Seth Godin's Blog, page 226

Your agenda

Most of the time, if you ask someone about their agenda, it turns out that it involves doing what's on someone else's agenda.

I need to do this for my boss, this for my husband, that for the PTSA and this other thing for the kids. As soon as you turn over your agenda to others, you're giving up one of the biggest opportunities you have to contribute. Setting an agenda is often as important as checking the boxes.

Obviously, you can't be part of any system without engaging with other people and their agendas.

But perhaps we've absorbed that habit so completely that we've ceded all responsibility and in fact don't even have an agenda any longer...

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Memories of bitterness

"I don't like that guy," she said.

"Why not," I wondered...

It turns out that she had done some business with him years ago and it hadn't gone well. When pressed, though, she couldn't actually recall what the problem had been, or how much financial or project damage had been done. All she remembered was that she didn't like him.

That's the way it usually is. You read those letters to the complaint columns in the paper or online, and the actual facts are often pretty trivial. What we remember isn't the financial hit, we remember the injustice, the disrespect, the way we felt at the time.

Your accountant might care about the facts. You, the marketer, need to care about the conversations and the memories.

Shubh Diwali and digital lights

Diwali is a national holiday in many countries around the world. It is a celebration of light and family.

The digital connections we're now making are a different sort of a light and create a different sort of family. Knowing who is out there, what they need and what they can offer inevitably makes the world smaller, safer and more productive.

On a commercial level, when you know who your customers are, you can stop propositioning strangers and get down to the serious work of satisfying the needs and wants of those you know. A light goes on and you are no longer stumbling in the dark.

The digital light also transforms medicine. Alert readers have heard about the push to swab, to light up the truth of your DNA by swabbing your cheek and registering for a database. Painless and fast. Not merely on behalf of one person, but for everyone.

Bone marrow transplants are misnamed--they should be called bone marrow transfusions, because most of the time, that's exactly what they are. No organs, no surgery, little discomfort. The most difficult part is registering, the shedding of light, sharing information about yourself.

It's hard for me to remember how disconnected the world was 25 years ago when I started out on my own. It really was a dark ages--information, people, relationships--finding just about anything was most of the work. The world is lighting up, and just in time.

Happy Diwali.

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Buying earned media

The term has been around since 1988, but it's not truly understood by many.

You can't buy earned media.

It doesn't arrive on schedule.

Earned media isn't free media, because the amount of time and energy and risk you have to expend to get it is hardly free.

It's like all the other things we earn. It is worth more precisely because you cannot simply command it to comply.

[An aside: throughout the history of advertising, ad agencies have rarely, if ever, bought ads for themselves. Worth noting that firms that would seek to help you generate earned media are much better at taking their own advice.]

Form and function

When the form changes, so does the underlying business model, which of course changes the function as well.

Mail ---> email

Books ---> ebooks

DVD ---> YouTube/Netflix

1040 ---> Online taxes

Visa ---> Paypal

Open outcry ---> Electronic trading

Voice call centers ---> forums and online chat

Direct mail ---> permission marketing

In each case, the original players in the legacy industry decided that the new form could be bolted onto their existing business model. And in each case they were wrong. Speed and marginal cost and ubiquity and a dozen other elements of digitalness changed the interaction itself, and so the function changes too.

The question that gets asked about technology, the one that is almost always precisely the wrong question is, "How does this advance help our business?"

The correct question is, "how does this advance undermine our business model and require us/enable us to build a new one?"

There are projects that are possible with ebooks or Kickstarter or email that could never have worked in an analog universe. Most of the money made in the stock market today is via trading approaches that didn't even exist thirty years ago.

When a change in form comes to your industry, the first thing to discover is how it will change the function.

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When is it okay to start worrying?

A friend was waiting to hear about the results of a job interview. He hadn't heard in a while and he asked me, "how long before I should start worrying?"

Of course, the answer is, "you should never start worrying."

Worrying is not a useful output. Worrying doesn't change outcomes. Worrying ruins your day. Worrying distracts you from the work at hand. You may have fooled yourself into thinking that it's useful or unavoidable, but it's not. Now you've got one more thing to worry about.

The difference between management and leadership

Managers work to get their employees to do what they did yesterday, but a little faster and a little cheaper.

Leaders, on the other hand, know where they'd like to go, but understand that they can't get there without their tribe, without giving those they lead the tools to make something happen.

Managers want authority. Leaders take responsibility.

We need both. But we have to be careful not to confuse them. And it helps to remember that leaders are scarce and thus more valuable.

Cities don't die (but corporations do)

In modern times, it's almost unheard of for a city to run out of steam, to disappear or to become obsolete. It happens to companies all the time. They go out of business, fail, merge, get bought and disappear.

What's the difference?

It's about control and the fringes.

Corporations have CEOs, investors and a disdain for failure. Because they fear failure, they legislate behavior that they believe will avoid it.

Cities, on the other hand, don't regulate what their citizens do all day (they might prohibit certain activities, but generally, market economies permit their citizens to fail all they like).

This failure at the fringes, this deviant behavior, almost always leads to failure. Except when it doesn't.

Ecosystems outlast organisms.

Stupid and lazy

(Is it that you can't do it or perhaps you don't want to do the work?)

When I was in college, I took a ton of advanced math courses, three or four of them, until one day I hit the wall. Too many dimensions, transformations and toroids for me to keep in my head. I was too stupid to do really hard math so I stopped.

Was it that I was too stupid, or did I merely decide that with my priorities, it wasn't worth the work?

Isn't it amazing that we'd rather call ourselves stupid than lazy? At least laziness is easy to fix.

People say that they are not gifted/talented/smart enough to play the trumpet/learn to code/write a book. That's crazy. Sure, it may be that they don't possess world-class talent, the sort of stuff that is one in a million. But too stupid to do something that millions and millions of people can do?

I'm not buying it. Call it as it is and live with it (or not). I'm just not willing to believe we''re as stupid as we pretend to be.

The power of visualization

Data is not useful until it becomes information, and that's because data is hard for human beings to digest.

This is even more true if it's news that contradicts what we've already decided to believe. Can you imagine the incredible mindshift that Mercator's map of the world caused in the people who saw it? One day you believed something, and then a few minutes later, something else.

We repeatedly underestimate how important a story is to help us make sense of the world.

Jess Bachman wants to help you turn the data about the US budget (the largest measured expenditure in the history of mankind, I'm betting) into information that actually changes the way you think.

Hence Death and Taxes, which we're publishing today. The new version belongs on the wall of every classroom, every public official's office, and perhaps in the home of every person who pays taxes.

It is not possible to spend less than ten minutes looking at this, and more probably, you'll be engaged for much longer. And it's definitely not possible to walk away from it unchanged. That's a lot to ask for a single sheet of paper, but that's the power of visualizing data and turning it into information.