Seth Godin's Blog, page 66

The real law of averages

If you want to raise the standards of any group, improving the top of the heap isn't nearly as effective as focusing your effort on the base instead.

Simple example: Getting a Prius to go from 50 miles per gallon to 55 miles per gallon isn't nearly as important as getting SUVs to go from 10 miles per gallon to 15. There are two reasons for this. The first is that there are a lot more SUVs than Priuses. The second is that they use far more gallons, so a percentage increase has far more yield. (You can't average averages).

If you care about health and a culture of performance, it's tempting to push Olympic athletes to go just a tenth of a second faster. It's far more effective, though, if you can get 3,000,000 kids to each spend five more minutes a day walking instead of sitting.

Organizations pamper and challenge the few in the executive suite, imagining that one more good decision in the biz dev group could pay off. The thing is, if every one of the 10,000 customer-facing employees was more engaged and kind, it would have a far bigger impact on the company and those it serves.

I think the reason we focus on the few is that it feels more dramatic, seems more controllable and is ultimately easier. But the effective, just and important thing to do is to help the back of the line catch up.

            

Samizdat is in the writing

Under oppressive regimes, samizdat spreads. Forbidden dissident writing, informally published, hidden, spread from hand to hand.

Reading it encourages and empowers other dissidents.

But writing it--writing it is the true disruption. Because the act of saying it, saying it clearly, saying it aloud, this is what galvanizes people and leads to action.

            

The work not yet done

Could be...

That you don't know what needs to be done.

That you don't know how to do what needs to be done.

That you're afraid to do what needs to be done.

It's frustrating. We want to move up, we want our project to make more of an impact, we want to ship--but the undone work hangs over us. 

If you care enough, the path forward is clear, isn't it?

You can model what needs to be done, basing your next steps on what others have done before you. You can ask your boss or your clients for an agenda. You can test and test again. You can leap.

You can learn how to do what you don't know how to do. You can improve your skills, get better tools and do the hard work of actually getting better at the work.

But most of all, you can realize that the most urgent work is the work of dancing with our fear, because the fear is the real reason the work isn't getting done.

            

Machine unreadable

More and more, we create our work to be read by a machine.

SEO specialists tell you how to write a blog post that Google will like. Your resumé needs to have the right keywords to get tagged. Everything has an ISBN, an ASIN or a catalog number.  Ideas become data become databases...

We did the same thing when assembly lines started up. Every part had to be the same size, the cogs in the system were less important than the system itself.

Being machine readable might feel like a shortcut to getting where you're going. After all, fitting in as a machine-readable cog into the database of ideas gets you a faster start. But it's also the best way to be ignored, because you've chosen to be one of the many, an idea that's easy to pigeonhole and then ignored.

What happens if your work becomes machine unreadable?

So new we don't have a slot for it.

So unpredictable that we can't ignore it.

So important that we have to stop feeding the database and start paying attention instead...

            

The thing about maps

Sometimes, when we're lost, we refuse a map, even when offered. 

Because the map reminds us that we made a mistake. That we were wrong.

But without a map, we're not just wrong, we're also still lost.

A map doesn't automatically get you home, but it will probably make you less lost. 

(When dealing with the unknown, it's difficult to admit that there might not be a map. In those cases, a compass is essential, a way to remind yourself of your true north...)

            

Impostor syndrome

It's rampant.

The big reason is that we're all impostors. You're not imagining that you're an impostor, it's likely that you are one.

Everyone who is doing important work is working on something that might not work. And it's extremely likely that they're also not the very best qualified person on the planet to be doing that work.

How could it be any other way? The odds that a pure meritocracy chose you and you alone to inhabit your spot on the ladder is worthy of Dunning-Kruger status. You've been getting lucky breaks for a long time. We all have.

Yes, you're an impostor. So am I and so is everyone else. Superman still lives on Krypton and the rest of us are just doing our best.

Isn't doing your best all you can do? Dropping the narrative of the impostor isn't arrogant, it's merely a useful way to get your work done without giving into Resistance.

Time spent fretting about our status as impostors is time away from dancing with our fear, from leading and from doing work that matters.

            

Imposter syndrome

It's rampant.

The big reason is that we're all impostors. You're not imagining that you're an impostor, it's likely that you are one.

Everyone who is doing important work is working on something that might not work. And it's extremely likely that they're also not the very best qualified person on the planet to be doing that work.

How could it be any other way? The odds that a pure meritocracy chose you and you alone to inhabit your spot on the ladder is worthy of Dunning-Kruger status. You've been getting lucky breaks for a long time. We all have.

Yes, you're an imposter. So am I and so is everyone else. Superman still lives on Krypton and the rest of us are just doing our best.

Isn't doing your best all you can do? Dropping the narrative of the impostor isn't arrogant, it's merely a useful way to get your work done without giving into Resistance.

Time spent fretting about our status as impostors is time away from dancing with our fear, from leading and from doing work that matters.

            

On being a good driver

The best drivers are unremarkable. Their actions are predictable. The drive is unexciting. They get from here to there with a minimum amount of fuss. 

A good driver fits in, all the way.

It's entirely possible to drive your career this way, your day at work, the interactions you have.

The alternative is to understand that the opposite of good driving at work isn't crashing. The opposite is leaping. Connecting, changing things.

Don't do it in your car, but consider trying it at your keyboard.

            

Money for nothing

A friend asked me for some ways to make money. (All direct quotes).

"Can I do okay taking those surveys where they pay me?" 

"What about buying or trading shirts from Supreme and then selling them?"

"Do you think I can get paid $50 an hour to be a dog walker?"

The thing is, almost all the easy shortcuts are taken. And the problem is that the ones that aren't taken are hiding really well among a forest of scams and ripoffs.

Or how about,

"How can I get an agent for my screenplay," or

"Where do I find a publisher who will pay me a big advance for my first novel?"

Your best work isn't nothing, it's the heart of what you have to offer. Finding the long, difficult way is worth the journey, because it's the best way to get what you deserve.

            

Important, popular or viral

Important work is easily dismissed by the audience. It involves change and risk and thought.

Popular work resonates with the people who already like what you do.

Viral work is what happens when the audience can't stop talking about what you did.

Every once in awhile, all three things will co-exist, but odds are, you're going to need to choose.