Using YouTube to Build Influence in 2020 with Nate Woodbury

Episode 122

Nate Woodbury helps speakers and coaches leverage YouTube to grow a massive following that brings in seven figures of revenue.  He is a master of efficiency whose brain is wired to see things with a results focus and he loves sharing the secrets and strategies that he uses to get YouTube results.

In this episode, Nate discusses how he got started with YouTube, why YouTube videos get so many more views than webpages, the importance of doing keyword research before recording anything, which keywords you should be focusing on, the keyword research tool that’s completely changed his business, why authenticity is more important than video or audio quality, how YouTube isn’t a quick-fix marketing strategy, his four-month strategy for growing your YouTube video views, how thumbnails are critical in click-through rates, why your thumbnail shouldn’t have the title of video on it, and more!

Mentioned in this episode:

Play here (the red triangle below), on iTunes, Stitcher or TuneIn Radio (Amazon Alexa) or wherever you listen to podcasts.

Nate Woodbury Voice of Influence Podcast Andrea Joy Wenburg

 

Transcript

Hey, hey! It’s Andrea, and welcome to the Voice of Influence podcast. Today, I have with me Nate Woodbury here, and he helps speakers and coaches leverage YouTube to grow a massive following that brings in seven figures of revenue. He is a master of efficiency. His brain is wired to see things with a results focus, and he loves sharing the secrets and strategies that he uses to get YouTube results. So, today’s going to be really interesting.

Andrea: Nate, it’s so good to have you here on the Voice of Influence podcast.

Nate Woodbury: Yeah, happy to be here. And I like the name – influence is a big part of what I do. I love that.

Andrea: Yes, I can tell. And so, Nate, how did you get started in YouTube? Like, what’s your YouTube kind of origin story?

Nate Woodbury: Yeah, so going back about six or seven years is when I made the transition from a web design service that I used to have. As a part of website design, I also did search engine optimization and to get my clients’ websites to rank on Google, I would create this SEO page, I called them. And we’d do a whole bunch of things from link-building, and articles, and infographics that we linked on Pinterest.

Well, one thing that we put on there was a YouTube video, a how-to video, and it worked. It got these pages ranked on the top of Google, but then I noticed something. I noticed that the video itself over on YouTube was getting fifty times more views and traffic than the entire SEO page that was ranking number one on Google. And that was eye-opening for me because it was a lot of work doing what we were doing. So, I started to make a shift and just focus only on the YouTube part. You could create one piece of content and get fifty times more traffic so that’s where it began.

Andrea: Wow, that’s awesome! Okay, why is that? Why is it that people are experiencing so much more traffic through YouTube?

Nate Woodbury: Well, when people are searching online, they’re searching for something, not necessarily a company or a specific website. If they have a question – you know, how to get rid of strep throat without antibiotics or how to invest in real estate with no money – they kind of want the answer to that question, and YouTube has become a great search engine for that type of content.

So, you can create a video that answers people’s specific questions, and that’s what people are wanting to find. And you know, comparing that to website SEO, you’re trying to make your website big and relevant and compete out there. But YouTube is already big in relevance. You just create the right type of content, and YouTube gets the traffic.

Andrea: Okay, so when it comes to you helping other people to start this – let’s say that they’ve got it figured out, they want to do it – what’s the first step?

Nate Woodbury:  The first step is keyword research, and that sounds intimidating. It sounds overwhelming, but here’s to simplify it. Right now, all around the world, there are people that are searching for you; that they have questions, and you have the answers. And when you do keyword research, you can find those questions. So that’s all it is. You’re trying to find the specific questions that people are asking, and now you know what to make videos about.

And I can give you an example. My friend, Katie Gutierrez, she’s an interior designer in Miami, and one of her areas of expertise is living room design. And if she were to come up in her mind with a few video ideas, “Okay, I want to make a few videos around living room design,” she could be creative and come up with some videos that would be helpful, and we’d give them catchy titles. But instead we did keyword research together first before she started filming. We found a list of twenty really specific questions people are asking about living room design, such as how to design a living room with high ceilings, how to design a living room with large windows, or – one that I really liked – how to design a living room with a corner fireplace.

And we found twenty of these type questions. And so one, it gives her a lot more variety, a lot more ideas of videos that she could film, but it also matches the video with people that are actually searching. And so this works really well on YouTube. One other point that’s really important that I want to bring up that’s different from traditional SEO research and in marketing is I go after phrases that have low search volume intentionally. I ignore the ones that have large search volume. The reason being is the large search volume phrases have high competition.

But I think the phrase how to design a living room with a corner fireplace, I believe that has thirty searches per month on average. That’s wonderful because those thirty people are going to watch the video all the way to the end. The YouTube algorithm sees that and thinks, “Wow, this is a high performing video. Let’s find more people like these thirty that we can promote this video to.” And so YouTube starts to become my promotion engine.

Andrea: Okay, that’s very interesting. So you’re saying that it’s more important to get people to watch through the whole thing and if that higher percentage is going to make a difference in how YouTube then ends up pushing it out to more people.

Nate Woodbury: Exactly.

Andrea: Wow! Cool!

Nate Woodbury: Yeah. And if you can go after a phrase that no one else is going after then you rank instantly, and you’ll start getting traffic instantly even if it’s a person a day.

Andrea: Wow!

Nate Woodbury: Now, just one person a day, at least you’re getting that instantly as opposed to posting a video and not getting any views sort of relevant, you know.

Andrea: Sure. That makes a lot of sense. All right, so people do a keyword search, they try to figure this out, but then I’m assuming that there are some technical things that people get intimidated by. I mean, certainly has been that way for me. So, when it comes to the quality of video on YouTube, how important is that quality of video and audio?

Nate Woodbury: All right. So, quality is important, but what’s more important than quality is just authenticity, and that’s a buzzword today, that’s a buzzword. So let me kind of explain that. I can go out and spend a huge amount of money on camera equipment, on lighting and sound, on a studio, and that’s not going to guarantee a single thing, right? It’s not going to guarantee that my videos are going to go anywhere or anything. But as an example on the other end of the spectrum, I can pull out my phone, and I can just be walking down the street and just talk and just have a conversation, and that type of video is more likely to actually succeed if it’s really me and I’m just sharing advice, or I’m sharing a story and I’m really connecting with people.

So, another note on the authenticity side is you don’t need to show up as an actor. You don’t need to show up and talk in a professional voice like you’re a news anchor or like you’re giving a stage presentation. It’s just talking and having a conversation to one person. Like you’re having a conversation with one person at a time because that’s typically all that’s watching your video at a time is just one person. So, you look right into the lens of the camera and you talk to them; that will get your results.

And so if there’s specific things that you want to do to make your videos more professional or whatnot, I actually recommend against making it look like a company or corporate. Like, you don’t need to worry about putting text or graphics on the screen because a lot of times, unless you really know what you’re doing, it looks cheesy anyway.

Andrea: Sure.

Nate Woodbury: So just start simple. You’ve got an amazing camera in your pocket, and face a window so you got the light coming in on your face so you’re well lit. And you know, if you’re holding the camera, if it’s close to you, the audio is going to be pretty good. So that’s where I say start.

Andrea: Yeah. Awesome! All right, so if somebody wants to have some sort of influence, they’re wanting to have a message that gets out there and that sort of thing, they kind of have an idea of their expertise, they’ve done the keyword search… Now, you have a resource about keyword searching, is that right?

Nate Woodbury: Uh-huh.

Andrea: Let’s go ahead and tell them about that now because I don’t want to forget that one.

Nate Woodbury: Sure. Yeah, and to preface this tool, because it’s so amazing… I discovered [it] a year ago, September. Prior to that, I was using multiple tools, a couple of softwares that I paid for, the Google AdWords Keyword tool. So, I’d use one to get some data, use another one to filter it down, and use another one to improve it and expand. And it took me forever to do, and it took me like a year to train one of my assistants to be able to do it for me. Okay, so fast forward to September of 2018, and I was at a conference and the company, SEMrush, they were an exhibitor, and I’d use them before. They’ve been around a long time. I used their software back in the day when I had my SEO company.

Well, they smiled when I told them my process and what I was doing, and he pulled out the iPad and showed me this Keyword Magic Tool. And so that’s the tool that I used with Katie, the interior designer. So, if we typed in living room design and then there’s a button that says questions, so after you hit search then you hit questions, and then all the questions that… you know, the twenty that we filled narrowed it down to about living room design, just all appeared right there. So that tool basically took all the mini-steps that I was doing and just put it into one simple tool. It’s awesome!

Andrea: Wow. That’s awesome! Okay, and we’ll link to it in the show notes, how people can find it, but if you want to tell us again at the end, that’d be awesome.

Nate Woodbury: Sure.

Andrea: Do people in, like, a corporate space, people who are wanting to be a thought leader, that sort of thing… have you seen people like that who not are necessarily coaches, but maybe want to be known for their expertise; are they using YouTube?

Nate Woodbury: Well, that’s a good question. I mean, in the world of YouTube, I’m kind of a part of two different worlds. There’s the entrepreneur world, and then there’s the YouTuber world and the YouTuber world, most of the people there started YouTube as a hobby. They had another career, but as their YouTube channel grew, they actually started to make money from ad revenue. They got approached for sponsorships. They got started to be invited to speak, and then they thought, “Okay, I guess I’m a business owner. I guess I’m going to be self-employed.” And so they quit their job, and they put on the hat of entrepreneur, and that’s most of the people that are in the Youtuber category.

The world that I come from is more on the entrepreneurial side. We have our product or service and I’ve really honed in on working with coaches and speakers, those who have some type of skill set or expertise that’s what they sell through courses, or through speaking, or events, or whatnot. And I’ve helped those people leverage YouTube because really just using that keyword research process. They can find the questions that people are asking them and help them really build a large following. So does that help?

Andrea: Yeah. That’s interesting. I think I could see it being beneficial for somebody, like, in a job if they’re considering other options perhaps or if they are wanting to speak alongside what they’re doing, that sort of thing. I can see that being beneficial too, especially if you’re wanting to, I don’t know, even be able to showcase some of your expertise so that people might want you to come speak and that sort of thing.

Nate Woodbury: Well, a lot of people will do that for a hobby. You know, let’s say that somebody got a model airplane hobby, and they put it out there. Well, eventually, I’ve seen channels like that really take off to where people are funding projects, “Ooh, I want to see you make this type of an airplane or see if this will fly.” And you know, they contribute to stuff like that. The other thing that I want to mention is YouTube is a long term strategy. It’s not quick-fix marketing, and it’s great to start now rather than later.

Even if you’re not quite sure where you want to go, you think, “You know what, I really want to step into that space,” then just get started and practice and get used to being in front of the camera. Start with one episode per week, and over time you’ll see which video… you know, over let’s say three months, you’ve posted a dozen videos. You’ll be able to look back and see, “Well this one got a lot more views, likes, and comments than the others. Maybe I’ll just make a few more like that one.” And you’ll learn the ropes along the way.

Andrea: So, in podcasting… I sort of learned it this way, that you’re supposed to start with maybe your intro video and three others – excuse me, podcast episodes – so that you have a few in the bank when people start listening to you, and then you build from there. Do you do the same thing with YouTube? Do you start with a few, or do you start with one?

Nate Woodbury: Well, yeah. I mean, it makes sense if you’re launching one video, and people come to your channel, and they see that that’s your only video. I mean, I can understand the logic behind that. And I did that as well when I launched my podcast. But at the same time, content is so searchable, and my strategy is so much focused on search that I guess it’s not as emphasized. I guess the reason that it is emphasized in the podcast world is because you’re really trying to do something in the first month or two, I believe, to get picked up by iTunes as “New and Notable” or something like that. Is that right?

Andrea: Yeah, yeah. But there’s nothing like that, there’s no equivalent to that on YouTube.

Nate Woodbury: Well, I have my own formula that I figured out that’s a four-month strategy if you’d like me to share that.

Andrea: Sure, if you want to share that. We’d love to hear it.

Nate Woodbury: Okay, so this is a formula that… it’s really aggressive, and the result is that you will get a spike. So what I mean by a spike is over the four months, it’s not really exciting, you’re having gradual growth, just incremental increases of views. But then right on the four-month mark, you just have a surge of views and subscribers. So we’re talking, let’s say you’re averaging – across your channel – you’re averaging a hundred views a day, and then all of a sudden you have 10,000 views in a day and 10,000 views the next day. And then when it settles back down, you’re at a brand new baseline. Maybe your average increased up to like 600 views a day. So it’s like a six times increase.

Okay, so here’s the four ingredients. One, you’ve got to do keyword research before filming, like we talked about. And I have a video on my YouTube channel called My Leaf Strategies. So if you ever want to know that strategy in more detail, my channel is Nate Woodbury, Leaf Strategy, you’ll find that video, and that will help you how to do the keyword research before filming. And the second ingredient is you want your episodes to be ten to twelve minutes in length, and that’s an average.  You can go a little bit less than that. I’d say, you know, I recommend at least seven minutes. You can go longer than that.

My best performing video of all times is actually a twenty-minute episode. So the ten to twelve minutes is the average. The third ingredient is you want your average view duration to be 45% or higher. So, if you have a ten-minute video but people on average are only watching one minute of it, that just gives you some indications, “Okay, what do we need to do to get people to watch more?” And oftentimes there’s just some simple things you can say at the beginning to let people know why they should stay to the end.

A lot of times I’ve provided consulting to people where I watched the video – I’ve got one video in my mind – and her content was so good, and in fact, it got better and better throughout the video. And I’m just like, this is a really valuable video, but people are leaving after forty-five seconds or a minute, you know, and so if she would’ve just said, “Okay, I’m gonna give you a quick answer to my question at the beginning, then I’m going to give you the back story of why it’s important, and then I’ll share with you some strategies of how you can really implement it.” That’s the long version. The quick step here is you got to have 45% average duration or longer. And then the fourth ingredient is you’ve got to launch five episodes per week.

Andrea: Oh wow!

Nate Woodbury: So that sounds aggressive, doesn’t it?

Andrea: Yeah, yeah.

Nate Woodbury: That’s the formula. So, you do my leaf strategy – ten to twelve minutes per episode, average reiteration of 45% higher, and you’ll launch five episodes per week – at that four-month mark, you’ll have a spike. Because that’s such a high amount of work, you can get pretty discouraged two or three months in because you’re looking at your channel, thinking, “Man, I’m working really hard, and this last episode only got seven views. What’s going on here, Nate? Come on, I need a spike like you’re telling me.” But we get to that four-month mark in, and every time, when you have these four ingredients, I’ve always seen a spike.

Andrea: Wow. That’s really cool. That’s a lot of videos, for sure. And so do you have people put, like… I oftentimes will see words on the front of the video to kind of like get people’s attention maybe, I don’t know. Do you do that, or do you have people do that?

Nate Woodbury: Well, thumbnail design is extremely important.

Andrea: Yeah, thumbnail design, that’s what I’m thinking, yeah.

Nate Woodbury: Right. So custom thumbnail is critical in getting your video to perform, and once you start getting enough traffic on your videos that you can get significant stats, you can do what’s called AB testing. So, you might design an original thumbnail that you think, “Okay, I believe that this is going to create curiosity here.” And then you’ll be able to track the click-through rate and say it’s 4.87 percent click-through rate. And then, with AB testing you can design a second version and it will compare the two, and oftentimes we’re looking for an improvement, right? So, “Oh, this one bumped it up to a 7.21 click-through rate,” and so you’ll keep the alternate version. Thumbnail design is a huge… it’s critical in success on YouTube.

Andrea: And then do you use the same title that somebody would search for? You know, like the title at the bottom? Is that the same thing that you put on the thumbnail? Because I often see it’s different.

Nate Woodbury: You want it to be different because you’ll always see the title of the video with the thumbnail.

Andrea: Okay. Yeah.

Nate Woodbury: The title will always be there.

Andrea: So it’s redundant.

Nate Woodbury: Exactly. You don’t have to have texts. I often do. I’ve found that the default rule is fewer words, the better on the thumbnail, and you want to create curiosity instead of, like, telling statements. So, if I were to make a video on how to get rid of strep throat without antibiotics – that’s the title of the video – instead of saying, you know, strep throat remedy, you know, that could be some text I could put on the thumbnail.

But what I think would perform better is “secret formula” or something like this actually works – you know, put a question mark like, “This actually works?” – and I have a face that’s like, “What?” Because they’ll see the title, and then maybe I’m holding up something that… you know, one of the ingredients is garlic so maybe I’m holding up a bowl of garlic, and I’m looking at it like, “This really works?” You know, something like that would actually create… I found that to create a lot more clicks, because there’s more curiosity. They’re like, “Is that remedy in my kitchen now?”

Andrea: Yeah, yeah, that’s cool. Okay, so I think that’s one of the big challenges with marketing, in general, is how do you create that kind of intrigue that gets people to actually take a bite, to click, to try it out.

Nate Woodbury: Yeah. The cool thing is you can just start. I use Photoshop, but there’s a free tool called Canva, and Canva has YouTube thumbnail templates.

Andrea: I love Canva.

Nate Woodbury: Yeah. It’s really simple. You can just go in there, and it will automatically set up the dimensions for you, and it has some stock images and color and fonts. You can just create a thumbnail, and start, and then, you know, you’ll learn to make improvements.

Andrea: Yeah, awesome. Well, Nate, this has been so helpful. You know, you’re working with influencers all the time, so when you think about the importance of having an impact in the world of, you know, maybe your own influence that you’re wanting to have, what kind of tip or piece of advice would you like to give the influencer that is listening now?

Nate Woodbury: Well, the first thought that comes to my mind, I’m thinking of a message that my client and friend Paul Jenkins got from a lady in India. Paul had made a parenting video. I don’t remember the title of it, but he often makes videos such as How to Get Your Kids to Listen Without Yelling – you know, just great parenting topics. And the lady in India said, “I was having problems with my son. I watched your video, and I tried it, and it worked. Thank you so much.” And that just… that really impacted him, especially because, you know, we’re in Utah, and on the other side of the planet in India, somebody had watched his video, and he was able to help a mother with her son. And that’s influence. That’s influence right there.

And so my advice is you have experience, and therefore that gives you expertise. You have advice that you can share, and so simply by making a video that answer somebody’s questions and provides them that help or value, you’re giving that for free on YouTube, you are an influencer now.

Andrea: Hmm. That’s cool. All right, so, Nate, you’ve already shared with us a couple of places where people can get in touch with you and find you, but would you kind of recap that for us? And also maybe tell us a little bit about what you do to help people with their YouTube channels.

Nate Woodbury: Well, sure. So I do full production. I help with channel strategy, the topic strategy, then we’ll do the filming, have a full filming production, and editing, and launch, and thumbnail design. So, we basically do it for you. It’s expensive, okay? So it’s not a service that I really offer to the masses, but I currently have thirteen clients, and that’s what I do. Best places to find me are on YouTube at Nate Woodbury, or I do have a podcast as well, it’s Influence School.

The other thing that I just really want to emphasize is that this really works. It’s not theory. And so maybe this is bragging, but I want to share some numbers behind my largest channel, the Kris Krohn channel. He teaches real estate investing. We started that channel at zero, you know, brand new, and it’s now almost… we’re like 5,000 subscribers away from a half a million, so 500,000 subscribers. And what results that’s getting for us is about $600,000 per month in sales revenue. That channel is generating so many leads that $600,000 a month in sales. And that’s the potential.

In the world of YouTube, 500,000 is kind of small, especially for the amount of income that we’re generating. I just really want to share that just to show the opportunity on YouTube is really, really massive. I’m glad that I could be here to answer some questions and put you guys in that direction.

Andrea: Awesome! All right. Thank you so much, Nate. We appreciate you and your voice of influence in the world helping others find theirs and use it.

Nate Woodbury: Yeah, you’re welcome.

Andrea: All right. Well, we’ll talk to you soon.

Nate Woodbury: Alright. Bye, bye.

Creating Emotional Connections with Your Brand with Kerri Konik

Episode 110

Kerri Konik is a leading expert, consultant, and speaker on how to catalyze the emotional bonds between customers, brands, and companies to increase revenue, value retention, and advocacy. Kerri has launched and managed six businesses and is currently the CEO of Inspire Fire, a woman-owned brand marketing advisory firm. She is also the CEO of Equality Communications Group. In this episode, Kerri discusses why she chose her field, the importance of understanding the emotional driver of your customer and what emotions you want them to experience when they use your product or service, the four experience stages she helps her clients create a roadmap for, the value of bringing your potential customers to a state of possibility, the most powerful question she asks her clients, and more!

Mentioned in this episode:

Play here (the red triangle below), on iTunes, Stitcher or TuneIn Radio (Amazon Alexa) or wherever you listen to podcasts.

Kerri Konik Voice of Influence Podcast Andrea Joy Wenburg

Transcript

Hey, hey!  It’s Andrea and welcome to the Voice of Influence podcast.  Today, I have with me Kerri Konik who is a leading expert in maximizing the ROI of emotional connection and customer experiences.  I’m super excited to talk to Kerri today.  She is a consultant and speaker on how to catalyze the emotional bonds between customers, brands, and companies to increase revenue, value retention, and advocacy.  Kerri has launched and managed six businesses and is currently the CEO of Inspire Fire, a woman-owned brand marketing advisory firm as well as the CEO of Equality Communications Group.

Andrea:  Kerri, it is great to have you here today on the Voice of Influence podcast.

Kerri Konik:  Hello, hello.  Thank you so much.  It’s a pleasure to be with you.

Andrea:  All right.  I love emotional connection.  Love this idea.  Why does this topic of emotional connection?  Why did you choose this topic?  How did you get started here?

Kerri Konik:  Uhh, well, I started working with brands and products, consumer products, and groups back when I was in New York, and I worked with the New York Times and I worked with Campbell Soup and services as well as products.  The most valuable component beyond having an item of value, an item of quality is how people feel about it, which became branding, right?  What is the brand relationship between your customer and your product or your service? And yeah, it does a thing, you know; let’s say you bought a shoe polisher.  Yes, a polisher or shoes.  It’s a quality product.  It does what it’s supposed to do, but the relationship actually lives in how they feel about what you enable them to be able to do because of what you did, if that makes sense. So, I start to notice of the most important piece to a brand or a brand’s growth, and this is true for startup brand or a very small solopreneur type brand is the customer connection.  And that connection is an emotional connection.  Like after it’s all said and done, how did they feel now?  Are they like totally in love with that experience?  Do they refer you?  You know the quote by Maya Angelou, “People won’t remember what you said, but they’ll remember how you made them feel.”

Andrea:  Absolutely.

Kerri Konik:  Yeah, so it’s like, “Yeah, yeah, I got the shoe polish and it was great in it polished my shoes.  But what it did was it enabled me to look awesome on that stage and I felt like one million bucks.  So what it did was it raised my courage and my confidence so I could go full out.”  So that’s an emotional _____ what we call the emotional solution you really provide.

Andrea:  I love that.   It seems like it is not the easiest thing to achieve though.  How do you help or what do you suggest or how do you approach this whole idea when somebody calls you and says, “Kerri, we need help connecting with our customers so that they actually feel like whatever we want them to feel like.”  Or do they even know what they want them to feel like when they contact you?

Kerri Konik:  Usually not.  That’s a great, great question.  And actually it’s really, really easy to unpack and get at it once you know what you’re looking for.  Like if you’re going fishing and you know exactly what fish you’re looking for and how they like to swim and if you know the behavior of the fish. So, what happens when we do get those phone calls where they know that their brand or the experience was transactional and one thing, you know, they bought it and they were satisfied.  It was like, “Yeah, that’s great.”  “Yeah, it was fine.  Thanks.”  But there’s no emotional connection like, “Oh my God, I have to tell my friend Andrea about this.”  There’s no like emotional experience.  

So, one thing I say is there’s always an emotional transaction before there’s a commercial transaction. So, what we do is we _____ with the brand and we get at the core of the brand identity.  And there’s four components to that, so we help them look at in what problem do you solve to your product, to your service, and who’s your audience.  Who do you solve it for, and that’s the most important piece.  And then why do you do what you do and that’s more for the business owner or the brand purpose.  And then we look at the why, which is why do you do that, but we look at the _____ behind it and that really helps fuel the brand. But we look at the emotional solutions like, so what’s possible?  And I just demo that a little bit with you, Andrea, with the shoe shine.  It’s like, “Yeah, I bought shoe polish.”  There’s nothing very emotionally connected about that, right?  It’s transactional.  It’s like “My shoes are scruffy.  I wanna look good on stage.  I have to buy this, you know, $6 item.  

But, oh my God, the packaging was incredible.  The customer service was great.  They helped me match my shoes.  And when I got on that stage, I knew I looked like one million bucks from head to toe and I love Kiwi,” or whatever the brand might be.  And so that love figuring out in the core four of the identity, the who, what is your customer emotionally motivated by? So there are two sides to that, a little bit of education here, right?  So, on the one side is what’s the emotional driver like your customer, you know, what do they want?  How do they want to feel?  They should buy a shoe polish.  I don’t want a shoe polish today, but here we are.  Well, she wants to feel confident.  She wants to feel like she’s buttoned up and looks great, right?  

So, she wants to feel confident, let’s just say.  OK, so that’s her motivator.  Nobody wants to spend 6 bucks on shoe polish if they don’t have to.  Nobody wants braces either, you know. So, when you get clear about the driver then when you craft the sales experience, the purchase experience, the product unboxing experience, that I just kind of mentioned, and it’s lovely.  Or it is in alignment with her or his or their emotional driver and you satisfy that driver, you design the moment what we call the touch point in that experience of buying shoe polish where you design what is the emotional goal of that moment.

And so if you know who he, she, or they are and what they’re after and it’s pretty true across the board why anybody would buy a shoe polish, that’s actually a good example for today.  And then when you actually deliver personality or experience or messaging that then resonates and aligns to that, so you’re creating an emotional connection moment that they receive and now there’s a bond and there’s an emotional reaction and an emoting. So, this is where you’re going to say, “Oh my gosh.”  You couldn’t see it, but once you see it, you can’t unsee it.  We’re humans, right?  We’re human beings and we’re actually programmed.  

We’re emotional beings.  We respond emotionally, first and foremost every time, from the moment we were pre-verbal, inside the womb, inside being a baby, we didn’t have words.  We didn’t have language.  We had emotion.  So we’re hardwired for this. And so once we work with our clients and we work with small businesses and growing businesses, but once we figured out, OK, who are they, what’s the emotional driver and then let’s architect experience to create experiences with the right emotion at the right time then the customer is like in love.  They’re so loyal, they’re “Oh my gosh, I would never go anywhere else.”  We all have these experiences and I can give you a couple of questions and like boom, I could get you emoting about your favorite brands.

Andrea:  Love it.  OK, so let’s go back to this example that you’re using with a shoe polish and confidence.  So, if in general that is what the customer’s wanting, they’re wanting to feel confident, but you’re saying that there are different touch points at which there might be different emotions that you’re trying to evoke.  What other different emotions you might be touching on when the overall emotion is confidence?

Kerri Konik:  Uhh, great!  OK, so the confidence is what they want for why they’re buying or shopping the category of shoe polish anyway, right?  So, they have an event.  Usually, there’s a reason they’re buying it, right?  Their shoes are scruffy.  Their boots are scruffy.  They have an event.  I used the example of being on a stage.  So, maybe someone, and we can shift genders here, maybe he is going for his big job interview up in New York City and he’s taking a train and everything like just came out of MBA or just came out of undergrad, right? Everything’s riding on this moment, right?  Think of that anticipation.  

Think about the emotions involved with, “Huh, this has to go right.  I’m gonna do everything I can.  I’m gonna iron my shirt.  I’m gonna polish my shoes.  I’m gonna press my jacket.  I’m gonna dry clean.”  So, if you know who the audience is, why would you buy a shoe polish or all these scenarios, but it’s because you want to be spiffy.  You don’t want to be scruffy.  And so confidence might be one and that’s a really nice broad emotional goal, right? So, that’s the shopping experience.  That’s the overall arch, like why would anybody buy that?  I’d rather buy an ice cream sundae.  Nobody wants to spend 6 bucks or 10 bucks on shoe polish.  

So, the question of backing up when you’re a brand and you are a manufacturer of the best shoe polish in the world and when we look at the emotional connection, there are different emotions because they’re not ready to buy when they first find out about you. So, we actually help our clients create a roadmap, you know, you’ve heard the term, the customer journey, where we do emotional customer journeys.  We do an ECX roadmap where we start a stage of marketing and we go into the sales process, because they’re not a customer yet, and I’ll walk you through slower.  And then the delivery, what’s it like to get it, to buy it, to use it.  You know, “What if I’ve never done it before?  Are you gonna send me videos of how to do it well from doing it myself?”  

And then the loyalty of what we call the retention stage. So the four stages we help with; we look at marketing, sales experience, the delivery experience, and then the loyalty or retention experience.  So, for example, I have this big gig in New York City.  I have a big important meeting, my shoes, I pull them out, “Oh my gosh, they’re scruffy.  I need shoe polish.”  So, maybe I’ll take to Google, right?  Or I’ll ask my friend, “Hey, where do you buy shoe Polish?”  So you’re going to ask and then they become aware of you. And so the marketing stage is they don’t know about you before.  They didn’t need you before, now they need you.  

So, now they become aware.  The different emotions of that journey where if you look at the marketing, if they Google and they find your website or they find your product in Target or they find your product on Amazon, they just became aware you can’t sell them confidence.  And we’re not going to look directly at confidence; we create the atmosphere of confidence but they’re not there yet.

Andrea:  Can you hold on just a second, because you just said you do not talk directly about confidence, you create the atmosphere of confidence.  I just want to pause on that for just a second because I think that’s a really an important thing for people to hear.

Kerri Konik:  If it’s OK to switch metaphors, I have a really great example.

Andrea:  Go for it.

Kerri Konik:  All right and we do this all the time.  You have a great keen ear, Andrea, for that because when you’re playing with somebody’s emotions, you don’t go straight at the emotions, especially if it’s a pain point.  And the reality is it’s always a pain point because we’re trying to solve a problem when we’re buying something.  So, you have scruffy shoes.  So, we wouldn’t say if we went head on and we went after the shame that would be a bad idea.

Andrea:  Right.

Kerri Konik:  So, we said, “Are your shoes scruffy?  That’s not very confident, is it?”  What you’re doing is you’re shaming, right?  We don’t go after the confidence straight.  The other example I’m going to give you is we’ve worked with professional organizing brands before where people who hire a professional organizer have kind of lost control of the calm and organization and the peace in their home. And that can be anywhere in the continuum of being just a little bit messy because let’s say their in-law has moved in and their lives have been disrupted or they have toddlers or they added a dog. 

That’s one level of being disorganized or having to like reevaluate flow in your home all the way across the continuum to someone who might be a hoarder, right? Well, you wouldn’t go right after somebody who is embarrassed to have anybody come over to their home, doesn’t have dinner parties anymore, doesn’t go out, or doesn’t invite anybody in because they don’t want anybody to see the state of chaos in their home.  So, you wouldn’t go right after that shame.  What you would do instead is create an atmosphere or you would normalize the problem and say, “We all get disorganized.”  This is really sort of an advance, I’m sorry to go there.

Andrea:  No, I think this is great.

Kerri Konik:  OK.  So, and I have a more severe example as well in which everybody can relate to, but you wouldn’t say “Hi, are you embarrassed?  Are you ashamed of the state of your house?”  So, you wouldn’t do that because someone’s going to run for the hills, right?  They’re not going to resonate and they’re not going to feel OK and they’re certainly not going to invite you in to help.  But if you say, “Hey, all of us have times when our house gets beyond us, we can help.”

Andrea:  Yes!

Kerri Konik:  So, you’re talking to the shame, you’re talking to that part of human being who feels really embarrassed, you’re talking to it, but you’re not adding fire or gasoline to the issue.  You’re adding calm and relaxation and you’re normalizing the problem.  And a more obvious place, let’s say somebody was on a bridge and look like they might want to jump.  If you were going to try to help that person, you wouldn’t say, “Are you going to jump?”  Say “Hey, hey, what’s going on?  Come here, talk to me.  Come here, come here.”  Like you would kind of try to talk them off the ledge.

Andrea:  Yeah.

Kerri Konik:  That’s what we do emotionally at different stages of the connection between two people or two parties, in this case, the brand and the consumer.

Andrea:  Yes.  This is really, really good and it’s really, really important, especially in light of what we’ve tried to accomplish at Voice of Influence.  When people want to have influence, they should not be speaking directly to the shame to make it worse.  But they should be speaking to the shame to calm it down to say, “This happens to everybody, it’s OK,” kind of helping them.

I mean, I think everybody who’s listening right now can feel how, you know, the difference between the tension that you feel when somebody calls you out on something that’s bad versus saying, “OK, look, we all go through this.  This is hard for everybody.  I totally understand and here’s a way out.”  I mean there is so much more.  It’s such an easier path.  Like you said, when people feel better, they feel more emotionally connected to you because you’ve made them feel good like you said.

Kerri Konik:  Yeah.  Like I said, it’s human nature, right?  Now that we’ve planned that out, it’s like, “Oh, it’s OK, I get it.  I’ve been there too,” if that’s true.  But it’s like, “Yeah, no worries.  Hey, we help people with this.  It’s a temporary situation, so we’ll fix it.”

Andrea:  Exactly.  Yes, yes not catastrophizing it.

Kerri Konik:  Yeah.

Andrea:  Not making it like you are this bad person or you are the person who always has scruffy shoes.

Kerri Konik:  So, now that we’ve handled that one, the piece about the marketing, when they first discover you, they try literally tripped onto your brand, your website, or your product and they know nothing about you.  So, what needs to happen is there needs to be a little bit of, they’re not even curious or interested quite yet.  So, the messaging and the connection goal is maybe moving them into a state of curiosity or a state of possibility.

Andrea:   Possibility, I love that.

Kerri Konik:  Yeah and then moving them into being inspired or excited by buying shoe polish and then you can be like be your confidence self, right?  You see this on advertising, a 30 second spot every day, every day.  It can be done very quickly, but it’s the right emotional goal at the right time.  But the overarching, you know, nobody needs or wants to spend money in that category.  And that’s true for most of the stuff we buy, actually.  It’s what we want from the thing we’re buying.

Andrea:  Oh yeah, absolutely that was so powerful.  You just shared so much that applies absolutely directly to the customer experience, but also to our experience of life with people.  So that’s fantastic.  Why do you care about this topic?

Kerri Konik:  Uhh.  Well, I’m really, really most passionate.  I mean, we can brand or we can do marketing and emotional CX for anything, but I’ve chosen to help small businesses in particular.  I used to be a chief creative officer for food, drug, cosmetic, luxury brands, and worked with some of the most emotional icon brands you would all know and aspire to have in your home or in your closet.  But that doesn’t really change the world for me. So, when we were working with, you know, really huge iconic brands that are amazing, that doesn’t really change the world or make progress in the world and we can move the needle, we can sell more volume, but where my heart, my passion, and my purpose lives is leveling the playing field for business owners, right?  

So people who have the courage to set out on their own and do something that they’re looking to accomplish. So, I shifted and bring all my chief creative officer knowledge from big agency strategies and packaged it up and bring it to the smaller underdog, if you will.  And the reason is because I want to level the playing field between the small business owner competing with the really giant marketer.  Let’s say you did shoe and shoe polish and you’re going up against Nike, right?  That’s like a David and Goliath thing. So, I’m not always for the underdog.  But what I’m for is leveling the playing field, so small business owners can not only survive but grow and make the positive impact in the world that they came into make through their business.  That’s my why.

Andrea:  Yeah.  I love that.  So when you’re going through and helping people or helping brands to be able to kind of identify what their why is, or maybe they already know what their why is, how does that connect to the way that you helped them with the customer experience?

Kerri Konik:  I just had a conversation yesterday with a really fast growing brand in the southern hemisphere.  And they’re growing so fast and as you know, at the end of the day, you have to evolve your brand message, your marketing because your purpose needs to be obvious.  And that entrepreneur, the owner said, “Well, my purpose is crystal clear.  This is what it is.”  And I’m like, “Great that you know but the world doesn’t know that, it’s not in your brand messaging.” And so chances are, if a brand has started and they’ve got some sea legs and proof of concept is there and they’re surviving, the purpose is now known.  But it’s not in their appearance.  

So let’s take a big brand like Apple or Virgin Records, right? You can name the founder of both of those organizations and you can then pretty quickly dial right into what they stand for, right?  So what does Steve stands for?  What is Richard stands for? That’s the purpose that as the brand grows, it doesn’t become like the core messaging of like trying to sell the sneakers or sell the iPod or sell the computer.  But it becomes what you stand for and what you’re about and the possibility that you’re creating.  

With Steve, it was about changing the way people relate to each other through technology.  And for Richard, it’s in his book the cover, “Screw it, Let’s do it.”  It’s about empowering going for it and creating something that never existed before.  The pure meaning of creativity, which is creating something that doesn’t exist yet. So, that purpose fuels the brand.  And you know, Apple is 45 years old, and I don’t know how old Richard when he started, about 40 years old also, right?  So that why becomes bigger than the entrepreneur, it becomes the vision of the brand.  So, one of the most powerful questions we ask a brand, and we just put this on Instagram yesterday, is “What are you trying to accomplish?  You know, what would you like to accomplish through your company?”  Which cuts right to the core of the heart and soul of purpose?  “I want to create a lot of computers.”  “Why?”  “So that people everywhere have a voice and can express themselves, you know.”  Boom!

And then as a brand becomes more and more successful, they talk less about product marketing, product promotion, and they talk more about brand marketing.  That’s what we really specialize in is elevating the brand, not necessarily the product.  So, we don’t do product marketing.  We don’t do, you know, the latest sneakers, the latest jeans, or fashion apparel, we elevate the brand.  And not the brand story and storytelling, but more about the brand’s purpose and how it changes you and your life.  That’s how brands grow, really.

Andrea:  Hmm, love it.  OK, Kerri, so how do you work or what are some things that you offer?  I know that you’ve got a podcast that you’re launching.  Tell me a little bit about where people can find you and how they can work with you.

Kerri Konik: Oh, thanks.  Well, Inspire Fire is the name of our core brand and we are launching a podcast hopefully in Q4, yes, yes, yes and it’s going to be about customer experience.  It’s really going to be about inspiring fire and emotional connection that ROI.  What does that mean?  How do you do it specifically for small brands so that they can grow and change more lives, make a greater impact, whether it’s just for your own family, your community, or changing the world, you know, however broad or your ripple effect is. So Inspire Fire, you can Google us.  You’ll find us on Instagram and our websites inspirefire.com and I’m on all of the social platforms as well.  And we love talking to small business owners who are really looking to leverage that big, big, big throttle called emotional connection so that they can like propel their brand forward farther, farther, faster we say.

Andrea:  And you mentioned before we started recording that you even have some, it’s not just a matter of we need to do this really big consulting with you, but you’ve also got for small brands, you have something for them to, is that right?

Kerri Konik:  Yeah, definitely.  The big shift from moving from big iconic brands with huge budgets to small brands with modest budgets is we productize, packaged up our services in what we call Lego modules.  And the two we talked about earlier what I mentioned to you is called Calibrate, which is a CX customer journey auditing discovery, strategic initiative that’s really affordable to any small business including a startup.  Although there’s nothing to look at it with a startup, right?  Not yet. And the other service we do is we architect that Resonance Roadmap where it’s a strategic engagement, but really looking at what is the experience end to end. 

And then we can help them with system.  They identify systems and processes and automation and digital tools that they need to build.  We don’t build those, but we identify those and then we reconstruct or add touch points into what they’re currently doing to really advance the emotional connection.  And you know, pricing, it’s not expensive stuff.  It’s just adding a moment that’s meaningful and memorable into key stages. So, we always add a stage in the shift between marketing and sales.  Because what happens is your prospect or your visitor, their identity changes with you.  Your relationship changes in every stage, so we help you look at them.  In the Resonance Roadmap, when there’s just a browser, they’re just checking out and they shift into being a prospect.  

That’s a different relationship.  And what can you do?  What should you do there?  And then in the delivery, they’ve become a customer.  It’s a brand new relationship, right?  They decided to marry you or get engaged at least and that needs to be memorialized through meaningful moments.  So that’s also a service that even the small businesses can afford to invest in. We’re doing several of these right now and if the brand is up and running, we highly recommend that people do this because it changes who they hire or don’t hire.  It puts in systems.  It puts in technology, what my friend Paul Sokol calls the Digital Plumbing. 

So those services are really affordable.  So it’s not branding.  And people say, “Well, I know you’re a brand expert.  You know, we don’t want to change our brand.  We just want to grow our company.”  That’s what I’m talking about. The other thing, we also really fix is we laser fix the messaging in the marketing state so that positioning statement lands emotionally.  It makes sense to the target audience, phone rings.  That is always upside down.  We literally flip people’s messaging literally upside down.  We focus on making it customer centric and not you, not what we call narcissistic.  It’s never about you in all of the communications throughout the entire journey.  But how do you say what you’re trying to say in a way that’s about them? So we have a messaging offer as well called the Messaging Matrix where we solve for nine distinct verbal marketing messaging assets, and boom, they run with it and they grow more and then they come back and we’ll do some more things with them. 

We try to make really our services are strangely affordable and it’s because like I get it. You know, I’ve started six businesses, and investing in your own brand growth is expensive.  You don’t have a line item for that usually, not yet, you need to.  We make it affordable and we make it modular so you can _____ then you get the ROI.  You know, you sell one or two client engagements, boom, that’s paid for, now let’s do the next one. I just had a meeting before talking to you, Andrea, where they said, “OK, that’s nice to have.  You know what we have to do now and we’ll come back and get that in Q1.”  I’m like “Perfect.”  So you know, we can make it bite-sized or we can take on three-year engagement also.

Andrea:  That sounds awesome.  OK, so you’ve just shared so much with our audience.  I’m so grateful.  Thank you so much, Kerri.  But I’m going to ask you one more thing.  If you could leave this Voice of Influence audience with one tip to help them to grow their voice of influence, what would you say?

Kerri Konik:  Getting crystal clear, clarity on who you serve.  Who’s your client, it’s not everybody.  I know you could probably do something for everybody, like let’s say you work with women.  That’s a really way too big.  Getting clear on exactly what kind of person, what kind of woman or man, who do you work with?  What problem do you solve for them?  Once you know who they are then identifying what drives them emotionally. And we have tried actually, I don’t know if you want to offer this to your group.  There was a great article in HBR that talked about the 10 emotional motivator drivers and I’d be happy to make that available to you, Andrea, and you could share it with your folks.

Andrea:  Sure.

Kerri Konik:  But once we know that, you have a lot more insight to grow, because once you’re clear, “Oh, OK, and I sell shoe polish to anybody who has scruffy shoes and wants more confidence.”  Boom, that alone, that alone would change and move the needle in sales if you knew that and started messaging and marketing around that, around what you say and who you say it to.  And I’m talking psychographically, demographically, where you put that message, where you don’t put that message, who your customer is not, “Come on, stop marketing, stop wasting money,” doing that sort of thing. So that kind of clarity and then you identify their emotional driver and then you look at your own experience and you can architect like what’s it like to call us, what’s it like to buy their thing from us?  What’s the sales process look like?  Do they come through a register and give you a $10 piece of cash and you give them a thing in a bag and say, buy, you know, what is going on?  And then what should go on, right?  And then change it, just little steps. 

If the devil is in the details, the profit and the gold mine is in the… Every detail sends a signal.  If you think it doesn’t matter, you’re killing your brand or you’re killing your sales, everything matters.  And you can consciously decide not to handle something, I get it.  But everything does send a signal because we are sponges, we are emotionally connected and we’re taking in and creating meaning out of everything. That’s a whole other conversation about what happens with the messages that are going into the brain of your client, but they’re noticing everything, not necessarily consciously.  But if you just change one or two things, and every time you get a moment, up-level the next little thing, you’ll see your sales go up.  You can add a zero to your revenue, guaranteed.  It’s what we do every day.  It’s amazing.  That’s what I love to do.

Andrea:  Awesome!  Thank you so much, Kerri!  Thank you for sharing your voice of influence with our listeners.

Kerri Konik: Thank you.  Thanks for having me.

Guiding a Team to Take Your Customer’s Perspective with Tim Bay

Episode 107

Tim Bay is the Head of Digital Marketing at Fellowes Brands where he is responsible for building comprehensive strategies and programs to drive greater brand awareness, increased engagement, and profitable growth via digital channels. Before joining Fellowes, Tim had accumulated 20+ years of B2C and B2B digital marketing leadership experiences in roles such as Vice President of Digital Marketing at Wilton Brands and Co-Founder of Shay Digital, an internet marketing consultancy where he developed and executed online strategies for a wide breadth of organizations. In this episode, Tim discusses what he does in his current role, the common challenges he sees between digital marketing agencies and their clients, the balance between automation and utilizing actual people, the role empathy plays in how you market to your consumers, how to integrate empathy in all aspects of your business, and more!

Mentioned in this episode:

Play here (the red triangle below), on iTunes, Stitcher or TuneIn Radio (Amazon Alexa) or wherever you listen to podcasts.

Tim Bay Voice of Influence Podcast Andrea Joy Wenburg

Transcript

Hey, hey!  It’s Andrea and welcome to the Voice of Influence podcast.  Today, I have with Tim Bay.  Tim is currently Head of Digital Marketing at Fellowes Brands, which he’ll explain in a minute, where he is responsible for building comprehensive strategies and programs to drive greater brand awareness, increased engagement and profitable growth via digital channels. Before joining Fellowes, he had accumulated 20+ years of B2C and B2B digital marketing leadership experiences in roles such as vice president of Digital Marketing at Wilton Brands and co-founder of Shay Digital, an internet marketing consultancy where he developed and executed online strategies for a wide breadth of organizations, Gatorade, Ty, etc.

Andrea:  So, Tim, we’re thrilled to have you here today on the Voice of Influence podcast.

Tim Bay:  I’m excited to be here.  Thank you.

Andrea:  Well, Tim is also speaking at a conference that I’m also speaking at the end of September, the Digital Experience Summit in Chicago.  So, Tim, let’s start with what do you do as head of digital marketing at Fellowes Brands?

Tim Bay:  So, I would say at the highest level, it’s looking at how we can leverage digi-channels.  That could be website.  It could be social.  It could be email to achieve our business objectives.  You know, these objectives are how do we enhance brand awareness, how do we drive product awareness, and ultimately how do we convert to sales?  So, that’s sort of from the business side. You know, thinking about it from a consumer first perspective is what can we do to help people along their journey?  And we sell products, everything from shredders to storage boxes, to sit stand desks, to chairs, or to laminators.  How can we help people find what they want to find?  How can we make it easiest for them to get what they need, to get when they want to get it, and how they want to get it?

Andrea:  Great!  So, when it comes to digital marketing, you know, you being the head of it, how did you get to that point, like what was sort of the journey that you’ve taken because you mentioned in your bio that you also had a consultancy for awhile?  So, we were talking beforehand that it was really interesting that you have been on both sides of agency and client in terms of, you know, this relationship between agency and clients.  So, I guess I’m just wondering what has been that path for you?

Tim Bay:  So, I actually started out when I was an undergraduate as finance major and accounting minor, and I thought I was going to be a stock analyst or stock researcher at some point.  I went back to get my masters and I took my first marketing class for my masters and just fell in love with marketing.  And then what led me to digital was I think a little bit of the right brain and left brain and the ability to get the immediate feedback and analyze, you know, what’s working, what’s not working given that sort of real time feedback in terms of what we can do to be more effective. And then from a digital marketing perspective, you know, as you mentioned over the course of my career, I have been on both the client side and the agency side.  And largely that depends on where I saw some great opportunities and the ability to learn.  And so I like having been on both sides because I think it made me better on the agency side to be able to empathize with the plight of the client and to understand what it’s like to work in an organization.  And sometimes there are challenges that you face. And then on the client side, understanding sort of how agencies work and how I can be a better partner from my client perspective, but also understand a little bit of the nuances of agency and helping me in terms of the clients I get the most out of that relationship.  I can always feel like, you know, the best relationship, the best partnership is one where it’s mutually beneficial.  So, I do feel like being on both sides sort of gives a perspective that allows you to get not only more out of it from your side, but also help be a better partner.

Andrea:  Do you think that there are any common mistakes that you’ve noticed, maybe you’ve helped mitigate them so that they don’t happen that when it comes to that relationship between client and agency, when they’re trying to figure out plans and execute plans and all that sort of thing, have you noticed any particular mistakes that kind of pop up quite frequently?

Tim Bay:  Yeah.  I think the biggest challenge from the client side is believing that you can just offload strategy to an agency and the fact it’s the best relationships and I feel like this from the agency side as well.  The best relationships are our partnership and you have to give the right amount of time, you have to be fully vested, you have to be transparent.  The more information, the more time that you can spend with your agency, the better ultimately they will be able to be. And I think the other thing too is, and this goes from both sides, is really being honest about what you need in a relationship and what you need in a partnership and what success looks like.  Because I think too often you get a few months in and you just realize that things are operating as effectively as you’d like and that comes back sometimes to expectations in terms of how much time, from the agency perspective, they have to spend to manage the account, some of the challenges they might be facing in terms of gaining information or deadlines or things like that. And so I think, you know, going in understanding what is needed from both sides and being committed to doing that and having those conversations up front really helps.

Andrea:  So, making sure that the relationship is structured in a way that is going to allow for the time and the energy that needs to be spent in order to establish your goals and get everything in place before you even begin so that you can keep referring back to it?

Tim Bay:  Exactly, exactly.  And I think part of it too is, you know, you mentioned strategy.  Another challenge is if I as the brand can’t communicate a strategy, I can’t expect my agency to actually execute against that strategy effectively.  And I think sometimes recognizing that there needs to be some work done first from a strategy perspective before you can engage in agency and in a very effective way.  And again, that goes back to just really understanding what you need to do from your perspective to partner successfully with an agency.

Andrea:  OK, so at the conference we’re talking about managing and optimizing digital customer experience to drive greater loyalty and profit, and one of the things that I feel like is super important in the managing and optimizing of the experience is the digital piece of, you know, automation and that sort of thing, but then also the people side of things.  So, for you, when you’re working at Fellowes or when you’ve worked with other clients in the past, how much energy and effort goes into each side of that equation, the people side versus the automated side?

Tim Bay:  I still think the greatest asset that any organization can have is its people.  As much as I get excited as a marketer about things like Machine Learning and Artificial Intelligence, you know, there’s nothing that replaces a great team of people.  And that’s not just from a customer service perspective but it’s also from sort of thinking proactively about how to create that best customer journey.  You have to think about the customer first.  You have to be proactive in terms of understanding what is it they want and meet their needs before you can sort of, you know, get them to give you what you want in a way. And so, I think the technology has to work hand in hand with people.  I don’t think you can certainly, not anytime soon, I imagine a situation where you feel like whatever technology solution you have is going to be as effective in a lot of areas as just our ability to communicate, interact, engage, and strategically think through issues. Now, there are things that obviously technology can do better than us as humans, right?  Things like, you know, quick computing and things like, I think personalization.  But at the end of the day, you know, I think people want to feel from a customer service perspective, people want to feel like there’s somebody there on the other end that is helping them out and listen to them and understand the nuances of human language. And I think on the forefront it’s being able to, you know, people want to feel like that experience that we’re providing to them via a website, for example, was created with an understanding of what their challenges are.  And that is something that, right now, the best way to do that is with really creative and smart people.

Andrea:  Hmm.  So, when it comes to giving them a good experience from the outset and would you say, it generally starts out with the website and that sort of thing, right?

Tim Bay:  Right.

Andrea:  So, you’re going to make sure that the websites optimal for people and then they’re going to encounter people.  And so, how do you decide as a company?  What is the line that kind of crosses into the actual human experience?  So what needs to be automated and what needs to be human to human?

Tim Bay:  Well, I think that is always a bit of a challenge, because you want to provide the best experience possible, right?  Almost like a customized, you know, white glove treatment, but then you have the realities of just staffing and maybe 24 hours and things like that.  So, for us, yeah, I think, we’ve always tried to think about is how do we find that right balance.  And also recognizing that in today’s world, there are some times that people, you know, they’d rather chat versus call a phone, and sometimes, they want to sort of do self service. And so, I think for us, it’s looking at the situation.  It’s looking at what the product or service is and saying based on that, what are the types of help that people are going to need.  If it’s, you know, something very basic, they may want to know dimensions or they may want to know a specific product feature.  If it’s something that’s maybe more complex or even more expensive, they may want to be able to talk to somebody and be able to ask that person questions. So, in some cases a really good FAQ, a really good _____ on the page, a chatbot, or even a chat that connects to a human might be we think good enough to provide that direct level of service.  But sometimes it’s more than that and that’s part of where I think we have to look at the situation and think about it from the perspective of the consumer, you know, what is that thought process, what is that decision tree looked like for her?  And at what point might she get stuck and do we feel like no matter what tactic is we’re doing enough to help her get unstuck from a situation that she’s at?

Andrea:  So, I love how much you’re talking about getting her perspective and coming from her perspective.  What are some of the best ways to actually figure out what her perspective is?  How do you actually take her perspective?  Do you ask, do you imagine, or do you use a committee to talk about it?   What is the process that you guys go through?

Tim Bay:  I think to start off with, there’s got to be a mindset.  It’s a mindset, and one of my favorite words in marketing beyond that is empathy.  And you have to put yourself in a situation of who that consumer is, so one is understanding who is the consumer.  And then, you know, we’ve done a lot throughout my career in lots of places, we’re doing this at Fellowes about building a persona, because the danger is you always look at your customer as yourself.  I think, especially in organizations, you know, let’s take for example an engineer talking about the product is very different than a consumer buying the product, right? And so, we very much look at who is our consumer and let’s put ourselves in her situation, understand what’s driving her motivations, what is she looking and what concerns does she have.  And part of that is just if you build that persona out and you put yourself in that perspective, you can go very far in terms of understanding that person, but then we supplement that with things like focus groups. It could be any type of research that you can do, maybe it’s first party, maybe it’s third party to sort of build out that understanding.  And then of course you have an idea, you build something out, you feel like you’ve done everything you can but you need to test that out.  And then you continue to listen after you roll something out to see, are they experiencing what we expect them to be? So, I think it, ultimately, has to be a commitment too.  You’re always thinking about that consumer and always thinking about who that person is.  It’s not necessarily you, in most cases it’s not thinking about everything through that lens of her.  And I think if you do that, it’s always keeping you on the right path in terms of whatever you need to do to make sure that you’re providing the best experience for her.

Andrea:  Do you find that the people that do this with you, that work together with you to build this empathy and build the persona, does this translate into better relationships in general with them because they’re able to do that?  Because this is not something that people do well in general.

Tim Bay:  You know, one of the things that I think that’s really important and whether if you’re talking about ecommerce, digital marketing, management, personal relationships, empathy and trust.  So, from a team perspective, one of the things that has always been challenging in terms of building a team is building that level of trust, especially as you’re bringing new people together or asking people to do things that they haven’t done before. And so, one of the byproducts of what you just said is that even from a team perspective, you’re sort of learning to put yourself in somebody else’s position.  And that works whether or not you’re talking about website visitor or you’re having a conversation with a teammate about creative or a wire frame, a copy or content.  And so, I do think that overtime it does help not just in terms of what you’re trying to do with that particular customer journey but overall.

Andrea:  Yeah, I would think so.  It’s interesting to me this connection between what we’re trying to accomplish in business and selling and having actual relationships, because we’re sort of taking the idea of having a relationship and taking it to a completely different level when it comes to business.  And I think businesses are getting more and more aware and becoming more and more aware and more attuned to the idea of, “No, this really needs to be a relationship with the customer not just, you know, a transaction.”

Tim Bay:  Absolutely.  You know, I love and I’m passionate about and most of my times thinking about the digital world, from a digital marketing perspective.  But when we talk about a customer journey, I always think about that website like a store, if somebody were to walk into a store, what would you want that experience?  How would you greet that?  What would be the first thing that you say to them?  How would you help them navigate the store?  If they wanted to talk to you then how would enable that?  If they wanted to browse and if they’re a tech person and want to do a little bit of researching, exploring on their own, how would you make that really efficient for them? And I think the other point that you talked about is, again, even though it’s a digital relationship, it’s still relationship.  And I think any business, whether you’re selling shredders or you’re selling consulting services, you really do want that to be a long-term relationship.  And just from a practical perspective, much easier, much more efficient to engage with your current community of folks that already know you and believe in you and like you than going out and finding new people. So, thinking about anything that we can think about from a digital perspective as a relationship and something that we’re trying to, and this is important for our brand at Fellowes because of what our brand stands for, we want that to translate into the digital world.  And so even though it’s a digital relationship or a part of it maybe, we always still think about it as you’re still connecting.  It’s just the medium that you’re doing it is different than if you were in person.

Andrea:  Yeah.  I love the analogy of the website being like a store and how you’d welcome them and all that sort of thing.  I think that’s really good.  So, when you said that Fellowes has, how did you put that, what you’re trying to be about or what you’re trying to communicate as a brand, what is the communication that you’re trying to communicate as a brand?

Timothy Bay:  Well, I think part of our DNA, and so Fellowes has been around for 101 years.  It is a family owned and run business.  John Fellowes who is our current CEO is a fourth generation.  And, you know, one of the things that John has mentioned and he has said this in a couple of different settings is he was told by his dad who’s third generation that they are there to serve the business, not the business or the family and part of our DNA is helping people.  We’re very much about workplace wellness, how can we make people feel better?  How can we make them work better?  It’s really part of sort of our tagline.  And so that can’t just be, you know, tagline or slogan but that you have to live it. So, going back to that sort of relationship part, we have to think about “Are we providing value to the consumer?”  “Are we giving her the right information?”  I mean, obviously from a product perspective, we’re thinking about that in terms of “Are we making it easier for her to do better?”  “Are we ultimately make her feel better as part of that experience?” And if that’s part of your DNA, you think about that in every single thing that you do, whether it’s part of your feature set or product, it’s building a website, it’s an email communication, or it’s something on social.  And so again, going back to, you know, as a company, when you have this notion of what your values are and what’s your purpose is, it needs to permeate every single thing that you do, including digital marketing.

Andrea:  Oh yeah, that’s really, really seems to be important.  And I’m curious as to how that plays out.  So, when you’re talking about your DNA, the values, the purpose and all that, when you’re needing to build out these different things whether it be product, the service, the website or whatever, like practically speaking, do you look at your DNA first and say, “OK, how can we make sure it does that?”  Or is it just something that’s sort of in the back of your mind all the time?  Practically speaking, how does that workout for how to integrate that?

Tim Bay:  So I think, it’s a bit of both.  It is always present at the back of our mind, but we can’t forget to explicitly remind yourself of that.  I just walked through with the team recently, a playbook that I call on, you know, how we’re thinking about email marketing.  And playbook is basically, here’s the things that we think we need to be doing to do the best that we can in a particular channel or particular tactic. That playbook starts with a reminder of the things that we need to be thinking about from that sort of DNA perspective, thinking about the customer first, thinking about how we’re communicating that in everything that we do, whether it’s a LinkedIn post or an email campaign or a banner. And of course there’s always some sort of spectrum in terms of how much you can do that.  You can do a lot more with a blog post than you can with a web banner.  But I think, again, you want to always be there to remind yourself consistently that you got to be thinking about _____ that’s always in the back of your mind.

Andrea:  Hmm, so you integrate that into the playbook itself too.

Tim Bay:  Absolutely.  You know, one of the things I’ve learned throughout my career is that it’s really difficult to over communicate something.  You know, 99 percent of the time, it’s the under communication that takes a lot of time and a lot of enforcement and reinforcement of something before it becomes part of our sort of daily nature and habit.  And in a way, you want to always have a top of mind.  It takes a lot to do that and it’s really difficult to over communicate.

Andrea:  Yeah, yeah.  That’s so good.  Tim, I can’t believe it’s already about time to wrap up.  But when, you know, people are looking to be a voice of influence and when it comes to either on a team, whether that be on an agency or an a client side, whether it be because we’re thinking about our client or our particular customer or our relationships, do you have something that you would like to leave with the listener in terms of a tip or a strategy or one last thought?

Tim Bay:  I think that all of us have something to offer and have a unique perspective.  And, you know, I think as managers, as leaders, we want to empower folks, we should also feel just a natural empowerment to give our point of view, you know, to recognize that everybody has a different perspectives.  And when we talk about diversity of opinion, you know, it’s so important.  And so, I think when you talk about voice of influence is, you know, I think we have to on one hand, you know, _____ sometimes and trust a little bit that our opinion matters. And then, I think, again, as leaders we have to enforce and reinforce that we want to have folks voice.  We want to have that level of trust and comfort there because, you know, two smart people are always going to come up with a better solution than one person.  And we have to create that environment that facilitates folks having comfort and talking about bringing their perspective and bringing different ideas.  And that’s something that has to be nurtured.  You just can’t say it’s going to happen.  It’s something that you have to continually tend to like you would, a flower garden.  If you don’t, it runs over with weeds and eventually the flowers die.  I can’t overemphasize how important that to me in terms of building good teams and making sure that people feel comfortable with those works of different ideas and opinions.

Andrea:  So good, so good.  Thank you, Tim.  How can people find Fellowes or find you?

Tim Bay:  They can find Fellowes at fellowes.com and then, you know, you can see our social channels from there and they can find me on LinkedIn and Twitter.  So, I’m happy to talk to anybody at any point in time.  I always love talking to folks who are interested in talking about anything from customer journeys to culture, to digital marketing.  I love talking to people.

Andrea:  Awesome!  Thank you so much for doing that and for sharing your voice of influence with our listeners, and we’ll be sure to link all of the things that you mentioned here in the show notes.

Tim Bay:  Great!  Thank you very much.  I really enjoyed it, Andrea!

How to Hear the Voice of Your Customers with Oscar Trimboli

Episode 76

Oscar Trimboli is on a quest to create 100 million “deep listeners” in the world. As a former marketing director at Vodafone and Microsoft, Oscar has always been passionate about the importance of listening to his customers.

In this episode, Oscar talks about the five levels of a “deep listener,” why focusing solely on the person speaking doesn’t necessarily mean you’ll be a better listener, the cost of not being a deep and present listener in the workplace, what he would have his team listen for while reviewing calls from customers, how he used the insights gained from listeners to customers into other aspects of the company, and so much more.

Mentioned in this episode:

Play here (the red triangle below), on iTunes, Stitcher or TuneIn Radio (Amazon Alexa) or wherever you listen to podcasts.

Transcript

Hey, hey.  It’s Andrea, and welcome to the Voice of Influence podcast.  Today I have with me Oscar Trimboli.  He is on a quest to create 100 million deep listeners in the world.  I am excited to hear what he means by that.  As a former marketing director at Vodafone and Microsoft, Oscar has always been passionate about the importance of listening to his customers and he brought that passion to the next generation leaders at Microsoft, rebuilding their graduate leadership program which was implemented in 26 countries.

 

Andrea:  Oscar, let’s start with this: what is deep listening?

 

Oscar Trimboli:  Well, most of us see in color but most of us only really listen in black and white.  We listen to what’s heard and what we see, but a deep listener listens at five levels.  They listen to themselves first, they listen to the content next, they listen to the context after that, they listen to what’s unsaid.  It sounds like a bit of a Ninja move but we’ll explain that.  And ultimately, they listen for meanings.  So deep listening is your ability to listen and have an impact beyond the words.

 

Andrea:  OK, so what made you, in particular, interested in this topic?  Where did this originate for you because this is obviously something you really care a lot about?

 

Oscar Trimboli:  Well, as I look back, there wasn’t a lightning bolt moment where something happened and it all fell into place.  I’m not that fortunate.  But as I look through my school life where I went to a school with 23 nationalities, I would be able to listen to and connect their non-English-speaking migrants with the English speakers at school, the sports jocks and the academics together, the teachers and the students.  That ability to listen beyond what was being said and listen to people’s intention and their body language was really handy because we played a variety of card games at school, some of them card games that you’d call English card games, some of them Italian card games, and some of them Chinese card games.  I was always asked to be on everybody’s team, because I didn’t know it consciously then but I was listening for people’s body language in those days.

 

As I went through various stages in my professional career, there was this consistent thread.  I always never struggled to hire people as a people manager whereas a lot of people managers did.  What I learned later on was it was because I was really customer focused in that before every team meeting that we had, you had to spend a half an hour in the contact center as a team listening to what the customers were actually saying.  So it might surprise some people who might be business owners out there that when you’re working in a large corporation, you’re not very close to your customer at all.  The closest you get to a customer might be a row in a spreadsheet or a graph that’s generated.  Or maybe you get really close and you hear a piece of the verbatim feedback that is the transcription of what a customer said.

 

So my teams were always encouraged to put on the headphones and then go to the contact center in… I’m dating myself here because we didn’t always have software to log into the contact center, but listening.  And if you wanted to interview with me or join my team, everybody knew the first question I would ask is, “So based on the last hour you’ve spent speaking to customers, what have you learned?”

 

That listening thread went all the way through my career.  It was about six years ago where somebody said, “Maybe that’s your purpose on the planet is to help people learn to listen as well as you do.”

 

I was fortunate enough to sit down with a mentor and I said, “Look, by the time I get to 2030, I’d like to train a million listeners in the world.”  _____ looked at me and he said, “Sounds kinda simple for you.  Do you think you can get there?”  And I said, “Yeah, I can see a million listeners really easy.”  He said, “Well, if you can achieve it in your lifetime, it’s probably not ambitious enough.”  And I said, “Hmm. good point Dermot.  I have that 10 million listeners.”  And he straight away came back and said, “How about a hundred million listeners.  That should safely scare you.”  He was right.  That stretched my thinking ever since.

Andrea:  That’s fascinating.  I love this topic.  It is so near and dear to my heart because the whole point of having a voice of influence in my mind is actually totally flipping the whole thing around.  It’s when you can help others find their voice that’s when you really find your voice of influence.

 

So the idea of listening, and not just listening but also helping people draw out, and I suppose that’s part of what you talk about, how do you help other people to be able to express or to have the space to express what they’re thinking or what they’re feeling?

 

Oscar Trimboli:  The very first thing most people are taught, if they’re ever taught how to listen, is to focus on the speaker and give them your complete attention.  That’s handy but it’s not really the powerful foundation of deep listening.  Deep listening actually starts with you.  If you’ve got so much self-talk in your own mind, if you’ve got a story playing in your head, if you’ve got a movie going on about the next thing that’s going to happen or the last drama that you’re trying to process, it’s very difficult for you to have space in your head to listen to the other person.

 

And listening to yourself is the foundational component of being a deep listener.  You need to be available to the other person to listen.  In doing so, I’ve researched about 1,410 people over the last 24 months in a consistent survey group and 86 percent of people don’t struggle with focusing on the other person.  The things they talk about is the distraction in their head, their inability to stay in the dialogue.  They’re big struggles that people have when it comes to listening.

 

So three really simple tips are the deeper you breathe the deeper you listen, so holding your breath a little bit longer, exhaling a little bit longer.  I’m not asking people to move into a yoga pose before they listen to people.

 

But whether you’re an opera singer, a navy SEAL or an Olympic-level athlete, they all breathe very deeply.  They do something called box breathing.  So if you visualize making a box out of your lungs where you go down one side, you go across and you come back up.  Then just hold that breath and take it in 10 seconds longer.  They hold it for 10 seconds longer.  They exhale for 10 seconds longer because listening is a very high load on your mind.  So if you can get oxygen to the brain, you’ll be a better listener.

 

So tip number one, deepen your breathing.  Tip number two, a hydrated brain is a listening brain.  Your body uses 25 percent of its blood sugars in the brain.  So anything you can do to get the blood sugars to the brain faster is a good thing.  So always have a glass of water when you’re listening to somebody.  A cup of coffee is interesting but it’s not helpful.  So water and coffee, that’s really good as well.

 

Finally, and probably the most difficult for everybody to do, switch off your mobile phone, switch off your cell phone, switch off your laptop, switch off your iPad device or tablets.  Get them out of the way.  It’s no coincidence that software designers from the slot industry, from Las Vegas that help people stay in the zone that’s completely dopamine-enabled they have dings and colored lights coming on and it’s exactly the same on your cell phone.  The red notifications, the ding that you get and that’s completely designed to fry your brain and distract you.

 

So the most powerful example of this I saw was a traveling exec that I was hosting in 2010.  He had flown all the way from Seattle to Sydney.  That’s an 18-hour plane ride.  But he got straight off the plane and into a meeting with me with 10 business owners in a hotel in Sydney.  And Peter stood up and announced himself to the group, sat down and then realized something.  He stood up again and he says, “Forgive me.  I’ve left my phone on.” So he went to his bag.  He took his phone out of his bag; he switched it off, announced it switched off and then put it back in his bag.

 

Andrea, what do you think happened to the other 10 execs in the room at that moment?

 

Andrea:  They all went and did the same thing with their own phones.

 

Oscar Trimboli:  Yeah, so seven of the 10 people did that.

 

Andrea:  That’s fantastic.

 

Oscar Trimboli:  Three didn’t but the point is a lot of leaders ask me and a lot of people who are parents ask me, “How do I teach other people how to listen,” and I always say role model listening.  And in that moment, Peter said, “The most important thing I can do for the next hour is give my full attention to this group of people.”  That was probably one of the most productive meetings I’ve ever seen at that level because nobody was using their phone as a status symbol to show everybody else how much more important something else was than the meeting.  And that was a really, really productive meeting and set up a very different experience.

 

So when I debriefed the leaders, as Peter went to another meeting in another part of the city immediately afterwards, we we’re talking about future technologies and roadmaps of the future and some of the software that people take for granted today.  Back eight years ago, it wasn’t even being built.  I said, “You know, what was the most useful thing today,” expecting them to talk about software in the future or how much money they can make.  They all said to a person, “Watching Peter switch off his phone.  It was very empowering.”

 

Andrea:  That’s awesome.  I know that it’s really hard for people who feel like they have so many things going on, so many plates spinning, so many people that need things from them to feel like it’s OK to be that present.  This is how you do it but explain to me why it is that… you know, what’s the cost of not listening like this?  What’s the cost of not being present?  What’s the benefit of doing that?

 

Oscar Trimboli:  The cost of not listening is extraordinary in the workplace.  We feel that as conflict, confusion, chaos sometimes.  We feel that in projects that run a schedule because people leave project update meetings thinking they heard something going and implemented what they think they heard and then coming back to the next project meeting and people looking confused at each other going, “Isn’t that what you told me?”

 

One of the simple costs of listening is rework.  I was talking to a client about six months ago and I was sitting down with her and she’s got a very complicated job sheet.  She puts together the pricing of complex financial instruments that help people save money.  She was in a meeting with two people who were leaders in the business and that were peers of each other and the two peers weren’t listening to each other but they needed to approve this pricing.  One was saying, “We need the pricing lower.”  Another one said, “We need the pricing higher.”

 

Each time my client would go back to her working group and redo the pricing.  And every time they redid the pricing was 120 hours of effort.  But more importantly, as she noticed, the opportunity for error in this very complex pricing model increased every time they did a new version of the model.  So that would come back on a regular basis to this committee doing what they think they heard.

 

Ultimately, the pricing came back and the ultimate decision maker said, “Why have you gone and put the pricing together like that?  We were just thinking out loud.  It wasn’t a recommendation to go and change the pricing.”

 

I come into many situations working with clients in the workplace where the cost of not listening is a simple misunderstanding in the short term, but in the long term it’s a lot of rework.  You could even say one of the most significant costs for the 2016 Democratic Party was its inability to listen to its heartland.  And the cost for them has been quite significant in US elections as an example.  So whether it’s in businesses or organizations.

 

But my favorite story about the cost of not listening as a client, an executive I was working with about two and a half years ago, Michael, he rang me up on a Friday evening and said, “You’ve nearly cost me my marriage.”  I said, “Oh, why is that?”  And I’m always very clear.  This is always work around deep listening in the workplace.  And I said, “Mick, what’s going on?”

 

He said, “Well, I’ve been doing all your stuff but, last Friday, we put the kids to bed and my wife sat me down and she looked me straight in the eye and said, ‘OK, let’s be honest with each other now.  And I want you to tell me straight, are you having an affair?’”  And he was completely knocked off his seat.  Rather than try and defend it, he just asked his wife why she’d formed that perspective.  She said, “For the last eight weeks you have never paid me as much attention as you have in the whole seven years of our marriage.  I figured you must be having an affair to cover it up.”

 

And Michael breathed out at that point.  He sighed and he smiled and he explained to his wife that he’s been taught how to listen.  She said, “That has completely changed our relationship.  Your ability to stay focused on me completely is the most intimate thing you’ve ever done for me.”  So sometimes it can cost a marriage.

 

Andrea:  It’s fantastic.  I love that example.  So let’s go back to when you would take your teams into the customer call center and listen to the customers there.  What were you listening for when you were there?

 

Oscar Trimboli:  Personally, I’m listening for a couple of things.  The first thing I’m listening for is what is the listening stance that the person in the contact center speaking to the customer is listening for?  Are they asking questions that are exploring the content?  Are they exploring questions that are exploring the context?  Are they doing a great job of understanding the back story and how somebody is coming to the conversation rather than what they’re saying?

 

So a lot of times in contact centers, contact center agents are asked to literally follow a script.  Whether that person calling in or not knows how a contact center works, they know somebody’s following a script.  What I noticed very quickly was it was the more experienced contact center agents who are very comfortable going off script being led by the conversation, being in a human-to-human connection, not being in a robotic, scripted example where, well, we have to get the average hold time down, we have to reduce the amount of time people are on hold and we have to get the customers off the call as quickly as possible.

 

You know, there’s a great example with Zappos where it’s not about the amount of time on hold, it’s not even about the amount of time on call.  It’s about the resolution.  One of the things I was always careful to make sure we listen for as the marketing organization is what is it that’s missing in the information we need to provide to our customers via our website, via software, via our newsletters, via the voiceover recordings when you’re waiting on hold to arm the contact center agents to be successful?  So the other thing we spent a lot of time doing is listening to what’s unsaid and listening to the language that the customers were using and making sure that language is being used in our documentation, not the language that we used.

 

And we use this very sophisticated MBA-ese kind of language and yet the people who were calling us didn’t speak like that.  I always say to people, “Honestly, explain it to me like we’re in a pub.”  That’s the best way to explain.  “Explain it to me like were in a coffee shop.”  That’s the best way to explain it.  “Explain it to me like you’re talking to my 5-year-old granddaughter, Ruby, or my 78 year old dad.”

 

And if you can explain it to them simultaneously using the same language, we’re probably a lot closer than using words like ‘scalability’, ‘synergize’ and all these lovely MBA-ese words that are completely meaningless.  They’re jargon-filled words that don’t connect with the problem that the customer has.

 

Ultimately, what we’re listening for as a group, and I’d always have a thematic challenge for them to listen for, so it might be listening to the problems that are the simplest ones.  We’ll listen to the problems that are the easiest to fix or listening to the problems that are costing the customer time or listening to the problems that are frustrating the customer with connecting with other software.  And listening to what’s unsaid is really the most potent thing I felt was our learning and our gifts to other parts of the business where we could bring them insights because we were listening to our customers deeply.

 

Andrea:  Oh, that’s interesting.  How did you bring these insights to the other parts of the company because that’s, of course, one of the most frustrating or difficult things to actually accomplish?  So how did you do that?

 

Oscar Trimboli:  Well, maybe some people can.  It’s unusual for people to listen this deeply and this consistently to customers in the contact center.  What I would do, I would issue challenges to other divisions to go, “You know, our team spent 17 hours this week listening to customers.  How many hours does your team?”

 

And they’d always go, “Oh yeah, yeah, but you’re our internal customer.”  So Finance would always say to us, “You’re our an internal customer.  We listen to you.”  Or Legal would say the same thing.

 

And I said, “No.”  I said, “That’s a copout.”  I said, “I’m only asking you to listen.  I’m not asking you to actually take the calls.”  Which we did do every quarter.  We would make sure that our team not only listened but we would ask them to do three calls as well because it’s a completely different level of empathy for the customer when you’re on the hook as opposed to listening for a contact center agent there.  So we would bring, literally, audio recordings into the room where we had customer permission.  We apply those to other divisions.  And it was more potent when the customer’s voice was heard in a meeting.

 

Andrea:  They’re actually voice.

 

Oscar Trimboli:  Yeah.

 

Andrea:  Nice.

 

Oscar Trimboli:  To explain why that change needed to be made in pricing or why the change needed to be made from a legal point of view.  So for a lot of us, particularly when I was working at Vodafone, in mobile communication, in those days pricing was very complicated.  We would price per text message, we’d price per dataset, we’d price per call whether it was local or international, and it was really confusing.  A customer never really knew where they stood, particularly if they were prepaid and they were paying in advance.

 

So bring that and it’s the most powerful way to listen.  The other thing we did as well was marketers work with a lot of advertising agencies as an example.  Typically, when they brief the advertising agency, they’ll put some slides together.  They’ll put some market research together, the slides, all that pie charts and pie graphs and some verbatim about what the customer is saying.  We actually brought the customers into the advertising agency and we got the advertising agency to listen to them.

 

So it wasn’t a piece of qualitative market research.  That’s a very different approach.  But I simply said, “Rather than me explain why this product is important, let me explain that through the potential customers that I’ve brought together today to speak to you.”  They loved it because, again, the customer and the way they would explain a problem was completely different to the way that would be translated by the software company that was Microsoft or the telecommunications company that was Vodafone.

 

So I think in that really simple thing, let the customer’s voice speak for everything.  No filters, no translation, no summary.  You can curate a group of very simple, diverse stories.  We always made sure we had one customer from government and one customer from commercial and one customer from a big organization and one customer from a growing, maybe a smaller number of employee organization.  And that’s how you can have an influence without you speaking.  That’s how you can give the customer a voice in an environment that’s really powerful to them because, of course, you can guess those customers who came in at that part of the research they wanted your product to succeed because they felt they were part of it, but only because you listened to them.

 

Andrea:  That, in itself, is a powerful statement because I think it’s true across the board when you really listen to people.  When they have a voice, they’re going to be more supportive of the ultimate goal.

 

Oscar Trimboli:  And look, we spend a minimum of 55% of our day listening and yet only 2% of us have ever had any training.  The more senior you are or the closer to a customer you are, those percentages go up.  If you’re the most senior executive in an organization or an owner, you’re probably spending 80 to 85% of your day listening to customers, suppliers and staff.  If you’re in a contact center, it’s closer to 90% of your day spending listening to customers.

 

We’ve spent the 20th century learning how to speak.  I’m on a quest to spend the 21st century training people on how to listen because they spend half the day doing it.  If you wanted the productivity hack of the 21st century, it’s how to listen.

 

Andrea:  How can companies better listen to those people who are on the front lines, these customer-facing teams?  How can they listen to them better so that they have a better sense of this?  For example, when you were presenting these customer recordings, did those come from when you were in the contact center yourself and you guys drew those out as the marketing team?  Or were those things that you asked the actual call center agents to curate and help curate for you?

 

Oscar Trimboli:   Yeah.  It was a combination of both.  We drew out thematic examples that would support our business case, but equally we asked the contact agents to come up with one call that would be representative of their month.  We had a number of themes that we were looking at over a period of time and we would pull out the calls that were recorded by or held up by the contact center agents as the one that supported that theme.  So we didn’t tell them what the themes were.  We just asked them to give us one a month for the representative call of the customer.

 

And some of the contact centers I’m dealing with, we’ve got hundreds of agents in the contact center then so the spreadsheets became quite complex because we had to code them.  And by code them I don’t mean software but just give them some labels and some themes and stuff like that.  Sometimes the labels would be about complexity.  The label might be about billing complexity.  The label might be about billing complexity and international calls but then we’d have to code it by male-female, we’d have to code it by age group, we’d have to code it by metro-non metro area because the buying behaviors might have been different in those contexts, and we had to code it personal versus business usage.  You can imagine it if you were to filter that, you could have a lot of insights there as well.

 

We also ask the contact center agents to prioritize them and give them a rating of 1 to 5, with 5 as the one they thought was the most representative and 1 the least.  In that way we could get them to start to think about what is that thing that is really representative there.

 

As an interesting example, I’ve interviewed the former head of market research for Coca-Cola and former head of market research for Nike in Asia Pacific.  What she said was the most powerful listening you can do as an organization is to watch your customers using your product.  The best example she uses was Toyota engineers followed people in supermarket shopping center car parks in the US and just watched.  They literally sat there and watched people using competitors’ cars and Toyota cars.

 

What they discovered very quickly was the lip of the back of the car when people were loading food and groceries into the trunk of the car was just too high.  Now, more modern versions of Toyotas have a very flat no-lip on the trunk of the car which makes it easier to get food and groceries into the car.

 

Now, as Vanessa said to me, she said, “You would never see that in a market research, in qualitative research, and quantitative research because the customer didn’t even know they had that problem.  They just thought it was the way cars were made and they just had to deal with it.”

 

And just listening to that little thing, by going out and watching the customers, Toyota were able to transform that experience.  Now, will that make customers more loyal to Toyota?  What they noticed is a lot of moms would tell other moms about that and that became a quite a distinctive feature of Toyotas at the period of time.

 

Now, the market has caught up.  A lot of the competitive cars now have adopted that as well.  But what’s the lip to the trunk of the car for your customers and your organization?  Unless you watch them using your product or your service, you’re very unlikely to be listening deeply to what matters to them.

 

Andrea:  That is a great way for us to wrap up this conversation.  I love that, that last image that you gave us in the challenge, really, that is embedded in that.

 

Oscar, how can people get a hold of you if they want you to come and speak to their company or connect with your website?  I know you have a white paper there.  Why don’t you share how they can connect?

 

Oscar Trimboli:  The easiest thing to do is just type ‘Oscar Trimboli’ into your search engine.  There’s pretty much only one of me on the internet and that will connect you really quickly.  If you land on my website, the white paper is there, which will wrap up what we’ve said in a really clear document.  There’s also a series of podcasts where I interview professional listeners, whether they’re market researchers or judges or journalists, air traffic controllers or FBI hostage negotiators.

 

In about three hours I’ll be releasing a Hugh Forrest.  The head of South by Southwest from Austin, Texas runs an event and has incredible listening technologies and methods to listen to the 50,000 people that attend South by Southwest every year and create a huge economic impact for the city of Austin in Texas as well.  So there’s a great starting point.

 

If you love to read, check out Deep Listening on Amazon.

 

Andrea:  All right.  Thank you so much, Oscar.  We’ll be sure to have all of this in the show notes as well.  So appreciate you being with us and teaching us how to listen.  Let there be more deep listeners because of this podcast.

 

Oscar Trimboli:  Thanks for listening.

How to Market Your Book Without Fear with Lindsey Hartz

Episode 42

Lindsey Hartz is a marketing consultant for Christian authors and publishers. She is also the the book marketing agency, Lindsey Hartz Creative. Lindsey has been a part of over 60 book launches and she was actually a big help with my own book launch a few years ago.

In this episode, Lindsey breaks down the four main struggles practically every single one of her clients have experienced, her tips for how authors can push past their fear and become comfortable with marketing their books, how to find your audience so you can begin marketing to them, why you should be collaborating with other authors instead of trying to compete with them, why you need to take your target audience on a “relational journey” as you communicate with them, and more!

Mentioned in this episode:

 

Play here (the red triangle below), on iTunes, Stitcher or TuneIn Radio (Amazon Alexa) or wherever you listen to podcasts.

 

Transcript

Hey, hey! It’s Andrea and welcome to the Voice of Influence podcast! Today, I have with me, Lindsey Hartz from Lindsey Hartz Creative, which is a book marketing agency for Christian Authors and Publishers. I know that whether you relate to the word “Christian” or not, you will definitely benefit from this conversation that we’re going to have with Lindsey, this book marketing expert.

 

Andrea: So, Lindsey, it is so good to have you on the Voice of Influence podcast.

Lindsey Hartz: I am thrilled to be here. Thank you!

Andrea: Lindsey and I have kind of known each other for maybe a couple of years, I suppose, because I had a book coming out and I connected with Lindsey and she gave me some really great book marketing advice. Now, here we are, a couple of years later and it’s good to have you here.

Why don’t you tell people that are listening just a little bit more about what you do and how you got going, like why did you even get started with book marketing?

Lindsey Hartz: Great. Thank you! I am officially a marketing consultant for Christian Authors and Publishers. What that means in layman’s terms is I get to sit on my fabulous front porch and read amazing books. Then I get the privilege of connecting with authors and speakers to help teach them how to market that book well to the audience they have and to the audience they need based on what the book is about.

So it’s a lot of fun and it’s pretty much my dream job because I’ve always loved to read.

How I got into it? My background is actually in corporate marketing and project management. So out of college until about 2007, I was on kind of a traditional career path. I was working my way up the corporate ladder then my family and I walked through a pretty difficult season that year which resulted in my leaving work and to come home to rebuild my family. It was kind of one of those moments where we were at a crossroads of staying in the life that we had or moving forward into the life that we were meant to be in.

During that time, I personally was taking stock of my life, kind of my gifts and my talents and the purpose and the passion and that I was not pursuing and really trying to figure out who I was meant to be outside of a career that was really based on success and on money and on being overwhelmed and overbooked, and all that sort of thing.

My leaving that job was kind of the trajectory of the next phase of my life. I was 31 years old, suddenly lost most of our income, most of our affluence, but what we gained was so much more.

In that 10 or l1 years since, my family and I had a complete 180 in our life. That season led to our faith, as mentioned. I worked with Christian authors. That’s a direct result of my faith transformation during this time.

My family’s faith, our focused changed from, again, that success mindset and money mindset to focusing on ministry and serving others.

This business really came about because I was trying to marry what I was really good at and what I loved to do which, in my case, has really helped peoples’ lives be transformed through the written word and really do it in a way where I felt like I could make positive impact.

Kind of the impetus for the business was my actually walking into a bookstore and finding a book and picking it up that identified me personally, like who I was and the struggles I was experiencing. Really, the tension I felt between the pull of success, the pull of possession and the pull of wanting to serve, it really helped me see that I wasn’t alone in that. So that book and those words literally gave me the courage to change my life.

It’s really amazing to me that so many years later I get to run a business that helps me provide resources to, hopefully, do the same for other readers.

Andrea: It’s always interesting to me in these conversations to hear people who are doing coaching and consulting like you. They seem to, a lot of times, end up feeling like they’re at these crossroads of some kind in their life and that’s the reason why they go ahead and try this.

It’s interesting to me that you were able kind of… it sounds like you really cared about books because their personal impact on you and then you were able to say, “Well, what do I have to bring to that, that passion, and bring those things together?” Like you, said marrying them. Gosh, what a powerful combination. What an exciting thing to be able to do to put those things together.

Lindsey Hartz: Yeah. And I won’t say that the journey was easy. Obviously, I’m giving a synopsis of what occurred. But when I think back to all the struggle and all the heartache and all the pain that you go through of trying to figure out what really matters to me in my life and what impact do I want to make in the world, and then how can I make that impact on the world without sacrificing my family, which was very important to me.

When I think of the people that listen to this podcast, I think all of us are really just trying to do the same thing. We’re trying to make a little bit of impact to the people that we care most about and the people that we can help most, but we also have lives. We have hopes. We have dreams. We have aspirations. So when it comes to that personal brand and communication strategy in developing that, it’s really first and foremost identifying that for yourself first. Why are you doing this, and then how are you going to get there and keep the things that are most important first in your life.

Andrea: Oh, yeah. So true. This can get out of whack in the pursuit of trying to figure out what you’re doing.

You said it was more messy than you indicated. Can you give us a glimpse into what that meant for you, the messiness?

Lindsey Hartz: I think honestly, from a personal perspective, I had a lot of fear that I had to deal with because when you’re in a corporate environment the expectations are pretty clear. You have a clear career path, you have people holding you accountable, you have deliverables, you have performance reviews that state literally whether you did your job well or not, and you’re compensated for it. So I think in the corporate world, there’s a lot of validation that you get all the time, which can be positive, or feedback which can be like an area of opportunity. So it’s a much different world.

Then suddenly leaving that behind and doing everything on your own in kind of an entrepreneurial world, which is what most coaches and consultants fall into, right? So I think the messy part for me really boiled down to, in the beginning, lack of confidence. It was very scary to leave behind what I knew and what I had my master’s degrees in. Everything I had been working for and training for for years.

Not to be too overdramatic but I did feel literally like I didn’t… it’s like who I was was gone and I was left trying to figure out, “OK, now that I’m not that career woman, who am I? How do I live this life? How do I be a wife and a mom and how do I create a career that allows me to stay present in their lives?”

So I had to deal with lack of confidence. I had to deal with financial fear, I mean going from a paycheck every two weeks to never really knowing exactly how much money is going to come and when.

And I think confidence, it takes, honestly, a lot of guts and a lot of courage and a lot of bravery to get up every day and go, “OK, I’m gonna do what I know I’m great at. I’m going to help as many people as I can.”

Again, because of my faith, there’s a whole element of trust that that provision will come as long as I’m being obedient to what I feel as the divine calling. So that’s what I mean by the “messy”.

And then you also take into account just life. We all have experiences that just shake us. I think one of the misconceptions I had of the Christian faith, because before this I was not of the faith and then after I was, I had this misconception that just because I believed in God everything would be easy. That’s not been true at all. I think what’s changed is my awareness of the fact that really bad things happen to really good people and it’s going to happen to everybody regardless of your faith background.

But what my faith has allowed me to do is have a different perception of what I do with it. So I can let those circumstances and that messiness break me down and prevent me from making an impact, from loving people well, from serving well, and I can let it immobilize me, or I can let it activate me and help me keep going.

So I think, like I said, just different situations that happen with children, with jobs, with moves, with family, with friends, anything. You name it. All of that happens at the same time that you’re trying to live out your calling, or live out your job or live out your role. And every one of us has to take stock of how do we keep pushing through and working through this and be effective and have impact.

Andrea: Well said. OK, I’m guessing that what you learned in your own stepping out into this new role has really impacted the way that you work with clients and serve people who work with your agency. I’m wondering what kind of internal roadblocks or struggles do authors go through when they’re thinking about actually the idea of promoting a book or promoting themselves.

It feels like, I know because I’ve written a book, I know that it feels so personal when you birth a baby and you’re putting it into the world – the baby being the book, of course – and then there’s all this fear and then there’s all these other things that are quite similar to what you just described. How do you help people through that?

Lindsey Hartz: That is a fantastic question and I’m sitting here thinking out of the five years I’ve had the business, I’ve probably run about 60 book launches, had about a hundred clients that may not have been book launches, maybe we’re focusing in marketing, but they’re all authors.

I think I can really boil down the answer to this question to four main struggles that all of them have had. It didn’t matter whether they were a brand new author or whether they were self-published or whether they were traditionally published, whether they had a lot of experience or not. Every single author at any stage of their journey or their experience struggled with these things:

The first is actually comparison. I think there’s this question that authors ask themselves of, “Does my message really matter in the sea of voices that is out there?” The answer, of course, is yes. Your message does matter.

I tell a lot of my clients, especially when I have clients that have books that are similar to other books that are out, I always tell them, “You know, the topic may be the same but you are not. Your life experiences, your personality, your writing style, your unique perspective on that topic matters. There’s going to be an audience for you.”

So the whole notion of comparison is to shift it from comparison to collaboration, which we’ll talk about later and in more detail.

I also would think fear. There’s a very common fear because you said writing is kind of like a book baby. It’s a very vulnerable time. A lot of times authors have material in the book that’s personally difficult for them, or it’s difficult for family or friends. Sometimes there’s fear of, “What if my words are misunderstood by strangers or people who love me, or what if my words are rejected?”

There’s a lot of divisiveness in the world right now in terms of beliefs, in terms of politics, in terms of just all sorts of topics that everybody has an opinion. So when you put your words out there, there’s always the possibility that someone is not going to like it, or someone is going to misunderstand, or someone is going to be hurt.

So my response to this fear aspect of this is you have to be confident in the message that you were given and there’s a reason that it’s important. And just delivering it as well as you can with as much as authenticity as you can with as much integrity as you can, like your work in your brand will stand for itself.

But also having that healthy balance of knowing someone will reject it, someone will misunderstand it, someone will be hurt. You can’t change that but you can change your response to be one of caring and one of respect for that person. Because two people can disagree completely but still be respectful towards one another in their engagement about it.

Andrea: Lindsey, I think that is a really important point that we can’t guarantee that… like you said, people will get hurt. It’s just going to happen. It’s kind of like I love movies and so I always think of mostly superhero movies, because they’re so grand and I love them. Like Wonder Woman or whatever, you go into battle and you’re fighting for a cause and sometimes it just happens. People get hurt whether you want them or not.

Lindsey Hartz: Yeah. I think it’s part of, like I said, that bravery and that courageousness of putting yourself out there. We can’t be afraid to be ourselves. We can’t be afraid to use our gifts because they’re given to us for a reason. So just not having those rose-colored glasses on and thinking everything is always going to be amazing but just understanding if you’re taking a risk to help people, you’re also going to have to understand that sometimes conflicts will come. Again, instead of letting it immobilize you, let it activate you.

Andrea: Love that!

Lindsey Hartz: The last two comments I had that relate to this actually have to do with a sense of overwhelm. I think a lot of my authors feel like, especially with marketing and self-promotion, it’s like what are the right steps and how do I find the time to do them well.

There’s a lot of information on the internet that’s free, and that’s amazing. And the challenges, you could become overwhelmed listening to too many voices. And you could be overwhelmed with understanding how to take those steps and tailoring it to apply to your specific message. I think visibility. You know, how can I get my work in front of the right audience at the right time and make the most impact to their lives.

So I think those four topics are really the biggest struggles authors encounter.

Andrea: Yeah, those were good. Do you have any additional things that you would suggest that people do to become more comfortable putting themselves out there or dealing with these? Or do you feel like you kind of covered that?

Lindsey Hartz: No, I actually have a whole lot to say about that.

Andrea: Alright. Please do.

Lindsey Hartz: Yeah, because I think, honestly, this is how I approach my own business. I am not immune to feeling these things even though I teach these all the time. So when I find myself kind of getting caught in one of those traps, I go through this process myself.

The first thing I always do is to adjust my mindset. I believe in the power of prayer but even if that’s not something that’s part of your world, like taking stock of how you’re feeling and really thinking through, “Is this something that is honoring that will move me for forward, or is this something that’s gonna just make me fall apart?” You can always take stock of how you’re feeling and identify how you can move forward.

Ultimately, when you adjust the mindset, you need to trust that your message can and will transform lives and be confident in that. Your job, once the writing is complete, is to steward that message well through the many tools we have available and just understanding that you as an author are obviously fantastic at creating stellar content. That’s what you do, right? Writing words really gives you the ability to convey hope and healing, transformation, change. That’s your gift.

So if you’re not reaching the audience you desire with your message, just don’t fall into the trap of creating more content. Instead, focus on the root cause of why you’re not reaching the audience and fix it. It’s usually lack of consistency and visibility when marketing your work. So, again, just taking stock of yourself personally, remembering that you were made to do this, and then focusing on what really matters and fixing it is really key.

How you do that is you start with evaluation, listing out your strengths and your areas of opportunity as a communicator and a marketer. Like what are you great at and what’s most natural to you and what stops you in your tracks. My husband and I love therapy because we’re a little strange.

Andrea: I think that’s great.

Lindsey Hartz: So we have a loving long-term relationship with our marriage therapist. One of the things that she described to us early on was this notion of accelerators and brakes in our relationship especially when communicating. So I thought that was a perfect example to use here.

So when you’re communicating or when you’re trying to pursue whatever it is you’re pursuing, launching a product or a book, etcetera, like really figuring out what causes you as a person to accelerate and move forward with drive and passion and what causes you to hit a hard brake, almost like you’re hitting a brick wall. So literally grabbing a piece of paper, putting accelerators on one side and brakes on the other and just jotting down what are those things.

Then once you have those outlined, you can also apply that same principle to just where you need to connect with people. So there are tons of online and offline platforms and it’s figuring out where your specific audience is and focusing there, not trying to be everywhere all at once.

Andrea: Oh, yeah, it’s such a good point because, kind of going back to what you said the last point too, I think we can get a little too spread out both with our message and with where we’re sending it. It’s easy to get spread out. I know I feel that way sometimes and it’s hard to decide how we’re going to narrow that in on both regards.

So you said to try to find where your audience is and then just focus there. But how do you know? And maybe this is something that people are supposed to do before they write their book, but some people are self-published and they don’t necessarily have anybody walking them through a process of how to make sure that they find their audience or know who they’re writing for. So do you have any thoughts on that?

Lindsey Hartz: I do. I think, honestly, this is kind of the phase that happens after that evaluation because before you do anything, you need to understand what’s going to be easy for you and what’s going to be really hard.

Then the next step is really preparing, like learn what you need to and delegate what you can’t. If you need to take a course, read a book or go to a conference, that’s awesome. You can learn what you need to and you can implement the steps well. And if you can’t handle whatever activity you need to do that’s where you start looking at people resources so you can do what you focus on the most or what you love the most, which is writing.

So people resources could be someone like me. I’m a marketing and book launch consultant. Or it could be a virtual assistant, graphic designer, website or tech support, whatever the case maybe. Like understanding that, yes, there may be an investment in those things but you have to weight your time, your strengths, your anxiety, and your ability to get things done across that investment. And then really taking all of that and putting it into a plan.

So when we work through teaching authors how to have a plan for their content, especially as it relates to the book, we always have a step-by-step plan that has due dates – those are very important – of how you’ll create content and communicate with your readers. So that can include things… well, the most important thing is I blocked time on my calendar to focus on these tasks weekly.

Andrea: Good point.

Lindsey Hartz: I do not move it unless someone is sick. Because if you don’t block the time, everything else would become more urgent.

Andrea: Definitely.

Lindsey Hartz: So blocking time to really map out your content monthly would be beneficial for most authors to do. So what I mean by that is taking time to really determine a monthly theme of what you’re going to write on.

You can determine that theme in one of two ways. You can come up with your own suggested topics based on like an upcoming book, for example, and then survey your readers and ask them, “Hey, here’s a poll of these topics. What resonates with you most? And then write on those topics based on what your readers are asking for because that will increase engagement and interaction.

Or do a survey and ask them, “What do you wanna hear about?” and incorporate it. This is really a key piece of building kind of that brand and that community because most readers don’t want to be talked at. They want to be heard and they want you to serve them and give them what they need.

Andrea: Definitely.

Lindsey Hartz: They’re coming to you for your voice of influence. They’re coming to you for your expertise and your wisdom, but they also want it to be personal. They want a relationship.

So constantly asking your readers, “Hey, how can I help you?” and then following through on that really, really helps you connect with readers and they’ll remember that down the road when they have a book that is available to them to purchase from you.

Then once you have your theme and developing your content from that, you know, what blog post or newsletter topics related to that theme are you going to publish that month? What social media copy do you need? What graphic needs do you have? And then create a posting schedule for yourself.

That helps with two things. We talked about consistency earlier. So if do you this every month, you’ll consistently create your content in advance. Don’t wait until the month of, so you won’t be behind and you can allow for life situations. And then it helps with visibility because your readers are going to know what to expect from you. They’re going to know they can trust that, every month, this material would be coming out and they can keep coming back to you for more.

Andrea: You know, Lindsey, as I was listening to your description of what we should be doing and how you structured that and everything, I was thinking about how perfect you are for this, first of all, and then also how well your particular voice fits with the methods that you’re suggesting. I know that you took the Fascinate Assessment, which I invite any of my guests to take, and you came out with Alert plus Power, which is actually the same as my daughter, first of all.

But alert is also all about preventing power with care, so that planning ahead and teaching people how to plan ahead and get all of that straight and figured out is a gift that you have that you’re offering people, which I’m sure is different than other book launch consultants. So they’re going to do something different, but your specific voice, the way that you handle this is I just love that.

Lindsey Hartz: And I actually loved the Fascinate Assessment. To be honest, I thought I would come out something different, usually around relationship building because usually my strength is that whole empathy, relationship building, building bridges, connecting people. That’s usually what my gift things fall into. Even though most people think I’m always going to come out as detail-oriented and organized, those things are true about me but it’s actually not my personality. You know what I’m saying?

And this assessment, the Alert and Power, one of the things that said is you’re respected because of your relentless pursuit of what you believe in, and I thought that is so perfect because it’s true. It’s the core of everything that I do in my business. Because my business is not just a business to me, it’s first and foremost a ministry to serve others.

I think if a lot of authors, coaches, and consultants would perceive their businesses that way, you’ll find that you naturally communicate in a way that highlights that and draws people in and almost makes them feel comforted by you but they can’t always explain it. Instead of being repelled by salesy, markety language, sometimes I do, in a great, kind of your typical sales emails and stuff like that and to my communication, but for the most part, it’s always overlaid with that care, with that purpose, with that mission. That’s really, really important for people to know and understand about you.

Andrea: What’s interesting, though, is, Lindsey, that that is what you believe, that that is what you’re pursuing. You’re pursuing that relationship, you’re pursuing that connection because that’s what you believe in. But you’re doing it in such a way that you come across as the ace, the person that has things organized and all that. So it’s an interesting blend of things. I love that.

Lindsey Hartz: Well, the last thing I’ll say about that is I pretty much thought I was weird until I started running my own business.

Andrea: Yes! Oh, I hear you.

Lindsey Hartz: I’m like, “Why am I like this?” Then as I kept learning more about the confidence in myself and my skill set and the way my mind works, it totally makes sense to me that I do the business that I do, that I run the business the way I do and that I’m not ashamed to do it.

I also teach my clients the same thing because, at the end of the day, again, marketing is more about building relationships with people and drawing their stories out of them so they understand they’re not alone. That really what marketing is.

You can go find tactics and checklists and sales formulas and all that sort of stuff and there’s very real, strategic reason behind that. I’m not dismissing it and I do use it, it’s just that that is the form and structure of what you’re doing, but the actual words have to be the “why”. Why are you doing this? Why do you want to help people? How do you want to change their lives? That needs to be more prominent in your work than all form and function.

Andrea: Yeah, good stuff. So is there anything else that you would recommend that authors, coaches, consultants who want to be authors, message-driven leaders who are thinking about sharing their message in this way, is there anything else that they should be clear on pretty much before marketing their books but maybe just things that they could be working on even now?

Lindsey Hartz: Absolutely. I have two main things. The first one is relational and the second one is strategic. I mentioned earlier that we would talk about collaboration later and that is now.

Andrea:   Sure. Great!

Lindsey Hartz: I want everybody to have in their head collaboration, not competition. So when you’re developing your marketing plan or you’re trying to figure out what to do with your book, you need to realize that you’re not meant to do this alone. You need to remember that you have a unique voice. You need to remember that there is a whole community of people out there that may have a similar topic or similar audience that you can connect with to increase the impact and influence of your work.

So take the whole comparison-competition piece out of the equation. Remember that there’s enough audience for everyone, and practice genuine outreach where you’re _____ with your peers to learn more about what they do and share more about what you do. Be generous, helpful, and authentic as you develop a relationship with your peers and build trust with one another. The big no-no is your first contact, second, third, fourth, or fifth should never be an ask. You’re building relationships with the people so don’t fall into that trap of reaching out to someone just to ask them for something and they don’t even know who you are.

Andrea: Yeah, don’t make it a transactional.

Lindsey Hartz: Right. It’s a relationship. So what’s important about this is I get questions all the time. “I just signed a book contract. What should I do for marketing?” And I’m like, “Build relationships with people,” because in the traditional publishing world that means they have 18 to 24 months usually before their book is going to come out. I’m like, “Start now building relationships.”

That doesn’t mean that everybody that you connect with in month one is going to turn into a collaboration, but you have to develop those relationships to see where it goes without expectation. And then also give people time to get to know you, to get to know your work, to get to know your heart before you ask for an endorsement or to be on your launch team or to promote your book.

I’m not telling you anything that I have a personally experienced so all of this information is stuff that I had to work through in building my business. I will tell you that my attitude towards collaboration and not competition is why I run a business of word-of-mouth referrals for five years. It’s because I genuinely care about people.

There are some people that we connected and it wasn’t really a right fit, we still talk because I’m interested in them as a person and I might know someone who needs their services.

So it’s really understanding you can’t look at every person you connect with this as someone to further you. You have to look at every person as someone that you can connect with, that you can give and receive from potentially. Sometimes, you’re just giving with no receipt and that’s OK.

Then when you do get to the point where there’s a natural relationship or collaboration that you guys can connect on, you always thank them personally. Send them a note, call them, send them a gift card, send them flowers, whatever. Don’t take for granted their time and their investment in you. So basically, don’t be a taker.

Honestly, I don’t think people do this on purpose. I think they just get so busy and so overwhelmed and they’re on so many deadlines that they forget the basics. I don’t know if you ever read those Ms. Manners columns?

Andrea : Sure!

Lindsey Hartz: I kind of grew up on that stuff because my parents were very much into etiquette. So I always think of those old lessons of “treat people the way you want to be treated” and “thank them even if they couldn’t help you”, like just be genuine.

The strategic part actually has to do with your email list. So we hear all the time about how people are overwhelmed with social media and algorithms change and they don’t know where to connect with their readers and they don’t know what to do. My philosophy is that if you’re focusing on building your email list first and foremost, that is your property. It’s permission-based marketing so you’re asking these people for permission. They’re giving it. That means they have signed up to hear from you and they want to hear what you have to say, so communicate with them.

The collaborations I was talking about earlier help you build that audience through word-of-mouth marketing and then social media is really just a way to amplify. So many authors get this a little bit backwards. They focus on the social media aspect first, which can be really like throwing tiny little pebbles in the sea hoping it gets seen.

To be honest, because of the social media platform is not being something we personally own, we’re subject to their changes. We don’t have any control if they change their algorithms or they change their policies. So when you have your email list you have a retain list of readers, potential customers that you have access to, that you can communicate with no matter what happens in the social media landscape.

Then once they’re on your list, make sure that you’re creating a journey for your reader once they join. So don’t have people sign up and then not communicate with them. Make sure you’re leading them through the resources you have, how you can help them transform their lives, gain their buy-in or ask for their feedback as you’re working on projects.

Ultimately, pique their interest with content related to your upcoming book, because that is what the email list is for, of course being generous and soft-hearted like we talked about earlier. But then the other thing is make sure that you’re not afraid to make, occasionally, a clear call to action or ask of your readers.

So if you focus most of your efforts on serving them and every once in a while you say, “Hey, I have a book. If you pre-order here, now, you’ll receive this.” That’s an ask. And, “I have a new product that’s coming out. If you wanna hear more about it, sign up here.” “I’m looking for people to interview on this book topic. Hit “Reply” and let me know when we can get scheduled.”

You have to learn how to integrate those kinds of asks into your email marketing from the very beginning because then your audience is used to you serving them and occasionally making asks of them. So it’s not so weird when you suddenly you have a book and you’re like, “Hey, I have a book.” So what you want to do is make sure you have a relational journey that isn’t full jarring to your audience. Make sense?

Andrea: Oh, yeah. Oh my goodness. So many, so many valuable things here, Lindsey. I can’t believe how much you’ve packed into this little interview. Love it!

So another thought that I do have is I know that not everybody feels like they’re prepared to do all the things that you’ve just suggested and so I just want to offer a little bit of comfort to the listener, too, that even if you’re not ready for everything, you can get started with something. And you can continue to build and make it a work in progress, basically. That you’re continuing to build this journey and you’re continuing to build the content and all those things.

So don’t be afraid of the big picture thing that might feel intimidating. Instead, use it as your vision for what you could do and what you’re headed towards because I don’t think I would be where I’m at right now if I had waited until I had it all figured it out. Because every few months, I’d be like, “Oh, this is this new thing that I can implement.” Or I have a better sense of what I’m doing, and things like that.

Gosh, Lindsey, thank you so much for all of those really helpful tips and that encouragement. I really appreciate that.

I know that you had something planned for our listeners, so why don’t you tell them about that right now?

Lindsey Hartz: Absolutely. What I’m going to do is I’m going to provide a download of the notes for this interview, because I know there’s a lot of great inspiration in what we talked about.

Andrea: It’s awesome!

Lindsey Hartz: I always love your insights and commentary, but also just kind of those step-by-step plans that we talked about.

So I’ll have the download for the notes for the interview and then I also have two free book launch project plan templates that actually start from the moment you know you want to write a book.

So planning for a book launch is not just about the time period around the release. It’s what you do before, to engage with the right audience and build the email list. It’s what you do during the launch to actually create your marketing campaign and get the message out. And it’s what you do after the release to continue ongoing promotion and to continue to connect with readers.

So at the link provided, you’ll be able to access the notes and those plans. I’m just looking forward to connecting with you.

Andrea: Awesome, Lindsey!

When she said “the link provided” that means they’re going to be in the show notes. So you can find the show notes at voiceofinfluence.net/42. You can find that link with all that information that Lindsey is talking about in the show notes at voiceofinfluence.net/42. So go to voiceofinfluece.net/42 and that’s where you’re going to find the link that Lindsey was talking about with all these amazing stuff that she’s providing you.

Thank you so much, Lindsey, for your voice of influence with authors and to help get people’s message out into the world. Thank you so much for being here.

Lindsey Hartz: Thank you for having me. It was a true joy.

Andrea: Awesome!

END

3 Reasons a Killer Elevator Pitch Will Make You More Confident

Networking is hard enough as it is. One night you finally get the courage to go to cocktail hour at the conference you’ve been attending for two days. You throw on the outfit that makes you look powerful and interesting. You stand tall in front of the mirror and give yourself a wink, just before leaving your room. You even find someone to meet you there so it’s not so awkward. But just as you press “L” on the elevator wall, your heart sinks, “My elevator pitch sucks! What am I supposed to say I do?!”

Do you find it difficult to answer the “what do you do” question? Most entrepreneurs and multi-passionate people do. They might have an answer that gets them by, but it doesn’t really represent who they are and what they have to offer. In fact, sometimes that “pitch” that’s supposed to draw people in, pushes people away.

Have you settled for a simple statement about your current job, which gives no real hint of who you really are and what you really have to offer? Isn’t it frustrating to be reduced to your job title when you know you are so much more? Sharing your boring response over and over can be crushing.

But what if you could have a KILLER elevator pitch that intrigues and invites others to get to know you and your business better? What if your answer could be so clear, succinct and powerfully authentic that you magnetize your ideal partners, clients and collaborators?

If you had a killer elevator pitch and you knew just how to deliver it, you’d have a built in engine that builds momentum in your conversations from the get-go. Here are three reasons why:

1. When you know who you are and what you have to bring to the table, you don’t have to worry about looking weak. Your weaknesses will fade into the background as you draw attention to the magnitude of your strengths.

2. Your killer elevator pitch isn’t about getting yourself to FIT IN to a company, industry or relationship. It’s about clearly stating who you are. When you share it, you’ll attract those who want you and what you have to offer like a magnet.

3. When you deliver a killer elevator pitch in YOUR style, over time you’ll develop more and more confidence in your “voice,” making you more likely to speak up clearly when it’s your time to do so.

Are you ready to create and deliver your Killer Elevator Pitch? I’m excited to offer a FREE “Nail Your Elevator Pitch 5-Day Challenge,” October 23-27th, 2017. In just a few minutes a day we’ll take your boring answer to “what do you do?” to a wow-worthy status. I’ll be in the Facebook group every day to guide you through the process and offer strategic feedback, specific to YOU, so by the end of the week, you’ll be ready to rock your next cocktail party.

Don’t miss this free and easy opportunity to take your self-awareness and personal brand to a whole new level! Sign up today.

 

 

How to Monetize Your Expertise for a Portfolio Career

Episode 25 with Dorie Clark on Personal Branding

Dorie Clark is an adjunct professor at Duke University’s Fuqua School of Business and the author of Entrepreneurial You, Reinventing You and Stand Out, which was named the #1 Leadership Book of 2015 by Inc. magazine. A former presidential campaign spokeswoman, the New York Times described her as an “expert at self-reinvention and helping others make changes in their lives.” A frequent contributor to the Harvard Business Review, she consults and speaks for clients including Google, Microsoft, and the World Bank. You can download her free Entrepreneurial You self-assessment workbook and learn more at dorieclark.com/entrepreneur.

Download your free and simple personal brand strategy guide called

“Focus Your Brand DIY.”

Play here (the red triangle below), on iTunes, Stitcher or TuneIn Radio (Amazon Alexa) or wherever you listen to podcasts.


Transcript

Andrea: So I want to tell you something before we really get going here to kind of set you and the listeners up why I was so excited to have you on the Voice of Influence podcast. Toward the beginning of this year, in 2017, I was working and developing my podcast concept and I was really struggling to decide on a title, a focus, an audience, and all of that. So that’s when I stumbled on an article written by Dorie Clark in Forbes, and it really spoke to me. And so that day, the very day that I saw that, I actually went to your website. I dove in. I downloaded your 40-page workbook and then when I got your audio version of Stand Out and then spent the rest of the day walking and listening to that book.

Dorie Clark: Wow!

Andrea: Yeah, I really dove in. But I remember watching the tiles on the floor of the mall while I was walking because it was cold. So I remember looking at these tiles and just thinking to myself “What am I gonna do?” And I’m eating up your content and then all of a sudden, you said something that really resonated with me. You said that I could land two different areas of expertise together to come up with a really good standout kind of concept and that’s when it hit me. And so three months later, I started this Voice of Influence podcast combining my expertise as a vocal coach like an actual singing coach and teacher with this idea of communication and personal branding. So I just thank you very much for your influence on the Voice of Influence podcast itself.

Dorie Clark: That is super meta! I really appreciate you sharing that story. That’s awesome! I love your background too because I often will tell people how important it is to get vocal training and you know, it’s so hard and so frustrating sometimes. We all know how important oral communication is as a means of branding yourself and literally getting your ideas. And there are people who just cannot seem to be able to raise their voice to a sufficient level to even be heard in meetings. It’s like the very minimum that a person needs to have this is just literally to be heard and they have not got the diaphragm, breathing thing down. And they’re like “Well, I can’t just do it?” And I’m like “No, you can and you need to freakin’ do something about it now.”

Andrea: Yes, yes! There’s a great clip from Sister Act II or even Sister Act I, it isn’t like the best movie to talk about. But it was such a great clip and there was this kid who was hardly singing at all and then she kind of helped him find his voice and then all of a sudden he just started bursting out and found it. I think that there is something really unique and interesting about each voice.

And every time I hear somebody in particular singing, let’s say, but also somebody that may have expertise or message and they’re playing it down or they have this inner projection of their voice instead of really projecting their voice, it just kills me. And I’m like “I hear what could be but you’re just not quite there yet.” I think that’s one of the reasons why I resonate so much with you and your work because I think you really are helping people to find that.

Dorie Clark: Well, thank you. I appreciate it. That’s awesome and definitely it sounds like you’re doing that as well.

Andrea: OK, so before we dive into the book and all that other stuff, I would like to ask you about you. Why don’t you tell us and tell the influencer listening what is it that you do and how did you kind of get to where you are right now?

Dorie Clark: Well, to make a somewhat elaborate story short, these days, I mostly write business books and then travel around and speak and consult and coach around them. And so I started my entrepreneurial career doing marketing strategy consulting mostly for companies. But my work has really shifted over throughout the years to working primarily with individual professionals helping them establish their brand as thought leaders in the market place.

And so my newest book, Entrepreneurial You, is in many ways what I view is the culmination of that which is once you have kind of repositioned yourself into where you want to be, once you have established yourself as being an expert in your field, how do you then make money from it? How do you make it sustainable? How do you actually turn it into a real legitimate career? And so that is what I explored in an Entrepreneurial You.

Andrea: Yeah and you’ve written a trilogy of books now about creating, developing, monetizing a personal brand in this expertise. Why don’t you set us up with what those other books are and what they are about?

Dorie Clark: Yeah, definitely! So my first book is called Reinventing You. It’s kind of the first step, because for a lot of people you’re not necessarily in the place that you want to be professionally. You may have a different aspiration whether that is getting yourself promoted to a different level or maybe changed in companies, maybe changed in careers altogether. And you have to work and try to reposition yourself strategically. So Reinventing You is about how to work that process to get where you want to go.

And then the next step of course is once you’re in the vicinity, once you’re kind of in the right place, you need to really get known in your field. You have to figure out how to establish yourself as being one of the very best in your company or in your business. That is what enables you to come in premium pricing. That’s what enables people to seek you out instead of having to constantly be knocking on people’s doors and asking for business literally or metaphorically, and so that’s what I covered in my second book Stand Out. And then as I mentioned Entrepreneurial You is my newest and that is really how to monetize your expertise and create multiple income streams off your business.

Andrea: And when it comes to personal branding, do you also talk about people who are in a company, maybe they already have a job but they still need to have a personal brand?

Dorie Clark: Yeah for sure. I think this is a really important area because it’s oftentimes a neglected one. People sometimes assumed that if they are not themselves entrepreneurs, they don’t have to worry about personal branding because their company brand will just carry them. And they’re maybe true up to a certain point but it’s getting less and less true, number one – because you’re going to be dealing with clients, with even coworkers who are all around the world. They’re not necessarily going to know you just from being around the office with you.

So they will get to know you by reputation before they ever get to know you as an individual. And so getting cognizant of what your reputation is and whether it reflects what you wanted to be as an important step. The other thing of course, the other unfortunate reality is a lot of times, jobs don’t last forever. And so if you’re relying on your company to do all the thinking about your brand and just handle that for you that may turn out to unfortunately be a little bit misguided at a certain point.

Andrea: I feel like having a personal brand and understanding kind of that going to that process really helps people to kind of define who they are and what they want to be about. I mean, it seems to me that it’s about more than other people’s perception is also about what you want to express and what you want like a purpose, your purpose and your direction you want to take in life. I mean, have you found that with the clients that you worked with and the people that have been impacted by your books?

Dorie Clark: Yeah for sure. I mean, you know the background that I come out of actually is not a business background. I was a philosophy major as an undergrad and my graduate work was in theology. So I’m very preoccupied with questions of meaning and how people figure out who they are and who they want to be in the world, so personal brand is really just the business application of that.

Andrea: Yeah I just think it’s really…it definitely helped me because I’m I’ve also always just been consumed with my own why’s and what I’m doing and what direction going to. When I started to dive into of what is my personal brand, I don’t know if there’s something really intentional about that that made it more of a priority and gave me a clear picture and gave me a clear direction I think.

Dorie Clark: Yeah that’s awesome. That’s all it should be.

Andrea: Yeah. OK what drives you now with your business? What’s your why?

Dorie Clark: Ha ha! We’re just cutting right to the big picture here.

Andrea: Sorry. Well, we’re just talking about meaning, right?

Dorie Clark: Yeah, exactly. Let’s bring it, yeah.

Andrea: We dive. We dive in the Voice of Influence podcast. We dive in!

Dorie Clark: Yeah, we do. Awesome! You know the really what is what is exciting for me is the fact that you know, I think we all know people who are, you know, they’re good at what they do, right? They’re talented. They have so many to contribute. They’re smart and yet, they are not necessarily succeeding the way that they should. And I would argue that in a lot of ways the reason that that is the case is that in the modern era, the ways that people make money are actually very different.

They’ve changed substantially over the past two decades and this is this is what I talked about in Entrepreneurial You but there has been a shift from making money from something directly from something to making money because of something. And the clearest example that I can say of that is that I started my career as a journalist and that’s a pretty simple business model, right? You’re a journalist so you write articles and then you get paid for the articles, boom! That’s the business model that anyone can understand.

But nowadays, the tricky part is that there’s hardly any journalists left, you know, 40% of journalist have lost their jobs in the United States over the past 15 years. I mean, it’s just this wholesale decimation and the market constantly has gotten worse and so publications are paying you a little of a wage to write anything. If you were continuing to try to do the same business model like “Oh, I’ll write an article, I’ll get paid for it.” You’d be in a really bad shape because they would say “No, do it for free.” Or “No, do it for $20.” And you can’t make a living that way.

However, if you are a little bit crafty, if you decide to make money because of something rather than from something, you can actually do much better. And so in my case, I actually still spend a substantial amount of my time writing articles, you know, doing literally the same thing that I started my career doing, except now I don’t get paid for them. But instead of that being a tragedy, that’s actually an opportunity because I have found other ways to monetize around them through speaking and consulting and things like that.

And I am now able to make a lot more money than I would have had I nearly been paid a couple of hundred bucks for an article. So it’s just helping people understand that shift which is not necessarily intuitive. But once you are able to crack the code, it opens up a lot of possibilities and enables good people to really get their voice heard effectively.

Andrea: Yeah, I love in a prologue when you talked about your why for the book and you said “You can be talented and well-regarded but unless you’re very deliberate about the choices you make, you may end up earning little for your efforts.” And then you went on to say “Learning to make money from your expertise is just a different skill set.” I think that that what you offer through this book is so much to the person who does have expertise. But yeah, they feel like a fool when it comes to trying to make money with it other than in an entrepreneurial sense.

Dorie Clark: Yes, yes exactly. It’s really an entirely different skill set and I think a lot of people just don’t realize how different it is and then they get upset at themselves for not necessarily being able to crack the code. They don’t realize that it’s not something you necessarily would know intuitively. You have to study it. You have to learn about it and that’s really what I try to do with Entrepreneurial You is to create a kind of roadmap for people to follow to make that process easier.

Andrea: Definitely! You know, I could have started to deep dive into all of this space a few years ago or just like a couple of years ago. And I’ve heard about most of the people that you wrote about in your book and most of the ways of monetizing but it took a lot of effort from you to even come across these people and those ideas. So the fact that you put them all in one spot is incredibly valuable to somebody like me or somebody who’s just starting out, either one whether we’ve been in it for a while or we’re just starting out to be able to see a big picture of the landscape of what we could do.

And I think that that is also, I don’t know, it’s just really valuable I think to the person that’s struggling. OK, so in chapter I, you set up the reader to realize how important it is to have more than one income stream and you likened it to having a diversified portfolio and I love this comparison. So why don’t you just explain to us what is a portfolio career?

Dorie Clark: Yeah. So a portfolio career is really just kind of a way of thinking about making money from doing a variety of different things. So instead of the kind of old school, here’s a job, this is what you do, period, a portfolio career is somebody who has multiple things going on. I mean, in my case, my version of the portfolio career is making money through writing plus doing business school teaching plus consulting plus coaching plus doing online courses, etc, etc.

But even if someone has a fulltime day job, they can still begin to create a portfolio career for themselves. It’s a thing that I would encourage heartily because it provides more security for yourself and it could just be a thing that you do once a week or once a month. You know, it’s taking on if you have some expertise, taking on a coaching client on the side or maybe it starting to investigate something that’s of interest to you whether that’s crafting on Etsy, or you know tinkering around and trying to figure out how to develop an iPhone app. There’s a lot of different ways you can do that but if you start to be able to create multiple income stream for yourself based on your expertise, it just insulates you again to risk a little bit more and it open you up to new opportunities.

Andrea: Do you want to list some of them?

Dorie Clark: Sure! Yeah, yeah absolutely!

Andrea: So what are some of those income streams that you write about in a book?

Dorie Clark: Yeah. So in writing Entrepreneurial You, of course there’s an infinite number of potential income streams that the people could do so. I certainly didn’t cover them all but I wanted to provide a sense for people about possibilities that they could undertake that don’t require a lot of capital especially. You know, these are not possibilities where you need to go get a loan from the bank or you have to put your life savings into it. These are all things that you can start doing, basically today or tomorrow snap your fingers and if you decide that you want to learn about it and approach it earnestly, you can dive in and do it.

So some examples would be; coaching, consulting, or doing public speaking. You could start to organize events, you know, you won’t necessarily say “Oh yeah immediately rent a stadium and do a 5000-person event.” But you know, for instance last year for the first time, I pulled together a 10-person Mastermind event and I did it in the conference room in my building and you know, it was low expenses and very low key but high value for the participants and something that brought me some money as well. So that was a really great example and a really great possibility.

If they’re interested in online thing, they could start creating an online community or they could for instance work to monetize a podcast like this or a blog. So there’s a wide range of options of what might be of interest to people.

Andrea: Yeah. There was one in particular that really caught my attention and I actually wrote in a column, brilliant, because I’ve heard most people but I hadn’t heard about the Mastermind Talks and that was such a compelling story. Would you mind sharing that because I think that sometimes we just need to think outside the box and realize that you just never know it could be possible?

Dorie Clark: Yeah, definitely. This is a pretty clever example of somebody who really took what might seem to be an impossible situation and turned it into something pretty cool. So there’s a guy names Jason Gaignard who lives in Canada. And a few years ago, Tim Ferriss, the well-known author was releasing his book. I think it was the 4-Hour Chef. Anyway, he was looking to get bulk sales for the book so that it could hit the best seller list. And he put out an email that if someone bought 4000 copies of his book that he would do two free speaking engagements for that person. The cost for this is about $80,000 – very, very expensive.

Jason, number one did not have $80,000 and number two, he didn’t have any idea of where he would have Tim Ferriss speak. It’s not like you run a company and is like “Oh yeah, you know, we have a conference next year, you could speak at our conference.” He had no idea but he saw that opportunity and he said “You know what, this is a great opportunity. I don’t even know what I’m gonna do with it but I can do something amazing with it.”

So he said yes to it. He had about two days to get the money. So hustled around to his friends and finally had a wealthy friend that agreed to loan him the money and then he was about trying to figure out what the heck he would do with it. And so he ultimately stumbled on was that he would create a conference which he ultimately called Mastermind Talks and he realized that he couldn’t afford to have lots of speakers. I mean, it practically broken him just to have Tim Ferris, but he realized Tim Ferris is a popular guy. He’s a guy that a lot of people want to hang out with.

And so he thought “Wait a minute, if I have Tim Ferris, I could probably get lots of other people for free just because they want to hang out with Tim Ferris.” And so he essentially used Tim Ferris as bait and he invited all of Tim Ferris’ friends and they’re like “Yeah sure, I’ll come.” He did like a competition. So it wasn’t totally free, there was a chance. There’s a chance, you know, with all these people who were very expensive speakers that if they were voted the number #1 speaker that they would win I think $30,000. But the vast majority of course didn’t go home with that and ended up speaking for free.

But it was a very clever way of solving a difficult problem. You know, you might say “Well, I don’t have any money for speakers; therefore, I can’t possibly have an event. But Jason looked at those constraints and came up with something very different that no one else would have.

Andrea: Hmm and he didn’t just try to pack a stadium with that either.

Dorie Clark: Yeah that’s right. That was the other really interesting. Instead of going for the maximum quantity of people, he decided that he wanted it to have a very intimate event, which is you know frankly a kind of risky move because it’s always a lot easier to get you know, a bunch of people who pay a $100 or $500 or something as compared to people who would put down $300, $4000, or $5000. But he limited the event so that it became very kind of elite and exclusive feeling and he did phone interviews with the people. He said he returned about $40,000 worth of people’s admission fees because after talking to them on the phone, he decided they weren’t a fit. So he just sent it back.

But he limited it up to a 150 people who would attend this conference and tried to create a stellar experience for everyone. And he told me that that his goal with it is that if you really good job the first time and you record it, you get testimonials so that other people can see how great it is, he said at that point, you really never have to market it again because it essentially markets itself. And so he has repeated the event multiple times, I think they’re on maybe the fourth, the fifth year now and he continues to keep it a very small. He’s constantly reinventing it, doing it in a new location every year but he was really able to create a very powerful brand out of this.

Andrea:   So what would takeaways be for us when we’re thinking about, you know, we can’t think out of the box. But then we hear story like this “Whew, wait a second, there’s so much opportunities out there. It’s limitless.” What kinds of suggestions do you have for us when we’re thinking and trying to be innovative or thinking outside the box in terms of how to monetize something or how to make money with our expertise then?

Dorie Clark: Yeah. Well, I do some teaching around innovation and one of the common frames that they use in terms of how to teach people to think in an innovative fashion is to reframe “we can’t” to “we can if.” And I think that that’s a really useful framing because it is true. Under the present circumstances and under the present assumptions, it maybe a 100% accurate that you cannot do a certain thing but that just kind of lead to passivity. It’s like “Okay, that’s the reality.”

But the truth is people can change their reality all the time and what’s the more interesting question to ask is “we can if” that means what circumstances would have to be changed in order for this to be possible. And if you can figure out which variables need to be tweaked, some of them may prove to be impossible; others may prove to be far more malleable than you might imagine.

And so in the case of Jason, “Well you know we can’t have a conference because can’t afford speakers.” “Well, okay, we can have topnotch speakers if we can find a way other than money to make it valuable for them to come.” What might be more valuable to them than money? “Oh, they all wanna be BFF’s with Tim Ferris. If we can give them Tim Ferris then maybe that would be worth the $10,000 or, $20,000 or $30,000 that they would normally get to them.”

Andrea: So good! I love that advice and one of the income streams that you talked about is this JV partnerships. I think it’s a really interesting concepts and I know that you talked about your own experience with sharing other people’s products with your audience. I’ve been thinking about people who have a lot of charisma, people who may have a lot of connections, but they’re not necessarily wanting to write a book or share their expertise per se, but yet it seems that they would be able to monetize their connections and their gifts in this way by using that JV partnership concept. So would you mind sharing a little bit more about?

Dorie Clark: Yeah absolutely! So JV of course stands for “joint venture” and it’s basically just a wave that you can earn a certain commission by referring people to a product or service that somebody buys. It’s really kind of a win-win situation because when it’s done right, you are sending people to a person that you like and respect. That you would want to recommend regardless and they are getting a client that they otherwise would not have gotten.

And so as a result, this is especially prominent in digital products because of course there’s no marginal cost increase in selling additional ones. If I have an online course, it’s not like it costs me more effort for having a 101 customers as opposed to a 100, because I’ve already made the digital course. So therefore, you can often have a really generous affiliate commissions, usually anywhere from 30% to 50%. It really is great because it’s a new customer for me. It’s money for you and we’re supporting each other.

So the real trick of course though is making sure that it really is symbiotic that you’re promoting somebody that you do in fact respect. And once you make that introduction to your clients, you know that person will treat them right. That they have high-quality products, that the service experience will be good, and that they’re not going bombard somebody with 110,000 emails a day, etc, etc. There’s a lot of adding that goes into the process but if you’re comfortable with that and you can do that, it really can become positive.

Andrea: Yeah, and I would say it’s a probably a win-win. Really, because it’s a win for the client or customer as well because they were introduced to something that they can really benefit from.

Dorie Clark: Yeah, it’s true. I mean definitely hear it from folks all the time that thanked me for introducing them to some author that they were not familiar with before.

Andrea: Uh-hmm, I can definitely attest to that for sure. OK so Entrepreneurial You is not just a list of ideas, and not just a list of stories that back up those ideas. But you also get really practical and you share things specific things like how much to charge for things. Like ideas about where the market is right now. I was thinking in particular about speaking because I’ve gotten that question before too, like what do I charge or how do I know how much to charge?

And I’ve wondered that at times when I was starting too and so I’ve really appreciate that first of all. I just want people to know that they’re going to get a lot more than just some ideas but some really…you got really practical. But why was that important for you to include? How did you decide that you were not going to share ideas but you’re going to get really specific?

Dorie Clark: Well, you know part the process for me of writing Entrepreneurial You really sprang from conversations that I had in the course of developing an online learning program that I worked on last year called the Recognized Expert course. I have built up this really lovely community about a 150 people at this point who have been through the course. In many ways, it’s kind of a learning lab for me because the things that they want to know, the things that they’re curious about are things that I realized a lot of people are.

And so oftentimes, it’s you know some initial questions that might be basic but are really not basic in the sense that they’re not talked about a lot, like how much do you charge for things. There’s a lot of secrecy. I mean, this is something that I wanted to really breakdown in the course of writing Entrepreneurial You. There’s a lot of secrecy in our culture about money and about you know how do you earn money? And how much do you earn and how much do you ask for something?

And I really came to realize that the more things are not talked about, the more it perpetuates inequality because people just do not have good information. And when they don’t have good information, they don’t know what the market value of something is and they’re not able to ask for what they really deserve. And so I figured, the more we can shine some daylight on it, the better off more people will be.

Andrea: Thank you. I think that’s just really helpful. It’s really helpful for me and it’s helpful for other people that are going to read this and say, “Oh man, finally somebody is just saying what they’re charging or saying what I could do.” And that just empowering for sure because I think we stumble on that concept or the actual naming of a price. And it becomes this block that I don’t even know what I can do and so I don’t even know if I can offer it you know. So that’s great.

Dorie Clark: Yeah, thank you. I’m so glad they resonated.

Andrea: Yeah. I also really appreciated your “try this” section of the book where you really breakdown the concepts into these actionable steps for the reader. So thank you for that as well. And I’m also curious, how much of your writing process was sort of designated to coming with these action steps. Did you do it as you went? I mean, as a fellow author, I’m curious. Did you do it as you went or did you do it when you’re done and how much work was that?

Dorie Clark: Yeah. So creating the “try this” section was certainly an important part of the book for me. It was something that I did while I was writing the chapters and it’s something that I became really aware of with my first book, Reinventing You. When I created the first draft of Reinventing You, I did not have a “try this” section and my editor said to me “Hey, we think you should do this you know with sort of pointers for people.” And I was skeptical I’m like “Oh, I don’t know. Do we really need that? Would anybody really use that?” But you know, it was my first book so I did it because they told me to.

And then like in the years since that book has come out, I heard from so many people that that was the part they liked and appreciated the most was having this kind of “try this” bullet points where it was very specific suggestions about what they could do. That I realized “Oh this is not some afterthought. This is actually one of the most important pieces and I just wasn’t clawed into it.” So I took it really seriously in my next book Stand out and then again with Entrepreneurial You. I decided “OK, if people are really using this, I’m gonna put a lot of effort into trying to make them good and make them useful.”

And in fact, I ended up creating a free giveaway which is this 88-question Entrepreneurial You Self-Assessment, which takes all of the questions or almost all of the questions you know the ones that are at the back of each section and chapter and put it into a PDF document where there’s line and space for people to write things out. So you can really use it like a workbook and a way to take these ideas and questions and apply them to your own life. So if any listeners who are interested in that, they can download it for free at dorieclark.com/entrepreneur

Andrea: Yes, and we’ll definitely include that the show notes because that’s something like I said before that was helpful to me from Stand Out, so yeah. OK, so now I’ve got another question. This isn’t necessarily about Entrepreneurial You; this is going to go back to something that I heard you talked about. I’m not sure where it was that I heard you talked about this. But it really made an impact on me and I think that there are people in the audience who are really message-driven. They might be really talented but they’re not really sure how to choose their topic or how to specialize.

And you talked about one time the difference between, I think it was the difference between being a specialist and being a generalist. Would you explain what the difference is there and I think you said that you’re a generalist, so I would love to hear more about what that looks like for somebody who’s trying to figure this out for themselves?

Dorie Clark: Yeah, definitely. I think there’s a lot of cultural pressure in the business world for people to specialize. That’s a kind of standard advice that you almost always get is “Oh, well you need to take a specialty. You’re not just a marketing consultant, you’re a nonprofit social media marketing consultant,” you know or something like that. On one end, that is not a bad advice because if you are very specialized, it becomes immediately clear who your customers are and by extension where you can go to find them.

It’s a lot easier, you say “Oh I’m trying to do social media for nonprofit as you probably go to this and this nonprofit conference and this social media conference and I’ll be good.”

So it is easier in many ways. But the truth is there are some people, and I count myself among them, that just don’t like to operate that way. You know, maybe it’s making by far for ourselves, I don’t know but I never wanted to artificially choose something and then just specialize in that. And so for that situation what I did instead is I essentially decided “Alright, I’m gonna let the market dictate this.”

I think this is actually a pretty good way of doing it because for anything the market almost always knows better than we do about what would be desirable. And so my version was I essentially created a lot of small bets, a lot of sort of small experiments. In my case, these were blog posts, and I would just write about a variety of different topics and see what seem to resonate with people, what’s getting the most views, what’s getting the most shares, or what’s getting the most engagements.

And it happened that an early post that I wrote for the Harvard Business Review called How To Reinvent Your Personal Brand was one that did seem to get a lot of traction and a lot of engagement and HBR noticed and they asked me to expand it into a magazine article and then eventually that turned into my first book, Reinventing You. But it was not something that I consciously picked in a top down fashion. I never said “Oh I’m gonna write a book about reinvention. That’s my strategy.” It was something that arose organically from being one of dozens of different things that I tried.

Andrea: Yeah. I think that advice was so helpful to me I think in particular. But I think it’s a really important thing for anybody to do when they’re trying to figure out what they’re going to be all about, what their focus is, or at least what their brand is and what they’re showing to the world. Because they’re going to end up still bringing all their other expertise into whatever they end up doing, but yeah, I really appreciated that designation. I felt affinity with you in that and it made me feel less alone and less crazy for not knowing what my specialty was going to be, and not wanting to niche down.

Dorie Clark: That’s awesome!

Andrea: Well, Dorie, I’m so grateful to you for your time here today and for this book and for these trilogy of books that you have offered the world. We’ve already mentioned your website but when does Entrepreneurial You come out? I think by the time I publish this episode, it will be out and so where should people going to find it?

Dorie Clark: Yeah. Thank you so much, Andrea. So the new book is Entrepreneurial You. It is officially released October 3rd. People can grab that on Amazon, Barnes & Noble, you know many different independent bookstores. And if they want to get that Entrepreneurial You Self-Assessment that I mentioned for free, they can get that workbook at dorieclark.com/entrepreneur. So I look forward to having a chance to be in touch with folks.

Andrea: Yeah. I just recommend everybody if you haven’t read the other two books just buy all three at the same time and systematically go through them because that’s an education that’s worth the small price of three books.

Dorie Clark: Excellent point, thank you.

Andrea: Way more than that, yes. Well, thank you so much, Dorie, for your voice of influence on the world and for your time with us today.

Dorie Clark: That’s great! Thanks a lot Andrea!

 

END

This Is What Keeps Emerging Thought Leaders Up At Night

Four years ago I had an inkling that I should start learning to use Facebook for something more than just sharing about my life. I wasn’t ready to start writing yet, but it made sense that I should start sharing my heart and message more intentionally through social media to practice using my voice online. But it was terrifying! I often wondered what people would think and if certain people would “like” my posts or totally write me off because I was speaking up.

If I share something that could help others, will they think I am just trying to get attention?

Now that I help emerging thought leaders find and refine their message, I see this as a big problem. There is a big green monster keeping these folks up at night and it’s time to turn on the light and scare that bad boy away.

Here’s the truth.

 

Just when I think a creative, empathetic person is close to making a difference in the world with their message they back up and say, “I can’t do it. I don’t want them to think I’m bragging.” They don’t want to admit out loud that they have something that could help others, so they end up shrinking back and holding it in. They want to fly under the radar or have someone else promote their work because if they own up to the value of what they offer, they might just have to share it and look like they are…

gulp

…self-promoting.

But every once in a while someone gets in touch with their calling and joins a few brave souls who come up to the edge of the cliff, day after day, and jump into the great unknown of offering their work to the world.

But the reality is that this leap faith is complicated because…

We are conflicted. We do not want to promote ourselves for the sake of glory, but we recognize that we enjoy having your attention and making an impact on the world.

We are conflicted. We want to be humble and put others before ourselves, but we’ve learned that when we hold back our gifts, we are putting ourselves in front of you because then you can’t benefit from the gifts we have to offer.

We are conflicted. We know that our voice matters and yours does, as well, but we also know that we can make our voices matter more when we develop our message and our communication style.

We are conflicted. We know that we have opinions and an important message to share with the world, but we recognize that we might just be wrong. We want to share our message with conviction and power in our own unique ways, but we recognize that at some point we might change our minds. We might be wrong.

We are conflicted. We wish we could say what we have to say to you face to face, but sometimes those personal interactions and conversations are not the place to share our message. Sometimes it takes art to communicate through pictures and emotion, something that cannot be expressed in a one on one conversation with you.

We are conflicted. We don’t want you to feel like you aren’t doing enough or that you are not enough, simply because you aren’t doing what we are doing. We don’t want you to look down on yourself because we are stepping into our calling and you have a different one.

We are conflicted. Because we don’t want you to look down on us for living large and taking big risks. But at the same time we want you to know that you can take your own risks, that may look totally different than ours.

We are conflicted. We know that if our message touches just one person, it’s worth it. But we also know that settling for reaching one person could be a cop-out for doing the hard work of finding out who our message is really for, developing it, refining it and turning it into a work of art, a masterpiece that resonates with many people.

We are conflicted. Because we also realize that our message isn’t for everyone and when you are ready, you’ll be ready to hear whatever you’re supposed to hear, from whomever is sharing it.

We are conflicted, and yet, we jump anyway because we are convicted – to share our stories, to offer up our voices into the world, to live into the fullness of who we are, to work hard at our craft so that our message will resonate deeply within the hearts of people.

We are convicted. Life is fleeting. Many of us have experienced hardships and grief that put us in a position to realize that we don’t know what this life holds for us. Tomorrow we may not be able to speak clearly, or even have words to say.

We are convicted. Because we know that we are are called to extend our offering. If you reject it, if you ignore it or whatever, we will be ok. Because we’re in place where know our work and our offering isn’t about us.

We are convicted. Our offering is part of who we are but it’s about you. It grieves us when we see you hurting in ways we know we could help. But we also know we will not push you to partake of our offering. We simply invite and wait for you to decide when you are ready and what you are ready for. And we want you to offer your gift in a similar way. We are convicted that you have something to  offer the world and that we are simply one way of offering something. It just happens to be very visible.

And that’s what we want you to understand about our self-promotion. In our most loving position, we are not trying to elevate ourselves. It’s not self-promotion, it’s an invitation to enjoy what we have put hard work and effort into in order to serve you. We don’t want to promote ourselves, we want to share our offering.

We hope that you will be inspired to share yours, as well. That’s why I’ve put together this special PDF of 15 tips and strategies from experts interviewed on the Voice of Influence podcast to encourage, inspire and equip you to make your voice matter more. Read up, listen in and sleep well.

Download it here.