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Posts Tagged ‘messaging’

What part of the brain do you take shopping?

Posted in Branding, tagged , , , , , , , , on November 7, 2011| Leave a Comment »

I’m about to purchase a pair of basketball shoes. At my age, basketball is a combination of exercise and mental health therapy, with no hope of ever dunking the ball or even developing a nasty crossover dribble (note to those who guard me: I rarely go to my left).

So why should I care what basketball shoes I buy? Perhaps I’ll buy the most comfortable shoe I can find. Or the most durable. Or the cheapest. Or even the coolest looking ones. But no. The first thing I look for is the Nike Swoosh. Why? Because, like all of us, when I shop I take with me the part of my brain that processes emotion. It’s not that I don’t have the rational part of the brain with me, too. It’s just that the emotional part makes the decision, often unconsciously, and the rational part justifies the decision I make.

Ergo, I look for the Nike Swoosh, and then rationally choose the coolest, most comfortable Nike basketball shoe at my price point.

Where did my emotional connection with Nike come from? Certainly design plays a big part of it, though some of the Nike basketball shoes I’ve purchased have been pretty garish. It’s because Nike has connected with me on an emotional level higher than a maker of basketball shoes.

Three levels of needs: A strategy for earning brand loyalty

In my last post, about deepening employee engagement, I offered three levels of needs: articulated, un-articulated and unknown, un-articulated needs.

Let’s apply those need levels to my shoe purchase:

  1. Articulated Need: It would be great if I had a comfortable, durable and stylish basketball shoe at the price I want to pay.
  2. Un-articulated Need: Why would that be great? Because I would look and feel good when I’m on the basketball court.
  3. Unknown Un-articulated Need: Why would that be great? Because I would feel more confident, which would help me maximize my athletic potential.

My un-articulated need, then, is for a coach to help me maximize my basketball abilities. Enter the Nike theme line: “Just do it.” Sounds like a coach to me. Enter all the iconic Nike commercials designed to inspire us to higher performance. Looks like a coach to me. Enter the iPod+ shoe—a shoe with a training tape built right in. Acts like a coach to me.

This is obviously not a rational connection I have with Nike. It’s an emotional one—the kind that can withstand a rational sales message from a different label claiming a more comfortable, durable, fashionable basketball shoe. That label won’t be my coach.

What brands do you love?

Try the same laddering exercise with a brand you love. Ask yourself when you buy this product, what are you hoping for? It would be great if what? Why would that be great? And why would that be great?

Apple doesn’t just sell me an elegant, easy to use computer. It doesn’t just make me more productive. It’s my creative co-conspirator, always innovating ways in which I can express my creativity. Therefore, I am an emotionally connected Apple evangelist.

Next time you go shopping, note brands to which you’re most loyal. How have they connected to the emotional part of your brain? I’d love to hear your answers.

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What’s your story?

Posted in Branding, Creativity and Innovation, Leadership, tagged , , , , , , , , on September 26, 2011| Leave a Comment »

What do you do for a living?

That’s the question a marketing friend of mine asks when he explains his approach to storytelling. Most of us would reply with a job title. I’m an account executive. I’m an insurance broker. I’m a teacher. Painter. Social worker. Nurse.

He would reply, “I help businesses make more money—that’s what I do for a living. So every morning, I wake up excited to discover some new story that will help a client make more money, because I know when I help clients grow, it means a new person might be hired, and that person might have a family, and he or she might be able to send a child to college or take a wonderful vacation. And who wouldn’t want to be part of making that happen? I help businesses make more money by helping them find their story…” By this time, you’re hooked on Greg Noack’s personal story and the story of his company, Fountainhead Communications (fountainheadcommunications.com). And Greg has many wonderful stories about how his company has helped clients find their stories and make more money.

I write about Greg’s story for three reasons:

  1. A lot of people talk about the importance of story in branding, but few people, or brands for that matter, really know how to tell a good one.
  2. Telling a good story is a surefire way to spark an emotional connection with your audiences. And that’s how you gain loyalty and develop long-term relationships.
  3. Everyone has a good story to tell.

What’s your gift?

I often ask my clients about gift, as in what gift do you give to those who you expect to sell or influence? A gift is on a higher plane than a benefit, because everyone expects a benefit. The gift is something unexpected and meaningful.

For example, I may call myself a strategic planning facilitator, an innovation trainer, a brand strategist or a creative director, and you will have your ideas about what benefit I might offer and whether it’s worth it to you. My guess is you’ll frame the benefit in terms of activities or deliverables, like an effective plan or insightful strategy or an engaging ad campaign or a dynamic training program. But that’s not my gift. That’s my job. My gift is helping you connect to your creativity to do great and satisfying things. Most of my clients aren’t expecting that connection to their creativity and are delighted, and a bit surprised, by it. This is the source of my stories: how, as a Creative Director, I came to study creativity…how I was transformed by what I learned…how others have reported back to me their individual and their organization’s transformation after practicing some of the processes, tools and cultural drivers of creativity that I share with them. This unsolicited feedback is their affirming gift back to me.

Greg is also the person who introduced me to the quote, “Man’s mind, once stretched by a new idea, never regains its original dimensions,” by Oliver Wendell Holmes. Greg’s approach to story has stretched my mind—his gift to me.

So, while it’s not my birthday, I’d love the gift of hearing your story.

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I have a few questions about curiosity…

Posted in Creativity and Innovation, Leadership, Training, tagged , , , , , , , , , , , , , , , , , , , on May 23, 2011| 2 Comments »

How does curiosity get piqued? What is the value of being curious? And, most importantly, what can you do to become more curious?

Wondering why I ask these questions? It’s because I’ve noticed a paradox in my work facilitating innovation and change leadership: Professionals who are considered experts, are naturally evaluated by what they already know. The prevailing thought is, “Experts get paid a lot of money to know, so it might look bad for them to question their own knowledge.” Perhaps they consider questions the sign of a novice; or worse yet, something over which children obsess. Expertise and knowledge, then, can be a barrier to curiosity; yet, curiosity is what built the knowledge and expertise in the first place.

Here is what I mean by curiosity being at the root of knowledge and expertise, as well as the driver of innovation and change leadership:

1. Curiosity drives active learning.

As a way to illustrate the potential power of curiosity on our proclivity to learn, I can imagine this difference between a naturally curious person—or active learner—and myself in my usual reactive learner mode:

ME: I touch a hot stove and I learn to never do that again. It hurts!

NATURALLY CURIOUS PERSON: Learns the same thing I did when touching a hot stove, but then asks, what makes the stove hot? How do people feel pain from heat? How does the skin heal itself? What are the common factors that make people touch hot stoves? And on and on! These questions could lead to learning about physics, medicine, psychology, risk management—curiosity naturally opens up new avenues to knowledge. Because of curiosity, maybe someone will invent a stove top that cooks food without being hot to the touch. Maybe we’ll get an instant burn-healing ointment—or some sort of smart-alarm that senses when a cook gets too close to the burner.

Active learning drives innovation.

The point is, innovation, itself, is a learning exercise. In other words, innovation doesn’t come from knowing, it comes from asking. There’s a risk to this when you have to ask, “Have I been defining the right goal? Have I been solving the right problem? Do I understand the nuance of context? Are there motivations I haven’t yet considered? All of these are hard questions for an expert to ask. Still, you must be curious and open to exploring all the uncharted paths on which your questions take you—even if (and here’s your second risk) you have no assurance it will lead you to the promise land of innovation. Albert Einstein is a great endorsement for following curiosity’s many paths. When asked about his work process, he said, “How do I work? I grope.”

Curiosity drives engagement (which drives change).

Here’s something else I’ve noticed: When I’m naturally curious, I  become naturally more engaged. Sometimes it’s a desire to fill gaps in my knowledge. Other times, my curiosity is piqued by a problem to be solved…something to figure out. So now, if I’m not feeling engaged in something that I know I should be, I try to become curious. What is the one question I can ask that will invest me in a meeting, in a task, in a conversation? How can I use my curiosity to engage in and lead change?

This all leads me back to one of my initial questions: What can you do to become more curious? I know I could do better, so I’m just asking…

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I Am Brand (And So Can You!)

Posted in Branding, Creativity and Innovation, Social Media Experiment, tagged , , , , , , , , , , , , , , , on May 7, 2011| Leave a Comment »

Nation…Recently, I finished Stephen Colbert’s book, I am America (And So Can You!) Like Mr. Colbert, I’m no fan of reading books, but this one has a lot of pictures, so I made the exception. It has a lot of opinions, too. And I am a big fan of opinions, because if there is one thing I’m absolutely certain of, it’s my opinions. (My opinions, death and taxes.)

It’s my opinion that we can learn about brand building by watching Mr. Colbert. Here is a man who has been able to match his not-so-hidden agenda—Mission, Vision, Values and Purpose—so purely to his powerfully cohesive Look, Message and Actions. What is his agenda, you ask? (I’ll ask for you.) My opinion tells me that his agenda clearly is to realize a world driven by the free market so that he can use his self-promotion talents to build his power-base and monetize his fame. (Who wouldn’t want this?)

Let’s start with the Look. He is consistent: Dark suit, white shirt, power tie, wire-rim glasses, and well-coiffed mane (nice job of hiding the gray, sir)—the uniform of a free-market zealot. The Look is reinforced on his website, over and over again in his book and at his public appearances. He only varies it to prove a point, which makes that point all the more noticeable and powerful. For example, when he went to Iraq, he wore camouflage and got his head shaved. This proved the point regarding his unequivocal support of the troops. (Also made the point that he looks better with longer hair.) Then every night thereafter, when we saw him with short hair, we were powerfully reminded of the point he made when he had it shaved. (Short hair takes awhile to grow back.)

Next, let’s examine his Message. Again, he’s consistent both in content and in tone (and by content and tone I mean so close to the edge of satire that you might even think he leans to the left). Free market… support of the Republican agenda…doesn’t see race…doesn’t read books…afraid of bears…believes in a Christian nation…a mistrust of science are all familiar themes (and by familiar I mean excrutiatingly monotonous.) We know where Stephan Colbert stands. (In high regard with his banker.)

And his Actions match his Look and Message. He walks the talk (pays illegal immigrant to walk; he just talks). He puts people on notice, points out threats, give a tip of his hat or wag of his finger, challenges all his interview guests with his right-wing perspective (pistols at dawn might be easier) and otherwise offers his opinions unabashedly. (To his guests it may seem to be more bashedly).

How do you measure the success of the Colbert brand? His Facebook page has nearly 2,000,000 fans. His show is immensely popular, he spoke at the White House Correspondent Dinner, His book was on top of the New York Times Bestseller’s List, and by his own admission, Stephan is incredibly wealthy.

I choose to measure it by the impressive (in its odd range) list of other “brands” that wanted to affiliate with Stephan to receive his famous bump. From his website:

Colbert has literally made a name for himself with “The Colbert Report.” The following have all been named in honor of the host: Steagle Cobeagle the Eagle, the mascot for the minor league hockey team Saginaw Spirit; Stephen Jr., a bald eagle at the San Francisco Zoo; Stephanie Colbertle the Turtle, a leatherback turtle in the first Great Turtle Race; Aptostichus Stephencolberti, a trapdoor spider; Air Colbert, a Virgin America jet; American Dream, a Ben & Jerry’s ice cream flavor; Esteban Colbert, a very virile falcon in San Jose; Stelephant Colbert, an elephant seal tagged as part of a study by University of California Santa Cruz; Agaporomorphus Colberti, a diving beetle from Venezuela; and a NASA treadmill called the Combined Operational Load Bearing External Resistant Treadmill (C.O.L.B.E.R.T.).

Stephan Colbert is an authentic brand. He has translated his agenda into a compelling Look and Message. He remains consistent in his Actions. This has earned him brand zealots—something to which all brands aspire.

Finally, to Mr. Colbert: You’re welcome, sir. You’ve just received the GPS Creative bump.

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How long does it take to be creative?

Posted in Branding, Creativity and Innovation, Leadership, tagged , , , , , , , , , , , on April 25, 2011| Leave a Comment »

As one who has spent a career in the business of being creative, I’ve always been both puzzled and amused by the challenge of estimating fees based on the hours I will spend developing breakthrough, innovative ideas for clients. The question is essentially, How long does it take to be creative? Well, I could get an inspiration in a moment, or it could take a month! That’s the way it is with creativity—you never know when the ah-ha moment will hit.

No less of a creative authority than Albert Einstein, said, How do I work? I grope.

I can’t pretend to be able to unlock the secret to knowing how long it takes to be creative; however, it’s worth a discussion to explore what we can do to grease the skids for that creative moment.

Louis Pasteur once famously remarked, “Chance favors the prepared mind.”

Here are some ways I prepare to be creative:

  1. I start by erasing my assumptions. Or at least I question them. In fact, I might even pretend I’m from a foreign land and I’m viewing the issue or opportunity for the first time without any preconceived opinions or ideas.
  2. I’m deliberately curious. I force myself to think of at least 5 questions, whose answers might affect my new thinking on the particular issue/opportunity I’m addressing. I continue to ask why, like a five-year-old might, until I get to the root of my answer.
  3. I pay attention to my emotions. Inspiration may be fueled by knowledge, but it’s lit by emotion. As I gather information, I’m checking my feelings. If a piece of information or an idea makes me laugh, anxious, impassioned or confused, I look for the creative power within it.
  4. I sleep on it. I like to fall sleep thinking about a specific issue or opportunity with the hopes that my subconscious mind will bubble up some creative ideas that will come to me the next day.
  5. I work it out when I’m working out. I also use physical exercise as a prime time to prime my mind for creativity.
  6. I observe. If there is a place to go that is relevant to the issue or opportunity I’m exploring—say a retail space where a customer shops for a particular product, or the environment where a customer might use that product—I’ll observe what’s happening. What’s easy or hard? Where is the joy or frustration? What’s happening and why?

As I write this post, I understand that preparing to be creative is a deeply personal ritual. We all have our own styles. We also have tools we use to get us started—I’ve shared some of mine.

How do you prepare your mind to be favored by the chance of uncovering a transformational idea? How long does it take you to be creative?

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“I’m always sure about things that are a matter of opinion.”

Posted in Creativity and Innovation, Leadership, tagged , , , , , , , , , , , , , , , , , on April 12, 2011| Leave a Comment »

One of my favorite Peanuts cartoons shows Charlie Brown and Linus leaning against a fence. Linus asks Charlie Brown a theological question: When you go to heaven are you graded on a percentage or a curve? Charlie, without hesitation replies, “On a curve, naturally.”  When Linus asks, how he can be so sure, Charlie responds, “I’m always sure about things that are a matter of opinion.”

That exchange provokes thought on many levels, not the least of which is the topic I’d like to explore today: Balancing Advocacy (communicating one’s perspective) with Inquiry (asking questions and listening to others).

Of course, Linus was the deep thinker in the neighborhood. As an Inquirer, he got there by asking questions…seeking the truth. Charlie Brown, the Advocate, was often the buffoon; outsmarted by his dog; as manager, never a winning baseball game; and, always falling for Lucy’s fake sincerity when she pulled the football away just when Charlie was about to kick it.

Inquiry seems to have the edge in this comic strip.

Now let’s look in the corporate world. Here, it’s often those who have the greatest conviction in their set of assumptions who win. Advocacy rules over inquiry because at the end of the day, decisions must be made and action taken based on available information. Analysis paralysis does not move a company forward.

So where is the balance to be found? Where’s the line between think and over-think? And where is the time to do either? How can the Advocates be sure they hear from the Inquirers—and not just get their way because others are insecure or afraid of being wrong? Or because they fear uncovering a different, less pleasant truth? Or, perhaps because they’re apathetic?

A Playing Field for Advocacy and Inquiry

Innovation is one arena where Advocacy and Inquiry must play well together. In order to be innovative, one has to question everything. All assumptions are suspect, everything must be seen through fresh eyes. Wild ideas, experimentation and mistakes are catalysts for breakthrough solutions. But in the end, innovation requires change. Someone has to sell the new idea—be its Advocate—to those who might still be in Inquiry mode. And even more importantly, to those in the Off mode.

I love this quote by Fredrich Jacobi, who says, “We must try harder to understand than to explain.” A great endorsement for the clarifiers among us.

On the other hand, Teddy Roosevelt once said, “In any moment of decision the best thing you can do is the right thing, the next best thing is the wrong thing, and the worst thing you can do is nothing.”

The Inquirer in me will continue to search for the balance. The Advocate in me tells me to get back to work.

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Why aren’t they buying what I’m selling?

Posted in Branding, Creativity and Innovation, Leadership, tagged , , , , , , , , , , , , , , , , , on April 7, 2011| Leave a Comment »

Have you ever tried to sell yourself or sell an idea with a logic that seems so obvious to you, yet for some unknown reason, it doesn’t sink in with others? Like the time you had that perfect pitch to a prospect who was less than generous in providing feedback? Too often our presentations and marketing materials focus on what we believe are our strengths or the strength of the idea. We cite statistics and stories for support. Yet these presentations miss the mark because they fail to consider what the prospects might need to hear before they can even listen to what we’re selling.

In short, many of us present ourselves and our ideas by talking about what’s important to us rather than what’s motivating to our prospects. We miss the important step of considering the context for our message, before crafting the content of the message.

The following is an approach for 1) exploring context, and 2) focusing content for your message.

Exploring Message Context

What’s happening? Begin by looking at your own assumptions, perspectives or attitudes that influence your presentation, and how they might be similar or different than those of your prospect?

Why is it happening? What market forces, personality traits and other issues might be affecting those assumptions, perspectives or attitudes, and therefore influence the decision to act?

What do we want to happen? What is the goal of the communication? And if different, what is the ultimate long-term goal of the relationship? What are the obstacles that might get in the way of achieving the goal?

Use the insights from this exploration to frame your content. Two examples:

  • If  your prospect has engaged the organization in a customer relationship initiative and you’re trying to sell sustainability, your prospect might not want his employees to lose focus with another initiative. You might frame your proposal as a way to enhance customer relationships. Or you might wait until after the customer relationship initiative is well seeded before attempting to sell in a sustainability initiative.
  • If, after thinking about your prospect’s personality, you decide she is an implementer who is not much interested in hearing about the planning process, you might want to begin by talking about goals, deliverables, metrics and schedules before talking about your process for finding and leveraging the insights that drive your work.

Focusing Message Content

Once we know the context of the message, we can better focus the content of the message. The trick here is to avoid the mistake of focusing only on the What of the message, and failing to connect the So What and Now What. Below is the distinction we make between What, So What and Now What.

a) What you want the prospects to know.

There are a variety of tools to help you arrive at a pinpoint focus on what you want to communicate. For example, if you’re selling the services or products of your organization you might use a concept in Jim Collin’s book, Good to Great and explain, what you do better than any other organization on the planet, If it’s an idea you’re selling, write the newspaper headline that explains it. Then elaborate; but remember, the object is to engage your prospect in the What, not to demonstrate your encyclopedic knowledge of the topic.

b) So What it means to your prospects and why they should care

It’s always good to list the traditional benefits that you believe the prospect might hope for or even expect. Then explore what benefit you might deliver that the prospect doesn’t even know is needed until it’s offered. This is meeting the unknown, unmet need (we call it the gift) and if you meet all known needs plus a compelling unknown, unmet need, then you have successfully differentiated your organization or idea from all others.

c) Now What I want you to do about it

While this seems obvious, many times we forget to “ask for the order.” We are so focused on presenting ourselves that we forget to tell the prospects what we want them to do.

So this is what I’d like you to do. Try exploring context for your next presentation. Connect your What to the So What and Now What. Share this post with others. Then give me feedback. Let me know what helps you…what confuses you…how we might improve this communication model.

Oh, and let me know if you come up with any new ideas for “what’s in it for you.”

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