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Gravity vs. Electricity 09/18/2009

Posted by Paul Daigle in Uncategorized.
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gravvselect4 I think we can all agree that the world’s markets have changed dramatically over the last couple of decades. It’s a bigger world, in that more of us are out there competing for market share. It’s also a smaller world, as more of us are now competing globally. The ubiquity of the Internet has substantially lowered the barrier of entry by providing an inexpensive and direct distribution channel between any company and the world’s markets.

Yesterday’s markets, which were characterized by scarcity and exclusivity, have been replaced by new markets that are characterized by abundance and egalitarianism. It wasn’t all that long ago that everything we consumed came to us through a market of limitations. We were accustomed to limits in our choices, resources, knowledge, access and providers. Today we have almost unlimited resources and options to choose from in satisfying our needs, with new providers emerging to serve us every day.

These new forces are shifting power and attention away from the mass media and big business towards consumers and their networks, giving consumers more power and control than ever before.

Since we are all now forced to compete on a more level playing field, and one in which consumers can call the shots, what changes need to occur within our organizations, and within ourselves, to ensure we are able to remain competitive?

To answer this questions, I’d like to  introduce and define gravity and electricity as marketing concepts.

Gravity, a naturally occurring energy, helps to determine every object’s place and position within the environment. Using an object’s relationship to everything else in that environment, gravity helps objects move or stay in place. Gravity is a constant. It’s self sustaining. We can position objects to suit our needs, but sooner or later gravity will win out and relocate the objects, re-determining their relationships and roles.

As consumers and as people we are guided by internal gravitational forces which stem from our value systems, desires, tastes, aspirations, identities and relationships. We are motivated to action, or non-action, by these inherent forces. Our gravitational will is always at work, helping to keep us safe, grounded, balanced, and satisfied.

Electricity, on the other hand, is a force that is generated through the expenditure of energy and resources, and wielded to fulfill a task. Like gravity, electricity can be used to move objects, or to keep them in place.

When we work to elicit actions in people which aren’t directly aligned with, and fully powered by their gravitational will, we are using electricity. Anytime we work to motivate others to take actions that they wouldn’t have taken by themselves, we need a degree of electricity to accomplish it.

When someone successfully talks us into something that we didn’t necessarily want, and through our acquiescence we find ourselves in a position that’s less satisfying, we can be sure that electricity was used to win us over. When this happens most of us will take some action to reposition ourselves back into place, or into a new place of comfort. That’s our gravitational will at work.

In markets characterized by abundance and driven by the will of the consumer, gravity will always trump electricity.

Electric marketing was a best practice back when markets were characterized by scarcity. In those days a large share of voice and wide distribution allowed companies to create markets for their products. Though many brands continue to rely on costly electric marketing and advertising, electricity is losing its potency, and the long-held advantages of electric brands are slipping away. In today’s market the flagrant use of electricity can diminish a brand’s reputation and position. The belief that electricity can still create markets keeps many brands from recognizing and serving the will of their markets and using their considerable resources to appeal to that will.

By recognizing and appealing to a market’s gravitational will, gravity brands tap the natural energies that exist within the market. When a new gravity brand uncovers and serves the pent up will of a market, the market’s networks can do most of the heavy lifting in moving its membership toward the new value proposition. For consumers, the process of being lulled towards a gravity brand is powerful and seductive. Gravity brands allow markets to feel that the brand belongs to them, and not the other way around, tapping into the market’s desire to remain in control. Consumer relationships with gravity brands create bonds that are impossible for electric brands to break.

Microsoft has long been one of the world’s most successful electric brands. One of Microsoft’s most successful electric marketing tactics was to leverage the ubiquity of the Windows operating system. By force-bundling the Explorer browser, Media Player, Office Suite and other Microsoft products onto personal computers, the company was able to quickly dominate those markets. Microsoft was successful using electricity because the software market was characterized by scarcity, and consumers weren’t yet acclimated to exercising there will within that market.

Over the years successful gravity brands like Apple, Firefox and Google have neutralized Microsoft’s electric tactics. Though Microsoft continues to produce high quality products, its reliance on electricity has often hampered the brand’s ability to appeal to the will of the market.

Last year Microsoft launched a promotion to pay web users for using its Live.com search site. In many ways the ultimate electric marketing tactic, this promotion failed to diminish Google’s gravitational pull on the search market. Today Microsoft is again leaning hard on bundling to promote and position its new search site, Bing. If Bing’s value proposition appeals to the gravitational will of the market, will wielding electricity help or hurt that appeal? Could Microsoft find better success by simply allowing its product to speak to the needs of users?

As a gravity marketer, it’s important to recognize that no market is ever truly satisfied. Today’s brands show us where the lowest center of gravity rests based on today’s offerings. As gravity marketers our job is to work to recognize where the gravitational will of a market leans, and to build offerings that can move some or all of the market into a more comfortable and advantageous position. Gravity brands must remain in lock step with the will of their market in order to continue recognizing and serving the market’s lowest center of gravity. Because the gravitational will of consumers and their networks is stronger than brand loyalty; any brand, whether they use gravity or electricity, can lose their market position when a competitor uncovers and serves the pent-up will of customers.

When a gravity brand allows consumers to leverage community, tribal or network benefits, it can produce a gravity-well. What makes gravity-well brands especially powerful is the gravitational force they exert on their markets can over-power the gravitational will of consumers.  How many Facebook users report that they dislike the site, but use it because all their friends are there? How many consumers buy Apple computers, when a PCs could satisfy their needs at half the cost, because of their strong tribal connection to the Apple brand?

Understanding why gravity trumps electricity is a paradigm, a way of thinking, and a means of operating. We can recognize and leverage gravity in everything we do, from product development, to marketing, to managing our personal and business relationships. Appealing to, respecting and leveraging the gravitational will of a person or a market can produce exponential returns. In a world characterized by abundance, gravity breeds security, stability, loyalty and satisfaction while electricity often produces doubt, anxiety, immobility, waste and resentment. As you go through your day, and you find yourself engaged by people, influenced by media and distracted by the many messages working to get your attention, ask yourself…

  • Am I being engaged by gravity or with electricity?
  • How does my answer affect the way I feel about the message and the messenger?
  • How does my answer affect the likely success of the message and the messenger?
  • What are the gravity brands and gravity wells in my life?
  • How do my favorite gravity brands appeal to my gravitational will?
  • Can I recognize the gravity brands and electricity brands in different markets?
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Putting attention economics to work in a small American city. 08/26/2009

Posted by Paul Daigle in Uncategorized.
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dollarstore

I’ve been traveling Maine this week. After celebrating a family reunion in Caribou, and visiting my family’s origins in Van Buren and St Leonard New Brunswick, I arrived back to Lewiston on Sunday evening. Lewiston is my childhood home, and where most of my immediate family still resides.

Yesterday morning I ventured out in search of some coffee and Wi-Fi.  Driving down Main Street I was struck by the number of “For Sale or Lease” signs on homes and businesses.  Lewiston has struggled for years to transcend its original mill town roots, like many small towns and cities in New England. It occurred to me that Lewiston’s biggest problem is now a much more visible national dilemma: How can we replace our lost manufacturing base in order to keep regional economies growing and healthy?

The café I’d hoped could serve up an espresso and Internet fix was no longer at 205 Main Street. A brand new store called “The Dollar Store & Up!” was in the process of taking over the space, with a front window display now featuring miniature Empire State Building, World Trade Center and Lady Liberty figurines. Some of Lewiston’s longest running businesses have specialized in this sort of overstocked and distressed merchandise. Seems deal conscious residents are more likely to spend a buck on a homeless New York City tchotchke than spend $3 on a high-end mocha. Driving around town it’s clear to see that this city is struggling to find it’s footing in this very difficult economy.

DepTrustFoiled in my attempt to find a comfortable place to work, I decided to take a walk down Lisbon Street, the heart of downtown Lewiston. Once the city’s main shopping district, Lisbon’s eight blocks of early century architecture reflect the city’s one-time ambition to serve as a regional center for commerce and culture. Growing up in Lewiston in the seventies and eighties this particular street was better known for all the things our parents wanted to protect us from… namely drugs, alcohol, crime and “adult” merchandise.

Coming to downtown Lisbon as a child for guitar and art lessons sparked a lasting affinity for urban living and culture. But in those days I wasn’t able to recognize or acknowledge the street’s unique assets. Then Lisbon Street felt like a tattered remnant of  the city’s past. Lewiston and Auburn’s newer shopping malls and neighborhood businesses represented the future of city life.  Our downtown, like many across the country, became an anachronism, and a center for the city’s underbelly.

I left Lewiston in 1984 for Boston, MA and then moved to New York City in ’95,  residing in Brooklyn and working in Midtown and Lower Manhattan.  I relocated to Portland, Oregon in 2001. Over the years I’ve spent time in many big American cities like D.C., Baltimore, Chicago, Atlanta, St. Louis, Seattle, San Francisco and Los Angeles. These life experiences have given me an appreciation for what makes vibrant cities work. Walking down Lisbon Street the question occurred to me: Do cities and towns, like media, possess attention economy attributes that help fuel their success, or lack thereof?  The largest urban economies like New York and San Francisco are able to cater to many diverse demographics and interests. They have something, in fact, many things, for everybody, and for that they demand a lot of attention.  But smaller cities have a harder time catering to wide spectrums of people or satisfying wide ranges of interests. In order to succeed, smaller markets must become associated and identified with specific areas of richness.

My current hometown of Portland Oregon is adept at cultivating and promoting the special associations that give the city much of its character, history and identity. Portland is known to be a hub for outdoor activities like biking, hiking, running, skiing, windsurfing and climbing. Nike and Columbia Sportswear have helped Portland become a international leader in outdoor and athletic apparel. Portland’s independent spirit has helped it become a national leader in many indie industries and cultures, from coffee roasting, beer brewing and DIY music to chicken keeping and gardening. Portland has been successful promoting itself as an international center for sustainability and green living, as well as a leading hub for computer processors, Open Source Software development and technology Start-ups. Smaller Oregon markets like Bend, Ashland and Cannon Beach have become successful centers for experience, from shopping and dining, to outdoor recreation and the arts.

Some of Maine’s most distinctive coastal communities like Portland, Freeport, Bar Harbor and Boothbay Harbor have become strongly associated with the environmental, historic and commercial assets that make Maine a distinctive place. These smaller cities demonstrate the importance of creating a cultural identity to help grow a sustainable economy. Markets with focused identities create attention, and that attention helps fuel growth.

distcourtLewiston’s rich historic associations served it well in the old days. The city was built on its manufacturing prowess, especially in areas of textiles and footwear, and on its strong Franco-American culture. Today Lewiston is a city struggling to navigate from that past into the future. Perhaps Lewiston’s most important decisions regarding its future identity, culture and economy have yet to be made.

As I applied these attention economy principles to my morning stroll I realized that I was experiencing Lisbon Street for the first time as a person of experience: as a marketer, an urban dweller, a critical observer, a parent, and a concerned former resident. I can now recognize and separate the shell of downtown Lewiston’s hope-filled past from the economy that currently inhabits it.

For example, as a big fan of music and the arts, I’m surprised that I’ve never noticed the beautiful old Music Hall called the Frye Block. It’s just never caught my attention. It’s now a Maine District Court. I’ve since learned that the building was the location of Lewiston’s leading hardware store when downtown still served as the city’s main shopping district. But I still know nothing of its original history or the role it played in the lives of early residents.

Applying my experiences cultivating attention economies online, I asked myself what downtown Lisbon currently stands for as a real-world environment. Who utilizes this marketplace today? What characterizes and distinguishes its value proposition, identity and gravity well? Whose attention does it work to attract?

As I walked down this beautiful historic street, with its exposed cobblestone and early century charm it was clear that just a few of the street’s locations were serving 98% of the pedestrian traffic out and about on this particular morning. Those were, in order of volume: the District Court, Labor Board, the Library’s free sidewalk Wi-Fi, the Pawn Shops and Law Offices. If this traffic represents the market, than this early morning economy was clearly focused on the regions underemployed, undereducated and underprivileged.

signlessThis goes to the heart of what any attention economy faces, which is that of perception, identity, experience and relevance. There was little to be found this morning that would cater to or interest the larger populations found strolling through the regions malls and super markets, which explains why most Lewiston residents ignore this downtown environment and why it’s been so difficult for a new mainstream economy to take hold here. The easiest way to measure the value of a marketplace is to image it as a network, remembering that a network’s users and operators help define its character, culture and value.

A downtown economy can cast a light or a shadow on what outsiders believe a community is about, affecting the kind of  attention the community inevitably receives. It was only after I left Lewiston in ’84 that I learned that outsiders often viewed my childhood home as rough and tumble place.  A scary place.  A place to be avoided.  I knew that Lewiston wasn’t that, and had long wondered where this negative perception and reputation originated. Yet on this very morning I watched as downtown Lisbon St. perpetuated an identity that is counter to that which successful downtown markets, or any successful attention economies, work to create. When the heart of a city fails to attract and serve it’s residents the community reputation and identity can pay a price.

Today, like most cities,  Lewiston and Auburn residents rely heavily on their regional shopping centers for shopping, dining and entertainment. But the suburban attention economies and corporate experiences that superstores, malls and plazas provide are indistinct and homogeneous. They offer uniform, garden variety experiences found in every market across the  country.

43_lisbonWhat downtown Lisbon Street offers that’s unique and distinctive is a string of early period store fronts and environments that can be refashioned to serve modern needs and deliver uncommon experiences. Today cities can’t afford to build downtown structures like the Gateway at 5-11 Lisbon Street, or the vacated Depositors Trust Building at 55 Lisbon Street, or the long abandoned space at 43 Lisbon Street (pictured above) with its grand open floors and antique tin ceilings. I’ve had many memorable shopping and dining experiences over the years at establishments built into reconditioned spaces just like these, often wishing that my hometown had possessed such distinguished public environments. What a surprise to discover that Lewiston has the distinctive old bones found in much larger markets. But how does a community begin to create a new economy around an undefined, unrealized and neglected downtown district? It can start by recognizing that it possesses the kind of distinguished urban assets that many towns and cities wish they had, and can’t afford to build… and by creating a new economy that leverages and promotes these assets.

Many of Lewiston’s old mills are being refashioned into modern shops, businesses, bars and restaurants. Lewiston’s reinvention from a manufacturing economy to a distinctive modern marketplace is already underway. Lisbon Street’s future identity seems the big challenge ahead. Glimmers of the street’s future richness can be found in the new businesses popping up that are representative of the kind of experience-driven offerings found in larger markets.  A new restaurant called Fuel and an adjacent art gallery exhibit a modern urban sophistication that feels very much in sync with it’s historic surroundings. A new Indian restaurant called Mother India hints that a more diverse, international flavor could eventually take seed.

fuelWhatever the nature of the economy that eventually characterizes this area, Lewiston would be wise to continue to reclaim and protect the street’s valuable urban assets, while working to support the entrepreneurial culture that’s begun to take shape. The easiest way to support a progressive business culture is to enjoy it’s fruits. Residents should make a point of visiting the new environments and offerings that pop up, and supporting the local entrepreneurs and investors who are willing to take personal risks to bring new jobs, opportunities, culture and experiences to the city.

Residents should make a point of visiting downtown Lisbon Street to experience the local character and uncover the city history that abounds. They should engage the new Somalian shop keepers to help their new international transplants become a working part of the street’s community and culture. Most importantly, they should help create or support new businesses, opportunities and experiences that reflect and serve both the current community and the identity that they envision for the future.

Turning an ailing attention economy around is hard work, but worth the effort, as the economy owners will continue to grow and monetize their assets, investments and the attention they create over time. In the case of Lisbon Street, the economy owners are Lewiston resident. What can residents gain by turning this under-appreciated downtown environment into a welcoming, robust and singular experience? A stronger community. A renewed regional reputation. A prouder local identity. In short, all the cultural assets that translate into jobs, tourism, quality-of-life and rising home values.

Discussing and creating a framework for a community vision maybe helpful for creating a marketplace that successfully accommodates and serves the city’s current culture while working to instill an identity that residents, visitors, neighboring communities and transplants alike can connect with. Without community discussions and involvement, the city’s old identity may feel at odds with the new, more cosmopolitan businesses and environments that emerge, and that disconnect can cause investments to fail. Lewiston’s residents should explore what other small to midsized cities have done to reinvent and revitalize their historic downtown assets and environments, as well as understand how such transformations occur, and how they benefit the whole of the community.

An interesting case study for how a well-defined attention economy leads to exponential growth for a small city is Freeport Maine. Here is a bit of important Freeport history…

L.L.Bean was founded by an avid hunter and fisherman who developed a waterproof boot and set up a shop in his brother’s basement in Freeport, Maine. By 1912  he was selling the “Bean Boot,” or Maine Hunting Shoe, through a four-page mail-order catalog, and the boot remains a staple of the company’s outdoor image. –excerpt from Wikipedia

Freeport is an example of how a single innovative entrepreneur gave a small town a distinctive commercial identity. Today Freeport’s economy sustains over 200 upscale outlets and shops, making this small community one of Maine’s leading tourist destinations. Freeport has succeeded by pulling a singular “attention economy” up by its Bean bootstraps. Imagining what Freeport would look like today if Leon Leonwood Bean hadn’t set up shop is equal to trying to image what Lewiston’s downtown would look like if Benjamin E Bates hadn’t built his mill on the banks of the Androscoggin River back in 1850.

cobblestonesEvery marketplace can be considered an economy of attention. The attention you create is the attention you grow on. The success of small cities depends on how well they define, cultivate, protect and promote the community’s distinct assets. Through the principles of attention economics a city can build and market a focused identity that residents, visitors, business owners, entrepreneurs, investors and neighboring communities can connect with, participate in, and leverage. Lewiston has an opportunity to turn local and regional attention into a valuable new currency by focusing its own attention on reviving this singular urban district.

signless

What’s the message behind the social medium? 08/05/2009

Posted by Paul Daigle in Social Media, Social Reputation.
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have a nice dayA recent post by SuzeMuse entitled Social Media-Ur Doin’ It Wrong references Marshall McLuhan’s astute 1964 observation “the medium is the message” from his book Understanding Media: the Extensions of Man.

The basic theory:

Media has characteristics that engage viewers in different ways, so the medium through which a person encounters a particular piece of content has an effect on the individual’s understanding of it.”-Wikipedia

If the medium is the message, than what is the message behind social media?  Can an understanding of the unique traits that characterize social media help companies and individuals engage in the space more confidently, gracefully and successfully?

First… let’s get a better understanding of McLuhan’s theory.

McLuhan understood “medium” in a broad sense. He identified the light bulb as a clear demonstration of the concept. A light bulb does not have content in the way that a newspaper has articles or a television has programs, yet it is a medium that has a social effect; that is, a light bulb enables people to create spaces during nighttime that would otherwise be enveloped by darkness. He describes the light bulb as a medium without any content. McLuhan states that “a light bulb creates an environment by its mere presence.” Likewise, the message of a newscast about a heinous crime may be less about the individual news story itself — the content — and more about the change in public attitude towards crime that the newscast engenders by the fact that such crimes are in effect being brought into the home to watch over dinner. -Wikipedia

Social media also creates environments with its mere presence. Like the light bulb, social media helps us carve out spaces and  open doorways. But this new medium can also connect us to every bright path and dark corner of humanity.  Each of us is able to define and manage many doors between our personal spaces and that global universe. These doors are often two-way channels… relationships. We each create and manage as many spaces and doorways as we choose, and in doing so we cultivate our social presence and manage our social world.

So what are we saying by our mere presence within this new medium. What is the message behind our participation? What distinguishes this medium from all that has come before, and how do these characteristics effect how our actions, ideas and expressions are perceived and absorbed? Can knowing the message behind the medium help us improve our daily interactions, and the value of our networks?

What’s the message behind the medium for me? My participation within social media can help communicate that I’m:

Approachable. Available. Open. Curious. Pro active. Engaged. Interested. Attentive. Helpful. Sympathetic.  Compassionate. Eager. Responsive. Agile. Involved. Generous.  Social. Friendly. Kind.

If I were a company, how could I ignore a medium that enables me to communicate such powerful characteristics by my mere presence?

What does your social presence communicate? Can we find universal messages behind the social medium? Can uncovering and understanding them improve our social uses, benefits and experiences?

Approachable.

The quest for a reliable Internet business model 06/07/2009

Posted by Paul Daigle in Social Identity, Social Media, Uncategorized.
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roundsquarehammerIn March of 1998 I joined online advertising leader DoubleClick, and spent my very first week of employment at our company sales conference in Scottsdale Arizona. The company had just gone public and the first dot com gold rush was well underway. On that first morning I got my introduction to the company CEO and VP of Sales, Kevin O’Connor and Wenda Harris Milliard. The room was filled with bright, attentive DoubleClick employees, mostly from the media sales division, and there was a buzz of excitement in the air. I’d worked with many smart people over the years, but I’d never seen an organization exude this mix of passion, intelligence, ambition and confidence.

That morning I heard what the future would hold for me and my new colleagues. The future of business and personal communication would be written online. This we all knew.  DoubleClick would power this future by facilitating the one reliable  business model that had fueled the success of every other mass media channel… advertising. The Internet’s capacity for 2-way communication would deliver a Holy Grail for advertisers. DoubleClick’s technology platform would serve the right ads to the right users at the right time. Our mission: to make advertising work online. Our goal:  world domination. We would all play a role in changing the world forever.  So began a ride that would take me through the web’s first wave… ending years later with mass layoffs, an end to DoubleClick’s role in the sale of Internet media, and the company’s eventual acquisition by Google.

Today, eleven years later, the the future that Kevin and Wenda described that morning has yet to arrive. Why DoubleClick failed in its mission is a long, complex saga, filled with faulty assumptions, miscalculations, PR missteps, consumer misconceptions, and an eventual Industry wide loss of confidence in Web1.0.  The journey from irrational exuberance to irrational despair that characterized 1997-2002 is in many ways still being felt, and in some ways relived, in the Internet of 2009. The web still feels like a place of unfulfilled promises and unrealized potential.  A business model that can reliably fuel this now essential, mass communication platform has yet to arrive.

This reality has fueled many new ideas about the future of business, marketing and communication.  Chris Anderson’s Free: The Future of a Radical Price, Charlene Li’s Groundswell: Winning in a World Transformed by Social Technologies and Thomas H. Davenport  & John C. Beck’s The Attention Economy : Understanding the New Currency of Business each stab at the beast from different angles and with different swords.  A common thread within all three perspectives is the realization that consumers are now in the driver’s seat. Value, relevance, customization and two-way relationships are how tomorrow’s companies will win.  Funny, as it was consumer fears and pressure around privacy that destroyed DoubleClick’s ability to execute on its ambitious plan to bring true consumer targeting to online advertising. Winning now requires that we win the hearts and minds of consumers. The DoubleClick story shows how even B2B companies can find it difficult to survive if they fail to bring consumers along for the ride. The game is no longer about just selling products or services.  Instead, the game is about cultivating deep relationships and building strong brand reputations through the creation of unique value, customized experiences and a culture of openness.

The Internet has become a 24/7 gauge for social reputation. Keeping consumers close and engaged and acting both responsibly and responsively is how brands are successfully  managing their reputations and relationships, especially during difficult times. Twitter, a company that has succeeded in winning the hearts and minds of  users, was able to navigate months of scaling issues and hundreds of disruptions in service without harm to it’s reputation. The iconic Fail Whale is an example of the amazing things a company can accomplish when they take consumers along for the ride.

Where are the business models capable of fueling the web’s future likely to be found?  What tools will become essential for managing social reputation and consumer loyalty? I believe the best hope for serving customers and maximizing revenues may lie with OpenID. Open social technology will help companies  build brands, services, media and experiences that both reflect and custom-serve the consumer. OpenID can help brands strengthen their relationships by maximizing user experiences, relevance, functionality and value… the keys to winning in a consumer driven world.

Finding an honest voice, and staying on path. 06/02/2009

Posted by Paul Daigle in Blogging.
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EyeCompass

So what have I learned about blogging?  I guess mostly that blogs aren’t dissertation. Successful blogging is about working to stay engaged, which is not always easy.

Blogging to me is about publishing bit-sized chunks of conversations and thoughts that overtime create narrative threads that can be characterized. This is true even when the purpose of a blog is simply to capture and describe the life of a blogger.

I’m learning that blogging can be meaningful, healthy and rewarding. It’s an exercise that allows us explore our passions and thoughts, and in the process uncover more about who we are. When done well, it’s like peeling an onion. The better a blogger knows themselves and the subjects they write about… the more likely they are to find a real audience. More importantly… the more successful they become at capturing a personal journey. Good blogs are about self realization. They record a path to our better selves.

This brings me to what I think is key to successful blogging… honesty.

I won’t get into philosophical comentary on the essence of honesty and how one can recognized it. Only to say that writing from a place of honesty can be challenging, especially for novice publishers. There is, however, nothing more compelling than an honest voice, and reader know it when they read it. The key, I believe, is to write for yourself. Not for a perceived audience.

What do we get out of our blogs. The social rewards of blogging are obvious. Better still is how blogs can help us stay focused on the things we care about.  Our work. Our families. Our interests. In the process of capturing our journeys, I think blogs can also help us keep our eyes on the path before us. They can be a compass, a road map and a history all rolled into one. The past, the present and the future all captured in posts that record who we are, who we were, and where we’re headed.