New Look & Feel

Finally bringing WeirdGuy blog into the present. I will be playing with the look and feel of the blog over the next couple months but you can still expect the regular awesome content you are used to. Don’t worry, the blog should continue to be responsive to the device you are reading on. Drop me a note and let me know if there is anything you’d like to see or miss from the old blog design.

Cheers!

-eb

What Makes A UXer Unique?

I have been reading a lot of UX Design job descriptions of late. This has given rise to several questions. I have my thoughts on these queries but wanted to hear back from you. Let me know your thinking on these below:

  1. What is the difference between a Web Designer and an Interaction Designer?
  2. What is the difference between a Web Designer and a Front-End Developer?
  3. What is the difference between a Front-End Dev and an Interaction Designer?
  4. What is the difference between a Front-End Dev and a UX Designer?
  5. What is the delineation between a Front-End Dev and a UX Designer?

I look forward to hearing from you.

Inbound Social Marketing and Nonprofits

socialmedforsocialgoodI recently read Heather Mansfield’s book, Social Media for Social Good: A How-To Guide for Nonprofits. As I finished the book several thoughts came to my mind:

  1. Why have few nonprofits made major investments in inbound social marketing?
  2. How come nonprofits do not seem to understand the ROI or value of integrating social media across the organization?
  3. When will more nonprofits have a dedicated person for inbound social marketing?
  4. Why do many nonprofits think of inbound social marketing as an optional or add-on part of their overall marketing, PR, and donor development strategies?

As I thought through these questions, several possibilities came to mind based on my experience with nonprofits across the country:

  1. The entry cost for social media management and inbound marketing tools seems too expensive for many donation-based nonprofits.
  2. Determining the ROI for inbound social marketing campaigns means having a solid handle on existing data trends and intensely tracking and comparing the impact of social marketing campaigns across all channels.
    1. Integrating social across the organization is rarely heard of and usually relegated to the marketing department – never being considered for customer service, donor development, public relations, support, R&D, nor sales.
  3. Dedicated resources cost, yet if you want to do inbound marketing right it is worth the investment to get the right person or team in the door to monitor and manage it daily.
  4. Inbound social marketing is here to stay and works best when it is integrated across all departments: operations, HR, marketing, PR, IT, broadcasting, customer service, and development.

Certainly, some will push back on these ideas it is built on my experience interacting with nonprofits. It is unfortunate, but I can count on one hand the nonprofits that have a dedicated resource for inbound social marketing.

This is where Heather’s book comes in. Every nonprofit C-Level should read this book. While a few may see this resource as a primer, everyone will get nuggets of wisdom to apply to their organization. An excellent companion book for ROI and social analysis would be Social Media ROI by Olivier Blanchard.

Start With Benchmarks

Below is a list of benchmarks that Heather has seen through her years of experience with nonprofits. While these are not strictly to be adhered to they are excellent goals to shoot for.

  • 5000 fans/followers as a first tier goal
  • 10,000 fans/followers as a second tier goal
  • $2,500 – $10,000 annual budget for:
  • eNewsletters
  • List building
  • Donation landing pages
  • 20% email opens as a first tier goal
  • 25% – 35% email opens as a second tier goal
  • eNewsletter of 500 words with 1-2 updates per month
  • $12.48 is the average value of an email subscriber
  • Online giving should equal 25% of all organizational giving
  • 40-50 hours a week for social media management

Best Practices

I have also included a list of best practices that Heather recommends. Look at your organization and weigh these in light of your current situation.

Facebook

  • 6-10 posts per week (1-2 day)
  • Goal is for 1 comment and 3 thumbs up per each status update per 1000 fans
  • Ads equal $1.07 spent to acquire a fan

Twitter

  • “Old school” retweet 80% of the time
  • Auto-RT (retweet) 20%
  • 25% of all tweets should be replies and retweets
  • 4-6 tweets a day (20-30 tweets a week) 8am-8pm

YouTube

  • 1 video per quarter (3-4 per year)
  • Create a “Favorites” channel
  • Customize and brand your YouTube page

LinkedIn

  • 1-2 updates per week
  • 2 hours a month participating in online groups
  • Comment or participate 1-2 times per month to get your name out
  • Goal of group size should be 5000
  • Rotate “Manager’s Choice” discussions 2 times a month
  • Send group announcements 1 time a month featuring 3 articles
  • Launch a sub-group after the main group has reached 5000 members

Blog

  • Post 1-2 articles per week
  • Post summaries from events 1-2 days afterward
  • Choose only 1 category per post

FourSquare

  • Create a FourSquare Business Page
  • Add a reward for checking in or stopping by

Mobile

  • Link to mobile channels from mobile site
  • Text message open rate should be 90%
  • Send no more than 2-3 text messages per month
  • Expect to budget $10,000 to build a custom smartphone app
  • Promote apps for 2-3 months per year

Heather’s book if full of good information and how-to advice. You will especially like the checklists for getting started and tactical planning.

If you’re part of a nonprofit, purchase a copy of Social Media for Social Good and begin implementing the information immediately. If you have already been involved in social media marketing then compare your benchmarks for success to those above. You do not need to start with a big budget but in today’s world you have to be involved with inbound social marketing. It is not too late to catch up and you surely don’t want to get left behind.

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Competitive Behaviors versus Competitive Strategies

By Dan Coughlin

There has been a lot of talk lately about what the U.S. needs to do to be more competitive on the global stage. On March 13, 2009, Charlie Rose interviewed Michael Porter about his eight steps to fix the U.S. economy. Here is the link: http://www.charlierose.com/view/interview/12809.

These types of conversations are about strategy. A strategy is a guideline for making decisions that affect the type of organization you will be and the type of activities your organization will do in the future. Strategies are important for businesses and for countries. Without a strategy there will likely be no connection between the types of activities people in the organization are doing or the people they are working to serve. Without a strategy, either written or unwritten, guiding your organization, you will likely end up with a very weak brand, virtually no effective innovations, and very poor results.

However, even with the most brilliant strategy, you cannot compete effectively as an organization if the people in the organization are not acting in a competitive way. In this article, I’m going to focus on how individual competitive behaviors can make an organization more successful. You can extrapolate these behaviors for the members of your organization, and for the citizens of the U.S. and for any other country in the world. We don’t just need the U.S. to be more competitive. We need every country to be more competitive. That’s how we raise the bar on a global basis. It starts with individuals behaving in competitive ways.

What Competitive Behaviors Are Not

There are certain behaviors that some people think demonstrate competitiveness, but I argue that they don’t. I call these behaviors The Three Killer B’s: bravado, boorish, and brutal. Bravado is synonymous with brag, bluster, and bombast, and it means a swaggering display of courage. Boorish is synonymous with uncouth, unmannered, and insensitive, and it means a coarse and blatant lack of sensitivity to the feelings or values of others. Brutal is synonymous with ferocious, gross, and rude, and means to act in a savage, cruel, and inhuman way. (Source: dictionary.com) Bragging about your past experiences, eating like an animal or dressing like a slob or swearing like a drunken fool just because no one will tell you to stop, and putting people down and having to win every single conversation in the hallway does not make a person competitive. Repulsive perhaps, but not competitive.

Talking with bravado, acting boorish, or being brutal might intimidate other people in the short term, but they do not help the intimidator or his or her organization compete more successfully. There is a dramatic difference between intimidating people and competing successfully.

Look for Analogous Competitive Situations

I suggest you think of a competitive situation you’ve been in outside of the business world. It could be sports, music, acting, academics or some other activity where you had to compete against other people or your own past performance in order to win. You can then use insights from that activity to see more clearly how to be competitive in the business world. For me, sports provide that analogy.

Competitive Business Behavior #1:
Define Winning

Winning in sports is very easy to understand. You get a schedule of games to play in, and then in each game you either win or lose. At the end of the season, you either win the championship or not. In practice many drills are set up to immediately determine whether or not you won in a particular activity.

Winning in business is not always as short term or easy to figure out. However, in order to compete, you have to define what winning means in your role as a business leader and you have to be able to measure it.

Some parts of business are easy to define in terms of winning: growing revenue, reducing cost, increasing profit, beating last year’s sales numbers, adding five new customers, and so on.

Other times winning is not as obvious, but these aspects can be more important in terms of being successful over the long term. This might include improving the reliability of small parts in a product that no one ever sees, reducing the complexity of a customer’s instruction guide for one of your products, or improving the impact of a presentation on an audience member’s future behaviors, which can only be loosely measured by anecdotal information down the road and somewhat by his or her actual results.

I like to think about Disney’s Pixar Animation Studios. It takes them four years to make a film, and then over the course of a few weekends their financial success is largely determined. Certainly they include box office receipts and DVD sales and video downloads as one way of defining whether or not they won, but I also believe they define winning as improving the quality of the images and the development of their characters and the impact of the message within the film.

Within your role in your organization, what would have to happen for you to be able to say you’re winning? I’m not talking about your title or income or authority level. Those are by-products of winning. Increasing your salary so you can do meaningful things for other people might very well be fueling your energy at work, but that’s not the type of winning I’m referring to. I’m talking about what would have to happen in terms of an outcome for your organization in order for you to say that you and your team have won? If you don’t know how to define a victory, then how can you compete?

In order to win in business, you can’t just plow through a ton of activities and work a million hours and call yourself a winner. You actually have to impact some outcome, some measure of success. What is yours?

Competitive Business Behavior #2:
Prepare to Win

If you’re a competitor, you don’t just show up and perform. You prepare as well as you can to deliver a winning performance. I think if people spent less time talking about being competitive and more time preparing to win in their organizations, they would actually become much more competitive. Talking about winning is in-the-public-eye, exciting and sexy. Preparing to win is behind-the-scenes, mundane, and ordinary. Take that improved instruction manual as an example. No one in the media is going to write a front-page story about how much easier it was for customers to understand the instruction manual or how it helped the customer to assemble the product in 40% less time, but that’s an example of winning within an organization that helps the organization to be much more competitive in the long run. To improve the instruction manual perhaps the person studied the competition’s materials and studied instruction manuals from other industries. Maybe this person prepared himself or herself by taking courses on effective writing. All of this behind-the-scenes preparation pays off in fewer customer complaints and more loyal customers.

Competitive Business Behavior #3:
Bring an Intense, Sustained Desire to Win

Do you show up just for the paycheck, or do you have an intense, burning desire to win within the framework of how you have defined winning?

Let’s switch back to my sports analogy. The athletes regardless of their sport who win consistently over the long term have a burning desire to constantly prepare and improve within their sport.

It doesn’t matter what role you have or what industry you work in. If you want to be a competitive person at work, you have to have a burning desire to do what you do as well as you can do it. I’ve been writing monthly articles on business leadership at this desk since September 1999, and right now I’m trying my very best to craft a message that will hopefully have a tremendous impact on your competitiveness as a business leader. This article might not help you, but I have an intense desire to try to help you be a great business leader. What is your intense desire at work? What are you willing to work for?

Competitive Business Behavior #4:
Persevere through Challenges

Life is difficult. These are the three famous opening words from Scott Peck’s book, The Road Less Traveled. They are powerful because they are true. On the road to winning you are going to face challenges on a daily basis. We all know that. We also all know that we have to persevere in order to win. The tricky part is to actually keep going. This is where a sense of purpose comes in. You need a purpose, a reason for working, a reason to be competitive, a reason to keep on keeping on. What is yours? Why do you want to win at work? Do you want a greater salary so you can provide for your family and pay college tuitions and help your aging parents? Those are noble reasons to keep on keeping on.

There are other reasons why people persevere. They want to leave a legacy of having mattered. They want, as the late Steve Jobs used to say, to put a “dint in the universe.” They want to fulfill something deep inside of themselves. These are also noble reasons to keep on keeping on.

For an athlete to compete, he or she has to persevere within a practice, a game, a season, and a career. For a business leader to compete, he or she has to persevere within a meeting, a project, an organization, and with suppliers and customers. You have to keep going in order to have an opportunity to win.

Competitive Business Behavior #5:
Analyze Performances and Improve in the Details

Being competitive doesn’t mean that you have to be always performing. Sometimes, or maybe more like a LOT of times, you need to stop doing and step back and reflect on what you’ve done. Look at your performance and ask yourself what you’re doing that is helping your chances of winning, what you are doing that is hurting your chances of winning, and what you could be doing that might increase your chances of winning. Reflection and discernment are perhaps the two most underrated aspects of competitive business behaviors, but they are two of the most important. Rather than wasting time on bravado and boorish, brutal behaviors, I encourage you to step away from your activities and really think about what would make them even more effective.

One caveat: don’t cheat. Cheating might help you “win” in the short term, but it can also ruin your career and destroy your organization. Winning only counts if you are competing in an honest way.

Competitive Business Behavior #6:
Be Comfortable with Other People Getting Uncomfortable

On the road to trying to win you will likely encounter people who simply don’t want to put in the physical or mental effort necessary to win on a consistent basis. It’s okay to be honest and professional with them and to point out in a very clear way why they need to make some adjustments. This is where your leadership skills come into play. To me, business leadership means influencing how other people think so they make decisions that improve results for the organization in a sustainable way. That’s a long way of saying that business leadership is about competing to win. As Tom Landry, the long-time coach of the Dallas Cowboys, used to say, “Coaching is about getting people to do what they don’t want to do so they can achieve what they want to achieve.”

Even if you have hired competitive people, you are likely going to make them uncomfortable in some way at some point in time. That’s okay. It may very well be that discomfort, okay let’s call it pain, that will help them to learn how to be more competitive in the future.

If you’ve hired people who are not competitive and who aren’t willing to learn how to compete, then you are facing a very difficult decision. Do you move forward with folks who are friendly and who do a good job but who are unlikely to do what it takes to win as an organization, or do you decide to move on without them? Competitiveness and competitive behaviors are essential elements in a winning organization. I encourage you to teach and develop competitive behaviors in your organization, but also realize that some people are not going to want to compete in order to continually improve and to press on for victory. In those cases, you have to decide what you are going to do. It’s not about bravado, boorishness, or brutality. You can still maintain professionalism and integrity in whatever you decide to do.

Conclusion

Intelligent strategies that affect the type of business you will be in and the types of activities your organization will do in the future are important to consider carefully and to create.

However, an organization will not be competitive in the marketplace, and a country won’t be competitive in the world, just because it has a good competitive strategy. What organizations and countries need are employees and citizens who consistently demonstrate competitive behaviors. There is nothing in the world that is wrong with being competitive, as long as we’re clear about what that means. Competitive behaviors include defining what winning means, preparing to win, maintaining a burning desire to win, persevering through obstacles, analyzing performances, and influencing other people even if it means causing them to get very uncomfortable.

About Dan Coughlin

Visit Dan at www.thecoughlincompany.com

Dan Coughlin works with senior-level executives and managers to improve their impact as business leaders on teamwork, execution, innovation, and branding. His clients include McDonald’s, Anheuser-Busch InBev, Abbott, GE, Marriott, Coca-Cola, Shell, Toyota, Boeing, BJC HealthCare, RE/MAX, Subway, St. Louis Cardinals, Jack in the Box, Denny’s, Prudential, Land O’Lakes, ACE Hardware, Holder Construction, Kiewit, McCarthy, and more than 200 other organizations.

The Collapse Of Distinction – Book Review

Collpase Of Distinction by Scott McKainBy Eric Brown

It has taken me a while to write this review. Not from lack of reading time, I assure you, I often have 2-3 books going at once. Scott McKain’s book, The Collapse Of Distinction: Stand Out and Move Up While Your Competition Fails, is not a book you skim through. I found myself taking it a bite-at-a-time. I often paused to reflect on and look for ways to apply the action steps outlined in the book. I have many pages dog-eared and chunks of the content underlined.

Some of the questions early in the book that bear reflection are:

  • How can your customers distinguish you from your competition?
  • Do you bring a higher value to customers?
  • Besides product and price, what do you really sell?
  • Why would your customer pay for you over your competition?

If you are new to brand development or in the process of reviving your brand, answering these initial questions may be all you need in order to set yourself head and shoulders above your competitors. Yet, you would be doing yourself a disservice if you did not process the remainder of McKain’s material.

Understanding The 3 Destroyers

According to the author, there are 3 destroyers of distinction:

  1. Incremental Advances – emulation; replicating small advances your competitors make.
  2. New Competitors – new challenges; trying to be like competitors and not staying on top of the competitive landscape.
  3. Familiarity Breeds Complacency – customer boredom; being so familiar you are taken for granted.

Think about it – what have you changed in the last year about yourself or your organization to freshen the approach with your customers and constituents?

Don’t Be Different – Be Distinct!

McKain goes on to define what he calls “The Ebert Effect” named after movie critic, Roger Ebert.

When people, from their perspective, are inundated with indistinguishable choices, they perceive a product, service, approach, or experience with a specific point of differentiation to be superior.

This means creating small strategies that are recognizable as different from your competition. This is only one step to being different in the customers eyes. We are encouraged to move toward being distinct. The only way to do this, says McKain, is to create a foundation of distinction built on the following four pillars:

  • Clarity – Who are you? Be specific about what your organization is and is not.
  • Creativity – McKain says, “Creativity without clarity is devoid of distinction.” What creative strategies are you employing to enhance the quality of customer contacts?
  • Communication – Know the benefits of compelling story telling. Tweak your distinct communication for your audiences.
  • Customer Experience Focus – Create a unique customer centric experience that cements loyalty.

Each of the pillars works with the next. You cannot have one without the others if you wish to truly be distinct.

Final Thoughts

The book was more than a business book, it was a work book. It is laid out for those people who have the time to consume the book page by page. It also has executive summaries at the end of each chapter followed by action steps to put the material into practice – which I would highly recommend.

The publisher, Thomas Nelson, also added a unique feature. Published as a “Nelson Free” title allows the buyer access to three formats for the price of one! I got the hardback version and that gave me access to both an ebook and an audio version of the book. At this writing, it looks as though Thomas Nelson has continued this practice with only a small handful of their titles. A nice perk but not a must-have for many readers.

Nevertheless, if you are wanting to improve your brand distinction, The Collapse Of Distinction, is definitely worth the read. It is full of practical tips throughout and resources at the back of the book that can help you dig further into differentiating your company from the myriad of others vying for consumer attention.

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Enjoy!