Our government say the unemployment rate is only 5.6%, but it’s a “big lie” according to Joe Clifton, CEO of Gallup.
Gallup is a measurement and polling company, so if anyone knows how to manipulate numbers, they would.
We’ve talked about the slave economy, where people have micro-jobs, but are still indentured servants.
Is this the world of tubes in the back of your neck, while we sleep in pink slime pods?
No, it’s just one where the idea of a “job” has shifted from being loyal to one company for 20+ years to doing small tasks in a crowd-sourced environment.
It means that your reputation based on task completion is more important than what a piece of paper says.
Your rating on eBay, Uber, LinkedIn, or whatever is far more compelling than what you say about yourself.
Your business’ rating on Yelp, Glassdoor, and Facebook is far more believable than your own review of your services or products.
Corporate brochures give way to personal branding, where your personal reputation bubbles up to your company’s brand value.
So in most cases, the idea of having a job is now synonymous with who you are and what you stand for.
At least if you have a job that you like.
Back to the 44% figure in our title and the 5.6% unemployment figure.
The 44% is for people who are consistently working 30 hours a week.
Several problems with that:
They could be making minimum wage– so while technically employed, it might not be a “good job”.
1) Some people aren’t hourly. For example, I’m not. Sometimes I work a few hours in a week and sometimes 100 hours. I definitely don’t have a steady job, nor is my value determined by how many hours I put into my work. If you’re in a factory or place where you wear a name tag, sure. But if you’re an entrepreneur and builder of things, you’re not being paid by the hour. It’s results, baby!
2) If you’re doing something that involves expertise, then you should be spending at least 20% of your time learning, if not more. Should these count as hours? Hard to say, but I spend a few hours a day reading and improving my skills– not just to forestall obsolescence, but because I love what I’m doing.
3) This is assuming someone else is employing you as a cog in their machine. It not only doesn’t include entrepreneurship, but discourages it.
The United States should redefine employment as people making an earnest living doing what they love while covering their basic financial needs.
Hard to measure, but certainly more accurate than being able to count as employed a person who “worked” one hour last week.
Instead of polling people on how many hours they got paid for by someone else, why not ask them if they’re doing what they love, with people they love, and making ends meet?
I believe these are the 3 criteria of job alignment, but most people get only one of them.
Maybe a job that pays well, but you hate what you’re doing and have jerk co-workers and bosses.
Or you love the job, but it doesn’t pay.
Or you’re working with friends, but suffering in some awful place.
Personal branding, which is what we are helping students do, is the intersection of these three.
If you connect someone’s passion with a commercial interest (a client who will pay), you’ve got the love and financial part.
If you have a program that brings people together into teams, then they can work with like-minded people.
LinkedIn meets a dating site or Uber for marketing, we like to say.
A colleague and I were discussing “leadership” and what that truly meant. We came up with this analogy, which I hope you’ll enjoy.
Imagine you move rocks for a living. The more rocks you move, the more you’re paid. You don’t move rocks, you don’t get paid. Thus, you understand the direct linkage between putting in time and compensation. This is the hourly wage model– some rock movers get paid more than others, whether flipping burgers, working in a big corporation, or drilling teeth. The more teeth you can drill, the more you’re paid. Are you a corporate wage slave or someone who is paid piecemeal? This was me for twenty years of my life– a prostitute selling my time for money. Whether I billed $5 per hour or $250– it was the same thing. One day in the proverbial quarry, you decide that moving more rocks to get paid more was not the right answer. At best, you might move 20% more rocks than the other guy in a particular day, but it wasn’t sustainable. So you leave the quarry for 7 days, much to the surprise of your fellow laborers. In that time you move no rocks and make no income.
But when you come back, you are driving a bulldozer. Now, in one day you are able to move 100 times what a single laborer can do. But to get that bulldozer, you had to temporarily earn nothing– plus spend money to buy the vehicle and spend time learning how to drive the thing. Your fellow laborers, noses down, continue to keep movingrocks— they don’t look up to see you in the bulldozer. They have heard about bulldozers in the magazines, but never thought it was something possible for them.
You hang out with the other guys driving bulldozers. You have newfound wealth, which is fleeting, since the crowd you run with also enjoys the same standard of living. You’re right back in the middle of your peers. It feels great to be 100 times more productive than you were before, but you’re not quite fulfilled.
So you leave the quarry again and disappear for 7 days. In that time you move no rocks and make no income. And when you return, you are back with 100 bulldozers and 100 other eager new bulldozer operators. You’ve opened a bulldozer training school! Flocks of manual laborers who used to move rocks now come to be trained by you. And you make a commission on the rocks they move, since these laborers didn’t have enough money to buy their own bulldozers. These laborers are now moving 100 times what they did before, but given the costs of training, equipment, and your profit, they only make 10 times what they did before. Still, they are happy.
And you are temporarily happy. With 100 bulldozer operators moving 100 times as many rocks as a single man can do, you’re at 10,000 times your earlier productivity. Your lifestyle has changed, too. You have have a Granite Card by American Express and have a new mansion in Boulder. People admire you–you’re a ROCK star. They think that the secret to your success is getting stoned.
But it’s not enough– something inside you is not quite satisfied. You can only train so many new bulldozer operators per day. You’re still movingrocks in a sense, just mass quantities. Growth in your bulldozer school is directly related to the amount of time you’ve put in. So one day you close the bulldozer school. The press thinks you’ve gone mad– that you’ve lost your marble.
SCALE UP AGAIN
You disappear for 7 days. And when you return, you’re holding a brochure in your hand– “How to Open Your Own Bulldozer Training School”. You’re created a franchise model, where you are training up other school owners. You have first hand experience in training new bulldozer operators, so new school owners can rely on your experience. You now have sold 100 franchises, each one with a happy owner training 100 bulldozer operators, who in turn do the work of 100 laborers. That’s 1 million times leverage.
You would not have been able to pull this off unless you had personal experience movingrocks, driving bulldozers, training bulldozer operators, and running a franchised business. You were able to take your knowledge and multiply it. If you didn’t intimately understand each aspect of the business, scaling up would have just multiplied losses.
Now examine your life and what you do. Are you movingrocks or are you multiplying? Writing software is a multiplication process. You can write one copy and sell it an infinite number of times. You could hand-build a single PPC campaign for a client or perhaps write a campaign management tool that can do it over and over in an automated fashion. But just like the rock moving analogy, if you aren’t a practitioner with hands-on experience in managing campaigns, your automation won’t be effective. There are lots of guys selling software that builds websites, manages PPC campaigns, creates SEO reports, sends out emails, and any variety of tasks.
If you want to create massive value, consider the rocks that you are moving. Can you write software or processes that can make life easier for others– or perhaps do some task faster, more effectively, or at lower cost? Everyone has something they know exceedingly well. What is that skill for you? You don’t have to be able to write code. Software is nothing more than rules for machines, just like processes are rules for humans.
McDonalds is a software company that just happens to make burgers. People go to McDonalds not because it has the most delicious burgers, but for the consistency of the food and the experience. You can take pimply-faced teens all over the world, minds distracted with their latest relationship dramas, speaking different languages, skilled or not– and still turn out that same value meal each time. That’s process for you.
NOW IT’S YOUR TURN
BlitzMetrics is about empowering individuals to become entrepreneurs– we provide the tools and process to allow folks who know little about internet marketing, but are eager and willing to learn, to perform like experts. Our analysts are trained to help small business owners grow their practices. We’re about the little guy helping the little guy. Do you want to be a part of our team? Contact me to find out more.
John Chow has 8 killer tips on how to supercharge your conference productivity.
But how about the stuff you absolutely shouldn’t do?
Promote your stuff. Ironically, the best way to generate business is to never tout your own stuff. Let your knowledge speak for itself and let others speak for you.
Read your slides. The best presenters don’t even use PowerPoint. If you know your stuff, the slides are just eye candy. If you’re presenting a technical paper, as opposed to an inspirational keynote, it may be different.
Say “uh” or “ah” a lot. You might not notice it. Ask friends to count for you. Go to ToastMasters to practice your speaking skills. It was huge for me. Costs almost nothing– probably have one at your workplace.
Come just for your session. Try to spend time with the other speakers in the speaker room before you’re up. Get a sense of the audience by attending some of the other sessions. Go say thank you to the folks behind the scenes who make it all possible. It’s the hour after you finish speaking that you generate the most business. Make yourself available.
Forget to promote your session. If you’re are at a show with multiple tracks, you might be speaking against a “big name” in another track at the same time. By learning the agenda and reaching out to other speakers, you can cross-promote each others’ sessions from the podium. I happen to like to run Facebook posts to folks attending the show. Have you seen them?
Give the same presentation again. One of my favorite techniques at conferences is to personalize the first minute in such a way that the audience knows we made it just for them. For example, we’ll do Facebook graph search examples with the names of friends who are speaking or other companies there. Maybe we’ll create a voiceover or cartoon that pokes fun at a burning issue at the show.
Bomb the feedback form. If you are in the top third of speaker ratings, the organizers will likely ask you back next year. Do the first 6 things here properly and you’ll get rave reviews.
You probably do it mindlessly, though it’s a complex series of coordinated tasks. But you’ve practiced it. There’s no fear.
When you know your topic forwards and backwards, you can spend your time enjoying the audience as opposed to worrying about making key points or hitting slide transitions.
I’ve spoken at least 500 times on Facebook marketing over the last 6 years via webinars, conferences, and live TV interviews. Double that if you include all forms of PPC going back to the year 2000.
It doesn’t mean that I know everything. But I have devoured everything I can get my hands on and talk to everyone else who is in our niche.
Confidence doesn’t come from speaking tricks such as pretending everyone is in their underwear, giving yourself a pep-talk, or telling a funny joke to break the ice. Gimmicks. Talk about something you truly are passionate about– so nuts about the issue that you want to tell everyone about it.
A friend of mine is passionate about blood hemoglobin types and their ability to carry oxygen. He has a doctorate and presents at medical conferences. Yeah, believe it.
YOUR UNEXPECTED FRIENDS
Photo by Tim Ash – Sitetuners.com
In the course of building up your knowledge, you begin to know and be known by everyone in your niche. I like to call out other speakers in my presentation as I notice them– citing their work and expertise. Sometimes I call them on stage to present with me! This builds your authority, creates interactivity, and makes a receptive crowd.
If this is your first public speaking gig, going off the cuff or doing an hour talk with no slide support might be a reach. But see if you can talk in 60 second segments. Got 20 minutes? Budget for 20 slides and 20 tidbits.
Make sure you review who else is speaking. Don’t just read the conference guide, but go deeper. Because you’re a speaker, too, you can connect with them on LinkedIn, ask them for a tidbit to include in your deck (citing them, of course), and hang out in the speakers’ room during the show. You’ll be more comfortable and knowledgeable– and likely be invited to speak at other conferences, if that’s what you like.
The conference scene in your niche is super small. Even folks with horrible presentation skills and outdated knowledge are on the circuit merely because of their friendships. Most shows do provide speakers with audience feedback– so long as you’re not bottom third, you’re probably okay.
CHICKEN AND EGG
But if you don’t know anyone and need to get your start, make sure you:
Get with the organizers to be super helpful. You can get anyone’s time with these tricks.
Start guest blogging so that these people see your knowledge. Like this.
Takes less time than you think to do this once you get a groove going. This post, for example, took me 12 minutes to write and I referenced other articles I wrote to give them a boost. You can reuse your tidbits for your presentations– recycling is in!
And this reinforces your knowledge, which makes you a better presenter.
Don’t read the slides. Tell stories with your slide imagery backing it up.
Never pitch your product or service, even if you’re a vendor that has the hottest thing on the market. If you need to generate leads, invite a customer to talk about how they solved a problem– lightly mentioning your tool, but focusing more on the issues your client faced.
Don’t be the AH MONSTER. Tape yourself and see how many “umms” and “ahhs” you have. You might be surprised. If you’re under 30, watch for “like” and “you know”. Once you see this, you’ll never be able to un-see it among your friends. Go to ToastMasters, pause between sentences– do anything except eject verbal diarrhea upon your audience.
Bring at least 30 business cards. The instant you’re done speaking, if you’re done a decent job, expect a queue up front.
So I decide to have some fun and ask a local student to write a biography for me. This is what he came up with.
Dennis Yu is not only a Facebook Marketing expert and CEO of a company, he is also an avid anteater collector and loves Magic: the Gathering!
Dennis Yu, CEO of BlitzMetrics.com and Facebook marketing expert, has recently shocked the online world, both with his expertise and knowledge of Facebook dashboards and analytics, but also by revealing more about his interesting and dynamic personal life.
“First and Foremost, my passion is Facebook marketing,” said Yu. “My company provides dashboards to really help companies see how their social media is working and devise plans to grow and succeed their social media, and in turn, their brand.” However, to most Facebook experts, that is not news. Dennis has been a staple provider of must-have tools and is an industry legend. The more newsworthy materials are what Dennis revealed in a recent interview with local student and social media wannabe Mitch Mallory. “Dennis is such a dynamic person, and to learn more about his personal life was an absolute revelation to me,” said Mallory. “It was a look inside the mind of a successful, dynamic, and exciting man.”
For one, Yu is an avid collector of anteaters. As in, those animals with the long noses that eat ants. As is expected, his interest in them came out of mere practicality. “In college, we had an ant problem,” said Yu. “I’ve always tried to think outside the proverbial box, so I thought it might be fun to adopt a rescue anteater, as we had a shelter close by.The rest, as they say, is history.” Interestingly enough, Yu now has seven anteaters, and this reporter can say accurately, each one is known and loved by Dennis. (He claims to not have a favorite, but Grizelda, the 7 year old pygmy anteater, seemed to get the most cuddle time.)
Another lesser-known fact about Yu is that he is an avid player of the card game Magic: the Gathering, which had its heyday in the early 1990’s. “Again, this interest came out of my passion for marketing,” said Yu. “I love strategizing a plan for companies and providing them with the tools to really find the success they’re seeking. Magic, for me, provides that same challenge but in the relaxed, friendly environment of my basement. I love finding the right tools, in this case the warlocks and dragons, and executing a plan to help myself and my orcs succeed.” Although Dennis is world-renowned for his social media tools and strategies, these new revelations made him even more beloved to his dedicated followers and fans.
“Wow, anteaters?” said an obviously delighted Sarah Darlington, a devoted Facebook and Twitter follower of Yu’s. “I honestly am considering getting one of my own if it helps me be as good as Dennis is.”
Dennis is an avid Tweeter, Facebook marketer, and CEO of BlitzMetrics.com. Dennis has been featured by CBS News, NPR, and The Wall Street Journal, among dozens of other publications and outlets. His social media tools have been used by brands big and small around the world. Dennis can be contacted at firstname.lastname@example.org
Below is an opinion piece that I solicited from a total stranger. I paid him $5 using a service called Fiverr asking him to write a quick bio. Below is what I got. Pretty cool, huh?
Keith Wilcox is living a life many parents can only dream of. After a string of soul-sucking and unfortunate jobs, Keith has finally found the good life, home-schooling his kids, working from home, and imparting parenting wisdom to people around the globe.
The first thing people may wonder about Keith is how, exactly, he is able to give credible parenting advice? The reasons are many, but consider these:
First, Keith was a nationally-ranked high school athlete. What does that have to do with parenting and advice? Plenty—it took hours, months, and years of dedication to get to that level. Keith, even in his early years, was able to stick to a task and find success after the hard work. Those same principles of hard work, discipline, and success have translated quite well into his parenting skills and advice.
Second, Keith has used that athletic success to help his son become a professional tennis player. Again, it’s almost hard to comprehend what a difficult task that is, with the level of competition and the insane amounts of dedication it takes, not just from the player, but from those around him, and in this case, his dad Keith.
And third, Keith has chosen to home school his sons. While the reasons are sundry, it doesn’t take much more than a glance at any news story on any day (like today’s shooting at a public school in Ohio) to see why a father would want to home school his sons. Not only does he get to impart to them the many life lessons and character-building experiences he has had, but he is able to bond with them on a level many fathers with they could with their children.
Lastly, Keith is simply a fulfilled person. So many people go through life searching for a purpose, trying to fill a void, and that emptiness can affect them and those around them. Keith, on the other hand, is extremely fulfilled, living the life he always desired. In Keith’s own words, “My life will be complete and I can die happy when I know that my kids have grown up to be strong, intelligent, and self sufficient people.” With the amount of love and dedication to his children he has shown in his life thus far, it can be safely said that Keith is a complete, happy, and dynamic businessman, blogger, husband, and father.
Congratulations! You’ve been promoted to manage your very first project. You’ve demonstrated that you’re a good worker bee— you can make campaigns, prepare reports, and do whatever else you’ve been assigned.
But managing a project is a completely different matter. Now, instead of dutifully doing what you’re told, you have to figure out what the client wants, build project plans, coordinate between multiple people, and make sure things happen on time and in the right way. Being new in the position and perhaps even young (which makes it harder), you’re afraid that your co-workers and client might not respect you or that you don’t have authority.
Relax—use these simple techniques and it will be hard to fail.
First, get organized. If you are not organized yourself, there’s no way you can begin to think about tracking all the things that your teammates are doing. Are you using basecamp to track who is doing what? Every task should have a description, be assigned to a person, and have a due date. These 3 items are the building blocks of project management—who is doing it, what they’re doing, when is it due.
Use it for anything you could potentially forget about—people you have to call, stuff you need to read, even personal errands. You don’t need Microsoft Project Central or any fancy software—even the Tasks feature in Gmail is sufficient. Even a simple spiral notebook works just fine.
When you’re organized, you don’t have to worry about that one thing you know you were told a few weeks ago, but lost track of. Terrible feeling to be lost and behind—it’s like drowning. So don’t let yourself get there. Check your email twice per day and quickly take care of things by doing one of the following—do it, delete it, or delegate it.
There’s no other option. Don’t read it and then mark it unread. Don’t skim over things with the thinking that you’ll come back to it later. You gain massive efficiency by taking care of things just once—the first time. Plus, when you take care of things right away, they don’t fester into bigger problems that result in all sorts of drama later.
I can’t tell you how many people I see complain about being busy or having too many emails, when all they’re really doing is just moving sand from one pile to another, getting nothing done.
Second, create a specific statement of the goal. If you’re lucky enough to have just one project to manage, this is easy. The client may want a website to do X in Y amount of time for Z dollars. Then you break down X into minute little measurable tasks that you assign out to people. Perhaps there is a Statement of Work you can reference where most of the work is already done for you.
In either case, you should check back with the client to affirm the requirements, if for no other reason than to show them that you care and to start building a relationship. Many first time project managers fail by hiding from the start, letting their project go down in flames while they bite their lips in silence. Perhaps they are afraid of looking stupid or whatever reason, but the net result of these good intentions is failure, all the same.
Establishing with the client that you are the lead—the person they can go to for anything—is critical to get you off on the right foot. It then takes the burden off your boss, who likely doesn’t want to step in and do your job for you. Your boss is busy doing other things and if they’re a good boss, will only want to step in if you are in trouble.
If the client feels the need to relay requirements or other project communication with your boss, then they are saying you have failed to do your job. So you want to establish the requirements early and make it clear you are responsible.
Third, communicate actively with your project stakeholders. We like to use the RACI model, which stands for Responsible, Accountable, Consulted, and Informed.
We are the R— meaning that multiple people are Responsible for the project success.
The R portion represents whoever is involved with completing any portion of the task. A is Accountable, meaning you own the task, completely. The buck stops with you. Even if so-and-so didn’t reply to your email or give you access to that particular system. It’s your job to stay on top of dependencies, as opposed to having a great set of excuses later when someone else fails in silence. There is only one A, or else you have too many cooks in the kitchen.
Sometimes you are the R and the A for smaller projects. But more often, you delegate tasks to engineers and designers who are on the hook for various things. And these folks will forget to do their things, do them improperly, provide excuses why it was someone else’s responsibility, and so forth.
You are there to resolve these issues before they become visible to the client—you want to monitor this BEFORE you have slipped the schedule irreparably, and before the big emergency.
A great project manager can see problems in advance, then escalate as needed.
C is consulted, which means that you might need the expertise, advice, or permission of others to proceed. The C role is dangerous here, since a lot of people will want to be involved in your project, especially if it’s high profile and involves social media—something that everyone feels they are an expert in.
To prevent meeting madness, where you’re unable to hold meetings because of too many people wanting to attend, make it super clear who is doing what in the Responsibility section—the list of tasks. You’ll come across many corporate folks who will say they are responsible in some vague sort of way, upon which you politely explain your role, who else is responsible for certain tasks, and then ask them what exactly they would like to do in this project.
If you’re suave, you can pacify these backseat drivers. If you’re too blunt, you’ll offend these people, even if it’s clear that they have no specific useful skills to the project or add any type of value. I is Informed. These are folks who you should keep updated, usually AFTER you have made a decision and have taken action.
Only the Consulted people need to be asked in advance of a decision. Because most corporate folks attribute their value in direct proportion to how many meetings they attend (if you’re busy, then you must be in high demand and very important), you’ll have to fight to keep most folks in the I bucket versus somewhere else. The easiest way to ward off these folks is to publish meeting minutes. That way, they’re not afraid of missing something juicy from not having attended—they can merely read the summary.
Ask yourself how many project managers are guilty of not publishing the meeting minutes? They’re the ones who are struggling and haven’t even gotten around to placing people in the RACI roles.
Ironically, their excuse is that they’re too busy. The reason they’re too busy is that they’re wasting time doing nonsensical things to actually have time to produce things of value.
There you have it. Nothing magical. But it sure works like magic. When you make it clear that you have a goal, specified the team and specific tasks needed to get to your goal, the waters will part. The cubicle dwellers will respect that you have a mission. Those who want to know what’s going on don’t have to call a meeting to waste the precious time of your team—they can just log into basecamp or read the latest meeting minutes.
If the big boss decides to derail you because of the latest fire drill, you can confidently say “yes” to any of her requests, because you at the same time mention the impact to the work schedule you’re already on. If the client decides to change his mind and increase the scope of the project (they would never do that!), then you can say “yes”—AND the impact is $X and Y days to the timeline.
You never say “yes, but”, which is arguing with them. You say “yes, and”. Let them trade off between time, money, and scope—pick two, as they say. If you follow these three steps I this orders— to get organized, be clear on your goals, and run the RACI project management model—you’re well-protected from every angle.
People will marvel and how well you manage and what a good job you do. By making the model clear, everyone knows what is expected, so there’s little room to hide. The typical corporate cubicle monsters who are looking for a big company to hide in will know they are not welcome. And you’ll be spending less time dealing with the same old excuses, and more time doing things that you enjoy. How do you fare against this model? Are there certain techniques that work well for you? Perhaps you have a horror story to share (names kept anonymous to protect the guilty)?
Come see Dennis live at Social Media Marketing World in San Diego, CA! Catch his session "Facebook ROI: Tracking Your Marketing From Beginning to End" on Monday, April 18th, 4:00-4:45pm PT. Click on the banner for more details.