Peter Armstrong: The Lean Publishing Manifesto

Peter Armstrong: The Lean Publishing Manifesto

Creator: Peter Armstrong is the Co-founder of Leanpub and Ruboss. He is also the author of several books including Lean Publishing.

Purpose: Books and writing are changing. And given most books are written in isolation or in stealth it is easy to write a book that nobody wants to buy/read. The Lean Publishing Manifesto suggests a way around this.

Manifesto (highlights)

Lean Publishing is the act of self-publishing a book while you are writing it, evolving the book with feedback from your readers and finishing a first draft before using the traditional publishing workflow, with or without a publisher.

In short: Lean Publishing is the act of self-publishing an in-progress book.


The Lean Publishing How-To Guide for Non-Fiction

Step 1: Blog and Tweet to Find Your Voice and Build An Audience

Step 2: Write the Minimum Viable Book

What’s a Minimum Viable Book? It’s the smallest in-progress subset of your book that you could sell and be able to claim with a straight face that it is worth the money right now.

Step 3: Start Marketing and Selling the In-Progress Minimum Viable Book

Step 4: Finish the First Draft with Constant Feedback from your Readers

Step 5: Polish, Market and Sell the Completed Book, Possibly with a Traditional Publisher



Complete Article and Manifesto


Velocity Partners: B2B Marketing Manifesto

Velocity Partners: B2B Marketing Manifesto

Creator: Velocity Partners is a consulting-led B2B marketing agency based in Richmond, Surrey (UK).

Purpose: “…the traditional rules of B2B Marketing have been erased and rewritten. Your potential buyers don’t buy the way they used to. Your sales people don’t (and can’t) sell the way they used to – and your competitors don’t compete the way they used to. That’s assuming, of course that you can recognise your competitors, because your prospects have never had more options.

B2B Marketing Manifesto

Velocity Partners identify 6 key staples of B2B Marketing – and make a compelling case for every one of them.

1. Content Marketing: converting your insight into campaigns that change people’s minds

2. Analytics: measuring everything that moves in your marketing (and the stuff that doesn’t)

3. A/B Testing: backing your hunches with real-life data – and responding accordingly

4. Lead Nurturing: cultivating your prospects until they are ready to take the next step in their buying journey with you

5. Search: getting found using the terms your prospects use when they go looking for answers

6. Community: hanging out (and contributing) in the places where your prospects go for trusted advice



Complete Article by Bob Apollo on – 20 September 2011

Get the Complete Manifesto Here – you’ll have to register

Velocity Partners UK website




David G Cohen: The Mentor Manifesto

David G Cohen: Mentor Manifesto

Creator: David Cohen is the founder and CEO of TechStars, a mentorship-driven seed stage investment program for Internet startups.

Purpose: What does it take to be a great mentor?


• Be socratic.

• Expect nothing in return (you’ll be delighted with what you do get back).

• Be authentic / practice what you preach.

• Be direct. Tell the truth, however hard.

• Listen too.

• The best mentor relationships eventually become two-way.

• Be responsive.

• Adopt at least one company every single year. Experience counts.

• Clearly separate opinion from fact.

• Hold information in confidence.

• Clearly commit to mentor or do not. Either is fine.

• Know what you don’t know. Say I don’t know when you don’t know. “I don’t know” is preferable to bravado.

• Guide, don’t control. Teams must make their own decisions. Guide but never tell them what to do. Understand that it’s their company, not yours.

• Accept and communicate with other mentors that get involved.

• Be optimistic.

• Provide specific actionable advice, don’t be vague.

• Be challenging/robust but never destructive.

• Have empathy. Remember that startups are hard.



Blog post on – 28 August 2011.


Mark Lieberman: TV’s No-Freeloader Manifesto

TV No-Freeloaders manifesto

Creator: Mark Lieberman is co-founder, Chairman and CEO of TRA, Inc., a leading media analytics, software and research technology firm. Over the course of his career he has started several media/technology companies (Sarnoff Real Time, DIVA, Interactive Video Technologies) and served as Associate Deputy Secretary and Assistant Secretary for Technology (Acting) during the first Bush Administration (1989-1991), EVP of Reed Elsevier Business Information, and President of Ventures.

Purpose: A call to media companies and advertisers to upgrade their thinking around their business models and the future of TV.


To all you advertisers, marketers and media buyers out there — Have you ever considered the fact that at least a portion of your audience hates you?

OK, maybe they don’t hate you. But you sure do annoy the heck out of them? At least the 75% that aren’t the right audience to begin with. After all, you interrupt their favorite programs with ads they don’t want to watch, for products they don’t intend to buy.

They’re not customers; they’re freeloaders. 

They get their favorite shows for free, while you fund those shows for them with your ad dollars. And they’re ruining your advertising ROI. So why not get rid of the freeloaders and replace them with customers?

After all, whether your audience wants to admit it, you are paying good money to entertain them. There’s no such thing as a free lunch. ??Just like Google users put up with display ads, NPR listeners tolerate fundraising drives, and magazine readers deal with those annoying little postcards, television audiences have always had to suffer through commercial breaks or make quick pit stops at the fridge.

Since the beginning of television, this has been an unwritten understanding between programmers, advertisers, and viewers: One plays, one pays, one stays.

But these days, audiences no longer have to stay. They can skip commercials without even leaving the couch. They can watch online with lighter commercial loads, if any. They can even pay directly for content, cutting you out of the mix altogether. (Another Steve Jobs legacy: There are few if any freeloaders in Apple’s world; every customer gets what he/she pays for.)

Even so, television remains the most powerful marketing medium around. ??Data from eMarketer shows TV ad spending keeping pace with online. And even though TV is projected to stay flat over the next four years while Internet grows by 40% (as a percentage of overall  marketing spend, that is),  TV ad revenues will still be 50%  greater than Internet ad revenues in 2015.

As Sam Gustin wrote in Wired a few months ago, “Advertisers know they can still reach millions of people…who flock to such programming as “Jersey Shore,” “Glee” and “Gossip Girl.”

A Microsoft/BBDO joint report cited by Bloomberg News chalked television’s unmatched marketing resonance up to the fact that “its audience is receptive and waiting to be entertained.”

But TV advertising — any advertising, in fact — only works when it reaches the right audiences.

And remember that demographics don’t buy products, consumers do.

So you need to make sure that the programming you pay for is going to entertain viewers who are interested in purchasing your product. And that means minimizing freeloaders. So don’t cut your ad budgets, cut the waste out of them.

Let’s face it: Freeloaders aren’t going away.

Not unless you change where you advertise by honing your media strategy. The data’s there — set-top-box data, household-purchase info, demographic data — but it’s up to you to use it. And you don’t have to necessarily buy the long tail in order to get the last 20 points of reach. Use the solution that gives you the reach you want — at the price you want — against your own current ROI-driving purchaser segments.

Replace the freeloaders in your audience with customers who are interested in your product, and who buy your product (or your competitor’s product, if you’re feeling feisty). It’s only sensible, and it’s only efficient. Your ROI will thank you.



Post on, 30 August 2011



Zappos: Core Values Frog!

Zappos Core Values

Creator: Zappos sells clothing, shoes, bags, etc and is renowned for its customer service.

Purpose: To define the Zappos Family culture.

Manifesto : Core Values Frog!

The best thing about the Zappos Family is our unique culture. As we grew as a company, we didn’t want to lose that culture, and we wanted a way to share it with all employees and anyone else who touches

We created these ten core values to more clearly define what exactly the Zappos Family culture is. They are reflected in everything we do and every interaction we have. Our core values are always the framework from which we make all of our decisions.

When searching for potential employees, we’re looking for people who both understand the need for these core values and are willing to embrace and embody them. To help us along, every day, in every situation we ask ourselves: What would Core Values Frog do…?

1. Deliver Wow Through Service

2. Embrace and Drive Change

3. Create Fun and a Little Weirdness

4. Be Adventurous, Creative and Open-Minded

5. Pursue Growth and Learning

6. Build Open and Honest Relationships with Communication

7. Build a Positive Team and Family Spirit

8. Do More with Less

9. Be Passionate and Determined

10. Be Humble



Zappos Core Values on their Website

Suggested by Tim Graham of Walking Workouts


Sue Polinsky: 10 Rules For Your Small Business Home Page

Rules For Small Business Home Page

Creator: Sue Polinsky, blogger for Download Squad.

Purpose: To avoid having a small business website that sucks.

Manifesto: 10 rules for your small business home page (edited)


Contact information is critical to your site visitors and it shouldn’t be hidden on the “contact us” page.


Is there a single statement that says what you do or sell smack in the middle of your homepage?


Does your site have a homepage search field?


Did you go through your font list for the weirdest fonts that exist, add neon color and then enlargify them?


If you don’t know how to work with photos on the Web, hire someone who does.


Generally, if you’re selling anything online, lose the total-page Flash and make the site look sleek, professional and trustworthy.


If you’re not sure how to make the page flexible, then make it wide enough for an average monitor (750 pixels, and if you don’t know what pixels are, please hire a Web person).

8. NEW FROM 2004!?

If your homepage has news or upcoming events and the latest one happened in 2004, get it off your homepage. In fact, get “news” off your homepage because no one updates their site often enough.


Navigation (links) should be clear, logical and intuitive. If I can’t find what I want from your homepage, I’m leaving.


If you have nothing to say, delete that page from your site.



For the complete article on Download Squad



Arthur D Little: Innovation Manifesto

Arthur D Little: Innovation Manifesto

Creator: Arthur D Little is the world’s first management consultancy.

Purpose: To predict how innovation will change over the next decade in order for corporations to survive.

Innovation Manifesto

Five key innovation concepts for companies to focus on:

1. Customer-based innovation – engaging with customers in more meaningful ways.

2. Proactive business model innovation – creating new ways of building innovative business models.

3. Frugal innovation – originating new innovations in lower income, emerging markets and adapting these to more developed markets.

4. High speed/low risk innovation – getting products and services to market quickly and without flaws.

5. Integrated innovation – taking traditional innovation approaches from New Product Development and applying them across the value chain.



Article on Business Wire


Cal Newport: The Career Craftsman Manifesto

Cal Newport: The Career Craftsman Manifesto

Creator: Cal Newport is an Assistant Professor at Georgetown University and author of three books for students.

Purpose: Studying for his PhD at MIT, Newport was seeking the underlying patterns of a students success. He’s now applied this philosophy to ‘career’.

A Career Manifesto

Career advice has fallen into a terribly simplistic rut. Figure out what you’re passionate about, then follow that passion: this idea provides the foundation for just about every guide to improving your working life.

The Career Craftsman rejects this reductionist drivel.

The Career Craftsman understands that “follow your passion and all will be happy” is a children’s tale. Most people don’t have pre-existing passions waiting to be unearthed. Happiness requires more than solving a simple matching problem.

The Career Craftsman knows there’s no magical “right job” waiting out there for you. Any number of pursuits can provide the foundation for an engaging life.

The Career Craftsman believes that compelling careers are not courageously pursued or serendipitously discovered, but are instead systematically crafted.

The Career Craftsman believes this process of career crafting always begins with the mastery of something rare and valuable. The traits that define great work (autonomy, creativity, impact, recognition) are rare and valuable themselves, and you need something to offer in return. Put another way: no one owes you a fulfilling job; you have to earn it.

The Career Craftsman believes that mastery is just the first step in crafting work you love. Once you have the leverage of a rare and valuable skill, you need to apply this leverage strategically to make your working life increasingly fulfulling. It is then — and only then — that you should expect a feeling of passion for your work to truly take hold.

The Career Craftsman thinks the idea that “societal expectations” are trying to hold you down in a safe but boring career path is a boogeyman invented to sell eBooks. You don’t need courage to create a cool life. You need the type of valuable skills that let you write your own ticket.

The Career Craftsman never expects to love an entry level job (or to stay in that job long before moving up).

The Career Craftsman thinks “is this my calling?” is a stupid question.

The Career Craftsman is data-driven. Admire someone’s career? Work out exactly how they made it happen. The answers you’ll find will be less romantic but more actionable than you might expect.

The Career Craftsman believes the color of your parachute is irrelevant if you take the time to get good at flying the damn plane in the first place.



Blog post on Study Hacks



Seth Godin: Unforgivable Manifesto

Seth Godin: Unforgivable Manifesto

Creator: Seth Godin, marketing extraordinaire was asked by cartoonist Hugh Macleod to submit a manifesto.

Purpose: To change things.

Unforgivable Manifesto

Does it take 500 words to change things?

Probably not. It probably takes less than a hundred, plus a secret ingredient.

The secret ingredient is your desire to actually do something about it. To take action, to believe that it’s worthwhile, to confront what feels like a risk but really isn’t. The secret ingredient is to ignore excuses, abandon procrastination and stop looking for proof.

So, where’s my manifesto?

  1. The greatest innovations appear to come from those that are self-reliant. Individuals who go right to the edge and do something worth talking about. Not solo, of course, but as instigators of a team. In two words: don’t settle.
  2. The greatest marketers do two things: they treat customers with respect and they measure.
  3. The greatest salespeople understand that people resist change and that ‘no’ is the single easiest way to do that.
  4. The greatest bloggers blog for their readers, not for themselves.
  5. There really isn’t much a of ‘short run’. It quickly becomes yesterday. The long run, on the other hand, sticks around for quite a while.
  6. The internet doesn’t forget. And sooner or later, the internet finds out.
  7. Everyone is a marketer, even people and organizations that don’t market. They’re just marketers who are doing it poorly.
  8. Amazing organizations and people receive rewards that more than make up for the effort required to be that good.
  9. There is no number 9.
  10. Mass taste is rarely good taste.

So, decide. Decide before the end of the day. If you reject the aphorisms above, replace them with your own. But don’t settle. That’s unforgivable.



The complete manifesto on Hugh Macleod’s Gaping Void

Seth Godin on Wikipedia

Image from


Dr Alan Goldman: A Toxic Leader Manifesto

Dr Alan Goldman: Toxic Leaders Manifesto

Creator: Dr. Alan Goldman is a professor of management and faculty director of the W.P. Carey School of Business, Arizona State University West and author of several books, including: Transforming Toxic Leaders (Stanford Business Books).

Purpose: “A toxic leader manifesto reveals behaviors critical to destructive and nasty rule. …Here’s a step by step itinerary of beliefs, attitudes, behaviors and characteristics of abusive leaders who specialize in workplace intimidation and belittlement. This twenty-five point toxic leader manifesto is provided as a service for those involved in human resources, executive boards and consulting as well as those who are walking the plank and wondering whether they are in the midst of a horrible boss.” (Quoted from the manifesto article)

A Toxic Leader Manifesto

1.      It is essential for the toxic and abusive leader to bypass dialogue and Q&A;

2.      The toxic leader must attack, deflate or discard employees who are identified as lacking in any way or who dare to challenge declarations and decrees from the top;

3.      Employees who are ranked beneath a toxic leader are identified as operating at a distinct disadvantage and they should be treated accordingly;

4.      Bullying developed in childhood is transferable into adulthood and the professional life of the toxic leader; bullying must be cultivated and nurtured via vigorous continuous improvement;

5.      Thou shalt yell at and demean employees who fall short, error or are deemed annoying;

6.      Thou shalt stifle any workplace conversation that is directed toward questioning toxic leader authority or decision making;

7.      Toxic leaders are placed on notice that privately and discreetly conducted verbal attacks against subordinates lack sufficient force, vigor and shame and must be brought out into public forums for all to witness;

8.      It is mandatory that yelling at subpar subordinates be conducted  by toxic leaders in public in an effort to promote fear, humiliation and sufficient loss of face;

9.      Public humiliation of employees is not just a right of toxic leadership, it is a duty and is central to annual performance appraisals and continuous improvement of an embarrassing and inadequate workforce;

10.  Solving workplace screw-ups requires on-the-spot, quick & between-the-eyes abrasive questioning and abrupt, consolidated decision making on the part of toxic leadership; toxic leaders will always be extremely diligent about not admitting any voluntary input from subordinates re: screw-ups;

11.  A toxic leader demands immediate, piercing, cut-through-the-bull-answers to pointed questions aggressively directed toward subordinates in public arenas;

12.  When criticizing employees, this must be carried forth harshly, publicly and without any opportunity for substantive response, whatsoever;

13.  Leader criticism of underlings is a monologue not a dialogue; an exchange of ideas or the notion of a constructive conversation is outside the boundaries of toxic leaders who must reprimand, demean and lead employees around like dogs on a leash;

14.  Civilized and substantive feedback is the mortal enemy of the top down toxic leader;

15.  Progressive, liberal notions of empowerment and democracy are left wing fictions to be repressed, discouraged, trivialized and eliminated in an extremely timely fashion;

16.   Employees deemed insufficient, inadequate or failing are not to be empowered within a toxic organizational system or provided any tangible means for self-improvement and enhancement;

17.  The word of the toxic boss is complete and final and may not be brought under review to any other person, department, judge or entity within an organization or outside the company;

18.  In support of a toxic leader an organization bestows as close to absolute 360 degree power as possible with all dissention heavily penalized;

19.  In response to toxic leaders there are to be zero tangible or practical employee outlets for challenges to authority;

20.  A repertoire of smiles, facial expressions and a variety of nonverbal veneers are essential to the toxic leader who may have to conceal pending judgments and admonishments from subordinates;

21.  Facial and eye expressions conveying innocence, cluelessness and bewilderment are essential to the toxic leader’s veneer and the concealment of anger, venom, and pending outrage and bullying;

22.  Aspiring toxic leaders do well to choose role models and prototypes to analyze and emulate during the course of their training in destructive and demeaning behavior; toxic leader mentoring is vigorously encouraged;  accordingly, masterful toxic leaders are expected to volunteer as mentors;

23.  Toxic leaders build from the ground up and demand 101% allegiance from all relevant departments, individuals and entities within the organization – in an effort to achieve complete, utter unanimity and the elimination of dissention, debates or diversity of views in response to toxic proclamations and rulings;

24.  Toxic leaders master and regularly engage in “double talk” and sophisticated gobbledygook or verbal gymnastics in order to persuade themselves, subordinates and media that they are glorious, uplifting and chosen leaders who are certainly not destructive, villainous or toxic; and

25.  Toxic leaders will take note of the psychological, emotional and adrenaline highs experienced when in an agitated state and in the process of abusing unworthy subordinates; efforts must be made to neurologically dissect, simulate and communicate-via-mentoring this “rush” and supernatural feeling of exhilaration when bullying targeted underlings.



Article and complete Manifesto on Psychology Today

Published on July 18, 2011 by Dr. Alan Goldman in Transforming Toxic Leaders

Expanded Authors bio and published books

‘Toxic Leader’ on Wikipedia