Since the announcement of Twitter’s Government Liaison job spec, the internet has lit up with discussions about the role. Many people are asking questions about the intent of this person’s work in DC. Is he a lobbyist? Is he an educator? Is he an ambassador?
I thought it would be important to share a few links to some of the blog posts, Twitter hashes, and other conversations happening on the web. Since I’m applying for this position, I see a lot of these discussions as marching orders for the role once it’s filled. Since government is indeed an artifice created by the people, for the people, then it’s people who should tell Twitter how they want their man in Washington to act.
Also, this list is a living one, so please send in your links via the comments section below.
Updated with additional links and commentary daily. Be sure to also check out the comments on Digiphile’s and Mark Drapeau’s Posterous articles: Sean Garrett has engaged with a lot of good feedback, and others have pushed back on Drapeau’s assertion that this hire is a waste of time and resources.
Despite how much I’ve shat on government in the past, I’m really excited about the prospect of being “the Twitter guy” in DC. I have a lot of fun on Twitter. I like the short, true-to-life conversational aspect of the form. Twitter is such an ideal, simple cannon for quick, bite-sized bombs of AWESOME. All of us peeps in DC need a little more AWESOME, and I see Twitter as an objective delivery device more and more every day.
Now, this is a public policy position. It’s obvious from the job description that Twitter wants to develop an influential presence amongst policymakers in our fair government. There is a huge opportunity here to build some connective tissue between legislators, policymakers, commercial folks, a host of non-governmental organizations, state and local government, and citizens. I want to show Congress how AWESOME we can make our global communities. I want to show people some of the AWESOME things happening in government they never get to see or hear about. I want to connect with more people, more often, mo’ bettah.
Can Twitter provide that connective tissue? You bet your ass. And for those of you following me on Twitter, you know how much I love it. Twitter is AWESOME. It is insanely great, to use Umair Haque‘s manifesto. I want to show more people how to use it to help them achieve great things. That’s why I’ve put my hat into the ring for Twitter’s Government Liaison job.
But who just applies for a job and leaves it to fate? Not this guy.
I would LOVE having people’s support on this. If this isn’t worth doing big and AWESOME, it ain’t worth doing. So I’m asking for YOUR HELP. Here’s what we’ve gotta do:
Participate in the coming discussions on Must. Be.AWESOME!!! about the job.
Tell your friends and family on other social networks.
Image courtesy of zoominfo.
I’ll start churning out thoughts, discussion, pingbacks, and other commentary that’s beginning to surface about Twitter’s entry into the gov arena here at Must. Be. AWESOME!!! Campaign Headquarters. To start, check out Andrew Wilson’sTop 10 Request for the New Twitter Gov Liaison. I’ll comment specifically on Andrew’s call to action in a subsequent post. Wouldn’t it be SUPERCOOL if this started as a simple job application but BLEW UP into a movement of some kind?
There’s probably someone insanely more qualified for this job, but I WANT IT. I want it like I want OASIS TO GET BACK TOGETHER. Like I want JOHN LENNON TO COME BACK FROM THE DEAD AND DO BATTLE WITH SARAH PALIN. This could be SO. COOL.
Twitter is looking for an experienced, entreprenurial person to make Twitter better for policymakers, political organizations and government officials and agencies. You’ll be our first D.C. -based employee and the closest point of contact with a variety of important people and organizations looking to get the most out of Twitter on both strategic and highly tactical levels. You’ll help Twitter understand what we can do to better serve candidates and policymakers across party and geographical lines. You’ll support policymakers use of Twitter to help them communicate and interact with their constituents and the world. You’ll work with nearly every group at the company and at every level to pursue your vision for how Twitter ought to be. You’ll help set the culture and approach of a fledgling public policy department and be an important part of our very small company.
Image courtesy of zoominfo
I could totally do this. It’s actually the one thing that sounds insanely fun about working in DC: showing government folks how they can use Twitter for AWESOME purposes. Connecting legislators to their constituents (and each other). Connecting soldiers with families. Connecting. CONNECTING.
Even though I’m already gainfully employed and stretched thinner than Plastic Man in a God-sized tug-o-war… I am really giving some serious thought to applying for this gig.
One of the coolest personal experiences I’ve had of late involved meeting and hanging with a bunch of cats from Palantir Technologies, a Silicon Valley-based company that rocks a pretty cool data analysis tool. I’ve known about their software for some time, and I’ve heard good things about their products and services from some of their clients in the Intel Community and DOD. What I had not experienced, however, was Palantir’s AWESOME corporate culture.
I met Palantir’s Drew and Jon at the Gov 2.0 Expo in DC, where Palantir had spared no expense in setting up the biggest and baddest-ass booth in the entire expo hall. Instead of developing the same old tired convention booth marketing concept, Palantir had designed a cool little area in which to simply hang out and get to know their people. Drew described it as their “mullet booth: business in front, party in back.” While they flaunted the customary multiple widescreens on which to demo the Palantir system, the real draw of the booth was the pleather couches and full-on Wii gaming setup they had going on behind it. Oh yeah, and they were serving their visitors complementary beer. Motherfucker, JAM.
What Drew & Jon showed me was a corporate culture that valued their people’s AWESOME way more than their products and sales of their products. As I learned, Palantir is all about its people. They let their teams self-organize to solve problems, and they provide tons of on-site perks that enable a creative, fun atmosphere. I got the chance to see this culture of AWESOME in action when I got invited to Palantir Night Live at Palantir’s Tysons Corner office last night.
Pro setup at Williams Sonoma? Nope. Just Palantir's AWESOME kitchen, complete with daily catering menu for its peeps.
Every month, Palantir Night Live features a rad speaker in the national security, intelligence, tech, or other related community that Palantir touches. Last night it was Michael Chertoff, former Secretary of Homeland Security and Skeletor lookalike. The event is a social one and underlies a key facet of Palantir’s people-based marketing strategy. The draw of this event has little if anything to do with the company’s products and everything to do with its culture. Palantir peeps are young, hip folks who enjoy socially building their business. So that means they value facilitating knowledge exchange (via AWESOME catering and bar service) amongst a variety of people in their social business circle. You saw govvies rubbing shoulders with bloggers at Palantir Night Live.
I would be greatly interested in seeing the sales leads generated from events like these, if those are even metrics Palantir tracks for the success of its marketing events. As a social business, I see Palantir experimenting a lot more in non-traditional selling, i.e. allowing its community of interest (customers, personnel, etc) to recommend the company within existing trust networks.
Skeletor-- er, Chertoff, draws the hotness of DC blogger "K Street Kate."
How well this works for the company’s business development strategy remains to be seen, but I can attest to the AWESOMEness of the culture. Their focus on people really underscores the value of a social business. Palantir doesn’t even use a whole lot of social media marketing because their in-person social marketing works so well.
I should also mention that a couple of my former Detica colleagues got picked up by Palantir when that company was unceremoniously acquired and assfucked. One whose work I respect a great deal told me how much he loves his new job and how he feels great working for Palantir. It’s people like this guy whose trust is based more on social culture than the old work-reward hierarchy that tells me there is something imminently special about Palantir. I would LOVE to work with these cats if given the chance.
For more on Palantir Night Live, check out the Twitter hash #pnldc and @palantirtech.
The Gov 2.0 Expo has been a pretty amazing experience, speaking aside. I’ve met some really great people working at hyperlocal levels of government on extremely cool, forward-thinking means of connecting with their citizens. Sometimes you have to really have to embed at these events to get a good understanding of their value, and this one delivered.
I’ll write up a more in-depth analysis of the event once I’ve had some time to think on things. But in the meantime, here’s video of my 5-minute presentation from Tuesday’s Keynote Kickoff. (Thanks to the fine people at O’Reilly Media for recording, livestreaming and promoting this!)
I am a huge proponent of the concept of social business design, or the calibration of a business according to social objectives (as opposed to profit objectives). The thinking in this area, oft spearheaded by people from The Dachis Group, addresses the social imperatives inherent in any use of social media or social networking technology.
Last week, I got the chance to participate in Social Business Edge, an event organized by blogger and thinker Stowe Boyd, that explored the furthest envelopes of thinking about social business design. The overarching theme of this event involved the very act of being social and how humans, as social creatures, must begin to structure their businesses to accommodate that fact. Social networking technology has enabled such enterprises of the future that industrial era business is slowly becoming more ineffective, unpopular, and unprofitable.
The ever-awesome Deanna Zandt and host Stowe Boyd talking about something rad.
Social business will necessitate a fundamental redefinition of “work.” People, for example, will trade productivity for connectedness every time… but this leads to previously unseen new levels of productivity.
Another common theme involved how business 1.0 used war as a metaphor. Social business, some argued, should be considered “village building” instead of “army raising.” The traditional business goal of achieving maximum profit margins was shunned in favor of collective dialogue between everyone in a business ecosystem: executive, employee, customer, and so on.
Baratunde Thurston, one of the chief minds behind The Onion, argued that creativity and humor sit at the center of social interactions. He used several examples on Twitter of how one can use humor on Twitter to galvanize community building. (Check out @baratunde‘s Twitter lists. One example is a “twitcom” where users came together to create an on-the-fly Twitter sitcom using many obvious sitcom stereotypes.)
I really responded to Baratunde’s in-your-face presentation. Here’s a guy who makes his living “not giving a shit and outright hating” his audience (his words!). He’s one more AWESOME influencer I can point to who catalyzes us to do our own thing… even when that thing is terribly foul. Despite the naysayers and the language police, Baratunde’s work on The Onion and elsewhere continues to bring in the clicks.
Baratunde Thurston telling people to get their fuck-off on.
The event featured several other amazing presenters including John Hagel III (who brainfucked me with his AWESOME talk about the future of knowledge in social networks); Venessa Miemis, a Twitter acquaintance who is harnessing the collective power of her connections (and their connections, thereby socially steamrolling) into a video chat-based Junto; and Lee Bryant, CEO of Headshift (a social business company that Dachis recently acquired). I think Lee’s preso best exemplified the themes and takeaways of the day, and he graciously made it available for embed below. Lee talked at length about why businesses should be social and how to recognize the individuals within an organization that will advocate social business change.
I had a great time in New York meeting and hanging out with the Social Business Edge presenters and attendees. This was a group of thinkers and doers whose influence challenges me to think in different ways about social business. I think one of the hallmarks of the social business age is an inherent ability to lean forward into one’s network and not absorb the knowledge that network transfers but act upon it and improve it. As a social animal myself, I already picked up conversations with many of these folks on Twitter (which seems to be the popular social media tool of choice for conversation-replicant dialogue). I can’t wait to “do some business” with these peeps in the near future.
Check out the hashtag #sbenyc for more livetweets from Social Business Edge. I have also embedded Lee Bryant’s video preso below. Below that, I’ve added a number of additional observations about the event that I collated in a trip report for The Rendon Group.
Additional insights from the event:
Social business is not about closing deals; it’s about collectively enhancing your group’s social capital and expand the resulting relationships.
Social businesses will attain social capital (and eventually profit from that) by opening their systems and processes to their communities and demystifying themselves.
Customers will tell you how to sell to them if you treat them socially, as members of a greater community or ecosystem… and NOT as faceless masses.
New business models are warranted: command-and-control structures create massive costs versus open and distributed models.
Passion is equally proportional to connectedness. However, passion does not equal happiness. Some of the most passionate people in organizations are the most frustrated because they see what is possible and are unable to move the organization to attain those possibilities.
Debi Klein of Communispace briefed a company case study on how she creates closed, researchable online communities to conduct market intelligence. For teenage boys, they do this for brands like Axe & Gilette by starting a private online community for boys to talk about getting girls. This listening technique is a valuable source of business intelligence.
Unanswered question: How do you resource social business? Many of the techniques involved require lots of overhead and pre-investment. There was no discussion of how current businesses budget for such transformation.
Updated to include video of John Hagel III’s AWESOME talk. Pay attention to what he says about knowledge flows (versus stocks) and change driven by vision (versus threats):
Within my community of business owners, contract wranglers, and salespeople in DC, I’ve seen a lot of long faces lately. Since the economy crashed and the new administration took office, business development people have had a harder and harder time selling their wares to federal clients and closing new contracts. Most of what the government does award these days often looks a lot like continuation rollovers, wherein some asshole COTR (that’s contracting officer’s technical representative for you neophytes) finds it easier to perform minimal competition compliance just to ensure he or she doesn’t have to deal with the added headache of transitioning between incumbent contractors and new winners.
Despite the reasons for the recent slowdown in federal business, the bottom line is that many companies are finding it harder and harder to deal with their onetime great clients. Contracting officers (COs) and COTRs have become outright hostile to some companies, turning required program management into offensive, often farcical dehumanization of the performer(s). Folks I work with vent often and loudly about how the typical government contracting churn in Washington has gotten even worse.
Also, as hard as it’s become to acquire a contract nowadays, there’s developed the added insanity of dealing with a growing crop of dickheaded contract administrators. I cannot tell you how many times I’ve heard from businesspeople in DC complaining about how unmovable, boorish, and downright inappropriate some government agencies can act towards their performers. Some government officials who administrate such contracts blatantly tell their contractors that part of the gig is to take shit from them, from simple incompetent management on down to the most revolting of behaviors toward gender and racial lines. There seems to be this attitude that, goddammit, the government knows best and since I’m the government’s representative on this contract, you better listen to me. This behavior is not just unprofessional, it’s insulting, repulsive, and deserving of public punishment.
This situation – Our Great Client Crisis – is not new and is not AWESOME. In fact, it’s pretty fucking lame.
I have one piece of advice for these folks, and it’s advice that’s applicable to any business, company, consultancy, or individual:
If your client treats you like shit, then kick ‘em to the curb.
Subjecting oneself, one’s company, and one’s people to abusive treatment by a client just because they’re paying you money is ridiculous. Despite how many millions of dollars you’re making or could stand to make, it is simply not worth the emotional loss your business will take when scads of your people begin feeling The Mighty Fed in their poop chutes. Furthermore, the added frustration of trying to secure such work from people who may be willing to pay for your service but not understand it (“Let’s get some social media on this advertising plan!”) will only serve to waste more of your time that could be better spent with AWESOME clients.
Image courtesy of She's Unapologetic.com
So, if you’re in such an abusive relationship, what can YOU do about it? Here are a couple ideas that may help:
Call ‘em on it: The next time one of your clients purposely demeans you in public, call ‘em out on it. Publicly. Federal workers particularly are often not willing to duel over degrees of impropriety in public. Making the behavior public will often cause them to back down. That said, be ready for the dick move of having your contract terminated for no reason afterwards.
Make ‘em smarter: In a lot of cases, your clients aren’t acting like assholes because they want to. They just don’t know any better. So defuse the situation by offering to help them out. Tell them about other clients you’ve had who have expressed the same educational roadblocks in whatever specialty you happen to deal. You may even make a friend out of them. And friends give friends work in the future.
Call Fraud, Waste & Abuse: Each government agency has a hotline set up to report instances of fraud, waste and abuse amongst its employees. Use it. It may take time for your complaint to get addressed, so be prepared to go on the record, which can speed things up. Google your department of choice and be sure you’re calling a number at a high enough level that it warrants attention from that agency’s Inspector General.
Lodge a protest: Federal contractors in particular have clauses in their contracts providing for their right to raise protest against their COTRs for impropriety. Exercise this with caution however: these protests go in your company’s permanent record and may taint evaluators’ opinions of you during future competitions.
Find new clients: This is my favorite suggestion. You don’t like who you’re doing business with? Get out. Get out and find some dudes you DO like. If this requires you retooling your corporate offerings or marketing, then maybe you should take a hard look at your business and decide what market you really want to play in. Stop being a slave to million dollar contracts. Trust me: the payoff is not worth the stress and abuse you’ll take over the life of the contract if your client is an asshole.
As my 2010 evil plans evolve, I thought it prudent to establish a professional outpost for business I may undertake. Lo and behold, I give you @Du4.llc.
“What is this crazy madness?” you might ask. “What the hell do you know, Du4, that entitles you to hang a shingle?”
Well, it’s pretty simple. Over the past year, I’ve digested quite a bit of stuff that’s made me question the concept of “work.” Now, financial issues aside, work has never been terribly fun for me. There have been great jobs and great people, but never anything that exactly flipped my passion switch. Ultimately what I came to recognize is that there was no persistent stream of AWESOME in my work. @Du4.llc gives me the chance to change that.
If you believe all the Gary Vaynerchuks and Chris Brogans of the Web, then you may think 2010 is the year of the entrepreneur. Now more than ever, there are tons of resources available to launch anyone into turning their passions into work… or redefining work as passion. Semantics aside, it was that realization that catapulted me over the edge into launching a business of my own.
So what is @Du4.llc?
In short: @Du4.llc enablesAWESOME.
The major criteria for work I undertake through @Du4.llc is that it’s AWESOME. This may entail embedding with a client to determine what’s AWESOME about their company… and what’s not. It may entail speaking to conferences and groups about AWESOME stuff (stay tuned for some exciting announcements about this soon!). It may involve conducting research and analysis programs into the deeper concepts that make up the super-concept we all know as “AWESOME.” It may be taking perfectly mundane and pedestrian tasks and turning them into something AWESOME.
For the time being, Must.Be.AWESOME!!!.com will act as the launch point for @Du4.llc activities. Eventually, I’ll get around to retooling the site to deliver better value for my clients, my raving fans, and anyone else who’s been participating in the convo. But I’ve got plenty to keep me busy in the meantime. In future posts, I’ll describe a little bit about what I’m doing for clients, how I’m designing my business around my own personal brand, and discuss some of the successes and failures that happen to me. If you want to do business with me or just learn more about @Du4.llc, shoot me an email at du4 at mustbeawesome dot com.
Thanks to everyone who’s been supportive of this venture. Thanks to you, @Du4.llc is gonna be AWESOME.
(Govfresh.com)
“What is this crazy madness?” you might ask. “What the hell do you know, Du4, that entitles you to hang a shingle?”
