Monday, 30 September 2013

Seth's Blog : Q&A What's the problem with weird?

 

Q&A What's the problem with weird?

Our series continues with We Are All Weird.

I'm still sort of amazed at how deeply ingrained our antipathy to this word is. It makes audiences a little nervous when I talk about the death of normal and the rise of weird. And it makes many people uncomfortable to describe their habits as a bit weird.

The thing is, though, that the only prospects you care about, the only people you have a shot of reaching, the only people who are going to use your service or join your tribe are weird. And everyone is weird, at least sometimes.

Twenty five percent of the population is a landslide in most modern elections. You don't need everyone to vote for you, just the weird people who care.

Thanks to Joe Mehnart for inspiring this riff.

Mr. Standard over there, precisely average height, average build, average job, average family... he's normal, except when it comes to fantasy football. And then he's off the charts. He subscribes to data services and scans magazines and even roots against the hometown team when his players are on some other team.

He shouldn't be ashamed of this passion--it's a passion, it makes his life interesting. And the marketers that seek him out shouldn't waste one minute on people who don't like fantasy football when there are so many people just like him.

And Ms. Normal over there, precisely fitting in on every measure, well, she's weird about Kiva. She is entranced by their model and loves the feeling she gets when she donates or finds a loan repaid. She gives her friends Kiva gift certificates and chats about them online...

Is it weird to find so much energy and connection over an online charity? Weird in the sense of not in the mainstream, sure. But there's no shame in finding your passion--in fact, it's those that seek to be normal at all times that have an issue as far as I can tell.

The thesis of my book is simple: in a world of mass production and mass advertising and mass conformance, the only smart strategy was to make average stuff for average people. But in a world of the long tail, of micro-tribes, of passions amplified, there are now more weird people than ever before.

Amazingly, despite the obvious proof that the weird are your potential market, we still spend most of our time talking about reaching and keeping the masses happy.

All that pressure from middle school (don't stand out!) combined with all that pressure from Wall Street (be like Walmart!) means that our instinct is to serve the disinterested masses by making something that's pretty average. The problem is that the disinterested masses are ever better at ignoring your ads, and they won't seek you out because, of course, normal people have no trouble satisfying their average needs.

The future increasingly belongs to those that care enough to make products and services for those that care.

PS here's the original cover of the book, which can be found inside the dust jacket of the hardcover (which now costs less than $6). I ended up having to flip it around because, ironically enough, my partner refused to put this image on the cover. I met the man in the photo and spent some time with him a few years ago. Even though I celebrate the yogi as a hero inside the book, they were worried that people would think it was too weird. Sigh.

Yogi2

       

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Seth's Blog : 'Category of one' is a choice

 

'Category of one' is a choice

Fit in or stand out.

Do what works now or build what works later.

Avoid criticism or seek it out.

Follow the manual or write the manual.

When you define the category, when the category is you and you alone, your marketing issues tend to disappear. At least they do if the category is one that enough of the right people want to engage with.

Faced with the opportunity to become the category of one, we almost always hesitate, almost always compromise, almost always dumb it down to play it a little bit safer.

You may very well become a category of one in a market that's devoid of customers. But you will never become a category of one if you run with the pack.

       

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Sunday, 29 September 2013

Seth's Blog : The secret of the five top

 

The secret of the five top

The person who invented the banquet table, the round table for ten, wasn’t doing it to please those at the banquet or even the banquet organizer. He did it because this is the perfect size for the kitchen and the servers. The table for ten is a platonic ideal of the intersection of the geometry of bread baskets, flower arrangements and salad dressing. Bigger and you couldn’t reach, smaller and there’s no room.

But, here’s the thing: the table for ten isolates everyone at it. You can’t talk to your left without ignoring your right, and you can’t talk across the table without yelling. And so, the very thing you’ve set up to engage the audience actually does the opposite. This is even true if you're taking nine people out for dinner--ten at a table undermines what you set out to do.

Worse, if you’re brave enough to have a speaker or a presentation at your banquet, you’ve totally undermined your goals. Half the audience is looking in the wrong direction, and there are huge circles of empty white space that no microphone can overcome.

In my experience--I’m sharing a hugely valuable secret here--you score a big win when you put five people at tables for four instead. Five people, that magical prime number, pushes everyone to talk to everyone. The close proximity makes it more difficult to find a place for the bread basket, but far, far easier for people to actually do what they came to do, which is connect with one another.

Thousands of speeches later, I can tell you that the single worst thing an organizer can do to her event is sit people at tables for ten.

If you want to let the banquet manager run your next event, by all means, feel free. Just understand that his goals are different from yours.

       

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Saturday, 28 September 2013

Seth's Blog : When to speak up

 

When to speak up

"This plane is headed to Dallas. If Dallas isn't your destination, this would be a great time to deplane."

After a decision is taken and the organization is moving forward, it's fun and easy to be the critic, the rogue and the skeptic. Easy because the chances that you will have to actually take responsibility for your alternative view of the future are slim indeed--the plane is already headed somewhere, it can't go both places and you missed (or bungled) your chance to change the decision.

No, the time to speak up is before the decision is made, when not only do you have a chance to change where the organization is going, but you have the responsibility to deliver on your vision.

We don't have time to revisit every decision our organization makes. We merely have the time to do the best we can to execute on what we've already committed to do.

Rooting for your team to fail is as bad as it sounds. Even if you said early and often that this path was a stupid one, that this destination makes no sense--if you're on the plane, if you're in the meeting, if you decided to play the game--then once the journey starts, your job is to get us there, safe and sound.

And then come to the next meeting with a better plan about the next decision.

       

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Friday, 27 September 2013

Seth's Blog : The merchants of average

 

The merchants of average

They will push you to fit in, to dress alike, to use the same tools, to fit the format.

They are the high school English teacher in love with his rubric and the book editor who needs you to fit in with the program. "That's the way we do things around here." They are the well-meaning productivity guru who wants you to get faster, not better, and the social media consultant who is driving with his rear-view mirror.

The safest thing you can do, it seems, is to fit in. Total deniability. Hey, I’m just doing what the masses do.

The masses are average. And by definition, we have a surplus of average.

Don’t be different just to be different. Be different to be better.
       

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