I am, if you didn’t already know, a little bit ridiculous about certain things. For example: When I was in my early 20s, a friend referred to me as a “kneejerk reactionary” and I immediately brought the friendship to a dead stop. That it didn’t even occur to me what a caricature of myself I was being only enhances the ridiculousness.
And in the video below you can see me being ridiculous about Twitter. This clip comes from a brainstorm session populated by members of SociaLens, a new organization I’m part of whose focus is on the role of social media, communication, and community in business enterprises. The SociaLens team is a terribly smart crew, and I’m incredibly lucky to be able to have the chance to work with these guys. The rest of the team, incidentally, is made up of Christian Briggs, Kevin Makice, Jay Steele, and Matt Snyder.
I’m including the clip here because a.) I really enjoy how ridiculously serious I am about why my colleague Matt is using Twitter wrong; b.) I’m really happy about the amount of agony Kevin put himself through in deciding whether to post the video on YouTube; c.) I think the conversation that emerged below Kevin’s post in response to his decision to put the video online is valuable and interesting. For example, Kevin writes:
As someone who is quite open online with myself and even my family, I found it interesting how much trepidation I felt over sharing this video. I edited down the clip I had to a smaller segment, mainly to shield the name of a participant organization mentioned later. The rest I chose to share without prior approval and only my own instincts to follow. It is possible that one of my colleagues might take issue with any aspect of this decision, from specific content to an absence of formality in posting it to YouTube. In some organizations, there is a policy-first approach to transparency, setting codes of conduct and other criteria for employees to follow. In other organizations, the understanding employees have about shared goals and risks will help inform individual decisions. Most importantly, failure is embraced as a chance to learn. I trust my peers, and I believe they trust me. Even if one of them requests for me to take down the clip, that trust will guard against relational catastrophe as we reflect together.
Kevin also writes about the importance of transparency and reflection within organizations, large and small. You could maybe take a look if you wanted.