Spider Monkey Syndrome

There’s an old wives tale that (like most stories with a moral) seems to entertain children, but holds a fascinating lesson for budding entrepreneurs.  I’ll share:

A hungry spider monkey was wandering in the forest looking for food and came upon a glass jug with a piece of food in the bottom.  He reached deep inside the jug and grabbed the food in his fist.

But, when he went to pull his hand and food out of the jar, he discovered that once his fist was closed, it was too big to fit through the mouth of the jug.  He pulled and pulled and tugged and tugged for days and weeks on end, but he wouldn’t let go of the food.  He forgot to sleep.  He forgot to drink water.  To the spider monkey, everything else in life slipped away.  Nothing existed but the food in his hand and the problem of the jug.

Finally, the spider monkey died… He died holding on to that one piece of food.  In the middle of a forest, teeming with berries and nuts and leaves and seeds and flower nectar and small bird eggs.

Hey, start-up business owner… what are you holding on to?   JUST LET GO and DO the next right thing.

Hiring for Social Media Roles

If this is the year your company is going to dedicate some serious resources to social media, you may need to consider dedicated people to manage your efforts.  Whether those are marketing or PR roles with a heavier social media focus, customer service roles with a community twist, or purer social media and community positions dedicated to driving strategy as well as execution, there are many skill sets to consider.

THE DOs:

You first want to determine whether your focus is on communications, customer service, internal communication, community development, or some combination of all those things.  Not all social media roles and responsibilities are created equal, and there are many disciplines within social media that can have value:  strategy, execution, integration and management, measurement and analysis, etc.  This fact might mean you need one person, or that you might need a team of specialists who can employ social media specifically to their areas of expertise.  Either way, be sure to:

• Emphasize integration of social media strategy with larger business goals.
• Look for professionals with solid communication skills… writing and speaking.
• Seek out minds that embrace precedent, but that are willing to challenge thinking and create new solutions.
• Facilitate a culture and empower your team to put the customer needs at the forefront of their work.  Find people passionate about doing just that.
• Specify the need to not only understand measurement as it has been, but understand how to evolve and implement new measurements to apply to new initiatives.
• Find people who have the skills to communicate and work on cross-functional teams internally… some who is good at teamwork and collaboration.

THE DON’Ts:

First of all, resist the urge to run out and get a community manager or a social media director just because someone else has one.  And, break out of your typical job description format.  Write down what your company needs for this role and what it doesn’t and build a role description from there.

• Don’t focus too much on specific platforms like Twitter and/or Facebook.  Familiarity with them is good, but the tools are changing almost daily, and they are much easier to learn than the mindset behind them.
• Think carefully before making your primary social media roles junior or entry level ones.  Yes, we all know that social media use is predominant in the 18-24 age bracket, by and large.  However, the culture and operational implications of a social shift means you need someone a bit more experiences with brand management, strategy, and project management.
• When looking at deliverables and expectations, don’t forget an engagement strategy.  Links, fans, followers, and eyeballs aren’t enough.  You need loyal, product-buying customers to come out of this strategy.
• Remember that content is the means, not the end.  The goal of content creation should be an improvement in some aspect of customer relationships beyond just delivering messages, and you need someone who understands that.
• Don’t lump SEO, content, traffic generation and social media all in the same bucket.  They are different skills and different strategies.  Not all “online” roles are alike.
• One social media or community manager isn’t going to create social media brilliance for your company.  They might be able to get you on the path, but if you’re committed, you’ll need to have them help infuse the social media strategy into lots of different roles across your company.
• Don’t limit yourself by parking social media in the marketing department.  Might it be better suited to a customer service role within your company?  (think H&R Block, Dell, Zappos)

Adapted from Radian6 and “This is the Year!  Social Media Resolutions 2010″

What’s Your Budget?

The infamous question that starts off any project… of any size and in any industry.  Now, I know when I get in my car and head to Neiman’s exactly what I’m looking for (ideal situation), what I’ll take instead (fallback position), and the amount in my wallet to cover said item.

So, when it comes to business projects, shouldn’t this question be just as simple to answer?  But, all too often, you get a muffled “we don’t know” or a mumbled “what do you think the scope of the project is?”  Why?

Usually, in my opinion, there are two issues at hand that are going through the client’s mind:

1. How much SHOULD it cost?
2. Can I trust you?

How much should it cost? This issue is founded on the fact that clients rarely have an idea of what a project should cost.  If they knew your industry, they would be talking to you.  Plus, as is often the case with complex projects, there are different moving parts that have to be addressed-  photography, design, copy, information flow, web design, messaging, etc.  Communications related projects (i.e. marketing, web site, public relations) are massively variable.

There are a variety of ways to meet your marketing objectives… some more expensive and some more of a risk than others.  Telling me, your potential marketing consultant, how much you REALLY have to spend means we can use our time understanding your issues and creating a solution, rather than developing over-expensive ideas that you can’t afford.

Can I trust you? This second question is the even more crucial question.  Some people feel that if they let on how much they have to spend, the consultant/agency will always match that exact number or go for something around 5-10% more.

Imagine going shopping for someone else, with a “very tight budget.”  What does that mean?  If you’re shopping for my 92-year-old grandmother, that might mean $19.95 or less.  If you’re shopping for my best friend, Bridget, that might mean getting the $1495 Gucci rather than the $2495 Valentino.

When you keep your potential consultant in the dark, yes, they might come back with a cheaper quote.  But will your complete needs be met?  A “drive them down” mentality has several flaws, and it’s often the reason for projects going sideways.  After all, any decent consultant and agency will always work to your budget… whatever it is.  That’s the point of a budget.

Giving your potential consultant clear guidance on how much money you have to spend isn’t just important, it’s absolutely vital.  Without it, it’s very hard for me to get your marketing communications right.  Bizarre really, that so many companies think they can save money by keeping their agency in the dark.  It’s even more bizarre that those same companies why they didn’t get what they were wanting at the end of the project.  Now, isn’t THAT the real waste of money?

COMING SOON: Wendistry Brand Web Site Re-Launch

So, yes, I’ve been in the advisory business for almost 20 years now.  Why in the world am I attempting to re-launch Wendistry?  In a word… passion.

I have always been a “marketer with a message,” but now my passion has grown to expose the beautiful and meaningful things that Enrich, Enlighten, Educate, and Entertain us.

We all know beautiful, well-designed things when we see them, and we all want them.  But, WHY do we desire them so?  What is the marketing alchemy behind the most engaging products and brands?

Yes, this new forum will host my opinions…

Yes, I welcome disagreement and discussion…

And, yes, “I am a (wo)man of simple tastes, easily satisfied with the best.” Winston Churchill as quoted by Wendi R W McGowan

Attention ALL Companies: Angering Your Customers is Dangerous Business

I read an article this past weekend in Advertising Age, by Bob Garfield (see below) and I want to comment on the Stoneleigh Hotel in Dallas because I’m highlighting two companies who somehow think that they are above their customers.

First, the Stoneleigh… Now, I want to be clear.  I want, want, WANT to LOVE the Stoneleigh Hotel.  I met my boyfriend there for the first time over five years ago at a professional networking event.  I was so excited when they announced their remodel and upgrades two years ago and completed them all above anyone’s expectations.  I have been (and taken boyfriend) to the Spa in the Stoneleigh numerous times, and their services are sublime.  I love sipping cocktails in the lobby lounge and the retro chandeliers are chic.  I wish more than anything that they would get back to work on the Stoneleigh Residences Tower because I want to live here… do you get that I like this place?

So, I set a meeting in their lobby during a mid-afternoon this past week and after doing business, I noticed a flyer on the concierge desk in the lobby with all kinds of Spa promotional items.  With my iPhone in hand, I fired up TwitterFon Pro and commenced to tweeting one of their specials from my CityCrush (@CCDallas) account.  NOTE:  We have over 680 followers vs. the Stoneleigh’s 55.  In mid-Tweet, I realized that I wasn’t positive that the Stoneleigh’s Twitter ID was @StoneleighHotel (it is!).  I asked both the bartenders for confirmation, and they said they didn’t know it.

HUH?  Isn’t this basic marketing?  NOTE to all companies:  Every employee should know the company Twitter ID, Facebook group, LinkedIn URL.  It should be on their business cards for easy reference.

So, back at the Stoneleigh, I walk over to the Concierge Desk thinking (stupidly, it turns out, on my part) surely this guy will know.  Instead, I am handed a snippily delivered, “I don’t tweet.” complete with a side order of disdain.

Hello, Marketing Director at the Stoneleigh Hotel?  Maybe this is one reason why your job is so hard?  Your own freakin’ employees are in essence working against you.  I would call an all staff meeting asap and teach everyone two things:  1. basic manners  2.  know all the Stoneleigh’s brand messaging platforms

I would have thought that companies would know by now that you can’t ignore your customers… especially when you’ve angered them by bad, or rude, service.  I mean, we’ve stood here… given you our hard earned money… we WANT to like you… we WANT to feel great about the brands we do business with.  We want to be advocates and brand champions for you and make life easier on your entire Marketing Department.  Why do you continue to allow bad employees be bad brand representation?  You DO pay dearly for it, and the next paragraph is proof.

“Music Video Forces United to Clean Up Customer-Service Act” by Bob Garfield in Advertising Age, June 13, 2009 issue.  So far, the YouTube video is approaching 3.5 MILLION views.  Way to go, Sons of Maxwell.

The Hunter, The Farmer, and The Fisherman

More than just occupational differences, people who identify with these personalities are naturally suited for different authority positions.  The distinct styles of management, their impact on people, and the way in which people work together creates unique results for a company.

The Hunter is the stereotypical aggressive sales rep who is best at bringing in new clients and/or creating a new business.  The Farmer is perceived as being laid back when it comes to developing new clients, makes a good manager (not entrepreneur), but does a great job of cultivating relationships and new business with current clients.

HUNTER attributes include:  “bag the big game,” take charge, vision, aggressive, prospector, competitive, “Always Be Closing,” pitcher, Entrepreneurial Individualistic   FARMER characteristics are:  “cultivate the relationship,” let things develop, reality, laid back, planner, collaborative, “So, what do you think?” catcher, Team Player

So, which is better?  Or, a more accurate question would be is there a “better?”  Most successful business owners are neither Hunters or Farmers… they’re FISHERMAN.  The Fisherman is a model of both patience and well-timed aggressiveness that you need to land new clients and customers.  The Fisherman also has the wisdom and respect to cultivate the “fishing beds” so as to always have a source of food (a.k.a. revenues).

Fishing requires some solid planning about where to go to find the fish, research about what the fish like to eat, and what lures might attract them to nibble.  It requires patience while fish are nibbling and aggressiveness when its time to reel it in.  It also takes the courage to throw some fish back in when it’s not right for either you or the fish.

Advice for Business Owners

… or, Wendi going off: 

I just can’t stand it when everybody at the company gets involved in marketing strategy.  When you have Joe from Sales pointing out things he’d like to change on the web site and the company owner really wants everything to stay the same, you’ve got an issue.  On one occasion, in the middle of the development phase, I had the entire staff of a client company meet in a conference room and pull up all their favorite web sites.  Good idea… BEFORE the technology team has already scoped out the project, submitted a Statement of Work, and received back a signed contract. 

Please turn down the guy who wants you to do a logo, business plan, sales strategy, whatever for $500.  This might be all the startup can afford, but I am committed to maintaining the professionalism and integrity of the strategy consulting field.  Most of us already work for peanuts… especially when you think about the years of experience and smarts. 

Words/Phrases I wish would go away:    conference call;  pre-conceptual meeting (translation: “we don’t know what the hell we’re doing, but we want your FREE input”);  one more revision; waiting on some funding

Things I learned the hard way in business:  Have a contract and 50% deposit in hand before starting any new projects with clients you haven’t worked with before.  I’ve been burned in the past… had a business plan half-way written and the founders just disappeared.  If you have a 50% deposit, at least you’re only out half the cash.

Best advice from my mentor:  Hire enough help before you burn out… make sure you always have fun.

Performance Excellence Assessment

This morning, I attended the December breakfast of Success North Dallas and the speaker was Glenn Bodinson, founder and CEO of BaldrigeCoach, a consulting firm that helps organizations become more productive, profitable, and fun places to work in by harnessing the power of performance excellence through the Baldrige Criteria.  All I can say is, WOW!  Here are some excerpts from my notes and they will be continued in tomorrow’s post…

Please answer the following statements with:

RARELY  /  SOMETIMES  /  OFTEN  /  CONSISTENTLY  /  ALWAYS

1.  Major decisions are guided by a clear vision and set of values that describe what we want our organization to be and how to get there.

2.  Each employee knows what the vision, values and top objective are for the organization.

3.  Each employee knows what the vision, values, top objectives and goals are for their department and their processes.

4.  Accountability for achieving goals and getting results is clear at each level within the organization.

5.  Through their behavior, our senior leaders serve as role models in reinforcing the values and achieving performance excellence.

6.  We have a long-term plan that addresses new technology, sustainability, and the expectations of our stakeholders.

7.  There is clear agreement among our leaders about what the top priorities are to accomplish our goals, objectives, and vision.

8.  Leaders at all levels have the necessary leadership skills and technical knowledge to accomplish our goals, objectives, and vision.

9.  Our relationships with our customers build trust, loyalty, repeat business, and positive referrals.

10.  We measure, analyze, segment, compare, and take action to improve customer, financial, operational, and ethical performance.

If the majority of your answers to the ten questions above are “RARELY” or “SOMETIMES,” it is characteristic of processes at this level to be (typically) un-documented and in a state of dynamic change.  They tend to be driven in an ad hoc, uncontrolled and reactive manner by users or events.  This state provides a chaotic or unstable environment for the processes and YOUR BUSINESS.

• Organizational implications:

(a)  Institutional knowledge tends to be scattered (there being limited structured approach to knowledge management) in such environments, not all of the stakeholders or participants in the processes may know or understand all of the components that make up the processes. As a result, process performance in such organizations is likely to be variable (inconsistent) and depend heavily on the institutional knowledge, or the competence, or the heroic efforts of relatively few people or small groups.

(b) Despite the chaos, such organizations manage to produce products and services. However, in doing so, there is significant risk that they will tend to exceed any estimated budgets or schedules for their projects – it being difficult to estimate what a process will do when you do not fully understand the process (what it is that you do) in the first place and cannot therefore control it or manage it effectively.

(c) Due to the lack of structure and formality, organizations at this level may over-commit, or abandon processes during a crisis, and it is unlikely that they will be able to repeat past successes. There tends to be limited planning, limited executive commitment or buy-in to projects, and limited acceptance of processes.

 

What would John do?

“If you watch what is occurring today, people are acting like the sky is falling,” says Cisco CEO, John Chambers.  But, he has learned through numerous economic downturns- 1993, 1997, 2001, and 2003- that it’s entirely possible to come out stronger than you were before.  “Every time, we have gained market share, and two years later, our customer and employee satisfaction was greater,” he says.  Here’s his advice for facing tough times…

• “Focus on what we can influence, and not over-or underreact to things we cannot.  It’s a question of living in the world as it is, not the way we want it to be.”
• Assess the damage externally- vendors, customers, colleagues.  “In 2001, we went to our customers n energy, manufacturing, and automotive, to name a few.  We asked, “How are you handling this?”
• Ask yourself, “Is this a market-driven phenomenon or did we do it to ourselves?”  Based on the answers you get, formulate a response.  “In 2001, our strategy was working extremely well before the downturn, and it seemed to be working fromt he customers’ side, so we said it was 90-10.  That turned out to be about right.”
• Make a determination of how long this will last and how deep it is going to be.  “Prepare yourself for it to be longer and deeper than you think.  And then build flexibility to adjust quickly if you need to.”
• Get ready for the upturn.  “What’s our vision for where this industry is going with or without us?”  That, he says, is a five-year horizon.  “What is our differentiated strategy within that vision?”  That’s a two- to four-year plan.  “How are you going to execute in the next 12 to 18 months?”

Taken from December 2008 / January 2009 edition FAST COMPANY  magazine

First Who, Then What

From Jim Collins, Good to Great:

Assembling the right team is nothing new… however, you must first get the wrong people off the bus and the right people on the bus BEFORE you try to figure out where to drive it.  The key point is the degree of sheer rigor needed with regard to people decisions in order to take a company from good to great.

The good-to-great leaders understand three simple truths.  First, if you begin with “who,” rather than “what,” you can more easily adapt to a changing world.  If people join the bus primarily because of where it is going, what happens if you get ten miles down the road and you need to change direction?  You’ve got a problem.  But, if people are on the bus because of who else is on the bus, then it’s much easier to change course if necessary: “Hey, I got on this bus because of who else is on it; if we need to change direction to be more successful, fine with me.”  Second, if you have the right people on the bus, the problem of how to motivate and manage people largely goes away.  The right people don’t need to be tightly managed or fired up;  they will be self-motivated by the inner drive to produce the best results and to be part of creating something great.  Third, if you have the wrong people, if doesn’t matter whether you discover the right direction or not.  You STILL won’t have a great company.  Great vision without great people is irrelevant.

 

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