What is ‘luxury’?
I think it’s the opportunity that emerges when a patron believes your craft is as important as you do.
With luxury comes responsibility:
- Putting your beliefs to the test: Will what you produce match the passion you claim to have for your work? Your “if only” excuses are all gone; it’s time to prove it.
- Innovation and celebration: Innovation is necessary at all market tiers. Luxury introduces celebration; a reverence and appreciation for your work’s craft.
- The future of luxury: If celebration is found in the rearview mirror, innovation is in the windshield; how can the future of your craft mean something bigger?
The future of luxury–I believe–is in bringing more meaning to your work, to complement its heritage. It’s in doing work that matters with and for those who think it does, too.
Whatever your market tier, it’s your responsibility to make that happen.
When did “being a good person” become “building a personal brand”?
Forget the ‘personal brand’:
- It’s not about saying the right things. It’s about meaning what you say, and what others say about you. They’re smart enough to smell a fake.
- We can sense what your intentions are. With the political landscape we live in today, many of us have developed finely-tuned BS-o-meters.
- Your Twitter follower count means nothing. We want to see what you do with things you can’t ‘game’, like how you treat people when nobody’s watching.
We’d all benefit a lot if everyone would focus less on building their ‘personal brand’, and more on building their character.
Every time you write a word or share an image with a prospect or customer, we have a choice to make:
“Are we going to make this about us, or about them?”
- “We made you this.” What if your product ideas were born out of an understanding of your audience’s challenges, and a willingness to solve them?
- “We changed this because of what you said.” What if your work developed not based on what everyone else is doing, but on what your audience needs from you?
Your People & Message can become your Research & Development, and your work becomes a natural expression of a continual conversation and a heart for service.
You’re not in the market you think you’re in.
Unless you really want to be.
- Those walls weren’t built for you. They’re there to tell you how to do your work (like everyone else) and to show your prospects how to judge you.
- Car brands compete against car brands… despite having enough cars. So why does Rolls-Royce compete against yachts instead of cars?
- Restaurants compete on the menu… despite having enough food. If they remembered they’re in the “entertain for an hour” business, would they approach innovation differently?
Do those walls work for you? What happens if you decide ‘no’?
“In progress” means it’s not finished:
- Keep up the good work. If you’re investing in being the best for your audience, you solve an important problem, and you’re dedicated to communicating that as clearly as possible, keep it up.
- Keep up the good price. You’re not too expensive, if your value exceeds your price. Don’t compromise your work by compromising your cost. There’s a difference between “It’s too expensive” and “I can’t afford it.”
- Keep up the good cause. If you do important work, you have a responsibility and obligation to be wise during the inevitable wins, and weather the inevitable losses.
You win some, you lose some. It’s a work in progress. Keep it up.
When our audience can say that, we’re already half way there.
I heard this quote while sitting in on an ImpactCoaching call between our Creative team and a client.
- They hadn’t yet made a single observation: they simply cared enough to ask good questions, and empathize with the answers that followed.
- No fancy language required: there’s no “secret marketing hack” that competes with caring enough about the person speaking. Like our Nana’s would say, “God gave us one mouth and two ears.”
- Foundation for every great message: Can a great message that doesn’t intimately understand who it was written for actually be great?
The Internet is full of “secret marketing hacks”. If you like intellectual entertainment, pick one. They’re a hoot.
But when our audience says that (title), we’re already half way there.
Does your idea make sense?
Draw it for me:
- If it’s simple, draw it simple: When pressed to draw our ideas, we might find we fill half a sheet of paper to fully articulate our new idea. This means we don’t understand it well enough.
- Hiding behind complexity: It’s easy to make an idea seem complicated, because complications let us hide a lack of clarity from ourselves. Clarity is harder.
- Understanding enough to simplify: “A rocket that deploys from a plane so it can break and re-enter orbit in one piece without waste.” “A one-page website that tells a story vs making people click to understand.” Simple.
Simple drawings. Dots, lines, circles. What does your idea look like?
I want to visit England more often.
This sounds Iike a travel challenge. But are faster planes and cheaper fares ‘innovation’?
Let’s ask more questions:
- Why visit England more often? Because that’s where most of my family lives.
- Why does that matter? Because seeing them regularly brings us all joy.
- Why does that matter? Because without that, I feel like something’s missing in my life.
With these answers, perhaps VR/AR (for instance) social tools might also be solutions to explore. Visiting England more often isn’t a travel challenge at all. It’s an opportunity to bring family closer together.
Innovation is asking more questions – divergent ways of getting closer to the source.
And it could be our undoing, if we let it.
We often hear ideas are worth little, and that it’s the execution that makes the difference. There’s a caveat:
- From many ideas, comes the best one. The bad ones are discarded. Even the good ones are discarded. Only the best one survives. If it ends up not being ‘best’ in practice, there’s always the second-best ones to try.
- From one idea, comes no competition. So you just proceed with it. You’ll be committed to it, driving it forward at any cost, because there’s no alternative. It’s either this, or…?
Teams doing meaningful work need choices. From “many ideas” comes choice. Vive les idées.
Vision isn’t about staring at the horizon and trying to march there. That’s how visions die.
Instead, it’s about glancing the horizon then marching another 10 feet ahead:
- The trouble with “BHAGs” (“big, hairy, audacious goals”) is they’re on the horizon, removed from a sense of momentum and happiness. Pull the horizon closer with a series of “SMAGs” (small, motivating, attainable goals).
- Five more push ups: If the thought of doing another 20 is on the horizon, just do another five…four more times.
- Push until you see a change: As in exercise, distant goals may cause teams to lose heart. Work out until you see any change…then do it again.
The horizon keeps moving, no matter how far you go. Marching 10 feet ahead keeps the momentum, fulfills us, and ensures we don’t give up.
“What should I make so that people will buy my thing?”
- If your product isn’t great, ‘spin’ won’t fix it. Great marketing is great communication. Making your product sound better than it is isn’t communication, it’s deception.
- If your product isn’t clear, ‘marketing-speak’ won’t fix it. Great marketing speaks the language of the buyer. If you’re trying to sound clever, you’re making it worse.
- If people won’t try it, ‘things’ won’t fix it. Great marketing makes it easy for the right people to start. Offering unrelated ‘stuff’ instead only delays the inevitable: getting them ready to start.
No more opt-ins: why not communicate clearly and let people try your thing?
You’ve given it our best shot.
You’ve made a book, a product, an article, a design, something.
Two things are about to happen:
- People will help you spoil it. They will give you their opinions. Many opinions will differ. Some will think it’s great, others will say it stinks. They will suggest you change it to match their opinions. Doing so will spoil it.
- People will help you improve it. They will give you their insights. Many insights will become trends. Some will match your vision, others won’t. Matching trends suggest ways to refine your work. Doing so will improve it.
There are always temptations to change the direction of our work, to add more bits to your message, to take bits away, to better match somebody else’s vision.
Make sure your council helps you make a better version of your work.
And everyone around us speaks one.
But which one?
- The language of warmth may be untrusting or wary of your intentions. These want to know that you understand; from that relief and excitement comes an interest in what you have to say.
- The language of strength may be tired of time-wasters who don’t keep their word. These want to know you deliver, consistently; from trust comes respect, and an interest in what have you say.
We’re never told which we need to speak. We figure it out as we go. Being bilingual enables us to create relief and trust, excitement and respect, and permission to give the gift of our ideas.
Sometimes I can’t decide.
Both ideas are good. We lack data to reveal a clear winner.
- So test them. Put them both out into the world, quickly. Only show one to each person you share with, and see how they respond. Which had better responses?
- Get out of your head. If we were going to decide, we would have by now. Getting new eyes and perspectives on it might give you the insight you need to make the call.
- Just pick one. If the above fails you, just pick one. They’re both as good as each other, so it doesn’t really matter. Just make the call and move on.
So, what’s it to be?
What if your company was the product, not the body of work it creates?
- Marketing: The assets you create that pay the bills, indirectly. If done right, this is part of your product, not merely ‘selling’.
- Paid work: The assets you create that pay the bills, directly. If done right, this is part of your product, not a mere ‘transaction’.
- Teamwork: The genius that makes it all possible. If done right, this is part of your product, not merely “human resources”.
Like a restaurant, you come for the experience and service, stay for the food, then bring your friends for more of all three.
Would you ever return if any one were to be missing?
When you think about it, “putting yourself in other peoples shoes” isn’t really empathy at all:
- Us in their shoes isn’t them. It’s just us, in their shoes. We’re merely imagining ourselves in a different situation.
- Impressing our reality on others isn’t fair. How can it be empathy if we’re still impressing our version of reality onto them?
- It takes all kinds. Part of the beauty of a team is the diversity of perspective and opinion. That’s lost on this kind of “empathy”.
Let’s not “treat others like we’d like to be treated.” Instead, let’s treat them like they’d like to be treated.
Many teams thrive on just one strategy that works.
What if it didn’t?
Let’s play a little game of “Take it away, what now”:
- That client source. Take it away, what now? If it stopped working, how would you access your market?
- That product advantage. Take it away, what now? If you open-sourced it, how would you raise the bar next?
- That nest egg. Take it away, what now? How would you slash costs, get creative, be resourceful?
The thing about stoically ploughing on in the face of adversity, is that the adversity is optional.
Bad things don’t need to happen for us to play the game.
We don’t like being tracked online. Yet we enjoy having more followers.
What’s the difference?
- We share our secrets with those we trust. I don’t mind friends and family knowing where I am. This information is freely given to those we trust, but we rightly resent it being taken or bartered away from us.
- Friends and family don’t ‘cash in’ our trust. I’ve received emails that literally said, “I saw you on my website today and…” That’s just being creepy. Unwanted ads and unwanted emails take advantage of our trust.
Connecting with people and sharing information is that’s what the Internet is all about. But it’s about freedom, too. We’re smart enough to connect and share with people we trust. We’d never stalk or barter for private information in real life. Why should online be any different?
Advertisers: please spend less time learning about ads, and more time learning about people.
Xenophobia is a fear of people from other countries.
Is it because they talk differently, or because they might be better than you?
- The metric is care: If they care more than you do, you have every reason to be afraid. They’ll take your job and that’ll be that.
- It goes both ways: If you care more than those around you are prepared to, they should fear you regardless of where they’re from.
The dividing lines are in the wrong place: it’s not what patch of grass you were born on that separates you from others. It’s how much you’re willing to try.
‘Evolutionary’ is often seen as the lesser twin of ‘Revolutionary’.
- Evolutionary means progress. Revolutionary begins in stark contrast to the market. Some changes may be better, others may not be. Change too many things at once and you won’t know which is which.
- Evolutionary means survival. Revolutionary thrives on creating a lot of buzz. Buzz causes big valuations and sudden scale. But buzz doesn’t stick around. All that scaling needs supporting even once valuations drop.
- Evolutionary means statistical inevitability. Revolutionary bets it all on red. Evolutionary plays enough smaller bets that it’s statistically more likely to succeed, eventually.
Great teams know when it’s time to take a big risk together. They also know that, most of the time, evolutionary is a great choice for teams that want to stand the test of time.
Or art a science?
- Art becomes a science when we learn how to create masterpiece after masterpiece, on-demand, objectively.
- Science becomes an art when we choose to express our genius in our chosen area of study, on-demand, subjectively.
While doing important work at scale on a team, perhaps we need both.
We behave differently when something is urgent, compared to when it’s merely “coming soon”, don’t we:
- ‘Urgent’ creates an emotional response. The rational process of methodical craft circumvented by borderline-desperation.
- ‘Coming soon’ creates a reasoned response. The pragmatic process of considering all our options begets potential for ‘analysis paralysis’.
- ‘Up next’ avoids both of these things. When something is ‘up next’, there’s no emergency, yet there’s insufficient time to over-think.
Some people are terminally urgent. For the rest of us, let’s choose ‘up next’ over the alternatives.
Do you struggle asking people for help?
Many people do. But the greats don’t:
- Newton formulated the Law of Gravity, but wouldn’t have been able to without the help of Galileo’s work.
- Galileo proved Heliocentrism, but wouldn’t have been able to without the help of Copernicus’ theory.
- Copernicus gave Galileo a theory to prove, but needed Ptolemy’s Geocentrist theories to build upon.
And so it goes on, a chain-reaction of help creating breakthroughs throughout history.
So, about that challenge you’re working on in your organization. Ask for help. People like to help far more than we expect them to.
History proves it.
Why is getting an oil change is so arduous?
- When we buy an oil change, we’re okay with things being cheap and dirty. It was designed that way. It could have been an experience full of education, topical appreciation, and celebrating artisan work. Like buying jewelry.
- When we buy a piece of jewelry, we’re okay with things being slow and overpriced. It was designed that way. It could have been an experience void of mystique, or enforcing how it’s an expression love. Like an oil change.
We get to choose what experience we design for those who choose us.
How would we behave differently if we were to live for >1000 years instead of <100?
- We’d be less selfish with our time. We’d have time to contribute at a greater level, to make more of an impact. To do things that last.
- We’d slow down and think more. We’d have time to really consider our actions and our legacy rather than “going through the motions”.
- We’d care more about how we effect the future. We’d be more aggressive about fighting the big issues – or we too must live with the consequences.
Do we need 1,000 years for these things to matter?
Which of these is a better question: “What should this email sequence say?” or “Do people want these emails?”
Sometimes we build upon the wrong question:
- Emails before opt-ins: We could guess what our tribe might want to read… or we could see who shows up and write just to them
- Features before offers: We could create them, hoping folks upgrade for it… or we could first extend the offer and see what happens.
- Solutions before problems: We could start by agonizing over what to make and how to sell it… or we could start by helping people.
Building upon the right question begins by asking better questions.
How do you feel about asking for more?
- Buy another. Because it’s good for you, and you should do it again. To not encourage you to is to not care at all about your progress.
- Upgrade to this. Because these benefits will help you, and not letting you know that makes us an opportunity thief and a bad friend.
- Donate to this cause. The biggest, best gift of all: the gift of no personal gain at all, except for the story they’ll tell themselves.
Is the story we tell ourselves one of care and service, or one of scarcity and imposition?
Which is less selfish?
We all have one. We think it’s an asset, but it isn’t.
Really, it’s holding us–and everyone around us–back. Consider these examples:
- The Fantastic Firefighter: So great at jumping in and fixing problems that nobody knows where the system needs improvement.
- The Flexible Friend: So accommodating that they’ll issue discounts and extensions without any thought to sustainability.
- The Pedantic Perfectionist: So ‘by the book’ that projects and infrastructure suffer ‘death by minutiae.’
These are all skills. We may even be proud of them.
But what are these skills costing us, and those around us?
Here are three pieces of feedback I saw come through our teams today:
- “You guys know me better than I know myself”: Client using one of our ImpactCoaching team’s sessions. Takeaway: the session is strong, connect more people to it.
- “Your team’s work was what won me this job”: Prospect using our Creative team’s freebies. Takeaway: the freebies are strong, connect more people to it.
- “I had no idea you guys could do that”: Prospect of one of our Creative team’s products. Takeaway: that product’s marketing is weak in scope awareness, address this before advertising it.
When we peel back the feedback, we usually find clues about what needs our focus.
Your work shares a challenge that Apple and Google both have: control requires trust.
- Apple created a closed platform: We can’t change it, edit it, or even assist with bug fixes. So we either trust they’ll make better choices than the competition (with our data and their products), or we leave.
- Google created an open platform: We can change it, edit it, fork it, root it, flash it, make it ours. But we don’t trust them with our privacy (we are the product), so it either stays open, or we leave.
If we want to control more of our work (for the benefit of our clients) then we need the world to know it is, in fact, for the benefit of our clients.