What is conversation for anyway? I don’t even recommend being charming, or trying to be charming, unless a work situation is forcing you to do so. Let yourself be sullen when the mood beckons. Feel free to let eye contact lapse. Don’t repeat back what you’ve heard. Say something surprising. Be willing to go meta. Most of all, try to establish a “we actually can have a more genuine conversation than we thought was going to be possible” level of understanding, taking whatever chances are needed to get to that higher level of discourse.
Original source: How to have a good conversation
This is what the kids are up to.
Original source: croissant on a phone
Now that’s how to chart.
Original source: All the president’s tweets
Some intersting history of how Facebook grew users. Of course, this the case study is for a free service, that focuses on a high volume of users. I.e.: not an enterprise sales business that charges $3m+ per user-cum-customers.
Contextualizing aside, there’s some good product thinking:
Better know what your product is good for:
Knowing true core product value allows you to design the experiments necessary so that you can really isolate cause and effect.
Getting people to realize your product is useful, understanding and the wanting the value-prop:
“Once you understand core product value you can create loops that expose that over and over again. You have to work backwards from ‘what is the thing that people are here to do?’ ‘What is the A-ha moment that they want?’ and giving that to them as fast as possible.”
The clock is ticking, the cash is burning:
“Startups only have so many opportunities to run an experiment in the product, and they’re also time bound by the cash they have in the bank. With that said you need to run experiments that matter.” “Experiments that count when you are using smaller samples have to be incredibly thoughtful.”
You’d think that would favor large organizations who have the scale of people, time, and money…if only they can switch over to this way of thinking.
Your best customer is one you already have:
Retention is the single most important thing for growth.” “Retention is the number one thing we focus on at Facebook. You can’t trick users into doing that.”
There is a News Feed that displays articles, updates or comments relevant to certain teams or, perhaps, to the entire company. The now-familiar Live service can be used to broadcast corporate communications, such as a presentation by the CEO. Workers can communicate in real time using a version of Messenger. They can also create private Groups for brainstorms or discussions—as of this week, groups can include colleagues or business partners that aren’t official employees. That feature wasn’t previously available until today’s launch.
It looks like $1-3 a month (I’m guessing). I mean: I’ve never used an intranet site that was worth a damn. You could do worse than using Facebook for it: it seems to do a damn fine job as the intranet for people’s lives.
What’s always mattered in these things is that the vendor (here, Facebook) keeps up with it over the course of 5-10 years. Otherwise, it become a big hunk of crap you can’t escape that never evolves. Google Apps (or whatever it’s called) is like this: aside from GMail, it never seems to evovle at a pace that makese sense, so you’re left with the ideas of 2-3 years ago. So, the question becomes: is Facebook in this for the long-haul?
Ben sums up his take on how “the media” was melted down:
…the destruction of journalism is about the destruction of journalism’s business model, which was predicated on scarcity. In the case of newspapers, printing presses, delivery trucks, and a healthy subscriber base made them the lowest common denominator when it came to advertising, right down to four line classified ads that represented some of the most expensive copy on a per-letter basis in the world.
Social media. It effects is all.
Social media is everywhere!
A new Twitter idiom spotted: replying to yourself. Recursive brain-freeze!