Last week I was a speaker at the Minnesota Residential Real Estate conference. I talked about the Internet and communicating across generations. It was a kind of high level over view of web 2.0 and how to leverage it to win business. When I was finished I went out into the lobby, where I was introduced to people and people were waiting with questions.
The questions were the same ones people always ask. How long does it take to do all of this? (two hours a day) Do you use pay per click? (never but maybe I should) Where can I learn more about this? (I teach a class or can point you to some resources on the Internet, email me for links) How did you learn all of this? (I am about 300 years old in Internet time and kind of evolved with it, or some times I say “magic”)
Then there are the people that kind of linger. They often don’t look happy. They ask a different type of question, or maybe it is just that they ask with a different tone. . . like, “I suppose you spend all day in your office writing blog posts” or “Do you really believe that a web presence is better than door knocking?” They are some what aggressive and even hostile. I don’t take it personally, being a Realtor has taught me not to take anything personally.
When I answer their questions, they argue with me. It is like they are trying to talk me out of it. If I am not careful I could get sucked into a heated debate about the value of the Internet for Realtors. To me there is no question and nothing to debate. To get business we all need to be on the Internet because that is where the buyers and seller are in droves.
Where am I going with this? Follow me for a second into the twilight zone. A couple of days ago a realtor that I have a lot of respect for was preaching the value of open houses. I started arguing with her. My tone was almost identical to those who get me in a corner or surround me in a crowded lobby. I wanted to argue with her.
I wanted to argue because I hate doing open houses and so I stopped doing them about a year ago. I don’t see the value in them for me or for my clients. I believe that for some agents they do have value and would not discourage them if it is working. If I thought that to be successful in this business I would have to do open houses I am thinking I would consider quitting.
Back to the Internet. The way I feel about open houses is how some agents feel about technology. They are afraid of the Internet because they don’t understand it and don’t feel that they have the skills needed to exploit it. They get angry because the idea of having to use the internet and computer technology in general is threatening to them. They are afraid they will not be able to do it, just like I would be very afraid if my lively hood depended upon my ability to hold successful open houses.
In the long run no agent can afford to ignore what is happening and what has happened in our industry. We all need to grow, learn, and adapt if we want to be successful. An angry rebellion against the machine isn’t going to work. Some agents are also rebelling against the idea of listing foreclosures or working with short sales, or writing offers on foreclosures. It isn’t the kind of business that I gravitate toward either but if I want to serve my clients sometimes I need to work with bank owned property and I do.
How to build apps without knowing how to code (it’s actually common!)
(TECHNOLOGY) No-code app-building tools are becoming more available to the everyday user, which could lead to more inventive and original apps.
“Learn to code” is a common, frustrating refrain often hurled at job-seekers, entrepreneurs, creative professionals, and others. Depending on who’s saying it, the intent could range from well-meaning to willfully hurtful.
It does, in a way, make sense. Computer programming is the foundational language that modern life is built on. And while many people use technology that they don’t understand every day—from microwaves to cars—there’s something a little different about programming. It’s omnipresent for just about anyone, just about everywhere, whether they use it for work or not. And more people use it for work than ever. It’s the single most sought-after skill in the job market.
But “learn to code” isn’t practical for everyone. Not everyone with an app idea has the time to learn how to build an app from scratch, or the money to hire people to do it for them. That’s where the low-code/no-code movement comes in. It’s all about giving the people the tools they need to execute on an idea without having to learn an entire new skill set. When you bake a cake, you probably don’t grind wheat into flour, and when you build an app, you don’t have to start with Python.
No-code isn’t really a new idea.
The fact that computers have menus and icons is the result of early programmers realizing that non-programmers would have to use a computer sometimes. You could look to tools like RPG Maker that let people build their own video games back in 1992. RPG Maker was like a Lego kit for making a video game. And not only is it still going strong, it proved itself prophetic. It turns out that giving people tools and a sand box is a great way to enable creativity.
This has been the long arc of the Internet, too. There was a time when participating in the World Wide Web in a meaningful way meant learning to program. Places like Geocities gave you real estate to set up a website. But you had to build that site yourself. We’ve moved away from that as the Internet commodified. Sites like Facebook and Twitter remove customization in the name of uniformity.
But creative tools persist. Consider “WYSIWYG,” or “What You See Is What You Get” web editors. These are tools like WordPress that reclaimed some of that Internet customization. They give you assets to build a website, and you plug them in where you want.
It’s a middle ground between building from scratch, and having everything handed to you. It’s the sweet spot of accessible creativity. (If you’ve never heard anyone say “WYSIWYG,” that’s probably because these web development tools are so common that they don’t really need a special name anymore.)
Right now, one of the biggest areas of no-code design is in app development. These app dev tools are similar to building a WordPress site. They give you the raw materials, and you customize and assemble them however you want to. Adalo, a no-code platform for building apps, lets your bring assets and ideas to the table, and gives you a framework to organize those ideas into an app.
They aren’t alone. AppOnboard, a no-code software development suite, purchased Buildbox, a leading no-code game development platform. Their combined resources represent a stunning library of assets, full of potential.
What does this mean for coders? Probably not much. Specialized skills are still in high demand. But for the rest of us, a slow democratization of development is taking place, and it’s exciting to watch it take shape.
Ageism: How to properly combat this discrimination in the workplace
(BUSINESS) Ageism is still being fought by many companies, how can this new issue be resolved before it becomes more of a problem?
Workers over the age of 55 represent the fasting growing sector in labor. The U.S. Department of Labor estimates that 25% of the labor force will be over age 55 by 2024. A 2018 AARP survey found that over 60% of the respondents reported age discrimination in their workplace. The figure is even higher among older women, minorities, and unemployed seniors. Age discrimination is a problem for many.
Unfortunately, age discrimination lawsuits aren’t uncommon. We have covered cases for Jewel Food Stores, Inc., Novo Nordisk, Inc., AT&T, and iTutorGroup, all alleging age or disability discrimination in some form or fashion. This could be from using vocabulary such as “tenured,” hiring a younger employee instead of promoting a well-season veteran, or pressuring older employees with extra responsibilities in order to get them to resign or retire early.
How can your organization create an age-inclusive workforce?
It is difficult to prove age discrimination but fighting a lawsuit against it could be expensive. Rather than worrying about getting sued for age discrimination, consider your own business and whether your culture creates a workplace that welcomes older workers.
- Check your job descriptions and hiring practices to eliminate graduation dates and birthdates. Focus on worker’s skills, not youthful attributes, such as “fresh graduate” or “digital native.” Feature workers of all ages in your branding and marketing.
- Include age diversity training for your managers and employees, especially those that hire or work in recruiting.
- Support legislative reforms that protect older workers. Use your experience to create content for your website.
Changing the culture of your workplace to include older workers will benefit you in many ways. Older workers bring experience and ideas to the table that younger employees don’t have. Having mixed-age teams encourages creativity. There are many ways to support older workers and to be inclusive in your workplace.
What steps are you taking in your organization to reduce ageism in your workplace?
Strong leaders can use times of crises to improve their company’s future
(EDITORIAL) In the COVID-19 crisis, some leaders fumbled through it, while others quietly safeguarded their company’s future.
Anthony J. Algmin is the Founder and CEO of Algmin Data Leadership, a company helping business and technology leaders transform their future with data, and author of a new book on data leadership. We asked for his insights on how strong leaders can see their teams, their companies, and their people through this global pandemic (and other crises in the future). The following are his own words:
Managers sometimes forget that the people we lead have lives outside of the office. This is true always but is amplified when a crisis occurs. We need to remember that our job is to serve their teams, to help them be as aligned and productive as possible in the short and long terms.
Crises are exactly when we need to think about what they might be going through, and realize that the partnership we have with our employees is more than a transaction. If we’ve ever asked our people to make sacrifices, like working over a weekend without extra pay, we should be thinking first about how we can support them through the tough times. When we do right by people when they really need it, they will run through walls again for our organizations when things return to normal.
Let them know it’s okay to breathe and talk about it. In a situation like COVID-19 where everything was disrupted and people are adjusting to things like working from home, it is naturally going to be difficult and frustrating.
The best advice is to encourage people to turn off the TV and stop frequently checking the news websites. As fast as news is happening, it will not make a difference in what we can control ourselves. Right now most of us know what our day will look like, and nothing that comes out in the news is going to materially change it. If we avoid the noisy inputs, we’ll be much better able to focus and get our brains to stop spinning on things we can’t control.
And this may be the only time I would advocate for more meetings. If you don’t have at least a daily standup with your team, you should. And encourage everyone to have a video-enabled setup if at all possible. We may not be able to be in the same room, but the sense of engagement with video is much greater than audio-only calls.
We also risk spiraling if we think too much about how our companies are struggling, or if our teams cannot achieve what our organizations need to be successful. It’s like the difference in sports between practice and the big game. Normal times are when leaders game plan, strategize, and work on our fundamentals. Crises are the time to focus and leave it all on the field.
That said, do not fail to observe and note what works well and where you struggle. If you had problems with data quality or inefficient processes before the crisis, you are not fixing them now. Pull out the duct tape and find a way through it. But later, when the crisis subsides, learn from the experience and get better for next time.
Find a hobby. Anything you can do to clear your head and separate work from the other considerations in your life. We may feel like the weight of the world is on our shoulders, and without a pressure release we will not be able to sustain this level of stress and remain as productive as our teams, businesses, and families need us.
Opinion Editorials2 weeks ago
America has an addiction to being busy, here’s what we need to do about it
Business News1 week ago
Email remains the top communication tool for businesses – here’s why
Business Marketing2 weeks ago
News flash: Your coworkers are not your family
Business News5 days ago
10 ways retailers track repeat customers that you can implement now
Business Marketing5 days ago
Use nostalgia as a marketing niche for your business today
Business News1 week ago
5 reasons why you need a mentor, stat!
Opinion Editorials1 week ago
The one easy job interview question that often trips up applicants
Business Entrepreneur2 weeks ago
4 tips for success for acquiring a business, and how and why to do it