Beware Spectral Evidence

Before a judge ruled against its admission in 1693, spectral evidence was used to condemn Salem's witches to death.

A defendant could be convicted solely on the testimony of a witness who claimed the defendant appeared to him or her in a dream.

Inadmissible in a court of law, spectral evidence is a red herring that still holds sway in today's court of public opinion.

We're engulfed by everyday examples:

• Every social media user has the attention span of a goldfish (although NIH never issued that finding).

• Every business must innovate or die (although only 3% of new consumer products enjoy first-year sales above $50 million—the benchmark of a successful launch).

• Every Planned Parenthood clinic profits from fetal tissue sales (although the activist behind the claim has admitted to faking his documentary).

Before your next witch hunt, please, check your facts.

Trivial Pursuits

The CEO of a large corporation sought to parade his gravitas on LinkedIn this week by posting a lovely bromide.

Before deleting it, he inspired the multitudes to mockery.

But who, really, cares nowadays about spelling and grammar?

Truly, spelling and grammar are trivial.

Trivial comes from the Latin word trivium, "a place where three roads cross." In short, a "commonplace."

Medieval scholars borrowed the trivium to describe the first three liberal arts: grammar, rhetoric and logic. They thought grammar, rhetoric and logic were the very core of all learning.

What did they know?

The liberal in liberal arts, by the way, comes from the Latin word liberalis, "worthy of a free person" (as opposed to an ignorant slave).

Why trouble yourself with trivia, when you're busy being a thought leader?

Show your thankful.

Welcome to Indenture

Employers who recruit a lot of recent grads are luring them with a new perk: student loan repayment.

Bloomberg reports that investment and consulting firms like Nataxis and   PricewaterhouseCoopers will pony up as much as $250 a month toward a candidate's college debt.

McKinsey, Bain Capital and Accenture will also pay down employees' student debt, according to The Wall Street Journal.

If you're willing to provide seed money, we can jump on the bandwagon and start up our own firm to compete with Accenture.

Indenture.

A pillar of colonial America, indenture (a version of "enforced servitude") underwrote the tobacco economy in the Chesapeake region.

Under the system, an Englishman who sought a clean start in America signed a contract that promised he'd repay his master for ship fare, clothing, and room and board by laboring for seven years. 

Women also signed the contracts.

The word indenture refers to an indentation made on each contract. When it was drawn, two copies were made. One copy was then placed over the other and an edge indented.

As a result, master and servant could always spot whether a copy might be forged (often the end-date would be changed by one or the other party.)

On a serious note: Burdensome debt is no laughing matter. It drives in part the popularity of Bernie Sanders among Millennials. As one Boomer told a group of college students, “Your generation’s debt is our generation’s draft."

Happy Accidents

Christopher Columbus discovered America while seeking a sea route to Asia.

Alexander Graham Bell was hoping to help teachers of the hearing impaired when he stumbled on the telephone.

Three PayPal employees built YouTube to compete with the dating site Hot or Not.

Objectives feel good, but accidents often outshine them, as researcher Andrew Smart says in Harvard Business Review.

"Our objective obsession might be doing more harm than good, causing people, teams, and firms to stagnate," Smart says.

Statistics and stories about inventions prove that.

"Reports indicate that half are the result of not direct research but serendipity—that is, people being open to interesting and unexpected results."

Smart says we should ditch all the goals for "detours" that might lead to "something new and interesting."

"The more time we spend defining and pursing specific objectives, the less likely we are to achieve something great."

2,200 Steps to Killer Content

Do the content marketers in your organization sit in cubicles all day?

They should know better.

Big ideas don't come from sitting.

As Nietzsche said, “All truly great thoughts are conceived while walking.”

Writers have always understood walks are not trips around the block, but treks through idea-land.

Aristotle, Kant, Rousseau, Blake, Dickens, Woolf, Hemingway—all were avid walkers.

"The moment my legs begin to move,” Thoreau said, “my thoughts begin to flow.”

Why does walking work?

Because we don’t have to think hard when we do it.

Our minds are free to wander—and unleash a parade of images.

"Writing and walking are extremely similar feats," Ferris Jabr says in The New Yorker.

"When we choose a path through a city or forest, our brain must survey the surrounding environment, construct a mental map of the world, settle on a way forward, and translate that plan into a series of footsteps.

"Likewise, writing forces the brain to review its own landscape, plot a course through that mental terrain, and transcribe the resulting trail of thoughts by guiding the hands.

"Walking organizes the world around us; writing organizes our thoughts."

Two Stanford researchers have, in fact, shown that walking boosts creativity by 60%.

So, here are the steps to killer content.

Go outdoors.

Walk a mile.

Come back.

Kill it.

2 Huge Mistakes that Will Sink Even Your Strongest Event

Warwick Davies contributed today's post. With 25 year's experience running conferences and trade shows, he owns and operates The Event Mechanic!

Having been around in the business a while, I have had the luxury of watching great shows come and go, like watching cruise ships in the harbor. 

What are the critical factors that will hasten the decline of an event? I’d boil them down to two:

1. Losing positive engagement with your key stakeholders, who are: 

• Top 10 sponsors
• Top 10 content drivers or thought leaders
• Top 10 attendee groups
• Top 10 suppliers (hotels and general service contractors)

Someone has spent years building the relationships that grew the event to be a market leader. As the event grew, you may have started to take things for granted or gotten greedy, with large profits rolling in, and forgot the nuts and bolts of keeping relationships healthy and mutually profitable. As the market grew, your competitors became hungrier than you, and started treating your stakeholders better than you, and they started to drift.

2. Not knowing what’s going on in your market from a DNA level 

Is your knowledge of your marketplace ‘imported?” Are you part of the market or just serving it?  If the latter, how do you know which innovations to feature without being too forward or not forward enough? 

That’s the bad news. How do you reverse the trends? Just do the opposite of the above: make a commitment to keep all your relationships healthy and your knowledge current and relevant. Resting on your laurels in this business is going to eventually end in disaster…

No Agony, No Ecstasy

Like popes of old, today's venture capitalists have no patience with the tortured perfectionist.

"Perfection has no business in the world of entrepreneurship," Charlie Harary says in Entrepreneur.

Today's marketplace is "supersonic," so entrepreneurs must tightly cap opportunity costs—and quality.

He quotes LinkedIn founder Reed Hoffman: "If you are not embarrassed by the first version of your product, you’ve launched too late."

Products need only be "minimally viable," Harary says, and businesses thick-skinned.

"A little criticism or failure never killed anyone. Learn to embrace it and use it to make you great."

In other words, scrap excellence for the quick buck and one day you, too, will run a respected company.

This wolfish mindset explains why so many of the apps we buy are broken; the books, riddled with typos; the drugs, full of dangerous side effects.

It's not because we lack talent.

It's because we're in such a goddamned hurry.

As novelist Irving Stone said in The Agony and the Ecstasy, “Talent is cheap; dedication is expensive."

Technicians

Bill Bernbach, named by AdAge the most influential adman of the 20th century, had a beef with technicians.

Before quitting Grey to start his own agency in the late 1940s, Bernbach sent a one-page letter to his colleague that creatives, to this day, love to reproduce.

Bernbach told them he worried Grey, by ceding the agency to technicians, would "follow history instead of making it."

"There are a lot of great technicians in advertising," he wrote. "And unfortunately they talk the best game. They know all the rules. They can tell you that people in an ad will get you greater readership. They can tell you that a sentence should be this short or that long. They can tell you that body copy should be broken up for easier reading. They can give you fact after fact after fact."

Bernbach admitted technicians can help—a bit.

"Superior technical skill will make a good ad better. But the danger is a preoccupation with technical skill or the mistaking of technical skill for creative ability."

Bernbach pled with Grey to shun "routinized men who have a formula for advertising." His parting advice became his eventual battle cry—and a mantra of creatives everywhere.

"If we are to advance we must emerge as a distinctive personality. We must develop our own philosophy and not have the advertising philosophy of others imposed on us.

"Let us blaze new trails. Let us prove to the world that good taste, good art, and good writing can be good selling."

Customer Retention: Not My Job

B2B marketers spend 60% of their budgets to land customers, but only 30% to keep them, according to a recent study by Demand Metric.

The imbalance shouldn't surprise you.

It costs more to attract new customers.

But you might be surprised to learn more than half (55%) of B2B marketers spend little to nothing to keep customers.

And three in four think keeping customers "is not my job" (instead, it's the job of sales or customer support).

The disconnect handicaps all B2B companies, no matter the business model.

For those with “subscription” business models, the value of a customer is realized in installments, so profits depend on keeping customers.

In others, that value is realized after multiple, independent and relatively small purchases, so profits also depend on keeping customers.

HAT TIP: Kudos to Ann Ramsey for suggesting this post.

Containers of the Past

For nearly 200 years, Americans used stoneware to keep perishable food. It was, in fact, the predominant houseware of the 19th century.

The ceramic containers were heavy and expensive to ship, so stoneware potteries cropped up everywhere to serve local markets.

But after 1913, when refrigerators were introduced, the once-ubiquitous potteries sputtered and failed.

You could say, refrigerators had a chilling effect on the stoneware business.

Today's refrigerator is, of course, the smartphone, as this week's Mobile World Congress makes clear.

And, as the event makes clear, the business without a mobile strategy today is the stoneware pottery of tomorrow.

As ad agency exec Rishad Tobaccowala says, "The future doe not fit in the containers of the past."

What's your mobile strategy?

Where Do You Draw the Line?

Admirable work only results when creatives draw the line, Seth Godin says in his recent post, "Milton Glaser's Rule:"

"There are few illustrators who have a more recognizable look (and a longer productive career) than Milton Glaser," Godin says. 

"Here's the thing: When he started out, he wasn't THE Milton Glaser. He was some guy hoping for work.

"The rule, then, is that you can't give the client what he wants. You have to give the client work that you want your name on. Work that's part of the arc. Work that reflects your vision, your contribution and your hand.

"That makes it really difficult at first. Almost impossible. But if you ignore this rule because the pressure is on, it will never get easier."

Agency exec Bill Kircher (my former boss) used to spout similar adages when the pressure was on. I'll sum them up in a rule I'll call "Kircher's Law:"

Whenever an agency bows to a client's creative direction, the probability of later incrimination approaches 100%.

Although creatives are quick to cite their duty to themselves, the truth is, every professional shares the right to draw the line.

Remember the film The King's Speech? 

Early in the story, the therapist draws the line with a haughty Queen Elizabeth: "Sorry, this is my game, played on my turf, by my rules."

But with prerogative comes accountability. You can't have your kingly cake and eat it, too. 

Do you:

• Respect everyone, coworkers and clients alike?
• Arrive on site ready to work?
• Tackle chores that need to be done to stay in business?
• Avoid short cuts and excuses?
• Learn from mistakes?
• Consider how your decisions affect the company, not just your department or career?
• Speak truthfully and with the passion of an owner?

Do you—where do you—draw the line?

Content Marketing and the Agony of Defeat

We have met the enemy and he is us.

Digital agency Sticky Content asked 283 marketers what's defeating their content efforts.

Their answers are no surprise:

• 37% said they have no strategy

• 33% said management dings content

• 46% said demands change after content has been created

• 66% said their organizations waste a quarter of all content; 15% said, half

Is your organization lumbering toward self-defeat? If so, ask:

• Is management serious, or not, about content? Are they merely entranced by this year's "shiny object?" If they're in earnest, then what's our strategy?

• Do reviewers understand what to approve? Message? Accuracy? Style? The reason the content exists? What are the ground-rules?

• Does management trust the content creators? If not, why not? Do they rewrite the lawyers' briefs and the developers' code, too?

• Does management care about waste? One way to boost marketing's ROI isn't to create more content, but to publish and promote what's been created.

• Can I improve things? Or is our situation impossible? (Remember what Napoleon said: "Impossible is a word found only in the dictionary of fools.")

Go Ahead, Back Up

As January's "Snowzilla" bore down on the Nation's Capital, the head of DC's Metro told The Washington Post it was wiser to shutter his incompetent agency during the storm than tread "a false floor that everybody knows is false.”

While candid, the exec's expression of foreboding " may not soothe the frustrations of stranded customers," The Post said.

It's easy for customers to blame failures of government on lack of drive (in fact, it's a hobby of mine).

But then you can't explain the shipwrecks of driven profiteers like Target, which last year lost $7 billion on its calamitous rollout of Target Canada.

Its also easy for customers to blame failures of government on "pointy-headed" government execs. 

But then you can't explain the blunders of smart CEOs like Carla Fiorina, who halved HP's stock value while she ran the company.

So what's to blame for systemic failures—both public and private?

As turnaround experts observe, it's leadership's refusal to abandon a strategy that simply doesn't work (like the one illustrated in this insightful video). 

On-Demand Undermines Even Investors

In the 19th century, an enterprising forebear of mine owned a block of houses in the mining town of Franklin, New Jersey, that he leased to workers.

Unbeknownst to the workers, he also leased his mineral rights to the local mining company, which promptly dug a shaft beneath the houses.

According to family lore, my forbear had to skedaddle one dark night, when all the houses and their occupants vanished in a mine-shaft collapse.

Lesson learned.

When investors undermine workers, everyone gets the shaft.

The halo's fast falling from the Uberization of work, Caroline Fairchild writes on LinkedIn.

Millennial entrepreneurs are shifting workers from 1099 to W-2 status, because they're learning that, to succeed, they have to do things like train people and ask them to show up at 9.

You know, 19th century stuff.

As Fairchild shows, on-demand startups that want to appify black markets in everything from home delivery to hospitality face harsh critics.

"As these venture capital darlings walk the fine line between saving on labor costs and breaking the law, regulators and politicians are watching, and critiquing, their every move," she writes.

"The lines being drawn here raise critical questions: Should workers embrace the freedom the digital world offers? Or should they try to hold onto the rights that their predecessors fought over 100 years to win? Is this new economy moving us forward or backward?"

Forward or backward? What do you think?

Marketers, You Have Work to Do

The second in a two-part series, today's post was contributed by Margit Weisgal, author of Show and Sell: 133 Business-Building Ways to Promote Your Trade Show Exhibit. She writes for The Baltimore Sun.

“If it weren’t for customers, we could get our work done.”

Adults indeed say the darndest things.

Don’t you wonder how some companies stay in business? They spout platitudes about how much they care about you and that customers are paramount. 

Then they go and do something incredibly stupid.

Here's an email I received recently (identifying information deleted):

Thank you for contacting us. As for as why our department does not receive incoming calls, there are many reasons. The greatest of these reasons is that if they were required to answer phone calls in addition to their paperwork that is sent to them every day, they would have a much more difficult time processing the requests they receive. Please be patient as our department looks into your request. Thank you and have a wonderful day.

In other words, paperwork trumps customers. 

It’s marketing’s job to make sure there is consistency in everything a company says and does.

Marketers, you have work to do!

Are You Making the Same Movie?

In 101 Things I Learned in Film School, Neil Landau quotes Sidney Lumet's description of the director's job: to "make sure everyone is making the same movie."

Successful movies aren't the handiwork of artists, but of practical visionaries, Landau says.

"Production staff need to get to the set on time, work hard, and take disciplined breaks. 

"Staff can't work at cross purposes, and must always understand the bigger picture into which their work fits. Where interpretation is called for, it must be performed within the context of the larger vision."

How are things going at your studio? 

Are your marketing team members "making the same movie?" 

Or is each preoccupied with budget, power and career?

If the latter, the team's probably not being held accountable.

Your top executives think of you as artists, and don't expect box office results.

Make a New Year's Revolution

Next year, instead of a resolution, make a revolution.

Rewrite your "fail script." 

Leave the catastrophes for the nightly newspeople.

Self-talk about rejection predicts both long-term success and long-term failure, psychologists have proven.

Your default fail script goes, "This always happens. It's all my fault. And it's going to ruin everything."

Instead, when you're next rejected—and every time thereafter—tell yourself, "It's temporary. Situational. And not about me."

Novelist James Lee Burke once said, "Every rejection is incremental payment on your dues that in some way will be translated back into your work."

Vive la Revolution!

Disruption is for Idiots

Technology journalist Michelle Bruno's most recent article, "What Disruption Really Looks Like," prompted me to phone her. 

In the course of our conversation, she asked me why tech company executives—disruption's tireless cheerleaders—so often rest on their laurels.

In my answer, I fell back on one of my favorite words, hidebound.

Tech company execs who succeed, with few exceptions, turn hidebound; and their standpatism leaves their companies exposed.

Hidebound is often applied to larger-than-life figures of military history.

Major General Ambrose Burnside, a West Point-trained insider, was one.

In December 1862, he caused 13,000 casualties in one day, when he threw his troops against Robert E. Lee's entrenched Confederates in two assaults at Fredericksburg.

Burnside wasn't an idiot. He simply assumed he could use tactics that had worked for his century's greatest soldier, Napoleon. But Napoleon's soldiers faced smoothbore muskets, not rifles.

Too bad he wasn't an idiot.

Like all West Point insiders of his day, Burnside was blind to the effect of a disruptive change in technology.

Idiot comes from the Latin word idiota, an "outsider."

Disruption takes an idiot: an outsider unschooled in the assumptions, unversed in the tactics, and unacquainted with the rules, the business models, and even the names of the players.

The insiders are all hidebound.

Disclosure: The hero of Michelle Bruno's extraordinary story is my employer.

3 Phrases You Must Not Use in 2016

The year's about to end.

It's list time.

Mine consists of three pretentious phrases everyone in business should retire.

Across the enterprise. Romulans fired torpedoes across the Enterprise. Throughout the company is clear enough.

Take offline. Employed by teleconference leaders to quash unwelcome discussions. If drop it is too brusque, hold that thought would work.

Go viral. Shared content shouldn't be likened to SARS and Ebola. Become popular sounds just fine.

Which phrases would you ban?

Child Speed

Every week, my two-year-old granddaughter dashes past another developmental milestone.

She's unafraid to ask questions or state her observations. 

For their part, the googly-eyed adults around her make a willing audience. 

Of course, it does't hurt to be adorable.

Eighteen years ago, designer Bruce Mau wrote his 43-point Incomplete Manifesto for Growth to inspire the designers in his studio in Toronto.

Point 15 of the Incomplete Manifesto reads:

Ask stupid questions. Growth is fueled by desire and innocence. Assess the answer, not the question. Imagine learning throughout your life at the rate of an infant.

Were it possible to learn for a lifetime at my granddaughter's present speed, we'd all be geniuses. 

Unfortunately, brain physiology holds us back.

In fact, most minds fossilize before their owners turn 30.

But destiny shouldn't deter you from asking stupid, innocent, childlike questions.

Who knows?

Once in a while, you might get an adult answer.

Disclosure: Bruce Mau is now my employer's Chief Design Officer.