What Happens When You Call Three Airline 1-800 Numbers in One Night… And Then Zappos.

Travel Sponsor: Zappos

So this is the story of how I called three airline customer care numbers in one night — and then Zappos.

And then I understood.

Now, I don’t recommend calling multiple airline customer care hotlines within the span of an hour. They’ll make you mad. At the first airline, it took me 15 minutes to get on the line with someone — and that’s only after pressing every button on my phone five times just to figure out the secret code to get to an actual human. At the second, the customer care rep actually snarled at me over the phone. By the third call, I was numb.

Airlines have gotten pretty good at replicating the in-flight experience over the phone, it seems.

Then I called Zappos. And this is where all the happy-smiling-elves, over-the-rainbow stuff that I’d been hearing about Zappos comes into play.

Last month, I decided to buy two pairs of boots on their site. I found the ones I wanted. Clicked buy. Got the confirmation email that they’d been sent. And for three days, I checked each morning to see when my shoes would be arriving.

I was weirdly excited for these shoes. I’ve never owned a pair of decent boots before. The thought of looking all professional was… kinda cool, actually.

Anyway, it’s Thursday, and I check the UPS site. The package had been delivered, it said. I walked home, walked to my mailbox… and nothing.

I went to my apartment. Nothing sitting on my door.

I took a loop around the apartment building. Then outside.

Nothing.

I call the landlord. Anyplace else I should be checking?

Nothing.

So I call Zappos. And they tell me: Yeah, it’s not all that uncommon that around Christmas that people steal packages. But that’s alright. UPS insures everything we send. When we get your shoes back in stock, we’ll just send you a new pair.

Sweet!

Two weeks pass, and I check the Zappos website. One pair of my shoes is in stock. I give Zappos a call.

Just as before, a human picks up quickly. She’s cheery, pleasant. Even makes small talk about state abbreviations.[1. “MO! I’d never heard someone pronounce your state’s abbreviation as a word before!”] I tell her about my issue. She looks through it, tells me not to worry about the stolen shoes. Tells me she’s happy to refund the money for the pair of boots that isn’t in stock, and she’ll send me the other boots right away.

And, just for being patient with us: We’re upgrading you to VIP status, so you can get way faster shipping.

Sweet!

I get the confirmation email from Zappos this morning. The boots will be here this very afternoon.

Really sweet!

And this time — I’m not taking any chances. I’m having them shipped to work.

Buy Into Your Own Demise, or Make Things More Awesome. (Your Choice.)

Best Buy

Forbes ran a story on their website this week about Best Buy. The lead paragraph read:

“Electronics retailer Best Buy is headed for the exits. I can’t say when exactly, but my guess is that it’s only a matter of time, maybe a few more years.”

Then it went on to detail numerous problems with Best Buy’s supply chain.

Now, I have a friend who’s about to start a new job this year with Best Buy. She’ll be working with their supply chain. So I sent her the link.

Naturally, she was bummed. She started saying that, well, at least she’d get a nice line on her résumé out of the job. At least she wasn’t really planning on staying there all that long.

And that crushed me. Because it wasn’t too long ago that I was reading headlines like this about my own industry:

“Sometime soon, millions of people may find themselves unwittingly involved in a test that could profoundly change their daily routines, local economies and civic lives.

“They’ll have to figure out how to keep up with City Hall, their neighborhoods and their kids’ schools — as well as store openings, new products and sales — without a 170-year-old staple of daily life: a local newspaper.”

Newspapers and big-box stores: we’re not all that different. So I sent my soon-to-be-working-at-Best-Buy friend back an email. It read:

Hey, I work in journalism. My senior year, I every morning, I went to a site called Paper Cuts to see which newspapers were slashing newsroom jobs that day. I say this all the time: Journalism companies are in love with their own demise. Back then, I was too.

And looking back, I’m horrified. Why glorify your own downfall? We journalists have infinite tools at our disposal. Why not spend more time focusing on making journalism more awesome?

Anyway, I suppose that’s the challenge before you: Either buy into Best Buy’s slow demise, or get working at making everything you touch more awesome.

Time to get into the latter category. I hope my friend at Best Buy will. I hope my friends in journalism will, too.

Things That Comfort Me When Every Fucking Thing Goes Wrong: Heartbroken Iowa Fans.

Smith & Nephew Journey Deuce Bi-compartmental unit) 3 of 3 Michael L. Baird's right knee as shown in x-ray 11 June 2008

Things tend to go wrong. This is a series of blog posts about the things I think about during those moments when the wrong things happen.

Two years ago, I was pretty sure I’d just torn something in my knee. I’d gotten these new running shoes that were supposed to encourage me to run on the balls of my feet. They were supposed to change my running motion and turn me into some sort of super-runner. I was going to run like my name was Forrest Gump.

Except that I didn’t follow the instructions quite right. I was told to start slow. Run a half-mile at first. Then a mile. Then maybe 1.5, and keep at that pace for a few days. Add up the milage slowly.

But I got impatient. I only run two or three times a week, max, and it felt stupid to run for four minutes and then stop. And then come back the next day, run seven minutes, and stop.

So I did the mile run. Then the two. Then the next day, I ran like Jenny was yelling at me. Four, maybe five miles. I felt great.

The next day, I woke up, and I couldn’t move. I was a 22-year-old with a geriatric’s knees.

I went to yoga and talked to my teacher. She tried some stuff. I iced the knee. I heated the knee. I stretched the knee.

For four months.

It got a little better.

I’d long since put away the special shoes, so I’m not sure what made me do it. Maybe I was cocky. Maybe I was dumb.

But I decided to try out the shoes again. I liked them. Or, rather — I wanted to like them. I thought I was supposed to like them.

I went for a short run, maybe two miles. This was in June 2010. I felt alright.

I woke up in the morning, and my knee was worse than ever. And this time, no amount of ice, no amount of yoga could make it better.

I had to get it fixed immediately. I had just made a big decision: I was going to give this news syndicate, Stry, a chance. I was leaving for Biloxi, Miss., in two weeks. I was leaving my job, my paycheck — and my health care situation wasn’t exactly figured out.

I found the doctors in San Antonio who worked on the Spurs. If anybody could figure out my knees, it was going to be these guys.

They tested it out. The doc put some pressure on my knee. My eyes went screwy.

“Hurts, doesn’t it?” the doc said. “Probably a torn meniscus. Maybe an ACL. We’ll take an MRI.”

They did. I went home and tried to cry, but I was too busy worrying to even make that happen. I had torn up my knee, and I was moving away from my job, and a paycheck, and health care. I was going to Biloxi for three months, and I wasn’t sure I could walk.

The MRI took a few days to process. I worried constantly. What if it was a torn ACL? What if they had to operate? What if I had to walk around Biloxi on crutches? How the hell was I going to interview people on crutches?

I worried myself into that state where I could hardly move, save for going to work and ordering breakfast tacos through a drive-thru window. I waited for the call. I feared the call.

Then the call came, and it turned out I had massive swelling in the knee. No damage. No tear. Put it on ice, and it’ll be fine, son.

So, onto the happy thought for the moment: There’s this video I edited freshman year. It was the first weekend of the NCAA Tournament. My friend, Tyler, was shooting some video for a journalism class. He’d gone down to a local bar to get footage of fans watching the early games. The bar was full of Iowa fans, and that day, Iowa — the no. 3 seed — lost to Northwestern State on a buzzer beater.

And Tyler got the most amazing footage of a group of middle-aged white guys, their Hawkeye hearts absolutely breaking in real time.

I like to watch that clip, sometimes, and think about how easy it is to get caught up in the unimportant things. I think about how easy it is to take a tiny thing and magnify it beyond any sort of reasonable scale. I think about how I get mad over things I can’t control.

I did it with my knee, and I’ve done it since. But something about seeing what I actually look like in those lousy moments — and the guys in that YouTube video look exactly like I look when every fucking thing goes wrong — typically reminds me of how I need to get a grip and get over it.

Here’s to you, Hawkeye fans, for helping me get there.

(A Unified Vision Statement For All Current and Future Endeavours Into and) For the Creation of Awesomeness.

Not too long ago, I added a little note to the top of this very blog: “Dan is the creator of awesome stuff.” That’s not just some bro jargon I’m co-opting; I really mean that. I love creating stuff that’s both, A.) Cool, and B.) Useful, and when those two get together, the result is usually awesome. With everything I do, I’m shooting for awesome.

But I decided I needed a few more rules to help me in the creation process. I needed some rules to help me get from idea to awesome a little more quickly. And I needed rules to keep me from working on stuff that’s decidedly, you know… blah.

So I made a list. And here’s what’s on it for 2012:

1. Doing > trying.
2. So do shit.
3. Go fast.
4. Fail often.
5. Be curious.
6. Listen always.
7. Try impossible.
8. Build with love.
9. Serve people.
10. Don’t suck.

In 2012, that’s what I’ve got to live up to. 10 rules. Infinite challenges ahead.

Onto the next.

My List of Things for 2012. (Not a Bucket List, FWIW.)

This is the time of the year when people start making bucket lists. You know what they are; I won’t ramble on here about mine.

But what I would like to discuss is a sort of corollary to the bucket list. See: We have the bucket list, which looks long term. We have the to-do list, which covers the immediate.

What we don’t have is that list for the in-betweens in our lives.

I had a conversation with a friend last week, and I brought up this mantra that I’ve been carrying around for a few years now: “In this life, you find things you love and people you love, and you make time for both.”

And she said the most wonderful thing: Well, I suppose I should start making a list of things.

I couldn’t agree more. Because, I suppose, that’s really what I did at about this time last year. It wasn’t a bucket list that I started thinking about; I wasn’t looking to compile things that I hadn’t yet done in my life. Really, I was looking at things that I just wasn’t making enough time for in my day-to-day life, and seeing which of them I’d like to find time for in the coming months.

I didn’t write that list down, sadly, but if I had, my 2011 List of Things I Love would’ve looked like:

See more live music
Join a sports team
Find more opportunities for spontaneity
Read more often
Launch a side project
Do more yoga
Write and code

I’m proud to say that I checked almost all of those off the list this year. I’ve seen 35 concerts this year, from local bands releasing their first album to U2. I joined a kickball team in DC. I made a few spur-of-the-moment decisions. (What? There’s a Groupon for skydiving? Yeah, I’m in!) I’ve read 12 books, and I’ll be through 13 by year’s end. I didn’t quite launch BooksAround, my social literacy experiment, but I can get that done in the next two weeks. I took weekly hot yoga classes. I’m blogging more than ever, and I worked my way through a CSS tutorial. All in all, I made a lot of time for a lot of things that had gotten lost since college.

And yes, being active with that list meant that I also got to cross stuff off the bucket list. (Skydiving? Check. Visiting Israel? Check. Going to a show at Red Rocks? Check.)

Now I’m thinking about next year’s List of Things. I’d like to keep all of the above in play, but I’d also like to add three things:

Travel more
Speak publicly
Ship things

The first is self-explanatory. I love to travel, and I’d love to make more time for it next year. I don’t have any specific places in mind; I’d just like to get up and go.

The second is something I’ve come around on this year. In 2011, I’ve twice gotten a chance to give speeches to 150+ person rooms, and I’ve learned that it’s a hell of a rush. I used to fear public speaking. Not anymore. I’m never going to be a stand-up comic, so getting 150 people to keel over in laughter during a PowerPoint is about as close as I’m going to get to that sensation. I really love getting up in front of a big room, and I want to find more opportunities to speak in public next year.

And as for the third thing, that’s a business term I’d never even heard until this year. But it means: Create a product and bring it to market. Make stuff and put it out in the world for people to use.

I’ve spent a hell of a long time with Stry — from concept to now, I’m well over 18 months into this company — and what I’ve got to show for it is some blogging from Biloxi, my current fellowship and a few public appearances. What I need to do in 2012 is get this thing out in the world. I need to ship, and ship more often. I love the feeling of satisfaction that comes from getting little items done on a project. I want to experience what it’s like to bring something big to market.

So that’s my 2012 List of Things. What’s yours?

What the Hell is the New York Times Doing Selling Subscriptions Inside the ‘Wal-Mart of New York City?’

I was in New York City last week, and I went shopping with a friend. Or, more accurately: She went shopping, and I came along to try on funny hats and annoy her.

Nevertheless: She took us to a store north of Columbus Circle. I’d never heard of the store before. It was called Century 21, which is apparently unrelated to the real estate seller of the same name. My friend referred to the store as the Wal-Mart of Manhattan.

But what made an impression on me wasn’t the store itself — though it did seem like a Wal-Mart that was trying extra hard to dress up appropriately for the city — but this display in the front of the store. It was a table near the entrance, and there was a rep from the New York Times sitting there, selling subscriptions to the paper. Buy a subscription, get a $50 gift card to shop at Century 21.

And this just started to bother the hell out of me.

So I’m writing this post now because I’d like some answers. I’m confused as to how the New York Times — the newspaper of record for the freaking universe — could end up in a business relationship with a store that sells designer gloves at 50% off retail. Such a partnership seems to violate even the most basic rules of branding.

Because if I’m in charge of the New York Times brand, I’m asking these questions before I enter into any business relationship:

-How does this extend the New York Times’ brand?
-Is this a positive extension of the Times’ brand?
-Is the Times reaching new clientele with this partnership? Could this clientele be reached otherwise?
-Does this make the New York Times money?
-Does it do enough of both — reach new clientele and make money — to justify the partnership?

In my estimation, I’m not sure what such a partnership with Century 21 does for the Times. There are an endless number of points where you can interact with the Times’ brand: In print, online, through advertising, through social media. If you pop into an Apple Store to test drive an iPad, and you see a New York Times app on the device, that’s an interaction with the brand. (And for the record, that’s a damn good interaction. Gold stars to the Times rep who pulled that one off.)

So I’m confused as to why the Times would want a “Please buy our product and we’ll give you a few bucks off shoes!” brand interaction at Century 21. If anything, it seems to cheapen the Times’ brand. It seems to scream, “We’ll sell papers anywhere they’ll let us. Even here!”

Here’s what the Times itself wrote about the store in an article just two months ago:

“Civilized it’s not.”

“The dramatic markdowns and bazaarlike atmosphere (nothing’s chained for security, yet) can encourage foolish fashion risks.”

“I descended to hell, a k a the fluorescent-lighted basement footwear department…”

“What the branch lacks in ambience (brace for cheap carpets, garish cylindrical light fixtures and droning soft rock)…”

You get the idea. Why’s the Times decided to associate itself with that?

To go question by question through the bullets I’ve listed above:

How does this extend the New York Times’ brand? It gives the Times a direct presence in seven large department stores in and around the city.

Is this a positive extension of the Times’ brand? Unlikely. Here’s how I’ve always determined a newspaper’s true audience: See who they’re writing about in the vows and the obituary sections. Those are the types of people they’re really writing for. I’m not sure that I see the Times’ vows/obit audience having much crossover with Century 21’s core of shoppers, most of whom seemed to be foreigners and out-of-towners. (The locals were all bargain hunters, and I’ll get to them in a second.)

Is the Times reaching new clientele with this partnership? Could this clientele be reached otherwise? Maybe. There might be a non-New York crowd at Century 21 that might want to subscribe to the paper, I think. But it’s also worth asking: Are the kinds of people shopping for deep discounts the same people with disposable income to spend on a yearly subscription to a print newspaper?

And I do think much of this audience could be reached otherwise. Might some of this audience — especially the foreign shoppers — be more interested in a subscription to the Times online as opposed to a print subscription?

I’m told the Times also has a similar presence at the city’s many street fairs, but that’s a different story. In that case, the Times is also associating itself with a brand, but the brand is New York City itself. The Times wants to be the paper of record for the city. Nothing wrong with being visible within city limits, and I’d guess that the street fair audience isn’t all that different from the Century 21 audience. (In fact, it might be more domestic, and weed out the international shoppers who can’t buy a print subscription anyway.)

Does this make the New York Times money? This is the big question, and I don’t have an answer to it. In most arrangements like this, it’s the Times that would be paying to get a spot inside the store. (It is also possible, though less likely, that it’s Century 21 that’s paying the Times, and Century 21 is hoping that the halo of “elite” status that the Times exudes will help increase sales of, I dunno, handbags.) I’d guess that the Times offers up a percentage of in-store subscription sales to Century 21, on top of a fixed payment to get into the store in the first place.

Does it do enough of both — reach new clientele and make money — to justify the partnership? I just cannot imagine a situation in which it does much for the Times’ brand or bottom line. Who okayed this partnership? The whole thing confuses me, really.

Of course, I’d love to get a real answer on this from someone at either the Times or Century 21. Because the way I’m seeing it, this is the kind of partnership that reeks of desperation. This looks like a brand that’s going to any length just to make a sale — even if in the course making the sale, they’re actually hurting the overall reputation of the Times’ brand.

I just don’t understand it.

[ois skin=”Tools for Reporters”]

Come, and Embrace the Joy Of Time-Shifting and Longreads-Related Metrics, Ye Merry Publishers!

Screenshot of TiVo

In 2002, the company that measures how many people watch television decided to do something experimental: They started measuring how many viewers were watching TV shows via something called TiVo, a personal recording device that had come to market three years earlier.

Nielsen Media Research, the ratings company, had been measuring TV ratings since the 1950s. But their ratings technology only accounted for viewers who were watching shows at the very moment the shows were airing live. If a viewer decided to save a show to his or her TiVo, and then watched the show at a later time, that viewer didn’t count towards the overall ratings for the show.

It’s about this time that ratings for some shows started to decline. TV executives had their suspicions about the declining numbers. They felt their shows were still being watched, but they were being watched via TiVo, and Nielsen wasn’t counting these viewers. As far as the Nielsen ratings were concerned, watching via TiVo was the same as not watching at all.

And since the value of television advertising rises and falls with TV ratings, ignoring actual viewers was costing TV channels money. So they pressured Nielsen to add these TiVo viewers into the overall ratings picture.

This all sounds kind of ridiculous today — I mean, really, how could Nielsen have just ignored these viewers for years? — and that’s because it is ridiculous. Eyeballs are eyeballs. They should all be counted equally, whether they’re seeing a show when it first airs or a week later via TiVo.

It’s also why it should confuse you when I tell you this: News publishers today are making the exact same mistake that Nielsen did a decade ago.

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The world of modern news publishing isn’t all that different from the world of TV. Like TV, publishers rely heavily on advertising to sustain their operations. Put simply, the more readers a news site has, the more money it typically can charge advertisers.

TV ratings center around two main numbers: Rating (the number of TVs watching a show compared to the total number of TV households) and share (the number of TVs watching a show compared to the total number of TVs tuned in at that particular moment).

Online news metrics are slightly different. Three stand out:

-Time spent on a news site
-Pages read per visit to that site
-Unique visitors to the site

All three are important. But all three also fail to accurately measure a vital chunk of their audience.

❡❡❡

About two years ago, a Twitter hashtag kickstarted a small but influential movement for readers. The hashtag was called #longreads, and it promoted interesting stories of 1,500 words or longer. A story of that length might take anywhere from a few minutes to a few hours to read. Hence, the name #longreads.

The problem is, #longreads disciples don’t always have the time to read these stories at the moment they arrive in an inbox or pass through a Twitter feed. Sometimes, readers need to save a story for later.

It’s not a coincidence that just as #longreads was starting to grow, a handful of sites popped up to serve that very need. These sites enable users to time-shift stories to a time/place when the reader actually has time to read said story.

It’s not a coincidence that these are known as time-shifting tools. That phrase first became popular with the advent of TiVo.

There are three big sites that allow users to time-shift stories: Instapaper, Readability, and ReadItLater. All three take user-saved stories and store them on the site’s own servers. When readers want to read something, they head over to their site of choice (or the site’s app) and search through their queue for something good that they’ve already saved. The reading experience happens there, not on the publisher’s site.

So this is the good news for publishers: A community of avid readers has access to thousands of new stories that they otherwise wouldn’t see, and these readers are reading and sharing these stories. They’re passionate about this type of reading experience. These are the kind of readers who read so much that they need a TiVo-type tool just to hold all that they want to read.

This is the bad news for publishers: Readers are spending an awfully long time reading great stories, but they aren’t doing it on the publisher’s site.

A reader like me might spend half an hour reading a #longreads essay or exposé, but all the publisher sees is the handful of seconds I spent on the story before bookmarking it for later. Some of the most engaged readers are going, essentially, uncounted.

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Which brings me around to some data that ReadItLater — one of the three big time-shifting sites — published last week.

The data was mined, in part, by a guy named Mark Armstrong. It’s no coincidence that Mark was the one who started the #longreads hashtag. (Now, he’s an editorial advisor for ReadItLater.)

The data shows that ReadItLater has some powerful tools for measuring user engagement with a story. They can measure which authors and sites are most popular. They can measure which stories get put most often into the queue, and which stories get read the most once they’re put in the queue. And that’s just what we learned from this first data set. Just wait until ReadItLater really starts digging.

Unfortunately, this is vital data about power users that publishers aren’t factoring into their metrics. These users aren’t being counted in the overall numbers, and we need to start counting them. Core users are just being ignored, simply because their reading experience is happening on a different server.

Don’t underestimate the size of this audience, either. ReadItLater has four million users, and they’re hosting just a fraction of the time-shifting audience.

Right now, in the publishing community, we have opportunity to prove that these sites have the same type of impact on overall numbers that the TiVo did on Nielsen’s TV numbers. We need to start accounting for this time-shifting in our metrics.

If we don’t, we’re just ignoring some of our most engaged users, and we’re costing ourselves money.

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One other thought: The three services I mentioned do essentially the same thing. But not all three will last. There’s a reason that VHS and Betamax didn’t co-exist for a decade; there’s a reason why Foursquare beat out all the other location-based services. The market will pick a winner.

And I don’t think I’m going too far out on a limb to say that the winner will be the one that:

A.) Helps publishers make money, and
B.) Shares their data with publishers to make content more measurable, and therefore more valuable to advertisers.

The question is, Who within this market will step up to do just that?

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One final quote on the matter:

“Time-shifting will be something more people are really comfortable with. We never know if the technology is going to sizzle or fizzle, but you can’t wait until it takes off before you say, ‘Hey, maybe we should measure this.'”

Yeah, you guessed it: That quote’s from 2002, in an article about Nielsen and the DVR.

But here’s what I’d like to point out: You don’t have to change even a single word from that quote to apply it to today’s time-shifting tools for reading. The call to the action is the same.

Here’s my plea to publishers: It’s time for us to stop ignoring active readers. We’re in the business of telling great stories. We shouldn’t forget about those who love to read them.

Let’s start measuring the true reach of our stories.

[ois skin=”Tools for Reporters”]

These Are Some Really Smart Thoughts On Leadership in Newsrooms. I Stole Them From Other People, and You Should Steal Them From Me.

I spent the weekend at NewsFoo, this unconference out in Phoenix. It’s a strange affair: The organizers — O’Reilly Media, the Knight Foundation and Google — handpick about 150 people involved in all corners of news, and they throw them in a building together for a weekend. There aren’t any sessions planned out in advance. People just show up, and what happens happens. The thing gets made up as it goes along.[1. In fact, the photo at top is of the official conference schedule that was made up Friday night, a few hours into the event.]

It was a remarkable weekend, and I had to remind myself to look up every once in a while from taking notes to remind myself that, yes, I was in this room, too. It was impossible not to enjoy the energy that everyone seemed to bring to the weekend.

I showed up at NewsFoo hoping to keep my mouth shut and steal some great ideas, but one session got my especially energized: A session about leadership, innovation, and how the two can come into play when merging the worlds of traditional news and startups. I’m not sure exactly what the session was called; Lead, Follow or the Get the Fuck Out of the Way would have been a decent title, I suppose.

But here’s what I heard that I think is worth repeating[2. Everything here is roughly paraphrased, FWIW.]:

The first step to success is defining what success means. What the editorial people think success is is often different from what the revenue people think. It’s tough to chase success if you don’t agree on what it is. — Raju Narisetti

Talk about what you’re really doing with a particular project. When you can’t agree on the size of the opportunity, it’s tough to figure out how big an investment (time/money/people) should be made to seize it. — Gregg Lindahl

When you try to apply old news operation standards to startups — where things are inherently messy — you’re going to struggle. To thrive, traditional operations must be able to tolerate risk. — David Cohn

Use human language when operating within a news organization. Avoid jargon. And when you’re trying to create organization-wide change, start at the top and work down. Once you enable the upper management to think differently, it makes it easier for lower-level employees to want to change. — Julie Starr

Break down points of resistance. Reduce friction. — Miguel Paz

If you’re chasing something really big, then prepare for it to play out slowly. But don’t say that out loud. Once you tell people things are going to happen slowly, then that’s the pace they’ll go. — Raju Narisetti

I especially loved a thing that Javaun Moradi from NPR said. He works with APIs at NPR, and he talked about NPR’s Serendipity Days. These are designated periods when the tech guys at NPR stop everything they’re working on for 48 hours, form teams and work on anything they want. They put up a board in the office and make a list of big problems. And then they get to work at solving them.

You’ve probably heard of similar corporate examples, like Google’s 20 percent time, or maybe FedEx Day.[3. I also recently stumbled upon a web development company that created a side organization to foster and promote these ideas/projects that come from outside the normal workflow.]

But what Javaun said I found especially insightful. He said it’s events like Serendipity Days that help create grassroots serendipity, and that’s where the great stuff happens. Once you empower people to do, they’ll start making/building/breaking things. That’s a huge leap towards change.

And being at NewsFoo this weekend, just bullshitting about ideas and listening to so many smart people, it was tough not to feel like I was in the midst of a pretty amazing weekend proving exactly his point. What happens now is up to us, and damn if that isn’t an empowering feeling.

Things That Comfort Me When Every Fucking Thing Goes Wrong: Carl Sagan’s Blue Dot.

Things tend to go wrong. This is a series of blog posts about the things I think about during those moments when the wrong things happen.

I had Mrs. Buckingham for 10th grade English. I don’t remember that much about her anymore; I do seem to recall that she had white hair, and she was slightly plump, but I’m not quite sure about anything beyond that; in my mind, I’ve kind of replaced her with Mrs. Doubtfire.

But I do remember that in the spring semester, she assigned each student something grammar-related and asked us to give a presentation about it. Some students were assigned punctuation marks, or something relating to syntax.

I was assigned the anecdote.

And then I did what 10th graders do on semi-meaningless presentations: I stalled. For a month, I did nothing. I watched other students give five-minute mini-lectures on the exclamation point and the semi-colon. But I knew I didn’t have to present for a few weeks.

So I did nothing.

A week passed. Then two. Then three. The weekend before my presentation — I remember I was presenting on a Monday — I decided I had to start on my big anecdote presentation.

Except that I didn’t. I watched some football on Saturday. Went out with some friends that night. And then it was Sunday — the last day. I was all set to figure out how to explain the mystery that is the anecdote to my peers.

And then my friend, Sam, called, and asked if I wanted to go play golf with our friend, Brett. I did. I had a red Oldsmobile 88 that had been handed down from my grandpa. It had these cloth seats that you just sunk into, and the front seat was actually a bench seat, so the thing seated three in both the front and the back. The 88 was as wide as a Suburban and nearly as long; parallel parking it felt a little like parking a small cruise ship. The 88 had a trunk that sunk down almost to the pavement, and it was plenty big enough for three sets of golf clubs. So we took my car.

I don’t remember much about the round we played. What I do remember is the drive back down I-270. I was in the left lane, and the 88 had a way of lulling me to sleep in those big, cloth seats. I looked up at the dash at one point and realized that I was doing 90+ in a 55. The 88 was deceptively fast like that, but it also wasn’t much designed for high speeds. I’m not sure Grandpa ever put the thing above 35 in all the years he drove it.

So the car started to rattle a little bit, but nothing too frightening. We pulled off the highway to drop off Sam. Sam lived down Seven Locks, a windy, up-and-down-and-up-again of a street, and when we got to Sam’s house, I remember going over this bump, and then I remember hearing a noise that sounded distinctly like a 777 flying by at low altitude.

I thought nothing of it, but when Sam was walking with his clubs into his garage, he looked back and noticed that part of the underside of my car was falling off.

Turns out that somewhere between the high speeds and the bumpity-bump of Seven Locks, the splash guard for my engine — basically, this piece of plastic that kept water from getting into parts of the engine that weren’t supposed to get wet — had lost a screw or two, and had started dragging on the ground.

But the three of us didn’t know this. We weren’t car experts. We were 16. My car knowledge was limited to whatever I’d heard on “Car Talk.” I was unaware that the splash guard is kind of like the human appendix; it has a purpose, but not much of one.

I saw this thing dangling underneath my car and assumed that it was the part of the engine that kept the rest of the engine from, you know, just falling out onto the street. I saw this part and assumed that it was, in the most meaningful sense of the word, essential to the working ability of my motor vehicle.

So we did what any 16-year-olds would do in a situation where our mode of transportation was on the verge of collapse: We went into Sam’s garage, grabbed a roll of duct tape and turned the underside and front of my car into a rolling 3M ad.

And then I drove off for Brett’s house at about 25 miles an hour.

Somewhere along the way, I started to fear that my 88 was basically turning into the sled from “Cool Runnings,” and that my carburetor or something equally important-sounding was just going to plop out and land on River Road, and my parents were going to kill me.

And then I realized that I was going to have to explain this whole thing — the whole, Uh, I think my engine is dangling by a thread and some duct tape situation — to my mother.

But then, while slowing down traffic and doing 25 in a 45, I realized what I had to do: When I saw my mother, I had to lighten the mood. I had to walk into the house and tell her something that would distract her from the disaster that was my car. I had to tell her something that would simultaneously make her laugh and help her understand the situation.

What I needed was an anecdote. Only an anecdote would do.

And suddenly, I knew just what I’d be talking about in Mrs. Buckingham’s class the next day.

Which brings me back to this:

When I’m convinced that every fucking thing is going wrong, what I find is that it usually helps to think about how absurdly tiny my problems are. This fantastic little narrative by Carl Sagan is especially helpful. It is the very definition of perspective.

In it, he points to a photo of Earth as taken from millions of miles away. The earth is just a tiny blue dot in the photo. And Sagan says:

“Look again at that dot. That’s here. That’s home. That’s us. On it everyone you love, everyone you know, everyone you ever heard of, every human being who ever was, lived out their lives. The aggregate of our joy and suffering, thousands of confident religions, ideologies, and economic doctrines, every hunter and forager, every hero and coward, every creator and destroyer of civilization, every king and peasant, every young couple in love, every mother and father, hopeful child, inventor and explorer, every teacher of morals, every corrupt politician, every ‘superstar,’ every ‘supreme leader,’ every saint and sinner in the history of our species lived there–on a mote of dust suspended in a sunbeam.

“The Earth is a very small stage in a vast cosmic arena. Think of the rivers of blood spilled by all those generals and emperors so that, in glory and triumph, they could become the momentary masters of a fraction of a dot. Think of the endless cruelties visited by the inhabitants of one corner of this pixel on the scarcely distinguishable inhabitants of some other corner, how frequent their misunderstandings, how eager they are to kill one another, how fervent their hatreds.

“Our posturings, our imagined self-importance, the delusion that we have some privileged position in the Universe, are challenged by this point of pale light.”

And holy mother of Buddha does that make every mistake seem a little less epic.

I Am 24 Years Old. This Is What I Believe.

I am 24 years old, and I’m going through a period of transition in my life. It’s that time of the year when I start getting all thoughtful about where I am and where I’m going, and at this very moment, I’m stuck in Kansas City Int’l, waiting for a flight home. So I wanted to write this down.

At age 24, there are certain things I’ve come to believe hold true. I know that my beliefs will change. I know that I will change.

But here, at 24, is what I believe:

Try not to regret bad decisions. Just make the best decisions you can with the best information you have.

When you find that you’ve done wrong, and you have a chance to make it right, don’t idle.

Uncertainty breeds opportunity.

Be spontaneous.

Listening is an active process.

So is life. Don’t be passive.

Only the people who show up get to make change. So show up.

Don’t be afraid to fail.

It’s alright to get rejected. Getting rejected means you’re trying.

At 18, you don’t know that you don’t know what you want.

At 24, you know that you don’t know what you want.

Sometimes, you’ve got to do it for the story.

Do something. Be something.

Define your greatness, and then go out and do something about it.

And most of all, this: In this life, you find things you love and people you love, and you make time for both.

I’m just trying to live up to that every day.

———

Those lovely people in the photo at top: My mom and dad.