Seth Godin's Blog, page 220

"It's always been this way"

The only standard is impermanence.

It's very easy to believe that the world we live in has always been this way.

Your ethnic group has always had a similar standing.

Technology has always permitted certain kinds of interactions and is always improving.

Real estate values always rise from decade to decade. (Until they don't).

A job has always been the standard way to make a living.

Your chosen religion has always been practiced the way you practice it.

People in positions of authority and leverage have always had degrees from famous colleges.

Information has always been widely available.

As soon as you accept that just about everything in our created world is only a few generations old, it makes it a lot easier to deal with the fact that the assumptions we make about the future are generally wrong, and that the stress we have over change is completely wasted.

A hundred little things

One of my favorite restaurants is a little Mexican place in Utah called El Chubasco. I've often eaten there twice in a day, and once (it's true) ate there three times.

It's always crowded. Sometimes people wait outside, in the cold, even though there are plenty of alternatives within walking distance. So, what's the secret? Why is it worth a drive and a wait?

No specific reason. The energy of owners Jill and Craig is certainly part of it, but most customers never encounter them. I think it's the hand-fitted gestalt of thousands of little decisions made by caring management out to make a difference. Usually, when a business like this gets bigger or turns into a chain, marketers make what feel like smart compromises. The MBAs collide with the mystical, and the place gets boring. "Why do we need 14 free salsas when we can get away with six?" or "Perhaps we ought to stop handing out huge tumblers of water for free--our bottled water sales will go up."

This turns out to be the secret of just about every really successful enterprise. Sure, you can copy one or two or even three of their competitive advantages and unique remarkable attributes, but no, it's going to be really difficult to recreate the magic of countless little decisions. The scarcity happens because so many businesses don't care enough or are too scared to invest the energy in so many seemingly meaningless little bits of being extraordinary.

Q&A

I'm often stunned by the lack of questions that adults are prepared to ask.

When you see kids go on a field trip, the questions pour out of them. Never ending, interesting, deep... even risky.

And then the resistance kicks in and we apparently lose the ability.

Is the weather the only thing you can think to ask about? A great question is one you can ask yourself, one that disturbs your status quo and scares you a little bit.

The A part is easy. We're good at answers. Q, not so much.

The more or less choice

I think it comes down to one or the other:

How little can I get away with?

vs.

How much can I do?

Surprisingly, they both take a lot of work. The closer you get to either edge, the more it takes. That's why most people settle for the simplest path, which is do just enough to remain unnoticed.

No one can maximize on every engagement, every project, every customer and every opportunity. The art of it, I think, is to be rigorous about where you're prepared to overdeliver, and not get hooked on doing it for all... because then you just become another mediocrity, easily overlooked.

That means more "no." More, "no, I can't take that on, because to do so means not dramatically overdelivering on what I'm doing now."

And it means more "yes." More, "yes, I'm able to confront my fear and my competing priorities and dramatically step up my promises and my willingness to keep them."

An empty Kindle...

More than 5,000,000 people got a Kindle today. If you're looking for something to put on it, I've been working hard on that all year... (plus some bonus titles worth a download.)

Have fun!

Gift wrapped

A wrapped present is tranformed when it is opened. Anticipation turns into information, and frequently, one is worth far more than the other.

Too often, we overlook the value of imagination and dreams and the _____. We figure, as marketers or managers or leaders or engineers that all we have to do is meet the spec, fill in the blank and we can prove we did a good job.

Often, though, the story a person tells herself is worth more that the object itself.

Merry

You can't be merry by yourself.

Sure, you can be content, happy, possibly even delirious. But merriment requires a group, and that group is almost always a group you can see and touch, one that's sharing the same molecules of air, face to face.

The digital revolution continues to get deeper, wider and more important. But it has made no progress at all at increasing merriment. That's up to us.

Firemen, donuts and meetings

When a building is burning down, fireman coordinate their actions, make decisions and save lives.

They do this without Aeron desk chairs or Dunkin Donuts. They do it without subcommittees, McKinsey studies or input from the boss in another city.

To quote Al Pittampalli, "why bother going to a meeting if you're not prepared to change your mind?" To which I'd add, "Don't bother having a meeting if you're not there to change or make a decision right now."

Somewhere along the way, meetings changed into events where we wait for someone to take responsibility (while everyone else dives for cover).

How would you do it differently if the building were burning down? Because it is.

Unexpected turbulence

Is there really any other kind?

If we see turbulence coming, we tend to avoid it. The art is in knowing that turbulence might come and looking forward to it, bracing for it and embracing it at the same time.

If your plan will only succeed if there is no turbulence at any time, it's probably not a very good plan (either that or you're not going anywhere interesting.)

Trustiness

We're all looking for someone to trust. People and institutions that will do what they say and say what they mean.

Banks used to use marble pillars and armed guards to make it clear that our money was safe. Doctors put diplomas on the wall and wear white smocks. Institutions and relationships don't work without trust. It's not an accident that a gold standard in business is being able to do business on a handshake.

Today, though, it's easier than ever to build a facade of trust but not actually deliver. "Read the fine print," the financial institutions, cruise ship operators and business partners tell us after they've failed to honor what we thought they promised.

It's incredibily difficult to build a civil society on the back of "read the fine print." Emptor fidem works so much better than caveat emptor. When we have to spend all our time watching our back and working with lawyers, it's far more challenging to get anything done--and it makes building a business and a brand infinitely more difficult.

The question that needs to be asked by the marketer is, "are we doing this to create the appearance of trust, or is this actually something trustworthy, something we're proud to do?"

Building trust is expensive. You can call it an expense or an investment, or merely cut corners and work on trustiness instead.

Trust is built when no one is looking, when you think you have the option of cutting corners and when you find a loophole. Trustiness is what happens when you use trust as a PR tool.

The difference should be obvious. Trust experienced is remarkable, trustiness once discovered leaves a bad taste for even your most valued customers.

The perverse irony is this: the more you work on your trustiness, the harder you fall once people discover that they were tricked.

(With a hat tip to Colbert)