Bird's Eye View

The Stimulus Conversation

I talked with Andy Kanefield today.  Andy is CEO of Dialect, Inc., a cool company in Missouri with corporate clients most everywhere.  Andy's work dovetails well with what we do here at Wf360.  Our Brandversation business focuses on helping companies figure out just what conversation should be initiated among their customers--and employees--that will turn those individuals into evangelists for the company's brand and products and services. 

Andy's work is focused on helping companies figure out what business they are really in in the first place (sometimes not the same business as the one they think they're in!) and once that's determined, helping them create a framework for moving ahead and ensuring that all elements of the business--including its people--are tied together and aligned with that clearly understood framework.

We talked today about how conversations occur within organizations and how, in this tough economic environment, many of the usual avenues of communication have simply shut down.  Companies have downsized, have shifted their focus, have retooled the way they work.  And they are often in no mood to entertain what they consider "frivolous, tangential" stuff when they're trying to conserve their energy for survival.

We agreed that there has never been a time more appropriate for the kind of work we each do than right now.  It's never been more important for companies to have all elements of their operation aligned around the same goal; no business can afford mis-direction and wasted effort.  And it's never been more important for the conversation to be aligned throughout the corporation.  People in every company need to be engaged in stimulating conversation.  Perhaps we should call it the stimulus conversation.

I've notice some companies appear to be paying close attention to this.  At Starbucks, for example, it appears they've ratcheted up the importance of paying attention to each customer and ensuring he/she feels they've gotten special treatment.  Local restaurants in New York form the basis of an interesting case study.  At certain restaurants, it is business as usual, with little attention paid to the patrons (and by the way, there are generally not too many of them sitting down to dinner).  At others, they could not be more gracious and accommodating and make you feel truly welcome.  Those restaurants appear to be run by managers who have sat down with their wait staff and teed up the conversation that's important in this economic climate.  Every patron at a restaurant is important these days, and they want each one to have a stellar experience so they'll come back.

What about your company?  Do people clearly understand what direction the company is moving in?  Do their conversations reflect that understanding? 

What do you suppose they're talking about right now at GM?  Think they need to align the conversation? 

Slow Talking

Someone mentioned to me today they're getting tired of so much fast talk.  Twitter, Facebook, LinkedIn...all seem to demand response, quick action, lickety split follow up before one loses the opportunity of the moment, the fast connection.

A friend mentioned to me today how much he is enjoying NOT answering, NOT responding.  He's got a new attitude of "networked patience."

He says he used to take pride in answering every email query within 24 hours.  Now he takes pride in ignoring most of them.  He says most stuff that comes to him unsolicited is of little interest to him (and he suspects they are not so important to the sender, either).  They often feel, he says, like random missives sent with the idea that if you throw enough communications out there, you may get lucky to get one or two responses.  Is it possible that the number of people who send out half-hearted efforts to connect (kind of spam-lite style) has increased?  Is it possible that because many people--even people we know-- find it so easy to use email they are sending out more note, often with little thought that they wouldn't have sent before?

A far cry from the thoughtful letter writing of our ancestors.  Is there a chance we may use the skill of slow, heartfelt communication?

Does the email you send in your business make your readers feel it's half-hearted, expecting that only a few people will respond?  Hope not.

Working Hard or Hardly Working?

Hi, my name is Besarta Merturi. I’m from Switzerland and glad to have the opportunity to do my internship at Wf360, a Marketing company in New York City. Here I’m getting insight into American Business culture which is very exciting and interesting for me.

I’ve been in New York for more than six months and have had some interesting experiences, meeting people from all over the world and learning about different cultures. One of the things that has stood out to me is the positive attitude towards work here in the US as opposed to the slightly negative attitude in Switzerland.

I don’t want to say that people in Switzerland don’t take work seriously-- it’s just how they are engaged in their work. In my opinion, they look at work differently than Americans. For example, Swiss people love vacation days and holidays (not because they are religious, but because it means they do not have to work). In Switzerland, it is required for employers to provide their employees with 4 weeks vacation each year but depending on the company, they are given 5 or even 6 weeks off. The job is more appealing depending on the amount of vacation days. I feel that it’s not the job they love, but the amount of spare time. I don’t think I’ve met too many people in my country that love their job and love to work.

There are studies that show Swiss workers have sleeping problems from Sunday to Monday. The reason: the working week is about to start and people are extremely stressed. Just the thought of work makes people sick, especially since they are not used to working on a 24/7 basis like most Americans. Even though salaries in Switzerland are better than in other countries, Swiss people work as little as possible. No one would even think of going in to the office on a weekend because this time is thought of as time to relax, spending it with family and friends, and nothing else, especially not work. Another example of how the Swiss see work as simply work is the fact that it doesn’t matter if your work is done or not. When you have put in your 8.5 hours (the normal work day) than you just leave the office. The mentality is, “Who cares if it’s not finished? That is what tomorrow is for.”

It seems to me that this is much different in the US, especially in NYC. I’ve seen that many New Yorkers' lives are all about work. Full of ambition, they really care about their job, the company they are with and what’s going on with the economy. They take it seriously. I recently learned that the standard vacation time in the US is just 2 weeks each year and that they work longer hours compared to the Swiss. It’s not about putting in the 8.5 hours at the office but about finishing your work, however long that may take even if it means working all night. Also, I’ve seen that people here are so much more engaged in their work and they know how to enjoy it.

Maybe that’s one reason why American companies are more successful than European ones. They care about their business, their work which ultimately means they care about their costumers. It is obvious that the goal is to please the customer, no matter what it takes.

The differences I’ve seen are quite unusual and took some time getting used to. It’s been a great learning experience to see how one country’s view of work differs from another. I know that my experience of the US is mostly NYC (the city that never sleeps!) but being part of it gives me new insight about work that I will share when I go back to Switzerland.

So, what’s your attitude towards work? Are you working to live or living to work?

Zip is for Zip

In my book, Smart Talk: The ABC's of Authentic Conversation, the letter Z section begins with "Know when to zip it up.  Your mouth, that is."

Apparently, the current president of the European Union, Czech Prime Minister Mirek Topolanek, didn't read the memo on "Silence is Golden."  Rather than poll his constituency before he uttered the words now repeated in media globally--that the American stimulus package is the "road to hell" and will "undermine the stability of the global financial market"--he made the statement and then left it to other Czeck spokespeople to try to configure his comments as meaning that the EU itself would be on the way to hell if it increased its own spending too much. 

Fat chance that will fly.

Topolanek's words are embarrassing for those in the EU who are attempting to find consensus in the economic crisis so that they can act in concert with one another as well as with the United States.

His remarks are impolitic at the least.  Ironic as well, considering that his own Czeck governing coalition collapsed this week in response to a no-confidence vote on his leadership.  In any event, there will be lots of scurrying around to overshadow his gaffe with nice-nice efforts in anticipation of the crucial meeting next week of the so-called Group of 20 nations, hosted by Topolanek himself.

This kind of thing ever happen to you?  Or to those with whom you work?  Sometimes it is wise to hold back and let others speak when you're hoping to gather a consensus.  People are more likely to commit wholeheartedly to ideas and projects they've had a stake in authoring, as opposed to things they've been told--or worse, mandated--to do. 

Topolanek has his work cut out for him in this crucially important effort to seek consensus.  He may find it important to talk privately with those who feel he is undermining their efforts.  Otherwise he may hear them telling him to take that road to hell himself.

 

Draw Me a Picture: Making Data Visual

How much do you know about data visualization?  It's the fast growing field peopled by "visual scientists" who turn data--formerly the stuff of interest mainly to mathematicians and coders--into visually accessible information that the rest of us can understand and, in some cases, manipulate.

One example is Visa, which is integrating data into its newest "Go" ad campaign.  They've created a Go microsoft where random bits of data (for example, how many honeymooners are in Hawaii today, how many people live in Antarctica, etc.; how many people will see the Mona Lisa in the Louvre today, etc.) presented so the viewer can be impressed with how Visa is helping people "go places."   On this particular site, viewers are encouraged to send in their own photos to add to the dynamic collage.  One could ask, "Just how much time does one have to devote to this kind of random activity?  Don't these people work?"   Good point.  But it's cool and those who do find themselves on the site can't help but be captivated by the ongoing dynamism the data take on in this visual presentation.

 

So, should those of us in love with words be worried that the pictorial world will trump the text world of prose?  Don't think so.  I'll always value the interaction I can have with the author of a well written piece.  What this data visualization does, though, is a game changer in terms of bringing data--[especially the kind of data that makes most of us yawn--to life. 

So in that way, data visualization can change the way stories are told.  And it can engage the viewer as a participant in that story.  Totally cool. 

Think about the work you do.  How could data visualization impact it?  How could you employ it?  Maybe you need to start a conversation with your colleagues about it. 

China Draws the Silk Curtain Down on YouTube

For shame, China!  Western media is going wild--and well it should-- over China's pulling their silk curtain down on YouTube.  Seems the Chinese government's offended by YouTube proliferation of videos showing Chinese government-led mistreatment of Tibetans expressing their public displeasure with China's grip on Tibet.

In the Iron Curtain days, it was relatively easy for Russia to cut its people off (and vice versa) from news and opportunity to exchange information with people outside the Big Bear.  After all, they merely had to ban books, radio broadcasts, and (later on) television.  And they could (and often did, I understand) bug phone calls placed to numbers outside Russia.

But the times have been a changin' since those days.  China may try to draw down its silken veil over its activities and tie it tight with a knot, but that won't prevent outsiders from getting--even seeing--the truth.  Those YouTube videos will find their way by one means or another to the curious eyes of those who want to see it.  Wherever they are.  May be dangerous, but it will be done.  This is a terrific example of old world efforts to stifle communication in the Web 2.0 world.  Won't work for long.

I remember feeling perversely flattered when the satellite broadcasts of our leadership MainEvent programs were censored in China, making it impossible for people we knew there to participate live.  They simply got the video cassettes after the fact and sat around in groups creating their own discussion days later.  Not perfect, but it rendered the censorship meaningless.  Frankly, I never did know what the Chinese thought was so terrible about our showcasing business and thought leaders to the world.  It couldn't have been the fact that we make a point of showcasing a large proportion of women leaders; after all, China has promoted women in leadership roles for a long time, way before the Western world figured out the importance of Mao's comment that women "hold up have the sky." 

What's clear is that they are way off base on this one.  And in some ways they are inciting even more furor from the outside world over their treatment of Tibet and its people than if they'd left well enough YouTube watching alone. 

Just when we thought we had a good conversation going with the Chinese, we get this misguided behavior. 

Roll up the silk curtain, please.  Besides, we can see through it, anyway.

Once Upon a Love of Language

Last night I met with a small group that included Mary Rodgers, who wrote "Once Upon a Mattress," the Broadway hit that went on to be performed countless times, a well-loved show for amateur and school theatricals ever since.  Based on the Anderson fairy tale about the "Princess and the Pea," the play has a reputation as a crowd pleaser, finding humor in situations most everyone has experienced.  Mary also wrote "Freaky Friday" which has been the basis for three (count 'em) different adaptations by Disney.  And Mary has written at least 2 sequels to Freaky Friday, with still another due this year. 

The daughter of Richard Rodgers, the astoundingly successful partner of both Lorenz Hart and Oscar Hammerstein, Mary has the love of words in her DNA.  As she told me last night, "I simply love language and its potential impact on people."   Her career confirms she knows how to make that love of language the basis of her livelihood.  And she is still at it.  She spoke last night about the inspiration she has been mulling over for some time about yet another musical "or maybe an opera.  I can see it all in my mind's eye..." 

Turns out the Broadway musical genius gene didn't stop with Mary.  One of her 5 children, Adam Guettel, wrote the wildly successful "Light in the Piazza" which, now that it's conquered the American audience, opens soon in London.  

Last night's was one of those conversations that winds into and out of several subjects, leaving a trail, Hansel and Gretel like, as a guide to finding one's way back to the beginning.  We talked, for example, about creativity and art and found ourselves moving on to the amazing presentation given at TED two years ago by Jill Bolte-Taylor on the human brain.  In that talk, Bolte-Taylor spoke of the stroke that she experienced, then lived through and how she recovered from it by discovering and unleashing her seldom-used right brain capability to replace her left brain functionality which was all but destroyed by the stroke.  I was in the audience when Jill gave that presentation, two years ago, at the TED conference in Monterey.  Since then, it has been downloaded by everyone and her brother and sister, and it doesn't fail to amaze. 

In Mary's case, Stephen Sondheim (yes, that Stephen Sondheim) contacted her and said "Mary, you simply have to see this."  She said she couldn't get over it and has thought often about which side of the brain dominates in her own work.  We talked of Sondheim and agreed that probably his left brain is more dominant than in most creators of Broadway musicals.  It's that combination he has, of both left and right brain capabilities, that renders how work so exquisitely intellectually demanding while being emotionally pleasing, too.

We talked of the need for those of us lucky enough to have both sides of our brains flourishing, to be sure to use them both.  We should not disregard the emotional side of things simply to get things done.  And, vice versa, we need to provide logical structure to things we want done in the world, so that they can be executed and make sense in the process, rather than fall victim to unfounded emotional enthusiasm.

Would you describe the organization you work for as more left brain than right?  Whichever way you decide is the dominant, what are the ramifications of that for your business?  Should that be changed?.

Is Your Conversation Text-based or Visual?

Do you speak in words?  or pictures?  Do you know the difference?

There are people highly skilled in articulating--through words alone--the ideas and concepts they want to express.  Others are more skilled in creating visual images in their hearer's mind, pictures that illustrate the ideas and concepts.

It's helpful to know which of these approaches is more natural to you, so you lead "with your strong suit."  At the same time, however, you need to be aware that regardless of which approach is more natural to you, it's important to know how your hearer prefers to learn and accept new information.  Most people are a combination of both approaches, but some are so highly visual that unless you are able not only to articulate in words what you want to get across but also literally draw a picture for them (sometimes a power point works; sometimes it's most effective to simply draw a picture or graph or diagram on whatever is near at hand, like the "cocktail napkin artist" scenario). 

One of our client's is promoting--and raising money for--a complex project that has several moving parts.  It's taken us months to design the brandversation that explains this project most effectively.  We've produced an impressive set of documents to get the points across.  But I realize, as I continually ask for someone to "draw me a picture of this," that I may be more visually inclined than I had previously thought I was.  Or maybe I'm just getting more that way.

I suppose this is all related to the idiosyncratic ways in which each of us learns.  But I also believe that as we become even more technologically sophisticated, we are trying to get ideas across in less and less time.  And that often requires a picture if we want to do it fast.  Brands create images, pictures in our heads if the brand people have done their jobs correctly.  Normally, you don't describe a brand in words alone...you have a picture in your head of the product or someone using it.  Nike may say "Just Do It" but the image is of the swoosh or someone running in a pair of sneakers.

How bout you?  Picture perfect?  Wordaholic?  Combo?  Are you utilizing that skillset effectively in your work?

Apple's Customer Conversation

So John Campbell, CEO of MyVetwork.com, made an appointment to visit the mid-town Manhattan Apple store to meet with a techie at the Apple Genius Bar about his iPhone that didn't seem to know how to synchronize properly with his Mac. 

(By the way, this particular Apple store is worth a trip to Manhattan.  If you love examples of great customer experience, this is the pinnacle where customer service groupies come to worship.  From the moment you see the building you have embarked on an activity that is part entertainment, part shopping experience, part theatre.  And what makes it all even more impressive is that the lot on which the Apple store sits is a piece of real estate that for decades was a loser, a Manhattan example of why even a location in mid-town can do nothing for sales if it is configured properly.  Every other retailer who had tried before Apple was confounded by the fact that the selling space is below ground.  That's right, the store is below street level.  Apple did the genius thing: they created a glass box over the selling space so that from any angle at street level, you can see into the store and it is so well lighted, so populated with hip looking people, so, well, cool, you just want to descend into the experience, either by transparent cylindrical elevator or circular stairs.)

So John shows up for his meeting at 5:40 AM this morning (yes, this store is open 24/7) and he is directed to Chris at the Genius Bar.  Besides Apple computers, Chris appears to be obsessed with tattoos and has the arms to show for it.   In any event, Chris is indeed a genius, listens to John's story, and does whatever he has to do to make John the happiest customer alive.  John leaves in love with his iPhone, in love with Apple, and has now told at least 20 of us about it.  And, as you can see, I'm spreading the word even further.

What are you doing in your business to create that kind of customer conversation?  Who is your Chris?  I hope you tell me that every employee you have is a Chris.  And, for Heaven's sake, don't tell me you at one point considered hiring a Chris-type guy but were turned off by his tattoos.  Cudda been a big mistake.

Initiate a Conversational Plan

You need a game plan.  Seriously.  More than ever before, no matter what you do for employment, you need a plan for the next six months, then for the next year.  It's always wise to take time at regular intervals to check your objectives, see whether you are on target to reach those objectives and, if not, whether it is appropriate to change the objectives, or revise your plan to ensure you're likely to reach them.

So why, in these times of such uncertainty, should we bother at all to "work the plan?"  Isn't it more a case of simple survival?  I submit that uncertain times call for even more careful adherence to a program you've set for yourself covering all aspects of your life from your social life to your work life, to your "do good" volunteer sector, to your spirituality, to your fitness regime...all of it.   If you made such a plan as recently as January 1 of this year, you no doubt have to review it now to determine how it is faring, given the uncertainty of the economy and, perhaps, even your job.

Start with your job.  If you're still employed I have the same advice no matter what you do--even if you're a bankruptcy attorney which, at the moment, seems about the most secure employment of them all.  Draw three scenarios: staying in your current job (Plan A); being let go and finding something else (Plan B); being unemployed for a length of time (how long?  You decide...this is your scenario.  And it requires Plan C). 

When you've laid out the three scenarios, figure out how they impact each of the other sectors of your life.  For example, fitness.  If you lose your job, does Plan C require you to give up your gym?  If so, figure out where you'll start jogging on your own, and with whom.  Similarly, as for the work that you do as a volunteer. (You should be doing something like this no matter how busy the rest of your life is.  Put simply, it makes you feel good, never mind the value your efforts bring to those at the receiving end).   Plan B may require that you take some of that volunteer time and devote it to job hunting.  Plan C, on the other hand, may call for  you spending even more time as a volunteer since you'll have the extra time and you may meet people at your volunteer work who could be helpful in your job search. 

Now, for each of your scenarios, initiate meaningful conversations with people from whom you can learn, or with whom you can possibly collaborate, or who may simply be sources of advice.  At your current job, start conversations about possible service/product options that the company should be thinking about.  If nothing else, that can demonstrate that you, of all people on the team, are engaged in your work and the company's future success so you're probably someone they should keep around.  When thinking about Plan B, initiate conversations with people who can lead you to your next gig.  And as for Plan C, do the same as for Plan B, plus add some conversations about new volunteer work that connect with values you may have allowed to go dormant while you're running around doing other things (like shopping) that you can't or don't want to do now.

Here's the hidden value of having--and following--a plan right now.  You'll be prepared for whatever comes along.  And you'll feel better.  And if you've done it right, you'll have had some great conversations.