This is the blog of Adam Kalsey. Unusual depth and complexity. Rich, full body with a hint of nutty earthiness.

Marketing

Barnes & Noble's response

I received a response to my letter to Barnes & Noble today.

Dear Mr. Kalsey,

We do respect your privacy and are very concerned that you received promotional emails when you had requested to opt out of this feature. We take this matter seriously and will investigate further.

We will forward your inquiry to our leadership responsible for the emails. A business manager from that team then will respond to you within two days.

Within that time, there is a remote chance that you will receive another promotional email while we are conducting our investigation and taking
action to rectify the situation. Final closure of the investigation will
ensure that this does not continue.

With regards,

W. Marco Graham
Customer Relations Advocate
Quality Assurance
Barnes&Noble.com

That’s six business days from the time I sent the letter. It took over a week for BN to respond to a concern from a customer that is already unhappy with them. Here’s a lesson: if you have an unhappy customer, tend to them immediately. If you delay, they will only become more angry and your delayed response only serves to remind them that they are upset with you.

I do appreciate a personal response. People recognize form letters and responding to a complaint with a canned answer is never a good idea because it’s easier to be angry with a faceless corporate entity than a person with a name. Sending a personalized email can quickly disarm a customer service problem because it makes the customer feel like somebody cares and is thinking about their problem.

Recently Written

Your OKR Cascade is Breaking Your Strategy
Aug 1: Most companies cascade OKRs down their org chart thinking it creates alignment. Instead, it fragments strategy and marginalizes supporting teams. Here's what works better than the waterfall approach.
Your Prioritization Problem Is a Strategy Problem
Jul 23: Most teams struggle with prioritization because they're trying to optimize for everything at once. The real problem isn't having too many options—it's not having a clear strategy to choose between them. Without strategy, every decision feels equally important. With strategy, most decisions become obvious.
Behind schedule
Jul 21: Your team is 6 weeks late and still missing features. The solution isn't working harder—it's accepting that your deadlines were fake all along. Ship what you have. Cut ruthlessly. Stop letting "one more day" turn into one more month.
VC’s Future Lies In Building Winners
Jun 21: AI and megafunds are about to kill the traditional venture model, forcing smaller VCs to stop hunting for hidden gems and start rolling up their sleeves to fix broken companies instead.
Should individual people have OKRs?
May 14: A good OKR describes and measures an outcome, but it can be challenging to create an outcome-focused OKR for an individual.
10 OKR traps and how to avoid them
May 8: I’ve helped lots of teams implement OKRs or fix a broken OKR process. Here are the 10 most common problems I see, and what to do instead.
AI is Smart, But Wisdom Requires Judgement
May 3: AI can process data at lightning speed, but wisdom comes from human judgment—picking the best imperfect option when facts alone don’t point the way.
Decoding Product Leadership Titles
Mar 18: Not all product leadership titles mean what they sound like. ‘Head of Product’ can mean anything from a senior PM to a true VP. Here’s how to tell the difference.

Older...

What I'm Reading