dangerouslyawesome

For the last few months, I’ve been quietly been working on a new project. Actually, I’ve been working on the contents of the project for over 3 years now, but recently, I’ve been plugging it into a new framework.

Back in the fall, I was approached by David Hauser from Grasshopper with interest in helping him set up a new coworking space in Boston. David’s whole “empowering entrepreneurs to change the world” value statement for Grasshopper is clear alignment with coworking, far beyond the business proposition. Furthermore, on a very personal note, he might be the only person I’ve met in business who harps on core values as an operating model more than me.

I dig that.

David and I quickly made it past the superficial conversations about coworking spaces and got to talking about community, people, empowerment, higher purpose, and the big questions like “why” we do things the way we do them at IndyHall. David’s eyes went wide and I watched him “get it”. He said, “more people need to hear this, why haven’t you written it down?”

Fact is, I have written it down. Most of it, in fact. The problem was that it was all over the place. Blog posts on this site as well as IndyHall.org. Literally hundreds of posts to the Coworking Google Group. But no cohesive story arc unless you got me in a room and put a beer in my hand.

So we decided that it was valuable enough for David to get behind the project, not just for himself, but with the goal to create something that would help many others kick ass. The end result of the project be something with larger value.

And so, I began writing The Coworking Book.

Now before I go on to post the excerpt, I’m sure you’re asking,

“But what about everybody else that’s written about their experiences? Who the hell are you, one guy, to tell this story by yourself?”

If you’re not asking that question, you should be, because I asked myself the question long and hard before deciding how this project would take form.

Instead of thinking I could take on that task, I instead set out to write the framework. That’s it. I’m building a framework that we can hang ideas from, and to guide people in to coworking from whatever vantage point they are coming from.

I’m writing what I hope is a cohesive story arc that makes the content interesting, valuable, and somewhat linear. And I’m telling it from a single lens: my own.

That’s version 0.1. The alpha. My version. That’s what I’m releasing this week at SXSWi. I’m going to be taking time out of my schedule while in Austin to put the finishing touches on the work I’ve done so far, and to follow my own advice - just effing ship.

Beyond alpha

My plans for next steps are to begin something that begins to look like the communal composition of some of the oldest texts in history. I’ve decided that within the margins of each paragraph of each chapter of version 0.1, I’m inviting people to tell their stories.

Through their own lense.

There are going to be holes that need filling in. I need you to patch them. There are going to be disagreements on points of execution. We need to discuss them.

But in the framework I’ve constructed, there are always decision-guiding tools to make resolving disagreements simpler and to remove ego, including mine, from the end product.

All of the discussion that goes on in the margins will then be folded in to the primary text with some guidance and support of others. What others? My hope is that some people step up from the margins and want to become co-curators.

Addendum: For the coders in the room, think of the main text as the trunk, the commentary as patch submissions/pull requests, and the curators as “core team”. And lets not forget the ever growing user base that ultimately will want to use this tool because it helps them kick ass.

The tool we’ll be using to collaborate is actually built on top of Wordpress, it’s called Digress.it. It’s a plugin + a theme, and while it’s not perfect, it’s pretty badass. This sort of interface was largely inspired by the DjangoBook, the official book for the Django Project, a framework for the programming language Python. What’s important to me is that people can comment with accountability and attribution on every post AND every paragraph individually, and this tool gives exactly that.

On Curation

Dave Troy has been talking about a “curatorial economy” on his blog, and its an idea that I like. Curatorial is not inherently exclusionary. It does, however, push for people to step up to plate and act. The ones who are considered are the ones who act. It’s not the same as a “do-ocracy”, where those who do get to make the decisions. This is about guiding but not imposing.

Curation is about making a choice, but with shared and articulated vision.

And that is my hope for the final product of The Coworking Book. That through a number of iterations, and communal curation, the work product that emerges is a clear, high value, extremely accessible utility for people interested in the past, present, and future of work.

Lots of commas in that last sentence. Sorry about that.

About the content

This part is important: forever, each version of the text, and the related comments and discussions in the margin, will remain online for free. Searchable. With 100% attribution.

At some point, we’ll need to “release”. Versions will each have a roadmap, with a set of goals that it needs to accomplish. When we achieve those goals, the book will be released.

When we reach a 1.0 version, we’ll only have a snapshot. It won’t be the bible, because it will continue to evolve. But we’ll have a snapshot, something that’s missing from the history books for our movement and our community.

The important part is this: we don’t stop at version 1.0. We don’t ever stop. We keep telling this story, and evolving the text. The growth and change in the sphere of coworking has changed immensely in only 3 years, and the change is accelerating. Lets snapshot things now so we can continue to measure that growth moving forward.

And without further adieu, I present you with an excerpt from the chapter “Finding your Coworkers”.

FIGHT CLUB

If you’ve seen the movie “Fight Club”, the main character who’s known as “Jack” is a hypochondriac who attends self help groups to feel better about himself. Demented and selfish intentions aside, something interesting happens to Jack: he meets Marla Singer, another self-help group junkie. In order to not appear awkward in front of their group members, they decide to split up the nights.

There’s a good chance you’re going to find a similar situation along your journey of community exploration. Except this time, this works to your advantage instead of being a detractor like in Jack and Marla’s relationship.

When you start recognizing people at multiple events, or on multiple lists…you’ve found another connector.

Connectors are the most important people in any community building effort because they are catalysts for speeding up your process. If a person is already dedicated enough to be participating in multiple events and groups, it’s not a reach to think they might want to team up with you to more efficiently map the topography of events and activities going on. They might even be able to help find more connectors.

These connectors tend to also make great leaders, and are critical to the mobilization efforts you’ll be embarking on very soon.

Over time, you will find yourself building a map of the existing communities and the active pieces of your region. Coworking can augment many of them, and they can all provide channels for potential members for your space.

More mature communities may already have these maps established, but that doesn’t mean you can’t go through this process on your own. You may uncover something that hasn’t received as much exposure as it deserves and it will go on to be one of your greatest assets once you open a space.

Some really good thoughts on Social Capital(ism) and related investment by Roger Ehrenberg came from a panel in NYC sponsored by Philly’s Goodcompany Ventures. Goodcompany CEO Garret Melby, who I enjoyed meeting after my presentation about organic team building at Entrepreneurs Unplugged back in December and spoke at Ignite earlier this week, also commented.

The full post is worth reading, but two quotes stood out to me:

…It’s an issue of how you define capital and return.

My hypothesis is that we need a whole new regime for quantifying the value of businesses that have goals other than strictly financial profit. We need hard numbers – real metrics – to demonstrate the value of initiatives that create value for society beyond the payment of staff and the generation of profits for shareholders.

But the “R” [in ROI] – the return – isn’t simply financial profit: it’s economic utility, real benefits being enjoyed by society.

This leads me to something else that I always find hard to articulate: the ROI of IndyHall, or even coworking in general.

We’ve been running IndyHall for nearly 3 years as a business for a reason, and a profitable one at that. But the metrics for ROI aren’t salient, since most of the investment has been in human, knowledge, and time capital, and the return doesn’t show up on our balance sheet. As such, Geoff and I don’t take a draw, at least not in terms of cash…because that’s not what’s we’ve invested. If there was a balance sheet for the social capital we’ve invested and seen in return, though, and we had metrics for it, we’d be able to far better express and share what we’ve accomplished.

A couple of weeks back, one of my clients sent me to the Engage Expo and Toy Conference in NYC to study some aspects of the online virtual world industry. I admittedly knew very little, both about the technology and the industry, but I was excited about attending a conference where it’s not the same people I always see talking about the same things they always talk about to the same people who are always listening.

Among the things that really interested me was how the toy industry runs on a very interesting set of pattern metrics called “play patterns”. In short, there are massive amounts of research put into slicing and dicing demographics into popular patterns for engagement: what kinds of things do people (not just kids) like to do, what things have them come back often (addicting) or play for long periods of time (immersive). Knowing this information and who you’re targeting helps de-risk toy design. I saw some really interesting correlations to this and marketing, but that’s for another time.

One particular panel stuck out in my notes, where moderator Nicole Lazzaro showed slides and some related theses that there were 4 keys to “fun”.

From these patterns, the elements that jumped out to me as the most concise were:

Hard Fun – Reward lies in challenge and mastery

Easy Fun – Reward lies in expressions of creativity and discovery

People Fun – Reward lies in social, peer to peer interactions

Serious Fun – Reward lies in creating value

Nicole theorizes, and goes on to explain and illustrate, how balancing these keys increases the likelihood that games are popular, fun, and ultimately create experiences worth sharing. As I’ve pointed out before, experiences worth sharing are most crucial component for effective word of mouth marketing.

Motivators

The first thing that stuck out to me was that these four keys are all rewards, and all rewards based on intrinsic motivators. For those who saw my recent Ignite Philly presentation, I brought up the notion that intrinsic motivators are extraordinary, and often overlooked in business and management.

Related, it reminded me a lot of Dan Pink’s thesis from Drive, and his TED talk, of the operators of the “new workforce”, are based in the intrinsic motivation associated with autonomy, mastery, and purpose. Seeing as how I spend far more time looking at the trends of business than of play, I realized…for me (and many others), work is a type of play.

From Nicole’s Four Keys of FUN, I’m proposing the Four Keys to Business.

1) Hard Business

There’s intrinsic reward about overcoming business challenges. This is often a ‘make or break’ attribute of entrepreneurs, business leadership, and good management.

In a recent article in Inc, Omniture founder Josh James talks about highs and lows of building the company and ultimately selling it to Adobe for a buttload of money. One of my favorite quotes from Josh:

There were times when I lay down on the floor at night, close to crying, and said, “I’m done. I can’t make payroll.” Then my wife would come over and kick me and say, “Get up and figure it out.”

One time, I got a customer to prepay us. Another time, I came into the office and said, “Oh, by the way, we’re changing payroll dates.” That bought me 10 days.

That’s hard business. That’s the reward in hard business: overcoming challenges and finding solutions.

2) Easy Business

Some people would argue that there’s no such thing as easy business. Ignoring things like “savvy” and “knack”, but still considering things like “luck”, you find yourself thinking: “How do some people make this look so easy?”. The part that they make look easy is usually an ourward expression of creativity and exploration in our business. Why is this considered “easy”? Because if you’re willing to open your mind up, the sky is the limit. True creativity and exploration means you can sidestep the constraints of reality, even if it is only temporary. Sometimes, though you realize that the constraints you thought were constraints were more in your head than anywhere else.

Easy business is letting your mind wander, but always coming back to reality with whatever you’ve found along the way.

3) People Business

Not everyone is a people person, like Tom. But business success is all about people because, lets face it, businesses are made up of people.

As rewarding as social interaction is in gaming, it is among the most universally gratifying aspects of business. Think about why coworking is a most popular trend; despite what the press wants you to think, it’s not about cheap desks. It’s about the social experience in the workplace. Coworking provides a vehicle for People Business, the social aspects to business, without  giving up independence.

I think that more people are interested in People Business than any other kind of business. The evidence for this is in the vast swaths of business networking events. For some, networking is a vehicle for business and for others, business is a vehicle for networking. One isn’t necessarily right, but the more I experience, the more I know I’ve found more effective. Being a good business person has helped me build an extraordinary network, one that I’m not sure I could have built simply by going from networking event to networking event.

4) Serious Business

Often the most discussed attribute of business is still only one part of the four keys, but it needs to be there, and that is creation of value. Since ultimately the purpose of a business is to generate revenue, the most direct path to revenue is the creation of value.

The importance of serious business, creating value, is not just to generate revenue but to find sustainability. If you’re continually creating value, you will always have the resources and the opportunities to fuel the other key aspects of business and achieve them successfully.

The real key is balance

The takeaway here is not to change your focus on business, but instead diversify and balance them. I like metaphors and similes, as many people know, so think about the keys I’ve described as literal keys, allowing you to open new doors. If you’ve only been unlocking one door, opening it, and walking through, you’re not experiencing the success in business you could be if you tried each of the different doors.

Which door will you unlock first?

Lifted with attribution to Hugh MacLeod. These are his ideas, not mine. I just happend to dig on most of them.

1. Everything takes three times longer than it should. Especially the money part.
2. The best way to get approval is not to need it.
3. People want what they can’t have. In fact, that’s pretty much all they do want.
4. Once you become an entrepreneur, you find the company of non-entrepreneurs a lot harder to be around. You’ve seen things they haven’t; the wavelengths alter, it’s that simple.
5. In a world of over-supply and commodification, you are no longer paid to supply. You’re being paid to deliver something else. What that is exactly, is not always obvious.
6. Word of mouth is the best advertising medium of all. The best word of mouth comes from disrupting markets.
7. People buy your product because it helps fill in the narrative gaps in their lives.
8. You can either be cheapest or the best. I know which one I prefer.
9. Some people think that once they secure venture funding, their problems will be over. Wrong. That’s when your problems REALLY begin.
10. It’s better to be underfunded than overfunded.
11. If an average guy in a bar can understand what you do for a living, chances are you’re halfway to becoming a commodity.
12. It’s easier to turn an ally into a customer than vice versa.
13. If you’re happy in your career before the age of thirty, you’re probably doing something wrong. Heck, if you’re happy in your career before the age of seventy, you’re probably doing something wrong.
14. Smart, young, artistic people are always asking me which is a better career path, “Creativity” or “Money”. I always answer that it doesn’t matter. What matters is “Effective” and/or “Ineffective”.
15. Write the following on a piece of paper, have it framed, and stick it on your office wall: “Have you hugged your customer today?”
16. People will always, always be in the market for a story that resonates with them. Your product will either have this quality or it won’t. If your product fails this test, quit your job and go find something else. Just making the product incrementally cheaper or better won’t help you.
17. Products are idea amplifiers. The molecules and/or bytes are secondary.
18. People remember the quality long after they’ve forgotten the price. Unless you try to rip them off.
19. Markets serve entrepreneurs better if the latter can keep the former undersupplied. Oversupply is the kiss of death.
20. I personally know a former CEO who, once he attained control of the company, ran an EXTREMELY profitable business into the ground in less than two years. From a market cap of $100 million to ZERO, just like that. Why? Short answer: He loved being “The” CEO, but he didn’t much care for being “a” CEO.
21. In terms of becoming an entrepreneur, probably the most useful thing I learned in the last twenty years was how to enjoy my own company for long stretches of time.
22. One successful entrepreneur I know well has a wonderful quality, namely that he never, ever compares himself to other people. He just does his own thing, which actually serves him rather well. Just because his competitor has bought himself a bigger motor boat, doesn’t mean he feels the need have a bigger motor boat. This quality helps him to build his business the way he sees fit, not the way the motor boat people see fit.
23. Running a startup is full of extreme ups and downs. Which is why so many successful and happy entrepreneurs I know lead such normal, stable, unglamorous, “boring”, family-centered lives. Somehow they need the latter in order to balance out the former. Extra-curricular drama looks great in the tabloids, but that’s all it’s ultimately good for.
24. MBAs are conditioned to use their brains in much the same way as sex workers are conditioned to use their genitals. Nice work if you can get it.
25. Bill Gates may have a million times more money than me, but he isn’t going to live a million times longer than me, watch a million times more sunsets than me, make love to a million times more women than me, drink a million times more fine wines than me, listen to a million times more Beethoven String Quartets than me, nor sire a million times more children than me. Human beings don’t scale.
26. F. Scott Fitzgerald once wrote, “There are no second acts in American lives.” F. Scott was a drunkard and a fool.

I’m a heavy Gmail user, with 6 (soon to be 7) separate Gmail and Google Apps accounts. On my Macbook, I actually IMAP in to all of the business accounts using Mail.app for one reason: cross-account search. For my personal account, though, I’m extremely reliant on Gmail’s web interface. I’ve used Mailplane in the past, and really loved it…with the exception of the inability to do cross-domain search. I use that daily.

On the mobile, there’s no option for cross-account searching. Mobile Mail.app gives me some native functionality and speed, but without cross-account searching, I’d much prefer to use Gmail’s mobile web app. HTML5 support in recent releases has made it faster, easier to use, and hands down one of the best mobile apps on the internet. I used Mobile Mail to connect to my Gmail accounts over IMAP because having multiple bookmarks was clunky no matter how I configured it, but I was always looking for something better.

In all cases I use IMAP because it keeps accounts in sync; changes made on the computer, the web, and the iPhone are all synchronized via IMAP.

I never used Push for my email because, well, I get a lot of it. I rely on Push for contact and calendar updates, but for email…if I haven’t checked my mail in 10 minutes, I can be sure that there’s something new in there.

Worse are unread counts. I’m compulsive about unread accounts. Mail, RSS feeds, Campfire, whatever it is…I hate having things unread. It’s a bad behavior, because I treat unread counts like to-dos, and in all of the scenarios where unread counts keep me on my toes, they are essentially to-do lists that OTHER people can put things on to. I’m already busy, I don’t need someone else to put more things on my to-do list.

The biggest loss in using Mobile Mail.app is tags, something that I do use pretty extensively. I’ve learned to get around it in Mail.app, which has better drag and drop support for moving things into folders that represent tags over IMAP. Mobile Mail.app was just clunky, and I resolved to not do that interaction on the go unless I had to.

I know I’m not describing everyone, but I am describing a lot of people. And as more corporations move their mail infrastructures away from Exchange and into Hosted Google Apps accounts, the group with this set of needs grows more and more.

A few weeks back, Dave Martorana (of MultiFirefox, Multiplex, and Two Guys on Beer fame) slung me a prototype of an app he’d been working on at IndyHall. It was called “MultiG”, and was basically an app that did fast account switching between Gmail and Google Apps Gmail accounts. It was rudimentary, but instantly useful for me. He quickly added an “unread” count to the accounts dashboard, but then did something I had never seen in an email client. He added a secondary badge that showed how many messages were actually new. I mean, how many of your unread messages weren’t there the last time you looked.

Think about that for a second. The anxiety of unread counts has finally found its Prozac.  All I care about is how many messages are new! In casual conversation, I dubbed this feature “TrueNew”, something that I hope other developers build into their app notifications.

At this point, I was hooked. But Dave wasn’t done.

He’d also whipped up integration with the iPhone’s native address book. I haven’t gone through the process of moving my address book into Google, and again, I have multiple accounts so where would I sync my address book to? Not all of them.

Dave added a button to the chrome of the Gmail browser window in his app that let me pull up my iPhone address book and insert email addresses right into the “To:” field. Sneakily, if I turned on CC or BCC, the exact same feature gave me the choice of which field to put the address in to. Simple, sleek, lovely.

Since emails tend to include attachments and links, Dave also put in a handler that made sure that they opened without leaving the app, much like our favorite iPhone Twitter client, Tweetie.

This feature set changed the way I interacted with mail on my iPhone. It made my life better. It made one of the most painful parts of my day, dealing with email, less painful.

We realized that “MultiG” was a lousy name, and Johnny Bilotta (the other Guy on Beer) proposed “Mailroom”.

Sold.

He whipped up a sexy icon, and we were off to the races.

Dave got the app in the hands of a few other testers, worked out some kinks, processed some feedback, and with the hand of myself and co-conspirator Amy Hoy pushing him to “ship as early as possible”, got it into the App Store.

Initial feedback was mixed. People who were like me in terms of email use loved it. People who had different email workflows weren’t as convinced, and many people saw it simply as a “wrapper for Gmail”.

Technically they were right, but they were missing the progressive enhancements because they didn’t augment their workflow. The app wasn’t for everybody, and we knew that. We’d still struck a chord with a good number of our initial users, and got some great feature requests.

2 weeks later, Dave pushed out a significant release to Mailroom. We’d prioritized feedback against our desired feature set, and introduced some new ideas of our own. At the root of the new release was a settings screen.

Badge Icons were a huge part of our 1.0 release feedback. We’d been hesitant to include them by default because, without Push (which I’ll get to in a minute), the counts were largely inaccurate most of the time.

Since we wanted to encourage people to start using TrueNew, we made that the default badge icon if enabled, but gave the user the ability to turn on unread counts instead.

Another major improvement was both workflow and performance related. If you only had one account and used Mailroom, launching the app to the dashboard was wasteful. If you left Mailroom on a given account screen to go to another app, launching put you back at the dashboard again, which was undesirable. We gave users the opportunity to remember the last account used, meaning that as soon as they launched the app they were where they left off last. This immediately made my email experience more efficient.

And as a bonus, Dave gave the user the option to lock screen orientation. Not something I was particularly needy for, but a nice touch nonetheless.

And then there’s that last setting. Cache management. What’s that, you ask?

Well that brings us to the biggest quiet improvement to Mailroom 1.1. The app is now taking advantage of Gmail’s HTML5 offline storage. What does this mean?

It means that every time you visit an account, the entire interface is cached locally and a HTML5 database is created/updated with the email on your screen. Kill your connection (because ATT sucks, because you’re on an airplane, or because you’re in a meeting) and Mailroom is still useful. In fact, you can not only read messages, but you can reply to messages and even COMPOSE NEW MESSAGES without a data connection. As soon as you reconnect, your cached messages are sent while retrieving new mail.

He even made the multi-account dashboard smart, only allowing you to enter accounts that had offline caches from a previous visit.

Yesterday, all of these 1.1 features hit the iPhone App store, and already a large percentage of our users have upgraded. One of them left us a review in the app store that commended us not only on the app and how great its icon is, but on Dave’s responsiveness to feature requests. Big win for us, that’s exactly what we wanted.

We’ve already talked about feature roadmap for 1.2 and 1.3 releases, and it’s very much in the works. The plan is to continue with iterative releases, process feedback, and continue to grow the user base all at once.

Two “issues” continue to arise: the lack of Push badge updates, and the $2.99 price point of the app.

First, push isn’t as “simple” as some of our reviewers seem to think it is. Among the scaling concerns we have about people who move a lot of email. I ran some averages and my smallest inbox gets well over 24,000 emails a year. Those numbers aren’t staggering, but across the customer base we’re targeting, that becomes a LOT of notifications to deliver.

The real technical challenge is more complicated though. In order to accurately update badge icons over push, we’d need to store email addresses and passwords on a server somewhere, and that’s a HUGE security risk that we can’t figure out how to justify. I know I wouldn’t want that info out there, and I have to imagine that our users wouldn’t like it either.

So until we come up with a more elegant way to support push, Dave has built in an app-specific URL handler. Calling mailroom://username@domain.com from another iPhone app or even from a mobile web page launches Mailroom, and even jumps straight to the account if there’s one in mailroom that matches the email address in the URL. We’re hoping that other push services like Boxcar and  Prowl can build in support for our app. We know it’s not the best solution, but given the infrastructure for Push provided by Apple, we’re pretty limited in what we can do. We don’t want to deliver a half-assed experience, so until we figure this out, Mailroom will not support push. If anyone has suggestions for how to overcome this hurdle, our ears are WIDE open, so please, sound off in the comments or via email.

And about that price point. Some customers seem to think that $2.99 is too much for an app that’s “just a webkit wrapper”. I won’t do more than touch on the fact that it’s not just a webkit wrapper for the right users and workflows since I’ve already explained here. But why $2.99? First, we’re targeting business users and we know it. They’re more comfortable spending more money on apps because in most cases, businesses equate cost with quality. But more importantly than that is the fact that this is, in most cases, a high-touch app.

99 cents for an app that you’re most likely going to touch at LEAST once an hour, if not several more times in a given day, feels undervalued. Like Tweetie, which I launch several times a day, I feel like I get an immense value for the $2.99 I spent on it.

Fact is, our first release might not have been worth $2.99 for everyone and you could say they got pegged with an “early adopter” tax. But since we’re not charging for the updates, and plan to roll them out often, we don’t think its really a tax at all. It just means that you will continually get more value from the app you already paid for.

We’re confident that future releases in our roadmap will continue to win people over the price point and even the “it’s just a webkit wrapper” theme. Mostly because, we’re listening. We hear what people like, don’t like, and how they are using the app. The more people feed back, the more they help to shape the future of Mailroom.

If you haven’t already, please consider heading to the App store and picking up a copy of Mailroom for your iPhone or iPod Touch. We’d love your feedback, and absolutely appreciate you supporting independent software development. You can also follow us on Twitter for app updates, or send us ideas and feedback there as well.

Did you spend your time writing about things worth doing, or doing things worth writing about?

I was just tipped off to Cobot (thanks to Allen at Centernetworks). In the last 2 years, I’ve evaluated a LOT of options for improving the management of IndyHall. None of them have fit the bill.

All of the issues stemmed back to the same thing that is wrong with most coworking spaces: the focus of the software is on the desks instead of the people.

Cobot has found a way to strike the balance between functionality that helps a coworking space run (like analytics and billing support), but also paid careful attention to the needs of the people in the space, helping them get signed up, oriented, and solve their own problems so we don’t have to do it for them. They even have a support ticket system for our members when something goes wrong. Even the pricing model is based on the members instead of the desks.

This is smart. Very smart.

Being people oriented is what’s gotten IndyHall as far as it has, and seeing software that supports that is extremely exciting for me.

Even more exciting, is software that is designed to help people get into the mindset of being people-oriented…if they aren’t already. I think that software that helps train people into good habits instead of reinforcing bad ones is great software.

Feature-wise, it’s not quite there for what we need, but I’m going to be paying very close attention to this venture because it’s got the right direction. Our feature needs are what they are, and while I hope they can support them, I’m much more interested in how they continue in the direction they are going where everything else I’ve evaluated in the last 2 years has totally missed the mark.

Gatekeepers are the leading cause of confusion, dissent, and ultimately their own demise.

Don’t be a gatekeeper.

Instead, find every way possible to help people say “yes” and allow them to execute.

The outcome is world changing.

Permission is a highly underutilized leadership skill. Let’s see if we can’t change that.

Mission #1: Try saying “yes” to something trivial that you would normally say no to, and watch what happens.

I’m always “preaching” about finding and having higher purpose in everything you do, especially work. It’s something I learned back in 2006 from Chris Messina and Tara Hunt when they started Citizen Agency…it was a core tenant of what they helped their clients do.

One of my side ventures is as the business manager for Two Guys on Beer. Johnny, Dave, Joe, and I have been producing this show together for almost 2 years now…Joe and I officially on the team for a bit over a year now. We’ve had some really incredible successes under our belt, not the least of which is a syndication on Philly.com’s beer page, participating in Philly Beer Week last year that resulted in interviews with beer legends Sam Calagione and Jim Koch, BeerCamp – a homebrewers summit attended by 200+ homebrew fans, fantastic relationships with a number of breweries & restaurants, and of course over 130 episodes in the bag.

The team works hard for a project that we’ve been slowly…slowly….turning into what we believe can be a profitable venture. We joke that we’re at the point where people send us beer, and that’s awesome…but the real goal is to make money drinking beer. The truth is, we have a higher purpose based on 4 core values that we think will help us make that a reality:

• Advocate Beer
• Grow the Craft Beer Community
• Make Knowledge Available
• Build Beer Relationships

Even with these core values, things get tough…especially with a project that is a passion project for the whole team right now. It’s hard to remember, sometimes, “why are we doing this again!?!”.

Then, you get e-mails like this:

TGOB:

You guys are AWESOME! I love experimenting with different beers, but I can’t find good beer while the US Army has me stationed here in Korea. I download your podcasts onto my Zune and watch them as I drink some malty Philipino beers (the only thing decent you can find here), and your show makes me feel like I’m home. Keep the shows coming; you keep me from feeling homesick. You guys rock.

2LT Vandergraff

6-52 AMD, 35th ADA BDE, South Korea

Wow. That’s the kind of thing that really puts things into perspective, and how important having core values can be.

Without our core values, the product that Two Guys on Beer produces wouldn’t be what it is today, and the team probably wouldn’t keep pouring our time and hearts into the show. But most importantly, 2Lt Todd Vandergraff wouldn’t be able to enjoy beer as a way to stay connected to home.

Co-author of The Cluetrain Doc Searls writes on the Project VRM blog:

You are not a human being on the Web. In fact, as Paul Trevithick put it (at one of our first VRM meetings at the Berkman Center), the Web has no concept of a human being. It is fundamentally an arrangement of files and connections between those files. Hyperlinks on the Web may subvert huaraches, especially when they are authored by human beings (such as here, in a blog, which is a human expression); but the Web itself is oblivious to that. We still lack the means, on top of the Web (and the Net) to form and maintain relationships that are anything more than a very crude, partial and highly distorted imitation of those we have out in the real, human, social world. Put another way, social contracts in cyberspace have a long way to go before they catch up with those in real-world social space. In fact, they may be two hundred and fifty years behind. “Man is born free, and everywhere he is in chains”, Rousseau wrote (in The Social Contract, Or Principles of Political Right(Du contrat social ou Principes du droit politique), in 1762. The Age of Enlightenment followed, during which we began to work out a variety of social contracts involving governance, commerce, education and religion. I submit that we have hardly begun to do the same on the Net or the Web. “Markets are conversations,” the famous first thesis of The Cluetrain Manifesto(and later a chapter of the book by the same title) was meant to help model the social contract in cyberspace after the ones we have in meat/meet space. This has happened only in those places where the interactions are most human. It has barely happened where the interactions are most corporate. More on “Where Markets are Not Conversations“.

Don’t get me wrong, I firmly believe that the web allows us to maintain much larger bases of looser connections and there’s immense value in that. But companies placing dollars (instead of heartbeats) into social campaigns online to accomplish ANYTHING (marketing, support, recruitment, or otherwise) are missing the entire “social contract” needed to balance the operation in a sustainable manner.