Audio Blog: Twitter, I Don't Like It
I'm sure there are going to be a few people very upset with me. I frankly don't care.
I do not like Twitter.
I've used it, and I don't like it, and I'll tell you why. Because if you're a manager, and as we like to say, if you're an executive, which is not as exclusive a territory as it used to be, you have no business learning when other people are doing laundry, when other people are working with clients, or driving to school, or working with their kids, or whatever else, because that causes you to be distracted from what you're doing.
The idea that anybody else would care about what I'm doing, frankly, is not terribly exciting to me. But it's really much more about other people. If you have 100 or 150 people that you're keeping track of, the idea that the banality of some of the Tweets, I think is what they're called, is far beneath the time constraints of most managers and executives.
You have to control your time. This concept of continuous partial attention, if you've been reading about it, it's complete and utter blather. It makes no sense at all. Executives can only suffer from continuous partial attention, and Twitter is the classic example of it.
Look, email was invented after we all learned how to read and write and after we all learned how to communicate. It's a great technique, and we all use it terribly poorly. And Twitter is just all the negatives of email on steroids.
I'm sure some of you like it, and that's great. I like playing golf, but I don't do it in my office, and I certainly don't do it when I'm trying to be effective around my work. Twitter makes you ineffective almost always. Stop it.