Solving Upwards: Revisiting My Speaker Strategy Clarity Model During Social Distancing

At the beginning of March, I published a post here sharing my Speaker Strategy Clarity Model. But in the weeks since then (which have felt more like years), conferences and events large and small have been canceled or rescheduled, our everyday vocabulary now includes phrases like “social distancing” and “flatten the curve,” and — hopefully — everyone who can isolate at home is doing so. In addition, much of the global economy is on pause, and the financial markets are thrashing around like a live electrical wire. All the while, every speaker and would-be speaker on Planet Earth is firing up Zoom and other virtual platforms to try to reach the audiences they miss seeing from the stage. And in the midst of all this chaos, I hear from even longtime professional speaker friends that now they really don’t know what to speak about.

So with not only the meetings and events industry upturned but the whole world seemingly in chaos, where can this possibly leave you as a speaker? When your work has been about helping others by sharing insights from a stage, what can and should that work look like when the audiences all stay home? More to the point: when they’re all coping with the stress of a global pandemic and worried about their health and finances?

Solving Human-Level vs. Humanity-Level Problems

I think the original Speaker Strategy Clarity Model still applies broadly, but an addendum that may help us in this moment is to think about the problems we solve and how to uplift them.

We must stop and recognize a new truth: when there is a humanity-level crisis, it’s natural to feel human-level panic. One of the ways panic manifests is that we feel the inner call of our survival instincts, and we may hurry to put out a promotional message, trying quickly to make money to save ourselves and our families from the financial ruin we fear is coming. That’s an understandable response, but it’s one we have to try to quell within ourselves.

Our best impulses at this moment will require us to respond to humanity-level crisis by empathizing our way down to human-scale problem-solving, and in doing so, trying to lift our work up to humanity-level problem-solving. If you are in a position to solve problems directly at the scale of humanity, with actions such as manufacturing personal protective equipment for healthcare workers, then by all means, please do so, and I wish you all the very best and will support you however I can. But most of us are going to be better positioned for work at the human scale, which means empathy is our strongest asset right now.

An opportunity to solve problems “upward” from the human level to the humanity level

(Of course, empathy was always our strongest asset, but in ordinary circumstances it may feel like a luxury that requires patience to deploy. In times of crisis, it’s absolutely vital.)

What about B2B?

Even if your work is directed at business leaders, the best and highest work you can do right now is to help leaders lead with our best and highest human attributes, especially empathy. I listened in to a brilliant webinar my friend David C. Baker, who is a keynote speaker and author of The Business of Expertise: How Entrepreneurial Experts Convert Insight to Impact + Wealth, gave for his clients and followers about how their businesses would likely have to adjust during this period, and while it was all very sensible and pragmatic, it was also clearly heartfelt and human, even while talking through the unfortunate realities of staff reductions. Our audiences look to us for perspective and insight; let’s not let now be the moment when we fail to connect back to the human impact of every decision we and they make.

Perhaps you can think of that model sort of like this:

Even within B2B, you’re still solving problems for humans and humanity

Marketing? In This Economy?

The urge to market and promote is going to be strong, and it is an understandable impulse to want to stand out above the crowd of other voices asking for attention right now. But as I watch emails from brands come in, a few of them stand out as being well done, and they illustrate the best approach that we who are speakers and thought leaders can borrow as we plan to promote our work:

  1. acknowledge the reality we’re in, preferably in a way that shows you’re doing something useful about it
  2. offer ideas with some kind of value that creates relevance between your core brand and the recipient’s reality, and then
  3. get out.

Here’s a promotional email from Crate and Barrel that I thought walked that fine line well: it stayed on brand, the offer was relevant, and the promotion wasn’t so heavy-handed as to be in poor taste.

Perhaps you disagree with this example or with any of these guidelines. That’s OK — do it the way that feels right to you.

Just don’t oversell, and likewise don’t turn the communication into pageantry or melodrama. For once in our lives, everyone around the world is experiencing a version of something that has everyone’s attention at once — there’s no need to dwell too long on what we all already know.

Twist, Don’t Pivot

We also all need to be especially sure we are offering value right now that’s as close to our expertise as possible while relevant to the moment. Not all of us are experts in virtual presenting, so it doesn’t make sense for everyone to try to sell that offering in webinars and online courses.

If you do have expertise relevant to that topic, for example, be sure to add your own twist to it. A kajillion videos went up in the past few weeks on how to be effective when presenting on video, but my friend Mark Bowden, who is a top body language expert and the author of Truth and Lies: What People Are Really Thinking as well as being a sought-after keynote speaker, is uniquely suited to be able to offer guidance on how to come across in the limited medium of video and virtual presentations with trust, credibility, and empathy. (Do be sure to watch that video. It’s a great resource for us all right now.)

What’s especially elegant about what ends up happening when you do that is that you can take a human-level problem — the need to come across well on video while everyone is working and presenting from home — and solve it upwards towards a humanity level, because if more people learn how to communicate well on video, it seems possible to imagine that human communication could improve at scale.

You’re uniquely suited to something, too. What human-level problem can you solve upwards towards humanity?

Be safe, be well, be sensible, and, of course, be as helpful as you can.

Here’s to getting through this by solving upward to our highest and best work,

Kate O signature

What Should You Speak About? Sharing My Speaker Strategy Clarity Model

I am a professional speaker, and while I don’t speak about speaking, I do often get asked for input on how people can get into speaking, become better speakers, grow their speaking business, and so on. And I like to be able to be helpful when I can.

So at one of the recent opportunities to speak to a group of speakers, I was asked to talk about speaking strategy and how to really hone in on your topic.

By way of an answer, I put together the following model, and I’m sharing it with you. Maybe you’re working in a field where you occasionally get invited to give presentations at conferences. Maybe you are already a speaker but you want more clarity about what your topic area should be. Even seasoned speakers will benefit from this exercise every so often — perhaps make it part of your annual review, and it will keep you directed toward your own true north star.

How to Draw the Model

Start by taking a full-sized sheet of paper and drawing three circles that overlap a bit, like so:

Three overlapping circles

Next label those circles as follows: “What is your unique experience, your credibility?” “What do people pay to learn?” “What are you endlessly curious and passionate about?”

The three circles with their captions

Pause here and take some time to fill in a few answers to the three questions.

“What is your unique experience, your credibility?”

For this, think about what gives you authority in your subject. Do you have a unique accomplishment? Were you Team Captain of the first American Women’s Everest Expedition like my friend Alison Levine? Were you the first female F-14 Tomcat pilot in the U.S. Navy like my friend Carey Lohrenz?

Or is your story more personal? Are you a cancer survivor with a unique observation about your journey? An early childhood educator with a unique perspective?

Dig deep and capture some of those characteristics here.

“What do people pay to learn?”

Now think about what you can speak about that people will shell out money — their own or their employer’s money — to learn. Companies will always pay good money to teach their employees better sales and leadership skills, and many invest heavily in other professional and personal development topics. Every business discipline has industry events full of paid conferences. Individuals are often drawn to skills that can increase their marketability and value as employees, or skills that help them become more independently successful.

Of course people often pay to hear about and learn about squishier topics too that they hope will make their lives better, like improving their interpersonal communication, strengthening their relationships, finding their purpose, and so on.

Think about the topic areas adjacent to your expertise where you know people are willing to pay to learn, and list a few of those.

“What are you endlessly curious and passionate about?”

To me, this one is the kicker. If you only thought about what you’ve already done and what you already know, you’d have nothing pulling you forward and keeping you current. But think about the subjects that fascinate you, that you maybe collect articles about, that you always stay up to speed on, that you could talk for hours about at a cocktail party if you found someone equally as interested in the subject.

Ask yourself what you wish you knew more about than anyone else in the world.

Go ahead and write one or a few things in that circle.

Your X Factor

Now that you have your three circles and you’ve labeled them and filled in some answers for each one, take a look at the section where all the three circles overlap: this is your X factor. Think about what gives you credibility AND what people pay to learn AND what you are passionate about knowing.

Try to articulate this X Factor in a few words or a short phrase. If you can capture it just right, your X Factor should reveal something about your unique selling point in the marketplace. Not bad for a few circles, huh?

The X Factor

Bonus: The Overlaps

What I find so interesting about this exercise is that you also get meaningful insights from the overlapping areas.

The overlap areas

Your Unique Experience and Credibility + What People Pay to Learn = Event Themes

When you think about the overlap of your credibility and what people pay to learn, that should lead you to some ideas about the themes of events you may want to search for to find speaking opportunities.

What People Pay to Learn + What You’re Curious and Passionate About = Media Hooks

When you look at what people are willing to pay to learn and what you’re passionate about, you have a great formula for satisfying media outlets with up-to-the-minute hot takes that people care about.

Your Unique Experience and Credibility + What You’re Curious and Passionate About = Content Ideas

And when you look at the overlap of what you have credibility in and what you’re curious about, you should have a rich source of ideas for content that you can create as a thought leader.

The Grand Slam: Add Your Purpose Statement

Of course in all areas of my work and my life, my mindset is that purpose plays a big role in strategy. So I added the question: “What is your driving purpose for what you do?” Theoretically you should begin with this question, but I think it can be as clarifying after you’ve taken inventory of your experience and credibility and all the rest of it, too. It can help you go back through your answers and refine them, bringing them all into alignment.

The full model with purpose question

So that’s the model. When I presented it to the last group of up-and-coming speakers at a weekend-long speaking bootcamp, one woman came up to me the following morning and said with a smirk, “It’s all your fault I had to throw away everything I had and start all over again.” But I heard her talk the day before the exercise and the day after, and the clarity she had after working through the exercise was inspiring. When you want to communicate powerful ideas, clarity is a gift.

Speaking of Gifts: Have a Free Download of the Full Model

To make this as easy as possible for you and save you some drawing and labeling, I’ve put together a worksheet you can simply download and get going on. There’s no email signup, no obligation to buy anything from me, no program I want to upsell you into. If you find value in it, please share it with other speakers. The best way to thank me for sharing it is to use it to make a great speech that helps make the world a better place.

Download “Speaker Strategy Clarity Worksheet” speaker-strategy-handout-by-Kate-ONeill.pdf – Downloaded 285 times – 45 KB

Here’s to the clarity of your X Factor,

Kate O signature

Goodbye to 2019, hello to our uncertain future

Our emerging tech panel at UN COP25 in Madrid

This time of year is my absolute favorite because for me it’s so much about relaxed reflection and setting intentions for the year — or even the decade! — ahead. And this year, with Christmas and New Years Day falling mid-week, all normal work schedules seem disrupted, creating extra space throughout these final weeks and over the weekend between them to reflect and plan.

It’s also a good time to think about the future in general.

One of the characteristics about the way we tend to think about the future now, though, is with more uncertainty than ever.

Yet as I wrote in Tech Humanist:

Here’s what I want to offer you: To me, the idea that the future is never fixed or certain is actually encouraging. Truly, it fills me with hope. I think of the future largely as something we continuously alter, shape, or at least influence with what we do today.

That thought also fills me with a sense of duty because it means there are always many possible futures that depend on me and you and everyone else doing our parts in the whole. It means our everyday actions have more power to shape outcomes than we are often comfortable admitting.

from Tech Humanist: How You Can Make Technology Better for Business and Better for Humans

Planning your own future

My friend and one of the organizers of House of Beautiful Business, Tim Leberecht, has written a lovely guide to help us all do just that. His process will help you have a productive and insightful “time between the years,” as Tim calls it, and a brilliantly successful 2020:

>> How to Make the Most of the Time Between the Years
(written by Tim Leberecht for Psychology Today)

Some of the questions I like to ask myself and encourage my clients and audiences to ask are:

  • What kind of future do you personally want to have?
  • What kind of future do you want for everyone on the planet?
  • What are you working on building?
  • What are you trying to achieve at scale?

By the way, all of this reflection and planning pairs well with another piece about getting better at training your brain what to retain and what to let go of. Hint: it comes down to the discipline of spending time thinking about what you most want to be thinking about.

>> Your Brain Has A “Delete” Button–Here’s How To Use It
(by Judah Pollack and Olivia Fox Cabane for Fast Company)

What are some other questions that help you clarify your purpose? What are some other exercises you engage in to help you reflect and plan?

Goodbye to my wild 2019

For me, 2019 was a whirlwind of unprecedented life opportunities, but also a time for increasing clarity and commitment to what I see as my mission.

To recap: In January, just a few months after my book Tech Humanist came out, it was featured on the CES stage. The following week, I had a tweet go viral and a follow-up in WIRED that also went viral, and I appeared on just about every major news outlet from BBC to NPR to Marketplace to talk about facial recognition (and to pivot the conversation to the larger issue of how technology is changing our human experiences). The next week, I spoke at the United Nations about innovation and humanity.

Then in June, a few days after delivering a keynote on Tech Humanism at a conference in Mumbai, India, I guest lectured at the University of Cambridge. Yes, the same one Charles Darwin, Sir Isaac Newton, and Stephen Hawking are all associated with. That University of Cambridge. I know, I couldn’t believe it either.

In the second half of the year I keynoted Etsy‘s Engineering Day in Brooklyn, a Google team offsite in Lake Tahoe, the P2P Transformation Summit in London, DevLearn in Las Vegas, UX Australia in Sydney, the Boston CIO Summit, and presented versions of my Tech Humanist talk at INBOUND, Content Marketing World, the Inc. CEO Summit, Mind the Product in London, House of Beautiful Business in Lisbon, and more.

Our emerging tech panel at UN COP25 in Madrid
Our emerging tech panel at UN COP25 in Madrid

Finally in December, after speaking once again at the United Nations headquarters, this time on AI and youth skills, I closed out my work year at the UN COP25 climate change conference in Madrid where I led a panel on the final day about the challenges and opportunities of leveraging emerging technologies to fight climate change.

Oh, and over the course of the year I added representation from Washington Speakers Bureau and Leading Authorities speakers bureau. That’s exciting personally and professionally but in addition it should help make bookings easier for many large company clients, which means there may be even more of those audiences in 2020 and beyond.

I’m telling you this to say: I think all of this activity proves there’s hope. I think my year has been wild because a lot of people see the potential for technology to diminish the humanity in the world, and a lot of people want to see to it that that doesn’t happen. If my experience this year indicates anything, I think it’s that people are determined to make the best of our tech-driven future

So what’s in store for all of us for 2020?

You’ll see many articles with predictions for 2020, and some will be more outlandish than others. I’m including just a few here that will likely affect you and your business more than others:

Expect to see more facial recognition in use everywhere and to hear more debate about it. Governments, law enforcement agencies, and high-traffic facilities like airports see tremendous opportunities and conveniences in deploying this technology, while civil liberties advocates see many privacy risks and challenges. Personally, I’m on Team Ban Facial Recognition Until We Have Better Protections In Place, but I’ll continue to follow all the developments and report on them (as I did in WIRED earlier this year).

Expect to have to grapple with privacy debates inside and outside your organization. The major push for companies to meet GDPR compliance in time for the May 2018 enforcement deadline is only the beginning of such regulatory efforts; the CCPA is due to be fully enforced as of January 1, 2020, and you can bet more regulations will be coming as time goes on. Your best bet to dealing with these is to get ahead of them: enact human-friendly data collection and usage practices such as not collecting more data than you need or than is relevant to the context of the interaction. (I spoke about this topic extensively at House of Beautiful Business in Lisbon, as well as at many other events throughout the year.)

The push for digital transformation isn’t over yet (no matter how tired of hearing about it you may be). Most companies, organizations, and cities are very much just catching up, still sorting out how, for example, the data from their front-end services can inform back-end operations and vice versa. Meanwhile, upstart data-rich apps and services are still disrupting industry after industry, so we’ll still be talking about that for a while. (This was the focus of many of my keynotes to executive audiences, such as the Boston CIO Summit, and more.)

You may also be tired of hearing about AI, but we’ve only scratched the surface of that conversation. While some folks debate the semantics of whether simple machine learning processes really constitute “artificial intelligence,” the advancements within that space progress daily, with both challenges and opportunities aplenty. (Part of my focus throughout 2019 and into 2020 has been on how machine learning and automated intelligence can help with addressing climate change. Stay tuned for more on that.)

Speaking of which, perhaps the biggest and most urgent trend of all will be facing the scale and scope of climate change, and using whatever technologies and tools we can to remediate against its effects.

Looking into the future for me and for us all

Above all, what is ahead in our future is increasing interconnectedness of our experiences. It’s the perfect time to adopt the mindset that in many respects what I do does affect you just as what you do affects me, and that we’re in this together. We need to accept our futures as wholly connected: connected through data, connected to each other, connected to the planet, connected to our collective destinies.

That connectedness shows in the work I’m lined up to do. To prepare for the bookings I have for 2020 so far, for example, I will be examining more deeply the future of jobs and work, the future of privacy, the future of trust, the future of the climate, and more. All of these topics have a through-line: the future of human experiences will depend heavily on our wise use of technology, collectively and individually.

Speaking of my bookings in 2020, I have talks booked throughout the U.S. — and in Budapest for the first time! If you happen to be able to attend any of these events, be sure to come up and say hi — I’d love to see you. And of course you can always book me to speak at your company or event.

And! I’ve begun to work on my next book. More on that to come, but you can be sure it will follow along these themes.

But for now the big question is:

What will you do with the future for you and for us all?

Here’s hoping you find the quiet reflection you need in these last days of 2019 to set the kinds of intentions that will guide you to achieve what you most want to achieve, for your own good and for the good of humanity.


If this theme resonates with the conversations your company, organization, or city has been having and you’d like to hire me as a keynote speaker at an event in 2020, please do reach out. Here’s to a meaningful year for us all. 

Beyond Customer Experience

Businesses are finally starting to catch on that a disciplined approach to improving the customer experience leads to profit. That’s the starting point, and it’s fantastic.

But what’s the next step? What’s beyond improving the customer experience?

Well, we can think about the customer not merely as a customer, but as a well-rounded human being, who takes on many roles throughout the course of a day: patient, student, user, guest, citizen, not to mention friend, employee, parent, and so on. We can improve the human experience.

How can we improve human experience? How can we think about those many roles we all have in a business context, and why should we?

Those additional roles become dimensions of the person you’re trying to do business with. The more dimensional that person is to you, the more likely you’ll be able to offer them value. When you offer them value, you establish the basis of a meaningful relationship.

We always have to look for the human nuances if we want to build meaning.

The Most Interesting Things About Pokemon Go Have Nothing to do With the Game. (CEOs, I’m talking to you.)

Rather, the most interesting things about Pokemon Go have to do with connected experiences, and the sweeping changes these are bringing: new marketing models, opportunities with augmented reality, location-based marketing, and all the assorted issues with data privacy and security. The most interesting things about the Pokemon Go phenomenon have nothing to do with the game itself and everything to do with how different things are starting to be and are going to continue to be.

(These, by the way, are all part of what I examine in my forthcoming book Pixels and Place: Designing Human Experience Across Physical and Digital Spaces. Available in print and Kindle versions on September 1st, but you can pre-order a Kindle copy now.)

Connected Experiences Bring New Marketing Models

Marketing models are poised to be overhauled now that an online interaction can be credibly and consistently traced to offline visits in stores. See McDonald’s deal with Pokemon Go to make all 3,000 of its Japanese stores “gyms” in the game. The full details of their deal haven’t been disclosed, but one option this presents is an incredible opportunity for cost per visit modeling.

Connected Experiences and Social Interaction

The social experiences are different with augmented reality, when interacting with a digital experience doesn’t automatically mean being oblivious to the world around you (although obviously it still can – see, for example, the guys who fell off a cliff while playing, or the person who drove into a cop car).

But since you can engage with the game through a camera view of what’s ahead of you, it’s actually possible to walk and play and still be at least somewhat connected to your surroundings.

Connected Experiences… and Your Business Strategy?

This is only the beginning of what’s to come.

On social media, people have been laughing at the businesses who are developing Pokemon Go strategies (and well, it does sound absurd), but honestly if they’re starting now even these are a little late to the biggest opportunity. The gold rush was this past two weeks, when everything was novel and players were entertained by the outreach. Even if the game’s popularity continues to grow, players will likely begin to be put off by overt attempts to capitalize on the game from late entrants. And if your business is still laughing, you’re missing out on time to think about how augmented reality and connected experiences stand to change the status quo.

Of course then there’s this:

So I’m not saying to rush out and do something specific to Pokemon Go that has no alignment with your customers’ motivations or your brand. (Although if you have an idea for an experience that aligns and integrates your customers’ experience with the game in an organic, authentic, and/or memorable way, by all means do it, measure it, and publish a case study about it.) This is a call for strategic action about a macro trend, not mindless reaction to a micro trend. Trying to capitalize on the trend without strategy will probably come across to people like an attempt to manipulate the moment.

You need strategic planning (and do please note: I offer strategy workshops) that sets you up for success as the physical and digital worlds increasingly converge. There’s enough transformation taking place that there will be a relevant, meaningful way to make these opportunities align with your brand and your customers. Your job is to try to catch it.

The Thing About the Internet of Things is the Humanity in the Data

The thing about the Internet of Things is it isn’t about the things; it’s about the people.

The “things,” for the most part, are designed to create more connected experiences for humans. And the data layer that connects the digital experiences to the physical world through our gestures and actions is our data.

The transactional data that connects the online and offline world happens largely through us, through our transactions and purchases, through our speech, through our attention, through everything we do.

In the course of analyzing, optimizing, and targeting, we can’t let ourselves forget about the humanity in the data.

(This, by the way, is part of what I examine in my forthcoming book Pixels and Place: Designing Human Experience Across Physical and Digital Spaces. Available in print and Kindle versions on September 1st, but you can pre-order a Kindle copy now.)

Is Your Business Based on an Outdated Model of Customer Interaction?

You probably know, as most people do, that Netflix was all about renting unlimited DVDs before pivoting into streaming, but what you may not know is that before launching that DVD subscription program, they started out as a service to rent DVDs a la carte, just like Blockbuster, except online and through the mail. When they hit upon the idea of a DVD subscription model, they discovered that they had been working with a rapidly-aging notion of how customers wanted to interact with the physical world, and their new model simplified it. Of course their even newer model, of streaming video, simplified it even more. What are the wide-open opportunities to rethink the interactions with your customers and in your market?

The key thing to remember is that the convergence of physical and digital happens around the human experience. It’s not a new phenomenon, but the opportunities to adapt and offer more contextually relevant experiences are evolving all the time.

There’s a whole lot more about this in my new book Pixels and Place, coming out September 1st, 2016. You can pre-order the Kindle version here. Check back over the next few weeks, too; I’ll be posting more excerpts and giving away copies.

From Thinksgiving to Strategic New Year Planning

The fun thing about owning your own company is that every now and then you get to institutionalize ideas that inspire and excite you. Back when I owned a digital analytics agency, I instituted the practice of encouraging employees to spend the week of Thanksgiving engaged in big picture thinking, for themselves and the company. At the beginning of the week following, we’d all meet and review and if there were ideas we could try implementing to improve the company, we put them in place.

Someone — maybe it was me, maybe an employee — called it “Thinksgiving” and the name stuck.

Several years later and running a different company, I still practice Thinksgiving, only now at some level I carry it all the way through the end of the year. What starts during Thinksgiving incubates during December as I wind down my other work, and then luxuriate in spending the last week of the year immersed in deep strategic planning and big picture thinking for the next year. It feels decadent and liberating, and it really inspires me to enter the new year strong.

Let’s call it “Thinksgiving+.” I’ll tell you about it in case it inspires you to do your own version.

What’s different about Thinksgiving+ from traditional New Year’s resolution-making is that so often resolutions stem from arbitrary pressures we put on ourselves to be a more idealized version of ourselves. This process, instead, is intentionally about what will fulfill me, my business ambitions, and my personal ambitions, so the goals originate from aligning my intentions and efforts, and it becomes much easier to follow through on them. In practice, it might be the difference between an arbitrary resolution to do more exercise, versus observing that I always enjoy bike-riding and also want a little more exercise, so I’m going to try to remember to use bike share for short trips more often instead of, say, taking the bus.

Also, although the process overlaps with goal-setting for the year, as opposed to making resolutions, these aren’t necessarily commitments I’m trying to make with myself; they’re more like saying what I want out loud, so I can hear myself say it. It’s not at all about putting pressure on myself and trying to motivate myself to stick with it; it’s about being clear and honest with myself about what I want to see happen, and what kind of work I’ll need to do to get there. It’s a subtlety but it matters immensely in practice.

The other piece that makes a big difference is that once I have my plan and goals outlined, I rename and reconstruct the taxonomies of my life so that they align: my notebooks in Evernote, my lists in Remember the Milk, and my folders in Gmail, to name a few. I try to ensure that they reflect the verbiage and the spirit of the goals and the focus, so that I have contextual reminders of my big-picture direction.

Not everyone has the luxury to take the week between Christmas and New Year’s Day and invest it in planning, and perhaps not everyone would want to. But even if you only spend a few hours this week thinking about how you want 2016 to look and feel and sound and smell, even if you only write down a few thoughts about what you want in your heart of hearts, I’m betting it’ll be easier to make it happen. Good luck.

Caution: Your data may mislead

metadata

 

Ever wonder what you have in common with yourself? I didn’t really, either, but an app I was using for social analytics showed me my own account and presented me with a view of what I had in common with @kateo.

According to this metadata, here are some of the things I share an interest with myself about:

  • Big Data, Data Visualization And Infographics, Dataviz and Infographics. Well, OK, those were gimmes.
  • Parenting. I’m publicly on record (in TIME magazine, among other outlets) as being child-free by choice. So that’s actually an understandable semantic link; it’s just a misleading one.
  • Both Country Music and Classical Music. I live in Nashville, a.k.a. Music City, and yes, I have ties to country music and the industry, but this one serves more as proof that computer-led analysis can be imbued with the jumpy biases of its programmers, since “Nashville” = “country music” to many people who don’t know anything else about the city. And Classical Music, while I respect it, has less significance in my digital life than, say, bacon does, and that’s saying something since as you can probably infer from the Vegan, Vegetarian, and Raw Food tags above.
  • Pay Per Click Marketing, Ecommerce, Testing & Optimization Software, Advertising & Marketing, Email Marketing. Sort of, I guess. They’re all, like, fractional pieces. But I get that “digital behavioral strategy” is a pretty esoteric conceptual space. And I’ve certainly expressed interest in topics relating to each of these areas online. So those are forgivable oversimplifications.
  • Sports. Ha!
  • Horror. I can’t even. Maybe we should interpret that as part of a set with QR Codes. Or US Politics.

If you were trying to use this metadata across a user base to build targeted messaging and experiences, based on how my own authentic interests align and misalign with this data, I can tell you you’d miss more often than you’d hit. Which would maybe be OK if you’d built learning cycles into your process, so you could continually refine your understanding of your audience and what resonated with them.

Data is just dots. Analysis is trying to draw lines between or around those dots, but there’s no guarantee you’ll produce anything truly meaningful. It usually takes some understanding of context to make any sense, or meaning, out of data, and that’s more true the more abstract and open-ended the data is, such as social metadata.

A sound business data strategy involves both framing up data collection so that what you collect is most useful, and looking at the data collected in the context of business realities.

Now if you’ll excuse me, I have a virtual reality nature hike to plan gamification strategies for.