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Dan Oshinsky

Dan Oshinsky is an editor at BuzzFeed, where he builds new stuff for the web. He's also the founder of Stry.us, a long-form news experiment. Find him on Twitter at @danoshinsky.

FEATURES
Learn-How-to-Steal-Better

Let’s Learn How to Steal Better

n 2006, a friend explained to me that nearly every song in recorded music history — everything I’d ever heard on the radio — had been stolen from somewhere else.

communication-tools

Communication is About Time, Not Tools.

How many ways do you attempt to communicate? There are infinite tools for communication at our disposal, but the best ideas often come from simple, face-to-face conversation.

brand-list

What You Need To Know, and What We Want You To Know. (There’s A Difference.)

Get focused with your message. Figure out what you want people to know and what they need to know, and put those things front and center.

story-beginning

What ‘Jerry Maguire’ Can Teach Us About Starting Our Work

So many times, at the start of a project, we search for the perfect place — the “right” place — to begin. We often waste a lot of time at the start.

sleeping-isn't-a-sin

Sleeping Isn’t a Sin

There’s this idea going around these days that people who run a startup or a company have to put in 180-hour work weeks. If you’re not, you’re doing something wrong.

rules

No Rules. No Laws. Just You and Your Work.

Entrepreneur Dan Oshinsky draws revelations from a documentary about blood diamond trafficking to our daily professional roles. The question: Who’s in charge?

google

How Google Got Its Brand Back

The way he tells it, Google didn’t spend much money on branding at first. They didn’t even want to brand. When Edwards told the executive team that they need to use branding to set themselves apart from sites like Yahoo! and Ask Jeeves, Page said, “If we can’t win on quality [of search results], we shouldn’t win at all.”

airplane

What We Can Learn From the 7-Footer on the Airplane

Most companies work like that airplane. They build a structure. Employees work within the structure. And for the most part, companies work alright within this framework. It’s comfortable for most, and it’s rigid, and it works. Except that outliers don’t fit. You can’t be seven feet tall and stand up on an airplane. The structure won’t let you.

bootstrapping

In Defense of Bootstrapping or Why Asking For Permission Sucks

Some things I like asking for. I like asking for help. I like asking for favors. I hate asking for permission. This presents a sort of problem for me, as far as working in a bureaucratic environment is concerned.

shut-up-and-listen

How to Shut the Hell Up and Really Listen

When you’re put into a situation where you really have to listen, you need to break that routine. Good listeners are active. If you’re listening and no questions are popping up in your head, you’re probably not listening well enough.

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