How to Change Things -- And Yourself

I am not one to get all gushy about business books. I read a lot of them on a nearly one-a-week basis because of my podcast interviews with the American Marketing Association. However, I am so pleased to be reading Switch: How to Change Things When Change Is Hard. This is the second book by co-authors and brother writing team Chip and Dan Heath.

Their first book, Made to Stick, was a New York Times bestseller and is a must-read for any communicator of any type -- period.

Okay, so for the gushing...

I am a whole 24 pages into this book and it appears to be another must read. Within the first chapter I've already learned about three surprising elements of change and how to apply them to my advantage.

1. What looks like resistance is often due to a lack of clarity.
2. What looks like laziness is often exhaustion.
3. What looks like a people problem is often a situation problem.

I'll admit, I was surprised at the admittedly simple description of why change fails so often, but equally excited at the opportunity to unlock these ideas in my own work life. And what's even better is that next week I'll be interviewing Chip and Dan about their new book -- the podcast will be posted soon after.

If you have questions you'd like me to ask Chip or Dan, let me know. I'll be happy to include what I can in the podcast interview.

-- David Kinard, PCM

Rethinking about Reorganizing

Silos block us from thinking in a coordinated fashion about our customers, says author Ranjay Gulati. I had the pleasure of talking with him about his new book Reorganize for Resilience. It's one part common sense and 99 parts practical advice on how to break down silos and focus on integrated solutions that drive customer value.

Specifically, Gulati writes about five levers we can pull to reorganize ourselves for resilience:

1. Coordination
2. Cooperation
3. Clout
4. Capabilities
5. Connections

Gulati also said in my interview with him that sometimes customers can't always articulate what they want, but that is where our creative efforts should be. I was struck by this statement in terms of how non profits work to solve problems for people who are often so overcome by their situations that articulation of solutions is beyond their capabilities. The irony, however, is this invaluable skill employed on behalf of the populations served is often lacking when it comes to funders. Funding organizations and peoples have problems too that need to be solved -- albeit different ones. Helping them to articulate their needs in terms of ROI for support is essential in driving up participation and dollar amounts.

What donor problems have you uncovered? What have been your solutions? Did you have to breakdown any organizational silos in your non profit or the donating org to get a solution in place?

-- David Kinard, PCM

Why are You Still Unemployed?

I need to be careful in this post as I am going through the process of hiring a new team member in my department. But I wanted to give some feedback to those of you who may be unemployed and can't seem to break through to an interview, or even a job offer. And, as always, I'll bring this around to why non profits continue to struggle with their marketing and what they can do to fix it.

First, your resume is your elevator speech. It is your first and last impression. It needs to be packaged to set you apart from all the other noise. For example, I am hiring a graphic designer and we've had more than 40 people apply for this position so far (actually, I think we have more than that -- those are only the resumes I've seen). My first pass was to go through the resumes and remove any resume that wasn't designed. If you can't package your own content, how should I expect you to package my company's content?

While not everyone is applying for a graphic design position -- you are applying for something and trying to sell yourself. How have you packaged your content? How do you stand apart from the rest of the crowd? Are you one of many, or one of one? Non profits have the same issue when it comes to their direct mail and other promotions. Have you packaged yourself in the same envelope, same tri-fold, same flyer as everyone else? How do you stand apart?

Second, in your resume and cover letter you have to make me the subject of your focus. Nearly all the resumes I review are focused on the person. Well, it's the standard convention, right?!? However, occasionally there is one that stands apart because it talks about what you will do for me, what I get from hiring you, what the benefit to me is. Those that make this leap from self-focus to value proposition make the second cut.

Non profits spend a lot of time talking about themselves, the work they do, how important it is, and how good they are at doing it. Yes, that's all fine and well, but so what? At the end of the day there are hundreds of thousands of other companies also performing in a similar fashion and saying the same things. Tell me how your work will improve my life. Tell me how supporting you will benefit me. The value of answering these questions in this way demonstrates you understand your audience and that you can solve their problems or address their needs. Doing so puts you light years ahead of everyone else.

Finally, deliver on the promise. Your resume has been picked and you're scheduled for an interview. An expectation has been set -- by you -- based on the impact and positioning of your resume content. Make sure you meet that expectation, and over deliver against it. Prep, study, learn, absorb. Don't come into the interview cold. Have questions ready, read blogs, search the Web for links, Google the interviewer; whatever you do, don't do nothing!

Non profits who capture the hearts, minds, hands, and pocketbooks of their audiences must also be sure to deliver the experience that target is expecting. Recently I got a group of people together to donate money to a cause that buys livestock for people around the world. The brochure was amazing and I was looking for an equally amazing high once I put in my credit card information and hit the send button. I was less than thrilled with the confirmation screen and follow up since then and am not as jazzed to support them again. Something got lost between the promise, and its delivery.

So, why are you still unemployed? I am sure there are lots of really good reasons. It's a tough economy and a tight job market. I get that. But you need to make sure you're not sabotaging yourself by missing these simple three points.

-- David Kinard, PCM

Go Back and Change Someone's Mind

I've had the chance to interview Jack Trout three times in my career. The first time I was working to get him to come to Seattle and speak to my chapter of the American Marketing Association. The second time was when we talked about his (then) new book In Search of the Obvious. This time, I spoke with Jack about his latest book -- one that revisits his seminal work of nearly 30 years ago.

While positioning was all about the battle for the mind, Repositioning is about adjusting those perceptions once they've been made. He liberally uses the examples of Mac versus the PC -- how Mac changed the argument from one of technology to the type of person you wanted to be. This is just one of the three keys he mentions: competition, change, and crisis.

Trout spends a lot of time talking about the difference between value and price -- and how they're not the same thing. While that may seem obvious, it isn't common practice. What stirs someone to want to make an investment into a product -- to find that there is something special in that product or service? Trout says it's about repositioning your argument based on what they're telling you.

While this may seem tried and true Trout, you're right. Trout has been selling the same choir book for more than 30 years now, but it is so fundamental and so truly important that the refresh is welcome. While we can learn from history, and other people's mistakes, I think we can also learn from Trout on how to set ourselves apart from the masses, and deeply entrench our value promises in the minds of our audiences.

Specific to non profits, Trout suggests that everything he's written completely relates. He goes one step further to note that not only do non profits need to get really good at what they do, but they also have to be seen as specialists. I can't agree more on these two points. Non profits must be experts at doing what they do, but they also have to be seen as niche experts and leaders -- those practitioners worthy of special consideration and funding.

-- David Kinard, PCM