This is weird. I am watching the golf coverage of the Canadian Open and I have realized that several guys I know talk like sports announcers. All the time.

They speak in 2,3 or 4 sentence words. As if doing TV colour commentary.

Look at that!
Or what!
That’s outa here!
That’s a good break.
Needs something good to happen fast!
Can’t believe what’s happening!
Got some work to do.
Didn’t hit it!

Etc etc

Not having TV for decades, I never picked this up until now. All I knew, was that trying to engage these guys, was difficult. I see why now.

I am sad at this – we guys/men have enough to get through (Men are not doing that well, in case you haven’t noticed!) without this type of affliction. I guess we can add this to vocal fry and up-speak.

Taught public speaking and presentation skills for decades. Boy would this be a great challenge to take.

My new mission! Stop all the youngsters from sounding like Jim Nantz!

Worse than SPAM; Maybe Worse than Porn

Having been on Social Media since day one … in fact, before SM, and as a Cluetrain Cultist it behoves me to point this out.

FB and other similar social sites have turned into nothing more than grocery checkout tabloid mags. Just saying that phrase makes me cringe.

I saw this today – it was emblematic of the crap you see at every turn.

Sites like The Little Things are basically preying on vulnerable people. The folks that need this type of tabloid BS should probably seek professional help, no? My question is … if you are a fully-functioning adult, why would you read this?

On FB they have over 10 million followers. You can see why someone like Trump got elected. In a perfect world, people would be smarter, more evolved and would see that this shit really is nothing more than porn for the emotionally needy!

Anyway, one of their alleged writers a Barbara Diamond – possibly not a real person – has these titles to her credit. She must be proud.

  • Family Moves Into Dream Home, Only To Make A Horrifying Discovery Behind The Nursery Walls
  • Wife Says Gender Reveal Is The Surprise, Then Dad Rips Off Pink Shirt To Reveal Note Underneath
  • Audience Member Steals Merch On Hidden Camera, But Ellen Waits Til Show To Teach Her A Lesson
  • Mom Discovers She’s Pregnant With 5 Babies, Then Husband Leans Over Her As Nurses Pull Them Out
  • Mom’s Been Hiding A Secret, Then Removes Dentures To Reveal She Still Has All Her Baby Teeth
  • Teen Is Too Upset Over Sick Dad To Sing, But Then Looks Over And Sees Him, And Instantly Changes
  • Childhood Bully Asks Her To Dinner, Then She Secretly Has Waiter Slip Him A Note For Revenge
  • Dad Thinks Son Will Help His Case, But When He Starts Talking To Judge, It Hilariously Backfires
  • Teen Is Stunned When Mall Kicks Her Out Over Outfit, Then She Posts A Photo On Faceboo
  • Dad Dies Suddenly. 2 Weeks Later, A Stranger Knocks On Her Door And Says ‘That’s My Girl’

Just wrong.

Now, I have no issue with folks trying anything to make money as long as it is legal. This is legal, of course – but I think it should be exposed for what it is. It certainly is NOT making the world a better place, nor the folks reading this crap, better people.

Wake up sheeple.


Why you need a coach …

know how knowledge or education concept with green button on computer keyboardThe world’s best leaders were simultaneously exceptionally talented, skilled, determined, and aware that they could be better. And they understood the value of a great coach to help them improve themselves. Great CEOs like Steve Jobs, Eric Schmidt, and Bill Gates all sought out great coaches to help them up their game.

A great coach provides three key roles in developing highly successful executives.

1. Great coaches see things you can’t see

Coaches have a different perspective.

Coaches also have a different emotional perspective. They are less likely to be attached to a particular approach or behaviour and are willing to question more boldly the assumptions and ways of doing things that you take for granted.

2. Great coaches say things you can’t say

Sometimes poor performance of a team is a result of complex interpersonal issues and relationships. A coach is the best person to find these out and can solve issues in a tactful and objective way.

3. Great coaches know things you don’t know

Coaches have seen numerous situations and industries and know what typically works and what usually doesn’t and can help make sure you’re not making the same mistakes other people have already experienced.

In my many years of helping companies, my greatest pleasure was to coach executives and watch them succeed.

I have always believed, “Success is measured by the opportunities you afford others.


6a00e54f9c23f2883301bb098a418b970d-320wiHe didn’t do anything – just another “selfie!”

What can we do about Fake News and all the twisted and false stories we see online – mostly on Facebook, but the stories posted there start somewhere else, and continue to somewhere else, and so on and so forth.

I have a solution. First, have a peek at The Cluetrain it is an amazing start to try and understand what YOU are supposed to be doing online. You can read it free online, or buy the book. You can’t control what other people do, you can only control what you do. Plus The Cluetrain was the basis for the social web.

The recommendations; here are as follows:

  1. Post nothing, absolutely NOTHING, that you have not created yourself. That is pictures you took, articles you wrote. Full stop. If it’s not original don’t post it.
    If you saw an article, share and comment on it and make sure you give the writer full credit
  2. Don’t post any of those “heartfelt” pictures (Unicorns, kittens and mountainscapes!) with some pithy sayings. This is probably clickbait, not worth your time nor anyone else’s and certainly will not bring joy happiness nor peace in the world.
    If folks in your circles or friends or followers insist on doing the above – unfollow them. They will still be on your friend’s list, but you really don’t need that crap in your life. You really don’t. Yes, they mean well, but so did Nixon.
  3. If you read something and you don’t immediately believe it check it out. I am NOT suggesting dropping everything you do and embark on a massive research project … go to Snopes ( and give it a quick search – in fact, Google it and see what comes up. If it is true there will be stories online about it – if it is false there will be none or a Snopes article.
  4. Stop downloading free crap. Pay for images, pay for music and pay for software. Who knows? You may want someone someday to pay you what you are worth and if you are a thief, well what exactly are you worth?
    Don’t spread malicious false gossip and don’t fall prey to believing outrageous tales because – “If it’s too good/weird to be true. it most certainly is!” This goes for politics, religion and most of all celebrities.I believe if you try this for a few weeks you will not only feel better you will set a great example for all your friends and maybe we can all stop the fake news pandemic together!

Effective Communications

A person asked me what a Communication Strategist did?

i specialize in effective communications. Communications that work and are based on results. You must start with a detailed strategy and understanding of your audience. By so doing, you will be able to deliver the right message to the right audience.

It doesn’t matter what delivery channel, online, ads, direct response, presentations or brand elements, every message must be synchronized and integrated.

We work together to fashion words and pictures that support your brand and deliver relevant communications that deliver results.

Download Creative Portfolio

The Net

I do love this – talk about electronic buggy whips. And morons.

I get an email from

Now, first of all it is probably from Google and I ask – so this is what they want all my data for? Come on. You got the tools, the data – do something with it!!!!

but,  je digress …

Now I peruse the site.

I can actually now get Syracuse Woman Magazine to my Android device!


  1. I do not own an Android device. If you had asked I would have told you what I own and how I use it.
  2. I would happily tell you what interests I have …  if you had asked.
  3. I did not see a damn mag I have even heard of? Where is HBR or Golf Digest? They may be there but simply putting a zillion pictures – OH HANG ON I HAVE AN IDEA FOR A SITE – WHERE YOU UMMM STICK, ERRRRRRM PUSH ERRRRRRM PIN YEAH PIN PICTURES
  4. AND FINALLY, Please do not SPAM me. I am happy to put my hand up to be served – IF YOU HAD ASKED!!! THIS IS NOT 1997!!!

These are some of the simple Direct Marketing rules to follow. And sadly, most, if not all the boneheads in the “digital realm” have neither heard of, learned, nor bothered to look up how to direct market to someone!

Talk about just plain stupid!

Further to: I continued to poke around notwithstanding “How the hell did my PPT from SlideShare get on here?” I saw a mag  called Urban Cycling   Here is what it said in the “info

“Urban Cycling is a book dedicated to addressing the problems of biking in urban areas by suggesting alternatives and solutions to problems. Urban Cycling is a final student project for a graduate level graphic design program. Photography and copy have been cited.”

It is NOT a magazine – it is pretty. Wooot! But it is NOT a magazine. And, sorry if I am about to read a magazine online I expect it to have some sort of I-DUNNO interactivity? Any interactivity would be nice! Boy this is so 1995. Pretty. sure, absolutely, But 1995. It’s called Shovelware. Where you shovel all your shit online.

So maybe this HUGE DDoS attack the other day was a good thing?

The Cluetrain

New Clues – 2015

95 Theses

Signers & Comments

  1. Markets are conversations.
  2. Markets consist of human beings, not demographic sectors.
  3. Conversations among human beings sound human. They are conducted in a human voice.
  4. Whether delivering information, opinions, perspectives, dissenting arguments or humorous asides, the human voice is typically open, natural, uncontrived.
  5. People recognize each other as such from the sound of this voice.
  6. The Internet is enabling conversations among human beings that were simply not possible in the era of mass media.
  7. Hyperlinks subvert hierarchy.
  8. In both internetworked markets and among intranetworked employees, people are speaking to each other in a powerful new way.
  9. These networked conversations are enabling powerful new forms of social organization and knowledge exchange to emerge.
  10. As a result, markets are getting smarter, more informed, more organized. Participation in a networked market changes people fundamentally.
  11. People in networked markets have figured out that they get far better information and support from one another than from vendors. So much for corporate rhetoric about adding value to commoditized products.
  12. There are no secrets. The networked market knows more than companies do about their own products. And whether the news is good or bad, they tell everyone.
  13. What’s happening to markets is also happening among employees. A metaphysical construct called “The Company” is the only thing standing between the two.
  14. Corporations do not speak in the same voice as these new networked conversations. To their intended online audiences, companies sound hollow, flat, literally inhuman.
  15. In just a few more years, the current homogenized “voice” of business—the sound of mission statements and brochures—will seem as contrived and artificial as the language of the 18th century French court.
  16. Already, companies that speak in the language of the pitch, the dog-and-pony show, are no longer speaking to anyone.
  17. Companies that assume online markets are the same markets that used to watch their ads on television are kidding themselves.
  18. Companies that don’t realize their markets are now networked person-to-person, getting smarter as a result and deeply joined in conversation are missing their best opportunity.
  19. Companies can now communicate with their markets directly. If they blow it, it could be their last chance.
  20. Companies need to realize their markets are often laughing. At them.
  21. Companies need to lighten up and take themselves less seriously. They need to get a sense of humor.
  22. Getting a sense of humor does not mean putting some jokes on the corporate web site. Rather, it requires big values, a little humility, straight talk, and a genuine point of view.
  23. Companies attempting to “position” themselves need to take a position. Optimally, it should relate to something their market actually cares about.
  24. Bombastic boasts—”We are positioned to become the preeminent provider of XYZ”—do not constitute a position.
  25. Companies need to come down from their Ivory Towers and talk to the people with whom they hope to create relationships.
  26. Public Relations does not relate to the public. Companies are deeply afraid of their markets.
  27. By speaking in language that is distant, uninviting, arrogant, they build walls to keep markets at bay.
  28. Most marketing programs are based on the fear that the market might see what’s really going on inside the company.
  29. Elvis said it best: “We can’t go on together with suspicious minds.”
  30. Brand loyalty is the corporate version of going steady, but the breakup is inevitable—and coming fast. Because they are networked, smart markets are able to renegotiate relationships with blinding speed.
  31. Networked markets can change suppliers overnight. Networked knowledge workers can change employers over lunch. Your own “downsizing initiatives” taught us to ask the question: “Loyalty? What’s that?”
  32. Smart markets will find suppliers who speak their own language.
  33. Learning to speak with a human voice is not a parlor trick. It can’t be “picked up” at some tony conference.
  34. To speak with a human voice, companies must share the concerns of their communities.
  35. But first, they must belong to a community.
  36. Companies must ask themselves where their corporate cultures end.
  37. If their cultures end before the community begins, they will have no market.
  38. Human communities are based on discourse—on human speech about human concerns.
  39. The community of discourse is the market.
  40. Companies that do not belong to a community of discourse will die.
  41. Companies make a religion of security, but this is largely a red herring. Most are protecting less against competitors than against their own market and workforce.
  42. As with networked markets, people are also talking to each other directlyinside the company—and not just about rules and regulations, boardroom directives, bottom lines.
  43. Such conversations are taking place today on corporate intranets. But only when the conditions are right.
  44. Companies typically install intranets top-down to distribute HR policies and other corporate information that workers are doing their best to ignore.
  45. Intranets naturally tend to route around boredom. The best are built bottom-up by engaged individuals cooperating to construct something far more valuable: an intranetworked corporate conversation.
  46. A healthy intranet organizes workers in many meanings of the word. Its effect is more radical than the agenda of any union.
  47. While this scares companies witless, they also depend heavily on open intranets to generate and share critical knowledge. They need to resist the urge to “improve” or control these networked conversations.
  48. When corporate intranets are not constrained by fear and legalistic rules, the type of conversation they encourage sounds remarkably like the conversation of the networked marketplace.
  49. Org charts worked in an older economy where plans could be fully understood from atop steep management pyramids and detailed work orders could be handed down from on high.
  50. Today, the org chart is hyperlinked, not hierarchical. Respect for hands-on knowledge wins over respect for abstract authority.
  51. Command-and-control management styles both derive from and reinforce bureaucracy, power tripping and an overall culture of paranoia.
  52. Paranoia kills conversation. That’s its point. But lack of open conversation kills companies.
  53. There are two conversations going on. One inside the company. One with the market.
  54. In most cases, neither conversation is going very well. Almost invariably, the cause of failure can be traced to obsolete notions of command and control.
  55. As policy, these notions are poisonous. As tools, they are broken. Command and control are met with hostility by intranetworked knowledge workers and generate distrust in internetworked markets.
  56. These two conversations want to talk to each other. They are speaking the same language. They recognize each other’s voices.
  57. Smart companies will get out of the way and help the inevitable to happen sooner.
  58. If willingness to get out of the way is taken as a measure of IQ, then very few companies have yet wised up.
  59. However subliminally at the moment, millions of people now online perceive companies as little more than quaint legal fictions that are actively preventing these conversations from intersecting.
  60. This is suicidal. Markets want to talk to companies.
  61. Sadly, the part of the company a networked market wants to talk to is usually hidden behind a smokescreen of hucksterism, of language that rings false—and often is.
  62. Markets do not want to talk to flacks and hucksters. They want to participate in the conversations going on behind the corporate firewall.
  63. De-cloaking, getting personal: We are those markets. We want to talk toyou.
  64. We want access to your corporate information, to your plans and strategies, your best thinking, your genuine knowledge. We will not settle for the 4-color brochure, for web sites chock-a-block with eye candy but lacking any substance.
  65. We’re also the workers who make your companies go. We want to talk to customers directly in our own voices, not in platitudes written into a script.
  66. As markets, as workers, both of us are sick to death of getting our information by remote control. Why do we need faceless annual reports and third-hand market research studies to introduce us to each other?
  67. As markets, as workers, we wonder why you’re not listening. You seem to be speaking a different language.
  68. The inflated self-important jargon you sling around—in the press, at your conferences—what’s that got to do with us?
  69. Maybe you’re impressing your investors. Maybe you’re impressing Wall Street. You’re not impressing us.
  70. If you don’t impress us, your investors are going to take a bath. Don’t they understand this? If they did, they wouldn’t let you talk that way.
  71. Your tired notions of “the market” make our eyes glaze over. We don’t recognize ourselves in your projections—perhaps because we know we’re already elsewhere.
  72. We like this new marketplace much better. In fact, we are creating it.
  73. You’re invited, but it’s our world. Take your shoes off at the door. If you want to barter with us, get down off that camel!
  74. We are immune to advertising. Just forget it.
  75. If you want us to talk to you, tell us something. Make it something interesting for a change.
  76. We’ve got some ideas for you too: some new tools we need, some better service. Stuff we’d be willing to pay for. Got a minute?
  77. You’re too busy “doing business” to answer our email? Oh gosh, sorry, gee, we’ll come back later. Maybe.
  78. You want us to pay? We want you to pay attention.
  79. We want you to drop your trip, come out of your neurotic self-involvement, join the party.
  80. Don’t worry, you can still make money. That is, as long as it’s not the only thing on your mind.
  81. Have you noticed that, in itself, money is kind of one-dimensional and boring? What else can we talk about?
  82. Your product broke. Why? We’d like to ask the guy who made it. Your corporate strategy makes no sense. We’d like to have a chat with your CEO. What do you mean she’s not in?
  83. We want you to take 50 million of us as seriously as you take one reporter from The Wall Street Journal.
  84. We know some people from your company. They’re pretty cool online. Do you have any more like that you’re hiding? Can they come out and play?
  85. When we have questions we turn to each other for answers. If you didn’t have such a tight rein on “your people” maybe they’d be among the people we’d turn to.
  86. When we’re not busy being your “target market,” many of us are your people. We’d rather be talking to friends online than watching the clock. That would get your name around better than your entire million dollar web site. But you tell us speaking to the market is Marketing’s job.
  87. We’d like it if you got what’s going on here. That’d be real nice. But it would be a big mistake to think we’re holding our breath.
  88. We have better things to do than worry about whether you’ll change in time to get our business. Business is only a part of our lives. It seems to be all of yours. Think about it: who needs whom?
  89. We have real power and we know it. If you don’t quite see the light, some other outfit will come along that’s more attentive, more interesting, more fun to play with.
  90. Even at its worst, our new-found conversation is more interesting than most trade shows, more entertaining than any TV sitcom, and certainly more true-to-life than the corporate web sites we’ve been seeing.
  91. Our allegiance is to ourselves—our friends, our new allies and acquaintances, even our sparring partners. Companies that have no part in this world, also have no future.
  92. Companies are spending billions of dollars on Y2K. Why can’t they hear this market timebomb ticking? The stakes are even higher.
  93. We’re both inside companies and outside them. The boundaries that separate our conversations look like the Berlin Wall today, but they’re really just an annoyance. We know they’re coming down. We’re going to work from both sides to take them down.
  94. To traditional corporations, networked conversations may appear confused, may sound confusing. But we are organizing faster than they are. We have better tools, more new ideas, no rules to slow us down.
  95. We are waking up and linking to each other. We are watching. But we are not waiting.

Revisiting the Cluetrain

I read some articles that I don’t quite buy that Twitter is dying.

Twitter and most online entities are suffering from something the authors of The Cluetrain said almost 20 years ago. ” When we get tired of hearing ourselves speak, then we will see the true power of the Net.” I will cover that in depth later, but the simple answer is “If you fail to study history, you are doomed to repeat it.”

Where I am taking OneDegree is back in time, and forward at the same time.

I was given the rights to the material in The Cluetrain to use in my courses. I found it enlightening and also the classes I taught shone a light, a different lens if you will, on not only the net … but daily life. My daily life. It changed me!

The recent election was an interesting online battleground like nothing I had ever seen before. Oh wait, yes I did! the first Trudeaumania in ’68 and the atrocity known in Toronto as Ford Nation in 2010.

This has caused me to take a look at the 95 Theses and see if they are still relevant or if they need to be adjusted.

I have them on my site  or you can drop over to the Mothership and see them.

So let’s get down to it.

Before I begin you should be warned – I really want this to be  more like Lapham’s Quarterly rather than Clickbait sites!

So, if I lose you in the process as a one-time avid OneDegree reader, I’m sorry.

#1 Markets are conversations.

The recent elections demonstrated to me the current trend of poor listening. IT IS A PANDEMIC. People tend not to listen on the phone, in the service industry and certainly NOT online. A conversation is a two-way street. And a great rule of thumb is that because we have two ears and only one mouth we really should listen twice as much as we speak.

In a recent job I had one of the folks, there was typical of the young earner-beaver kids in the workplace. The issue with her conversation skills were that she talked, stopped, waited for you to stop talking so she could continue. Never really engaging with the other person.

This too was the election. My friends in Social Media tend to be left-leaning and no matter what point was brought up – the response was all but ignored and their POV was never shifted, nor was there any attempt in their having a look at the other side.

Engagement is the key factor – that is what makes conversations. Real conversations. And in The Cluetrain when we talk about “markets,” this NOUN is created through relationships and engagements and true conversations with real people. And we know what real people sound like. We know what humans sound like. Humans do not talk to each other in technobabble or marketing buzzwords.

Most companies fail miserably in their communications because they are thinking “strategy” and “developing” a marketing comm plan and executing on target etc

As the Cluetrain guy, this flies in the face of what is right.

I don’t think folks can effectively market with that aggressive and rather an antiquated approach. Sure Bernbach changed the tide by adding humour – but market still became some verb, with us as the object.

Traditional marketing emphasizes the logical side of management and not the side of the process the customer actually experiences. Sure you need strategies … but add humanity into the strategic mix. Or, quite simply talk to people.

Sadly that is the last thing companies do. They want customers (Read their money) they don’t want relationships. How many times have I heard that old joke … “Our business would be great if it wasn’t for those damn clients!”

I would love to see companies drop the draw bridge. Open the gates and let folks in. It would be scary. But it can work.