La La Land

PricewaterhouseCoopers has owned up to this week's flub at the Oscars, "one of the most infamous gaffes in the show's history."

Call it my confirmation bias, but I take it as proof we live in the post-competence era.

Americans are living in the disengaged state of La La Land.

That low-low bar spells opportunity for entrepreneurs.

In the post-competence era, customers can buy services with impunity from overseas providers. From graphic designers in Poland, copywriters in Thailand, telemarketers in Ireland, web developers in Swaziland.

Their work isn't great, but it works: more than you can say about the work of providers in La La Land.

"There’s an abundance of things to buy and people to hire," says Seth Godin in The Icarus Deception. "What’s scarce is trust, connection, and surprise."

If you deliver those three things—trust, connection, and surprise—customers will flock to you, stick with you, and pay a premium.

Because they're underwhelmed by providers in faraway lands, and sick of the ones in La La Land.

Nichecraft

"Find a niche, not a nation," Seth Godin says in The Bootstrapper's Bible.

Niche is a time-honored business term and an ancient idea. It literally means a "pigeonhole," and derives from the Latin for nest.

Finding yours means your craft never has to compete on price, because your flock needs you/relies on you/likes you/talks about you/cares about you.

Take, for example, Joe Smith, an ornithologist, independent researcher and top blogger for The Nature Conservancy.

Because he practices his craft with skill and diligence, Joe Smith's flock needs him/relies on him/likes him/talks about him/cares about him.

"There's no such thing as a niche that's too small if the people care enough," Seth Godin also says.

Have you found your niche?

DISCLOSURE: Joe Smith is my son-in-law. Check out Cool Green Science.

Brevity: Key to B2B Content Tilt

Stephen King's advice to writers who crave an audience:Leave out the boring parts.

"If you can't write your idea on the back of my calling card, you don't have a clear idea," impresarios say.

B2B marketers would do themselves a favor scribbling more (or less) on the backs of calling cards.

In Chief Content Officer, "content tilt" champion Joe Pulizzi praises PricewaterhouseCoopers' newsletter series 10 Minutes ("content tilt" equates to a brand's point of difference).

As its name implies, the series promises readers 10-minute mastery. 

And, as you'd expect, the topics are thorny: audits, cyber-security, data privacy, derivatives and eco-efficiency.

Pulizzi calls the newsletter series an example of content tilt "genius."

"PwC understands its audience members need intelligent, mission-critical information on complex business topics, but they don't have time for long-form content. The newsletter is designed to aid skimming, and is alway short and to the point."

PwC gets B2B content tilt.

Leave out the boring parts.

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 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."

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?

Do You Chase Butterflies?

Remember the sunny feeling you had as a child when you chased butterflies?

If you do that in business, you're begging for trouble.

In a recent blog post, event-design guru Jeff Hurt laments the fact that most workers sacrifice impact for busyness.

"I’ve seen way too many professionals addicted to cleaning out all the emails or making progress on their list of tasks instead of spending time doing the right thing," Hurt says.

"We’ve got to retrain our brains that strategic thinking first is more important than a check mark. We’ve got to rewire our brains to realize that strategy leads to more success than our busyness."

I've witnessed another, equally toxic habit that plagues many professionals, particularly senior executives, marketers and sales managers.

That habit is chasing butterflies, the mindless pursuit of fugitive opportunities; an addiction to chasing every papery grail of growth that happens to flutter by (usually far off the path of the core business or audience).

Like busyness, chasing butterflies feels good.

Focus, its opposite, doesn't—especially when there are so many lovely distractions about.

Focus isn't easy. 

Focus isn't fun.

But it's a habit you have to adopt, if you want to have impact.

Just ask Marissa Mayer.

Compartmentalized Thinking

In the 1980s, when mapmaking kingpin Rand McNally first saw the signs of coming industry disruption, what did it do?

It unleashed an all-out PR campaign to persuade carmakers and consumers to call the "glove compartment" the "map compartment."

Duh.

While thinking like that might have worked in the 1950s, by the 1980s it was nothing other than magical thinking.

Magical thinking, psychologists say, is a product of Darwin's "struggle for existence." When faced with an existential threat, we look for saviors everywhere, as Rand McNally did.

Sometimes those saviors are efficiency experts; more often, salespeople; most often, marketers.

But when your industry's fragile, none of those folks can save you.

To borrow a thought from the 1990s, you have to think different.

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?

Wintry Discontent

I get terrorists.  

But why does someone who's not politically minded relentlessly bully schoolmates, shoot up a theater, drive a speeding car into a crowd, or hike the price of a life-saving drug 5,500 percent?

Pessimism. A First World problem, if ever there was one.

In The Conquest of Happiness, philosopher Bertrand Russell devotes a chapter to pessimism, a feeling he has little patience for.

Pessimism, he says, "is born of a too easy satisfaction of natural needs."

When too much falls into your lap, struggle, "an essential ingredient of happiness," ends; and, with it, desire.

"The man who acquires easily things for which he feels only a very moderate desire concludes that the attainment of desire does not bring happiness. 

"If he is of a philosophic disposition, he concludes that human life is essentially wretched, since the man who has all he wants is still unhappy. 

"He forgets that to be without some of the things you want is an indispensable part of happiness."

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.

Parents, Quit Mollycoddling

"Helicopter parents" have spawned a generation of incompetents, says Stanford’s former dean of freshmen Julie Lythcott-Haims and author of How to Raise an Adult.

She recently told the Los Angeles Times that a helicopter parent is incapable of raising a future worker, "Somebody who pitches in, who rolls up their sleeves and says, 'How can I be useful here,' instead of, 'Why isn't everyone applauding my every move?'"

Before powered flight, texting and nanny cams, our forebears had a term for helicopter parenting: mollycoddling.

Coddling in the 18th century meant to treat someone as if he or she were an invalid. The word derived from caudle, a drink served to the sick. Molly derived from an 18th century pejorative for a gay man.

A man who was considered timid and ineffectual was thought to have been raised by overprotective parents, or mollycoddled.

Thank goodness, invalids no longer have to drink gruel; or gay men, prove they're courageous.

But I like old words.

So I urge overprotective parents: you're jeopardizing America's competitiveness and your child's future income! Quit mollycoddling.

Tomorrow's B2B Sales Professional Needs a Blue Ocean

One million B2B salespeople will lose their jobs by 2020, replaced by e-commerce systems, according to a study by Forrester.

The job-loss can be blamed on Millennials, who prefer what I call M2M (Millennial to Machine) over F2F (Face-to-Face).

First on the chopping block are entry-level "order taker" jobs.

For over a century, order-taker jobs have allowed high-school and college grads to readily enter the workforce as salespeople.

But the tightening market means tomorrow's wannabe sales pro must find a fresh opening gambit.

Inventiveness will be key.

You might have to think like comedian W.C. Fields.

To drum up business for Atlantic City hot-dog vendors, Fields worked one summer in his youth as a professional drowner. 

Twelve times a day, he would wade into the surf and begin to scream and flounder.

Mammoth crowds would rush to the scene to witness Field's "rescue"—and buy lots of hot dogs from the nearby vendors' carts.

Here's a great source for more innovations: The Sales Blog.

Battling Bullies

As a small business, you have no greater leverage than content.

My blog Copy Points, which reached a milestone today—100,000 pageviews—proves the point.

David-size businesses can effectively combat Goliaths in the Bizarro World of social media, and build a proprietary audience of followers, fans and advocates.

But how?

In a study last year, software provider Curata identified 428 bloggers it dubbed members of the “10K Club,” because they attract 10,000 or more pageviews a month. 

Two-thirds of 10K Club members represent small and mid-size businesses, with revenue below $100 million.

Curata concluded that six factors made these David-size bloggers successful:

1. They know all the effort, one day, will pay off.
2. They create content that targets a specific audience.
3. They avoid product-pitches.
4. They post at least once a week.
5. They promote their blogs on other channels.
6. They study their pageviews, to learn what kinds work best.

With 100,000 pageviews under my belt, at last I have something I can boast about to my granddaughter. 

Once she's old enough to know what a blog is.

What's the Most Revealing Interview Question Employers Could Ask?

What's the most revealing interview question employers could ask—the one that would guarantee they hire the best talent available every time? The killer question you should ask every job seeker.

With apologies to the management gurus, it's none of these:

• Why will you thrive in this position?
• What's your greatest weakness?
• Who's your role model?
• What did your parents do for a living?
• What things do you dislike doing?
• Why are manhole covers round?
• Why did you leave your last job?
• What's your spirit animal?
• What's the most significant thing you've done since breakfast?
• What would you like to ask me?

I learned the killer interview question not from an HR manual, but a former boss; and it worked like a charm.

Adman Bill Kircher, founder of Fixation Marketing, posed the killer question at the close of every candidate interview he conducted. 

With it, he built an exceptionally creative, productive and tight-knit team; one that attracted loyal and prestigious clients, enjoyed a reputation for high quality, and earned handsome profits.

His killer interview question: What book are you reading right now?

What makes the question killer?

It's simple. Candidates didn't have to ask Bill for clarification.

It's tricky. The qualifier "right now" essentially disqualified as honest answers To Kill a Mockingbird, Of Mice and Men, Lord of the Flies, and other sophomore-year reading assignments.

It's decisive. Hesitation, blank stares, or answers like "I mostly watch TV" eliminated candidates from consideration.

It's nondiscriminatory. Any title sufficed as a correct answer. Bill didn't care what you read, as long as it was sandwiched between two boards. After all, John F. Kennedy loved From Russia with Love. Ronald Reagan raved at a news conference about The Hunt for Red October. And friends spotted James Joyce in a cafe once reading Gentlemen Prefer Blondes.

Reading books proved to Bill's thinking a job candidate was curious, diligent, self-caring and culturally engaged.

And his results proved he was spot on.

Emotion Trumps Promotion

Think B2B branding's about promoting product features? 

Think again.

Research firm CEB recently asked 3,000 B2B buyers whether they can tell one company's brands from another's, based on product features.

86% cannot.

More importantly, CEB's study revealed B2B buyers have stronger emotional ties to business brands than their B2C cousins have to consumer brands.

Why? 

Because buying the right brand can make them heroes; and buying the wrong one can make them unemployed.

In fact, for B2B buyers, "business value" has only half the importance "personal value" does, the study shows.

B2B buyers, in addition, are eight times more likely to pay a premium price for brands that offer "personal value."

Watch Those Weasel Words

Weasel words—defaults for bureaucrats and politicians—are qualifiers that nervous speakers and writers bank on for cover.

Avoid them, because the more you water down thoughts with weasel words, the less clear and certain your speech and writing become.

For example, instead of saying, IT possibly seems to have suggested that Aptly may no longer be supported after December 31, say IT may no longer support Aptly after December 31.

At the same time, avoid absolutes like always, never, will not, cannot and nothing is worse than.

Avoid statements like, Nothing is worse than displaying your password. Really? What about your company's recent job-cuts, the drought in California, or Syria's civil war?

Aim for the Heart

You'll earn an inimitable advantage over competitors if you link your brand with customers' hearts, says Michael Hinshaw, a customer experience specialist, in CMO.

Hinshaw cites research from The Disney Institute showing that companies that rouse good feelings have customers three times more likely to repurchase a company's products than the customers of other companies.

Customers develop feelings about your brand based on experiences with it. And try as you might to win them over with slogans, cheap prices, bribes or warranties, feelings are facts for customers, Hinshaw says.

So how do you forge heart-felt ties with your brand?

• Learn the features of your brand that customers care about. Do they care about choice, reliability, durability, speed, comfort, convenience, neatness, or other features? Delivering unimportant features well won't improve how customers feel.

• Track each customer's expectations of your performance on these features. Customers' expectations differ at different times, and for different transactions, Hinshaw says. To catch a customer's fancy, you need to meet her expectations in the moment. At first, you might have to show the customer that your products are fun and safe (you market party favors, for example); while at a later time, that you can deliver them overnight, in any style and color (just in time for a birthday).