“Accidental Genius” can change your thinking

So I’m behind on my business reading because of all these fascinating conversations with strangers this summer. But one book I just finished is a wow because it can help you solve problems, find new ideas, have that “aha” marketing or sales breakthrough. And its advice is simple and easy for anyone to do.

The book is “Accidental Genius: Using Writing to Generate Your Best Ideas, Insight and Content” by Mark Levy.  Mark’s view — which I can attest to — is that by slamming down your ideas on paper within a short time frame, say 12 minutes, you can find insights, get unstuck, and find ways to express your business or yourself that are genuine to who you are. (I believe that when this “realness”  happens, you begin to like doing marketing and sales because the message means something to you.)

Mark’s book explains the freewriting process and shows how to put it to use for practical business and professional purposes.  By writing out your thinking on paper really fast, you push aside that ego lizard brain and tap into deep seated ideas, which are often both startling and right on. The speed of the writing pushes away the conscious editor that usually filters those wacky, odd ideas and thoughts.

I’ve used freewriting for the last 18 months and it has opened up tremendous creative thinking and strategic ideas. (And brought more value to my clients.)  When there’s a gnawing big opportunity or potential obstacle in our work one of my executive clients now says, “Lois, why don’t you go off and do some of that narrative writing.”  (Note, though, that most freewriting isn’t to be shared publicly; it’s a way of privately figuring things out.)

This approach also helped me finish my book “Be the Noodle.” For four months the manuscript sat because I couldn’t figure out what wasn’t working with it. I used one of the techniques in Mark’s book and did a Q&A with myself, wrestling in writing about the creative standoff.  I speed wrote a question, and then wrote a reply. No thinking. Just slamming it down, keeping the pen moving and never leaving the page until the alarm rings. (Part of the trick is setting an alarm and writing fast before times up.) The answers led me to a new book title and format change and within two weeks the book was finished and a publishing deal was put to bed.

Here are some of the things that I’ve highlighted in “Accidental Genius”:

  • Prompt your thinking: prompts are helpful way to jump start your thinking and writing. Mark includes an extensive, helpful list of short, open-ended prompts like: “I’m scared by….This sounds insane, but my organization would be 500 percent more productive if….I’d like to tell you a story about…”
  • Be open to what shows up: “When you freewrite the page is alive. The ideas that appear on it will change radically, if you let them. You must be open to the truth of the material as it shows up.”
  • Marathons: “Each time you formulate a starter thought, demand that it sends you in a new direction…Force yourself into uncharted waters, even if doing so seems artificial or uncomfortable. Pursue novelty and uncertainty; head toward anxiety.
  • The fascination method: Mark asks people he works with to make an inventory of everything that has fascinated them at any point in their lives — any ideas that have energy for them, whether or not they “fit” with the person’s business or book concept.  The fun starts by putting the ideas together and seeing patterns and insights. “From these places of energy,” he writes, ” we find the book’s premise and much of its supporting material. This material comes from an honest place within the client. It comes from the spot in their brain where they keep things they can’t forget.”

There’s so much more in the book. I hope you find it as valuable as I have.  When in doubt, write it out.

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Book review: Chief Culture Officer

The most important point of the excellent book “Chief Culture Officer” by Grant McCracken is this — and it’s big:   Today’s fast-changing external cultural environment presents significant opportunities and dangers for companies.  To manage risk and seize opportunities somebody needs to own culture — understanding patterns and uncovering insights,  and helping the C-suite understand how make better decisions based on this understanding.

This isn’t traditional market research, but anthropological research for business, noticing and assessing ideas, trends, emotions that make up the life of customers and employees — and determining what these cultural shifts mean to a company. This applies not just to marketing, but to leadership, HR and workplace communications.

This understanding and empathy, Grant notes, is often viewed as a “soft competency” by executives and business schools.

“To refuse empathy is a kind of managerial malpractice. It costs us essential knowledge of our colleagues and our customers…In fact empathy is frequently the blade that finds the right insight, extracts from it the real strategic and tactical opportunity, and crafts it into a final, compelling form. Is this really a ‘soft’ skill?

Value of a Chief Culture Officer

  • Better informed C-suite decisions based on opportunities and risk that come from culture, both strategic and tactical decisions.
  • Serve as internal entrepreneur, an innovation agent

What a CCO does

  • Finds patterns among chaos of cultural trends and conjure what they mean to a company
  • Insinuates cultural knowledge into the CEO

How the chief culture officer does her or his job

  • Talks to anyone who will talk with you.
  • Figures out the thing that makes a person interesting.  Find what they know best and what this means to them, how it looks to them, how it feels to them
  • Is open and guileless, never, ever “hipper than thous”
  • Treats everyone as more knowledgeable than him or herself
  • Is a fearless “noticer” or observer — “spotting things that defy expectation, that don’t compute.” Pays special attention to things that puzzle. Pays attention to any failure in attention.
  • Develops empathy, the ability to feel how another person feels, and find insights from those feelings.
  • Admits ignorance and asks naive questions.

Beware: what culture strategy is not cool hunting

Today’s Fast culture is a huge challenge for businesses: miss a trend or misread customers and your brand can quickly become irrelevant. Similarly, slow culture also  presents opportunities and risks and is perhaps more overlooked as the “cool hunters” have no interest here at all.  Grant warns us to beware of the “cool” people; they tend to be into themselves and what’s hip, not real listening, observing and empathy needed to uncover insights.

Quotes I liked

  • “We should think of our CEO as a Soviet-era Moscow audience and the CCO as Radio Free Europe. The CCO is trying to penetrate an air space constantly being “jammed” by other things.”
  • “Knowledge can stand in the way of innovation.”
  • “Without emotional sonar, there are many things an executive cannot know. This person in a sense is trapped in himself.”
  • “There is no code to “crack” culture. Just good listening.”
  • “We are not seeking perfection. We are seeking to construct and idea just robust enough to get us from confusion to clarity.”

This is a motivating, highly-readable book, chock full of insights, things that make you wonder, and motivation to make you  want to wander more in order to notice more. It’s also so refreshing in its pragmatic approach, reminding us that culture strategy is a form of anthropological science and not about what the cool people think.

Five stars for this book.

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Video marketing: Here's the Noodle


One of the big trends in marketing today is telling your story on video, largely because video has such an ability to convey the rational and the emotional elements of a story.  Here’s my video book trailer for my new book, “Be the Noodle,” produced by First Priority Media.

More about the book can be found here. I’m just filled with so much gratitude about the response to the book. Clearly people have been looking for a book where “inspire, wisdom, and humor” are linked with end of life and dying. A big outpouring of thanks goes to Justin Evans, partner of the Montreal design firm Stress Limit Design, who created an extraordinary cover. And of course, my remarkable family. Together we can do so much, except for the singing thing.

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A social media knowledge benchmark

Thanks to Kishore Partchasarathi, a marketing student at York University in Toronto, for this social media overview and thoughtful review of my book.Review of Beyond Buzz

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The one-line: what marketers can learn from screenwriters

The secret to selling a screenplay in Hollywood is writing a great one-line, says screenwriter Blake Snyder, author of Save the Cat: the Last Book on Screenwriting You’ll Ever Need.

Creating a great one-line is invaluable for marketing anything, whether it’s a company, product, service, book proposal, online community, a vacation spot or professional services.

You see, the one-line tells people what the product/service/screenplay is so they can quickly decide if they’re interested or not. Make it too hard for them to understand the “what it is” and they’ll simply ignore you, no matter how brilliant the product and supporting marketing programs.

Snyder says that a great one-line:

  • Hooks your interest
  • Helps you see the whole movie in it
  • Makes your imagination run wild with where the story is likely to go
  • Has a built-in sense of who it’s for
  • Is somewhat unexpected or ironic
  • Is emotionally intriguing
Aside from the primary benefit of selling your product, creating a great one-line helps you better develop the product or service or book proposal because you’ve focused the concept.
“Concentrate on writing one sentence. One line. Because it you learn how to tell me “What is it” better, faster and with more creativity, you’ll keep me interested. And incidentally, by doing so before you start writing your script, you’ll make the story better too,” advises Snyder.
I read the one-liners in the N.Y. Times Sunday Book Review every week to practice my one-line writing. This one-line writing is the hardest writing I’ve ever done. I think it’s easier to run a business than write the one-line about the business, easier to write a book than write the one-line about the book. BUT without the one-line answering, “what is it?”  developing your services and products and running your marketing will be much, much harder than if you had sat down and written the one-line to  begin with.

Give me the same thing only different

The second most important screenwriting lesson that also applies to marketing: tell people what your product/service/book is most like and how it’s different.

In screenwriting, the more you understand the genre of your concept, the more likely you are to sell the script and write a great movie. Ditto for marketing. Help customers understand where you fit into categories that they understand — and then tell them how you’re different.

While creating new business models or wildly innovative products is admirable and noble, most don’t take off because the buyer can’t understand “what it is.”  And those that do, have brilliant one-lines, like Salesforce in the early days — software you can rent instead of having to implement.

Another example is Communispace, one of the most successful private online community companies. In  the early days of the company, long before terms like social media or Web 2.0 were around, Communispace CEO Diane Hessan explained that their communities were “like focus groups on steroids, only different.”  Marketing decision makers got it, and bought. While many other early community pioneers no longer exist. People couldn’t understand the “what it is.”

I’m working on some new concepts and starting with my one-lines. Who knows maybe someday I’ll even be able to pitch a screenplay.

PS — thanks to the wonderful book marketer Nettie Hartsock for turning me on to Save the Cat.
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New creatives vs. old creatives

Last night I randomly opened the Age of Conversation/2 and landed on Ernie Mosteller’s “The New Creatives Get It” article. Wow.  Here’s his take on the two fundamental differences between new and old creative, which I think really gets to the heart of the creative sea change.

  1. Information first, entertainment second. It used to be that creative led with entertainment to get our attention, and then served up product information. Today people are looking for information, so effective creative leads with information people are looking — even if they’re looking for  entertainment.
  2. Elegant complexity vs. clever simplicity. Old advertising focused on simplicity. But, Ernie warns, “on the Web simplicity fails. Miserably.”  Today great creative is telling an intricate story, but in ways that are interesting, fun and compelling to prospects.

Is you organization in the new creative mindset — or the old?

(I love the line on Ernie’s blog: “The medium is the audience.”  Oh yeah.)

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10 ideas for creating community guidelines

Setting up clear, concrete guidelines for online communities is crucial. Doing so:

  • Helps  members understand community expectations and culture
  • Makes it easier for your team — and other community members– to  manage the community
  • Helps get legal buy-in as together you’re addressing many known risk areas

In his book Managing Online Forums, Patrick O’Keefe provides thoughtful, detailed recommendations on developing and enforcing guidelines based on running several thriving communities.  Here are just 10 of his many guidelines; check out his book for more, as well as real world examples and nitty gritty advice on  running a communities.

10 community guideline ideas

  1. Advertising and spamming: beware the many, many sneaky advertising  methods people try to use. Patrick provides several examples, which are also helpful to bloggers  trying to understand  whether some comments are legit or a backdoor spam strategy.
  2. Copyright: guidelines should help members understand what they can and can’t do within copyright and intellectual property laws.
  3. Personal, real-life information and privacy: don’t allow home addresses and phone numbers.
  4. Vulgar language and offensive material: Not allowed.
  5. Freedom of speech: Communities are intended to be places where people with like interests can share ideas, debate views and give and get help. But they;re not places where anyone can say anything. “You have no obligation to allow people to say whatever they want, whenever they want. It is your site and it is your responsibility to set the guidelines that all users must adhere to.”
  6. Respect: Inflammatory or disrespectful comments not allowed, including slanderous information. Related, “Do not allow your site to become a soapbox for someone you believe has some sort of agenda.”
  7. Deleting accounts and/or posts in the future: put guidelines in place that will respect someone’s request to have his/her posts removed, without removing valuable content from the community. (Patrick’s advice: change user name to something non-descriptive like username85673.
  8. Hotlinking: No posting and linking to images, videos, fies on servers that you don’t have permsission to link to as the person paying for the server  is paying for this. “The result is badnwidth theft.”
  9. Caution on advice: “Your policies should make it clear that any advice given on your site is for informational and educational purposes only, that it is not verified by you or anyone else for accuracy and as such, it can be inaccurate.” He notes this is especially important if the community conversations get into highly sensitive — and often regulated — issues like healthcare and financial advice.
  10. Who’s the boss? Make it clear who has the final say on enforcing guidelines, and be clear about who people should contact with a complaint and how the complaint should be lodged, e.g., via private email vs. on the community site.

Note: Chapter 6 of Patrick’s book,  “Banning Users and Dealing with Chaos,” addresses issues that every corporate legal eagle worries about when it comes to social media and that not enough marketers think through  before launching. Showing legal that you have anticipated these types of possibilities and have detailed plans in place for dealing with them will help you more quickly overcome legal’s concerns and get them working with you vs. finding reasons why NOT to have a community.

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Age of Conversation/2: My Marketing Tragedy

Today the book Age of Conversation 2: Why Don’t They Get It? comes out, with contributions from 237 marketers. All proceeds to to Variety: The Children’s Charity.

I contributed to the “My Marketing Tragedy” section. I passionately believe in the power of conversations to build understanding, trust and relationships — fundamentals in business. However, from much experience I realize how difficult it is for businesses to move from  “talk at” corporate and product message-speak to the much riskier and unscripted “talk with” conversations.

While much has been said about the value of social media and conversational marketing, not enough thinking has been put to HOW to help organizations change.  Earlier in my career I was totally wrapped up in the ideas and concepts, but many never saw the light of today. Today, I have a much greater appreciation of the value of helping clients overcome the obstacles — changing minds, changing behavior, changing business processes, changing legal policies.

What I’m learning is that people need to be inspired to see the possibilities so that they have the passion and energy to create change. And then they need a steady sherpa guide to navigate the formidable legal, IT and executive alpha fraidy cat objections.

I do think marketers “get it.”  The real priority is to allay the valid concerns of the people who don’t.

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Here Comes Everybody — Maybe

[photopress:Here_Comes_Everybody.jpg,full,pp_image] If you want to really understand how social media/tools are changing how we work, play, activate change and live, pick up Clay Shirky’s Here Comes Everybody: The Power of Organizing Without Organizations. And if you are seriously considering communities as part of your marketing strategy, Do Not Pass Go without reading this.

Here are some of my takeaways:

There are three essential pieces of a community, starting with purpose:

1. Why: what’s the the promise of the group/community? Why would anyone want to join or contribute? “Creating a promise that enough people believe in is the basic requirement. The promise creates the basic desire to participate. ” Note: in my experience this is where marketers usually spend too little time. Or, rarely challenge their own. assumptions.

2. How: this is where you figure out which tools will help people do what the community is all about. Note: too many companies are buying tools and then trying to make a community fit the tools. A recipe for disaster — or, at a minimum, enormous frustration.

3. Rules of the road: this the what Shirky calls the bargain: “If you are interested in the promise and adopt the tools, what can you expect and what will be expected of you?”

People have always wanted to share and help one another. Pervasive, easy-to-use communications tools and ” the collapse of transaction costs makes it easier for people to get together — so much easier, in fact, that is changing the world.” “Social tools don’t create collective action — they merely remove the obstacles to it. This is why many of the significant changes are based not on the fanciest, newest bits of technology but on simple easy-to-use tools like email, mobile phones and websites, because those are the tools most people have access to and, critically, are comfortable using in their dauly lives.”

Incentives for participating are not financial: Attention, the desire to see your work spread, the desire to help others and be helped.

Why some communities grow and others don’t: “They grow if enough people care about them, and die if they don’t.” (This goes back to getting the promise right.)

How did you do that?: communities where a group of people help one another get better at some share task or interest — called communities of practice — are especially pervasive and appealing. The basic question that can trigger a community of practice: “How did you do that?”

Not everyone needs to be passionate, participate a lot: in the old model we had to work hard to get people passionate enough to act, because acting was a lot of work. Today you can have a handful of highly-motivated people participating a lot — and “people who care a little participate a little, while being effective in the aggregate.”

A small number needed to get things started: “The number of people who are willing to start something is smaller, much smaller, than the number of people who are willing to contribute once someone else starts something.” Tap into a small core of passionate people; don’t expect a lot of people to contribute at the get-go. Many are more comfortable adding to what someone else has started.

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Business psychics

[photopress:CrystalBall.jpg,full,pp_image]

I predict that marketers will have great fun but lose even more credibility with this new strategy: tuning in to business psychics. That’s right. All kinds of businesses seem to be turning to psychics, otherwise known as “intuitionists,” to make important decisions, according to a Newsweek article, “The 10,000-a-Month Psychic.”

Kevin Clancy, author of Your Gut is Still Not Smarter Than Your Head, has a good post on what this trend means to marketers over at The Marketing Fray.

“Aside from the utter lunacy of a business hiring a psychic for anything other than entertainment at the company Halloween party, we’re concerned that when business folk want to make sense of uncertainty in the present, they get completely preoccupied with the future as if they have no control over it. It’s understandable, but it can be dangerous if they forget that the past and future are not mutually exclusive. “

All that said I am looking forward to tuning into a webinar on July 11 over at Learn From My Life with psychic Ainslie MacLeod, author of The Instruction: Living the Life Your Soul Intended. Why? Maybe it’s summer and I just need a fresh point of view that has nothing to do with marketing, the recession, or presidential politics. :)

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