A Tale Of Two Movers (And How To Deliver A Brand Message That Resonates)

Basic RGBIt was, to paraphrase, not the best of times. But it served to remind me that, when it comes to marketing, talk is cheap; and the experience delivered is as eloquent a marketing message as there is.

We were moving, and Dave was selling the services of a moving company.

His pitch struck all the right chords. Deep experience — he’d orchestrated hundreds of moves just like ours. He spoke of transparency through out the process. And partnership in the midst of upheaval.

Dave the Sales Guy was personable, passionate and persuasive.

And the minute he had a done-deal, not only did he disappear, but almost none of what he promised squared with what we experienced. There was constant confusion over timing and terms. And endless excuses that focused on their processes and challenges.

In the end, Dave’s bid — theoretically born of deep experience — wasn’t close — barely 65% of the final cost.

Given a little time I have to concede that the execution of the move itself — getting stuff from one place to the next — was pretty good. Turns out the practitioners actually knew what they were doing.

But the experience the company delivered at every other turn did not live up to the promise to ease our pain. The marketing and sales pitch had simply been smoke and mirrors — soft focus and photoshop.

Promises are a dime a dozen. Better. Faster. More for your money. Service after the sale. Client-centered.

But does anyone believe the claims? Or has the pitch simply become noise?

The Second Mover

When, based on personal experience, someone recommends a product or service, the message has a shot at rising above the noise, and connecting.

A couple of weeks after our adventure a new neighbor was moving in next to us. The moving van of a brand different from the one we’d used boldly displayed a company name, logo and service slogan.

Referencing the slogan that appeared on the side of the truck, I asked the new neighbor whether it bore any resemblance to reality.

She gushed with praise. The best. Worked their tails off. This was her second time to use them; and she would call them the next time.

And though she used no clever marketing copy or campaign slogan, I became an instant believer.

In a marketplace where everyone can produce a message and become a broadcaster, the claims are ubiquitous. But word-of-mouth remains the coveted gold standard. We hear the ads — even remember some of the lines, but we don’t much believe the promise.

Doubt this? How often do you remember creative copy but struggle to recall the product, service or company?

But a voice of experience can change the discussion.

Want to cultivate a brand promise that has long-term viral qualities? Deliver an experience consistent with your promise. (And watch the rest of your marketing and advertising efforts suddenly deliver a much better ROI.)

The Possibilities Of A Better Conversation

Having their classes in a cafeFace it. Most of us have hands-on experience with the truism, those who ignore history are doomed to repeat it.

Or how about this one — repeating the same thing over and over and expecting a different result is the definition of insanity.

Yet, with desperate conviction we strive to instigate or choose to engage in the same conversation that changed nothing yesterday.

With the highest of motives, we stick to our guns. Retrench. Turn up the volume.

(Then there are those moments when motives are not all that lofty; but let’s assume the best.)

In presentations, pleas, and efforts to motivate, it is so easy to rely on a defined, albeit tired narrative…crossing fingers in hopes that today’s response will be better than yesterday’s.

Whether selling, courting, or just determined to let our voice be heard, we pull out a worn script, talking point outline, or manifesto with a track record of marginal success.

A quest for something that connects might prompt an edit or a tweak; but much of the time this is little more than moving the deck chairs. Words shift. Visuals are updated. And we roll it out one more time, hoping for a new outcome.

And the problem is that every-once-in-a-while it works…just enough to make us believe we are moving the needle.

But if connecting once-in-a-while isn’t good enough, changing the conversation might be worth exploring.

A Clean Whiteboard

A fresh start should be at least a little enticing to creative communicators. What could be more exciting than a clean slate?

This isn’t about fun and games in the creative suite. It isn’t about a soft-focus lens, Photoshop, or a silver-tongued devil.

It is about rethinking the dialogue, and recommitting to listening. It is about identifying the language necessary to connect. And nurturing a different conversation.

Where does it begin? With the most basic idea in communication theory — that real communication begins in that (often tiny) space where experiences are shared.

When meaningful conversations do not ensue — when we fail to connect — the root cause is almost always that we are missing, misunderstanding or completely disregarding the identification of what we share.

Instigating a new conversation is not easy. Some will suggest there are seasons or situations where it is impossible. Maybe.

But maybe what is required is an honest desire to connect, to search for common experience and shared aspirations.

What if the objective was not to win…or convince…or convert? But to connect? What if this is where change begins?

Is Your Business Development Strategy Really Just To Hope The Market Picks You?

Does the success of many of our marketing or business development plans hinge on the hope that our market somehow finds and chooses us?

Oh, we talk about strategies and grand plans. We might even flirt with data, throw a few targets up on the whiteboard, and make a pass at mapping relationships.

But reality sets in.

Daily demands distract. Working a plan…reaching who we need to reach…connecting with decision makers…it requires time. And tenacity.

At the same time that issues and obstacles are becoming clear, a seductive opportunity comes along. It can reach thousands in one fell swoop.

Or a new pay-to-play effort will put you in a room with 20 GCs.

It is oh-so-tempting.

An Uneven Trade

It’s not as if we forsake the targets on the whiteboard. We still want them; they will be the subject of our next strategic planning weekend.

But we test the waters of too-goood-to-be-true marketing.  And every time we bite on one of those opportunities, we chip away at anything that might resemble a strategic approach to growth and development.

It’s not a good trade-off. If nothing else, experience should underscore this. Have you ever received the value you bargained for?

Sometimes we’ll rationalize. If our name was just out there more. If the market just knew of our capability. If our brand was more recognizable. Or we determine that making contact is someone else’s job. The Company or the Firm should be generating leads.

And if you’re marketing an international cola, a global tech leader, or a regional car dealer, you might be affiliated with a visibility budget large enough to move the awareness needle.

But if you’re the corner donut shop, the neighborhood cleaners, or a regional accountant or corporate attorney, you will probably find it difficult to spend what it takes to create awareness. Let alone, motivate anyone to subscribe to your product of service.

One-off ads — while they might make us feel like we’re doing something — will not move the needle. Even In the fantasy world of Mad Men they speak in terms of campaigns. If the arithmetic won’t sustain your visibility efforts over time and with high frequency, not even the best Don Draper has to offer is going to help.

How Do We Make A Dent?

We don’t really believe any of that works . . . do we? Has one super ad ever worked on us?

If the objective is to build a client or customer base, and we’re not working with a plan that names specific targets, and is built around action steps designed to connect, we are, in effect, hoping the market will (somehow) find and pick us.

A Strategic Formula

Unless you’re spending a boatload and/or dealing in a commodity, your business development strategy should:

  • Begin with specific (and strategic) targets;
  • Include action items that create visibility;
  • Deliver value as visibility grows;
  • Repeat the visibility and value steps (you’re working on a relationship);
  • When you know enough about your target to develop a solution to what “keeps them up at night“,  orchestrate a presentation and pitch.

Sure…you can get lucky along the way, and happen upon a short sales cycle with someonoe that found you; but the truth is, we often make our own luck.

Wthout exception, every long-term rainmaker I’ve known who isn’t selling a commodity will, upon quizzing, confirm that the best business develeopment — the most fun, challenging and enduring work — comes by way of relationship.

Advertising and maybe even some of those pay-to-play opportunities to sell can support a disciplined strategy; but if it is the meat-and-potatoes of your effort, you’re really left to simply hope the market picks you out of the maddening crowd.

Not a comfortable place to be.

Listen Up! Great Communication Does Not Begin With The Message

Magnified Hearing(Note: This article was written for and originally published by Brand Quarterly in March 2015.)

We are preoccupied with messaging.

From 140 characters to sixty seconds; Pinterest to YouTube. From the candidate to the evening news anchor, we place a premium on what we say, and how we say it.

The preoccupation is understandable. Personal experience underscores the value of being able to get our point across. Consider how quickly an infant learns that loud and frantic crying is a sure way to relieve the pangs of hunger.

But as innocent as its genesis might be, the obsession precipitates an approach to communication that, when mature, actually limits effectiveness.

We begin to believe that message delivery equates to the art of communication.

Oh, some of us enjoy discussing and hypothesizing over the science of it all. We query focus groups, pour over research and flirt with Big Data. But all too often this is simply prelude; what we really want…what we are infatuated with and will invest in mightily is the art of it all.

From the moment we realize we have a point of view, let alone a measure of conviction or a product or service to sell, we want to do whatever it takes to get the word out. Narrative, elements of design, and channels for distribution are the subject of attention and investment.

Possessing a message is exciting, invigorating. And we rush to cast it about. Hear our message world.

Yet, often when all is said and done — in spite of award-winning creative, jaw-dropping production and distribution genius — marketers are left to wonder what went wrong when efforts fall short. Or completely miss the mark.

If even part of this resonates, stick with me for a few more paragraphs. This is not about the problem; but about a solution.

Remembering Where Communication Begins (click here for full article at Brand Quarterly)

The Best Business Developers I Know Share Four Characteristics

There are markets where sales is little more than a numbers game. Make enough calls, knock on enough doors, ask the question over-and-over, ignore objectionns, and you’ll close some deals.

But you won’t build many relationships.

And that means that next month…or next quarter…or next year you get to start all over again. Call. Knock. Ignore. Persist.

In a recent keynote before the Legal Marketing Association, best selling author and speaker Dan PInk shared the results of a survey of 7000 individuals who were asked to say the first word that came to mind upon hearing the word SALES.

Without seeing the results, you know what dominated the list. It was words like Pushy, Hard, Sleazy, Slimy, and (my favorite) Yuk.

(For excellent perspectives and summaries of Pink’s LMA presentation, see posts from legal marketers Lindsay Girffiths and Heather Morse.)

This distaste certainly isn’t because we don’t like to buy. Most of the time it isn’t because we aren’t seeking information about products or services.

It is, at least to a significant degree, a visceral reaction to a pitch that is little more than one more call made by someone playing the numbers game. We get enough of them. Every day.

In the stereotypical cases all that is required is tenacity; and though this is a valuable characteristic, when it is the foundation of a churn-and-burn strategy, it isn’t going to help build a vibrant professional services practice.

So, visceral responses aside, here are four characteristics that have been present in the best professional service sales and business developers I’ve known.

They are PEOPLE people. Over the long haul — through market dips and drastic turns — if this is just a job…if you don’t like people that will eventually come through loud and clear. All things being equal (read if you’re competing with another excellent lawyer) the market is going to opt to work with a qualified professional who is easy to work with. If you don’t like them, you can’t fool enough prospects enough of the time to build a practice that will last. Be prepared to move from one commodity to the next.

They derive satisfaction from assisting. The best business developers find ways to deliver value to those with whom they work — whether in the context of a billable matter or not. I know a lawyer who, upon learning that a client’s child was looking for an apartment in his city, spent his weekend scouting out locations to recommend. Not billable. Not conditional. But at the heart of why the attorney is a good business developer.

They are Connectors. Define your network as those who need the specific service or product you offer, and your network will almost certainly be too small. Service providers become trusted advisors, in part, because of a propensity for connecting dots…facilitating solution without respect to whether the problem is in my practice or not.

They have super powers. No leaping buildings in a single bound here. But while scores of excellent advisors can see every facet from one perspective, rainmakers see the big picture. Even in the midst of chaos, they listen between the lines, hearing what others miss. Master these powers and the struggle to differentiate your firm or practice becomes much less daunting.

One of Pink’s best sellers is titled To Sell Is Human. There are other important characteristics, of course. But one of the reasons these four are on my list is they go a long way toward communicating humanity — the kind of humanity that connects and motivates.

You can fake it and do okay. Maybe. But if you want to be a better business developer, work on these characteristics. Build your plan of action with these as foundational elements. You will be onto an approach to practice development that you can actually stick with. One that will deliver.

What To Do When Things Never Change

Consequential change — the kind that seeps so deeply into the fabric of everyday that it establishes a new benchmark for normal — does not happen overnight.

We want to believe differently. When awakened to a need or convinced of a cause, we are tempted to believe that a speech, a manifesto, a march, or a compelling pitch can plant, nurture, and harvest change in an hour. Or…if we’re really good…in an 18-minute talk.

And though moments can become the signposts of historical shifts, not even an I Have A Dream moment can realign vision and redirect actions on the spot.

Consequential change is either forced by circumstance — which most of us are unable to dictate — or it is the organic result of a series of better conversations.

And this is where we get to play.

What If…

Whatever the venue, if progress is slow consider introducing a different brand of dialogue.

From business development to the service sector, as leader or team member, from the communities that share faith to the living rooms where we share our most personal hopes and dreams, what if we focused on better conversations?

It is Polyana-ish, I know. But simply talking more, or turning up the intensity isn’t terribly effective. Staking out turf and wordsmithng old soundbites doesn’t seem to be the stuff of conversations that seed progress…let alone instigate change.

Here is the suggestion. At work, at home, in communities and circles in which we move — if what was once a unique selling proposition — or a platform of shared aspirations — has turned into conversations that never go anywhere, it is time to focus on a better conversation.

What might be the outcome were we to refuse to play the same old game, rehash the same tired debate, dig deeper into yesterday’s trenches?

Better Conversations Resonate

You recognize it the instant you are part of one; but what is it about a better conversation that makes it resonate so? And more to the point, how does one go about instigating such a thing? Here are four ideas.

  1. Less Dangling Conversation and Superficial Rhyme. In conversations that matter, rhetoric and soundbites take a backseat to the honest inquisitive nature we were born with. Ask the important questions.
  2. There’s A Lot Of Listening Going On. When the agenda is to win, convert or defend, what must be said takes precedent over hearing anything. And the simple fact of the matter is, when no one is listening, nothing is going to change. Great dialogue begins with intentional listening.
  3. Less About Me, And More About You. Because the focus is on connecting, meaningful conversations have fewer personal pronouns. “What we do” and “how you should do it” is replaced with a relentless pursuit of common ground.
  4. Dispense With Conditions And Ultimatums. Once we realize fundamental change doesn’t happen in an instant, lines in the sand give way to a focus on building bridges…from one conversation to the next.

If the goal is to build, develop, move forward — in any venue you can name — launch a quiet pursuit of better conversations — one at a time. It will change the dynamic of every room you enter. And you’re likely to find yourself at the heart of important shifts — in your world, and in the lives of others.

Contrary To Conventional Wisdom, These Are The Good Old Days Of Business Development

45604844_thumbnailFifteen years ago a know-it-all business development and marketing guy was given a career-limiting assignment: to create national marketing plans for a dozen practice groups in an AmLaw 100 firm.

Naively certain, and with the finesse of the proverbial bull in a china closet, the not-so-smart hot-shot asked a practice leader to describe his ideal target client. The answer — in that instance, and in scores of subsequent interviews across the firm — went something like this:

“My ideal client is the next person that calls me on the phone or walks through my office door.”

While this “waiting-on-the-market-to-come-to-me” strategy was perplexing to the know-it-all manager, the reality is that for decades many professional service providers built a robust practice by — in their view — doing just that.

It was not really that long ago that the combination of a shingle and an excellent work product would create an organic referral, or word-of-mouth network.

Those were the good-old-days.

But the marketplace has changed.

In truth, it was already changing fifteen years ago as I visited with that lawyer. Even then, professional service providers were experiencing something different.

No longer did doing great work assure a deepening relationship. Satisfaction was not a precursor to a return engagement…much less, loyalty. The competitive landscape was getting  crowded.

The Return Of The Good Old Days!

Given the change, it is popular to pronounce that what worked yesterday won’t work in the “new normal.”

But while high-consequence change is undeniable, the basic foundation necessary for successful practice and business development is the same today as it was for your grandfather’s firm.

Before you scoff, stick with me for a few more paragraphs.

Back in the day (you’ve heard the tales…word was bond, and a handshake was more than a social nicety), relationship trumped everything. It engendered trust, and was the impetus for the you-can’t-buy-this-kind-of-advertising of the word of mouth networks.

And all the change notwithstanding, relationship is still the foundation for effective marketing and business development.

What has changed is the way in which professionals must go about building productive relationships. Today’s marketplace calls for a proactive strategic approach.

So here are five ideas on what it takes to build a network that will work — even in today’s marketplace.

  1. Think Strategically. In other posts we refer to this as Smart Targeting. Wait for the market to come to you at your own peril. Instead, consider with whom you most want to work. Build a list of the names of individuals — not companies or industries — that can either hire you, advise you, or connect you to a hiring authority. This is the first step to a network that works for you.
  2. Listen First. Once a target is identified, invest in a season of Intentional Listening. And learn. Research, investigate. Tap the resources in your network in a position to educate and coach. Do this long and hard enough, and you’ll spot the areas fertile for connection, and communication.
  3. Create Visibility. This is about tactics; but resist the easy (and frequently traveled) road. Be creative. What avenues might you pursue that will create awareness with the targets you’ve identified? Do the homework here, and suddenly you’ll know exactly where (and whether) you should advertise, what to sponsor, when to speak, and the subjects to write about. As if by magic, your investments in visibility will begin to pay off!
  4. Deliver Value. #’s 1 and 2 above are the keys here. Those two steps should inform the content of your messages, and the framework of any connection opportunities. And this doesn’t always have to be about your area of expertise.
  5. Instigate Strategic Conversations. This is the substantive face-to-face experience that is the fabric of deep relationships. These are not once or twice a year things. Building relationships requires ongoing conversation; so the number one priority in every encounter with a target is to build a bridge to the next conversation.

There is no silver bullet. (There never was.) And not all relationships are equal. But invest in a robust and strategic circle of relationships, and over time you’ll find you have a pipeline of work — and even produce one or two deep, lasting, and yes, loyal relationships that no measure change can shake.

The Values That Will Frame Today’s Opportunities

Each of us has a value system. It frames days, shapes attitudes and is the fabric of the moments that define us.

Either intellectual and emotional honesty are unwavering guideposts; or we find convenience in shades of gray and situational ethics.

Either we believe word is equivalent to bond; or we live and work in a world devoid of trust.

Either we expect to be acknowledged and rewarded, and this expectation drives us; or we come to every endeavor with the best we have to offer because this is a reflection of who we are. At the most personal level, we give expecting nothing in return.

Either we believe relationship trumps everything — so this is where we put our creative energy; or we believe an agenda or cause is noble enough to warrant our attention, and validate the destruction of bridges to relationship — past, present and future.

Either we forgive; or we likely do not know the exhilarating renewal that comes with having been forgiven.

Based on the values we live by, today will either be one more act of juggling and balancing; or, it represents the chance to frame challenges and opportunities in a context that transcends one day.

If You Only Focus On One Business Development Item This Week . . .


KONICA MINOLTA DIGITAL CAMERAIf you wrestle with making progress when it comes to business development, chances are one of the issues is an anemic or nonexistent professional network.

The reason for the difficulty is not that you were not born a rainmaker. There’s no secret handshake. You don’t have to be naturally gifted at working a room or making small talk.

You do have to consistently, and with some rhyme and reason, invest in building and nurturing a viable network.

This is not about attending every event that comes along, handing out business cards and brochures. It is about establishing connections — with centers of influence, referral sources, and the seats of decision. It is about strategic relationships that introduce, inform and educate.

Networking is not about partying. . Nor is it about schmoozing your way onto a preferred provider list.

The art of networking is what it takes to establish and nurture a productive link to your market; it is what eventually creates a pipeline of future engagements. A vibrant network minimizes those painful lulls that occur when you have no idea where the next piece of work will come from.

A killer network markets for you even when you believe you’re too busy to think about marketing.

This is not to suggest it is easy. It requires tenacity, and doesn’t happen over night. But work on your network, and anyone can develop a robust book of business.

The Hard Part

Building a communitythat’s the way to think about your network — is a proactive exercise. And for many, the most difficult part is resisting distraction, and focusing time and energy in the right place. This isn’t about creating a cloud of dust with activities.

Events, speaking, writing and social media can all be tools. And they can be unproductive distractions that drive one to despise the idea of networking.

The key is focus. And actions aligned with strategic targets.

Effective networking is about establishing and nurturing connection with individuals and groups that will refer, recommend, provide counsel or actually hire you. An aligned investment of time and resources requires some up front decisions about who you should be networking with. The adage go fish where the fish are applies.

If You’re Just Getting Started

Finally, if you’re just now beginning your practice development, here’s some of the best advice you’ll ever receive. It comes via a colleague and long time consultant to law firms — Ann Lee Gibson — and was shared during a Legal Marketers discussion on Facebook.

Maintaining the relationships you already have is key to lifelong networking. {The} biggest, best thing {you} can do is come up with an actual plan to stay in touch with friends who have gone on to work for companies that {you / your firm} may work for one day. It means scheduling on a calendar…”

Great advice.

If you struggle with business development, and — for whatever reason — can only get one thing accomplished in that area this week, make it strategic work on a network. You’ll reap the rewards as long as you practice.

3 Keys To Preventing Excellence From Slipping Between The Lines

In the 1980’s there were few management conversations, conferences, seminars or workshops that didn’t have at least a topic instigated by the book In Search of Excellence. The work by Tom Peters and Robert Waterman, Jr. was seminal.

Still in the early days of a new gig, I recently dusted off my copy. Though (in my opinion) every bit as relevant today, I read it with a more attentive (and hopefully, discerning) ear thirty years later.

One takeaway of this most recent reread is that excellence is often about the little things as opposed to the big ideas and initiatives.

Often the difference between excellence and average (or a bust) is the degree to which we pay attention to that space between the lines.

This is the silence…where understanding is assumed. It is the vacuum between intent and follow through. It is often the tension between strategy and execution.

At times it can be lost in a knee-jerk response.

But the art of managing the space between the lines while nurturing an entrepreneurial spirit — not to mention, training and mentoring along the way — is an art not easily mastered.

Experience is, of course, a great though unforgiving teacher. Offered here, as an alternative learning experience, are three things that might help prevent excellence from disappearing between the lines.

  1. Clearly articulate (and over-articulate) goals and objectives of a project, event or initiative;
  2. Never let a bias for action trump a goal or objective;
  3. Take a minute to watch a future movie — see the project in finished form through the eyes of your client — imagine what their experience will be.

Sometimes a rush to activity is mistaken for the bias for action referenced by Peters and Waterman. Certainly, as Seth Godin frequently points out, sometimes you simply have to launch the project or deliver the product or service.

But great managers understand that activity does not necessarily equate to progress.

The quest for excellence includes an approach that reads (and listens) between the lines…employing the eyes and ears of the client.