Embracing Agism: The Next Gen Journal

If the only measurement in social media is buzz, then Cathryn Sloane got it right. Her post, entitled Why Every Social Media Manager Should Be Under 25, has been shared several thousand times over. The word count across the 490 comments outweighs her 550-word opinion two hundred fold.

Unfortunately, almost all of the reaction has been negative. Enough so that The Next Gen Journal, which published it, defended her while claiming she didn't represent its views. Conner Toohill went so far as to ferret out one person who said it was starting to look like adults cyber-bullying a kid.

You can't crush other people's cookies and expect to eat yours unbroken. 

While Toohill claimed many young people share Sloane's opinion, she didn't do the people she was supposedly speaking for any favors. Her article, not her age, was demonstrative of why some young adults aren't ready to lead in thought or action. And to be fair, many of the comments left by "older people" demonstrated they aren't ready either, despite some sporting titles that suggest they do.

I'm embarrassed for some of the commenters, especially those I know. Any reactionary comments that attempted to put her in her place because "in time, she'll know better" are as ridiculous as her article.

All it did was reinforce what those who identify with her expect: People who are supposed to be mentors aren't ready to listen. Someone needs to tell Sloane that age has nothing to do with it.

Maturity isn't defined by age and age doesn't dictate performance. 

Sloane wrote an immature piece, but not because of her age. It's immature because it emboldens the discrimination that she professes to fight, just in the opposite direction. It's immature because it conveys that she has confused her identity with that of her generation, something no social media manager can afford to do. And it's immature because it exemplifies what happens when someone picks up such an argument in such a way that even those who might somewhat agree cannot possibly defend it.

Where I might have defended the concept, for example, is that ageism is one of the last antiquated and discriminatory characterizations that people are still quick to embrace without consequence. But I cannot defend her because she never conveys empathy but expects it. Ageism is wrong in both directions.

I've been fortunate both in the field and in the classroom to know better. I've been influenced and inspired by people who are both younger and older than me at work. And I have found that the most talented writers to pass through my classes are neither hindered nor elevated by age or experience. They are only hindered by themselves and the labels they choose to embrace. Sloane is so hindered here.

Me? I ignore all labels. The best performances win. It's like the Olympics. Go for gold or go home.

The real crumbling point of the Sloane argument has nothing to do with age. 

If we can get past the age thing for a moment, Sloane alluded to the idea that people who have been immersed in social media at a younger age are somehow superior to those who embraced social media at an older age, despite having relatively the same amount of time on the platforms. It's not true.

It's not true for several reasons. It's not true because participating on a social network is different than working on or managing social networks. It's not true because the qualifications have less to do with the malleable platforms and more to do with understanding the social and psychological behavior of online groups. And it's not true because, as her article demonstrates, the people who populate networks are multigenerational with a propensity to take exception to those who are exclusive instead of inclusive.

Otherwise, there is one overlooked gem of an argument tucked inside her article. She more or less says that it doesn't feel fair when employers dismiss candidates based on education and experience alone. I understand the feeling because I didn't understand it when I graduated into the 1991 recession.

The no-holds-barred truth of it? They don't owe you anything. You have to earn it. 

There are four ways to earn it. You can develop a professional network while you are still attending college, planning ahead for the day you aren't earning grades but paychecks. You can get lucky and stumble into one of the very few employers who have an affinity for students and feel compelled to give them a break without abusing them. You can buck up and accept a position that is the lower rung on the ladder, whether it's an internship or entry level position, and make yourself indispensible. Or you can put up your own money by starting a company to prove your professional prowess.

I mostly belong to the latter group, which is the smallest. I'm not too proud to say that it wasn't by choice as much as necessity. It took me two years, but I leveled the playing field, erasing the perceived advantage any "older" professionals had over me. And 20 years later? You still have to earn it.

Other reactions and rebuttals (without any implied endorsement). 

Dear NextGen: A Rebuttal From The Social Media Old Folks by Mark Story

Over 25? You're Not Qualified For Social Media by Jim Kukral

In Response: Cathryn Sloane's Social Media Article by Chris Dessel

Writing Is A Process: Don't Treat It Like A Single Skill

With my half-day session, Editing and Proofreading Your Work, slated for this Saturday, July 28 at the University of Nevada, Las Vegas, I've been giving considerable thought to the class and writing classes in general. We don't do enough.

I'm not the only one who thinks so. It was the topic of Jay Mathews' article in the The Washington Post.

Reading the comments didn't give me much faith. There were plenty of well-intended solutions, but most of them make an assumption. The assumption is that these students have the skill sets they need by the time they reach a particular instructor. Most students don't.

And I don't believe it's the students fault in every case, even if there are five things writing instructors cannot teach. So even for my part, I can raise most students two letter grades per assignment over ten weeks (especially if they take Editing and Proofreading Your Work first). It's not enough.

We treat writing like a discipline, but it requires multiple disciplines. 

The problem is that we treat writing like a single discipline. It isn't. It's more like six distinct and overlapping disciplines. But rather than build curriculum around those subjects, most writing instruction today is designed to circumvent some disciplines with replacements for rote memorization.

Research. As much as 40 percent of the time on any project needs to be dedicated to research, but few people are willing to put in the work (and many employers aren't willing to pay for it). According to the National Center for Education Statistics, most students spend three minutes on research.

But even if they took more time, I'm not sure they know how to do it. The illusion of information immediacy has made for lazy research. People invest more time in proving themselves right than they do looking for the truth. And this doesn't even consider how little some writers know about their readers.

Creativity. Even instructors who value research tend to overlook creativity as a separate discipline, assuming they define it correctly. It has nothing to do with the chosen words as much as it has to do with being able to foreshadow the final product.

Not only does it encompass organizational structure, but also how the material is best presented. It includes problem solving to bring in new ideas as well as how to present those that are sourced or attributed. Although it varies, about 50 percent of the students I've taught start with no sense of structure.

Writing. This is the real physical work of sitting down in front of the keys. Most instruction today places all of the emphasis on free writing, often following the cookie cutter semblance of an outline or rubric to get the job done. They are wrong.

The art of writing is all about inquiry and improvement. It's an opportunity to develop better ideas than the research collected, improve the impact of the prose, and discover area where stronger support and evidence is needed. It's also the place where the hook, whatever is being used to draw the reader into the piece, becomes developed and the flow of the piece is fleshed out in a draft.

Editing. Simply put, editing is what you do to the draft. You work through the entire document to make sure the communication is well organized, that the transitions between paragraphs are smooth, and that the evidence clearly backs the position.

It's also an opportunity to double-check the organization of the entire piece and decide whether or not the order, flow and feel of the work are right for the people who will read it, hear it, or see it. As I often tell students, the best writers are often the best rewriters. People who know it can always be better.

Proofreading. This is the final stage of the process and requires plenty of tricks, tips and tactics that each and every writer will eventually customize to suit their skills. It is the process of looking for surface errors, misspellings, bad grammar, and punctuation problems.

This used to be where education invested all of its time because it is the easiest to teach (although it takes time to cover all the rules and exceptions) and easiest to test against. But memorization has its shortcomings (especially if people remember incorrectly) so I tend to teach people how to look for what they don't know rather than recite the rules.

Publishing. The standard typewritten page and all its rules (margins, paragraph breaks, etc.) that once gave writers the freedom to press print and send is dead. How things look on the page or published screen can be just as important as the content.

Until you see it as close to the finished form, you really don't know how the prose will feel as a physical entity. As communication moves toward more visual and interactive environments, writers have to make provisions for the final product.

The tragedy of written communication today in all of its forms.

More than anything, people have to accept that writing is a lot like playing the Theremin, a musical instrument that is easy to play but difficult to master. There is an abundance of players, doubly so since social media is such a content hungry beast. There are few masters because the rewards are weak.

Still, that is hardly an excuse to cheapen the craft. Where writing differs from the Theremin is that it lands everywhere. Even when the presentation eventually lands on a screen or is spoken from a podium, someone has to write it down or rough it up somewhere. And that requires better curriculum.

Marketing Choices: Does The Customer Come First?

You can read any number of articles about it. Fast Company has three ways to put your customers first. KONE in the United Kingdom made it part of its mission. Goldman Sachs frequently said it too. Customers come first.

But do customers really come first? If you ask most companies, they are all on board. Nobody ever says they put their customers last. No one readily admits that customers are a necessary evil. Few people ever come straight and say that almost every business decision they make is all about sales and never about customers. Or maybe they do.

Ten Ways Companies Say Customers Come Last.

1. Rewriting return policies for products to include a restock fee.

2. Selling sales data to third-party marketers without oversight.

3. Employing aggressive telemarketing firms to sell.

4. Rewriting the terms of service to fit the needs of the company.

5. Delaying customers just to sell plus service with no benefit.

6. Creating hidden fees in order to advertise at a lower price.

7. Loading up websites with pop-ups and email capture forms.

8. Engaging in black hat SEO tactics to boost search engine relevancy.

9. Making promises on the front end and renegotiating on the back end.

10. Cutting staff or corners that directly improves profits while diminishing customer service.

Companies make decisions that put their customers last every day. So why do they insist on saying they put customers first? It's bad enough most companies don't care. It's worse when they lie about it daily.

If you really want to put your customers first, make sure every decision you make starts with putting the customer first. Otherwise, all you are really doing is lying to your customers on top of putting them last. And while that might work with a wink and a nod for awhile, one day they won't be your customers anymore.

Finding Creativity: The Path Of One, Some, And Many

Author Geoff Livingston published an interesting conversation starter yesterday. It weighs individual creativity against groupthink merit. He cites collaborative cultures repeal creativity as part of it.

His post struck a chord with me for two reasons. The most obvious reason: because I've invested the last 26 years of my career playing in the "one, some, many" field of communication despite being one of those quiet, introverted people he talks about. The least obvious reason: I'm struggling with the creative-collaborative dilemma on one of many projects I'm involved in right now. And it's a killer.

Before I share the dilemma, let's define the terms. What is "one, some, many" creativity anyway?

The Creativity Of One. 

This is the genesis that Livingston is talking about in his post. It's an individual who, regardless of what other people are doing, quietly and deliberately dreams something up. You know ones/individuals who do it too.

They are every creative person for whom history has preserved a place. Authors like Zora Neale Hurston, Charles Bukowski, Jack Kerouac. Photographers like W. Eugene Smith, Henri Cartier-Bresson, Diane Arbus. Artists like Vincent Van Gogh, Paul Gauguin, Jean-Michel Basquiat. Musicians like John Lennon, Gustav Mahler, Poly Styrene. Business people like Henry Ford, Steve Jobs, Richard Branson.

Sure, some could argue that they weren't alone. Several of these creatives were inspired, influenced, or received input from other people too. So what? Individual creativity doesn't necessitate isolation from the world. It means you capture a unique perspective and are the master of how you present back.

Individual creativity is where I feel most at home, even if I rarely have time to explore it. It was how I wrote The Everyday Hound, produced Ten Rules Every Writer Needs To Know, and created The Last To Know (scroll down for the mention), an interactive literary piece for an art exhibition in 2000.

It's a very scary place to be until you learn to be fearless. Once you're done, people accept it or reject it. But even if they reject it, you have to remember that you are the only person who can validate it. Art doesn't need popularity to be art. It doesn't even need popularity to be "good" art. Art is art.

The Creativity Of Some. 

This is where I spend most of my time and it's a mixed bag. Mostly, creative people spend time when they cannot do (or don't have time to do) everything that needs to be done alone.

When we interview bands at Liquid [Hip], we often ask how they compose and collaborate. And while their answers are as varied as the music, most of them work just like people do in the commercial field. Somebody on the team comes in with a concept. Everyone else builds onto it, but anything that strays too far from the vision is abandoned.

When the work comes together brilliantly, it is one of the most rewarding experiences in the field. It's sometimes more rewarding than going solo because the enthusiasm for the outcome is shared. Teamwork rocks when you have the right marriage.

But that is the rub. The marriage isn't always one of your choosing. It's arranged. And as an arranged marriage, you don't always know who you will marry or how long it will last. The relationship could last a lifetime or it could be over in a few short and painful hours. It depends on the people and sometimes quantum physics. People carry a lot of baggage around, from apathy to egotism in any creative field.

All the while, someone else — whether it's a publisher or client or label — is busy taking notes and is ready to move in ideas. And that's when things become even more dicey; novices with big concepts.

The Creativity Of Many.

If you ever want to expedite the path toward groupthink, be successful without balls or be talentless with the need for a built-in excuse. While some of the most visible global social campaigns I've worked on were orchestrated on the creativity of many scale, the trumpet of togetherness hits many bad notes.

While Livingston is right, creativity needs circulation or else the artist will be missed, it doesn't mean the master is the masses. Classic works are often unpopular before they become timeless. And popular works are frequently elevated to their own eradication. Crowds are fickle beasts until they know better.

As much as many social networks and program developers have been waving around the "creativity of many" mantra as the new Kool-aid, I can't help but notice that the most successful social platforms listen the least. They have become so standard that people use them even when the networks abuse them.

Meanwhile, the graveyards of dead, buried, and long-forgotten networks that used to populate the net are attracting a steady stream of ghouls on their last breaths. The most common cause of these catastrophic illnesses is adding an abundance of crowd-sourced features someone could not live without.

It's not always the masses who do the deed either. By committee creativity is often an oxymoron when the marriage is made up of more than one partner or no definitive head of household. In a strategic setting, we might illustrate a big arrow pointing one direction with thousands of little arrows pulling in whatever direction suits them.

Trust me here. Great platforms are not crowd-sourced. They are either the work of one or the healthy marriage of a team much like a band. The audience might be invited to make requests, but the real talents know which songs not to cover. That kind of crowd participation only works in karaoke bars.

All Three Are Manageable, But Not Simultaneously.

It might seem like I'm down on the whole crowd-sourced creation thing, but that's not true. The secret is that whatever creativity path you've set out on has to have a purpose, with everyone in agreeance.

Then people have to be honest and to stick to it. You can tell who doesn't. Bands break up all the time, which has no reflection on their individual talents. Many go off to launch better solo careers or develop new relationships that elevate them to the next level. The same holds true in the commercial field.

My project dilemma is exactly that, it changes creative paths like Bartholomew Cubbins changed hats. The first three marriages were golden, but the fourth was rather rocky because the programmer was a solo artist despite saying the opposite. It tipped the entire job in an odd direction of crowd-sourcing.

And that's fine, I suppose, if you like pop karaoke with hard rock drums, and the manager taking country song requests from whatever audience happens to be in the room. It does make me wonder though. Where are the programmers who enjoy playing in a band (besides their own) without the new accountability crutch of crowd-sourcing? We need more Warhol and Basquiat collaborations.

Going Social: 2012 FedEx Ketchum Social Business Study

While some companies are still arguing about what constitutes a return on investment for social media, others are forging ahead with social business models. Never mind that there isn't a definitive definition.

What has been worked out, according to the 2012 FedEx Ketchum Social Business Study, are the elements that it will include. Everything else that a social business might be is a work in progress.

Key elements of a social business model from the study. 

• A non-linear flow of information between the organization and internal/external stakeholders.
• Input that drives the decision making, business processes, organizational structure, and innovation.
• The flexibility to listen and adapt to shifting marketplace opportunities in real time.
• Distribution of the ownership of social media tools across a broader set of internal stakeholders.

Simply put, a social business model aims to employ social media as it has been by a few companies even before social networks became prominent. The general idea is to move away from the notion that social media is merely marketing but rather an engaged dialogue that leads to transformative change in every area of operation. It presents one of the greatest opportunities and threats to business long term.

In essence, what people are calling the next wave of adoption is really what many people realized social media was meant to be. It's not merely about the amplification of what the company wants to tell people, but rather a vested interest in increasing the company's intelligence by removing silos and including the customer as an active participant as opposed to connecting with them exclusively at the point of purchase and when there are problems.

In theory, it sounds close to perfection. But there are some concerns. According to the study, companies are still concerned about employee privacy, content ownership, legal/compliance issues, and the inability to correct misinformation that appears on the web. Some of issues are more valid than others.

What are valid concerns? What are not? What's being missed?

• Employee Privacy. Social media has a tendency to both expose individuals (strangers want to "be friends" with the business contact) and tend to associate people with the company brand (even during off hours and even when they leave a company). It's a semi-valid concern because employees haven't adapted to the new environment. Mostly, people want to selectively be associated with their companies.

• Content Ownership. The general concern is that when employees generate a high level of interest and develop their own online networks, they tend to take those networks with them even though their association with the company had a hand in developing those connections. Although it's a risk, it's largely invalid because it's a risk that companies have faced long before social media. When people move, so does some intellectual property and so do some customers.

• Legal/Compliance. The legal/compliance issues are largely invalid, trumped up by some executives who never wanted to have the social media conversation. The reality is that as environments change so does the governance of legal/compliance issues. Many government agencies are even encouraging companies to communicate more, not less.

• Misinformation. While the Internet has some growing up to do in terms of understanding credibility, concerns over misinformation are largely invalid because it's not a new threat. If anything, more sources of information on places such as the net can better protect a company than the fewer sources that used to exist. More and more, people check four or more sources of information before making decisions. Ergo, they know misinformation might exist.

• Improper Vetting. This is the concern that ought to be on the radar, but generally isn't. Just because you increase the size of your input pool doesn't always mean you increase the size of its intelligence. Or, in other words, customers aren't always right and crowd-sourcing runs an equal chance of becoming done by committee. In fact, crowd-sourcing may have killed touch screens on the front end. Thank goodness companies didn't listen until people had the opportunity to change their minds.

• Shutter Clearance. Sometimes companies really don't want everything on the table. It's not for any malicious reason as some people like to argue. Judgements made on half-baked ideas don't necessarily make for better products. For example, I can't imagine what someone might have thought watching me write a first draft. Sometimes we all need some breathing room to think and fully realize something. At the organizational level, this might translate into fewer not more people having a big picture view.

The 2012 FedEx Ketchum Social Business Study is worth a look. 

All in all, the 2012 FedEx Ketchum Social Business Study makes for an excellent primer. The highlights I mentioned above only scratch of the surface of the content that can be mined there.

Sure, I think the buzz term "social business" is trumped up as if these things never existed (being a "social business" is what convinced Corning to make specialty glass for iPhones), but what might be different is that some of it is more likely to play out in public. That said, no matter what you think you know or feel about social business models, it's in your best interest to pay attention to what is being produced, created, and innovated as a result. This study, specifically, makes an excellent primer.

Keeping Secrets: Penn State Officials Feared Publicity

As the story was breaking last year, I joined a handful of public relations professionals who pointed out that the Penn State scandal was not a public relations case study. The remedy was early ethics.

What has become more clear, however, is that public relations is easily brought into the discussion because of its influence over behavior. A fear of bad publicity prompted the Penn State coverup.

In doing so, Joe Paterno and top Penn State officials hushed up child sex abuse allegations against Jerry Sandusky, allowing the former assistant football coach to prey on other youngsters for another decade, according to a scathing report issued Thursday on the scandal. They wanted to protect Penn State.

Public relations is not the art of spin, secrets, or cover-ups. 

While some practitioners think public relations can do those things (those who mistake public relations for propaganda), the ethical practice is obliged to do the opposite. It seeks the truth and then communicates any findings in a responsible, forthright, and empathetic way fosters understanding (why it happened) and addresses mitigation (what will happen now). That is all that can be done.

Some people call it common sense. But sometimes professionals, executives, and officials seem to be in short supply of common sense. If it was in abundance, they would appreciate that proper public relations seeks a mutually beneficial relationship between organizations and their publics, even when the organization or individuals in the organization have violated trust.

Ergo, truth rectifies or otherwise minimizes maleficence. More malfeasance only exacerbates it, even if it postpones the inevitable. All the while, victims and future victims suffer for it in silence. And all the while, more and more people are directly and indirectly harmed as the lie spreads like a virus.

Proper public relations is different. Rather than sweep organizational shame under the rug, it brings the truth to light. Sure, there will be consequences. Over the long term, any organization that is able to uncover a problem, isolate its cause, and establish preventative measures to ensure it will not happen again, will minimize the damage and (sometimes) earn the trust and respect of those involved.

The analogy might be trivial, but the error in judgement is not.

You know you are an idiot public relations practitioner (in title or practice) when you could have learned this lesson watching a single episode of The Brady Bunch. And one of them fits here.

In the episode called "Goodbye, Alice, Hello," Peter and Greg were playing Frisbee in the house. Like many children have learned over the years, something always gets broken eventually. In this case, an antique lamp. Greg and Peter vow to fix the lamp and ask Alice to keep their secret.

Alice eventually has to break her vow because she refuses to lie to her boss, Carol, and the kids learn that cover-ups carry additional costs. Although they later chastise Alice for being "a snitch" and she quits, even that turns out to be problematic. People who become part of an extended family are not so easily replaced and Alice becomes the hero of the episode.

The officials who covered up the Penn State scandal could have been heroes too. But they must have missed this particular episode. And everything they thought they gained during the cover-up is now diminished or lost outright. You can read the Penn State response here. But more importantly, try to remember that public relations, much like human decency, begins and ends with truth and trust, not cover-ups.