A friend of mine told me I should buy stock in 3M, because I go through so many Post-It Notes. She’s right. My office walls are covered in them.
Every time I write a speech or a major document I begin the project with a brainstorming session. I collect all my ideas, stories, stats and key points on Post-It Notes, and place them on my wall. I consider what I want to say, I analyze my audience and I try to isolate the key ideas.
I love the physicality of brainstorming with Post-It Notes. They make ideas so much more tangible and real, and give them a gravitas I can’t achieve on a computer. They also feed a process of slowing me down, and purposefully considering what I want to say.
Identify your destination
When you dig a little you realize there’s never a shortage of content, ideas or stories to share. You have a lifetime of them. The challenge is how to focus.
To craft an impactful message – whether in the form of a speech, a movie, an essay or a book – you have to really isolate the destination:
- What’s the key message?
- What do you want your audience to do?
- What is the one thing the audience should take away?
PowerPoint and writing comes second. Figure out the destination, and then choose which stories, stats and ideas will get your audience there.
My wall of Post-It Notes helps me find my destination. Once I complete my brainstorming session I study my wall and group ideas. I try to pick out themes and patterns, and I keep asking myself, “What is the one thing I want the audience to take away from my speech?” Very soon it becomes clear, and I can begin crafting my speech.
Organize and tell a story
A visual wall of ideas makes the writing process faster. Rather then muddling around trying to connect stories, the process helps me discover my destination and provides a starting point for which stories to share.
When you lack a structure to craft your message you can get caught up in clichés and dated formulas. Nick Morgan wrote in a recent blog post,
The oldest chestnut in public speaking advice is to “tell ‘em what you’re going to say, say it, and then tell ‘em what you said.” … Unfortunately, that’s bad advice.
Nick goes on to explain a speaker’s job is not to tell the audience the destination, but to take them there. Organize your stories and ideas to draw your audience to the one thing you want them to do, and make it an experience – that’s when your messages get really impactful.
Before I put pen to paper, I pick the top stories I want to share. This is a culling process. The goal is to get the wall of Post-It Notes down to a small grouping of highly relevant, impactful messages. Each should build on the next, and all are working to pull the audience to a destination.
How do you craft your content?
We all have different approaches to writing and communicating? What’s your approach? Do you incorporate Post-It Notes into your creative process like I do?
April 4th, 2012 
Posted by Jeremy Miller
Your company’s social media policy, or lack of one, reveals a lot about its culture. Is yours open and collaborative, or closed and restrictive?
I find it shocking when companies lockdown their firewalls and implement policies to prevent their staff from using social media. It clearly demonstrates a lack of trust. I saw this in the late 90′s while in university.
During the summers I worked in IT support. One of my big projects was to lockdown the firewall to prevent ‘the guys in the back’ from accessing inappropriate content. We installed tools to prevent users from accessing porn and gambling sites, but we also configured it to prevent people from accessing personal email, IRC, discussion boards and a host of other sites.
All this time and resources went into creating proverbial horse blinders. The executive team did not want anyone wasting time ‘playing’ on the Internet. They felt locking it down would create a more productive and focused workforce.
I saw the opposite. The Internet prohibition created a division between staff and management. The staff clearly saw they weren’t trusted, and acted accordingly.
Punitive social media policies are misdirected
Trying to prevent employees from using social media on company time is futile. Even in 1997 and ’98, preventing people from using the Web was exceedingly difficult. Today, well it’s next to impossible. With smartphones everyone has the Internet in their pockets.
The real question is why does a company need to lockdown access to social media? The general perception is employees shouldn’t be playing on Facebook, YouTube or Twitter on company time. But locking down access to the Internet isn’t the solution.
Employees that waste their days on social media are a symptom of a greater problem, an HR issue. You need to fix the job, the employee or both. A one size fits all social media policy isn’t going to solve a structural HR problem. It’s going to exacerbate it.
The time wasters are going to find other distractions, solitaire anyone. Meanwhile everyone else is restricted, which can backfire and materialize in a host of other HR problems.
Create a culture of collaboration
Restrictive social media policies set management up to be parents. Instead of worrying about employees goofing off, embrace the tools.
Social media isn’t going anywhere. It’s a primary platform of communication like the phone and email. Lift the prohibition on social media, and use it to enhance engagement and collaboration.
Engage your staff, and ask questions. How can these tools improve communication, learning, collaboration and teamwork? How can they improve and develop the corporate culture? How can they better serve both employees and customers?
Often our greatest strengths are our weaknesses. They’re two sides of a coin. To break the misuse of social media, embrace it and focus on its strengths. Get everyone involved, and prove that these tools make for a stronger, more productive team.
Trust your employees. It’s that simple.
(Image credit: Marcus Miller)
April 3rd, 2012
Posted by Jeremy Miller
Steve Jobs wrote, “I hate it when people call themselves ‘entrepreneurs’ when what they’re really trying to do is launch a startup and then sell or go public, so they can cash in and move on. They’re unwilling to do the work it takes to build a real company, which is the hardest work in business … build a company that will stand for something a generation or two from now.”
Steve’s quote resonated with me, and was the inspiration for a talk I delivered at the Canadian Association of Family Enterprises (CAFE) yesterday. Family businesses have some of the most impressive entrepreneurs, because they build businesses that thrive for 25, 50 or even 100 years. Which in itself is nothing short of remarkable.
I was really excited to give this talk, because I’ve grown up in a family business. My parents, Donna and Marcus, founded an IT Staffing firm in 1989, and I joined their business in 2004. I am very grateful to work with my parents’ company, because they’ve taught me what it means to be an entrepreneur.
Create a culture of entrepreneurship
To grow through the generations requires a culture of entrepreneurship. In this market and in this economy the pressure on businesses to change and adapt is at an all time high. The strategies and value propositions that made the first generation successful won’t remain relevant forever. To maintain growth, family businesses must continually rethink and reposition their businesses for the times.
I faced these immense market forces head on when I joined my family’s business. During the 90′s and early 2000′s my parents’ company did very well, but when I joined the business in 2004 the market had changed. The tech boom was over, the dotcom bubble had burst and Ontario was coming out of a mild recession. The strategies that had worked so well for my parents were no longer applicable, and we had to change directions.
2004 was a painful and stressful year. It’s hard to see your business collapsing around you, and not knowing how to turn it around. And it’s really easy to get caught up in the past, and try to claw back to what you had. But to grow requires change. My parents taught me “it’s not about the business you’ve built, but the business you’re building.”
Their simple phrase summed it up. Growing through the generations takes more than knowing how to run the business, it requires leaders that are continually building and evolving business.
Develop next generation entrepreneurs
Developing next generation entrepreneurs is a core responsibility of the first generation. Too many founders don’t let go and hold onto control for too long. This is a mistake. If a founder holds onto control for too long they’re cursing the next generation to be caretakers, not entrepreneurs. Caretakers are great at maintaining the strategy and persevering, but they lack the essential skills of repositioning and pivoting the business. And if the next generation can’t pivot, the business won’t survive.
Every family business has an opportunity to develop next generation leaders. My advice to CAFE’s audience was to immerse their next generation leaders in the strategic direction and planning process of their businesses. Get them involved in making critical decisions, and make sure they have the skills to rethink, reposition and lead their businesses for the next 25 years.
There’s no guarantee that the strategies that are working today will be relevant tomorrow. Actually, it’s a safe bet to assume they’ll be displaced in the not too distant future. Technology, markets, globalization and lots of other trends are moving too fast. This means next generation leaders need to think like entrepreneurs, and always be building for the future.
What’s your take?
(Image credit: phill.d)
March 30th, 2012
Posted by Jeremy Miller
It baffles me when people try to “wing it.”
I see it all the time. Job seekers show up to an interview, and they haven’t done their homework. They don’t know what the company does, why the job is important or how they’ll be successful in it. They just expect the hiring manager to lead the meeting, and quiz them about their resume. That’s not enough.
Even worse are speakers who don’t prepare. Some people think they’re naturally charismatic speakers, and believe preparation will stifle their personality. They think preparation will make them robotic on stage, which is bullshit. They’re winging it.
When you wing it you are blatantly stating you don’t value your audience and you don’t value your expertise. You’re just going through the motions.
Sometimes it’s ok to go through the motions
You don’t have to be on all the time. Most of the time you’re going through the motions, and getting through an activity. Do you conscientiously brush your teeth by carefully planning each stroke and hand position? Not likely. I doubt you’re fully engaged when you drive to work either. Do you sometimes arrive at your destination, but can’t remember how you got there?
These are activities you do every single day, and most of them are just filler. They’re part of your routine. You go through the paces, get the activity done and move onto the next one. They’re habits.
Never wing it when it matters
But when it counts, winging it is not an option. An interview, a sales call, a presentation or any activity that matters deserves a hell of a lot more than showing up. Even if you do these activities a lot, focus on it when it counts.
I’m going through the prep process right now. I am getting ready for a speech next week titled, “Rebranding for the Next Generation”. I am one of ten speakers delivering 20 minute talks at an event put on by the Canadian Association of Family Enterprise. (If you’re interested, tickets are still available on their site. It’s on March 29 at the CN Tower.)
The speech has been a labor of love. I’ve written and rewritten the script three times. I’m rehearsing it daily, and I’ve been getting as much critical feedback as I can ahead of time. I’m doing everything I can to prepare.
I’m sure I could do a decent job on the speech with a day or two of prep, but that’s not my style. I am investing all that I can to honor my expertise, my audience and myself.
If you’re winging it, ask why?
We usually wing things for two reasons: we’re scared, or we don’t want to do it.
If you catch yourself winging it, take a step back and ask why. Why are you winging it? What’s preventing you from investing your all into the activity?
Figure out why you’re winging it, and make a decision to move forward. Are you going to purposefully prepare, or purposefully decline? The choice is yours.
What’s your take?
(Image credit: Svein Halvor Halvorsen)
March 23rd, 2012
Posted by Jeremy Miller
Search is one of the most immersive Internet tools in our lives. Have a question, Google it. It’s what we do.
The impact of Google hit home for me this week as I evaluated a series of student presentations at Ryerson University. During one of the talks the speaker asked the class, “How much money do public schools invest in textbooks?” At first I thought it was a rhetorical question, but then a few students picked up their phones and looked up the answer. The class didn’t need to memorize the information, because it sits in their pockets.
We don’t give search a second thought anymore. Google is ubiquitous. But this got me thinking. Is Google really our primary source of information? I had to pause for a moment, because right away I remembered Marketo’s stat that “93% of B2B purchases start with search.” But that’s not quite right. Google is ubiquitous, but relationships still trump Google.
Google is valuable, but relationships are influential.
We listen to our friends
The Kony 2012 video did not achieve over 100 million views, because of search. It went viral, because people shared the video with their networks. Relationship spread the content around the world at breakneck speeds.
Our networks are an integral source of information, because we know and trust the distributors. When you see a link on Facebook or Twitter from someone you trust, you’re likely to click on it. Especially if you know the person typically shares stuff you like too.
Invest in your network
Lawyers, investment advisors and accountants all cross-pollinate, because they know their networks overlap.
For example, a business owner may be considering an acquisition of a key competitor. The owner calls his accountant to strategize, and through the conversation a few legal topics come up. Naturally the accountant refers a lawyer she works with on these kinds of transactions.
The network connects seamlessly, and the referral carries far more influence than anything a Google search could deliver. This doesn’t mean the business owner doesn’t Google their options. Rather the network trumps Google, because it comes from a trusted source.
Networks are exceedingly powerful. They are a source of information, a source of guidance and a source of credibility.
Networks are not new
The irony is the power of networks is not a new. Networking is the oldest form of marketing. A hundred years ago people knew their vendors personally. They knew the butcher, the baker and the candlestick maker. And they took their recommendations seriously.
The last 50 years of TV advertising has dulled our sense of community and networks. Social networking is not new. It just feels new, because we’ve added technology to the mix.
When we get back down to basics, people buy from people. People learn from people. And people share information with people. It’s these relationships that carry true influence.
(Image credit: Ed Yourdon)
March 22nd, 2012
Posted by Jeremy Miller
“A great ad campaign will make a bad product fail faster. It will get more people to know it’s bad.” – Bill Bernbach
I have been pondering this quote a lot this week. Earlier in the week I blogged about what makes Kony 2012 sticky. I’ve found this campaign completely captivating. In ten days the Kony 2012 video has been watched close to 100 million times (80 million views on YouTube and 17 million views on Vimeo). By all accounts this has been one of the most viral campaigns of all time. But as much as I admire this campaign, I have to wonder if it’s actually a failure for Invisible Children.
I first sensed there was a problem with the campaign when I shared the video on my Facebook page. Within seconds of posting the video I received a comment, “Look into it a little more before you go praising this film.” I wasn’t expecting that kind of a reaction.
So I did what anyone would do, I Googled “Kony 2012″. I was surprised. I found as much controversy as I found praise. People were pointing out that the film was too simplistic, and even questioned the objectives and operating practices of Invisible Children. Ethan Zuckerman has written on the issues and complexities of the situation in Uganda in a post titled, “Unpacking Kony 2012“. It’s an excellent commentary.
The controversies have continued to balloon. On March 13, the African Youth Initiative Network (AYINET) screened the film for thousands of on lookers in Northern Uganda. The crowd was excited to see the film that was so popular in the United States, but was horrified by what they saw. They were upset with the simplification of their plight, the focus on the filmmaker and his son, and the goal to make Joseph Kony “famous.” The crowd rioted, and further screenings in Africa have been cancelled.
Social media giveth and taketh away
Social media made Kony 2012 the most viral video of all time, and social media is tearing it down equally fast.
Ideas have an incredible velocity today. Our connections and networks are all compressed and interconnected through platforms like Facebook and Twitter. When a simple, powerful call to action like the Kony 2012 video is inserted into these networks it can spread like wildfire.
The problem with viral campaigns is the brand can lose control of the message as soon as it goes viral. The idea sparks sharing, and sharing sparks dialogue. If the network begins to challenge and attack the idea, as they are with Kony 2012, the brand can be irreparably damaged.
Do you really want viral content?
I really hope Joseph Kony is captured and arrested in 2012. It’s a worthwhile goal, and I want to see it achieved.
But the campaign is also a good warning to brands. Lots of companies are looking at social media, and trying to create viral content to put their brands on the map. The desire is fine, but it can also backfire. If there are questions about the campaign’s authenticity or motives, or even the organization’s authenticity and motives, it can trigger a devastating PR crisis.
I’m continuing to watch the Kony 2012 campaign. I think we’re witnessing an incredible case study in the making.
What’s your take? What lessons can brands take from the success and controversies of the campaign?
March 16th, 2012
Posted by Jeremy Miller
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