Why Losers Lose

My latest post explained why winning companies win.

But why do losing ones lose?

The answer is simple.

Look at the ad on the right.

Instead of focusing on customers' needs, losing companies focus on their own.

They make the customer feel like a pawn in their game.

What's more, they brag about it.

John Wanamaker, called in his day the "King of Merchants," had it right.

"When a customer enters my store, forget me. He is king."

Are you treating customers like kings... or pawns?

Why Winners Win

Winning businesses win by innovating.

But innovation that isn't communicated doesn't cut it.

Winning businesses communicate their innovations to customers.

I pity the tens of thousands of truly talented technologists, engineers and managers who don't "get" the inexorable truth of that statement.

They will innovate. And they will still lose.

Why? Because they'll skimp on marketing or—worse—leave the job to juniors.

The solipsist asks, "If a tree falls in a forest and no one is around to hear it, does it make a sound?"

The marketer asks, "If a business comes up with an innovation and no one hears about it, does it have a real innovation?"

Steve Jobs (as quoted in the new biography Steve Jobs) said it well.

"You can't win on innovation unless you have a way to communicate to customers."

How to Handle a Rick Perry Moment

Bowing to the neuroscientists, The Washington Post calls Rick Perry's forever-famous senior moment a "retrieval failure."


I asked professional speaker Thom Singer what advice he'd offer the luckless governor.


Rightly or wrongly, "People are judged by how they speak in public," Singer says.  "We determine the level of a person's intelligence by the way they perform on stage."  


Thinking on your feet is learned skill, Singer insists.  But, because a moment like Rick Perry's "can happen to anyone," he offers public speakers these three tricks of the trade:


Never "wing it."  "Any time you wing it, you're likely to fail.  So don't.  Practice, practice, practice.  The best way is to role-play with someone else."

Keep your written talking points handy.  This is especially wise for times when you have to go "off script."  "If you get derailed, your talking points can get you back on track easily."

Take ownership of your gaffe.  When you have a Rick Perry moment, "don't try to avoid it.  Take ownership of your slip-up right away.  Poke fun at yourself and your audience will judge you favorably."


Postscript: At least one neuroscientist, Dr. David Langer, recommends coffee.

Cheap Vindication

If you work in a creative job, you learn quickly to accept rejection.

If not, you don't last very long.

Some of my own favorite creations have, in fact, never seen the light of day. 

They were rejected by clients.

No big deal.  There's always more where that came from.

Still, sometimes, deep down, the rejections bother you.

As Lance Armstrong said, "A boo is a lot louder than a cheer.” 

Once you're past the sting, you're left harboring the feeling it's them, not you, who's missing something.

So it's consoling to read, about a third of the way through Walter Isaacson's new biography, Steve Jobs, that Apple's board of directors detested the now-legendary TV commercial "1984" when Jobs first showed it to them.

They insisted it be trash-canned.

Jobs and his ad agency defied the board (as chairman, he could afford to).  The spot aired during the Super Bowl. 

The rest is history.

Relishing the fact that "1984" almost never aired because a bunch of stodgy executives didn't "get it" is cheap vindication.

I'll take it anyway.

Word Limit

I enjoy consultant Alan Weiss' monthly e-newsletter Balancing Act.

Weiss is the Andy Rooney of the corporate boardroom.

In the current edition, he bemoans our poor command of language.

"I’ve always believed that language controls discussion, discussion controls relationships, and relationships control business," Weiss writes.

Ain't it the truth.

"As I listen to interviewees on talk shows, protestors on the streets, politicians on the stump, and athletes on a celebratory high, I’m aghast at how poorly they reflect their conditions and circumstances," Weiss writes. "Many are functionally inarticulate. It seems like those with the least ability to express themselves miraculously and insidiously wind up with the opportunity to face the largest audiences."

It's ironic that business professionals (salespeople, in particular) spend most of their time every day talking.

But how much time do they devote to sprucing up their verbal "tool bags?"

"How many new tools are you acquiring?" Weiss asks.  "Or do you still have the same old, tattered bag you had ten years ago?"

As the philosopher Ludwig Wittgenstein said, "The limits of my language mean the limits of my world."