i want to put you in a category. Seth Godin

 

When I meet you or your company or your product or your restaurant or your website, I desperately need to put it into an existing category, because the mental cost of inventing a new category for every new thing I see is too high.

I am not alone in this need. In fact, that’s the way humans survive the onslaught of newness we experience daily.

Of course, you can refuse to be categorized. You can insist that it’s unfair that people judge you like this, that the categories available to you are too constricting and that your organization and your offering are too unique to be categorized.

If you make this choice, the odds are you will be categorized anyway. But since you didn’t participate, you will bemiscategorized, which is far worse than being categorized.

So choose.

What is this thing? What are you like? Are you friend or foe, flake or leader, good deal or ripoff, easy or hard, important or not? Are you destined for the trusted category or the other one?

Make it easy to categorize you and you’re likely to end up in the category you are hoping for.

 

Anúncios

yeld (seth godin)

The rules of right of way make sense.

A manueverable motor boat yields to a sailboat because it can more easily recover from the turn.

A bicyclist going downhill yields to one struggling uphill, because he can get back up to speed more quickly.

The senior partner invests a little bit of time helping the junior one, because no one else has the skills to do so, not because reciprocation is the goal.

Asymmetrical trades are what makes a society work.

Yield has two meanings, and one leads to the other.

gênios são gênios

Eu sou um pouco contrar esses gurus (seja de qual disciplina que ele for).  Penso que eles são muito teóricos e que, invariavelmente, a prática é bem diferente da teoria.

Mas é inegável que muito da prática se começa na teoria, por isso eu sou um pouco contra tais gurus e não totalmente.

Um dos que fogem a regra, pelo menos para mim é o Seth Godin.  Ele é um guru de marketing mas que, além de teoria consegue desenvolver soluções práticas.  Um ou dois anos atrás ele fez uma proposta para uma série de pessoas e eu fui um dos escolhidos (não faço a menor idéia do porquê mas).

A proposta era a seguinte:  Não façam MBA.  Venham trabalhar comigo por um ano, receberão pouco mas aprenderão 100x mais do que no curso.

Eu não tenho a menor dúvida de que isso é verdade, até fiz um post na ocasião.  Uma outra tendência refere-se aos currículos e está aqui:

Can I see your body of work?

Are you leaving behind an easily found trail of accomplishment?

Few people are interested in your resume any more. Plenty are interested in what you’ve done.

The second thing you’ll need to do is regularly note what you produce in a log or find some other way to keep track.

The first thing is more difficult: If the work you do isn’t worth collating and highlighting, you probably need to be doing better work.

 

Me faz pensar bastante… e a você?

Tomás

seth godin at the art of marketing conference

Professional wrestling is fake. I don’t know if you knew that or not, but now you do. A trusted source has informed you that it’s fake. And since they did, professional wrestling hasn’t looked the same. You notice stuff now when you watch it.

Betty Crocker is not a real person. But in the 1930s, General Mills bought up 30 minutes of air time to have Betty Crocker answer questions and share recipes. General Mills, at one point, had 200 women employed to sign Betty Crocker’s name. And what General Mills noticed is that the more of a presence they had, the more people bought from them.

You shouldn’t worry about what’s next. You should worry about right now.

All your problems are perfect. If they weren’t perfect, you would’ve gotten rid of it a long time ago. And the only way you solve a perfect problem is by getting rid of the boundaries that makes it a problem for you.

This is the revolution of our time. It’s the only one we get. You forgot what it was like to go to work 15 years ago. No world wide web, they were just installing fax machines.

This revolution is massive. It’s something completely different.

Colonel Sanders spent his life driving from city to city. Not because he loved chicken, but because he loved a new way of doing business. Without him, there wouldn’t be franchises.

What you have to understand is that Henry Ford’s revolution is dying. His revolution was (1) interchangeable parts, (2) mass production, and (3) interchangeable people. His system had one weakness: not enough people. Not enough people who were willing to sit still and do what they’re told for 10 hours a day. Not enough skilled workers.

They want you to fit in so that they can ignore you. They want you to buy what the factories make so you have no choice but to work in the factory.

Every revolution destroys the revolution before it before it yields the good stuff.

Are you gonna win by being more obedient? Or are you going to win by being more graceful? Graceful is seeing and believing and connecting.

But have you worked with someone who is graceful? Someone who knows how to troubleshoot? If you have a map, you don’t need to troubleshoot? Yet, this isn’t what we teach our children. We raise them to comply and be obedient.

We no longer need to remember interesting facts. Wikipedia does that. We need to know how to solve problems.

All straight A’s teach you is that you’re good at school. But most of us don’t run schools. Yet we hire people that are good at school.

Every company that’s succeeding hasn’t succeeded because they’re compliant. They succeeded because they were connected.

Take North Korea. They’re really good at complying in North Korea, but we don’t buy North Korean products.

It’s really easy to make products, now. We figured out how to make a lot of things that work. The hard part isinventing and initiating.

Competence used to be very valuable. But now it’s only one click away. It’s pretty straight forward to find competence now.

In bowling, the best you can do is a 300. But it gets pretty boring watching people battle it out between a 298 and a 299. We need to avoid bowling. Bowling is about doing the same thing we did yesterday, over and over. But what people talk about is what’s new.

The average tenure of a CMO in the Fortune 500 is 18 months. They think they’re job is clever branding and great riffs. But, in fact, the M doesn’t stand for “marketing,” it stands for “movement.”

If you create a movement of people who want you to succeed, you will. But if you try to market at people, you will fail.

Che Guevera was a movement. The Grateful Dead wasn’t a band, they were a movement.

You don’t have an iPhone because it’s a good phone. You have it because it’s a badge. It makes you part of a movement and part of a tribe.

Most of us don’t do physical labor for a living. We do emotional labor. It the work of your heart.

Art had nothing to do with painting. There’s a town in China where all they do is replicate famous paintings. That’s not art. It’s painting.

When your receptionist is better than the automated system, that is art. She is connecting with people.

You cannot do art without generosity. And the magic of the web is that you can connect with people and be generous. It’s easier than ever to give your gift.

The thing about fitting in is being the most average. It’s amorphous. But what’s average?

Going to the edges: that’s easy. We know where the fringes are.

Take our lizard brain, the one responsible for fear, revenge and desire. Now, the lizard brain is wrong a lot. The lizard brain is often afraid. It will short-circuit everything. If a plane is going down, it’ll make you start screaming, but screaming doesn’t help keep the plane in the air.

But what the market rewards are people who are willing to fail. And There’s a crisis here: There’s something we know we can do, but we’re afraid.

The object is not how do I get people to buy this thing? It’s how do I spread the generosity? How do I get closer to the tribe?

We didn’t invent the internet so you could run ads. There are ads on the internet because marketers paid money of them and people are happy to take their money.

The opportunity, the thing that drives you, is that the factory and building and the bank aren’t as important as they used to be. Rather, it’s the opportunity to be human and to lead and to give and to connect.

quando a verdade está ali na esquina

.. qual sua postura?

AS vezes, nós chegamos perto de descobrir quem realmente somos, qual o status de nossa situação, o que está nos atrapalhando.  Quando algo do tipo está acontecendo, você gosta, se empenha para descobrir o resto ou, se afasta com medo de aonde isso possa te levar?

 

Você se afasta um pouco do seu próprio cenário para aprender sobre.. você? seus hábitos, relacionamentos, forças? Ou, quem sabe, o que está direcionando o acesso ao seu site? Ou mesmo, por que não conseguiu determinado emprego?

Quando sua organização tem a oportunidade de se enxergar como cliente, seus diretores ficam felizes, tentando tirar cada oportunidade para aprender ou preferem a conveniência do que já sabem?

Existem mais espelhos disponíveis do que sempre existiu, as vezes, entretando, o que falta é .. a vontade de olhar.

 

Tomás

it’s (always) too soon to know for sure (seth godin)

Para quem não conhece, esse cara é um “criativo” do marketing.  Um dos melhores profissionais de marketing que eu tenho notícias, sempre vale a pena ler.

The cost of being first is higher than it’s ever been…

It’s entirely possible that you’re racing.

Racing to the market with a new product or a news story or a decision or an innovation. The race keeps getting faster, doesn’t it?

If you’re racing, you better figure out what to do about the times that you don’t know for sure…because more and more of your inputs are going to be tenuous, speculative and possibly wrong. Day traders have always understood this–all they do is trade on uncertainty. But you, too, if you’re racing, are going to have to make decisions on less than perfect information.

Given that fact, what are you going to do about it? I think it’s worth a few cycles of your time.

Is it smart to blog on a rumor?

Worth dropping everything and panicking because of a news alert?

Should you hire someone based on information you’re not sure of?

What about changing your website (your pricing, your layout…) based on analytics that might not be absolutely correct? How long are you willing to wait?

Given that you will never know everything for sure (unless you’re opting out of the race), some of the issues are:

What’s the cost of waiting one more day?
Are you waiting (or not waiting) because of the cost of being wrong, or because loud people are yelling at you?
Is the risk of being wrong unreasonably amplified by part of the market or your team? What if you ignore them and focus on customers that matter?
And have you thought about the costs of waiting too long? If you don’t, you’ll probably end up last.
Have you noticed how often stock analysts quoted in the news are wrong? Wrong about new products, wrong about management decisions, wrong about the future of a company? In fact, they’re almost always first and almost always wrong.

Rule of thumb: being first helps in the short run. Being a little more right than the masses ultimately pays off in the long run. Being last is the worst of all three.

A few people care a lot about scoops. Most of us, though, care about alert people making insightful decisions. Decide who you’re trying to please, then ship.

o segredo da criatividade é a curiosidade

E precisava vir um guru de fora para dizer isso?

by Seth Godin

The secret to creativity is curiosity.

We often forget to teach kids to be curious. A student who has no perceived math ability, or illegible handwriting or the inability to sit still for five minutes gets immediate and escalating attention. The student with no curiosity, on the other hand, is no problem at all. Lumps are easily managed.

Same thing is true for most of the people we hire. We’d like them to follow instructions, not ask questions, not question the status quo.

Yet, without “why?” there can be no, “here’s how to make it better.”