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):

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A friend of mine with whom I’m doing business coined an AWESOME term around the same time as we were discussing how to get my business, @Du4.llc, off the ground. I wanted to share that with you, O Faithful Consumers of AWESOME, and elucidate on the concept of Weaponizing Oneself.

Jon Iadonisi (or the more nefarious “Jonny I,” as I like to call him), with whom I’ve worked in a variety of irregular roles, once told me this:

“Du4, what you’ve got is unique, innovative and creative. The idea of Du4 is made up of all those things that people get access to when they ask you for your opinion on a white paper or your help ironing out a contract. You need to find a way to weaponize Du4: to take all those unique things do and put ‘em into a delivery mechanism that’ll get you PAID.”

I’ve never forgotten those words, and I’ve been thinking on them a lot since launching my own business. The idea of “weaponizing” oneself, I believe, emerges from an entrepreneurial spirit that galvanizes ones to capitalize on what’s most AWESOME about themselves.

Businesses or organizations may not want to hire you as a full time consultant, whether because of how much you cost or other reasons. But they still want what you got. So they’re willing to plop down something to take you out to the firing range, fire off a few shots, and see how you perform. They may want to buy a limited deployment of YOU and drop you into a project or business scenario to see what kind of damage your particular weaponized payload may deliver.

The bottom line is that you should start figuring out what it takes to weaponize yourself too. Find the unique mechanism that allows you to deliver AWESOME on the timeline and scale that YOU want. I can tell you this: it has been fuckin’ FUN figuring out how to deliver precision strikes of Du4 upon unsuspecting populations in Meagerville and Bullshitberg. No matter your trade, passion, or profession, I guarantee you’ll never regret it.

Here are a couple questions to ask yourself to help you pursue your own personal weaponization strategy:

• Who are you? Answer this question first. Really figure out who the hell you are and what you’re all about. Tyler Durden says you’re not your fuckin’ khakis. I say you’ve got some AWESOME in there somewhere.
• Who enables your AWESOME? Communities will always rise around subjects of interest. Who’s in your social circle that engages you about your passions? Find those people and spend more time with ‘em. Ask questions. They can help.
• Where do you want to go? Weapons have to be deployed, so identify the places you want to drop your Fuckbombs of AWESOME. Best thing I ever did was scrape together enough money to go to TWTRCON DC in 2009 and speak in the Open Mic Contest.
• What are you offering? When you launch your AWESOME Missile, you gotta have a payload already loaded. Is it consulting services? What kind? Are you writing papers, blog entries? Are you delivering physical items on Etsy? Figure it out.

One last piece of advice, at the risk of pissing off the gun control crowd: BE BOLD. Jonny I didn’t use the armaments metaphor to be cute… he did it to show me that I’M A FUCKING WEAPON OF AWESOME and MY BULLETS ARE LIFE CHANGERS. Weapons are loud and leave large swathes of damage, so don’t be afraid to kick over some enemy emplacements on your way to the arsenal. There will be a lot of naysayers and a TON of adversary fire coming at you. You’ll have to take a couple head shots and keep returning fire.

Only YOU knows how rad YOU are, and you’ve gotta make BIG SPLASHES sometimes to show people that your particular brand of machine gun rocks the house.

{Jonny I is only one-half the creative powerhouse of the White Canvas Group. I am also indebted to Tim Newberry for his guidance, mentorship, and partnership in the arts of creatively blowing your mind.}

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RCA Type 77-DX microphone used by Edward R. Murrow (courtesy of oobject.com)

In Must. Be. AWESOME!!!‘s continuing mission to seek out new AWESOME things, your cuddly and adorable host has been conducting a series of experiments in podcasting. Currently, I’ve found TweetMic to be the easiest program to use in recording and instantly uploading audio podcasts to the web via Twitter, particularly because its iPhone app is so easy to use. I like the quick and dirty, no-edit style of podcast deployment this tool offers, but I also recognize some people’s preference for well-produced regular podcasts that can be downloaded outside of Twitter on channels like iTunes. If you have suggestions on how my podcasts can improve, either through programming or tools, please drop me a line and let me know.

In the meantime, please enjoy the inaugural Must. Be. AWESOME!!! podcast, “HOWF!” (At this link, you can also find an archive of some of my earlier experiments with TweetMic. Be forewarned: they’re not at all up to snuff.)

Most of you are employed by some company, some organization, some government institution, or otherwise. If you aren’t now, chances are you have been at some point in the past. I even bet you don’t think a thing about being called “employee” of your company.

I would like to put a moratorium on the word “employee” because it sucks balls.

I’d wager that everyone and their dog has been forced to read an “employee handbook” or participate in “employee training” or aspired to be “employee of the month.” We here at Must. Be. AWESOME!! believe that this is a terrible appellation for those of you who are in fact employed by a company. It is the most generic, dehumanizing term possible with which corporate leaders, owners, and human resources people can refer to their workforce. And the idea behind this term, while seemingly innocent, is in fact not awesome. Nay, this ugly word is LAME.

Anyone can be an employee. Corporate training manuals, ethics programs, and all other retarded drivel instituted to keep you in line refers to you as merely an employee: a small cog in a big wheel. Chances are, even if you’re working somewhere you think is badass, you’re still referred to as an employee by someone higher up on the food chain. You may even have a cool sounding title like “Ant Wrangler” or “Strategy Executive.” But you’re still just an employee.

Despite how well-meaning a company may be, especially in this startup-rich landscape In Our Foul Year of the Lord 2009, eventually all the people – the humans - organized under a company get referred to or lumped together as that company’s employees.

I despise this word. It deconstructs the AWESOME of a person. It boils everyone down to a level of retarded standardization. It homogenizes and restricts. It steals innovation and courage. And most of the time, no one comprehends that this word can be so destructive.

I hereby challenge every business leader, every CEO, every HR department, EVERYONE who institutionalizes the term “employee” to come up with a better alternative. Hunt that word down in your manuals, your training videos, and elsewhere, and murder it. Replace it with something creative. Something fun. Something that inspires your people. Something that will make them proud to be employed by you. Something AWESOME.

Startup CEOs, you have no excuse. You’re probably starting out with fewer than 5 people. Agree from the get-go that there will be no employees… but find an apropos yet AWESOME term to describe the types of people you want to attract to your brand.

Furthermore, I implore all of you are now or have ever been called employees… SPEAK! What would you like to be called? What word would you like to use amongst you and your fellows to describe you as a group or organization? What term makes YOU feel AWESOME about what you do?

Sound off in the comments section. Let’s see what kind of creative replacements we get.

{For some additional AWESOME reading about alternatives to employee nomenclature, check out this article, “The chaos theory of leadership” from The Financial Times.}

[Image by Blogowski.]

I had an interesting exchange on Facebook the other day about the esoteria of my perspective on being AWESOME, on striving to be more AWESOME, and the like. He brings up some good concerns about this mythical goal where everyone is giving their best effort every time, where there is no mediocrity, where crapulousness is gone. In this state, with everyone being AWESOME all the time, does that become the new standard? Thus defeating the purpose of AWESOME in the first place?

I had to think on this for a while, but my initial reaction I believe is correct: as a collective equilibrium is attained, it must further evolve. So once everyone becomes AWESOME, the “standard” for defining AWESOME must be raised.

In this continuum, is it ever possible to reach a perpetual state of AWESOME?

I’m not sure. I think the way we look at this continuum is important, however. If we consider this quest for AWESOME purely a linear path toward achieving a goal (despite how impossible and/or subjective this particular goal may be), then I think we lost focus on what’s most important: the drive involved that motivates us to be AWESOME. I think it is this drive – or in more cliched terms, the “journey being more important than the destination” – that bears more attention.

The galvanization of oneself to achieve that which is truly AWESOME… well, that’s a tough thing to qualify or quantify. And I suspect it’s different for everyone.

So get achieving, people. Time’s a-wastin’.

{Image H/T Seth @ Dark Zero.}