The story is everywhere, and it’s so cool: Fede Alvarez spends $300 to make a four-minute short film, which is picked up by Hollywood director Sam Raimi (Spiderman, among others) for $30 million.
So which millions matter? Sure, Yahoo is hailing the fairy tale aspect of the money value of the deal.
But what about 3.2 million? At present, that’s the number of You Tube views for Fede’s upload of his film (plus another 500,000 or so of other related uploads). Viral. Hollywood bought a cool film with a substantial existing base of supporters.
* Reminds me of Christina Arbini’s recent article on 1st Turning Point, about the importance of promotion and marketing for pre-published authors.
* Reminds me of 90% of what’s shared by marketing masters Seth Godin and Chris Brogan.
* Reminds me of Boyd Morrison’s success on Kindle and Kindle Forum as a tipping point for selection by publishing giant Simon & Schuster.
* Reminds me of Chris Anderson’s clever free release of his book, Free: The Future of a Radical Price.
The new wave: establish a base, an audience, a constituency first and success follows.
Saturday, December 19, 2009
Friday, December 11, 2009
Feedback followup
As we’d discussed previously, it’s important to take a step back, assess, solicit feedback and consider consequences and what we can do better.
And so I was reminded recently of the human element in feedback and assessment in a couple scenarios:
* Two judges’ comments for the same essay, one with a rating of 51 out of 100, and the other with a rating of 82. The 51 rating criticized everything from the line spacing to the examples illustrated in the essay, to the style of the writing. Conversely, the 82 rating embraced those same examples and seemed enchanted by the style. Ironic, no?
* Two individuals had shared their frustrations with their performance level perceived by their supervisors. One was viewed as poor-quality by one supervisor and hailed as stellar by a new replacement supervisor just a month later – not good enough, then amazing. Another was informed that they were not sufficient caliber for a promotion and, days later, were pushed to apply for that same promotion and hailed as a bench candidate.
And of course there’s the famed account – was it true? – that one of Mozart’s critics complained that his work had “too many notes.”
So, whereas we must regularly solicit feedback, step back and assess; we must also always consider the human element embedded in that same feedback.
And so I was reminded recently of the human element in feedback and assessment in a couple scenarios:
* Two judges’ comments for the same essay, one with a rating of 51 out of 100, and the other with a rating of 82. The 51 rating criticized everything from the line spacing to the examples illustrated in the essay, to the style of the writing. Conversely, the 82 rating embraced those same examples and seemed enchanted by the style. Ironic, no?
* Two individuals had shared their frustrations with their performance level perceived by their supervisors. One was viewed as poor-quality by one supervisor and hailed as stellar by a new replacement supervisor just a month later – not good enough, then amazing. Another was informed that they were not sufficient caliber for a promotion and, days later, were pushed to apply for that same promotion and hailed as a bench candidate.
And of course there’s the famed account – was it true? – that one of Mozart’s critics complained that his work had “too many notes.”
So, whereas we must regularly solicit feedback, step back and assess; we must also always consider the human element embedded in that same feedback.
Saturday, November 21, 2009
Learning styles – are you being stubborn?
So I was analyzing the scoring and comments from participants of my recent workshop at Write on the Sound, and I was reminded again that there are several (probably many) learning styles. We approach information in our own way, we process communication differently, we are motivated by varying factors.
In short, we're different, and our learning reflects this. Woe to the teacher, mentor or presenter who doesn't take this differentiation into account.
Some learning styles:
* Visual: Exactly as it implies, there are those who need to see what they’re learning, whether examples, diagrams, or even the words themselves. It’s that last part that I find so interesting, that people will sometimes recall seeing the words written, rather than hearing them. Fascinating.
* Kinesthetic: Movers & shakers. Some need to move in order to learn. There was a great piece on this in John Medina's book, Brain Rules. Now, I've not had much success incorporating kinesthetic learning into workshops for young adults and adults because, frankly, participants can feel a bit insecure when they're asked to get up, walk around, or move otherwise during a presentation.
To vault this hurdle, I'm looking at utilizing beach balls or building blocks, so that people can be in some motion while they learn. A similar approach can be made for those artistic learners, that is, those who need to doodle or create in order to solidify their learning.
* Participatory: This is definitely my favorite and the learning style I reference most. Here’s the deal: when individuals are actively involved in their learning, the lesson sticks that much stronger. I love it, absolutely. Just like the don’t-give-a-fish-but-teach-to-fish, this learning style can take some time, and the presenter must be patient, oh but it’s so great.
Some motivations:
* Commitment: This might be tough to hear, but I've got to say it: just because you have something to teach, doesn't mean people are committed to learning it. Have people chosen to be taught by you via some sort of voluntary experience, like a workshop? Or have they been placed under your leadership or in your class? A dramatic difference indeed. Even those who choose you, why did they? Were you the better of two uniteresting options, or is there something in particular they're hoping to take away from your presentation?
* Scenario: I think we've discussed previously: people are multi-faceted, with dreams, disappointments, physical ailments and passions. Someone might come to you (or have been placed under your leadership) in a distracted state - ill, heartbroken, tired. This flows a bit from the previous bullet because sometimes - often? - people are unable to commit a sufficient portion of their brainpower to your leadership.
* Notches in the belt: sometimes the primary goal of individuals is a particular quantity of teachings, rather than learned knowledge. That is, some people "collect" workshops, teachings and mentors like others collect vintage guitars, sexy shoes, and books. Some of us are collectors, which is not to say anything negative - simply, it's a motivation.
So, thank you again to the participants of my Write on the Sound workshop - you were an absolute delight, and it was a pleasure to grow together with you.
Thanks also to Erin Vargo and Heather VanMouwerik - lots of great discussions on presentations and connecting with people.
In short, we're different, and our learning reflects this. Woe to the teacher, mentor or presenter who doesn't take this differentiation into account.
Some learning styles:
* Visual: Exactly as it implies, there are those who need to see what they’re learning, whether examples, diagrams, or even the words themselves. It’s that last part that I find so interesting, that people will sometimes recall seeing the words written, rather than hearing them. Fascinating.
* Kinesthetic: Movers & shakers. Some need to move in order to learn. There was a great piece on this in John Medina's book, Brain Rules. Now, I've not had much success incorporating kinesthetic learning into workshops for young adults and adults because, frankly, participants can feel a bit insecure when they're asked to get up, walk around, or move otherwise during a presentation.
To vault this hurdle, I'm looking at utilizing beach balls or building blocks, so that people can be in some motion while they learn. A similar approach can be made for those artistic learners, that is, those who need to doodle or create in order to solidify their learning.
* Participatory: This is definitely my favorite and the learning style I reference most. Here’s the deal: when individuals are actively involved in their learning, the lesson sticks that much stronger. I love it, absolutely. Just like the don’t-give-a-fish-but-teach-to-fish, this learning style can take some time, and the presenter must be patient, oh but it’s so great.
Some motivations:
* Commitment: This might be tough to hear, but I've got to say it: just because you have something to teach, doesn't mean people are committed to learning it. Have people chosen to be taught by you via some sort of voluntary experience, like a workshop? Or have they been placed under your leadership or in your class? A dramatic difference indeed. Even those who choose you, why did they? Were you the better of two uniteresting options, or is there something in particular they're hoping to take away from your presentation?
* Scenario: I think we've discussed previously: people are multi-faceted, with dreams, disappointments, physical ailments and passions. Someone might come to you (or have been placed under your leadership) in a distracted state - ill, heartbroken, tired. This flows a bit from the previous bullet because sometimes - often? - people are unable to commit a sufficient portion of their brainpower to your leadership.
* Notches in the belt: sometimes the primary goal of individuals is a particular quantity of teachings, rather than learned knowledge. That is, some people "collect" workshops, teachings and mentors like others collect vintage guitars, sexy shoes, and books. Some of us are collectors, which is not to say anything negative - simply, it's a motivation.
So, thank you again to the participants of my Write on the Sound workshop - you were an absolute delight, and it was a pleasure to grow together with you.
Thanks also to Erin Vargo and Heather VanMouwerik - lots of great discussions on presentations and connecting with people.
Sunday, November 15, 2009
Chef-ing and Marketing: same minds
So I've had an epiphany about a chef in my life: Kim Trulson and I have a strikingly similar approach to business and service. At first I was surprised that our respective careers in culinary services and marketing would coincide so smoothly, but now I totally get it.
* Clients: Chefs must keep their client base in mind always, catering to the needs and desires of their clients. A marketer might be skilled, but if they cannot produce the desired results, they've not been successful. A chef might make a glorious filet mignon, but if it's not a match to their client base, it's not a match.
Kim regularly polls her clients and listens to her servers to further innovate in creating her menus. A chef or marketer (with a few celebrity exceptions) cannot get too cocky or arrogant, demanding that their clients recognize their brilliance - the chef or marketer must always be strategic in response to the situation of their clients.
* Deadlines: Chefs have strict schedules (and marketers should). I remember a great interview on NPR about a cooking show on the Pentagon Channel, The Grill Sergeants. One of the Grill Sergeants said something to the effect of, "I have three no-fail missions daily."
Kim builds backwards from her deadline (mealtime) to ensure that each of the courses are prepared and ready, with enough of a cushion to both lessen waste while also being prepared for an influx of unexpected guests. Unfortunately, not enough marketers plan for and execute their deadlines - a great lesson to learn from chefs.
* Fire: Speaking figuratively, chefs and marketers are in a passionate business - their clients and colleagues each have a different vision of "what right looks like," and many adamantly so. Speaking literally, well, chefs are surrounded by fire (and I can't think of a positive scenario in which marketers are… though I’m sure some of you would disagree).
So, there it is - chefs and marketers. I didn't see it before, and now it feels so clear.
Kim, thanks for being such a great colleague - it's an honor to serve alongside you. I learn from you daily and am reminded to be better. Thank you, Kim.
* Clients: Chefs must keep their client base in mind always, catering to the needs and desires of their clients. A marketer might be skilled, but if they cannot produce the desired results, they've not been successful. A chef might make a glorious filet mignon, but if it's not a match to their client base, it's not a match.
Kim regularly polls her clients and listens to her servers to further innovate in creating her menus. A chef or marketer (with a few celebrity exceptions) cannot get too cocky or arrogant, demanding that their clients recognize their brilliance - the chef or marketer must always be strategic in response to the situation of their clients.
* Deadlines: Chefs have strict schedules (and marketers should). I remember a great interview on NPR about a cooking show on the Pentagon Channel, The Grill Sergeants. One of the Grill Sergeants said something to the effect of, "I have three no-fail missions daily."
Kim builds backwards from her deadline (mealtime) to ensure that each of the courses are prepared and ready, with enough of a cushion to both lessen waste while also being prepared for an influx of unexpected guests. Unfortunately, not enough marketers plan for and execute their deadlines - a great lesson to learn from chefs.
* Fire: Speaking figuratively, chefs and marketers are in a passionate business - their clients and colleagues each have a different vision of "what right looks like," and many adamantly so. Speaking literally, well, chefs are surrounded by fire (and I can't think of a positive scenario in which marketers are… though I’m sure some of you would disagree).
So, there it is - chefs and marketers. I didn't see it before, and now it feels so clear.
Kim, thanks for being such a great colleague - it's an honor to serve alongside you. I learn from you daily and am reminded to be better. Thank you, Kim.
Sunday, November 1, 2009
Remind me why you’re in business…
So I was involved in a fundraiser as a sponsor and wanted to use the opportunity to give away samples from a recently-opened local specialty drink company. I was prepared to make a sizeable purchase and share their collateral (a good offer, by most business standards). All I asked was a donated t-shirt for my prize basket. After a drop-by, a couple calls and no response, I went to another, more established local specialty drink company, who was pleased with the arrangement.
Surprised and disappointed indeed, the ironic piece is that, another sponsor at the fundraiser mentioned to me that he had wanted to partner with the same organization but they’d not responded to his query. Wow. How many times has this drink company turned down business?
So, I’ve been wondering why a business wouldn’t respond to a large-purchasing potential customer:
* Not in the process: If an organization is devoted to their regular-way-of-doing-things, sometimes it’s difficult to budge, even if it leads to more customers and profit.
* The No factor: We all know that it’s so much easier to say No, than to figure out a way to say Yes. Over the years I’ve seen so many potential leaders falter because they’re quick to cross things off their list: no, done, not applicable. Sure, it can be safe and tempting to decline, especially if it’s out of the ordinary, but couldn’t it extraordinary?
* Laziness: Okay, I don’t really mean lazy, but maybe the decision-maker isn’t really committed to the goals of the organization itself. It’s an important obstacle – sometimes we have the wrong people in place, or sometimes we don’t clarify our vision.
Surprised and disappointed indeed, the ironic piece is that, another sponsor at the fundraiser mentioned to me that he had wanted to partner with the same organization but they’d not responded to his query. Wow. How many times has this drink company turned down business?
So, I’ve been wondering why a business wouldn’t respond to a large-purchasing potential customer:
* Not in the process: If an organization is devoted to their regular-way-of-doing-things, sometimes it’s difficult to budge, even if it leads to more customers and profit.
* The No factor: We all know that it’s so much easier to say No, than to figure out a way to say Yes. Over the years I’ve seen so many potential leaders falter because they’re quick to cross things off their list: no, done, not applicable. Sure, it can be safe and tempting to decline, especially if it’s out of the ordinary, but couldn’t it extraordinary?
* Laziness: Okay, I don’t really mean lazy, but maybe the decision-maker isn’t really committed to the goals of the organization itself. It’s an important obstacle – sometimes we have the wrong people in place, or sometimes we don’t clarify our vision.
Sunday, October 25, 2009
Be prepared: Emergency preparedness
I mean, really, why prepare for an emergency (earthquake, tornado, etc)? It’s like this: why buy car or health insurance? Why keep a 401k or savings account?
I think you get my point: An emergency may not happen (we hope it doesn’t, but we know they do), but it’s better to prepare. My father sometimes says, "I buy insurance, hoping I never have to use it, hoping it’s a financial loss." I feel the same way about emergency preparedness.
Easy preparedness steps:
* Check out 3days3ways.org, a site maintained by King County in Washington State. Their mantra: Make a plan, Build a kit, Get involved.
* CPR / First Aid: 5 or so hours, and you may save a life (or lives). A relatively simple commitment. For my new career in senior living, I recently took a CPR / First Aid Certification class with Megan Maples (wow – she’s great).
* Crash kit: We keep a "crash kit" in our vehicle and in our home: food, first aid supplies, water, flashlights, radio. Easy. And keep that gas tank full (or at least fill it when it lowers to the 1/2 or 1/4 remaining mark). The last few years we’ve had difficult winter storms – one year, we’d lost power for 2-3 days; so batteries, canned food and charged batteries were a great help. And each winter, you hear of someone stuck in a snowstorm, having to survive for hours or days before help arrives.
So, am I being dramatic or extremist? No, I don’t think so. These are simple steps which may save a life, or keep you relatively comfortable in an emergency. Easy.
I think you get my point: An emergency may not happen (we hope it doesn’t, but we know they do), but it’s better to prepare. My father sometimes says, "I buy insurance, hoping I never have to use it, hoping it’s a financial loss." I feel the same way about emergency preparedness.
Easy preparedness steps:
* Check out 3days3ways.org, a site maintained by King County in Washington State. Their mantra: Make a plan, Build a kit, Get involved.
* CPR / First Aid: 5 or so hours, and you may save a life (or lives). A relatively simple commitment. For my new career in senior living, I recently took a CPR / First Aid Certification class with Megan Maples (wow – she’s great).
* Crash kit: We keep a "crash kit" in our vehicle and in our home: food, first aid supplies, water, flashlights, radio. Easy. And keep that gas tank full (or at least fill it when it lowers to the 1/2 or 1/4 remaining mark). The last few years we’ve had difficult winter storms – one year, we’d lost power for 2-3 days; so batteries, canned food and charged batteries were a great help. And each winter, you hear of someone stuck in a snowstorm, having to survive for hours or days before help arrives.
So, am I being dramatic or extremist? No, I don’t think so. These are simple steps which may save a life, or keep you relatively comfortable in an emergency. Easy.
Sunday, October 18, 2009
I love movies in a box in a convenient location: MovieCube!
MovieCube is, simply, brilliant: a vending machine for $1 movie rentals in convenient locations like grocery stores. Brilliant, no? There’s also Redbox.
My beloved and I love movies (particularly foreign films, good action / effects, and stupid comedies and definitely definitely documentaries), but we don’t like dropping dough. So, while we view most of our movies on loan from our library system, sometimes we’re in a pinch and want a flick, and so to the grocery store for a good deal. It’s efficient, convenient and cheap – I love that someone looked at how many live their lives and saw a way to create a simple business with a big effect.
And I'm not the only one: in researching this post, I discovered an entire fan site devoted to Redbox (though, the fan support appears to advocate sharing coupons for free rentals - not good for Redbox's gross margin).
But, back to another side of business: it appears that MovieCube might be closing many of its locations. There have been reports that MovieCube and Redbox were targeted by established "traditional" movie vendors. Certainly MovieCube pose a large threat: convenience, cost, and less market share for the established. The MovieCube locations I frequent are closing, and - capitalism or no - I'm disappointed to see they didn't make the cut.
My beloved and I love movies (particularly foreign films, good action / effects, and stupid comedies and definitely definitely documentaries), but we don’t like dropping dough. So, while we view most of our movies on loan from our library system, sometimes we’re in a pinch and want a flick, and so to the grocery store for a good deal. It’s efficient, convenient and cheap – I love that someone looked at how many live their lives and saw a way to create a simple business with a big effect.
And I'm not the only one: in researching this post, I discovered an entire fan site devoted to Redbox (though, the fan support appears to advocate sharing coupons for free rentals - not good for Redbox's gross margin).
But, back to another side of business: it appears that MovieCube might be closing many of its locations. There have been reports that MovieCube and Redbox were targeted by established "traditional" movie vendors. Certainly MovieCube pose a large threat: convenience, cost, and less market share for the established. The MovieCube locations I frequent are closing, and - capitalism or no - I'm disappointed to see they didn't make the cut.
Subscribe to:
Posts (Atom)
Posts
