SethGodin

Legacy issues

What does your organization do with legacy products and services? Things you started that never really caught on, or died out slowly over time?

That’s a very easy way to judge the posture and speed of a brand. If there’s a one-way track–stuff gets added, but it never gets taken away–then the ship is going to get slower and heavier and become much harder to handle until it eventually sinks.

How long did it take Detroit to take the ashtrays out of cars? The single-sex admission policy at the club? How many people who use your website need to speak up on behalf of a button or a policy for you to persist in keeping it there? How long before you cancel the Sisterhood meetings that are now attended by just three people?

Either you’re focused on maintaining the legacy features or you’re focused on figuring out how to replace them. Driving with your eyes on the rearview mirror is difficult indeed.

In a world of little competition, legacy features are something worth keeping. No sense alienating loyal customers.

But we don’t live in a world of little competition. The faster your industry moves, the more likely others are willing to live without the legacy stuff and create a solution that’s going to eclipse what you’ve got, legacies and all.

Seth Godin

How to fail

There are some significant misunderstandings about failure. A common one, similar to one we seem to have about death, is that if you don’t plan for it, it won’t happen.

All of us fail. Successful people fail often, and, worth noting, learn more from that failure than everyone else.

Two habits that don’t help:

  • Getting good at avoiding blame and casting doubt
  • Not signing up for visible and important projects

While it may seem like these two choices increase your chances for survival or even promotion, in fact they merely insulate you from worthwhile failures.

I think it’s worth noting that my definition of failure does not include being unlucky enough to be involved in a project where random external events kept you from succeeding. That’s the cost of showing up, not the definition of failure.

Identifying these random events, of course, is part of the art of doing ever better. Many of the things we’d like to blame as being out of our control are in fact avoidable or can be planned around.

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Are you making something?

Making something is work.

Let’s define work, for a moment, as something you create that has a lasting value in the market.

Twenty years ago, my friend Jill discovered Tetris. Unfortunately, she was working on her Ph.D. thesis at the time. On any given day the attention she spent on the game felt right to her. It was a choice, and she made it. It was more fun to move blocks than it was to write her thesis. Day by day this adds up… she wasted so much time that she had to stay in school and pay for another six months to finish her doctorate.

Two weeks ago, I took a five-hour plane ride. That’s enough time for me to get a huge amount of productive writing done. Instead, I turned on the wifi connection and accomplished precisely no new measurable work between New York and Los Angeles.

More and more, we’re finding it easy to get engaged with activities that feel like work, but aren’t. I can appear just as engaged (and probably enjoy some of the same endorphins) when I beat someone in Words With Friends as I do when I’m writing the chapter for a new book. The challenge is that the pleasure from winning a game fades fast, but writing a book contributes to readers (and to me) for years to come.

One reason for this confusion is that we’re often using precisely the same device to do our work as we are to distract ourselves from our work. The distractions come along with the productivity. The boss (and even our honest selves) would probably freak out if we took hours of ping pong breaks while at the office, but spending the same amount of time engaged with others online is easier to rationalize. Hence this proposal:

The two-device solution

Simple but bold: Only use your computer for work. Real work. The work of making something.

Have a second device, perhaps an iPad, and use it for games, web commenting, online shopping, networking… anything that doesn’t directly create valued output (no need to have an argument here about which is which, which is work and which is not… draw a line, any line, and separate the two of them. If you don’t like the results from that line, draw a new line).

Now, when you pick up the iPad, you can say to yourself, “break time.” And if you find yourself taking a lot of that break time, you’ve just learned something important.

Go, make something. We need it!

Seth Godin

Jumping the line vs. opening the door

Every morning, the line of cars waiting to get onto the Hutchinson River Parkway exceeds 40. Of course, you don’t have to patiently wait, you can drive down the center lane, passing all the civilized suckers and then, at the last moment, cut over.

Drivers hate this, and for good reason. The road is narrow, and your aggressive act didn’t help anyone but you. You slowed down the cars in the lane behind you, and your selfish behavior merely made 40 other people wait.

This is a different act than the contribution someone makes when she sees that everyone is patiently waiting to enter a building through a single door. She walks past everyone and opens a second door. Now, with two doors open, things start moving again and she’s certainly earned her place at the front of that second entrance.

Too often, we’re persuaded that initiative and innovation and bypassing the status quo is some sort of line jumping, a selfish gaming of the zero sum game. Most of the time it’s not. In fact, what you do when you solve an interesting problem is that you open a new door. Not only is that okay, I think it’s actually a moral act.

Don’t wait your turn if waiting your turn is leaving doors unopened.

Seth Godin

How should you treat your best customers?

Here’s what most businesses do with their best customers: They take the money.

The biggest fan of that Broadway show, the one who comes a lot and sits up front? She’s paying three times what the person just three rows back paid.

That loyal Verizon customer, the one who hasn’t traded in his phone and has a contract for six years running? He’s generating far more profit than the guy who switches every time a contract expires and a better offer comes along.

Or consider the loyal customer of a local business. The business chooses to offer new customers a coupon for half off—but makes him pay full price…

If you define “best customer” as the customer who pays you the most, then I guess it’s not surprising that the reflex instinct is to charge them more. After all, they’re happy to pay.

But what if you define “best customer” as the person who brings you new customers through frequent referrals, and who sticks with you through thick and thin? That customer, I think, is worth far more than what she might pay you in any one transaction. In fact, if you think of that customer as your best marketer instead, it might change everything.

Seth Godin

One way to look at the internet, mobile, web and tablets

Nethierarchy

It might be about the size of the screen and whether or not you’re standing up.

Start at the bottom. For the first five years of the Internet, the most used function was email. Email remains a bedrock of every device and system that’s been built on top of the internet, though sometimes it looks like a text message or a mobile check in. This is the layer for asynchronous person to person connection, over time.

Moving from left to right, we see how the way we use the thing we call the internet has evolved over time. We also see how devices and technology and bandwidth have changed the uses of the net and, interestingly, how a growth in mass has led to a growth in self-motivated behavior.

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How to Climb the Hierarchy of Success

I think it looks like this:

  1. Attitude
  2. Approach
  3. Goals
  4. Strategy
  5. Tactics
  6. Execution

We spend all our time on execution. Use this word instead of that one. This web host. That color. This material or that frequency of mailing.

Big news: No one ever succeeded because of execution tactics learned from a Dummies book.

Tactics tell you what to execute. They’re important, but dwarfed by strategy. Strategy determines which tactics might work.

But what’s the point of a strategy if your goals aren’t clear, or contradict?

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Deliberately uninformed, relentlessly so [a rant]

Many people in the United States purchase one or fewer books every year.

Many of those people have seen every single episode of American Idol. There is clearly a correlation here.

Access to knowledge, for the first time in history, is largely unimpeded for the middle class. Without effort or expense, it’s possible to become informed if you choose. For less than your cable TV bill, you can buy and read an important book every week. Share the buying with six friends and it costs far less than coffee.

Or you can watch TV.

The thing is, watching TV has its benefits. It excuses you from the responsibility of having an informed opinion about things that matter. It gives you shallow opinions or false ‘facts’ that you can easily parrot to others that watch what you watch. It rarely unsettles our carefully self-induced calm and isolation from the world.

I got a note from someone the other day, in which she made it clear that she doesn’t read non-fiction books or blogs related to her industry. And she seemed proud of this.

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A sad truth about most traditional b2b marketing

“People who don’t care, selling products to people who care even less.”

I was at a conference recently where the senior executives spent the entire day talking about profits, market share and growth… they never once mentioned that the pharmaceuticals they were selling were saving lives, or that changes in the product or its pricing could reduce side effects or the load on the patient and her doctor.

This disconnect is becoming less common, but it still happens. It’s okay to be passionate about what you sell, even if it’s an industrial chemical. It’s okay to be connected to your suppliers and vendors, even if you’re spending company money to buy from them.

Many businesses focus exclusively on saving money (or so they think) when they publish an RFP and take bids for this product or that service. It’s only later when they discover the sticky gas pedal or the customer angry about a stock out that they realize that paying attention to their suppliers beyond price is a good idea.

If you’ve ever met someone who is passionate about tax accounting or warehouse roofing systems, you understand the power that this passion can have in transforming a client. The challenge is for the supplier to hire passionate people and then give them the room and support to actually care.

“Without apology, we care about what we make and the companies (and people!) that help us make it.”

Not an easy thing to say, because if you rely on numbers alone, you get deniability. Blind bidding means you don’t have to care about anything but price. An RFP means you don’t have to compare apples and oranges. Anonymous business clients means you don’t have to answer the phone when it’s easier to send it to voice mail.

Except that caring works. On both sides.

Seth Godin