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A few weeks ago, social media “personalities” and tech gurus were so busy trying to out-swoon each other over Google Glass that no one seemed to want to ask the most obvious question everyone should have been asking about Google Glass: Why should I care?

No, I mean seriously. Why should I or anyone care about Google Glass?

1. The Emperor’s New Clothes: Tech Edition

In order to understand the problem, you have to go back to its source. Let’s do that.

The review that earned Google Glass the most attention was one put forth by “tech guru” Robert Scoble, even though it basically boiled down to paragraph after paragraph of mostly vacuous and at times incoherent babble. You can go read the entire thing here. I hope you won’t mind that I cut and pasted it here as well (to save you the trouble):

Here’s my review after having Google Glass for two weeks:

1. I will never live a day of my life from now on without it (or a competitor). It’s that significant. 
2. The success of this totally depends on price. Each audience I asked at the end of my presentations “who would buy this?” As the price got down to $200 literally every hand went up. At $500 a few hands went up. This was consistent, whether talking with students, or more mainstream, older audiences.
3. Nearly everyone had an emotional outburst of “wow” or “amazing” or “that’s crazy” or “stunning.” 
4. At NextWeb 50 people surrounded me and wouldn’t let me leave until they had a chance at trying them. I haven’t seen that kind of product angst at a conference for a while. This happened to me all week long, it is just crazy.
5. Most of the privacy concerns I had before coming to Germany just didn’t show up. I was shocked by how few negative reactions I got (only one, where an audience member said he wouldn’t talk to me with them on). Funny, someone asked me to try them in a bathroom (I had them aimed up at that time and refused).
6. There is a total generational gap that I found. The older people said they would use them, probably, but were far more skeptical, or, at minimum, less passionate about the fact that these are the future, than the 13-21-year-olds I met.

So, let’s cover the price, first of all. I bet that +Larry Page is considering two price points: something around $500, which would be very profitable. Or $200, which is about what the bill of materials costs. When you tear apart the glasses, like someone else did (I posted that to my Flipboard “Glasshole” magazine) you see a bunch of parts that aren’t expensive. This has been designed for mass production. In other words, millions of units. The only way Google will get there is to price them under $300.

I wouldn’t be shocked if Larry went very aggressive and priced them at $200. Why would Google do this? 

Easy: I’m now extremely addicted to Google services. My photos and videos automatically upload to Google+. Adding other services will soon be possible (I just got a Twitter photo app that is being developed by a third party) but turning on automatic uploads to other services will kill my batteries on both my phone and my glasses (which doesn’t have much battery life anyway). So, I’m going to be resistant to adding Facebook, LinkedIn, Twitter, Evernote, and Tumblr to my glasses. Especially when Google+ works darn well and is the default. 

Also, Google is forbidding advertising in apps. This is a HUGE shift for Google’s business model. I believe Larry Page is moving Google from an advertising-based company to a commerce based company.

The first thing I tried that it failed on was “find me a Sushi restaurant.” I’m sure that will get fixed soon and, Google could collect a micropayment anytime I complete a transaction like reserving a seat at a restaurant, or getting a book delivered to my house, or, telling something like Bloomingdales “get me these jeans.” 

There is literally billions of dollars to be made with this new commerce-based system, rather than force us to sit and look at ads, the way Facebook and tons of other services do.

When you wear these glasses for two weeks you get the affordance is totally different and that having these on opens you up to a new commerce world. Why?

1. They are much more social than looking at a cell phone. Why? I don’t need to look away from you to use Google, or get directions, or do other things. 
2. The voice works and works with nearly every one and in every situation. It’s the first product that literally everyone could use it with voice. It’s actually quite amazing, even though I know that the magic is that it expects to hear only a small number of things. “OK Glass, Take a Picture” works. “OK Glass, Take a Photo” doesn’t. The Glass is forcing your voice commands to be a certain set of commands and no others will be considered. This makes accuracy crazy high, even if you have an accent.

I continue to be amazed with the camera. It totally changes photography and video. Why? I can capture moments. I counted how many seconds it takes to get my smartphone out of my pocket, open it up, find the camera app, wait for it to load, and then take a photo. Six to 12 seconds. With Google Glass? Less than one second. Every time. And I can use it without having hands free, like if I’m carrying groceries in from the car and my kids are doing something cute. 

I’ve been telling people that this reminds me of the Apple II, which I unboxed with my dad back in 1977. It was expensive. It didn’t do much. But I knew my life had changed in a big way and would just get better and better. Already this week I’ve gotten a new RSS app, the New York Times App, and a Twitter app. With many more on the way.

This is the most interesting new product since the iPhone and I don’t say that lightly.

Yeah, we could say the camera isn’t good in low light. We could say it doesn’t have enough utility. It looks dorky. It freaks some people out (it’s new, that will go away once they are in the market). 

But I don’t care. This has changed my life. I will never live a day without it on. 

It is that significant. 

Before I go on with the actual point of this post, let me share a few observations:

Scoble opens his review with: I will never live a day of my life from now on without it (or a competitor). It’s that significant. 

What’s bizarre though is that Robert Scoble never actually explains why the product is so significant or why he will never live a day of his life from now on without it. I looked for a reason. Any reason. All I could find was this:

There is literally billions of dollars to be made with this new commerce-based system, rather than force us to sit and look at ads, the way Facebook and tons of other services do.

When you wear these glasses for two weeks you get the affordance is totally different and that having these on opens you up to a new commerce world. Why?

1. They are much more social than looking at a cell phone. Why? I don’t need to look away from you to use Google, or get directions, or do other things. 
2. The voice works and works with nearly every one and in every situation. It’s the first product that literally everyone could use it with voice. It’s actually quite amazing, even though I know that the magic is that it expects to hear only a small number of things. “OK Glass, Take a Picture” works. “OK Glass, Take a Photo” doesn’t. The Glass is forcing your voice commands to be a certain set of commands and no others will be considered. This makes accuracy crazy high, even if you have an accent.

Once you get past the 5th grade sentence structure and grammar (or lack thereof), what Scoble tells us is basically that this amaaaazing product he will never live a day of his life without ever again is awesome because…

a) Billions of dollars can be made from its mobile commerce system. Okay… Except this is identical to mobile commerce on smart phones. The goggles don’t actually offer a new model of e-commerce or m-commerce. It’s the same exact shit, only with an interface that you wear on your face instead of one you hold in your hand. Also, as a user, why should I care about the billions of dollars retailers and tech companies will make from mobile commerce? It isn’t a benefit to me as a consumer. So… we haven’t been presented with any concrete consumer value for Google Glass yet.

b) It can’t find sushi restaurants for you, but it will someday. Yes. Amazing. Siri can do that now. So can pretty much any car equipped with a GPS system, any smart phone with a browser, and every tablet connected to the interwebs. Moving on…

c) They are much more social than looking at a cell phone? Um… no. Browsing the web and reading emails while you pretend to pay attention to someone while they talk to you isn’t “more social”. It’s the epitome of tech douchebaggery, actually. It’s both rude and antisocial, which is the exact opposite of social. Turn the goggles off and actually participate in the conversation. Make eye contact. Give a shit about someone other than yourself for just five minutes. That’s what “social” actually means in the real world. So… no. Again, zero concrete reason to not go a day without Google Glass has been presented as of yet.

d) I want you to consider the following passage for a minute. Are you ready? Here we go:

The voice works and works with nearly every one and in every situation. It’s the first product that literally everyone could use it with voice. It’s actually quite amazing, even though I know that the magic is that it expects to hear only a small number of things. “OK Glass, Take a Picture” works. “OK Glass, Take a Photo” doesn’t. The Glass is forcing your voice commands to be a certain set of commands and no others will be considered. This makes accuracy crazy high, even if you have an accent.

Once you have gotten over the suspicion that this entire review was either written by a non-English speaking intern or generated by the same Chinese algorithm that sends SPAM directly into your inbox 139 times per day, what you garner from that paragraph is this: Google glass is voice activated but it isn’t super intuitive. If you don’t know the right commands, you’re kind of screwed.

Well, hot damn! Why didn’t you say so? You can sort of talk to it, and sometimes, it does what you tell it to? Sign me up! Unfortunately, just as we were starting to get somewhere, Scoble adds a little more magic to his sales pitch:

Yeah, we could say the camera isn’t good in low light. We could say it doesn’t have enough utility. It looks dorky. It freaks some people out (it’s new, that will go away once they are in the market). 

Oh. Shit. Just when I was getting excited about yelling into a pair of goggles with a comprehension problem. So… the camera kind of sucks, it doesn’t really do anything yet, it looks dorky and people who aren’t trying to be quoted by Wired or Mashable or score a pair to review on their blog are suspicious of it to the point that they will run away if you even start walking in their general direction (especially when you happen to be trolling public bathrooms in search of cool photos to post to your Google Plus stream). Awesome.

So now I have even less reasons to go out and buy Google Glass than when I had zero reasons to go out and buy Google Glass. Fortunately, our favorite Tech Guru du jour attempts to redeem himself in the end with this eloquent and deeply thought out breakdown of why Google Glass is the best thing since the invention of fire:

But I don’t care. This has changed my life. I will never live a day without it on. 

It is that significant. 

Ah. Well, okay then. I can see why so many people swooned over this thing as soon as Robert Scoble professed his undying love for a product he couldn’t quite manage to talk about coherently.

Excuse me but what a massive crock of shit. Tech guru my ass. How about we start over, starting with this:

1. Before you can really be any kind of guru, learn how to string two coherent thoughts together in a cohesive sentence. Or don’t. Whatever. Evidently, nobody bothers to read any of this shit before sharing it and retweeting it anyway.

2. Stop blowing smoke up our asses for just ten minutes and look at tech products objectively, starting with Glass. If they’re great, explain why. If they aren’t, explain why. Is that really so hard? This whole social media/guru/pseudo-futurist-douchebags-spewing-bullshit-all-day-long culture of manufactured “influence” needs to come to an abrupt end. It isn’t healthy. It isn’t healthy for companies like Google, for VCs, for startups, for product managers, for marketing, for journalism, and it sure as shit isn’t healthy for innovation either. We are so busy trying to find ways to reward well-funded mediocrity that we completely overlook real successes in innovation. We are celebrating all the wrong things.

2. Product Management is about more than buzz and “influencer” marketing. It’s about 360 degree execution

Don’t get me wrong. Google Glass might be a great product someday (and I hope it is) but right now, it isn’t much of anything. It’s barely a prototype. It’s a first stage proof of concept. It is not a product. Not yet. The worst thing Google can do is believe its own PR. This product isn’t ready. Period.

Incidentally, if I hear one more tech writer or guru compare Google Glass to the iPhone launch, I am going to start getting angry. Here is a little dose of reality: when Apple released the iPhone, it wasn’t a barely functional prototype. It was a working product. It did things. People understood what it was. Its value was crystal clear. Google Glass as it exists today isn’t even remotely comparable to the state of the iPhone when it launched.

If you want to pinpoint the moment that Google Glass will truly become a product, look towards the day when Google finally figures out what Google Glass is. (If Google’s “let’s build something and figure out what it is later” pattern of behavior feels like a recurring theme, you aren’t wrong. Google+ is still trying to figure out if it’s a social network, a collaboration ecosystem, or a dozen other things. Google Wave was… oh, never mind.)

Even Robert Scoble wasn’t able to figure out exactly what Glass is or why he liked it so much, and Google certainly isn’t helping consumers figure it out yet either. Okay, sure, it’s a wearable computer. Awesome. IBM introduced the idea back in 1997, then again a decade ago in this commercial;  and I am pretty sure I have seen versions of this in a dozen sci-fi movies. So this isn’t exactly earth-shattering innovation yet. Right now, it’s more of a voice-activated camera glued to cheap eyeglass frames with limited computer-like interface capabilities. In other words, it basically takes some of the basic things your smart phone can do and repackages them into a shitty looking eyeglass gadget that doesn’t really do anything novel but costs twice as much.  Not exactly the game changer we keep hearing about from the tech gurus.

Let’s recap. Right now, Google Glass does this:

And this:

And this:

And as far as messaging goes, this is the most significant review of the product so far:

It’s the first product that literally everyone could use it with voice. It’s actually quite amazing, even though I know that the magic is that it expects to hear only a small number of things.”

Awesome. I raise my glass to that, sir. Mark Twain would be proud. Maybe Google might want to look into hiring product development and product management folks from companies like Nike, Oakley, Sony, LG and Rudy Project at this point, because this smells like amateur hour. Sorry. Glass deserves better than this.

3. First to market is not the same thing as first to scale: how Google could lose its grip on the wearable computer market

I really hope that Google’s product management team figures out what they want to do soon, because right now, outside of the tech hype bubble, no one is super impressed. The Glass team needs to find its legs fast, and here is why: other companies are already taking the wearable computer concept and actually moving forward with the development of real products. Cool products. Products with utility and a point.

Here are two of them that you guys should pay attention to:

1. Oakley Airwave GPS-enabled goggles: If you’re a skier, snowboarder or a downhill mountain biker, the Airwave’s heads-up display already allows you to track speed (GPS integration can accurately measure how fast you are moving down a slope), jump analytics (measures and tracks distance, height and airtime of your jumps), vertical travel (measures your vertical feet by run, by day and over the course of the season), and navigation (pinpoints your location on a map and finds the run or points of interest you’re looking for).

It is also equipped with trip viewer capability (it lets you review your performance stats like max speed, total vert and max air, in detail, run by run or for the whole day), and has a buddy tracking system (helps you locate and track friends that have the Oakley Airwave goggle or App on their smartphone). Last but not least, the interface lets you control your music, monitor incoming phone calls and text messages while you’re on the slopes.

Here’s a quick video of what it can already do:

For more info, check out Oakley.com/airwave.

2. Recon Jet: a heads-up display for cyclists, triathletes, runners, and so on. As a triathlete myself, I immediately see value in this technology for me. The idea that I might as some point be able to move my bike computer’s data to a heads-up display is genius. One aspect of this is safety: I like the idea of being able to keep my eyes on the road at all times. Every time I have to look down at my bike computer, I run the risk of touching someone’s wheel or hitting a pothole. Also, if an aerodynamic tuck, not having to look down to see how fast I am going or what my wattage is can save me precious seconds over the course of a race. Add to that the possibility of adding biofeedback (like heart rate) to the display and even GPS features (like course maps and elevation), and you really have a product that most competitive cyclists will gladly spend upwards of $300 on. There is real functionality there. Ergo: real purpose and value.

Bonus: We still aren’t looking at the style and elegance of Oakley or Rudy Project competition eyewear, but the frames don’t look like something out of a skymall catalog from 2003 either. They’re actually wearable.


For more info, check out jet.reconinstruments.com.

Do you see the difference between Google Glass and these two products? While Glass still struggles to figure out what it wants to be and relies on “tech gurus” to help them find their way (sorry but recording the moments of your life isn’t enough unless you’re Canon or Nikon), Oakley and Recon Instruments have already identified markets, purpose, and specific features and functionality to answer the needs of those markets. It won’t be long now before you start seeing other applications pop up specifically for law enforcement, military personnel, hospital workers, retail sales clerks, hotel and restaurant staff, automobile drivers, customer service reps, educators, students, tourists, and so on.

Do you know what the difference is between a gadget and a product? It isn’t features or branding. It’s purpose. Purpose matters. It strikes to the very identity of a product. “What is this?” is as important a question as “what is it for?” and “what does it do?” These three questions form the basis for “what will this do for me?” If you can answer neither, you don’t have a product. You still only have an idea, and at best, a prototype. If you can sort of answer it but not completely, what you have is a gadget. You’re in infomercial territory. That’s where Google Glass is right now. (“I can wear Twitter on my face? Awesome!!! Here’s my money!” Good luck with that.)

Unfortunately for Google, if you really want to see where this technology is headed, you may have to start looking outside of Google for the next year or two. If Oakley and Recon Instruments are already developing cool heads-up display products with a point, it’s probably a safe bet to look to companies like Bolle, Smith Optics, Nike, Rudy Project, Garmin, Polar and Specialized to follow suit. Basically any company that makes pro-quality athletic eyewear, GPS devices, heart rate monitors and head protection will find a reason to get into this tech. They will be the first to put these types of products on the shelves and see commercial success.

The second wave will come from startups and communications/data companies that plug into government and service industries, especially those that rely heavily on CRM technologies. The big question mark will be whether tech companies like Apple, Sony, Microsoft, Nintendo, LG and even the Nokias of the world will get into the wearable computer game as well. If they do, assuming they care to invest in what is currently at best a niche product category, what will be Google’s answer to their slick design, smooth interfaces, purpose, image, utility, device functionality overlap and cross-compatibility? It’s a real question.

Google may be one of the players in this emerging market, but it certainly won’t be the leader if it doesn’t quickly start focusing on a) creating interfaces for specific verticals to create clear value props, scale and renewable revenues and b) developing designs that don’t look like something out of a K-mart version of a Star Trek prop that only a middle-aged tech geek would be caught wearing in public.

There is a market development model for this type of tech that, while complex, isn’t rocket science to figure out and put into play, but… well… right now, let’s just say that Google doesn’t really seem to be moving in that direction. It’s a shame too, because with the right team leading the charge, Google really could do something amazing with this. It’s kind of sad that it might all slip away for no other reason than a lack of direction, or an absence of product marketing leadership, or both.

*          *          *

Olivier Blanchard is the author of Social Media R.O.I.: Managing and Measuring Social Media Efforts in Your Organization. (You can sample a free chapter at smroi.net.) If English isn’t your first language, #smROI is also available in Spanish, Japanese, German, Korean and Italian now, with more international editions on the way.

CEO-Read  –  Amazon.com  –  www.smroi.net  –  Barnes & Noble  –  Que

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You’re always in beta. Always. If you think you aren’t, you’re already falling behind and bleeding relevance.

What does being in Beta mean? It means being in perpetual test mode. It means constantly asking “how could I do this better,” even when this worked just fine. How can I listen better? How could I improve customer service? How can I make my billing process smoother? How could we improve the UI/UX of our websites? How can I engage my user community even better? How could this brochure have been better?

I know what you’re thinking: Poor kid. He’s terminally obsessive-compulsive. 😀 (Actually, I’m just compulsive, not obsessive, but that’s a topic for another day.)

The point is this: The moment you start thinking that you have found the perfect model, the second you start adopting a “let’s not change anything” mentality, you’re screwed. The “don’t fix it if it ain’t broke” saying I hear a lot in the South is may have been pretty good advice a hundred years ago, but it isn’t anymore. Not if you want your company to stay competitive. Not if you want to see your company grow. Not if you want to see chronic improvement in everything you do.

Check out today’s video if you haven’t already. And if it doesn’t launch for you, go watch it here. (Thanks, Viddler!)

Interestingly, the “you’re always in Beta” mindset that I am talking about today seriously reminds me of the mindset athletes and coaches get into when it comes to improving performance. Say you’re currently a 24:00 5K runner, and you want to relive your college glory days by running an 18:00 5K a year from now. How do you do it? Simple: By stressing your system one little bit at a time. By challenging your comfort zone with every run. Going from 24:00 to 23:55, then 23:50, then 23:45 for the same distance, and so on. Turning up the heat and the intensity for a few weeks, then giving your body a chance to adapt. To plateau. And then starting over with a new cycle of stress and adaptation followed by a rest period. During that time, you are constantly testing your boundaries, monitoring success and failure, learning what works and what doesn’t. (And yes, measuring your progress to know what works and what doesn’t.) Pretty basic stuff.

The alternative would be to keep running the same 5K route every day at the exact same speed, in the exact same way. What would happen? Well, you would become pretty good at running a 5K  in 24:00. Comfortable? Sure. But whatever happened to improvement? See where I am going with this?

Okay, now let’s complicate things a little bit:

As a triathlete, training and competing in what essentially amounts to three sports (swimming, cycling and running) adds some pretty substantial layers of complexity. Not only do I have to figure out how to train for three specific sports, but I have to figure out how to combine and integrate all three in a way that doesn’t lead to injury or burnout. I also have to fit all three in my already busy schedule. Then I have to consider how to time my training cycles to coincide with specific races. In addition, I have to incorporate changes in nutrition and hydration based on my workouts, my training mode, outside temperatures, etc. And if I get into my head that I am going to train for a marathon, half Ironman or full-on mac-daddy Ironman, all of these variables take on a level of complexity I can’t even begin to explain in one blog post. How much Gatorade should I drink per hour in 94 degree temperatures at 80% of my maximum heart rate? How many energy gels can I absorb per hour without getting sick to my stomach? What cadence should I adopt to sustain an average speed of 21mph for 112 miles? Only one way to find out: Test it.

And I haven’t even talked about gear. Will the improved aerodynamics gained from dropping my aerobars down 2 millimeters shave 20 seconds off my 40K time? Maybe… but as a result, will my upper body’s new angle offset my hip angle enough to reduce my power output or stress my hip flexors enough that I will start cramping up 5 miles into the run? How will I find out? There’s only one way: Getting out there and testing that theory. It’s clipboard and stopwatch time for the next six weeks.

Should I go with a disc wheel or a deep dish rim for my next race? How will I know which works better for me on a moderately hilly course in 15mph crosswinds? Only one way: I have to go test each wheel configuration on a variety of courses in completely different wind conditions. Then I’ll know what works best in specific course conditions.

Rear-mounted bottle-cages or frame-mounted? Aero helmet or regular helmet? Motion control shoes or racing flats? Test test test test test. You get the picture.

Call it an occupational benefit or a pre-existing condition, but being a triathlete kind of trains you to be in a perpetual Beta mindset. And it isn’t a stretch to jump from the world of competitive endurance sports to the world of business performance. Different application, but same principles and same basic methodology: Ask, test, observe, validate, learn, repeat.

But before you do all this – the testing, the experimentation, the analysis and learning and adaptation – you have to make a choice. You have to pick a camp. You have to decide whether you are satisfied with your business performance as it is today (“good enough” is good enough for you and your customers), or hungry for improvement.

There’s no right or wrong answer here. It doesn’t matter what camp you decide to align yourself with: The one happy with the way things are or the one looking to kick ass a little more each day. What matters is that your decision work for you. But let’s be clear about the impact that your choice will have on your business: Sticking with a “let’s not change anything” mindset will not earn you more customers, increase customer loyalty or generate more sales. Where you are today is exactly where you will be tomorrow. If you’re lucky. Eventually, perhaps not next week or next month or next year, but eventually, this mindset will seal your doom. A Beta mindset, however, will help you uncover ways to innovate, earn more customers, cut costs, increase customer and employee loyalty, improve product design and performance… You name it: Whatever the opportunity to improve, do do things better and smarter, may be, you will systematically uncover it in the same way that Apple, Nike, BMW, Cervelo, HBO, Michael Phelps, IDEO, Lance Armstrong, Comcast and Zappos have.

If you want your company to be best in class, to own a market or an industry, to be the trendsetter, the example to follow, the leader in a category, you must adopt a perpetual Beta mindset. You have to constantly stress your systems and processes. You have to turn every action into a test an look at every activity as an opportunity to experiment.You have to measure, analyze, learn, adapt and repeat the cycle over and over and over again.

Question everything.

Work harder than the next guy to build the best XYZ the world has ever seen, and then find ways to make it even better.

Perfection is a process, not a milestone.

Embrace a state of perpetual Beta.


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Every year, I try to end my summer with a half Ironman or some other 5+ hour endurance race. There are several reasons for that little bit of annual madness (like, believe it or not, fun), but perhaps the most important one is to make sure that I don’t fall off the fitness wagon half way through the summer.

Occasionally, I am as serious about performance at these late season events as I am about shorter, more focused races, but most of the time, nope. For me, the most important part of doing a half or full iron distance triathlon is participating. (And finishing.) This past weekend was no exception. Setting up my transition area under a beautiful pre-dawn sky surrounded by some of the fittest people in the US’ South East, my plan was simple: Have fun, take it easy, and enjoy every minute of this race. That is precisely what I did.

Not that I would call mile nine of the half Marathon all that enjoyable… but you get the picture.

Towards the end of the race, I did something that I seldom ever do in athletic competitions: I stopped and waited for a friend who wasn’t having a great day. Instead of running the final few miles to the finish, I walked alongside him and we had a great conversation – something we hadn’t had a chance to do in a very long time. Sure, it didn’t help my run split, but this race – like so many of these late season mile fests – wasn’t about setting personal bests or placing in my age group. This race, perhaps more than any before it, reminded me how much I enjoy the multisport lifestyle I chose to be a part of. How much I enjoy mixing an early morning mass swim, a rugged time trial and a long group run. How much I enjoy the sun’s warmth on my shoulders, the comforting southern wind against my face, and the sights and sounds of hundreds of fellow citizen athletes break a sweat for a few hours.

In nine years of competition I have yet to meet a triathlete I don’t like. There is just something refreshing about the can-do, no bullshit, let’s get it done attitude displayed by this great family of fitness hobbyists. You aren’t likely to hear a whole lot of excuses or “poor me” stories come out of this bunch. What you are likely to hear though is “Good job! Way to go! Looking good, number 123! Hang in there, number 345!” These folks give you a thumbs up and a smile when they pass you, and shout encouragements when you pass them. What other sport generates that kind of positive attitude? The smiles stretching across people’s faces before the gun goes off and once they’ve crossed the finish line tells you volumes about who they are. There are no game faces here. There is no posturing. No political maneuvering. What you see is humanity at its best. Humanity at its most humble. Its most caring. Its most honest. Its most respectful. And yet at its most confident.

I’ve never met a dumb, lazy or mean triathlete. I’ve never met a dishonest one either. I guess there’s something about the psychology of a person who would spend months preparing their body and their mind for a battle against the miles and the desire to quit that just doesn’t click with petty self-serving behaviors. Counting myself among the ranks of these fine men and women is something I am more grateful for than words can convey. I am very lucky to be part of such a wonderful community of human beings.

Here’s to an all too short but memorable triathlon season with the Finish Line-Hincapie Sportswear Triathlon Team. Looking forward to getting even fitter and faster over the cold months ahead. (Spring will be back before we know it.)

Have a great weekend, everyone. 😉

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Don’t get me wrong: I am very happy with a 1:10:45 finish (a personal best on the Greenville Sprint Triathlon course)… But I was chasing 1:08:12.

Next year, Green Goblin. Next year. Muhahahaha.

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