teaching

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“If I were to wish for anything [it would be] for the eye which, ever young and ardent, sees the possible.” – Soren Kierkegaard [*]

I learn so much from my students. I’m currently teaching a wonderful group of seniors, and they’re naturally contemplating their next steps after graduation.

Recently, I was imploring them to develop their entrepreneurial pursuits even while they might be forced to take a less-than-ideal job immediately after graduation.

I told them that by developing their meaningful work while they were doing work simply to pay their bills (“The Sex and Cash Theory” so perfectly articulated by Hugh MacLeod) they would be able to more easily suffer the indignities which tend to be an axiomatic part of jobs done just for the cash.

I also told them that by making sure not to forget their purpose-driven ventures amidst their just-for-the-money jobs, they would be creating options for themselves.

As I said this, I looked at their faces and saw such possibility emanating from each of them, and I saw something else too. I paused for a moment and said something along the lines of: “Bitterness occurs when you don’t have options.”

This possibility — the virtually unlimited options awaiting these student, and their belief in that possibility, even if only for that moment — crowded out any hint of bitterness/cynicism from their faces (if it had been there at all).

I’ve reflected on this quite a bit recently, and I believe it now more than ever: It’s options — a feeling of possibility, of not being trapped — that allow us to escape the evilness that is bitterness.

I don’t think I know any bitter entrepreneurs. Certainly, I know some crazy-ass, maladjusted entrepreneurs, but they tend not to be bitter. It’s because they know they always have options.

Think about the most bitter person you know, and check to see if he/she is also one of the people you know who – for whatever reason – is sort trapped…without options.

Don’t let this happen to you.

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[*] You want to know why you blog? It’s because when you do, if you’re lucky, you get amazing feedback from people who read what you write; such as this quote from my friend John P. Strohm. Thanks, John.

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Cluetrain Ch 1
View more presentations or upload your own. (tags: marketing music)
Cluetrain Ch 2 And 3
View more presentations or upload your own. (tags: marketing social)

Just go buy this damn book: The Cluetrain Manifesto: The End of Business as Usual.

Really.

I’m using it for a new course I’m teaching on Music Marketing.

Can you imagine? A course on music marketing, huh. Fuck. Should just call it, “Give Up.”

Alas, music marketing it is.

Of course, the books I’ve chosen, Cluetrain, Herd: How to Change Mass Behaviour by Harnessing Our True Nature, and Made to Stick: Why Some Ideas Survive and Others Die never really address music at all.

What ties them together is a belief that traditional marketing/PR is totally dead/worthless.

So, what to do? Give up? Nah.

Build a Tribe, of course. Start thinking in terms of markets being conversations. Start creating social objects.

Start doing the Straddle (Do bear The Straddle in mind should you flip through the embedded powerpoint slides below).

Fortunately for my students, it won’t just be me prattling on about marketing. I’ve already enlisted the help of the best the College of Business has to offer, Dr. Kendra Reed, and I’m looking forward to more of my colleagues chiming in.

Also, I’m going to get me some experts in the field to join the conversation: I’m looking at you Billy O’Connell.

The amazing thing about the book is that while it was written several years ago, it was pretty much on target about everything. It’s interesting to read certain ideas, and see that they’ve materialized. I read along going, “Yeah, that’s blogs; that’s Twitter, etc.”

It’s not all right; there’s a lot of talk of intranets, which (unless I’m out of it) seem to not really be terribly relevant today.

Perhaps the coolest/most horrifying thing is just how relevant it still is: I’d say there are maybe a handful of companies who are doing what they’ve suggested (and, they’re of course killing it), while most are still operating in the same way they did when the book came out (2000).

To give you a sense of what I’m on about, I’ve embedded my powerpoint slides from the first two lectures. Basically, I’m just grabbing the key points in the Cluetrain. Of course, in the classroom we pull these ideas apart, and discuss them. I’ll leave you to do that yourself.

Oh yeah, buy (or download) the book.

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I gave my two final entrepreneurship lectures for the year tonight. By the time the students have taken this class, I have worked with many of them for four years. It’s very hard to see them go. They are an exceptional group. I’ve given them all I know; I wish I knew more. As usual, I’ve learned more from them, than they from me.

Here are the slides for the first. Obviously, a lot of the wisdom here comes from Jim Collins’ Good to Great: Why Some Companies Make the Leap… and Others Don’t

This second lecture is more personal. Sadly, for the life of me, I can’t recall who I lifted some of this from. If anyone knows, please let me know so I can properly attribute. The first material slide is a quote from Thich Nhat Hahn. If you’re unfamiliar, may I recommend, The Heart of the Buddha’s Teaching

Thank you to my fantastic students.

(And, yes, I see the typo in slide 14, I noticed after the conversion/embed process. Sorry)

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My mantra for my Entrepreneurship classes next semester will be the following:

“I will not engage in any venture in which I do not have an identifiable competitive advantage.”

I will make the students repeat this mantra several times.

My mantra for last semester’s Artist Management class was:

“I will not manage a band who does not tour.”

just sayin’

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