Juan Tamariz and Wendell Berry recently passed away. Between them, they had more than 170 years of generous contribution.
Juan was a card magician. His students are generally considered the best working in the world today.
Wendell was a farmer and a writer. His essays on non-industrial farming and community-building will resonate for generations.
What each had in common was the patience and commitment to choose depth. To seek out the inconvenient path because it mattered.
Neither traded for easily measured metrics or convenience. Instead, they chose a path and followed it, leaving things better than they found them.
Looking back a century, it’s easy to appreciate this. And yet, each and every day, it requires a recommitment. “Under the circumstances,” it’s tempting to justify the small compromises that corrode our work. The hard part is to realize that we’re not under the circumstances; we are them. We can start today.
Insider jargon, previously known as cant, is designed to keep outsiders out.
The burglars in cartoons are often seen wearing a black mask over their eyes (like Robin in Batman but for a different reason) and carrying a bulging sack over their shoulders.
[Of course, the burglar’s sack was rarely bulging. A robber would have to have the perfect haul to get the right mix of value, density and weight. You can’t fit a chest of drawers in the sack, and that much gold would be impossible to carry. But I digress.]
The cant for this was ‘swag’, which comes from an old term for swaying or bulging. Sort of wishful thinking.
And thus we get to the swag of business promo and conference loot…
Establishing jargon is a key step in group identity. It’s rarely dictated from the top down, but permitting and celebrating it is a smart move if you’re looking for group cohesion.
Just about everyone commutes to work, by car or by public transit. And just about everyone carries a smart phone.
All organizations have a communications problem, and it gets worse as they grow. Which issues are we facing today? Who else is on the team? What’s changed in the environment, and what do we need to get in sync on?
Consider starting an internal podcast. Just fifteen or twenty minutes a day. The host interviews team members, informs on important issues or simply helps people see the big picture. When everyone on the team listens to the same podcast each morning, cohesion and focus improve.
A podcast with 25 of the right listeners might be exactly the right size.
The second hack: I’m amazed at how many people on the train are mindlessly swiping through one social media platform or another. Judging by their facial expressions, they’re not enjoying it much.
Instead, we can focus our time and energy on learning. Six months of commuting can easily cover an advanced college course in something that interests us. And using Claude as a Socratic tutor can be a breakthrough. If you’re driving, use voice mode. Ask it to patiently engage you, one conversation at a time, in a journey to learn something difficult. How transistors work. Why the Roman Empire fell. The origin of species.
Day by day, your commute gets better and you get smarter.
I know that you know that taking this exit will get us to Sheridan Drive, but the person who’s likely to be driving down this road in a few minutes has no idea.
Let’s agree that most street signs are for folks who know where they’re going. We would label things differently if we were instructing those that don’t.
I know that you know that ERASE isn’t the same thing as DELETE, but the next person interacting with your command-line interface might not know.
Of course this is obvious when we say it so clearly. And yet, there are many kinds of USB cables, poorly named and labeled. The instructions that come with just about anything we buy were written by lawyers for juries, not by a product manager who actually wanted to inform and delight.
Design to be understood. And design so that the inevitable confusion of the newbie doesn’t get worse. Because without your active intervention, it will.
but it isn’t.
A company wants web traffic, so it dumbs down content, builds listicles and grows. But then others become even dumber or more convenient, so it has to race to keep up with them. Eventually, with nothing but junk, it fades away.
A company builds a reputation for delivering useful permission-based email newsletters. But it needs to grow, so it eases its rules on spam, facilitates list swaps and grabs for attention. This attracts new users, but eventually the spam filters catch on and the site (and its users) sink into the muck.
A celebrity finds their notability fading, so they appear on C and then D list reality shows until everyone is in on the joke except them…
We can justify most moves to the bottom while they’re happening, but the problem with this race is that you might win.
With effort, you might not get to the top, but without resolve, you’ll certainly find yourself at the bottom.
The alternative is to resist the temptation for fast growth and settle for trust and authority instead. The race to the top is possible, but it’s more like a patient, persistent climb.
It’s difficult, lonely and only for long-term players. That’s precisely why it’s so valuable.
If you’re not proud of it, don’t serve it.
[You're getting this note because you subscribed to Seth Godin's blog.]
Don't want to get this email anymore? Click the link below to unsubscribe.