I know a lot of writing hobbyists who are in love with the words and sentences they put on a page. You know who they are. They admire the work of people who have been dead of a few hundred years and lament the decline of true litrery genius in our culture. Personally, I don't think literary genius is extinct anymore than I believe the best writers are found in history books. Either way, that conversation misses the point completely.
The truth is professional writers make a living writing words for others—whether it is for an individual or business.
I talk with lots of different leaders and organizations who are trying to make sense of the digital marketing landscape. I get it. It's tough, confusing, and ever-evolving. If you've grown weary trying to keep up, don't sweat it. You're not alone.
It's less important that you master everything as you keep yourself open to the native content consumption habits of your core audience. The biggest temptation is simply to project your personal preferences onto your target audience. By default, you will communicate in ways that are convenient for you instead of effective at engaging others.
Where this gets tricky is in the delivery systems required to deliver timely, relevant, and specific information.
I find myself saying this over and over again. The temptation for organizations is to just keep creating more and more messages while sending them across the most efficient and established models for the organization. The fatal flaw is in that logic is that the consumer controls the conversation now, not the organization. That means I can "mute" you, and you can't do anything about it.
The lies that organizations buy into is that ...
They constantly need to have something new to say.
They intuitively know the communication preferences of others.
They believe everyone likes to be reached in the same way.
None of these are true.
Nike is only half right. “Just do it” works until we need to “Just quit it.” Only the quitting part seems harder that the doing part. I had the privilege of hearing Bob Goff speak speak a few years ago.
If you’re not familiar with Bob (and I wasn’t before this conference), he is an attorney with a sense of humor. Impressive! (Those are rare by the way. And, of course, my apologies to my attorney. I do appreciate you.)
One of the things Bob said that stuck with me was he quits something every Thursday.
Not all client experiences are the same. Some are exceptional and make you feel (almost) superhuman. Some are so disgusting that they make you want to quit and do just about anything else you can imagine. Neither experience is a completely accurate reflection of reality.
A mentor once told me, “It is never as good as it seems nor is it as bad as it seems.” I believe this to be true.
I’ll never forget what he said. I believe it to be true.
Every leader will inevitably face a difficult conversation. The ones who master it will not only win the admiration of the people they lead but will achieve results beyond what anyone expects.
I still remember my first difficult conversation. I was selling software at the time, and there was an implementation that was not going well. I was risking my integrity and knew I had to offer to cancel the deal and refund the money. (I had already received my commission which meant I would have had to pay that back. That would have hurt.)
I called the client and reviewed the situation.