Week 9: A9.1 FLIP Manifesto Relates to Weekly Blogs Seth’s Blog Stuntvertising This blog covered the fascination in advertising to measure likes and shares. Seeking likes or shares requires advertisers to always being pulling stunts, rather than looking at results like actual purchases of the products. This resonates with me because in the field I work in every time I talk to a marketing person or an executive they are always talking about likes and shares. I also have friends that are obsessed with likes and shares on their personal content. Yet, I am not a likes and shares person, yes, I do enjoy the rush of seeing the number go up on each photo, but I don’t define my success at it. Nor do I delete it if it doesn’t get a certain number of likes as a lot of people do on their personal pages. For me, this relates to the idea of approval, which relates to the entire idea of the FLIP-Manifesto in that the “old” way of doing things may not actually be the most effective. Much like the FLIP-Manifesto idea of “pay people enough to take money off the table,” maybe if we created advertising and communication without the expectation of a number of likes we could communicate in a clear, effective, sustainable way. Zen Habits Creating the Elegance of Simplicity and Focus in Your Work Day This post was all about the benefits of simplicity and focus. Even more importantly the post gave concrete steps to streamline one’s smartphone and computer. This spoke to me in two ways. The first, I have a problem of doing too many things at once and easily getting distracted. And secondly, on a Creative Leadership level this blog did something a lot of ‘advice’ blogs don’t do, it gave step by step how-to instructions. One of my personal leadership mission statements is to “give people the tools they need to succeed,” when I am want them to do something. This blog is an example of that. It’s one thing when people or leaders or internet articles make impassioned statements and then leave to reader to wonder “well, how do I do that.” But sharing the resources to actually to the things to me is the sign of leadership. As it relates to FLIP-Manifesto, I must say I was nearly in tears with I read this paragraph: “At Netflix, the vacation policy is audaciously simple and simply audacious. Salaried employees can take as much time off as they'd like, whenever they want to take it. Nobody—not employees themselves, not managers—tracks vacation days. In other words, Netflix's holiday policy is to have no policy at all. If that sounds like a recipe for anarchic stew, devoid of essential workplace nutrients such as temperance and hard work, think again. In its own way, Netflix's non-policy is more attuned to the nature of 21st century work, and even to the values of industriousness and self-discipline, than its sterner counterparts. Back in the old days—2004—Netflix treated holidays the old-fashioned way: it allotted everyone N days a year. You either used them up—or you duked it out with accounting to try to get paid for the time you didn't consume. But eventually some employees recognized that this arrangement was at odds with how they really did their jobs. After all, they were responding to emails on weekends, they were solving problems online at night at home. And every so often, they would take off an afternoon to ferry a child to the pediatrician or to check in on an ageing parent.” The reason I left a job I loved and believed in was because I was a salaried manager working 70+ hours a week for nine months of the year and yet when I wanted to take time off I was told “we don’t take time off here.” It broke my heart and my spirit to be told my life was not important compared to the company. This is idea of simply not having a policy cleared up the unnecessary and time-wasting nonsense around PTO. Just like in the blog about simplicity and focus, Netflix uses that in a bigger way to free up employee’s energies for the things that are important life and Netflix. Quiet Revolution The Power of Moments This was an interview with the authors of the book, The Power of Moments by Chip and Dan Heath. Their point of view is that the moments that we remember through our whole lives are those that make the greatest impact. They then give advice on how to create more peak moments and positive experiences. They also talk about defining moments aren’t always things like winning the big game, saying “I do” or experience a beautiful nature moment, defining moments can be small parts of everyday life that you remember through your whole life. This blog also enforced my belief that a leader “gives people the tools they need to succeed” because they outline ways to create more defining moments in your life by breaking from your script and pushing beyond small talk. I connected this to the FLIP-Manifesto chapter about Netflix, “Employees typically don't need to get approval to spend money on entertainment, travel, or gifts. Instead, the guidance is simpler: act in Netflix's best interest. It sounds delightfully adult. And it is — in every regard. People who don't produce are shown the door. "Adequate performance," the company says, "gets a generous severance package.” The phrase “Act in Netflix’s best interest” is a very powerful motivation, in a sense for me if I worked there and was told that I that would be a “defining moment.” It would be feeling as if I was important, yet had a goal.
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Heather meyer
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