Tuesday, August 10, 2010

Lead Like A Rock Star!

It is not out of place for one to use the term ‘Genius’ when describing a musician. More specifically, when pertaining to the greats, the legends and icons that dominate the charts and concert scenes for not only years, but also decades. The skill and talent to ‘Create’ is something that cannot be quantified or even defined accurately. It is a phenomenon, and product of untold amounts of cerebral capability that mesh and mold together in such a way, at such a time that enables the metamorphosis of new ideas through the medium of sound; in this instance, new music. However the wizardry does not cease at the point of inception for musicians. The great artists know how to deliver these new sounds, they know their audience – most of the time – and understand their specific wants and needs anticipated, even expected out of their new creations. You see musicians of the most spectacular variety are more than creators. They are also brilliant in marketing, the presentation and conveyance of their work to the audience. They know how to connect with fans, the same as a business connects and inspires its employees. Musicians absorb and understand feedback through sales, downloads, concerts booked, and it would be naive to believe none of these factors contribute to future musical creation. They know how to create a brand. From KISS – arguably the greatest ‘Marketeers’ ever – to Lady Gaga, to Foo Fighters, all have carved out a niche in the music scene and captured the following of untold amounts of fans, all finding what they want and seek through the selected artists of their choosing. What I am asking here is to compare the musician, the band, to a business and maybe ones leaders in commercialism might be so lucky as to learn a thing or two.

Last year I attended a concert by the band Rise Against in Sydney, Australia. Five thousand people packed a venue designed for three, or so it seemed. The energy and intensity of the band propelled fans towards the stage, we were packed in tighter than Kim Kardashian’s carry on.  For hours we flew through a gauntlet of emotion, changing with each song, every musical shift, change of tone and lighting display. Yet every one in the crowd was “Into it.” From lip-syncing, to mosh pitting, to dancing, even crowd surfing everyone found a different and creative way to buy into what the band was selling. We were definitely drinking the cool aid, and it was good. At the conclusion, we filed out, totally exasperated and spent, shirts soaked with sweat – most not our own – shoes worn from the abuse, and hearts still amped even if our bodies could not longer keep pace. I believe most would of agreed that it was a great show, and the majority would probably do it again if the option were to present itself.  Others probably returned home to rave about the experience, to spread the gospel and recruit new fans, and through unintentional salesmanship, sell more records/downloads and grow the following further.

This type of occurrence and behavior happens at concerts in every venue, in every identifiable genre of music.  Although the fans at a pop concert might not have much in common with the hardcore’s of a metal show they are both paying the price of admission to buy into and enjoy what their favorite artists are providing them with. A Reggae show crowd might be more mellow, more ‘Cloudy’ and carefree, but to understand why one merely has to turn their attention to the conductors, the artists. Aint dat right mann?  The same goes to explain why a mob at a punk show will look like a swarm of bee’s who just had their hive drop kicked, and again, I urge you to look at the artist, the people in charge. I’m willing to bet they appear like the wildest bee’s of all.

Artists are also geniuses in creating a culture that people want to belong too and thrive in. They create this culture and vision through their products and services, their music, and the images it portrays, how they present it to the market. They make their fans WANT to buy in. The fans are desperate to belong and be a part of something, something that comes across as larger than life, or themselves at the least. Musicians are very good at gauging what it is their followers want from their music. They understand the experience that is expected when people draw from their wallets to attend the bands shows. And, like a business, they are constantly having to update, change, and shift tactics and culture to maintain passion and diffuse disinterest amongst the fans, or the employees in this instance. They are so popular and successful because of the die-hards who not only like, but also love to listen to them. They attract these avid followers, these people willing to drive countless miles, stand in line for hours – days even – and buy merchandise time and time again, because they are incredible at constantly creating and reinventing a culture and environment that is addictive, that people can’t help but want to belong too.

Just as there is a band and type of music for every person in this world, the same can theoretically be said for business. The same motives and reasons that make me prefer Metallica to Beyonce’ are the same motives and reasons that make me admire Apple over Dell. I would love to work for Apple, as most young graduates would these days. The reason lies in the culture they have created, one built on innovation, leadership and pioneering vision. It simply is appealing and masterfully precise in striking the perfect chord within the targeted audience. Young aspiring employees in this instance. Consequently Apple continuously has their “Pick of the litter” with every hiring cycle, attracting the brightest and best, not only from America, but the world. In music, it is the style, the ideas and the presentation that turns us from casual listeners to fans. It is the lyrics, but also how they are sung, screamed, whispered or shrieked that really sells the experience. 

To those who lead in business, the brightest minds, those who carry the executive titles and acknowledgements, I propose that a great deal can be learnt from their musical counterparts in terms of attracting and leading employees. Just as Apple has skyrocketed to the pinnacle of the personal computing and innovation world, Jay-Z has successfully done the same, as well as countless other master musicians. And why? Because they know how to craft and mold their own style. Styles that are unique, new and independent of clichés and stereotypes borrowed from others. This ability in turn helps make them so appealing to their listeners, their fans. Fans want to be unique, different, and passionate. They worship originality and would give an arm to be part of it. Employees in their businesses want the same, to stand out, to forge their own trail and name through their companies actions. Through their music, their videos, concerts, interviews and appearances musicians not only maintain but also accentuate an image and culture that cannot help but to be infectious to the followers. They know it works, the sales numbers and income streams never lie. Those who wish to lead in business must take note. Strive to create uniqueness, a leadership style and swagger that comes from the heart and soul of what exactly it is that you do, from the core competencies, the precise things you do better than anyone else and know it. Create a culture that builds upon the unique and special capabilities that created your business in the first place. Go even deeper, back to the point of inception, the nucleus your form is built upon. Look to your people, the lifeblood of the company, your fans, those willing to sacrifice untold amounts for the good of the business. Just as Mick Jagger can convince a sea of fans to illuminate the night sky with Zippo’s, You too, through knowing and connecting with your people, satisfying the wants and needs they look for in your business, can create a movement, pioneer change and inspire passion. You too can be brilliant, but as with every 'Hit', it always begins with the fans. 

Wednesday, August 4, 2010

A Black Card From Tokyo

You are at a fork. Your business has stalled. Multiple ideas, options, methods, and suggestions have fallen short of their promises and you don't quite know where to turn for a solution. You've made good hires. You have brought in creative minds, intelligent people, of the finest educational outlets. Your business has proven success by not only being viable, but innovative, value adding and of enviable quality by industry competitors. You are a smaller firm, personable, adaptable and consumer focused. You have driven out niche's which you have mined and exploited in the past, and very well -- and very profitably -- if you might say so. You pride yourself on customer retention, brand loyalty, lasting good impressions, but perhaps wonder why growth in this area has declined in recent time. You might question why your market share has dropped, competitors have caught up, some surpassing your expectations and past success levels. The markets  may have turned, the economic outlook of today is not that of yesteryear's. The consumer is changing and so too must your platform, your strategy. It is either that or risk being left behind and the inevitable plunge to becoming obsolete. And so you sit disgruntled, in your office, perhaps late one evening with your crack staff, your top people, and you ponder and wrack your minds together. Maybe you do so over a informal drink -- Perhaps some scotch whisky a top customer sent you for Christmas last year, and you grind your molars on what it is going to take to re-establish your company as an industry leader, and NOW. Your group is baffled, exhausted, depleted. The wells of creativity and cauldrons of inspiration now lie dry and cold. Is it our product? Our marketing? Our organizational structure? the areas of blame are many and varied and worst of all shrouded in mystery. You simply don't know what your next move should be. 

Suddenly, you remember meeting a man on a flight from Tokyo to Los Angeles last year. He was younger and immaculately dressed. With him he carried the air of a fellow many years and many experiences more aged than he. He was bright, confident, self assured, articulate and pleasing in his conversation. He was a likable man, one who you enjoyed speaking with, and one who would be very hard to forget. For a few hours you shared a sincere, and informative conversation about your business;  You discussed such personal topics as the philosophies and operations you created and employed. He was avidly curious in your endeavors. He commended you on your success, inquired as to the methods and practices that earned you such accomplished reward in your industry. Of course you were proud and happy to explain your ingenuity, the grit and sandpaper you poured into the effort to forge your brand, stake your claim. He listened intently, analyzed and studied what you had to share, never interrupting or objecting. His curiosity was inspiring to you, and you found yourself genuinely enjoying this process of boasting and explaining how you had in essence "Did it!". After an hour, maybe more, you finally had exhausted your enthusiasm for yourself. Being polite, with a dash of curiosity yourself, you turned the conversation to himself and his interests. 

The man explained that his profession could not be restricted to one title. He was a jack of all trades of sorts, particularly in the business variety. He found his passions within helping,or as he precluded "Coaching" others. He explained that he had recently been in Tokyo, working with a small technology services start up who is based in San Diego. This company had recently set up a satellite office in Tokyo to launch exploratory efforts into the burgeoning idea of expansion. His business he divulged was to act on a consultant level and coach the executive staff in a multitude of areas, from hiring, to company culture, organization and consumer marketing. He explained he primarily worked with small to medium sized business. He operated his own firm, extremely small and privatized within itself. When I inquired as to what his companies purpose was, he answered seriously, but in a pleasing tone "We specialize in optimizing YOUR great ideas." He re-affirmed this statement by indulging me with further explanation. He spoke of how his true passion in life, since his younger years, was entrepreneurship. He relished the idea of working for ones self, burning your own trail, creating and operating business for yourself, by yourself. Yet he said something he noticed about himself early was that it was not the ideas per se, not the particular products, or services companies created that intrigued him. He was not an inventor. Rather he was obsessed with the transfer of ideas, and eventual products to the market place in a successful manner. He lamented that few things were more frustrating for him to accept and observe, than a great idea wasted, allowed to drift afloat without direction in the stormy seas of the marketplace until eventually, lacking any lighthouse -- Someone or something to correct their course --  this said idea would wreck and die on the unforgiving, rocky, coast of the marketplace. If the product conception was the start, and world recognition and success was the finish, it was the proverbial board game in between that quenched his thirst. He wanted to be a shepherd, someone who had the experience and knowledge to be able to lend a guiding hand, through ideas, suggestion, implementation that could not only maintain a companies flocks health, but guide them to greener pastures. 

Intrigued by him, you decided it possibly wise to use this individual as a sounding board for some thoughts and decisions you were currently debating over regarding your companies direction, and next move(s). He had much to say indeed. Beginning with your hiring philosophy he dissected and displayed your motifs, targets and expectations. He wanted to know exactly who, and why you hired the people you did. He was not vague, he pressed you for details, specifics of who YOUR people are, how they think, their interactions and cooperation. Next he asked about your goals. "Why?" He continually made it a point to stress. Why was it that you were doing what you do? Why did you go into this business? He wanted to believe what you believed and then deduce the processes that made you believe it. And he continued with this forensic worthy examination covering each aspect of your company. Thank goodness this wasn't a puddle jump from LA to SF. He wanted to know organizational structure, and why? He wanted core competencies, comparative advantage, intellectual property, and leadership. He wanted vision, mission, expectations and to all of these, more "Whys". Almost worrisome of what you had locked yourself into with this man you politely asked "Surely, I can not explain everything of what we do and how we do so on this flight alone." He sat back, smiled, took a brief sip of the finest in flight Cabernet, and answered "Of course I know this. But, you see, this is how I work. I learn your company, inside and out, I learn your values, your thinking, your motives and your philosophies. I see on what, how and with who your company is based. I appreciate all that has gone into its creation, the efforts, ideas and ethics that have shaped and forged it's pathways. For I consider it nothing short of bad practice, to advise on a matter which one does not fully comprehend, or understand. In business I have found this very true. For their are countless who may rush to lend an idea, or a suggestion, or a friendly "nudge", and you may find these in books, seminars or television. Yet there are so few who will truly invest themselves in connecting with the lifeblood of a firm, who will and can truly connect and understand what the desired results and end game is for a company and it's creators and employees. This is how I make my success. I become a part of your company, an employee of you. With me comes a very particular set of skills, skills that make me very valuable and informative to a company such as yours. I find my passion and calling in making you better as a leader and innovator. Making your people better as employees, in their commitment and belief in the goals of your business. Making your customers better, through loyalty and retention. I help conceive a myriad of solutions in as many areas, yet all in a very personal, very professional manner. To reference an earlier phrase, I truly aim to be a 'Jack of all trades' when it pertains to helping your great business, become greater." With that he once again relaxed in his seat, took another sip and awaited my response. As intrigued as you were, interested and enamored, you replied with a slightly humorous, light hearted "You seem like a good person to stay in touch with", "You as well" he replied, at the same time swiftly reaching into his wallet and producing a black business card. You in accordance did the same, followed by the complimentary handshake and with that, you both resumed on your way, thirty five thousand feet above the pacific. 

For the remainder of the flight you kept the conversation light. You spoke of mutual interests. You recalled your days as a collegiate athlete, and he did the same. You spoke of unfulfilled aspirations to pursue sport professionally, he attempted to reconcile you with hilarious, albeit crude tales of the harder aspects of playing "Semi-pro", for coincidentally he had attempted the same for a short while following his undergraduate studies, both domestic and internationally. You shared a passion for golf, consequently you also agreed that the game had taken years off of your lives with its tedious demands and mental strains. You told of your travels, you said Europe, he said Latin America, you said China, he said New Zealand. Both agreed that traveling and seeing the world was an experience absolutely necessary to enjoying all the planet has to offer. You spoke of fine restaurants enjoyed, exquisite wines drank, vacation locales explored. You shared with him your recent decision to sell your beloved 2010 Audi A4 for a more luxurious, comfortable BMW, to which he replied "I don't know if I can ever sell my Porsche, it simply fits my lifestyle." And the conversation continued to roam, from your wives, to your children, him still debating the issue with his wife, as they had only been married two years and them "Having much left to do before that step". He asked where you live, and what kept you in the Bay Area for so long, with genuine curiosity. "I always have to be near the ocean" he exclaimed, "It reminds me of limits, gives me an escape" he professed. And with that the pilot came on the address system, advising seat belts be fastened, tray tables stowed, seat backs returned to their full upright position. At the gate you exchanged pleasantries, both of you vowing to keep in touch, and wishing one another luck, "Call me anytime!" he professed, and that was was that. 

Back in your office, reclined in your chair, staring at the ceiling you continued to grind your mental gears, desperately trying to produce solutions to your companies recent queries. Your top people, scattered around the room, bounced ideas, yet with futile sincerity or promise. How and what had changed that landed your beloved business in such dire times? Was it the last marketing campaign that you overpaid for that simply failed to connect with the targeted "Early Adaptors" audience? Had you failed in harnessing the capabilities and creativity of your prized employee acquisitions? Had they become stale on the value and motivations of the company? The source of the  problem(s) were proving more evasive than a White Bronco in Los Angeles in 1994. You had never needed fresh blood to break these stalemates before, your business model and product had always performed, and very well at that. Yet as in everything, with time comes change and at this given moment, exactly what, how or who to change to correct the situation, was proving very difficult, very exhausting. It was taking you away from your core competencies, what you did and do best, the innovating, the creation, the idea birthing. You realized that if it continued to do so, the health and future of your company would be far from sublime. 

But then you remembered, you snapped your legs down from atop the desk, setting your scotch down upon a stack of papers, and briskly slid open the second drawer down. You pushed to the back, and after removing a few pens, a wristwatch and some car brochures, you found a desired stack of business cards, cards gained through acquaintance, from networking. And as you sifted, discarding vague white card after another you saw it, nestled neatly, almost confidently in the back. A solid black card, unmistakable and unlike any of the others, and as you gripped it, withdrawing it from the oak purgatory it had been sentenced too for so long, you wondered if on this card lay a solution, a reprieve and infusion of fresh air and thought your company so desperately desired at this moment. For neatly printed on one side was only a phone number, bright white and contrasting. As you picked up your phone, and began to punch in the number you flipped the card over, dropping it to the desk in front of you. And with the first ring you silently mouthed the name on the front, and then the title, which even of itself was more of a tag line, less about him as it was about you.   

Ryan Lowe

You, Optimized. 

What the heck you figured, the guy was worth a call.