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On Demand, Everything

{ In flight entertainment of yesteryear }

{ In flight entertainment of yesteryear }

I think I was on my first long haul airplane flight 30 years or so ago when the idea struck me. Back then jumbo jets took 30 hours to fly to Australia from the UK with 5 stop overs. At your seat you could flick the channel of the entertainment system’s handset to hear comedy, the latest pop hits, or classical music. There were maybe 12 channels tops, but to me this was electrifying – imagine being able to listen to what you wanted, when you wanted, and go back around the channel again laughing along to your favourite comedy routine, or listening to your favourite tracks.

On that same trip I bought my first walkman (in Melbourne’s Victoria Markets) and slipped in a cassette (remember those?) of Michael Jackson’s Thriller. I listened to this on a continuous loop for weeks. Listening when I wanted, where I wanted, anytime. Reverse, play a favourite track again.

They say the head of Sony persisted with the Walkman’s development even though research suggested people wanted larger, bigger HiFis not a small mobile device you had to listen with headphones. He said, “No, this will be a hit – people are bored.”

Yeah, walkmans reduced the boredom of youth, but they also gave us instant entertainment, when we wanted it, on the move. It was the first mobile device, a forerunner of what was to come in the 2000s with the iPod, iPhone and iPad.

Back in the 1980s, the idea hit me that I (and millions more like me) wanted to consume music, or comedy, and favourite TV shows or movies whenever we wanted, at anytime. The idea of listening for the track on the radio or waiting to sit down and watch a show at a time appointed by someone else did not seem as good. VCRs were part of the solution, but were not mobile.

Perhaps it was around this time media splintered, and the era of mass broadcasting started slipping slowly away. Before this time, with maybe 3 TV stations across one country, a joke or event would pass into the national consciousness overnight. Everyone would be talking about it the next day. Everyone else had sat down and watched too.

No more. Apart from the odd realty TV show hit, we don’t seem to sit around and watch shows anymore. [Although even those wither on the vine pretty quickly.] We binge consume on DVD packs, from downloaded services or saved Foxtel IQ. We want it now, whenever, at anytime.

This desire for ‘everything on demand’ was always there, but untouched. Now, it’s the new normal. It’s a challenge not only for media, but for every business out there.

5

Another thing happened at Stirling Station

I often take the train from Stirling Station into work in the city, but I was not there earlier this week when a commuter got his leg stuck in the gap between the edge of the platform and the train. (see video above, or click here).

Poor chap – he was one of the last onto a packed train, and stood on the door opening, only to slide down and get lodged. He could not free himself, but within minutes all the passengers got off the train and without any fuss carefully pushed it over so he could get his leg out. All ended happily, and he walked free, a little bemused and embarrassed and took the next train into work.

Such is the speed of our human connectivity, the video and the news of the escape shot around the country being featured on all the WA and Aussie media outlets such as ABC, and then off around the world including the UK, Iran, India and Russia.

About a week earlier I was standing on the same platform, waiting for a train to work. As the crowds gathered in the gloomy light, the train arrived, completely packed. Hardly anyone got off, so hardly anyone could get on. Me, and about 200 people had to let it pass. Another came and went. Same story. I wondered why Transperth would be putting on so few trains (and only 3 or 4 carriages per train) at rush hour when there were so many people waiting at our station? Then a familiar voice said ‘hello’ and it was Chris Baudia, CEO of GeoMoby – a Perth based tech startup company. We squeezed onto the next train, and had a quick catch up. Chris has recently flown to Seoul and won a global hackathon – yes, won the whole dang thing, against 2000 participants from all over the world no less. A few days later I am standing in the kitchen at Spacecubed (the centre of the start-up community in Perth), and I notice Chris’ award tamely sitting there on a side table. Such a modest fellow, our Chris.

So, here’s to Chris, GeoMoby and the spirit of the start-ups. They do amazing things, with no budget, and are forever pushing envelopes. And here’s to the wonderful Perth people who pushed the train together to free that guy at Stirling station. As an Iranian said on a blog regarding the incident: “Aussies are good when it comes to working together to get something done, even if its (sic) something unplanned and needs to be done immediately.

My only quibble – do you think Transperth could lay on more or longer trains so people don’t have to be crammed onto them? It would prevent someone getting their leg stuck again (or worse), and the ridiculous waste of time waiting for a 3rd train before having a hope of getting on. Too much to ask…?

8

Social media and customer service

customer service

A CEO (of a company in the UK) put out a circular to his staff last week asking them how they could use social networking to “improve customer service” or “reduce potential complaints“. I find the question itself interesting (and revealing) – customer service is the experience the buyer has when they interact with your service. It’s totally in their mind. It’s how the phone is answered, it’s how reception looks, it’s every little thing… These days everyone expects good customer service, even great, so the objective now for businesses is to ‘wow‘. Only by ‘wowing’ can you set yourself apart. It’s the new normal. And that’s got to be good for customers.

A few years ago, as we started our small online business, I remember reminding my staff that we had to wow our customers every day, at every opportunity. Considering we had pesky real estate agents as customers, that was going to be a challenge (!) We did not use social networks to “improve customer service” or “reduce potential complaints”. We used good old fashioned manners and courtesy. I employed people (irrespective of their IT background) who could learn fast but had a deep seated desire to help people. These two aspects were all we needed.

Roll on ten years and we’re in an era of social connectivity. The water cooler conversation of old is twitter today. Organisations in 2014 can use social media to actively watch what people are saying (using # and @ discussions on their name), they can engage with their customers, answer questions, post ideas, ask things, forward good thoughts, thank people for their points, etc. even turn around complainers. Most companies have a full time person on this, or a team of people.

Example – I was giving a “Twitter for real estate agents” course a few years ago, and an agent I will call Barry (for that was his name, bless him) did a search on his own company and was alarmed to find this one tweet had been put up only a few hours earlier: “Property —— <name deleted> are the worst real estate agent – stay away! ” Barry was distraught. What should he do? Could he sue the person? Delete it? After he calmed down a bit, I asked him to call his office and see what this person was talking about and why. He came back and said it was already sorted, the person had been a tenant and had not got her bond back, so had vented on Twitter. OK, so what now? Barry tweeted her back saying he’d sorted out the issue, and to call him in the office if things were not all fine. A few hours later, the tweet was removed (only the person who tweets can remove the message). Problem removed, and I bet that lady had a high opinion of the company as a result, and told her friends about it, as I am telling you now.

Ignoring twitter does not stop people talking about you anyway. Better to be ON there and (at least) surveying the conversation, then maybe taking part, engaging, adding, contributing …

My favourite example of customer service and social media is one I use a lot in my talks – that of Peter Shankman in 2011 and his fantastic true story of Mortons streakhouse. This actually happened, and was not a set up! Peter’s story of how a steakhouse got a meal to him after a long business day and a flight back to New York provided so much free press and positive attention for Mortons over the next few days and months, worth in the multi millions, and all for a simple act of being awake, involved and having the wherewithal to act.

By contrast, I posted 2 Aussie companies and their comparative use of social media around customer service.

Can social media be used to  “improve customer service” or “reduce potential complaints”? Sure, but that’s a bit like saying can you use the phone (or words, or technology, or…) to give great customer service. You’re asking the question the wrong way round.

Infographic above: from Clicksoftware 2012

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10 Surprising facts about Twitter

Twitter facts

I remember being very sceptical about Twitter when I first came across it in 2008, but being encouraged to give it a go, and then persist with it, it slowly became my favourite (and most useful) of all the social media. I can’t really imagine life without it now. { As some of you may know, I once walked inside the Twitter HQ in San Francisco.}

Firstly, it’s the world’s best search engine. Search for something on Google and you see web sites; search on Youtube and you get videos; search on Facebook and you scroll through all the nonsense your ‘friends’ are up to… search a topic/person/business on Twitter and you get what everyone is talking about that right now. In many situations, this is immensely more powerful and useful than anything else.

Using Klout and Twitter together, you can see who is most influential, and who are the ‘amplifiers’ (heavy users who spread the word). Engaging with these people will send your messages further than you could on your own.

Searching google is fine for information retrieval, but if something has just happened (in sport, in the world) then Twitter is where you can get straight to the centre of things as they are unfolding. Usually from the horse’s mouth.

Twitter allows more than just 140 characters of text, but embedded within are links to web sites, photos, videos, and everything else you could imagine. It dissects and disseminates like nothing before, or since.

If you want to reach people, engage in conversations with those of similar interests, or see what’s happening, twitter is ideal.

Here are 10 ‘surprising’ facts about Twitter, courtesy of FastCompany

  1. Tweets with links included are 86% more likely to be retweeted
  2. Twitter engagement for brands is higher at the weekends
  3. Tweets with images get 2x the engagement (sharing, favouritising…)
  4. Tweets with less than 100 characters get 17% more engagement (even 140 is too much for some folks!)
  5. Twitter’s fastest growing demographic is 55-64 year olds (they started late, but are getting into it now)
  6. Tweets with hashtags (‘#’) get 2x the engagement (this allows you to look for similarly themed tweets, e.g. #perth or #worldcup)
  7. Mobile is responsible for 66% of brand-related tweets (people are out and about with their smartphones)
  8. Mobile tweeters are 181% more likely to be using it during their commute
  9. Amplifiers are 122% more likely to use direct messaging (a bit like email, to other twitter users who they mutually follow)
  10. If you ask for it to be retweeted, the tweet has 12x higher chance of being retweeted, 23% more likely if you mention the word ‘retweet’

The first tweet was sent on March 26th 2006 by one of the founders Jack Dorsey. Today, there are 750m users and 65m tweets are sent daily.

My latest presentation (‘How to be a Major Twit’) can be viewed here. Is it time for you to really engage in twitter, and see what it can do for you?

1

Word Crimes

For those of you frustrated by terrible use of English, ‘Weird Al’ Yankovic’s latest parody ‘Word Crimes‘ is  a delight. Set to the music of last year’s infectious hit ‘Blurred Lines‘, he rips into the abbreviated, sloppy expression too often spouted on social media, emails or texts.

Released 4 days ago, it’s already had 7 million views on Youtube. Brilliantly clever, among other things he lampoons those who use “literally” in totally the wrong manner, those that can’t distinguish between “it’s” and “its” and that “to who” is always wrong.

Literally is often abused
One thing I ask of you

Time to learn your homophones is past due
Learn to diagram a sentence too
Always say “to whom”
Don’t ever say “to who”
And listen up when I tell you this
I hope you never use quotation marks for emphasis
You finished second grade
I hope you can tell
If you’re ‘doing good’ or ‘doing well’
Better figure out the difference
Irony is not coincidence!
And I thought that you’d gotten it through your skull
What’s figurative and what’s literal
Oh but, just now, you said
You literally couldn’t get out of bed
That really makes me want to literally
Smack a crowbar upside your stupid head

Has anyone ever written a song about nomenclature, apostrophe or syntax?

It should be obligatory viewing for all. Sadly, however, those it was intended for will not get the joke, but the rest of us can have a chuckle.

He does raise a point – all of us probably are seeing standards dropping. We see 20-somethings come into the workplace who cannot spell or understand basic grammar. Our own handwriting is worsening. We just write less and less. Our writing (as I am doing now) is on a keyboard, or by tapping on (or swiping across) a  screen. If the communication gets across anyway, and spelling evolves over generations, does this matter?

I would like to think that the use of correct English is important – in business, communication, expression… and something to protect.

2

Good to Great is still great

a Hedgehog knows just how to do one thing (well)

A few years after completing my MBA and two years after starting my own business, one of my Business School professors brought me Jim Collins’ 2001 book, ‘Good to Great‘. It’s rare a business text has me hanging on its every word, but this one surely did, and still does a dozen or so years later. I go back to it regularly to ‘sanity check’ my own business management. It always highlights something I’m not doing and puts me back on the right road.

If you’ve not come across it yet, I earnestly implore you to give it a read. The quick premise is: there are loads of ‘OK to good’ businesses, products, performance & staff – but what sets apart the GREAT businesses with GREAT performance? Collins went right back through the history books to find companies that achieved truly outstanding performances, well above the market, and compared them to similar companies who’d had the same opportunities to be great in the same market at the same time, but somehow didn’t do it.

Collins found that each of the ‘Great’ companies did the exact same things in the exact same order. Here they are:

  1. LEADERSHIP
  • The GREAT companies all had “Level 5 leaders” ~ a work horse, not a show pony; they lead by example; they would never ask staff to do anything they wouldn’t do themselves.
  • They were humble but purposeful – they blamed errors on themselves, and celebrated wins on everyone else doing things right (‘The Mirror and the Window’)…how many managers do you know that do the direct opposite?

2. STAFFING

  • Hire only the best ~ make no compromises if unsure; if you don’t think they’re right, don’t hire; if they are not working out, get rid of them fast
  • Happy productivity ~ happy staff doing good work, achieving results… means motivated staff, means better content/products means happy clients, mean profits made & happy shareholders
  • get the “right people on the bus, in right seats; wrong people off the bus”
  • staff are the ONLY competitive difference these days

3. CONFRONT BRUTAL FACTS

  • Collins talks about the ‘Stockdale Paradox‘, a terrific story of a General imprisoned in the Hanoi Hilton during the Vietnam War; he found that those that did not make it were the eternal optimists (‘we’ll be out by Christmas…’). Those that did make it out had faith they’d prevail in the end, but they absolutely had a handle on where they were right now and how to deal with it.
  • Brutal Facts; bring the bad news, do not brush this under the carpet; if things are smelling bad, deal with them

4. HEDGEHOG PRINCIPLE

  • a hedgehog understands one thing it can be best at – it rolls up into a ball and protects itself from danger
  • The fox may be clever and have loads of cunning plans, but the hedgehog wins every time
  • What can you be #1 in your market(s) at? (If you can’t be #1 in the market, then stop doing it)

5. DISCIPLINE

  • have big hairy audacious goal (many years out) ~ this drives on the business, and keep pressing towards it
  • measure the right things ~ fire bullets to calibrate, fire cannons to go big

6. TECHNOLOGY as ACCELERATOR

  • tech is not as end in itself, but is used to accelerate growth (such as a new systems)
  • don’t get blindsided by technology for tech’s sake; go for the minimum viable product and get it it there and use it as you go

7. THE FLYWHEEL

  • Another great analogy is the flywheel ~ imagine a huge one that takes all your effort to move one inch; as more of you come in and help, you get it moving and after a while it builds a momentum of its own
  • which push is the decisive one? None of them, argues Collins, but together it works
  • so keep doing those million little things well

This is but a humble overview of the main 7-stage model. If you don’t even do stage 1, none of the other 6 stages will make you great. You have to do all 7.

For more, get the book – you’ll not regret it. And don’t listen to Collins’ critiques (there are a few)… they probably found it too hard to do. For building a great business is no easy, one breakthrough matter. It can take years and years.

But it’s worth it.

Photo: LOLSnaps.com

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The Night we dined with Dame Edna

{ Lisa and I with the Grand Dame, on stage, March 1999 }

{ Lisa and I with the Grand Dame, on stage, March 1999 }

Fifteen years ago, Lisa and I attended an unforgettable ‘Night with Barry Humphries‘ at the Regal Theatre with a few friends. Having just graduated with my MBA I was back teaching full time and for some reason I was not enjoying it anymore. I didn’t know why, but I was getting around to the notion that a career change might be in order. A night out with Dame Edna and other characters would be the levity I needed.

As we took our seats (in the second row) a sinking feeling came upon me. Known for ripping into his audience and making them part of the ‘entertainment’, I was not sure I was in the mood for public humiliation. The first half proceeded without incident, although I do remember that Mr Humphries was looking in my direction every now and again – sizing up his prey no doubt for the second half?

My worst fears were realised as Dame Edna bounded out to the second half with the lights going UP on the first rows of the audience. We suddenly felt very exposed, and increasingly, warm. A few minutes in, the Dame went along our row asking whether we’d had anything for dinner. As it got to me I blurted out something or other and for some reason this got a laugh. Edna rounded on me, inviting me to give more details, and wondering aloud if we might still be hungry. “Oh, they really are a lovely couple, ladies and gentlemen, shall we order them a meal?”. This he promptly did, live on stage. A gold plated telephone was produced on a silver platter: “Oh hello? Is this the Subi hotel? Agh yes, this is Dame Edna Everidge here, and I would like to order a chicken pasta, with a nice bottle of white, and a salad for this charming couple …”.

‘You’re in for it now‘ my friends whispered. We sunk lower in our chairs. Dame Edna continued her routine. About 20 minutes later the meal arrived and was set up on a table to the right hand side of the stage, red and white checked table cloth and all. “Agh where’s the lovely couple?” asked the Dame, and we were enticed up onto the stage.

Now I was quite used to performing, and ‘sort of OK’ with this, but I was more worried about Lisa, who I knew might not be relishing what was about to happen. The old pro in Barry Humphries instinctively sensed this planting a huge lipstick kiss on her cheek (see photo) and making us both feel very much at home. He sat down with us at the table on stage, carried on with his act, and kept what I can only describe as a ‘motherly interest’ in how our meal was going over the next 40 minutes (I was too nervous to eat, but I enjoyed a few glasses of wine) .

We had the best seats in the house – on stage! He was masterful in his performance, and seeing it up close like this was a special treat. I don’t think Lisa or I will ever forget it.

What a pro.

What was even weirder was later that night, on returning home I listened to a message on the phone. It was Nick, someone I’d got to know on the MBA, who had had a business idea for an online map-based real estate business. “It’s a great idea Charlie“, the message went on, “you and I have gotta do it“.

Yes, the same night as being hauled on stage with Dame Edna, the ‘aussiehome.com’ idea was born. I was ready for the change, and as the Dame was used to saying, “That’s spooky darling”. Sometimes things just happen, and in the strangest ways.

4

The war to end all wars

over the top

100 years ago today an assassination occurred on the streets of Sarajevo that would lead 37 days later to the outbreak of the ‘Great War’ (later renamed ‘World War One’ after the world was embroiled in another, even deadlier one, a quarter of a century later).

The ‘war to end all wars’ became quagmired in a muddy trench war stalemate for bloody year after bloody year, with the ritual slaughter of millions (37 million being the accepted estimate). Often tens of thousands would be mown down in just an afternoon. To visit the mass graves around Ypres and the Sommes is still a shuddering experience all these years on. My parents took me there when I was an impressionable teenager in the 1970s. We found the small gully where my Mum’s father, Charles (who I am named after) charged down through a field of cabbages on horseback towards the German gatling guns. At the time, he noticed a few cavalrymen falling off their horses and thought ‘Why is that happening?’. In the heat of the moment, he hadn’t realised they were being shot. He was 21. They reached the German lines to find the trenches deserted. With no other way to have word from their commanders, someone had to ride back through the lines to find out what they had to do next. One person had 3 horses shot from under him and was later awarded a VC. When the order finally came back it read: “retreat to your earlier position.” Just one typical story of the futility of the war, and the leaderless management thereof. This was part of the Battle of Cambrai (1917), the first battle to use tanks, and one the last to use cavalry.

A few miles away, and a couple of years earlier in 1915, my dad’s father Howard was engaged in an ‘over the top’ charge with his brother Bertie, both of the Essex Yeomanry. In the confusion of battle, both were separated and injured that day, Howard crawling through the mud having taken shrapnel to his leg (a mangled 1909 minted coin, which is in my possession, saved his leg and probably his life). After many hours and in great pain, he finally reached a mobile hospital, only to be told his was the wrong regiment and had to be treated elsewhere. Recounting the story to me (aged 9) some 60 years later, he had tears streaming down this face. After several operations and a painful rehabilitation he found himself invalided out of the army back in his Post office day job in London. One evening, commuting through Paddington Station a lady came up to him and gave him a yellow rose (‘awarded’ to those who had not signed up, as a mark of cowardice). Rather than argue his case, explaining that he had in fact signed up and seen action, my grandfather stiffened and merely said, ‘Thank you madam’. Heartbreaking. In the 1970s we went to find the battle fields around Ypres where Granddad Howard had fought, found an inscription on the Menin Gate to a Sergeant Draper, of the same regiment, who died that day in 1917.

Howard lived to 87 and I was 10 before he passed away. I remember his stories and jokes. He always had an apple for me when he appeared at our house, tucked inside his large trench coat. Older brother Bertie would live to 100, and I remember visiting him too around that time, as well as his sister Maggie, who lived to the grand old age of 106. Meanwhile my maternal grandfather, Charles, who we all called ‘Pop’, lived to 6 days before his 100th birthday in 1996. His funeral was on what would have been his 100th. He had plans to ride a horse on his birthday. Instead, a bugler from his old regiment played at the church. A few years earlier, as Brigadier the Rev. Harris,  he had read the Ode of Remembrance (‘at the going down of the sun, we will remember them’) at Westminster Cathedral on Remembrance Sunday, in front of the Queen Mother.

I tell my own children about their great grand parents and what they did. My son took the mangled coin into his Primary School a few Anzac Days ago to tell the Howard’s story . I’ll never forget my grand dads. The war to end all wars did not end all wars, but it brought millions of stories, and in our household we will be sure to continue the memory of what they did all those years ago.

0

Effective decision making

Which way?

A sign above my desk says ‘if you’ve never made a mistake, you’ve never made a decision‘, which I like not just because of the clever use of double negative, but more due to the dig it gives to those who cannot get off the fence or those who tend to over analyse or even lampoon others for mistakes made. Don’t be scared to make a decision, even it leads to worse outcomes, it urges. That does not mean you need to make decisions all over the place, willy nilly, irrespective of what happens. But it does urge you to do something, although ‘doing nothing’ can sometimes be the best decision.

Another saying goes that ‘the first sign of madness is doing the same thing and expecting a different result’, which speaks to those who cannot embrace or effect change. It’s easier to go with what you know, what is comfortable. Sometimes that is the right thing to do. However, often managers will carry on with a decision even if it’s clear it is going horribly wrong. Weak leaders cannot admit when things are going badly, blaming everyone and everything else instead (‘the market’ is a common scapegoat).

Confused? Possibly. Decision making is not pure science; it’s a mix of analytic skill, clear strategic thinking, timing, strength of character and gut feel. It’s not much different to decisions made in a sporting arena (‘which club to take here? should I go for the green or take the safer lay up option?’). Sensing when to ‘up the pace’ or when to ‘sit in and consolidate’ is important.

None of this gives an answer to the eternal question: how can I make the most effective decisions? If we define an ‘effective’ decision as one that leads to the desired goal, then firstly you need to be clear what your goal is. Growth is often a business goal. Survival might be the aim for others. Transforming the business may be the objective. Or fast growth and then a quick sale.

Once you have you goal, you can decide on the outcomes by which all decisions can be gauged. My advice is then to do various things at once: research (hard) and gather as much relevant information around the decision as you can. Talk it out, with yourself, and relevant team members. Engage and encourage thinking throughout (and outside) the organisation, but put a time limit on it. At some stage you need to reach a decision, one that you can look back on later and think ‘yes, I made the best decision I could in the circumstances’, no matter what. Don’t do it blindly, rashly, angrily. Do it sensibly, calmly and in determined fashion. Mix research, varied advice and feeling. If you can convince others of the wisdom of the decision, then you probably believe it yourself.

On major decisions, I tend to go through this process and ‘mill it around’ for a week or three. I often commit the arguments to paper, re-read the document, improving it through various iterations. But there then comes a time when the everything firms, the decision is made, and it’s commitment time. You’ll know when. Next stage is to communicate the whys and wherefores of the decision clearly to the organisation. Follow through, enact and execute your decision firmly. Be alive to any necessary tweaks as you go along, but lead strongly and take the team with you. If things don’t go well, learn what happened and why. Was the decision-making process flawed? What new information came to light that might explain what went wrong? If all goes to plan, or better, celebrate with your team and thanks those involved.

Whatever happens, don’t die wondering. I’ve made some biggies in my time, such as leaving the UK to work in Singapore, leaving there to come to Perth, to do an MBA, to then set up my own business, to then sell it, and then move on to my current position. Within each organisation there were also major decisions to be made, sink or swim decisions some of them; each time risks were assessed; each time results were captured and compared to original goals and ideas. Through this, the decision making process was refined.

I have met people that could (and could not) make decisions; some that could make dramatic decisions based on flimsy evidence, others that could not make a decision even when the options were fairly clear, others that could not make decisions unless 100+ page documents were prepared and a six to eighteen month process was engaged in. This latter group is interesting as they believe if everyone is included then they cannot be blamed (as you all agreed right?). Trouble is, nothing is really done, and the process is so agonisingly drawn out the world moves on beyond the original issue. People lose the will to live. I have seen inertia and apathy, crazy risk taking and bold brilliance. I don’t think the answer lies in any of these paths, but more in a calm, timely mix of deep thought, relevant evidence and engaged reasoning.

Best of luck to you!

5

Klout scoring your twitter folks

Klout Scores showing on your twitter streamI am becoming more and more impressed with the new look Klout, a free service some may have dabbled with a few years ago, then put aside as a meaningless ‘online influence rating‘ score, and not much more.

Well the guys and gals at Klout have been working away to improve things and add value (do I have to remind you it’s still free?!) and a few weeks ago I posted about their new curation service. Yesterday I was prompted to download their new Chrome Browser app (yes, your internet browser can now come loaded with apps), which then acts as a fast way to keep tabs on your own klout page (to get that all that curation happening quick smart) but also displays everyone’s klout score on your twitter feed (see image grab above). Now that is interesting. Instantly, you can see who is more influential (remember, it’s not what you say so much as what others say about you). Seeing who is influential gives you a clue to how much power they have online (a bit like seeing the SEO power of a website as a score in search results).

Klout has not just released a new Chrome browser app, they also have one for Firefox or Safari browsers, so click here to  find out how to install them and how to use them.

Impressive Klout. You’re making it hard to ignore you!