Didn’t know when I was traveling everywhere giving my Jetsons workshop, that today we’d be so completely living and testing all of these ideas, and asking these questions with deeper and more urgent meaning. What are the essential work activities, the available technologies, and the true needs of people? If workers and customers can still see you anywhere you go, would you still go into the office? Even if you can work from anywhere, you still have to work somewhere…where’s your best somewhere going to be?
Here are a few pictures from a conference in Kuala Lumpur in 2018.
What is something Apple and Google have in common? They both create tools that let us work from anywhere, but do they hope their own employees work from just anywhere? Not really; these companies create environments that their people want to join and experience as much as possible. These are magnetic places. Can you do this at your company? Here’s what I wrote for Live in the Grey.
Here’s the edited version of my Ignite! presentation at the Walters Art Museum in Baltimore. 5 minutes/20 slides. Awesome crowd of about 450 made for a terrific night. You can work anywhere, but you need to work somewhere. Where do you want that somewhere to be?
I did a 5-minute lighting presentation at the Walters Art Museum on Thursday. The 16 presenters had topics ranging from robots to “top 10 indy films.” My performance, “71 Million Americans Say Your Cubicle is Stupid,” starts at about 19:30 on the Livestream:
The Jeff Thull book, Exceptional Selling, effectively lays out selling language and strategy for complex sales – just the types of conversations needed in design and building marketing. Thull draws from the same philosophy that inform S.P.I.N. selling and the Sandler System – namely, the idea of diving deep into problems/pain and creating solutions that bring specific value. In addition he teaches the idea of playing against typical sales type – much like the idea of Lt. Columbo’s strategy of not showing up as the expected typical police detective. His observations about the roles of Parent, Child, and Adult – plus another analogy regarding Parent/Professor/Policeman and their relationships with Child/Student/Criminal – were especially helpful tools for analyzing the moments that strain our relationships with both customers and dealers.
Excellent as Thull is, I would not necessarily make this assigned reading to entire sales teams without first understanding an organization’s own curriculum. Mr. Thull is reasonably restrained regarding unique selling systems and jargon, yet he is specifically teaching his registered “Diagnostic Selling” system of Discover, Diagnose, Design and Deliver.
“Exceptional Selling” is accessible, but is not light conceptual reading like “Who Moved my Cheese?” or “Blink.” Because it is more specific in its prescription, it could make someone assigned to another training program wonder, “What? Another system to learn?”
The Stanford d.school, which opens officially on May 7, is a space whose design has been refined over the course of six years to maximize the innovation process. Every wall, every nook, every connecting gizmo, every table, every storage cabinet, has been created with a grand, collaborative vision in mind.
Nice for them. But what about the rest of us, out here in standard-issue cubicle land? Are we all destined for subprime collaborative work lives because our office spaces and furniture are so numbingly left brain?