Serving Oddballs: Fresh Content Project

Every now again, the only way to describe an entire week of fresh picks is to admit they're all off kilter. The first full week in July was much like that, with five posts that make us blink at the less celebrated outcomes of social media.

Right. Sometimes social media does the unexpected. Numbers get twisted for effect and then still land on the front page of mainstream media. Media outlets create contests to make fun of online participants, only to erode the credibility of the jokesters. And then, someone with a lighter and brighter touch does something similar with a startlingly positive outcome.

When these are the headlines, is it any wonder some companies are asking their CIOs to protect employees (for their own good, they think)? But perhaps that's the lesson. When social media is taken too seriously, it makes the sharpest people look silly.

Best Fresh Content In Review, Week of July 5

• EWG Hits Home Run (Again): This Time, Sunscreen Is Unsafe.
Ever wonder how much you can believe on the Web? Bob Conrad does, especially when it comes from Environmental Working Group (EWG). EWG sometimes releases "studies" that capture everyone's interest, landing it on the front page of the press. The downside, of course, is that the details don't always hold up. In its latest attempt at garnering attention, EWG declares sunscreen is worse than ultraviolet rays.

• How Fast Company Confused Ego With Influence.
Influence is all the rage as a conversation starter, but Amber Nusland was one of the first to flush out one of several problems with Fast Company's approach to measurement. Sadly, even though most people have passed on the game or got out while the getting was good, some folks are still fighting for first place in a url pimping contest. There is no question about it. We pity the person who, er, wins. Indeed, it was sad to see someone I once respected beg for votes.

• Everyone is Wrong About Influence.
In a follow-up to the Fast Company debacle, Valeria Maltoni pinpoints that movements tend to influence people more than the people themselves. Even more interesting, the better direction for Fast Company was somehow outstripped by the link bait party antics of the Influence Project. Much like reputation, influence is a by-product not the "salesman" but in tune with what is being sold. Put up a link toward great content and people might click on it. Pimp meaninglessness and soon the so-called influence slowly fades away.

• What Type of Earthquake Tweeter are You?.
Everybody needs some comic relief now and again, and Rachel Kay provided some with a psychology twist. She shared eleven different responses to earthquake news that has become all too familiar on Twitter and Facebook. What makes this post so brilliant is that Kay doesn't tell her story from inside a fishbowl. Instead, she puts the whole world inside one. One wonders how the fish felt gazing up at their reflections or if they even know. Better yet, after a great chuckle, some people might quickly scroll back to see where they might have fit.

• CIOs Are Sticking Their Heads In The Sand By Blocking Social Media.
As impossible as it seems, some companies are still trying to find ways to block social networks or attempt to regulate their workers from writing on each other's walls for work purposes. Jenn Riggle captures what some CIOs have either been asked to do or perhaps made up as some sort of solution to pull out of their hats. There seems to be a much easier solution than read- only access. Social media might be treated much like the two martini lunch was in the 1970s. Landing the client was cool. Coming back drunk, not so much.

Fading Creativity: How To Reignite Yourself And Your Kids Too

Shortly after IBM released its poll of 1,500 CEOs who identified creativity as the no. 1 “leadership competency,” Newsweek published an article that was sure to disappoint. U.S. creativity scores are on the decline.

According to the article, American teachers warn there’s no room in the curriculum for creativity classes. But scientists are quick to point out that art isn't the only path to creativity. The creative process isn't about applying known solutions. It's about divergent thinking and cognitive skill sets, something that often becomes lost in the rote memorization that overcrowds curriculum.

However, it's not just about education in schools. Its about how kids play too. Video games, for example, require rote memorization much more for success than creativity. Immersive worlds require less imagination and much more memory of where certain advantage areas exist on a map and how to a mouse or game pad in a particular way to gain an advantage.

How To Apply Creativity Into Everyday Life.

The greatest creative sparks aren't born from what you have. The greatest creative sparks are from what you don't have. And, I might lump experiences into the mix along with the materials at hand. The same holds true for kids and adults alike.

• Broaden Yourself. Try new experiences, things you wouldn't ordinarily do. Even experiences that seem ordinary can provide a unique perspective. Recently, Psychology Today ran an article on how living aboard can make you more creative. But if you apply a little more logic to Art Markman's post, you might not have to go very far at all. Even within your community, there are cultural and demographic differences that can stimulate your head.

For children, it's easy enough. Pull them away from the immersive activities and introduce more explorative activities. For adults, it might be more challenging. Break out of the routine by randomizing your weekend activities, restaurants, and even what you listen to.

• Challenge Yourself. Don't take the easy road. The China Economic Review noted that business educators are placing a heavier emphasis on entrepreneurship necessity. Instead of attempting to copy what works (rote memorization and case studies), they are trying to teach the next generation of business leaders to solve problems with less.

For kids, it might mean creating their own game rather than relying on one they already own. Or, interweaving different lessons within a specific context such as learning math as Egyptians might have needed it to build the pyramids. For adults, it can be virtually anything from limiting the amount of time to get household chores done (but still get them done) to recreating a recipe (substituting duck for chicken, perhaps).

• Question Yourself. Ask questions, even when things work. Almost every business problem-solving course eventually touches on creativity and innovation. One of those models was developed by Alex Osborn and Sidney Parnes. Their Creative Problem Solving Process always emphasized asking more and more questions in order to help clarify problems. And, they follow it up by providing dozens of answers to each one, even if it leads to more questions.

For kids, the warning sign to watch for is when they stop asking so many questions by middle school. When they stop asking questions, it's time to start asking them questions — even if those questions seem ridiculous (like what if clouds were made of Jello). For adults, the best place to start is often on all those challenges, dreams, and tasks that fall by the wayside. Make a list for each and start asking what you could do about taking care of it or making it happen.

Americans Aren't Losing Their Creativity.

People don't necessarily lose creativity as much as they lose the will to provide for it. Given how many hours people spend surfing the net, it's no wonder there doesn't seem to enough time in the day for anything else.

Sure, the Internet can be enriching in terms of making new connections and being exposed to other people's creativity. However, sometimes you have to unplug from what is becoming too familiar of an environment and set out to make your own way. Or, in other words, sometimes finding the answer without Googling it can lead to a better solution and always a richer experience.

Creatively Related Posts:

• Where has Creativity Gone? on Common Sense Gamer
• The Most Important Quality for CEOs? on The Creative Leadership Forum
• How To Make Money Using Social Media on Six Pixels Of Separation

Getting Swaggered: Old Spice And Minivans?

If social media buzz ruled the world, we'd all smell like Old Spice and drive minivans. And, without the benefit of the YouTube videos to back up the imagery of what we're supposed to relate to, it's a very frightening thought.

Thank goodness some people are interested in seeing sales numbers before adopting the practice of flash-in-the-pan spots where companies poke fun at themselves. But do ads that draw more attention to themselves than the product really draw in customers?

The Toyota Minivan Rap.

The first time I really gave the minivan rap half a thought was after Driven Media mentioned its marketing blog. I'm always interested in new marketing blogs, but was surprised to find some praise for the Toyota Minivan Rap, which has been shared everywhere for approximately 4.5 million views.


Sure, it's almost funny, creative, and pokes fun at the embattled Toyota company. But why did it really receive attention? It was the first attempt at a campaign since the recall crisis. At least one media outlet asked if it was racist (I don't see how). And even the talent and agency attracted some attention. But what about the minivan?

The irony? There really isn't a minivan market anymore. Last year, minivan sales plunged to 415,000, partly due to the fact that most minivans get an estimated 19 miles per gallon.

Another irony? For all the sharing, I wonder how people would feel if they knew a consumer offered up one rap one year earlier? Still, as they say in Japan, all is forgotten in 70 days.

The Old Spice Man Spontaneity.

Even more viral than the minivan rap is the Old Spice guy. Much like a drunken party, everyone is piling on to say how brilliant the creative is without fear of a hangover. I won't question that. It's funny stuff, much funnier than the minivan video. I love reading about how they made it.


There is no question the video series is a temporary social media success story. Here are some stats, driven by the unpredictability of it all.

On the flip side, some people are questioning the product smell. That question really helps pinpoint what needs to be asked.

While the campaign might convince people to give Old Spice a try (maybe), what happens after that? It all depends on the product. But more importantly, even if changes to the product will help push it along, can the Old Spice success be attributed to social media?

NO. If people read business magazines more than they watch YouTube videos, they would already know Old Spice had inched by Right Guard to become the nation's leading deodorant and antiperspirant for men. So, this might not be a social media success story at all.

This is a long-term rebranding effort that started a long time ago, with the opening image above a part of it all. So, the social media series is just another step. And knowing this might prompt other questions all together. Does the social media series run counter to the investment that gave Old Spice a base to connect with on YouTube? It's hard to say, but there is one last irony.

One of the Old Spice products also includes a "Swagger" strip as part of the product positioning. So maybe the initial idea that minivan owners are Old Spice customers isn't far off after all. The only thing weird about that is that Tony Stewart doesn't drive one of those around the track.

Causing Commotion: Apple Made One Mistake

Sooner or later, it happens to every company. And for Apple, it's not the first time. The Newton was a disaster in 1987, even if the concept has somewhat redeemed itself as being the possible first step toward developing the iPhone and iPad.

The challenge this time around is barely a blip by comparison. The iPhone 4 reportedly has a problem with the antenna design. Or, maybe it's a problem with the reception reporting formula. Or, maybe it's all in how you hold it.

There has always been some push and pull with Apple. For every five loyalists joining the Cult of Apple, it creates one, um, Whig. And today, the Whigs feel pretty proud plugging Consumer Reports' call for a recall. Despite having the highest rating in its class, the consumer watchdogs want a fix.

There is also the drama about Apple forums, which have always maintained a strict policy that they are for tech solutions and not customer complaints. (The policy is unpopular, but understandable. When I search for solutions, I don't need gripes.) And then there is drama over the small stock dip yesterday, with Apple shares already recovering.

The Public Relations Misstep Was Speaking Too Fast.

Apple clearly mismanaged public relations this time around, giving those who want to make mountains an opportunity to do so. The 30-day return policy, software problem admission, and home remedies don't seem to be enough to appeal to the media, even though there are people who are reporting they wouldn't trade in their phones because their reception has never been better. Most of this could have been avoided had Apple and Jobs, specifically, not spoken to soon.

And yet, the Whigs, if you will, seem very loud in comparison to a quieter majority without issue. In fact, there are enough unaffected people that have some people wondering whether the problem is overblown or not. But this, unlike other issues, makes for a much more dangerous game.

On one hand, Apple could recall the product (probably without an immediate replacement if it is a hardware design flaw). The cost could be between $900 million and $1.5 billion. On the other hand, no one has put a price tag on potential brand damage should the "arrogant" moniker eventually mean something. Is there any middle ground? Maybe.

• Apple could readdress the issue, specifically addressing Consumer Reports but not defensively.
• Apple could recap all the fixes to date, including a reinforcement that people can return the phone (30-day limit).
• Apple could give consumers the option once a solution beyond rubber Band-Aids becomes available.
• And, if there a hardware problem, it could offer a trade-in option on a new release rather than a recall.

In the meantime, there is no denying that people are still buying the product. That has to mean something. Most people don't dismiss an avalanche of attacks and run out to buy a product. But with the Apple iPhone, that seems to be the case. (Side note: You don't need an influence measure to see that all those people talking smack about Apple have almost none.)

The Greater Public Relations Landscape Around Apple.

Most, but not all, of Apple's problems can be likened to people being obsessed about whether Steve Jobs can be likened to the character in The Fountainhead or the one in Heart of Darkness. Specifically, he could be the embodiment of the human spirit and his struggle represents the triumph of individualism over collectivism. Or, he could be a god among natives embarked on brutal raids across cyberspace.

Personally, I lean toward the former depiction. While most media is reporting doom and gloom for Apple over the iPhone 4 as if this is the first time Apple ever encountered a problem, the reality is that this once underdog company has been attacked every time it has launched a new product. Seriously. Have you ever seen a company generate more "I spoke too soon" retractions over everything they've ever launched? It's not possible, unless they really are making products that inspire.

Compared to other companies, which seem to have piles of problems with every launch, Apple is still miles ahead. It can stay that way too, but it might have to offer a trade-in option in an effort to minimize the Whig wackiness.

Considering Influence: Honest Conversations

Most people agree. There won't be anything worthwhile to come out of Fast Company's Influence Project. Except, perhaps, one thing.

‎"It is not the facts which guide conduct, but opinions about facts; which may be entirely wrong. We can only make them right by discussion." — Sir Norman Angell

It might have been the wrong execution, but the topic seems prime for discussion. What is influence anyway? I've written about influence plenty. Most people in social media have. And, I expect they will continue to do so.

Three Observations About Online Influence.

1. More Followers. More Influence. The general concept borrows from the old world of media measurement. Some people believe more followers equals more influence much like circulation implied more readers. It's the easiest illusion to maintain. There are even marketing and public relations companies that actively look for people who will "Like" anything or follow anyone who will follow them.

When that doesn't work, they'll buy them up in an attempt to create the illusion of popularity. Anyone looking closely can tell which accounts are which (dead accounts on autofollow, automated feed promoters, etc.), but the reality is, at a glance, most people don't know the difference. People have trained themselves to believe someone with 10,000 is better than 100.

2. More Clicks. More Influence. The second most popular prevailing thought leads right up to the Fast Company flop. More clicks, shares, retweets, etc. somehow provide a better measure of influence. Ironically, it's the second most easiest illusion to create and the cornerstone of most "influence" algorithms.

Again, some marketing firms and social media experts have taken to having a staff of 20 retweet client events, giving them an automatic boast in perception. Not surprisingly, you can buy clicks and retweets too, spreading it out among an infinite supply of unmanned accounts.

Reciprocity isn't much better. At its worst, it is a collection of people who retweet each other ad nauseum or do so because it gives them a sense of belonging to a "tribe" centered around someone else who has more reach.

3. Real Ideas. Real Influence. And then, of course, there is the least popular but most honest construct of the bunch. Ideas have more influence than people. It explains so much.

It explains Danny Brown's and my discussion after it seems I was unintentionally rough on him regarding his initial Fast Company buy in (seems he was misled, like most people). As I mentioned then, had I only read his or Amber Nusland's post, I wouldn't have given it a second thought. It was reading two posts with conflicting ideas that piqued my interest.

And so that is how it goes with influence. If one friend, even a trusted friend, suggests you read a specific book, you may or may not. But if 20 trusted friends tell you the same thing, you'll be much more inclined to read it. Unless, of course, it's a romance book and you don't read them. Why?

The ratio is pretty simple. Take any idea, plus the collective exposure and recommendations, and you might take action if you are already predisposed toward it. It's why Obama was elected president, but people are now dissatisfied. It's why people rallied behind Bush after 9-11 despite how many people didn't like him. It's why people turned out to hear Martin Luther King, Jr. speak in Washington D.C. or why JFK was such a revered figure in American history.

How Great Leaders Inspire Action.

One of my friends, Krystal Hosmer, shared a Simon Sinek video from TED after reading my Differentiate Or Die post. I think Sinek's video fits even better with this conversation. After all, what is "influence" if not "inspired action?"


What really struck me from Sinek's presentation is that it demonstrates that my unpopular position (ideas, not people, have influence) isn't exclusive to social media. It has always been that way. People tend to gravitate toward ideas. Sure, they can't gravitate to an idea unless it crosses their path.

But then again, that's the easy part of social media, assuming you have the patience to build a community without pretending to look popular or pretending to share personal interests or pimping other people's ideas in exchange for them pimping yours. Sure, all that stuff works a little bit today. But personally, I'd rather keep my subscribers smaller and streams more manageable and search for the truth in communication uninfluenced by opinions that might be wrong.

Is there a downside to this? Yes. It means there are many companies from Edelman down that cannot "influence" the game nearly as much as they think. It also means we aren't trust agents, but merely messengers of trust. At least, I like to think so. Need a little more on this subject? Read Ike Piggot's post on A Cupful of Wisdom.

Cutting Budgets: Reinvest It Instead

After what seemed like several steps toward economic recovery, the second quarter has shaken the confidence of some U.K. companies. Almost 20 percent cut marketing budgets. Business confidence is tuned to consumer confidence, according to the IPA/BDO Bellwether survey.

To some degree, it is expected. Last week, Diane Swonk, chief economist of Mesirow Financial, said it is likely that Europe will stay in a recession through 2011. (Report.) The United States is anticipated to recover quicker, but its recovery hinges on how many new regulations and increased taxes are passed in 2010.

The real bellwether for economic recovery, of course, isn't businesses or financial advisors. U.S. consumer confidence remains low, with a recent USA Today poll revealing as many as 54 percent of Americans surveyed believe their standard of living has not improved, when compared to that of 5 years prior. Fifty-five percent believe that things will not improve for their children.

In a different poll, just over 20 percent are satisfied with the direction of the country. The problem is private sector job creation. Even companies that are succeeding have been slow to hire new employees because there is no certainty.

The Alternative To Cutting Budgets Is Recreating Culture.

Conventional wisdom suggests that companies ought not to cut their marketing budgets. But as companies face a diminishing return on their marketing, they often feel compelled to make marketing cuts to forestall another round of layoffs.

What could they do instead? Almost every recession success story seems to have a common thread. The companies that win have successfully identified a company "culture" inside and out. They recognize that they cannot win with being faceless commodities no matter how deeply they slash prices. Instead, they rely on a culture with which consumers can identify.

• Wal-Mart. Say what you will about Wal-Mart, the company is still succeeding with what it calls servant leadership. The concept is so deeply rooted in the company that it has become part of its culture.

• Ikea. A growing global company, Ikea places its emphasis on leadership that reinforces its core values and culture. Even without knowing what is on sale, there is an immediate emotional connection with the name.

• Apple. Even as critics continually knock the company, it remains steadfast on success. The reason is simple. It focuses less on reputation and more on character or, specifically, a "culture."

• Zappos. Make no mistake, Zappos did it right. Ask anyone who worked at the company then and they will tell you. The most critical component to the longevity and success of Zappos is its culture.

So maybe cutting the marketing budget is less important than funneling some that money into defining the culture of the company inside and out. The challenge for those who recognize the need is easy to see. They don't know how.

The First Step Toward Recreating Culture.

Great communication happens from the inside out so never mind external crowd sourcing at the moment. As good as customers are at telling companies what is wrong, the people inside have to believe that they can deliver on the promises that their leaders make.

In order to recreate a new culture, it requires bringing internal stakeholders to the table and the deeper down the better. Not only do employees hear from customers day in and day out, but they are keenly aware of what can or cannot be done. Accept their input, pick from the clear differentials, and let them make that commitment before you take the message to the marketplace.

Reputation is the by-product of action, not communication. Communication and marketing merely make the promise.

For Apple it's innovation. For Ikea, it's affordable designs. For Wal-Mart, it's everyday savings. For Zappos, it's friendly online customer service. And sure, some people don't like those messages or those companies. But that is okay. Monopolies and market dominance make most companies lazy anyway.