Work Out Loud When It is Easy Too

When we begin to incorporate the practice of working out loud into our work we can inadvertently fall into an unhelpful pattern of seeking help only when work is hard. Working out loud when it is easy is important to balance the risks of working out loud by building relationships of trust and collaboration.

We Work Out Loud When It is Hard

Working out loud when work is hard is obvious. If you are facing a big challenge, there can be real benefits of getting the insights, ideas, resources and support of others. Your network when aware of your challenges can make a big impact.  For many people sharing challenges is where they want to start their working out loud. Working on a big challenge together with others can bring many rewards, including the feeling of heroic leadership.

However, working out loud when work is hard is a time when we feel the risks of sharing can be greater. Bigger challenges bring their own sets of fears. Do we look incompetent? Are we creating an impression we need help a lot? Are we too demanding on our networks? What if nobody can help because the task is too hard?  Many of these fears can be managed through careful framing of our requests for help, choosing where we share and by considering the needs of others. However, it is also important that we don’t just share our big challenges. A consistent practice of working out loud helps.

Work Out Loud on the Easy Work Too

When work is easy, we often forget to work out loud. There are a number of reasons:

  • We want the exclusive credit for our easy successes.
  • We assume there is no better way
  • We can do them so quickly we forget to share or don’t reflect on our experience.
  • We don’t value the things that we do well.
  • We assume everyone else knows

Whatever the reason we are missing opportunities for shared value. What is easy to us is not always easy or obvious to others. Others can learn from our easy work. Sharing credit with your network can be a great way to give back to those who help us when times are tough. Importantly, showing people what you do that works well helps build a great profile and balances out the traditional risks of sharing when work is hard.

Building a relationship of trust and collaboration with your networks is far easier when you are consistent.

The Convoluted Paths of the Greater Good of Working Out Loud

Helping doubters to see the value of working out loud involves not just enabling them to experience others differently but helping them to see the value of the greater good. A challenge we face is that the value that flows from giving of ourselves travels along a convoluted path.

Reciprocal Benefits: Stories of the Paths of Referrals

Almost all my consulting work comes through referrals. Working out loud is a key foundation for that flow of referrals. However, there’s no linear process, no response rate to track and no measure that can capture the paths through which these come. I don’t work out loud for referrals.

I don’t work out loud for referrals. I work out loud to better understand lessons from the work I have each day and to benefit from the insights of others on that work. I also enjoy that others can share these lessons. However, generating business value is a lovely side benefit.

That benefit is not predictable because it is a function of reputation, relationships and work that’s ongoing, not a transactional exchange. Here are some examples:

  • I post on Linkedin about working out loud week and the post is shared widely. The post reminds a former colleague of mine about me and some work we did together. My friend refers me to a friend of their as a potential solution for an unrelated topic.
  • I agree to have coffee with a friend of a friend who is running a small business to discuss a business challenge. After a number of conversations where I offer some advice, things go quiet as we both return to our work. Months later, the small business owner refers me to another friend of theirs. Eventually, a colleague of that person retains me for some work.
  • I collaborate with a small group of partners and competitors over four years. We share insights, ideas, and approaches even when we occasionally come up head to head competing against each other for work. After a number of years, there’s a flow of great referral opportunities between members of the network. We like working with each other. We understand each other’s relative expertise. We know we can’t do everything.

I see each of those examples of referrals to my consulting practice as an indirect outcome of reputation, relationships and work done out loud over many years. I have faith that if I continue to work in this way the benefits will keep flowing. Try explaining it to a doubter and they will explain it away as a result of hidden strategy, luck, reputation, or expertise.

The Greater Benefit of Altruism

Even harder for the doubter to grasp is that I would still work out loud, if none of these or other examples had happened. I enjoy helping others. Seeing others succeed in their work because you were able to assist is amazing. Having the ability to help others is a privilege.

I knew the power of help and generosity. However, I had not seen the specific power of working out loud until I started blogging consistently at work.  Each day I shared a post on some lesson from my work and career. The posts were short and the audience was small as they were shared only inside the organisation. I realised the value to others one day when walking into the building a stranger enthusiastically rushed up to me and thanked me for a recent post. Speaking like a close friend, they explained that the post had enabled them to solve a problem and they now used that technique consistently. One person’s work had been made easier by my blogpost and they were extraordinarily grateful. Even more remarkable, a person I had never met felt they knew me well enough to forget to even introduce themselves.

Work today is hard, competitive, and it can be alienating for people. Creating just one moment of human connection founded in generosity can make a wonderful difference to others. It can also be a great reminder that those who give receive the greatest rewards, even if nothing ever comes back but thanks.

Belief in Working Out Loud is Belief in Others

Practitioners of Working Out Loud come from all faiths. They share a common belief system. They have faith in the value of transparency and generosity. They have faith in the potential of humanity to collaborate for greater benefit.

“Working Out Loud is like a religious experience. It can be hard to explain the value of working openly to others”.

I hear variants of this comment from advocates of working out loud often. If you have advocated for working out loud, you have had the experience. You believe passionately in the value that you have experienced in working out loud. You want to share this with others. Some people jump on board straight away. Many others don’t get it. No matter how much you try to explain they don’t believe you. They won’t even try.

A Simple Divide

This disconnect that working out loud advocates experience is driven by a simple divide. On one side are those who would meet the characteristics of the Givers of Adam Grant’s “Give and Take”.  Givers help others with no expectation of reciprocity because they can.  Givers believe in contributing to the greater good. On the other side of the equation are those who only act when there’s an advantage or at least a clear benefit to them. These people need short-term reciprocal benefits to act.

If you expect benefits for yourself from every action, then working out loud seems irrational. Why would you exert effort to help others with their work with no immediate reward? Why would you risk embarrassment or loss of credit for your work? There’s no return coming.

Adam Grant highlights that the real benefits to Givers are reputational. The benefits flow unevenly and over the long term. They are the result of network effects, not transactions. To be able to realise all of these benefits you need faith in others. You need to believe in the value of the greater good. In the next post, we will look at how this convoluted path plays out.

Trust is Not Rational

At the heart of the divide is a view of others: are they helpful or are they seeking advantage? This is a question of belief, not calculation.  The answer is founded in willingness to trust in others. Advocates of working out loud face a challenge that changing these kinds of belief is not a rational process.

When we advocate for working out loud, we love to stack up reasons why people should try working out loud. We describe the benefits. We map simple steps and build support processes to help people to get started. No matter how many reasons and how much proof we offer, actually doing working out loud takes someone to trust in others.

Trust is not driven by logic. Trust is driven by beliefs, emotions, and experience. The decision to trust in others and share something out loud that is imperfect is going to take a leap. This is the ‘trembling finger’ moment in all working out loud. Those who believe others are benign will find in their belief system the reasons, emotions, and experience to trust others. Those who are more suspicious are going to need to experience something better first. Their lack of trust means that the risks of sharing are all too evident and it may well violate strongly held beliefs of the need to behave cautiously.

If someone is resistant to working out loud, no amount of argument or proof is going to change their view. They won’t work out loud until they experience benefits and attribute them to working in a different way. If they continue to experience the benefit of working out loud, perhaps over time their beliefs will change.

 

Linkedin Marketing for Linkedin Marketers

linkedin-1084446_1920

A curious phenomenon can be found on Linkedin. Accumulate a few followers and publish some content and you will begin to receive a consistent flow of connection requests and offers of services from Linkedin Marketers. What’s curious about the phenomenon is how badly these Linkedin Marketers market their services on Linkedin.

I don’t have a problem with marketing or networking. I have worked as a marketer and done well marketing can drive rapid growth in relationships and real business value. There is value in getting consulting help to maximise the new opportunities and value of social relationships in business. That is one part of what I do for a living. I know some excellent consultants who deliver real value for people looking to get the most out of Linkedin. My friend Samantha Bell is excellent and she has written a very useful book on how to get the most out of your profile. Helen Blunden has provided great advice, coaching, and workshops for people looking to more effectively leverage Linkedin.

However, there are people roaming the platform whose approach is giving Linkedin and Linkedin Marketing a bad name. These Linkedin marketers do themselves a disservice with the laziness and the ineffectiveness of their approach. Before you hire anyone to help you with marketing in Linkedin, consider how well they market themselves on the same platform. The volume of poor approaches also impacts users view of the platform as well. Linkedin’s standard connection message even has its own meme as a generic New Yorker cartoon caption.

Improving Linkedin Marketing

Here are some suggestions for Linkedin Marketers who are looking to sell their services on the platform:

Research: The greatest value of Linkedin is as a platform for research. Great marketing begins with a depth of understanding of your target customer. Want to learn more about someone or some organisation? LinkedIn offers a fantastic way to explore people, roles, relationships and information relating to that individual and organisation. Have any of the Linkedin Marketers demonstrated their research in their approach to me? No. Not one. They are clearly not leveraging the research potential of their Premium memberships.

Relationships: Linkedin is a map of business relationships. The goal of Linked is to map the business graph of relationships. Start on the platform by using and building on relationships. I read my connection requests and I research them. However many with no prior relationship and no explanation, I simply ignore. Too many of the approaches from Linkedin marketers simply sent me the generic message. Not one of the Linkedin marketers has used a relationship referral to connect with me or sought to demonstrate the credibility of their offering by highlighting an endorsement by one of their relationships. Relationships are more than connections. Having a connection with similar people or being members of the same Linkedin group doesn’t count. Show me relationships with whom you have done business. Because I research approaches I receive, if our shared relationships are the people who accept every request, then it gives me a good clue that you don’t know them.

Relevance: Effective marketing depends on relevance. Relevance is the price of attention. “Connect with me so that I can help grow your business” is an improvement on the standard Linkedin connection message. However, you haven’t shown any specific relevance to my current needs. If you don’t even mention a recent action that triggered your interest, you are simply playing a numbers game. Research is the foundation of relevance. You need to go back and do the research.

Response: Linkedin is a low engagement platform. It is easy to passively consume on this platform. To get people to take action, you are going to have to engage them with a relevant message at the right time and with a compelling offer to act now. Adding numbers to your Linkedin connections may contribute to opportunities to hunt for clients, but it doesn’t drive the bottom line. Include a compelling call to action. Experiment and learn from different calls to action.

Resilience: New relationships don’t happen immediately. Cold calling new relationships takes time and resilience. How many of the Linkedin marketers have ever come back after their first offer was ignored? None. The only second approach I have received is from one Linkedin marketer to whom I explained that I was declining their offer of connection because of a lack of need. Of course, the follow-up was equally generic, made no reference to our previous conversation and learned nothing from it.

If you are not a Linkedin Marketer, these suggestions will help you be more effective on the platform too. And a word of advice to all the Linkedin Marketers who read this post and see it as an opportunity to send me a connection request: I will be using this post to judge the quality of your research.

This post first appeared on Linkedin.

Simon Terry provides consulting, advice, speaking and thought leadership to global clients through his own consulting practice, and as a Charter Member of Change Agents Worldwide, a network of progressive and passionate professionals, specializing in Future of Work technologies and practices.  The focus of Simon’s practice is assisting organizations to transform innovation, collaboration, learning and leadership. 

A Conversation About Norms

We live between norms and force. When norms lose their power, force becomes the alternative option. For effective organisations and civil society, we need an ongoing conversation about expectations of behaviour.

Noticing Norms

David Foster Wallace’s Kenyon College commencement address begins with a story

There are these two young fish swimming along, and they happen to meet an older fish swimming the other way, who nods at them and says, “Morning, boys, how’s the water?” And the two young fish swim on for a bit, and then eventually one of them looks over at the other and goes,
“What the hell is water?”

Social norms are often like water to the young fish. In the Oxford dictionary, norms are defined as:

A standard or pattern, especially of social behaviour, that is typical or expected

We don’t even notice they exist. They are simply baked into our expectations of social interactions. We follow the most common norms without reflecting on their existence. Often the first time we focus on them is in our outrage at a breach of a norm.

Norms shape group and individual behaviours. Norms that are undiscussed, and in some cases undiscussable, can have real consequences for individuals and societies ability to manage and change. These norms are also a critical component of group connection. Loss of shared norms will impact cohesion, sharing and collaboration in a group.

While many norms are taken as given, they are not fixed. Our expectations are constantly adapting based on our experience of the behaviour of others. Sustained violation of norms can and will cause change. This is one reason that so many protesters violate social norms. They want to disrupt a range of expectations to gain notice and to influence people to reflect on the need for change. Where change has been driven by social change movements, the changes are largely positive for society with new norms being more inclusive, equitable and better able to support civil society.

The Power of Norms

‪We live between norms and force. When norms lose their power, force becomes the alternative option to regulate social behaviour. The functioning of our organisations and our civil society depends on effective norms.

Over summer I read Jared Diamond’s The World Until Yesterday, a book that examines the lessons from traditional societies. The book explores how many tribal societies experienced life that involved continuing violence. The violence was an outcome of the challenges of sustain norms between tribal groups, leadership within tribes depending on authority and because disputes were often resolved by force. Many of the mechanisms we expect to prevent violence, such as peaceful acceptance of strangers, were not norms in these societies, because they represented real dangers to individuals and the group.

Change movements often seek to smash existing norms. Equally important is the need to foster and develop the new behavioural expectations that will follow. In the absence of shared expectations, any group will increasingly have to use force to maintain behaviour in a group or fail in its shared endeavours.

Let’s consider an example of the justice system. What makes our laws effective is not the courts or a constitution. The first element is a community expectation that we will follow the law, respect the courts and honour those decisions.  When individuals fail these norms, the executive branch of government has a range of force to bring to bear on social behaviour and enforce the law. We simply expect that the courts and the executive will collaborate to maintain the law. The history of the breakdown in civil societies around the world shows us that this is one of the first norms to fail.

Norms in Organisations

In organisations, the equivalent force is the power of exclusion. Few organisations have the power to use force against their employees except to show them from the premises. Misbehave persistently and you will be sacked and denied an ability to remain in the community. Exclusion presents a cost to the individual and a loss of capability to the organisation. Exclusion of large groups can be incredibly disruptive as strikes and lockouts show.

Organisations depend on norms to keep the peace and to foster cohension and collaboration. A few of those norms are on posters. Many are inherited from the society in which the organisation operates. As our organisations involve more temporary workers and as they become more open to the networks around them, managing these group norms becomes more important.

Most of those norms are never discussed. Some are seen as undiscussable. Rather than force people to exit when they have an issue with norms, we have offer people the alternative of voice. Exit is too easy in our networked era. Voice should be the easiest option. Encourage people to discuss their issues openly, especially those seen as hardest to raise. Celebrate resistance as a form of engagement. When norms are often invisible, it can also be a great learning experience to leverage the insights of those who can see.

The functioning of our society depend on explicit and implicit norms of behaviour and interaction. Let’s invest in the conversations and actions in community necessary to sustain norms and keep the use of force at bay. ‬

Keep Reconnecting: The Value of Strategic Community Management

Organisations need to invest in strategic community management for the life of collaboration. The process of reconnecting keeps relationships relevant as the organisation changes. Maintaining the connection of human relationships is the foundation of strategic value in collaboration.

slide1

One of the consequences of representing a maturity model as a stepped process is that people interpret the steps as linear process – do connection then move on to do sharing.  The reality of collaboration in any organisation is that all four processes are going on at the same time. Even the most immature networks can have spots of sharing, solving and innovation. The model helps organisations develop the conditions to make those spots consistent, sustainable and predictable.

Keep Connecting

Connecting continues throughout the four phases. Perhaps a better representation would have horizontal bars or waves to show a continuity of each step in the model. The model reflects an ongoing development of capabilities and the main emphasis of each phase of development, not a series of linear exclusive activities. It also means that failing to maintain investment in any step can lead to the collaboration across the organisation slipping backwards in maturity. Let the relevance and effectiveness of relationships fail in your network and you will soon see a decline in the value created.

A corollary of this is that the most mature networks are also those that are most sophisticated at connection. In these networks, the process of connection is a task embraced by most users, is inherently a part of work and reaches well beyond the organisations boundaries to leverage all the relationships needed to make work better. Innovative organisations leverage relationships effectively, look beyond a role to leverage organisational capabilities and look outward to their networks to execute on innovation opportunities. Enabling this takes sustained effort and the development of new mindsets, capabilities and work practices in your teams.

Don’t Forget Reconnecting

Reconnecting is as important as the initial phase of establishment. Why? Connections get broken over time. Things change every day in your organisation. People join and leave. Businesses are reorganised. New strategies are developed. Projects form and close. Policies change. Technologies change. Without continued adaptation to all this change and without the creation of new relationships, the network will begin to wither and die.  A lack of ongoing connection and relevance to work is the reason most big bang marketing launches of collaboration fade away. Maintaining connection to support better ways of work is an ongoing exercise in any organisation.

The elements that I outlined on my last post on Connection need to be maintained, repeated and periodically refreshed. That is a role of strategic community managers. Organisations need to maintain an investment in community management long beyond launch to shape this ongoing adaptation of the networks of relationships across the organisation. Remember the relationships create the value, not the technology.

If you are interested in exploring further how to reconnect your organisation, the Collaboration Value Canvas can map an an integrated plan for the community management and adoption work required in a two-hour workshop with business stakeholders.  Contact Simon Terry to discuss how this could be applied in your organisation.

Start with Connection

Are your employees really connected through your Collaboration platform? Many who are members of your platform aren’t actually connected in human relationships. Perhaps it is time to check that your organisation is ready to begin the journey of adoption to realise strategic business value.slide1

A Missed Connection

When I explain the Value Maturity Model, many listeners skip over the first stage of the model and want to rush into the heady territory of sharing, solving and innovating. “Connection. OK. We have our employees on our network,” they say, “We are connected already. What’s next?” I am not alone in this experience. In a recent conversation with James Tyer of Togetherwise, a collaboration & learning consultant in the UK and Canada, James explained that he often has to take people back to the beginning to pick up missed connections and build a solid foundation for the work of realising business value.

Cai Kjaer of Swoop Analytics has also pointed out in a recent Linkedin post that having a network solution and employees being able to access that solution are precursors to realising value from social collaboration.  However, those steps on their own aren’t enough to create the human relationships that are necessary to work more effectively in organisations.

Experts in collaboration have been stressing for some time that a platform is not enough to deliver the benefits of collaboration. We can’t rely on “Build it and they will come”.  Most vendors now stress the need for adoption but what they often mean is “people on a platform” to ensure their revenues. ‘People on a platform’ is not enough to generate meaningful work and business value. Random crowds roaming your enterprise social network will get you nowhere you want to go. The potential wisdom of crowds of employees must first be shaped by strategic community management. We need to help employees to connect new relationships to be able to benefit from new opportunities for social collaboration.

Connecting Human Relationships

Community managers are the agents of strategic value in social collaboration. Their work translates human connection into the specific business value that realises an organisation’s strategy. The first role of community management in an enterprise social network is to connect new human relationships. Those relationships, not the platform, are the foundation of new value.

Think for a minute about the best work relationships that you have. What are the characteristics of those relationships? Features of great working relationships include a shared understanding, context and goals, reciprocal value, trust, mutual support, and learning. The first work of community managers in organisations that are using a social collaboration solution is to put in place the conditions that will foster these kinds of connections.

The Work of Connection

Let’s look at some critical elements that deliver connection for business value in a social collaboration network:

  • Connecting Understanding: For many of your employees, the use of social collaboration tools at work is new. Kai Riemer of the University of Sydney has demonstrated in his research into ESNs that sense-making is a critical early phase of network development. We need to help employees to make sense of the use and benefits tools in the work context.
  • Connecting Purpose: Work is busy. There’s already too much to do. People need reasons to use a new platform. Real people love their tasks to have meaning. Connecting those reasons to shared purpose in the organisation is an important benefit to users and a benefit in communicating and reinforcing purpose.
  • Connecting Strategic Value: Your organisation’s strategy outlines the most important work that needs to be done and the value that the organisation is seeking to achieve. Ensure that this value is clear to your community and that they can help drive what the organisation needs to be done.
  • Connecting Work: Not every employee and business will be able to find the connection between their own work and the broader business strategy. Help individuals and teams to make the connections of their work into broader businesses, processes, and projects.
  • Connecting Groups: Groups (or the related concept of Channels) are the home of work in any effective social collaboration solution. Make sure you have the groups you need to start the right work. Make the groups findable for new employees. Help these groups form, storm and norm on their way to performing. You don’t want names in a group. You are aiming for a team built on real human relationships.
  • Connecting Capability: Human capability is variable. Not everyone will have the capabilities they need to understand how to use the platform, to work or to lead in these new complex relationships. Make connections for people to ways to build their capability to be more effective.
  • Connecting over Barriers: Every organisation has legacy rules, mindsets, processes and approaches to work that will get in the way of effective collaboration. Help your teams to fix, avoid or work around these barriers.
  • Connecting Leaders and Champions: Real people are influenced by the behaviour of others. Leaders and champions will help shape the work, the norms and the value created in your network.
  • Connecting Governance: Budgets come with expectations and organisations come with norms. Connect a governance team that can help the community managers to drive the right strategic outcomes in ways that best suit your organisation.
  • Connecting Data: Value realisation requires measurement. Put in place a plan to measure the data you need and gather the tools that you will need to do the measurement.
  • Connecting Resources: Nothing is free. Great work needs the right level of resources. Make sure your community management team and platform has a sustainable level of resourcing for the strategic value that you want to create.

If you skipped the Connection stage in your collaboration solution, some of these elements might have been missed. Even if you picked up these steps, are these elements integrated to ensure that the foundations for future business value are in place?

Realising the strategic value of social collaboration requires a focus on the human relationships in work. Any good relationship begins with a strong connection.

If you are interested in exploring further how to the Collaboration Value Canvas, enables organisations to conduct a two-hour workshop with business stakeholders to ensure that the business has an integrated plan for its community management and adoption work.  Contact Simon Terry to discuss how this could be applied in your organisation.

Addendum

In a discussion on Facebook around this post, Mark LeBusque added this insightful comment:

Another reason why BEING comes before the DOING. I often come across coaching clients who have been frustrated when projects hit a hurdle and it’s always because they haven’t created a meaningful connection with their cohort before the project begins. Instead of sitting in a room on Day 1 of the project talking about what they need to DO they should spend time in a less sterile environment talking about how they need to BE. The key element there is how to really be connected.

Mark’s comment highlighted to me the one missing connection:

Connecting Self: Busy people tied up in work, status, fears, dreams and other mindsets can struggle to connect to their feelings, fears and sense of self. Any relationship must be based on a strong sense of who you are and want to be. We need to help people connect with and leverage their authentic self as part of their work.

Working Out Loud: Chat, Conversation & Collaboration

 

Working Out Loud can generate a lot of confusion for people who are new to the term. Being clear on whether your goals are best advanced by a Chat, a Conversation, or a Collaboration will help the effectiveness of your working out loud.

The Many Interactions of Working Out Loud

Working Out Loud involves sharing work purposefully with communities that can help your work or can learn from it. The concept is deliberately a broad one. The concept covers a lot of different kinds of interactions.

There is no one right way to work out loud. John Stepper has written a fabulous book on one approach to working out loud to achieve personal and career goals. Jane Bozarth has an equally great book full of examples of people showing their work in many and varied ways and for many reasons. The WOLWeek website has a range of interviews with Working Out Loud practitioners and many practices are described. There are more approaches.

Working Out Loud is inherently adaptive. There is no one perfect way because nobody else has exactly your situation, your needs, and your network.  Learning how to navigate networks through generosity, transparency, and collaboration is a big part of the challenge and the source of the benefits of working out loud.

Chats, Conversations, and Collaborations as Working Out Loud

One way to reduce the confusion around working out loud and to improve the effectiveness of your practice is to be clear on what it is that you are looking for when you work out loud.  Are you looking for a Chat (shared information), a Conversation (shared understanding), or a Collaboration (shared work)? Each of these kinds of interactions involves a different level of engagement and add a different amount of value to your work. Each of these will require you to have a different relationship with and deliver different value to the other people involved in the interactions.

Understanding which interaction will best support your goals will help you choose the community and the approach. Many people get disappointed when they work out loud on twitter and they don’t get an immediate response that advances their work. Others get frustrated that people working out loud use twitter and appear to be engaging in self-promotion. In both cases, we are seeing a misalignment between the individual and the expectations of their networks.

More Effective Interactions

Reflecting on the desired interactions and the best communities to support them can help you improve your working out loud. After alll omproving the effectiveness of your Working Out Loud is an ongoing adaptive exercise:

Look for Shared Goals: If someone doesn’t share your goals then even a Chat is a distraction. Both Conversations and Collaborations require strong goal alignment. Look for individuals and communities who share your goals.

Invest in Relationships First: People are more likely to give if they see you as equally generous. People are more likely to care if they think you care. People are more likely to notice if you have noticed them. Use Chats, Conversations, and Collaborations to build relationships in your networks. Remember that in transparent networks people see not just your interactions with them but with others as well. You will have a reputation that is the sum of your interactions.

Choose Networks that Suit the Interaction You Want: Communities each have a dominant mode of interaction. Is it chatty? Do people help each other or engage in long debates? Pick communities that are suited to the interaction that will best suit your work. If you are looking for a richer interaction, such as a collaboration to solve a difficult work challenge, then choose networks where the relationships will support that interaction or where people share common approaches to interaction.  No community is 100% one mode but aligning to the dominant approach first will help you be most effective and allow you to branch out later.

Be Clear on the Purpose of Your Working Out Loud: Ask for the help you need. Be clear on the kind of responses that will advance your work. Help others to best help you and also reduce the likelihood of misunderstanding or embarrassment.

Start Small and Experiment: The adaptive nature of Working Out Loud means that it will take some experimentation for you to develop your own approach, develop relationships and to find the networks and interactions that best foster your work. Start small and experiment to learn how best to leverage working out loud in your work.

Digital Communication: The Practice of Poetry

Digital communications can benefit from the lessons and practice of poetry.

In May 1991, Dana Gioia wrote an essay in the Atlantic Monthly called ‘Can Poetry Matter?’  The article was a major contribution to a long-running debate on the relevance of poetry in a modern world that appears to run on prose. Gioia’s conclusion to this long running debate on the cultural significance of poetry and its practice was clear in his summary:

If poets venture outside their confined world, they can work to make it essential once more*

In 1991, digital had only just begun its progress to its current pervasive state. Gioia does not even reference digital journals and blogs which now reinforce his point on the niche audience for much modern poetry. We have learned a great deal since then on the practices of digital business and digital communication. Two decades of lessons in digital communication is still a small fraction of the lessons learned across the centuries of history of poetry.

Why Learn from Poetry? Isn’t it Dead?

Modern digital communication can benefit from a deeper understanding of the practices and art of poetry. In many ways, poetry has been practising to refine approaches that align to current challenges facing digital communication.

Capturing The Essence: Gioia gives a strong clue to one rationale when he defines his first rationale for poetry in his essay:

Poetry is the art of using words charged with their utmost meaning.

Digital communication always faces a poverty of attention. Extracting the highest value from expression and conveying as much meaning as attention will allow is essential.

Expressing the Experience: The mobility of digital communication means that messages no longer sit apart from any experience. Digital communications must help express, support and enrich the experience. Poetry has long battled with this same challenge of capturing, enhancing and enriching the human experience.  There are lessons to be drawn in the relationship between poetry and the experiences that it captures and supports.

Poetry is an orphan of silence. The words never quite equal the experience behind them – Charles Simic

The use of poetry in ritual in human history is a sign to its power in experiences.

Leveraging Reflection: The practice of writing poetry requires observation of the experiences of life and reflection. Wordsworth described poetry as:

Poetry is the spontaneous overflow of powerful feelings: it takes its origin from emotion recollected in tranquility.

Similarly, Robert Frost wrote:

Poetry is when an emotion has found a thought and the thought has found words

Digital communicators can provide an important outlet from the busy pace of work. They can write from and help provoke a deeper reflection on the daily experience of work and life.

Engaging through Rythm & Rhyme: The first poets had no written poetry. Jorge Luis Borges once said

Poetry remembers that it was an oral art before it was a written art.

Homer was a bard who told his tales from memory and they were passed on in memory. Many of our literary techniques are echoes of ideas that go back beyond the Ancient Greeks to master poetry and rhetoric. Sections of Shakespeare’s plays on the page can be a struggle for a modern reader but put them in the hands of an actor who can work the structure and they sing with new meaning. Read poetry and you realise the power of the rhythm of words and rhyme structures to engage others and to support your own efforts to share the work. When much digital communication struggles to hold attention, leveraging rhythm and rhyme for engagement remains relevant.

Memorable & Memetic: Great poems and great lines of poetry are memorable. This memorability is often based in universality of the ideas. Keats said

Poetry should… should strike the reader as a wording of his own highest thoughts, and appear almost a remembrance.

The English language is filled with phrases from the iambic pentameter of Shakespeare or the poetry of the King James Bible. They are so common now we barely can trace their origins. The potential of digital communication is to find that central, shared, memorable idea, phrase or aphorism that can live beyond one reading and spread through your networks as its own meme.

Open to Experimentation: Since the beginning of human history, poetry has experimented with forms, rhythms, rhymes, assonance, visual and verbal representations of messages. The most successful forms like the sonnet, the haiku, rap or the spoken word jam were tested and refined before spreading around the languages of the world. Digital communicators have learned to measure their effectiveness using the new tools available. A breadth of experimentation will help ensure that digital communication does not become trapped in local maximums of performance like the listicle.

Bringing in the Whole Human: Communication is not just a process of the human brain. Poetry shows the ways we can communicate beyond recitation of facts and logic. We have already seen digital communicators begin to leverage visual imagery in new ways to reinforce messages. Poetry also earns its attention by reaching for a deeper meaning in what is often a brief form:

Poetry may make us from time to time a little more aware of the deeper, unnamed feelings which form the substratum of our being, to which we rarely penetrate; for our lives are mostly a constant evasion of ourselves. – TS Eliot

Emotion, experience, spirituality, beauty and more are opportunities for experimentation for effective digital communicators as well. Finding richer ways to connect with human meaning is always an effective approach to communication.

Change: In the Defense of Poetry, Percy Bysse Shelley called poets “the unacknowledged legislators of the world.’ His point was that poetry is a way in which communities share and develop norms. Digital communication must play the same role in networks reinforcing the values and creating shared connection as new communities come together. Poetry has exploited its marginal place to push boundaries as Thomas Hardy pointed out:

If Galileo had said in verse that the world moved, the inquisition might have let him alone.

Equally importantly, Salman Rushdie laid out the challenge for the poet as follows:

A poet’s work is to name the unnameable, to point at frauds, to take sides, start arguments, shape the world, and stop it going to sleep

No challenge is more relevant to digital communicators when the virality of a message now outweighs its accuracy or usefulness.

Adapting: Paul Valery once said ‘a poem is never finished only abandoned’. The same holds true of digital communications. The work should be adapted continuously based on feedback, performance and changing circumstances. The goal is enhanced effectiveness and continued relevance.  Communication that is static is dead and abandoned.

The lessons above are but a few of thousands of years of the practice of poetry to engage the human mind and soul. Any digital communicator can learn from that collective experience. If applying poetry in digital communications seems unlikely, you can at least consider what poetry can do to improve your prose:

Yet, it is true, poetry is delicious; the best prose is that which is most full of poetry. Virginia Woolf

Always be a poet, even in prose – Charles Baudelaire

Notes:

* This insight has an echo in Steve Blank’s startup maxim ‘there are no facts inside the building so get the heck outside’

The Jigsaw 

You start with a jumbled pile of pieces and an image of the ideal outcome. 

People offer contradictory advice: sort them by colour or shape or build landmarks first. Some sounds like meaningless work and some sounds useful. You decide to start anyway with your keen eye as a guide. 

You build a few towers. You find some pieces are edges and start to mark out the boundaries of your current endeavours. Some times you get the boundaries wrong but don’t find out until later. 

At first there are lots of landmarks and things come together easily. Pieces go in a rush. You experience the satisfaction as steps to the goal resolve out of mess. You smile as a piece slips in just perfectly. 

Some times the detail of a piece is unclear and you stare at it, rotating it looking for a clue as to where it fits in your ideal. Trial and error works some times. Then there is the piece that seems like it fits but won’t go. Other pieces have to be put aside for later. Once or twice you walk away from the board to do something else for a new perspective. 

You find other people can see things that you have missed and add pieces to the puzzles. Some hang around to help as capitivated as you are by the challenge. 

The greenery you thought was a challenge succumbs to careful attention. There were clues hidden in there to guide your work. 

Things start to get serious. You clean loose pieces off the board and sort them carefully.  You find the pieces you think you’ve lost. Some you had all along. Others slipped out of sight and required a search. One isn’t from this puzzle. At least one was hidden deliberately. 

Slowly your goal rises from the mess. Your goal gets richer and more complete piece by piece. The smallest details are the hardest to finish. Your head hurts and you wonder why you started, but the end is in sight. 

You can see almost the whole landscape. It’s been hours of painstaking collaborative work. Now you just have to tackle that expanse of blue sky.