Someone asked, “What do you do to get started on a new social media project?”  Within the question was an assumption: that social media is yet a mystery.

It used to be that in order to sell something, it was important to be a destination.  Customers would go and see you in person.  Then mass media was invented and suddenly, communication became one-way.  Potential customers would see your message from the safe distance of TV, or a newspaper.  Marketers almost never had to go and speak to them in person.  Now, we have social media.  We’re talking to each other again.  We’ve come full circle.

But the tools can be intimidating if you’re not used to using them.  Here are three ways to jump start your ability to get to work.

  1. Always be experimenting
  2. Honor your creative ideas everyday
  3. Listen

ALWAYS BE EXPERIMENTING

If you are in the habit of exploring new mediums, you will find them easier to use when pressured to try something new.

Make it a goal to adopt new communications tools as they come up.  There are so many that no one can do them all.  But if you’re constantly exploring, you’ll be closer to your audiences.  You’ll have a better idea of what will stick when you need to reach them.

HONOR YOUR CREATIVE IDEAS

Don’t just think them.  Let them out.  Take ten minutes to empty your brain with free-flow writing.  Doodle.  Cook something new.  It doesn’t have to be big.  It doesn’t have to be for anything important.  But DOING it is important because you need to get your ideas OUT.

Think about it.  All day long we’re hit with media.  We’re on the Internet, we’re catching the news, we’re briefed on new clients.  Experts on creativity say if you don’t take time to get your ideas out, then you WILL be blocked when you need an idea fast.

Think of it as energy.  It has to keep moving.  It has to keep flowing.  If not, it will become stale and stagnant.

LISTEN

The third and final way to jumpstart your ability to get to work is to listen.  Listen for what your audience needs.  Listen for how your audience can be reached.  Are they on Twitter?  Would it be better to go with mobile phone messaging?  Are they blogging?  Are they talking about your company?  What are they saying?  Do they need help?  Do they have complaints?

Listening helps define your project.  The more clearly defined you are, the better you know how to maximize your resources.  Listening is critical to setting yourself up for success.

“Classical” horsemanship adheres to a formal a training scale.  Pointless (possibly harmful) to work on [G] when [A, B, C] aren’t solid.”  @KathySierra on Twitter 6/17/09

Social media and innovation are hot topics.  As the bottom falls out beneath traditional media models, ad agencies are racing to find solutions.  Where should they put their resources?  How do they stay ahead of change?

In the words of author Anne Lamott: “Bird by bird.”

That is to say, take things one step at a time.  Define where you want to go.  Then take stock of where you’re at.  What do you need to fill that gap?  Lamott was talking about a grade school student essay with a looming deadline.  The topic was birds.  The student? Hit with an acute case of writer’s block.

A parent suggested that the student simply start.  “Bird by bird” refers to scaling things down.  An essay, to a grade school student, seems like a daunting task.  But if you break it down into nuts and bolts, and go step by step, it becomes manageable.

I’ve seen the exact same thing lead to break-through innovation inside a Fortune 100 company.  Sometimes it’s as simple as wanting to solve an irritating problem.  Said another way, it’s the time and attention paid to what once was merely a wish.

“I wish our 125,000 employees had a faster, yet authentic way to share information with each other.  I wish it didn’t have to be filtered or approved by a third party.  I wish I could speak freely, and that everyone else could, too.”

The above wish turned into a basement experiment, that turned into something tangible that could be shown to one or two friends at work.  The next thing that happened was that a tiny flame grew to a comfortable fire.  Little by little, the idea won supporters.  Each time, funding grew a little more, and a little more, until sure enough, the entire company was using it.

It turned into the very solution that had once seemed impossible: 125,000 employees were free to exchange thoughts, questions and information with each other, securely within the company, and speak freely with each other.  Essentially, it became a social network, using marketing/communications principles, that allowed the company to be nimble and responsive in its marketing externally.

People often want to leap to the finish with a grand gesture.  Innovation is often much smaller than that.

It’s okay to work through the bugs, one at a time.  Indeed, it can often be harmful to leap to step G when steps A, B and C are not yet in place.

Give yourself a solid platform from which to reach to each next step.  Test it out. Make a prototype.  What do you like?  What would you change.  Don’t get bogged down in perfection.  Just make it stable.  The next step will reveal itself.

And if you see that steps A, B, and C do NOT seem stable, give yourself another week, or some sort of extension.  Get your footing.  Then reach out and leap.

I saw a documentary on photographer Annie Leibovitz in which she talked about how her family would go on long road trips when she was a child.  She would sit in the back seat, eyes fixed on the passenger window, and what she could see through it.

Thus was born her powerful sense of how to frame images in photography.

When I was a child, I was sent back and forth between Canada and the U.S.  I had one parent in each country.  People don’t think of Canada and the U.S. as being very different, so maybe it was family differences or even class differences; let’s just say I had a lot to consider regarding how to bridge the gap between cultures.

In order to reconcile these differences, I turned to books.  I read all kinds of books but nothing enchanted me more than fairy tales.  Because this new American world seemed so fast-paced and distracted, I wanted to understand what was driving it.  I don’t know that the fairy tales tied specifically back to my situation, but they gave me a sense of ancient values that had been passed down.  While they didn’t justify the behavior, they helped me understand how to navigate it.

Odd, I’m sure, but even today there are times when the most counter-intuitive action is the one that works.  In so many cultures, there are stories of how a shepherd is ordered to clean out a barn.  He tries and tries, but with each pitchfork of hay he clears, ten times the amount magically replaces it.  Along comes a dwarf or some mystical creature, who says to do the opposite – start pitching the hay back into the barn.  Lo and behold, the barn clears, and the shepherd is rewarded.

In real life, we’re taught to keep our noses to the grindstone, yet just today, I saw reports on Twitter on how people can increase productivity by taking breaks.  It seems counter-intuitive, yet it works.

That’s just one example.  Whenever I travel to a new country, I still reach for its fairy tales, first.  They tell me how people are motivated, and give insight into their values, fears and treasures.  They whisper about the driving forces that may not make sense on the surface, yet hold an age-old wisdom of their own.

What lense did you look through as a child, and how is it shaping your world today?

So much depends upon correctly framing a problem.  Whether you’re solving a marketing problem, or trying to figure out what to wear, success depends on how closely you’ve paid attention to how each variable impacts the others.

For instance, one creative problem can be choosing an outfit.  In order to be a hit, we need to know:

  • Where we’re going.
  • Weather
  • What we’ll be doing
  • How others will be dressed.
  • What’s our role compared to others: speaker, host, guest, fly on the wall?
  • What works well given our height, weight, coloring and facial features?

So, apply this to marketing.

One of my favorite yoga classes has been canceled.  It hasn’t been attracting attendance.  (It gets about 10- 15 per class vs. the 20-30 per class the others do.) Why?  And how do we fix this?

WHY

  • The class is a high quality, advanced class.
  • Fewer potential attendees are ready for this level of yoga.
  • Most yoga class attendees at this health club are interested in a beginner level.
  • Beginners have not yet developed a sense of what is or isn’t quality yoga.
  • The instructor has an accent; it takes some getting used to.
  • The instructor’s approach is an authentic but very slow approach.  She doesn’t use music.  For the novice, the first few classes seem to move at a snail’s pace.

SOLUTIONS?

Do we change the instructor’s high quality approach?  Or do we change the way we talk about it?

This is the crux of what every marketer faces.  What do we change?

By canceling the class, the health club has lost me as a member.  I was loyal, I’d been there five years.  Isn’t it harder to find new members than to keep an old one?

So, what if they kept the class, but talked about it differently?

  • Let people know in advance that it’s a different kind of class.
  • Explain the benefits of moving more slowly.
  • Find a “brand champion” like me to use as an example.
  • Incidentally, I’m often taken for being far younger than I am.  At my last family reunion, relatives marveled over how I hadn’t aged.  Everyone wanted to know my secret.  Yoga is a big part of it.
  • Play up the uniqueness of having a foreign instructor.  Make it an opportunity, not a detriment.
  • Let people know that it does take some time to develop a taste for this type of class.  It’s not for beginners.
  • Celebrate members who have become advanced enough to handle the class. It’s an achievement.  Up until now, it hasn’t been touted.

What would you do?

I grew up with parents who loved to entertain.  Hundreds of people would come over for a pig roast at the height of summer.  For smaller gatherings co-workers would be treated to tiny details that made ordinary things seem extravagant.  If I listed them here, they wouldn’t make sense, for they were so highly customized for each person.

But the true art to entertaining is in knowing how to salvage a moment just as dinner burns, you’ve run out of plates, or someone’s sloshed their bloody mary onto another’s white dress.

Parties and marketing rely on planning.  You need to know who’s coming, how many guests there will be, what to serve, how much to buy and so forth.  But no matter how well prepared you are, jeopardy hovers.  In fact, I’ve come to feel that in producing a big marketing event, if something DOESN’T go wrong at the last minute, the overall event will be a flop.

Our parents knew this, and our grandparents knew it.  In an episode of “Mad Men,” the lead character, Don Draper, surprises his wife by bringing his boss home for dinner.  She’d prepared only for two, but artfully forgoes any steak for herself, feigning that she wanted to “eat light” that evening.  Okay, TRY to bypass the old-fashionedness of the moment.  The point is that the unexpected happened, and she dealt with it seamlessly.

So it is in marketing.  We research.  We brainstorm.  We check the competition.  We plan, we nurture.  The marketing becomes our baby.  At the end of the day, something can still go wrong.  All you can do is do your best, and then have your reflexes at the ready to know how to adapt for the unexpected.  There WILL be unexpected variables.

Experienced marketers have come to understand this.  When a “crisis” strikes, do they panic?  Perhaps, for a moment.  But a good team always knows how to find a solution.  As many a 1960s housewife would say, “Just keep the ball in the air.  Don’t get ruffled.  Take a breath.  Stop. Think. The answer will come.”

From the Amy Vanderbilt Complete Book of Etiquette, first published in 1952:

“Above all, remember one thing: entertaining is not easy.  There is no such thing as the “Party-giving is a snap” hostess.  Attention to detail, a continuing awareness of how the party is progressing and how the guests are feeling requires constant alertness.  This does not mean that one should be a nervous Nellie flitting about like a bird in frenetic, useless activity, but it does mean keeping a quiet eye on all details.  It is no contradiction to say that you can work hard at your own party and still enjoy it tremendously.”

Substitute “marketing” for “party” above, and replace “guests” with “consumers,” and it still makes sense.

Expect the unexpected.  Be vigilant.  And also, take the time to enjoy your own party.

Have you ever allowed yourself to slip into another culture?  Have you ever gone to Paris, replaced your khakis with black skinny jeans and tried to blend in?  Have you ever tried on the mannerisms of another culture to the extent that even a native might take you for a neighbor?

It’s amazing how much we can learn by observing the non-verbal cues of cultures outside our own.  In Japan, it might be the way it feels to politely cover your mouth with your hand when eating.  In Norway, it might be a more relaxed way of walking. When you travel, you find yourself looking into the eyes of strangers, trying to decipher their intent.  It’s amazing how much you can get across with a smile and a nod of gratitude.

The next time you travel, step outside of your group.  Go for a walk.  Try to blend in.  Watch how people take cues from each other.  When you return, you may find that you’ve become more sensitive to cultural cues at home.  And if you are in the business of facilitating change, this can be a great tool.

Four basic steps will help you wrap your brain around any project, whether you’re an expert, or venturing into unknown territory.

1. Define.

2.  Design

3.  Develop

4.  Deliver

Define

Every project has parameters.  Before you jump into brainstorming or negotiations, stop and capture the key info that will impact the rest of the project.  What’s the budget?  When are the key due dates?  What’s the true purpose of the project?  What would ideal results look like?  Is everyone on the same page, with the same vision?  Also, is there anything that can’t be changed?  If you’re renovating a house, are you tied to roof color?  If you’re planning an event, are you tied to a specific date or time?

Design

Now that you’ve defined the most critical parameters of the project, you are clear to brainstorm.  And you should!  Entertain options.  Ask for ideas.  Compare notes.  Sketch your designs, mock up your colors.  Compare them side by side.  Get feedback.  This stage is also known as concepting.

If there are a lot of decisions to be made, or a lot of people to please, give people a chance to start broad, then narrow down.  Your client, your team, your co-workers, what have you, will be more confident in the final choice if they’ve had a chance to see that final decisions were made via a process of elimination.

Have a semi-finals, then a quarter-finals.  Just like on American Idol, it’s hard to know who your favorite is until you’ve seen all the choices.  The better the options, the more time you need to compare.  As in, the best options are the ones that have stuck with you from the beginning.  You’ve developed a sense of familiarity with them.  You’ve realized their pros and cons, and whether you’re willing to live with them.

Hopefully, the final decision is between two excellent options.  But you want your client, friends, whomever this is for, to LOVE the end result.  They will, if they’ve had a chance to participate along the way.

Develop

At this stage, you’ve committed to a specific vision.  Now it’s time to get practical.  Check availability, negotiate.  Problem solve.  You may have to make last minute changes.  If you’ve done a good job of concepting, you’ll be able to make quick, yet informed decisions about what can and can’t be changed.  Nothing ever goes as planned, but if you’ve got a SPECIFIC, WELL DEFINED VISION, and BUY-IN, WITH COMMITMENT, then you are well on your way to making your vision a reality.  This stage is also known as pre-production.

Deliver

You’re in the kitchen now.  You’ve got the groceries, and if anything’s been forgotten or gone stale, it’s too late to send for more.  The moment is do or die, and you will DO.  If it’s party time, you’re pouring the drinks.  If it’s a building renovation, your paint brush is in the paint.  Put on the best show you can.  If you’ve done your prep work, it will be great.  This stage is also known as production.  If you’re in film, it includes post-production.

The collapse of the media industry is upon us, and now it seems that eyes are on advertising business models.  Coca Cola is calling for results-based compensation, and @armano recently blogged about the future of ad agencies, saying, “Organizations still segment groups into “creative”, “copy” “strategy”, etc.  The reality is that digital keeps forcing these disciplines to collide as seamlessly as technology can be mashed.”

I agree that it’s time for a shift.  If we could build our dream agency structure, what would it look like?  Agencies resist using freelance talent, but I worked in one place that seemed to have stumbled onto a beautifully smooth, efficient, effective structure that led to good work AND, DARE I SAY IT?  Happy employees.

THE STRUCTURE:

Core, bare bones staff:

An account person, creative director, finance, business affairs, production manager, and traffic.

THE DREAM TEAM

The truth is that each project, especially as media mashes up today, requires unique talent.  What if you could hand pick your talent for every single campaign?  By using freelancers, you have the flexibility you need to shore up strengths as you go.

The way it works now, agencies are tied to the staff they have.  Sure, we know how expendable that staff is, but what if, instead of keeping all those people on staff all the time, you could get a stronger creative when you need one?  Or what if you love your intern’s creative, but you need an exceptional producer to make it happen?  As it stands now, agency staff are frequently stretched.  They’re asked to juggle and the result is that individual projects get fleeting attention.  But if you assigned freelance talent to handle a project exclusively (or nearly exclusively), then each project would get more quality attention.

I know, I know – “Freelancers are too expensive.”

Really?

- Wouldn’t it come down to how it was all negotiated w/ clients and freelancers?

- Some agencies’ clients want more ads later in the year, which means that January thru May can be slow, June thru August can be busy, and September thru December is intensely busy. ‘Can’t help but wonder if an agency would save money by not having staff on during the slow times.

- By using freelancers, relationships are maintained – the agency can hire them over and over again.

- Wouldn’t it be possible to match the freelancer’s rate to the project? For high budget, complex projects, use senior talent. For low budget, simpler projects, use less experienced, lower cost talent.

- I’ve always heard that employee turnover and recruiter costs eat a lot of money. With a pool of freelancers, wouldn’t those costs go down?

- A core, skeleton staff could provide continuity. Experienced staff, of course, help when/if junior talent is used.

- Campaigns could be built “a la carte” style.  Want to try something new in social media?  Bring in a social media expert and have them work in sync with your favorite creatives and producer.  Want to push the limits on an interactive piece?  Bring in a top tier interactive guru until the project is done.

- Freelancing allows for fluid, flexible talent that meets client needs, without pulling agencies into a cycle of constant layoffs.

I realize that I’m likely oversimplifying. This is just the beginning of brainstorming. But I love to solve problems and find this one very interesting.  Thoughts?

Certain topics are best left alone in polite company.  Politics and religion top the list, but have you ever thought about social class?  Ouch, even saying that word, “class,” sounds painful.

A new TV show called, “The Unusuals” features a character of mixed “class.”  She works as a police officer, going to great lengths to hide the wealth of her family from co-workers.  In one scene, she is attending a family event at which the guests are in expensive evening wear.  Black-suited waiters carry silver trays of hors d’oeuvres.  She seems under-dressed and uncomfortable.  It’s not long before she makes an excuse to leave.

We as viewers understand immediately what’s going on.  She’d be in big trouble if she exposed her wealth to her co-workers.  Reveal her lack of materialism to her family’s friends?  Also trouble.  We know it instinctively.  But why?  What would really happen if she was found out?  Would she lose her job?  Be ostracized?  Why ISN’T it okay for a wealthy young woman to do police work if she chooses?

We’ve seen female police characters in TV shows before; we expect to see women in these roles now.  The issue here is that the character’s wealth contrasts so sharply with that of her co-workers.  It’s hard to believe that anyone would take such a dangerous, relatively low paying job (compared to the wealth of her character) if they had other options.

Instinctively, we also know that she is breaking a taboo.  Like mingle with like.  When the wealthy mingle with the middle class, it’s uncomfortable.  If we feel we belong in the middle class, might we feel a bit invaded if a wealthy person tried to fit in?  Would it seem as if something was wrong with them?  Would we wonder if they’d been cast out from their “tribe?”  It seems counter-intuitive to put anything above the status that wealth brings.

We like to think that there’s no such thing as “social class” in America.  But isn’t “The Unusuals” character based on the premise that class exists AND is important?  This is a prime time TV show on a major network.  This is a time slot that needs to offer viewers an intriguing storyline, with characters that stand out.  The wealthy female policewoman’s character stands out from the many shows that have come before.  How is it that we have not seen this type of scenario in pop-culture until now?

Classic English literature wraps itself around class wars.  “Know your place,” is an oft-used phrase.  It’s not danced around.  Rather, it’s a part of everyday language.  In contrast, “Class consciousness is alien to America,” says David Brooks of the New York Times, in a column posted April 21, 2008.

I agree.  “Class” differences exist in America, yet consciousness of “class” is difficult to find.  Having worked hard to find ways to travel overseas, or get paid to travel, I realized upon my return to the U.S. that I had become more aware of “class” warfare than I had been before.

I found that I noticed reactions to class differences everywhere, yet felt a distinct underlying pressure to look the other way.   For me, it’s not one’s “class” or income that matters.  It’s the REACTION to the perceived “class” or income that I find disturbing.

Reactions to class, in my observation, often manifest as a swift reflex.  So swift, that I wonder if the reactor is even aware that they’ve reacted. Just as we squint if the sun is in our eyes, or slap ourselves if bitten by a mosquito, we respond without even thinking.  A sneer, a mental note to keep the other person at a distance, a stiffening or sudden attempt to be more formal; all of these are reactions I witness daily. But shouldn’t something like how we respond to others, based on their income, social standing or anything that constitutes “class,” be done with care?  Awareness?  Mindfulness?

I’ve met people who never went to college, who inspired me by their zest for life.  I’ve met people who have all sorts of academic accomplishments who seemed unable to see beyond my own accomplishments to the heart of who I am and why I do what I do.

At times, I’ve felt pressured to jump through hoops for no other reason than to keep up with my “class.”  As a middle class teen, I was expected to go to college, and pursue professional success above all other interests.  It seemed not to matter whether my work was fulfilling.  Prestige was the goal and members of my “class” were keeping score.

Likewise, I’ve felt the resentment of people who felt they’d never had a fair opportunity to go to college.  Much as I would try to be authentic and respectful, there was a rift between us that could not be crossed.  In an office in which I had a certain measure of responsibility, which could be defined as “power,” I needed the help of staff who did not have the same level of responsibility/power.  I had to work hard to gain their trust.  Nevertheless, it was common to witness expressions of resentment toward others with power.  Why is “power” so important?  Is it because it is so easily abused?  So easily denied to those without?

Personally, I’ve learned that neither money, power, nor prestige, in and of themselves, are nourishing enough to keep me going.  I draw my energy from relationships, creative outlets, and most luxurious of all – a balanced schedule that allows me to both work AND take time for interests outside of work.

I don’t need to be in a certain income bracket.  I don’t need to have a certain car.  Those who matter to me appreciate me whether I have those things or not.  But I had to work HARD to find those people!

At the same time, I am always sizing up new acquaintances to determine how they might react if they find I have a wealthy relative.  Will I be resented?  Or will I be looked upon as “lesser than” if I DON”T disclose my connection?  I am always wondering, and more so, wondering why it has to be so important.  Why not just accept individuals as they are? Let status go.  At the end of the day, we all have value to offer to others, and we all need each other.

In many countries, the majority shares a certain standard of living.  In the U.S., there is a wide range.  Where you fall in that range, in large part, dictates who your friends will be, and the type of job you will get.  We like to think that this is the land of opportunity, but in many ways, no matter how well we do in school, we may never have access to certain ways of life that the very wealthiest experience.  Wealth begets wealth.  We go to great lengths to pretend that it doesn’t.  Some people DO break barriers, whether through entrepreneurial savvy, or extraordinary talent.  But many do not, and many believe they cannot.  And if a peer began to reach for success in the next highest level, would you support them?  Or resent them?

I see a lot of tension and resentment over ideas of class and wealth, whether their limitations are real or imagined.  Wouldn’t it be better to acknowledge that disparities exist?  That these disparities DO influence our lives?  Why keep sweeping it under the rug?  Let’s talk about it.  What is it that really bothers us about it?  Do we have to continue living with such extreme disparities?  What if we didn’t?  Would you embrace change?

For more points of view:  Although I wrote this posting over a month ago, I see that Oprah is covering this topic on her show today, Friday, May 22, 2009.

Are you ready for clients that want the “Obama approach?” Wondering if I’d be ready, I started dissecting articles about Barack Obama’s marketing campaign. Next, I started a list of all the interactive tools on Obama’s website. Soon, the list was over 45 items long, including partner websites, the way he’d made speeches available on iTunes, and the mesmerizing, story-telling photos on Flickr.

Obama’s seamless integration of so many interactive tools makes his approach look simple and easy. For the most part, it is. Consensus among writers from Fortune Magazine, CNN.com, Fast Company and more is that what made it work was Obama’s clear sense of knowing what his key messages and strategy would be from the beginning.

In an election-night interview with “60 Minutes,” Obama’s staff said that they knew from day one what their messages and strategy would be. They stuck to it and never wavered. One of the biggest pressures marketers face is the pressure to second-guess. How do you get to be so confident about your point of view? Research helps. Knowing yourself helps. Can we help our clients with that? Absolutely. As clients ask, we can point out Obama’s consistency throughout all 45 (and more) tools. Fonts, colors and images are the same regardless of whether they’re on Facebook or Obama’s site. Obama’s key strategy? Focus on the “buyer.” Use “We and you” language. In contrast, Hilary Clinton’s campaign was “seller” focused, using phrases like “I, me, and my experience.”

Start with Big Rocks

It’s all too easy for clients to see the Twittering, text messaging and Flickr photos and want to embrace them for their own brands. That’s exactly the spot where we can encourage them to start with the “big rocks.” Well-defined strategy, key messages, and carefully selected analytics allowed Obama’s campaign to be flexible and agile. When it made sense to use Twitter, they did. When it made sense to use a different medium, they fluidly moved to the other medium. Incidentally, Obama’s staff was clear on what analytics would drive their next moves. Reports say that it wasn’t hits, or time on the site, but engagement that mattered most. If people went to the site, that was just the start. If they went to the site and clicked-through to send a message to the VP pick, the campaign knew it was on the right track. You can see how the desire for engagement drove site design. Every part of it is simple and user-friendly. Each click-through opportunity was low-risk and often associated with a reward; if users forwarded a message to a friend, for example, the campaign would follow-up with a free a sticker for the sender.

Many of the articles I came across cited Obama’s mastery of database micromarketing. If you haven’t seen one of the personalized videos that voters could send to friends to encourage voting, track down an Obama fan. The videos are compelling and entertaining. They make the sender appear to be fun, savvy and affectionate, and give the receiver something they can’t turn away from. How can you turn away from a video that has YOUR NAME embedded in nearly every frame?

The bottom line is that if your clients want the “Obama approach,” you’ve got the perfect opportunity to talk about strategy, consistency, and how to put the customer first. The roadmap for how to integrate the latest online tools will fall into place from there.

I wrote this article for the Minnesota Interactive Marketing Association (MIMA) website. It was originally posted on the MIMA site in November 2008.