Social Media Marketing, Meet Maslow's Hammer

Abraham Maslow said in The Psychology of Science, "I suppose it is tempting, if the only tool you have is a hammer, to treat everything as if it were a nail.”

Social Media Examiner recently asked 5,086 marketers whether social media marketing improves sales. The findings speak volumes:

• One-third of marketers with less than one year's experience in social media marketing say it improves sales, while

• Two-thirds of marketers with more than five years' experience in social media marketing say it improves sales.

As a marketer's experience in social media marketing increases, so does her belief in its efficacy.

Digital marketer Jay Baer wonders whether seasoned social media marketers' belief is simply self-justifying.

"People who have been employed in the social media business for multiple years could be convincing themselves that social media is effective, because if it wasn’t a portion of their entire identity and professional worthiness would be called into question," he says.

But Baer chooses to read the findings as proof of something else: social media marketing works when you commit to it long term, not short term.

"This data shows that time horizon is a great determinant of social media success," Baer says.

I agree with him, and would add: social media marketing is merely 2016's edition of PR; it works when you treat it like an enterprise, not an event.

What do you think?

Innovation's in Our Bones

Whenever I despair of our species, I remember that innovation is in our bones and such a marvelous thing, as two case studies illustrate.

Case Study No. 1

For the past 15 years, UPS drivers have been forbidden to turn left.

That's because company engineers discovered in 2001 that left-hand turns were inefficient, as a UPS spokesman told Fortune.

Left-hand turns wasted time and money.

So the engineers used GPS software to re-route drivers, eliminating left-hand turns.

The move—annually—shaved 20 million miles off drivers' routes; increased deliveries by 350,000 packages; saved 10 million gallons of gas; and cut carbon dioxide emissions by 20,000 metric tons.

Case Study No. 2

In 1940, film comedian W.C. Fields built an exercise room in his Hollywood home. 

He equipped the room with a stationary bike, a rowing machine and a steam cabinet, and hired a personal trainer to help him get buff.

Fields followed the trainer's instructions faithfully, but added touches of his own.

As directed, Fields dressed in sweats and mounted the stationary bike for long rides; but also drank several martinis en route.

He would work out in the rowing machine, but drink gin and sing sea chanteys while at it.

And he'd sit in the steam cabinet for an hour, sipping highballs the whole time.

"This is wonderful—these workouts are going to increase my liquor consumption two or three hundred percent!" Fields told the trainer.

Boldly Go

I need not follow the beaten path; I do not hunt for any path; I will go where there is no path, and leave a trail.

— Protestant hymn

Most executives don't know it, but business strategy and marketing strategy are on a collision course.

• A business strategy comprises proven rules.

• A marketing strategy comprises broken rules. At least, it should.

Marketers who win, Kirk-like, boldly go where there is no path.

Digital marketer Mitch Joel calls it "getting over the lazy."

Sadly, most marketers hope they can manage—or, more precisely, administer—their way to success by bossing around agencies and in-house teams, Joel says.

But that's just "the lazy."

"Maybe 'lazy' is a bad choice of words," he says in Cntl Alt Delete, "but a majority of marketers are simply doing everything that they have always done. The easy path. The road that was laid out by their predecessors."

The beaten path's lazy—and lazy's the reason CMOs survive only 26 months.

"There is no doubt certain strategies and tactics work, but it's the lazy mentality that will take you down."

A Shark in Sheep's Clothing

Sharklike companies scare clients off.

So it's heartening to see a venture capital firm so self-confident it's willing to empathize.

Rare for the breed, First Round telegraphs amity at every juncture.

The firm, for example, advertises on its website the 80 events it sponsors every year.

It doesn't push a calendar of dates and locations, but instead explains why events have value:

Starting a company is lonely, and founders have to make difficult decisions every day with imperfect information. In our experience, the best safety net is the advice and experience of fellow entrepreneurs.

The firm's gentle touch then assures sheepish clients participation will pay off:

Whenever we get members of our community in a room, magic happens. That’s why our Knowledge Program’s robust events—ranging from cozy dinners to major summits—are designed to get real, vulnerable conversations started. People leave with new ideas and actions they can apply immediately to keep growing and getting better. You won’t find any stick-on name tags here—we hate them.

How about you? Is your website all facts and mission talk? Or do you show clients you understand their fears?

When you evidence a bit of empathy, you boost your effectiveness. As direct marketer Hershell Gordon Lewis advises:

"If we can avoid becoming so wrapped up within the cocoon of our organization’s purpose, goals, and means of recruitment, effectiveness has to go up. So as best you can, you should apply this litmus test to any messages you’re considering sending: If I were receiving this message, not sending it, would it motivate me to respond? 

"See how easy? See how rare?"

The Return of the Meatware

Investor greed and digital technology are inspiring managers to become New Taylorists, says The Economist.

A long-discredited management theory, Taylorism appeals to executives eager to serve the dark side.

Profits can be boosted, the theory holds, if companies follow three simple rules: 

• Break complex jobs down into one-dimensional tasks;
• Measure everything workers do; and 
• Reward achievers, sack slackers.

The theory's opponents point to studies that show culture matters more than tasks and quotas, carrots and sticks.

But the New Taylorists don't buy it. Encouraged by short-term spurts, they'd rather treat workers as meatware.

There are signs, however, the meatware's time is coming.

"The proliferation of websites such as Glassdoor, which let employees review their workplaces, may mean that firms which treat their workers as mere 'meatware' lose the war for the sort of talent that cannot be mechanized," The Economist says.