This is a good interview on the Tim Ferriss show, covering the Attention Economy and extractive economics more generally.
The fundamental place that went wrong was when we attached financial success directly to the capturing of human behaviour, the controlling and shaping of human behaviour. Because that’s where the persuasive technology stuff comes in. Because those principles became applied to “How do I keep you engaged?”Tristan Harris – The Tim Ferriss Show #387
With the follow button, instead of just adding someone as a friend, which is the Facebook model, the bidirectional connection model, followers and the follow button and model created a reason why you would always get new email.
And so that was this beautiful invention that got people coming back, and ultimately to become addicted to getting attention from other people. And the same thing with the like button.
Instead of persuading to capture your attention, it was much cheaper to get people hooked to seeing how much attention they got from other people. Because I don’t have to do anything to you, you are now autonomously going back to see, “How many views did I get…? How many likes did I get?”
And I think that’s where went wrong, is when we tied business success and billions of dollars to the amount that we captured attention.
And we have to go through a mass decoupling between business success and capturing human beings. And that’s going to be an uncomfortable transition. It’s a big transition, I think, that’s of the scale of going from an extractive energy economy of fossil fuels to a regenerative energy economy.
The metaphor that we make is there are only so many environmental resources, and drilling for oil worked great for generating a whole energy economy that gave us all this prosperity but now, unless we want to deal with climate catastrophe we’ve got to switch to a regenerative energy economy that doesn’t directly couple profit with extraction.
The same thing is here, except that the finite substrate that we’re extracting from is our own brains…
and we have to decouple this relationship that profit is directly coupled with the extraction and move it to a more regenerative model where we’re not the cow, or the product, but we’re the customer.
“Who is this for?”
Your work is always for you.
This is true whether we’re working for pay or we’re parenting, whether we’re working on something that’s very obviously for ourselves or giving up time, energy and money to serve others.
Even at our best (most generous, most sacrificial) – perhaps especially at our best – we’re working for ourselves. We give up immediate and obvious rewards or pleasures (for ourselves) for the deeper reward (still for ourselves) of doing something for other people.
And this is fine, and by being honest about it we immediately remove a layer of anxiety about our motivations by answering the question “Am I actually just doing this for myself?” with a straight answer: “Yes.”
This leads us to a far more useful set of questions: “What am I hoping to get?”; “Who else is this for?”; “What am I hoping to give?” and “Where am I focusing my attention?”
Peter Drucker and Stephen Covey ask the same simple question to get at the heart of these:
“What do you want to be remembered for?”
Covey asks you to imagine your funeral:
- Who is there?
- What do you hope they’d say about you?
- Is this consistent with how you live now?
- Which goals and relationships matter, in the end?
- Which work and stresses fall into insignificance?
The answers to these questions are your compass.
Nothing is really complete. That story always needs more context to fully understand, that lesson is inevitably missing something important, that job could always be more polished.
With some things (like painting and decorating), we face the law of diminishing returns: more effort results in less and less improvement. There comes a point where going beyond ‘good enough’ is wasteful.
Other things – presentations and teaching in particular – go beyond diminishing returns to decreasing returns: more content undermines what’s gone before, and reduces the impact you hope to have.
By recognising and accepting the impossibility of completeness – you will never be able to say everything – you free yourself up to focus. Not “What is everything I want people to know?” but “What is enough for today?”
Cut. The. Rest. Out.
Get this right – get clarity, simplicity and focus – and those you’re serving are far more likely to listen, engage and understand. And to come back for the next chapter.
There’s a good sort of just in time. We plan something, know what needs to happen and how, know what we need to do it well, when, where and with whom.
This kind of just in time feels great, with the right amount of tension for whatever it is we’re doing. Good training events feel tight like the skin of a drum – focused and snappy and free from clutter. There is time to share the material clearly, time to apply and discuss. There’s time and concentration to spare to tweak the way we present, double-check misunderstandings or discuss special cases. Time to focus and engage properly. The training starts and runs and finished – just in time.
Family events, trips to the market, airport departures, and collecting children from school all have their own ‘just in time’ feeling that comes from getting timings right, including time for traffic and coffee breaks along the way.
The thing about this kind of just in time is, you usually get it by allowing plenty of time – what feels like more than enough time – both to prepare and to deliver. You get it by allowing extra time for journeys and contingencies, and by allowing mental, emotional, social slack to compose yourself so that you arrive ready to participate, to perform or enjoy.
Thought for the day:
There will always be more good ideas than capacity to execute.Chris McChesney, Sean Covey & Jim Huling – The 4 Disciplines of Execution (amazon)
Conclusion: focus on one or two wildly important goals at a time, and get them done.
This is a lesson that I learn, apply, forget and re-learn in different areas of my life. It works.
Real marketing is built into what you do and why you do it. It’s part of your story, something that you do organically when your business is aligned with your mission and values. Kept promises, free returns, obsession with the details, returned emails, clean tables, and attentive staff – all of this is your real marketing.
Real marketing creates a deeper impact, leaves a lasting impression, and is as powerful as a smile.Bernadette Jiwa – The Fortune Cookie Principle
Why do people come to you for the thing you provide?
What do they get? Why do they want it? How does it make them feel?
What makes them come back?
Do they tell other people about you? What do they say?
What do your actions / words and tone of voice / website / way you dress / your office / commitment to doing things well say about who you are and what you’re doing? Do they say the same thing?
For a non-profit organisation, do you smile at your donors and your clients in the same way? (you should)
Are you an example of these things for your team? How do you articulate them to the team, to new members, to partners?
Have fun, learn lots, work hard, be kind.
Of course you should work smart. Automate what you can. Delegate and outsource to people who can do things better than you. Shamelessly avoid, or ruthlessly eliminate, the unnecessary.
Then identify your real work – the things that only you can do, probably things for which there are no instructions or maps. Throw in a few inefficient things that you’ve discovered you need to do to keep you honest – and do the hard work of consistently showing up and getting it done.
Work hard to…
In my experience the hardest work to do well is the important, non-urgent, values-laden, emotional-labour intensive stuff. For me, this includes
- Focusing on doing the work, and on the people it’s for, and not on how I look doing it – no-one else actually cares
- Managing people well – not just to get the job done, but to look after them and help them grow
- The necessary ‘wrapper’ of thorough preparation and follow-up so that meetings, events, regular training are really worth the time
- Being present, staying focused and committed and pushing forward when the next step isn’t clear or it feels like nothing’s working, or nothing’s working
- Having time for people at the right time – and being able to say ‘no’, or ‘I have to go’
- Following up on things I’ve delegated and doing what it takes to get them done
- Finishing things when they’re good enough.
Those who set the purpose or the direction for a team need to exercise their authority and be absolutely insistent about the end states to be achieved, and then hold back and not dictate all the details of the means by which those ends are to be achieved.
And that’s tough for a leader to do. I know how to be an authoritarian and tell everyone what we’re going to do and how we’re going to do it. I know how to be a full-scale democrat and say “Okay, what would you all like to do and we’ll all try to come to consensus about that.”
But the right way to set a purpose is to be unapologetic about “This is the mountain that we’re going to climb.” And then not to follow that up by saying “And every time you get to a fork in the trail or a stream that needs to be forded, wait up for me and I’ll tell you how to do it.”
That’s a tough number for leaders to do but it’s really important.Richard Hackman on the People and Places Podcast
What do you think? Maybe we could get consensus about it…