Brain Fodder For Professional Service Marketers

The Intersection of The Art of Jazz and The Science of Listening

2011-12-17T10:15:00.000-06:00

If movement (not to mention innovation) is difficult -- whether in enterprise or on a personal front -- difficulty listening might be part of the problem. We spend considerable time on the topic here; but this presentation by jazz musician Stefon Harris offers insight into the critical role listening plays in progress and innovation. If you love jazz, this will be especially enjoyable; but there's a lesson here for all.

Big Hairy Audacious Goals Versus The Devils You Know

2011-11-30T15:22:00.003-06:00

Bill Taylor’s HBR Blog post today -- “Don’t Let What You Know Limit What You Imagine” -- strikes at the heart of a strategic planning challenge for professional service organizations in today’s marketplace. Begin with bright business minds, add expertise and deep experience, blend with volatility, unpredictability and a touch of fear, and you have a recipe that can result in the devils we know defining the way we think, act and communicate.

You know the saying -- Be careful...the devil you know may end up being better than the one you don’t know.

When much is at stake -- not to mention those moments when crisis looms -- the desire to study history, examine the past, and leverage experience is understandable. The great challenge -- in fact, one of the things that differentiates those who actually inspire, innovate and change the future from would-be leaders -- is balanced perspective.

Case in point — as the father of a soon to be 20-year old daughter, it’s difficult for me not to speak completely out of personal experience when I offer advice on dating. ”I know exactly how immature boys your age are because I was one!” Few would dispute that my perspective is rooted in fact. But the problem (apart from the fact that my target audience has limited interest in this message) is that this one-dimensional perspective does little to facilitate progress.

What does this have to do with organizational thinking, planning and communication? Simply this: without exception, when couched and “toned” only by data points of the past, an organization’s mindset, planning and message will lack dimension, limit vision, and seed faulty action.

Absent a perspective that allows for (and prompts) vision, communication is either a recitation of history or an account of current conditions. If that data is less than stellar the chances are great that the devils we know have far too much influence.

Consider this: had the framework for Abraham Lincoln’s Gettysburg Address or poetic Second Inaugural been couched in the reality of recent history, or even the moment, his speeches would simply have decried the nation’s condition, and mourned those yet to die. Instead, Lincoln used the past to give birth to a new vision.

Had Dr. Martin Luther King, Jr. addressed the throng gathered on the Mall in Washington, D.C. speaking only out of experience, the “I have a dream” refrain would never have passed his lips.

And in the wake of the USSR having won the race to orbit the earth, President Kennedy dared to stir the US with an unthinkable vision — to put a man on the moon.

Take a look at what these examples have in common.

They do not gloss over or ignore the realities of the past;
They broaden perspective;
They speak of possibilities for the future;
They call for participation.

Put another way — what Lincoln, King and Kennedy did was transcend data, and seed a vision. Some might suggest that known data points and vision represent opposite perspectives — that the former is grounded in fact and the later is right-side-of-the-brain creativity at its best . . . spin at worst. Yet, pivotal moments are often marked by the communication of a leader who, unprepared for the past to define the future, is able to articulate a new view of the horizon.

Pivotal moments — whether in commerce, social enterprise, political endeavors and even personal adventure – come when decision makers understand that most of us are anxious to be done with the devils we have known. We simply need someone to help us with the vision of what might be.

Most of us are still stirred by a dream -- by the challenge inherent in what Jim Collins called Big Hairy Audacious Goals.

Proposal: A New Language For Progress

2011-11-27T19:25:00.000-06:00

One of the many gifts my parents gave me was a deep appreciation and love for music. All kinds of music really. My mother, possessing a genius I had no way to appreciate at the time, would let me, Keith, Paul and Phyllis have complete control of the family stereo for our own preferred musical preference -- from The Beatles to the Stones, and beyond.

Well, almost complete control. She was a huge fan of the weekly WJR (Detroit radio) broadcast of Karl Haas’ program, Adventures in Good Music. For that hour, she cranked up the volume and filled the entire house with what I now know to have been her seeding the work of the masters in our experience.

And an appreciation for classical music somehow, in spite of every attempt to prevent it, seeped into my consciousness. Though I can’t speak for my brothers and sister, I suspect they’d say the same thing.

Tonight, as iTunes shuffles my library, an amazing spectrum of styles and artists reach deep into the heart of my being, make me quiet, and send chills through my entire body. James Taylor, Lady Antebellum, Gershwin, Sting, Handel...all strike a chord.

Each chord resonates in a way that defies description or explanation; but is, inarguably, a part of me. Thanks to Mom and Dad.

This is the power of music. And I remember in my youth believing that there is something in music that, given a measure or two, is capable of bridging any language and cultural gap, of creating harmony out of dissonance.

With the (continual) news that those entrusted to govern in the United States are unable to make any progress on not only domestic, but pressing global issues, one wonders whether we might arrange for a closed circuit broadcast the world’s music into boardrooms, legislative chambers and seats of power everywhere.

Just a thught. How much less could possibly be accomplished?

Pausing To Remember What Really Matters

2011-11-24T10:05:00.000-06:00

(This is a reprise of a Post from December 2010. An idea worth reconsidering today. Happy Thanksgiving, All.)

Some things simply are not important in the scope of things.

Mac or PC? Important to the respective companies, to be sure; but give me either and I’ll get the job done. Number of Twitter followers or Facebook friends? Great possibilities; but not near as important as how you treat those you’re connected to -- online or face-to-face.

Pro sports contract negotiations, college bowl selections -- 90% of what fills an hour of sports talk radio or sports center highlights -- important to the individuals and enterprises they touch, yes. But is the amount of time invested by many of us on such issues just a bit out of proportion?

Red state, blue state, left side of the aisle, right side of the brain -- are the things we invest so much time cussing and discussing -- are these things as important as the time we spend on them?

This is not to say that purchasing decisions, the thrill of victory and the body politic don’t warrant attention, or to suggest they have no importance.

But (thankfully) every so often I am reminded that it is more important to be quiet for a moment, and consider what really matters.

Time with friends and family really matters.

Experiencing what happens to human beings when we give of ourselves -- this is important. Nothing will change a community more quickly. I would certainly do better to shift some of my sports or political talk time to efforts here.

And simply pausing for a few minutes -- maybe for a day -- to consider the very few things that really matter -- this is one of the most important things we can do today.

Listen. Do You Want To Know A Secret?

2011-11-12T07:50:00.000-06:00

For anyone of a certain age (we won’t be any more specific) those words most likely prompt a mind’s earful of a catchy tune as recorded by the Fab Four. (If “Fab Four” is meaningless to you, skip to paragraph 2.) The lyrics of the song, simplistic as they might be, belie one of the key -- maybe even THE key criteria to successful relationship: be quiet; listen up; and you are likely to hear something of value.

Makes for a nice song. But practically speaking, we don’t much care for the discipline that is required to really listen.

Don’t believe this? Look around, and consider the precipitous decline in the art of conversation. E-mail, texting, social updates (in as few as 140 characters, to boot) -- all make it infinitely more easy to browse, skim, filter and create shortcuts for messaging. Key words and optimized phrases have become the shorthand of ideas. Seems like this used to be thought of as “hearing only what we want to hear.”

And if one is really plugged in, technology will do much of the work for you.

Really listening, it turns out -- the kind of intentional act that puts aside agendas and preconceived notions -- is hard work. It calls for focus and concentration. It has one goal: to learn something.

Not to sell, disciple, convert or win. To learn. Because learning is the door to opportunity.

(As an aside, if your sales force or customer facing team is having difficulty identifying new productive and profitable opportunities, they may not be listening.)

This is what we tell our children: listen and learn. It is -- to a lesser degree to be sure, but to a certain degree nonetheless -- the way we behave in the earliest stages of an important personal relationship. Talking less. Listening more intentionally. Looking for insights that combine to form a bridge to relationship. Alert to the most promising opportunities for connection.

The unfortunate tendency -- in the context of personal and business relationships -- is to far too quickly believe we know enough (if not, all).

And with “research” complete, the focus on listening shifts to a preoccupation with what we now want to say.

We agonize over brochure copy, web content, Twitter posts, and a message strategy for Facebook, Linked In and now Google +. With so many ways to deliver our message, what we say becomes the focus. Even in conversation, research points to the fact that often, while feigning listening, we’re really thinking about what we need to say next.

Few are the strategic discussions around the execution of a feedback mechanism. Fewer still the times that the listening potential of social media or the firm web site appear on a meeting agenda. These are, after all, messaging tools. So convinced are we that connecting and communicating with the market is about messaging, that the absence of robust listening tools is scarcely noticed.

And we certainly don’t consider the listening opportunity inherent in social media. (How many organizations do you know that follow clients or key customers on Twitter -- not to talk to them, but to listen to what they have to say?)

This is not to diminish the need for or value in quality messaging. It is, of course, critical. It is to at least whisper into our collective marketing ears.

Want customers / clients for life? Listen closely. Given the time and opportunity, the market will tell you the secrets to their loyalty.

Who Is Your Marketing Team?

2011-11-08T22:09:00.001-06:00

In search of an odd-sized air-filter, Darlene had a customer experience on one end of the spectrum.

During a lunch break, she and a friend headed to the neighborhood big-box hardware outlet where a courteous clerk pointed to aisle 10, containing a large inventory of air-filters, certain to include the size she sought. The two found the inventory; but alas, no 12 X 12 filter -- the sought after size. Darlene’s friend, ever the optimist, suggested they order the filter from the store, save shipping costs, and pick it up in a few days. Ever the skeptic, Darlene was not hopeful as they headed out, searching for assistance.

Reaching the front of the store, they encountered the same courteous gent that had directed them to aisle 10. An observant soul, he commented “You are empty handed.” Darlene, offering the clerk the opportunity to win, informed him “we didn’t find any 12 X 12.”

The clerk -- the face of the company to these two shoppers, the marketing-team-of-the-moment -- given a pretty easy opportunity to enhance the brand of the retailer, replied with an articulate “Wow! Out? Well I don’t know what to tell you!” No “hey, how about we order you a supply right now!”

Unwilling to reward this level of service by providing a clue as to the ideal marketing/customer service response, the two women left the store. An on-line experience would be more rewarding.

That’s one end of the customer experience spectrum. At the other end, a recent hotel visit.

I had checked in for a conference; but a killer headache made it impossible for me to think of anything other than taking a couple of Advil. After getting to my room and rifling my suitcase and backpack, I came up empty. Only one solution: the hotel sundries store.

As I headed down the hall I passed an elevator and almost ran into a bellman pushing his luggage cart. “Good afternoon, sir. How is your stay so far?”

I replied something to the effect that I’d be better as soon as I found some Advil, and inquired as to directions to the sundries store.

The short version of the story is that this bellman, having bumped into a guest in HIS hotel with a headache, insisted on fetching appropriate medication, and delivering it to my room.

The difference in these two experiences? An organization that understands that everyone is a marketer -- a company that underscores the value of every touchpoint.

Simply put, the hotel believes, and teaches employees that anyone or anything that intersects with the guest experience is an opportunity to market, to enrich the brand, and to seed loyalty.

I’ve told that story dozens of times to scores of travelers, meeting planners and customer experience enthusiasts. And I’ll tell it hundreds more times before my memory begins to fade.

The organization that isn’t investing in every intersection with a client / customer -- from retail to B-to-B, and yes, even professional service groups -- from sales exec to consultant to the clerk or bellman -- hasn’t learned one of the basic realities of the new marketplace: everyone in the organization is a member of the marketing team.

Reflections On The Moments That Remind Us What Matters Most

2011-09-09T10:15:00.002-05:00

There are some moments that demand more than their fair share of attention.

Or perhaps the truth is that some moments have a way of forcing us to focus on the things that deserve much more of our attention.

Every parent I know experiences this focus-adjustment the first time we hold, look into the eyes, or hear the voice of our child. Even in the throws of apprehension, uncertainty and outright fear, there is a clarity in that moment. An understanding that, notwithstanding all that swirls about us, few things will ever matter more than the care and nurture of this person. Thankfully there are additional moments along the way that remind and refocus.

Not all such moments of focus and clarity are born of joy.

We approach the tenth anniversary of the unthinkable terror and unspeakable tragedy that captured us the morning of September 11, 2001. In that hour, and in countless moments following, the hole in our hearts reminded us that -- in spite of all that consumes our days -- few things really matter. For a season we were kinder to each other.

Between the joy of beginnings and the hole in the heart that comes with loss, if we’re lucky, we experience our fair share of moments that remind us that what matters most is the relationships we share, the lives we touch. What we do here endures. The compassionate ear, the unconditional gift.

Relationships transcend time and space. Nurtured, the rewards are immeasurable. This is what matters most. Most of us know it. We just lose our focus.

We will always be distracted by jobs, mortgage payments, the politic of the moment, and even the game of the weekend.

But can we find a way to focus on what matters most, apart from the moments of extreme? Might we be more attuned to the everyday moments that vie for our attention and underscore our best intentions?

The reward for devoting attention to the things that really matter? The only thing that endures.

Five Keys To Better Conversations

2011-08-23T21:43:00.000-05:00

To the degree that one life intersects with another – at home, on the job, socially (yes, even via social media) – few things are more central to progress and success than the art of dialogue.

Whether a political agenda, the endeavors of enterprise, social awareness and reform or a family’s pursuits, progress is impossible in the absence of an intentional and consistent focus on better conversations. Better than what? Better than those we had last year…last month…yesterday.

There is little value in having the same conversations over and over. Eventually, no one is listening. So, here are five ideas – two things to steer clear of, and three proactive steps -- that will instigate better conversations and more productive dialogue.

1) Avoid the devils you know. These come in all shapes and sizes. They may be rooted in legitimate analysis or the ghosts of self-awareness. And though understanding the past is one of the ways to avoid repeating it, conversations (in the context of any relationship) that begin with the issues of past experiments and experiences rarely last long enough to break new ground. Change – indeed progress – is born of aspirations. Better conversations focus here.

2) Pass on the blame game. It’s popular, and everyone plays it. So much so that, masquerading as analysis, the language of blame (or CYA) is often the default language in any change related dialogue. Understanding what precipitated difficulties of the past might be instructive (though I’m not convinced of that fact). But attempts here almost always polarize and stymie. Affixing blame is a waste of time, and an inhibitor of real conversing. When it is of consequence, you can bet those who need to already have a sense who is to blame. Play a different game.

3) Change the discussion. This is the game we should be about, because it facilitates connection. Much of the time the reason progress is so slow and minuscule is we’re engaging in the same discussions…over and over. The same debate. The same case. The same retort. And the same result. Rather, invest in creativity and innovation. Want to stand a discussion on its ear? Drop pre-conceived agendas and seed a new idea. Where true progress is the objective, new ideas – not agendas or platforms – will fuel a better brand of dialogue.

4) Be about solutions. Conversations that begin with the problems rarely move past them. Should you need a case study, witness the current non-dialogue in Washington, D.C. Solutions, on the other hand, require creative thinking, broad (and deep) perspective, and a measure of courage. Solutions to real-world-issues – without respect to venue – come laden with responsibility. Whether on a personal level, in the workplace, or in the most convoluted of socio-political environs, solutions to multi-layered challenges always require on-going dialogue. Solutions to our greatest challenges cannot be communicated via sound bite.

5) Listen more than you talk. Ah! Here is the rub. To the degree that conversation is merely what we tolerate in order to make our point and present our agenda, there is no real dialogue. Dialogue is about erasing the whiteboard, and beginning anew. Dialogue invests in intentional listening – without agenda, in search of shared aspirations, because this is where connection occurs.

At the risk of stating the obvious, all of this flies in the face of a communication strategy that says identify your message and stay on point no matter the topic or specific question might be. Dialogue is hard work. It is not media or camera-friendly. Good sound bites are the accidental product of actual communication.

And so enterprise cranks out its marketing-speak; politicians rehearse and reiterate their sound bites; client service groups invent new ways to deflect criticism; we all learn to speak the same language, engage in the same conversations over and over; no one is listening…and dialogue is minimal.

I’m determined to be a part of better conversations. Not only will the past not define the future, the mistakes of yesterday will not cloud today’s conversations. If just you and I were to commit, what opportunities might be discovered?

A Little Less Talk -- Please!

2011-08-08T19:58:00.001-05:00

I have a friend who argues that the smaller an airline is, the more the flight attendants tend to talk -- before and during the flight. He suggests this isn’t simply about the size of the operation, but more a reflexion of some variation on an inferiority complex.

If you spend much time flying, you’ve probably seen it. The greetings, warnings, lists of regulations, and sometimes even general flight narrative begin almost before you’re seated and seem endless. My friend’s point, only half-tongue-in-cheek, is that the more the operation wrestles with a feeling of inferiority, the more chatter passengers are forced to endure. “We know all the jargon. These are real planes...with exits, colorful emergency lights and even refreshments!”

My friend is, to a certain degree, joking of course. But the principle is applicable in various venues. Witness the blather spewed from virtually every corner of the United States political arena at the moment.

Another friend, when contemplating the longer-than-the-average-citizen-can-imagine vacation season enjoyed by those who work (presumably for us) on Capital Hill, says “at least for a few weeks we can rest easy. Freedom is safe from their votes.”

Too bad television cameras and microphones are still accessible -- vacation or not.

Half an ear to the marketplace today makes it clear that few believe it will ever happen; but amid a credit rating downgrade and a 500-point drop on Wall Street, one can’t help wonder what things might look like if those to whom we’ve entrusted the republic lost access to the cameras and microphones. Unable to posture and ponder the next soundbite, might they focus on their job?

But in that our influence over those we’ve sent to Washington seems minimal, a bit of introspection seems in order. When will we, as constituents, take responsibility? When will we let those who work for us know that what they do speaks so loudly we cannot hear (and no longer care) what they say?

When will we finally reject all the noise -- without respect to party or professed ideology, and no matter how eloquent? When will we acknowledge that each time we vote based solely on soundbites, narrow agendas, and promises that we know cannot be kept, we perpetuate what we are experiencing today?

And, as long as we’re dealing with real questions, when will we get off the couch and engage in the process before it is time to bemoan the broken system?

Isn't it time for something more than talk? Have we any quiet, wise leaders in our midst? And would we allow them to lead?

No One Likes Change

2011-08-05T12:20:00.003-05:00

No one likes change. Those who say they do are most often talking about variety (like changing cars or upgrading laptops); or perhaps about improvements that make life easier -- though initially, even the idea of change for the better is often met with disdain.

I ran across this Networking Exchange blog post by Alan See (@AlanSee on Twitter). With projections indicating that by 1925 every adult woman in America would be needed to staff Bell Telephone’s manual switchboard system of routing calls, the company introduced the first automatic switchboard. The change was met with skepticism and questions about the elimination of a human being from the process. (Also see initial reactions to such innovations as the Model T or the ATM.)

In most organizations, a measure of success -- not to mention the comfort zone provided by precedent -- fights against change. On the other hand, a measure of pain is frequently the real agent forcing change in our midst. And delaying innovation until pain is registered does not seem to be the best strategy for survival...let alone innovation and growth.

So as team leaders, organizational management, or simply aspiring agents of change, here are two responses that, when heard (or spoken), should signal that we may be missing an opportunity to innovate.

The “we already do that” response. When a team member proposes a strategy or project innovation, be slow to equate the proposal with something already in place. I know a Marketing Director whose proposal for a strategic upgrade to the organization’s client interview process was cut short once the term “client interview” was uttered. Her boss either assumed every interview program is the same, or that there was no need for change. Opportunity lost.
The “I’ve done that job, so I understand what is involved” response. Right. Talk to an audio engineer about the knowledge and skills required for the job today, and compare them to the same job twenty years ago. No matter the task, the instant we assume the way we did RFPs, tracked customer experience, or approached SEO yesterday is state-of-the-art today, we are resisting the possibility that change might be in order.

This is not to suggest that just because change is possible we should instantly embrace it. Innovation rarely comes cheap. Impact on budget realities, human resources and organizational infrastructure are not to be discounted. And certainly, the mere existence of a “great idea” does not constitute smart change for the better. But as Alan’s post suggests, the most potent change may come in increments that begin with the question, "how can we improve."

"We’ve always done it this way", or "we never did that before" -- or "we don’t invest in fixing what isn’t broken" -- these are not, in-and-of-themselves, good reasons for sticking with the status quo. To the degree these are knee-jerk responses to the ideas of change, they are at the heart of our inability to innovate and grow.

In many respects the marketplace moves into uncharted territory with each new day. Those who aspire to lead must constantly ask whether there is a better way to accomplish our tasks.

Are We Losing Our Ability To Listen?

2011-08-05T08:10:00.000-05:00

In an increasingly loud world voices, headlines, media and even strategic noises seem to compete for our attention. The competition (naturally) gives rise to more creative approaches to capture a target's ear. And in the process there is plenty of reason to wonder whether anything is actually being heard.

In this short video presentation, sound expert Julian Treasure suggests we are "losing our listening." But stick with him; the payoff is five ways to re-tune your ears for conscious listening -- to other people and the world around you.

It's worth the listen.

The Quest For A Silver Bullet

2011-07-14T11:43:00.001-05:00

To the degree that it is human nature, it is understandable.

On the other hand, to the degree that it is a resource drain and one of the mistakes we insist on making over and over, it is a bane to effective business development.

"It" is our insatiable thirst and relentless search for a Silver Bullet.

From social media to the latest technology, from what's hot in creative execution to the flavor-of-the-month methodology or consultant, our hope that a tool, idea or insight is the key, is one of the great impediments to game-changing marketing success. So powerful is the seduction, that focus is replaced by fits and restarts with every new "opportunity" -- real, or imagined.

Yes, even the real opportunities can dramatically impede progress. The fact that they can result in measured success often only reinforces a behavior; it may even become viewed as an asset. Flexible, opportunistic -- even (mistakenly) entrepreneurial are words used to characterize a willingness (read tendency) to chase opportunities.

Sure...in the absence of strategic direction, being athletic enough to turn on a dime in pursuit of new opportunity may well be the best option. But don't mistake it for a Strategy (with a capital S).

And in those moments when we wonder at the advances made by competitors, or are mystified by an inability to leverage investments in business development, consider these two simple tenets:

1. Focus wins.
2. An important measure of strategy is whether it facilitates focus, empowering an organization to say "No" to the endless stream of new opportunities..

The fact is that absent unlimited resources, few organizations are really flexible enough to react to every great opportunity that comes along. Before we alter strategy in order to take advantage of something too good to pass up, consider the implication; while we might call it opportunistic, we may have a business development strategy (with a very small "s") that is little more than waiting (and hoping) for the next opportunity.

Silver bullets are rare.

Measure What Really Matters

2011-07-13T10:53:00.000-05:00

More than once in recent weeks I’ve participated in (or overheard out of the corner-of-an-ear) discussions on how time-consuming social media has become, what the payoff might be, and when it might be realized. (Don’t act like you haven’t asked some version of the same questions.)
Not only is the issue real; it is legitimate. It isn’t as though any of us has either a shortage of work, or an overabundance of free time on our hands.

Why are we here? What keeps pulling us back? When will the investment pay off? And will we recognize the payoff when it occurs?

If the numbers game doesn’t meet your needs – i.e. the accumulation of followers, friends and fans -- the issue becomes pointed. Get beyond the metrics that are relatively easy to skew in a positive direction, and what is the measure for success? And even when it comes to the numbers aspect of direct marketing, when might it be the best investment to simply buy connections.

So…what about all the time a comprehensive social media strategy requires -- Is it worth it?

Measuring Intangibles

There have been volumes written on the “ROI of social media.” Virtually all discuss the idea that social is an investment in relationships. And relationships are tough to measure. They are dynamic. Some days they are stronger than others. The best weather storms and grow deep over time. And client loyalty initiatives notwithstanding, relationship is an intangible asset.

To apply a standard designed to quantify tangibles when attempting to measure intangibles is to ignore the fact that the two live and operate in opposite sides of the brain. (This is really a topic unto itself, but if you wrestle with this idea, check Chip Conley’s thoughts on measuring what matters, here.)

If we are to accurately measure the value of social media we must rethink the measurement process. Not retool; simply rethink. Align perspective.

In a presentation titled The Power of Vulnerability (click to view), social researcher and storyteller Brene Brown begins with this premise: in the social arena, connection is what matters most. The ability to feel connected is of ultimate importance to human beings.

Now…if you skimmed that last paragraph, take a second to re-read.

For everyone wondering about the social media explosion, or what the return on the time invested might be, the answer lies in the way we think about connecting. As Brown suggests, human beings are prewired to connect, to belong, and to share. Social media is simply an extremely efficient way to make connection possible.

With this in mind, here are four cornerstones of a productive way to connect:

1. Be about building. There are plenty for whom social media is just another numbers game. Gather (and solicit) enough names, create a pitch, and sell widgets. But if you’re here to connect, be about building something to which others are drawn – a discussion, a group, a community.

2. Give unconditionally. Agendas and expectations kill relationships. If you want folks to connect with what you’re building, figure out how to give something of value. This is not to suggest that you shouldn’t ever ask for something or make a “pitch”; it is to say that if the first thing you do with every connection is fire off a Direct Message selling your software, you may not be building lasting relationships.

3. Be personal, real, and appropriately transparent. Brene Brown talks about the critical nature of vulnerability. We won’t presume that social media marketing is the venue for total transparency; but if you hope to build enduring relationships, social calls for language, tone and thesis that resonate. Absent a quality that is unmistakably real, your connections will be nominal. And of little long-term value.

4. Target smart. One of the greatest challenges associated with establishing rewarding connections in social media is defining with whom you wish to connect. There is, unfortunately, no single easy answer for this; however, begin by being selective around subject matter, individuals / groups you admire, and issues around which you have affinity. Social is an enormous pool. Be focused, and you’ll realize valuable connections sooner rather than later.

Ultimately value must be reflected on the bottom-line. But if connections and relationships are valued assets, short-term numbers rarely tell the whole story. Never underestimate the value of intangibles. Measure What Matters.

Open Letter To Law Firm Marketers

2011-05-29T10:41:00.000-05:00

Several weeks ago I was part of a discussion on marketing in the legal industry. In the course of the conversation a successful, respected law firm leader looked around the room and announced, “I just don’t get this whole CMO thing.”

His pronouncement wasn’t argumentative or confrontational. He wasn’t lobbying against marketers. He was giving voice to what scores of law firm leaders wrestle with -- the questions of whether the marketing function (whatever it is labeled) in the legal space, is strategic at any level, and where it belongs in the hierarchy of a firm?

To be pointed -- does marketing belong in the so-called C-Suite in law firms, participating in baseline discussions of direction, profitability and growth? Or is the industry served best by top-flight marketing communication teams, able to respond, react, deliver and facilitate communication, media relations, events and the like?

And while it may be pronounced to an uncomfortable degree for marketing professionals in law firms, the underlying issue is not unique to the legal industry. The fact that in many industries the ultimate office in the Suite -- that of the CEO -- is rarely occupied by one having come through the marketing ranks, is an oft explored issue by senior marketers. And (editorial comment here) far too frequently our response as marketers is defensive...if not indignant.

There are scores of possible causes for this. The creative, polished and often “event-driven” side of marketing -- from high-end production, to the concept of “spin,” to the degree to which “optics” seem to determine so much -- may give rise to the question, How can one engaged in so much “theater” bring appropriate gravity and perspective to an executive’s role?

Whatever the reason, for all marketers aspiring to leadership, here are three ideas that will change the discussions in your organization.

First, learn and use the language of those with whom you wish to connect / relate. Marketing-speak and Financial-speak are (most often) worlds apart. The verbal shorthand, metaphors, and acronyms of one rarely connect with the other. Want to lead strategic discussions? Speak a language that will connect with and be understood by leadership, whatever their respective discipline.
Remember the organization’s reason for being. Unless you market an agency or creative shop, it is probably not to win awards for advertising or gain acclaim for design and creative excellence. Focus efforts on initiatives that directly connect to the mission, and watch the nature of your discussions change.
Synthesize. See the big picture. Avoid (indeed, fight against) the silos that evolve in every organization. The leaders in technology, finance, and human resources are allies and partners of the successful marketing organization. And any perspective on strategy is incomplete if it is not a synthesis of every discipline in the organization.

One reason more marketers don’t have a “seat at the table” just might be that we haven’t found the way to connect with our colleagues in Finance, Technology, HR, Professional Development and Strategic Growth -- or whatever the departments in your organization might be.

A bit ironic that the group charged with connecting with the marketplace outside the organization has such difficulty connecting inside, don't you think? And if we are unable to connect with our colleagues, have we earned the right to an office in the C-Suite? Should we be shocked or dismayed when leaders "don't get the CMO thing?"

Inspiration, Innovation & Leadership

2011-05-16T22:28:00.000-05:00

A few days ago one of my Twitter friends -- Steve Herbert (@steveenjoyslife) -- introcued me to Simon Sinek's presentation titled " How Great Leaders Inspire Action." In this (inspired) video, Sinek explores what he calls the "golden circle" -- in his own words, the world's simplest idea.
The crux of the formula? People don't buy what you do (create, produce, advocate, etc.); they buy why you do it.
Put another way -- people buy the reason you do what you do.
For everyone wanting to market a product or service, inspire a course of action, lead a team, or instigate change, Apple, Dr. Martin Luther King and the Wright brothers are poignant illustrations that what inspires action is not "what", but "why."
Take 19 minutes to watch this video. You will be encouraged...and inspired to action.

When Marketing Fails

2011-05-14T08:57:00.000-05:00

This post is dedicated to anyone who has ever asked (or been on the receiving end of the query) where did our marketing go wrong?

And the answer is -- perhaps it went awry when the priority became creating, producing and delivering the message as opposed to identifying the precise point at which you might connect with your target.

Somewhere, somehow we began to equate marketing with the execution of creative genius. We recognize it, reward it, hand out killer-awards for it, revere it. And sometimes, inadvertently to be sure, producing the message became the point. We began thinking of the ability to articulate or produce as the only tools essential to moving a target audience.

Don't misunderstand: I firmly believe creativity in all of its manifestations is a critical piece of the puzzle. Great copy, killer production value, insightful market segmentation and innovative media plans scarcely scratch the surface of essential creative components. But if the message doesn't emanate from the kind of listening that precisely identifies the point of connection -- shared experiences, concerns, aspirations -- we should not be surprised when the market barely moves in our direction.

What might happen if, for a season, we invested in innovative listening? What if we found a way to lend our mind's ear to our clients/customers/targets (as opposed to engaging in a profunctary exercise)?

This is the essence of Intentional Listening. It employs the creative (and opportunistic) resources of the mind's ear to the fullest extent. This kind of listening is a relentless quest for common ground and points of connection.

Call it market research if conventional labels are more comfortable. By any label, this is the seed of succcess for our marketing efforts. Intently listen, and the market will reveal what it cares about, what it is searching for, and what it takes to sew seeds of loyal, enduring relationships.

Armed with this kind of baseline information, we might surprise even ourselves with the impact creative and innovative communication has on the bottom-line.

A Requiem For Relationships

2011-04-24T13:57:00.001-05:00

There is no shortage of information and advice on relationships. What it takes to make them work, fix them when they’re broken, build them, nurture them, leverage them. Counselors, coaches, philosophers, and theologians, all have devoted volumes to the subject.

Seldom will anyone whisper, let alone proclaim the truth: relationships don’t work.

I know -- the initial reaction is to vehemently deny this, and label the idea as the voice of pessimism, if not sheer heresy. This was certainly the response I clung to when first presented with compelling evidence to the contrary. But consider the evidence for a moment. Pick the arena -- from the closest of personal, to casual or social, to the heart of the professional marketplace -- relationships call for an unselfish perspective.

And how’s that worked for most of us? We are, across the spectrum, most often “in it to win.” The idea of being unselfish seems counter to everything that matters. Oh sure, best intentions define the early stages of the relationships we deem important -- at the personal and business level. But, when in the course of normal events, competing interests surface -- ah, there is the rub!

Of course, some of these “competing” instances are little more than trivial bouts born of (to be charitable) unique perspectives. If the relationship is important enough, at least one party finds a way to defer. But when these interests are seeded in a value system, or -- often more devastating -- a profit margin -- compromise, let alone deference becomes exponentially more difficult.

In these moments, whether with a significant other, a once-valued business partner, or a former key client, the instinct to win...to protect position...to self preserve takes over. And relationships tear. Or break. Or shatter.

Wow! That is gloom and doom...right?

Not so fast. What if a relationship constitutes the ultimate counter-intuitive? What if the foundation for a successful relationship is in knowing that, left to the normal course of things, relationships don’t work?

This, of course, is not a new idea. “For it is in giving that we receive.”

When marketers and strategists tap into this dynamic, the market tends to change. This is, after all, the principle at the heart of all the talk about listening, dialogue, and (we need a new term for this) customer satisfaction. This is not to imply that business relationships or the nurture of personal networks is ever easy, or that there exists a quick fix; but watch what happens when enterprise seeks a way to give something back...even in the smallest of increments.

At the personal level, all I know is that the most cherished relationships I have are the byproducts of forgiveness, charity and immeasurable unselfishness on the part of others. For these, I am most thankful.

And on a day when many celebrate a new beginning, whatever your faith, and however you choose to view the tremendous possibility, I am grateful that the impossible is possible. Relationships can -- indeed, do work.

Where Have All The Leaders Gone?

2011-04-08T15:09:00.000-05:00

Anecdotal evidence is dangerous. But current events (micro and macro level) beg the question: Just when we need it the most, where has real leadership gone?

Significant global unrest appears perpetual. Economic crisis inhibits dialogue around everything from national initiatives to local education. Infrastructures that facilitate so much of what is deemed essential seem stretched beyond reasonable limits.

Yet, those seated in the centers of power – political, social, private enterprise, all – seem impotent when it comes to effecting positive change.

Where is the brand of leadership that sees beyond its own street, neighborhood or village? Do leaders anywhere possess a world view born of an understanding that, while each community is made up of a multitude of perspectives, the threads of shared aspirations are strong enough to bind us together.

Without respect to your sphere of relationships, influence and operation, if you run into a leader that meets the following criteria you’ll be ahead of the game if you tap into their experience and perspective. If you own or run a company, hire them. This kind of leadership is, at best, a lost art.

Characteristics of a Leader

1. Big Picture Perspective. Whether a Manager, an occupant of the C-Suite, or a representative of “the people,” leadership cultivates and maintains perspective that transcends personal or parochial opinions and experiences. Driving an agenda rooted in narrow interests rarely gives rise to significant and lasting change.

2. Doesn’t Roam the Neighborhood Marking Fire Hydrants. If you’re searching for leadership, run when you encounter someone that invests time staking out territory. This never goes hand-in-hand with collaboration and consensus building.

3. Builds Teams. Leadership understands, whether intuitively or experientially, that winning requires a team. From governments to corporate giants to garage entrepreneurs, the best leaders rally support and leverage resources. They do not operate on (or seek to “mark”) an island. Leaders who do not believe in the greater potential of a team should be relieved of duty. Fire ‘em.

(By the way, the ability to build teams goes hand-in-hand with accepting responsibility -- versus blaming all ills on the shortcomings of someone else.)

4. Possess and Inspire Vision. A verse in Proverbs observes that “where there is no vision, the people perish.” If you wonder whether you are a leader or whether your enterprise has leaders in every area, look for the vision. The absence of vision equates to the absence of leadership. On the other hand, the ability to inspire vision is linked to the ability to identify and tap into shared aspirations.

5. Values Listening and Learning over Hyperbole. Somewhere along the line we began to think of personal charisma and the ability to articulate a message as earmarks of a great leader. We manage to overlook that these characteristics have been shared by some of history’s greatest scam artists. This is not to demean the importance of being able to communicate. Rather, it is to remind us that what we most need in leaders today – the ability to find common ground between multiple diverse experiences, collaborative skills, a visionary perspective – are grounded in understanding. And understanding comes from listening. Have someone masquerading as a leader, but unwilling to collaborate and listen? Fire ‘em.

We select leaders in a number of different ways, depending on the venue. But perhaps one of the reasons leadership seems in short supply in so many circles is that we have forgotten what it looks like. Charisma, titles, access, economic might – none of these, leaders make.

What would you add to this list of characteristics?

Enough Talk About Listening!

2010-12-29T18:17:00.001-06:00

If you interact with a significant other, a neighbor, team members or co-workers, no one needs to tell you that listening is critical to almost any relationship.

What we must not overlook is the fact that all listening is not equal. Query your favorite search engine for “types of listening” and you’ll find plenty of content on Discriminating (I-get-to-pick-and-choose), Passive (I’m-not-really-engaged) and a handful of other labels that seem like attempts to quantify the fact that sometimes we listen; often we fake it.

It is not difficult to make a case for Discriminating Listening in selected situations. After all, it is almost impossible to find a market segment that is not flooded with messages, each making as big a splash as possible in pursuit of mind share. The art of communication often seems inexorably linked to the metrics of media buys, production costs and decibels. The result can be deafening.

And with all the talk about the subject, one can’t help wondering whether marketers are listening.

An Opportunity to Reinvent

Few will admit it, but the proof is in the execution of strategies. Most strategies indicate that messaging is what we value most.

While we focus on the creation and delivery of the message we ignore at least two things central to the most basic communication theory:

Like it or not (and many struggle mightily with this) the basic building block of communication is the dynamism of shared experiences. Shared experience is the byproduct of interaction, participation, and collaboration. It does not begin with messaging.

Enter Intentional Listening – listening by design, with purpose, with ears wide open. This is the opportunity and potential of Social Media.

And though the irony of talking about it this much is not lost, here is fodder for what can hopefully be an on-going discussion around one of the most critical practices if you're venturing into social media.

Five Keys to Intentional Listening

1. Begin by asking “to whom should we be listening?” as opposed to “what should we be saying?” Somewhere in the course of the media age we have come to equate the best communication solely with message creation and delivery. And though this is not to say that the quality of messaging is not critical, it is to suggest that perhaps we have placed the proverbial cart before the horse. The most successful marketing always begins with target identification and research.

2. Take note (scrupulously) of what your target audience cares about. Review tweet streams, examine past posts, and browse lists of friends and followers. This “listening” will yield some of the best marketing intelligence available – a glimpse into what your market values and invests in.

3. Build on shared experiences. Listen carefully and your market will tell you exactly what it takes to connect. Build your connection strategy around shared experiences, interests, values and common needs. (If you are unable to identify this point of connection, return to number 1.)

4. Remember the arithmetic. Listen more than you talk…at minimum, two times more. Practically speaking, retweet more than you tweet your own message, ask questions that promote conversations around what your target market values. If the only time you seek interaction or feedback is when you want to precipitate action on your behalf, your arithmetic is wrong. Intentional Listening is about what it takes to build relationship. It is not about exploiting a podium or pulpit. In short, give more than you expect to receive.

5. Help build. Community is the life-blood of social media. Help build it and, with deference to the better mousetraps that might come along, your market will beat a path to your door. Build connections. Invest more time in a cause, event or idea that is important to your market than you do in asking targets to join your cause, and you’re on the road to relationships based on shared experiences. And there is dynamism in there.

This is the challenge for social media strategists: do we view this evolving arena as a message delivery media, or do we see it for what it is – a way to invest in Intentional Listening. The former view squanders the potential, turning social media presence into little more than a firestorm of sound bites.

Practice Intentional Listening and we’re on the road to shared experiences, valued collaboration, relationships that endure – and yes, loyal friends, fans, clients and customers.

What Really Matters?

2010-12-03T08:03:00.000-06:00

Some things simply are not important in the scope of things.

Red state, blue state, left side of the aisle, right side of the brain -- are the things we invest so much time cussing and discussing -- are these things (or are the conversations we’re having about them) as important as the time we spend on them?

This is not to say that purchasing decisions, the thrill of victory and the body politic don’t warrant attention, or to suggest they have no importance.

But (thankfully) every so often I am reminded that it is more important to be quiet for a moment, and consider what really matters.

Time with friends and family really matters.

What others think of you is rarely as important as what you, deep in your heart, think of yourself.

And simply pausing for a few minutes to consider the very few things that really matter -- this is one of the most important things we can do today.

Why Nothing Changes

2010-11-06T11:50:00.001-05:00

Thankfully we've survived the campaign antics of another election season in the U.S. And the news, whether your candidate won or lost, is that not much is likely to change.

So we can relax. Fear mongering notwithstanding, two, four, even six years from now we'll find ourselves a little older, to be sure; but, apart from that, not much will have changed. The issues, challenges and debates of 2016 will be alarmingly similar. (Consider how long we've been debating healthcare in the U.S.)

The truth is whether in ones personal life, as a leader in business, or a player on the political landscape, real change -- not to mention meaningful progress -- is rooted in unselfish perspective.

The trouble is perspective is in short supply; unselfish perspective may be near extinction. And big picture vision has given way to the belief that winning is the only true measure of success.

The void isn't limited to the body politic either. We manage to turn virtually everything into a contest. From discussions with significant others to a town hall meeting examining the health of our communities, dialogue far too often gives way to a debate. And with the combination of self interest and a commitment to victory, we dig in and hold our ground as if engaged in a battle for field position.

Unwilling to give even an inch, we witness -- well, something like a political campaign. No real dialogue. No information. No learning. No compromise. And no progress.

With rare exception, here's what we seem to have forgotten: meaningful change doesn't begin with the articulation of a winning argument or even a winning strategy. It begins when individuals become more concerned with listening than talking, and at least as concerned with understanding as being understood. It begins when winning today -- whether with family, neighbors or colleagues -- is less important than teeing up the dialogue that will enable us to find solutions to tomorrow's challenges.

Because no matter the venue or the issue, lasting change does not come in a day. Or a week. Or even an election season.

At The Heart of Today's Game-Changing Marketing Strategies

2010-11-03T10:28:00.000-05:00

Ask a dozen professionals from a variety of endeavors to define marketing and you will likely receive variations on two or three different themes. Retailers, B-to-B enterprises, service providers, Fortune 500 companies, entrepreneurial start-ups – and everything in between -- often view, plan and budget for marketing from unique perspectives.

But all of us, unique perspectives notwithstanding, count on our marketing investments to do one thing: contribute to a change – in awareness, in behavior, in loyalty, in habits or routines.

You may not think of or define marketing as an agent of change, but consider it. Regardless of the deliverable, from a single effort to an entire campaign, marketing is designed to instigate some type of change in the status quo. It may be about transforming a target into a client, expanding a customer’s use of your product/service line, creating awareness, or deepening loyalty to a brand. But effective marketing is, at its core, an agent of change.

Enter “Social Media”

I don’t believe any single solution is the holy grail of marketing; but the so-called “social media” options present marketers a new level of access to a critical dynamic of change – the oft overlooked (or ignored) element of dialogue.

Simply put, dialogue is the life-blood of enduring change. One-off decisions and temporary digressions can be precipitated by an event, an incentive or a compelling message. Dynamic campaigns can certainly win customers. But lasting change – the kind that lies at the heart of repeat business and customer loyalty – is the byproduct of feedback, conversations and the dialogue attendant to shared experiences. And “Social” provides a platform for numerous approaches to each of these activities.

We have long recognized the potential impact of “word-of-mouth” marketing. Get satisfied clients/customers talking about their experience with your product or service, and the marketing game changes. No longer is it the voice of the company extolling benefits; customer-originated messages have authenticity. Shared experiences resonate.

Add the element of actual real-time feedback, and you’ve tapped into the real marketing potential of social media; now you’re building relationships. And relationships trump everything. Relationship is the context for turst. Conversations that allow for questions and answers, musings, what-ifs, and even the airing of a problem – this kind of dialogue is the DNA of relationships that grow and thrive.

So when you wonder about the role of social media in a marketing strategy…or how to introduce the idea to leaders in your company…or what the best practices might be with respect to Twitter, Facebook and LinkedIn, remember the seed that eventually gives rise to the most pervasive and enduring change your market will ever know: today’s game-changing marketing plans create shared experiences, encourage on-going dialogue, and build communities with clients and

The Marketing Tool That Transcends Message & Media

2010-08-29T13:43:00.000-05:00

Today’s marketing professional has an impressive tool kit at the ready. In addition to the staples of the past half-century or so, technology has created a whole new set that seductively promises to change the arithmetic and shrink things to manageable size. Where the world used to be an accessible oyster for those with the budget, today’s venture can play in the global arena with even the scarcest of resources.

Okay -- truth be told, many of us are still wrestling with pieces of the new tool-set. (Please submit all workable Social Media marketing strategies.)

But while in pursuit of promising new connections in an undeniably dynamic marketplace, it may be timely to revisit the tool that has always shaped, and will again change the discussion.

Spot The Common Thread

Spend a few minutes visiting with a lawyer or a doctor who built a successful practice twenty-five or thirty years ago. Turn the discussion to how the practice was developed and the response will be something close to “I did good work; the word spread; and the practice grew.”

Find a retailer whose product isn’t the cheapest, but for whom customers exhibit intense loyalty. (Yes, they exist.)

Or talk to a client of one of Carl Sewell’s auto dealerships in Dallas, Texas where the idea is to transcend selling a car today in favor of creating a customer for life. (If you haven’t read it, the book is a “must read.”)

The thread that runs through these and a relative handful of other examples is the importance of the client/customer experience.

While companies invest heavily in innovation, go-to-market strategies, creative marketing communication and reward mechanisms, are we spending more than an afterthought on the experience clients (or targets) have when engaged by even the intangible aspects of a company. Certainly, benchmarks exist for creative budgets, production costs and even customer “loyalty” initiative. But when it comes to what prospective customers actually experience, otherwise sophisticated strategies focus on comfy waiting room chairs, a cup of cappuccino or a “we appreciate your business” flyer stuffed in with an invoice or statement.

I should confess that I’m pretty big on comfortable waiting areas and a good cup of cappuccino. That said, if we believe a handful of tactics are the things that engage the market, and build enduring relationships, we have not learned the age-old and most basic lesson of successful marketing endeavors.

If the objective is to move one round of widget production, empty shelves of current inventory, sell one car, or sign one consulting contract, you likely quit reading a couple of hundred words ago.

But for every enterprise interested in creating customers for life -- or, maybe even more valuable, loyal advocates for your brand -- effective marketing comes down to what customers/clients/prospects experience when they encounter your company, product or service. This is really the essence of brand: is what your clients and targets experience consistent with what your message promises? Does the experience transcend or fall short of expectations?

There is little doubt that creative genius is able to engage for a season. But those who seed the stuff that turns to word-of-mouth muscle believe in creating, and invest in delivering an ongoing experience.

Market shifts and media innovations will inevitably distract many. Those focused on engaging the market in the experiences from which enduring relationships are born are the companies that will be left standing.

The Role of Proactive Listening in Social Media

2010-06-02T10:58:00.000-05:00

Here’s the problem: we believe that once we’ve delivered a message -- written it, recorded it, spoken it aloud, hit “SEND” or (truth be told) even outlined it in bullet-form -- that we have Communicated. Put another way (and maybe a bit more to the point), when we think about communicating, we inevitably think about message delivery.

Conventional wisdom views “Great Communicators” as those gifted in the art of articulation. When it comes to marketing communication, we seek a wordsmith, an award-winning designer, and those able to grab an audience by the eye and ear, create and produce at the highest level...and deliver the message.

Enter the "Social Media."

View social media marketing tools through conventional eyes -- that is, see them primarily as message delivery vehicles -- and you sacrifice the opportunity to organically add a new dimension to your marketing efforts. Am I the only one who, upon first hearing about Twitter, scoffed -- wondering what value could be contained in 140 character limit for each message? How profound or poetic might one be when brevity is enforced? (My appreciation for Emily Dickinson notwithstanding.)

Clueless. Because I was thinking only in terms of delivering my message.

And while i may be slow, i did eventually come to realize that the real power of social media is that listening is at its core.

In fact, unlock the art of proactive listening in the social media, and you’ll discover a way to connect with your audience that will change your marketing -- both in terms of strategy, and execution.

To that end, here are a three ideas on how to use social media to proactively listen.

1. Master two or three questions. That's all it takes. Pose the right query to followers, fans and even foes, and you tap into the best marketing research available -- insight into what matters most to your clients/customers and targets, directly from them. And never underestimate the potential of a 140 character survey.

2. Build a Feedback mechanism. What this ends up looking like will depend on the tool, but you can bet your unhappy customers will utilize every tool at their disposal (remember the United Breaks Guitars video?). Be proactive and facilitate (encourage) conversations about your product or service -- the good and not so good -- and you'll hear about problems and opportunities in real time. This "conversation-context" is significantly more productive than a complaint box or traditional reactive approach to customer service. (By the way -- defensiveness has no place in a proactive feedback mechansim. Avoid it at all costs.)

3. Spend more time taking content in than you do dispensing your message. There is, no doubt, a more poetic way to articulate that idea; but we'll forgo poetry in favor of connecting. You get the idea. Listen (much) more than you speak. Read more than you write. I've seen varying suggestions as to effective ratios, and don't profess to have a proven formula. I think in terms of no more than 1 in 5 communication efforts revolving around a marketing message. I know a few folks who hit more like 1 in 10 when it comes to Twitter.

Three ideas. I'd appreciate hearing yours.

Imagine a marketing strategy built around on-going proactive listening. No telling how the marketplace might change!

Beyond Connections, to Building Relationships

2010-05-03T05:48:00.001-05:00

It is news to no one that when it comes to marketing (especially in the professional services arena) relationships trump everything.

A challenge in the pursuit of this asset is to recognize the difference between connections and relationships. (Or, for that matter, the difference between followers and relationships.)

At the risk of oversimplifying, establishing connections is relatively easy. Building and nurturing relationships is not.

Networking events can yield scores, even hundreds of business cards. Devote the time, and it is possible to connect with thousands via social platforms like Facebook, Twitter and LinkedIn. Add a budget to the equation and it is possible to grow a contact list exponentially.

And while making contact is where it begins, a connection does not constitute a relationship. Relating with an individual or a company (sorry about this) almost always requires two things – dialogue and shared experience. And this, for many, is where it gets tricky.

If we misunderstand what constitutes dialogue, we’re in for a long, winding, and likely frustrating journey.

We’ve long acknowledged the fact that communication is critical to building and nurturing relationships. The problem -- or at least part of the problem -- comes in the way marketing communication is typically defined. Most of the time we act as though communication is a one-way street. The result is the creation of entire web sites, advertising campaigns, and collateral communication materials that, with varying degrees of effectiveness, begin and end with telling a story.

Even when the story is compelling and well told, there is a problem: the real strength in a relationship is derived more from listening than from the delivery of a message. In fact, when it comes to nurturing a relationship, Listening may be the single most powerful and most under-utilized communication tool there is.

Time for a pause long enough to re-think that last sentence.

We all know this. We experience it every day with family, friends and in the workplace.

The more time I spend listening to those with whom I most want relationship, the closer I get to something made from fabric that transcends a satisfied customer and approaches a loyal (read “Something that will last”) friend... or even fan.

(And at the risk of pointing out the obvious – what holds true in business and marketing is doubly true with respect to personal relationships.)

For years the sophisticated marketing organization has invested in research and business intelligence in an effort to identify needs, test products and understand what will prompt the market to buy. But a process where a service provider or company makes calculated investnents in dialogue – in listening to the target market’s story -- that has been rare.

But times, they are changing.

The so-called (and ill-named) social media afford every organization a way to listen to its market. Those still in need of a reason to develop a “social” strategy need look no further.

What should a company or service organization do to develop loyal, lasting relationships? Invest at least as much time listening as you do delivering a message to your market. In fact, ask the right two or three questions, listen closely, and your market will tell you exactly what it takes to move from contact to relationship.

And two things are apt to occur. You’ll likely end up revising the way you tell your story; and you’ll be driven to focus on the second part of the relationship equation – the customer / client experience. That’s fodder for our next post.

When (and Where) Winning Really Is Everything

2010-04-22T17:44:00.001-05:00

This post is a few days removed from the event that gave impetus to thinking about the topic, primarily because the musings of my knee-jerk response to the final thirty minutes of the Masters were born of far too much emotion. And, though I’m not certain perspective has been fully regained, here goes.

Journalists, columnists and commentators have already commented at length on the stark juxtaposition of, on one hand, Phil Mickelson locked in a poignant embrace with his bride after winning his second Green Jacket; and on the other hand, Tiger Woods’ comments that many have characterized (correctly in my view) as born of almost no appreciation for the moment – either in terms of his own life, or for the lore of golf’s grandest stage. Agree or disagree, it is impossible to deny the compelling nature of the two stories. I’ll resist the temptation to opine further.

For me (and for some reason I feel compelled to apologize for the personal views I’m about to extol), there is a much more fundamental issue to be addressed: what have we decided constitutes winning?

For a season (no pun intended), while compiling an enviable record on the golf course, Mickelson was referred to as a “choker”, finishing in the top ten in tournament after tournament, but failing to finish first. The inference was that this man – clearly one of the world’s elite golfers – didn’t have the “stuff” to be a real winner.

Choker? Seriously?

And after listening to Tiger Woods’ comments at the conclusion of the Masters – comments that many of us (include me in the group) would once have lauded as representative of his relentless focus and commitment to winning – I wonder how many share my response; I no longer subscribe to, support or care to hear Tiger’s definition of sportsmanship, dedication or Winning. Not because I’m prepared to cast stones; not because I believe he should be held to any particular standard simply because he is gifted and public.

Not for any reason other than I believe it is time I realigned my definition of what it means to Win.

Jumping to another sport, when Duke defeated Butler in the fortieth minute of NCAA’s March Madness, how could anyone think of Butler’s bulldogs as a bunch of losers?

In that spirit, here are five ideas on the subject of winning.

There is serious merit to the idea that “it isn’t whether you win or lose, but how you play the game" (with apologies to Vince Lombardi)
Character matters. I’m not prepared to try to define it, except to say that while characters might win contests along the way, when calculating whether one is a Winner, the score is only one part of the formula
Though it is counter-intuitive, it is worth noting that not winning every single contest does not constitute Losing.
As cliché as it may sound, sometimes simply playing the game equates to Winning

And maybe most important, I believe it is way past time to remind ourselves that millions of Winners never tee it up. Or set foot on a pitcher’s mound, make Sports Center, have the chance to hoist a championship trophy, or -- for that matter -- sit in a CEO’s chair. They simply embrace each day’s challenges. And parent. And mentor. And give more than they take.

These are the real Winners. With a capital “W”.

The Fuzzy Area Between Vision and Focus

2010-04-11T09:33:00.000-05:00

This post is a reprise of a Guest shot for my friend Alicia Arenas (follow Alicia on Twitter), and her March Marketing Madness week. I offer it here knowing that focus always wins.

Few things have as much to do with the fabric of our communities as the vision that resides in business leaders. Certainly, family as well as other centers of value and education top the list; but the perspective that drives innovation, creates new enterprise, and transforms dreams to reality is a big part of what shapes cities and neighborhoods.

But somewhere between the vision that congers greatness and the focus necessary to realize a dream, things often get blurry.

You know the drill. There is buy-in for a vision; strategic planning is complete; goals and objectives identified; and resources have been ear-marked. Then something insidious happens: it comes disguised as a bigger, better vision, or a too-good-to-pass-up-all-new “opportunity” that demands immediate attention and resources. And, though not forsaken (you have far too much invested in it by this point), the original vision never quite looks the same.

This is particularly problematic for the small business and entrepreneurial environment, where leaders tend to be visionary, seeing opportunity at every turn.

At this point it is tempting to resort to an old metaphor: it is impossible to hit the bull’s eye if you take your eye off the target. But the issue is a bit more multidimensional than that. For an idea person, the harsh reality is that conceiving and honing a vision plays to our strength; maintaining focus often plays to a weakness.

Warning: this next part is tough for most marketers to hear.

In today’s marketplace good ideas are rarely enough to carry the day. Better mousetraps and newer/faster/better solutions are conceived on a regular basis. The few that make it to the market and win are either the byproduct of tenacious focus or pure luck. Ether works, but you only control one.

One of the most creative and innovative business leaders I know is plagued by his vision. So grand is his ability to picture what might be, that he is never short of ideas. But his visionary perspective seems to render him incapable of focusing long enough to nurture an idea to fruition. By contrast, some of history’s grandest breakthroughs are the coincidental byproduct of tenacious focus I frequently wonder about the impact my friend’s vision might have had, had he been able to focus.

And just in case you’re tempted to relegate the discussion to innovations or inventions, marketing is an area where focus can seem to be an afterthought. After all, with sufficient media resources and distribution channels, you can hit virtually any target with your eyes closed. (Apologies for resorting to the “target” analogy.) But for the vast majority of main street, marketing plans don’t come backed by the kind of media budget that enables the small business to market blindfolded.

So if focus wins...how do you fight through blurry (or double) vision, and stay focused? Here are four ideas.

Do your due-diligence on the front end. Know your market. Even if you don’t have an R&D budget, find a way to test your idea and marketing strategy. Customer surveys and focus groups are great tools here.

Know the metrics. How much does your vision cost? How much is it worth? At what point does it begin producing ROI? What percentage of your budget is earmarked for marketing? Know the numbers. The perspective gained here helps when it comes to maintaining focus in the face of other opportunities.

Establish a timetable. No business or marketing plan is good enough to be open-ended. Your plan of action should include a calendar that specifies appropriate dates for evaluation and strategic “tweaks.” Establish these at the outset, and it’s much easier to avoid playing “hunches.”

Practice saying “NO.” Whether marketing a company, product, or idea, the critical measure of focus is the ability to say “no” to distractions disguised as opportunities. There will be plenty. Stay the course, execute your plan. Chasing multiple opportunities is reactive. And a reactive strategy almost always seeds leadership and market share to someone else.

There are a number of understandable reasons for the blurring that exists between vision and focus. For many businesses it is as simple as the fact that a single leader is responsible for both tasks, while the perspective required for each is unique. So, for all charged with both tasks, separate hats -- or more appropriately, goggles -- is the order of the day.

Lennon & McCartney, A Lagniappe, And Social Media Muscle

2010-03-21T15:21:00.001-05:00

Some things just deserve a spotlight. A Twitter friend -- @9inchmarketing (John, IRL) – reminded me of this reality a few weeks ago when he introduced me to the Purple Goldfish Project. This is an organized effort to draw attention to the existence of Lagniappes (the practice of giving something extra) in the course of everyday business. Herein is one such tale.

I met Bob Magruder more moons ago than either of us care to admit. Chances are, you know him, too; or you know his voice, at least. For more than three decades he’s been the “voice” of local, regional and national advertising campaigns, as well as the authoritative persuader on promotional, instructional and training videos. You can sample some of his work here.

I was an inexperienced ad guy. He was a pro. From the outset it was clear that Bob employed an approach to his business that set him apart. His “customer is the boss” perspective was surprisingly rare among commercial talent the agency worked with. And he always showed up prepared, wanting to give more than was expected to make every project better; but that is not the story.

Bob’s lagniappe is found in the significant something extra he did – and continues to do for colleagues, apprentices and out-right competitors.

Yes…even competitors. For years I watched as one of the busiest and most talented guys in the highly competitive and often cut throat “voice acting” business would invest in teaching aspiring talent how to take work away from him!

To be fair, he did sell his instruction from time to time; but, for years I’ve watched him give time and often even foot the bill to help scores of folks trying to make it in the business.

Now, this isn't a conventional lagniappe. I don't remember ever hearing him talk about why he did this. For that matter, he never talked about doing it at all. When he reads this he’ll wonder what the fuss is about, becasue this was not a strategy or tactical approach. It is born of who he really is, and what he believes in: give clients more than is expected; and give back to an industry that supports you.

In recent months, while reading, thinking, and writing about the growing impact of social media, I’ve been reminded of Bob’s style. He would talk with anyone, share ideas, wonder about trends, and always welcome a conversation. But it never felt like strategizing. It was, in my view at least, the natural response of a guy that enjoyed conversation and collaboration, was always willing to listen, and from whom you would always get more than you paid for.

A Lennon-McCartney tune on the “Let It Be” album captures what Bob taught me (and hundreds of others). It is what the Purple Goldfish Project is all about. It is social media’s hidden muscle. “And in the end, the love you take is equal to the love you make.”

Magruder reminds me that nothing is more powerful than sharing with someone. This is the heart and soul of social media.

Collaborating? Check Your Winning Attitude at the Door

2010-02-28T09:25:00.000-06:00

There are few things we value more than winning. From t-ball to spelling bees to the professional sports franchise we personally adopt, nothing matches the thrill of finishing on top. It impacts self-image, the way we relate to those around us, and even commerce. (Ask the folks in New Orleans about victory’s impact on the economy and psyche of an entire region.)

While it’s tempting to go off on the relative value (or absence, thereof) of a distorted focus on winning when it comes to pre and elementary school ranks, that’s a debate for another day. For today, as calls for collaboration, compromise and new solutions echo from boardrooms, C-suites and strategy sessions, a compulsion to win may be one of the greatest barriers to progress.

Here’s the question: is collaboration possible when everyone at the table is driven to win?

No matter the venue – political, personal or business -- when winning is the measure of success the interaction resembles more an effort to convert than a commitment to collaborate. When leadership is measured in terms of litmus tests, compromise is difficult. And in the context of unwavering agendas, real compromise is impossible.

Any of us hoping for compromise, not to mention sincerely wanting to collaborate -- from political leader to C-Suite management – might do well to take a quick look at the definitions of compromise and collaborate. And then check that drive to win at the door.

The Discipline of Listening vs. The Art of Messaging

2010-01-21T21:50:00.000-06:00

Listening doesn't come easy.

For anyone (or any business) with a point of view, an opinion, a measure of conviction, and the means to disseminate a message listening is rarely what first comes to mind when addressing the communication process.

Client feedback initiatives and market research notwithstanding, from the instant an infant realizes what it takes to relieve the pains of hunger, our practical view of communication focuses on creating and delivering a message. We are conditioned to view charisma, wordsmithing and creative genius as the components of great communication. Result? We equate message delivery with communication.

Listening is...well, just silence. Golden, perhaps. But certainly not communicating.

(We could spend a couple of paragraphs discussing how this view has worked out thus far, but let's get to the good part.)

Here's the proposition: communication is one of those counter-intuitive disciplines that works exactly opposite of the way we think; it begins when we learn how to listen.

And the discipline of listening is what gives shape to the creative art of messaging.

Discipline and Art are not at odds when it comes to communication; rather, they are two essential halves that create the whole. For marketing professionals, this gives rise to a two-fold go-forward challenge:

Beef up the portfolio of proactive listening tools (Social Media affords great possibilities here); and,
Practice resisting the temptation to go straight to messaging.

Thoughts?

Social Media: The Fabric of Community

2009-12-31T11:30:00.001-06:00

Time to acknowledge the obvious: few things have had as much impact on the fabric of marketing as has the emergence of "Social Media." In his book - The Chaos Scenario (see video above) - author, AdAge columnist and NPR commentator Bob Garfield goes as far as heralding the end of mass marketing as we know it.

Overstatement? We are, afterall, hinting at a significant change for some communication innovations that have helped shape our marketing world. Print, radio, moving pictures, television -- cable news, for crying out loud.

While many organizations (and marketers, for that matter) wrestle with the function and role of Social Media, and more still will debate some or all of Garfield's conclusions, few will argue that things are changing. Fast. So, for strategists, marketers and C-suite corporate leaders, here's an abbreviated take on what is changing, and at least part of why Social Media seems to be growing exponentially at the heart of the change.

We've gone from "the audience is listening" (with apologies to the THX audio folks) to the audience is in control. (The cynic might say the inmates are running the asylum.) That's it. In increasing numbers, the targets are taking control of marketing -- distribution, creative, messaging -- all of it, without even the slightest respect for where marketing resources have been invested or the precise wording of the official company tagline.

Garfield calls this "Listenomics." No longer is the distribution of a video marketing message, for example, limited to those able to invest huge sums in costly video production and television ad time. Today a customer or client -- satisfied or unsatisfied -- has access to global distribution channels. And in case there are questions about the viability of Social Media's channels, just ask United Airlines what precipitated more quantifiable response; their own media campaign or the now infamous "United Breaks Guitars" video produced by a very unhappy customer, and distributed via YouTube. (Video below.)

Put another way, with the emergence of Social Media, word-of-mouth marketing is all grown up. We have always understood its potential. In most professional service circles referrals were the only form of business development (though rarely referenced as "marketing") until the 90's. Even in the midst of mass media's hayday, a cornerstone of brand development has always been the voice of the customer, client or target -- even though almost always the voice of a paid actor.

Social Media is about the fabric of community -- the dynamism of dialogue. It is the authentic voice of the marketplace. Strategic planning sessions and budget meetings are producing questions about how to address its role, and how to think about resources and ROI. We'll leave thoughts on those questions for another post. But for today the question for marketers and company/corporate leaders is not whether Social Media is relevant; rather, it is whether we can break from messages that insist our targets listen to us, engage in a dialogue, listen to the marketplace, and enjoy the benefits of the most effective form of marketing any of us has ever seen -- word-of-mouth, all grown up.

Conversations, Relationships & Renaming Social Media

2009-12-18T14:26:00.001-06:00

There are, no doubt, a few good reasons for some business endeavors -- in particular, professional service enterprises -- to have concerns over the use of social media. For example, lawyers, doctors and accountants cannot be perceived to be offering legal, medical or tax advice in any media marketing context -- social or otherwise.

I believe every concern I've heard can be addressed; but I'll also cop to believing the benefits of conversations with clients and targets far outweigh concerns -- provided, of course, ethical and regulatory issues are appropriately addressed.

Smoke screens notwithstanding, it is that "conversation" idea that may be the real road block. Many company leaders -- from the C-Suite to the board room -- don't know what to do with so-called social media because it allows for instant feedback and (almost) forces conversation. This is a far cry from a view of media efforts as one-way communication "campaigns," allowing for carefully framed messaging and perceived ultimate control. (Nevermind the possibility that a message might completely miss its target while swallowing up huge amounts of company resources.)

So, to the degree that the idea of employing social media as a part of a marketing and communications strategy is problematic, here are three thoughts that might help us frame the discussion anew in the coming weeks.

The ultimate goal of any marketing effort should be two-fold: to enhance the brand, and to move forward on a continuum that leads to a new or deeper relationship with the target. Nothing accelerates the establishment and deepening of relationship like the give-and-take of conversations.
Real-time feedback affords actionable marketing intelligence; and nothing is more "real-time" than a cnoversation with a constituent, client or target.
Any opportunity to engage with a target audience is an opportunity to deepen a relationship -- even when the opportunity emanates from an issue or problem. The best company leaders recognize negative feedback as an opportunity to win.

If, to some significant degree, you believe these three points, we have 3/4ths of the framework for a new way to talk about social media. The final piece? Don't call it Social Media. To the uniniated, the term "social media" conjurs images that, at best, have little to do with business. At worst -- come on, you know what images at this end of the spectrum look like. Change the discussion. Create a new label.

One suggestion: focus on the fact (and build conversations around the idea) that relationships trump everything. I believe our goal as marketing professionals and company leaders is to facilitate deep, meaningful relationships that endure. Those relationships deliver return on investment...and become part of a customer-based marketing community. That community will let us know, loudly and clearly, when customer experience and marketing message do not align.

Put another way: if we hope to build relationships, we'd better have a platform for meaningful dialogue with clients and targets.

What's the new name for social media? In my view it builds on the concepts of conversation and relationship. My guess is what we call it changes, depending on the audience. (Ghosts of Communication Theory 101.)

Client Experience Will Always Speak Louder Than Any Marketing Message

2009-12-10T13:01:00.000-06:00

A friend of mine who is fond of tweaking me at every opportunity used to frequently chirp, "I'm sorry Eric. What you do speaks so loud, I can't hear what you say." The older I become, the more I believe that this strikes at the heart of one of the half-dozen greatest challenges we face.

Overstatement? Consider a relationship with a significant other. Or how about in the context of parenting. It seems to me that in life's most critical relationships, the degree to which deeds and words are consistent is in direct correlation to the respect afforded.

To put it in marketing terms, this is the challenge for every brand -- personal or corporate: for proclaimations to square with the reality of experience. The result of a relatively frequent lack of alignment between message and experience is the deterioration of respect. And the bad news here is that this lack of respect can result in a new "brand promise" of unreliable, inconsistent, hypocritical. (Needless to say, this is a brand not easily changed.)

In today's professional services marketplace, where client service, customer satisfaction and loyalty programs occupy a position of prominence (rightfully so) in marketing strategies and messaging, it seems to me the challenge is magnified. In this environment, with relationshps so central to effective marketing, brand promises tend to be personal and tangible. Clients expect that marketing proclaimations and their own experience will be aligned. Misalignment (nevermind, dissonance) in today's "new normal" will be met with brand dismissal: what you do simply carries much more weight than what you say.

(And yet again I am reminded that equity building in relationships -- whether personal or in the context of marekting -- is based on a handful of the same undeniable principles.)

Two Takes on Tiger's Tale

2009-12-01T14:35:00.002-06:00

Full disclosure: I have enormous misgivings over even commenting on the current Tiger Woods story. From a completely personal point of view, I regret that we are so captivated by the sight of a train wreck. Rationalize any way you like; that is what is happening here -- and we simply refuse to turn away.

For the past two days we've heard every conceivable variation on "it's the public's right to know." The latest (and tax dollars notwithstanding, the most ridiculous) came from a Dallas/Fort Worth radio host this morning who reasoned that this is a legitimate matter of public concern because the fire hydrant that was struck was public property. Really? Is that the best we can do.

Let's just admit it; we cannot turn our eyes away from an accident. We love dirty laundry. Some of us are self-conscious about it, and avert our eyes when near the gossip rags at grocery check out stands; but when the communication channel (regardless of the source) is CNN or MSNBC or Fox News or an RSS feed, even the most personal of issues becomes worthy of "the public's right to know."

That reality saddens me beyond any ability to describe without sounding preachy. But that's one side of the tale.

The other how Tiger and, presumably his advisors have chosen to mismanage the communication. All feelings aside, this is a public story. And, though I hope I am wrong for the sake of the human beings involved, choosing to say nothing never, ever works.

Unfortunately, stories like this don't go away when a strategy of silence is embraced. They linger. And often become larger than life.

Great public relations and communication isn't about "spin" control. It is about coming to grips with and addressing reality. Whatever the story, here's hoping Tiger Woods listens to some seasoned communications and public relations advice soon. Only then will he and his family find the privacy and quiet they long for today.

The Thrill of the Chase vs. Drudgery of Dialogue

2009-11-23T12:19:00.002-06:00

For many, the chase is simply easier than the work associated with building and nurturing lasting relationships. The chase offers variety, the thrill of an adrenaline rush, and - win or lose - it's off to the next pursuit. No working through misunderstandings and unrealized expectations.

No -- we're not talking about personal relationships -- any parallels notwithstanding. This is about business development. And for some reason, many professional service organizations and providers invest disproportionate amounts of time and energy chasing prospects and irrestible "opportunities."

Disproportionate because, for the vast majority of consultants, lawyers, accountants and other service providers, the shortest path to revenue growth lies in meaningful conversations with existing clients.

This would seem to be of particular interest in today's marketplace -- where any growth is rare, and leveraging every investment is a must.

The math is simple. Deepening an existing client relationship is almost always a better investment than the costs -- hard and soft -- associated with the pursuit of a non-client target. Leverage an existing client relationship by a) broadening the services provided; and b) involving other team members, and not only are you on the road to increased revenue; you've also increased profitability.

Just in case I have to say it -- here goes: this is not a suggestion that we should not engage in the pursuit of new clients. It is to suggest to all of us leading business development efforts -- when we invest more in the pursuit of new opportunities than in the care and nurture of existing relationships, we may be victims of the thrill of the chase.

Relationships that endure and grow are the result of a calculated investment in the proactive art (and, yes - often drudgery) of dialogue.

(The same might be true in the personal relationship arena, as well!)

Is The Devil We Know Defining Our Message?

2009-11-10T20:48:00.010-06:00

When it comes to communication that is critical to the future, it’s easy to let the negatives we know (and probably understand very well) completely determine the framework of important messages.

Case in point — when talking to my teenage daughter about dating, it’s difficult for me not to speak completely out of personal experience, framing the message in the context of the “devil” I know – ”I know exactly what boys have on their minds because I was one!” Few would dispute that my perspective is rooted in fact; there is no shortage of data points to support the message. But the problem (apart from the fact that my target audience has no interest in hearing this message) is that this one-dimensional message does little to help my daughter develop a perspective that helps her move into the future.

But enough painful confession. What does this have to do with our communication as leaders? Simply this: without exception, when communication is couched and “toned” only by data points of the past -- or for that matter, the present -- it will lack dimension, skew perspective, and seed a faulty response.

Absent a perspective that allows for (and prompts) vision, communication is either a recitation of history or an account of current conditions. If that data is less than stellar (consider how we communicate with our organizations in the context of recession), the chances are great that the devils we know have far too much influence on the message -- even when the message is future-looking.

Consider this: had the framework for Abraham Lincoln’s Gettysburg Address or poetic Second Inaugural been couched in the reality of the moment, his speeches would simply have decried the nation’s condition, and mourned those yet to die. Instead, Lincoln used the past only to raise the specter of a new vision.

Had Martin Luther King, Jr. addressed the throng speaking only out of experience, the “I have a dream” refrain would never have passed his lips.

And in the wake of the USSR having won the race to orbit the earth, JFK dared to stir the US with an unthinkable vision — to put a man on the moon.

Take a look at what these examples have in common.

They do not gloss over or ignore the realities of the past;
They broaden perspective;
They speak of possibilities for the future;
They call for participation.

Put another way — what Lincoln, King and Kennedy did was seed a vision. Some might suggest that known data points and vision represent opposite perspectives — that the former is grounded in fact and the later is right-side-of-the-brain creativity at its best . . . spin at worst. Yet, modern history’s pivotal moments are often marked by the communication of a leader who, unprepared for the past to define the future, was able to articulate a new view of the horizon.

Pivotal moments — whether in commerce, social enterprise or political endeavors – come when leaders understand that most of us are anxious to be done with the devils we have known. We simply need someone to help us with the vision of what might be.

As we work on marketing plans, budgets and staff assignments for 2010, we'll do well to temper what we know about the last year (and projections regarding coming months), and mix in the stuff of vision, dreams and audacious goals.

Win or Lose on Your Own Terms -- A Guest Blog

2009-10-28T13:58:00.002-05:00

For more than twenty years Allen Fuqua has led marketing organizations and efforts in industries in the midst of high-consequence change, including healthcare, professional service consulting and most recently as a CMO in the legal industry. He is not only a colleague, but a friend; and - as the saying goes - most of what I learned about marketing, I learned from Allen. I'm pleased to welcome him as a Guest to this space, and encourage you to follow his musings on Twitter (@A_Fuqua). -- Eric Fletcher

As servants of an organization and the leadership of that organization, we often find ourselves within a reactive mode of management and execution. Short periods of that are understandable, but overtime the value we provide is eroded and our personal energy often diminishes dramatically.

So each of us must take a careful look at our own organization and make some decisions and accept some arithemetic. What are its strengths/weaknesses, our own personal capabilities, our role, the organization's expectations and our relationships within the organization? From that information and in order to be professionally authentic, you have to make two decisions:

1. You have to choose what (strategy, targets, relationships, etc) is most important and focus your best self there.

2. With apologies to Gene Krantz, failure is an option in business and usually not a career ender. (In fact, most of us have needed failure to learn great lessons and go on to better things.) There's always a chance things will explode and you will lose. You have to choose on what basis you can be fine with losing. This decision will allow you to focus your energies more efficiently and not act/react like a spineless functionary.

Let me give you some of mine:

1. What is most important:

Growing my firm's Industry Group and Client Team revenue (note: this is separate from our Practice Groups and is consistent with our firm strategy.)
Supporting my team: individually and collectively. I'm responsible for helping them grow professionally and being a success.
Provide ideas, solutions and execution which further our firm's leadership's plan.
We don't do any project, RFP, idea, event, etc without preapproved funding and an attorney champion on each. Even if we think it’s the right thing to do. (My work must be subject to the interest, will and approval of my shareholders. If that's not enough for me, I cease being a servant of the organization.)

2. On what basis am I comfortable losing:

I can't please everyone. So I respond the best I can to the above priorities knowing it won't satisfy some people.
They decide they don't like me or I'm not a good fit. If true, this would be for the best.
I didn't play the politics correctly. I play the politics based on the priorities above. If that doesn't work, we let the chips fall.

Nothing sacred or holy about this list; just a place to stand and operate from. Make yours make sense for who you are and where your organization is.

Communication Theory & The Glare of Friday Night Lights

2009-10-26T21:18:00.000-05:00

Look -- I don't want to leave the impression that even in the middle of a high school football game I'm thinking about communication theories. But last week, the Friday night lights of Texas high school gave me a headache.

Turns out those lights must trigger a screaming/screeching gene in some grown men and women -- or, to be more specific -- the grown woman seated directly over my right shoulder.

I'm all for cheering on the home team. I can even get into an occasional "ohhh geez...how'd they miss that pass interference call" directed at no one in particular. But seated a dozen rows up on the twenty yard line, at the end of the field opposite the action, I was finding it impossible to believe that the random (albeit consistent) wailing of one lone voice had any prayer of reaching the target of the communication.

The more my head began to pound the more I doubted the fan behind me had any specific target for her screams. The cries of "defense" and "hit him" were simply expressions from the language of her intent...to create noise.

Later -- Saturday morning if I remember correctly -- I was able to concede that the fan behind me was, indeed, doing what any good fanatic is expected to do in the context -- she was making noise...participating in the game. But, unwilling to completely let go of my point, I wondered how much more effective our fan communiqués might be were they executed in a way that might actually connect with the target -- be it the players on the field, or the officiating crew. In fact, what fan has not experienced the impact of a stadium full of voices shouting DEFENSE over and over in unison -- perhaps even accompanied by the choreographed stomping of feet against metal bleachers. Doesn't this (sorry for this) strategic approach come closer to the desired impact of fan participation?

Today -- fully over that headache -- I'll admit to having gone a bit far with the theory and strategic application.

But I do wonder -- how much of our communication -- in the marketplace and in our personal lifes -- is little more than a byproduct of the moment, contributing to noise that accomplishes nothing, and soon after diminishes into thin air...even as the enthusiastic screams offered up under the bright lights of Friday night.

Communication That Cuts Through The Noise

2009-10-26T20:53:00.001-05:00

One of the first questions that must be answered by advertisers, marketers and anyone wishing to communicate an idea in today's market is what does it take to rise above the noise and connect, as opposed to simply raising the decibel level. And at the risk of being accused of gross oversimplification, I offer this proposition as fodder for a discussion.

At the risk of over simplifying, here's a proposition: The best way to avoid the creation of more noise and less communication is to know what to say and when to say it.

To further the discussion, here are four message creation and timing tenets.

1. Effective communication begins with listening. Great speech writers, award winning advertisers and marketers, and those that understand relationships (are there any?) practice listening first. Call it research or focus groups or create a new label; but whatever the label, listen closely and your target will let you know exactly what it takes to connect.

2. Drop preconceived notions. Employ what you've learned. Effective messaging is born of the knowledge gained while listening. Your target has top-of-mind concerns. Ignore them in the name of creativity (or whatever) and your message becomes part of the noise. On the other hand, learn enough about these issues and concerns, you have the outline of a message that will connect. (No comment on the personal relationship implication of this principle beyond observing that this works in virtually any relationship you care about.)

3. Dialogue builds relationship; and relationship drowns out the noise. Invest in dialogue and watch opportunities for real connection increase. (If you doubt relationship can exist between marketer and target, consider the case of Apple and the growing i-Cult.)

4. Less is almost always more. In a marketplace dominated by big and loud and irrelevant, less will almost always preferable...if not more effective. And that's my cue to be quiet, and listen.

Your thoughts?

The Dynamics of a New Dialogue

2009-10-21T13:32:00.003-05:00

As a target-driven business developer, understanding why so many professional service providers (accountants, consultants, lawyers) resist client feedback programs continues to be a puzzle I am unable to solve. Simply put, client feedback is the easiest, most cost effective, highly targeted business development you will ever invest in.

Perhaps it harkens back to report card days or embarassing talent shows or being chosen last in the pick-up basketball game. But whatever the cause, a perspective that views client feedback as judgement is askew. The most effective client feedback programs are more accurately characterized as Conversation Opportunities.

Put another way, client feedback should insure a different kind of dialogue.

This is certainly not a novel idea, and the thinking is simple: with most clients, a service provider has one level of communication. It is likely task, project or initiative oriented, with intense focus on learning everything necessary to deliver success in this particular instance.

You know the drill. You work through a project or initiative, submit an invoice . . . and accept payment as an indication of satisfaction with the job, and ample feedback.

Here's the rub. There are multiple facets to every relationship. Failure to communicate in any one of these areas means that communication with the client is limited in scope. It results in partial understanding of the client's reality. And here relationships with your client differ little from those that are strictly personal -- the failure to have conversations that explore every aspect of a relationship inevitably leads to surprises. Often unpleasant ones.

On the other hand, find a way to engage in a dialogue outside the context of a schedule or specific process, and you've tapped into the stuff that is foundational to relationships that grow, and endure.

Effective feedback programs make it possible to:

measure satisfaction with a specific work product;
measure intent with respect to future engagements; and
facilitate a dialogue around a) any sore-spots with the client; b) the things most important to the client; and c) the client's key success factors for the coming year.

A natural byproduct of feedback is marketing and business development of the highest order. Given the forum, clients (external and internal) will tell you what bugs them, what they value, what will be critical to their success in coming months, what they wish service providers would offer -- and often, specific and immediate opportunities.

And while new opportunities are nothing to be sneezed at, the most valuable result of dialogue with your clients is that the mere act changes the nature of your relationship. It broadens perspective, and adds dimension to each subsequent communication.

This kind of dialogue is the fabric of lasting relationships.

Hits, Followers, Inflated Numbers and Noise

2009-10-07T20:39:00.001-05:00

Question. When it comes to your business blog, twitter account or other social media foray, how do you measure success?

With the question of ROI on social media paramount on (or at least looming in) the minds of the financial analysts, it is tempting to fall back on the numbers. And while hits, followers, friends and connections are measures to be sure, are they the measure of social networking or web 2.0 successes?

In a recent roundtable with colleagues, a communications manager described a recent campaign designed to do nothing more than exponentially increase hits on a consultant’s blog. The campaign sounded like a radio station-style promotional gimmick with one major exception: the overwhelming majority of those lured to the consultant’s blog were not in any way, shape or form targets for the blog’s content. The goal was simply to achieve thousands of “hits.” The campaign was a blatant example of false advertising. Over 99% of those hitting the site, left as quickly as they arrived…never to visit the blog again.

In the spirit of giving the benefit of the doubt, perhaps the objective of the “hits” campaign was to demonstrate the potential of web 2.0 to the powers that be. But, assuming the best, the mere accumulation of numbers is a waste of time, creativity and resources.

If the “numbers” don’t represent relevant targets, the numbers are meaningless. They do not reflect connection, communication or relationship.

Those of us at the table openly scoffed at the folly. Why would anyone invest in such an effort? But a lone voice called us to task, comparing this campaign to the schemes and tools openly designed to increase your number of Twitter followers and Facebook friends…without respect to whether the increase in numbers equates to an increase in relevant connections.

A million followers is an impressive measure. But if they are not relevant targets, its little more than a noisy crowd.

Have We Agreed On Where We Want To End Up?

2009-09-07T20:16:00.000-05:00

Several years ago a friend, who also happens to be a law firm consultant, wrote that amid practice synergies, profits-per-partner and a preoccupation with size, shared aspirations was the (often missing) ingredient most central to a partnership realizing its full potential.

A few years later, in the midst of significant change in the legal industry (where I spend my professional hours), I’m wondering why it never dawned on me that shared goals and values might be the missing link in otherwise strategically sound marketing and business development plans.

In my experience, the specific goals of a marketing strategy can vary widely – from measurably better brand recognition, to an increase in the value of shareholder equity this year, to a quantifiably higher client loyalty score. Which goal is most important depends on who is setting priorities. How to evaluate various goals and set appropriate properties is a worthwhile discussion…but the subject of another post as opposed to the discussion at hand.

For purposes of this discussion the difficulty comes when factions of a marketing organization either don’t agree on or don’t have a clear understanding of the definitive end game.

When understood, the job of every functional area of a marketing organization becomes clear. And so does the criteria for success.

By contrast, a marketing communication team might create award-winning materials that completely miss a high-priority target. A client feedback program can yield glowing reports of satisfaction while never assessing client loyalty – and prove of little value when “satisfied clients” move their business. Without understanding the role of data and research, a CRM or CI team member may believe their job is about policing data or emptying a research queue.

Never mind the disconnect that occurs when one member of a management team is focused on twelve months hence while another’s highest priority is this quarter’s bottom-line.

Effective marketing strategies insure that before we begin, we understand where the plan is designed to take us.

Marketing and the Big Bang Theory

2009-04-14T08:28:00.000-05:00

Perhaps it stems from the slightest possibility that an enormous “bang” gave shape to a vast universe. Or, maybe more likely, it is the byproduct of witnessing seemingly single events turn history on its ear in the nick of time. Regardless of the origin, law firm marketing plans often seem deeply rooted in the belief that all it takes is one spectacular occurance, and the market will beat a path to our door.

Sports is rife with big-bang metaphors: a grand slam with two outs in the bottom of the ninth; the “hail-Mary” reception for a TD as time expires; a 3-pointer from half court as the buzzer sounds.

In politics, the right (or wrong) sound bite can redirect history. Even on the global stage, in the midst of today’s economic malaise all eyes are on the strategists, hoping against all evidence that someone will step into the batter’s box, and with a single swing, cure the ailing markets – before it’s too late.

Whatever the source, the tendency to think of marketing in the context of a single great idea, tag line, ad, logo, or event should be no surprise.

In fact, marketers perpetuate the myth that success can hinge on creative deliverables. It was the genius of the “Just Do It” tag line (with a little credit to the swoosh logo, of course) that turned Nike into a leader in athletic apparel. Never mind the millions invested in market research, target identification and product R&D that gave shape to a multi-year multi-billion dollar multi-celebrity marketing campaign.

Apple hit a late-inning home run the moment the company introduced the cultural phenomenon oddly (at the time) named iPod. Lightening struck twice and an i-market expanded with the introduction of iPhone. Through it all, the most visible aspect of the entire strategy is award-winning advertising.

Companies like Apple and Nike make the formula seem simple: offer a reasonably good product (or service), create a superior message (using a celebrity or two doesn’t hurt), and BANG! You’ve created a winning marketing strategy.

Only one or two issues: marketing plans like Nike’s or Apple’s depend on significant investments of time and money. The time is about research (listening to the market), solution-testing and more market research. The money? Well, to turn the image of an apple or a stylized check mark into a universally recognized translation of a company name, and then leverage that brand to capture market share for shoes and mp3 players, think ten figures...and a minimum of thirty-six months.

Try applying this strategy to the marketing challenge currently facing law firms, and even IF budget is not an issue, there is no quick fix for too much capacity, an economically stressed market, and shrinking revenue.

So what is the plan for today’s law firm marketers? For discussion purposes, consider this simple three step plan as one way to start.

A Three-Point Marketing Plan For 2009-2010

1. Identify A Target. There are three reasons every marketing plan should begin with target identification: a) it is the only way to build a solution (thus, create a message) that speaks directly to the reason(s) a potential client should make a hiring decision; b) this kind of target focus is the key to maximum resource leverage; and c) (if no other part of the discussion has your attention) -- apart from luck, strategic targeting is the only way to accelerate the hiring decision.

2. Build Research / Feedback Into Your Plan. Resist the temptation to skip this step. Information gleaned here is essential to success. The premise: ask the right questions, listen closely, and existing clients will tell you what it takes to grow your share of their legal spend. New targets will spell out what they wish a law firm would do for them. Think of this as definitive competitive intelligence. And competitive intelligence will map the shortest distance between where you are and growing your practice.

3. Respond To The Market. This is the payoff of strategic marketing. Invest resources and expend creative energies on designing a solution that delivers what the market needs.

Marketing success is rarely about the size of a budget or creative genius. On the other hand, It is often about resisting distractions posed by a myriad of opportunities, and staying focused on the target. This necessitates being able to prioritize and say “no” to non-strategic opportunities.

But if focus is difficult, the first and often greatest challenge -- one for which there is no easy answer -- is to resist the temptation to relegate targeted marketing to products and services outside the profession of law. To give in to the idea that what works in every other professional service arena won’t work here is to agree to live and work in a market that will call you when it needs you. And in that world, absent the budget of Apple, marketing is less a bang, and more a whimper.