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You are here: Home / Archives for 2011

Archives for 2011

Does Anyone Know a Good Way to Sync Bookmarks Between Firefox and Safari?

October 17, 2011 by Matt Perman

The reason I’m asking is because I use Firefox on my Mac, but want my bookmarks to be synced with my iPhone — and, at least until recently, the only way to do that was to sync them to Safari first. Then, Safari syncs them to your iPhone via Mobile Me.

I have traditionally used XMarks to accomplish this, but I’m having trouble with it and want to stop using it.

Does anyone know either (1) if there is now a way to sync bookmarks directly from Firefox to your iPhone/iPad or (2) if there is a better way to sync your bookmarks between Firefox and Safari on the Mac?

Filed Under: Technology

6 Steps to Becoming a Great Place to Work

October 17, 2011 by Matt Perman

A helpful column by Jack Welch from a few years ago. Here are the six points, with some of Welch’s comments as well:

  1. Preferred employers demonstrate a real commitment to continuous learning. No lip service. These companies invest in the development of their people through classes, training programs, off-site experiences, all sending the message that the organization is eager to facilitate a steady path to personal growth.
  2. Preferred employers are meritocracies. Pay and promotions are tightly linked to performance. . . . People with brains, self-confidence, and competitive spirit are always attracted to such environments.
  3. Preferred employers not only allow people to take risks but also celebrate those who do. And they don’t shoot those who try but fail. As with meritocracies, a culture of risk-taking attracts exactly the kind of creative, bold employees companies want and need in a global marketplace where innovation is the single best defense against unrelenting cost competition.
  4. Preferred employers understand that what is good for society is also good for business.
  5. Preferred employers keep their hiring standards tight.
  6. Preferred companies are profitable and growing.

“The best thing about being a preferred employer is that it gets you good people, and this launches a virtuous cycle. The best team attracts the best team, and winning often leads to more winning.”

Filed Under: 3 - Leadership

How to Run Your Organization

October 14, 2011 by Matt Perman

If you get this, you have almost everything you need to know. (Almost.) Tom Peters in In Search of Excellence: Lessons from America’s Best-Run Companies:

Any well-functioning organization is neither centralized nor decentralized but a wonderful combination of both. Around most dimensions the best companies, then and now, are loose. They give people exceptional freedom to do things their own way.

At the same time, the great companies are highly centralized around a few crucial dimensions: the central values that make up their culture, one or two (no more) top strategic priorities, and a few key financial indicators.

Note: The key point is not simply that organizations need to be centralized in some areas and decentralized in others. If you say to yourself “great, the fact that every organization ought to have certain non-negotiable realities means I should micromanage my people and tell them what to do in whatever area I want,” you’ve missed it.

The key point is exactly where a company should (and should not) be centralized. It should be centralized in its core values — they are not up for grabs and are not negotiable. It should be decentralized in relation to letting people find their own way to accomplish the objectives of their roles.

In other words, precisely because the mission and core values of an organization are specific and tightly defined, employees are able to have great freedom in almost every other area.

I know of some organizations that get this backwards — they stray in relation to their core values, but are tightly controlled according to the leader’s wishes in almost every other area. That’s backwards. The key to a great company is unleashing your people, which is possible from making your mission and values clear — and meaning it.

Filed Under: 3 - Leadership

Surfing the Internet For Fun at Work Makes You More Effective

October 13, 2011 by Matt Perman

Absolutely true. Amen.

Here’s the research:

Filed Under: 1 - Productivity

Good Leadership and the Cause of Global Justice

October 11, 2011 by Matt Perman

My guest post at the Willow Creek leadership blog.

Here’s the first part:

One of the major themes about Christ in the book of Isaiah is that he cares a lot about justice. For example, Isaiah says that “he will bring forth justice to the nations” (42:1), that “he will faithfully bring forth justice” (42:3) and that “he will not grow faint or be discouraged until he has established justice in the earth” (42:4).

In his book Good News About Injustice, Gary Haugen points out that justice is “the right use of power.” To use power rightly means to skillfully exercise it in the service of others — especially those who are in need or in a situation where they are unable to help themselves. That’s why the Bible lays substantial emphasis on caring for the orphan and the widow: “Seek justice, correct oppression, bring justice to the fatherless, plead the widow’s cause” (Isaiah 1:17).

One implication of this that is rightly getting a lot of attention in the church today is that we should spend ourselves radically in the fight against global poverty, human trafficking, and other injustices. A concern for justice means a concern for addressing large global problems.

A concern for justice also implies a concern for something else that is sometimes overlooked–namely, leadership. For if justice is “the right use of power,” then good leadership is a form of justice. And, conversely, bad leadership — even if unintentionally so — is a subtle form of injustice.

Read the whole thing.

Filed Under: 3 - Leadership, Justice

Great Ideas Don't Happen Simply Because they are Great

October 10, 2011 by Matt Perman

Scott Belsky, in Making Ideas Happen: Overcoming the Obstacles Between Vision and Reality:

Ideas don’t happen because they are great — or by accident. The misconception that great ideas inevitably lead to success has prevailed for too long. Whether you have the perfect solution for an everyday problem or a bold new concept for a creative masterpiece, you must transform vision into reality.

Filed Under: Why Productivity Matters

The Web Strategy of Desiring God

October 5, 2011 by Matt Perman

This is a message I delivered to a class at The University of Northwestern in the fall of 2011. I outline the web strategy that my team and I developed at Desiring God. 

Hello again. Thanks for having me back.

Last time I spoke about productivity and the gospel and ran out of time before I could talk about Desiring God’s strategy for media, which is what I’m going to talk about today.

Now, before moving ahead, I mentioned last time that these two topics are not wholly unrelated. There is a connection between productivity and media at Desiring God. And that connection is this: Just as technology has amplified our ability to engage in good works, so also technology has amplified our ability to spread our message through media to more and more people around the world.

So the key connection here is technology and it’s role in amplifying the good that we should be doing anyway.

Now, let’s talk about our media strategy at Desiring God.

Talking about our media strategy really means talking about our web strategy, because the web is the core of our media strategy. When we think of media, we think of the web.

Here’s our strategy in a nutshell: Our strategy is to post everything online for free without requiring registration in a maximally usable interface.

First I’m going to talk about the goal and principles behind this strategy. Then I’m going to talk in more detail about each of the four specific parts of that strategy.

 

The Goal and Principles Underneath Our Strategy

Our Goal: Amplify Word of Mouth

The goal of our strategy is to spark and amplify word of mouth.

This is because we aren’t the best people to spread our message. The people we serve, who love our message, are the best people to spread it.

You can see this in your own lives. If you see a commercial on TV for a new restaurant, you might or might not check it out. But if a friend recommends it to you and tells you that they loved it and it was fantastic, you are much more likely to go.

Likewise, the people we serve are the best people to spread our message. Thus, our role is to equip and motivate them to spread the truths that we exist to proclaim.

The internet is what makes it possible for this to work on a large scale. Word of mouth has always been the most effective means of spreading anything. But before the internet, word of mouth died out very quickly and easily. You would tell a few people, but it was very hard to tell a lot of people.

As a result, companies resorted to mass media advertising to spread their message. The philosophy was this: Get your message before enough eyeballs, and a certain percentage will respond. The problem with this is that it was expensive, and so the door was closed to most smaller players—like a ministry.

The internet changed all of this. It takes us back away from the impersonal, shot-gun-blast, expensive approach of mass media back to word of mouth. The reason it can do this is because the internet amplifies word of mouth.

In other words, word of mouth no longer dies out so quickly. Instead, it is amplified because one person who loves what you are doing can now easily notify a hundred or a thousand others—who, in turn, can likewise spread the message if they are interested.

This is far cheaper than mass media advertising and thus opens the door to smaller players with less money, such as a ministry like Desiring God.

Principle 1: Be Remarkable

But the issue now becomes: How do you get people talking? How do you do that?

And the answer is: be remarkable. To be remarkable doesn’t mean to be perfect or pristine or flawless. It means being worth remarking on. It means doing things worth talking about.

Seth Godin gives this illustration. [Purple Cow.]

So the key to success online is to be remarkable. Do things that are worth talking about, and people will talk and spread your message. The internet, in turn, amplifies this word of mouth, resulting in each person being able to tell dozens and hundreds, rather than just a few. So if you are really remarkable, your message will spread to a large number of people.

Hence, no longer does money make the difference; rather, being interesting and truly useful to people does.

Principle 2: Remove Friction

Now, once you’ve sparked word of mouth by being remarkable, then what do you do? You need to help add velocity to that word of mouth by removing friction—that is, anything that slows it down.

In other words, the internet amplifies word of mouth, but there are certain things that slow it down. These are things that make it harder to spread the message—things that make it more complicated to tell someone else, make it take longer to tell them, or make it harder for them to access it once they have been told. I will give some specific examples here shortly.

Once you’ve sparked word of mouth, you will shoot yourself in the foot if you don’t remove friction and make it as easy as possible for your message to spread.

With these things in mind, we can now take a closer look at our strategy and see how these principles flesh themselves out.

 

Our Strategy

That’s why we post everything online, for free, without requiring registration, in a maximally usable interface. All five of those things are aimed at being remarkable and reducing friction.

What we Post is Remarkable

First, what we post is remarkable. If you don’t have engaging content that is worth talking about, you won’t be able to get any farther. You can’t add the other parts of our strategy on the top of poor content and expect anything to happen. At DG, what’s remarkable about our content is that we seek to teach what the Bible says. The Bible is remarkable, and our aim is not to cover that up and thus become boring. By saying what the Bible says, you will be remarkable because the Bible is remarkable. I would also add that John Piper has a particular gift of communicating biblical truth in a compelling and engaging way.

We Post Everything

Second, we post everything, not just some things, because if something isn’t posted, people can’t benefit from it and share it. Not having something posted at all is the ultimate form of friction—something can’t spread if it isn’t available.

Further, posting everything is remarkable. The result is that we have 30 years of sermons and articles online. That’s amazing. There’s a wow factor to that.

For Free

Third, we post everything for free because having to pay is a barrier to accessing the content. It creates friction. Note that the problem is not mainly the price. People can usually afford a dollar for a sermon or whatever. The main barrier is the payment process itself. It is complicated and a pain to pull out your credit card and go through that process to buy a sermon. It creates friction that would result in less people listening.

Making everything free is also remarkable. The key here is everything. It would be one thing if 50% of Piper’s sermons were free, and the other 50% you had to pay for. That would be nice, but it wouldn’t be remarkable. To be remarkable you have to go all the way—you have to hit the extreme. Saying everything is free is remarkable. Saying 99% of his sermons are free would be a whole different reality than being able to say 100% are free.

[Note: For more on free as a web strategy, see my article “Make it Free: Improving Online Effectiveness by Removing All Barriers to Accessing and Sharing Content.”]

Without Requiring Registration

Fourth, we post everything without requiring registration for the same reason—going through the registration process is an obstacle to accessing the content. It creates friction because it gets in the way and is a pain.

Example of being sent a link only to see that registration is required.

In a Maximally Usable Interface

Fifth and finally, we seek to make our web interface as usable as possible because hard to use websites are also a form of friction. You cannot access or share the content if you cannot find it easily, and if the site doesn’t give you an overall sense that it is easy and pleasant to use.

[Note: For more on usability, see the resources I’ve collected here.]

 

Two Other Reasons

Two other reasons we do this:

It is Right

First, it is right. More and more, organizations are realizing that they don’t get free pass from the obligation to be human.

In other words, the golden rule applies to organizations just as much as to individuals: do unto others as you would have them do unto you. In other words, seek to be of benefit to others before you are a benefit to yourself.

Making everything free is not the only way to put others first in how we do things as a ministry. I don’t think it would be wrong to charge. But it is right and good to make everything free because it shows that our aim is to first serve our people rather than ourselves. We exist first and foremost to be a benefit to others, not ourselves.

And thus, our strategy must reflect this. So many organizational strategies don’t—they seek to protect the organization or play it safe, and the leaders of the organization justify it on the basis that “if we don’t keep existing, we can’t serve anyone.” But that’s lame and boring and actually backfires. If you serve yourself first, you end up not doing cool and interesting things and you aren’t as useful to people. As an organization, we don’t exist to exist. We exist to serve. And we aren’t going to say that with our lips and then turn around and do something else with our actions. And, ironically, by putting yourself out there to benefit others before yourself, you end up prospering more as an organization.

It Demonstrates the Gospel

Second, it demonstrates the gospel. The gospel is free. Since the gospel is at the heart of our content, it makes sense that we would make our content available for free as well.

Again, we don’t have to do this. But our desire is to demonstrate the gospel not just in what we say, but also in how we say it. We want the things we do as an organization to as much as possible be visible illustrations of the freeness and greatness of the gospel. Making all of our content available for free is one way of doing this.

 

On Film

These things are central to spreading anything—even if you are interested in something like film. For a long time we had a media department that was making inroads into film, as another way to spread our message—namely, through story. That affects people in a different way. The web gave an outlet to the short films and other products our media department produced and enabled them to get wide exposure for low distribution costs.

Even if you go a more traditional route with films you create, the principles here are important for how you do the promotion of your film. You can use the internet to effectively and widely promote your work, for a low cost, by means of these principles. And also one reminder: being remarkable is not something you can add on after the fact. It has to be part of the essence of what you are doing—whether it is a film or message or whatever it is.

Filed Under: Web Strategy

Marvin Olasky, George Orwell, and Sheridan Baker on Writing

October 3, 2011 by Matt Perman

From Marvin Olasky; goes right to the core of good writing:

Here’s slightly overstated advice from George Orwell, and if you follow it 99 percent of the time you can find the joy of exceptions: “Never use a metaphor, simile, or other figure of speech which you are used to seeing in print. Never use a long word where a short word will do. If it is possible to cut a word out, always cut it out. Never use the passive where you can use the active.” (Essayist Sheridan Baker noted similarly, “Never use a long word when you can find a short one…. Pick up every sentence in turn, asking ourselves if we can possibly make it shorter.”)

Filed Under: Writing

How to Know if You are an Authoritarian Leader

September 30, 2011 by Matt Perman

I blogged yesterday on how authoritarian leadership is actually a form of oppression.

How do you know if you are an authoritarian leader?

Aside from understanding basic leadership (see, for example, The Top Ten Mistakes Leaders Make — especially the first chapter, which is on authoritarian leadership), here’s one test:

Can you tolerate open inquiry? Do you let people ask questions? And do you let them do this not just one-on-one, but in public and in front of the whole staff?

Are you able to defend your views? Do you simply tell people what to do and expect them to do it because you said, or do you seek to show why it is a good idea?

Good leaders love open inquiry and can make a case for their views and the direction they are taking things.

This is probably one reason why, in the church, all elders — not just the main preaching pastor — must be “able to teach” (1 Timothy 3:2). Without the ability to teach and show why you believe something and are doing something, there is little recourse other than to the unbiblical practice of domineering over those in your charge (1 Peter 5:3).

Filed Under: a Leadership Style

Ten Things Only Bad Managers Say

September 30, 2011 by Matt Perman

Excellent. Here they are:

  1. If you don’t want this job, I’ll find someone who does
  2. I don’t pay you to think
  3. I won’t have you on Facebook while you’re on the clock
  4. I’ll take it under advisement
  5. Who gave you permission to do that?
  6. Drop everything and do this now!
  7. Don’t bring me problems, bring me solutions
  8. Sounds like a personal problem to me
  9. I have some feedback for you…and everyone else here feels the same way
  10. In these times, you’re lucky to have a job at all

Here’s one of the best parts, in response to number 3 (“I won’t have you on Facebook while you’re on the clock”):

Decent managers have figured out that there is no clock, not for white-collar knowledge workers, anyway. Knowledge workers live, sleep, and eat their jobs. Their e-mail inboxes fill up just as fast after 5:00 p.m. as they do before. Their work is never done, and it’s never going to be done. That’s O.K. Employees get together in the office during the daytime hours to do a lot of the work together, and then they go home and try to live their lives in the small spaces of time remaining. If they need a mental break during the day, they can go on PeopleofWalmart.com or Failblog.org without fear of managerial reprisal. We are not robots. We need to stop and shake off the corporate cobwebs every now and then. If a person is sitting in the corner staring up at the ceiling, you could be watching him daydream—or watching him come up with your next million-dollar product idea. (Or doing both things at once.)

Read the whole thing.

Filed Under: 4 - Management

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About

What’s Best Next exists to help you achieve greater impact with your time and energy — and in a gospel-centered way.

We help you do work that changes the world. We believe this is possible when you reflect the gospel in your work. So here you’ll find resources and training to help you lead, create, and get things done. To do work that matters, and do it better — for the glory of God and flourishing of society.

We call it gospel-driven productivity, and it’s the path to finding the deepest possible meaning in your work and the path to greatest effectiveness.

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About Matt Perman

Matt Perman started What’s Best Next in 2008 as a blog on God-centered productivity. It has now become an organization dedicated to helping you do work that matters.

Matt is the author of What’s Best Next: How the Gospel Transforms the Way You Get Things Done and a frequent speaker on leadership and productivity from a gospel-driven perspective. He has led the website teams at Desiring God and Made to Flourish, and is now director of career development at The King’s College NYC. He lives in Manhattan.

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3 Questions on Productivity
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