It’s that time in my life where school is suddenly in the picture, via a certain 4-year-old I know 🙂 One thing I’ve already noticed is how ready a child can be for a new challenge. A challenge that is big, worrying, exciting, almost too much to get your head around – yet, at the same time, exactly what you needed without realizing just how ready you were to take on something completely new.
My previous ‘career’ post was about leaving your job. On the flip side is getting a new job (hopefully). If you’re looking for a job, hearing me say “you don’t want this job” probably sounds balony. So – is it?
Do your homework, get a job
This is what most of us consider normal nowadays: do some research into your potential employer. View a couple of LinkedIn profiles of people who work there – maybe you’ll find one of them even blogs. You’ll get to know a lot about the people who may become your coworkers. So far, so good.
But what if you’re so good at job interviews you land the wrong job?
Thanks to a comment I got thinking about this. Some of us are just too competitive. Landing a job becomes a sport in itself. Or you’re applying for every job you can think of just to get the money rolling in. Then you get an offer. One offer.
Your future employer maybe made the job sound a bit more glamorous than it really is. This happens to any job that contains a lot of routine work. Employers dial up the interesting bits, and dial down the days and days you’ll spend staring at a screen churning out numbers or client data.
How to get the right job
Start by getting a clear picture of what you want from a job – apart from the money. Even if you feel this isn’t the right time to be getting critical, you need a reference point to tell if a job is 80% your kind of job, 50%, or only 20% (you’ll probably spot that last one effortlessly).
Check if your estimate is right at your job interview. The match determines how fast you’ll be looking for your next job.
Questions to ask yourself:
What do I love to do?
In my case, I wanted to become an archaeologist when I was a kid. Leakey-style. Digging in the sand to unearth the most amazing fossils. As an adult, I dug around in archives and found some beautiful specimens 😉
I still enjoy combing the long beach of the internet for interesting stuff, and building sand castles on my blog. The nature of a specific job doesn’t change what I love to do.
What do you enjoy doing? What’s the common denominator in your life and career?
What do I have to offer to this potential employer?
How can you help this particular organization doing this job? What are your strengths? What knowledge have you already gained? Sometimes you think you have an answer and you’ll find that your future employer has different ideas of what you have to offer.
I was called “over qualified” so I depended on employers who would let me prove I wouldn’t run away screaming after a few weeks. Then one day I ran into an organization where affinity with art actually helped me get a job over several other candidates who had applied before me. And I didn’t know my background had triggered their interest until the job interview.
Tip: be careful what you leave out of your resume.
What does this job have to offer for my career?
Let’s break this one up into a few pieces:
- What tasks does this job entail that are part of the career I would like?
- How much time will I be able to spend on those tasks?
- What new experience will I gain doing all this?
- And a tricky one, do I have a specific goal for the next few years?
- If the answer to #4 is yes, how long (minimum) do I want to stay?
Tip for #4: At the organization that offered me an archiving job I could also do the research for my part-time study. That saved me an internship that would have meant little income for months. Did I mention this at my interview? Yes.
Tip for #5 (or 4B): Be prepared for this question. Your potential employer wants to know if you’re worth investing time and training – if you’ll stick around for a while after you reach your own goal.
An article on Exertusjobs aimed at anyone over 50. But I’d say you can read it if you’re younger.
An earlier career post I wrote on this blog.
You may have gathered I got the job in spite of, or thanks to, my honesty. It was a what-you-see-is-what-you-get deal. It worked for me. What works for you?
Have you ever suggested what you considered to be a minor change to an experienced professional, only to watch them go ballistic? Somehow not everyone likes changes to the way they work – not even if you leave out words like “change”, “improve”, or “different”.
In this post I’ll show you how you could handle this kind of situation – by sharing some experiences from when I did an archiving project.
One common mistake when introducing a change to experienced professionals
You forgot it’s a change to someone’s work – a big deal for them.
Just because you know what needs to be done doesn’t mean everyone else knows about your plan, or agrees. You’re going to have to convince them no matter what their manager has told you.
Our team’s project goal was to structure and clean out the team archives. The biggest bunch of paper was kept by someone who didn’t care what his manager thought. A previous undiplomatic attempt to clean things up had not improved his temper.
Why do people react so negatively to change?
People build a set of actions that they know will work most of the time. It’s called experience. Telling them to change is like yanking the chair out from under them. I wrote about the way change projects can go wrong in an earlier post.
In my experience, a lot of resistance comes from people who are very much involved. They have made it their personal responsibility to safeguard certain knowledge.
It’s just a set of procedures. What’s so hard about following rules?
Maybe you feel you’re only following the (new) rules. But rules aren’t people.
Experienced professionals know that many new rules and projects will go away after a while, leaving things pretty much the way they were with a few minor tweaks. If you make a lot of noise, some people will wait for you to leave and for the dust to settle after your exit.
Back to the archives: I knew our objectives. And then I let an individual employee get away with about half a dozen exceptions to our rules. Why? Because I needed the person’s cooperation and even goodwill. That’s why.
Importantly, I didn’t break or even bend any rules. I just:
- made sure to ‘weed’ the files as lightly as possible, so anyone could reconstruct the process that had produced an important final document.
- stressed the potential importance of the files so we’d have to keep them secure for longer. Within that time those files would probably be digitized, and kept for ever. If not, the ‘keeper of the keys’ would be retired before anything happened. Even he could agree that he wouldn’t be guarding the archives past the age of 70.
- personally guaranteed to our seasoned professional he’d be able to access the files whenever he asked to.
How do you convince experienced professionals who don’t want change?
Convincing experienced, critical, ‘difficult’ professionals is the only way to move forward without being pushed back in ways you never anticipated. For this you need to understand the role a person sees him/herself in.
For best results, leave people’s professional identity intact.
Nowadays if you visit the LinkedIn profile of one of your connections you are asked to ‘endorse’ their skills. In this post I’ll explore a few questions about LinkedIn skills and give a quick how-to for hiding (!) your endorsements.
Knowledge management and SharePoint skills: when are you skilled enough?
Quite a few people I noticed have added the skill “knowledge management” to their profile – including people who were no part of any KM (tools) team. What they did do was upload content in a SharePoint workspace. A few of them have added “SharePoint” to their skills too (no comment).
What’s with this LinkedIn skills rage?
These are the ingredients for my famous LinkedIn skills pie:
- A social network where you can share your professional skills.
- A crisis, so you’re going to add any skill you have, right?
- A shift in people’s tasks. They’ll join a new team and add the skills that go with the job before acquiring the skills.
- No option to add a level of skill either for your own skills or when you endorse one of your connections. This means the world is fast filling up with experts in adding links to web parts and uploading documents to document libraries.
#3: Most people don’t add new skills to your LinkedIn profile even though they can. This means that virtually the only way to get endorsed is to make sure you add any skill before it’s even properly cooked.
#4: Level does exist for languages, but many people have left those among their skills. (You may add your culinary metaphor in a comment.)
LinkedIn skills and career change: hiding endorsements
Right now, the skill you get endorsed for the most will get peak position. You can influence what other people see only by hiding your endorsements. By lowering the number of visible endorsements you can move your high-ranking skills down the list.
How do you hide your endorsements?
Click the edit button on the upper right of your skills section;
Click the tab “Manage endorsements”;
Click each skill to check or uncheck endorsements you need to show or hide.
The last thing you want if you’re considering a career change, is for new or newly (re)activated connections to endorse you on the stuff that’s already popular. It’s like this:
- Suppose that in your teens you taught yourself to bake pies. I did – mostly because I enjoyed the making and the eating and it wasn’t serious food so it didn’t feel like work 😉
- Five or ten years on you cook the most delicious risottos. Except no one asks you for them. You end up having to stuff your lovely risotto down people’s throats before they’ll admit you “do a very nice risotto too”. After which they ask for dessert. Preferably pie-shaped.
Have you ever hidden a skill (in real life or on LinkedIn, knowledge management or risotto) so you could finally draw people’s attention to your other skills?
Don’t you just love brain talk? I do. Reading this interview with Janet Crawford (part 2, anyway) was both enlightening and inspiring. It answers the question why many of us – but not all of us – find it hard to deal with change. Here’s my take on ‘brain innovation’.
Stuck in a rut? You bet.By the time we’re 40, or 50, we’ve built an archive in our brains of “things that work”. This knowledge and these actions have kept us prospering for years and we view them as good stuff for that reason. These aren’t just words – our experiences have become part of our brain patterns.
Doing something contrary to ‘what works’ is like walking on a path you’ve never taken because you’ve spent a lifetime believing it ends in a swamp. Starting down it takes a conscious decision – and it may take considerable effort to keep walking.
Career change means brain innovation
There’s all kinds of articles you can read about the ‘modern career’ – if you have the time, and in some cases a handy bucket:
- “Stop looking for job security, focus on income security”
- “In this fast-paced, ever-changing society we must let go of old beliefs”
- “Parents telling their kids to get a steady job-with-a-contract are giving off all the wrong signals!”
Right now, our society is less likely to support steady jobs than we expected 30 years ago. But oddly enough not less likely than, say, 80 years ago.
A few career survival skills:
- entrepreneurship (even at its most basic)
- networking (investing in relationships with people you don’t need right now)
- looking ahead, beyond your current working environment
- spotting opportunities
- selecting relevant topics and new skills to learn about
Any job where you don’t need even one of these skills is probably not going to help you in the long run.
A woman ‘between’ jobs in her fifties told me: “Nothing in my previous job [at a local government] prepared me for this. I’m reinventing myself.”
Opening up your mind to new possibilities
In brain terms, changing your mind at a fundamental level is much like changing the course of a river. It takes engineering skill or you’ll end up with a mess and the river will return to its old bed no matter what you try.
What if you’re not a ‘mind change engineer’?
Read. Diversify. Develop new interests, or regard those you have as side branches of the river that is your career. They are not ‘just’ hobbies – they give you a chance to explore a side of you that doesn’t fit in with your current job.
How do you keep your brain fresh and open to change?
How are learning and innovation connected to something as outwardly dull as knowledge management? In this post I’ll explore the question how managing your personal knowledge allows you to focus your learning efforts.
Learning and humor
In my previous post I compared knowledge management to herding cats. Using metaphors can help explain a topic while adding a dash of fun to dry facts (or severely dehydrated opinions). It helps the learning process along. A post I read some time ago was about “comparing apples to oranges“. I enjoyed the post, which was actually about innovative ideas.
Innovative approaches are often the result of looking at familiar topics from a different angle. In that respect, innovation has a lot in common with humor: take two seemingly completely different topics, crash them into one another, and see what happens. If you want a slightly more predictable result, you try to control the process that leads to innovation (or humor).
Using proverbs, metaphors, and other ‘language tools’ in learning is not without hazards. Reading in a non-native language makes it even trickier. For example, I’ve always thought of “comparing apples to pears” (from Dutch) as measuring two completely different things by the same criteria. In that case a perfect orange would make a lousy apple (or Apple). On the other hand, in innovative thinking, borrowing criteria from one context and applying them in a different context may yield unexpected insights.
Connecting knowledge management to learning – and innovation
You could view personal knowledge management as a controlled way of assessing what you know. ‘Knowing what you know’ gives you a basis for deciding what you else you need to know but don’t. You can then focus on bridging the gaps by either learning about those topics yourself, or by contacting someone who has the necessary knowledge and asking them for help. Both actions have their pros and cons.
- By taking control of your learning process, you will gain new expertise which may serve you well in the future. On the other hand, you need to judge what level of knowledge you need. If it’s knowledge on a specialist level which you need urgently, learning may take too much time. If speed doesn’t matter quite so much you can focus on learning the basics and figuring out the rest as you go along. This tends to happen on blogs a lot 😉
- By contacting an expert, you ‘risk’ two different world views crashing into each other. If you communicate what you need (and don’t need) from the exchange, and facilitate an honest and open dialogue, you may discover more in less time than if you try to master a new topic by yourself. Moreover, if you bring in a person with a different background, opinion, and expertise, you won’t be able to self-censor anything which doesn’t fit into your view of the topic. This way you open up new possibilities. It’s up to you to then select the things that might actually work for you. This kind of confrontation is useful for innovative thinking, but it’s also a great way to get unstuck if you’re stuck trying out #1.
(I’ve actually done #1 on this blog, and I’ve helped someone out being their ‘nearest WordPress.com expert’ so that’s my #2 for now.)
Using knowledge management (KM) to learn
Harold Jarche, in a post on his KM blog, mentions David Williamson Shaffer’s book How computer games can help children learn. After explaining the word epistomology (the study of knowledge, page 10), Shaffer goes on to say:
“…here I argue that computers create both the means and the necessity to fundamentally rethink what it means to know something – and thus what is worth learning and how we teach it.”
I don’t think it’s specifically a computer thing, but I do think computers have made it painfully clear what happens when technology changes and we don’t accept that change means we need to adjust – to learn. Nowadays it’s worth reviewing our assumptions on a regular basis. The problem for many people is that it usually doesn’t seem worth the effort. You can use your time to do either of these things:
- sit around thinking about what you know, or
- get your job done and bring food to the table.
If you lose your job, your first inclination won’t be to sit and think carefully but to put the turbo on to get a job. If that doesn’t work you may spend some time panicking before you sit down and (hopefully) think things through. Most of us only sit and think either when we can afford to take the time, or when we have exhausted all other options – when we have to.
Check up on your assumptions (or ‘knowledge’) at regular intervals
What if you take the proverbial ‘step back’ from your canvas every few weeks to check where you’re going, where you want to go, what you need to do next, and what other options you see? Options which you’ll leave largely unexplored for now, but keep in a treasure chest until you want them.
- Harold Jarche’s blog.
- Earlier posts on this blog about change management and the nature of knowledge management.
How do you view your (personal) knowledge and its management – how do you decide what to learn next?
Why would anyone who isn’t hugely ambitious be tempted to make a plan for their own career? Though it may sound odd, I think everyone should have a ‘business plan’ for their career. By that I mean a rough idea of where you want to go and why. I’m not talking 30-page plans here. Okay, you can if you want to.
Why make a career plan?This is the ‘open doors’ paragraph I expect:
- If you have a job today, that’s no guarantee you will have one in the future.
- Even if you expect to hang onto the ‘same’ job, it will change over time.
- Another question entirely is whether you like your job,
- – and whether you will continue to like it.
I’ll start from scratch in case you haven’t looked in your professional mirror for a while.
What aspects of your current activities do you enjoy the most?
List talents and interests you can’t use in your current activities, or in the last job you had, and which you would love to find a use for. Ask yourself questions like these:
- When are you at your best: alert but not stressed out, ready to help, showing others the way to go?
- When do people seem to listen intently to what you have to say?
- When do you get enthousiastic – talking about what topic(s), in what kind of situation?
- When do you feel in control of a situation?
(Jot your answers down somewhere.)
How can you use your talents and interests?
Look for options that are (next to) free to start. Just a few examples to start you off:
- If you enjoy reading and used to love writing letters or if you kept a diary, blogging could be a first step to giving this side of your personality some room in your life. What do you want to learn from the experience?
- If you love talking about, advising on, or even teaching specific topics, consider where to find people who can benefit from your expertise. Look inside your company, outside, in your neighborhood, and of course online. LinkedIn groups are an excellent place to do a bit of low-threshold advising.
- If you’re a people person who loves to listen: find people who appreciate what you have to offer. Anything in a business context is fine for a bit of experimenting. Don’t use your skill in a private setting to give people psychological advice – do nothing beyond listening for clues that tell you whether someone needs professional help rather than a neighbor with good intentions.
Small first steps will let you discover if a specific role suits you, and if it does you’ll find that you feel more confident and energized. Even starting with just one talent will tease out other dormant interests. So there’s no need to tackle every option at the same time. Give every interest about a month’s worth of your attention.
You will undoubtedly discover that some interests will remain hobbies because once you explore them, they turn out to involve tasks that you don’t want to do on a daily basis. And that’s okay.
Start looking around for opportunities to use your talents
Once you give your talents room to grow and bloom you’ll want to build on those humble beginnings. Your budding plan may involve a company of your own – or it may mean you look for new challenges in your current job. Some talents will ease their way into your day job almost imperceptibly, because you view things differently. People are more likely to give you a task that involves using your specific talents if you prove you have those talents, are willing to invest (time, energy) in them, and if you feel confident enough to take on something new as a result.
A ‘business plan’ for your career helps you set priorities
A business plan allows you to determine what you will do and what you won’t. What you’ll invest a lot of time and energy in and what you need to delegate or minimize in some other way so it won’t harm the important things in your working life. In short, it helps you to prioritize your everyday tasks into the good, the bad, and the ugly ones. Delegate non-priority tasks whenever possible – some tasks are a welcome challenge when you’re in your 20s, just another chore at 30, and a right pain in the backside well before you reach 40.
How does a business plan help you if you’re between jobs?
It’s vital to have a sense of purpose beyond what you do here, now, every day.
- New options appear along the way as your life and your career shape you as an individual and as a professional. Having a plan, taking the first step (at no or low cost), will help you find the direction for your next step.
- Knowing where you want to go, and why, helps you talk about your motivation for a specific job. Employers like to know how your new job will help you: if you expect a job to benefit you in some way, you’re more likely to be truly motivated.
If all options seem closed to you it’s time to find a new window to let the fresh air in. What would a ‘business plan’ for your career look like?
My earlier post about change management sparked a few interesting comments. Change isn’t always welcomed by the people who ‘ought’ to change.
Why do people treat change like an unwelcome guest?People in a business environment are mostly employees, and a smaller part of the group consists of managers, senior managers…
You could argue that change in business means some can’t keep up, and dysfunctional employees or teams show up like a sore thumb. You could even add more (possibly quite cynical) reasons for individual employees to reject change.
Take an employee’s view of organizational change for a moment. Having change thrust upon you for no (apparent) good reason doesn’t help you embrace the process. Especially if you don’t see that there’s anything wrong with you or the way you do your job. But there’s more.
Hat tricks in business
Consider a magician’s classic hat trick in a business environment. Some enthousiastic individual bounces into your office, or cubicle, or wherever, and pushes the hat under your nose. A rather pungent animal smell wafts out. What can you expect? Will you find a cute (but slightly nervous) white rabbit? Or will you end up pulling an unkempt smelly goat out of the hat? Or… worse?
Keep this situation in mind. Now let’s push two distinct groups into the spotlight – call them ‘change advocates’ and ‘bean counters’ – and compare their actions and motives.
- Change advocates are convinced that changing [fill in favorite topic] will improve your organization.
- Bean counters are convinced that cost cutting will improve your organization’s balance sheet.
- Change advocates tell you to work differently in order to achieve more.
- Bean counters tell you to work more efficiently so they’ll need fewer employees.
- Change advocates believe that a tasty carrot will convince people to change, and say that working differently will make you (feel) better.
- Bean counters are of the stick persuasion and say:
- If you don’t work more efficiently we’ll fire you.
- If you do work more efficiently we’ll wait a bit longer then fire the other guy. Possibly. Unless you grow slack. (If this sounds like Dilbert: I think I swallowed the book a couple of years ago. Have been unable to locate its whereabouts.)
The rest of us are, in the average organization, probably somewhere in the line of fire between these two world views.
Change projects gone cost-crazy
One thing which happens to projects started with the best intentions is that they are interpreted as a way to cut costs by financial teams. Assuming you are in favor of a specific change: if you don’t prepare for this eventuality you could lose control over your project.
How on earth will you combine change and finance without forfeiting every last bit of trust? I would say by starting early and taking the financial side into account from before the word “go”.
- Your project plan or business case should show clearly what you intend to achieve and what is out of scope. Prepare a document listing potential side-effects and answer a couple of questions. How likely is it: that this side-effect will occur? That it will lead to a substantial cost reduction? How likely is ‘finance’ to pick up on this possible side-effect and treat it as a fact? How could this impact your project? Evolve a worst-case scenario and look for counter-measures.
- Double-check if your plan aligns with any of the plans laid out for your organization as a whole.
- Reality check. Meet up with someone outside the financial team, but with a similar professional profile. Risk aversity is a major requirement. Test your plans on this individual to make sure you’re prepared for attempts to hijack a project started with the best intentions.
- Make sure you get 1, 2 and 3 sorted out before you enter the bean counters’ den. Otherwise expect fur to fly and the result to be either
- some bit of shared Cheshire Cat wisdom on the lines of “if you don’t know where you want to go, you can pick any direction you like” – and your budget slashed, or
- your project turned into a cost-cutting tool. A rather ineffective one since you didn’t start your project with the intention to cut costs. And one that will leave any number of employees extremely distrustful of change initiatives in the future.
I hope you enjoyed this post – one triggered at least in part by the comments on my previous post. Have you encountered any ‘hat tricks’ in your organization – or have you seen business change at its best?
This is a bit of an odd one out in view of all the knowledge management posts I’ve written lately. Yet there is a common background to them: change in organizations.
Apart from knowledge management, there is social business, and probably a couple of other great change initiatives I’m not aware of, but that you’ve witnessed from the enthousiastic launch right down to the moment when the last “new way of thinking” motivator turned their minds to different activities – or launched the escape pod to another company in hopes of finding converts there.
Big change is bad news in big organizations
Getting an existing company to change the way it does its work may involve changing the organization chart. It’s messy and people tend not to like that. Employees don’t like it because it could be their job on the line. Managers and the people with jobs that start with a C don’t like it because change, real change, could backfire in a big way. That would leave them looking rather silly in terms of return-on-bonus 😉
But they can’t do nothing. So they hire someone to handle the new project. This one person may even grow into a small team. They target groups of people at once, trying to make as many converts as possible.
After a while, budget is moved elsewhere and the expert or team may move along with it to another department. The bar may be lowered because things don’t go as smoothly as hoped.
Small change is… very small change in big organizations
In a big organization, small changes look like background noise. They may still be fundamental changes, but it takes a while for any change to come up to the surface to get some fresh air.
Most people who try to change the organization (or at least parts of it) are experts in their own field: knowledge management, social media in business, or anything else. Unfortunately it looks as though the cash cow is grazing on a different field: that of change management. Knowledge management, social business, and the like, give you something to aim for. Lack of knowledge and skills to help you get there frustrates your whole project.
Good ideas in big organizations need change management
What is change management? If done right, the recipe contains organizational theory, strategy, ideas about how to deal with the human resources side of it all, possibly some other herbs and spices, and psychology (quite a lot of that actually).
Suppose you’re trying to get someone to fly to the moon. Or to abandon their cart in favor of travelling by train. You need to convince your intended converts:
- that the goal is worth working towards.
- that your contraption won’t break up, explode, crash or simply grind to a halt in the middle of nowhere.
- that they can actually operate the vehicle – that they will be trained thoroughly.
- that they will get real help quick whenever they don’t know what to do next (I just got a flash of the Apollo astronauts calling the helpdesk…yikes!).
- that they will benefit from their effort – not chucked out into the cold.
- that there is no true alternative, even though they think they’re sitting on it – that there is no comfort zone.
Make any change look too insignificant, and people will be so slow in moving you’ll barely notice their progress. Make it look too big and scary, and people will freeze up and wait for you to leave and leave them alone.
Disruptive change? No thanks.
Steer clear of the organizational terminators if you really want to change anything.
X is for change
In the course of your working life you may have read articles calling for a CIO, a CKO, or a CMO – and I just remembered a CCO too. Some of them even exist in a couple of companies, though rarely on a par with the “big C”s: the CEO (boss) and CFO (finance).
Based on my own experiences my vote would go to a CXO: a change leader. Just to get the good ideas going on a strategic level. I can’t guarantee it’ll work – but I have the impression it might just make things that little bit easier.
- Brian Solis just published this article “No business is too big to fail or too small to succeed“.
- One of my (quite many by now!) posts about change in organizations, with a dash of psychology. And another.
- Image yet again by HikingArtist.com – if you haven’t visited his blog yet, you should.
Have you ever initiated what would have been a welcome change (for the better) for your organization, or part of it? Or, have you ever wished a co-worker success with their attempts to change anything wondering how long they’d last?
This post is about me. And perhaps it’s also about you… When I started blogging I refused to explore the question who I was going to write for in detail. So now maybe it’s time to make up for that.
Who am I trying to reach? Who is my audience?
Well, for starters:
- People who have a brain, and are not afraid to use it. If that’s you, consider it a compliment 😉
- People who like to learn, and who don’t mind reading stuff that’s about different topics so long as it’s written for non-experts.
- People who share one or more interests with me.
- Experts who like to extend their own thinking on various topics.
- In other words, I aim to blog for people with room in their heads for new ideas or new takes on things they know (although, if they read a lot, I may not always be able to surprise them). I blog for curious people.
I’m writing for people who are, in a way, like me. It’s quite possible that I’m writing for me. Which I reckoned was fine when I started blogging. After all, I’m my own best-known audience. I know what I like. If you blog for a specific audience without doing research into your intended audience, chances are that you’re blogging for you. If that wasn’t your intention, all I can say is: Oops.
Does all of the above mean you’re looking at my journal right now? Yes and no… So how do I write my posts for you on this blog of mine?
How to change your journal into a blog written for an audience
Unless my planning gives me a topic to write about up front (I’ll admit I’ve been too busy lately), I start out writing about something that’s either fascinating me, or frustrating me, or worrying me, or…
I start writing and keep writing for a while, exploring the topic as I go.
Until the bloggers’ inquisitor drops in. I keep this creature outside on a leash for my ‘raw’ draft so it doesn’t chew on the furniture or drool on my keyboard while I’m busy.
The blogger’s inquisitor is that nagging feeling you may know – that may creep up on you when you’re writing… asking:
- Why would anyone be interested in your problems?
- What’s in here that could actually solve someone else’s problems?
- After all you’re not so unique that you could be the only person in the world who has this issue. Are you?
At this point I snap out of journaling mode and start writing for YOU:
- Sometimes it’s a simple matter of pasting “you” where I was (yes, and the verbs too).
- Sometimes it means I look at the issue I’ve described in a whole new light.
- And I start describing details of what you might run into.
- Then I add tips to counter some of those issues.
- A key issue is that I can’t pretend to have an answer for you if I don’t have one. But as a part of my blogging activities I can look for an answer and present it to you in my resulting blog post.
- Or I can think about what might work for you, even if I don’t know if it would work for me.
Think about it for a minute. There’s a HUGE difference between a journal and a blog.
What is a journal about?
A journal is essentially about you. It’s where your write about stuff you run into. In the case of an online journal, it allows your readers to recognize, sympathize – sometimes have a lot of fun reading about your musings. Some of your readers may take heart in the fact that you’re experiencing the same problems they’re facing.
What is a blog about?
A (business) blog is – has to be – about your readers. Whatever you put in should be written to benefit them in some small way. That doesn’t mean you should leave out your point of view – that’s the point of it being your blog – right? I’d say it’s impossible to leave yourself out – but you can suppress your presence to the point of squeezing the last bit of life out of your blog. Please don’t.
Painting the picture more clearly…
Compare writing to painting. Turning from journaling to blogging doesn’t mean you stop ‘painting’. All it means is you don’t do self portraits anymore – most of the time.
Your work still shows your choice of topic, your structure, your style, your preferred colors and details. It’s just that your readers are no longer inspecting every pimple on your nose anymore (metaphorically speaking – I hope). Instead, your readers are exploring the world through the words you paint onto the canvas of your blog.
Read more storytelling and blogging:
- The science of storytelling, by Gregory Ciotty on Problogger.net (14 Feb. 2013)
- And in this post on Problogger, Jon Morrow gets personal (2011) – much to the surprise of some people in his audience if the comments are anything to go by.
- Lastly, I talked about audience matters in an earlier post, so in case you missed it here’s the link to that post.