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.