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Where Marketing and Communication Go Awry

This post originally appeared at MENGOnline.  With thanks to the MENG folks for the invitation to submit a Guest Post, we now re-post here.

Name the venue -- sales and business development, marcomm, public relations -- take your pick.  Often the single greatest impediment to success is the failure to begin at the beginning.

The foundational principle of communication theory is that connection -- the kind that precipitates (or even demands) action -- is born in the context of shared experiences.  Any marketer can recite the reasons behind the rationale; language, values, fears and aspirations in large part emanate from experience.  They shape the translation and interpretation of message, and hence, predict resulting action.

But the identification of shared experiences requires a brand of research that transcends focus groups.  More to the point, in order to identify common language, values, fears and aspirations, the initial focus of a marketing enterprise should be on listening.  And far too often, this focus represents a shift -- away from predetermined messaging.

The challenge lies in what we’ve grown to believe about effective communication.  Mention great communication, and what do we think of?  Likely, the words of stirring orators or poetic writers come to mind.  Award winning advertising is all about the creation and production of the message, and we quote memorable tag lines and hum catchy songs or jingles.

Organizations focus on the creation and delivery of an elevator speech.  Sales teams hone the pitch.  Pubic relations experts (not to mention, politicians) rehearse and recite quotable sound bites.

In fact, so obsessed are we with messaging that the first question when considering Social Media is often, What will we post on our Facebook page?; or, What can we possibly say in 140 characters?

But what might be the result of an approach to connecting that is intent on listening?  How much more rewarding might our communication efforts be if we focused as much on identifying shared hopes and dreams as we do on the creation of a message?

Intentional listening is bigger than focus groups and satisfaction surveys.  It is a process rooted in on-going dialogue, as opposed to monologue.  It has as its objective, the identification of common ground.  It is more about responding than dictating or evangelizing.  And it is based on the knowledge that listening is the path to the creation of the most effective message.

Marketers intent on listening can find themselves engaged in the kind of conversations around which communities are built, concerns are addressed, and the future envisioned.

And for every marketer or organization interested in the long-term, shared aspirations trump fans, followers and even satisfied customers.  Incentive enough to begin with listening.

The Key To Identifying Business Development Opportunities

My long time friend and legal business development trainer/coach, Cordell Parvin, invited me to do a Guest Post on his popular blog. I was honored to offer these thoughts on how to find business development opportunities.

(In addition to subscribing to his Blog, you can follow Cordell on Twitter @cordellparvin.)

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

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

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

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

(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?

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?

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

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

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!

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

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.

1. 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.
2. 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?

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

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

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

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

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

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

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.