ideasarehere

October 7, 2011

Aftermath

Filed under: personal — Erik Dobberkau @ 05:59

It’s strange how our worldview can lead us to being judgemental about elementary things such as death and how we cope with it.

Instead of reaching out and being grateful for having an insight to what is a very personal issue for most of us, people mis-seize the opportunity to lecture. It’s hypocritical. We can only feel what we do feel. It’s no use when someone keeps telling me I should think of the many people dying in developing countries. In hospices. In accidents.

My standard question: And then, what happens?

It’s post-middle age philosophy that we’re all equal and are to live up to a preposterous moralic standard dictated by reason. If I don’t know what it’s like, I cannot relate emotionally, and then I’m just displaying vain insincere political correctness.

It’s a choice.

 

October 6, 2011

(My) Perspective on Death

Filed under: personal — Erik Dobberkau @ 20:35

For me it’s amazing how my perspective on death has changed over the years. The older I become, every loss of a family member, a friend or even someone I’ve only known from the media feels more severe. Today it occured to me that it’s not as much how close you were with a person as it is about how this person’s actions have affected you and your life, which is a different dimension of being close. And the older I become the deeper my understanding and appreciation of someone’s contribution and achievement becomes, because I realize ever more how little of what we take for granted really is, and how hard you need to push to get things done, how hard it has been for them.

I think Steve Jobs himself passed away at peace. For what I know from media coverage, I think he did achieve what he wanted to. He did show us that it is possible to turn your vision into reality, not only once, but many times. He proved time and time again that you can build success against many odds, over decades. At his company, he has established a culture that will allow their success for many years to come. Even outside Apple, everyone has enjoyed the opportunity to witness this transformation and learn from it. The incorrigible naysayers won’t admit it’s not been just luck, sure, even if he had done it a hundred times again.

On the other hand, my heart goes out to his family, his wife, his children, his close friends. It’s a terrible loss. I am sorry.

September 18, 2011

On speed

Filed under: business,personal — Erik Dobberkau @ 16:26

You (i.e., you personally, your organization) only have to hurry if the goal you’re pursuing is being pursued by others too.

Other than than that, you can (and should) take your time. And use the opportunity to verify your goal is indeed a good one going for at all, and right now.

August 30, 2011

More on data vs. information

Filed under: business,creativity,internet,marketing,personal — Erik Dobberkau @ 17:48

I’ll just blast out some thoughts I had during the last few days…

  • There is no correlation between the amount or quality of data and the amount or quality of information. Example: “I don’t use a DSLR camera for filming because it’s not good enough.” This opinion (information, subjective) does not require anybody to know all the facts. Everybody has a different threshold when they feel having sufficient “information” (it’s data) to make a decision, change or define their worldview and tell themselves a story. The data which is not included in the story becomes irrelevant. Trying to persuade them differently is unlikely to yield success then.
  • On Air Promotion trailers: The less data you need make the viewer feel informed, the better. The worst thing you can do is give the audience too much data. The factual data should no more than name and time of the show. Everything else better be a story people can connect to (and for this to happen, any emotional reaction is what you want, not only positive ones). Don’t give them data, because then they’ll start putting all the input into context themselves and stop listening. You don’t want that, of course. This applies to advertising in general as well.
  • The previous part also applies to presentations. The purpose of a presentation is to give information by present data in a narrowed context. This means you (the presenter) need to boil down the data to a level as simple (yet still correct) as possible. Do not show complicated charts or graphs (and worse, reading them to the audience). What’s on the screen or whiteboard is only supplemental to your verbal argumentation. It is not the information.
  • Do we really need compilations of references? At least their compiler should have the decency not to label it a “Guide” or similar. Because it’s not. It’s a directory, index, compilation, collection. Yeah I know. People love Guides and How-To’s. People love “not getting scammed” even more.
  • We need to train and force ourselves to decide on the spot more often, because it is often that we do have enough data and information to decide on the spot, but we’ve so gotten into the habit of “digesting” and “sleeping over it” we’re just too slow.

August 25, 2011

The Information Myth

Filed under: business,creativity,internet,marketing,media,personal,workflow — Erik Dobberkau @ 05:58

Sometimes, when a term has been coined, it’s hard to get rid of it albeit it’s plain wrong. As it is the case with “Too much information!”. I don’t know where it came from (and don’t intend to research it now, feel free to post it in the comments), yet it is unimportant for the matter of the fact. So how did I come to this conclusion?

Last week, German newspaper Die Zeit published an article citing a study among managers and their biggest issues on the job, resulting in ten rules a good manager, according to the paper, should follow. Let’s just say the author would have better read some books on the topic, yet he seemed to prefer the blather. But that’s not why I’m writing this.

The study revealed that one of the most pressing problems of managers is the amount of decisions, which requires a lot of information for each of them. Obvious. To decide, you need information. Now, what is information?

I like Fredmund Malik’s definition that information is knowledge that leads to action. Now, if you think about it for a few seconds, how much of the things that enter you brain in the course of a day do lead to action? Indeed, very little. What’s the overwhelming majority then? It’s data. When you look up the definition of data and information at Wikipedia it’s all there, though I don’t agree that a book with all data about Mt. Everest automatically becomes information. Data only becomes information when it is put in a context that leads to an action on your behalf.

Looking at all the bits and pieces we’re dealing with daily that way, it’s plain to see why making decisions is such a massive time-consuming process. It’s not information we’re dealing with on the input side, it’s data that we must put in perspective, be it an analytics report, a movie clip, the latest news. It’s not that we (as humans) were producing ever more information, we’re just producing ever more data which in turn we must filter out to obtain information.

Now, is what I’ve been writing about in these few lines data or information to you? Since we will keep producing ever more data, the ability to distill data to information will become key to future success for anyone, because all success depends on the ability to make decisions. This necessity requires not only organizations of every kind to teach their employees how to get better at this, it also requires schools to switch from teaching young people to learn everything from a limited resource (i.e., a school book) to learning the process of filtering out the irrelevant data from an unlimited resource (i.e., the Internet). For the careful reader, the previous sentence has turned data into information. Thank you for reading.

August 19, 2011

The pro, the amateur and the idle

Filed under: business,creativity,personal — Erik Dobberkau @ 06:29

The amateur learns what she wants to learn because it’s part of what she loves to do.

The idle learns what he needs to learn because it is required.

The pro learns what she can learn, because there is no reason not to.

August 18, 2011

First things first

Filed under: business,creativity,personal — Erik Dobberkau @ 22:15

Second things never. Easy to say, hard to do. What’s your first thing you keep on evading in favour of second ones?

August 15, 2011

Meaningful decisions

Filed under: business,creativity,personal,workflow — Erik Dobberkau @ 21:19

Every meaningful decision is taken in the absence of better knowledge. That’s not an excuse in advance, it’s the best reason to stop hesitating and get it over with so you can move on.

(Side note: In my latest read Fredmund Malik recommends writing down all motivations that influenced the decision so when it is reviewed someday, one can better understand what the thinking at the time was. Sounds easier than it is, but certainly worth the effort.)

August 2, 2011

It’s never just a job

Filed under: business,personal — Erik Dobberkau @ 06:31

Over the last few years I came to realize how different what you do for for a living can feel in different scenarios even though what you’re doing on a micro level is the same. And at the moment, my conclusion is that it all depends on the level of mutuality. Not mainly in terms of friendship, though having a good buddy at work is a big advantage, but rather in terms of people doing the same stuff as you, each and every day, who have an innate understanding of your coping with whatever it is.

This doesn’t require to work at a big company, it can also be a small one like a … garage. While I’m at it, I want to share some insight concerning how small and non-small (how big is big?) companies differ, and it just my point of view. Let’s define big companies as businesses with more than 100 employees. That’s not a lot, but it’s enough to make sure you don’t have a close relationship with everyone who’s working there, though you may know all of their names.

In big companies you have a good chance of finding a buddy, someone working in the same position as you, having a similar background or worldview, someone you can genuinely like. And even if not, you’re rarely alone, because in most cases the only exclusive position is the CEO. She’s the only one who has no friends, because that’s the price of power (ha!). Also, whenever there’s a tense atmosphere, you can go somewhere else and lighten up.

When you’re in a small company where almost everyone is working towards the same goal with similar tasks, chances are you’re on a subcontractor. Which means this is no real enterprise because the jobs keep coming in from the same source, and that has a serious impact on the atmosphere, which is a good one. Because? The absence of the pressure of finding the next client or customer is an enormous benefit. The only downside of this scenario might be that all of you colleagues are so different from you that it’s not easy to get along, but there’s a good chance you’ll respect and value each other’s work.

And again, the situation is very different when you’re working at a small company where everyone is practically having a different job though you’re working towards the same goal. One is working conceptually, one does most of the administrative work, the third is the techie, because you need one to keep all the gear running somehow. This is a difficult scenario in which the atmosphere hugely depends how you get along as characters, because on the operational level it’s very often 2 vs. 1. Everyone has individual needs and wants appreciation and respect for their work, but the other two don’t know what’s going on at the micro-level. This again leads to a focus on results, which can be devastating at times, because of different (unspoken) expectations and so forth.

And no matter where you are now or where you want to be going, it’s always important to remember that you cannot expect people to fully appreciate the effort you’re putting into your work. And the more you put your heart into it, the more vulnerable and sensitive you are when someone comes to judge the result or work in progress. On the other hand, it’s important to constantly treat people the way you want to be treated, and still mutual appreciation and respect will go a long way. There’s an upward spiral, and a downward one. The choice is yours.

May 17, 2011

Clothes

Filed under: business,personal — Erik Dobberkau @ 05:53

If every morning you woke up you had no clothes at all but had to wear them you like you do now, how much would you spend? How much would it be worth to you to enjoy the good and comforting feeling of this additional shell, per day? 20 bucks, 30, maybe 50? Or even 100, when you’re working in a suit position?

Maybe you already figured where this is going: How much do you actually spend on clothes? Per month, per year, doesn’t matter. The math is easy, you won’t need any directions, but I reckon everyone spends far less than they would in the above scenario. To me it’s worth a few minutes to think about.

Thing is, unless you’re buying in a fair trade store, buying expensive clothes helps everyone but those who really make them. I trust you to be smart enough to figure the rest out yourself. And I trust you to be brave and responsible enough to really commit to it.

« Newer PostsOlder Posts »

Powered by WordPress