Long tail self-marketing is a good way to put it. Many figure out how to spread their ideas in a sub-niche by publishing their thoughts and becoming trusted advisors to their community.
Member since: Jun 11, 2009
Last activity: 1 week ago
Long tail self-marketing is a good way to put it. Many figure out how to spread their ideas in a sub-niche by publishing their thoughts and becoming trusted advisors to their community.
Thank you, Doug. I'll be bookmarking this article for future reference and looking forward to the next installment.
Outstanding advice that builds from the foundation up with the long-view in mind (mission, vision, values, USP). As a designer, I appreciate the advice about not doing it all yourself - we need others to help us be objective about the image and message we are shaping. We're just too close to our own work at times. I've bookmarked this article as a permanent reference.
As Tim Sanders, author of "Love is The Killer App," exhorts: "Live on the right side of the Law of Reciprocity." (Give and it will be given to you.)
In business, we can and should speak kindly of our colleagues. It only portrays a more secure sense of ourselves to our prospects. And when we know deep down that an industry friend is a better fit, we should make the referral. In this, we are serving others' true needs in deed, not just mere marketing words.
We'll accomplish two things in so doing:
Weed out poor "fits" for our business, populating our list with IDEAL clients.
Setting ourselves up for GOOD RECIPROCITY.
It takes faith, but we'll be happier within ourselves for doing so, and in the long-term our reputation and business will grow.
Fantastic, Practical Article!
Having been an in-house Creative Director in charge of developing exposition assets, I know that strategy and planning often play second-fiddle to mere activity - the frenzied rush to get to the show on time.
The biggest challenges a lot of organizations face are starting too late, and working with executives with murky marketing vision. Your advice is sage and wise.
Thanks for sharing this story. This go-for-broke story of courage and commitment pulled from real life is inspirational. If you don't believe in yourself, and it shows, who will?
Excellent. Thank you. The technique of posing a question on social sites is a great way to gage interest - to know if you're pressing the right buttons. The imaginary dialogue is helpful- similar to the way some of us practice an important conversation we need to have with the boss, etc. But I think your point is to find that "conversational vibe" you wish to bring across, so you can connect with real people on the other side.
I agree with you about the "corporate team" thing, which, more often than not, creates the "committee effect": "a horse by committee is a camel." And yet, I love collaboration. Seems like a conflict, right?...
A lightbulb went on over my head when I was listening to Lunar Design's podcast (recommended - look it up in iTunes) a couple of years ago, they were interviewing Donald Norman, author of "The Design of Everyday Things" - who made the case for strong art direction. He warned about the "democracy thing" during design projects. It seems so nice and "fair" in a corporate setting, but it's really just a sign of the cluelessness of corporations to get good results. What is really needed is a "design czar" - a strong, clear art director that is democratic in the sense that he/she will listen to and be challenged by other's ideas, while maintaining a strong, directional emphasis that the rest of the team ALIGNS to. This way, the team doesn't lose sight of the THEMES that drive the project and maintains a clear sense of DESTINATION. ("Begin with the end in mind." and many other sayings speaks to this).
This is creative leadership - it may not always seem "fair", because it is unyielding sometimes, but you need that clarity and focus to do good work. Corporate "teams for the sake of teamwork", not properly understood and applied, generate bland, unfocused results.
I avoid the analogies to democracy and prefer, instead, the concept of "captaining," which puts you more in mind of goals and destinations. Captaining says that someone has to be at the helm. This person respects and relies on all the deck hands and crew, but they're the ones that navigate and get you there.
Having worked as a Creative Director for many years - not only trying to reconcile good decisions with "towing the line" of the parent company, but also with many projects and their managers, it can be very rough. And it takes courage. You have to be willing to insist on certain things for the integrity of the project, while being realistic ("should I die on THIS hill?"). I guarantee you will run afoul of someone, somewhere along the line, not that you are seeking to. It just happens because you are swimming against the flow of the status quo. But sometimes, especially if there's something important at stake, you have to fight the current if you want to look at yourself in the mirror. Or as I would exhort my staff (when encouraging them to stop nodding their heads passively and assert their beliefs as an active contributor): "Dead fish swim down stream." Tough work if being well-liked and conflict-avoidance are your modus operandi. Few have the "stuff" to do this.
Great articles about issues that we tend to deal with "in the back of our minds" and not with direct thought. It's another automatic thing, an unconcious expectation that drives us to create these corporate bland images. I have two sites. One, I admit, is framed as "we" and looks kinda corporate, but this is more for the purpose of anonymity - an issue you didn't mention. Sometimes you want to make the ownership vague, you certainly want to use a PO Box address, for the purpose of privacy. Of course, we should question whether we're just being paranoid, if we should be brave and step out from behind the curtain. But, still, privacy and anonymity can be important factors. My other site is to promote my design services, podcast, and writing, and I'm not anonymous in this endeavor. I also don't add "and associates" to make myself look bigger. I want to attract clients that want to work with who they (hopefully) perceive to be a talented individual that will be attuned to their needs. Thanks for this great article - it addresses such a pervasive issue that, astoundingly, no one to my knowledge has written about as you have.
Love your insight. In TRIBES, Seth Godin talks about managers who "stick out" from the homogeneity you describe. They're not walking in lockstep, so they're branded ineffective or worse: heretics and troublemakers. But Godin sees them as authentic leaders:
Godin writes, “Suddenly, heretics, troublemakers, and change agents aren’t merely thorns in our side—they are keys to our success.”
I have a full book review on TRIBES at: http://anthonyrotolo.com/2009/02/tribes-by-seth-godin-a-book-review/