A lot of businesses look at problems as one-dimensional. They see a pile of potential issues and have no choice but to turn down a client because the work is seemingly beyond their scope. This is a mistake. Never turn down work without making a counteroffer — unless not working is your goal.

There are a lot of reasons why you would turn down a job. Perhaps your potential client is working with a budget far below your pay rate or perhaps the scope of work is beyond what an individual can accomplish.

Previously, I described a client who came to me with academic work and how the ethical standards I follow led me to turn down the job. Over the last few years, I’ve developed a method of turning down work in ways that open up the potential for renewed interest.

Hi,

Unfortunately because this is for academic credit I cannot provide any help beyond edits. I understand this is a very difficult task for you, but I know you are capable of doing it — after all you were accepted into the program.

My suggestion to you is this:

  • Analyze your assignment, figure out what it is that you have to do.
  • Write a list of keywords that are related to your field and what you may want to write about. Create your idea. It can be far-fetch, it can be strange — but no matter what your idea is, it won’t be bad.
  • Search each term on Wikipedia — the content on the site itself is no use to you, but the links to the original sources at the bottom of the page are.
  • Scan through the sources and find ones that are most relevant and easy to understand. Things published the last few years are great.
  • Once you have your sources, connect what they have to say with your idea. Now write.

Writing is simply thinking and putting together thoughts. It will be difficult, it will take effort, but you can do it. I will do everything I can to perfect what you write, but you have to do the writing. They have to be your thoughts and your ideas.

No matter what you write, no matter how strange your ideas, they will be 1,000 times better than rewriting another paper. You’ll get the same or even a better score; you’ll have learned something; and you won’t risk your academic career.

Take the high road, sacrifice a few days for this project. I’ll be here to help every step of the way.

Best,

Yuse

A Problem

Picture this: It’s Saturday afternoon, you just woke up and don’t feel like dressing up to go shopping for food. But you need to eat and your waistline compels you not to order takeout again. So this time, you hop on the computer, navigate to Wal-Mart, and start shopping. Now, online shopping is not something new; stores like Safeway have had it for years with scheduled delivery service. The difference, in this case, is the response time. Your deliveryman isn’t a Wal-Mart employee, but rather your next-door crowdsourcing neighbor who happens to be an early bird who is browsing through Wal-Mart just as your order comes in. As an added bonus, you go ahead and throw in the fourth season of Breaking Bad Blu-Ray set for a marathon weekend.

Solution: Crowdsourcing

Last year I wrote about my disappointment with Wal-Mart’s approach to dealing with a competitor. Rather than focus on finding ways to outmaneuver Amazon, Wal-Mart decided to stop selling the Kindle in its stores. I argued that Wal-Mart would have been better served by using the profit from selling Kindles to fund changes in its business model to better compete. Recently, Reuters broke a story describing Wal-Mart’s interesting approach to try and one-up the online behemoth.

Wal-Mart has millions of customers visiting its stores each week. Some of these shoppers could tell the retailer where they live and sign up to drop off packages for online customers who live on their route back home, [Joel Anderson, chief executive of Walmart.com in the United States] explained.

Crowdsourcing delivery services? I think Wal-Mart has found its anti-Amazon strategy. Let’s break it down.

  • Even if there is just a small incentive, there will be people lining up to participate. With just 1% participation, Wal-Mart would be able to support an average of 33 to 67 deliveries per day at each store (assuming each participant is willing to deliver between one and two orders per trip).
  • Each additional percent in sales translates to an another $4 billion in revenue each year for Wal-Mart.
  • Wal-Mart can run online delivery specials as additional inventory management strategies for phased-out items or perishables to improve profit margins by mitigating losses.
  • People are basically honest, especially when personal identity is revealed and thrown into the vetting procedure. This means incidents of theft should be relatively low.
  • Amazon reported a $39 million loss last year. A surge in R&D spending is a contributing factor, but it shows Amazon’s position as being quite fragile. Even small changes in areas like delivery costs and tax regulations have the potential to cause it trouble. On the other hand, Wal-Mart has shown financial resiliency during Amazon’s rapid growth period. This means that Wal-Mart isn’t being rushed into making this service work; Wal-Mart has time to incubate the program while perfecting it over time.

If Wal-Mart can build a better user interface to improve the online shopping experience for its stores and entice shoppers to participate in its home delivery service, then the store is poised to reclaim shoppers who may have favored online options. And with the potential of same-day deliveries at little to no additional cost, Wal-Mart could even see gains. Of course, this delivery system is still in the development stage so there’s a chance everything works much differently than described in the Reuters article.

At any rate, the concept makes for an excellent brainstorming project to show off the power of crowdsourcing in solving problems. Next, I’d like to look for other ways that Amazon can leverage crowdsourcing to its own advantage (since they’ve already started with the book lending program).

Yesterday one of my favorite websites on the Internet announced they were shutting down. To me, losing GameSpy is tantamount to hearing that the Tombs or a favorite theme park would be closing. These are places — virtual and physical — where I spent a significant amount of time feeling a part of something. Restructuring is painful and though I think it is a business necessity that should be embraced more often, I cannot help but feel bitterness when it happens to people or companies that I know. But there’s a lesson to be learned here and that’s one of effective communication, even to the end.

For most businesses the end comes unceremoniously — and as T. S. Eliot once said about the world in some distant future — with a whimper. You’d be on your way to a favorite hangout place when you spot the boarded up windows and a hastily written sign on the door, before finally noticing the cold stillness in the air. A trip to a dead website is not dissimilar. Your arrival is met with a barren skeleton of a page, a list of links pointing you everywhere but where you wanted to be — the telltale sign of a domain snuffed of life.

GameSpy.com will eventually share that fate, but for now its staff continue to do what they’ve done so well for the last few years: creating a robust community through effective communication. Their farewell letter reads like one that would be sent out by freedom fighters who recognize their defeat, but who want their supporters to know the cause was just.

…we’re not being shut down because PC gaming isn’t a big, important, and growing thing — because it is… We’ll still be out there talking and writing about the great things happening in the world of PC gaming, both at IGN and other places around the internet, because it’s what we love to do. It’s why we wanted to work at GameSpy in the first place. We hope you’ll keep reading and watching and talking about PC games with us.

Effective communication is about preserving a thought. Not too long ago, GameSpy refocused its mission to cover the PC gaming scene. At the time, PC gaming was mocked and repeatedly labeled as a dying platform. Fast-forward to today and we see a whole new side of PC gaming: from indie developers finding clout on Kickstarter to passionate modders who can completely transform an average game experience into something truly special. GameSpy did not bring PC gaming to life; they simply showed us that there was never any doubt of it going away to begin with.

GameSpy may no longer exist, but they convinced at least one person that PC gaming is here to stay. And judging by the community response to their letter, I think its safe to say I won’t be the only one.

When it comes to happy thoughts, perspective is everything.

Rain, Rain, Go Away…

For many people, rain is a sad, dreary experience. But not for me. I love the rain, it reminds me of Florida where I grew up looking forward to hurricane season and the chance of school being canceled. And where mid-summer night thunderstorms rocked me to sleep and lit the night sky so every now and then I could see the lake in the backyard rippling with new, invigorated life borrowed from each falling drop of rain. So nothing but happy thoughts.

Back then it was easy to hold onto that perspective. I was an only child, so my dog was the only other person I had to convince to believe thunder and lightening were not so bad. I never convinced him, but he also never tried convincing me otherwise (except by huddling in extra close when it thundered). People are not as considerate.

When I got to college my living situation changed dramatically. Where before I lived practically alone, I was now surrounded by people with vocal convictions and opinions. My happy thoughts immediately bestowed me the label of an optimist and it seemed like every person I met saw rain as a dreadful fact of life — a horrid side effect right up there with flu, trips to the dentist, and having your ears pop when you reach altitude.

For one year I resisted their influence. I continued living as I had always lived, a secluded monk-like guy who listened to strange music, liked to talk about the prospects of immortality, and couldn’t be bothered to check or wear what was still fashionable during the last decade. Eventually, however, I cracked.

A lot of the changes were for the better. I became less secluded and started going out more often. I refined my outlook and became open to new music, a bit of style, and even took a deeper look into spirituality and alternatives to religion. In this aspect, I found my enjoyment in life go up and I looked forward to even greater change. But not all change is good.

Because I was changing into something I was not, and because the transformation is rarely ever instantaneous, during my second and third year in college I was in an awkward limbo where I was stuck in between identities. I saw myself in the mirror and was not happy with the person who looked back.

There was emptiness in my eyes, as if the joy of life had been sucked out. The smile that I once wore proudly seemed an illusion. Ironically, it was late at night (and often when under the influence) when I noticed my transformation the most. It was as if I was yanked out of my body and held up on display for my own amusement. Stretch out, I saw myself for what I had become: someone who had given up who he was in pursuit of something he never wanted.

I never wanted to be the cool guy, the Mr. Popular, the brainiac, or anything else that could be thrown into one of the stereotypes, but those are all still infinitely better than what I had become: a fake.

Happy Thoughts

By senior year I was angry with myself. I refused to go out as much, I cut back on drinking, and began funneling myself away from those I felt were negative influences. It wasn’t an easy journey and I’ve made many mistakes along the way. Although I am still far from being the person I was back when I eagerly awaited for hurricanes, I’m finally starting to notice a difference. My happy thoughts are back.

And don’t for a second dismiss the value of happy thoughts, they make all the difference in the world. On the bus ride back from New York last weekend, I sat next to a new mother and her baby. The mother was a huge Disney fan and we had lots of stories to share (I practically grew up in Disney World). When I mentioned I had worked at Disney once, she immediately asked me how was it that all of the employees at Disney are always so friendly. I thought about it, then realized the entire theme park was one massive happy thought.

Then came her next question.

“So, what about Mickey Mouse. Who is under there?”

I simply smiled and shook my head.

She laughed, “Still don’t talk about that, even after all these years?”

Here I was, miles and years away from Walt Disney World and somehow still felt their influence. That’s the power of happy thoughts.

Overlooking business restructuring when a company is doing well is a huge mistake.

Let’s think about that. We all know about business restructuring, especially now at the start of a new year when managers and directors take a hard look at their budget to decide who stays and who has to go. There is a problem with this behavior, because it suggests restructuring is about the money (it *is* about the money, but it shouldn’t be the catalyst that companies wait for to act). So if the business were doing well, no one would have to be “restructured” into unemployment. Waiting to reorganize a company until it is performing poorly is the sort of reactionary decision-making that puts companies in awkward situations (think: Netflix’s attempt to split its DVD service).

What Should Business Restructuring Mean?

I believe in restructuring not as a euphemism for layoffs, but as a core tenant in every business model. We obviously recognize that as technologies change daily operations will develop redundancies, so positions that were vital five years ago may not be so important today. However, we should consider the benefits the individuals behind those positions could bring if drawn into other segments of the business. These are individuals who have stayed for five years, who have developed insights to how things are run, and likely desire to do more but haven’t the opportunity to try. Blanket layoffs do not solve problems. It may temporarily bandage the balance sheets from a gushing wound, but it does not address why a company is less competitive.

Instead of waiting for technology to create redundancies, I posit that every business should aim to reallocate its resources every year, perhaps even every six months. Why? Well, let’s ask ourselves a few questions about the role of regular maintenance in our lives.

Not Waiting Until a Problem Becomes a Crisis

Does one ignore the dentist when told to go back in six months for another cleaning? How about the mechanic who recommends a tuneup and oil change every few months? And an airplane? They are checked prior to takeoff. In these examples, it is understood that regular maintenance is the best method to prevent more serious problems. Should businesses be any different?

Let’s look at the symptoms: List of companies laying off employees, apparently because Barak Obama was reelected.

Laying off due to a poor economy, or because someone was reelected, or because the company has had a bad quarter are equally poor reasons to let people go. The economy doesn’t go from good to bad from one day to the next, a president isn’t elected without prior knowledge of his candidacy, and a bad quarter can be spotted months in advance. The point is, these are all examples of companies that have chosen to react instead of plan ahead.

We are not living in a world where static, unchanging companies pave the way to the future. Dynamic environments where resources can be shifted and adapted at a moment’s notice should be the norm and the way businesses of all kinds operate. People are smart, ambitious, and informed. They have an earnest desire to contribute to a company’s bottom line, but they also desire engagement. Fortunately, the two do not have to be mutually exclusive.

Regular dosage of the good kind of restructuring can keep employees engaged, prevent managers from growing complacent, and keep the company moving in a forward direction. Business restructuring would become something everyone looks forward to.

If you asked a carpenter 100 years ago which of his tools he valued most, he’d probably have a hard time choosing. Today, you are likely to hear a carpenter say “computer” or one of many other new tools that have been developed thanks to technology.

Old Tools

Remember those checklists at the start of every school year? Calculator, planner, a few books, pens, pencils, erasers, markers, glue (oh how I hated projects that used glue!), scissors. When you add the backpack, all the paper, and the Five Star notebooks (“my kid will use the best!”) the price tag easily tops $100 — per year. It’s no wonder then that many schools and organizations have started pilot programs that trade in traditional materials for a tablet computer. Whether or not such a trade is beneficial for students is still a matter of debate, however the premise behind the trade is sound: modern tools have the capacity to improve results at school and in the workplace.

New Tools, Better Results

Being an entrepreneur has never been easier. Today’s technology has allowed us to pack an entire office into one backpack and work from almost anywhere in the world. While innovation in hardware has promoted giant leaps in performance, we owe just as much gratitude to software.

In my own work, new tools have made my life a lot easier. Below are software or services that I use each day in my business.

  • Annotative bibliography; research; note tracking – Evernote
  • Fast, focused writing – Writer by Information Architects
  • Synchronicity – Dropbox
  • Task manager – Reminders; iCal
  • Communication – Mail; Skype; cellphone
  • Advertising – Craigslist
  • Style guide – Online version of the Chicago Manual of Style
  • Free, easy-to-post images – Pinterest

I plan to one day become mobile enough to live in a new city every year.

Ethical boundaries in business have become the norm for segments of society we least expected. When we took our first steps onto the Internet few of us could have imagined that privacy would become such a driving force, or that freedom of speech would be pushed to limits that borderline treason. It all comes down to one thing: demonstrating ethical boundaries in business (or trying to redefine them) sets reputations. While the benefits of adhering to some boundaries are clear (maintaining user privacy bestows major kudos), others are still being defined (Wikileaks, paving the way or hurting us?).

Everyone Defines Ethical Boundaries in Business

Last Wednesday I was asked to write a paper, a Master’s dissertation to be exact. I replied with my usual spiel noting the limitations of my help for academic work. The person called and insisted they needed my full help. They probably thought that if my job were made easier I’d accept and made a suggestion for me to rewrite a published research paper. They even went so far as to suggest their professor had sanctioned such a practice.

I was speechless and turned them down by e-mail. I did offer an alternative solution [link to letter].

Businesses rely on ethical boundaries. For some professions, say a doctor or lawyer, those boundaries are quite clear and have been around for generations: first, do no harm and attorney-client privilege. These not only exist to protect the customer, but also to establish a basis for quality. As a writer, I too am compelled to uphold an ethical standard: avoid plagiarism. I add to that by refusing to facilitate a client’s attempt to breech ethical boundaries in business or within their own line of work, which happens to be academic misconduct for most cases.

No Business or Service is Excluded

The show Breaking Bad does an amazing job illustrating the value of ethical boundaries in business. You have Saul Goodman, the unscrupulous lawyer who even under the threat of death refuses to give up the attorney-client privilege. There’s also Hector Salamanca and Walter White, both in positions to rat out major players in the U.S. and Mexican drug business, refusing to go to the DEA. In all cases, the biggest benefit is shown to be a mode of establishing or maintaining reputation. The scenario in the real world is no different.

On the Internet, user privacy and safeguarding user data are ethical boundaries in business that have motivated Yahoo, Google, and Facebook to pursue clearer and more rigorous standards to balance the information they protect and the information they are willing to sell to their advertisers. What used to be obscure and rarely read portions of their websites have become major reputation-setting elements that these businesses constantly update and refine. Google even ran an ad campaign to help clarify what they do.

Reputation can make or break a business, so ventures would be wise to identify the ethical boundaries in their industry and proactively work to show their customers how they abide by those standards. The added rhetoric can also add valuable (and inexpensive) marketing material.

As for that Master’s dissertation, I never received a response to my e-mail. I like to think that person took the high road and simply decided my help was unnecessary.

Thanks to the many turnkey products available today (TypePad, Tumblr, WordPress), in mere minutes anyone can have a simple website up and running. But websites are like businesses: the majority of them fail within the first year. And like those businesses, the failure can be traced back long before the physical or virtual doors opened.

I know something about failure.

  • PoetryforMood
  • InsideHealth
  • DCNightandDay
  • Procrastablog
  • YuseWrites
  • WKDKC

Each of these is a domain name I purchased for a website that I would go on to make and eventually shut off. Some were intended for personal use, others were launched with a business in mind. In all cases, the failure stemmed from not knowing what I really wanted from my website. Sure, you read advice about how successful websites rely on a steady stream of content and how you have to create a tribe (Seth Godin‘s great explanation of social groups on the Internet), but without some guidance you’ll end up no where.

Sometimes the idea evolves with trial and error. If you look around the web you’ll see most of your favorite sites look very different now than they did five years ago. However, at the core of each, you should notice very little change. That’s because those websites are still on the same journey today as they were when they first set sail.

If you want to create a website or blog you need more than focus and content, you need to discover what it is that you really want. For Seth Godin, leading a tribe. For Michael Hyatt, making leaders. For Penelope Trunk, breaking boundaries.

Everything about Seth’s site revolves around what he thinks. As a leader of a tribe, his focus has been to make sure his followers know exactly what’s on his mind. There is no comment section. Instead, you see a list of all his books and more than 2,500 posts of what the man has been thinking about since 2002. Even the blog’s header image is a picture of his head.

Michael is more about the community. His mantra is intentional leadership and its clear that he believes the best way to make leaders is to facilitate interactions with other leaders. Other than his own image and content, his site features snapshots of the community. He regularly responds to comments, and is constantly pushing his communication into new mediums like video and podcast. He is not shy to reveal the tools he used along the way. Michael also never forgets to mention his wife, Gail.

Penelope likes to digest material and come up with her own conclusions. Her typical blog post features at least 10 links and she rarely writes about a topic without relating it to her own life. She enjoys breaking boundaries and though she may sometimes step on the toes of her acquaintances, her fearlessness allows her to approach old problems with new insight — a huge benefit for young professionals seeking to get ahead of the competition.

So its clear that successful websites are more than a playground for thoughts. Much like a thriving business, the successful ones are always an extension of the owner. To know what you want from your website you have to know what you want out of life. We all want to become somebody, and though we may have different definitions on what that means, in the end reaching our goal comes down to a simple matter of matching what we do with what we want.

Dealing With Competitors

November 12, 2012 — 1 Comment

When competing, focus on ways to improve your company by avoiding changes that diminish what your company has to offer.

Unlike the image at the top of this post that shows a ball preparing to race a cube and pyramid down a hill, rarely do companies ever get the opportunity to choose their competitors. A few months ago, Wal-Mart announced that it will stop selling Amazon Kindles. Some observers believe that this move is likely done as part of a campaign to counter the growth of what has become their biggest rival, but is it an effective strategy? I don’t believe it is.

Before Amazon was a major player, small businesses in towns were faced with the challenge of competing with Wal-Mart, which over 10 years ago had mastered its supply chain and was becoming the #1 store in America. Consumers compared their experience of having to drive to 10 separate stores with going to Wal-Mart and getting everything they need there at a better price. In most towns, Wal-Mart won the consumers over, but now its Amazon moving in on Wal-Mart’s turf.

When comparing Amazon with Wal-Mart it’s easy to list all the similarities and differences, but they are both essentially the same to the average consumer except in one area: When people think of Amazon they think delivery and when they think of Wal-Mart they think taking a trip to a massive store. Long-term, unless delivery costs go up and Wal-Mart is able to match Amazon’s online experience while improving its own in-store experience, Amazon will win consumer preference.

Here are a few reasons why:

  • Consumers want convenience, and will always prefer the easier option. As people become more comfortable with computers, Amazon will become the easier option.
  • Consumers like variety, to them bigger inventories are better (not always, but most of the time).
  • Consumers notice. Wal-Mart has had its reputation harmed lately with ongoing coverage of its worker policy and how it sources its inventory, this will add to that negative sentiment.
  • Loyal consumers don’t stick around forever. Getting rid of the Kindle doesn’t directly address Wal-Mart’s problem, which lies within the company and not with Amazon. Wal-Mart instead should have found additional ways to highlight its own online shopping capabilities and invested the money it would’ve received from selling Kindles to improving that experience, rather than shutting it out altogether.
  • There will always be another competitor. Cutting off the Kindle for competitive purposes sets up a precedence for the company and will influence future behavior and practices.

However, not all is bleak for Wal-Mart. The answer to the online vs. in-store question is still up in the air. As Apple as shown, the in-store experience can trump the online experience and variables such as delivery costs going up can be detrimental to online-only models in the future. Also, Wal-Mart has many advantages over the small businesses they elbowed out of the way years ago, with the bank to back major fundamental changes to their business model. As with any company that hopes to deal with a competitor, Wal-Mart should focus on improving itself and not diminishing what it has to offer. In this case, Wal-Mart should look at why consumers prefer Amazon and find ways to integrate the practical traits into its business. It is never too late to reinvent in-store shopping.

The era of the Renaissance Man is not over, but it is certainly coming to an end as society grows ever more specialized. However, the end of the Renaissance Man doesn’t mean you can’t try out new projects, you just have to approach each one with a clear understanding that if you want to produce something great you can’t expect to take the project from A to Z on your own. Instead, the focus should be on your strengths. Everyone is good at something, so the trick is identifying your role. For some projects, like painting a picture, it comes down to a simple test of whether or not you can paint. For other projects, say creating a website or putting together a game, it becomes less clear.

Here I describe a few of the mistakes I made during a particular project and the steps I took to get back on track.

A few months ago I started playing around with the idea of recreating an old school game that could run on mobile devices. As I started writing out my ideas I began to see a way to create a whole new game with original gameplay elements from a variety of classics. Once I had fleshed out the core elements of my game I began to write some code. I took a computer science course in college that taught C++. Before that I had been involved in light HTML and CSS editing, which is to say I knew next to nothing about programming. However, the great thing about that course, and computer science in general, is that the central goal is always to teach core concepts. Memorization takes a backseat role. So even though it’s been two years since I took that class with Professor Singh, I still remember enough of it to pick it up and program again. Mistake: Although I knew the core concepts, I should’ve realized and remembered that programming is a nuanced endeavor and very simple mistakes can prevent a program from compiling (if it doesn’t compile it won’t run). 

My program involved simple code at first, like accepting input values and outputting strings of text. Not too long after that I was concerning myself with finding ways to store memory and track variables. At this point I started having problems and began spending more time fixing errors than adding actual code. Soon after I ran out of steam. Programming was tough and I wasn’t even sure if C++ was the best choice to create a game. Another mistake: Self initiated projects carry the added risk of overlooking the basics, like doing the background research. Since it was only my time on the line, it was easy for me to overlook the basics of project planning and I began without checking to see whether the programming language I was using would be able to accomplish what I had in mind.

After running into this wall I finally sought help and phoned a programmer friend. I asked him to break down a program development cycle and see if there was a better role for me.

He summed his thoughts in one sentence: “Creating the assets, that’s what you should be doing.” It was true, I was a better writer than I was a programmer and coming up with the idea for the game in the first place was proof of that. I should be focused on expanding those ideas and putting them on paper by organizing them as assets for the game.

He added extra weight to his statement by reminding me that even if I were a programmer (and even if C++ was the language of choice), without knowing exactly what I wanted to include in the game I would’ve ran into a development wall anyway. Having a firm understanding of my new role convinced me to restart the project from the bottom up using basic, but effective, project planning methods.

Using Evernote, I began researching the steps to come up with the assets for the game. I was a writer, but I still needed a guide to know what to write. I specifically searched for tips on how to create a board game — because the game I was looking to create shared a lot in common with the standard board game. I found a college course that taught board game design and linked the professor’s well-written material to my Evernote and got started. Using the notes as reference, I began following the steps to creating the assets for my game — starting with content analysis, incubation, and chunking.

Though I am no where near completion, I’ve identified my role in the project and I am happy knowing that all the progress I’m making will contribute to the end product.