Lynn Serafinn shows how money is the 3rd party in the relationship with our customers, and how our relationship with money influences how we run our business. In my work as a marketing consultant, I work with a lot of business owners who want to build…
A flower cannot blossom without sunshine, and man cannot live without love. – Max Muller People all around you are dying. Perhaps you are too. Fortunately, dying isn’t something we are all doing, nor is it something that we must necessarily do. We…
Es un hecho que la mayoría de nosotros fracasamos muchas veces antes de alcanzar el nivel de éxito que deseamos. Puede que recorras esa milla extra de esfuerzo muchas veces solo para toparte con desilusiones al final del arcoíris. Pero dejar de intentarlo te privará de las grandes riquezas que te esperan al no renunciar a tu esfuerzo. Un compromiso superficial para hacer tu máximo esfuerzo, condicionado a esperar a recibir algo a cambio, no te ayudará a mantenerte en el camino de tu objetivo a largo plazo. Los grandes resultados son producto de un compromiso por hacer las cosas de manera correcta sin importar las consecuencias, y ese compromiso finalmente te guiará hasta la meta deseada al final del arcoíris.
I have an important request that I hope you will consider… I’m conducting a survey of my entire Success Community (that’s you!) who have read my book, The Success Principles. When I wrote The Success Principles, I wanted to write a timeless book on success containing the most powerful (and proven) principles that would help ANY aspiring
When designing a new product or program, it’s pretty clear that a successful organization will invite:
The lawyer, so you don’t break any laws.
The CFO, so that you’ll understand how much this thing will cost and how well it will pay off.
The CTO/Tech folks, so you’ll spec something that can actually be built and will work.
And probably designers, marketers and lobbyists–all the people you need to bring the thing into the world.
But where’s the person in charge of magic?
In our quest to get it done, to survive the project, to avoid blame, to figure out a solution, it’s magic that gets thrown under the bus every time.
Who is obsessed with creating delight, with building in remarkability, with pushing the envelope (every envelope–money, tech, policy) to get to the point where you’ve created something that people will be proud of, that will change things for the better, that will make a dent in the universe?
It won’t happen on its own. It never does.
Google killed the old-fashioned cookbook.
Why bother searching through a thick, dull cookbook of recipes when all you have to do is type in two or three ingredients and the word ‘recipe’ online? The index, the now infinite magical index of the web, helps us find whatever we want, better and faster.
On the other hand, a generous, modern cookbook doesn’t ask, “what do you want to cook?” Instead, it says, “how about this?” A menu, not an index.
Years ago, I was at a power breakfast in New York, a fancy restaurant jammed with masters of the universe and those that hoped to have a few minutes with one of them. The waiter came over and said, “what do you want?” There was no menu. Just tell him and they’ll make it.
Looking around, I realized that just about everyone was eating one of three popular items. With an index but no menu, the room resorted to safe and easy.
And this is the challenge every organization faces in the uber-indexed world we live in. It’s not enough to sit with a prospect and ask him what he wants. Once we know what we want, search finds it for us. No, we have to offer a menu, we have to curate choices, we have to dream for people who don’t have the guts or time to dream for themselves.
This is frightening, because when you offer a menu, often people will get hung up on their status quo and just say “no.” You can’t get rejected when all you offer is an index, but getting your menu rejected is one of the symptoms that you’re doing the hard work of making an impact.
It seems arrogant to say, “perhaps this isn’t for you.”
When the critic pans your work, or the prospect hears your offer but doesn’t buy, the artist responds, “that’s okay, it’s not for you.” She doesn’t wheedle or flip-flop or go into high pressure mode. She treats different people differently, understands that she is working to delight the weird, not please the masses, and walks away.
Isn’t that arrogant?
No. It’s arrogant to assume that you’ve made something so extraordinary that everyone everywhere should embrace it. Our best work can’t possibly appeal to the average masses, only our average work can.
Finding the humility to happily walk away from those that don’t get it unlocks our ability to do great work.
We’re far more aware of our problems than our opportunities. Our problems nag at us, annoy us and paralyze us.
Every organization wrestles with its problems, and is eager to solve them.
When you generously invite people to bring you their problems, they might just do that.
Solving problems—actually solving them, not just claiming you do—solving perceived, urgent problems, is a surefire way to get the world to beat a path to your door. [HT to Adrian for the photo.]
This is how companies die, how brands wither and, more cheefully in the other direction, how careers are made.
Gradually, because every day opportunities are missed, little bits of value are lost, customers become unentranced. We don’t notice so much, because hey, there’s a profit. Profit covers many sins. Of course, one day, once the foundation is rotted and the support is gone, so is the profit. Suddenly, apparently quite suddenly, it all falls apart.
It didn’t happen suddenly, you just noticed it suddenly.
The flipside works the same way. Trust is earned, value is delivered, concepts are learned. Day by day we improve and build an asset, but none of it seems to be paying off. Until one day, quite suddenly, we become the ten-year overnight success.
This is the way it works, but we too often make the mistake of focusing on the ‘suddenly’ part. The media writes about suddenly, we notice suddenly, we talk about suddenly.
That doesn’t mean that gradually isn’t important. In fact, it’s the only part you can actually do something about.[HT to Hemingway (and, as I just saw, my friend Steve) for the riff.]
Simple concept with big implications: In small groups, money corrupts.
In environments that are built on personal interaction and trust among intimates, transactions based on money don’t increase efficacy, they degrade it.
At the other end of the scale, in transactions between strangers, cash scales. Cash enables us to interact with people we don’t know and probably won’t see again.
But if you want to build the intimate circle that lives on favors and gift exchange, don’t bring cash. Bring generosity and vulnerability.