Can a Blog Really Change the World?

Kevin Carroll

If you haven’t noticed, Kevin Carroll is blogging.

How’s that for asking and receiving?

If you’re not familiar with Kevin, he’s the author of Rules of the Red Rubber Ball. It’s a great book which Kevin appropriately dubs “the little brother to Orbiting the Giant Hairball.” Kevin also founded the Katalyst Consultancy after a varied and impressive career, including a stint at Nike.

Before being blown away by Kevin’s book, I was blown away by his presentations. According to John Moore at Brand Autopsy, the presentations are nowhere to be found online. It may have been a bandwidth issue, since they were fairly large files.

If I discover a way to link to these presentations, I will let you know. Viewing them online is life-changing… let alone experiencing it in person.

Following in line with his book (Rules of the Red Rubber Ball), a recent post by Kevin asks Can a Ball REALLY Change the World?! The efforts of ninemillion.org align so well with Kevin’s message that I feel like this gives you a good idea of his passion in life.

So, can a blog REALLY change the world? In The Radical Edge, Steve Farber describes changing the world as changing it for people individually. I think that is what Kevin does. I’m sure he has changed the world of kids across the globe. I believe that through interacting with him personally, through a presentation, through his blog or through his book… he will help change your world as well.

Interview with a Warrior – Tim O’Leary Pt. 2

Warriors, Workers, Whiners and Weasels bookDUST!N
So, we’re segueing into your book, Warriors, Workers, Whiners & Weasels and you have an accompanying blog with that, which is blog.warriorsandweasels.com. Can you tell me a little bit about the book?

Tim
Well, it’s a management philosophy that I’ve been working with for some time and thought I’d put it down on paper. Basically, what I’ve found over the years is that I’d classify people into those four categories and it became an easy lexicon so that you didn’t have to explain things. You’d be working with your managers and say, “Oh, we’ve got a whiner here.” and everyone would know what that was. It became a time-saving classification system.

In the book I break down into those four categories. I offer hints as to how you deal with people, because there’s a lot of people on the cusp. They’re making that career decision that they’re going to be a worker or a warrior… or they’re going to go down into whiner territory and stay there for the rest of their lives.

So the book is written from two perspectives:

The manager’s perspective to say, “OK, this is a helpful way to help me classify people with some hints of how to manage them.”

From the personal perspective to say, “Wow! Am I acting like this sometimes?” As I was writing the book I thought I’ve exhibited all these traits myself at one time or another. I found it helpful to look at a decision I have to make and go, “Boy, if I make this decision… bottom line is I’m being a weasel. Am I comfortable with that?” or I’m whining here.

DUST!N
You’ve got a lot of experience starting up a lot of different companies throughout the years. Is this something you’ve just distilled from your experience of all the different companies you’ve worked with?

Tim
Absolutely. Not only starting my own companies, but I might work with 40 or 50 clients in a year. We’re a project-based agency and I’ve been in this business now 20 years doing this kind of work. And there’s a lot of businesses where you get to see a lot of clients… but it’s pretty interesting. Not only in how I manage my own staff and my own personal life, but when you work with all these companies, you see a lot of dysfunction. I can look at my clients, and you see enormously successful companies and you say, “Wow! That guy’s a warrior. I can see why they’re successful.” Sort of the personality of the organizations. The concept seemed very extendible across the board.

So, around the office, now we can communicate really quickly.
“How’s the new client?”
“Well, the head guy’s a real warrior, but we’ve got a whole level of weasels in this department. It’s going to make our life very difficult.”

You have to figure out how to help make those organizations be successful when they have the wrong people in the wrong positions.

DUST!N
There are some different books out there and resources that use some similar concepts. Even some people using allegories to get the point across. Like, if you took the DISC model for personality types, you might say someone was a high D or S… or a DSC.

For me, it’s kind of hard to apply that in the scenarios you’re talking about applying it across different contacts in the organization. So, do you see your 4 W’s as something people can apply pretty readily and easily to their clients and within their own organization?

Tim
Well, I think so. I think it’s real common sense. And stringing together four attributes that people think of anyway, it doesn’t make me brilliant. The book to a certain extent is about how you proceed up or down that scale and the steps you take to get there.

Also, with a full acknowledgment that you’re going to deal with all four classifications… a lot. The problem is, when you get weasels in an organizations… they don’t do things for… it’s a real minority of people luckily, but there are people in life that do things for no apparent reason. It’s a very ego-intensive, evil way to deal with things. I’d rather deal with someone who’s incompetent, because I can deal with that.

DUST!N
(laughs) So, who would you say this is written for? Who’s the audience for this book?

Tim
Hopefully we’ll find two audiences… (Read More “Interview with a Warrior – Tim O’Leary Pt. 2)

Interview with a Warrior – Tim O’Leary Pt.1

Warrior BookThis week, I had the opportunity to talk with Tim O’Leary over the phone. Tim is the CEO of Respond2, an advertising agency who admits traditional ads no longer work. Instead of creating entertainment and labeling it “branding” or simply settling for exposure, Respond2 creates direct response campaigns for a variety of impressive clients.

Tim is also an entrepreneur and author of the new book Warriors, Workers, Whiners & Weasels. You can find out more about the book at Tim’s website and blog.

This week, I’ll share the portion of our conversation concerning the current state of advertising. Next week, we’ll discuss Tim’s new book and blog.

DUST!N
I think that when I read the book Permission Marketing by Seth Godin, I came away with a greater respect for direct response TV and infomercials. They fall right into that mindset and philosophy that if people want to watch it and if they’re interested in your product, they will watch the information you’re giving them about your product if you’re telling your story well. Instead of this idea that the commercial is an interruption that people aren’t anticipating and aren’t looking forward to seeing necessarily. Then you spend most of your time just getting their attention versus getting people that already want to hear what you’re telling them.

Tim O’Leary
Yeah. That’s exactly the way I feel about it. We’ve gotten into this mindset that we have to trick people into being interested in our product. So, you’ve got to do something outrageous and funny happening on television… then you find out it’s a Budweiser commercial. I understand that and I think that’s legitimate for really big major brands where you really understand what the product is. You need that reminder when you hit the store and you say, “Do I want to buy Budweiser or Miller today. Well, that Budweiser ad was funny. I’ll buy that.” They’re top of mind.

But there’s so many products where that’s not the case. Specifically, I wrote about this a couple of weeks ago. I turned on my TiVo the other day and there’s an ad where they show the films on the TiVo, and it was for Lexus. I thought, “Gee, I hope this is for the new Lexus hybrid, because I want to know about that.” So, I click it and it’s a little film about chocolate and champagne. Really nicely produced and they went to Europe to shoot it. And it was this very sort of distant analogy about if you like the luxury of chocolate and champagne, then you’re going to love the car. They don’t talk about the car at all, and at the very end there’s just this shot of this car speeding by at 90 miles per hour and you can barely tell what it is. It was a hugely disappointing experience. What a shame because I had already raised my hand and said “I’m interested in this car and I want details.” Wrong place to put obscure brand advertising.

Dustin
Right. That would be like walking into the car dealership and expecting someone who could tell you something about the car, and instead they walk you into a movie about chocolate and champagne, right?

Tim
Exactly right. Yeah, if you went into the dealership and the guy said, “Come sit over at my desk and let’s have some champagne.”

Dustin
And that was your post on advertising’s dirty little secret, right?

Tim
Right.

Dustin
I read that. I liked what you had to say in there. You said that most advertising professionals want to be film makers or fashion designers. They don’t really want to sell the product. Do something that’s going to create and generate new sales. Really what they want to create is some form of artwork. And I think there is a lot of that out there. What do you think is the difference between the “Hollywood wannabes” and maybe the effective advertisers and marketers out there? I think you pointed out TBWA\Chiat\Day’s work for Apple.

Tim
I love the new Apple ads with just the two guys. One guy is the Apple, and one guy is the PC. He’s got the viruses. I love that on a lot of levels. I love, first of all, that it was a simple idea and easy to execute. I love the casting. They used the writer on the Daily Show as the virus guy. I thought that was a smart bit of casting. But they found a very palatable way to deal with specific sales points as to why you would want to buy an Apple over a PC. It makes you think. That’s very hard to do. Most creative directors don’t want to take on that challenge because it’s a lot harder and it’s not as much fun. It’s a lot easier to come up with pretty imagery.

DUST!N
Right, to say, “What can we do that’s going to fit with the brand?”

Tim
I saw this bad example of this a few weeks ago in working on a project with another agency. we advised them how to do it and make it a little more informational and to drive response better. The New York creatives said, “We don’t want this to look like a response ad. It’s got to be beautiful and incredible. They spent $100 – $150k more than they should have and it’s gonna be kinda confusing for the consumer. But you could tell what they were doing. They were doing it to put on their reels. They want to move on somewhere else. I see that all the time where creatives are selfish and they’re doing it because they want to get a different job. It’s a terrible price for the client to pay.

DUST!N
In the end, they’re either advertising their agency or themselves as a creative director, but they’re not advertising the client.

Tim
That’s right. If you’re accountable to a client… and we’re accountable ’cause everyday the client gets a report telling them what happened the day before. I wish sometimes that we didn’t have that responsibility because when it doesn’t go well, it’s pretty awful. A traditional agency doesn’t face that. They say, “Spend $30 million with me and in a year we’ll talk and see how it went.”

DUST!N
So, you talk about a creative director who is just looking out for himself and not for those he’s working for or with… do you categorize someone like that as a weasel?

Tim
Yeah, especially if they’re aware they’re doing it. I think it’s easy to talk yourself into things and talk yourself into thinking you’re doing what’s best for the client. But I think that if you take someone’s money and promise them something and deliver something completely different based on your own personal objectives… that’s a weasely thing to do.

Next week we’ll talk more about Weasels… as well as Warriors, Workers and Whiners and how understanding them may help you deal with coworkers and clients.

The Hire Standard

Two posts by Big-Time Gurus recently addressed the same point.

1. Tom Peters:

Old story. But never an old story. I went to Whole Foods and Starbucks back-to-back yesterday afternoon. No holes: Every (EVERY—perhaps 6?) staff member was pleasant, chatty, informed, etc.

I remain amazed.

2. Seth Godin (read the post to get context)

Sure, she was an annoying nut. But she was passionate about containers, certainly. Smart hiring goes a long way.

Duh, you say? Yet how many businesses really hire people because they’ll be pleasant, chatty, informed, and PASSIONATE (specifically about your core offering)?

Years ago, I was interviewed for a position with a publisher. In my final interview, the VP asked me if I was passionate about books. I paused and honestly answered, “No.” That one question kept me from getting the job. Ironically, I’ve developed a passion for books since then.

No. Wait. That one ANSWER kept me from getting the job. The question really left it up to me to be honest, since I knew the answer he wanted to hear.

What if he asked me something different:

“What books are you currently reading? What are your all-time favorites?”

or

“Here’s our catalog. Circle the books you would like for free. We’ll give them to you.”

Does your interview process answer these two questions:

What passion do we need our people to possess?

How do we discover whether that passion is in a person?

The Secret, the Shell, and the Flash in a Pan

Secret, Shell, Flash Title

I submitted a proposal to write a manifesto for Changethis.com. It is a presentation I present on personal development. The premise is based on the same concept as the 3 Rs of Business. In my presentation, I encourage individuals to take stock of their personal brand, Brand You as Tom Peters says, and look at three key areas of their lives to avoid becoming a Secret, a Shell, or a Flash in a Pan.

Take a look at my proposal. If you like the idea, vote for it. If you love it, then email the link to your friends.

Early Bird Gets a Prepared Mind

If you happen to see this post today, hop over to inBubbleWrap where they’re selling The Prepared Mind of a Leader for 1/2 off with free shipping.

I’m currently half-way through the book and have found it fascinating. It is a tough read, though. The authors give exercises that require you to take time to reflect and evaluate. The side effect is that by reading the book and following the exercises, you develop some of the traits they attribute to a “prepared mind.”

It’s Not Accounting…

Asset Based Thinking

…maybe that’s why I love the concept so much (sorry my CPA friends):
Asset-Based Thinking (non-flash version)

Just think what could be possible if people focused on:
• Opportunities rather than problems
• Strengths more than weaknesses
• What can be done instead of what can’t

Within their material, I see the phrase:

Small Shifts
_____________

Make Seismic Differences

It seems uncanny that I happen to be reading Seismic Shifts by Kevin Harney. The theme of this book? The little changes that make a BIG difference in your life.

I’d like to make two points:

1. This is not just “think positive” teachings. See Kathryn Cramer’s interview on Tom Peters’ website for proof of that.

People always ask me, “Is this like the glass is half empty or half full?” I am struck by that question because it’s not about whether we see the glass as half empty or half full. The real question is what assets are in the water and how can I use them to reach my goals?

2. I’m really trying to digest the idea of small shifts leading to big change.

“Beware of the tyranny of making Small Changes to Small Things. Rather, make Big Changes to Big Things.” —Roger Enrico, former Chairman, PepsiCo

I think that is a great subject for discussion. Thoughts?