The jobs only you can do

Seth Godin's Blog - Sun, 11/23/2014 - 05:51

One of the milestones every entrepreneur passes is when she stops thinking of people she hires as expensive ("I could do that job for free") and starts thinking of them as cheap ("This frees me up to do something more profitable.")

When you get rid of every job you do that could be done by someone else, something needs to fill your time. And what you discover is that you're imagining growth, building partnerships, rethinking the enterprise (working on your business instead of in it, as the emyth guys would say). Right now, you don't even see those jobs, because you're busy doing things that feel efficient instead.

       
Categories: Seth Grogin Blog

A little more than a bushel, a little bit less

Seth Godin's Blog - Sat, 11/22/2014 - 05:00

Marketing works best when the effort you put into it is a little more than you think you need and a lot more than the market expects from your project.

And projects work best when the amount you need to get done is a little less than the resources you have available.

Marketing rewards a taut system, a show of confidence, the ability to be where you need to be with a true story that works.

Projects reward slack, the ability to keep your schedule and your quality, to watch the critical path and to make smart decisions.

The common errors, then: Pick too big an arena for your marketing, and seem underwhelming. And pick too big an agenda for your project, and run out of slack.

You have a bushel basket. The generosity of overflowing it makes it much more appealing when it's on the shelf. But when your job is to transport those apples, overfilling it even a little makes it likely you won't get to where you're going.

Make unexpectedly big promises. Keep them. Show up with enough resources to do both.

       
Categories: Seth Grogin Blog

The tragedy of the last 10%

Seth Godin's Blog - Fri, 11/21/2014 - 05:29

In a competitive market, if you do the work to lower your price by 10%, your market share grows.

If you dig in deep, analyze, reengineer and make thoughtful changes, you can lower your price another 10%. This leads to an even bigger jump in market share.

The third time (or maybe the fourth, or even before then), you only achieve a 10% savings by cutting safety, or quality, or reliability. You cut corners, certainly.

The last 10% costs your workers the chance to make a decent living, it costs your suppliers the opportunity to treat their people with dignity, and it costs you your reputation.

The last 10% isn't worth it. 

We're not going to remember how cheap you were. We're going to remember that you let us down.

       
Categories: Seth Grogin Blog

Inventing a tribe

Seth Godin's Blog - Thu, 11/20/2014 - 05:31

I can't think of a single time that an individual or an organization has created a brand-new worldview, spread it and then led that tribe.

There were Harley-type renegades before there was Harley Davidson. There were digital nomads before there was Apple. There were pop music fans before there were the Beatles and Rastafarians before Marley.

Without a doubt, a new technology creates new experiences. But the early adopters who gravitate to it were early adopters before we got there.

Our job is to find the disconnected and connect them, to find people eager to pursue a goal and give them the structure to go achieve that goal. But just about always, we start with an already existing worldview, a point of view, a hunger that's waiting to be satisfied.

       
Categories: Seth Grogin Blog

The wrong question to ask yourself before crowdfunding

Seth Godin's Blog - Wed, 11/19/2014 - 04:59

A friend explained to me all the reasons for her upcoming Kickstarter campaign. The machine she wanted to buy was sorely needed, it would increase her productivity and also make her day significantly easier--it made perfect business sense.

These are all great reasons to borrow money from a bank or a professional investor. They aren't good reasons to crowdfund.

No, the right question is, "how will the new financial relationship I offer to my biggest supporters enhance their lives?" There's a huge amount of emotion and story we tell ourselves before we send in money to crowdfund something. Almost none of it involves how it will help the organizer's business goals.

For many hammer-wielding entrepreneurs in search of money, crowdfunding looks like a nail. But we're seeing again and again that engaging directly with fans and friends in this way is more about connection and the audience's role in making a difference than it is about cash.

[Also on this topic.]

       
Categories: Seth Grogin Blog

"This will blow over"

Seth Godin's Blog - Tue, 11/18/2014 - 16:04

Your employees notice when you take action. And when you don't.

When a storm hits your company, the instinct is to wait it out, to seek shelter, to work to set an agenda, not to let the outside world set it for you.

And sometimes this works. But even if the storm passes, your employees remember. They remember the standard you've set and the way things are around here.

Every time we give someone the employee of the month parking space for perfect compliance, or fire someone for creating a culture of disrespect, we send a message.

Action or inaction are both forms of leadership and standard setting.

       
Categories: Seth Grogin Blog

Of course it's been done before

Seth Godin's Blog - Tue, 11/18/2014 - 05:00

John Koenig calls it vemödalen. The fear that you're doing something that's already been done before, that everything that can be done has been done.

Just about every successful initiative and project starts from a place of replication. The chances of being fundamentally out of the box over the top omg original are close to being zero.

A better question to ask is, "have you ever done this before?" Or perhaps, "are the people you are seeking to serve going to be bored by this?"

Originality is local. The internet destroys, at some level, the idea of local, so sure, if we look hard enough we'll find that turn of a phrase or that unique concept or that app, somewhere else.

But no one is asking you to be original. We're asking you to be generous and brave and to matter. We're asking you to step up and take responsibility for the work you do, and to add more value than a mere cut and paste. Give credit, definitely, but reject vemödalen.

Sure, it's been done before. But not by you. And not for us. 

       
Categories: Seth Grogin Blog

Is a photo of a Magritte painting better than the original?

Seth Godin's Blog - Mon, 11/17/2014 - 05:50

A major Magritte show ran at the Art Institute of Chicago. It was fascinating to see all of his greatest hits in one place, nicely curated and hung.

Unlike the Louvre, photography was forbidden, which got me thinking about ideas, photos and originals.

In front of the Mona Lisa are hundreds of people, all taking a picture, sometimes with their cameras held overhead to get a better view. Why? What's the point of taking a picture of the most famous, most photographed painting in the world? You're certainly not going to take a better picture than you can find online with a few clicks.

It feels obvious that people aren't capturing the painting, they're capturing the moment, their proximity with a celebrity. "I was there, here look." Can you imagine going to the Louvre and walking right by the Mona Lisa? (I did this once, and I confess it wasn't easy). I mean, she's famous.

Magritte was an artist who worked in ideas, not in craft. A photo of his painting is totally sufficient to get the point he was trying to make. The paintings themselves almost feel like ghosts, like non-digital represenations of the purity of his original idea, the one we saw a thousand times before we ever walked into the museum.

By forbidding photography, the museum does nothing at all to protect copyrights, but instead creates a different sort of intimacy. Is this a famous painting? Can I prove I was here? 

The most useful impacts of a show in real life, I think, are the juxtapositions created by intelligent curation and display. Missing for me was any connection at all to the other people in the room, the buzz of celebrity, the tribal aspect of, "oh, hey, you're here too?"

For those of us who work in ideas (which is most of us, now) the real question the Magritte show asks is, "if your ideas spread far and wide, do we need to see the original?"

When the idea is famous enough, what is the original, anyway?

       
Categories: Seth Grogin Blog

"I need you"

Seth Godin's Blog - Sun, 11/16/2014 - 05:39

Three magic words. They light up our brain, they grab our attention, they initiate action.

But they're being corrupted by the ease of reach and the desire by some organizations to grow at all costs.

I doesn't always mean a human. More and more, "I" means us, the corporation, the shareholders, the faceless. I is actually, "we," and you're not a part of that we.

NEED more and more means "want." We want you to do this, to buy this, to forward this, to write about this. We want it because it will give us more.

YOU doesn't mean you in particular. It actually means, "anyone." Anyone who can see this site or read this email or drive by our billboard. If you've got money or clout or attention to spare, sure, we want you.

Political fundraisers have turned this from an art to a science to an endless whine. So have short-term direct marketers with access to a keyboard and the free stamps of internet connection.

We used to have our ears open to anyone we loved or trusted whispering, "I need you." It's been overwhelmed lately, though, by selfish marketers shouting, "WE WANT ANYONE."

       
Categories: Seth Grogin Blog

"I need you"

Seth Godin's Blog - Sun, 11/16/2014 - 05:39

Three magic words. They light up our brain, they grab our attention, they initiate action.

But they're being corrupted by the ease of reach and the desire by some organizations to grow at all costs.

I doesn't always mean a human. More and more, "I" means us, the corporation, the shareholders, the faceless. I is actually, "we," and you're not a part of that we.

NEED more and more means "want." We want you to do this, to buy this, to forward this, to write about this. We want it because it will give us more.

YOU doesn't mean you in particular. It actually means, "anyone." Anyone who can see this site or read this email or drive by our billboard. If you've got money or clout or attention to spare, sure, we want you.

Political fundraisers have turned this from an art to a science to an endless whine. So have short-term direct marketers with access to a keyboard and the free stamps of internet connection.

We used to have our ears open to anyone we loved or trusted whispering, "I need you." It's been overwhelmed lately, though, by selfish marketers shouting, "WE WANT ANYONE."

       
Categories: Seth Grogin Blog

Crowding the pan

Seth Godin's Blog - Sat, 11/15/2014 - 05:00

One thing you'll discover when you start pan roasting brussel sprouts or tomatoes (or running a theater or an airline, or just about anything for that matter) is that more is not always better.

Sure, I know that you have three uncooked sprouts left, and it would be a shame to not serve them, but if you add those three to the pan with the others, the entire batch will suffer.

Adding one more is just fine, until adding one more ruins everything.

Greed costs.

       
Categories: Seth Grogin Blog

Staffed by mimes

Seth Godin's Blog - Fri, 11/14/2014 - 10:03

If someone asked you how to do something, would you act it out, using no words at all? 

Of course not. Yet, in our increasingly post-literate world, it seems like organizations are afraid to use prose. It doesn't cost anything, and when you post a link, you have all the room in the world to clearly write out a narrative of how something works. You can even do it in 200 languages without too much trouble.

Here's the fundamental mistake that marketers make: Great design often needs little explanation. And so, natural, organic, effective design often comes without written instructions. But, and it's a huge but, the converse is not true. Shipping something without instructions doesn't mean it's a great design.

What are the chances that a guest is going to use this hotel shower properly the first time? 

Why does Ikea believe that providing nothing but little pictures is the best way to teach someone to do something?

After wasting hours trying to figure out the proseless instructions for a fancy lamp I purchased from an Italian company, I wrote a narrative for the company, in the vain hope that perhaps they'd save other people the trouble.

Most people would never choose to read it. Except the people who are stuck and confused, which is precisely the group you write instructions for. When in doubt, write it down. By all means, you still need pictures, even video. But there's nothing to replace the specificity that comes from the alphabet. Use labels. Use words.

       
Categories: Seth Grogin Blog

The time to think about middlemen is before there's only one

Seth Godin's Blog - Thu, 11/13/2014 - 07:28

I grew up near a mall that had 42 shoe stores. If a store didn't carry what you wanted, it wasn't a big deal to walk 22 feet to a store that did.

The core issue of net neutrality isn't whether or not a big corporation ought to have the freedom to maximize profit by choosing what to feature. No, the key issue is: what happens when users are unable to choose a different middleman?

In a town with ten newspapers, finding a newspaper that brings you the truth you seek is not a challenge. But network effects and lock in mean that in more and more arenas, there's a natural monopoly arising.

The simple example is cable TV. It doesn't pay to wire a town with five or six competing cable companies, and so we end up with one middleman. The simple understanding of net neutrality: When there's only one middleman, who gets to decide what you see?

When local retailers disappear, who decides what you can buy? Do we want a middleman to be able to lock content out for their own reasons? I think it's reasonable to have the following principle in place: Promote what you approve of, but don't black out what you don't.

We can argue that it's smart branding and good business to let your users have what they want. But often, corporate short-term interests fly in the face of long-term customer satisfaction, and the race to profit gets in the way of our culture's need to hear and see and read work that might not fit those interests.

What if search engines or ISPs decide to 'disappear' content they don't like? When there are plenty of middlemen, it's not really an issue. But when there's lock-in, it's too late to have this discussion.

We make a deal with the natural monopolies in our lives. They get the privilege and the profit of being the only one, but in exchange, they accept the responsibility of being open middlemen, of being neutral, of not blacking out those that don't pay up or that don't agree.

If ConEd or your local power utility said, "sorry, our electricity can't be used on Maytag appliances because they didn't pay a slotting fee," you'd be appropriately incensed. But when it happens to ideas, I fear the cost is even greater.

We live in the connection economy, a world based on ideas. When a few corporate titans can control the flow of those ideas and the essence of that connection, we've given up far too much.

       
Categories: Seth Grogin Blog

An end of radio

Seth Godin's Blog - Wed, 11/12/2014 - 05:36

Eight years ago, I described how city-wide wifi would destroy the business of local radio. Once you have access to a million radio stations online, why would you listen to endless commercials and the top 40?

I realized last week that this has just happened. Not via wifi, but via Bluetooth and the smart phone.

The car-sharing driver (Bluetooth equipped car, with a smart phone, of course) who picked me up the other day was listening to a local radio station. It was almost as if he was smoking a pipe or driving a buggy. With so many podcasts, free downloads and Spotify stations to listen to, why? With traffic, weather and talking maps in your pocket, why wait for the announcer to get around to telling you what you need to know?

The first people to leave the radio audience will be the ones that the advertisers want most. And it will spiral down from there.

Just as newspapers fell off a cliff, radio is about to follow. It's going to happen faster than anyone expects. And of course, it will be replaced by a new thing, a long tail of audio that's similar (but completely different) from what we were looking for from radio all along. And that audience is just waiting for you to create something worth listening to.

       
Categories: Seth Grogin Blog

An end of radio

Seth Godin's Blog - Wed, 11/12/2014 - 05:36

Eight years ago, I described how city-wide wifi would destroy the business of local radio. Once you have access to a million radio stations online, why would you listen to endless commercials and the top 40?

I realized last week that this has just happened. Not via wifi, but via Bluetooth and the smart phone.

The car-sharing driver (Bluetooth equipped car, with a smart phone, of course) who picked me up the other day was listening to a local radio station. It was almost as if he was smoking a pipe or driving a buggy. With so many podcasts, free downloads and Spotify stations to listen to, why? With traffic, weather and talking maps in your pocket, why wait for the announcer to get around to telling you what you need to know?

The first people to leave the radio audience will be the ones that the advertisers want most. And it will spiral down from there.

Just as newspapers fell off a cliff, radio is about to follow. It's going to happen faster than anyone expects. And of course, it will be replaced by a new thing, a long tail of audio that's similar (but completely different) from what we were looking for from radio all along. And that audience is just waiting for you to create something worth listening to.

       
Categories: Seth Grogin Blog

A Peter Corollary

Seth Godin's Blog - Tue, 11/11/2014 - 05:29

The original Peter Principle made perfect sense for the industrial age: "In a hierarchy, every employee tends to rise to their level of incompetence." In other words, organizations keep promoting people up the organization until the people they promote reach a job where they are now incompetent. Competence compounded until it turns into widespread incompentence.

Industrial organizations are built on competence, and the Peter Principle describes their undoing.

Consider a corollary, one for our times:

"To be promoted beyond your level of confidence."

Too often, the person who wrecks our work is us.

In every modern organization with upward mobility, good people are promoted until they get to the point where they lose their nerve.

You can check out the original Peter Principle here.

       
Categories: Seth Grogin Blog

Choosing those that choose you

Seth Godin's Blog - Mon, 11/10/2014 - 05:05

We have the privilege about being picky in who we expect/hope/count on/need to pick us.

Pity the foolish 8-year-old boy who gives a kid just a year older the power to make his day. In that moment, being picked for the kickball team is the most important thing in the world, and his dreams are in the hands of a kid with a demonstrated history of poor judgment. If you were walking by the playground and he yelled, "Hey Mister! Wanna be on our team?" it would (I hope) mean little to you. You're no longer willing to be judged by a kid who can't even ride a bike.

But what if your organization or your brand or your self esteem has chosen a chooser you can't rely on,  or one you're not qualified to expect to have come through? If you say, "we need 100 of the top CIOs at the biggest companies in this region to choose our technology," you've made it clear who the choosers are. But if this group is swayed by bribes (which you won't pay) or local salespeople (which you don't have), you have a disconnect.

Or what if you "need" to be picked by the anonymous crowds on social networks, or picked by the apparently powerful editor or the bouncer at the club?

A huge swath of human unhappiness is generated by selecting someone to pick you, only to have that person abuse the power, let you down or otherwise seduce you into pursuing something that's not going to happen. Unchoose those people as choosers.

The person or organization you're seeking to be chosen by: Do they have a good track record? Do they choose wisely? Coherently? Reliably? Do they abuse their power, seducing you into acting against your interests? Do they make you miserable? Do they have good taste?

Do you have the resources and reputation necessary to be picked by someone like the person you're needing to be chosen by?

If you've signed up to be approved by, selected by, promoted by or otherwise chosen by someone who's not going to respond to your efforts, it's not a smart choice.

And one last thing: The ultimate privilege is to pick ourselves. To decide that the most important person to be chosen by is ourself. 

If you pick yourself as the chooser, if you give yourself the power to say 'go', I hope you'll respect how much power you have, and not waste it.

       
Categories: Seth Grogin Blog

Wall Street gets what it wants

Seth Godin's Blog - Sun, 11/09/2014 - 05:52

In the magical abundancy-based, post-industrial world, it's tempting to look at the massive web companies that connect us as benevolent overlords, institutions that want what we want.

But then they go public.

Here's a Wall Street analyst with Needham & Company speaking her truth, about Facebook: 

“Wall Street cares about the business model. We care less about changing the world.”

The reality of being a senior executive at a fast-growing public internet company is that you're surrounded by thousands (or tens of thousands) of people who make millions of dollars every single time the stock price goes up a dollar.

And that's where the seeds of demise are sown.

Say whatever you want to say, the people around you are all paying attention to the stock price, and Wall Street is driving you to mediocrity, to breaking your promises, to interrupting, shaving corners, and most of all, getting stuck.

Wall Street thinks it wants industrial-style reliable incremental growth, the stuff they got accustomed to getting from General Electric, General Mills and General Dynamic. But in fact, what they invested in this time is changing the world.

The world is going to change with or without this public company. It's bumpy for us along the way, though, because we trusted the companies that are now owned by people who want something else.

       
Categories: Seth Grogin Blog

Getting there

Seth Godin's Blog - Sat, 11/08/2014 - 05:16

Is there an alternative to one step in front of the other, barely getting by, slogging it out? Is the only way to do good work to be a zombie (until you get to the end)?

How about, "how fast will this thing go?" Not because you want to get there faster, but merely because you want to find out what it can do.

The guys who delight in designing cars aren't worried so much about getting from point A to point B. Social media heroes like Gary Vee can't point to a direct ROI for everything they do. The famous chef probably isn't using those knives merely because they help her cut the carrots...

Taking delight in the journey takes confidence. It pushes the envelope of design. And it's fun.

       
Categories: Seth Grogin Blog

The tiny cost of failure

Seth Godin's Blog - Fri, 11/07/2014 - 04:55

...is dwarfed by the huge cost of not trying.

This is news, a state of affairs due to the significant value of connection, to the power of ideas that spread and to the low cost of production.

Delighting a few with an idea worth spreading is more valuable than ever before.

       
Categories: Seth Grogin Blog