The Petrillo Complications
Eighty years ago union leader James Petrino reshaped the music business by forcing two strikes that redirected power from session musicians to vocalists and instituted a royalty stream paid to the union rather than individual players. The system created a labyrinth of claims, litigation and bureaucracy that persists today, amplified by the United States’ decision to opt out of a global royalty treaty, costing the industry roughly $200 million annually. A recent lawsuit over Pitbull’s hit “Timber” highlighted how outdated accounting still traps performers, prompting reforms that echo Petrino’s legacy of tech‑driven disruption.
The Book of Concern
Seth Godin’s new essay, “The Book of Concern,” proposes a simple paper‑based exercise to manage daily urgencies. Readers are instructed to write down any immediate emergency that pulls focus from long‑term goals, then revisit it after two days. If the...
Settling
Seth Godin’s brief post on "Settling" draws a line between celebrating genuine achievements and accepting outcomes that result from compromise. He argues that discerning this difference is crucial for individuals and organizations alike. The piece urges readers to recognize when...
“Even”
The piece explores how the phrase “even better” subtly reinforces existing success while encouraging improvement, whereas “even worse” amplifies negativity. It argues that language shapes perception, setting a baseline that can either motivate or demoralize. By highlighting the psychological impact...
Creating the Conditions for Magic
Seth Godin argues that extraordinary outcomes don’t happen by accident; they require intentional design of the human interaction that precedes a meeting, pitch, or negotiation. He likens meetings to products, saying we often treat them as afterthoughts instead of investing...
The Right Answer
The article argues that modern engineers, scientists, and businesses increasingly chase a single, objective "right answer" to drive productivity, cut costs, and predict outcomes. While such answers promise efficiency, they also impose responsibility and expose leaders to being labeled wrong....
Where Do Bad Choices Come From?
The article examines why people make poor decisions, pointing to three primary drivers: unclear objectives, identity‑driven pressure, and a short‑term focus that ignores long‑term consequences. It frames choice as a function of perceived agency, noting that many fail to recognize...
Who Sets Your Agenda?
Seth Godin’s April 2, 2026 essay asks who truly determines our daily agenda, highlighting that while some environments—prisons, medical school, middle school—impose strict limits, most people, especially freelancers and entrepreneurs, enjoy far greater freedom. He argues that even in constrained settings we...
A Persistent Sense of Being Correctly Located in Time
Vael Soma is a somatic practice created by Danish researcher Ingrid Falk‑Mortensen and Ecuadorian therapist Marco Caicedo‑Vera after a decade of interdisciplinary research. The method positions the practitioner as a “field witness,” using quantum coherence to align the body’s hidden...
Redundancy and Resilience
Seth Godin argues that when a task is critical, leaders should not simply demand more effort from employees. Instead, they should build systems that generate redundant outputs, turning ordinary work into a safety net. By focusing on the underlying process...
“Too Complicated for People to Understand”
Seth Godin argues that oversimplifying ideas to make them universally understandable can trap innovation in mediocrity. He stresses the need to identify the specific audience that truly cares, rather than diluting concepts for everyone. Complexity isn’t inherently negative; it often...
Follow-Through
Seth Godin uses the sports concept of follow‑through to illustrate how consistent, confident action signals genuine commitment in business. He argues that a weak or absent finish reveals hesitation before the critical moment, undermining credibility. By showing up repeatedly—whether in...
The Hats
In his March 21 2026 essay, Seth Godin uses the "hat" metaphor to argue that state nouns—words like hurry, panic, or joy—function as mental containers that limit personal agency. By labeling emotions as nouns, we treat them as static accessories rather than...
Freedom of Focus
The article argues that our off‑clock media choices are not entirely free, as powerful platforms and algorithms steer attention toward content that serves their interests. It highlights the psychological toll of doom‑scrolling and the internal narratives that shape our attitudes...
Over the Top
Seth Godin argues that "unreasonable commitment"—excessive dedication without guaranteed payoff—can spark breakthrough results. He illustrates this through a four‑hour, two‑episode recording session with Mel Robbins, whose team invested months of editing despite modest initial audiences. The collaboration sparked Godin’s new...
Henry Ford Knew How to Drive
Seth Godin argues that today’s CEOs are less competent because their responsibilities have expanded beyond product expertise. Modern executives must navigate AI, supply‑chain volatility, vendor management and employee well‑being, areas many never mastered. Rather than panic, leaders should invest time...
The Knot: My Upcoming New Book (and a Course That’s Already Here)
Entrepreneur and author Seth Godin announces his upcoming book, “The Knot: Problems Can Be Solved,” slated for September release. The book aims to shift readers from feeling stuck to actively solving problems, offering a portable bundle of ideas that spark...
Small Changes to Big Systems
The article argues that traditional publishing and music industries were built on physical scarcity—limited shelf space and record‑store capacity—shaping distribution strategies. Digital platforms like Amazon and streaming services removed that scarcity, slashing print runs from tens of thousands to a...
If They Knew…
Marketing strategies diverge on whether to inform or exploit consumers. Seth Godin argues that organizations either educate prospects, fostering informed decisions, or rely on confusion to close sales. The piece challenges marketers to consider if fully informed prospects would still...
That’s What Studies Are For
The article argues that the right question when proposing a study is not whether it will work, but whether the problem merits solving, the cost is justified, and the risk is manageable. It outlines four practical criteria—problem relevance, reasonable expense,...
Love Your Customers
Seth Godin’s February 25, 2026 column urges businesses to love customers through service, not sentiment. He argues that personal intimacy isn’t required; what matters is delivering measurable impact and transformation. The piece emphasizes pride in helping customers move from their current state...
Making It Whole
Author Seth Godin argues that true integrity is built through countless small, consistent actions rather than occasional grand gestures. He warns that large corporations often sacrifice their founding mission for short‑term gains, eroding brand trust. Using the calculus integral as...
“Everybody Wants to Win”
Seth Godin argues that the blanket claim ‘everyone wants to win’ oversimplifies human motivation. He shows that personal circumstances, priorities, and individual definitions of success shape behavior, making uniform measurement unreliable. By clarifying what ‘win’ means for each person and...
The Infinite Tail
The blog revisits the Long Tail theory, noting how platforms like YouTube and Netflix shifted consumer choice from a few hits to millions of options. It argues that large language models now push this trend further, enabling AI to generate...
AI Ads Are Neither
The post traces advertising from early display ads and direct‑marketing concepts to today’s searchable, intent‑based model. Google refined paid placement by keeping a clear line between organic results and sponsored listings, turning tiny clicks into multi‑million‑dollar revenues. Amazon, however, blurred...
Identity Violation and Pricing
Seth Godin argues that pricing across industries is shaped more by cultural identity than pure economics. Creators view their work as cultural stewardship, leading to price norms that signal belonging rather than profit maximization. Dynamic pricing in concerts sparked moral...
The Squeeze
When a firm reaches a market‑share plateau, investors and shareholders demand higher returns, prompting a managerial squeeze. Initially, leaders cut costs while preserving customer delight, but this efficiency drive soon stalls. At that juncture companies either re‑engage the market with...