What to do on a flight from NYC to Berlin

This sketch series is hilarious.  I wish I could draw…

New Urban Art on 21st Street

The elementary school on 21st Street between 8th and 9th Avenues in Manhattan is getting a major piece of artwork added to its 6 story high walls.  Pretty cool:

In progress

Fuzzy pic of artists and crew, taking a break

Check out the details on the shoes/feet

All done. An awesome addition to our block.

You can read a bit more about the artists here and here or watch them in this video interview. Even better pictures of this particular piece are on Fatcap.com.

Smart move by Yahoo to partner with Gannett for local sales

I’ve written before about the challenges of selling local online advertising and the difficulty of delivering a good local experience for end users.  (and don’t even get me started about that most dreaded of all local advertising vehicles, phone books)  So I was glad to see today’s announcement that Yahoo! will be partnering with Gannett’s sales force to peddle Y!’s inventory to local businesses.  It’s also interesting that Yahoo will be offering ‘interest targeting’ as part of the inventory. That’s something that’s going to be more and more critical for publishers to provide to sophisticated ad planners/media buyers.

Whatever the economics of the agreed-upon Yahoo-Gannett deal, you can bet the numbers are a boatload better than if Yahoo had to put their own feet on the street to cater to local businesses.  I recall my experience at AOL over a decade ago when their local sales force was integrated, separated, and re-integrated with the national sales team every 6 months or so. It was a complete mess.

Local businesses are by definition “people people” based on who their customers are.  And in my experience, newspaper salespeople are also great relationship builders.  Some might call them old school, old media, or some other uppity term, but the fact is that they know how to engage customers, brush off rejection, and ultimately close deals.

Yahoo! could use every boost it can get these days.  Executed carefully, this partnership should provide one.

Google’s new background images (esp. the default one) make me want to hurl.

Thank you, that is all.

Limelight Marketplace: Not the Limelight you (might) remember

Until recently, the only time I had seen the inside of Limelight (originally a church on the corner of 6th Ave and 20th St) was between the hours of 2am and 6am on the occasional weekend in the early 90s. For those who remember, the place was a dance club (and a fun one at that).  It went through several owners and names and a lot of disrepair since that time, finally shutting down and remaining unused for quite awhile.

So that's what the building looks like in the daylight

Last month the former church turned club reopened as a high-end shopping center called Limelight Marketplace (website not really functional- lame).  The transformation is pretty amazing. These aren’t your typical chain mall stores, but rather boutique mini-shops (some as small as 75 square feet or so) with unique and interesting merchandise.  I have to say that I’m impressed.

Pick the scene you'd prefer

Stores range from clothing to housewares to some food, including a nice selection of cheeses and gourmet food.  A restaurant and wine bar will open pretty soon.  It’s worth a look, even if it might make you nostalgic for those all-night dance days from your 20s.

Scary to think the state this place was in before its reincarnation

Mmmmmmm.....cheese (in your 40s, that's more exciting than a night of dancing, for sure)

To plan your career path, think chutes and ladders

For some reason I have a lot of friends who turn to me for career advice.

I don’t think it’s so much that they’re trying to emulate anything in particular that I’ve done; it’s just that I’m a pretty decent listener about this stuff (particularly when they’re the ones buying dinner and we’re on the 2nd bottle of wine), and once in awhile I offer a bit of advice that they seem to find helpful.

One of the most common things I hear is essentially: “I’m not totally happy where I am, and here’s where I want to be, but I really don’t know how to get from here to there.”

As I’ve thought this through, I’ve come to the conclusion that career management is like a variation of the classic kids game Chutes and Ladders.  Remember that?

In the classic game, ladders advance you and chutes set you back.

My version is a little different: chutes and ladders can both connect you to future opportunities. Chutes represent continuity & transferring skills or knowledge from a previous position.  They represent the things you’ve already done that can get you a new job.  Ladders involve doing something different to broaden your skill set and give you more options in the future.

The columns on the game board represent the location, industry/product, company type, function, and recruiting method for companies that interest you. Chronology starts at the top (with your first job) and moves down the board.

Ok, at the risk of being completely and annoyingly self-referential, I’m going to apply this approach to my own career progression:

A few observations:

  • Notice how the early career chutes just connect to adjacent jobs, but later on, chutes begin to lengthen and span multiple connections.  My AOL job drew on my experience as a brand manager at Campbell (2 jobs prior). When I interviewed for SiteAdvisor, I was able to convince Chris Dixon that I had startup cred by pointing to my experience at iSalvage (3 jobs prior).  This is why it’s important to build ladders as soon as you can; they enable future chutes, and it gets harder to build new ladders as you get more and more senior.
  • Notice also how there are a lot of incoming chutes in the ‘How Recruited’ column.  They come mostly from friends and networking, which is of course consistent with what every career counselor in the world tells you every 5 minutes.
  • Finally, note that you can have both a chute and a ladder connect something at the same time.  When possible, try to use a chute to leverage what you’ve done while also building a ladder to broaden your responsibilities.  Example: my move to Travelzoo drew on my existing online marketing background but also broadened it to include investor relations.

Which brings us to Kelly’s two laws of chutes & ladders career management:

  • Chutes enable ladders

-> Drawing on experience that makes you relevant also leaves room for you to grow into new areas

  • Ladders enable future chutes

-> Every new experience and new skill created by a ladder gives you more options and flexibility down the road

and two corollaries:

  • If you build too few ladders, you’re going to end up with far fewer options down the road and end up stuck doing the same thing

-> this is a reason to avoid lateral moves just to earn a small amount more

  • If you try to use too many ladders at once without offsetting them with chutes, you’re going to have a hard time convincing a hiring company that you are relevant for them

-> this happens when people try to change too much at the same time, which can either prevent you from getting hired or set you up for failure if you talk your way into a job.  When friends want to change too much all at once, I encourage them to consider an alternative 3 or 4 year plan that involves 2 steps, so their chutes can be used to earn some ladders.

I’m not suggesting for a second that I had a master plan in place throughout my 20 year career, but by applying the chutes and ladders principle to job changes, I ended up with a lot of great options, continued to build my skill set, and am fortunate to be in a rewarding and challenging job today (which incidentally has almost nothing to do with how I started my career).

Now that you know far more than you care to about my career, the key is to apply this to your own.  Map out where you are, where you want to be, and then begin to connect the squares with your chutes and ladders.

New life goal: someday have a mobile dressing room that says…

There are film production trucks outside the Hunch offices again on 21st Street.  I’m not sure what movie or TV show they’re filming this time, but the name on one dressing room trailer door did catch my eye.

The handwritten sign says “Shadowy Figure.”  How cool is that?  First off, it would be great just to be said Shadowy Figure in the production.  But to have your own Shadowy Figure mobile dressing room?  Now that’s something.

Goldman vs. Capitol Hill: Like fighting with your mailman about the cost of gas

A few things are clear after the Goldman/Capitol Hill showdown today:

Goldman is greedy and sees no issue with bringing together parties betting on contrary positions on a given security; the firm may or may not bet one way or the other on those securities.  Um, obviously…that’s their job.

On the other hand, Goldman doesn’t really grasp why people are so pissed at them based on the perception that they participated in exacerbating the credit meltdown and foreclosure mess.  Well, fair enough- it’s not really their job to do so.

Ok, looking at the other camp: senators expressed outrage, on behalf of Main Street, that Goldman profited handsomely while betting against bundled mortgage securities that ultimately represented many doomed homeowners.  Ok: that’s their job to do so.

On the other hand, the senators showed a near embarrassing lack of understanding of the basics of what it means to bring two parties together who have different outlooks for a given financial security; they didn’t have a clue what it meant to be a market maker.  Understandable: that’s not their job.

See the issue here?  These two adversaries are each doing their respective jobs, but with little understanding of the other.  The senators might have just as well been grilling Goldman about having blocked fire exits, while Goldman was defending a policy of providing free dinners when employees work late.  The back and forth seemed completely incongruous.

Interesting that Goldman was one of only 3 financial stocks to rise today, even as the market as a whole fell about 2%.

Separately, one thing Goldman might want to be more aggressive about is policing its paid search results on Google.  Companies are bidding on their brand name and showing ads that are fairly humiliating.  Goldman can’t necessarily prevent this, but they should at least have the #1 search position themselves (currently they don’t show up at all) to make it either more expensive or impossible for the t-shirt companies to show up.

Check out the paid search ads on the right column. Not exactly what GS marketing/PR folks would hope for.

Words are the dress of thoughts

We have a tradition at Hunch, instituted by Caterina Fake, called “15 min. of genius”.  It essentially involves bamboozling awesome people who stop by the Hunch office into talking to all of us for an hour or so.  (We tell them it’s only 15 min., but the awesome discussion always ends up being quadruple that time, if not more)

We actually had two 15 minutes of genius today since we had two awesome people come by the office.  But especially awesome was Erin McKean, founder and CEO of the new online dictionary Wordnik.  I had met her once before and liked her very much, but after today’s talk I’m absolutely smitten.

Fitting to what she does (and what has apparently been her dream since she was 8), Erin loves words, language, and the study of their respective evolution.  She is brilliant and hysterical; I could have listened to her etymological anecdotes all day.

Here’s Erin delivering a presentation at the 2007 Ted conference.  Also check out Wordnik.  It goes way beyond most dictionaries in the sense that it thoroughly examines how the meaning of words may be changing colloquially (although the site still renders an ultimate subjective judgment based on a “Usage Panel” of linguists).  Importantly, the site also cites usage and context it finds throughout the web.  Two good examples: hopefully and peruse (I’m pleased to say that while the site acknowledges the way these words are often used today, the Usage Panel agrees with me that those uses are generally incorrect).

The title of this blog post is a quote mentioned by Erin that I had never heard before, apparently by Lord Chesterfield.  The full quote:

“Words are the dress of thoughts, which should no more be presented in rags, tatters, and dirt than your person should.”

Indeed.

Spirit Airlines’ carry on baggage fee: Smart. But it doesn’t go far enough.

Spirit Airlines has very wisely instituted a carry on baggage fee. It caused all kinds of commotion and media coverage and even got politicians scrambling to impose misdirected punitive legistlation.

But the truth is that the fee is both smart business and good for consumers. If you don’t like it, fly another airline. Better yet, if you have a few hundred million dollars to lose, start your own airline and make (sorry, lose) money however you see fit.

The real problem is that the fee doesn’t go far enough.

Airline deregulation was passed in 1978. ‘member? The point was to stop meddling in the free market and let airlines set their prices and services in a way they chose. Consumers would either embrace or reject those decisions. Airlines could adapt, or not.

Since then, it is estimated that increased competition has caused inflation-adjusted fares to decline 30%-40%. And, oh yeah, many huge carriers went out of business (Eastern, PanAm, TWA, many others), and the combined industry has lost about $60B since that time. This remains a hugely unprofitable industry.

Most proponents of the carry-on baggage fee cite the overcrowded overhead space and bumbling passengers with too much stuff as a reason they support the fee. I’m absolutely with them on those issues, but this is not my primary argument.

Weight, wherever it comes from – passengers, checked bags, carry on bags, fuel, the aircraft itself – uses fuel and costs the airlines money. That’s why air cargo, from a FedEx box to a pallet of time-sensitive merchandise, is charged by weight (and usually secondarily by volume). Nobody thinks it odd to pay more to air ship a 30 pound package instead of a 2 ounce envelope. Yet commercial passenger travel defies that logic.

So here’s my plan: include a fixed weight allowance, let’s say 175 pounds, for every ticketed passenger. That includes your body weight. Beyond that, you pay for the extra weight you use, no matter where you carry it.

If you’ve ever flown in a helicopter or tiny commercial prop plane, you may be familiar with this procedure. Passengers step on a scale and their weight is logged in addition to the weight of their luggage. This is used to ensure that the aircraft doesn’t exceed its safe operating load, but the measure could just as easily be used to adjust ticket prices.

Politicians say that charging for carry on bags isn’t family friendly. (the logic is that families with young children have lots of essential stuff that needs to be brought on board). But my plan is actually incredibly family friendly. Think about it: for every ticketed minor likely to weigh well under 175 pounds, the parents can load up baggage (as carry ons or checked luggage) as they see fit.

Here’s how the convoluted system works today: two passengers book the same $200 one-way ticket at the same time. Passenger one weighs 150 pounds, checks a 30 pound bag (for $25), and ends up paying $225 ($1.25/pound). Passenger two weighs 225 pounds and carries on two 20 pound bags. Net price: $.75/pound, or 40% cheaper than passenger one. Plus, passenger 2 is contributing to slower boarding, slower exiting, and clogged overhead bins, while passenger 1 is not. Is this fair?

Here’s an additional advantage to this approach: if airlines knew exactly how much weight was in the passenger cabin, they could efficiently pack more cargo underneath, since they wouldn’t be making worst-case assumptions about how much each person (and all their accompanying carry-on baggage) weighs. Over time, that means lower ticket prices, a healthier industry, and likely both.

New York’s Senator Schumer was an activist on this issue. I’m glad to have him as a NY senator and even met him at a fundraiser once. But Senator Schumer, I wish you would please stay out of my free market and please stay out of the business of our country’s pathetically unprofitable commercial airlines.

There’s been some suprising support for this misguided meddling in the market, including from a publication I normally respect, The Economist. Apparently, many people feel it’s a right to carry whatever they want onto a private airline. Would they prefer a regulated industry again with 30-40% higher ticket prices in order to preserve that ‘right?’

Then again, there’s been some support for Spirit’s initiative, too.

Let’s get real: Weighing passengers themselves (and everything they carry) is logistically unfeasible and would cause a consumer uproar. But it’s one of the fairest ways to deal with this mess. Compared to that, the very wise practice of charging people to carry on bulky baggage that doesn’t fit under the seat should seem like peanuts.

Not that you’re likely to get the peanuts for free anymore, either.