Posts Tagged ‘GameChangers’

How to get to Carnegie Hall

Monday, February 6th, 2012

As the old joke goes, a man carrying a violin case in Manhattan gets stopped by a couple of tourists who ask him how to get to Carnegie Hall. The violinist responds, “Practice.”

So obvious, it’s funny–no one gets to Carnegie Hall without a ton of practice. It is usually the most ‘talented’ performers who practice most diligently. The talent onstage in Carnegie Hall is, as much as anything, a talent for practicing. A love of the hard work and focus that it takes to master one’s craft.

CarnegieHall1Rob McNamara writes in Integral Life about ‘The Necessity of Practice.’ Practice, notes McNamara, is preparation. What we are seeing and hearing onstage at Carnegie Hall is a performance informed by preparation. It is the preparation that elevates and defines the quality of the performance.

Everyone has a Carnegie Hall, a place or ideal they’re trying to get to. A vision for the future. And then, quite often, something happens. We get sidetracked. Distracted. Too busy to practice. We stop off at the Carnegie DELI and call it Carnegie HALL. Our ego tells us we have arrived. That’s when the unproductive patterns–sameness, repetition, redundancy, stagnation, smugness—set in. That’s the point where our performances become cyclical, begin to repeat themselves, and our audiences get bored, and begin wondering why they paid their money.

McNamara defines the act of practicing as ‘Engagement.’ The GameChangers Orchestral Model™ identifies six practices that generate productive outcomes in the world. Engagement is one of the six. The other five are:

Heeding (listening, paying attention, observing actively). In the Orchestral Model™, this practice precedes Engagement. As the social media doyenne, Sally Falkow, (@sallyfalkow) says, “You don’t go right up to people having a conversation at a party or social event and just start talking. First you have to hear what conversation is about, and then can you be part of it, and engage with people in a meaningful way.”

Learning. What is revealed to you as a result of your interactions with others, and with your environment? How does your network inform you? How do you turn learning into solutions? All this takes practice.

Creating. How does what you do make a difference? How does it make you unique? How do channel creativity toward innovation?

Performing. What are your criteria? What is your Carnegie Hall? Is it a seven or eight digit number? A place? A whale of a client? A standard you have set for yourself, or that others have set for you? How does your performance differentiate you?

Deciding. How consistent are you? What values do you represent? How clear and shareable are your decisions? What themes are important to you? Who and what influences your behaviors? If your deciding practices are weak, Big Trouble soon come.

Performing and Deciding are what we call the core practices. If you are not good at these–if you don’t have a clear vision of where you’re going, or if you are indecisive and wishy-washy along the way—the rest of the practices will not matter, because you’ll be too busy zig-zagging toward a mirage, rendering meaningless decisions in service of illusory goals.

So call the whole thing Engagement, yes, definitely! Practice it! Be engaged! Be present! Pay attention! Notice! That’s a good first step. Then refine your practices into the six different areas of the Orchestral Model™, like an athlete working on muscle groups or a musician working through different progressions.

And when call comes from Carnegie Hall, you’ll be ready.

Objectives vs. Outcomes cont’d

Thursday, January 19th, 2012

Tuesday night, we staged an invitation-only workshop for 25 friends, acquaintances and interested folks to let them experience the marvel that is GameChangers. After reviewing our performance, the GameChangers team’s consensus is that on this particular night we were not marvelous. We started 15 minutes late, got slow in the middle and rushed at the end. We felt that the experience was, at times, less than riveting for our audience.  A couple of people spent an inordinate amount of time on their mobile devices, and we know for a fact they were not tweeting about how great it all was.

Specific notes:

- After cautioning the audience at the beginning of the presentation about long monologues as a means of communicating, I wrapped up the presentation with a long monologue.

- Our direction was soft on a couple of the exercises. This resulted in a kind of sponginess in the middle of the two-hour session, with drawn-out explanations by Antonio and me, less focus by the teams, and a rushed ‘third act’ in the last 15 mins.

- As any improviser can tell you, you have to work on pieces of the process at a time. You cannot drop everything you know on your audience all at once. In my explanation of what we call ‘the orchestral model’ of business communication, and the concept we call ‘quantum narrative,’ I got into more detail than the audience was able to absorb in such a short window. ‘Too clever by half,”as they say in Blighty. ‘Ten pounds of potatoes in a five pound bag,” as they say in Boise.

- The teamwork that usually happens during our workshops was not so much apparent in this one. Things stayed more individualized, and less knit-together than we would like.

- The tempo at which we conducted the session was inconsistent. If I had been conducting a piece of music, it would have been in about 20 different time signatures, with me conducting at least part of the performance with my back to the orchestra. Missing cues. Dynamics roller-coastery instead of scenic.

These notes are related to our business objective for the workshop, which was to explain GameChangers and give attendees a sampling of what we do with our clients. At achieving this objective, we give ourselves a 50%. We were only about half as effective as we believe we’re capable of being.

So why are we not upset?

Two reasons: One is that because our process lets us see so clearly where the issues are, we have already taken steps to remedy them before the next open workshop.

The other, bigger, reason is that the outcomes of the session have been extraordinary, better than the outcomes of many workshops where our performance was actually  much better than it was Tuesday. A lot of credit for this goes to the people who were in attendance. One of the points we make in these introductions to GameChangers is to distinguish between objectives of the game, and the outcomes of the game, and wow, has that been our experience since Tuesday.

These are some of the outcomes:

- Our friend Ron Finley, the ‘renegade urban gardener’ connected with our friends Jenna and Adam from TakePart, who were in attendance. TakePart is the digital division of Participant Media. They are going to do a story about Ron.

- Erin Reilly, the creative director of USC’s Annenberg Innovation Lab, spoke yesterday to her faculty committee about having us do a one-day workshop there in March.

- Marcy and Strath Hamilton of Tri-Coast Studios, which is producing a lot of e-books, met a Ruby on  Rails coder named Patrick Maddox, who was in attendance Tuesday.  They’ve been looking for a coder. Now they’re talking to Patrick.

- T.H. Culhane and David Groder, who are working on a robotics education program funded by the U.S. Naval Research Dept., are making a presentation today (Wednesday) at Washington High School in Los Angeles, and are being joined by Ron Finley, who is a Washington High graduate. This is happening as a result of them connecting on Tuesday night.

- T.H. and Groder will soon get introduced by GameChangers associate Jamal Williams, who was in town from D.C. for the Tuesday workshop, to Nii Simmonds, the ‘Nubian Cheetah,’ a Ghanian-born D.C. resident and former investment banker who funds a program called Afrobotics, a robotics competition for African schoolchildren.

- Kevin Wall, who is producing the opening ceremonies and concert for the 2014 World Cup in Rio, was in attendance. Kevin learned for the first time that Fernando Godoy, who used to be an intern in at one of Kevin’s companies, is today a successful internet entrepreneur in Sao Paulo and is a partner in Spirit of Football 2014. Kevin and Fernando are going to meet the next time Kevin is in Brazil.

- Tri-Coast Productions and GameChangers are meeting this coming Monday to discuss two projects–a GameChangers ebook and a video series that would be produced and performed by people from our network of world-class improvisers.

- Andy Sternberg has since Tuesday introduced us to two friends of his whom he believes will be interested in our work.

- We were able to continue a conversation with Nicholle McClelland Betelier, a marketing officer from IdeaLab, that began at a yoga retreat in December.

- A crypto-hipster named Som showed up uninivited, and asked some of the best questions and offered some of the most thoughtful comments of the evening. Thank you, Som, whoever and wherever you are! Please stay in touch!

- My favorite outcome of the evening came about thanks to a ‘gift’ from David Groder. At the very end of the session, after my long-winded closing monologue, Groder asked if we could go around the room and have everyone introduce themselves. All 25 people introduced themselves and described the work they’re doing. It was really remarkable, not only because it completely subverted the normal order of things—introductions at the end instead of the beginning!—but also because the people in attendance are doing brilliant things in the world. Attendees are working in robotics, social media, community development, urban gardening, fashion, cause-related marketing, transmedia storytelling, architecture, criminal law, venture capital, entertainment, academia, e-books, tech, watercraft stabilization, app development, etc. etc. etc. Introductions at the end became a very enjoyable kind of reveal. Almost everyone stayed and talked for half-an-hour or more after the session, and I believe most of that conversation would not have happened if not for David’s gift to the scene.

Never get objectives confused with outcomes. Objectives are what we use to assess and improve our performance. Outcomes happen as a result of having performed. Objectives are finite. Outcomes are unlimited. Objectives create focus. Outcomes generate value.

Post-event conversations were the most productive part of the evening

Post-event conversations were the most productive part of the evening

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Text Exchange

Friday, September 16th, 2011

Yesterday, a friend who designs sustainability strategies for large municipal groups passed along this classic text exchange he had a couple of weeks ago with a buddy who was attending a seminar in Los Angeles. GCTxtExchngB The endorsement is clear enoug. That’s not the ‘business end’ of the text, though. The business end is explicit in the last two lines. What you did was great. What is that you do?

Defining GameChangers value proposition so that we can arrive at a fair trade with our clients has been one of our biggest challenges, because our process morphs around whatever problems we are hired to help solve. The problems themselves are wide-ranging and often, at the beginning of the process, can be deeply rooted in the client’s culture, which can make our process fluid, because we have wander a bit to discover a direction. Sometimes what we are given by our clients are symptoms, not causes. To solve their problems, we have to discover why things are the way they are. That takes some exploration. Only then can we co-create a process that addresses the problem.

Last year, for example, we were asked by a manufacturer to help with its innovation process. “We are weak in that area, help us get better,” is essentially what we were told by the company’s leadership. It was only through a series of improvisation exercises and activities that we began to see a pattern…the company culture was one of impatience, and the most impatient people in the company were in Operations. Time and again, we would see members of the Operations team express their impatience. They didn’t listen. They scripted outcomes. They judged others while remaining oblivious to their own (often sub-par) performance.

It turned out that the Operations team was so good at their jobs, and their personalities so forceful, that the entire organization (20,000+ employees globally) was essentially moving at their tempo, and wheeling around their processes. This meant different things to different divisions, most of it related to missed opportunities to innovate. Because to the Operations team the only ‘better’ was ‘faster and cheaper,’ that became the organizational definition of innovation. The company’s problem wasn’t, as its managers said, that it was weak in innovation. The problem was that it was defining (i.e. allowing its Operations team to define) innovation in a way that weakened the company and made it less competitive, its brands less marketable.

Had we defined GameChangers as an ‘innovation company,’ I’m not sure we would’ve gotten to the problem (and the subsequent solutions) the way we did. I don’t know if the Operations people would have even been in the room.

Our value proposition boils down to this: We are a communication company. We use improvisation to help clients improve communication. Improved communication results in:

-better collaboration and alignment;

-faster solutions;

-meaningful innovation;

-more opportunity recognition and activation;

-deeper audience engagement and customer co-creation.

How’s that?

The Mighty And

Monday, November 29th, 2010

Yes“Getting to yes” is a popular phrase among business managers. (It is the title of a 1981 book by Harvard professors, Roger Fisher and William Ury.  A 1991 re-issue added an author’s credit for the original editor, Bruce Patton—apparently it took the authors ten years to get to Yes).  The book dealt with negotiating tactics, and spent a record number of weeks on the Business Week best-seller list.  Over the past 30 years, the book’s title has taken on a lot of meta meaning among managers:  Close the deal.  Don’t take “no” an answer.  Get ‘er done.  Reach agreement.  Earn eyeballs.  Satisfy the customer.

In a networked environment, it’s easy to get to Yes.  Anyone can say Yes to anything.  One could make a pretty good case that in large networks, especially when it comes to innovation, there’s an epidemic of ‘yessing,’ paralleled by an equally virulent epidemic of doing nothing about it.  This is a kind of safe harbor, an advantageous position for piggybacking on successes (”A big fan from the start.”) and distancing oneself from failure (”Not taking the hit for that mess.”)

As a description of a particular point in time, “Getting to yes” is fine (and the 1981 book has still-relevant advice for negotiations and sales).  “Yes” does not, however, describe a process.  It’s a status:  Thumbs up.  Good to go.  Roger that.  A big 10-4.  As a status it is, by definition, static.  And “static,” in a dynamic environment like the one in which business operates today, is death.And

By contrast, “Yes and,” a basic building block of improvisation, describes a process, an obligation by every player in the game to contribute, and actively build on the reality of the moment.  In terms of process, “Yes” is the icing. “And” is the cake.  “Yes” may get all the credit, but “and” does the work.  “Getting to and” invokes participation.  It demands collaboration.  It results in extension of ability and expansion of possibility.  “And” moves the narrative. It unlocks the adaptive processes demanded by a networked world.  Adaptation means movement.  And movement is life.

To live, to grow, to seize the potential of the moment, don’t make things good.  Make them better.

C-Suite to Street

Sunday, October 31st, 2010

With each passing week, we hear more about the application of improvisation to business.  American companies, from core to edge, from the C-suite to the street, are becoming more conscious of the need to be agile in a networked business environment, and that means learning how to improvise better.   These companies (excluding the already-agile Silicon Valley/tech and financial sectors) are coming to the realization that in a networked world, it is impossible to script for every scenario we encounter.  There’s too much too much choice, change and transacting in the marketplace.  In this environment, improvisation is the most fundamental business skill there is.  At GameChangers™, we call it a system for producing positive outcomes from unforeseen circumstances.

The anecdotal evidence–what we’re seeing and experiencing over the past three months:

- A study in the magazine Science co-authored by MIT scientists cites a 30-40% improvement in performance in groups that apply collective intelligence to problem-solving.  This is another perfectly legit definition for what improvisation is:  The conscious application of collective intelligence to the solving of problems.

- A major airline hires GameChangers™ to improve its customer relations for its sales staff.  In 3 months, offices that institute the GameChangers™system show a 90% reduction in customer complaints.

- Oakley yes-ands the 33 Trapped Chilean Miners by giving them all a pair of their grooviest sunglasses to wear when they exit the mine, demonstrating that improvised branding has a huge ROI advantage over traditional media models.

- Legendary improvisation-trained actor Alan Alda establishes a program with science writer KC Cole to teach scientists how to communicate better using improvisation.  Alda’s  program is co-located at the Brookhaven National Laboratory, USC’s Annenberg School of Journalism, and Stony Brook U. in New York.  I’m honored to continue the program in a workshop exploring biomimicry (in which we riff on exercises taught to me by the brilliant Belina Raffy in the U.K.) as part of Social Media Week in L.A..

- The ‘Old Spice Man’ viral video campaign, partly designed by a social media manager who attended several GameChangers® workshops and a copywriter who plays jazz trumpet, boosts Old Spice sales by 1200% in three months.  This suggests that brands must begin to measure ROI not by platform, but by narrative.

- The Applied Improvisation Network holds its annual meeting in Amsterdam in September.  Success stories abound!

- Renowned London-based organizational expert, Peter Robertson, is adapting  the AEM-cubeanalysis tool created by his group, Human Insight Ltd., to include metrics for how well large organizations, and their employees individually, improvise.

- We hear that two divisions of a large global consulting firm, unbeknownst to one another, hire improvisers to conduct workshops for their managers in two different U.S. cities.  The company’s training staff, hearing of this, requests a proposal from one of its vendors for a company-wide program for more than 12,000 employees that is based on improvisation.

- The Spirit of Football®, an improvised narrative that explores the theme, “One Ball, One World,” has already signed its first two sponsors for the 2014 World Cup in Brazil, putting them exactly three years ahead of the pace they were on for this year’s World Cup.

- A Harvard Business Review article on Pixar University and its director, Randy Nelson, cites ‘plussing,’ which is an old term Walt Disney used, as an essential part of its culture.  Plussing is another word for  ‘yes-and,’ a basic concept of improvisation.

This is just a partial tip of one iceberg, the one we see from our little boat at GameChangers™.  There are a lot more icebergs in the ocean than what we can see, and let’s be honest, there are a lot more icebergs in the ocean than there have ever been before.

Consequently, there has never been a better time, no matter what profession you’re in, to be an improviser.  Play on!IcebergField1

Los Mineros Part Six: Act Three Begins

Sunday, October 10th, 2010

ONE IN A SERIES…LosMineros1C

One of the ways GameChangers defines a ‘Scene’—no matter what its duration, could be minutes, could be months—is with a classic three-act structure.  We label these acts Connect, Adapt and Deliver.  Continuing with our analysis of ‘Los Mineros,‘ the Trapped Chilean Miners scene, we can clearly see that the scene is entering its third act. The drill boring through the 2,300 feet of solid rock to the hollow where they are trapped has just made it through to them. That’s a clear signal for the heightening of energy and emotion, increasing tempo and sharpening focus that typically indicate the beginning of Act Three of any scene.

Here’s how the three-act structure has defined Los Mineros to date.

Act One:  Connect.  This is where we first heard about this story.  We were introduced to the main characters.  The conditions of their life-threatening predicament were explained to us.  With the news that it was going to take a long time to reach them, a kind of ticking clock was set in motion.  The clock was not life-or-death, but it helped us frame the scene in our minds.  The ‘Game’ —defined by Objective, Environment, Roles and Rules—came into focus.   A lot of the meaning associated with this act was cosmetic—that is, strongly oriented toward data, raw information, clinical analysis.  A mythic theme, one you might call, ‘Trapped in a Cave,’ got defined.   All of this earned the audience’s attention on a global scale.  Clearly, this was going to be a story that many, may people could relate to.

Act Two:  Adapt.  In this act, complications were introduced to the scene, and communication began to turn toward the Emotional level of meaning, as emotions like Urgency, Fear, Jealousy, Camaraderie, Patience, Frustration and Surprise colored the events during this stage.  We began to learn more about the main characters, and new characterss–wives, mistresses, politicians, drillers, NASA scientists and a newborn baby—entered the scene to interact with the main characters and make the scene deeper, richer, more complex.   This is where the scene often takes unexpected turns, hence the need for the characters to adapt.  Three drill bits were tried before one worked.  Original plans were discarded in favor of new ones.  A miner’s wife and mistress both showed up at the rescue site on the same day.  The newborn baby’s name got changed from what its parents originally intended—to Esperanza, the Spanish word for ‘hope.’   In other words, everyone involved rolled with the ever-unfolding reality.  They had to improvise.  There was no script for this.

And now…

Act Three:  Deliver. Typically, the third act is shorter than the first two.  This has the effect of compressing time, as does the increasing tempo of entrances and exits, and the steady release ‘new news’ by the world’s media.  We are building toward a 24-hour news cycle in a couple of days in which Los Mineros will dominate current events. It is during this cycle that the scene will reach its emotional apex, and the audience will feel more pull and lean forward more than it has at any other time in the scene.  There will be a lot of postscripts added after this climactic 24-hour cycle, but in terms of the three-act structure, this scene will have ended, and new scenes (you can think of them as ’sequel’ or ’spin-off’ scenes) will begin.

For business communicators, the three-act structure is a really useful framework.  It gives players and audience alike a sense of where you are in your scene, and helps you organize the many narrative elements that are part of it.   It will give you the ability to put the emphasis where it belongs, when it belongs there.

Social Media Week Diary

Monday, September 27th, 2010

IMG_0178From beginning to end, Social Media Week in Los Angeles (with corresponding events in Bogota, Buenos Aires, Milan and Mexico City) was a  productive game, consisting of 95 events in all, of which I attended or facilitated eight.  Toby Daniels, the Founder and Exec Director of Social Media Week, Erick Brownstein, the L.A. producer, Ben Scheim and the Crowdcentric team, along with Meebo, L.A. Weekly and the other title sponsors, know what they’re doing and it showed.

The week’s events demonstrated again and again that what happens in social media doesn’t stay in social media.  Interactions in the social sphere have the potential to turn into valuable real world interactions:  business and personal relationships; jobs; art; activism; entertainment; awakening; health; transactions; fandom; travel; renewable energy; good food and drink; style; and let’s not forget money.  We’re in this to make the economics work, because if the economics don’t work, no one works.

To that end, there was an urgency to the presentations.  If social media is to drive economic growth, how will it happen?  That’s the question underlining every event I attended or heard about.  We pooled a lot of good answers, too, lots of ways that social media can generate ROI.IMG_0282

SMW week showed us that a movement need not begin massively.  Small groups can connect to large networks.  Local action sparks the mass movement, global networks can inform local cultures.  In the social sphere, flow is more important than stock, a trajectory is more indicative of potential than a position, and a community is a better audience than a demographic.

Here are some of my impressions from week:

—>On opening night, at Inner City Arts, a couple of blocks from Skid Row in downtown Los Angeles, Sir Ken Robinson simplifies the complex problems of sustaining  a healthy planet, and throws down the gauntlet to the crowd.  Even though he’s already a knight and everything, he wants us to go out and slay dragons!  He makes it sound like a noble quest, so sure, why not?

We don’t really have a choice, do we? As Sir Ken points out, the population of the earth is on a hockey stick, and it’s going to put such stress on the planet’s resources that, unless we can change the way we live and act toward one another, we are in for a bad ride.  The scarcer the resource, the bigger the war?  How’s that sound, for starters?  If we get ourselves into wars that last 10+ years when petroleum supplies are at their current levels, what kind of wars do we think are we going to get into when supplies have passed their peak? If we cling to the current business models, we are literally talking about endless war.  In fact, we may already be talking about endless war if the Pentagon gets it way.  There are currently over 700 military bases around the world.  No one in the military will project the U.S. getting out of there before 2016.  That is a 16-year war, ladies and gentlemen, costing trillions a year–that we know about. It’s military follies like these that, historically, bring nations to their knees.

—->Also on Opening Night, Dave Stewart of Eurythmics fame performs with two beautiful women, one a violin virtuoso, one a chanteuse with a stunning voice.  They are amazing together, really, especially the part where  Stewart and the violinist improvise a song.  When the singer joins them, they begin performing Eurythmics hits, and the thought strikes me, “That man is going to spend the rest of his career looking for a replacement for Annie Lennox, and he’s never going to find her.”

—->Meebo, Semantic Foundry and CrowdCentric host an event at the Pacific Design Center on Social Media and User Experience.  (It kills me to miss Rob Reed and Jonathan Taplin’s session on Geo-Location, but those guys are here in L.A., and this event is hosted by a crew from NYC, so I choose the scarcer resource.)  I’m stunned at how deserted the Design Center is at 2 PM on a Tuesday.  It has never been one of those places crawing with pedestrians, most of its showrooms being by-appointment only, but even by those standards, it’s a ghost town.  It’s telling that the only signs of life in the belly of the Big Blue Whale, as far as I can tell, is coming from the 150 or so folks attending the SMW event.  It must mean something.

The presentations on user experience are good and smart, and a breakout session changes the dynamic just enough to hold most of the audience for three hours.  The art of designing user experiences has come a long way since the mid-90s, when no one knew what an ‘information architect’ was.  I like how UX designers are tying the customer experience to narratives.  We’re still not doing such a great job of defining what those narratives are, but we are at least recognizing that narrative is what connects buyers to brands, organizes complex datasets, and generates the trust that binds citizens to community.That recognition is, in itself, huge.

—->On Wednesday, I conduct the first of what will be three GameChangers workshops for SMW. This one is entitled ‘The Revolution Will Be Improvised—Brand Narratives in the Networked World.’ 30 people from all walks of life participate–from MBA students to a Malibu beach girl with a transmedia project funded with Brazilian money, to the V.P. of digital for Deutsch Advertising.  As always, we have a lot of fun, and everyone learns something.

—->On Thursday morning, I give a one-hour presentation entitled ‘Communication Trifecta’ at the Institute for Multimedia Literacy at USC, in which we focus on ‘three levels of meaning’ – Cosmetic, Emotional, Meta.Several people in the audience indicate that they’ve had improv training, so at the end of the talk, I call on one of them, and the two of us perform an exercise I call ‘the Geico Game,’ which turns out great, because she is so good. Always nice to end a scene energetically.IMG_0350

—->That afternoon, I conduct a three-hour GameChangers workshop focused on science communication for students and faculty at USC’s Viterbi School of Engineering. The class is part of a graduate seminar in science journalism taught by the renowned science journalist, KC Cole, at whose invitation I am here. It is a continuation of a program initated by Alan Alda, who joins us on Skype for the last 30 minutes of the workshop.  During the workshop, we play two Biomimicry games suggested to me by my friend, Belina Raffy, of Imprology in the U.K. It is the first time I have coached these particular games.  I could have done a better job of explaining them, but they work.

Over Skype, Alda and I talk shop for a few minutes which is awesome, because he is one of the original legends of the improv community. At the same time, I am a little self-conscious, because the class is just sitting there, listening to him ask me questions like, “Did you do any contact work?” “How did you create the focus that got them outside their heads?” “Did you find that ego was getting in their way?”

A few people step in front of the camera and do short presentations for Alda. One of the biomimicry games, played by six grad students, has resulted in a silly design for an imaginary animal. Alda points out that what I thought was a shortcoming of their design, its ‘silliness,’ indicates that the group has collaborated freely, unconstrained by the ‘rational’ judgments of the left brain, and compliments them on it.  In pointing this out, Alda himself demonstrates one of the principles of improvisation—there’s opportunity in everything, even in what we might at first perceive as silly or inconsequential.  IMG_0354

—->Thursday evening at The Cimarron Group, a high end entertainment marketing agency….a ‘Fanthropology’ workshop for movie studio and music company marketing execs. I consulted with Cimarron’s social media team on this, but have no responsibilities for presenting it, and we’re there early, so Rick Shaughnessy, who flew in from Chicago for the week, and I sit in the Cimarron Bar, which is an old set from Melrose Place, and talk shop. The event itself is very well produced. Henry Jenkins, the famed author of Convergence Culture, is the featured panelist and Kevin Winston of Digital LA is the moderator. Within the space of an hour, the panel offers dozens of data points that are relevant to any brand looking to create and manage fan communities.IMG_0379

—->Friday…the Closing Night Party at The Room nightclub in Hollywood. Members of the SMW planning committee, the sponsors, and worldwide producers are all here. I’m especially happy to see smiles on the faces of Erick Brownstein of The New Agency, and the members of his L.A. team, including Dawn Sinko and Wendy Walz, who did such incredible work to pull together the week’s 95 events.   We all take a collective breath. Social media is a pebble dropped into the water, and we are all optimistic about where the ripples can carry us.

—->[CODA] On Saturday, Lee Fox, the energetic founder of KooDooz, a cause-related application for kids, hosts an event at the Santa Monica Library, about dealing with all the plastic in the ecosphere. There’s more than you want to know. I thought there was one gyre, as the massive island of floating trash in the Northern Pacific is called. Turns out there are three, each of them larger than the state of Texas. Lee screens the excellent documentary Bag It, a story told by a funny and personable guy named Jeb Barrier, who decides to take a closer look at the plastics industry after he gets some personal news about his family. I meet Ian Moise, the founder and CEO of Reuse Connection, and make a mental note to introduce him to my friend Deb Maher in D.C., where Ian is based, to tell him about Deb’s plan for turning recycled plastic into shipping pallets to replace the wooden ones that predominate today.

I take a picture of a kid wearing a costume made of plastic bottletops, which we learn in Bag It cannot be recycled, and often end up killing the sea animals who eat them. The kid gets it. We cannot deal with the challenges we face as problems to be overcome. They are too big, too overwhelming. In fact, in Bag It, one environmentalist says of the gyres, “There’s nothing we can do about them.” No, the only way to deal with the problem is for all of us to emulate the kid in the bottletop costume–to see a problem as art that has not yet been created, as a story that has not yet been told.IMG_0423

The Customer’s Dual Roles

Wednesday, July 7th, 2010

SunMoon1It’s easy enough to see that in a selling scene, a Customer is your Audience.  You, in your role as Seller (and make no mistake about it, everyone in this world sells something) need the customer/audience to support you at the boxoffice, the gift shop, the showroom, the supermarket, the website, or anywhere else you can translate their ‘applause’ into revenue.  This has been true since studly village smithies were putting on a good show by hammering out horseshoes under the spreading chestnut tree.  A good performance gets rewarded by the audience. Selling doesn’t get any simpler than this.

It does, however, get a lot more complex, and in a hurry.  Here’s why:

In selling scenes, the customer plays two roles:  Audience and Scene Partner.  You, as a seller, co-create your selling scene with your customer as your scene partner.   He or she will then, stepping into the role of your audience, pass judgment on your performance.  Thumbs up or thumbs down?  Worth the price of admission or not?  Good collaboration or rocky relationship?  Will you generate positive word of mouth or negative reviews?  Your earnings depend on how your performance is received.

There’s no script for these scenes–at least not one your customer is going to be memorizing and reciting verbatim anytime soon.  You’re going to be improvising.  And this is a fact:  The best salespeople are the best improvisers.

Here are some ways in which good salespeople collaborate with customers on scenes that get a thumbs-up from those same customers:

They keep their scenes lively. They keep the dialogue moving along at a productive tempo.  They yes-and promptly.  They heighten by upping the tempo, the emotional pitch, or both.  They add useful information.  They perform with the awareness that a ‘dead spot’ in the scene now will be judged harshly by the customer-as-audience later.

They make their customer the hero of the scene. An improvisational salesperson is a Sherpa to the customer with some kind of allegorical mountain to climb.  The sales Sherpa has useful knowledge.  Charts a practical course to the summit.   Reads the weather.  Calculates the odds.  Comes well-equipped.  The sales Sherpa gives the gift of support, and in doing so, makes the customer look good.  The role of the sales Sherpa is not the same as playing a second-banana, a sidekick, a best friend, a wing man, a femme fatale or a fall guy.  These are Hollywood movie roles.   The sales Sherpa is exactly what the name defines: a Sherpa.  It’s a Himalayan thing.

They listen. Wow, do improvisers listen.  They hear things the casual listener doesn’t.  They remember the nuances, and use the throw-aways.  They know that the most important conversation of the day may happen on an elevator ride between the first and sixth floors before a sales presentation begins.  They listen with more than their ears.  They observe with all the senses.   And then, maybe then…they speak.   They understand that being silent and being mute are two completely different things, and that sometimes one sees more with one’s eyes closed than with them open.

They respect environment. In selling scenes, you, the seller, are usually a visiting performer in someone else’s theater.  In many ways, the ‘theater’ of a customer’s company is like any other theater.  Theaters have traditions and history that must be respected.  They are influenced by politics and patronage and star players with competing agendas.  They are invariably facing some kind of financial threat.  They are only as good as their last hit, and they have ridiculously high hopes for the next project.  They can be half-looney with romantic intrigue.  The improvisational salesperson sees and respects the arena in which the customer operates.  When performing at the Apollo, touch the Tree of Hope.  When visiting Ireland, kiss the Blarney Stone.

They build relationships. Relationships are the basis of all improvisation.  The relationships between players, between players and environment, and between players and audience, are all intertwined.  The best way to move toward a sale, to generate positive outcomes regardless of the circumstances, is to build and nurture these relationships.   Relationships will see you through the kinds of adversity, and capitalize on the opportunities, that no scripted sales program can predict or anticipate.

In selling scenes, the networked customer is a more potent player than ever.  He or she often knows as much about your product as you do.  Relationships with customers are frequently more sensitive, more fluid and more demanding than they were in the Industrial Age.  Customers use social media to converse frequently amongst themselves in scenes to which you, the seller, are not invited.  You can no longer impose your narrative on the customer, you’ve got to earn an invitation to participate in the customer’s narrative.

So be a Sherpa.  Know the mountain, and your customer will see that the climb is impossible without you.

The Power of Pull

Wednesday, June 16th, 2010

This is not a review.

This is an appreciation.

PoP_CoverJohn Hagel III, John Seely Brown, and Lang Davison’s new book, The Power of PullHow Small Moves, Smartly Made, Can Set Big Things in Motion, describes the business environments most of us are living in these days:  fluid, complex, generative, with networks, not machines, as their framework.  The book itself reflects this.  Its structure mirrors the structure of a network.  Its concepts are expressed as a matrix.  This gives the Power of Pull depth and perspective that asks quite a bit of the reader.  I had to go through the book twice to even begin to grasp its concepts and their implications to business.

The reading expands as you’re reading, as if you could stop at almost any page in the book and use it as a lens to zoom in on some aspect of business in the 21st Century.  What will it be like?  How will it change us? How can we change it? Who will prosper? What will hold us back? What’s the relationship between chaos and control? Between core and edge? It’s a lot to ponder.  This is not some fluffy recipe for feeling good about the future.  This is an important assessment of the work to be done.

The Power of Pull labels this evolution ‘The Big Shift.’  Make no mistake, The Big Shift is a life-altering change of game.  It is the tornado to Oz.  It is the jump to hyperspace.  It is the event that turns everyday turtles into Ninjas.  Prepare to be transformed by what you read.

Here’s a small sampling of the many concepts expressed the book that can make the difference between survival and prosperity in the networked era of business.

Push vs. Pull. ‘Push’ business models are (the GameChangers term for it) ‘Industrial Age’ models.  They are machine-like, hierarchical, heavily scripted, and emphasize planning over preparation. As one manager told me recently, “We are supposed to plan for every contingency, but you can’t plan for every contingency.  It’s impossible.”  ‘Pull’ models, by contrast, are dynamic, nimble, and emphasize preparation over planning.  In the Pull model, plans are designed to evolve, and deviations from the norm are seen not as failures but as opportunities to learn and grow.

Stocks vs. Flows. Push models treat knowledge as a scarce commodity.  A stock.  A ‘Push’ manager says, “I know but I can’t tell you.”  Pull models treat knowledge as an abundant resource.  A flow.  A Pull manager says, “Here’s what I know that can help solve the problem.”

Fast Learning. Push models called for standardized institutional learning.  Everyone worked off the same playbook.  In the networked world, there’s no time to transfer knowledge from edge to core, have it interpreted, codified and re-distributed to the edge as institutional dogma.  By the time the core has reacted, the opportunity to put the knowledge to use has been lost.  Because they treat knowledge as abundant and not as a scarce commodity, Pull models are free to direct flows of knowledge not just to the core, but to wherever in the enterprise there is a problem to be solved.  This is a far more efficient way for a company to apply its knowledge than the old Push model.

Small Moves. As improvisers we learn that the little things can make the biggest difference to performance, because the little things that have the ability to expand into big things, and the audience loves this.  Big things, by contrast, can only get so big as to be unmanageable, or be broken down into manageable chunks.  The small moves have manageability built into them. Networks are designed to knit together small moves into significant phenomena.  When communication is significant, markets move.   And when markets move, money gets made.

Serendipity. (I neglected to include this in the original post, and it’s important.)  Serendipity is an unforeseen positive outcome.  Because networks contain infinite potential for serendipity, it is essential to take it into account in the Pull model, as Hagel III et al certainly do.  Improvisation can influence serendipity in two ways:  First, because unforeseen positive outcomes are what improvisers intend in every scene, it invites serendipity; second, it is a process for turning the unforeseen events into positive outcomes.   Push models automatically regard what is unforeseen as negative.  Pull models (and improvisers) greet what is unforeseen as an opportunity to make something positive happen.

What JSB, Hagel III and Davison describe in The Power of Pull is a kind of magnetism.  The cover of the book shows iron filings aligning along magnetic fields.  This is my one quibble, what I’d call a slight disconnect in their narrative:  If The Power of Pull is, in fact, meant to describe magnetism, then the concept of Push can’t be discounted or discredited quite so much as the authors seem to want.  Magnetism involves both Pull and Push, attraction and repulsion.  There is a relationship between the two.  Just because we are divorcing Push to marry Pull doesn’t mean we’ll never deal with Push again.  We had kids with Push.  We built some wealth together.  As the authors themselves point out in the book, without a core there can be no meaningful edge.  Push will never be entirely out of the picture.

There is a whole new language coming into existence to describe business in the networked world.  This language invokes new rules, like the 140 characters rule; and defines new ways of collaborating, like the crowdsourcing game.   The Power of Pull freshens the lexicon by describing how and why business is changing, must change, to prosper in the new realities made possible by networks.  If, as I believe, this is magnetism we’re talking about, the work of realizing the new realities will consist in equal parts of rejecting the negative, attracting the positive, and not messing with the in-betweens.   Push, Pull or Get Out of the Way!

Tiger’s Unplayable Lie

Tuesday, December 15th, 2009

Six years ago, after playing hooky from work on a Friday to watch The Best Golfer in the World play nine holes at Riviera Country Club, I wrote this about him for my company’s blog:

Tiger hit one shot that I will remember for a long time, one of the best I’ve ever seen.   220 yards from the green after an errant drive, out of deep rough, he hit a high draw inches to the right of a big tree ten yards in front of him, inches to the left of two bigger trees 30 yards farther up, a couple of feet over a bunker fronting the green, to within ten feet of the pin.  People in the gallery ooohed and aaahed and applauded, then gathered around the divot he made in the rough like so many TV cops peering down at a murder victim.   “Look at how long it is,” they muttered of the divot.  “Look how wide he took his swing path.”  “Did you see how hard he went down after it?  Damn!”

And…

His focus is the most intimidating thing about his game.  There is an unshakeable calmness to him that you don’t see in the other pros.  Earl named him well, because he plays golf like a big cat stalking its prey.   The confidence he has in the inevitability of his success is absolute.

And…

And yet…and yet…it’s strange to stand near another human being and not sense any more humanity in him than you would in a thoroughbred in the paddock at Santa Anita.   What makes us vital—all that brawling, longing, laughing, crying, hurting and loving—all that bitching and moaning and mucking around most of us do on a daily basis–is bad for a person’s golf game.  And so none of it seems to be part of Tiger’s make-up.  He is, on the golf course anyway, inhuman.

The Scripted Narrative

The Scripted Narrative

Today, the Eldrick “Tiger” Woods story, scripted for him by his father, Earl, since before he was born, is falling apart quicker than a 20-handicapper’s swing on the back nine of the club championship.  In two weeks, Tiger has gone from paragon to pariah, and has proved beyond a shadow of a doubt that a brand can no longer script the humanity out of its narrative and expect the world to play along.  In the billion-channel cosmos of the Networked World, sooner or later reality will outflank any brand’s ability to script and control its story the way brands could when there were three TV networks and a couple of major newspapers to be reckoned with, and story material was limited to what happened inside the ropes at Riviera.

As this is written, the Tiger Woods brand burns out of control like a California wildfire, and embers from Tiger’s Inferno have landed on the roofs of Nike, Gatorade, Gillette and Accenture, and they’re in flames, too.  Buick’s house of straw (did anybody ever really believe Tiger drove a Buick?) is probably burned beyond salvaging.

What’s fueling this fire isn’t the the commonplace tabloid fodder of marital infidelity, it’s not about whether you side with a justly aggrieved wife or forgive a superstar his transgressions.  This story is much bigger than that.  It is a story as old as Achilles, the story of a hero’s fall from grace.

It’s in our nature to want to see a story completed.  Tiger’s story will hold the audience’s attention at least until the downfall is assured, the disgrace complete.  The light at the end of Tiger’s tunnel—and the hope for any brand that has lost its way—is that the journey does not have to not end with the fall from grace.  It may be impossible for the audience to turn away from a tragedy, but what the audience turns to of its own volition, and embraces more fervently than anything, is the hero’s return.  As Joseph Campbell chronicles in Hero With A Thousand Faces, ‘falling to the Temptress(es)’ is one of many twists in the journey toward true heroism.  Tiger Woods can redeem himself in the eyes of his audience, but he’s got to want to be an authentic hero, not one playing a role that has been scripted for him.

The Networked World Defies the Script

The Networked World Defies the Script

Here are five productive moves he (or any other burning brand) can make in that direction:

1.  Accept the Unplayable Lie.

For you non-golfers, a Lie is Unplayable when the ball is in a position where not even Tiger Woods can take a productive swing at it.  At that point, you’ve just got to accept the penalty and play on.  This is the situation in which Tiger finds himself today.  There is no excuse that will satisfy.  No spin that can put the scandal to rest.  He’s got no swing at this one.  He’s got to cop to being a pig and a dog and apologize with more than words for whatever hurt his family, and get on with whatever’s next.  Too many brands waste time talking about how or whether to play the unplayable lie, instead of quickly agreeing that it’s unplayable.  They will consult with caddies and seek ruling from judges.  They will pull different clubs out of the bag.  They will check the wind.  They will roll up their pants legs and walk into the hazard.  Sometimes, they will even go all Van De Velde (for you golf fans) and take a stupid swing at the ball and make things much, much worse.   And all along, the best thing would’ve been to simply accept the penalty and play on.

2.   Be entrepreneurial.

I always thought Tiger missed an opportunity when he signed with Nike for so much of his gear.   Nothing against signing with Nike for the clubs, shoes and whatever, but giving them the clothing line, too, turned him into their mannequin.  Nike dresses him like a second grader in a private school.  His golf clothes are billboards with swooshes.  He could be wearing clothes designed by people like Bill Johnson’s Transient label in D.C., or eco-friendly brands like Nau or Vital Hemptations. Small businesses of all kinds need help these days, and Tiger is just the guy to give it to them.  He can help take a small minority-owned solar energy company national.  He can sign with up-and-coming companies as sponsors, and not charge them a dime.   Instead, he can own equity in them.   This will have the added benefit of re-energizing the fan base, as pulling for Tiger will mean that you are pulling for a host of deserving upstart companies, too.  The hero’s journey requires allies along the way.

3.   Embrace your Cablinasianism.

Tiger has made a big deal about being what the brand calls ‘Cablinasian.’  Caucasian-Black-Indian-Asian.  Okay cool.  But the scripted Tiger only explores a very narrow strand of that, the strand that is privileged, plays a lot of golf, owns a yacht and apparently hits on anyone carrying a cocktail tray.   All brands can tap creative energy by exploring their multiculturalism.   Tiger’s ethnic makeup is one thing besides being a great golfer that can differentiate the brand, but he has to show the audience what Cablinasian means beyond the clever cosmetic of a made-up word.

4.   Be a supporting player for a change.

From the time he was born, Tiger Woods has seldom been in a scene in which he was not the star.  His father basically abandoned his other children to focus on young Eldrick.  By age two, Tiger was on national television hitting golf balls.  When he was a junior, he played with the grown-ups, when he was in college, he played with the pros, as a pro, he plays against the history of the game itself.   That is a pretty lonely path.  He needs to focus on sharing the narrative with others for awhile.  This does not mean going into hiding.  It means consciously taking a backseat in someone else’s scene.  Raise your children.  Work with your charities.  Find a protégé to coach.  In the Networked World, we are measured every bit as much by what we contribute to others as by what we amass for ourselves.  No brand is an island.

5.   Get better at something you’re bad at.

We all develop go-to moves.  If you are good at something, and receive a ton of approval and money for doing it, what is your motivation for doing anything else?   Here is your motivation:  In the Networked World, the narrative is not only multi-channel, it is multi-dimensional.  Relying on your go-to move has the effect of limiting your brand’s value, because it limits the dimensions of the brand that have the potential to improve and grow.  When you have won the Masters by 12 strokes and the U.S. Open by 15 and are probably The Greatest Golfer Who Ever Lived, golf is not an area of growth.  It is a flat line at best.  The growth areas are the dimensions of the brand that have not yet been explored.   For Tiger Woods, this could probably mean just about anything other than playing golf and getting girls’ numbers.  What does it mean to you?