Have an experience


Before I went to Japan I was told that on the face of it, Japanese society looks normal but scratch below the surface and it is very twisted.

I went and expected to see corruption and Yakuza on every corner like in a crappy film.

What I did learn was that Japanese culture is totally dedicated for the benefit of the whole and especially the elders.

There is no litter anywhere.
People queue for everything.
Elderly people are given right of way wherever you go.
People offer you help with anything and are genuinely happy to do so.

I have had a long standing dislike of the idea of travel but what I now realise is travel is only 10% about the views, buildings, landscape.

When travelling you go for the big stuff, but you remember the little stuff.

The little interactions, displacement of your inclinations and the offset of your cultural expectations vs that of your host.

Experiences pay you back three times. The emotion in the event, the memories of the event and most importantly the development of your understanding of others and ultimately yourself.

You don’t need to go to the far East to have experiences that challenge and augment you. What can you do today to change and grow?


Marissa Meyer And The Fight To Save Yahoo! by Nicholas Carlson


“They figured our a phrase to fit the acronym: Yet Another Hierarchical Officious Oracle.”

“Mallet shouted him down. “You don’t get it!” he said. “You’re old media.””

“When Semel joined Yahoo , it had four hundred different products and services. It was an indefensible position that made Yahoo vulnerable to the eBays and Googles of this world – well-funded start-ups that did just one thing well.”

“When Larry Page heard about the widget, he got angry. That’s not what we do! he said. Google products are machine driven. The rile was: Google products learns what the humans want and give it to them without any human effort.”


One + One Equals Three by David Trott


“Don’t just go with conventional wisdom.Don’t keep repeating the same old solution even though we know it doesn’t work. Get upstream and change the problem.”

“How’s that for changing a problem you can’t solve into one you can?”

“You can have what you want , or you can have your reasons for not having it.”

“Real creativity doesn’t come from struggling to answer a difficult brief. Real creativity comes from getting upstream of the brief and finding a different answer.”

“The strategy makes the advertising right. The execution makes it great.”

“If we think everyone’s head is where our head is, we’re just talking to ourselves.”

Stop calling me digital


I was interviewing one of the big nobs at MediaCom yesterday for the podcast.

When asked where he would put a personal billboard, he said that there was this electronic, no, digital billboard he could see from his office window.

In there is a lovely definition of specialist vs generalist roles.

Electronic roles are now just channel specialists. Are you display, PPC, Affiliates, owned etc.

Digital roles don’t really exist now. We market in a digital world, rather than do digital in a meeting world.

Where does this difference cause a lack of definition of your role?

Which do you want to be?

The times they are a-changing


We are now in the third generation of digital employees.

The first bunch were exploring new channels and learning as they go.

The second lot learnt from them and have seen it evolve from a small group of channels to an all encompassing environment.

The third group are now in a world where digital is just everything and the lines between what is and isn’t digital are extremely hazy.

All three of these required slightly different skills for mastery.

The difference between a digital specialist and a digital generalist has grown and grown throughout.

Group one needed entrepreneurship. Group two needed story-telling. Group three needed analytics.

The management and communication between digital specialists and digital generalists is now approaching a crunch point .

The training, leadership and established practises of digital are different where ever you go.

Remember to set out your standards.

Forget the channel challenge, what is the business problem we are trying to solve?

What measurements prove actual success and what are just improving on pointlessness?

What is being done just because it has been done before?

OK, thanks


Smile, nod, then do whatever the f*ck you were going to do anyway” Robert Downey Junior

One of the biggest barriers to progression I see around me is seeing mastery as knowledge.

As people approach manager and Associate Director levels, they often see knowledge as the path to progression, which gives them an absolute scale.

The problem there is that mastery is ever-going and requires feedback.

Mastery requires someone on the outside giving you feedback at all times and you need to know that “OK, thanks” is the only response to it.

No buts, no its, not even contextualising it. Just say “OK, thanks”.

I don’t agree with RDJ up top. Unless you are in the .00001% of high quality performers, you cUt do it alone, and those people giving feedback will bent the ones promoting you and giving you a pay rise.

Get an accountability partner, find the person that hates you, ask everyone for feedback all the time and then just say “OK, thanks”


I have recently learnt that Fact-Think-Feel will enable you to communicate with pretty much anyone.

I spent way too long focussing on fact.

Facts are irrelevant if people relate through thoughts or feelings.

When giving feedback, use all of them to help the other person.