Welcome to the Wrong Side of History

Lora wrote an absolutely spot-on letter to the editor in response to the Santa Barbara Independent’s endorsement of No on Measure P.

God I love this woman.

Published for your viewing pleasure below.

Welcome to the Wrong Side of History

With last week’s endorsement of No on P (Measure P bans extreme oil extraction methods like fracking), Marianne Partridge of The Independent chose to move her paper to the wrong side of history. And like the publishers that argued for slavery, for segregation, to keep smoking in restaurants or to block gay marriage, she has thrown away her paper’s legacy.

In an incoherent and mealy-mouthed statement, Partridge suggests that the primary reason for her betrayal of Santa Barbara is that the initiative process that produced Measure P, flies “in the face of good governance.” Presumably, she endorses leaving power over regulation of Big Oil to the Board of Supervisors. What she fails to mention, is that Big Oil has essentially bought two Supervisors (Lavagnino and Adam) with massive contributions to their campaigns.  Recently they attempted to unseat a third.  Had they been successful, Chevron would have unfettered ability to frack and put our health, safety and ground water at risk. And they are not done trying.

Measure P is a direct response to this threat. The initiative process is the only way to block Big Oil’s political land grab.

Complaints that Measure P is “too hurried” are akin to the pleas issued by Southern States to “avoid haste” in desegregation. Arguments that the initiative process is not good governance is reminiscent of arguments that slavery was about State’s Rights rather than Human Rights.

Big Oil, just like slave owners or tobacco before them, will act to protect their rights. In this case, to pollute for profit.  Our right to clean water trumps Big Oil’s so-called rights.  Don’t be confused. Vote YES on P.


Lora Barnett

Yes on Measure P Volunteer

Santa Barbara, CA

Want more info? Visit:


Posted in General

Measure P will protect county funds

Do you believe Big Oil’s claims that Measure P will cause cuts to County funding? In one recent release, they quote a June 13 County Report out of context to create a gloom and doom scenario. The report actually says that Measure P will have, “no immediate loss in tax revenue,” and that current oil wells can continue to, “produce all their available oil.”

The reality is that we may already be losing money in our County based on how things are structured with Big Oil.
The public has to pay for road maintenance from heavy truck traffic, environmental contamination and other impacts. In the last 15 years, the Santa Barbara County Fire Department has responded to over 400 waste leaks and spills from oil production.

Other counties have an oil extraction tax to compensate taxpayers for the high costs of this industry. We don’t but should. The only direct revenue Santa Barbara County gets from oil companies is what they pay in property taxes. And those taxes account for only 0.6% of our total County Budget.
Since Measure P doesn’t impact current conventional oil drilling methods and property taxes would continue to be paid regardless, there is no conceivable way that Measure P would hurt revenues for emergency services or any other county services, despite what Chevron and other out of state and foreign oil interests pouring millions into this election would have you believe.
What Measure P will stop is a boom in thousands of new oil wells using very risky and polluting oil extraction techniques, which could dramatically increase taxpayer expenses associated with the response and clean up. If Measure P were defeated, Big Oil’s planned expansion of the use of risky oil production techniques would be unchecked. Expect an increase the number of spills, declining value of properties and waste and pollution of our irreplaceable water supplies with toxic chemicals.
We cannot afford those risks in Santa Barbara County. We must stand up to Big Oil. We must pass Measure P in November.

Posted in General, Measure P

For Ann Handley

This post is for Ann Handley to give her a sense of the content we’re creating by following the Content Rules.

Some sample content since we began following Ann’s advice:

Not Ann? Avert your eyes! Unless you care about content, in which case, you might want to check out Ann’s books:

Posted in General

10 Mistakes Companies Make Handling Outages (and How to Avoid Them.)

Originally published in VentureBeat – 9/24/14

No one likes to talk about outages. They’re horrible to experience as an employee and they take a heavy toll in customer confidence and future revenue. But they do happen.

Even publicly traded tech powerhouses, such as eBay and Microsoft, who have more technical resources than you’ll ever have, fall prey to outages. And when they do, they are closed for business, much to the chagrin of their shareholders and executive teams. Aberdeen Group estimates that the average cost of downtime for businesses is $161,000 / hr.

Root causes of outages include:

  • The infamous fat finger (human error)
  • Gaps in knowledge about complex systems and their interdependencies
  • Equipment failures, including out of date machines or those not configured correctly
  • Hacking or other security breaches
  • Poor or missing processes
  • Any combination of the above

Consequences of outages include:

It’s not so much a question of whether an outage will occur in your company but when. The secret to surviving them is to get better at handling them and learning from the mistakes of others. Nobody is perfect all the time (LogicMonitor included) but we hope by talking about these mistakes, we can all begin the hard work required to avoid them in the future.

Here are the Top 10 Mistakes Companies Make Handling Outages and How to Avoid Them All:

  1. Not having a tried-and-true outage response plan

    Does this sound familiar?An outage occurs. A barrage of emails is fired to the Tech Ops team from Customer Support. Executives begin demanding updates every five minutes. Tech team members all run to their separate monitoring tools to see what data they can dredge up, often only seeing a part of the problem. Mass confusion ensues as groups point their fingers at each other and Sys Admins are unsure whether to respond to the text from their boss demanding an update or to continue to troubleshoot and apply a possible fix. Marketing (“We’re getting trashed on social media! We need to send a mass email and do a blog post telling people what is happening!”) and Legal (“Don’t admit liability!”) jump in to help craft a public-facing response. Cats begin mating with dogs and the world explodes.

    OK, that last part may not happen. But if the rest sounds familiar, your company might be making Mistake #1.

    How to avoid: A well-formed process for handling outages must define who is accountable for resolving issues, who is in the escalation path and who is responsible for communicating about issues. It includes a post-mortem process for analyzing the root cause behind the outage and addressing any gaps, which can range from building redundancy into systems to changing monitoring settings so that issues can be caught and resolved before an outage might reoccur in the future.

  2. Lack of communication about the outage with impacted customersIn the heat of trying to get your company back online, it’s easy to “go dark.” Unfortunately, not communicating with customers often causes a host of negative consequences, including a flood of support calls, longer hold times, and poor customer experience, and it can produce a perception that your company is unresponsive, untrustworthy or not in control.

    The fault often lies in poor or missing lines of communication between customer-facing groups and your Tech Ops team. Not having systems (blogs, forums, mass email, RSS feeds, etc.) with which to notify customers of issues can be a big problem. Or companies don’t communicate about the outage based on the mistaken belief that customers might not notice the issue (customers will notice) and that damage will somehow be minimized (lack of communication only makes it worse.)

    How to avoid: Ensure you have a defined communication process in place with clearly assigned responsibilities for both internal and external communication during and after the outage. Make sure everyone involved is familiar with it. Don’t just store it on your company’s web site, because that may not be accessible during the outage.

  3. Playing the blame gameBlaming a partner or vendor is a tactic companies sometimes employ in responding to outages. It rarely proves successful, because customers see it as abdicating responsibility for a decision the company ultimately made. (Who chose to depend on that vendor or partner? You did.) By not accepting responsibility, the company is also not taking steps to prevent recurrence of the problem, which is unlikely to be a crowd-pleaser.

    How to avoid: Taking broader responsibility and instituting a review of vendors involved, setting up redundancy or reviewing processes that might have contributed to the issue are all better options than playing the blame game. Ensure post-mortems are blameless and get to the root cause of the failing process by using the 5 Whys.

  4. Not knowing they are having an outage in the first place.The worst way to hear about an outage is to have your customers tell you. Having your monitoring infrastructure in the datacenter being monitored is, unfortunately, a good way to have outages that you don’t get an alert about – because premise-based monitoring goes offline too. Even if your datacenter is Amazon, which is what happened to Loggly during an extended outage a few years ago.

    The best way: to get an alert from a unified SaaS-based platform like LogicMonitor that tells you if your whole datacenter is down. Your monitoring platform should provide a complete view of websites (including performing synthetic transaction checks), applications, databases, network, servers, virtualization and the Cloud (wherever your IT infrastructure is housed), so that you can proactively fix issues before customer experience is impacted.

  5. Inappropriate communication about the outage.When Dreamhost customers experienced an issue with their billing system, they responded with what they thought was a humorous explanation, prompting a legendary furor on the part of customers who focused on Homer Simpson cartoons and jokes rather than apologies and responsible explanations. They savagely attacked Dreamhost in online comments and in social media.

    How to avoid: If the impact of an outage affects your customers and their ability to conduct business, take it seriously. Someone at your customer’s company selected you as a vendor and their judgment could be called into question because of your outage.

  6. Missing any of the 5 elements to a successful outage communication/apology“I’m so sorry that this happening, but I cannot help you. Yes, I realize that not providing you with any useful information about why this is happening and what is being done to solve it, giving you an ETA for resolution and telling you how we plan to prevent it from happening again and what we intend to do to compensate you for the trouble must be incredibly frustrating, and you have my deepest and heartfelt apologies for any inconvenience this is causing you. I know you depend on us, we value you as a customer and we take this very seriously, etc.”

    Don’t do this. This mistake can be a symptom of not having a direct and open line of communication between your customer support and technical operations teams or from softening apologies at the urging of Legal or Finance departments.

    How to avoid: The 5 elements (bolded above in case you missed them) are core to any well-formed apology. They will cost you far less, in the long run, than the loss of revenue you’ll experience if your customers leave in large numbers because you mishandled the outage.

  7. Disaster Recovery That’s a Disaster 

    Companies make a number of mistakes in the area of architecting a Disaster Recovery solution. The first and most obvious is to not have DR in place. The second is to architect a solution but to not factor in the increased load on the secondary system that will occur when failover occurs. Most computer loads do not scale linearly. If two sites are each running with a database at 40% load – that does not mean that one site can handle the workload of both at 80% load. It is more likely to be 120% – which means that in a DR, the fail over of one site will bring both sites down.How to avoid: Run capacity tests on your systems, so you know your headroom and the pattern of how your performance scales with workload. Another approach is to have the DR site not active at all, but be an idle replica of a production site. Of course, this almost certainly means that it will be slightly misconfigured in a DR event – unless you take to heart the next mistake.

  8. Expecting Perfection Without Practice 

    When Chelsey “Sully” Sullenberger landed a US Air jet in the Hudson River with no fatalities, he’d logged more than 20,000 hours of flight time and completed countless simulated emergency exercises. He put in the time in advance so that he knew exactly what needed to be done at each critical juncture.Yet many companies fail to test their plans or test them often enough to develop an expertise at making them work. And when trouble starts, they’re not ready.

    How to avoid: Form a Business Continuity Plan and test it multiple times. It’s far better for something to go wrong during a test than during an actual outage.

  9. Diffusion of ResponsibilityResearchers have shown in studies that people are less likely to take action or feel a sense of responsibility to handle emergencies when in the presence of a large group of people. Diffusion of responsibility is often used to explain why individuals in distress are less likely to receive assistance if a large group is present. In essence, individuals in that group collectively decide that if others aren’t acting, it must not be that serious. This happens far less frequently when individuals are confronted by the same situation.

    Companies often have issues with diffuse responsibility during outages. Issues are not clearly assigned to individuals to resolve and groups point fingers at each other or fail to be able to identify who is responsible. This can often be the result of too many monitoring solutions or unclear escalation paths.

    How to avoid: Assign clear responsibility in your outage response plan and include timelines for escalation. And try and get all teams using a single monitoring platform, like LogicMonitor, which can automatically notify the correct person based on the type of issue being reported and which can have escalation chains set up so that after pre-defined periods of time, escalation is automatic if the issue is not resolved and notifications go out to the next person in the chain.

10. Suffering from the “Tyranny of the Urgent”

“Our dilemma goes deeper than shortage of time; it is basically a problem of priorities.” – Charles E. Hummel, “Tyranny of the Urgent”

When I was writing this content, I reached out to a number of CEOs of rapidly-growing SaaS companies. I was surprised when one told me: “I’m interested in the topic, but I wouldn’t be able to make the time to attend the live Web Seminar.”

“Why?” I asked.

“Well… we aren’t having outages right now,” he responded.

Wrong answer.

It’s easy to get caught up in the tyranny of urgent priorities and spend all of your time firefighting. The glory! The heroics!

But often, it’s mismanagement of priorities that are important and not yet urgent, that turns situations into 5-alarm fires that massively drain your organization’s resources. Ignoring the little things that you can do in advance to prevent outages is equivalent to not spending a few minutes putting fresh batteries into your smoke detectors and having some fire extinguishers on hand. Being prepared and proactive is not as glorious. But so much smarter.

How to avoid: Make preventing outages a priority by requiring teams to spend a portion of their time taking proactive steps to prevent them ever occurring. Your shareholders and customers will thank you for it.

Improving management of outage incidents can produce better outcomes for your company’s employees, customers and shareholders. It won’t be easy. But it will be worth it. And it all starts with avoiding some basic mistakes that others have made before you. As Otto von Bismark once said, “Fools say that they learn by experience. I prefer to profit by other’s experience.”

Want to learn more or to discuss the Top 10 Mistakes Companies Make Handling Outages live? Join LogicMonitor for a live Web Seminar on Oct. 2 at 10 AM Pacific / 1 PM Eastern.

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Posted in Content, General, Marketing

3 Rookie Moves that Marketing Professionals Make on Sales Calls

“I’m gonna tell you something you’d know if you’d ever spent a day in your life [in Sales]: You never open your mouth until you know what the shot is.” – Ricky Roma, Glengarry Glen Ross (film)

A few months ago, I started a role heading up marketing at an amazing tech start-up, LogicMonitor. In that time, I’ve sat through a fair number of sales pitches as a prospect of marketing tools and services. Most of those pitches included current or former marketing professionals on the other end of the phone.

And I’ve noticed something about the marketing folks on sales pitches: most of you don’t seem to know what you’re doing. Even seasoned marketing execs seem to fall prey to mistakes that are slapped out of entry level sales people in their first year carrying a bag.

If you’re in Marketing and someone in Sales has asked you to jump onto a call with a prospect, please don’t make these rookie moves:

  1. The 90 slide Powerpoint deck – There’s something you should know about marketing people when we’re under stress and don’t know what else to do: we churn out Powerpoint slides. There’s something cathartic that seems like productivity when throwing your ideas into Powerpoint. I can almost see the glee on the faces of the Marketing folks as they lay out their genius on slide after slide before the sales call.But you’ve got to remember: someone is going to have to sit through your endless slide deck, awash with vague platitudes about your unique value proposition, mission and vision. Or worse, they’ll refuse to sit through it much to the chagrin of the Sales guy who is kicking himself because he sent you the invitation to the pitch meeting.Tip: Limit yourself to 3 slides. If you can’t tell a prospect what is unique and special about your company in 3 slides, you’re probably not trying hard enough. And I’m not talking about using a tiny 8 point font and cramming your entire Website into those three slides. You’re going to have to make hard choices.I suggest having a slide showing what makes you different in the Marketplace (maximum 3 bullet points), how you’re going to solve the prospect’s pain points and help them achieve their goals (Don’t know these things? See mistake number 3 below) and have a slide with your customer list. Don’t have any customers? Great. You only need two slides.
  2. Get to the damn demo – This is closely related to the infinite Powerpoint deck from Tip 1. Your prospects just want to understand what your solution will do for them. A couple of weeks ago, I sat through a presentation from a darling in the tech space and after what felt like hours of generalities about how their solution was going to cost-effectively drive leads using all the latest buzzwords (SEO! Content! Syndication! Integrated Marketing Best Practices!) the rest of the folks in the room with me (the prospects) began checking their cell phones and twitching and wiggling in their seats. “And, we can help you optimize your conversion funnel by integrating all of this into Marketing Automation so that one marketing program manager can do the job of 10!”, crowed the vendor. More wiggling and sighs from our side. “Our proprietary technology fully automates the process of identifying and delivering the content your target customer segments most want at the appropriate point in the customer journey!” Just as I was about to freak out and say that we’d had enough and couldn’t assess a product that they refused to show, the Salesperson on the other end somehow seemed to sense that something was wrong and suggested, “Why don’t we just jump into the interface and show you how it works?”All of the people in room with me cried out, simultaneously, “Yes! That would probably be best.”Tip: Don’t tell. Show. And if you can craft the demo to the customer’s unique needs or personalize it based on things that they’ve told you in advance (see Tip 3 for details), you get bonus points.
  3. The boring old vanilla presentation – If you, as a marketing professional, walk into a presentation to a prospect with no knowledge about them and start reading the bullet points from your standard Powerpoint deck to them, you have already failed.You didn’t do any research on the prospect company or the execs who would be on the phone on LinkedIn beforehand. You didn’t start by asking them what problem they were trying to solve. How can you craft a presentation to speak to their pain points, if you don’t know what they are? How do you include case study slides about customers like them, who you’ve helped, if you don’t know anything about their industry, product or situation?Tip: This is where you get to push the Sales guy to do his job. Get them to find out why the prospect is looking for a solution before you agree to accept the invitation. And spend some time making sure that what you plan to present addresses your prospect’s pain. I guarantee that your conversation will be more productive.

A lot of sales pitches turn into slow-motion train wrecks. Things go wrong whenever different groups need to coordinate and Marketing and Sales have not always played well together. But they should. Both are tasked with delivering the company’s solution to the marketplace and helping their company drive revenue growth.

So, if you are in Marketing, I hope you’ll do your part to build up enough skill that Sales doesn’t want to kill you after the sales call. Working together will mean more customers for you to feature in case studies, more commissions for your buddies in Sales and a higher value for shareholders. It all starts with you curbing your Powerpoint addiction, asking a few questions and talking to Sales once in a while. Good luck! Now let’s get out there and win some customers!

Posted in Content, General, Marketing

A warm summer night

Wow. My daughter might be a poet, in addition to her many other talents. She is just starting 7th grade and already has an interesting voice in her writing.

A warm summer night
By Sydney Barnett

I am told that when I was
Young I wanted to name my little brother “Tree Outside”.

I have seen dreadful
Meanness and wonderful forgiveness.

I was born on a
Warm summer night in mid-July.

I’ve learned
That no one is perfect,
Not even mom and dad.

I remember how
It felt to have to
Share the spotlight with
My little brother Ethan in
The beginning, but how could
I know, for I was only three, how
Hard it would be?

I learned that being mean,
And denying what happened
Doesn’t get you anywhere in life

I used to
Tell my parents
To go make my little
Brother live with the penguins

Posted in General

The Great Chocolate Prank


Posted in General

Slo Mo Sydney

Slo Mo Sydney

Posted in General

Video – changing how you pose your body can change how others perceive you (and even, how you feel about yourself)

Your body language, even when alone prior to meeting with others, can change your brain chemistry (Cortisol and Testosterone) and can impact how others and even you, perceive yourself. In her TED talk, Amy Cuddy tells anyone who has ever felt unconfident, or that they did not belong, how to overcome that sensation, by adopting “Power Poses.”

New Research: Changing your Poses can Change your Life

Posted in Marketing

Family cat saves boy from dog attack

You don’t see a video like this everyday! Cat people rejoice!

Family cat saves boy from dog attack – view the video.

Posted in General