Golf carts and crime

Note: I’m on vacation this week at a beach community I started coming to as a child with my grandparents. This post isn’t about business, but is a reflection of what it takes to get things done in groups. Whether it’s business or beach communities, it takes patience and a sense of humor.

The Chief wanted to talk crime. The Security Committee wanted to talk flags. But for the beach association members the real issue was golf carts.

The annual Home Owner’s Spring Information meeting to kick off the summer starts at the reasonable hour of 10 a.m., allowing people time for morning runs, usually to Dunkin’ for the old timers, but the new people are more the Starbucks types. (And yes, it’s the spring meeting, held the first week in summer.)

The metal folding chairs are set up in 12 neat rows, with an aisle down the middle, long rectangular function tables in the front for the 12 or so association board members and in the back with a nice spread of Danish pastry, with the gooey raspberry filling melting fast in the already hot day. The coffee urns sit next to cartons of half-and-half.

Everyone in this Cape Cod beach community drinks coffee with extra cream, being mostly from the inner belt of Boston’s Route 128. Hardcore Bostonians at their beach cottages, most with one bathroom for as many people as you can squeeze into the house. (Providing that at least two wheels of each vehicle touch the property; otherwise you could get a parking citation. The two wheels on lawns rule takes an  especially creative twist on holiday weekends with the mini-vans.)

Lately folks have been tearing down the old places and building new, with two stories, big porches and two or three bathrooms. Summer living is going through big changes here at Popponesset Beach.

But back to the Community House for the Association meeting, where the petite chairwoman is calling to get started. “There are seats up front, everyone. Let’s get started, we have a lot to cover.”

“We’ve rearranged the agenda this morning because The Chief is here and has some important information about security. So without further ado, Chief…”

“I won’t take up too much of your time this morning, but want to call your attention to something that happened up the road last week. Not in your area, but not too far away.”

With that the local police chief told a story about a couple of bungling burglars, casing houses and making off with televisions and other household electronics in broad daylight.  People listened politely, nodding their heads when the Chief said, “If you see something suspicious, call us. We are here 24/7 for you. That is our job. A suspicious person may be nothing. But you never know.

“Here in your neighborhood we got a call last Friday night about a disturbance.”

Now people were riveted. Burglars might be moving around New Seabury, but we are vigilant. What could have happened?

“A fellow was trying to get into a house in the wee hours, about three a.m. to be exact. Pounding on the door, creating a disturbance. The homeowner called us and we dispatched our officer to the home. We found that the fellow had had a few too many and was trying to get in the wrong house.”

Everyone laughs. This is our Cape Cod.

“We detained the gentleman while we helped him find his house.  But the moral of the story,” warns the Chief has he puts his stern face back on, “is that you just never know.”

Three hands go up around the room.  Hands like second graders who want to be called on by the teacher because they know the answer.

The Chief points to a hand in the back of the room.

“Chief, what about the golf carts?”

A millisecond hush falls among the 60 people packed into the community house, with its beige, yellow and orange linoleum floor. People swivel in their metal chairs to see who asked that question.  Before the Chief responds, chatter erupts. Like opening a door to a school gymnasium. Hushed quiet in the hall, and then the energy and sound explodes.

“Is it legal to drive golf carts on our streets?” the person asks more loudly.

Heads turn to the Chief. The room gets quiet.

“If you have a title, insurance and a valid driver’s license, you can drive a golf cart on the streets,” explains the Chief matter of factly. His shoulders relax, like he was expecting a tough question and got this softball underhanded toss about golf carts.

“What about kids driving these carts, Chief,” asks another. “I saw a golf cart with kids hanging off the back and they almost hit an elderly person walking across the street.”

“Yeah, and a golf cart crashed into my neighbor’s yard one night around 2 a.m. and damaged some property,” someone else yells out.

“Okay, now,” says the Chief. “According to the Massachusetts Department of Motor Vehicles, you must be a licensed driver to operate a golf cart. This means underage kids should not be driving golf carts.”

“But Chief, how about kids with a learner’s permit?”

“Chief, what about a golf cart that goes under 20 miles per hour? I believe that’s exempt from the rules for golf carts, which go faster than 20 miles per hour.”

“Please, everyone,” says the Chief. “The rule is you have to have a title, insurance and license to operate a golf cart. I believe Chapter 90, Section 18 spells this out, but I don’t have the exact information here.”

“Chief, how many people can be in a golf cart?”

A helpful community member and golf cart owner answers, “As many people as there are seat belts can ride in the golf cart.”

Now that people other than the Chief are offering advice, more people speak up.

“Everyone might be interested to know that there’s a universal key for golf carts,” says a stocky guy in his Korean Veterans baseball cap.  “You can go to the hardware store and have a key made and it will fit any cart.”

People nod in an appreciative way. We really know useful stuff.

“Chief, what if we’re driving the carts at the country club and don’t have our licenses?”

“No worries, we’re not going to give you a citation crossing the road over to the club.  This is about common sense, everyone. We don’t need to get into a lot of legal mumbo jumbo. Ah, excuse me on that. I see that there are some lawyers on the committee.

“Remember, title, insurance and license,” he says, with the three words becoming like a mantra. “If you stick to those three things there should be no problems.”

It’s now 10:50. The sun is blasting through the window shades, reminding us that it’s a really good beach day.

A woman waves her hand and interrupts from the back of the room.

“Excuse me, please. I live across the street and people have parked in front of my driveway so I can’t get out.  Every time there are official meetings in the Community House, people park illegally, blocking our driveways.”

People squirm. The chairwoman thanks the neighbor, who obviously doesn’t have a golf cart, but does have a car. Which she can’t use.

Humbled by the obvious disregard for other rules, the meeting moves off the carts and on to the beach flags, the second most important beach community issue.

I sit on the beach later in the day with my flag safety-pinned to my beach bag and wonder about the seaweed.  There’s a lot of it. Should I bring it up at the next meeting?

 

 

Talking on the bathroom stall

Getting people to talk to strangers and participate in online communities and social networks can be challenging. The number of communities that have failed is astounding.

There is no easy way to create an environment where people feel comfortable sharing and talking with new people, but a project that Nina Simon led with 13 grad students from from the University of Washington provides some lessons relevant to marketers and community managers.

The challenge to the students was to create a $300 museum exhibit within 10 weeks that would get strangers to talk to one another. A full report of the project can be found here at Nina’s wonderful Museum 2.0 blog.

Some relevant highlights:

1. Ask provocative starter questions and make it easy for people to respond. In the case of one of the museum exhibits, the grad students asked a few seed questions, like “how do you mend a broken heart,” and put them on signs behind glass. People passing by stopped and wrote replies on post-it notes, read other notes and created conversation chains and spin off questions. The lesson for business is that provocative, open ended questions that appeal to widely or deeply felt issues elicit responses and help to jump start participation. (We’ve seen too many business communities that are bland and boring. No wonder people don’t talk back!)

The whole exhibit modeled the potential for someone to respond to your query, and as it grew, the sense that you would be responded to and validated grew as well. We saw many people come back again and again to look at the post-its, point out new developments, laugh, and add their own advice.

2. Someone from the company doesn’t need to provide the advice: The team created an Advice booth and found that the best advice came from strangers helping strangers vs. staff helping strangers. (In fact, one eight year old liked being able to give advice so much that he came back the next day.) The students found that it was more beneficial for the facilitators to be “part of the experience vs. the focal point.” Good advice for companies in managing communities.

Because they were a part of the experience rather than the focal point, they could impart an air of friendliness and participation without making people feel that they had to participate. They reminded me of street vendors or great science museum cart educators, imparting an energy to the space without overwhelming it.

3. Good things come from talking on the bathroom stall. An undirected part of the project was letting people write anything they wanted on a bathroom wall, which elicited many responses, none of them offensive.

But the bathroom wall turned out to be a brilliant exhibit element. It was a release valve that let people write crude things and draw silly pictures. The bathroom wall was “anything goes” by design. And while the content on it was not as directed and compelling as that on the post-its, it served a valuable purpose. There was not a SINGLE off-topic or inappropriate submission on the post-it walls.

The bathroom lessons for business:  people want to have fun and be able to be creative in unexpected ways. Mix up the ways they can participate.  (Like the story about the chair in the corporate lobby.)   Second, fears about people writing offensive or negative things are usually unfounded — even when you go so far as letting people write on the bathroom wall.

Community of Sweden

Here’s a great example of a online community that delivers on its business objectives.  I just got back from Scandinavia (Denmark) and want to go back after joining CommunityofSweden.com, the community that is part of VisitSweden, the official Swedish tourism site.  Community of Sweden,  developed by Tommy Sollen, does several things right:

Co-creation: First, Tommy co-created the community with people.  He started out with a development blog asking people to share stories and pictures about Sweden — as well as for their ideas on the design of the community.

Design reflects brand: The community was designed to be clean, tidy, bright, positive, warm and friendly — the same feeling people say they get when they visit Sweden.

Photos! The purpose of the community is to inspire people to travel to Sweden. There’s no better way to inspire travel like great photos. The community makes it easy for people to upload and tag photos. I especially like the map feature where you can click on a location and up comes photos tagged with that location. (As well as stories from that area.) The tagging feature also minimizes the back end administrative work.

Board of directors’ fears unfounded: Tommy said that the board’s biggest concern was that people would post negative or inappropriate comments. Since its launch in Nov. 2007 there have been no issues.

Empowered users: the community’s easy-to-use tools allow users to be in control. They can rate content, take down content they might feel is inappropriate or misplace, create profiles, start discussion threads.  Everything is published immediately, furthering inspiring trust. And members can create widgets to put on their own blogs and social networks. In other words, the community belongs more to the community than the tourism organization.

Integrated into the tourism Web site: the community is now also part of the official VistSweden Web site, embedding social intelligence into a marketing web site.  Embedded reviews and recommendations soon will become a fundamental feature of all web sites. Sweden is ahead.

One interesting factoid about the community: Italians are the most active members.

Community Conference 2009 (Copenhagen) presentation

Wanted to share the personal and pragmatic presentation about how communities changing how we work, buy, believe and effect change from this week’s Community Conference 2009 in Copenhagen.

Thanks also to The Guardian online journalist Kevin Anderson for his post about my remarks — as well as his inspirational speech about the enormous possibilities available to all businesses.  “The tools are avaialable and inexpensive or free. It’s what you do with them,” he told the group. Yes.

Social media lessons from union organizers

We marketers can learn a lot from union organizers in our quest to get people more involved in our companies, especially as part of the Marketing 2.0 collaboration/participation movement.  Here are some  organizing lessons that I’ve gleaned from different unions’ “tool kits” — many of which could be useful when  developing customer communities or employee social networks.

  1. Organize around issues people really care about: to get people involved you need to identify the things that people really want to change. The more important and emotional the issue, the more likely people will overcome their apathy and get involved to do something about it. Ideal organizing issues are:
  • Be widely felt
  • Be deeply felt
  • Be winnable
  • Result in real improvement
  • Give people a sense of their own power
  • Be easy to understand
  • Increase the visibility of the organization
  • Be non-divisive among members
  • Send a message
  • Build solidarity

2.  To uncover issues, ask good question, focusing on how people feel: Sometimes it’s easy to know what to organize around. Usually, it takes asking good questions to surface issues and find out if others feel the same way. The more comfortable you make people feel about expressing anger or frustration, the more people will tell you.  Questions include:

  • What things make it hard doing this job?
  • What would you change if you could?
  • Do you think other people feel that way?
  • Do you think people would be willing to try to do something to change that?

3. Overcome obstacles to getting people involved. Most people prefer to sit on the sidelines because they don’t think there’s value in getting involved or they fear getting involved. Union organizers overcome these obstacles with a techniques called Anger, Hope, Action:

  • Anger overcomes fear: encouraging people to be angry about their own injustice helps them overcome their fears.
  • Hope overcomes apathy: anger without hope creates frustration.  Educating members is the way to create hope — sharing how things are done in other organizations  shows that the goals are realistic.
  • Action creates change: To get people to act, you have to show them how their action will change what they’re looking to change. Then, give people things to do as part of the cause so that they feel a sense of ownership. Start by asking people to contribute in small ways and then ask them to do more  as their confidence builds.

4. Keep people motivated and involved:

  • Inclusion: give people a sense of being part of what’s going on
  • Control: allow people to control the pace of their involvement and have influence over decision making
  • Appreciation: recognize people for their efforts

While the anger, outrage and injustice strategy of unions may have little relevance to business communities, having a purpose that people feel strongly about certainly does. Why else get involved?

New study on customer communities

Are online customer communities an undervalued marketing approach?

A new research study released today by Communispace, “What
Companies Gain from Listening: The Effect of Community Membership on
Members’ Attitudes and Behavior in Relation to the Sponsoring Company
,” found that:

  • 82
    percent of the surveyed community members said they were more likely to
    recommend a company’s products since joining its community.
  • 76 percent felt more positively about the company.
  • 75 percent felt more respect for the company.
  • 63 percent said that membership had increased their trust of the company.
  • 52 percent were more inclined to purchase products from the company.

Why do communities affect people so much? One reason may be that it
provides a way for people to talk with a company and feel heard: 91
percent said they felt that their community allowed them to give candid
feedback and suggestions to the company.

Marketing development to communities: taking a new point-of-view

What can real estate developers do to avoid negative media coverage and protests by community and environmental groups?

First
and foremost understand the opposition’s point-of-view: they believe
that real estate development projects are the community’s projects, not
the developers’ projects. Without understanding this perspective,
developers are highly likely to face delays, protests or have a project
killed altogether.This was one finding from a study, “This Land
Is My Land…But Could Be our Land: Developing Influencer Relationships
to Accelerate Developer Success,” that Northeastern University communications professor Walter Carl and I recently completed for the NAIOP Foundation.
We interviewed 30 commercial real estate developers and representatives
from environmental, community, government and Smart Growth
organizations to learn what it takes for developers to build effective
relationships with influencers.

We also uncovered the seven most
common characteristics of effective relationships between developers
and those influential people who can affect a development project,
positively or negatively. Here are highlights, most of which apply to
all businesses that must build effective working relationships with
external constituencies.

1. Early engagement:
for most influencers the most irritating practice of developers was not
involving the community early enough in the project process.

2. Effective listening:
people want their viewpoints to be acknowledged and respected, even if
those viewpoints can’t be accommodated. They need to feel listened to.

3. Education & understanding:
educating friends and potential foes pays off. The more knowledgeable
people are, the more likely they are to have realistic expectations,
engage in construction discussions, and brainstorm ways to work around
sticky points.

4. Trust and credibility: trust
is based on the principle that each person feels like the other person
truly understands their point of view. To build trust, present the
whole picture, candidly discussing drawbacks as well as benefits. And
always deliver on promises.

5. Accommodation:
Be flexible and willing to give up some control. Adopt the 3Rs: respond
to criticisms, redesign if necessary, and reach accommodations. If you
can’t accommodate all requests, explain why.

6. Adapting:
Adapt your communication style to the other party to foster
understanding. Avoid industry jargon. Adapt the professional skills of
coalition builders and educators.

7. Transparency: Always communicate in an open, direct and honest way.

A
final point to note: building relationships isn’t about asking for
influencers’ approval, but creating understanding. Similarly, it’s not
about getting 100% consensus, but determining whether people can live
with the proposed project.