About Minter Dial

Minter Dial is an international professional speaker & consultant on Branding and Digital Strategy. After a long and successful international career at L’Oreal, Minter Dial returned to his entrepreneurial roots to create first The Myndset Company and then Digitalproof Consultancy Ltd. Working in partnership with a select group of associates, Minter has spent ten years helping senior management teams and Boards to adapt to the new exigencies of the digitally enhanced marketplace. Minter has worked with world-class organizations to help activate their brand strategies, and to integrate new technologies and digital tools, devices and platforms. Above all, Minter works to catalyze a change in mindset and dialling up transformation. Minter received his BA in Trilingual Literature from Yale University (1987) and gained his MBA at INSEAD, Fontainebleau (1993). He is co-author of Futureproof (Pearson Sep 2017) and The Last Ring Home (Myndset Nov 2016), a book and award-winning documentary film.

Disrupting the Tradespeople Market with Rated People’s CEO Celia Francis (MDE290)

Minter Dialogue with Celia Francis

Celia Francis is CEO of Rated People, a marketplace in the UK for tradespeople, such as plumbers and electricians. Rated People is a disruptive player, making waves. In this interview with Celia, we look at the challenges of setting up and driving this business in a £50B market, how to create a trusted network, build up the consumer demand with 31 different trades in as many neighbourhoods as possible in the UK. We also explore how Rated People does its marketing, and tackles issues such as machine learning. A world of opportunities with lessons to be learned.

Below, you’ll find the show notes and, of course, you are invited to comment. If you liked the podcast, please take a moment to go over to iTunes to rate it.

To connect with Celia Francis:


Further resources for the Minter Dialogue Radio Show:

RSS Feed for Minter Dialogue

Meanwhile, you can find my other interviews on the Minter Dialogue Radio Show in this podcast tab, on Buzzsprout or via iTunes. Please don’t be shy about rating this podcast on iTunes here!

Music credit: The jingle at the beginning of the show is courtesy of my friend, Pierre Journel, author of the Guitar Channel. And, the new sign off music is “Finger Paint,” written and performed by Josh Saxe, produced by Chase Geiser. Here’s a link on iTunes. I invite you to take a spin on Pierre’s podcast or listen to more of Josh’s music!

The Limits of Online Transparency Behind the Glass Door

The other day, I was wondering what sites like Glassdoor (skews North American), Comparably  (skews US and heavily tech) and ChooseMyCompany (based in Paris, formerly Meilleures-Entreprises.com), that shine a light on the insides of a company, might be able to tell me as a prospective recruit. To what extent does one get a sneak peak into the internal shenanigans of the company to help make the right selection? Personally, at my stage in my career (54 years old), I would focus on three features (in order):

  • the culture of the company
  • the evaluation of the CEO
  • success of the company (whether it’s trending up or not)

Younger recruits will surely have other preoccupations, including pay scale, interview experience, benefits, etc. For purposes of this article, I took a scan of an industry that I might want to work for (in this case, Beauty & Personal Care*). I then took the top 10 biggest companies as reported by Beauty Packaging (2017 sales in USD). I note that not all 10 companies are pure players in beauty/personal care.

It turns out that the three sites listed above offer different and contrasting ‘inside’ opinions. Bottom line is that you need to dig and scratch to put together some kind of ‘transparent’ image of each company. Clearly, the sites do cater to lower tier ranks, as witnessed by the level of employees and trainees writing in their commentary. Moreover, they can get very granular at a local level (which makes consummate sense for most jobs). Meanwhile, switching to my consultant/pundit hat, I can’t help but think that there are some important conclusions that senior executives among leaders of industry should be aware of. How many leading companies are paying proper attention, I wonder? Herewith some of the findings for my research.

Company Culture

Comparably is the only site that attempts to directly rate company culture. Unfortunately, the number of ratings in the non-tech industry of Beauty/Personal Care is quite feeble. How does Comparably constitute “company culture”? It’s a bit of a black box, in that Comparably just cites that it comes from “employee ratings and reviews.” Ironic, for a company professing to promote transparency. Ratings were only available among 5 of the 10 biggest beauty companies (at the corporate level). Ratings ranged from B (L’Oreal) to D (Estee Lauder). The caveat is that the number of ratings was light (let’s say statistically meaningless) in most cases. Meanwhile, both Glassdoor and ChooseMyCompany prefer to provide an overall company score. See a compilation below.

Figure 1

Top CEO’s in Beauty

Another factor of great importance for me regards the CEO. To what extent is the leader respected, admired, even enjoyed? Much like the overall grades in figure 1, the results provided in Comparably and Glassdoor show a relatively low average. [Comparably provides a rating of CEOs that is only in USA, and is separated out by city location for the HQ.] There is no/little data on other elements that I might want to know, such as to what extent the CEO leads by example, has integrity and listens. In figure 2 (below), ranked in descending order by the Glassdoor approval rating, the only other stark conclusion one can make is that all ten CEOs are men, and this is in an industry selling beauty, personal care (and household) products, whose customer is, of course, largely female.

Figure 2

When I did a dive into the ranking of these ten companies by country, whether it was a “best place to work” or a top ranked CEO, the pickings were slim (figure 3), especially compared to tech companies. But, I’d argue the scores were poor against a whole slew of other industries. Across the five countries, only two CEOs from the top 10 companies featured at all: Louis Vuitton CEO (ie not LVMH CEO, Bernard Arnault) in France (#1) and P&G’s David Taylor was picked twice (in Britain and US). For the rest, it makes for a bleak reading.

Great Places to Work?

figure 3

Choosing the Right Company

For having spent a considerable amount of time looking through the different profiles and company stats, there are several conclusions for prospective candidates. Among the three sites, Glassdoor stands out for the largest, most global set of data. Depending on your country, the other sites can provide some good complementary information. If you’re tech-centric, Comparably provides a bigger pool of companies. If you’re a trainee and based in France (or Europe), Choose My Company could be the better starting point.

If you’re exploring working in the beauty business, first, I suggest you need to be zeroing in on the specific job and brand (not just the corporation) in order to get some juicy (read: authentic) and more granular information about the potential fit. In the end of the day, your immediate boss and environment will dictate your engagement and fulfillment. Secondly, from the standpoint of making a career move, the sites provide some good information about the interview process, salaries and company benefits, even for the trainees (esp Choose My Company). Thirdly, on the positive side, you do yet get a feel for the nature of the industry and the companies, especially when you start to look at what others say about other companies. Whether they can help to figure out if there is a long-term fit is unlikely. Nothing will replace your intuition and doing some personal investigation with current employees IRL. Personally, I would select the company with the portfolio of brands that speak most to you!

In Conclusion

Looking at these stats and findings as a former executive within Beauty, I have altogether other conclusions what these sites say about the top 10 companies. Above all, it does seem that these top companies will need to  find a way to improve their overall ratings. The appetite for old-style management will eventually disappear. For having spent 16 years in the beauty industry, I discovered many wonderful things and met some amazing people. Yet, this little scan via these three sites more or less confirmed that the issues I had seen before are still more or less prevalent. Top management is still male dominated. The calibre and culture of these companies is not as healthy as it could or should be. Yes, the industry is mature (top ten were -2% in 2017 sales in USD) and growth seems to come more from acquisitions (M&A, new brands, territories, etc.) as opposed to organic growth. But, if employee engagement doesn’t improve, the calibre of recruit will decline. And, I believe strongly that increasingly the consumer will want to seek out brands that represent their values (and products, of course, that work, i.e. do what they say promise). And these values are being brought alive by employees. 

For candidates interested in this industry, I say: pick your match carefully and check out the nitty gritty details of the inside culture. Consider your long-term aspirations and how this first step will contribute to these goals. Be aware of the alignment between your personal values and those of the company. It’s a glamorous industry, but the shine can quickly come off if you don’t find the right match. 

*I worked for 16 years at L’Oréal!

Here’s How Merrill Brown Plans To Fix The Media Problem: Check out The News Project (MDE289)

Minter Dialogue with Merrill Brown 

Merrill Brown is founder and CEO of The News Project, a startup helping to make news and news rooms better and more affordable. As the site says, The News Project uses “technology and integrated services to empower journalists, philanthropists, entrepreneurs and investors in information businesses to rapidly launch and effectively operate high-impact, sustainable news and information properties focused on vital, underserved topics and passionate communities.” With a deep background in media, Merrill has been involved as a board member or adviser of many notable organisations, including GoLocal24 and the City University of New York Graduate School of Journalism. He’s also Principal at MMB Media, a strategic and management consulting firm for media and digital businesses. In this conversation, we look at The News Project, the state of the news business, the challenges and opportunities for media companies, how brands could be taking advantage or adopting the same mindset and much more.

Below, you’ll find the show notes and, of course, you are invited to comment. If you liked the podcast, please take a moment to go over to iTunes to rate it.

To connect with Merrill Brown:

Site(s) mentioned:

  • The Texas Tribune – texastribune.org
  • The Bitter Southerner – bittersoutherner.com
  • Cal Matters – calmatters.org
  • ICIJ – International Consortium of Investigative Journalists
  • ProPublica.org
  • Scandinavian media companies blazing trails: Amedia (see below) and Svenska Dagbladet, among others. Read here via INMA.org for a more comprehensive listing of interesting examples.
Here’s how this Norwegian publisher built a successful digital subscription model for local news


Further resources for the Minter Dialogue Radio Show:

RSS Feed for Minter Dialogue

Meanwhile, you can find my other interviews on the Minter Dialogue Radio Show in this podcast tab, on Buzzsprout or via iTunes. Please don’t be shy about rating this podcast on iTunes here!

Music credit: The jingle at the beginning of the show is courtesy of my friend, Pierre Journel, author of the Guitar Channel. And, the new sign off music is “Finger Paint,” written and performed by Josh Saxe, produced by Chase Geiser. Here’s a link on iTunes. I invite you to take a spin on Pierre’s podcast or listen to more of Josh’s music!

How Best To Optimise Your LinkedIn Networking?

Have you noticed any changes in LinkedIn recently? Are you over– or under-whelmed by the LinkedIn experience? Regularly, I can say that I feel rather frustrated with the constant flood of connection requests. I would say that LinkedIn networking is not going the way I had imagined. As I have written in the past, LinkedIn should be about building a network of known and trusted individuals, on whom you can count, at the very least to reply to a question, favour or even call for help. [See my post, How to Build a Great Linkedin Network.”] I am constantly mystified how even people I know and trust don’t reply to my messages, whether they’re an innocuous hello, a question or a favour. Without a genuine link, the strength (and utility) of the relationship is brought to below zero as it means that your inbox will be polluted by unsolicited information or, worse, spam, meaning that your real network won’t get through to you.

Linkedin Functionality and Workflow

Up until recently, I thought I had a good system set up for dealing with the volume of connection requests that are not — or seem not to be — legitimate (i.e. people I know and trust).

Linkedin networking connection request

The worst type of connection request: egghead + no message

The philosophy I have long used is that, out of courtesy, I don’t want to reject (“ignore”) out of hand a connection request just because I don’t recognise him/her. This is typically the consequence of the request coming through without any relevant commentary. Yet, I always prefer to write back to explain my rejection. Until recently, this worked because individuals with a legitimate request or whom I had met previously but mistakenly rejected could fire back a message directly via LinkedIn. In this way, I don’t let legitimate connection requests fall through the cracks. Ultimately, for me, it’s about keeping my LinkedIn network strong, fluid and current.

In their latest update, however, LinkedIn has made a change that puts a spanner in my workflow. Specifically, after I send a message and ignore the connection request, the new functionality settings no longer allow people to reply ​to me after I have ignored their request. As a result, I have had to change my workflow, which is what I want to share with you.

My New LinkedIn Connection Request Workflow

First, I prepare a number of different responses (in French and English). These are stored in Evernote and fluctuate around the theme of “I’m sorry but I don’t recognise your name, I won’t connect with people I don’t know and trust… But if you had a special reason, I am all ears.” I have about 6 different template messages in each language. Here’s one example:

I checked out your request for a connection. I see we have a couple of connections in common, but unless I’m mistaken, I don’t believe we have met? I have made a habit of only accepting people I know and trust.  If you have a specific question or project in mind, please don’t hesitate to write to me [email protected]

Best regards, Minter

The key point is to make the connection worthwhile on a two-way basis. And, with some further exchanges, we can get a better feel for the interest of going further in the relationship.

Taking the talk outside Linkedin

Linkedin networking connection requestAfter giving a little personal touch to the message, I then ignore the request (otherwise I don’t have a way of keeping tabs of people I have yet to respond to). It used to be that these “ignored requests” were still able to reply to “prove” the request to connect. Now they cannot. They are blocked from contacting me on LinkedIn messaging. With the new functionality, I therefore now add an email address that allows individuals to write back to me separately. What I have parenthetically discovered is that this extra step for getting back in touch with me means that the requester must be particularly motivated. There is a necessary extra level of engagement that can help strengthen the link. I’ve actually met some interesting new people that way.

LinkedIn Failures

As LinkedIn looks to monetise its community, it is naturally looking for ways to encourage users to go premium, including the “right” to send messages to other LinkedIn members. But, the company needs to be careful not to create an empty network. In their chase for money, they may forget the user experience. A second foible is the heavy promotion that LinkedIn does to encourage hitting the CONNECT button with “People you may know.” It’s quite extraordinary that, for the vast majority of the suggested people, I have absolutely ZERO reason to connect with them.

Linkedin networking connection request

People you may know?

Moreover, the people sending these connection requests are often too lazy to provide any context for the request. It’s imperative to add a note if there can ANY doubt as to the nature of the LinkedIn connection request.

A Trusted Network?

I wonder how LinkedIn expects to create a worldwide and trustworthy network if people do not and/or cannot establish their reason for connecting. It seems that LinkedIn Inmail is now the only way to write after I ignore the connector’s request. Otherwise, they need to resend another request (which can seem rather aggressive considering my response). So, I have opted to add an email address to take the conversation outside of LinkedIn. ​Surely, LI doesn’t want that either? Or would they rather me just blithely ignore or accept willy-nilly? It is my belief that LinkedIn should be considering how to build a network where each connection is valued.

In the realm of other great insights on how to manage your incoming requests, check out this article and flow chart from Leah Fessler:

Unsure who to accept or reject on LinkedIn? Consult this flowchart

Three Untapped Ways To Radically Boost Your Productivity

A Freakonomics podcast from Nov 2017 discussed how productivity gains (and exponential ideas) were grinding to a halt (“Are we running out of Ideas?”). At the very least, the idea of endless productivity gains was called into question. If Moore’s Law may have held true for integrated circuits, the cost of that progress has risen disproportionately, meaning the economic value of those productivity gains has not been as easy to extract. If we are running out of ideas per se, there are yet many new technologies that will surely provide bountiful opportunities for productivity gains, such as AI, robotics, 3D printing (as Caleb and I went over in our book, Futureproof). All the same, the reality is that most large companies are struggling to unearth the productivity gains because of a host of other factors, namely softer matters around culture, people and organisation.

The Future of Productivity Lies…

productivity the future is femaleMaybe it’s because my eyes are drawn to such statements, but I feel I often see t-shirts or signs with the slogan: The Future is Female (see right). It’s a term that was coined in 1975 and found a resurgence after a NYT article in 2015 entitled, “A feminist t-shirt resurfaces.” To my view, I tend to subscribe to the term that the future is feminine rather than female, because it’s more about the feminine characteristics and mindset (generalisations being what they are). This also includes the chance for men to have those same qualities and participate. As some of you will know, I studied Women’s Studies as a minor at university and the 12 courses I took certainly contributed to adjusting my viewpoint on many subjects. What “feminine” means is perhaps up for debate; but in my interpretation, feminine stands for the best in diversity, community, listening skills, emotional and social intelligence, and a less ego-centric world. And I think it’s true that the future needs more such attributes, but that certainly isn’t enough.

The Softer Approach to Productivity Gains

If current business leaders have been programmed to drive innovation, eke out evermore profits and cut costs, we’re now in a world where transparency is shedding light on the way that businesses are getting those results. We can no longer gloss over poor ethics and practices with a shiny mission statement emblazoned on the lobby walls. To my mind, the bigger productivity gains lie in the space between those words: the human spirit and discretionary energy of the workforce.

Productivity through ESP

Whether it’s making the world a better place, unlocking potential in your business or improving the dynamics with those close to you, I fundamentally believe that these three ingredients, reframing the acronym E.S.P. (i.e. not Extrasensory Perception), provide the most under-exploited, untapped opportunities for business to drive productivity and performance. ESP stands for: Empathy, better Sleep and Purpose.

  • Empathy ESPEmpathy: the art of not focusing only on yourself. Empathy is the bedrock of a culture that accepts diversity. In business, it’s also the best way to uncover the deepest motivations of your staff. And it’s absolutely fundamental to being more customer centric. Furthermore, empathy can/will be connected to performance. In the State of the Workplace Empathy study 2018 by Businessolver, it reveals that “87% of CEOs see a direct link between workplace empathy and business performance, productivity, retention and general business health.” What can your company do to encourage more empathy throughout the organisation? This is the subject of an upcoming white paper of mine! Stay tuned. In the interim, check out this post: The 5 Best Ways to Improve Your Empathic Abilities.
  • Sleep ESPSleep: the art of having the right energy. Our days are often informed by the sleep we had the night before. We spend so much time in a cognitive mode and driving efficiencies and effectiveness in our daily operations, business leaders don’t want to submit to their emotional state or whine about sleep deprivation. But, this is a big mistake. Why don’t all Learning For Development programmes include a module on sleep? After all, for the 1/3 of our day when we sleep, it heavily impacts the other 2/3. Sleep is when your brain eliminates toxic proteins that impair your ability to think. As this INC article by Dr Travis Bradberry says, sleep deprivation affects “your mood, ability to focus, and access to higher-level brain functions for days to come. The negative effects of sleep deprivation are so great that people who are drunk outperform those lacking sleep.” So,my injunction to business leaders: do right by making good sleep an integral part of your culture. For example: Include a module in your Learning for Development on what sleep is and how to sleep better. Add sleep pods at work and encourage naps!
  • Purpose ESPPurpose: I like to define purpose as the art of considering the welfare of the whole. As explored in this 2013 HBR article, having purpose is not an idle “leftie- leaning” thought. It’s also a strong motif for success. From 1996-2011, 18 publicly traded companies, identified as “firms of endearment” and wielding a genuine purpose, provided 10.5x higher returns versus the S&P500 over the same period. So I ask: What’s your company’s purpose? How would the world be worse off without you?

EI versus IQ?

Ever since Howard Gardner’s 1983 pioneering book, Frames of Mind: The Theory of Multiple Intelligences, that details nine forms of intelligence, we now understand that we can be intelligent and yet not be good at Maths or English at school. Some people are certainly better than others at certain forms of intelligence, of which has its power. While it’s not about rational (IQ) versus emotional intelligence (EI), it’s true that it’s hard to be intelligent on all fronts. Thus, it’s about having a weighting. If logic were a proxy for rational intelligence (i.e. logical-mathematical according to Gardner) and empathy for emotional intelligence, brain scans find that the two modes are, in fact, mutually exclusive. A 2012 study published in NeuroImage spelt out that separate neural pathways are used alternately for empathic and analytic problem solving. Ultimately, it’s about creating a team that has enough of each, according to the company culture, business segment and strategic challenges.

The High value of EMotion

Research shows that Intelligence Quotient (IQ) determines what job you can get and hold; Emotional Intelligence (EI) predicts how well you will do in that career – whether you have the motivation and social abilities to be a star performer or leader. Dr Annie McKee, in an interview on Telos, said, “[s]uccessful people have higher self-awareness and know what will motivate or demotivate them[selves]. They also are able to avoid bursts of emotions. Better social awareness makes them more tuned to the political undercurrents in an organization.” All of these qualities, importantly, help figure out how to drive change, so vital to businesses everywhere.

The Force of ESP

Being more empathic, getting the right sleep and knowing why you exist, are powerful drivers. By bringing more ESP into your workplace – and into your life – I truly believe performance and joy will follow more easily. It is my profound conviction that each quality, if  brought into the organisation, will provide the greatest untapped, even boundless, gains in productivity and performance.

Being fully purposeful

As a valued friend once said to me: there’s nothing as powerful as congruency. When you are all singing from the song sheet, the sound of the choir is elevated. The elevation that I want from this particular concept of ESP has a purpose unto itself. It’s this: the world needs more Empathy, Sleep & Purpose. With deeper empathy, better sleep and a rallying purpose, the world would be far improved place; and, I believe, business is perfectly suited to contribute to making this change come about.

Your thoughts and reactions are entirely welcome.

The 5 Best Ways To Strengthen your Empathic Abilities

I have long been fascinated by the topic of creating empathy. In business, I believe that empathy is one of the most untapped sources of performance. But, how does one go about teaching or transmitting empathy? At an organisational level, the challenge is scale and consistency, especially during the difficult moments (e.g. in times of crisis…). Then there is injecting empathy into a machine, so called “Artificial Empathy.” But what about the individual human being? If you’re ambition is upgrade your brand’s empathic powers, I say: start with yourself.

Upgrading Your Empathy

From my experience and research, here are the five most powerful ways to enhance your empathic abilities, also known as your empathic muscle.

  1. Empathy ESPListen. Practice active listening, by reformulating what you hear out loud. This can be done with anyone on any media, starting off with low risk situations, such as the cashier at your local market or the bus driver. Observe the non-verbal cues. The key is to be entirely focussed on the intended meaning and feelings of the other.
  2. Explore Differences. Explore other environments where people come from a different background than yours. For example, you might want to join a local community outreach or volunteer in a charity shop. Immerse yourself in the diversity of someone else’s experience.
  3. Read Fiction. By reading literary fiction, you explore and relate to other characters. You will get exposed to the intricacies and inner thoughts of others, that you’re not naturally going to find in day-to-day life. The research suggests that the fiction ought to be a classic (aka high-brow), but there are many less well-known books that provide wonderful insights and interpersonal relationships, not to mention intrigue!
  4. Do Mindfulness. While mindfulness and mediation are all the rage these days, it’s also a practical way to focus on the here and now. And it’s very relevant to be present when listening to someone else. My preferred mindfulness guide is Monique Rhodes (The Ten Minute Mind). Monique refers to the ability to bring your focus back on the present as developing a muscle. It’s a muscle that is keenly linked to the empathy muscle!
  5. Know Why. I put this last because it’s most likely to be the hardest to digest. It ought actually to be the starting point. If you know why you want to be more empathic, you’ll create the environment, take the time and make the effort.

What other ways do you suggest? Happy to hear your comments!

Explore Your Epigenetics For Better Personalised, Preventative Healthcare with Chronomics CEO Dr Tom Stubbs (MDE287)

Minter Dialogue with Tom Stubbs

TOM STUBBS ChronomicsDr Tom Stubbs is the CEO and co-founder of Chronomics. With a PhD in epigenetics, specialised in aging, Tom and his team launched Chronomics late last year. It’s a service that looks at your epigenetics and provides an analysis that encourages action because you can evaluate the progress (as opposed to a stable genetic test). Tom has offered a salivating offer for listeners of this podcast, so please take a look below. If you’re interested in personalised, preventative health, Chronomics is for you.

Below, you’ll find the show notes and, of course, you are invited to comment. If you liked the podcast, please take a moment to go over to iTunes to rate it.

chronomics box saliva test

Here are your exclusive discounts codes:

  • £200 OFF Code: minterdial
  • £50 per month on the monthly subscription: minterdialsubscription

To connect with Tom Stubbs:

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Why We Should All Take More Responsibility … Of Our Communications

How much responsibility do you take for your life and its current outcome? Chances are, you like me, have a self-awareness that is not as finely tuned as it needs to be. I certainly know I struggle with it myself!

The Role of Responsibility


In our book, Futureproof, co-written with Caleb Storkey, the first three chapters involve the three mindsets that are key to optimising one’s approach to disruption. Whichever new technologies may be useful (or threatening) for your business, it’s our assertion that it’s vital to adopt these three mindsets:

  1. Meaningfulness
  2. Responsibility
  3. Collaboration

It’s worth noting that they’re in descending order of importance. Nonetheless, each is important in its own way. In a recent conversation with a friend, I honed in on something we did not cover in the book, namely the singular importance at the root of responsibility: RESPONSE. In other words, in responsibility, there is also the responsibility to respond.

RESPOND /rɪˈspɒnd/ (intransitive): To act in return; to carry out an action or in return to a force or stimulus; to do something in response.

Shirking our responsibility to communicate

It was my friend’s and my mutual experience that MANY of our own outgoing messages go unanswered. This includes communications to friends, family and colleagues. There are (arguably) a few “lucky” individuals or celebrities with an outsized number of followers (read: hundreds of thousands) who can arguably afford not to be responsive to incoming messages from their fanbase or potential clients. In that case, the savvier person will figure out an alternative way to deal with the communications, which could include hiring an assistant or programming some IA (i.e. an AI-infused “intelligent assistant”) to sift through and help reply.

Not to respond is a choice, an act

However, for the most part, in my version of reality, it seems hard to justify NOT to respond to a legitimate mail. It’s my wiring. Notwithstanding the spam and the unsolicited nonsense, when you receive a mail from a friend, colleague or a connection on Linkedin, it should be flagged as a NEED-TO-RESPOND. The way you communicate defines who you are in the eyes of the others. Yet, there are loads of people without even small fanbases who just don’t respond. Reasons for not responding are legion, of course. For example, it can be because the inbox is infested with unnecessary spam and Cover Your Ass (CYA) messages, etc. Others are overwhelmed by the quantity and confusion caused by the different media, platforms and devices. Or it could be both. If you’re someone who feels that you don’t need to reply, aren’t you then saying: “It’s just fine not to get back to me, too, when I send a message?” And to be clear, that’s true even when you (the sender) deem the message to be important. Some would have it that their messages are more important than the others. Outside of the self-aggrandisement, in a world where fortunes change, that can be a risky gambit to think all the time.

It’s my observation that the burgeoning level of irresponsibility is one of today’s largest entropic forces in business and, dare I say it, in life’s real-world relationships, too.

Why Should We Respond To Others?

My friend and I started to riff on the different reasons why we ought to respond to messages. With which do you agree/disagree? Which resonates most with you?

  • To respond is to communicate: communication is vital to our vitality. Be alive!
  • Behind every communication, maybe not right away, could be a reasonable business opportunity
  • Demonstrate a sense of responsibility, for example: as a recognition of other’s work.
  • To show your gratitude – be grateful for someone reaching out to YOU
  • Treat others as you would like others to treat you.

Any other reasons come to mind? Your thoughts are most welcome!

Using Artificial Intelligence To Decode Our Heart Beat Into Emotions with Limbic AI CEO, Ross Harper (MDE286)

Minter Dialogue with Ross Harper

ross harperRoss Harper, with a PhD in Computational Neuroscience, is founder and CEO of Limbic AI, a recent startup building a robust dataset and using artificial intelligence to infer the emotional state of the user, wearing an appropriate wearable device, from his/her heart beat. In this conversation, we discuss the opportunities that reading the heart beat could do for many different businesses. We look at the key to building a business on the basis of AI, the state of the art of understanding emotions via the different methods, as well as the courses and sources for people interested in knowing more about AI.

Below, you’ll find the show notes and, of course, you are invited to comment. If you liked the podcast, please take a moment to go over to iTunes to rate it.

To connect with Ross Harper:

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