Graham†on marketing.

Still worth seeking out are the†twopodcasts†I did with Brian Koppelman. And a fun†interview†with the fabulous Debbie Millman.

And here are some three year old†interviews†about Icarus. I'm grateful to every podcaster who devotes so much of time and energy to sharing new ideas.

Happy listening.

-----------------------



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Feb 13, 2016 10:59 amre: Seth Godin - Collection#

Paul Finkelstein

How to deal with seams†

a.†There is no seam.†We've finessed the seam so thoroughly, you can't even tell. This doctor knows everything about the situation as seen by the last doctor, no need to worry about the handoff. You can't tell where one part of the railing ends and the other begins. Your place in the queue and your records and your status are so clear to the next agent that it won't matter a bit to you that there was a switch.

b.†There is a seam.†That was one color, this is a different one. That was yesterday, this is today. She was your last teacher, I'm your new teacher.

As you might have guessed, the problematic area is where you try to hide a seam, and you fail.

Seams are a promise, an opportunity, a fresh start. Own them or make them invisible.



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Feb 15, 2016 4:20 pmre: Seth Godin - Collection#

Paul Finkelstein

"I've got this"†

A useful lesson for†Presidents' Day: Some people care†enough to take†responsibility.

Not shifting the blame, or seeking power or stealing credit. Not finding a sinecure or pointing fingers.

What happens when we merely do what needs to be done?

We've created a culture where taking responsibility is one of the last sure ways to make a difference. It's easy to avoid, fraught with anxiety and rarely done, which is precisely why it might be your†best available path.



Brief intro about my biz http://www.youtube.com/watch?v=C0qEEzHmacs
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Feb 18, 2016 11:39 amre: Seth Godin - Collection#

Paul Finkelstein

A manifesto for small teams doing important work†

We are always under tight deadlines, because time is our most valuable asset.

If you make a promise, set a date. No date, no promise.

If you set a date, meet it.

If you can't make a date, tell us early and often. Plan B well prepared is a better strategy than hope.

Clean up your own mess.

Clean up other people's messes.

Overcommunicate.

Question premises and strategy.

Don't question goodwill, effort or intent.

"I'll know it when I see it," is not a professional thing to say. Describing and discussing in the abstract is what we do.

Big projects are not nearly as important as scary commitments.

If what you're working on right now doesn't matter to the mission, help someone else with their work.

Make mistakes, own them, fix them, share the learning.

Cheap, reliable, public software might be boring, but it's usually better. Because it's cheap and reliable.

Yesterday's hierarchy is not nearly as important as today's project structure.

Lock in the things that must be locked in, leave the implementation loose until you figure out how it can get done.

Mostly, we do things that haven't been done before, so don't be surprised when you're surprised.

Care more.

If an outsider can do it faster and cheaper than we can, don't hesitate.

Always be seeking outside resources. A better rolodex is better, even if we don't have rolodexes any more.

Talk to everyone as if they were your boss, your customer, the founder, your employee. It's all the same.

It works because it's personal.



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Feb 19, 2016 11:33 amre: Seth Godin - Collection#

Paul Finkelstein

How to talk about your project†

Not in a marketing sense, but strategically, to yourself, your partners, your coaches, your investors:

What is it for? When someone hires your product or service, what are they hiring it to do?

Who (or what) are you trying to change by doing this work? From what to what?

How will you know if it's working?

What does it remind me of? Are there parallels, similar projects, things like this that have come before?

What's the difficult part?

How much of your time and focus are you spending on the difficult part?

What part that isn't under your control has to happen for this to work? (Do you need to be lucky?)

How much (time and money) is it going to take to find out if you've got a shot at this working out?

What assets do you already own that you'll be able to leverage?

What assets do you need to acquire?

After the project launches, what new assets will you now own?

From which people will you need help? Do they have a track record of helping people like you?

Is it worth it?

Successful project organizers are delighted to engage in a conversation about all of these questions. If you're hiding from them, it's time to find out why.



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Feb 20, 2016 11:42 amre: Seth Godin - Collection#

Paul Finkelstein

The realest thing in our lives†

Are the stories we invent.

We live with these stories, we remind ourselves of them, we perfect them.

And, happily, if you don't like the story you're telling yourself, you can change it.



Brief intro about my biz http://www.youtube.com/watch?v=C0qEEzHmacs
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Feb 21, 2016 3:23 pmre: Seth Godin - Collection#

Paul Finkelstein

Prep, spec, fit and finish†

In some settings, more than 90% of the time and effort invested isn't in the actual 'work', but in getting setting up, debugging and then polishing the work. Heart surgery, for example, might take five hours to perform, but the actual procedure might only take thirty minutes.†

A piece of code might take a few hours to create, but days or weeks to be specced, reviewed, tested and then ready for the public.

Dinner at a fine restaurant is mostly cleaning, chopping, mise en place and service, not the part we see on the plate itself.

And yet...

We often get confused about which part is important, which is worth our time, which is the point of the exercise. Without a doubt, if the thing we built isn't of high quality, don't bother. But it turns out that all the other parts, the parts that we think might be beneath us, it's those that matter the most.

When in doubt, spend half as much time as you expect on the thing that most people do, and far more time on the spec, on the quality control, on the soft stuff, the stuff that actually matters.



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Feb 22, 2016 11:44 amre: Seth Godin - Collection#

Paul Finkelstein

Managing the very small business

How do you find, lead and manage employees in a tiny business (two to nine people)?

This is an organization that's bigger than a solo operation, but it almost certainly involves everyone reporting to the boss.

Consider three options:

A team of equals:†This is an organization staffed with people who have particular skills, skills that you don't have. This is the Beatles. Or a three-person design firm in which each person is more skilled than the others in a specialty.

These organizations will never get big, and that's fine. They are cooperatives of artisans, and two things have to happen for them to work. First, team members have to be truly gifted, as the entire enterprise depends on the unique qualities of each individual. That means that hiring and ongoing improvement are essential. Second, the 'boss' has to be a coordinator, not an iron-fisted dictator.

The pitfall:†Sometimes talented equals forget that the key to their job is coordination, which often means letting someone else lead. And sometimes talented people come to believe that being a prima donna makes one more talented.

Fellow travelers:†This is a group of people with similar goals, approaches and perceptions. As a result, the boss can say, "use your best judgment" and the right thing happens. This group is led more than managed. The good news is that it's possible to train people to see and to care.

The pitfall:†this isn't fast, easy or cheap. Businesses often fail to spend the time and money to recruit, hire and train fellow travelers, instead, hiring what they can and then being disappointed when they try to lead.

Industrialized employees:†These are cogs in the system, people who want to be told what to do, who are hired and trained to obey. These are jobs that get outsourced or people who work cheap. This team needs a manager, a manager patient enough to instruct, teach and measure.

The pitfall:†Sometimes the boss is also busy getting new business, inventing new products and generally engaged outside the organization. As a result, he is hoping that he's the leader of fellow travelers, but of course he never built that organization, so he's disappointed, over and over.



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Feb 26, 2016 11:15 amre: Seth Godin - Collection#

Paul Finkelstein

Intuition†

That's what people call successful decision making that happens without a narrative.

Intuition isn't guessing. It's sophisticated pattern matching, honed over time.

Don't dismiss intuition merely because it's difficult to understand.†You can get better at it by practicing.



Brief intro about my biz http://www.youtube.com/watch?v=C0qEEzHmacs
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Feb 29, 2016 12:30 pmre: Seth Godin - Collection#

Paul Finkelstein

The irrational thing about trust†

The obvious and rational equation is that being trustworthy plus being transparent will lead you to be trusted. Verification of trustworthiness should lead to trust.

This makes sense. Being trustworthy (acting in a way that's worthy of trust) plus being transparent so that people can see your trustworthinessóthis should be sufficient.

How then, do we explain that brands like Coke and Google are trusted? The recipe is secret, the algorithm is secret, and competitors like DuckDuckGo certainly act in a more trustworthy way.

In fact, trust often comes from something†very different. It's mostly about symbols, expectations and mystery.

Consider the relationship you might enter into†if you need surgery. You trust this woman to cut you open, you're putting your life in her hands... without the transparency of seeing all of her surgical statistics, interviewing all previous patients, evaluating her board scores.

Instead, we leap into surgery on the basis of the recommendation from one doctor, on how the office feels, on a few minutes of bedside manner. We walk away from surgery because of a surly receptionist, or a cold demeanor.†

The same is true for just about all the food we eat. Not only don't we visit the slaughterhouse or the restaurant kitchen, we make an effort to avoid†imagining that†they†even exist.

In most commercial and organizational engagements, trust is something we want and something we seek out, but we use the most basic semiotics and personal interactions to choose where to place our trust. And once the trust is broken, there's almost no amount of transparency that will help us change our mind.

This is trust from ten thousand years ago, a hangover from a far less complex age when statistical data hadn't†been conceived of, when unearthing history was unheard of. But that's now hard-wired into how we judge and are judged.

Quick test: Consider how much you trust Trump, or Clinton, Cruz or Sanders, Scalia or RBG. Is that trust based on transparency? On a rational analysis of public statements and private acts? Or is it more hunch-filled than that? What are the signals and tropes you rely on? Tone of voice? Posture? Appearance? Would more transparency change your mind about someone you trust? What about someone you don't? (Here's a fascinating story on that topic, reconstructed and†revealed).

It turns out that we grab trust when we need it, and that rebuilding trust after it's been torn is really quite difficult. Because our expectations (which weren't based on actual data) were shown to be false.

Real trust (even in our modern culture) doesn't always come from divulging, from providing more transparency, but from the actions that people take (or that we think they take) before our eyes. It comes from people who show up before they have to, who help us when they think no one is watching. It comes from people and organizations that play a role that we need them to play.

We trust people based on the hints they give us in their vocal tones, in the stands they take on irrelevant points of view and yes, on what others think.

Mostly, people like us trust people like us.

The mystery that exists in situations without full transparency actually amplifies those feelings.

I'm worried about two real problems, each†worse than the other:

a. The trustworthy person or organization that fails to understand or take action on the symbols and mysteries that actually lead to trust, and as a result, fails to make the impact they are capable of.†

b. The immoral person or organization who realizes that it's possible to be trusted without actually doing the hard work of being trustworthy.

We may very well be moving toward a world where data is the dominant way we choose to make decisions about trust. In the meantime, the symbols and signals†that mesh with our irrational worldviews continue to drive our thinking.



Brief intro about my biz http://www.youtube.com/watch?v=C0qEEzHmacs
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Mar 01, 2016 12:28 pmre: Seth Godin - Collection#

Paul Finkelstein

Reading between the lines

If you've ever been rejected (grad school, an article submission, a job) you may have spent some time analyzing the rejection letter itself, reading between the lines, trying to figure out why you were actually rejected.

The thing is, there's almost nothing written between lines.

People rarely say what they mean when they reject you. It's just not worth the risk. Not worth saying, "I'm filled with fear about taking this sort of chance on you." Not worth the blowback of saying, "you're a miserable writer, the bane of my existence, and you will never amount to anything." It'll just come†back to haunt them.

And of course, if you do read that sort of apparently honest screed in a rejection letter, it's just as likely to be about the writer as it is about you and your work.

Make a pile of the thousands of rejection letters that successful people have received over the years and analyze them for insights and patternsóyou won't find much of use.

Short version: You got rejected. The words and the tone of the rejection aren't going to tell you much, and every moment you spend dissecting them is a way to hide from the real work of making something that will resonate†tomorrow.

If you really want to know why someone didn't like your work, you're going to have to put a lot more effort into it understanding the person who rejected you. Reading the tea leaves in the rejection letters and one-star reviews is pretty worthless.


Brief intro about my biz http://www.youtube.com/watch?v=C0qEEzHmacs
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Mar 02, 2016 12:09 pmre: Seth Godin - Collection#

Paul Finkelstein

"Will this be on the test?"

There, in six words, is one of the†worst questions†any educator can hear.

It lays bare, in a simple question, the motivations, the structures and the flaws of the traditional educational paradigm. The test is a stick, the grade (and the degree) are the carrot, and compliance is the process.

I just published a longMedium postabout how this mindset was the unseen standard as educators moved online, and why it canít work (and what we can do about it.) I hope you'll take a minute to check it out.


Brief intro about my biz http://www.youtube.com/watch?v=C0qEEzHmacs
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Mar 03, 2016 11:44 amre: Seth Godin - Collection#

Paul Finkelstein

The front row culture

The group files into the theater, buzzing. People hustle to get to the front row, sitting side by side, no empty seats. The event starts on time, the excitement is palpable.

The other group wanders in. The front row is empty and stays that way. There are two or even three empty seats between each individual. The room is sort of dead.

In both cases, the CEO or the guest speaker is going to address the group for an hour. But the two groups couldn't be more different.

The first organization sees possibility, the second sees risk and threat. The first group is eager to explore a new future, the second group misses the distant past.†

The truth is this: it's possible to hire for, train for and lead a front-row organization. And if you merely let entropy take over, you're going to end up with the second, lesser, failing organization instead.

Worth saying this as clearly as possible: The culture, the choice of front row or back row, is a choice. It's the result of investment and effort.

Where would you rather work?


Brief intro about my biz http://www.youtube.com/watch?v=C0qEEzHmacs
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Mar 04, 2016 12:36 pmre: Seth Godin - Collection#

Paul Finkelstein

Special orders don't upset us†

You ask the waiter to bring you the mackerel, but without the teriyaki glaze. He says, "the menu says no substitutions, I'm sorry."

There's absolutely nothing wrong with running an establishment around the idea that it is what it is, here it is, you can have it if you want to buy it.

You ask the waiter to bring you the mackerel, but without the teriyaki glaze. He says, "Certainly. Is there anything else I can offer to make it even more to your liking?"

Again, that's a fine strategy. It recognizes that eating out is a choice, and that this establishment is in the business of treating different people differently.

Do you know what's not okay? "Well, we don't like to do this, but just this one time, I'll ask the chef, but I hope it's the only thing you want changed."


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Mar 05, 2016 11:41 amre: Seth Godin - Collection#

Paul Finkelstein

On saying "no"†

If you're not proud of it, don't serve it.

If you can't do a good job, don't take it on.

If it's going to distract you from the work that truly matters, pass.

If you don't know why they want you to do this, ask.

If you need to hide it from your mom, reconsider.

If it benefits you but not the people you care about, decline.

If you're going along with the crowd, that's not enough.

If it creates a habit that costs you in the long run, don't start.

If it doesn't move you forward, hesitate then walk away.

The short run always seems urgent, and a moment where compromise feels appropriate. But in the long run, it's the good 'no's that we remember.

On the other hand, there's an imperative to say "yes." Say yes and build something that matters.


Brief intro about my biz http://www.youtube.com/watch?v=C0qEEzHmacs
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Mar 06, 2016 12:54 pmre: Seth Godin - Collection#

Paul Finkelstein

Listening to smart vs. I'm with stupid†

In what areas have you found that you benefit from listening to someone who's really smart about the decision you need to make?

Not a self-appointed expert, but someone with experience, patience and maturity, someone who's been educated in the field, practiced in it, someone who understands the history and the mechanics of what's on offer...

Certainly, most of us would agree that in areas like removing a tumor, investing a nest egg or even baking a loaf of bread, listening to these folks is the way to go. Ignoring†all†of them is foolhardy.

Sometimes, in our search for the new thing, we mistakenly grab the foolish thing instead. "I'm with stupid."

Challenging the status quo and going against all the the traditional rules of thumb is a great way to take a leap. But that sort of leap needs to be a portfolio play, part of a larger arc, not a matter of life and death, not the last spin of the wheel you're going to get if you're wrong.

[Worth noting that plenty of smart people shunned Semmelweis, Lovelace†and Alan Kay. But not†allof the smart people.]

By all means, take these intellectual risks. But not when you're skydiving. Being uninformed doesn't make you a renegade. It merely makes you uniformed.


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Mar 07, 2016 12:26 pmre: Seth Godin - Collection#

Paul Finkelstein

The dominant narrative†

Life is filled with nuance.

Our ability to perceive things, not so much.

We come up with a story (about an organization, a person, a situation) and all the data that supports it, we notice, and the nuance we discount or ignore.

So, if you believe that Whole Foods is expensive, you won't notice the items that are a little cheaper, but the overpriced things that confirm your narrative will be obvious.

If you believe that your boss is cold-hearted, you'll gloss over the helpful moments and remind yourself of the other times.

We engage in this narrative and people do it to us as well, and to our brands and our institutions, all the time. Insisting that they see the whole truth isn't going to be a productive strategy.

It's easy to pretend that the dominant narrative is insightful, based in reality and in sync with what we wish it was. Denying it doesn't make it go away, though.

We can't easily change the dominant narrative that people have about us, we certainly can't do it by insisting that our customers or colleagues bring more nuance to the table.

Instead, we can do it through action. Vivid, memorable interactions are what people remember. Surprises and vivid action matter far more than we imagine, and we regularly underinvest in them.


Brief intro about my biz http://www.youtube.com/watch?v=C0qEEzHmacs
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Mar 10, 2016 12:30 pmre: Seth Godin - Collection#

Paul Finkelstein

Give up and go up goals

You will benefit when you tell lots of people your give up goals. Tell your friends when you want to give up overeating or binging or being a boor. Your friends will make it ever more difficult for you to feel good about backsliding.

On the other hand, the traditional wisdom is that you should tell very few people about your go up goals. Don't tell them you intend to get a promotion, win the race or be elected prom king. That's because even your friends get jealous, or insecure on your behalf, or afraid of the change your change will bring.

Here's the thing: If that's the case,†you need better friends.

A common trait among successful people is that they have friends who expect them to move on up.


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Mar 19, 2016 1:08 pmre: Seth Godin - Collection#

Paul Finkelstein

No choice

That's an easy mistake to make and a tempting trap to fall into.

It's unlikely you have no choice. More likely: There's no†easy†choice. No safe choice that also embraces your potential. No choice you can make that doesn't cause short-term misery in exchange for a long-term benefit.

When we say we have no choice, we feel trapped and we are powerless. That's no way to do our work every day.

Do it or don't do it. It's up to you.


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Mar 25, 2016 12:33 pmre: Seth Godin - Collection#

Paul Finkelstein

"I agree in principle..."

"But in practice, I'll need to be more hard-hearted, practical, selfish, mass-oriented, short-term, callous..." Principles, it seems, are for other people.

Because business is business.

Because my boss won't let me.

Because he'll never get elected.

Because we've never done it that way.

Because the buyer will never take it for the store.

Because it's too risky.

Because I'm under a lot of pressure.

Because I'm afraid.

Principle, of course, is for us, not only for other people. One of the great privileges of not living on the edge of disaster is that we have the ability to act on our principles.†

The hard part is realizing that it's never the edge of disaster, and that the long run is always shorter than we imagine.


Brief intro about my biz http://www.youtube.com/watch?v=C0qEEzHmacs
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Mar 26, 2016 11:23 amre: Seth Godin - Collection#

Paul Finkelstein

Hacking reciprocity†

We're wired to return the favor. When someone opens a door for us, our instinct is to hold the next door for them.

This generous response has led some marketers to aggressively take advantage. They do a favor for someone and then reap the benefits when the favor is returned. All under the guise of, "I'm helping other people."

ďHelping other peopleĒ is not what they're†doing.

What they're†doing is hacking reciprocity as a tool to help them†get what they†want. They're†trading favors.

Some people have had success with this, but please donít denigrate the very human activity of actually helping others by conflating it with trading favors.

If you want to help other people, go help them. Without regard for credit or for what you get in return.


Brief intro about my biz http://www.youtube.com/watch?v=C0qEEzHmacs
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Mar 29, 2016 8:42 pmre: Seth Godin - Collection#

Paul Finkelstein

Big questions before little ones

 

Don't finalize the logo before you come up with a business plan that works.

Don't spend a lot of time thinking about your vacation policy before you have a product that people actually want to buy.

There are endless small details to get right before you have something that you're truly proud of. No doubt about it. But there are frightening and huge holes in any bridge to the future, and until you figure out how to get across, I'm not sure it matters if you have a typo on page 4.

Hiding takes many forms. Inappropriate attention to detail is a big one, because it feels like a responsible thing to do. 

By all means, get it right. Get it right the first time. Successful makers of change embrace the hierarchy of importance, though, and refuse to engage with a fight about right when it's vitally important to focus on important instead.



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Mar 30, 2016 10:01 amre: Seth Godin - Collection#

Paul Finkelstein

Time for a new model? 

 

Human beings are prediction machines. Successful humans skate to where the puck is going to be, predict what's going to happen next, have an inkling of what's to come.

We do this by creating models. A really good model is a theory, a testable method for asserting what's going to happen next under certain conditions--and being right.

The pundits have models, of course. In writing about this one, the Times admits that they've been consistently wrong--in both directions--with their predictions. But rather than acknowledging that they have a broken model, they persist.

The thing is, when your model doesn't match reality (when you have trouble predicting how your investments will do, whether a sales call will resonate, whether a presentation will work, whether a new hire will work out) it's tempting to blame reality.

Consider that it might be much more effective to get a better model instead.



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Mar 31, 2016 11:19 amre: Seth Godin - Collection#

Paul Finkelstein

 

Considering the nocebo 

 

The letter to the co-op board sounds likely enough. The tenant is up in arms because air fresheners and other common household odors are seeping into the writer's apartment, giving him severe migraines. What to do about this chemical onslaught?

There's no doubt that these odors are giving the letter writer a debilitating headache, but also little doubt that there isn't a likely double-blind, testable, organic chemistry cause to the headache only in this setting. 

The migraine in this case, like many things that bother us, is caused by a nocebo.

A nocebo is a placebo that makes things worse.

In this case, the lack of control over his home, the unwelcome and unasked for odors, are making him feel trapped, and thus annoyed, and angry, and so they lead to a headache. It's pretty clear to most of us that if that very same bundle of molecules wafted in the door when the clever and happy grandson came to visit, there would be no problem. 

Of course the nocebo is real. And eliminating it is a great way to improve your life or the lives of your customers.

The TSA intentionally brings a nocebo to the airport, stressing out innocent travelers. And schools know precisely how to raise the blood pressure of stressed out students. In many situations, loud noises, uncomfortable seats, moments of lost control... these create actual physical discomfort.

We can use the nocebo to give you a headache, a backache, or even a chronic degenerative disease...

But you don't remove the nocebo with medical tests. You remove it with a better story, with a situation that makes us feel powerful and in control, with a setting and a narrative that gives us agency and dignity. 


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Apr 01, 2016 11:38 amre: Seth Godin - Collection#

Paul Finkelstein

 

Actually, the truth isn't up to them 

 

There it is, in black and white, on page 782, between gullet and Gulliver. Actually, it's notthere, which is cause for worry. In the brand new fifth edition of the classic American Heritage Dictionary, the word 'gullible' is missing.

A significant defect.

Clearly, they need to recall all of the books they've already printed.

Sandy Williams, head of the division at Houghton Mifflin that publishes the book, was clearly working hard to avoid the cost of a recall. "It turns out," he was quoted as saying, "that our lexicographers found some significant evidence that cast doubt on whether or not it's even a word. We decided, in an abundance of caution, to leave it out of this edition."

That's the warning sign... when the rationale/logic/story happens after you've decided what you want to do, not before.

This relentless reframing of the truth into something else causes us to not ask the right questions, it prevents us from understanding our options, and from making smart choices. As soon as we say the truth is relative, and shiftable, and a matter of opinion, we lose the power that comes from knowing.

Just because a leader can gain power or influence by denying a truth isn't sufficient reason for you to follow him.

The irony runs deep. People claiming that they care about health have held vaccines back from their kids, re-introducing dangerous diseases to their childhood.

People insisting that they care about education run to join school boards and then work to introduce mythology to children instead.

The world is not flat. Gullible actually is a word. The ice is melting. The world is not 5,000 years old. Stevie Wonder, is, unfortunately, blind.

In a culture where con men, hucksters and others desperately seeking power and influence have decided that they can profit by making truth seem relative, we're in danger of every day becoming the first of April.

Gravity's not just a good idea, it's the law.  


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Apr 01, 2016 8:22 pmre: Seth Godin - Collection#

Paul Finkelstein

The choke points

 

You might not be reading this. Or the blog I sent out early today. And you might not be getting those other newsletters you subscribed to.

Google also automatically moves many Mailchimp newsletters to your promo folder in gmail. As well as airline alerts, school newsletters and more. Without asking you first. Plenty of babies in that bathwater. This error violates the do-not-harm principle... If people trust you to deliver their email, then deliver it.

And now they've chosen to go further, and put some of the blog posts you were waiting for in your spam folder, which is the deepest of black holes. No joke.

I hope you'll agree that my blog isn't spam.

The irony is not lost on me.

If this was just about my blog, it would be a petty rant by a long-time blogger. But of course, the land grab is a persistent erosion. Do we need spam filters? No doubt about it. Selfish marketers keep pushing the envelope. 

Google's spam filter is a revelation, it's free and it works, most of the time. The challenge they face, though, is when they start to ratchet up what they filter. The number of things you are counting on getting by email keeps going up, and we need to be able to count on this medium to keep us informed.

There have always been gatekeepers. Martha Stewart decides who gets into the magazine. Steve Case got to decide who got on the front page of AOL. Apple controls the app marketplace by controlling what gets featured in the app store. This is one way gatekeepers create value--the editorial and focus decisions complement the advertising and increase subscriptions. But it also makes it harder for new voices to be heard.

Modern organizations, like Facebook and Google, have set themselves apart as post-gatekeeper platforms, but of course, they're not, particularly Google. Google profits by putting its own pages higher than those of companies that aren't paying to be there. Google benefits when organizations need to buy ads in order to get through to people who might not see their message, even if they have permission.

If you're not paying, you and your attention are the product.

People who create content are spending more and more time figuring out how to alter their messages to get past the filters that are being erected between their readers and their creations. Which is a shame.

Yes, this is a rant. I'm also hoping you'll take a minute to groom your promo and spam filters for all the other stuff that's hidden there. And that you'll subscribe to your favorite blogs by RSS, because it's mostly uninterrupted by people who'd rather you didn't get what you were hoping for. Just you and the blogs you want to get.

My feed is here, and Feedly is easy and free.

/rant.



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Apr 02, 2016 11:23 amExcellent message/ Push HOME - END key to very bottom/ Seth Godin - Collection#

Paul Finkelstein

 

All the events you weren't there to control... 

 

Yesterday, thousands of people got married. Just about every one of these weddings went beautifully. Amazingly, you weren't there, on-site, making sure everything was perfect.

Last week, a letter to investors went out from the CFO of a hot public company. It was well received. Yes, it's true, you didn't review it first, but it still worked.

And just the other day, someone was talking about the product you created, but she didn't ask you about it first. That's okay, because the conversation went fine.

When we're in the room, it's really difficult to sit back and let other people do their work, because we know we can make it better, we know the stakes are incredibly high, we know that we care more than anyone else. More often than not, we give in to temptation and wrest away control. And often, we make things better. In the short run.

Caring matters. Your contribution makes things better. But when the need for control starts to get in the way of your people doing their best work, caring about their craft and scaling their efforts, and when the need for control starts to make you crazy, it might be worth thinking about that wedding in Baton Rouge that went just fine without you. 


Brief intro about my biz http://www.youtube.com/watch?v=C0qEEzHmacs
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Apr 03, 2016 1:25 pmre: Seth Godin - Collection#

Paul Finkelstein

Treating your talk as a gift 

 

In a few weeks, Chris Anderson's much awaited book on TED Talks comes out. I've just finished reading it, and it's well worth a pre-order. When Chris took the leap 11 years ago and published the first online TED talks, he fundamentally changed the way we consume (and thus give) presentations. Today, it might seem obvious, but sharing these talks online the way he did was a very big leap, and a brilliant idea.

The bullet point, long endangered, was now dead. Even if you're not planning to give a TED talk any time soon, his book will give you a structure for how we present to groups today. It masterfully weaves and connects lessons from hundreds of talks, including speakers from every walk of life and just about everywhere in the world.

For the last 13 years, TED talks have punctuated my career. It's a privilege and a challenge to be given that platform, and I'm grateful (and a little awed) by the opportunity. The biggest concept in Chris's book is essential: Every talk is a gift.

Here's a quick look back at the five I've given...

My newest (and shortest) TED talk is still in the vaults. I had three minutes on-stage, and discovered that the 45-slide (one every three seconds) bangbang approach that I had practiced was going to be impossible. With two days to go, I called an audible, and spent 48 hours brainstorming and developing a new talk just before I gave it. I turned it into this blog post.

When you haven't grooved the mental pathways by giving a talk a hundred times, the experience of giving a talk to an esteemed audience is, at least for me, enervating and energizing at precisely the same time. I feel like I'm using my sinews and ligaments, not just my muscles, digging deep to remember what comes next, while simultaneously watching the clock and my audience.

This is a high risk/high reward approach. The best talks work when they open doors and turn on lights for the audience... it's about them, not the speaker's experience. A gift you took the time to create.

My favorite TED talk has never been featured on the TED site. It has no slides, and I gave it exactly one time. This is my version of flying without a net, of being totally present onstage, because it's fresh for me and for the audience. (The first riff is totally improvised, it occurred to me as I walked on stage). The rest of the talk represents more than a few hundred hours of research and practice.

I hope that every teacher and every parent has a chance to argue about this one, that's why I wrote Stop Stealing Dreams. The book is free and so is the talk, below:

 

 

 

My funniest TED talk wasn't even given at TED. I did it for Mark Hurst's fantastic GEL conference, and like the Stop Stealing Dreams talk, I have only given it once. It's hard to describe the mix of fear and thrill that happens when they're recording a practiced talk that's brand new to the world... sometimes it doesn't work, but in this case, the audience really came through for me--and yes, the audience matters. I'm not crazy about my haberdashery choices here, but that's what happens when you're busy focusing on something else.

 

 

 

My most popular TED talk is the first one I gave, in Monterey, before TED videos were a thing, when the audience was much smaller and I had no idea I'd be on camera (In Chris's book, Barry Schwartz remembers doing his talk in a t-shirt and shorts. Yes, it turns out that revolution is being televised). This is a marketing talk for an audience that actively resisted the idea of marketing, and it was very early in my career as a speaker. I think many of the ideas hold up well here, and I won't make any apologies about it being my first TED...

The best TED attendees are doing work that's worth sharing, that's worth talking about. My mission in this one (and the next) was to talk directly to the people in the room and say, "look, if it's worth devoting your life to, and it's worth changing the world for, perhaps it's also worth stepping up and saying, 'here, I made this' in a way that spreads." 

 

And my most polished TED talk almost didn't work. Walking onstage, I discovered that Herbie Hancock's piano was sitting right where I was intending to stand. I'm a bit of a wanderer, but hey, it's Herbie Hancock. Meanwhile, the big clock is ticking, and there's not a lot of free time to consider options. A few minutes into the talk, you'll see that I pull out a light bulb. That bulb was actually a custom made magic trick, a 200 watt bulb that was supposed to light up when I touched it. There was no reason at all for this to happen, it was totally irrelevant to my talk, but I thought it would be fun, so I found a guy to build it for me. Alas, when I touched it, it didn't light up. Live theatre! 

One thing I'm proud of is that many of these talks, particularly this one, make people uncomfortable. I'm trying to create tension between what's there and what could be, between what we do and what we could do. Thanks for watching. Even better, thanks for leading.

Time for you to give your talk. The stage doesn't matter, the gift does.



Brief intro about my biz http://www.youtube.com/watch?v=C0qEEzHmacs
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Apr 04, 2016 11:26 amre: Seth Godin - Collection#

Paul Finkelstein

 

More powerful than you know 

 

I think that's always been a little true, but now it's a lot true.

Everyone reading this has an enormous amount of power.

Cultural power, mostly. The ability to speak up, to paint a picture of a different way, to share words and images with those that care to hear them.

But also the power of connection. The power to find people who need to know each other and help make magic happen.

When we combine leadership (the leadership of ideas) with organization (the organization of people) we create the fabric of our culture, and our culture determines our future.

It's far easier to worry and gripe about insufficient authority, about those that would seek to slow us down, disrespect us or silence us.

But we live in a moment where each of us has the power of influence. What will you do with it? 


Brief intro about my biz http://www.youtube.com/watch?v=C0qEEzHmacs
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Apr 14, 2016 10:47 amre: Seth Godin - Collection#

Paul Finkelstein

 

The foggy mirror 

 

Most people can't resist a mirror. It makes the wait for an elevator more palatable, and we can't help checking--how do I look?

In many ways, though, this is futile, because we can never know how we look through other people's eyes.

No one else has lived your life, heard all of your jokes, experienced your disappointments, listened to the noise in your head. As a result, no one else sees you (and your actions) quite the way you do.

And, to magnify the disconnect, every single person has their own narrative, so even when two people see you at the same time, they have different interpretations of what just happened, what was just said.

The same goes for brands and organizations. No one has experienced your brand or your product the way you have. They don't know about the compromises and choices that went into it. They don't understand the competitive pressures or the mis-steps either.

Even the best quality mirror tells you very little. It doesn't make a lot of sense to focus on this sort of grooming if you want to understand what customers or friends are going to see. Far better to watch what they do.

(But yes, you do have a little green thing stuck in your teeth). 


Brief intro about my biz http://www.youtube.com/watch?v=C0qEEzHmacs
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Apr 21, 2016 2:40 pmre: Seth Godin - Collection#

Paul Finkelstein

Processing feedback

 

This is one of the most important untaught skills available to each of us.

Three times in a row, a salesperson is rejected by one prospect after another.

A customer complains to a company that its website is not working with her browser.

An editor rejects the manuscript from a first-time novelist...

What to do?

How do we deal with the troll who enjoys creating uncertainty? Or the person carrying around a bagful of pain that she needs to share? How do we differentiate between constructive, useful insight and the other kind? How do we decide which feedback is actually a clue about how our core audience feels, and which is a distraction, a shortcut on the road to mediocre banality?

If you listen to none of the feedback, you will learn nothing. If you listen to all of it, nothing will happen.

Like all life skills, there's not a glib answer.

But we can definitely ask the questions. And get better at the art of listening (and dismissing). 

The place to start is with two categories. The category of, "I actively seek this sort of feedback out and listen to it and act on it." And the category of, "I'm not interested in hearing that." There is no room for a third category.



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Apr 26, 2016 11:12 amre: Seth Godin - Collection#

Paul Finkelstein

 

Perfect; could be better 

 

When we run a new session of the altMBA, we ask each student to write a short bio and submit a picture.

A week later, we share the nicely laid out PDF with the extraordinary class that has been assembled and then give people a week to update their bio for mistakes, etc.

Inevitably, the bios (and the photos) get better. A lot better.

It's not because people didn't try the first time. It's because being surrounded by people on the same journey as you causes you to level up.

Your path forward is pretty simple: Decide on your journey and find some people who will cause you to level up.

There are only two sessions left in 2016 for the altMBA, then we're done for the year. Check out the new application here.

 

If you're curious as to what we teach, here is some feedback from our alumni:

altMBA helped remind me that you are never too busy to do work that truly matters.  Clarissa Finks, altMBA3, Burton Snowboards

The altMBA taught me that there is no limit on empathy, or its positive and powerful application in business.  Matt Hill, altMBA3, National Parks at Night

Before the altMBA, I thought I was alone and that I needed other people’s help to succeed. After the altMBA, I know that I am not alone and that the right people will succeed with me.  Thejus Chakravarthy, altMBA4, Korin

The altMBA taught me that it is my turn to speak up about things that matter, that changing the world can start with me. Heatherlee Nguyen, altMBA3, Optum (UnitedHealth Group)

The altMBA taught me that fear is not an excuse, and helped me learn how to silence my lizard brain. I am more confident, lighter, and confident in my ability to create the change in the world that I want to see. I was a dreamer, now I am a doer.  Alexa Rohn, AltMBA4, alexarohn.com

altMBA taught me that every decision, be it to ship, to sell, to connect or to understand another is rooted in emotion. The more you understand those emotions the better your product, pitch, friendship and leadership will resonate.   Alicia Johnson, altMBA4, City of San Francisco Emergency Management

The altMBA taught me that opportunity is a decision and it’s mine to make.  Derek W. Martin, altMBA1, tuba

altMBA taught me the value of real and thought-out feedback.  Cory Boehs, altMBA1, Kool Foam

(Links for affiliation only).
 
 
 


Brief intro about my biz http://www.youtube.com/watch?v=C0qEEzHmacs
http://www.GrandBusinessGroup.com Let's connect here at GBG online
SOUTH FLORIDA and Your city too
Contact me 866-443-0873 about Toastmasters OR GBG

[Topic Closed to Replies]

Private Reply to Paul Finkelstein

Apr 29, 2016 10:29 amre: Seth Godin - Collection#

Paul Finkelstein

Closing the gate†

Sooner or later, tribes begin to exclude interested but unaffiliated newcomers.

It happens to religious sects, to†surfers†and to online communities as well. Nascent groups with open arms become mature groups too set in their ways to evangelize and grow their membership, too stuck to engage, change†and thrive.

So much easier to turn someone away than it is to patiently engage with them, the way you were welcomed when you were in their shoes.

There are two reasons for this:

  1. It's tiresome and boring to keep breaking in newbies.†Eternal September, the never-ending stream of repetitive questions and mistakes can wear out even the most committed host. Your IT person wasn't born grouchy--it just happens.
  2. It's threatening to the existing power structure. New voices want new procedures and fresh leadership.

And so, Wikipedia has transformed itself into a club that's not particularly interested in welcoming new editors.

And the social club down the street has a membership with an average age of 77.

And†companies that used to grow by absorbing talent via acquisitions, cease to do so.

This cycle isn't inevitable, but it takes ever more effort to overcome our inertia.

Even if it happens gradually, the choice to not fight this inertia is still a choice. And while†closing the gate can ensure stability and the status quo (for now), it†rarely leads to growth, and ultimately leads to decline.

[Some questions to ponder...]

Do outsiders get the benefit of the doubt?

Do we make it easy for outsiders to become insiders?

Is there a clear and well-lit path to do so?

When we tell someone new, "that not how we do things around here," do we also encourage them to learn the other way and to try again?

Are we even capable of explaining the status quo, or is the way we do things set merely because we forgot that we could do it better?

Is a day without emotional or organizational growth a good day?


Brief intro about my biz http://www.youtube.com/watch?v=C0qEEzHmacs
http://www.GrandBusinessGroup.com Let's connect here at GBG online
SOUTH FLORIDA and Your city too
Contact me 866-443-0873 about Toastmasters OR GBG

[Topic Closed to Replies]

Private Reply to Paul Finkelstein

May 05, 2016 11:33 amre: Seth Godin - Collection#

Paul Finkelstein



The most common b2b objection (and the one we have about most innovations)

You'll never hear it spoken aloud, but it happens all the time, particularly when you're selling something new, something powerful, something that causes a positive change:

"You're right, but we're not ready."

This is what people felt about the internet, about word processors, about yoga pants...

When you think this is going on, the answer isn't to be more 'right'. The answer is to figure out how to help people be more 'ready'.

PS I'm doing an AMAAA (ask me anything about the altMBA) today at†3†pm†NY time.

Find out more bysubscribingto†the altMBA†newsletter today and we'll send you†all the details about the info session.


Brief intro about my biz http://www.youtube.com/watch?v=C0qEEzHmacs
http://www.GrandBusinessGroup.com Let's connect here at GBG online
SOUTH FLORIDA and Your city too
Contact me 866-443-0873 about Toastmasters OR GBG

[Topic Closed to Replies]

Private Reply to Paul Finkelstein

May 12, 2016 10:48 amSeth Godin - Collection - Go to Part II to continue this thread#

Paul Finkelstein


This got too long.
Sorry.
The following thread will continue my fav Seth thought provoking collection:
http://www.ryze.com/posttopic.php?topicid=1095772&confid=3683

Enjoy!


P



Brief intro about my biz http://www.youtube.com/watch?v=C0qEEzHmacs
http://www.GrandBusinessGroup.com Let's connect here at GBG online
SOUTH FLORIDA and Your city too
Contact me 866-443-0873 about Toastmasters OR GBG

[Topic Closed to Replies]

Private Reply to Paul Finkelstein

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