If there’s a reader out there who can visit a website I’ve found and send a note in Japanese to the webmaster (I’m trying to license an image), I’d much appreciate it. Drop me an email today (it’s Friday). I’ll delete this post once I’ve got someone. Thanks!
PS Got not one but two volunteers within minutes. Many thanks. I’ll update you if we succeed.
In a post about the lens of day, Megan Casey asks:
What would happen if every publicist or marketer at every imprint made a lens for every book he or she was publishing? Or the better question is, why wouldn’t they?
If you’re hungry and there’s a piece of toast on the table, you’ll eat it. Why wouldn’t you?
So, if you’re a business looking to grow, and there’s a cheap or free way to do that, why wouldn’t you? Why does Google traffic keep growing–it’s the same search engine it was a year ago, what were people waiting for?
Most of the things people market are about "going up." Getting more of what you’re funking for.
The "go up" equation is complicated by the fact that every go up comes with a hint of "fall down." There’s a risk to doing anything new. What if that new search engine gives my computer a (mythical) virus and it crashes and I lose my job? What if that toast was put there by a KGB agent and it’s covered with evil truth serum?
It’s really easy to underestimate how afraid people are of even the tiniest changes–especially in areas where they’re already a little uncomfortable.
The best response may not be to reiterate the "go up" benefits. It might be to amplify the risks of doing nothing.
Jill Barringer points out that she’s now saying, "I’ll try" instead of "you can’t."
Better for the customer (even when she fails to give them what she set out to give them) and better, she says, for her.
90% of the time, that’s all the prospect wanted anyway.
You would think that choosing the provider of electricity for the Statue of Liberty would be straightforward. I mean, watts sure are a commodity.
Of course, they’re not. The statue is now wind powered. Nation’s Landmarks Adopt 100% Renewable Energy.
I’m using the new MacBook (the product is just a little better than the name). If you get one, be sure to get the beta Firefox to go with it: Mac:Intel – wiki.mozilla.org. It changes everything for the better. No one tells you these things anymore.
Just got a note from Ben. Ben is writing to several authors, asking them to be his mentor. The first sentence of the note indicates that my book is even better than book X by another author.
Notes like this always make me sad, partly because I don’t have time to take on a project like that, and partly because I wish Ben and others would find mentors closer to home.
That said, this one made me extra sad. Because a few seconds later I got another note from Ben, this one just like the other, except it said that he liked book X way more than other books, including one of mine. It was obviously meant for the other author.
Mailmerge is a scary powerful tool that is a little like skiing. If you do it long enough, you’re going to get hurt.
Sometimes, precise language can change an organization.
How many times has a broker, or a clerk or a salesperson or some other intermediary (who was just a moment ago being quite helpful) turned to you and said, "I’m sorry, we can’t do that."
We can’t comp your room.
We can’t let you use the showers.
We can’t reduce the fee on a very large transaction.
We can’t take this car in trade.
We can’t give you a raise.
In fact, the correct contraction in each case is "won’t."
And once you say "won’t" you realize exactly what you’re doing.
You’re telling a prospect (the most important person in your life, at least in this moment) that your organization doesn’t want to accomodate them. Want being the key word.
You’re telling a repeat customer (the person most likely to start spreading good word about you) that your organization doesn’t want to create an impression worth repeating.
Now, the clerk may believe that she can’t change the rules, so for her, it really is "can’t." But of course, she started by saying "we." By permitting her to absolve herself of responsibility, the manager is encouraging her front line people to act like cogs, not like thinking, caring people.
There are a thousand reasons you should say no to people. But be honest with yourself, and don’t quote the laws of physics or some mythical federal regulation. The same way that just-in-time Kanban inventory systems saved the Japanese car industry, forcing every person in your organization to tell the truth about their decisions will push your organization to do what it should, not just what it feels like.
Rajesh Setty has just published a free ebook inspired by a column of mine from a long time ago: "When you can’t earn an MBA…".
The reason people need an MBA? (or at least the reason most people do): it’s hard to follow through and stick with a self-improvement program when you don’t have the financial commitment and social pressure.
You could be the exception… it’s shorter and cheaper than two years, but not so easy!
John Cronin writes: I thought you would get a kick out of this. I was in the Detroit airport
today flying US Air and they had two signs at the entrance. "If you are
going to Phoenix or Las Vegas check in HERE at Line A". Second sign said
"If you are going to Charlotte, Pittsburgh, Philadelphia, or
Washington check in HERE at Line A". Below this text is said if you
are going to any other destination go to Line B.
They gave you two choices, both said Line A. Now there are many
people going to destinations other than what they listed. Luckily I
was going to DC and could figure it out, but I sat back and watched and
people were walking around looking for Line B. There is no line B.
People either gave up and got into one of the lines or walked around
the line to interrupt someone who had waited in line which line they
belonged in.
Michael Gibbons just sent me a hat from :: HOSSHATS ::.
All proceeds go to charity, and the story the hat tells is a powerful one.
