Keep Things In Perspective

It is not unusual to get bent out of shape, become angry, and to express our frustrations when things don’t go as planned. We do this when a potential client doesn’t select us for an assignment, when someone says something negative about us, our companies or people we care about, and in many more situations.

When we are presented with frustrating news and situations, we often forget to keep things in perspective. An incident several months ago reminded me about the importance of perspective.

Due to very heavy snow fall and rain in Chicago, many areas experienced flooding. The neighbors immediately next to our house were out of town – we called them to let them know about the flooding and to see if they had someone check their house. They already knew about the flooding. It turns out that they were visiting the Holocaust Museum in Washington D.C. and just as they had completed their visit, they received a call from their home alarm company reporting about the flooding and letting them know that their basement had more than a foot of standing water.

Our neighbor’s basement was ruined completely, but it paled in comparison to what they saw during their visit to the Holocaust Museum. The news about the flooding certainly wasn’t good, but when put in perspective, it wasn’t much.

I am not suggesting that you ignore frustrating news and situations. But when you presented with such news and situations, keep things in perspective.

Somali Pirates And Lessons About Negative Publicity

Today, hardly a day passes without a news report about how Somali pirates have managed to impact one of the most important sea trade routes in the world. In 2008 alone, pirates have attacked 90 ships and have successfully captured 14 of them. Recently, they seized a Ukrainian freighter transporting military equipment and a Saudi tanker with $100 million of crude in its holds.

Some countries, including Saudi Arabia and various Asian countries, have paid nearly $30 million in ransoms to the pirates – in 2008 alone. This response was similar to one used over 200 years when the U.S. faced threats of piracy from the Barbary pirates. Then, as reported by the Wall Street Journal, the U.S. opted to pay a bounty – spending nearly 20% of its federal income in an effort to placate the pirates. But those efforts only prompted more piracy.

At the moment, the world stands virtually paralyzed by the brazen actions of the Somali pirates. Major shipping companies are diverting some of their ships around the Cape of Good Hope, and transferring cargo to faster ships – increasing their transportation costs 25-50% – in order to minimize the risk of piracy.

So what does the Somali piracy crisis have to do with negative publicity?

Regardless of how careful we are, each of us (and our companies) will face negative publicity online. Negative publicity may come from one or multiple sources, and could come at any time. It can come from a disillusioned former employee, from angry customers, from people threatened by an innovative business model, from online bloggers or people who make their living spreading unsubstantiated and malicious rumors. In a real way, the prospect of negative publicity presents real world risk – analogous to the risk from Somali pirates to companies moving their cargo through what have become dangerous shipping lanes.

What can we learn from the global response (or lack of a response) to Somali pirates (and the earlier responses to historical piracy on the high seas)? Let me offer five lessons:

1. Engage Negative Publicity Head On. In the movie “Pirates of the Caribbean”, Captain Jack Sparrow is told that he is the worst known pirate. His response: “But you HAVE heard of me.” While that line in the movie generally gets a laugh, the premise that any publicity is good publicity simply isn’t true when it comes to running a business. Negative publicity is bad publicity, as most recently learned by Motrin.

When faced with negative publicity, your response shouldn’t be to ignore the problem. As the world has learned multiple times throughout history when dealing with piracy on the high seas – ignoring the problem doesn’t make it go away. Historically, the only effective method of dealing with pirates has been to engage them head-on and eliminate their threat.

In much the same way, you must engage negative publicity – and respond. You must do so quickly, thoughtfully, and decisively. And remember that the response doesn’t need to be an attack on the source of the negative publicity. Often, negative publicity comes in the form of a blog post by someone who either had a bad experience with you/your company/your company’s products or services, or from someone who really doesn’t know or understand you or your company. Sometimes, a direct discussion with that person could help to set the record straight.

2. Develop a Broad Strategy To Respond To Negative Publicity. Although the U.S. today is not the fragile country it was in the 1780s when dealing with the Barbary pirates, it would nonetheless be futile for the U.S. to attempt to unleash its military power against Somali pirates without International support.

Similarly, if the negative publicity is sufficiently serious, you should evaluate your resources to built a “coalition” that will help you respond. While a response on your own blog might be sufficient in most cases, you’ll often need to reach out beyond your own site in order to find a broader audience. For example, we recently had an opportunity to address the issue of spec work – No!Spec vs. crowdSPRING – on 37signals’ Signal vs. Noise blog. Although, we could have written an article in our own blog, we jumped at the unique opportunity to address a far bigger (although perhaps more hostile to our view) audience.

If you’re active on Twitter or other social networks, leverage your social friends to help you respond to the negative publicity. And if you are not active on social networks – what are you waiting for?

3. Don’t Panic. It would be relatively easy for shipping companies to panic because of the real threat to their cargo from Somali pirates. While the Saudis and certain wealthy Asian countries are able to afford expensive ransoms to buy out captured cargo, the rest of the world stands in a disparate position.

Learn from the reactions from shipping companies that are re-routing their ships or putting cargo on much faster ships. Rather than suffer paralysis – find ways to deal with the threat even as you and others around you are finding solutions to the root cause of the negative publicity.

Be persistent in developing appropriate responses to negative publicity, and be patient. Sometimes, it’s impossible to extinguish negative publicity in a short amount of time. For example, if a bad story about your company is ranked very high and come up in first page search results for your company’s name – don’t despair. Find ways to respond. Develop strategies for SERP and find ways to push that story lower in the organic search results.

4. Don’t respond impulsively. It would be easy for U.S. military vessels (or the military vessel of any other country) to start blowing up pirate vessels. In fact, last week, an Indian warship destroyed a Somali speedboat manned by pirates. But, would such an impulsive reaction truly reduce piracy? The pirates are spread out across thousands of square miles of water, from the Gulf of Aden to the Kenyan border along the Indian Ocean.

In the same way, it’s often tempting to respond impulsively when faced with negative publicity. But – that’s the last thing you want to do. An impulsive response threatens to spin the negative publicity out of control and runs the risk of making the problem even more damaging. Consider your response carefully, assess your options, and think multiple times before letting your impulses govern how you respond.

5. Look for the root cause of the negative publicity. Observers suggest that the Somali pirates are emboldened by the lack of an effective central government in Somalia. Poverty in the region is another contributing factor. It’s widely believed that any effective solution to stop Somali piracy must include efforts to improve the regional economy and to strengthen the Somali government. Without those actions, efforts to stop piracy will serve only as temporary stop-gap measures.

And that’s a lesson that also holds true when dealing with negative publicity. Make sure you evaluate the root cause of the publicity. Is it coming from a single source that had a bad experience with you/your company? Does it foretell of more such bad experiences by other people? Do you need to respond only to the source of the negative publicity, or do you need to deal with the heart of the underlying problem? Understanding the root cause of the negative publicity will help you to properly and effectively respond.

What other lessons about dealing with negative publicity can we learn from the response (or lack thereof) to the current threat from Somali pirates? Please share your suggestions in the comments.

Just Do It Right The First Time

Nike achieved unprecedented heights with it’s “Just Do It” campaign several decades ago. “Just Do It” has been one of the most memorable marketing slogans of all time.

We can all benefit from a variation on that slogan: Just Do It Right The First Time.

Let’s face it – while there are plenty of exceptions, we often try to take shortcuts in many of the things that we do. If we’re writing code, we’ll sometimes look for the fastest way to solve the problem, not the best way. If we’re fixing a bug, we’ll often be content with fixing the bug for a customer without finding the root cause for everyone else. If we’re creating a design, we’ll settle for something that might get the job done, rather than something we’re proud of. If we’re creating a wireframe, we’ll settle for one that looks OK to the client, rather than one that represents exceptional functional design. We are content with delivering customer service, not world class customer service. We tell clients what they want to hear, not what we as professionals believe they SHOULD hear. We compromise every day. We go through the motions. We suffer through our jobs. We settle for being average.

But we often reach a point when we recognize that band-aid solutions can no longer work, when we appreciate that we should have just done it right the first time.

For me, this epiphany came this past Sunday. I bought a new Blue-Ray DVD Player (Panasonic DB55) for my home theater. I thought it would take me 30 minutes to install the new player in my cabinet. But when I opened the cabinet, I remembered that every time I’ve replaced equipment in my theater, I’ve ignored making sure that wiring was properly secured and I also remembered that when I installed my equipment rack two years ago, I never spent time planning for upgrades. And so when I looked at it on Sunday, it was an utter mess and I simply could not easily install the DVD player – the rack would not roll out of the cabinet, would not turn, and was ultimately useless. With every piece of equipment that I installed over the past two years, I applied “band aid” fixes by figuring out ways to get the wiring in there without bothering with the rack itself. On Sunday, I had finally had it. I realized that I compromised one two many times. I realized that I would continue to be frustrated every single time I open my cabinet, and that unless I start over – from scratch – I would not be happy. And so I ripped apart every piece of electronic equipment in my theater and every removable cable, as you’ll see in the photo below.

It will take me a week to rebuild my theater. I know that had I done it right the first time, I could have saved myself lots of aggravation, and I would now be watching a Blue Ray movie (Iron Man) instead of writing about it. Lesson learned.

Have you made choices to apply “band aid” fixes rather than solve problems right the first time? Have you done something important without really putting your heart into it? Are you settling for average? Make a decision today to just do it right the first time. It’s not too late.

Five Reasons Why You Should Focus On Today And Not Tomorrow

People often worry about the future and make decisions that may not have any impact for months or years. While it’s important to consider the future, doing so might cause you to lose focus about the present. This is particularly true when running a business, and especially true in today’s challenging economic times. So, let me offer five reasons why you should spend most of your time focusing on today, not tomorrow. Here we go:

1. Companies change. If you haven’t read Founders at Work by Jessica Livingston – buy it. The book tells the stories of some of the best known companies of the last several decades. There are some important common elements to those stories: the first ideas aren’t always the best and be prepared to change your plans. Many of the companies profiled in the book are today respected for their sharp focus on their business. But when you read about those companies’ early days, it’s apparent that some were forced to change their business models in significant ways before finding something that worked. Those stories underscore why it’s important to focus on the now – thinking too far ahead might be a waste of time when you get there.

Here’s further proof that companies change: their brands evolve to keep up with the times.

2. Industries change. Time and time again companies have ignored major changes sweeping across their industries. Case in point: Getty Images initially was highly critical of iStockphoto but later acquired iStockphoto for $50 million. In a June 2006 article in WIRED – The Rise of Crowdsourcing – Jeff Howe discussed how smart companies in different industries were tapping the talents of crowds around the world. It took some time for companies to understand that entire industries in which they were operating were changing. Smart companies leveraged these changes and have embraced news ways to conduct business. Example: Dell’s IdeaStorm.

Those who become too fixated with long range planning often lose focus about today and fail to appreciate that their industries are changing. Regaining that focus tomorrow may be too late.

3. Situations change. While some visible Internet personalities are writing about how they’ve been oracles all along – predicting for a long time the monumental collapse of the global economy – the reality is that very few people predicted the dire situation facing companies today. And that’s fundamentally the truth about markets. Markets are fare more unpredictable than they are predictable.

Unfortunately, unforeseen events often cause people to react in predictable ways. Witness the almost cult-like shedding of costs by tech companies around the country. Companies are shedding costs by laying off staff and terminating vendors as if they’re following some magic formula which requires 10% reductions. Now for some companies – this is a necessity. There’s too much fat, too little business, and poor planning. For others, it’s a reactionary response that may ultimately hurt them.

I am not suggesting that companies should ignore the economy and should not shed costs. But the economic downturn hasn’t changed the fundamental truth about what it takes to build a successful business.

By losing focus on today and following the pack, many companies think that they are focusing on today when they prepare for a harsher economic climate. They are wrong. In a recent post – The Beauty of Pirate Ships – Chris Brogan nicely captured the strategy employed by pirates. Chris Brogan pointed out that companies should not blindly get lean for the sake of getting lean.

“In the coming months, there are strategies one can follow to try and survive. Some companies are hunkering down, cutting their spending, tightening their expenditures. Some are laying off, getting lean. Others are slashing their projects and sticking with what they’d been doing for the next year, shifting their efforts into preserving what they have instead of pushing forward.

I think that’s the worst plan in the world. Forget the ship. Don’t preserve the ship. Go after the prize. Take on the far more dangerous-but-rewarding stance of seeking the treasure. If you’re a company, set the targets and launch your ships. If you’re one of the pirates, look for the reward, not the larger story.”

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Worry About What You Say More Than What Others Say About You

he blogosphere and print media are full of articles about corporations leveraging the Internet, including social networks such as MySpace, Facebook and Twitter (among others), to provide customer service and to manage their online reputations. I recently wrote about “personal brands” and whether people are brands.

We spend far too much time worrying about what others say and write about us and not nearly enough time thinking about what we ourselves say and write. For some, a blog article or post on Twitter is solely a sound-bite to generate controversy and “followers”, with little regard for the impact our words might have on others.

We all become frustrated and angry at one time or another. And there are times when we want nothing more than to demonstrate our mastery of the written word by leaving insulting and negative comments online.

You don’t improve your reputation by lowering the reputation of others. When you direct negative comments or insults to someone, your words impact both their reputation and yours.

Don’t fall prey to the temptation. Follow the examples set by those who understand that “a reputation for a thousand years may depend upon the conduct of a single moment.” [Ernest Bramah - an English author]. Think twice – think three times – before you put your own reputation at risk by attacking someone else.

“Personal Brand” – An Exercise In Linguistic Olympics?

People find reasons to disagree about many things. Sometimes, what appear to be substantive disagreements turn out to be little more than smoke and mirrors.

Take for example the subject of “personal brand”. David Armano’s new “Brand U.0 Blog focuses on personal brands. Chris Brogan recently listed 10 articles from his blog about personal branding. And shortly thereafter, Jason Bender wrote a short article in his blog titled “People Aren’t Brands. Ever”. Jason Bender disagreed with Armano and Brogan – and argued that “people ain’t brands.”

Here’s the irony. They are all saying the same thing. A personal brand is your reputation. Pure and simple. There’s a great simplicity to the term reputation – everyone knows what that word means. There’s less simplicity to what is a brand – that’s been the domain of agencies and marketing specialists.

But let’s not fool ourselves. Reputation has always been important. The Internet didn’t create the notion of “personal brand”. Web 2.0 didn’t create the notion of “personal brand.” Gary Vaynerchuk didn’t create the notion of personal brand (although he is demonstrating firsthand how one can build a great reputation online). There is no new “movement” of people as brands.

Reputation has always been important.

And that’s why the debate about “personal brands” is purely linguistic olympics – it’s a debate about something that’s not really in dispute. There’s no real disagreement about what it takes to build a good reputation. Among other things, it takes time, effort, and the sharing of insights and ideas. This is what it takes to build a brand. And marketing-speak doesn’t shortcut that process. Nike didn’t become a “brand” overnight. Neither did Apple, Google, or any of the top brands in the world. Similarly, the people whom many admire online – Chris Brogan, Gary Vaynerchuk, Jason Fried, Guy Kawasaki, David Armano (among others) – they gained their reputation after investing time, effort and the sharing of insights and ideas. Over a lengthy period of time.

And that’s why the disagreement about personal branding is a lot of smoke without much substance. I wanted to accept Chris Brogan’s statement that a “strong personal brand is a mix of reputation, trust, attention and execution.” But at the end of the day, I don’t buy it. When you have a strong reputation, you have built trust. When you have a strong reputation, you command attention. When you have a strong reputation, you can execute better because of that reputation. If we want to call this a brand – fine – but we can call it an elephant and it’ll still be the same thing – reputation.

Those people who have built a strong reputation are trusted by people who listen to them, command attention, and can execute better. How did they do this? Time. Effort. Sharing.

There’s no secret formula. There’s no secret sauce. It’s always been about reputation. Reputation has always been important.