Posted tagged ‘emotions’

Just Say No

December 30, 2007

You finished the year frustrated by all those various forces that stopped you from getting your marketing job done. So now at the beginning of a new year you’re determined to be more productive by dealing with it in a professional way.

Better learn to negotiate. Specifically, learn to say no says Jim Camp, an expert on negotiating and author of No: The Only Negotiating system You Need for Work and Home. To get what you want when negotiating with people or tackling a difficult situation say “no” early and often, Camp insists. Some of his suggestions are:

1. Start with “No.” Resist the urge to compromise. Remember that “no” is not an absolute rejection, but a decision that can be changed. Try inviting that person to explain his or her vision; it may open the door to an honest discussion that can eventually turn out in your favour.
2. Be in control. Do not dwell on gratuitous things you may want; focus instead on what you can control — your actions and behaviours.
3. Face problems head-on. Identify the issues and bring them out into the open. Whether they are your own problems or somebody else’s, acknowledging them gives you an edge.
4. Check your emotions. Practise self-control and let go of any expectations or judgments. Whatever you do, don’t be needy.
5. Get them talking. Ask open-ended questions that begin with “what” and how.” Find out what the other person wants or needs, and how you may benefit him.
6. Have a purpose and a vision to reflect it. Learn to present your ideas as solutions. By helping others see exactly what they will gain from your plan, you spark decision-making and action.

Now, obviously, you can’t say no to everything your boss or client throws at you. After all, they are paying you to do a job for them. But you can negotiate with the interruptions.

For example, you can be more discerning by sorting through the various interruptions or requests. As with most things, most of those requests are just talk and/or random thoughts. We’re all familiar with the client or supervisor who throws out ideas in the hopes that some will stick.

So pick the ones that are doable, and just say no to the others.

Making Messages Memorable

November 18, 2007

In its latest newsletter, the consulting firm McKinsey has an interview with Stanford organizational professor Chip Heath regarding his new book Made to Stick: Why some ideas survive and others die.

Heath asserts that in an increasingly complex world, company leaders have to sum up their businesses in messages that “stick” in the minds of employees, investors, and customers. Since it’s usually marketers and communicators who are charged with creating these messages, Made To Stick is probably a worthwhile read.

One thing that interested me in the interview was Heath’s point about organizational expertise often getting in the way of making messages memorable.

Chiefs are so immersed in what they do, they forget that the rest of the world isn’t: So they’re incapable of translating that information into simple — not simplistic — messages that can be grasped by outsiders.

I’m sure that every marketer and communicator, especially those working in technology and related sectors, has encountered this problem.

The Leader wants a tagline, headline, or other simple message that explains the company’s vision or values. But all he can do is come up with an abstract slogan like the meaningless phrase “Maximize Shareholder Value”. (Does any organization actually want to minimize shareholder value?)

I’m convinced that part of this problem is the business organizational imperative itself. Because they’re arranged in industrial structures that emphasize execution, organizations reward precise thinking. After all, you succeed in the MBA program by providing precise, detailed, answers.

But there are times when you don’t want precision or detail: You need to think in big sweeping ideas, at the 50,000 foot level, and encompass what you do in a concrete, memorable message.

Chip Heath’s research suggests that sticky ideas share six basic traits.

  1. Simplicity. Messages are most memorable if they are short and deep. Glib sound bites are short, but they don’t last. Proverbs such as the golden rule are short but also deep enough to guide the behavior of people over generations.
  2. Unexpectedness. Something that sounds like common sense won’t stick. Look for the parts of your message that are uncommon sense. Such messages generate interest and curiosity.
  3. Concreteness. Abstract language and ideas don’t leave sensory impressions; concrete images do. Compare “get an American on the moon in this decade” with “seize leadership in the space race through targeted technology initiatives and enhanced team-based routines.”
  4. Credibility. Will the audience buy the message? Can a case be made for the message or is it a confabulation of spin? Very often, a person trying to convey a message cites outside experts when the most credible source is the person listening to the message. Questions—“Have you experienced this?”—are often more credible than outside experts.
  5. Emotions. Case studies that involve people also move them. “We are wired,” Heath writes, “to feel things for people, not abstractions.”
  6. Stories. We all tell stories every day. Why? “Research shows that mentally rehearsing a situation helps us perform better when we encounter that situation,” Heath writes. “Stories act as a kind of mental flight simulator, preparing us to respond more quickly and effectively.”