Showing posts with label Mindtools Mondays. Show all posts
Showing posts with label Mindtools Mondays. Show all posts

Monday, November 9, 2015

#MyVetBiz - About Office of Veterans Business Development





The Office of Veterans Business Development’s (OVBD) mission is to maximize the availability, applicability and usability of small business programs for Veterans, Service-Disabled Veterans, Reserve Component Members, and their dependents or survivors. OVBD is SBA’s liaison with the veterans business community; provides policy analysis and reporting; and is as an Ombudsman for veteran entrepreneurs. OVBD has a number of programs and services to assist aspiring and existing veteran entrepreneurs such as training, counseling and mentorship, and oversight of Federal procurement programs for Veteran-Owned and Service-Disabled Veteran-Owned Small Businesses.


SOUTH DAKOTA's #MyVetBiz Officer:

Chuck Hughes
2329 North Career Avenue, Suite 105
Sioux Falls, SD 57107
Tel: (605) 330-4243 EXT. 31
Fax: (605) 330-4215

Office of Veterans Business Development

Wednesday, October 14, 2015

Are You Ready For Mama?

By: Callie Oettinger | Oct 09, 2015 12:30 amRead in browser »


Luther and Bobby stole their cousin’s new lawnmower.

The plan: The cousin would file a claim. After he received the insurance money, they’d return the lawnmower to him. He’d split the money with them.




Johnny Hooker and Henry Gondorff made scamming look good. Credit: Movie poster for THE STING.



When their half-baked schemes weren’t landing them in jail, they were selling their plasma or sorting out other ways to make a dime.

Gaming the system was the one thing they came by honestly. Their parents had been working the disability arena their entire lives. They were raised as gamers. Mama had the mad scamming skills of Johnny Hooker and Henry Gondorff, but on the redneck, not-so-good-looking, side of the track.

Luther was my high school friend Molly’s boyfriend and I watched their games as a third wheel, not wanting to be there, but not wanting to bail on Molly—which ended up happening anyway. I went from being amused by Scheming and Stupid to being scared.

It was amusing when Molly’s dad asked Luther where he went to college.

Dad: Where’d you go to school, son?

Luther: Penn State.

The reality: Switch Penn State to State Penn—or State Penitentiary. It wasn’t a lie. It just wasn’t the Penn State Molly’s Dad had in mind.

Amusing stopped and Scared stepped in when a gun came out during a routine argument. Usually they just called Social Services or another agency on each other—or on one of their family members. Pissed off at Mama? Call Social Services on her. Pissed off at Bobby? Call the police for a disturbance.

Jail seems a safe bet for where they are now.

The other option is trolling.

Mama was a wicked woman. Hate ran thicker than blood through her veins. Molly used to say that when she died, they wouldn’t have to embalm her because her blood was already 190 proof.

I imagine her behind a keyboard, spewing shit at every person she despises.

I didn’t want anything to do with her then. Now… She comes to mind all the time.

Mama and her family of Stupid rise to the top when I’m facing trolls.


Mama don’t mess around. Credit: Screen shot from the film THE GOONIES.

I know that if I reply, Mama will head to the fridge for her box of wine, fill up her guzzler glass, and settle in for the long haul, a twinkle in her eye and a smile on her face in the seconds before she unleashes the Hell that is her mind.

If you’re on the other side of her screen, are you ready for Mama?

The thing about Mama is that she doesn’t mess with small fries (unless they get in her way). There’s gotta be a dollar involved.

If she doesn’t know your name, she’s not gonna bother. So if you’re still building your “thing”, consider yourself safe.

If your new book or film or whatever is about to launch, which puts you in the public eye, consider yourself forewarned.

The bigger you are, the bigger your target becomes.

Are you protected?

Having a lawyer on hand is healthy. On your own, though . . . Ignore Mama, which is the course we take at Black Irish Books. We don’t engage. Mama is hard to ignore. If you can get by her, great. If you engage . . . You’re going to end up a mess, even if all you’re doing is defending yourself.

Sometimes Ego comes in and wants to shut down the Trolls. I can tell you now that Mama will not be shut down. In an alternate universe the role of the Energizer Bunny would be played by her. She’ll keep going until her battery has died, her cord unplugged.

If Ego steps forward, remind him of the time it takes to respond to Mama. Remind him that Mama is a professional scammer. She’s not lazy, but instead of putting her powers toward good and obtaining what she’d like through a career, she’s focused on destruction. She WILL wear your down. She WILL suck your time until you have none left for what’s important. She WILL keep going until she sees you destroyed or gets what she wants (which are usually the same thing). She IS a vampire and WILL try to take your life.

Consider yourself warned. Arm yourself with a lawyer and a troll shield. Mama’s out there ready to destroy you.

Are you ready to ignore Mama?


http://www.stevenpressfield.com/2015/10/are-you-ready-for-mama/?mc_cid=95552ff2ed&mc_eid=23dedc879b

Tuesday, October 13, 2015

The GROW Model

A Simple Process for Coaching and Mentoring






As a leader, one of your most important roles is to coach your people to do their best. By doing this, you'll help them make better decisions, solve problems that are holding them back, learn new skills, and otherwise progress their careers.


Some people are fortunate enough to get formal training in coaching. However, many people have to develop this important skill themselves. This may sound daunting but, if you arm yourself with some proven techniques, practice, and trust your instincts, you can become a great coach.


The GROW Model is a simple yet powerful framework for structuring your coaching ormentoring sessions. We'll look at how to apply it in this article.
About the Model


GROW stands for:
Goal.
Current Reality.
Options (or Obstacles).
Will (or Way Forward).


The model was originally developed in the 1980s by performance coach Sir John Whitmore, although other coaches, such as Alan Fine and Graham Alexander, have also helped to develop it.


A good way of thinking about the GROW Model is to think about how you'd plan a journey. First, you decide where you are going (the goal), and establish where you currently are (your current reality).


You then explore various routes (the options) to your destination. In the final step, establishing the will, you ensure that you're committed to making the journey, and are prepared for the obstacles that you could meet on the way.

Tip:


In its traditional application, the GROW Model assumes that the coach is not an expert in the client's situation. This means that the coach must act as a facilitator, helping the client select the best options, and not offering advice or direction.


When leaders coach their team members, or act as mentors to them, this may or may not apply. On one hand, it's more powerful for people to draw conclusions for themselves, rather than having these conclusions thrust upon them. On the other hand, as a team leader, you'll often have expert knowledge to offer. Also, it's your job to guide team members to make decisions that are best for your organization.
How to use the Tool


To structure a coaching or mentoring session using the GROW Model, take the following steps:
1. Establish the Goal


First, you and your team member need to look at the behavior that you want to change, and then structure this change as a goal that she wants to achieve.


Make sure that this is a SMART goal: one that is Specific, Measurable, Attainable, Realistic, and Time-bound.


When doing this, it's useful to ask questions like:
How will you know that your team member has achieved this goal? How will you know that the problem or issue is solved?
Does this goal fit with her overall career objectives? And does it fit with the team's objectives?
2. Examine the Current Reality


Next, ask your team member to describe his current reality.


This is an important step. Too often, people try to solve a problem or reach a goal without fully considering their starting point, and often they're missing some information that they need in order to reach their goal effectively.


As your team member tells you about his current reality, the solution may start to emerge.


Useful coaching questions in this step include the following:
What is happening now (what, who, when, and how often)? What is the effect or result of this?
Have you already taken any steps towards your goal?
Does this goal conflict with any other goals or objectives?
3. Explore the Options


Once you and your team member have explored the current reality, it's time to determine what is possible – meaning all of the possible options for reaching her objective.


Help your team member brainstorm as many good options as possible. Then, discuss these and help her decide on the best ones.







By all means, offer your own suggestions in this step. But let your team member offer suggestions first, and let her do most of the talking. It's important to guide her in the right direction, without actually making decisions for her.


Typical questions that you can use to explore options are as follows:
What else could you do?
What if this or that constraint were removed? Would that change things?
What are the advantages and disadvantages of each option?
What factors or considerations will you use to weigh the options?
What do you need to stop doing in order to achieve this goal?
What obstacles stand in your way?
4. Establish the Will


By examining the current reality and exploring the options, your team member will now have a good idea of how he can achieve his goal.


That's great – but in itself, this may not be enough. The final step is to get your team member to commit to specific actions in order to move forward towards his goal. In doing this, you will help him establish his will and boost his motivation.


Useful questions to ask here include:
So, what will you do now, and when? What else will you do?
What could stop you moving forward? How will you overcome this?
How can you keep yourself motivated?
When do you need to review progress? Daily, weekly, monthly?


Finally, decide on a date when you'll both review his progress. This will provide some accountability, and allow him to change his approach if the original plan isn't working.

Tip 1:


A great way to practice using the model is to address your own challenges and issues. By practicing on your own and getting yourself "unstuck," you'll learn how to ask the most helpful questions. Then, write down some stock questions as prompts for future coaching sessions.
Tip 2:


The two most important skills for a coach are the ability to ask good questions and the ability to listen effectively.


Don't ask closed questions that call for a yes or no answer (such as "Did that cause a problem?"). Instead, ask open ones, like "What effect did that have?" Be prepared with a list of questions for each stage of the GROW process.


Use active listening skills and let your "client" do most of the talking. Remember that silence provides valuable thinking time: you don't always have to fill silence with the next question.
Example


You're helping a team member, Julie, achieve her goals using the GROW Model.


Julie says that she would like a promotion to team leader within the next two years. This is a SMART goal – it's specific, measurable, attainable (as she already has one year of experience, and there are several team leader positions in her department), relevant (both to Julie's overall career aspirations and the team's mission), and time-bound.


You and Julie now look at her current reality. She's in an entry-level position, but she already has some of the skills needed to be team leader. You brainstorm the additional skills that she'll need in order to be successful in a team leader role: She needs more experience of managing other people, and experience dealing with overseas customers. She also needs to continue performing well in her role, so that she'll be considered for a promotion when one is available.


You then both review her options. To get the experience she needs, she could lead a small team on a small project. She could also spend time in the overseas team.


Finally, you establish the will. As her manager, you offer to let her lead a small team on a minor project. If she performs well, she can take on additional projects with more responsibility in the future. Julie must also approach the overseas team to arrange to spend time in that department, and continue performing well in her current role. You agree to review her progress in three months' time.

Key Points


The GROW Model is a simple four-step process that helps you structure coaching and mentoring sessions with team members.


GROW is an acronym that stands for:
Goal.
Current Reality.
Options (or Obstacles).
Will (or Way Forward).


You can use the model to help team members improve performance, and to help them plan for and reach their longer-term career objectives.






https://www.mindtools.com/pages/article/newLDR_89.htm?utm_source=nl&utm_medium=email&utm_campaign=13Oct15

Wednesday, October 7, 2015

What's WYSIWYG? How Today's Online Editor Came to Be

Written by Carly Stec | @CarlyStec



WYSIWYG. No, this isn't another one of those newfangled acronyms the kids are using these days -- it's actually been around for quite some time.

"What You See Is What You Get," or WYSIWYG for short, refers to an HTML editor in which the content appears as it would when it's live.

In contrast to traditional editors, a WYSIWYG editor focuses on the end result, allowing you to get a clearer sense of what you're creating as you're creating it. In Adobe Dreamweaver to Google Web Designer to the HubSpot Marketing Platform, WYSIWYG editors are simplifying the way we produce content.

But did you ever stop to think about where they came from? Let's explore.
WYSI ... Wait, What?

Before it was used to describe the technology that enabled users to visualize what the end product would look like, WYSIWYG -- pronounced wiz-ee-wig -- was popularized by a newsletter titled WYSIWYG.

Published by Arlene and Jose Ramos, the WYSIWYG newsletter was created for the Pre-Press industry and was eventually sold to employees at the Stanford Research Institute after three years of publishing.

Today, it's become synonymous with web editing experience -- and more related terms have surfaced. From WYSIMOLWYG (what you see is more or less what you get) to WYSIAWYG (what you see is almost what you get), these variations are often used to describe the limitations of certain editors that lack true WYSIWYG functionality.
The History of the WYSIWYG Editor
Pre-World Wide Web

Before WYSIWYG editors were introduced in the 1970s, content creators had little control over the way their documents appeared. In order to customize content, typists were instructed to use "control codes" that represented the desired formatting. This meant that a function as simple as centering a paragraph was a manual process where the typists were forced to add extra spaces to create the proper format.

It was evident that systems needed to change, but who would be the one to do it?

After earning his M.S. in Engineering Mathematics & Statistics at the University of California, Berkeley under computer scientist Butler Lampson, Charles Simonyi was recruited to Xerox PARC in 1972. It was here that Simonyi and Lampson began developing the WYSIWYG editor, which they'd started to conceptualize while at Berkeley.

By 1974, the world's first WYSIWYG document preparation program, Bravo, became operational. Bravo was enabled by the first fully networked personal computer, the Xerox Alto, which wasdeveloped at Xerox PARC in 1972.



Xerox Alto (Image Credit: Wikipedia)

However, Xerox Alto was never publicly marketed, and upon realizing that the WYSIWYG program would only be used internally at Xerox PARC, Simonyi decided to seek out new opportunities. Interested in the concept of a company that solely focused on software, Simonyi joined Microsoft in 1981.

At Microsoft, Simonyi worked with software developer Richard Brodie to begin development ona WYSIWYG word processor called Multi-Tool Word -- which was later renamed Microsoft Word in 1983.

While Microsoft Word has grown to become arguably the most widely used word processing software, it wasn't the first of its kind. In fact, upon its release, several other tools were already dominating the marketing, including WordStar -- the first mature WYSIWYG word processor from MicroPro.



WordStar running on DOS (Source: Wikipedia)

It was evident that progress was being made to expand the market for WYSIWYG programs, but adoption was slow during the 1970s and early 1980s due immature graphics capabilities and bitmap displays. However, as home computers grew more sophisticated, WYSIWYG programs began to crop up more frequently.
WYSIWYGs in the World Wide Web

After the first website went live in 1991, it was time for developers to explore more advanced WYSIWYG HTML editors. The goal was to create an editing interface that made it easy for those who weren't well versed in HTML to build websites.

The first WYSIWYG HTML editor, WebMagic, was launched by Silicon Graphics in 1995. Aftersecuring $2.5 million in funding from Silicon Graphic's president and COO Tom Jermoluk, John McCrea set out to launch a product line for web authoring.

The only catch? The project's deadline was less than 80 days away.

With no time to spare, McCrea hit the ground running with the help of VP and General Manager of Visual Magic Divisions, Way Ting. Unwilling to start from scratch, McCrea and Ting managed to struck a deal with Amdahl -- a maker of IBM-compatible mainframe computers -- that brought them both workable code as well as developer David Koplas. From here, they assembled a small team who would work tirelessly on the project until it was ready for launch on January 25, 1995.

While WebMagic was the first of its kind, similar editors were quick to follow. By October of 1995 Vermeer Technologies -- which was acquired by Microsoft in 1996 -- released FrontPage. Serving as the first WYSIWYG HTML editor on Windows, FrontPage was a valuable asset for Microsoft during the company's "browser war" against Netscape. However after years of iteration, Microsoft announced that the program would be superseded by Microsoft SharePoint Designer and Microsoft Expression Web in 2006.

During this time period, many other WYSIWYG HTML editors came to market, includingDreamweaver. Released by Macromedia in 1997, Dreamweaver quickly became another powerful WYSIWYG HTML editor, creating a user-friendly environment for website development. By 2005, Macromedia was purchased by Adobe -- along with the rights to Dreamweaver. Since then, Adobe has maintained development on the software, which now exists amongst other powerful tools in Adobe's Creative Cloud.

Thursday, September 17, 2015

20 cognitive biases that screw up your decisions

Samantha Lee and Shana Lebowitz

You make thousands of rational decisions every day — or so you think.


From what you'll eat throughout the day to whether you should make a big career move, research suggests that there are a number of cognitive stumbling blocks that affect your behavior, and they can prevent you from acting in your own best interests.


Here, we've rounded up the most common biases that screw up our decision-making.

Monday, June 1, 2015

Generating New Ideas

Think Differently and Spark Creativity

Switch on your creativity!
© iStockphoto/NREY
"We need to think differently!" "This needs some fresh ideas!" "We have got to be more creative around here!" Are messages like these popping up more and more in your workplace?
Faced with complex, open-ended, ever-changing challenges, organizations realize that constant, ongoing innovation is critical to stay ahead of the competition. This is why we need to be on the lookout for new ideas that can drive innovation, and it's why the ability to think differently, generate new ideas, and spark creativity within a team becomes an important skill. You need to work actively on building and cultivating this skill, and it can be done!
Often, though, we make the mistake of assuming that good ideas just happen. Or worse still, we get caught in the mind trap that creativity is an aptitude; some people have it, others don't. Then there is the other self-defeating belief – "I am not intelligent enough to come up with good ideas."
These assumptions are rarely true. Everyone can come up with fresh, radical ideas – you just need to learn to open your mind and think differently. This article shows you how to do so.

How to Generate New Ideas

Standard idea-generation techniques concentrate on combining or adapting existing ideas. This can certainly generate results. But here, our focus is on equipping you with tools that help you leap onto a totally different plane. These approaches push your mind to forge new connections, think differently and consider new perspectives.
A word of caution – while these techniques are extremely effective, they will only succeed if they are backed by rich knowledge of the area you're working on. This means that if you are not prepared with adequate information about the issue, you are unlikely to come up with a great idea even by using the techniques listed here.
Incidentally, these techniques can be applied to spark creativity in group settings and brainstorming sessions as well.

Breaking Thought Patterns

All of us can tend to get stuck in certain thinking patterns. Breaking these thought patterns can help you get your mind unstuck and generate new ideas. There are several techniques you can use to break established thought patterns:
  • Challenge assumptions: For every situation, you have a set of key assumptions. Challenging these assumptions gives you a whole new spin on possibilities.
    You want to buy a house but can't since you assume you don't have the money to make a down payment on the loan. Challenge the assumption. Sure, you don't have cash in the bank but couldn't you sell some of your other assets to raise the money? Could you dip into your retirement fund? Could you work overtime and build up the kitty in six months? Suddenly the picture starts looking brighter.
  • Reword the problem: Stating the problem differently often leads to different ideas. To reword the problem look at the issue from different angles. "Why do we need to solve the problem?", "What's the roadblock here?", "What will happen if we don't solve the problem?" These questions will give you new insights. You might come up with new ideas to solve your new problem.
    In the mid 1950s, shipping companies were losing money on freighters. They decided they needed to focus on building faster and more efficient ships. However, the problem persisted. Then one consultant defined the problem differently. He said the problem the industry should consider was "how can we reduce cost?" The new problem statement generated new ideas. All aspects of shipping, including storage of cargo and loading time, were considered. The outcome of this shift in focus resulted in the container ship and the roll-on/roll-off freighter.
  • Think in reverse  : If you feel you cannot think of anything new, try turning things upside-down. Instead of focusing on how you could solve a problem/improve operations/enhance a product, consider how could you create the problem/worsen operations/downgrade the product. The reverse ideas will come flowing in. Consider these ideas – once you've reversed them again – as possible solutions for the original challenge.
  • Express yourself through different media: We have multiple intelligences but somehow, when faced with workplace challenges we just tend to use our verbal reasoning ability. How about expressing the challenge through different media? Clay, music, word association games, paint, there are several ways you can express the challenge. Don't bother about solving the challenge at this point. Just express it. Different expression might spark off different thought patterns. And these new thought patterns may yield new ideas.

Connect the Unconnected

Some of the best ideas seem to occur just by chance. You see something or you hear someone, often totally unconnected to the situation you are trying to resolve, and the penny drops in place. Newton and the apple, Archimedes in the bath tub; examples abound.
Why does this happen? The random element provides a new stimulus and gets our brain cells ticking. You can capitalize on this knowledge by consciously trying to connect the unconnected.
Actively seek stimuli from unexpected places and then see if you can use these stimuli to build a connection with your situation. Some techniques you could use are:
  • Use random input  : Choose a word from the dictionary and look for novel connections between the word and your problem.
  • Mind map   possible ideas: Put a key word or phrase in the middle of the page. Write whatever else comes in your mind on the same page. See if you can make any connections.
  • Pick up a picture. Consider how you can relate it to your situation.
  • Take an item. Ask yourself questions such as "How could this item help in addressing the challenge?", or "What attributes of this item could help us solve our challenge?"

Shift Perspective

Over the years we all build a certain type of perspective and this perspective yields a certain type of idea. If you want different ideas, you will have to shift your perspective. To do so:
  • Get someone else's perspective: Ask different people what they would do if faced with your challenge. You could approach friends engaged in different kind of work, your spouse, a nine-year old child, customers, suppliers, senior citizens, someone from a different culture; in essence anyone who might see things differently.
  • Play the "If I were" game: Ask yourself "If I were ..." how would I address this challenge? You could be anyone: a millionaire, Tiger Woods, anyone.
    The idea is the person you decide to be has certain identifiable traits. And you have to use these traits to address the challenge. For instance, if you decide to play the millionaire, you might want to bring traits such as flamboyance, big thinking and risk-taking when formulating an idea. If you are Tiger Woods you would focus on things such as perfection, persistence and execution detail.

Employ Enablers

Enablers are activities and actions that assist with, rather than directly provoke, idea generation. They create a positive atmosphere. Some of the enablers that can help you get your creative juices flowing are:
  • Belief in yourself: Believe that you are creative, believe that ideas will come to you; positive reinforcement helps you perform better.
  • Creative loafing time: Nap, go for a walk, listen to music, play with your child, take a break from formal idea-generating. Your mind needs the rest, and will often come up with connections precisely when it isn't trying to make them.
  • Change of environment: Sometimes changing the setting changes your thought process. Go to a nearby coffee shop instead of the conference room in your office, or hold your discussion while walking together round a local park.
  • Shutting out distractions: Keep your thinking space both literally and mentally clutter-free. Shut off the Blackberry, close the door, divert your phone calls and then think.
  • Fun and humor: These are essential ingredients, especially in team settings.

Key Points

The ability to generate new ideas is an essential work skill today. You can acquire this skill by consciously practicing techniques that force your mind to forge new connections, break old thought patterns and consider new perspectives.
Along with practicing these techniques, you need to adopt enabling strategies too. These enabling strategies help in creating a positive atmosphere that boosts creativity.

Friday, May 29, 2015

Kale, Podcasts & Yoga Pants

May 29, 2015 // 8:00 AM

Kale, Podcasts & Yoga Pants: The Secret Formula Behind Ideas That Take Off

Written by Carly Stec | @

Contagious_Ideas_That_Stick.jpg
Unsatisfied by his current job, Tom Dickson found himself with three things: the need for a change, a passion for bread making, and a $10 vacuum motor. 
In search of a way to combine them, Dickson started his own blender company, Blendtec. Unfortunately, he quickly found that generating buzz for blenders wasn't all that easy. 
Then one day, his marketing director found inspiration in a pile of sawdust left behind by one of Dickson's "blender durability experiments," and proposed an idea that would soon propel Blendtec to fame. 
The Will it Blend? video series follows Dickson as he tests the power of his product by blending everything from glows sticks to Justin Bieber CDs. Today, the YouTube series boasts an impressive 799,332 subscribers and 259,503,120 views. 
How did this happen? And why?
Quite simply, Blendtec found a way to position their product as something truly fascinating. Something contagious. 
"The Blendtec story demonstrates one of the key takeaways of contagious content. Virality isn’t born, it’s made. And that is good news indeed," explains Wharton Professor and best-selling author of Contagious: Why Things Catch On, Jonah Berger. 
In his book, Berger fuses the concepts of virality, social influence, and interpersonal communication with research and stories around what makes an idea not only stick, but also spread. I recently had a chance to catch up with Berger to discuss his book and dive further into his understanding of why people talk about certain products and ideas more than others.
Ever wonder why kale suddenly became impossible to avoid? Or yoga pants? Or podcasts? What's that all about?
According to Berger, the transmission of ideas can be explained by six concepts: social currency, triggers, emotion, public, practical value, and stories. 

STEPPS: The Six Principles of Contagious Ideas

"The key is to understand what grabs people’s attention and why people share. And that’s what the six key STEPPS are all about. Even in today’s crowded marketplace, these principles have helped dozens of companies get their products and ideas to catch on," explains Berger. 
Before we dive into some real-life applications of these principles, it's important to start with a clear understanding of how they are defined:
  1. Social Currency: Social currency taps into our desire to feel like "insiders" and share information that makes us look good. 
  2. Triggers: Triggers remind people to talk about your product or service. This is often achieved by linking what you offer to popular events or cues. 
  3. Emotion: When we care, we share. If you can get people to feel something, the next usual step is for them to share those feelings. 
  4. Public: The more visible and easily accessible your product is, the more likely it is to be talked about. Highly public ideas market themselves. 
  5. Practical Value: People want to share content that teaches others how to do something better -- improve their health, learn a new instrument, save money, etc. 
  6. Stories: Inserting information into a narrative will transform it into something more attractive to share.
So how do these principles help explain the popularity of kale, yoga pants, and podcasts? Read on.

The Kale Campaign

Between 2012-2013, 608 baby Kales were born. No, not the vegetable. We're talking aboutactual babies named Kale. 592 baby boys and 16 baby girls, to be exact. 
This should come as no surprise after the Department of Agriculture announced that U.S. farmers grew 57% more kale in 2012 than they did in 2007. Or after Whole Foods reported that on average they now sell 22,000 bunches of kale per day. And while we're on the subject, did you know that a recent survey of restaurant menus from 2013-2014 revealed a 47% increase in the word kale? 
Notice a trend developing here?
Kale is really really popular in the U.S.
From Beyoncé music videos to the next iteration of the McDonald's menu, the almighty leafy green has seemingly infiltrated all corners of society. Which leaves us to ponder the question: How the heck did that happen?
The simplest way to explain this veggie phenomenon would be to attribute it to the increase in healthier eating habits amongst Americans. However, we'd argue there's actually more to it than that. 
First, it's important to note that this whole kale thing didn't take off organically (pun very much intended). Truth be told, a few years back, The American Kale Association actually joined forces with Oberon Sinclair, founder of My Young Auntie PR, to propel the superfood into super fame. 
As a result, Sinclair did what any great PR person would do -- she hustled the veggie into the hands of the right people. And in this case, the right people meant people like the guys at Fat Radish, which can be best described as a "trendy, brick-walled cafe with a hip clientele and innovative, vegetable-centric British dishes."
Thanks to their endorsement and a handful of other high-brow mentions -- Martha Stewart's Kale Slaw recipe published in the August 2009 copy of Martha Stewart Living and Gwenyth Paltrow's 2011 kale chip segment on Ellen -- kale quickly made its way into the public eye. 
While this PR boost helped to push the vegetable into the limelight, Berger's principles played a part in helping it maintain its authority.
"From almonds and blueberries to Greek yogurt and kale, people are always looking for the next superfood. Something that has lots of vitamins and nutrients, with no downside. And for the moment, kale has hit that perfectly. It’s the right blend of novel and nutritious that allows people who care to show they are on the next big thing," explains Berger. 
The key phrase here being "novel and nutritious."
It's kale's nutritious, practical benefits that make it shareworthy. People are always looking to share things that help others, so highlighting the health benefits of kale serves as a way for them to do just that. 
Aside from its nutritious practical value, kale has also become somewhat of a novelty. As a result, people are driven to share their kale consumption to prove that they are -- as Berger mentioned -- "on the next big thing." This is a strong representation of social currency in action, as this principle refers to our desire to show off the fact that we are staying on top of the latest trends. 
"The only thing people love more than talking is talking about themselves. Particularly online, much of what we share is driven by how it makes us look. People share pictures of their meals, diets, and workshops to show how healthy, smart, or in the know they are," adds Berger. 
To get a better idea of just how far the social spread of kale has gone, we ran a quick Instagram search for the hashtag #kale and found that the Instagram community alone had shared 1,327,785 kale pictures to date. Kale salads, kale chips, kale smoothies, you name it -- they've slapped a filter on it and shared it with their followers. 
As long as we continue to operate under the notion that "you are what you Instagram," it's likely that this food trend will only continue to grow. 

The Return of the Podcast 

In 2001, Steve Jobs introduced the world to the very first iPod. Serving as an innovative portable music player, the iPod finally gave users the ability to carry their favorite songs and albums around with them.
Soon after its release, "podcasting" -- a genre of narrative audio cleverly named to reflect the listening device -- surfaced and began to catch on. However, somewhere between 2009-2010 the genre began to lose steam. 
Fast-forward to today, and it seems that there is a podcast for almost anything you can think of. So what caused this resurgence in popularity?
For starters, mobile usage is at an all-time high. According to Pew Research Center, 64% of American adults now own a smartphone of some kind. (This number is up from 35% in the spring of 2011.) This makes it easier than ever for listeners to pull up a podcasting app and tune in without the hassle.
Prior to this increase in mobile dependency, keeping up with a podcast meant subscribing to a program, downloading new episodes each week, and manually plugging your iPod or other MP3 player into a computer to sync up the latest. In other words, it was hard work. 
By improving the user flow and lowering the barrier between broadcaster and listener, it's easier for users to incorporate this technology into their daily routines. This is where we can begin to see several of Berger's principles take shape -- specifically practical value, stories, and emotion. 
In terms of practical value, podcasts are unique in that they are both portable and audible, which in turn, makes them useful. As a result, people are driven to share information on podcasts or suggestions for listening to introduce their network to a new way of consumption -- a format that will increase their productivity and help them learn new things. 
"Podcasts are like entertainment snacks. They provide a handy way to consume information on the go. Whether waiting for the subway, or working out on the treadmill, you can listen while you are doing something else," explains Berger. 
Other than the fact that they are valuable in the sense that they fit nicely into our busy routines, the popularity of podcasts most certainly has something to do with their storytelling roots. 
"Bundling information into narratives encourages engagement," Berger insists. 
Let's take the Serial podcast, for example. If you're not already familiar with the podcast, the 12-episode spin-off of This American Life chronicled the 1999 Baltimore murder case of Hae Min Lee. And while it would be naive to credit this particular program with the return of podcasting, its success certainly helped to generate a lot of attention for the medium. 
By repackaging the case into a compelling story, it quickly became something that people wanted to share and talk about. And while stories are quick to spread, inserting an emotional factor will help them go that much further, as people are known to share things that make them feel something. 
"As I talk about in my book, the more we care, the more we share. But some emotions increase sharing more than others. While positive things tend to be shared more overall, we found that certain negative emotions, like anxiety, do increase sharing. Serial was the perfect blend of anxiety and suspense that drove people to share," says Berger. 
So whether you're tuning into a weekly account of a murder trial that has you on the edge of your seat, or you're feeling inspired after listening to a thoughtful Q&A with your favorite marketer, there's no denying the power of storytelling mixed with emotion. And if podcasts continue to marry the two so seamlessly, there's no telling how far this idea will spread. 

The Yoga Pants Obsession 

Walk around most college campuses and cities in the U.S., and you'll start to notice an unofficial "uniform" on many of the women. 
And by unofficial uniform, we mean yoga pants. Everywhere. Every day. 
If it's raining, people often opt for the yoga pants/Hunter rain boot combo. Snowing? You'll see the triple threat -- yoga pants, North Face jacket, and Ugg boots. If it's bright and sunny, many will rock yoga pants, flip flops, and a t-shirt. (For the record, I'm guilty of these pairings myself.)
Certainly there has to be a logical explanation for this trend -- but what? Why yoga pants?
Similar to kale, we can't ignore the fact that there has been a recent uptick in healthy living initiatives. Over the last decade, the yoga and Pilates industry has grown significantly, which certainly contributes to an increased demand for the corresponding apparel. But, that's not the only driving force behind this trend. 
In terms of Berger's principles, there is definitely something to be said about the influence of social currency.
Take the wildly popular athletic apparel brand, Lululemon, for example. Lululemon has used social currency to establish themselves as the crème de la crème of yoga pants. At it's core, social currency has a lot to do with the concept of making people feel like "an insider." One way to create this type of social capital is to leverage scarcity and exclusivity to impact perceived value and interest in a particular product or service.
According to Berger, "Scarcity and exclusivity play a part in the signaling process by increasing desirability. If not everyone can have something, it makes you look better to have gotten it."
In an effort to create this sense of exclusivity, Lululemon runs their new colors and seasonal items on a 3-, 6-, or 12-week cycle, and they stock a limited number of items in stores to make them appear scarce. As a result, their new items are known to fly off the shelves, despite the fact that there are cheaper alternatives available (a typical pair of Lululemon yoga pants retails for ~$100). 
"What we buy not only serves a functional purpose, but it also signals things about us to others. Sure, other yoga pants might work just as well for half the price, but people aren’t buying Lululemon because it’s the cheapest. They’re buying it because of what it says about them -- that they are into yoga and are wealthy enough to afford the brand," Berger told me. 
While it's evident that leveraging exclusivity and scarcity to create social currency is effective, Lululemon has even more tricks up their sleeve. 
Their strategy also leans heavily the principles of emotion and publicity, as demonstrated by their unique ambassador program. Essentially this program recruits local fitness junkies -- yoga teachers, triathletes, runners -- before a store opens in their area. As a Lululemon ambassador, they are tasked with spreading the word about the brand, and to make it that much easier, they are awarded free Lululemon apparel for their participation.
By encouraging their ambassadors to sport the gear, they are effectively making their product more public. This increase in visibility works to get people wanting, thinking, and talking about the apparel. 
Aside from wearing the yoga pants, the ambassadors are also responsible for promoting the brand, the lifestyle it encompasses, and the community that they are trying to create. This sense of community often elicits emotion -- whether it be a sense of belonging or a new found motivation -- which powers them to share and talk about the brand. 
"Products are more likely to catch on if they are part of a larger social movement. People aren’t just buying something; they are participating in something larger than themselves. Good brands build a community, almost a religion, around what they are doing. There is an ethos or value system they stand for, and buying the product allows consumers to be part of that movement," explains Berger. 

Sparking the Next "Big Thing"

While kale, podcasts, and yoga pants are three perfectly good examples of ideas that spread like wildfire, not all ideas share the same fate. 
So how can businesses prevent an idea from flopping? Here's Berger's advice:
"Many people think that sharing today is quite different from what it was 20 years ago. But in all the hype around the technology, people forgot about something much more important: the psychology. Why people talk and share in the first place, and what drives them to share some things rather than others. Some companies have collected millions of friends and followers, but if no one shares your content, it doesn’t matter. The key is understanding why people share, and using that understanding to craft contagious content."