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“Making it work” : Lessons from the real world of “do or die.”

Sometimes, even the best laid plans just go awry.

Call them cliche, but those sayings about finding the silver lining and making lemonade when life hands you lemons, they aren’t just hot air.

When I was in the French Fusiliers Marins, the unspoken motto, the underlying mission imperative was always “make it work.”

The intelligence is wrong? It doesn’t matter. Make it work.

The insertion routes are compromised? It doesn’t matter. Make it work.

You got dropped 15 miles off target? It doesn’t matter. Make it work.

Nobody ever had to say it. Nobody ever had to bark the order. From day one of training, it was pounded into us:

Make it work.

Make it happen.

Find a way.

(If you don’t, people will die.)

The first officer I served under, 1st Lieutenant Rannou, had a saying: “There are no problems. Only solutions.”

He was right.

Sometimes, everything just clicks and works perfectly the first time. You don’t have to do a thing. You might as well be on autopilot: From start to finish, your project, your law suit, your surgery, your product launch, your hostage rescue mission, your ad campaign, your theater production, it all goes well. The planets are aligned. The cosmos is on your side. Everything goes so smoothly that you wonder if you aren’t dreaming.

Most of the time though, things don’t go your way. The unexpected happens. Gremlins. Ghosts in the machine. Flies in the soup. Whatever. The cosmos has a way of throwing obstacles your way at the most inopportune times.

That’s just a given.

A butterfly beats its wings in Buenos Aires, and a week later, your stamp machines in Taiwan are down for a month.

A health crisis in East Africa forces the cargo ship carrying the first shipment of your brand new product to spend three extra weeks at sea.

Your new boss is an self-serving imbecile.

Or in the case of teammate Jay Hewitt (photo above), you lay your bike down going 30mph at mile 51 of a Half-Ironman distance triathlon.

What do you do?

No… really. What do you do?

Murphy’s law isn’t an anecdote. It’s an engine of predictability. Use it.

Let me take a quick break from the full list of mishaps and just say that – in case you hadn’t guessed – skin + gritty pavement + speed don’t feel great.

Imagine getting thrown out of a car moving at 30mph, wearing nothing but your underwear.

Not fun.

Now imagine brushing yourself off, getting back on your bike, finishing the ride as fast as you can, switching out the cartridge in your insulin pump, and then completing a very fast half marathon.

Why? Because no matter what happens, there’s still a finish line to cross. A reputation to preserve. A project to complete. A movie to finish shooting. A new product to launch. An essential part to manufacture.

It doesn’t matter if you’re a military officer, a product manager, a movie director, a chef, a fashion designer, a newspaper editor or a CMO. This is something you can be absolutely certain of: Though sometimes, everything will click and flow smoothly as if by divine intervention, most of the time, obstacle after obstacle will get between you and your goal.

Call it Murphy’s Law. Call it whatever you want. It’s just life.

And in real life, shit happens. No matter what you do, something almost always goes wrong.

The more complicated or ambitious your endeavor, the more likely it is that obstacles will find a way to get between you and that golden finish line. Expect that. Plan for it. Train for it.

Heck, embrace it.

You might as well.

Still, I notice that most people freak out when their plan goes awry. They panic. They lose their cool. They suddenly find themselves feeling… lost. They make everything come to a grinding halt while they regroup.

Why?

Poor planning. Lack of training. They didn’t take the time to plan for failure. They didn’t think to come up with contingency plans.

Most of the time though, it just comes down to one simple thing: Lack of experience.

So for those of you who don’t quite know how to manage cool, crazy, ambitious projects, here’s a little bit of advice:

The Ten Basic Rules of Project Management

Rule #1: Never expect things to work right the first time. (If they do, great.  Just don’t expect them to.)

Rule #2: Expect everything to take at least twice as long as you know they should.

Rule #3: Expect the unexpected.

Rule #4: When everything is going well, worry. (You probably missed something.)

Rule #5: Find out what doesn’t work before your customers do. (That’s what prototypes are for.)

Rule #6: You learn more from how and why a product fails than how and why it works the way you expect it to. (So push your prototypes to failure as often and in as many different ways as possible.)

Rule #7: “Design By Committee” never works.

Rule #8: Trust your instincts.

Rule #9: Listen to the people who will use your product. Their opinion matters more than anyone else’s.

Rule #10: Have fun.

Why experience matters: A simple list.

Back to Jay: Jay has crashed in races before. Jay knows how broken bones feel. Jay knows that even with no skin on his shoulder, he can keep racing. He’s been there. He’s done that. He has already faced and concquered pretty-much every obstacle in the book when it comes to endurance racing. As a result, when problems happen, his resolution time is almost instantaneous. He doesn’t have to spend thirty minutes wondering if he’s badly hurt or just in pain. He doesn’t have to seek professional advice. He doesn’t have to weigh the pros and cons of anything. Knowing where he stands allows him to make the right decision in the blink of an eye: Keep going.

Experience builds confidence. Experience breeds forethought and insight. Experience takes doubt, uncertainty, and fear out of the equation. Jay knows that if he crashes, he can probably still finish the race. He knows how to fix a flat. He knows how to repair a broken chain. He knows a dozen ways to fix problems on his bike or with his body, and the ones he doesn’t know how to fix, he can probably improvise if need be.

There are no problems. Only solutions.

Simple enough.

More often than not, projects that appear to have gone smoothly from the outside didn’t go smoothly at all. Every day brought a new hurdle. Hundreds of fires had to be put out. Thousands of split-second decisions had to be made. Course adjustments. Quick fixes. A folder-full of improvised solutions. Personel changes. Vendor replacements. Timeline adjustments. Budget attrition. Whatever. The list never stops growing.

That’s how it really works.

Perfect illustration: Below is Jay at the finish. From the right side, he looks fine. His injuries are out of sight. He looks like a guy who just breezed through a Half Ironman the way most of us breeze through a Taco bell drivethrough.

To an outsider, a bystander, he had a flawless, fun race.

To someone with inside knowledge, he finished despite a horrible bike accident that could have cost him a whole lot more than another medal.

He crashed. He got up. He quickly assessed the situation. He got back on his bike. He finished the race. He added the experience to his knowledge bank.

He made it happen.

If that doesn’t perfectly illustrate the way a project is driven forward, I don’t know what does.


Project manager. Triathlete. Adventure Racer. Creative Director. Platoon Leader. Customer Service Rep. Design Engineer. Toolmaker. Sous-Chef. Football Coach. It’s all the same.

Project/Program Managers are wired differently. Hire and promote with that in mind.

Great project managers aren’t just natural multi-taskers. They’re also natural strategic masterminds. Improvisation kings (and queens). Crisis jugglers. Fearless creative acrobats. Their job (their nature) is to constantly find and implement solutions to problems, foreseen and not. Their job is to embrace hurdles and obstacles, because each one brings them one step closer to their goal. They thrive on making things happen. The more untraveled the road, the better. The more complex the gameboard, the better.

It takes a special kind of person to be able to a) do that kind of work well, and b) love every minute of it.

It isn’t for everybody.

Excuses and blame don’t exist in our little world. Neither does bullshit. At the end of the day, there’s only what you did and what you didn’t do.

Sometimes, even the best laid plans just go awry.

For most people, that’s not a good thing…

…and for some of us, that’s when the real fun begins. (And we do like our fun.)

Have a great weekend, everyone. 🙂

(Hat tip to Tamsen McMahon/@tamadear at Sametz Blackstone for pointing out that this should be a manifesto and not a primer)

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Seattle, by Olivier Blanchard - 2008

Check out these great bits of advice from Dave Lorenzo’s Career Intensity blog:

“Deciding: ‘Familiarize yourself with common decision-making errors—such as going along with a group choice to maintain cohesion. Watch for tendencies within yourself to commit such errors.’

Leaders make bold decisions. They see them through, and if they aren’t working out, they make new decisions. The worst thing you can do for your career is make no choices or let your choices be made for you. Taking a passive approach to your goals is unlikely to result in success. Even if you make a bad decision, it’s better to mess up and learn from it than to remain stagnant. Failures are great opportunities to learn more about yourself and the world. Move ahead by choosing wisely and boldly.”

(If you’re asking yourself… yeah, cool career advice, but… what does this have to do with branding, hold on. I’m getting to it.)

“It takes someone who believes in herself and her ideas to challenge the status quo. These are the people who shake things up and change them for the better. You don’t have to be contentious to challenge. The best way to suggest changes is not to bash the old ways, but to offer new and positive ideas.

If you are part of a team working on a project that you believe could be going more smoothly, step up and present your ideas. Most likely, everyone will be excited to approach the work from a new angle. And you will begin to earn a reputation for innovation.”

Still not catching on? Okay… Let’s try one more:

“In the famous words of Einstein, “Imagination is more important than knowledge”.

What separates the dazzling winners from everyone else is that they are able to envision a grand future. What turns them into winners is that they are able to leap into that future and do the hard work necessary to make it great.

Particularly for die-hard realists and people who have been trained (by parents, friends, or spouse) to be ‘responsible’ and ‘stable’, indulging in imagination can be difficult. For every idea that’s even mildly revolutionary, a little voice chimes in, ‘Impossible. You can’t do that. That’s stupid. It’ll never work.’ Quiet that voice and spend some time ruminating on your wild, far-out, fanciful ideas. Great leader do things that no one before them has done.”

Still no? Tsssk… Okay. I’ll give you a hint: Substitute “brand” for “career”. Everything that Dave so brilliantly recommends is exactly the kind of advice that you can put to good use in building strong brands – from ‘brand you’ to the next retail darling, iconic consumer good or dazzling web application.

Brands aren’t built in a vacuum. They aren’t built by functionaries. They do not thrive in stagnant bureaucracies. Brands are built by empowered visionaries. Brands are built on enthusiasm, conviction, and courage… Or they are doomed from the start.

You are the heart and soul of the brand you represent and serve. If you want your brand to be a market leader, you must be a leader in your job as well. Your qualities are your brand’s attributes. Your weaknesses are its flaws. Everything you are, everything you do, affects its success and future.

So… don’t ever let anyone turn you into a tool. Challenge everything. Question every assumption. Wage war on routine and bureaucracy. Accept no compromise…

… and read Dave’s blog. It’s a good one.

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Via OrangeYeti, from AdPulp, here is a little bit of an interview given by Maurice Levy (Publicis Groupe) to Scott Donaton (of Ad Age). If you’ve ever worked for a company that was so set in its ways that it had grown stale, you’ll understand what Levy is talking about:

“I have never stabilized an organization. Crystallizing an organization is freezing the energy. In chemistry, instability is very good because it creates some combinations you don’t expect.”

“Without change, there is fossilization,and that’s the worst thing that can happen.”

“Ideas,are so fragile, so tenuous, that managers must destroy layers that can obscure or damage them. If you have an organization that is too administrative, you are just killing the ideas. As we say in France, when you ask a committee to draw a horse, you get a camel.”

Read the full interview here.

So there you have it: As a business leader, look for flux. Look for tangents. Look for the unexpected. Recruit adventurously. Give your people the freedom and flexibility to contribute in the most personal, passionate of ways. Eliminate silos and procedures when it comes to the sharing of ideas. When it comes to dialogue. When it comes to cooperation. Decentralize “meetings”. Deconstruct the project ideation process. Empower your people to set the stage for extraordinary new products, business improvements, and creative work.

If you can’t trust your people enough to empower them, to literally give them the keys to the place, then you aren’t hiring the right people. Your job as a leader isn’t always to “lead”. Most of the time, because you aren’t there to bark orders or stand over everyone’s shoulder, it is simply to create an environment, an ecosystem, that allows your team, your army, to do the best possible work they can. It is to create a culture that makes them want to be a part of something greater than the sum of their job description. That makes them proud to be, even.

Ideas are fragile.

Without change, organizations die.

These are the two little mantras you should keep chanting every time you pick up the phone, or a magazine, or your TV remote. They should be in the back of your mind every time you shake someone’s hand or invite them to have a seat.

Embrace instability. Welcome change. Engage uncertainty. Welcome the unknown and love it for all of its infinite number of possibilities.

And they truly are infinite.

Chew on that. Have a great Friday. 😉

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Robert Killick on the need for intellectual curiosity and courage in the face of “unknowns” in today’s business leaders:

Risk was once seen as a catalyst for competitiveness, innovation and change in enterprise culture. Now it is seen as a negative barrier to be avoided with all sorts of precautionary measures. ‘Risk consciousness’ is the order of the day, but the preference to always dig up the dark side of humanity betrays a lack of faith in human reason. Curiosity and foolhardiness are often derided as irresponsible and egotistical traits, but the great heroes of the past have taken personal risks that benefit all of us.

Today, research and experimentation that does not have a measurable ‘positive effect’ is seen as irresponsible. Yet it is precisely through experimentation, risk – and, yes, mistakes – that some of the major scientific breakthroughs and technological inventions have come about. Without risky experimentation, and without individuals willing to take those risks in the pursuit of knowledge, we wouldn’t have aeroplanes, penicillin, MRI scans or X-rays.

The ability to handle risk – though technology, human ingenuity, reason and resilience – is a measure of modernity and it can only be achieved through more experimentation, not less. The hard won freedoms to creative expression, communication and to technological innovation should be treasured, and the twenty-first century should be when we take them even further.

Risk-adverse/risk-paralyzed leaders aren’t leaders at all. At best, they are followers promoted or appointed to positions they should have had enough common sense, integrity and professionalism to turn down.

Fact: Leaders “lead.” They take their companies in a specific direction and make sure that course corrections occur as needed along the way. Standing still, ignoring emerging market trends, rewarding business-as-usual strategies, waiting for competitors to make a move before testing the waters, or building protective walls around organizations are not examples of leadership.

No one is advocating making rash decisions of course, but in order for companies to be successful, their leaders must possess certain key personality traits – among them the essential combination of vision, courage and an unbreakable pioneering streak.

Bear this in mine when placing your bets on a company, new boss or potential candidates for an executive-level position.

Have a great week, everyone!

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Ever noticed how positive attitudes are infectious? You walk into a store, and everyone who works there is jazzed and happy to be there and energetic… and by the time you leave, you have completely adopted their mood?

Ever noticed that the opposite is also true: Walk into a business where everyone is negative or apathetic, and you find yourself feeling the same dread and negativity?

Sitting in Houston’s Toyota arena with thousands of the world’s most innovative Microsoft partners, I was reminded of the power that other people’s attitudes and moods have over our own – and remembered a post that Kathy Sierra shared many moons ago on her brilliant but now sadly defunct “Passionate Users” blog. It talked about happy vs. angry people, emotional contagion, and the role mirror neurons play in our involuntary tendency to be drawn into other people’s positive or negative attitudes. Very cool stuff, and particularly relevant to some of the discussions I have been involved with in the last few days with some of my international peers. I did some quick digging to find it so I could share it with you. Here are some of the highlights:

Mirror neurons and our innate tendency to pick up other people’s behaviors, good and bad.

There is now strong evidence to suggest that humans have the same type of “mirror neurons” found in monkeys. It’s what these neurons do that’s amazing–they activate in the same way when you’re watching someone else do something as they do when you’re doing it yourself! This mirroring process/capability is thought to be behind our ability to empathize, but you can imagine the role these neurons have played in keeping us alive as a species. We learn from watching others. We learn from imitating (mirroring) others. The potential problem, though, is that these neurons go happily about their business of imitating others without our conscious intention.

Think about that…

Although the neuroscientific findings are new, your sports coach and your parents didn’t need to know the cause to recognize the effects:

“Choose your role models carefully.”
“Watching Michael Jordan will help you get better.”
“You’re hanging out with the wrong crowd; they’re a bad influence.”
“Don’t watch people doing it wrong… watch the experts!”

We’ve all experienced it. How often have you found yourself sliding into the accent of those around you? Spend a month in England and even a California valley girl sounds different. Spend a week in Texas and even a native New Yorker starts slowing down his speech. How often have you found yourself laughing, dressing, skiing like your closest friend? Has someone ever observed that you and a close friend or significant other had similar mannerisms? When I was in junior high school, it was tough for people to tell my best friends and I apart on the phone–we all sounded so much alike that we could fool even our parents.

But the effect of our innate ability and need to imitate goes way past teenage phone tricks. Spend time with a nervous, anxious person and physiological monitoring would most likely show you mimicking the anxiety and nervousness, in ways that affect your brain and body in a concrete, measurable way. Find yourself in a room full of pissed off people and feel the smile slide right off your face. Listen to people complaining endlessly about work, and you’ll find yourself starting to do the same. How many of us have been horrified to suddenly realize that we’ve spent the last half-hour caught up in a gossip session–despite our strong aversion to gossip? The behavior of others we’re around is nearly irresistible.

Why choosing who you work, play and hang out with matters.

When we’re consciously aware and diligent, we can fight this. But the stress of maintaining that conscious struggle against an unconscious, ancient process is a non-stop stressful drain on our mental, emotional, and physical bandwidth. And no, I’m not suggesting that we can’t or should’nt spend time with people who are angry, negative, critical, depressed, gossiping, whatever. Some (including my sister and father) chose professions (nurse practitioner and cop, respectively) that demand it. And some (like my daughter) volunteer to help those who are suffering (in her case, the homeless). Some people don’t want to avoid their more hostile family members. But in those situations–where we choose to be with people who we do not want to mirror–we have to be extremely careful! Nurses, cops, mental health workers, EMTs, social workers, red cross volunteers, fire fighters, psychiatrists, oncologists, etc. are often at a higher risk (in some cases, WAY higher) for burnout, alcoholism, divorce, stress, or depression unless they take specific steps to avoid getting too sucked in to be effective.

So, when Robert says he wants to spend time hanging around “happy people” and keeping his distance from “deeply unhappy” people, he’s keeping his brain from making–over the long term–negative structural and chemical changes. Regarding the effect of mirror neurons and emotional contagion on personal performance, neurologist Richard Restak offers this advice:

“If you want to accomplish something that demands determination and endurance, try to surround yourself with people possessing these qualities. And try to limit the time you spend with people given to pessimism and expressions of futility. Unfortunately, negative emotions exert a more powerful effect in social situations than positive ones, thanks to the phenomena of emotional contagion.”

This sounds harsh, and it is, but it’s his recommendation based on the facts as the neuroscientists interpret them today. This is not new age self-help–it’s simply the way brains work.

Emotional Contagion explained.

Steven Stosny, an expert on road rage, is quoted in Restak’s book:

“Anger and resentment are thet most contagious of emotions,” according to Stonsy. “If you are near a resentful or angry person, you are more prone to become resentful or angry yourself. If one driver engages in angry gestures and takes on the facial expressions of hostility, surrounding drivers will unconsciously imitate the behavior–resulting in an escalation of anger and resentment in all of the drivers. Added to this, the drivers are now more easily startled as a result of the outpouring of adrenaline accompanying their anger. The result is a temper tantrum that can easily escalate into road rage.”

From a paper on Memetics and Social Contagion,

“…social scientific research has largely confirmed the thesis that affect, attitudes, beliefs and behavior can indeed spread through populations as if they were somehow infectious. Simple exposure sometimes appears to be a sufficient condition for social transmission to occur. This is the social contagion thesis; that sociocultural phenomena can spread through, and leap between, populations more like outbreaks of measles or chicken pox than through a process of rational choice.”

Emotional contagion is considered one of the primary drivers of group/mob behavior, and the recent work on “mirror neurons” helps explain the underlying cause. But it’s not just about groups. From a Cambridge University Press book:

“When we are talking to someone who is depressed it may make us feel depressed, whereas if we talk to someone who is feeling self-confident and buoyant we are likely to feel good about ourselves. This phenomenon, known as emotional contagion, is identified here, and compelling evidence for its affect is offered from a variety of disciplines – social and developmental psychology, history, cross-cultural psychology, experimental psychology, and psychopathology.”

[For a business management perspective, see the Yale School of Management paper titled The Ripple Effect: Emotional Contagion In Groups]

Can any of us honestly say we haven’t experienced emotional contagion? Even if we ourselves haven’t felt our energy drain from being around a perpetually negative person, we’ve watched it happen to someone we care about. We’ve noticed a change in ourselves or our loved ones based on who we/they spend time with. We’ve all known at least one person who really did seem able to “light up the room with their smile,” or another who could “kill the mood” without saying a word. We’ve all found ourselves drawn to some people and not others, based on how we felt around them, in ways we weren’t able to articulate.

Happy People are better able to think logically

Neuroscience has made a long, intense study of the brain’s fear system–one of the oldest, most primitive parts of our brain. Anger and negativity usually stem from the anxiety and/or fear response in the brain, and one thing we know for sure–when the brain thinks its about to be eaten or smashed by a giant boulder, there’s no time to stop and think! In many ways, fear/anger and the ability to think rationally and logically are almost mutually exclusive. Those who stopped to weigh the pros and cons of a flight-or-fight decision were eaten, and didn’t pass on their afraid-yet-thoughtful genes.

Happines is associated most heavily with the left (i.e. logical) side of the brain, while anger is associated with the right (emotional, non-logical) side of the brain. From a Society for Neuroscience article on Bliss and the Brain:

“Furthermore, studies suggest that certain people’s ability to see life through rose-colored glasses links to a heightened left-sided brain function. A scrutiny of brain activity indicates that individuals with natural positive dispositions have trumped up activity in the left prefrontal cortex compared with their more negative counterparts. “

In other words, happy people are better able to think logically.

And apparently happier = healthier:

“Evidence suggests that the left-siders may better handle stressful events on a biological level. For example, studies show that they have a higher function of cells that help defend the body, known as natural killer cells, compared with individuals who have greater right side activity. Left-sided students who face a stressful exam have a smaller drop in their killer cells than right-siders. Other research indicates that generally left-siders may have lower levels of the stress hormone, cortisol.”

And while we’re dispelling the Happy=Vacuous myth, let’s look at a couple more misperceptions:

“Happy people aren’t critical.”
“Happy people don’t get angry.”
“Happy people are obedient.”
“Happy people can’t be a disruptive force for change.”

So can Happy and criticism live happily together?

One of the world’s leading experts in the art of happiness is the Dalai Lama, winner of the Nobel Peace Prize in 1989. Just about everyone who hears him speak is struck by how, well, happy he is. How he can describe–with laughter–some of the most traumatizing events of his past. Talk about perspective

But he is quite outspoken with his criticism of China. The thing is, he doesn’t believe that criticism requires anger, or that being happy means you can’t be a disruptive influence for good. On happiness, he has this to say:

“The fact that there is always a positive side to life is the one thing that gives me a lot of happiness. This world is not perfect. There are problems. But things like happiness and unhappiness are relative. Realizing this gives you hope.”

And among the “happy people”, there’s Mahatma Gandhi, a force for change that included non-violent but oh-most-definitely-disobedient behavior. A few of my favorite Gandhi quotes:

In a gentle way, you can shake the world.

It has always been a mystery to me how men can feel themselves honoured by the humiliation of their fellow beings.

The argument for and against anger

But then there’s the argument that says “anger” is morally (and intellectually) superior to “happy”. The American Psychological Association has this to say on anger:

“People who are easily angered generally have what some psychologists call a low tolerance for frustration, meaning simply that they feel that they should not have to be subjected to frustration, inconvenience, or annoyance. They can’t take things in stride, and they’re particularly infuriated if the situation seems somehow unjust: for example, being corrected for a minor mistake.”

Of course it’s still a myth that “happy people” don’t get angry. Of course they do. Anger is often an appropriate response. But there’s a Grand Canyon between a happy-person-who-gets-angry and an unhappy-angry-person. So yes, we get angry. Happiness is not our only emotion, it is simply the outlook we have chosen to cultivate because it is usually the most effective, thoughtful, healthy, and productive.

And there’s this one we hear most often, especially in reference to comment moderation–“if you can’t say whatever the hell you want to express your anger, you can’t be authentic and honest.” While that may be true, here’s what the psychologists say:

“Psychologists now say that this is a dangerous myth. Some people use this theory as a license to hurt others. Research has found that “letting it rip” with anger actually escalates anger and aggression and does nothing to help you (or the person you’re angry with) resolve the situation.

It’s best to find out what it is that triggers your anger, and then to develop strategies to keep those triggers from tipping you over the edge.”

And finally, another Ghandi quote:

“Be the change that you want to see in the world.”

If the scientists are right, I might also add,

Be around the change you want to see in the world.

Strong organizations and communities are able to harness the power of emotional contagion to create engaging, productive and extremely effective collaborative ecosystems. The truly exceptional among them also manage to extend this collective positivity to their human/customer touchpoints (retail outlets, salespeople, CSRs, etc.). Obvious examples of this are Starbucks (except in airports), Mac Stores, and Whole Foods grocery outlets.

This week, a very large scale example of this (and the trigger for this post) was Microsoft’s Worldwide Partner Conference in Houston, TX.

The complete opposite of this might be, say, the checkout at Walmart, Home Depot or Taco Bell, a prison ward, or an Vietnamese sweat shop.

Success breeds success. Enthusiasm breeds enthusiasm. Professionalism breeds professionalism.

Likewise, mediocrity breeds mediocrity. Apathy breeds apathy. Negative attitudes breed negative attitudes.

Now you know. What you do with this knowledge is up to you. For me, the choice is pretty simple. Always has been.

Have a great Friday. 😉

photo credit: Christopher Wray McCann

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From the International Herald Tribune:

PARIS: Fashion designer Karl Lagerfeld, caught wearing something ugly?

Lagerfeld sports a fluorescent yellow reflective safety vest — along with his signature dark suit and sunglasses — in a new French road safety campaign. The caption reads, “It’s yellow, it’s ugly, it doesn’t go with anything, but it could save your life.”

The campaign was launched Wednesday. French drivers will soon be required to keep security vests and flashing red warning triangles in every car. Drivers will have to use the vest and triangle every time they pull over with an emergency, according to France’s road security division.

Fines of up to €135 ($209) will go into effect Oct. 1 as incentive for drivers to take Lagerfeld’s fashion advice.

This is the kind of advertising that rocks my world. Why? Because it’s clever, funny, impossible to ignore, and memorable.  Ergo: 100% effective. US agencies take note. This is how print advertising is done.

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David Burn gives us this (on AdPulp) –

Tim O’Reilly talks about the value of putting people from different disciplines in a room together:

“In thinking about the future of collective intelligence, we need to make sure that we not only think about systems that lead to convergence of opinion, but also ones that ensure divergence, and fresh inputs. The surest way I know to get this is not to pay attention to the breaking news in your own pond, but to find the next community over, and to create new cross connections.”

Clearly this is a page the ad industry needs to be on. It seems to me the perfect agency (that will never exist) would be comprised of the most eclectic mix of people possible—a dream team of organic farmers, cultural anthropologists, taxi drivers, vagabonds, poets, athletes, chefs, etc. Naturally, all of the above would be highly capable brand builders. That’s a given. It’s the unquantifiable X-factor that’s only found in the mix, that we need to go after.

Read the full piece.

Amen.

image: Dogs Playing Poker, by Cassius Coolidge

* * *

PS: The vagabond thing took me by surprise, but why the hell not.

Noteworthy vagabonds:

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