The best thoughts come in the shower. So I'm starting a Shower thought of the day section. Because I shower once a day. At least.
Anyway, the first thought that popped in my head is the way we see advertisements on video streaming sites. I have only first hand experience of YouTube, not being subscribed to Netflix. Currently, the advertisements shown at the start of videos are completely unrelated to me. I have no interest in watching them. Which is a huge problem for both the advertisers and the video site. The advertisers aren't getting through to their target audience, and the video site is pissing off it's users with non relevant unskippable advertisements. This is a gaping flaw in a world where google adwords pretty much knows you inside and out and bombards you with ads that actually matter to you.
So what I thought of, in the shower, was a new system where users could choose which category of advertisements they want to watch, based on their needs and interests. They categories could go from things like property, to gaming, to movies, to cars, to upcoming events. The catch is that the user has to pick at least 3 categories, and no less. For example, I would probably pick gaming, upcoming concerts, and movies. A housewife could pick Tv shows, home appliances and food. A banker could chose Current Affairs, property and insurance. The possible categories are endless. And of course, random and most popular ads could be categories as well.
There are obvious benefits to the user, the video site and the advertiser. First, the user has relevant, interesting ads that would add to their viewing experience. Secondly, the video site can track the number of subscribers each category has, and provide valuable data to companies. Thirdly, the advertiser can pay less money to advertise in a category with less subscribers, and yet effectively reach their target audience that has openly declared an interest in their products. I'm not sure if video sites already do this, but with some tweaking, this could be a great paradigm for websites to monetize themselves.
Sunday, January 26, 2014
Thursday, January 9, 2014
Leadership
Scholarship interviews are around the corner again.
Scholarship interviews are really actually job interviews, but even more serious. In a normal job interview, they trying to tell if you'll show up for work, contribute to the company and generally be worth the money they'll pay you. Scholarship interviews are much more intense. In addition to the above, they'll be investing hundreds of thousands of dollars on your education and comfort, and expect you to take up serious responsibilities at the end of it. Perhaps you'll even take up leadership of the company one day.
Leadership. Around April two years ago, I went for the final interview for the EDB scholarship. They asked me about my leadership style. And I fumbled the question horribly. At that point in time, I was halfway through SCS. I hadn't exactly much leadership experience under my belt, and at that point leadership to me came from the heart rather than the head, so it was rather hard to put into words.
After two years of perspective, I've had some time to think about my leadership style.
I've always operated on the principle "Lead by Example". That's the motto of Armour Training Institute. I've found its one of the most effective ways to motivate your guys. I've heard people who say "I don't care how you do it, just do it." When I hear that, two things come to my mind. Firstly, the guy who said it has no idea how to accomplish the task, and is just passing it on to us. Secondly, he probably wants us to do something illegal to accomplish it, and not dirty his own hands. Both do not inspire any confidence at all.
Even if I want to challenge my guys to come up with better options, I would at least tell them my plan first and invite feedback. More about feedback later. After the planning comes the execution, and during the execution, at least in the army, it's vital to take up the crowbar and push with your men. In office settings, it's as simple as working the same hours as them, working overtime together or minimally being up to date with the progress. No one likes a remote control manager. Participation is the best motivation.
Another great mark of leadership is Vision. Vision used to be this cheesy thing that self help workshops kept asking you to write down. After much experience in leading and being lead, I've realised that vision is only cheesy if it's not written properly. A properly written vision will ensure that everyone is working towards the same thing and everyone knows where they're going. Nothing will break down a group faster than everyone not knowing where they're going. If you're lost in the jungle and no one can decide which way to go, the group will splinter. In the army, this is known as intent. So if communications are cut, junior commanders can still make decisions based on the intent of higher HQ. When a leader can properly define and communicate a vision, the group will be motivated and effective. Now about feedback. Sometimes, when I give a plan, one of my guys will suggest another plan, but with a different result. If I understand my superior's intent, I can make an effective decision about whether the different result is still in line with the intent. That way, my men are happy because their plans are taken seriously, I'm happy because my credibility with my men is increased and my superior is happy because the mission is accomplished. BUT, if the intent is unclear, my men are angry because their plans are ignored, I'm unhappy because I couldn't make a clear decision, and my superior may be unhappy that the mission was botched. Don't blindly give people tasks. Make them understand what you're trying to achieve, and why they want to achieve it. So that when the situation changes, people can still achieve the desired result. Properly crafted vision is important.
The last facet of leadership is often overlooked. It's important to have the same Values as your organisation. Values can be considered an extension of Vision, but applied to the heart. There are many ways to complete a task: hard work, inspiration, or a just a touch of old fashioned dishonesty. But what seems a harmless, short term solution will have long term consequences. It is no wonder why most organisations have integrity as one of their key values. All companies are made up of people, people create systems. The strongest system in the world cannot survive if the people supporting it take shortcuts, or push work back and forth. Values are important because it affects almost everything you do. It governs your work ethics, you relationships with superiors and subordinates, even the ideas you suggest and implement. Aligning your values ensures everyone gets along and everyone knows what is expected of them. Vision tells you what should be done, Values tell you how it should be accomplished. Aligning values begets cohesion and harmony.
I'm leaving it at three because it's a good number. These are my observations and experience throughout my years, and may be different from yours. Participation, Vision and Values. These traits are what makes a good leader. Hopefully, I'll be prepared for that question this time around.
Scholarship interviews are really actually job interviews, but even more serious. In a normal job interview, they trying to tell if you'll show up for work, contribute to the company and generally be worth the money they'll pay you. Scholarship interviews are much more intense. In addition to the above, they'll be investing hundreds of thousands of dollars on your education and comfort, and expect you to take up serious responsibilities at the end of it. Perhaps you'll even take up leadership of the company one day.
Leadership. Around April two years ago, I went for the final interview for the EDB scholarship. They asked me about my leadership style. And I fumbled the question horribly. At that point in time, I was halfway through SCS. I hadn't exactly much leadership experience under my belt, and at that point leadership to me came from the heart rather than the head, so it was rather hard to put into words.
After two years of perspective, I've had some time to think about my leadership style.
I've always operated on the principle "Lead by Example". That's the motto of Armour Training Institute. I've found its one of the most effective ways to motivate your guys. I've heard people who say "I don't care how you do it, just do it." When I hear that, two things come to my mind. Firstly, the guy who said it has no idea how to accomplish the task, and is just passing it on to us. Secondly, he probably wants us to do something illegal to accomplish it, and not dirty his own hands. Both do not inspire any confidence at all.
Even if I want to challenge my guys to come up with better options, I would at least tell them my plan first and invite feedback. More about feedback later. After the planning comes the execution, and during the execution, at least in the army, it's vital to take up the crowbar and push with your men. In office settings, it's as simple as working the same hours as them, working overtime together or minimally being up to date with the progress. No one likes a remote control manager. Participation is the best motivation.
Another great mark of leadership is Vision. Vision used to be this cheesy thing that self help workshops kept asking you to write down. After much experience in leading and being lead, I've realised that vision is only cheesy if it's not written properly. A properly written vision will ensure that everyone is working towards the same thing and everyone knows where they're going. Nothing will break down a group faster than everyone not knowing where they're going. If you're lost in the jungle and no one can decide which way to go, the group will splinter. In the army, this is known as intent. So if communications are cut, junior commanders can still make decisions based on the intent of higher HQ. When a leader can properly define and communicate a vision, the group will be motivated and effective. Now about feedback. Sometimes, when I give a plan, one of my guys will suggest another plan, but with a different result. If I understand my superior's intent, I can make an effective decision about whether the different result is still in line with the intent. That way, my men are happy because their plans are taken seriously, I'm happy because my credibility with my men is increased and my superior is happy because the mission is accomplished. BUT, if the intent is unclear, my men are angry because their plans are ignored, I'm unhappy because I couldn't make a clear decision, and my superior may be unhappy that the mission was botched. Don't blindly give people tasks. Make them understand what you're trying to achieve, and why they want to achieve it. So that when the situation changes, people can still achieve the desired result. Properly crafted vision is important.
The last facet of leadership is often overlooked. It's important to have the same Values as your organisation. Values can be considered an extension of Vision, but applied to the heart. There are many ways to complete a task: hard work, inspiration, or a just a touch of old fashioned dishonesty. But what seems a harmless, short term solution will have long term consequences. It is no wonder why most organisations have integrity as one of their key values. All companies are made up of people, people create systems. The strongest system in the world cannot survive if the people supporting it take shortcuts, or push work back and forth. Values are important because it affects almost everything you do. It governs your work ethics, you relationships with superiors and subordinates, even the ideas you suggest and implement. Aligning your values ensures everyone gets along and everyone knows what is expected of them. Vision tells you what should be done, Values tell you how it should be accomplished. Aligning values begets cohesion and harmony.
I'm leaving it at three because it's a good number. These are my observations and experience throughout my years, and may be different from yours. Participation, Vision and Values. These traits are what makes a good leader. Hopefully, I'll be prepared for that question this time around.
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