Posts Tagged ‘Transformation’

Economy Links 01-29-10

January 29th, 2010 by Collin Canright | No Comments | Filed in Technology

More reports on the transformation of the economy through the convergence of social networking with media and the emergence of the mobile economy.

Towards a socialised state

The Economist does a special report on social media. “Online social networks are changing the way people communicate, work and play, and mostly for the better.”

A segment of a social network
A segment of a social network from Wikipedia

Data Show That Self-Reference Does Not Get Followers

Simple lesson here for social media marketers: “Want more followers? Stop talking about yourself.”

Public relations in the recession: Good news

In another article, The Economist reports how public relations firms are weathering the recession. “After all, companies that fall foul of the rules will need the help of a PR firm.”

Apple’s iPad: Just Good Enough to Transform the Publishing/Media Industries

And perhaps the Apple economy will bring good news to media companies as well, Patricia Seybold suggests.

Mobile: It’s Here and It’s Real

Meanwhile, the emerging mobile economy reportedly is breathing new life into retail. Retailers should “like social and love mobile,” one industry analyst suggests.

Mobile Trends 2020

And here’s a look at the future of mobile media from m-trends.org.

Brainwashed: Seven Ways to Reinvent Yourself

Finally, who better to talk about reinventing yourself and career than Seth Godin. “As power shifts, so does opportunity,” he writes. “The economy just gave you leverage—the leverage to make a difference, the leverage to spread your ideas and the leverage to have an impact.” To tie this article with PR, see a video interview of Godin by the man who ties together social networking and PR, David Meerman Scott.

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Revelating

January 27th, 2010 by Collin Canright | No Comments | Filed in Psychology

Revelating is the third stage in Dr. Judith Wright’s Evolating model for personal transformation. The model itself described how people change. Not just learning and growing, but “discontinuous change or transformation to a more advanced stage of being.”

My leadership colleagues and I have been working through the model this week at Men’s Leadership Development Week at the Wright Leadership Institute. My post yesterday on engagement covered the second stage in the Evolating model.

My experience with revelating was quite profound. In refining the definition this morning, I focused on a personal example to help refine an operational definition of revolating, which in essence is comprehending the psychological matrix in which one lives. It involves seeing how you work and understanding your operating system, but further seeing how your current way of being creates blocks that prevent growth, change, and transformation.

In my case, one of the blocks is self pity. I caught myself feeling very tired and discouraged as I replayed an email on an important sale I lost. That loss was headed toward defining the whole day as terrible. It was not by any means, and I noticed that tendency in my psychology.

Noticing that part of the matrix presents an opportunity for a shift. I decided I did not have any time to feel sorry for myself and did not. I’m still upset by the loss, but by not putting the energy into feeling sorry for myself or making an entire day a loss, I have been able to see how I can prevent that kind of loss in the future–by using as a model an excellent and highly engaged meeting with another client just before I received the email about the loss.

I had further extended my revelating experience by uncovering a long-standing and deeply held belief that I do not measure up, no matter how hard I try. I won’t go into the details on that one now, but it was a profound experience because it brought to my consciousness a belief that has formed my perception of myself and the world for many many years. Through that initial conscious, however, the hold of  the belief unlocks and change is possible.

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Chicago 2016

October 23rd, 2009 by Collin Canright | 1 Comment | Filed in Political Economy

I’m still upset that Chicago lost the 2016 Olympics to Rio. My wife Christina and I spent that dreary, rainy Friday three weeks ago in a hotel ballroom full of building subcontractors, preparing to celebrate winning the bid. We had it in the bag.

That arrogance no doubt had something to do with Chicago losing in the first round to a city known for its crime (Rio) and a city known for its congestion (Tokyo); nothing negative immediately comes to mind for Madrid. I knew when I saw the pictures of the public support from the beach-goers in Rio that we had nothing like that kind of public support.

Business leaders supported the bid, as did the building subcontractors we were with. But not an overwhelming majority of Chicagoans I talk to. Too much congestion. Too much corruption. Too much of a hassle. Shortsighted, I’d think, or say depending on how well I knew the person.

I felt somewhat comforted that the Washington Post said “Chicago Gets Gold Medal for Design.” It also helped a lot to hear former U.S. Olympic Committee chair and general sports marketing legend Peter Uberroth commented, in effect, that Chicago didn’t lose the bid as much as Rio won it. He also disabused some notions that provided a little more comfort, namely that the U.S. Olympic Committee is in disarray and didn’t do its job with the International Olympic Committee, with which it feuds.

Yet arrogance, lack of support, and political disfavor do not get to the heart of the matter. I don’t exactly buy the corruption argument many local opponents put forth. I like Mayor Daley and what he’s done for the city, and, a few mistakes aside, how he ran the bid. I have voted for him every time he’s run, and if he runs again he’ll likely get my vote again.

Even so, it occurred to me that I live in a city still known worldwide for the gangsters of the 20s and machine government, and I live in a state in which an inordinate number of former governors are indicted or end up in the federal pen. (Really, isn’t just one too many?)

What would take to transform government in the State of Illinois and the City of Chicago? What would it take to transform so that we live as the progressive place with the green reputation befitting the City in a Garden, with an efficient and effective transportation system, a government that supports citizens to learn and use their talents to their fullest, with the stellar reputation we are on the brink of gaining, as when Fast Company magazine named Chicago U.S. City of the Year in 2008, home to one of the most go-for-it and exciting U.S. presidents in a long time.

It would take a concerted, intentional effort to change the fabric of state and, by extension, city government. Corruption is rooted in the reputation of our state, and whatever realities lie behind the reputation are systematized, standard operation procedure, and status quo–in a word, invisible. I voted for Rod Blagojevich and George Ryan, too, and I’m sure I had good reasons at the time. I’ll bet there’s more to those stories of individual corruption than you read in the papers and see on TV.

New thinking is needed. In the interest of full disclosure, I’m on the steering committee of the event I’m about to suggest as a start, the Transformational Leadership Symposium–Staying Ahead of the Curve in Transformational Times, where we’ll consider new thinking on leadership and new ways to instill change, especially in an economy that’s forcing growth through innovation. New thinking on leadership is why I’ll attend, why I’m a doctoral student at the Wright Graduate Institute for Human Potential, and why I’ll do as much as I can to transform my own thinking about leadership and understanding of how to change systems of thought and, by extension, institutions of action.

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