Date post: | 21-Oct-2014 |
Category: |
Business |
View: | 413 times |
Download: | 5 times |
Enchantment
AlsobyGuyKawasaki
TheArtoftheStartRulesforRevolutionariesTheMacintoshWaySellingtheDreamHowtoDriveYourCompetitionCrazyHindsights
TheComputerCurmudgeonDatabase101RealityCheck
GuyKawasaki
EnchantmentTheArtofChangingHearts,Minds,andActions
Portfolio/Penguin
PORTFOLIO/PENGUINPublishedbythePenguinGroupPenguinGroup(USA)Inc.,375HudsonStreet,NewYork,NewYork10014,U.S.A.•PenguinGroup(Canada),90EglintonAvenueEast,Suite700,Toronto,Ontario,CanadaM4P2Y3(adivisionofPearsonPenguinCanadaInc.)•PenguinBooksLtd,80Strand,LondonWC2R0RL,England•PenguinIreland,25St.Stephen’sGreen,Dublin2,Ireland(adivisionofPenguinBooksLtd)•PenguinBooksAustraliaLtd,250CamberwellRoad,Camberwell,Victoria3124,Australia(adivisionofPearsonAustraliaGroupPtyLtd)•PenguinBooksIndiaPvtLtd,11CommunityCentre,PanchsheelPark,
NewDelhi—110017,India•PenguinGroup(NZ),67ApolloDrive,Rosedale,Auckland0632,NewZealand(adivisionofPearsonNewZealandLtd)•PenguinBooks(SouthAfrica)(Pty)Ltd,24SturdeeAvenue,Rosebank,Johannesburg2196,SouthAfrica
PenguinBooksLtd,RegisteredOffices:80Strand,LondonWC2R0RL,England
Firstpublishedin2011byPortfolio/Penguin,amemberofPenguinGroup(USA)Inc.
10987654321
Copyright©GuyKawasaki,2011Allrightsreserved
IllustrationcreditsPagexxi:UsedbypermissionofApple;7:ByJorgeCham(www.phdcomics.com);8:CourtesyofEricDawson;16,18,43,58,65,102,117,118(bothphotographs),119(both),120(both),121,192(topleft),196:Courtesyoftheauthor;25:CourtesyofFranShea;37:CourtesyofTonyMorgan;45:ProvidedbyKoreyKay&PartnersAdvertising,NewYork;53:CourtesyofMikeStevens;68(top):©DerekSivers(www.sivers.org);68(bottom):
CourtesyofMattMaurer;78:RobMcCullough;93:CourtesyofRichardFawal;111:CourtesyofChrisAnthony;133(bottom):CourtesyofGarrReynolds;146:ProvidedbyVisibleMeasures(www.visiblemeasures.com);150:CourtesyofMerylK.Evans;158:GrayRinehart;163:CourtesyofMileneLaubeDutra;171:CourtesyofDavidStockwell;182:CourtesyofTiborKruska;184:CourtesyofKathyParsanko;192(bottomleft):BySamuelToh;193(top):ByTracyLucasofFourSquareCreativeServices;194:CourtesyofAdeHarnusaAzril;195:SarahAdams;Certaincreditsappearadjacenttotherespectiveimages.
LibraryofCongressCataloging-in-PublicationDataKawasaki,Guy,1954–Enchantment:theartofchanginghearts,minds,andactions/GuyKawasaki.p.cm.Includesbibliographicalreferencesandindex.ISBN:978-1-101-47599-71.Persuasion(Psychology)inorganizations.2.Persuasion(Psychology)3.Influence(Psychology)4.Marketing—Psychologicalaspects.5.Management—Psychologicalaspects.I.Title.HD30.3.K382011658.8001’9—dc222010046009
PrintedintheUnitedStatesofAmericaInteriorandcasedesignincludingbutterflyillustrationbyDanielLaginButterflyphotographbySarahBrody•ButterflycreatedbyMichaelLaFosse
Withoutlimitingtherightsundercopyrightreservedabove,nopartofthispublicationmaybereproduced,storedinorintroducedintoaretrievalsystem,ortransmitted,inanyformorbyanymeans(electronic,mechanical,photocopying,recordingorotherwise),withoutthepriorwrittenpermissionofboththecopyrightownerandtheabovepublisherofthisbook.
Thescanning,uploading,anddistributionofthisbookviatheInternetorviaanyothermeanswithoutthepermissionofthepublisherisillegalandpunishablebylaw.Pleasepurchaseonlyauthorizedelectroniceditionsanddonotparticipateinorencourageelectronicpiracyofcopyrightablematerials.Yoursupportoftheauthor’srightsisappreciated.
Manymencanmakeafortunebutveryfewcanbuild
afamily.
—J.S.Bryan
Tomywife,Beth,andmyfourchildren,Nic,Noah,Nohemi,andNate…becausetheyenchantmeevery
day.
AcknowledgmentsGratitudeunlocksthe
fullnessoflife.Itturnswhatwehaveintoenough,andmore.Itturnsdenialinto
acceptance,chaostoorder,confusiontoclarity.Itcanturnamealintoafeast,a
houseintoahome,astrangerintoafriend.
—MelodyBeattie(author
ofCodependentNoMore)
Publishingabookisnotasolitaryeffort.Yes,anauthormustopenaveinandletthewordspourout,butpublishingisalongprocessfromplasmatopages.Closetoonehundredpeoplehelpedmefinishthisbook,andI’dliketoacknowledgetheirefforts.
Indispensables:Mywife,BethKawasaki,andmybestfriend,WillMayall.
Earlyarchitects:MaryleneDelbourg-DelphisandBillMeade.
Beyondthecallofduty:SarahBrody,TalyWeiss,JonWinokur,AnneHaapanen,KateHaney,TinaSeelig,SteveMartin,andBrunaMartinuzzi.
Contributors:MariSmithandGregJarboe.
Penguin:TheeverpatientRickKot,JoePerez,KyleDavis,JacquelynnBurke,Allison“Sweetness”McLean,LauraTisdel,GaryStimeling,WillWeisser,andAdrianZackheim.
Muscle:SloanHarris.
Research:CatherineFaas.
Betatesters:KarenLai,AlisonvanDiggelen,EdMorita,AlfonsoGuerra,JimSimon,CeriseWelter,BradHutchings,ScottYoshinaga,GaryPinelli,WebBarr,TerriLowe,DanAgnew,TerriMayall,GaryPinelli,HarishTejwani,BillLennan,KelseyHagglund,LisaNirelli,MattMaurer,TammyCravit,TariqAhmad,KipKnight,GeoffBaum,MileneLaubeDutra,BrentKobayashi,Alex
deSoto,PatriciaSanthuff,DanielPellarini,MitchGrisham,StevieGoodson,FernandoGarcia,KenGraham,SteveAsvitt,CharlotteSturtz,KellyHaskins,LindsayBrechler,ShoshanaLoeb,HalleySuitt,BarbaraFrench,ZarikBoghossian,ImranAnwar,RavitLichtenberg,andMattKelly.
Cover:SarahBrody,Ade
HarnusaAzril,MichaelG.LaFosse,RichardAlexander,LisaMullinaux,RossKimbarovsky(andtheCrowdspringcrew),JasonWehmhoener,JeanOkimoto,GinaPoss,andMarcoCarbullido.
PowerPoint:AnaFrazao.
Marketing:CatriVelleman,AllenKay,andNeenzFaleafine.
Restaurant:LaTartineinRedwoodCity,California.
Music:Pandora’sAdultContemporarychannel.
Leavingoutanyonewhohelpedisamostunenchantingact,[email protected],andI’llgetthisfixedinfutureprintings.Anyway,here’smybig
“Mahalo”toyouall.Icouldnothavedonethiswithoutyou.
ContentsBuyingbookswouldbea
goodthingifonecouldalsobuythetimetoreadthemin;butasarulethepurchaseof
booksismistakenfortheappropriationoftheir
contents.
—ArthurSchopenhauer
Introduction
MyStoryOurJourneyLet’sGetStarted
Chapter1:WhyEnchantment?
WhatIsEnchantment?WhenIsEnchantmentNecessary?
WhatArePeopleThinking?WhereShouldYouDrawtheLine?ExamplesandHowtoUseThisBookPersonalStories
MyPersonalStory,byEricDawson
Chapter2:HowtoAchieveLikability
MakeCrow’s-FeetDressforaTiePerfectYourHandshakeUsetheRightWordsAcceptOthersGetCloseDon’tImposeYourValuesPursueandProjectYourPassionsFindSharedPassionsCreateWin-WinSituations
SwearDefaulttoYes
MyPersonalStory,byFranShea
Chapter3:HowtoAchieveTrustworthiness
TrustOthersBeaMenschDiscloseYourInterests
GiveforIntrinsicReasonsGainKnowledgeandCompetenceShowUpBakeaBiggerPieEnchantPeopleonTheirOwnTermsPositionYourselfBeaHero
MyPersonalStory,byTonyMorgan
Chapter4:HowtoPrepare
DoSomethingGreatConducta“Premortem”SetYourselfUpforSuccessMakeItShort,Simple,andSwallowableRemovetheFencesProvideaDefaultOption
EstablishGoalsCreateaChecklist
MyPersonalStory,byMikeStevens
Chapter5:HowtoLaunch
TellaStoryImmersePeoplePromoteTrialPrimethePump
PlantManySeedsAskPeopleWhatThey’reGoingtoDoReducetheNumberofChoicesIncreasetheNumberofChoicesIllustratetheSalientPointPresenttheBig,ThentheSmallChoiceGetYourFirstFollower
MyPersonalStory,byMattMaurer
Chapter6:HowtoOvercomeResistance
WhyPeopleAreReluctantProvideSocialProofCreatethePerceptionofUbiquityCreatethePerceptionofScarcity
ShowPeopleYourMagicFindOneExampleFindaWaytoAgreeFindaBrightSpotAssignaLabelUseaDataSettoChangeaMind-SetIncuraDebtEnchantAlltheInfluencersFrameThyCompetitionControltheHaptic
SensationsRememberCharlie
MyPersonalStory,byRichardFawal
Chapter7:HowtoMakeEnchantmentEndure
StriveforInternalizationSeparatetheBelievers
PushImplementationDownUseIntrinsicMethodsInvokeReciprocityCatalyzeCommitmentandConsistencyBuildanEcosystemDiversifytheTeamPromoteSpreadability
MyPersonalStory,byChrisAnthony
Chapter8:HowtoUsePushTechnology
GeneralPrinciplesPresentationsE-mailTwitter
MyPersonalStory,byGarrReynolds
Chapter9:Howto
UsePullTechnology
WebSitesandBlogsFacebookLinkedInYouTubeThinkJapanese
MyPersonalStory,byMerylK.Evans
Chapter10:HowtoEnchantYour
Employees
ProvideaMAPEmpowerThemtoDotheRightThingJudgeYourResultsandOthers’IntentionsAddressYourShortcomingsFirstSuckItUpDon’tAskEmployeestoDoWhatYouWouldn’tDo
CelebrateSuccessFindaDevil’sAdvocateListentoBrotherBobTellThemYouWantThemHowtoEnchantVolunteers
MyPersonalStory,byMileneLaubeDutra
Chapter11:HowtoEnchantYourBoss
MakeYourBossLookGoodDropEverythingandDoWhatYourBossAsksUnderpromise,OverdeliverPrototypeYourWorkShowandBroadcastProgressFormFriendshipsAskforMentoringDeliverBadNewsEarly
MyPersonalStory,by
DavidStockwell
Chapter12:HowtoResistEnchantment
AvoidTemptingSituationsLookFarintotheFutureKnowYourLimitationsBewareofPseudoSalience,Data,andExperts
Don’tFallfortheExampleofOneDefytheCrowdTrackPreviousDecisionsLetYourselfBeEnchantedinSmallWaysCreateaChecklist
MyPersonalStory,byTiborKruska
Conclusion
MyPersonalStory,byKathyParsanko
SelectedBibliography
Index
Coverphon
Colophon
IntroductionThedifficultylies,notinthenewideas,butinescapingfromtheoldones,which
ramify,forthosebroughtupasmostofushavebeen,intoeverycornerofourminds.
—JohnMaynardKeynes
MyStory
IfirstsawaMacintoshinthesummerof1983,sixmonthsbeforetherestoftheworld.MikeBoichshowedittomeinthebackofaone-storyofficebuildingonBandleyDriveinCupertino,California.Atthetime,BoichwasthesoftwareevangelistfortheMacintoshDivisionofApple.Iwasa
humblejeweler,schleppinggoldanddiamondsforasmalljewelrymanufactureroutofLosAngeles.Macintoshwasarumor.AndtheonlyreasonIsawitsoearlywasthatBoichwasmycollegeroommate.Backthen,“personal
computing”wasanoxymoronbecauseFortune500companies,universities,andgovernmentsownedmostcomputers.Ifyouwere
lucky,youownedanAppleIIeoranIBMPC.Theydisplayedupper-andlower-casetext,andyounavigatedaroundthescreenwithcursorkeys.MostoftheworldusedIBMSelectrictypewriters,andtheluckypeoplehadaccesstothemodelwiththelift-offcorrectingtape.
SeeingaMacintoshforthefirsttimewasthesecondmostenchantingmomentofmylife(thefirstmostenchantingmomentwasmeetingmywife).My
introductiontoMacintoshremovedthescalesfrommyeyes,partedtheclouds,andmademehearangelssinging.Let’sgobackintimeto
seetwofeaturesthatmadetheMacintoshsocool.First,itcoulddisplayanimatedgraphics.AndyHertzfeld,theMacintoshDivision’s“softwarewizard,”createdaprogramwithbouncingPepsicapstoshowoffthiscapability.SteveJobsthen
usedAndy’sprogramtoconvinceJohnSculley,CEOofPepsi,to“stopsellingsugaredwater”andjoinApple.Thisapplicationseemssimplenow,butbackthenbouncingiconsinsidewindowswasmagic.Second,withaMacintosh
programcalledMacPaint,peoplecoulddrawpicturessuchasthiswoodcutgeishabySusanKare,thedivision’sgraphicartist.WhenBoich
showedmewhatMacPaintcoulddo,myminddidsomersaults.Backthen,themostpeoplecoulddoonapersonalcomputerwashackoutcrudepicturesusinglettersandnumbers.WithaMacintosh,anyonecouldatleastdrawdiagrams,ifnotcreateart.
AfewminutesofBoich’sdemoconvincedmeoftwothings:First,theMacintoshwouldmakepeoplemorecreativeandproductivethan
they’deverdreamed;andsecond,IwantedtoworkforApple.BoichgotmeajobintheMacintoshDivision,andmymissionwastoconvincedeveloperstocreateMacintosh-compatibleproducts.IusedfervorandzealtomakethembelieveintheMacintoshasmuchasIdid.Thisjobmarkedthe
beginningofatwenty-five-yearfascinationwiththeart
ofenchantment.Idefineenchantmentastheprocessofdelightingpeoplewithaproduct,service,organization,oridea.Theoutcomeofenchantmentisvoluntaryandlong-lastingsupportthatismutuallybeneficial.
OurJourney
Thisbookisforpeoplewho
seelifeforwhatitcanberatherthanwhatitcan’t.Theyarebringingtomarketacause—thatis,aproduct,service,organization,oridea—thatcanmaketheworldabetterplace.Theyrealizethatinaworldofmassmedia,socialmedia,andadvertisingmedia,ittakesmorethaninstant,shallow,andtemporaryrelationshipstogetthejobdone.Iamgoingtotakeyouona
journeytolearnhowtochangethehearts,minds,andactionsofpeople.Hereisouritinerary:
CHAPTER1:WHYENCHANTMENT?
Thegreateryourgoals,themoreyou’llneedtochangepeople’shearts,minds,andactions.Thisisespeciallytrueifyouhavefewresourcesandbig
competitors.Ifyouneedtoenchantpeople,you’redoingsomethingmeaningful.Ifyou’redoingsomethingmeaningful,youneedenchantment.
CHAPTER2:HOWTOACHIEVELIKABILITY
Hasanyoneyoudislikedeverenchantedyou?Idoubtit.Ifhe*did,Idoubtthefeelinglastedlong.Thisiswhythe
firststepofenchantmentistogetpeopletolikeyou.Toaccomplishthis,you’llneedtoacceptothersandfindsomethingtolikeinthem.
CHAPTER3:HOWTOACHIEVETRUSTWORTHINESS
Hasanyoneyoudistrustedeverenchantedyou?Idoubtthis,too.Achievingtrustworthinessisthesecond
step.Peopletrustyouwhenyouareknowledgeable,competent,makebiggerpies,andcreatewin-winsituations—inshort,whenyoudotherightthingstherightway.
CHAPTER4:HOWTOPREPARE
Greatproducts,services,organizations,andideasareenchanting.Crapisnot.Preparingtoenchantpeople
requirescreatingsomethinggreat,communicatingitinshort,simple,andswallowableterms,andworkingyourbuttofftogetittomarketbeforeyourcompetition.
CHAPTER5:HOWTOLAUNCH
Greatenchantersship.ThisiswhatRichardBransonandSteveJobsdobetterthan
anyoneelse.Ever.Launchingyourcauseinvolvesimmersingpeopleinyourcause,gettingthemtoatleasttryit,andrecruitingyourfirstfollowerstohelpyouspreadtheword.
CHAPTER6:HOWTOOVERCOMERESISTANCE
Peopleoftenaccept“goodenough”productsand
servicesbecausetheyarebusyordon’tknowbetter.Youwillencounterresistancetochangeinthesesituations.Thewaytoovercomeresistanceistoprovidesocialproof,findawaytoagree,andenchantalltheinfluencers.
CHAPTER7:HOWTOMAKEENCHANTMENTENDURE
Enchantmentisaprocess,notanevent.Youwantyoureffortstoendure,andthisrequiresthatpeopleinternalizeyourcause,reciprocate,andfulfilltheircommitments.Italsohelpstobuildanecosystemofresellers,consultants,developers,andusergroupsaroundyourcause.
CHAPTER8:HOWTOUSEPUSH
TECHNOLOGY
HaveyouwonderedhowtousePowerPoint,Twitter,ande-mailtopushoutinformation?Theseproductscanenableyoutobringyourstorytothepeopleyouwanttoenchant.Thischapterexplainshowtodothisusingthelatesttechnology.
CHAPTER9:HOWTOUSEPULL
TECHNOLOGY
Inadditiontopushtechnology,there’spulltechnology.Inthiscase,youbringpeopletoyourstoryinsteadofbringingyourstorytopeople.ThischapterfocusesonusingWebsites,blogs,Facebook,LinkedIn,andYouTubetoenchantpeopleandencouragethemtocometoyou.
CHAPTER10:HOWTOENCHANTYOUREMPLOYEES
Enchantmentisnotonlyanoutboundactivity,butonethatyoushoulddirectatyouremployees,too.Ifyouprovidethemwiththeopportunitytomasterskills,theautonomytoworkindependently,andthechancetorealizeapositivepurpose,youcanenchant
youremployees.
CHAPTER11:HOWTOENCHANTYOURBOSS
Imagineworkingforsomeoneyou’veenchanted.Thebenefitsincludefreedom,flexibility,money,andmentoring.Enchantingyourbossrequiresreprioritizingyoureffortstomakehersuccessful—buttheoutcomeisworthit.
CHAPTER12:HOWTORESISTENCHANTMENT
Noteveryenchantingpersonhasyourbestinterestsatheart.Resistingenchantment,therefore,isavaluableskillthatrequiresavoidingtemptingsituations,lookingfarintothefuture,andfindingadevil’sadvocate.Afterreadingthischapter,youmayevenbeabletoresistApple’sproducts.
Let’sGetStarted
Byreadingthisbook,youwilllearnhowtoapplymyexperiencesasanevangelist,entrepreneur,andventurecapitalisttomakeyour“Macintosh”successful.I’mpassingmyknowledgeonsoyoucanchangetheworld.Thereisnogreaterrewardforanauthorthantoseehowpeopleusehiswork,soI’m
anxioustogetstarted.
GuyKawasakiSiliconValley,California2011*ThisisthefirstinstancewhereIcouldpickamasculine(he)orfeminine(she)pronoun,useapluralpronoun(they),ortheever-awkwardcomposite(he/she).Ingeneral,Iuseshewhenthepersonisapositiveexample.Thisismysmallefforttocounteracttheshort-changingofwomeninliteratureforthousandsofyears.
Chapter1WhyEnchantment?Youhavefirsttoexperiencewhatyouwanttoexpress.
—VincentvanGogh
Theworldwillnotbeatapathtoyourdoorforan
insanelygreatmousetrap.Infact,thegreaterthemousetrap,themoredifficultitistogetpeopletoembraceitbecauseitissodifferentfromwhatpeopleareusedto.Thischapterexplainswhatenchantmentis,whenandwhyyouneedit,andtheethicsofenchantingpeople.
WhatIsEnchantment?
WhenKarinMuller,filmmakerandauthor,wasinthePeaceCorpsfrom1987to1989,shedugwellsandbuiltschoolsinavillageinthePhilippines.Onenight,seventeenmembersoftheNewPeople’sArmy(NPA),thearmedwingoftheCommunistPartyofthe
Philippines,cametoherhuttointerrogateher.Earlierthatday,villagershadwarnedherthatthiswasgoingtohappen,soshecollectedtwopreciouscommodities:sugarandcoffee.WhentheNPAarrived,she
exclaimed,“ThankGodyou’rehere.I’vebeenwaitingallday.Pleasehavesomecoffee.Leaveyourgunsatthedoor.”Her
reactionbaffledtheleaderofthegroup,buthetookoffhisgunandsatdownforacupofcoffee.Sheavoidedaninterrogationorsomethingworsebecause,accordingtoMuller,“Youcan’tinterrogatesomeoneyou’rehavingcoffeewith.”Mullerdidnotreactwith
anger,indignation,orpanic(whichishowIwouldhavereacted).Instead,shetouchedanemotionintheleaderof
thegroupandtransformedthesituationfrombruteforceandintimidationtoconversationandcommunication.Shedelightedhimwithherunexpectedhospitalityandchangedhisheart,hismind,andhisactions.Inshort,sheenchanted
him.Enchantmentcanoccurin
villages,stores,dealerships,offices,boardrooms,andon
theInternet.Itcausesavoluntarychangeofheartsandmindsandthereforeactions.Itismorethanmanipulatingpeopletohelpyougetyourway.Enchantmenttransformssituationsandrelationships.Itconvertshostilityintocivility.Itreshapescivilityintoaffinity.Itchangesskepticsandcynicsintobelievers.
WhenIsEnchantmentNecessary?
Therearemanytried-and-truemethodstomakeabuck,yuan,euro,yen,rupee,peso,ordrachma.Enchantmentisonadifferentcurve:Whenyouenchantpeople,yourgoalisnottomakemoneyfromthemortogetthemto
dowhatyouwant,buttofillthemwithgreatdelight.Herearesituationswhenyouneedenchantmentthemost:
•Aspiringtolofty,idealisticresults.Wanttochangetheworld?Changecaterpillarsintobutterflies?Thistakesmorethanrun-of-the-millrelationships.You
needtoconvincepeopletodreamthesamedreamthatyoudo.
•Makingdifficult,infrequentdecisions.Thegreaterthedifficultyofthechange,thegreatertheneedforenchantment.Factorsthatcausefrictioninclude
cost,risk,andpolitics.Ifachangeisabigdeal,thenit’sabigdealtomakeithappen.
•Overcomingentrenchedhabits.Mostofthetime,habitssimplifylifeandenablefast,safe,andgooddecisions.Buttheycanalsopreventtheadoptionofanew
ideathatchallengesthestatusquo.Enchantmentcanopenthedoorforconsiderationofsuchachange.
•Defyingacrowd.Thecrowdisn’talwayswise.Itcanleadyoudownapathofsilliness,suboptimalchoices,anddownrightdestruction.
Enchantmentisasnecessarytogetpeopletodivergefromacrowdasitistogetthemtojoinone.
•Proceedingdespitedelayedornonexistentfeedback.Ahighlevelofdedicationisnecessarywhenfeedbackisrareornotreadily
available,andyoureffortstakealongtimetoseeresults.Inthesecases,moderateinterestandsupportaren’tenough.Youmustdelightpeoplesothattheystickwithyou.Forexample,workingforabiotechcompanytakesagreatdealoffaith,because
bringingnewdrugstomarketcantaketenyearsormore.
Doanyofthesesituationssoundfamiliar?Theyshould,becausetheyarepresentwheneverpeoplearetryingtomaketheworldabetterplace.
WhatArePeople
Thinking?
Duringthe1980s,ApplefailedtosellMacintoshestothebusinessmarket.Thefundamentalflawofourapproachwasthatwedidnotunderstandwhatpotentialcustomerswerethinking.Indeed,webelievedtheyshouldleavethethinkingtous.Weweresoenchantedby
ourownproductthatwecouldnotunderstandwhyeveryoneelsedidnotfeelthesameway.That’swhenIlearnedthatonemustunderstandwhatpeoplearethinking,feeling,andbelievinginordertoenchantthem.Thefixistoimagine
yourselfasthepersonyouwanttoenchantandaskthefollowingquestions.Ifyoucan’tcomeupwith
reasonableanswers,don’texpectyourenchantmenttowork.
•Whatdoesthispersonwant?Youcan’tblamesomeoneforwonderingwhatyourmotivesare.Thisdoesn’tmeanthatyoushouldnotbenefit,butyoushoulddisclose
yourmotivationtoputheratease.
•Isthechangeworththeeffort?Thenextstepistohelpherunderstandhowyourcausetiesintowhatshewants.Thebenefitsofchangemustoutweighthecostsofchangeandthebenefitsofstayingthesame.Thefact
thatyouthinkchangeisworthwhileisnotenough;thepersonyou’retryingtoenchantmustbelievethis,too.
•CanIchange?Evenifchangeisworthwhile,canshedoit?Factorsthatpreventthechangeincludetheexpense,effort,and
riskthatyourchangerequires.Shemaydoubtthatshecanchangeevenifshewantstoandbelievesit’sworthit.
InthecaseofAppleinthe1980s,ourmotivationwastosellcomputers.WethoughtswitchingtoMacintoshwasworththeeffortbecauseofthegainsinproductivityand
creativity.ButweunderestimatedthedifficultyofalteringcorporatepoliciesandovercomingtheperceptionthattheMacintoshwaseasytousebutwimpyintermsofrawcomputationalpower.Byputtingyourselfinthe
mind-setofthepeopleyou’retryingtoenchant,you’llappreciatetheamountofchangethatenchantmentrequires.Itcantakeweeksor
monthsforenchantmenttooccur,soprepareforamarathon,notasprint.
WhereShouldYouDrawtheLine?
Enchantmentisnotaboutgettingyourwaysolelyforyourownbenefit.Tothecontrary,ifyouwantenchantmenttolast,other
peoplemustbenefit,too.Youalsoneedtodrawabrightlinebetweenethicalandunethicalactivities.Here’sagutchecktodeterminewhichsideofthelineyou’reon:
•Areyouaskingpeopletodosomethingthatyouwouldn’tdo?Ifyouwon’tdosomething,don’taskotherstodoit,
either.Askingpeopletodowhatyouwouldn’tdoiscalledmanipulationorcoercion,notenchantment,anditdoesn’tworkinthelongrun.
•Doyourinterestsconflict?Enchantmentenduresifyourinterestsarealignedwiththe
interestsofyourconstituencies.Alignmentmakesenchantmentbothethicalandmoreenjoyable.Ifyourinterestsaren’taligned,youshouldeitheralteryourinterestsorrethinkyourintendedmarket.
•Haveyouhiddenyourconflictsof
interest?Evenifyourinterestsarealigned—accordingtoyou,anyway—youshoulddiscloseyourstakeasanemployee,shareholder,orotherformofinterestedparty.There’snosuchthingastoomuchdisclosure.
•Areyoutelling
“noblelies”?Theslopeisslipperywhenthebigpictureorthegreatergoodseemstojustifythemeans.Thereisnosuchthing,however,asa“noblelie.”Thereareliesandtruths—andnothinginbetween.
•Areyou
enchantinggulliblepeople?Enchantinggulliblepeople—folkswhodon’thavetheabilitytodiscernthetruthorwhat’sbestforthem—isimmoral.Foolinggulliblepeopleiseasyandhappenseveryday,butdonotmistakethisforsuccess.Also,
enchantinggulliblepeopledoesn’timproveyourskills.Itwill,however,giveyouafalsesenseofcompetenceandmaybeturnyouintoacrook.
Ifyouansweryestoanyofthesequestions,thenyou’reanunethicalenchanter.Youreffortsmightworkforashort
while,butthekarmicscoreboardintheskywillcatchuptoyou.Takethisopportunitytotransformyourenchantmentandtoleavethedarkside.
ExamplesandHowtoUseThisBook
Behavioralpsychologyisthescienceofpulling
habitsoutofrats.—DouglasBusch
InthecourseofwritingEnchantment,Ireaddozensofbooksaboutpersuading,influencing,andwooingpeople.Manyofthesebookscitepsychologystudiesto“prove”whyyoushouldusevarioustechniques.WhenIcould,Ireadtheoriginalpapersandreports,andI
learnedafewthings:
•Inmuchoftheresearch,undergraduatestudentsweretheexperimentalsubjects.Ifnotstudents,thesubjectswereratsormice.They(collegestudents)representedasmallsegmentofthe
population,andmakingafewbucksorreceivingcoursecreditswasoftenthemotivation.Resultsfromthesestudiescanapplytoreal-worldcases,butyoushouldn’tassumetheydo.
•Scientistswerelookingfora“statisticallysignificant”
differencebetweenacontrolgroupandanexperimentalgroup,adifferencethattheycouldnotattributetochance.Theirsalientquestionwas,“Ifweweretorunthisstudyagain,whataretheoddswe’dgetthesameresult?”Statisticalsignificance,
however,doesnotalwaysrevealhowlargethedifferenceisbetweenthecontrolandexperimentalgroups.Scientistscallthisdifferencetheeffectsize.
•Thepeoplewhoconductedtheresearchwerescientists,andscientiststryto
understandandexplaintheworld.Theycareaboutgoodscientificresearch:controlsofvariables,objectivity,repeatability,fame,andfunding.
Youprobablyaren’tascientist.Youprobablydon’tcareaboutstatisticallysignificantgoodsciencethat
holdsupunderpeerreview.Youprobablydocareaboutabigeffectsize.Andevenifyoupreferscientificcontrols,let’sfacereality:timeconstraints,competitivereactions,seasonality,consumermoods,andcluelessmanagersarealreadykeepingyoubusy.Thetruthis,thereis
limitedblack-and-white,scientificproofofmanyenchantmenttechniques,and
that’sOK,becausetherightattitudeis:“Thistechniqueisinteresting.Maybeitappliestous.Let’sseeifitworks.”ThewaytouseEnchantmentistotrytheseideas,modifyandadaptthemasyougo,abandonthelosers,andrunwiththewinners.Iamgoingtoshowyouhowtochangetheworld,notunderstandit.
PersonalStories
Oneofmyfavoritepartsofmagazinearticlesisthelittlestorywithinthestory,calledasidebarorcallout.Donewell,thesestoriesarelikeascoopofvanillaicecreamontopofasliceofapplepie.Duringthefinalstagesof
writingthisbook,Iaskedpeopletosendmepersonalexamplesofenchantment.
Eachchapterendswithoneofthesestoriestoillustratereal-worldenchantmentintheperson’sownwords.Thestoriesoftenrelatetothesubjectofthechapterbutnotalways.SometimesIjustthoughttheywerecool.
MyPersonalStory,byEricDawson
EricDawsonisahigher-educationseniorstrategicaccountsmanagerforAppleinOklahomaCity,Oklahoma.Inthispersonalstory,heexplainshowa
Macintoshenchantedhiminthemidstofatragedy.
MYSTORYISHOWICAMETOWORKFORAPPLE.IN1996MYSON,Seth,wasbornwithaterminalneurologicaldisordercalledlissencephaly.Hecouldn’twalk,talk,orsitup,andwehadtotube-feedhim.Wewere
unabletoteachhim“causeandeffect.”IsetSethinfrontofa
MacintoshPerformarunningacustomprogramconnectedtoagamepaddle.OneminuteofTheLionKingwouldplay,andthenthecomputerwouldfreeze.Restartingrequiredtappingthepaddle.OnedayIcameinto
theroomwithouthim
knowing,andIsawhimteachhimselftohitthepaddle.Itwastheproudestmomentofmylife.IwenttoworkforAppleonemonthlater.SethpassedawayfifteendaysafterIstarted,buthehaddonehisjob.TothisdayIhelpempowerpeopleasanAppleemployee.
Chapter2HowtoAchieveLikability
Somecausehappinesswherevertheygo;others,
whenevertheygo.
—OscarWilde
Nowthatyouunderstandtheimportanceof
enchantment,wecanbuildafoundationtoimplementit.Steponeisachievinglikability,becausejerksseldomenchantpeople.It’struethatamagnificentcausecanovercomeapricklypersonality,butwhymakethingsharder?Thischapterexplainshowtomakeyourselfmorelikable.
MakeCrow’s-Feet
Let’sstartwiththefirstimpressionthatyoumake.Fourfactorscreateagoodone:yoursmile,yourdress,yourhandshake,andyourvocabulary.First,smileatpeople.Whatdoesitcosttosmile?Nothing.Whatdoesitcostnottosmile?Everything,ifitpreventsyoufromconnectingwithpeople.
Whilesmilingsendsaveryclearmessageaboutyourstateofmind,notsmilingcreatesanopeningformanyinterpretations,includinggrumpiness,aloofness,andanger—noneofwhichhelpsyouenchantpeople.Ifyoudon’tbelievesmilingisuseful,answerthesequestions:
•Doyouliketodobusinesswith
grumpypeople?•Doyouknowanyonewhodoes?
•Doyouthinkgrumpypeoplegetwhattheywant?
Thekeytoagreat,GeorgeClooneyesquesmileistothinkpleasantthoughts.Ifyou’regrumpyinside,it’shardtohaveasmilethatlightsuparoom.Themostyou’llaccomplishisafake
smile,andafakesmilewon’tmakepeoplelikeyou.
Afakesmileusesonlythezygomaticmajormuscle—theonethatrunsfromyourjawtothecornerofyourmouth.It’seasytocontrolthismuscle,soitleadstofakeorwhatwascalled“PanAmericansmiles”(calledthisbecausePanAmericanflightattendantssupposedlyweren’ttrulyhappytoseepassengers).Agreatsmileusesthe
orbicularisoculimuscle,too.
Thismusclesurroundsyoureyes,anditmakesyousquintandproducescrow’s-feet.Arealsmileissospecialthatithasitsownname:theDuchennesmile,inhonorofGuillaumeDuchenne,aFrenchneurologist.Sowhenyoumeetpeople,
thinkpleasantthoughts,fireuptheorbicularisoculimuscle,andmakecrow’s-feetsodeeptheycanholdwater.Callthemlaughlines
instead,ifthismakesyoufeelbetter.Andforthesakeofyoursmile,skiptheBotoxtreatmentsandface-lifts.
DressforaTie
Distrustanyenterprisethatrequiresnewclothes.
—HenryDavidThoreau
Thesecondfactorishowyoudress.Thisistheonetimeyouwantatie(nopunintended),notavictoryoraloss.Overdressingsays,“I’mricher,morepowerful,andmoreimportantthanyou.”Underdressingsays,“Idon’trespectyou.I’lldressanywaythatIplease.”Equaldressingsays,“We’repeers.”Myrecommendationistoparkyourego.Youdon’thaveto“makeastatement”
andtrytoshowpeopleyouhavemoney,power,orgreattaste.Thegoalislikability—notsuperiority.Thatsaid,yourdress
shouldn’tconflictwithwhatyoustandfor.Forexample,ifyou’reanoutside-the-box,innovative,andrevolutionarythinker,thenathree-piecesuitwithabowtiewon’tcutit.Inthesameway,ifyou’retheadultsupervision,thenaT-shirtandjeanswon’twork,
either.Dressingforatiewhile
stayingtruetoyourmessagecancreateanissue:Whatifmatchingyouraudienceconflictswithyourmessage?Forexample,shouldyouwearjeansorasuitwhenyou’retheadultsupervisioninacompanywithajeans–and–T-shirtatmosphere?JohnSculleyfacedthis
issuewhenhecametoworkatApple.Hechoseto
embracethejeanslookalthoughhewastheadultsupervision.Idon’tthinkhewasevercomfortableinjeans,andemployeesneverconsideredhim“oneoftheguys.”Ifyouencounterthis
situation,herearetworecommendations:First,askpeopleintheorganizationwhattodo.Atleastthisshowsyouaresmartenoughtoaskandflexibleenoughto
listen—whicharebothvaluablemessagesinthemselves.Second,exceptforcases
wheredoingsoisorganizationalsuicide,dressinamannerthatmakesyoufeelcomfortable.It’shardtoenchantpeoplewhenyou’reuncomfortable,andbesides,there’ssomethingenchantingaboutapersonwhoiswhosheisandletsitrip.
PerfectYourHandshake
Thethirdfactorinfirstimpressionsisyourhandshake.Fortunately,GeoffreyBeattie,headofpsychologicalsciencesattheUniversityofManchester,cameupwiththisformulafortheperfecthandshake:
PH=√(e2+ve2)(d2)+
(cg+dr)2+π{(4<s>2)(4<p>2)}2+(vi+t+te)2+{(4<c>2)(4<du>2)}2
Whereeiseyecontact(1=none,5=direct),optimumvalue5;veisverbalgreeting(1=totallyinappropriate,5=totallyappropriate),5;disDuchennesmile—smilingineyesandmouth,plussymmetry
onbothsidesofface,andsloweroffset(1=totallynon-Duchennesmileorfalsesmile,5=totallyDuchenne),5;cgcompletenessofgrip(1=veryincomplete,5=full),5;drisdrynessofhand(1=damp,5=dry),4;sisstrength(1=weak,5=strong),3;pispositionofhand(1=backtowardown
body,5=inotherperson’sbodilyzone),3;viisvigor(1=toolow/toohigh,5=mid),3;tistemperatureofhands(1=toocold/toohot;5=mid),3;teistextureofhands(1=toorough/toosmooth,5=mid),3;ciscontrol(1=low;5=high),3;andduisduration(1=brief;5=long),3.*
Ifyouweren’tamathmajor,allowmetotranslatethisequationintoplainEnglish:
•Makeeyecontactthroughout.
•Utteranappropriateverbalgreeting.
•MakeaDuchennesmile.
•Griptheperson’shandandgiveitafirmsqueeze.
•Standamoderatedistancefromtheotherperson:notsocloseastomakehimuncomfortableorsofarawayastomakehimfeeldetached.
•Makesureyourhandiscool,dry,andsmooth.
•Useamediumlevelofvigor.
•Holdthehandshake
fornolongerthantwotothreeseconds.
We’realmostdonewithcreatingagreatfirstimpression.Thenextstepistoworkonthewordsthatyouusewhenspeakingtopeople.
UsetheRightWords
Thefourthfactorisyour
vocabulary.Wordsarethefacialexpressionsofyourmind:Theycommunicateyourattitude,personality,andperspective.Wrongwordsgivethewrongimpression,soheedtheserecommendations:
•Usesimplewords.Whenyouusewordspeoplehavetolookupinadictionaryorsearch
forinWikipedia,you’vefailed.AstheDanishproverbgoes,“Bigwordsseldomaccompanygooddeeds.”
•Usetheactivevoice.Considertheimpactofthesetwophrases:“Usetherightwords”versus“Therightwordsshouldbeusedbyyou.”Thepassive
voiceiswimpyandinefficient.Enchantersusetheactivevoice.
•Keepitshort.Intenyearsoflisteningtoentrepreneurs’pitches,I’veneverheardonethatwastooshort.Ifpeopleareinterested,they’llaskformoreinformation.If
they’renot,providingmoreinformationwon’tswaythem,sousefewerwordstoexpressyourself.
•Usecommon,unambiguousanalogies.Twocommonanalogiesthatpeopleusearewarandsports.Onwar:Manypeoplehavenotfoughtina
war,andthosewhohavewilltellyouthatwarisconfusion,death,andpainmorethanglory,victory,andleadership.Also,warshaveawinnerandaloser,whereasthegoalofenchantmentismutuallyassuredsatisfaction.Finally,war
analogiesareineffectiveatenchantingwomen.Onsports:Sports
analogies,ontheotherhand,areeffectivebecausemanypeopleofbothgendersplaysports.Nevertheless,sportsarespecifictocountries—tryusingacricketanalogyonAmericans,*“It’s
thirddownandten,soweneedtogodeep”onIndians,or“We’lldekethecompetitionandgotopshelf”onSouthAmericans.Ifindoubt,useanalogiesthatarespecifictothecultureofyouraudienceorsticktocommononesinvolvingkidsandfamilylife.
Peopleoftenoverlookthechoiceofwords,likethechoiceofclothing,whentheypresentthemselves.Thelistoffundamentalsisnowcomplete:smile,dress,handshake,andwords.Wecanmoveontoourattitude.
AcceptOthers
Forpeopletolikeyou,theyhavetoacceptyou.For
peopletoacceptyou,youhavetoacceptthem.Herearefourobservationsthatwillhelpyouacceptothersincaseyouhavedifficultydoingso:
•Peoplearenotbinary.Peoplearenotonesorzeros,smartordumb,worthwhileorworthless.Everyonehas
strengthsandweaknesses,positivesandnegatives,competenciesanddeficiencies.
•Everyoneisbetterthanyouatsomething.Peoplewhodon’tacceptothersoftenthinktheyaresuperiortoeveryone.Butnooneissuperiorto
everyoneineveryway.Youmaybearichinvestmentbanker,butthepersonyoulookdownuponmaybeagreatteacher.
•Peoplearemoresimilarthantheyaredifferent.Atabasiclevel,almosteveryonewantstoraiseafamily,dosomething
meaningful,andenjoylife.Thisistrueacrossraces,cultures,creeds,colors,andcountries.Ifyoulooked,youwoulddiscoverthatyouhavealotincommonwithpeoplewhomyoudon’tlike.
•Peopledeserveabreak.Thestressed
andunorganizedpersonwhodoesn’thavethesameprioritiesasyoumaybedealingwithanautisticchild,abusivespouse,fadingparents,orcancer.Don’tjudgepeopleuntilyou’vewalkedakilometerintheirshoes.Givethemabreakinstead.
Deathisthegreatequalizer—wealldieequalasalumpoftissue,bone,andfluid.Whilewe’reliving,weneedtogetoverourselvesandacceptothersifwewanttoenchantpeople.
GetClose
Arethepeopleyouliketheonesyouseeallthetime?Maybethere’ssomething
elsegoingon.Maybethefactthatyouseethemoftenisthereasonyou’vecometolikethem.Closeproximityand
frequentcontactmeanyouinteractwiththemmore,andyourrelationshipcanmoreeasilyprogressfromacquaintancetofriendbecauseofcasualandspontaneousencounters.Inotherwords,presencemakestheheartgrowfonder.
Unfortunately,largecompanies,virtualorganizations,anddigitalcommunicationworkagainstphysicalproximity.Electronic/virtual/digitalinteractionisgoodformaintainingrelationships,butpressingfleshisbetterforcreatingrelationships.Thisisthemainreasontogetoutofyourchairandjumpintotheanalogworld.CompanieslikeZappos,
theonlineshoecompany,havefiguredoutwaystofightisolation.Forexample,Zapposemployeesworkinanopen,few-wallsenvironmentthattheypersonalizetothehilt.ZapposalsoturnedtheemployeeentrancesandexitsatitsLasVegasbuildingintoemergency-onlyexits,sopeoplebumpintoeachotheratthemainentrance.
TheenchantedandenchantingZapposcrew.
Zapposevendigitizedclosenessforitsfar-flungworkforce.AfterZapposemployeesentertheirnameandpasswordinthe
computersystem,thesoftwarepresentsthemwithapictureofarandomlyselectedcolleague.Employeesthentakeamultiple-choicetesttonametheperson.Aftertheymakeaselection,thesystemdisplaystheperson’sprofileandbio.TheBrafmanbrothers,in
theirbookClick:TheMagicofInstantConnections,sumuptheprinciplethisway:“…thesinglemostimportant
factorindeterminingwhetherornotyouconnectwithanotherpersonisneitherpersonalitynormutualinterests—itissimpleproximity.”*SogetupandEBWA(enchantbywanderingaround).
Don’tImposeYourValues
IwishtheywouldonlytakemeasIam.
—VincentvanGogh
Ahealthorganizationoncetriedtoscareteensfromsmokingmarijuanabytellingthemthatyoungpeoplewhosmokeditwerefivetimesmorelikelytoengageinsex.Thinkaboutthat:Wouldthispitchencourageor
discourageteenagersfromsmokingtheevilweed?Atbest,theansweris,
“Notclear.”Thisexampleillustratesthedangerofprojectingyourvaluesonothers:Doingsocanleadtotheoppositeofwhatyou’retryingtoaccomplish.Attheleast,itmightmakepeopleresentyourheavy-handedness.Instancesofpeople
imposingvaluesonothers
andstillsucceedinginenchantingthemarerare.Maybetheybludgeonedfolksintosubmission,butthat’snotenchantment,andtheycanonlysustainsubmissionthroughbruteforce.Truly,thebestenchanterssavorthedifferencesamongpeople’svaluesanduseaninclusivemodel.Thepositioningof
Facebookisanexampleofnotimposingvalues.Early
on,theservicefocusedontheyouthmarketandastudent-centriccustomerbase.Overtime,Facebookabandonedthisfocusandconcentratedonaninclusivemodelforpeopleofallages.Asaresult,multiplegenerationsoffamiliesarenowontheservice,andFacebookhasmoreusersthanthepopulationsofmostcountries.
PursueandProjectYourPassions
InthevillageofAuvers-sur-Oise,nineteenmiles(thirtykilometers)outsideParis,thereisasmallhousecalledAubergeRavoux.ThisiswhereVincentvanGoghlivedbeforehecommittedsuicidein1890.Hefinishedseventy-fivepaintingsinthelastfewmonthsofhislifein
thevillage.OnJuly21,1985,
Dominique-CharlesJanssenswasinacaraccidentinfrontofAubergeRavoux.Whenhereviewedtheaccidentreport,helearnedofthesignificanceofthelocationandbecameintrigued.Onethingledtoanother,andin1987hepurchasedtheproperty.Overtime,hisfamilyinvested$6.4million(€5million)initsrestoration,andheisthe
presidentofInstitutVanGogh,theorganizationthatoperatesthefacility.Janssensisahistorian,
restaurateur,andVanGoghevangelist.HehasdedicatedhislifetothepreservationofVanGogh’smemoryandtomakeVanGogh’swishcometrue:“SomedayorotherIbelieveIshallfindawayofhavinganexhibitionofmyowninacafé.”JanssenslivesandbreathesVanGogh,and
thatmakeshimaworld-classenchanter.HeisthemostpassionatepersonI’veevermet,andI’vemetthousandsofpassionatepeople.
Janssensenchantinghisguests.
Janssensenchantinghisguests.
Janssensisagreatexampleofhowpursuingandprojectingyourpassionscanmakeyouenchanting.Somepeople,likeJanssens,dedicatethemselvestotheirpassions.Otherssupplementtheirliveswithadditionalpassions:
Name Position Passions
Scott Co-founderof Hockeyand
McNealy SunMicrosystems
golf.HebuiltarinkinhisbackyardinSiliconValley.
BillFord Executivechairmanoftheboard,FordMotorCompany
Taekwondo,hockey,andfolkguitar(“BillyGotBack”ishisbiggesthit).
Norio CEOofSony Opera.Hegot
Ohga ajobatSonybecausehecomplainedaboutthequalityofSony’staperecorders.
GeorgeS.Patton
GeneralofU.S.Army
Sailing.Patton’sboatwascalledtheWhenandIf,referringtowhenandif
PattonreturnedfromWorldWarII.
TimFerris
AuthorofThe4-HourWorkWeek
Breakdancing,ofallthings.
AlbertEinstein
Physicist Violin:“Iknowthatthemostjoyinmylifehascometomefrommy
violin.”
GeenaDavis
Actress Archery.Shecamein24thoutof300womentryingoutforthe2000OlympicsUSAarcheryteam.
GuyKawasaki
Goodquestion
Hockey.
Whatareyourpassions?Doyouhidethemunderabushel?Instead,telltheworldthatyoulovecooking,hockey,NASCAR,orknitting—whateveritis—becausepursuingyourpassionsmakesyoumoreinteresting,andinterestingpeopleareenchanting.
FindSharedPassions
TwosocialscientistsfromEnglandnamedNeilRackhamandJohnCarlislefoundthatthebestnegotiatorsspend40percentoftheirpreparationtimefindingsharedinterestswiththeotherparty.*Doyouinvestthismucheffortwhenyouinteractwithpeople?Thefirststeptofinding
sharedpassionsistopursueandprojectyourownpassions,asIexplainedabove.Thenyoucanacceleratefindingsharedpassionsbytakingthesesteps:
•Assumeeveryonehaspassions.Everyoneispassionateaboutsomething.It’syourjobtofindout
whatitis.Goodstartingpointsarekids,sports,travel,andfood.Ifthepersonhasnopassions,hemightnotbeworthenchanting.
•Assumeyouhavesomethingincommon.Ifyouassumeyoushareinterestswithpeople,youwill
findthem.Ifyouassumeyoudon’t,youwon’tfindanything,becauseyouwillgiveuptooeasily.
•Doyourhomework.Asuccessfulenchanterisadiligentone.Backintheday,peoplehadtomaketripstothelibrarytoread
backissuesofnewspapersandmagazinesandout-of-datedirectoriestolearnaboutpeople.NowyoucansearchforpeopleonGoogle,readtheirwallsonFacebook,accesstheirprofilesonLinkedIn,andreadtheirlatestthoughtsonTwittertofind
sharedinterests.
Findingsharedpassionsisagreattooltodevelopingrelationships.Inmycase,whenstrangerstellmetheyplayhockey,theylowermyresistancetotheirpitchbecausewehavesomethingincommon.Ifnothingelse,Irespectthemformakingtheefforttolearnmypassion.InmanycasesI’veended
upplayinghockeywiththem
andthenlisteningtotheirpitch.Ilearnedabouttheirbusiness,andtheylearnedthatI’mamuchbetterevangelistthanahockeyplayer.Thepointisthatfindingsharedpassionsbreaksdownbarriers.
CreateWin-WinSituations
Likablepeoplecreatewin-winoutcomesinwhicheveryonegainssomething.NeileMcQueenToffel,SteveMcQueen’sfirstwife,toldthisgreatstorytomyfriendJonWinokur,authorofThePortableCurmudgeon.Latein1963,PaulNewman,JamesGarner,SteveMcQueen,andNeilewenttoacarraceinRiverside,California.OnthewaybacktoLos
Angeles,Neilehadtousethebathroom,sosheinsistedthattheystopataservicestation.Unfortunately,thelinefortheladies’roomwaslong,andNeileknewthemenwouldgetangrybecausetheywantedtobeatthetrafficbacktothecity.Soshewentuptothegirls
standinginlineandsaid,“Hey,doyouknowthere’sacarfullofmoviestarsaroundthebend?”
“Who?”theyaskedinunison.“Why,there’sSteve
McQueen,there’sPaulNewman,andthere’sJamesGarner!”saidNeile.Withthat,thegirlslooked
atoneanotherandranlikecrazytothecar.Neiledidn’thavetowaitinalineanymore,andshenevertoldtheactorshowthegirlsfoundthem.Thiswasawin-win-win:
Neilegotintothebathroom,thegirlsmetsomefamousmoviestars,andthemengotbackontheroadinlesstime.Onewaytogetpeopletolikeyouistocreatewin-winoutcomes.
Swear
Taboowordspersistbecausetheycanintensifyemotionalcommunicationtoadegree
thatnontaboowordscannot.
—TimothyJay
Swearingcanarouseattention,buildsolidarity,demonstratestrength,releasetension,andconveyinformality,soitcanincreaseyouracceptancebyallbutveryprudishpeople.Forexample,onJune6,2009,LeoLaporte,founder
ofatechnewssitecalledThisWeekinTechnology,andMichaelArrington,founderofanothertechnewssitecalledTechCrunch,gotintoanargumentonapodcastcalledTheGillmorGang.LeomentionedhowmuchhelikedanewphonecalledthePre,fromPalm,andthisconversationtookplace:
Arrington:Holdon,
holdon.DidyoupayforthePre?Let’sgetthedisclosuresoutofthewayrightaway.
Laporte:Thisisaone-weekreviewunit.Icouldn’tgetoneandunfortunatelyIdon’tthinkI’llbeabletogetone.Iwasgoingtogetonethisafternoon.
Arrington:OK,soyou
gotafreePre.You’reoneofthefewpeoplethatgotaPre.
Laporte:Notatall.Ithinkquiteafewreviewersgotone.Yeah,Scoblehasone.Mike,that’sreallyBS,andI’mreallypissedoffthatyouwouldimplythatinsomewaythatthisquote,freePre,thatIsendbackinsevendays,
wouldinanywaypredisposeme.Screwyou.
Arrington:Whatareyougoingtodoaboutit?
Laporte:Mike,youaresuchatroll.Screwyou.I’mnotkidding,screwyou,youasshole,screwyou.
Arrington:Idon’tthinkhe’sbeingserious.
Laporte:I’mbeingveryserious,Mike,that’sbullshit.
Arrington:Howisitbullshit?
Laporte:I’minfuriated.I’minfuriatedthatyouwouldimplythatbecauseIhaveareview
unit,thatwouldsomehowinfluenceme.Screwyou.I’mthrowingyoualloff.F&#!you,guys.
AsIreadthesituation,ArringtonknewperfectlywellthatcompaniessendnewproductstopeoplelikeLaporte.Infact,ArringtonprobablygetsasmuchstufffromcompaniesasLaporte.Arringtonwastryingto
createacontroversyforthesakeofcreatingacontroversyeventhoughheknewthatLaportehaddonenothingimproper.Laporte’suseofprofanity
showedthathewasjustaregularguywhowasn’tgoingtoputupwithbullshiitake.Overthenextfewdays,hundredsofpeoplewroteintosupportwhathehaddone.Ifyou’regoingtoswear,however,youmustabideby
theserulessothatitdoesn’tworkagainstyou:
•Swearinfrequently.Peoplewhoswearonadailybasiscomeoffascrude,andwhenusedregularly,profanitylosesitseffectiveness.Laporteseldomswearsduringhis
appearances,sotheaudienceknewhewasupsetbyArrington’sassertion.
•Swearonlyincasesofforehead-smackinghypocrisy,arrogance,intentionalinaccuracy,anddishonesty.Inotherwords,you
typicallydon’tswearbutyoucouldn’tcontrolyourselfinaparticularinstance.Arrington’sinsinuations,forexample,werehypocriticalandinaccurateandmeritedaharshlywordedresponseinsteadofapoliteone.(Thisiscalled
dysphemisticswearing,ifyouwanttoimpresssomeonewithyourknowledgeoftheintricaciesofprofanity.)*
•Swearonlywhentheaudiencesupportsyou.Swearingseldomworksiftheaudienceisn’tpositivelyinclined
toyouandyourmessage.Itusuallybackfiresandmakesahostileaudienceevenmorehostile.TheGillmorGangshowwasrunningonLaporte’ssite,andhewasthehostthatday.Mostofthepeoplewhowatchtheshowaretherebecausetheylike
him.Asthequantityofsupportivee-mailsshowed,theaudienceclearlysupportedLaporte.
•Softenyourprofanity.Usewordslikecrapandsuck,whicharestrongenoughtodothetrickbutarelesslikelytooffendanyone.Youcan
alsodowhatIdoandusebullshiitakeasmygo-toswearword—it’stechnicallyaspecialkindofbovinemushroom,notprofanity.Andifsomeoneisarealjerk,youcanalwayscallhimanorificewithoutusingthea-holeword.
Swearingisnotwithoutrisk,butyoucannotbuildrapportwithpeoplewithouttakingrisks,sodropafewswear-bombswhenthesituationgenuinelycallsforit,andseewhathappens.Donot,however,sweartointimidateorhumiliateapersonifyouwanttomakeswearingworkforyou.Thisissimplyunacceptable.Awordtowomen
regardingswearing.Circa
2010,thereisstilladoublestandard,anditislesssociallyacceptableforwomentoswearthanmen.Hence,manywomenfeelcomfortableswearingonlyinthepresenceofotherwomenorwithpeoplewhoaretheirpeers.MyadviceisthatyouheedtherulesthatIprovidedabove,andletitrip,becausethebestwaytodestroyadoublestandardistodefyit.
DefaulttoYes
Thefinalwaytobecomelikableistoadoptayesattitude.Thismeansyourdefaultresponsetopeople’srequestsisyes.Don’tbealarmed:Thisisn’tariskypractice,becausemostrequestsatthebeginningofarelationshiparesmall,simple,andeasy.Ayesbuystime,enables
youtoseemoreoptions,andbuildsrapport.IlearnedthisfromaceschmoozerDarcyRezac,authorofTheFrogandthePrince:SecretsofPositiveNetworking.Hedefinesgoodnetworkingasalwaysthinkingabouthowyoucanhelppeoplewhenyoumeetthem.Bycontrast,anoresponse
stopseverything.There’snoplacetogo,nothingtobuildon,andnofurtheroptionsare
available.Youwillneverknowwhatmayhavecomeoutofarelationshipifyoudon’tletitbegin.Atleast,think“notyet”insteadofno.Tomakeadefaultyes
work,youmustassumepeoplearereasonable,honest,andgrateful.Everyoneisn’talwaysreasonable,honest,andgrateful,butmostpeopleare,andyoucanliveyourlifeinoneoftwoways:thinking
peoplearebaduntilprovengoodorthinkingthey’regooduntilprovenbad.Takemywordforit:More
peoplewilllikeyouifyoubelievepeoplearegooduntilprovenbad.
MyPersonalStory,byFranShea
FranSheaistheformerpresidentofE!EntertainmentTelevisioninLosAngeles,California.Inthispersonalstory,sheexplainshowHowardStern’slikability
enchantedher.
ITBEGANASDESPERATION:IWASTWELVEMONTHSINTOBUILDINGtheprogrammingplanforE!EntertainmentTelevisionbackintheearlynineties.Iwasheadofprogramming.Weneededabigmove.Theidea:TheHoward
SternShow.Theobstacles:
•HisradiopopularitywasclimbingbecausehehadjustlaunchedinLosAngelesonapopularradiostation.Hisstations,onceEastCoastbased,
weremultiplying,becausehisshowwassimulcastinmoreandmorecities,sohedidn’tneedanaffiliationwithanunknownstart-uponhisrésumé.
•Hewasdiscouragedby
arecentattemptattelevision,havingbeendisappointedbytheproducersandexecutivesatalocalvenue.Hewasveryputoffbytelevision.
•Hewastremendously
busy.Hisshowwasfourtofivehoursperday,fivedaysaweekplusproductionandmeetings.Hewasalsoadedicatedfamilyman.
•HewasinNewYork.E!wasinLosAngeles.
•Hewas
waaaaaytooexpensiveforourlittlecablechannel.
•Hisagentisamongthesmartestinourbusiness.
Ameetingwasset.Therewasmagicintheair.Howardwascharming.Iwasenchantedbyaman
whosereputationdoesn’tconjurethatexpectation.Themeetingwasfunnyandlight,andIwassurprisedbecauseIhadboughtintohisshock-jockreputation.Howardwasdisarming,withallthetalentofaseasonedcomedian(whichheis).Howard’spersonamaskshisprofessionalism.Enchantmentcomesin
manydisguises,itseems.
Itturnsoutthatmydesperationfueledagreatpitch.IwascertainIcoulderasehisobjectionsaboutputtinghisradioshowontheair.IhadworkedwithmanycomediansovertheyearsasaproduceratHBO,andIcouldtellhewasaverytalentedperformer.Iwentintosellmode.
Therewasanincrediblyunlikelymeetingofthe
minds.Irememberalotoflaughteraswebegantopositionourselvesforaneventualdeal.Thiswasthesurprise:Thismeetingwassoimportanttome,butIwashavingsomuchfun.Iguessitwasbecauseadealwassounlikelythatthemeetingwassounusual,solight,so“enchanting”!Wegenuinelyliked
eachother,andIbelieveitbecameobviouswecoulddosomething“different”together.Howardisallabout“different.”Overtime,wecraftedadealthatwouldhelpputE!onthemap,andTheHowardSternShowrannightlyformanyyearsonE!
*“ScientistsDeviseGuidetothe
PerfectHandshake,”Physorg.com(blog),July16,2010,www.physorg.com/news198475137.html.
*Idon’tknowenoughaboutcrickettoprovideanexample!
*OriBrafmanandRomBrafman,Click:TheMagicofInstantConnections(NewYork:BroadwayBusiness,2010),61.
*RichardG.ShellandMarioMoussa,TheArtofWoo:UsingStrategicPersuasiontoSellYourIdeas(NewYork:Portfolio,2007),156.
*Dr.StevenPinker,“TheStuffofThought:LanguageasaWindowinto
HumanNature,”September10,2008,www.youtube.com/watch?v=yyNmGHpL11Q.
Chapter3HowtoAchieveTrustworthiness
Everysalehasfivebasicobstacles:noneed,no
money,nohurry,nodesire,notrust.
L
—ZigZiglar
ikabilityishalfthebattleoftheenchantingnew
you.Theotherhalfisachievingtrustworthiness,becausepeoplecanlikesomeonebutnottrusthimenoughforenchantmenttooccur.Thischapterexplainshowyoucandeserveandgainthegenuinetrustof
others.
TrustOthers
IfTonyHsieh,theCEOofZapposandauthorofDeliveringHappiness:APathtoPassion,Profits,andPurpose,hadtoldmethathewasstartingabusinessthatdependedonwomenbuyingshoeswithouttryingthemon,Iwouldhavetoldhimhewas
nuts.Imean,therewasnowaymywifewouldbuyshoesthisway.Iwaswrong,andthere’saconstantflowofZapposboxesintoourhouseaswellasthehousesofthousandsofotherwomen(andmen).Zapposisbuiltontrust—
two-waytrust,actually.WomentrustZappos’smoney-backguaranteewithfreeshippinginbothdirections,andZappostrusts
womennottoabusethisprivilegebyreturningshoestheyhaveused.Peoplewhodon’ttrust
othershaveoftenhadbadexperiencesthatcausethemtoembraceadistrusting,kill-or-be-killedphilosophy.However,ifyouwantpeopletotrustyou,youhavetotrustthem.Considerwhatyouhaveto
lookforwardto:Whenpeopletrusteachother,they
stopplayinggames,theylookbeyondtemporaryproblems,andtheyexposethemselveswithlesshesitation.Goodenchantersarelikable,butgreatenchantersarelikableandtrustworthy.Getthisright:Thefirst
stepistotrustothers—asZappostrusteditscustomersnottoabusetheabilitytoreturnshoeswithfreeshipping.Therestofthis
chapterexplainshowtoincreaseyourowntrustworthinessandhenceyourabilitytoenchant.
BeaMensch
Weshouldgiveaswewouldreceive,cheerfully,quickly,andwithouthesitation;for
thereisnograceinabenefitthatstickstothefingers.—
Seneca
MenschisaGermanwordfor“humanbeing,”butitsYiddishconnotationfarexceedsthisdefinition.Ifyouareamensch,youarehonest,fair,kind,andtransparent,nomatterwhomyou’redealingwithandwhowilleverknowwhatyoudid.MybuddyBrunaMartinuzzi,authorofTheLeaderasaMensch:BecometheKindof
PersonOthersWanttoFollow,compiledalistoftenwaystoachievemenschdom.*Hereismyparaphraseofherinsights:
1.Alwaysactwithhonesty.
2.Treatpeoplewhohavewrongedyouwithcivility.
3.Fulfillyourunkeptpromisesfromthepast.
4.Helpsomeonewhocanbeofabsolutelynousetoyou.
5.Suspendblamewhensomethinggoeswrongandask,“Whatcanwelearn?”
6.Hirepeoplewhoareassmartasorsmarterthanyouandgivethemopportunitiesforgrowth.
7.Don’tinterruptpeople;don’tdismiss
theirconcernsoffhand;don’trushtogiveadvice;don’tchangethesubject.Allowpeopletheirmoment.
8.Donoharminanythingyouundertake.
9.Don’tbetooquicktoshootdownothers’ideas.
10.Shareyourknowledge,expertise,
andbestpracticeswithothers.
I’daddtwomorewaystoachievemenschdom:
•Focusongoodwill.Menschesfocusongoodwill—thatis,positiveactionsthatmaketheworldabetterplace.Peopledistrustthosewhofocuson
improvingtheirownpositionandwhodenigrateothers.
•Givepeoplethebenefitofthedoubt.Youknowthatmytheoryisthatpeoplearegooduntilprovenbad.Ialsobelievethatseveralbadexperiencesarenecessarytoprove
anyonebad.MybackuptheoryisthatgoodpeoplecandobadthingsbecauseofcircumstancesthatIdon’tunderstand.Thisdoesn’tmeantheyarebadpeople.
JonWinokur,theauthorwhotoldmeNeileMcQueenToffel’sstoryaboutthe
service-stationbathroomline,gottoknowherbecausehe’sthecoauthorofJamesGarner’sbiography,JamesGarner:MemoirsofaHollywoodMaverick.(TheMcQueenswerefriendsofGarner.)Coauthorsusuallygeta
flatfeewithnoroyaltyforthiskindofproject.OnedayGarner’smanagercalledWinokurandsaid,“Jimtoldmetotellyouthathewants
thebooktobeafifty-fiftysplitallthewaydowntheline,”andafewweekslaterWinokurreceivedthecontractwithGarner’ssignaturealreadyonit.Winokurisalsoamensch
becauseheacknowledgedandthankedGarnerforthegenerosity.WhenWinokurdidthis,Garnerasked,“Whatgenerosity?”Winokurreplied,“You’ve
justhandedmehalfofavery
valuablepropertywhenyoucouldhavehadmeforafractionofit.”“Really?”Garnerasked,
“Whydidn’tyoutellmebefore?”OfcourseGarnerknewwhathewasdoingallalong,buthewastoogracioustotakecreditforit.Inotherwords,Garnerwassaying,“Don’tmenschionit.”Ifyouwantpeopleto
rememberyouasaperson
whohelpedothersandmadetheworldabetterplace,beamensch.It’sthatsimple.
DiscloseYourInterests
Immediateandcompletedisclosureofyourinterestsisakeycomponentoftrustworthiness.AsImentionedearlier,people
willalwayswonderwhatyourmotivationis,soyoushouldgetthisoutoftheway.Mostpeoplewon’tcare
thatyouareaninterestedorconflictedpartyaslongasyoudisclosetherelationship.Weallneedtomakealiving.Damagetoyourtrustworthinessoccursifpeoplebelievethatyoudon’thaveanyfinancialinterestsandfindoutlaterthatyoudo.
Also,ifyou’retryingtoenchantpeoplebecauseyouloveacause,disclosureisgoodmarketing.Itmeansyoubelieveinthecausesomuchthatyouhavechosentoworkforit.Forexample,IlistthecompaniesthatIhaveinvestedinoradviseonmyblog.IevencallthelistmyAlignmentofInterests,asopposedtoConflictsofInterests,becauseIbelievemyinterestsarealignedwith
theinterestsofbothmyreadersandthesecompanies.
GiveforIntrinsicReasons
AccordingtoRobertB.Cialdini,authorofInfluence:ThePsychologyofPersuasion,retiredprofessorfromArizonaStateUniversity,andall-around
godfatherofinfluence,thegovernmentofEthiopiasentmoneytoMexicoafteranearthquakestruckthecountryin1985.Ethiopiadidthisdespiteitsowncrushingeconomichardships,becauseMexicohadsupportedEthiopiaafteranItalianinvasionfiftyyearsearlier.Ethiopia’sactionisan
exampleofreciprocity,theactofreturningafavor,agift,orassistance.Thereare
threeformsofreciprocity.Thefirstoccurswhenyoudosomethingwiththeexplicit,quidproquoexpectationofreceivingsomethinginreturn.Thisisatransaction,anditcanwork,butitisn’tenchantment.Thesecondformof
reciprocityinvolvesdoingsomethingasaninvestmentinthefutureor“payingitforward.”Thisisn’tatransaction,becausethegive
andthegetarenotexplicitandcloselytimed.Infact,thereciprocationmayneveroccur,butthere’sthepossibilitythatitcould.Thistypeofreciprocationcancreateenchantment.Thethirdformof
reciprocationoccurswhenyoudosomethingforintrinsicreasons,suchashelpingothers.Thisisthepurestformofreciprocity,becauserecipientsoften
cannotrepayyou—forexample,someonelyingonthesideoftheroadtoJericho.Butasmymotherusedtosay,“Akuasabe”(thegodsknow).Thisformofreciprocityincreasesyourtrustworthinessthemostandcausesthemostenchantment.
GainKnowledgeandCompetence
Knowledgemeansyouhaveexpertise,thankstoyoureducationorexperience.Evidenceofknowledgeincludesacademicdegrees,employmenthistory,customerreferences,certifications,awards,andotherformsofrecognition.Competenceisdifferent
fromknowledge,becauseknowingisnotthesameasdoing.Competencemeansthatyouhaveprogressed
beyondknowingwhattodo,todoingwhatyouknow.IstruggledtofindanexampleofknowledgeandcompetenceuntilIrealizedthatIwaslisteningtoonealmosteveryday:TerryGross,executiveproducerandhostofFreshAironNationalPublicRadio.Grosspersonifies
enchantmentwithherlow-key,conversationalyetprobinginterviews.TheSan
FranciscoChronicledescribedherinterviewsas“aremarkableblendofempathy,warmth,genuinecuriosity,andsharpintelligence.”Sheisknowledgeandcompetence.IfyoulistentoNational
PublicRadioontheweekends,there’salsoPeterSagaldemonstratingthesameknowledgeandcompetenceonWaitWait…Don’tTellMe!,thenews
quizshow.Sagalisanaccomplishedplaywright,butwhocaresaboutthat?Heisamazingatcomingupwiththeinstant,pricelessretort.Nooneskewersrich,famous,andpowerfulpeoplefortheirstupidity,arrogance,andcluelessnessbetterthanhe:
WhenTonyHaywardtookthereinsofBPin2007,hepledgedtofixthecompany’ssafety
problems,andprioritynumberonewasavoidingunpleasantcoffeeburns.Prioritynumberfourhundred:notruiningtheworld.SoatBP,many
hallwaysattheirheadquartershaveasignimploringemployeesnottowalkandcarrycoffeeatthesametime.Workplacehot-beverage-related
incidentsarewaydown.Sofollowingthesuccessofthatcoffeesafetyplan,crewsarenowpostingsignsonalltheirdeepwaterwells,saying,“Pleasedonotspillalltheoilintotheocean.”(July17,2010)
Knowledgeisgreat.Competenceisgreat.Butthecombinationofbothencouragespeopletotrust
youandincreasesyourpowersofenchantment.Andinthisworld,thecombinationisabreathoffreshair.
ShowUp
Youcanembodythequalitiesofmenschdom,knowledge,andcompetence,buttheywon’tmatterifyoudon’tshowup—thatis,interact
withpeople.Indigital-speak,showingupmeansansweringyoure-mails,tweets,voicemails,andvideochats,butletmebeginwithawell-knownstoryaboutstarfish.IntheLorenEiseleytale
“TheStarThrower,”atravelerseesamanthrowingstarfishbackintotheseatosavethem.Heaskshimwhyhethinkshecanmakeadifference,sincetherearethousandsofstarfishonthe
beach.Hepicksupanother,throwsitintotheocean,andsays,“Itmakesadifferencetothatone.”EverydayIgetatotalof
twohundrede-mails,tweets,letters,andvoicemails.Idon’tanswerthemall,butIcomecloserthanmostpeople.ForthosetowhomIrespond,“itmakesadifference.”Evenifmyresponseisnomorethan,“Sorry,Ican’thelpyouright
now,”recipientsoftenwritemebacktothankme.Ifyouwantpeopletotrust
you,showupphysicallyandvirtually.It’sahumongousamountofwork,butyoucan’testablishtrustwiththousandsofpeopleinshortspansoftime.Ittakesmanymonthstoestablishahalooftrustworthiness.
BakeaBiggerPie
Therearetwokindsofpeopleandorganizationsintheworld:eatersandbakers.Eaterswantabiggersliceofanexistingpie;bakerswanttomakeabiggerpie.Eatersthinkthatiftheywin,youlose,andifyouwin,theylose.Bakersthinkthateveryonecanwinwithabiggerpie.Twittermadeabiggerpie
becauseanyonecouldprovidenewsandupdates.
SouthwestAirlinesmovedpeoplefromcarsandbusestoairplanes.Googlewrestedadvertisingoutofthehandsofagenciesandgaveittosmallbusinesses.Allthesecompaniesbakedabiggerpieinsteadofeatingmoreofthesamepie.Bakingabiggerpie
increasesyourtrustworthinessandyieldsthesebenefits:
•Peopleworktogether.Evenyourcompetitorswillworkwithyou,becauseeveryonecanbenefit,andthemorepeopleworkingonanidea,thebettertheresultsforeveryone.
•The“stateoftheart”progressesandchanges.Ifthe
piestaysthesame,thenprogresscomestoahalt.Ifthepiegetsbigger,thennewtechnologyandideasreachfruition.
•Customersincreaseinnumberanddiversity.Whenapiegetsbigger,therearemore
usersofproductsandservices.WiththedemocratizationofcomputersandtheInternet,morepeopleusedthem,andmanymorepeoplebenefited.
Asthesayinggoes,“Arisingtidefloatsallboats,”andbakersaremuchmoreenchantingthaneaters.
EnchantPeopleonTheirOwnTerms
TheSusanG.KomenRacefortheCuresupportsorganizationstryingtofindacureforbreastcancer.Thereareseveralcategoriesforraceparticipants.Breastcancersurvivorspaya$35entryfee,andanyoneelsecanrunfor$40.Peoplecanalsowalkfor$35,andkids
canrunfor$20—sofar,sological.Butdidyouknowyoucan
also“SleepinfortheCure”for$35?(AdvicetoSusanG.Komenstaffers:Youshouldchargethemostforthislevelofparticipation.Thiswouldrelievetheguiltofpeoplewhodidnotwanttogetoutofbedplusincreasetheamountofdonationsyoucollect.)Thelessonistostepback
andenchantpeopleontheirownterms.Hardcorepeoplewanttogetupatthecrackofdawnandpunishthemselvesbyrunning.Otherswanttosupportyoubysleepingin.Don’tbepicky,andtakewhateverhelptheygiveyou.Andoptimizeyourpricingforeveryone’sbenefit.
PositionYourself
Agreatmanisonesentence.—ClareBoothe
Luce
Thefinalstepoflikabilityandtrustworthinessistocraftadescriptionofyouoryourorganization.Itshouldexplainwhatyoudoandwhyyouexist.Forguidance,herearethefourqualitiesofagoodpositioningstatement:
•Short.Thefewerwords,thebetter.Tenwordsisthelimit.Thisappliestodescribingyourselfaswellasyourorganization.Thinkofyourpositioningstatementasamantra,notawordymission.
•Clear.Usesimpletermsanyonecan
understand,andanswerthequestion,“Whatdoyoudo?”Also,focusonyourfunction,notyourpompoustitle.Thetwoarenotthesame.
•Different.Manypeopleusewordssuchasdedicated,hardworking,andhonesttodescribe
themselves.Findwordsthatmostpeopledon’tuse,becausenoonedescribeshimselfaslazyordishonest.Betterstill,cutoutadjectivesanduseverbstosimplyexplainwhatyoudo.
•Humble.Apersonal
positioningstatementthatisn’thumblewillreduceyourcredibility,socoolitonthenarcissism.Anotherbenefitofcuttingoutadjectivesisthatdoingsowillfosterhumility.
Eventhesimplestpositioningcandowonders.
Forexample,SteveMartin,coauthorofYes!50ScientificallyProvenWaystoBePersuasive,toldmeaboutarealestateofficethataltereditstelephonereceptionists’scriptandincreasedface-to-facemeetingsby20.1percentandsalesby16percentwithonlyaslightadjustment.Thesimplechange
consistedofaddingphrasessuchas,“Shehastwenty
yearsofexperienceinrentingpropertyinthisarea,”totheusual“LetmeconnectyoutoSandra.”Mentioningtheyearsofexperiencepositionedthebrokerssowellthatitincreasedtheirabilitytoacquireclients.Mypositioningstatement
istwowords:“Empowerpeople.”What’syours?Writeitinthissmallspace:
BeaHero
Aheroisamanwhoisafraidtorunaway.
—Englishproverb
Iendthischapterwithawaytopushthelimitsoflikability,trustworthiness,andenchantment.Theideaistobeahero.Peoplethrowthattermaroundlikenickels
—applyingittoentrepreneurs,athletes,philanthropists,andpoliticiansbecausetheymadelotsofmoney,scoredalast-minutetouchdown,gavemillionsofdollarstocharity,orranforoffice.Peopleshouldthrowheroaroundlikemanholecovers—applyingittomenandwomenwhodogreatthingsatgreatriskanddemonstratecourageandfortitudeunder
extremeconditions.Forexample,anarchitect
namedFrankDeMartiniandthreecolleaguesnamedPabloOrtiz,CarlosDaCosta,andPeteNegronsavedseventypeoplebeforeperishinginthe9/11attackontheWorldTradeCenter.AJapaneseconsulateofficialnamedChiuneSugiharaapprovedmorethantwothousandvisasforJewstryingtoescapetheNazisinLithuaniain1940.
HisactionwasindirectdefianceoftheJapanesegovernmentandcreatedgravepersonaldangerforhimandhiswife.Thesefolksweregenuineheroes.You,too,couldbeahero.
Youdon’tneedanyspecialtrainingorgenetics.Thefirstresponseofmanyheroesistodenytheirspecialnessandclaimthat“anyonewouldhavedonewhatIdidinthesamecircumstances.”
AccordingtoPhilipZimbardoofStanfordUniversityandZenoFrancooftheMedicalCollegeofWisconsin,thepresenceofa“heroicimagination”canturnordinaryfolksintoheroes.Suchanimaginationenablesusto“considerhowwemightengageinbravery”whenthetimecomestoanswerachallenge.HerearethestepsthatZimbardoandFrancosayarenecessaryto
fosteraheroicimagination:*
•Maintainavigilantmind-settodetermineifheroicactionisneededforsituationsyouencounter.
•Learntoendurecontroversyandstandfirmforyourprinciples.
•Imaginewhatmighthappenifyoudoor
don’ttakeaction.•Resisttherationalizationofinaction.
•Donotcondonebadmeansbecausetheymayleadtogoodends.
•Trustthatpeoplewilleventuallyrecognizeyourheroicactionsandtranscendanticipating
negativeconsequences.
Thepointisthatheroes,mensches,andsimplylikableandtrustworthypeopleareenchanting,andifyouwanttoenchantothers,youneedtoaspiretotheseattributes,too.
MyPersonal
Story,byTonyMorgan
TonyMorganisapastor,author,andchurchconsultantbasedinAtlanta,Georgia.Inthispersonalstory,he
explainshowachurchtaughthimabouttrustworthinessandenchantment.
ONEOFTHEMOSTENCHANTINGEXPERIENCESOFMYLIFETOOKplacebackintheearlynineties.FriendsofoursinvitedmywifeandmeonatriptoChicago.ExperiencingChicago
forthefirsttimewasprettyenchanting,butthat’snotwhatimpactedusmostbythatvisit.Whilewewerethere,weattendedaserviceatWillowCreekCommunityChurch.Assomeonewhogrew
upinareligioustraditionthatwas…well…verytraditionalandextremelyboring,Ihadnoideachurchcouldberelevant
tomylife.AtWillowCreek,weengagedinanexperiencethatincludedcurrentmusic(noorgan),videotechnology(nostainedglass),acomfortablechair(nopews),andamessagewithlifeapplication(noyawning).Myexperienceat
WillowCreekopenedmyeyestothepossibilitythatchurchescouldteach
thesamebiblicalmessagebutusedifferentmethodstoreachnewgenerations.Todaythisstyleofministryisfairlycommonplace.UntilthatSaturdaynightalmosttwentyyearsago,Ididn’tthinkitwaspossibleforachurchtotrulyconnectwithpeoplewhowereunchurchedandoutsidethefaith.Bydeemphasizingthe
rulesandritual,IfeltIwasconnectingwithrealpeople.Authenticitynurturedtrust.Trustopenedthedoorforoutsiders,eventhoseoutsideWillowCreek,toembraceWillowCreek.
*BrunaMartinuzzi,“HowtoBeaMenschinBusiness,”OpenForum(blog),April3,2009,www.openforum.com/idea-hub/topics/the-world/article/how-to-
be-a-mensch-in-business-guy-kawasaki.
*PhilipZimbardoandZenoFranco,“TheBanalityofHeroism,”GreaterGood,Fall/Winter2006-2007,http://greatergood.berkeley.edu/article/item/the_banality_of_heroism.
Chapter4HowtoPrepareCreatelikeagod.Command
likeaking.Worklikeaslave.
—ConstantineBrancusi
Nowthatwe’vegotlikabilityand
trustworthinessundercontrol,wecanaddressyourcause(thatis,yourproduct,service,company,oridea).Thischapterexplainsthequalitiesofagreatcauseaswellasthegroundworkandpreparationnecessarytomakeitsuccessful.
DoSomethingGreat
Don’tgetmewrong:SteveJobscanenchanttheshelloffaneggwithoutdisturbingtheyolk,butwithoutaMacintosh,iPod,iPhone,oriPad,Stevewouldn’thaveanythingtosellNeXt.Whenyoucombinehisvision,hisfulfillmentofthisvision(thatis,thegreatAppleproducts),andhisstagepresence,he’sunstoppable.Inaperfectworld,youare
soenchantingthatyourcause
doesn’tmatter,andyourcauseissoenchantingthatyoudon’tmatter.Mygoalistohelpyouachieveboth.First,let’sexamineenchantingcauses.Morethantwentyyearsago,Icameupwithalistofqualitiesofagreatproduct.I’vereviseditafewtimes,andit’sservedmewellforalltheseyears.Hereitis:
•Deep.Adeepcause
hasmanyfeatures.Itmeansyou’veanticipatedwhatyourcustomerswillneedastheymoveupthepowercurve.Forexample,Googleisaone-stopsourceforyouronlineneeds,rangingfromsimplesearchtomanagingyoure-mailandvoicemail
toaggregatingRSSfeedstoanalyzingyourWebsite.Theselectionofitsproductsisincrediblydeep.
•Intelligent.Anintelligentcausesolvespeople’sproblemsinsmartways.Forexample,supposeyouhaveateenagedriverinyourfamily,so
you’reconcernedabouthissafety.Ford’sMyKeyproductenablesyoutolimityourcar’sspeedandtosetamaximumvolumefortheaudiosystem.Italsosoundsanalarmifthedriverisn’twearingaseatbeltwhilethecarisinmotion,
providesearlylow-fuelwarnings,andchimesatforty-five,fifty-five,andsixty-fivemilesperhour.Thisisjustwhatyouneedifyou’rethinkingofbuyingaMustangGT500andyouhavetwoteenagesons.
•Complete.Acompletecause
providesagreatexperiencethatincludesservice,support,andastringofenhancements.Forexample,theLexusexperienceismorethanthesteel,leather,glass,andrubber.After-salessupportisasmuchapartofowningaLexusasthecar
itself.ALexusisadeepcarbecauseofitscapabilities,andit’salsoacompletecarbecauseofalltheancillaryservicessurroundingit.
•Empowering.Anempoweringcauseenablesyoutodooldthingsbetterandtodonewthingsyoucouldn’t
doatall.Itmakesyousmarter,stronger,andmoreskilled.Itincreasesyourconfidenceandyourabilitytocontrolyourlife.ThisfeelingofempowermentistheessenceofwhypeoplelovetheirMacintoshesandoftenconsidertheircomputersan
extensionofthemselves.
•Elegant.Anelegantcausemeanssomeonecaredabouttheuserinterfaceandexperience.Anelegantcauseworkswithpeople.Aninelegantcausefightspeople.Examplesofelegance:Eames
chairbyHermanMiller,AirbladehanddryerfromDyson,AudiA5/S5.
Here’smyEnchantmentHallofFametogetyourcreativityflowing.Jotdownyourexamples,too.
Guy’s Yours
Car 1965Ford
Mustang
Macintosh IIci
Airline Virgin,America
City Istanbul,Turkey
Airline VirginAmerica
Book IfYou
WanttoWrite,byBrendaUeland
Politicalleader
NelsonMandela
Actress QueenLatifah
Engineer SteveWozniak
TVhost MikeRowe
Femaleblogger
JennyLawson,“TheBloggess”
Maleblogger
RobertScoble
Singer CorinneBailey
RaeParenting Adopting
children
ArchitectureAntoniGaudí
Clothes AlohashirtsbyAnneNamba
Inanutshell,acausethatisdeep,intelligent,complete,empowering,andelegantmakestheprocessofenchantingpeoplemucheasier.Ifyoucombinesuchacausewithalikableandtrustworthyperson,you’vegotitmade.
Conducta“Premortem”
Inmedicine,postmortem(“afterdeath”)examinationstrytodeterminethecauseofdeath.Pathologistsconductthemforlegaloreducationalpurposesandtoprovidefamilymemberswithclosurebyhelpingthemunderstandwhyalovedonedied.Postmortemsseldomoccur
afterthedeathofproducts,services,ororganizations,becausethere’snotimeormoneytostudysomething
that’salreadydead,there’snoonearoundtostudywhathappened,andtheemployeeswhoarearoundareangryandindenial.It’sdifficult,therefore,todomuchorlearnanythingafteracauseisdead.Premortems,accordingto
GaryKlein,authorofSourcesofPower:HowPeopleMakeDecisions,areabetterideabecausetheycanhelppreventdeathrather
thanexplainit.Thisishowpremortemswork.Theteamassemblesduringthelaunchphase.Theteamleaderaskseveryonetoassumetheprojectfailedandtocomeupwiththereasonswhythefailureoccurred—forexample,ashortageofparts.Theteamthenfiguresoutwaystopreventthesereasonsfromhappening—forexample,byfindingsecondandthirdsourcesforparts.*
Thegoalofpremortemsistopreventthepotentialproblemsinordertoincreasethelikelihoodofsuccess.Inthisway,premortemscanyieldfivebenefits:
•Identificationofproblemsinadvanceratherthanaftertheyoccur.
•Reductionofthelikelihoodofpremature
embarkation.•Morecreativeandorganizedapproachestothechallengestheteamswillface.
•Heightenedsensitivitytoearlywarningsigns,sincetheteamhasalreadyconsideredthem.
•Participationbymoreteam
membersbecauseofthelesspoliticalenvironment.
Askingteammemberstocritiqueanongoingprojectisineffectivebecausepeopledon’tliketoattacktheworkofothersandfearthatcriticismwilllabelthemaspoorteamplayerswhoaren’t“withtheprogram.”Thesefivebenefitsmakepremortemsgood
investmentsoftimeandeffort.Theycanhelpensuresuccessandmakedreadedpostmortemsunnecessary.
SetYourselfUpforSuccess
Sometimesthebestwaytoenchantpeopleistomakeiteasyforthemtogowithyourflow.Consideranexperiment
thatIconductedattheend-of-seasonbarbecueformyson’shockeyteam.Iplacedtwotrashcansnexttoeachother.Onehadnocover,sopeoplecouldthrowanythingintoit.Theotherhadacoverwithasix-inchdiameterhole—theperfectsizeinwhichtodropcansandbottles.Therewerenooralorwrittenrequeststosegregateandrecyclethetrash.
Trashcanthatchangesbehavior.
Twentyteenageboysandtheirparentsattendedtheparty.Whiletheparentsweregoodfolks,makingtheirkidssegregatetrashwasnota
highpriorityforthem.I’dbeenonroadtripswiththeboys,soIknewfromfirsthandexperiencethatneatnessandcleanlinesswerenotteamvalues,toputitmildly.Backingupforabit,we
hadhadmanypartiesatourhouse,andmysystemhadconsistedofanopentrashcanandablueplasticrecyclingtub.Fewpeoplesegregatedtheirtrashatthese
pastevents,soIwouldhavetogothroughthecanstofindtherecyclables—talkaboutaninconvenienttruth!Theresultsofmy
experimentwiththelidsamazedme:thetrashcanwiththeroundholewasnotonlyfilledwithbottlesandcans,buttherewasn’tanythingotherthanbottlesandcansinit.Thisislogical—itwouldtakeadeviant(orgoalie)torolluppaper
plates,forexample,inordertoshovethemintothehole.Theroundholewastheperfecttriggertogetpeopletodowhattheyshould.Thetrashcanwithoutthe
coverwastheacidtest.Wouldpeoplemaketheefforttosegregatetheirtrashortaketheeasywayout?Iwentthroughthiscantocount,andtherewerefivebeerbottlesinit.Inotherwords,fiveparentswere
eithercallousorclueless(theboyswerenotdrinkingbeer).Also,thesebottleswereatthebottom—perhapsbeforepeerpressurekickedin.MaybeI’mnuts,butthis
illustrateshowyoucanchangebehavior—“enchant”mightbeastretch—ifyoucreatesmoothpathsforpeople.Takentotheextreme,thiscanresultintrickeryandmanipulationwherebypeopledo
somethingcontrarytotheirbestinterests.Butifyourmotivesarepureandyoumakeiteasytodotherightthing,peoplewillnotdisappointyou.
MakeItShort,Simple,andSwallowable
Lifewassimplebefore
WorldWarII.Afterthat,wehadsystems.—Grace
Hopper
AllenKayisthefounderofKoreyKay&Partners,aNewYorkadagency,andamodern-dayversionofacharacterfromthetelevisionshowMadMen.After9/11,hewantedtohelpcombatterrorismand,doingwhatadmendo,hecameupwitha
slogan,“Ifyouseesomething,saysomething.”
HisclientwasNewYork’sMetropolitanTransportationAuthority,sotheslogansoonappearedinsubwaysandonbusesandtrains.Thisposterisagreatexampleofcommunicatingacauseinan“easytoswallow,easytofollow”manner.*Thiskindofmessageenchantspeoplebecausetheycanunderstanditandcommunicateit.(AGooglesearchforKay’sphraseyieldedapproximately
eightmillionmatchesin2010.)Herearewaystomakeyourcauseeasytoswallow,and,therefore,easytofollow:
•Usetricolons.Atricolonisasentencecontainingthreepartsofequallengthsuchas“Eyeit,tryit,buyit”(Chevrolet’ssloganinthe1940s),“Be
sincere,bebrief,beseated”(FranklinDelanoRoosevelt’sadvicetospeakers),and“Location,location,location”(real-estatewisdom).Thecadenceofthreewordsorphrasesispowerfulindeed.
•Usemetaphors.Metaphorsarefigurative
comparisonsthatconveythemeaningofyourcause.Forexample,Johnson&Johnson’sadforBand-Aidswas“Sayhellotoyourchild’snewbodyguard.”Theuseoftheword“bodyguard”conveyedthattheproductwasstrong
andthatyourchildwasvaluable.
•Usesimiles.Similesarecomparisonsoftwothingsthatareintroducedwiththewordlikeorasbutarenotalikeinmostways.Forexample,“Takingdrugsislikeplayingwithfire”or“Hockeyislike
warandballet.”Thesesimilesprovideafamiliarstartingpointtohelppeopleunderstandwhatyouarecommunicating.
•Keepitshort.Canyoubeat“Gotmilk?”or“Justdoit”asslogans?Shortphrasesarememorableand
repeatable.Hereareguidelinesforbrevityforthemost-usedcommunicationtechniques:•E-mail:sixsentences
•Video:sixtyseconds
•PowerPointandKeynote:tenslides
•Businessplans:
twentypages.•Staypositive.Scaretacticsarehardtoswallowandcanbackfire.Forexample,awarningthat“Twenty-fivemillionpeoplearekillingthemselvesbysmoking”couldconvincefolksthatsmokingisOKbecause25million
peopledoit.Paintarealisticpictureoffuturegoodnessinsteadoftryingtoscarepeople.
•Showrespect.Actionsthatinsultpeople’sintelligenceseldomenchant.Televisioncommercialsformiracleweightloss,everlastingbeauty,orinstant
wealthfitintothiscategory.Whenyoudisrespectpeople,yougetresentment,notaction.Instead,makesomethinggreat,communicatethefacts,andletpeopledecideforthemselves.
Whydopeoplecreatemessagesthatarenotshort,
simple,andswallowable?Tworeasons:First,acommitteegotinvolvedandgroup-gropedtheresult.Second,peoplegotoverenthusiasticaboutthewonderfulnessoftheircauseandlosttouchwithreality.Practicerestraintto
controlbothofthesefactors.Lessisnotonlymorebutalsobetterwhenitcomestocraftingyourmessages.
RemovetheFences
Mywife’sfriendrecommendedwestayatacertainhotelinParis,soItriedtobookaroomthere.Thehotel’sWebsiteexplainedthattherewasabookingfeeof€5.6(approximately$7),whichIthoughtwasodd,but,hey,it’saFrenchhotel.Itriedtomakea
reservationandlearnedthatIhadtopaythechargeeventhoughtherewerenoroomsavailable.Inotherwords,Iwascharged$7totrytomakea$3,500hotelreservation.Wewillneverstaytherenow,becauseIwillnotpayfortheprivilegeofmakingahotelreservation.
Partofpreparingyour
causeforlaunchistoeliminatefenceslikethisone.Thisexampleisafinancialfence,butmentalfencesexist,too.Abodyofpsychologyresearchon“cognitivefluency”postulatesthatpeoplepreferthingsthatareeasytothinkabout.Forexample,DrakeBennett,areporterforBoston.com,citedthreeapplicationsofthistheory:*
•Thestocksofcompanieswitheasy-to-pronouncenamesoutperformthosewithhard-to-pronouncenames,accordingtoAdamAlteroftheNewYorkUniversitySternSchoolofBusiness.
•NorbertSchwarzoftheUniversityofMichiganfound
thatpeopleprovidedmorehonestanswersonquestionnairesthatwereprintedinamorelegiblefont.
•Peoplebelievethatrhymingobservationsaremoreaccuratethannonrhymingones—forexample,“Woesunitefoes”versus“Woesunite
enemies.”MatthewMcGloneoftheUniversityofTexascallsthistherhyme-as-reasoneffect.
Let’ssayyouwanttoorderabottleofchampagne.You’veheardof,canremember,andcanpronounceCristal.HowaboutabottleofVeuveClicquotPonsardininstead?
MaybeonefactorthatmakesCristalsopopularisthatit’saneasynametorememberandpronounce—regardlessofhowittastes.Notconvinced?Then
considerthemulti-billion-dollarIndiancompanycalledTata.Thisnameiseasytorememberandpronounce,anditmeans“grandfather”insomeIndiandialects.Formanypeople,theword“grandfather”connoteslove,
warmth,andcaring.(InAmerica,Tataisalsoaslangwordfor“breast,”whichistitillating,too.)Brandswithfluentnames
likeCristal,Tata,UnderArmour,Lego,theBodyShop,Boots,Roots,andFatTirehaveremovedspeedbumpsfromourminds.Youcouldtakethisastepfurtherbychoosinganamethatisfluentanddescriptive—forexample,24HourFitnessand
3DayBlinds.Iwouldberemiss,
however,ifIdidnottellyouthatNorbertSchwarzseesapositiverolefordisfluency.Hebelievesthatpeoplemaythinkthatsomethinglessfamiliarismoreinnovative.Inthiscase,peoplemayconsiderabottleofchampagnethatthey’veneverheardofandcannotpronouncemoreexclusiveanddesirable.
Häagen-Dazssuremadethiswork.TwoPolishimmigrants,ReubenandRoseMattus,startedthecompanyintheBronx.Today,thecompanyisbasedinOakland,California.ThenameisnotfromanyScandinavianlanguage,butitsuresoundslikeaninnovativeandtastybrandfromsomefjordinnorthernEurope.Perhapsthelessonisto
removespeedbumpstotakepeoplestraighttoadoptingwell-knownproductsandservicesfromwell-knowncompanies—forexample,iPhonefromApple.Ifyouwantpeopletonoticedifferencesfromwell-knownproductsandservices,however,youshoulduseanunusualnamelikeHäagen-Dazs,Amazon,orZappos.
ProvideaDefaultOption
Onewaytoremovefencesistoprovideadefaultoption.Youseeadefaultoptioninaction,forexample,whencompaniesenrollemployeesinretirementplans.Becausemostpeoplearelousyatsavingmoney,it’softenagoodthingforemployeestoparticipateinthisformof
enforcedsavings.Tosupportthis,theU.S.
governmenthasinsulatedcompaniesagainstissuesofinvestmentappropriatenessiftheyfollowcertainguidelines.Hence,mostcompaniesusean“opt-out”planwherebypeopleareenrolledunlesstheychoosetoremovethemselves.Yearslater,peoplebenefitfromadecisionthatwasmadeforthem.
Defaults,though,canalsoirritatepeople.Forexample,whenImadeanonlinereservationwithUnitedAirlines,ascreenpoppedup
toaskifIwantedtobuymilestoincreasemypointsintheUnitedloyaltyprogram.Thedefaultwassetto“Yes!Addthisoption,”whichleadspeopledownapaththeyprobablydon’twanttogo.MuchasIlikeUnitedAirlines(IonlynoticeditbecauseIbuysomanyUnitedtrips),thiscreepsintothezoneoffoolinggulliblepeopleandannoyingothers.Makingthe
offerisfine,butUnitedshouldnotsetthedefaultto“Yes.”
EstablishGoals
“Wouldyoutellme,please,whichwayIoughttogofrom
here?”“Thatdependsagooddealon
whereyouwanttogetto,”saidtheCat.
“Idon’tmuchcarewhere—”
saidAlice.“Thenitdoesn’tmatter
whichwayyougo,”saidtheCat.
—dialoguebetweenAliceandtheCheshireCat,
fromAlice’sAdventuresinWonderland,byLewis
Carroll
Iwon’turgeyoutoestablishgoalsfortheusual
management-gurureasonsofmeasurability,communication,andleadership.Myreasonisthatpeoplewhoknowwhattheywantandcanclearlyexplaintheirwishesaremoreenchanting.Etsyisanexampleofthis.Itisanonlinecommunityofmakersandbuyersofhandmadegoodsrangingfromnecklacestobabyclothes.Ithashundredsofthousandsof
makersandevenmorebuyers.Itsgoalsaresimple:“Toenablepeopletomakealivingmakingthingsandtoreconnectmakerswithbuyers.”KnowingwhatEtsyistryingtoaccomplishmakesdoingbusinesseasierforitsmakers,buyers,andpartners.Bycontrast,organizations
thatdon’thavegoalsordon’tcommunicatethemaremoredifficulttoembrace,because
theirtargetaudienceisnotsurewhattheorganizationswant.Alltheymaysucceedindoingiswastingpeople’stime,andwastingtimeisdisenchanting.Thisprinciplemayseem
counterintuitive:HowcanIenchantpeopleifI’msoblatantastostatemygoals?First,thisisthenew,likableYou2.0thathasestablishedlikabilityandtrustworthiness.
Second,statingyourgoalsaddstothetrustfactor,becauseyouarenowtransparent.Youragendaisonthetable,andwhilepeoplemightnotlikeit,atleasttheyknowwhatitis.
CreateaChecklist
Youcanfurthersystematizeyourgoalsbycreatingachecklist.ButbeforeI
explainwhychecklistscanhelpyouenchantpeople,perhapsIcansaveyourlifebyrelayingastoryaboutchecklistsinhospitals.Ifyoueverneedacatheter
line,trytoremembertheworkofDr.PeterPronovost.He’sacritical-caredoctoratJohnsHopkinsHospital,andhedevelopedthissimplechecklistformedicalstafftopreventinfectionsfromcatheterlines:*
•Washhandswithsoap.
•Cleanthepatient’sskinwithchlorhexidineantiseptic.
•Putsteriledrapesovertheentirepatient.
•Wearasterilemask,hat,gown,andgloves.
•Putasteriledressingoverthe
cathetersite.
PronovostaskedthenursesintheJohnsHopkinsintensivecareunittomonitorifdoctorsfollowedthislist.Inamonth,thenursesfoundthatdoctorsskippedatleastonestepwhentreatingmorethan33percentofthepatients.Thenhepersuadedthehospitaladministrationtoallownursestostopdoctorsiftheydidnotadheretothe
listandtoaskdoctorseverydayifthecatheterlinewasstillnecessary.Theresultsweredramatic:
Lineinfectionsdeclinedfrom11percentto0percent.Inafifteen-monthperiod,thestudyshowedthatthischecklistandthenewroleofnursespreventedforty-threeinfectionsandeightdeathsandsaved$2million.†Backtoenchantment:A
checklistisusefulforthree
reasons.First,ithelpspeopletakeaction.Withalist,there’saplan,andaplanfocusespeopleondoing,notdecidingwhattodo.(Remember,however,thatrushingaheadprematurelyisalsodangerous,asImentionedinthepremortemdiscussioninchapter4,“HowtoPrepare.”)Second,theexistenceofa
checklistshowsthatyourespectpeople’stimeand
communicatesthatyouknowhowtogetthingsdone.Inshort,itmeansyou’vegotyouracttogether.Inaworldofincompetenttimewasters,peoplewhohavetheiracttogetherareenchanting.Finally,achecklist
motivatespeoplebecauseitenablesthemtoseetheprogresstheyaremakingandfeelasenseofaccomplishment.Thissenseofaccomplishment
encouragesthemtodoevenmore.Here’sapowertipfrom
SteveMartin,thecoauthorofYes!Acarwashofferingaloyaltycardnearlydoubledcustomerretentionbychangingtheirofferfrom“Buyeightwashes,getonefree”to“Buytenwashes,getonefree—andwe’llstartyouoffbycreditingyoufortwowashes.”Soyoumightwantto
provideachecklistwiththefirstfewstepsalreadycheckedofftoincreaseitseffectiveness.
MyPersonalStory,byMikeStevens
MikeStevensisamarketingconsultantfromFargo,NorthDakota,whohelpsprintersimprovetheirbusiness.Inhispersonalstory,heexplainshowhisdadrescuedhimfromalackofpreparation
whenstartingabusinessandhowtheybuiltanenchantingbusinesstogether.Hislesson:Ifallyourpreparationsfail(oryoudon’tdoany),there’salwaysyourfamily!
AFEWDAYSAFTERIBOUGHTMYLITTLEPRINTSHOPIN1983,IrealizedIdidn’thaveacluewhatIwasdoing.I
hadadegreeinbusiness,butIquicklydiscoveredmydiplomawasprettymuchworthlessinthisnewendeavor.Ontheseconddaywewereopen,abigsnowblizzardhitourcity,Fargo,NorthDakota,andbasicallyshuteverythingdown.Ididn’thaveanyextra
cashandneededtobeopenbecauseIneededthedailysalestomake
myfirstpayrollinafewdays.Somehow,Imanagedtogettowork,thinkingIcouldcompleteafewoftheunfinishedjobsinprogresssoIcouldinvoicethemforcash,butIquicklyrealizedIdidn’tknowhowtooperateasinglepieceofequipment.Thejoyand
excitementofowninga
newbusinesswasfadingfast.Itfelthopeless.IdidtheonlythingIcouldthinkof:Icalledmydad,whowasaretiredautoworkerlivinginFlorida.Isaid,“Dad,I’mlost.Idon’tknowwhattodoorwhichwaytoturn.”Withoutevenpausing,hesaidnottoworry,he’dbehereinforty-eighthours.Mydadgotinhiscaranddrovefifteenhundred
miles—almostnonstop—untilhegottoFargo.Whenhearrived,the
firstthinghedidwasgivemeahugandputhisarmaroundmyshoulder.(He’dneverdonethatbefore.)I’llneverforgethimlookingmeintheeyesandsaying,“It’sgonnabeOK,Mike.We’llgetthroughthistogether,oneproblematatime.”
Thenextmorning,whenIgottoworkatfivea.m.,mydadwasalreadythere.He’dorganizedandcleanedthingsupandhadbreakfastwaitingforme.Ifeltmyanxietiesbegintomeltaway.Soon,thingsdidgetbetter.Everyonelovedmydad—especiallycustomers.Hebecamemyfront-counterperson,my
productionmanager,mydeliverydriver,andmyinspiration.SometimesitseemedlikehedidalltheworkandIgotallthecredit.Buthewanteditthatway.Hebecamemysecretweapon…andheendedupstayingfortwenty-threeyears.Duringthosetwenty-
threeyears,weworkedtogether,welaughedtogether,andwelearned
theprintingbusinesstogether.Intheend,mylittlebusinessbecameabigsuccessandwonmanyprintingindustryawards.ButIneverforgotthatmysuccesswasbuiltontheshouldersofalovingdadwhodidn’twanttoseehissonfail.Hewasalwaysthereforme,nomatterwhathappened.Igotmydegreefromthe
university,butitwasmyautoworkerdadwhotaughtmehowtorunabusiness.Hefinallydidretireat
ageseventy-seven.Hediedunexpectedlysixteendayslater,atourfamily’slittlelakehomethathewasvisitingonhiswaybacktoFlorida.Inmanyways,I’mnot
surprised.Heprobablyplanneditthatway.After
all,hisjobwasfinallycomplete.
*GaryKlein,“PerformingaProjectPremortem,”HarvardBusinessReview,September1,2007,http://hbr.org/product/performing-a-project-premortem/an/F0709A-PDF-ENG.
*KevinDutton,“ThePowertoPersuade,”ScientificAmericanMind,March–April2010,26.
*DrakeBennett,“Easy=True,”BostonGlobe,January31,2010,www.boston.com/bostonglobe/ideas/articles/2010/01/31/easy_true.
*JaneE.Brody,“ABasicHospitalTo-DoListSavesLives,”Health(blog),NewYorkTimes,January22,2008,www.nytimes.com/2008/01/22/health/22brod.html?_r=1.
†AtulGawande,“TheChecklist,”NewYorker,December10,2007,www.newyorker.com/reporting/2007/12/10/071210fa_fact_gawande.
Chapter5HowtoLaunchThereisnoabstractart.You
mustalwaysstartwithsomething.Afterwardyoucan
removealltracesofreality.
—PabloPicasso
Hallelujah!You’vecreatedakick-buttcause,andthe
nextstepisanepic,Helenic(asin“athousandships”)launch—nottheusualboring,limp,andanticlimacticspiel.Thischapterexplainshowtotellagreatstoryandimmerseyouraudienceinyourcausetogetitofftoafaststart.
TellaStory
Peopledon’twantmoreinformation.Theyareupto
theireyeballsininformation.They
wantfaith—faithinyou,your
goals,yoursuccess,inthestoryyoutell.
—AnnetteSimmons,authorofWhoeverTellsthe
BestStoryWins
I’vewatchedproductlaunchesrangingfromfullyscripted,multimediaproductionsbyfamousCEOsto“twoguysinagarage”usinganoldlaptop.Mostofthesepresentationsfollowthesamepatheticscript:
•Thankyouforcoming.
•Weareintroducingapatent-pending,curve-jumping,
revolutionarynewproducttoday.
•Thisnewproductcansliceanddiceatamuchlowerprice.Letmerattleoffalistofvaguefeaturesusingincomprehensibleacronyms.
•We’llintroduceitsoon,andwehaven’tsetthefinalpriceyet.
Zeroenchantment.Perhapsantienchantment,becausepeopleleavelessintriguedthanwhentheyknewonlyrumors.Enchantinglaunchesaremorethanpressreleases,datadumps,one-sidedassertions,andboringsalespitches.Theycaptivatepeople’sinterestandimaginationbytellingacompellingstory.Herearefourstorylines
fromLoisKelly,authorof
BeyondBuzz,tohelpyoucraftastorythatdoesyourcausejustice:*
•Greataspirations.Ourheroeswanttomaketheworldabetterplaceandknowtheremustbeabetterway.Workingnightsandweekends,theycreateabettergizmothatpeople
lovemorethantheirwildestdreams.Example:SteveWozniakmakingitpossibleformorepeopletousecomputers.
•DavidversusGoliath.Goliathhasaheadstart,incredibleresources,andacastofthousands.ButyoungDavid
whipsouthissecretweaponanddefeatsGoliathdespiteconventionalwisdomthatthere’snowaythathe,theunderdog,cansucceed.Example:SouthwestAirlinestakingonthebigairlines.
•Profilesincourage.Injustice,pain,andsuffering
aremakingourheroes’livesmiserable.Despitethesewoes,theypersevereandaccomplishgreatthings.Whenyoulearnwhattheyhavedone,yourreactionis,“There’snowayIcouldhavedonethat.”Example:OskarandEmilie
Schindler,thecouplewhoprotectedJewsduringWorldWarII.
•Personalstories.“Epic”isnotalwaysnecessary.“Illustrative”isenough—forexample,personalstorieslike“MyfatherownedaCadillac,andhe
droveit150,000mileswithoutmajorproblems”aremoreeffectivethan“ThisCaddywilllastyoualongtime.”Or,“IgavemyteenagesonanAndroidphone,andhetoldmehelikeditbetterthanhisiPhone”versus“Androidphonesaregood.”
Itisfaiththatmovesmountains,notfacts.Factsdonotgivebirthtofaith.Faithneedsastorytosustainit—ameaningfulstorythatinspiresbeliefinyouandrenewshopethat
yourideasdoindeedofferwhat
youpromise.Genuineinfluence
goesdeeperthangettingpeopletodowhatyouwant
themtodo.Itmeanspeoplepickupwhereyouleftoffbecausethey
believe.
—AnnetteSimmons
ImmersePeople
InSanDiego,California,anorganizationcalledStrategicOperationsprovideswhatitcallsa“hyper-realistic”simulationofbattlefieldconditionstotrainmilitarypersonnel.ThecompanyispartofStuSegallProductions,aTVandmoviestudio.Itusesactorsandspecialeffectstocreateanimmersiveexperiencethatswampsyourknowledgethatyou’reinSanDiego,theguns
arefiringblanks,theflyingshrapneliscork,andinjuriesareonlymakeup.Iparticipatedinan
exerciseatthecompany;myrolewasaU.S.diplomatvisitingavillagecalledHelmandiinAfghanistan’sPansarValley.Duringatourofthevillage,theenemyattackeduswithanRPG,carbomb,andgunfire.Myescortsrushedmeoutofharm’sway.Ifyouthink
SteveJobscanmakepeoplesuspenddisbeliefandthinkaboutwhathe’ssaying,youhaven’thadanRPGfiredatyouandrunpastascreamingsoldierwhoseleghasbeenblownoff.
EnriqueAlvarez,oneofthehyper-realisticactorsatStrategicOperations.
Thelevelbeyondtellingstoriesisimmersingpeopleinyourcause.Whenyou
captivatepeopleinthisway,theylosetrackoftime,suspendtheircynicismandskepticism,andmayalsobreakintoasweat.Here’showtoenablepeopletosuspenddisbeliefwithouttheHollywoodspecialeffects:
•Enablevicariousexperiences.Avicariousexperienceenablespeopletoimagine
usingyourcauseviaaudio,video,orvirtualrealitytechnology.Peoplelosethemselvesintheexperience.Forexample,whenyouwatchtheguyatBlendtechshredaniPad,phone,orcamera,don’tyouimagineyourselfputtingthegadgetintheblenderand
flippingtheswitch?•Getasclosetotherealsituationaspossible.ThelessonofStrategicOperationsisattentiontodetail.Thecompanyre-createsvillagessothattheylook,feel,andsmellliketherealthing.Actorsareincostumeandspeakingthelocal
language.Therearelambshangingintheshopwindows.Amputeessimulatesoldierswhoselegshavebeenblownoff.Whenyoupitchyourcause,makethesettingasrealisticaspossible.
•Makeagreatdemo.Greatenchantersgive
greatdemos.Thekeytoagreatdemoistoshowhowaproductworksandhowitenablespeopletodocoolthings.UsingPowerPointtolistfeaturesandbenefitsistheantithesisofagreatdemo.Youwantpeopletoimaginedoingwhatyou’re
doinginthedemo,notwonderingwhatyourmarketingdumpmeans.
•Anchorandtwist.“Anchorandtwist”istheconceptofChipHeath,aprofessorattheStanfordGraduateSchoolofBusiness,andDanHeath,aseniorfellowatDukeUniversity.
TheyarealsocoauthorsofSwitch:HowtoChangeThingsWhenChangeIsHard.Anchoringandtwistinginvolvesexplainingyourcauseintermsofsomethingfamiliar(anchoring)butthengivingitadifferentmeaning
(twist).*Thisisafavoritetechniqueofmovieproducersandbookauthors:“It’slikeDirtyHarrybutsetintheyear2100,”or“It’sHowtoWinFriendsandInfluencePeoplebroughtuptodate.”
•Differentiatefrompastexperiences.Immersingpeople
requiressomethingnovel,quirky,andstylish.Thisdoesn’tmeanyouhavetochangetheircorebeliefs;ideally,you’dreinforcecorebeliefsbutmovepeopletonewmanifestationsofthosebeliefs.Forexample,“You’vealwayswanteda
fastcarthatdoesn’truintheenvironment.Withourelectricsportscar,youcanhaveboth.”
Whenyoutrytoimmersepeople,askyourself,“Whatwouldmakemelosemyselfinthemoment?”Ifyoudon’thaveconnectionsatanorganizationlikeStrategicOperations,thinkofan
immersiveexperienceasagoodamusementparkride:Youdon’tthinkaboutanythingexcepttheridewhileyou’reonit.That’sthetest—ahardone,butachievablenonetheless.
PromoteTrial
Storytellingandimmersionareeffectivewaystogetpeopletoconsiderembracing
yourcause.Thenextstepishands-ontrial—sopeoplecanseeforthemselves.Toenablehands-ontrial,besuretobuildthesecharacteristicsintothelaunchofyourcause:
•Easy.Easymeanspeoplecantryyourcausewithoutmuchtraining,guidance,expertise,ortime.Youwanttoappealtotheirwillingness
totrysomethingonawhim.
•Immediate.Whenpeoplearehottotryyourcause,letthemproceedimmediately.Thismeansnotrequiringpeopletofilloutlongformsorwaitforpasswordsandapprovalstogetstarted.
•Inexpensive.Ideally,theonlycostforpeopletryingyourcauseistheirtime.Fewpeoplewillpayfortheprivilegeofbecomingacustomerevenifit’sahighlyrecommendedhotelinParis.
•Concrete.Attheendofatrial,
peopleshouldobserveconcretechangesinthewaytheyworkorlivetheirlives.Theyneedtoseeresultsandeffectstobecomebelievers.
•Reversible.Ifpeopletryyourcauseanddon’tlikeit,theyshouldbeabletoreversetheirdecision.
ThinkofthisasyourZappos’stwo-way,no-questions-asked,free-shippingreturnpolicy.
Amazonisanexcellentexampleofhowtopromotetrial.Itdoesthisinthreewayswiththebooksitsells:First,its“LookInside!”featureenablesreaderstopeerintobooksbeforethey
buythem.Thismitigatesthefrustratinginabilitytobrowsethroughphysicalbooks.Second,readerscandownloadsamplepagesofe-bookspriortopurchase.Third,peoplewhoboughtKindlee-bookscanreturnthem,noquestionsasked,withintwenty-fourhoursofpurchase.
PrimethePump
AdrianC.North,DavidJ.Hargreaves,andJenniferMcKendrickoftheUniversityofLeicesterdevisedastudytoinvestigatethepowerof“primingthepump.”Thestudy,conductedinamarketintheEastMidlandsareaoftheUnitedKingdom,involveddisplayingFrenchwineandGermanwinewhilethemarketplayedFrenchorGermanmusicnearthe
shelf.*Themarketsoldforty
bottlesofFrenchwineandeightbottlesofGermanwinetoFrenchmusic.WithGermanbackgroundmusic,itsoldtwenty-twobottlesofGermanwineandtwelvebottlesofFrenchwine.Aquestionnaireaskedtheshoppersiftheywereawareofoutsideinfluencesastheyshopped.Whenaskedviaanopen-endedquestion,only
onementionedthemusicasaninfluence.Whenthequestionnaireaskedspecificallywhetherthemusicwasaninfluence,onlysixofforty-foursubjectssaiditwas.Theresearchersinterpreted
theseresultstomeanthatmusiccan“primerelatedknowledgeandtheselectionofcertaincausesiftheyfitwiththatknowledge.”Somaybetherightmusic(or
otherenvironmentalfactors)canhelpyouenchantpeople!Andifyouownashop,youprobablywanttoavoidplaying“ShopAround”and“WalkOnBy”wherecustomerscanhearthem.
PlantManySeeds
Traditionalmarketingconcentrateson“influentials”whompeople
recognizeasexperts.Theseinfluentialsarejournalists,A-listbloggers,analysts,industrygurus,andconsultants.Thetheoryisthatifyourcausepleasesthem,theywillinfluencethegreatunwashedmassestoadoptit.Thisistheoldtrickle-
down,top-downtheorythatstartedwhenMoseswentupthemountaintoseeGod.Post-Internet,peoplehave
cometodependontheopinionsoftheirfriendsandcasualacquaintancesasmuchastheydoonexperts,andthischangehasturnedmarketingupsidedown.(Ifyou’dliketolearnmoreaboutthisapproachtomarketing,readtheFastCompanyarticle“IstheTippingPointToast?”*aboutDuncanWatts.He’sthemanbehindthisthinking.)Now,whenthemasses
adoptacause,theinfluentialshavetopayattentiontoitorrisklookingclueless.Therefore,yourenchantmenteffortsneednotrelyoninfluentialsblessingyourcause.Here’showtothriveinthisnewworld:
•Embracethenobodies.Lonelyboy15andLATrixieareaslikelytomakeyour
causeasuccessasA-listbloggersortraditionaljournalists.Anyonewhounderstandsandembracesyourcauseandwantstospreadthewordisworthyofyourattention.
•Giveuptheillusionofcontrol.Omniscienceandomnipotenceare
illusions.Youcan’tknowwhocanandwillhelpyou.Norcanyoucontrolpeopleyoudon’tknow.Sure,createthemarketing,branding,andpositioningthatyouhopewillworkbest,butthenletitripandflowwiththego.
•Plantmanyseeds.
Thinkofthisas“artificialdissemination.”Itinvolvesplantingfieldsofflowers,notflowerboxes.Thisisastrategyofbignumbers:Themoreseeds,themorenobodiesyou’llreach,andthemorelikelytheyturnintosomebodiesfor
yourcause.
Thereisanimportantdifferencebetweeninfluentialsandnobodies.Influentialsaresobusyactinginfluentialthattheyoftenaren’tpowerusersofproducts.Theytryaproductforashorttime(orletaninternuseit),pronouncejudgment,andthenmoveontothenextshinynewthing.Nobodiesaren’tsimilarly
distracted.Theyhavetouseproductsintheirjobs,sotheyunderstandwhat’sneededandwhat’sgood(orbad).Nobodies,forexample,decidedMacintoshwasgoodfordesktoppublishing.Theyalsodecideditwasn’tgoodforspreadsheets,databases,andwordprocessing.Qualityismoreimportant
thanever,becauseyourproductmustpassmorethanthecursoryexaminationof
aninfluential.Still,thegoodnewsisthatit’seasiertoreachnobodies,andanyofthemcanbecomeanoracle,sorememberthatnobodiesarethenewsomebodies!
AskPeopleWhatThey’reGoingtoDo
InNudge:ImprovingDecisionsAboutHealth,
Wealth,andHappiness,RichardThalerandCassSunsteinexplainthatwhenyoutrytomeasurepeople’sintent,youalsoaffecttheiraction.Thisiscalledthe“meremeasurementeffect.”*Theimplicationofthis
phenomenonisthatyoushouldaskpeopleoutrightiftheyintendtosupportyou.That’sright:Askthem.Thenyoucanreapthreebenefits:
•You’llknowwhereyoustand.Thiscanhelpyoureviseyourproductandmarketingearlyinthelaunchphase.
•Theactofaskingcanmakepeoplereachthetippingpointandcommittoyou.Asanoldbossofmineoncesaid,“Youdon’tgetifyoudon’t
ask.”•Ifpeopledocommittoyou,thenthey’llwanttoliveuptotheirword.(Moreonthisinchapter7:“HowtoMakeYourEnchantmentEndure.”)
Asimplefollow-upcanactivatepeoplewhoaresittingonthefence,sodon’t
beafraidtoask.There’sanoldsalessloganthatisstilltrue:ABC(alwaysbeclosing).
ReducetheNumberofChoices
SheenaS.Iyengar,ofColumbiaUniversity,andMarkR.Lepper,ofStanfordUniversity,showedthat
peoplearemorelikelytomakeapurchasewhentherearefewerchoices.*Theresearchersconducted
thestudyatanupscalemarketcalledDraeger’sinMenloPark,California.(Ifyouclosedyoureyesandthrewbaseballsinthismarket,you’dclobberventurecapitalistsandinvestmentbankers,andtheworldwouldbeabetterplace.)Ontwoconsecutive
Saturdays,theyarrangedforshopperstoencounteratabledisplayingeithersixortwenty-fourkindsofjam.Withsixjams,40percent
ofpassersbystoppedatthetable.Withtwenty-four,60percentstopped.Thisindicatesthatgreaterselectionmayincreaseinitialinterest.Asmeasuredbytheredemptionofcoupons,however,30percentofpassersbyatthesix-jam
displayand3percentofthepassersbyatthetwenty-four-jamdisplaymadeapurchase.Movingfromastudyto
therealworld,apopularsupermarketchaininSpaincalledMercadonaoffersonlytwooptionsformanyproducts:itsownhousebrand(Hacendado,“Landowner”)andthemostpopularindependentbrand.TheresultsofDraeger’sstudysupportthispractice.
Morechoicescanalsoleadtodissatisfactionbecausepeoplemaylookbackandwonderifanotheroftheoptionswouldhavebeenbetter.Withmoreoptionsavailable,therearemorechoicestoregret.Whenitcomestoanalysis,perhapsmorechoicesleadstoparalysis,sofewerchoicesmighthelpyouenchantpeople.
IncreasetheNumberofChoices
Ontheotherhand,considerMiyo,ayogurtshoptwoblocksfromDraeger’s.Herecustomerscanfilllargebowlswithanycombinationoffifteenflavorsofyogurt(evenguava)andthenaddsixty-ninedifferentkindsoftoppings(chocolate-coveredalmonds,bananas,
strawberries,lychee,andevenmochi).Thesizeofthebowland
theselectionoftoppingsencourageyoutocreateaconcoctionyou’dneverorderfromaserver.Thecostofthecupofgoodnessvariesaccordingtohowmuchitweighs,somoreisbetterforMiyo.
PickingouttoppingsatMiyo.
Sowhat’stheverdict:fewerchoicesormorechoices?Maybeadecisionismoresignificantwithjambecauseyou’recommittedto
thebottleforawhile,andgreaterselectionmakesthedecisionharder.Thestakesarelowerwithabowlofyogurt,somorechoicesaren’tahindrance.Ifyoucan,trybothtechniques,andletmeknowwhichworksbetterforyou.
IllustratetheSalientPoint
Salientpointstakefactsandusethemtocommunicatetheimpactofadecision.Forexample,alabelonacheeseburgerthatsays,“You’llgainhalfapoundbyeatingthis”communicatesmoresalientinformationthan“Totalcalories:1,500.”Moreexamples:
•Cars:milespergallonversuscostoffuelperyear
•Heating:thermostatsettingsindegreesversusheatingexpensepermonth
•iPod:gigabytesofstoragecapacityversusnumberofsongsandmoviesthedevicecanhold
•Charities:monetaryamountversushowlongyourdonationcan
feedachild
Ineachcase,thefirstpieceofinformationisonlydata.Itrequiresadditionalinformationtoprovidemeaning.Thesecondpieceofinformationexplainsanimportantfactoratonce.Putyourselfinotherpeople’sshoesandask,“Doesthisinformationhelpmemakeadecision?”Thesalientpointofsalientpointsisthatthey
enablefolkstomakegood,fastdecisions,soprovidethiskindofinformationtothepeopleyou’retryingtoenchant.
PresenttheBig,ThentheSmallChoice
Myeight-year-olddaughterenchantsmeallthetime.Oneofherfavoritegambitsisto
askmetotakehertoalocaltoystorecalledCheekyMonkey.Thestore’sownerhasmerchandiseditfor“helicopter”parents(sonamedbecausetheyhoveraroundtheirkids)whodon’tspareanyexpensefortheirpreciouslittlejewels.GettingoutofCheekyMonkey,therefore,withlessthana$20purchase(acoupleofWebkinzes)isMission:Impossible.
WhenIsaynotoaCheekyMonkeyrun,mydaughtercomesbackwith,“Thencanwegotothecandystoreandgetatreat?”Iseldomsaynotoher.(Honestly,Idon’tanticipatesayingnotoheruntilsheismarried—andmaybenoteventhen.AndforsureI’llneverdenyherifshegivesmegrandchildren.)Withhindsight,Ishould
nothaveusedRobertCialdini’sbookasasourceof
bedtimestories,becauseshe’smasteredwhathecallsthecontrastprinciple.ItmeansthatafterabigrequestforCheekyMonkeytoys,herrequestforcandyseemsreasonablebycontrast,soIcannotrefuseher.Asthetelevisionads
alwayssay,“Butwait,there’smore”tothecontrastprinciple.Ifyoucangetpeopletoagreetosmallfavorsnow,theyaremore
likelytograntyoubigfavorsinthefuture.In1966JonathanL.FreedmanandScottC.Fraserconductedastudyinwhichtheyaskedtheirsubjectsiftheycouldentertheirhomestocatalogthehouseholdproductstheyused.Only28percentagreed.Whentheyaskedsubjects
toanswerafewsurveyquestionsandthencalledbackthreedayslatertorequestenteringtheirhomes,
53percentagreed.Bygettingtheir“footinthedoor”withthesmallrequesttoanswersurveyquestions,theresearchersdoubledtheirsuccessrate.*Someoneshoulddoastudy
thatcombinesbothtechniques:bigchoice,thensmallchoicetogetinthedoor,thenbigchoiceafterhavinggotteninthedoor.Thatis,first,theresearcherswouldaskthesubjectsfora
bigfavor,suchasenteringthesubjects’homes.Second,whenmostpeopledeclined,theresearcherswouldaskforasmallfavor,“Thenhowaboutjustansweringafewsurveyquestions?”Finally,afterthreedaysandhavinggottentheirfootinthedoor,theresearcherswouldagainaskthosewhoparticipatedinthesurveywhethertheresearcherscouldenterthesubjects’homes.
Ijusthopemydaughterneverlearnsthenuanceofgettingherfootinthedoor.
GetYourFirstFollower
In2010DerekSivers,thefounderofCDBaby,showedavideoataTED(Technology,Entertainment,Design)conference.Itstarted
withonepersondancinginafield.Thenasecondpersonjoinedin—validatingtheleader.Soonathirdjoined,andthecrowd“tipped”intoafull-scaledancefestival.
Thefirstfollowerjumpsinand
Thefirstfollowerjumpsinandlegitimizesthemovement.
Siversbelievesthefirstfollowerisimportant,becausehebringscredibilitytotheleader.Then,thesubsequentfollowersemulatethefirstfollower—notonlytheleader.Inhiswords,“thefirstfolloweriswhattransformsthelonenutintoaleader.”Thetechniqueswediscussedinthischapteraregearedtowardattractingfirst
followers,sonowyouarewellequippedtogobeyondthe“lonenut”stage.
MyPersonalStory,byMattMaurer
MattMaurerisanentrepreneurandformerventurecapitalistintheSanFranciscoBayArea.Inhispersonalstory,heexplainshowVibramlauncheditsunusualrunningshoe.
ICONSIDERMYSELFANEXTREMELYSKEPTICALCONSUMER,HAVINGfullysurrenderedtoa
productonlyonceinthelastdecade—toapairofshoes,ofallthings.IthappenedwhileI
waschuggingalongthroughthepark,nearlyfinishedwithamorningrun,whenanotherrunnerpassedbyintheoppositedirection.Heworethestrangestshoes—ifyoucouldcallthemshoes—whichlookedlikeacrossbetweenatoesockanda
flip-flop.Theydidn’tevencoverthetopsofhisfeet,andIcouldseeeachtoeoutlinedinitsownlittlepocket.Ithoughtbacktoa
recentconversationwithafriendabouthowwebothpreferredbarefootbeachrunningtoshoe-cladroadrunning,andsomethingjustclickedinmymind.Iactuallypulledaone-eightyand
ranthisguydown—tappinghimontheshoulderandgivinghimastart.Apologizing,Iasked
abouthisshoes,andhelaunchedexcitedlyintoanexplanationofsomethingcalledthebarefootmovementandtheoriesabouthowtraditionalrunningshoescansometimesoversupportaperson’s
naturalmovements,alteringthestrideandincreasinginjurypotential.Atfirst,Ijustthoughtthisguyhadboughtintosomemarketinggimmick,hook,line,andsinker;butaswetalked,herevealedsoundlogicbehindhistheoriesandtotallychallengedwhatIthoughtIknew.Iwassointriguedthat
Isearchedeverywhereforapairtotryon.Noluck—apparentlythecompanywasshippingtheminslowstrategicwaves,whichmademeresolvethatifIfoundthemanywhere,Iwouldinstantlyponyup.Sureenough,twodozencallslater,Ifoundasinglepairatarunner’sshop…inOhio.Idon’tknowwhat
captivatedmemore,counterintuitiveclaimsagainsttraditionalshoesortheperceivedscarcityoftheproduct,butIknowwhatsealedit—theyactuallyworked.Notonlydidthesethingsemulatebarefootrunninganywhere,butmycome-and-go-againshinsplintsfinallywentforthelasttime.Infact,speakingnow
asafullconvert,IcansaythattheonlyfeatureoftheVibramFiveFingersthattendstohindermyrunningisthetendencyforotherrunnerstostopmeandask,“Whatonearthareyouwearing?”ornow,themorecommon,“Dothosethingsactuallywork?”
*GuyKawasaki,“TheNineBestStoryLinesforMarketing,”HowtoChangetheWorld(blog),July5,2007,http://blog.guykawasaki.com/2007/07/what-people-tal.html#axzz10gqAZ7Rg.
*DanHeathandChipHeath,“SellingYourInnovation:AnchorandTwist,”FastCompany,July1,2008,www.fastcompany.com/magazine/127/made-to-stick-anchor-and-twist.html.
*TomStafford,“Music,Wine,andWill,”MindHacks(blog),February6,2006,http://mindhacks.com/2006/02/06/music-wine-and-will.
*CliveThompson,“IstheTippingPointToast?”FastCompany,January28,2008,www.fastcompany.com/magazine/122/is-the-tipping-point-toast.html.
*RichardH.ThalerandCassR.Sunstein,Nudge:ImprovingDecisionsAboutHealth,Wealth,andHappiness,(NewYork:PenguinBooks,2009),71.
*SheenaS.IyengarandMarkR.Lepper,“WhenChoiceIsDemotivating:CanOneDesireTooMuchofaGoodThing?”blogofSheenaS.IyengaronColumbiaUniversityWebsite,
www.columbia.edu/~ss957/whenchoice.html.
*JonathanL.FreedmanandScottC.Fraser,“ComplianceWithoutPressure:TheFoot-in-the-DoorTechnique,”JournalofPersonalityandSocialPsychology4,195–202,1966.
Chapter6HowtoOvercomeResistance
Toflywehavetohaveresistance.
—MayaLin
First,thegoodnews:You’velaunchedyour
cause,andyou’reinthegame.Youevenhavesomefirstfollowers.Next,thebadnews:Younowrealizeenchantmentisaprocess,notanevent,and“instantsuccess”isanoxymoron.Youwillencounterreluctance,butpeopleoftenresistanythingworthdoing.Thischapterexplainshowtoovercomeresistanceandget
morepeopleonboard.
WhyPeopleAreReluctant
In1984,NintendoofAmericawasnotapowerhousegamemanufacturer.ItwenttotheConsumerElectronicsShowinLasVegaswithaproductcalledFamilyComputer,or
Famicon.Bytheendof1984,FamiconwasthebestsellinggameconsoleinJapan,buteffortstomarkettheNintendoEntertainmentSystem(NES),asNintendocalleditinAmerica,failed.*Atthetime,Americans
thoughtthevideogamebusinesswasover.OnereasonwasthatthelousyAtari2600gameshadturnedoffAmericanconsumers.Itwasinthesecircumstances
thatNintendointroducedtheRoboticOperatingBuddy,orR.O.B.,fortheNES.Itwasagray,one-foot-tallrobotwithalightgunthatspunonitsaxis,andonlytwogames,GyromiteandStack-Up,werecompatiblewithit.NintendousedR.O.B.,
however,asmorethanaperipheralextension.ThecompanyusedR.O.B.topositiontheNESasatoy,notavideogame.Nintendoeven
createdatelevisionadcampaignthatde-emphasizedtheuseofaTVmonitortofurtherreduceanyvideogameassociation.Kidsfellrightinline.
TheyaskedtheirparentsfortheNintendorobot,nottheNintendovideogame.Theymighthavethrowninwordslikescienceandeducational,too.Therestishistory:Nintendoovercamethereluctanceofretailersand
parentsandsoldamillionNESunitsinthefirstyearand3millioninthesecondyear,makingtheproductahugesuccess.Enchantmentrequires
understandingwhypeoplearereluctanttosupportyourcause.InNintendo’scase,Americanshadwrittenoffthevideogamesegment.Therearefivecommonsourcesofresistancethatyoumightencounterinsimilar
circumstances:
•Inertia.Guy’slawofenchantment:Peopleatrestwillremainatrest,andpeopleinmotionwillremainmovinginthesamedirectionunlessanoutsideenchanteractsuponthem.Existingrelationships,
satisfactionwiththestatusquo,laziness,andbusynesshinderchange.
•Hesitationtoreduceoptions.Peoplelike,oratleastthinktheylike,theabilitytomakefreechoicesandtheavailabilityofabreadthofchoices(except,
perhaps,whenitcomestojam).Thusmakingadecisionresultsinthereductionofoptions,andtheprospectofthisoutcomecanscarepeople.
•Fearofmakingamistake.Peoplemaythinkthataslongastheyhaven’tmadea
choice,theyhaven’tmadeamistake.Oncetheymakeachoice,they’reeitherrightorwrong.Thisfearoffindingoutcanmakepeoplereluctanttomakeachoice—althoughnotmakingachoiceisitselfachoice.
•Lackofrole
models.Iftherearenorolemodels,peopledon’thavebehaviortocopy,sotheyhesitatetogiveyourcauseatry.Thisiswhyearlyadoptersaresoimportant,asDerekSiversillustratedwithhisvideoofpeopledancinginafield.
•Yourcausesucks!
There’snootherwaytoputthis:Youoryourcausemaysuck.Thenpeoplearerighttobereluctant.Godforbidthatthisistrue,butit’softenthecase.
Noneofthesefactorsisinsurmountableunlessyourcausetrulyandpermanentlysucks.Resistancetochange
isthenorm,nottheexception.“Instantsuccesses”areseldominstant,andifyoutalktothepeoplebehindthesesuccesses,you’llfindoutthattheycameaftermonthsoffear,uncertainty,andconfusion,alongwithaflagrantlackofadoption.
ProvideSocialProof
Socialproofistheconceptthatifotherpeoplearedoingsomething,thenitmustbeOK,right,cool,andmaybeevenoptimal.Therefore,ifyoucanshowpeoplethatothersareembracingyourcause,youmayconvincethemtoembraceit,too.Herearethreegreatexamplesofthepowerofsocialproof:Example1:OneofRobert
Cialdini’sgraduatestudentsconductedanexperimentat
thePetrifiedForestNationalParkinArizona.Thestudentplacedtwodifferentsignsonatrailandobservedhowthesignschangedtherateofpilferage.*Onesignread,“Manypast
visitorshaveremovedthepetrifiedwoodfromthepark,changingthenaturalstateofthePetrifiedForest”andshowedseveralpeoplepickinguppetrifiedwood.Theothersignread“Please
don’tremovethepetrifiedwoodfromthepark,inordertopreservethenaturalstateofthePetrifiedForest”andshowedonlyonepersonpickinguppetrifiedwood.Whentherewasnosign,
visitorstook2.92percentofthemarkedpetrifiedwoodthatexperimentershadplantedonthetrail.Whenthesigndepictedmultiplevisitorspickingupwood,visitorstook7.92percentof
themarkedwood—inotherwords,morepilferageoccurredwiththesign.Whenthesignshowed
onlyonepersonpickingupwood,visitorstookonly1.67percentofthemarkedwood.TheimplicationisthatpeoplemayinferthatdoingsomethingwrongisOKifothersaredoingit,too.Showingthemthatfewpeoplearedoingsomethingwrong,however,hasthe
desiredeffect.Example2:Familiespay
womentomournatfuneralsinculturesallovertheworld.Ipostedamessageonmyblogaskingforverificationofthis,andmyreaderstoldmethishappensinPakistan,Israel,Russia,India,Spain,Lebanon,China,Romania,Malaysia,Serbia,andVietnam.InVietnam,thereareeventwotiersofpricing:Withandwithouttears!
Thesewomenprovidesocialproofthatthedeceasedwaslovedandwillbemissed.There’sevenafablebyAesopaboutthepractice:
Therewasarichmanwhohadtwodaughters,butoneofhisdaughtersdied.Hehiredsomewomentodothemourning,andtheyletlooseawholechorusofweeping.Theother
daughterremarkedtohermother,“Wearesurelywretchedwomenifwecannotcomeupwithalamentforourownloss,whilethesewomen,whoarenotevenmembersofthefamily,beattheirbreastsandgrievesodeeply.”Themotherreplied,“Don’tbesurprised,mychild:theydoitforthe
money!”
Example3:ColleenSzot,acopywriterintheinfomercialbusiness,causedsalestoincreasewhenshechangedthestandardscriptfrom“Operatorsarewaiting,pleasecallnow”to“Ifoperatorsarebusy,pleasecallagain.”Whenpeopleheardthenewpitch,theyconcludedthattheproductwassellingsowellthat
operatorscouldn’tkeepupwithincomingcalls.*AfterIlearnedabout
socialproof,Ialteredoneofmye-mailresponsetemplates.Wheneverpeoplewrotetome,IusedtoaskthemtovisitmyWebsite,Alltop.com.ThenIpulledaSzotandaddedthislinetomyresponse:“Ifthesiteisslowordown,pleasekeeptrying,becausewe’regettingslammedbytraffic.”Atthe
time,wewere,infact,havingscalabilityissues,butit’suncommonwisdomtoportraythisasafeatureratherthanabug.IwishIcouldtellyouthat
thissignificantlyincreasedtraffic.ThetruthisthatIdon’tknowifithadanyeffect,becausewewerechangingmanyvariablesatthesametime.Thisisthedifferencebetweenawell-designedscientific
experimentandtherealworldofdoinganythingyoucantoimproveresults.
CreatethePerceptionofUbiquity
Socialproofimpliesthatwhenmanypeoplearedoingsomething,itmustbeOKortherightthingtodo.The
“availabilityheuristic”istherelatedconceptthatthemoreeasilyyoucanthinkofanexample,themoreitishappening.Forexample,foreachpairofwaysofdying,picktheonethatismorecommon:
•Murderorsuicide?•Sharkattackorbeesting?
•Airplanecrashorfallinginbathtubs?
•Suicide,beesting,andfallinginbathtubsorunintendedaccelerationbyaToyota?
Theanswerforeachpairisthefactoryou’veprobablyheardlessabout—specifically,suicides,beestings,andfallinginbathtubscausefarmoredeathsthan,respectively,murder,sharks,
andairplanecrashes.UnintendedToyotaaccelerationmighthavecausedfortydeathsintenyears,butthat’snotwhatyou’dthinkbasedonthenewscoverageofToyota’swoesin2009–2010.Formostpeople,it’s
difficulttothinkofanexampleofdeathsbysuicide,beesting,andfallinginabathtub,becausethemediaseldomcoversuchevents,
andalongtimewillpassbeforethere’samovieaboutabeestingkillingBradPittwhileAngelinaJolieholdshiminherarms.Inamorepositivelight,
thewhite-cordedheadphonesmadeiteasytospotpeopleusingiPods.Amongthetechcrowd,itwasalsoeasytothinkofpeoplewhoownedone.HenceiPodsappearedtobeubiquitous,andthisimpressionmadethemso.Is
thereanythingmorelovelythananupwardspiral?Thebottomlineisthat
familiaritybreedscommitment,notcontempt.
CreatethePerceptionofScarcity
Attimestheprinciplesofsocialproofandubiquity
aren’tfeasiblebecauseofyourpricepoint(cars)oravailability(art),butyoustillwantpeopletodesirewhatyouprovide.Inthatcase,it’sgoodtoknowthatpeopleassignmorevaluetosomethingtheythinkisscarce.Herearethreeexamples:Example1:WhenGoogle
introduceditse-mailservice,calledGmail,accountswerebyinvitationonly.Doyou
thinkthatGooglehadlimitedbandwidthorserverspaceorthattherewererealreasonstolimittheinvitations?Idon’t.ThedesireforGmailinvitesgotsohystericalthatpeoplesoldthemoneBay.Example2:Theillusion
ofscarcityisfundamentaltotheventurecapitalworldofSiliconValley.Heretheonlythingworsethaninvestinginabaddealisnotgettinginonagooddeal.CraigJohnson,
oneofthegodfathersofSiliconValleycorporatefinancelaw,advisedhisyoungentrepreneurclientstotellpotentialinvestors,“Thetrainisleavingthestation,andthere’snotmuchroomleft,”togetthemtoinvest.
Example3:MybuddiesinEnglandrunachatWebsite
calledXAT,wherethousandsofpeoplecommunicateinchatsessionseverymonth.Thesitesells“powers”thatenablecustomization;forexample,apowercalledDiamondaddsadiamond-shapedbackgroundtotheregularsmiley.WhenXAToffersapower,
itscustomersbuyseveralthousandinamatterofseconds.XATwithdrawsthepowerwhenitstopsselling,
andthenthepricegoesupintheaftermarket.Diamondinitiallysoldfor$1;afewmonthslater,itsoldfor$10intheaftermarket.Theillusion(orreality,for
thatmatter)ofscarcityisabarriertofulfillment.Nevertheless,therearepeoplewholiketoovercomebarriers,soscarcityincreasesthebuzzanddesirabilityofyourcause—forexample,MattMaurer’squestfora
VibramFiveFingersshoeattheendofchapter5,“HowtoLaunch.”Also,ifquantitiesarelimited,thenyoucanusethiscurrencyasawaytobuildbondswithyourcustomers:“I’mdoingsomethingspecialforyoubyprovidingthis.”
Riseinpriceofvirtualpowersovertime.
Onemoregoodqualityofscarcity:Itencouragespeopletocreateasecondarymarket,suchasthelistingsofGmailinvitationsoneBay.
TheselistingscontributedtotheperceivedattractivenessofGmailaccountswhenpeoplelearnedfolkswerebuyingthemoneBay.Note:Thepastthree
sectionsprovidedrecommendationsthatappearinconsistentifnotdownrightconflicting:socialproofandubiquityorscarcity—what’sitgoingtobe?Thelevelofuncertainty
anddoubtdetermineswhich
worksbest.Forexample,whenpeopleareuncertainordoubtfulofyourcause,usesocialproofandubiquitymethodstomakethemfeelcomfortable.Whenthere’slittleuncertaintyordoubt,thenusethescarcitymethodtomovethemtoaction.Orevenbetter,youcould
useboth:showingthatsomethingcertainandacceptedisalsoscarce.
ShowPeopleYourMagic
Waterford,thecrystalmakerinDublin,Ireland,releasedmorethanonethousandcraftsmenwhenitautomateditsmanufacturingin1987.Fouryearslater,DenisRyanconvincedthreeoftheselaid-offemployeestomovetoNovaScotiatopreservetheircraft.Theyopenedafactory
andshowroomin1996andcalledthecompanyNovaScotianCrystal.ThefactoryandashowroomareneartheoceanontheHalifaxshore.Duringwarmweather,the
companyopensupagaragedoortothestreetsopeoplecanpeerintothefactoryandwatchthecraftsmenatwork.Showroomeducatorsuseapublicaddresssystemtoexplainwhat’sgoingon.AccordingtoRod
McCulloch,theCEOofthebusiness,enablingpeopletowatchthemanufacturingprocess“getsthemintotheshowroomtobuyeighty-dollarglasses.”
TouristswatchthemagicatNovaScotianCrystal.
Whenpeopleseehowyourmagicworks—manufacturing,brewing,cooking,designing—theydevelopaninterestinwhatyoudo,andtheyaremorelikelytobuyyourproducts,supportyouridea,orjoinyourcause.Factorytoursandbehind-the-sceneslooksareallpowerfulenchantment
tools.Thinkaboutthis:Doyou
knowanyonewhowentonawinerytourwhodidn’tconcludethatthewinery’sproductsweregood?
FindOneExample
InNovember2005,asparrowflewintotheFrisianExpoCentreinLeeuwarden,TheNetherlands,afewdays
beforetheopeningofDominoDay2005.Thenaughtysparrowknockeddownafewdominosthatendeduptippingover23,000pieces.Fortunately,approximatelyfourmilliondominosescapedbeingtippedoverbecauseofprotectivegapsinthestructure.Theconferenceproduction
companyhiredafirmnamedDukeFaunabeheertocapture
thesparrow,butthefirmdidnotsucceed,soanemployeeshotthebird.Whennewsgotout,ananimal-rightsorganizationcalledDierenbeschermingsuedFaunabeheerandtheproductioncompanyoftheevent.Thepublicprosecutorfinedtheshooter€200($257)forkillingaprotectedspecies.Thennewsorganizations
andbloggersjumpedintothe
fray.AradiodiscjockeynamedRuuddeWildoffereda€3,000($3,900)rewardfortopplingallthedominos.EventuallythereweredeaththreatsagainstFaunabeheer,thebroadcastingcompanycoveringtheevent,andtheproductioncompany.TheNatuurhistorischMuseuminRotterdamevenexhibitedthedeadbirdforsevenmonths.Millionsofpeoplehave
diedinplaceslikeRwanda
andDarfur,andonehastowonder:Whydopeoplegotoextremelengthstosaveanindividual(andmaybeabird)andyetappearindifferenttogenocidesandmassmurders?PaulSlovicoftheUniversityofOregonstudiedthisphenomenon.Hisconclusionisthatthestatisticsofthesemasstragedies“failtoconveythetruemeaningofsuchatrocities.Thenumbersfailtosparkemotionor
feelingandthusfailtomotivateaction.”*Largenumberscanoverwhelmpeople:“Ican’tmakeadifference—it’stoobigaproblem.”Thismeansthatlesscanbe
morewhenenchantingpeople.Slovicrecommendsseveralelementstomovepeopletoactionratherthantuningout:
•Useimages.
Imagesaremorepowerfulthanwords.Apictureofafewpeopleorevenasinglepersoncanproducepowerfulandwidespreademotions.Forexample,approximately58,193U.S.soldiersandupto6millionSoutheast
AsiansdiedintheVietnamWar,butthisphotoofLieutenantColonelNguyenNgocLoanexecutingoneVietcongsoldiercametorepresentthebrutalityoftheconflict.
It’ssurprisingthatEddieAdams,thepersonwhotookthephoto,didnotintenditasacommentaryontheVietnamWar.Yearslaterhe
describedwhathappened:“Ithoughtabsolutelynothingofit.IwentbacktotheAPoffice,andIdroppeditoff.Isaid,‘IthinkIgotsomeguyshootingsomebody,’andIwenttolunch.”RememberEddie’sstatementwhenyoureadchapter12,“HowtoResist
Enchantment,”whereIdiscussnotfallingfortheexampleofone.•Illustratethenumbers.In1994,supportersofguncontrolarrangedfortythousandpairsofshoesaroundtheReflectingPoolinWashington,D.C.Theshoes
representedthenumberofgunshotvictimsintheUnitedStateseveryyear.Atthetime,Congresswasconsideringgun-controllegislation,andthepileofshoesprovidedapoignantandpowerfulwaytoillustratetheimpactofgunsin
America.*•Tellstories.Personalnarrativesfromindividuals,suchasTheDiaryofAnneFrankandElieWiesel’sNight,communicatedthetrueimpactandmeaningofthe6millionJewskilledduringtheHolocaust.Personal
storiesarepowerfulwaystomakeimportanteventsrealandemotionaltopeople.
Applytheseelementstoyoureffortstoenchantpeopleforyourcause,too.Whenyouhaveagreatexample,oneisnottheloneliestnumber—itmightbethemosteffective.
FindaWaytoAgree
Diplomacyistheartoflettingsomeonehaveyour
way.
—DanieleVarè
Onceyoufindawaytoagree,youaremorelikable,andwhenyou’remorelikable,you’remorelikelytoovercomeresistance.After
establishingatoehold,beachhead,orcommonground,youcanbuildfromthere,asthesestoriesillustrate:Story1:Franceand
Germanydisagreedonpolicies,suchasfarmingsubsidiesandtraderegulations,buttheydidagreeonthenecessityofunitingEurope.Despitetheirdifferences,theyhelpedtoformtheEuropeanUnion.*
Story2:Diplomatsfromtwocountriesnegotiatedforaweekwithlittleprogressuntilonestatedhewouldhavetoreturnhomeintwodaystoattendtheoperawithhiswife.Aconnectionformedbecausethediplomatsdiscoveredtheybothhatedoperaandwantedtokeeptheirwiveshappy.Thetoneofthenegotiationcompletelychangedafterthisdiscovery.†
Story3:Afatherandhisdaughterdidn’tgetalong.Hehadnoideahowtorelatetoher.Onedayshesawhimpackingthewheelbearingsofhis1968FordMustang.Theygotintoaconversationaboutwhathewasdoing,andsherealizedthatworkingontheMustangwasawaytobuildabridgetoherfather.Fromthenon,theystartedtoclick.*Thepointofthesethree
storiesisthatifyoulookhardenough,youwilloftenfindsomethingtoagreeon—evenifit’sagreeingtodisagree.There’susuallysomething—food,clothing,afootballteam,globalwarming,thelatestclownwhowantstobepresidentoftheUnitedStates,ordislikingopera—togetyoustarted.Sure,you’dlikean
immediateandresounding
agreementandafullspeedaheadforyourcause,butthisisn’thowtheworldworks.Herearemethodstofindawaytoagree:
•Getpersonal.StudyherWebsite,Flickrfeed,Twitterfeed,andblog.Youmightfindsomethingyoubothlove—hockey,Audis,VanGogh,
orlabradoodles.Perhapsyoubothhavekids,soyoucanshareparentingstories.
•Getprofessional.Useabusiness-networkingsitelikeLinkedIntofindoutmoreabouttheperson’sprofessionalbackgroundandpeopleyouboth
know.MaybeyouwerebothsalesrepsforProcter&Gamble.Shameonyouifyoucannotfindsomethingjob-relatedincommonwiththeperson.
•Harmonizeobjections.Agoodenchanterbelievesobjectionsareawayofsaying,“Notyet”or“Tellme
more”asopposedto“No.”Forexample,ifsomeoneobjectsthatyourcauseistooexpensive,harmonizethisconcernbyexplainingthatyouhavealongerwarranty,longerservicelife,andhigherresalevalue.
•Ask“Whatif…?”
Whenyou’remakingnoprogresswithaperson,ask,“Whatifweweretochangethis?”Askingahypotheticalquestiontoseeifhe’dagreeifyoumadechangesisagreatwaytoovercomeresistance.Forexample,“Would
youbuyaniPhoneifitcamefromVerizonandnotAT&T?”(Isurehopethisexamplebecomesdatedsoon.)
•Movethewindow.TheOvertonwindowisapoliticaltheorythatholdsthatthereisa“window,”orrangeofpolicies,that
peoplewillaccept.Therangeis:unthinkable-radical-acceptable-sensible-popular.Thetheoryisthatyoucanproposesomethinglessacceptabletomoveyourideaintotheacceptablewindow.Forexample,guncontroladvocatescouldproposean
“unthinkable”banonallgunstogetCongresstoaccepta“radical”banonautomaticweapons.
Thepointofthesemethodsistofindawaytoagreeonsomething—almostanything—thatwillgiveyouawaytoliveanotherdayandkeepenchanting.
FindaBrightSpot
In1990,JerrySterninwenttoVietnamonbehalfofSavetheChildrentofightmalnutrition.Hedidn’tspeakVietnamese,andhedidn’thaveabudgettoaddresstheissuesthatmostoutsidersthoughtcausedmalnutrition:poorsanitation,poverty,andignorance.AccordingtoChipandDanHeath,authorsof
Switch,thefirstactionSternintookwastorecruitlocalmotherstoweighthechildreninthevillages.*Hediscoveredkidswho
werehealthyandsetouttofindoutwhytheyweretheexceptions.Afterheeliminatedfamiliesthatwererichorinfluential,helearnedthatthemothersofhealthykidswereaddingshrimp,crabs,andsweet-potatogreenstotheirbowlsofplain
rice.Becauseofthisinsight,he
startedaprogramwhereinmothersofhealthykidstaughtthemothersofmalnourishedkidstocookwiththeseingredients.TheprogramworkedbecauseSternindidn’trelyonAmericanwisdomorAmerican“shockandawe.”Localpeopleusedlocalwisdomtohelptheirneighbors.Aftersixmonths,
65percentofthechildrenwerebetternourishedintheVietnamesevillageSterninstudied.Sternin’sexperience
providesanimportantlessonforovercomingresistance.Insteadofthinkingyouhavetheanswerandtryingtoimplementit,youshouldshutup,backoff,andfindbrightspotsthatarealreadyworking.Thegoalistocatalyzechange,notgetyour
ownway.Sternin’sexperiencealso
validatesmyownexperienceatApple.In1984,wethoughtwehaditallfiguredout:Macintoshwasaspreadsheet,database,andword-processingmachine.Wrong—itturnedoutthatthebrightspotthatsavedMacintoshwasdesktoppublishing.CustomersshowedApplethismarket—itwasn’tourCupertino-centricwisdomor
insights.Itwastheirlocalwisdom.
AssignaLabel
Toputacomplexargumentinafewwords:insteadof
thedeviantmotivesleadingto
thedeviantbehavior,itistheotherwayaround:
thedeviantbehaviorintime
producesthedeviant
motivation.
—HowardS.Becker
Theconceptbehindlabelingisthatpeoplewillfulfilltheprophecyofthelabelsappliedtothem.Forexample,in1975,RichardL.
Miller,PhilipBrickman,andDianaBolendividedstudentsintothreegroups,andthestudents’teachersprovidedthreedifferentkindsoffeedback:
•Attribution:Youknowthematerialwell.Youworkreallyhard.You’retryinghard.Keepatit.
•Persuasion:You
shoulddowell.Youshouldbedoingbetter.
•Reinforcement:I(theteacher)amproudofyourwork.I’mpleasedwithyourprogress.You’redoingexcellent.
Thepersuasiongroupshowedtheworstresults—thepersuasiongroupwasthe
leastpersuaded!Thereinforcementgroupwassecond.Theattributiongroup—thatis,thekidswhowerelabeledasknowledgeableandhardworking—didthebest.Molsontriedtomakeone
labelsticktoanotherinaseriesoftelevisioncommercialscalled“IamCanadian”thatfeaturedayoungCanadianmandressedinaplaidshirtandjeansextollingwhat’sgreatabout
livinginCanada—youknow:hockey,beavers,andtuques.Theadwouldclosewith“MynameisJoe,andIamCanadian.”Applyingalabelthat
complementsyourcausecanencouragepeopletoembraceyourenchantment.Forexample,ifyou’vebeenlabeledaCanadian(oryou’velabeledyourselfaCanadian),thentheMolsonadwouldmakeyouthinkthat
youshoulddrinkMolsonbeer.
UseaDataSettoChangeaMind-Set
Whenitcomestopresentations,HansRoslingisthesocialactivist,academic,SwedishversionofSteveJobs.RoslingistheprofessorofInternational
HealthatKarolinskaInstitutetanddirectoroftheGapminderFoundation.TheGapminder
FoundationproducestheTrendalyzer,asoftwareapplicationandWebsitethattransformstatisticsintodramaticandinteractivegraphs.Trendalyzerillustratesthepowerofusingdatatochangepeople’sminds.(DoyourselfafavorandwatchhisTED
presentations—justsearchonlinefor“HansRosling.”)Here’sanapplicationof
hiswork:PeopleinWesterncountriesbelievethatcitizensoftheWesternworldlivelonglivesinsmallfamilies,andcitizensofdevelopingcountriesliveshortlivesinbigfamilies.In1800womeninmostcountrieshadmanychildren,asthisgraph,whichplotsthenumberofchildrenper
womanonthehorizontalaxisandlifeexpectancyontheverticalaxis,shows.Notethatwomenin1800intheUnitedStateshadmorechildrenthanthoseinChinaandIndia.
Rosling’ssoftwaretracksthechangesthatoccurredfrom1800to2009.Asyoucansee,mostnationsexhibitthecommontrendoffewer
childrenperwomenandlongerlives,andyetmostpeopleclingtooldbeliefsthatwomanindevelopingcountrieshavemanymorechildrenandmuchshorterlives.Here’sanotherexampleof
usingdata.In2003,theDallasMuseumofArtcelebrateditshundredthanniversarybystayingopenforahundredstraighthours.Themuseum’smanagement
wassurprisedtolearnthatvisitspeakedfromonea.m.tothreea.m.Thisdatapersuadedthestafftorethinkmuseumhours,anditinstituted“LateNightsattheDallasMuseumofArt,”wherebythemuseumstaysopenuntilmidnightoneFridaypermonth.TheworkofRoslingand
theexperienceoftheDallasMuseumofArtshowthatdatasetsareapowerfulway
tochangepeople’smindsets,sousethemwhenthefactssupportyourargument.
IncuraDebt
ThisstoryfromTheAutobiographyofBenjaminFranklinillustratesthecounterintuitiveconceptthataskingpeopleforhelpbringsthemclosertoyou.AnewmemberoftheGeneralAssemblyopposedFranklin’sappointmenttotheprestigiousandlucrativeclerkposition.Franklin
explainshowhewonthispersonover:
Ididnot,however,aimatgaininghisfavorbypayinganyservilerespecttohim,but,aftersometime,tookthisothermethod.Havingheardthathehadinhislibraryacertainveryscarceandcuriousbook,Iwroteanotetohim,expressingmydesireof
perusingthatbook,andrequestinghewoulddomethefavoroflendingittomeforafewdays.Hesentit
immediately,andIreturn’ditinaboutaweekwithanothernote,expressingstronglymysenseofthefavor.WhenwenextmetintheHouse,hespoketome(whichhehadneverdonebefore),andwith
greatcivility;andheeveraftermanifestedareadinesstoservemeonalloccasions,sothatwebecamegreatfriends,andourfriendshipcontinuedtohisdeath.*
AccordingtoFranklin,thisillustratedanoldmaxim:“Hethathasoncedoneyouakindnesswillbemorereadytodoyouanother,thanhewhomyouyourselfhave
obliged.”Therearetworeasonsforthis:First,onceapersonhas
helpedyou,he’smorelikelytohelpyouagainbecauserefusingwouldmeanhemadeamistakeinthefirstplace.Assumingtherewerenobadconsequencesthefirsttime,notcontinuingtohelpistoadmitbadjudgment.Second,theprior
interactionmayhaveledtoabetterrelationship.
Therefore,doingsomethingforyouagainhasbecomenatural.You,ofcourse,shouldreciprocate,andanupward-spiraling,mutuallyenchantingbondcanensue.Sothethinkingthatpeople
resentthosewhoaskforfavorsmaybewrong.WhoarewetoarguewithBenjaminFranklin,anyway?
EnchantAllthe
Influencers
WhentheCoastGuardAcademyacceptedafriendofminenamedRobHalsey,itsentacaptaininfullmilitarydresstohishighschooltoofferhimtheappointment.Theacademyunderstoodthatastudent’speersandteachersinfluencehisdecision.Manywould-beenchanters
definetheirtargetstoonarrowly—thatis,onlythepersonwhowilladopttheircause.Thisoftenbackfiresbecausepeopledon’tmakedecisionsbythemselves.Thinkaboutthefolkswhomayaffectyourdecisions:
•Parents•Grandparents•Neighbors•Pastors•Teachers
•Coaches•Spouse/significantother
•Friends(offline)•Co-workers•FacebookfriendsandTwitterfollowers
Considerthishypotheticalsituation.YouaretheCEOofastartupinanypartoftheworldexceptSiliconValley,andyouaretryingtoenchant
agreatengineeringstudenttoleavethePhDprogramatStanfordtojoinyourcompany,whichyouknowisthe“nextGoogle.”Tomakeitharder,let’salsosayshe’sanoverachievingAsian-American.Unfortunately,her
grandparentsthinksheshouldfinishheradvanceddegreesoshecan“alwaysgetajobatabigcompany.”Herparentsdon’twanttowaste
thetuitionalreadyspent,andtheywanttotelltheirfriendsthattheirdaughterhasadoctoratefromStanford.Herboyfrienddoesn’twanthertotakethejobbecauseheknowsshe’llhavetoputinlonghours.(Myadviceistodumphimifthisishisattitude,butIdigress.)Here’sachartthat
explainshowtoenchantalltheinfluencers:
Influencer Concern Response
Grandparents Longevityofthecompany
“Wehave$10millioninventurecapitalinourbankaccount,andourboardofdirectorsincludesthepeople
whofundedGoogle.”
Parents Wastedmoneyonadegreenotcompletedandtheprestigeofanadvanceddegree
“Thisreal-lifeexperiencewillmakehereducationmorerelevantandvaluable.
Largecompanieslovepeoplewhoworkedatstartupsandunderstandinnovation.ShecanteachatStanfordafterthisexperience.
Worstcase,she’llendowachairatStanford.Bestcase,she’llgiveabuilding.”
Boyfriend All-consumingworkdemands
“Webelieveastartupisamarathon,
notasprint,sowewantouremployeestohaveabalancedlifestyle.”Andifthisdoesn’twork,“Thereareplentyoffishinthe
sea.”
Herearetwomoreexamplesofenchantingalltheinfluencers.First,RhodesDavisoftheFloridaCollegeAlabamaJuniorCampheldnearAlexanderCity,Alabama,toldmethatkidsarenotherprimarycustomers.Theirsolepriorityisfun.Dadcaresabouttheexpenseofthecampandthat
thekidsreturninonepiece.TheconsumerDavisworriesaboutthemostisMom.Mom’stoppriorityissafety,andthisiswhyyouseeseveralcounselorsinthepicturesinthecamp’sbrochureandonitsWebsite.Second,theU.S.Navyhad
aproblemrecruitingyoungpeoplebecausemomswereagainsttheirkids’enlisting.TheNavyhiredamarketingfirmcalledCampbell-Ewald
tobuildaWebsitecalledNavyforMoms.ItisbothformotherswithkidsintheNavyandformotherswhohavequestionsaboutNavylife.Withinayear,thesitehad27,000members,100,000photographs,750videos,and6,000topics.Thedatasetshowedthat
reluctantmomschangedtheirmindsabouttheNavyontheeighthdayofusingtheWebsite.Overtime,thesemoms
each,onaverage,posted4.2photographs,respondedtosixteentopics,watchedelevenvideos,andinvitedfourothermomstojointheWebsite.Theprimaryreasonmomschangedtheirmindswasthattheywantedtobeproudoftheirkids.It’snaïvetothinkthatyou
needtoenchantonlyoneperson,soworkonalltheinfluencers.Andgreatenchantersusethevarious
influencersofapersontomaketheirjobeasier.Youmayhavetoenchantavillage,butthepayoffisthattheentirevillagecanhelpyou,becauseenchantmentisoftenacollectiveexperience.
FrameThyCompetition
Ifyou’redoingsomething
worthwhile,youwillencountercompetition.Infact,ifyoudon’tencountercompetition,youshouldwonderifyouaredoingsomethingworthwhileenough.Thereareseveralwaystohandlecompetition.Atoneextreme,youcanattackit.Thisiscounterproductive,inefficient,anddownrightsilly.Attheotherextreme,you
canignoreyourcompetition.Thisstrategycanworkifyoufeignignoringthemwhileyouwatchthemclosely,butitisn’tthebestyoucando.Thebestwaytohandlethecompetitionisathree-stepprocess:First,knowthy
competition.Thismeansreadingaboutthem,tryingtheirproducts,talkingtotheircustomers,andattendingindustryevents.
BecauseoftheInternet,thisiseasierthanever.Second,analyzethy
competition.Thebestwaytodothisistocompilethreelistsoffeaturesandcapabilities:
•Whatwebothcando.
•Whatwecandobuttheycannotdo.
•Whatwecannotdobuttheycando.
Thebeautyofthislististhatitforcesyoutoacknowledgetheareaswhereyourcompetitionissuperiortoyou.Andifyoucannotcomeupwithwaysthecompetitionissuperiortoyou,itmeansthatyouhaven’tlookedhardenoughoryouareclueless.Third,framethy
competition—paintasmanyrivalsaspossibleintoacornerwithdamningpraise
thatwillstickinpeople’sminds.Forexample,in2010,SteveJobsframedGooglewhenpeoplecomplainedthatAppleexcessivelycontrolledtheapplicationsthatranontheiPhone,comparedtotheopennessofGoogle’sAndroidoperatingsystem.Hesaid,“Folkswhowant
porncanbuyanAndroidphone.”Inotherwords,heframedAndroidphonesasthedeviceforpeoplewho
wanttolookatpornography.TheAppleiPhone,bycontrast,wasacleanandcontrolleddeviceforpeoplewhoweren’tperverts.
ControltheHapticSensations
HapticreferstothesenseoftouchandcomesfromtheGreekwordfor“Ifasten
onto”or“Itouch”(asopposedtoiTouch).Thisisalittleoutthere,butaccordingtotheresearchofJoshuaM.Ackerman(MassachusettsInstituteofTechnology),ChristopherC.Nocera(HarvardUniversity),andJohnA.Bargh(YaleUniversity),hapticsensationsinfluencepeople’sjudgmentsanddecisions.*Specifically,these
researchersfoundthatusing
heavyclipboardsproducedimpressionsofimportanceandseriousness,handlingroughpuzzlesmakessocialinteractionsmorechallenging,andsittinginhardchairsmadepeopleappearstrict,stable,lessemotional,andlessflexible.Thetheoryisthatsimple
tactilesensationsinfluencehigher-orderfeelingsandjudgments.So,forexample,peoplesittinginsoftchairs
appeartobemoreflexibleinnegotiations.Ifthisistrue,itmeansyoushouldhandpeopleheavyclipboardsandobjectswithsmoothsurfacesandsticktheminsoftchairsifyouwanttoenchantthem.Hey,it’sworthatry…
RememberCharlie
OnJune3,2010,CharlieWedemeyerofLosGatos,
California,passedawayfromLouGehrig’sdisease(amyotrophiclateralsclerosis).Thisdiseaseattacksthenervecellsofthecentralnervoussystemandtrapsitsvictimsinsideabodytheycannotcontrol.Doctorsdiagnosed
Wedemeyer’sdiseasein1978whenhewasahigh-schoolfootballcoachandteacher.Hecontinuedtocoachforeightyears—
eventuallyfromawheelchairwithhiswife,Lucy,readingthemovementofhislips,eyes,andeyebrowstorelayplaystotheteam.Formuchoftherestofhis
life,herequired24/7care.Hebreathedthroughatracheostomytubeconnectedtoarespiratorandreceivednourishmentthroughastomachtube.Mostpeoplesuccumbtothediseaseintwoyears;Wedemeyer
survivedhismedicalmarathonforthirty-twoyears.Afterhestoppedcoaching,
hecontinuedtomakeappearancesaroundtheworld,wroteabook,andinspiredhundredsofyoungathletes.HollywoodmadetwomoviesabouthimandLucy.HeisthemostinspirationalpersonI’veeverknown,andLucyisthesecond.
TheWedemeyersmovedpeoplewiththeirpassionandspiriteventhoughCharliecouldnotmovemostofhismuscles.Thetwoofthemprovidedguidance,inspiration,andenchantmenttothousandsofyoungpeople.Theirstoryshouldinspireyouwhenresistanceisgreatandchangingpeople’shearts,minds,andactionsseemsimpossible.
MyPersonalStory,byRichardFawal
RichardFawalistheCEOofWatchPartyinAustin,Texas.Inhis
personalstory,heexplainshowhisresistancetousingstickynotesasaplanningtoolwasovercome.
INTHE1980S,IWORKEDFORPOLITICALCAMPAIGNS.WEUSEDindexcardswithcontactinformation,politicalprecinct,andvolunteeringpreference
tokeeptrackofsupporters.Wecouldonlysortthemonewayatatime,sowespenthoursre-sorting,anditwasimpossibletogetaglobalviewofvolunteerassets.Oneevening,a
colleaguearrivedwithpacksofstickynotesindifferentcolors,andIresisted:“Whatthehellarethosefor?”She
wouldn’ttellme,butshesaidshewasgoingtosolveallourproblems.Iwasskepticalthatlittlepiecesofcoloredpapercouldhelpus.Thenextmorning,IwasamazedbywhatIsaw.Onthewallshung
dozensofledger-sizedpages.Eachpagehadaprecinctnumberwrittenonitandwascoveredindifferentcoloredstickies
containingsupporters’namesandcontactinformation.Thecolorsrepresentedvolunteerpreferences.Withnothingbut
stickynotes,shehadcreatedasystemtoquicklyfindanyoneweneededbyname,precinct,orpreference.Itwasabeautifulmapthatletusseewherewewereweakandstrong,and
whichtasksweremoreandlesspopular.ItchangedthewayIsaweverything.Iusedhersystemuntil
computersmadestickiesobsoleteafewyearslater.HowIbecameenchantedbystickynotesisoneofmyfavoritestoriesandalessonIcalluponeverytimeIhaveaproblemtosolve.
*GameSpystaff,“25SmartestMomentsinGaming,”Gamespy.com,July21–25,2003,http://archive.gamespy.com/articles/july03/25smartest/index22.shtml.
*NoahJ.Goldstein,SteveJ.Martin,andRobertB.Cialdini,Yes!50ScientificallyProvenWaystoBePersuasive(NewYork:FreePress,2008),21–23.
*NoahJ.Goldstein,SteveJ.Martin,andRobertB.Cialdini,Yes!50ScientificallyProvenWaystoBePersuasive,(NewYork:FreePress,2008),9–10.
*PaulSlovic,“‘IfILookattheMassIWillNeverAct’:PsychicNumbingandGenocide,”JudgmentandDecisionMaking2,no.2(April2007),http://journal.sjdm.org/7303a/jdm7303a.htm.
*FoxButterfield,“‘SilentMarch’onGunsTalksLoudly:40,000PairsofShoes,andAllEmpty,”NewYorkTimes,September21,1994,www.nytimes.com/1994/09/21/us/silent-march-on-guns-talks-loudly-40000-pairs-of-shoes-and-all-empty.html.
*HattiptoChrisMooneyforthisstory.
†ProgramonNegotiationStaff,“Small
Talk,BigGains,”adaptedfrom“TheFinalWordonSmallTalk,”GuhanSubramanian,www.pon.harvard.edu/daily/business-negotiations/small-talk-big-gains.
*HattiptoLauraButlerforthisstory.
*ChipHeathandDanHeath,Switch:HowtoChangeThingsWhenChangeIsHard(NewYork:BroadwayBooks,2010),27–32.
*BenjaminFranklin,TheAutobiographyofBenjaminFranklin(Philadelphia:Lippincott,1868).HattiptoRichMallon-Dayforpointingmetothisquote.
*BillHathaway,“Mind-BodyConnectionIsaTouchySubject,”Futurity,June25,2010,www.futurity.org/health-medicine/mind-body-connection-is-a-touchy-subject.
Chapter7HowtoMakeEnchantmentEndureIpurchasedmyTilleyHatatafishingdockjustsouthof
theEvergladesinFloridaandthoughtthe“hat”wasratherexpensive.LittledidIknow
whatIwasbuyingwouldoutlasttheboatIwasfishingin,theshoesonmyfeet,and
nowthatIthinkofit,mymarriageatthetime.SoIcansafelysaythis“is”thebesthatintheworld.Itlovesto
fish,doesn’tcomplainaboutthehotsunorthecoldrain,
andwhenIgethome,itdoesn’tcareifIlayitdownandignoreittherestofthe
day.Yessir,I’velearnedthatyoucancountonaTilley.
T
—DavidHalcomb(fromthetaginsideTilleyhats)
hegoalofenchantmentisalong-lastingchange—
notaonetimesaleortransaction.Inotherwords,youwantenchantmenttoendureand,evenbetter,toblossom.That’swhathappenswhenyouchangehearts,minds,andactions.
Thischapterexplainshowtogetpeopletointernalizeyourvaluesandhowtoensurethatyourenchantmentlasts.
StriveforInternalization
In1935,LloydAndersoncouldn’tfindaniceaxehelikedatapricehecouldafford.Heendedupbuying
onefromanAustrianstorecalledSporthausPeterlong.ThenhestartedhelpinghisclimbingbuddiesbuyequipmentfromEurope.In1938,heandtwenty-onefriendstooktheirbuyingtothenextlevelbycontributing$1eachtoformtheRecreationalEquipmentCooperative.Thefirmisnowcalled
REI,andits3.7millioncustomersshopatmorethan
100stores.PeoplegotoREInotonlytobuyequipmentbutalsotoseekadvice,socializewithfolkswholovetheoutdoors,andfantasizeaboutwheretheycanhike,bike,ski,andclimb.REIhascreatedanoutdoorsculture,anditscustomershaveinternalizedREI’svalues.*Theprocessof
internalizingvaluesinvolvesthreestages:conformity,identification,and
internalization.Hereisanexplanationofthosestages:
•Conformity.Peoplejoinbecauseofpeerpressure,coercion,trickery,oradesiretobelongtoagroup.Conformityisn’tenchantmentandwon’tlastlongwithoutundueforceunlessyou
movetoidentificationandinternalization.
•Identification.Whenpeopleidentifywithmembersofagroup,theyseecommonalityandsharedinterests.Nooneisforcingthemtoconform.Atthisstage,theattractivenessof
theenchanterandothersinthegroupisimportantbecausepeoplewanttheenchanter’sapproval.
•Internalization.Thisisthehighestlevel.Itmeanspeoplehavegonebeyondidentifyingtobelieving.Theirbeliefisnotatodds
withtheirfeelings,thereisnocoercion,andtheyarenottryingtopleaseanyone.Thisisenchantment.
Internalizationisthehardestleveltoachieve,buttheonethatwilllastthelongest.Forexample,I’veinternalizedMacintosh.Nooneiscoercingmetolikeit.(Intwenty-sevenyearsof
usingcomputers,I’veonlyboughtaWindowsmachineonce,andIgaveittoGoodwilllongago.)I’mnotusingaMacintosh
simplybecauseIidentifywithotherMacintoshusers.IbelieveMacintoshisthebestcomputer—somuchsothatIstandinlineandpaythefullretailpricelikeanyApplecustomer.
SeparatetheBelievers
Thepeoplewhoaredoingthework
arethemovingforcebehindtheMacintosh.Myjobistocreatea
spaceforthem,toclearouttherest
oftheorganizationand
keepitatbay.
—SteveJobs
“Pluralisticignorance”istheconceptthatpeoplegoalongwithsomethingbecausetheyassumeothersagreewithit.Pluralisticignorancecanthenleadto“collectiveconservatism”ortheunwillingnesstochange.Talkaboutadownwardspiral!
Tofosterdivergentthinking—or,moreaccurately,convergentthinkingthat’sdifferentfromthepredominantconvergentthinking—it’snecessarytoseparatebelieversfromnonbelievers.Mostnewideasdon’tstandachancewithinthemainstreamofanorganization.Thisiswhycompaniescreateindependentbusinessunitsfornewproductsand
services.Thinkingbacktomy
Appleexperienceinthemid1980s,MacintoshsucceededbecausethedivisionwasinaseparatebuildingwithSteveJobsleadingit.Macintoshwouldn’thavebeenborn,muchlesssucceeded,ifitwereinthecenterofacompanyfocusedonAppleIIs.Thisleadstomytheory
thattheoptimaldistancefor
believersfrom“headquarters”ishalfamile—thatis,toofarforexecutivestowalktobutstillcloseenoughtoloot.Asthetricolongoes:location,location,location.
PushImplementationDown
Thetraditionalviewof
settlingarmedconflictinvolvesbringingtogetherthepoliticalandmilitaryleadersoftheopposingforces.Theassumptionisthattheseleadersrepresentthebroadconstituenciesofeachsideandcanconvincethesepeopletosupportresolution.CeliaMcKeonof
ConciliationResources,acharityorganizationthatworkstopromotepeace,
disagrees.Shebelievesthatitisthegrassrootsmembersofcommunitieswhocanmosteffectively“buildtrustandunderstanding,”“assistinidentifyingandresolvinglocal-levelconflicts,”and“createasafe,unofficialspaceformiddle-rankingmembersoftheconflictingpartiestoengageinproblem-solvingexercisesinadvanceofnegotiations.”*Inotherwords,peace
startsfromthemiddleandbottomofsocieties,notatthetop.Forexample,civilleadershelpedbringaboutalastingsettlementintheborderdisputebetweenPeruandEcuadorin1998.ThissettlementcameoutofaworkshopattheUniversityofMarylandcalled“EcuadorandPeru:TowardsaDemocraticandCooperativeResolutionInitiative.”Thefirstworkshoptook
placein1997.TwentymembersofthecivilianpopulationsofEcuadorandPeruformedtheGrupoMaryland,andtheyworkedtofindacommongroundfortheresolutionofarmedconflict.Academics,businesspeople,educators,journalists,andenvironmentalistswith“commontraitsrelatedtoprofession,gender,age,location,andthelike”made
upthegroup.†GrupoMarylandshows
thattomakeenchantmentlast,youshouldn’tfocusononlyleadersatthetop.Theyhavetheirownagendas—power,money,andself-image—thatdon’talwaysreflecttheentirepopulation’sdesires,muchlessthegreatergood.Themiddlesandbottomsoforganizationsareimportant,too—afterall,that’swhodoesthereal
work.
UseIntrinsicMethods
I’mtiredofhearingaboutmoneymoney,money,
money,money.Ijustwanttoplaythegame,drinkPepsi,wearReebok.
—ShaquilleO’Neal
Manypeopleassumethatmoneyistheultimatemotivator,andthisisnottrue.Forexample,thinkofallthevolunteerswhocontributethousandsofhourstocompaniesandnonprofitorganizations.Manyorganizationstryto
encouragepeopletohelpthembyofferingcommissionsandaffiliatefees,buttheseenticementsalsoraisesuspicions(Are
thesefolksspreadingthewordbecausethey’regettingpaid?)andalterrelationships(AmIspreadingthewordbecauseI’mgettingpaid?).KathleenD.Vohs,a
professorattheUniversityofMinnesota,conductedaseriesofexperimentstoexaminetheeffectofmoneyonpeople’sbehavior.Hereisaquicksynopsisofthreeofherexperiments:*
•Researchersprovidedsubjectswith$4,000,$200,or$0inMonopolymoneytoplaythegame.Astheyleftthelab,anaccompliceoftheexperimentersdroppedabagofpencils,andtheexperimentersmeasuredhowmanypencilsthe
subjectspickeduptohelp.The$4,000subjectsweretheleasthelpful;theonesgivennomoneywerethemosthelpful,andthe$200subjectswereinthemiddle.
•Researchersgavesubjectseightquartersforunscramblingphrasesinto
sentences.Somephrasesdealtwithmoney,andothersdidn’t.Attheconclusionoftheexperiment,subjectswereaskedforadonationtoastudentfund.Thesubjectswhounscrambledphrasesmentioningmoneydonatedlessthanthosewho
unscrambledphrasesthathadnothingtodowithmoney.
•Researchersplacedsubjectsinaroomwithacomputerthateitherhadnoscreensaver,ascreensaverdepictingfish,orascreensaverdepictingmoney.Theresearchers
askedthesubjectstosetuptwochairsforthemtomeetwithothersubjects.Theoneswhohadseenthemoneyscreensaversetupchairsfartherapartthantheoneswhohadablankscreenorafishscreensaver.
Thesestudiesinvolved
collegestudentsinaresearchproject,sotheresultsmaynotpredictreal-worldresults,butthestudents’actionsindicatethatexposingpeopletomoneyaffectstheirattitudes.Extrinsicrewardssuchasmoneyarenotnecessarilyeffectiveenchanters.Anexampleofthisis
Wikipedia.Volunteersandamateurscreatedthisvastinformationresource.Noone
paidthemfortheircontributionstoit.Bycontrast,MicrosoftthrewmillionsofdollarsatEncarta,itsonlineencyclopedia,buttheprojectstillfailed.Microsoftreducedittonothingmorethananonlinedictionaryin2009.It’snotalwaystruethat
yougetwhatyoupayfor,andifyouhavealoserofacause,moneywon’thelp.Ifyou
haveagreatcause,moneywon’tmatter.Inpractice,addingfinancialincentivestoagreatcausemayhurtit,sothinktwiceaboutusingmoneyasanenchantmenttool.
InvokeReciprocity
Invokingreciprocityisapowerfulwaytomakeenchantmentlast.Earlier,I
toldyouhowEthiopiahelpedMexicofiftyyearsafterMexicohelpedEthiopia.Here’sanothergreatstorybutatthecitylevel.KidsfromtheWhiteKnoll
MiddleSchoolinColumbia,SouthCarolina,presentedacheckfor$447,265toNewYorkMayorRudyGiulianiduringthe2001Macy’sThanksgivingDayparade.ThestudentscollectedthismoneytoenableNewYork
toreplaceoneofthefiretruckslostduringthe9/11attack.(Admittedly,thesumincludedonehugedonationfromarichperson.)ThekidsfromSouth
Carolinareciprocatedbecause,134yearsearlier,NewYorkerscollectedmoneytobuyColumbiaafirewagonafterthenorthernerslearnedthatthecitywasusingbucketbrigadestofightfires.The
firstwagonsankonthewaytoColumbia,sotheNewYorkersraisedmoremoneyandsentasecondone.ThegenerosityoftheNew
Yorkers,manyofwhomwereUnionsoldiers,overwhelmedaformerConfederatecolonelnamedSamuelMelton.OnbehalfofColumbia,hevowedtoreturnthefavor“shouldmisfortuneeverbefalltheEmpireCity.”Thekidsmadegoodonhis
promise134yearslater.Wediscussedgivingfor
intrinsicreasonsinchapter3,“HowtoAchieveTrustworthiness,”buthereismoreinformationaboutthetopicbecauseitissoimportant:
•Givewithjoy.Thepurestformofgivingistothosewhocannothelpyou(forexample,
NewYorkhelpingColumbiainthefirstfewyearsaftertheCivilWar)andwithouttheexpectationofreturn.Ironically,thesegiftsoftencatalyzethegreatestreciprocation.
•Giveearly.“Payitforward”bydoingfavorsbeforeyou
needfavorsback—ifyoueverneedfavorsbackatall.It’sobviousandlesspowerfulwhenthere’saclearlinkbetweenwhatyou’redoingandwhatyouwantback—that’satransaction,notafavor.
•Giveoftenandgenerously.“As
yousow,soshallyoureap.”Ifyougivealot,you’llalsogetalot.Ifyougivehigh-qualityfavors,youwillgethigh-qualityfavorsback,sodopeoplefavorsthatmakeadifference.
•Giveunexpectedly.RichardBranson,thechairmanofthe
VirginGroup,andIoncespokeatthesameconferenceinMoscow.Imethiminthespeaker’slounge,andheaskedmeifIeverflewonVirgin.ItoldhimIdidn’tbecauseIwasaUnitedAirlinescustomer.Atthatpoint,hegotonhiskneesandgaveme
ashoeshinewithhiscoat,andsincethenmyfirstchoiceforanyroutethatVirginAmericafliesisthisairline.
•Askforreciprocation.Don’thesitatetoaskforafavorinreturnwhenyouneeditandthepersonyou’re
askingcandoit.Thisisagoodpracticebecauseitrelievespressureontherecipient—you’reprovidingawaytorepayadebt.Thisenablestherecipienttoacceptmorefavors,andyourrelationshipcandeepen.
RichardBransonpolishesmyshoeandmakesmeaVirginAmerica
customerforlife.
LetmetellyoumyfavoriteRobertCialdinistory.IoncesatnexttohimatalunchattheStanford
FacultyClub,andwegotintoadiscussionaboutwhatoneshouldsaywhenpeoplethankyoufordoingthemafavor.Hetoldmethat“Iknowyou’ddothesameforme”isamuchbetterresponsethan“You’rewelcome.”Cialdini’sphrasetellsthe
personwhoreceivedyourfavorthatsomedayyoumayneedhelptoo,anditalsosignalstothepersonthatyou
believesheishonorableandsomeonewhowillreciprocate.Ifthisisthespiritinwhichyou’resayingit,yourresponseisfarmoreenchantingthantheperfunctory“You’rewelcome.”Ontheotherhand,simplytryingtoestablishindebtednessisn’tenchanting,sousethephrasewisely.
CatalyzeCommitmentandConsistency
Gettingpeopletomakeacommitmenttoyourcauseandtheninvokingconsistencyinhonoringitisapowerfulwaytomakeenchantmentendure.KanuHawaiihasputthisconceptinaction.It’sanorganization
ofpeoplelivinginHawaiiwholovethestate’suniquecultureandlifestyle.Memberssawthatenvironmentalchanges,increasedcostofliving,andfewerjobopportunitiesthreatenedwhattheyloved.KanuHawaiiencourages
memberstomakecommitmentssuchasbuyinglocallymadeproducts,cleaningupbeaches,andadoptingagreenlifestyle.
SharingthesecommitmentswithfriendsandfamilyviaFacebook,Twitter,ande-mailisalsocentraltoKanuHawaii’sphilosophy.
Commitmentandconsistencyhelpenchantmentendureonthreelevels.First,stickingtoa
commitmentreducesthelikelihoodofpeoplereconsideringpastdecisionsandlookingatalltheoptions.Thereisachancethatpeoplemightnotpickyourcausethesecondtimearound.Second,unlesstheylacka
conscience,peopleliketohonortheircommitments.Yourtaskistoshowthemwhyitmakessensetomakeacommitmentinthefirstplace.Thenthedesireforan
honorableself-imageentersthepicture:“IfIdon’tdowhatIsaidI’ddo,itmeansI’mnotanhonorableperson.”Third,tellingothersabout
aperson’scommitmentscreatesanotherreasonforhimtohonorthem.Notfulfillingacommitmentmakeshimappeartolackdisciplineorperseverancetohisfriendsandfamily:“IfIdon’tdowhatIsaidI’ddo,it
meansotherswillthinkI’mnotanhonorableperson.”Commitmentand
consistencycanalsoworkagainstyouifpeoplecommittoyourcompetitioninsteadofyouandwanttoremainconsistentwiththeirdecision—forexample,ifyoucommittedtoWindowsandrefusedtotryaMacintosh.Nevertheless,I’manoptimist,soIrecommendthatyouusethetechniques
wediscussedinchapter6,“HowtoOvercomeResistance”andthenfostercommitmentandconsistencytomakeyourenchantmentendure.
BuildanEcosystem
Thepresenceofacommunitythatcomplementsacausefostersendurance.Let’scallthiscommunityan
“ecosystem.”Itcanincreasethesatisfactionthatpeoplereceivefromacauseandshowtotheworldthatyou’resuccessfulenoughtomeritanecosystem.Also,itmeansmorepeoplewillhelpyou,becausetheirsuccessisintertwinedwithyours.Thesearethecomponentsofanecosystem:
•Usergroups.Duringthedarkest
momentsofApple’sstruggletomakeMacintoshasuccessinthe1980sand1990s,hundredsofMacintoshfan(atic)svoluntarilyranusergroups.Thesegroupsprovidedinformation,support,andenthusiasmtokeep
MacintoshgoingattimeswhenApplecouldnotorwouldnot.Manycompanies,suchasHarley-Davidson,Oracle,Porsche,andCiscohaveequallypassionateusergroups,too.
•Websitesandblogs.Enthusiasts,oftenconsultantsanddevelopersin
theiroff-hours,operateWebsitesandblogstoprovideinformationandsupportforthecause.TrysearchingGooglefor“WordPressblog”or“Windowsblog”toseewhatImean.Theexistenceofthesesitesreassuresboth
customersandpotentialcustomersofthevalueofcauses.Thesitesalsoprovideafter-purchasesupportthatincreasessatisfaction.
•Consultants.Thesefolksdevelopexpertiseinhelpingothersusecauses.Therefore,theyincreasethe
satisfactionofcustomers.Theyhaveavestedinterestinacause’ssuccessbecausetheycanprovidetheirservicesonlyaslongasthecausecontinuestosucceed.
•Developers.Whetherit’sagamingboxlikeXbox,acomputer
operatingsystemlikeMacintosh,oranonlineservicelikeTwitter,developersareahugereasonforaplatform’ssuccessandsurvival.Thesepeoplecreategames,applications,andservicesthatincreasetheutilityoftheplatformand
inturnincreasethesatisfactionpeoplederivefromacause.
•Resellers.Storesanddealerswhosellyourwaresareoftentheonlyentitiesthathaveadirectrelationshipwiththeconsumer.Theyprovideaconvenientwayforpeopletotry,buy,
andreturnyourwaresatstoreslikeBestBuy.Theycanalsoprovideconsumercredibility—“BestBuyisn’tgoingtostockapieceofjunk.”(Theoretically.)
•Conferences.Youknowyou’vearrivedwhenyou’rebigenough
toholdaconferenceaboutyourcause.Suchconferencesalsosignaltotheworldthatyouarebigandsuccessful.Mostpeoplebelievethatonlythecausesthathaveachievedcriticalmasscanpulloffsuchagathering.
Nowthatyouunderstandthekeyplayersinecosystems,here’showtoincitepeopletocreateorjoinyourecosystem:
•Createsomethingthat’sworthyofanecosystem.Thisisaconstantthemeofmine:Thekeytoenchantment,evangelism,sales,presentations,and
buildinganecosystemisagreatcause.Infact,ifyoucreateagreatcause,youmaynotbeabletopreventanecosystemfromforming.Bycontrast,it’shardtobuildanecosystemaroundmundaneandmediocrecrap,nomatterhowhard
youtry.•Identifyandrecruityourevangelists.Ifyouhaveagreatcause,findevangelistsandaskthemtobuildanecosystem.(Ifyoucannotfindself-appointedevangelistsforyourcause,youmaynothaveagreatcause.)Youmayfindthat
theactofaskingthesepeopletohelpflattersthemsomuchthattheysignupforduty,andyou’reofftotheraces.
•Pickachampionforbuildingtheecosystem.Manyemployeesmaywanttohelpbuildanecosystem,butonepersonhasto
wakeupeverydaywiththistaskatthetopofherpriorities.Ecosystemsneedchampions—identifiableheroesandinspiration—fromwithinthecompanytocarrytheflagforthecommunity.
•Givepeoplesomething
meaningfultodo.Peopleinyourecosystemaren’tgoingtositaroundcomposingloveletterstoyourCEOabouthowgreatsheis.Yourbelieversneedtheabilitytomodifyandimprovethecause.Inotherwords,youneedan“open”architecture.For
example,programmerscanaddplug-instoAdobePhotoshop;motorcycleenthusiastscancustomizetheirHarleys;anddeveloperscanmakeiPadapps.
•Publish.Thenaturalcomplementofanopenarchitectureis
publishingbooksandarticlesaboutthecause.Thisspreadsinformationtopeopleontheperipheryandcanbringthemintotheecosystem.Publishingalsocommunicatestotheworldthatyourorganizationisopenandwillingto
helpexternalparties.
•Welcomecriticism.Mostorganizationsfeelwarmandfuzzytowardtheirecosystemaslongastheecosystemsaysnicethings,buystheirproducts,andnevercomplains.Theminutethe
ecosystemsaysanythingnegative,however,organizationsfreakoutandpullbacktheirecosystemefforts.Thisisdumb.Ahealthyecosystemisalong-termrelationship,soanorganizationshouldn’tfilefordivorceatthefirst
signofmaritaldiscord.Indeed,themoreanorganizationwelcomescriticismandtakesactiontofixproblems,thestrongeritsrelationshipwithitsecosystem.
•Fosterdiscourse.Thedefinitionofdiscourseisa“verbalexchange.”
Thekeywordisexchange.Companiesthatwantahealthyecosystemshouldalsoparticipateintheexchangeofideasandopinions.AtleastyourWebsiteshouldprovideaforumwherepeoplecanengagewithothermembersaswellas
withthecompany’semployees.Thisdoesn’tmeanyoulettheecosystemrunyourcompany,butyoushouldlistentowhatmembershavetosay.
•Createarewardsystem.YoualreadyknowhowIfeelaboutpayingpeopletohelpyou,
butthisdoesn’tmeanyoushouldn’trewardpeopleinotherways.Simplethingssuchaspublicrecognition,badges,andawardshavemoreimpactthanafewbucks.Forexample,Maker’sMarkrewardsitsambassadors(bourbon
evangelists!)byputtingtheirnamesonaMaker’sMarkbarrelandprovidestheopportunitytobuyabottlefromthebatch.
•Publicizetheexistenceoftheecosystem.Ifyou’regoingtoallthetroubleofsupportinganecosystem,you
shouldmakeyourecosystemanintegralpartofyoursalesandmarketingefforts.Forexample,theHarleyOwnersGroup(HOG)(seebelow)isonlyoneclickawayfromthecompany’shomepage.
Duringthefinaltestingof
thisbook(yes,mybooksaretestedlikesoftware),areadercommentedthatthisecosystemdiscussionrelatedonlyto“high-tech,fairlybigcompaniesandthus,excludedmeandlittleplayerslikemeentirely.”YouknowhowIhateexclusionarymodels,soherearemythoughtsaboutherissue.
First,theprimarypurposesofanecosystemaretohelpyouprovideabetterproductorserviceandtoestablish
credibilitybydemonstratingthattheecosystemexists.Anyexternalpartythatdoeseitheroftheseispartofyour“ecosystem.”Forexample,agroupofpeopleadvisingyouisaboardofadvisors,sorightthereyouhavethebeginningsofanecosystem.Second,Ihopeyoudon’t
thinkthatengineeringgeekswhostartedSiliconValley’stechcompaniesknewthattheywerecreating
behemoths.Thesecompaniesstartedas“twoguys/galsinagarage”and,tothesurpriseanddelightoftheirfounders,becamehugesuccesseswithmassiveecosystems.Youmightcreatethenextbillion-dollarcompany,sodon’tsetanyartificiallimits.Ifyoubuildanecosystem(allecosystemsstartsmall),youmaybecomethenextGoogle,Cisco,YouTube,orMicrosoft.
DiversifytheTeam
Adiverseteamhelpsmakeenchantmentlast,becausepeoplewithdifferentbackgrounds,perspectives,andskillskeepacausefreshandrelevant.Bycontrast,whenanakedemperorrunsakingdomofsycophantsandclones,thecausemovestowardmediocrity.Peopleofdiverseages,
genders,races,economicstanding,religions,cultures,maritalstatus,householdsize,andeducationalbackgroundsaddrichnessandrelevancetoyourefforts.Inaddition,youwantpeoplewhooffervariouspointsofviewwithinanorganization:
•Advocate.Theadvocatetakesthesideofyourcustomers,
believers,andfollowersandproselytizesthingslikelowerprices,fasterdelivery,freesupport,andmoreonlineengagement.Sheisthebeliever’schampioninsidetheorganization.
•Skeptic.Theskepticprovidesadoubtingattitudeto
bothpositiveandnegativenews.Hechallengesideastomakethembetter.Donotconfuseaskepticwithacynic—askepticdoubts,acynicknows.
•Visionary.Thevisionaryhasaclearideaofhowyourtechnologyandthemarketplacewill
evolve.Thevisionaryisoftennotthebestmanager,butyouneedsomeonetoanticipatetheneedsofyourbelieversbeforetheycanarticulatetheseneedsthemselves.
•Adult.Theadultmakesthingshappeninanefficient,cost-
effective,andlegalmanner.Hecomplementstheforward-lookingvisionarybycheckingtherear,side,above,andbelowviews.
•Evangelist.Theevangelistsellsthedreamofhowyourcausecanmakepeople’slivesbetter.Sheuses
emotion,intellect,andpersuasion,butseldommoney,tomakepeoplebelieveinyourcauseasmuchasyoudo.
•Rainmaker.Therainmakerclosesdeals.Thisrolecaninvolvesellingadspaceorconvincingafoundationtodonatemoneyto
yournot-for-profit.Peoplethinkmakingasaleiseasyuntiltheytrytodoitthemselves.
Populatingyourorganizationwithadiversityofpeopleandcapabilities,oratleastpeoplewhocanfulfillmultipleroles,isapowerfulwaytomaketheenchantmentlast.There’snosuchthingastoomuchdiversityinacause
that’sstaffedtolast.
PromoteSpreadability
ThefansoftheGratefulDead,likethecustomersofREI,personifytheinternalizationofvalues.Forthesefans,theDead’sappealistheirmusicplusaspiritualbondoffriendshipand
growinguptogether.Thebandstartedinthe1960sandnowhasthird-andfourth-generationfans—itsenchantmenthasenduredforalongtime.Onereasonforthis
longevityisthatthebandhassupportedthespreadabilityofitsmusic.WhiletheRecordingIndustryAssociationofAmericasuesgrandmothersforsharingmusiconpeer-to-peer
networks,theGratefulDeadencouragesconcertattendeestorecorditsmusicandspreadit.Yes,youreadthatright.AccordingtoDavid
MeermanScottandBrianHalliganinMarketingLessonsfromtheGratefulDead,thebanddoesn’tsimplylooktheotherwaywithrespecttothe“tapers”atconcerts,itpurposelyallowsthemtosetupprofessional-
levelequipmentbehindtheband’sownmixingequipmenttoassuregoodsoundquality.Andtaperscanrequestseatsinthespecialsectionreservedforthem.There’sevenasectionfortapersontheGratefulDeadWebsite.*Theonlylimitationonthe
tapersisthattheycannotusetheirrecordingsforcommercialpurposes.Otherthanthat,theyarefreeto
spreadthemusic.Overtheyears,thedisseminationofmusicbytaperssucceededinattractingmorepeopletoconcertsandhelpingtosellmoreGratefulDeadmusic.TheGratefulDeadwill
probablyendurelongafterbandswithmorerestrictiverightshavefadedawaybecausetheyencouragedpeopletoenjoytheirmusicfreely.
MyPersonalStory,byChrisAnthony
ChrisAnthonyisacustomerrelations
consultantinRichmond,Indiana.Inhispersonalstory,heexplainshowDisneyenchantedhimforlifewhenarestaurantmanagerwentaboveandbeyondthecallofduty.
WEWEREONOURHONEYMOONATWALTDISNEYWORLDIN2007,stayinginanon-Disneyhotel.Theprevious
night,amemberofthehotelstaffattemptedtobreakintoourroom.Themanagement’sresponsewas,“Youshouldhavedeadboltedthedoor.”Wewerebothshakenandscaredallday;webarelysawtheparkwewentto.ThenwewenttodinneratJiko,intheAnimalKingdomLodge.Whilewewaited,we
toldSarah,therestaurant
manageronduty,aboutwhathadhappened.Sheaskedustowaitanddisappearedthroughastaff-onlydoor.Whenshecameback,shehadroomkeysandsaid,“Cancelyourroomsattheotherhotel.We’llmatchitspriceforyouhereattheAnimalKingdomLodge.Thatwasunacceptable.”Ourhoneymooncould
havebeenruinedbytheoffendingstaffmember.Instead,Sarah,onbehalfofWaltDisneyWorld,turneditintosomethingamazing.We’veneverforgotten—andwe’reneverstayinganywhereelse.
*JayGreene,DesignIsHowItWorks:HowtheSmartestCompaniesTurnProductsintoIcons(NewYork:Portfolio,2010),126–27.
*CeliaMcKeon,“ParticipatinginPeaceProcesses,”PeopleBuildingPeace,www.peoplebuildingpeace.org/thestories/print.php?id=139&typ=theme.
†InésCevallosBreilhandSaharyBetancourt,“GrupoMarylandBetweenPeruandEduador,”PeopleBuildingPeace,www.peoplebuildingpeace.org/thestories/print.php?id=144&typ=theme.
*KathleenVohs,“SmallSteps,BigLeapsBriefing,”StanfordUniversityGraduateSchoolofBusinesslectureseries,February12,2010,www.youtube.com/watch?v=qrMoDJnJeF8.
*DavidMeermanScottandBrianHalligan,MarketingLessonsfromtheGratefulDead:WhatEveryBusinessCanLearnfromtheMostIconicBandinHistory(Hoboken,NJ:JohnWiley,2010),105–7.
Chapter8HowtoUsePushTechnology
Becausewedonotunderstandthebrainvery
wellweareconstantlytemptedtousethelatest
technologyasamodelfor
tryingtounderstandit.Inmychildhoodwewerealwaysassuredthatthebrainwasa
telephoneswitchboard.(“Whatelsecoulditbe?”)I
wasamusedtoseethatSherrington,thegreatBritishneuroscientist,thoughtthat
thebrainworkedlikeatelegraphsystem.Freudoften
comparedthebraintohydraulicandelectro-
magneticsystems.Leibnizcomparedittoamill,andI
T
amtoldsomeoftheancientGreeksthoughtthebrain
functionslikeacatapult.Atpresent,obviously,themetaphoristhedigital
computer
—JohnR.Searle
hisisagoldenageofenchantmentbecause
reachingpeoplearoundthe
worldhasneverbeeneasier,faster,orcheaper.ThroughoutthebookI’vementionedhowtousetechnologyfromtimetotime,butthenexttwochaptersfocusonthetopic.Thischapterexplainshowtousepushtechnology—presentations,e-mail,andTwitter—toenchantpeople.
GeneralPrinciples
WhatwouldDaleCarnegiedowithTwitter?HisbookHowtoWinFriendsandInfluencePeopleappearedin1937.Sincethen,peoplehaveboughtmorethan15millioncopies,andevennowthebookisoneofthetoptwohundredbestsellersonAmazon.Howcoolisthat?DaleCarnegiewouldlove
Twitter.Hewoulduseittoreachhisclientsfasterandmorefrequently.Hewould
broadenhismarketbyreachingpeopleanywhereintheworldwithanInternetconnection.CarnegiewouldalsoteachhisclientstouseTwittertowinfriendsandinfluenceevenmorepeople.HowtoWinFriendsand
InfluencePeoplecontinuestosellbecauseitprovideslong-lastingprinciples.IfCarnegiehadbasedhisbookonthetechnologyof1937,Idoubtpeoplewouldstillbuy
it.Afterall,in1937theaveragecostofanewcarwas$760;SnowWhiteandtheSevenDwarfswasthemostpopularmovie;andtheBBCusedanoutdoorbroadcastingunitforthefirsttime(totelevisethecoronationofKingGeorgeVI).Myhopeisthat
Enchantmentremainsrelevantfordecades,too,sohereisalistofgeneralprinciplesthatshouldapply
totechnologiesthatIcannotforesee:
•Engagefast.Whenpeoplecontactyou,respondfast.Fast,in2011,meansinlessthanaday.Fewpeoplerespondquickly,andthisiswhytheydon’tusetechnologyasaneffectiveenchantmenttool.
Luckilyforyou,thismeansafastresponderisunusualandthereforemoreenchanting.
•Engagemany.Don’tfocusontherich,famous,andtraditionalinfluentialpeople.Treateveryoneasequalandrespondtoasmanyasyou
can.Youneverknowwhowillbecomeyourmostvaluablesupporterandfriend.Remember:Nobodiesarethenewsomebodiesinaworldofwide-opencommunications.
•Engageoften.Don’texpecttoengagepeopleonly
afewtimesandbeabletoenchantthem.Enchantmentisaprocess,notanevent.Youneedtokeepengaging—evenwhenitseemsthereislittlevalueindoingso.Inthesamewaythatfewpeopleengagefast,fewpeopleengageoften,soit’salsoeasytostandoutin
thisregard.•Usemultiplemedia.Generally,themoreformsofmediayouuse,themoreenchantingyou’llbe.Textaloneissolastcentury.Nowtherearepictures,video,livechats,andaudio—andwhoknowswhatthefuturewillhave
broughtbythetimeyoureadthis?
•Providevalue.Themaintypesofvalueare(1)pointerstouseful,inspiring,orentertainingcontent;(2)personalinsights,observations,orcontent;and(3)adviceandassistance.Whenyoufindthese
gems,youshouldpassthemalongtoyourfriendsandfollowerstohelpthemderivemorevaluefromonlineresources.
•Givecredit.Creditwhoeverhelpedyoufindthevaluableinformationthatyouprovidetoothers.Thisisa
“hattip.”Also,leavepositivecommentswhenyoureadsomethingthatyoulike.Theseactionsaretheequivalentofthank-younotes.Themoreyoushinealightonothers,themoreyougetnoticedyourself.
•Givepeoplethebenefitofthe
doubt.Assumepeoplearehonest,smart,anddecent—notdishonest,stupid,andconflicted.Don’tloseyourcivilitywhenyoucommunicatedigitally.Andassumeeverythingyoudoispublicandpermanent,soyouareleaving
fingerprintsforanyonetoseeforever.
•Acceptdiversity.Thebroaderandmoreflexibleyouroutlook,themoreenchantingyouronlinepresence.It’spossiblethatyou’rewrong,ortherearealternateexplanations,methods,and
perspectives.Agreeingtodisagreeisaviablephilosophy.Butthereisalimittoacceptingdiversity,asmynextpointaddresses.
•Don’ttakeanycrap.Ifyougivepeoplethebenefitofthedoubtandtheyviolateyou,don’ttolerateit.
Mytheoryisthatifyouthinksomeoneisanasshole,mostpeoplewhoaresilentlyobservingthesituationthinkso,too.Thisiscalled
Guy’sTheoryofPerfectKnowledgeofAssholes(ororifices,ifyouprefer).Ifyoudon’ttakeanycrap,
youwillenchantthesilentobserverswholikethatyouhavethecouragetopushback.Justdon’tmakeyourreactionpersonal;criticizetheopinion,thinking,orperspective,butnottheperson.
•Limitpromotion.Limittheamountofpromotionthat
youdo.Contrarytowhatsocialmediafascistsbelieve,thelimitisnot“none.”Ifnomorethan5percentofyourtweets,posts,andupdatesarepromotional,you’redoingOK.Ontheotherhand,ifnoonecomplains,you’renotpromoting
enough.Asarule,themorevalueyouprovide,themoreyoucanpromoteyourcause.
•Discloseyourconflicts.Imentionedthisinchapter3,“HowtoAchieveTrustworthiness,”butit’simportantenoughtorepeat:Discloseyour
conflicts.Therearetworeasonstodothis:First,it’sthehonestthingtodo.Second,ifyouhaveenchantedpeople,thecausesyouendorsewillinterestthem.Therefore,disclosingyourconflictsisgoodmarketing.
Theseprinciplesapplytoeverythingexcepttelepathy,timetravel,thoughtcontrol,andbrainswaps.Ifsuchtechnologiesbecomeavailable,however,changingpeople’sminds,hearts,andactionsmaynotrequireenchantment,andpeoplewon’treadthisbookanyway.
Presentations
Speechispower:speechistopersuade,
toconvert,tocompel.Itistobringanother
outofhisbadsenseintoyourgoodsense.
—RalphWaldoEmerson
AlthoughIlovegeneralprinciples,Ihatewimpybooksthatyouputdown(orisit“turnoff”?)andfind
yourselfasking,“ButwhatdoIdodifferentlytomorrow?”Therestofthischapterprovidesactionitemsandconcretesuggestionsforusingtechnologiesthatexistin2011.Thefirstsubjectispresentations.
AlGoretellshisenchantingstory.
Ifyouthinkpresentationscannotenchantpeople,youhaven’tseenagoodone.ConsidertheimpactofAlGore’sAnInconvenient
Truth.Inthecourseofanorganization’slifecycle,itsmanagementwillhavetogivepresentationstopotentialemployees,customers,investors,advisors,vendors,partners,journalists,bloggers,regulators,andinvestmentbankers(hopefully).Themostcommon
presentationtoolsarePowerPointandKeynote,althoughyoudon’tneedto
useanytechnologyatall.Thekeytoagreatpresentationisagreatcause.Assumingyoudohavesomethinggreat,herearethekeystoanenchantingpresentation:
•Customizetheintroduction.Here’sasecret:Greatspeakersgivethesamepresentationsover
andover(howelsecantheyperfectthem?),butthesespeakersaresogoodthattheiraudiencesdon’trealizethis.Thereisonepartofaspeechthatyoushouldchange,however,andthatisthebeginning.ThusfarIhavenotguaranteed
anythinginthisbook,butIguaranteethatyouwillenchantyouraudience,atleastforthefirstfiveminutes,bycustomizingyourintroductoryremarks.Think
customized,notcustomary:“I’msogladtobehere
today—blahblahblah.”Iusepicturestocustomizemyspeeches.Forexample,IshowedpicturesofalltheHewlett-PackardprintersandfaxesinmyhomeandofficewhenIspoketothecompany’sprinterdivision.WhenIspoketoS.
C.Johnson,IshowedtheaudiencepicturesofthePledgeandWindexthatwereunderoursinks.WhatdoyouthinkIshowedwhenIspoketoRubbermaid?Mybestefforts
happenwhenIspeakinaforeigncity.Iusuallyget
thereadayearlyandtourthecitytoexpandmyhorizonsandtotakepicturesofwhatenchantsmeaboutit.IfIdon’thaveachancetotakeatour,thenIphotographtheaudienceandputtheminmyintroslides.Hereare
examplesofphotosI’veusedinmyspeechesincitiesaroundtheworld.
StandingwithanothersacredcowinMumbai.
LearningabouthaggisatCrombie’sinEdinburgh.
Checkingoutanelephant’sfootatBangalorePalace.
GivingJesusahigh-teninRiodeJaneiro.
MeasuringthesizeofRussianballsinMoscow.
SkatingwithKenKing,presidentoftheCalgary
Flames.
TryingonafezintheGrandBazaar,Istanbul.
ArmofanattendeeattheSurfIndustryManufacturersAssociationconference.
•Sellyourdream.Enchantersdon’tsellproducts,services,or
companies.Theydon’tthinkintermsofthecostofgoodssoldorglass,silicon,steel,leather,andrubber.SteveJobsisn’tthinking,HowcanIgetpeopletobuy$188worthofpartswithatwo-yearcontractfromAT&T?Enchanterssell
theirdreamsforabetterfuture—coolersocialinteractions,acleanerenvironment,aheart-stirringdrivingexperience,orthefutureofpublishing.Thisperspectiveisthefoundationforapresentationthattransformspeople.
Itmakesthemthinkofwhatcouldbe,notwhatis.Itenablesenchanterstodrawenergyfromtheaudienceandthensenditbackatanevenhigherlevel.
•Thinkscreenplay,notspeech.NancyDuarteofDuarteDesignrecommendsyou
thinkofapresentationasascreenplaywiththreeacts:Act1setsupthestoryand“whatis.”Act2presentsthedramaof“whatcouldbe.”Act3resolvesthestoryandexplainshowtomakeithappen.Therearemoredullspeechesthandull
movies.Perhapsthisisbecausespeakersdon’tuseascreenplayframework.
•Dramatize.Useevocativepictures,powerfulvideos,andsizzlingproductdemostomakeyourpresentationexciting.Thegoalistoprovide
inspiringinformationthatmovespeopletoaction.Andbytheway,slidesoftextseldomenchant,sothefewerwordson-screen,thebetter.
SteveJobsandaminimalslide.
•Shorten.Asaruleofthumb,thelongeryouneedtopitchsomething,thelessskillfulyouare,andthemoremediocrethecause.Myguidelineiscalledthe10-20-30rule:makeaten-slidepresentationintwentyminuteswithnofontsmallerthanthirty
points.•Practice.Practiceyourpresentationuntilyou’resickofit.Thenpracticeitmore.IfyouthinkSteveJobsgetsonstageandwingsit,you’rewrong.Hespendshourspreparing—andhe’sSteveJobs.Imaginehowmuchtimetherestofus
shouldpractice.•Warmuptheaudience.Gotothevenueearlysoyoucancirculatewiththeaudience.You’llreaptwobenefitsbydoingthis:First,yourconfidencewillincreasebecauseyou’llmakefriendswhowanttoseeyousucceed.
Second,thisinteraction,nomatterhowbrief,increaseshowmuchtheaudiencesupportsyou.
•Speakalot.Mylastpieceofadviceistomakeyourpresentationasmanytimesasyoucan,becauserepetitionimprovestherhetorician.
Aftertheone-hundredthtime,youmaythinkthateveryonewhomattershasalreadyseenit.You’dbewrong.Forexample,AlGoreestimateshemadethe“InconvenientTruth”presentationmorethanathousandtimes.
Finally,ifyouhaveanhourtokill,watchthemostenchantingspeechI’veevergiven.It’sfromtheIndusEntrepreneurconferencein2006,andalltheforcesoftheuniverselinedupforme:high-energycrowd,standingroomonly,fansofmywriting,andboringspeakersprecededme.Itwasn’tsomuchthatIwas“on”asthatthecrowdturnedmeon.Theculminationofthespeech
waswhenthecrowdwantedmetokeeptalkingeventhoughthepeoplerunningtheconferencetriedtopullmeoffthestage.
E-mailistheprimarymethodofdigitalcommunicationformillionsofpeople.MaybeFacebookupdatesorotherformsofsocialnetworking
willreplaceit,butthiswilltakeafewyearsbeyondthepointatwhichI’mwritingthisbook,soforthetimebeing,masteringe-mailisstillimportant.Here’showtousee-mailasatoolofenchantment:
•Getareale-mailaddress.Ifyouwantpeopletotakeyouseriously,youre-mailaddress
shouldcontainyourorganization’sdomain—asopposedtoaol.com,gmail.com,oryahoo.com.Usingsuche-mailservicesisasignalthatyou’renotfullydedicatedtoyourcause,whichwillmakepeoplewonderwhythey
shouldcareaboutit.
•Getanintroduction.Thechallengeofe-mailistogetpeoplewhodon’tknowyou,ortheirgatekeepers,toreadit.Thebestwaytodothisistogetanintroductionfromsomeonetherecipientknows,
likes,andrespects.Onlythemostdedicatedpeoplereade-mailthatarrivesoverthetransomwithoutanintroduction.
•Personalizethesubjectline.Evenifsomeoneintroducesyoutotherecipient,thesubjectlineisstillimportant,because
ithelpspeopledecidewhethertoreadyourmessage.Iftherecipientdoesn’tknowyouorhasn’tbeenintroducedtoyou,thesubjectlineiscritical.Thekindsof
subjectlinesthatworkincludementioningsomeonethe
recipientknows(“Yourwifesaidtoe-mailyou”);providinganindicationthatthepersonisfamiliarwithyourinterests(“WouldyouliketogotoaSharksgame?”)oryourcompany(“AnothernewssourceforAlltop”);orsuckingupina
greatway(“IlovedEnchantment”).
•Keepittosixsentences.Ofthehundredsofthousandsofe-mailspeoplehavesentme,Icannotrecallonethatwastooshort.Ninety-fivepercent,bycontrast,aretoolong.Theideallengthissix
sentencesorfewer,andthemessageshouldcontainnomorethanthefollowinginformation:(1)whyyou’recontactingtheperson(see“Suckup”below);(2)whoyouare;(3)whatyourcauseis;(4)whatyouwant;(5)whythe
recipientshouldhelpyou;and(6)whatthenextstepis.
•Suckup.Amorepoliticallycorrectwaytosaythisis,“Doyourhomework,”buttheresultisthesame.Yourfirstsentenceshouldindicatethatyouarecontactingtherecipientfora
goodreasonandthatyouknowsomethingabouttheperson.Forexample,“IfollowyouonTwitterandnoticeyoutweetaboutphotographyallthetime.Mycompanyhasdevelopedanewwaytohelpnovicestakebetterpictures.”
•Minimizeattachments.Attachmentsareanannoyance,andmanypeopledon’topenthembecausetheyareafraidofviruses.Forthesereasons,youshouldseldomsendattachmentswithyourinitiale-mail.Ifthere’sinterestafterthe
introduction,youcanthenasktherecipientforpermissiontosendattachments.
•Askforsomethingconcrete.Ifthere’sanythingworsethanane-mailthatasksfortoomuch,it’sane-mailthatasksfornothing—orisunclearaboutwhatthesender
wants.Ifyouhaveaperson’sinterestandattention,dosomethingwithit.Forexample,askthepersontovisityourWebsiteortoviewavideo.Ifyourrecipientiswonderingwhatyouwantafterreadingyoure-mail,you’vewastedan
opportunity.
Hereisanexampleofane-mailthatworkedonme.AssoonasIgotit,IinstalledtheapplicationonmyiPhone.It’salittlelong,butthebasicsarethere:suckup,explainwhatyoudo,proveyouknowwhatI’minterestedin,andaskforsomething.
From:PriyaKane
Date:July1,20104:49:58PDTPMTo:“[email protected]”<[email protected]>Subject:iPhone/DroidAppReview
HiGuy,
MynameisPriyaKaneandI’marepresentativefromtheindoormap
companyMicello.Inanutshell,MicellobringsGoogleMapstotheindoors!WehavemadeaniPhone/Androidapplicationthatallowsuserstonavigatethroughpopularplacessuchasairports,mallsandschoolsusinginteractivemaps.
Inaddition,Micellomapshaveuniquefeatures,suchasasearchbartodeterminethelocationofbuildings,point-to-pointindoornavigation/directions,andmap“livefeeds”toenhanceuserinteraction.
AtMicello,wehavebeenfollowingyour
blogpostsforacouplemonthsandunderstandthatyouhavealargeaudienceofviewers.Therefore,wewantedtoinformyouofourmappingapplicationandwerehopingyouwouldcheckitoutandpossiblymakeareviewforit.
Wewouldloveto
hearyourfeedbackonwhatyouthinkoftheapplication,andifyouchoosetomakeareviewoftheapplicationthatwouldbegreatlyappreciated.Icanbecontactedatmicello.netifyouneedanyfurtherinformation.
Thankyou,
PriyaKaneMicellohttp://micello.net/
TwitteristhemostpowerfulenchantmenttoolI’veusedinmycareer.ItspowerexceedsthatofWebsitesandblogsbecauseitisapushmedium.Thismeanspeopledon’thavetogotoyourblogor
Websitetoreadyourmessages(tweets).Instead,allthepeoplewhofollowyouraccountonTwitterwillseeyoupostamessagewhentheyareusingtheservice.
GETSTARTED
Tostart,herearethreewaystoimproveyouruseoftheservice:
•Spruceupyour
photo.Generally,menlookbetterthantheirphotoandwomenlookworse,butmostpeopleshoulduseabetterpicture.Physicalattractivenessisn’tnecessary,butatleastuseapicturethat’sinfocusandadequatelylit.Makesurethat
yourzygomaticmajormuscle(crow’s-feetmaker)isfiredup.Here’saquicktest:Double-clickonyourphoto.Diditincreaseinsize?Isitblurry?Areyoureyesred?
•Provideadescriptiveprofile.Theinformationinyour
profileisyourbusinesscard,résumé,positioningstatement,andpitch.Makesurethatyourprofileprovidesalltheinformationitcanaboutyourbackground,interests,andcapabilities.
•Repeatyourtweets.Somepeopledisagreewithmeonthis,butIrepeatmytweets.IdothisbecauseTwitterisCNN,theNewYorkTimes,Reuters,andAssociatedPresson
steroidsallrolledintoone.Youshouldnotassumethatyourfollowerswillseeyourtweetifyoupostitonlyonce,becausetheyliveindifferenttimezones.ThisisthesamereasonCNNandESPNrepeatthesamestoriesthroughouttheday.
POSTINFORMATIVELINKS
ToenchantpeoplewithTwitter,youneedtoestablishyourselfassomeoneworthfollowingbyaddingvaluetopeople’sTwitterstream.Thereareatleastthreewaystodothis:informationallinks,manualengagement,andmarketingpromotions.
Ifyou’reacelebritylikeLanceArmstrong,BritneySpears(seeabove),orBarackObama,thentweetingthatgoingtothedentistisabummermightbesufficient.Whenitcomestomostofus,however,nobodycareswhatshowwe’rewatching,howlongthelineatStarbucksis,orwhetherourcatrolledover.
Instead,postlinksthatpointpeopletostories,
videos,andpicturestheymightnothavefoundwithoutyou.ThechallengeistofindalargevolumeoflinksthatappealtoyourFFFs(friends,fans,andfollowers).Takeitfromsomeonewhoknows:Findinggoodcontentishardwork,soherearefivemethodstomakeiteasierforyou:
•Pushyourown.Ifyouoryour
organizationgeneratescontentforyourWebsiteorblog,pushthiscontentoutthroughTwitter.OrganizationssuchasMashable,CNN,andtheNewYorkTimes(seebelow)tweetlinkstothecontenttheygenerate.Ifyou’reinthebusinessof
generatingcontent,thiscanworkwellforyou.
•StumbleUpon.WhenyousignupforStumbleUpon,youtellitthesubjectsyou’reinterestedin.Then,whenyou“stumble,”theservicetakesyoutoWebsitesandblogsdealingwith
thosesubjectsthatotherStumbleUponusershaveliked.TogetthemostoutofStumbleUpon,installthetoolbarversionintoyourbrowser.Likeapproximately14,846,969people,IusetheFirefoxversionbecauseitletsmepickcategoriesand
sharepagesviaTwitter,Facebook,ande-mail.
•SmartBrief.Smartpeopleatthis
companysiftthroughhundredsofstoriestofindthebestonesfordozensoftradeassociations.Thecompanythenmakesthesedigestsavailabletoanyone.AllyouhavetodoisgotoitsWebsiteorsubscribetoitse-mailnewslettersto
benefitfromtheireffortandexpertise.YoucanthinkofSmartBriefassmart,human-powerednewsfilters.
•Alltop.Imagineanonlineversionofthemagazinerackinabookstore,exceptithas850subjectsandisfree.Alltopaggregates
newsbytopics,presentsthefivemostrecentstoriesfromthebestWebsitesandblogsaboutasubject,andgivesyouapreviewofeachstory.There’snoeasierwaytoscantopicstostaycurrentwiththenews.(Disclosure:Iamthecofounderof
Alltop.)•Interns.Youcanhirepeople—usuallyinterns—tofindstuffforyou.For$10to$20perhour,therearemanyeager,smartpeoplewhowillcombtheInternettolookforgoodcontentonyourbehalf.Thisisoneofthosetimes
whenthrowingmoneyataproblemcanwork.
Thetestforprovidinginformativelinksiswhetherpeoplefindwhatyoutweetsofascinatingtheyforwardit(retweet)totheirfollowers.Truly,retweeting,notimitation,isthesincerestformofflatterythesedays.
ENGAGEPEOPLEMANUALLY
Youcangofarwithbroadcast-onlyinformationallinks.Mashable,CNN,andtheNewYorkTimesprovethisbecausetheyarepopularaccountstofollow.Nevertheless,Ihaven’tseentheseTwitteraccountsrespondtopeople,sothey’renotasenchantingastheycouldbe.Thereasonorganizations
don’tmanuallyengagepeopleisthatitinvolvesalot
ofhardwork,anditdoesn’tscale:Howcantheyanswerhundredsofthousandsoffollowers?Notsurprisingly,they’reafraidofopeningthefloodgates:“Ifwestartansweringpeople,soonthevolumewillswampus,andtheywillexpectustoengageforever.”They’reright—thiswouldhappen.Thequestioniswhethertheeffortisworthitcomparedtoothermarketingexpenses.
Youcanguessmyanswer:Thesedays,Twitterisoneofthecheapestandmosteffectivewaystoengageandenchantpeople.CompanieslikeVirginAmerica(seebelow),Dell,Comcast,Ford,andCiscoanswerquestionsandfieldcomplaintsonTwitter,soyoucandoit,too,ifyoucareenoughandreapenoughvaluefromtheefforts.Forexample,Comcast
supportsengagementonbothTwitterandFacebookwithonlytenpeople.Atleastgivemanualengagementatry—youcouldhireonelessMBA,save$100,000ayear,andpayfortwosocial-mediastaffers.YouwillfindthatnothingenchantspeopleonTwitterlikeanorganizationrespondingtotweets.
PROMOTEYOURCAUSE
Thefinalkindofcontentismarketingpromotions.Youmightrecoilattheideaofthisascontent,butifyou’relookingforadealonDellequipment(seebelow)oraVirginAmericaticket,thiskindoftweetisacceptableandevenwelcome.
YouneedtosetyourownparametersforusingTwitterasapromotionalmechanism,but5percentofyourpostsisagoodtargetlevelforthis
kindoftweet.NoticeinthescreenshotofDellOutlettweetsthatDellispromotingitsproductsaswellassupportingitscustomers.ThisisagoodexampleofusingTwittertosellandsupport.
MAKEITPERSONAL
IsavedmybestTwittertipforlast:Takemanualengagementtotheextreme.
Beforeyourespondtopeople,lookattheirprofilessoyoucanmakeyourtweetmorerelevant.Fewpeoplemakethiskindofeffort.Here’sanexampleofwhatahighlypersonalexchangelookslike.ItstartswiththistweetfrommeaboutaphotoIfoundofmyparentswithJohnWayne.
Oneofmyfollowersrespondedwiththistweet:
Icheckedoutherprofileandlearnedshewasafoodie.
Thiswasmyresponseto
herresponseafterIlearnedthis:
Andthiswasherresponsetomypersonalizedresponse:
Twitterhasprofilepages,andpeoplefillthemout.The
informationisthereforyoutoengagepeopleinthemostpersonalizedandenchantingways.
MyPersonalStory,byGarrReynolds
GarrReynoldsisanauthorandpresentationconsultantlivinginNara,Japan.Inthispersonalstory,heexplainshisfascinationwithJapanandhowthecountryhasinfluencedhisspeeches
andpresentations.
IGREWUPINALARGEHOUSERIGHTONTHEBEACHINSEASIDE,OREGON.OurfrontyardhadJapanese-inspiredlandscaping,includingakoipondandlargestonelanterns.Once,whileplayingonthebeachafterastorm,Ifoundabeautifulglass
floatthathadbrokenloosefromaJapanesefishingboatfaroffshore.Ikeptitinmyroom,asitremindedmeofanexoticlandontheothersideofthePacific,justoutsidemybedroomwindow.Inmytwenties,I
movedtoJapanonaneducationalexchangeprogram.IlikedJapanimmediately,butittookmethreeyearsbeforeI
trulyadaptedtotheculture.Inthoseearlyyears,ItooktostudyingthelanguageandJapanesehistoryaswellasZenandthemanyZenartssuchassumi-e,teaceremony,ikebana,Nohtheatre,andsoon.Throughexperience
andself-study,IshedmystereotypesandmisconceptionsaboutJapanandcameto
appreciatethedepthandbreadthofthecultureandtoseeallthelessonsthatwerethereforanyonewhowaswillingtolearn.WhileIhadagreattimebackintheUnitedStateswhenIreturned,Japankeptcallingmeback—Iwasenchanted.Whatisitabout
Japan?Itisamixtureofmanythings.Thefood
(washoku),forexample,isasaestheticallybeautifulasitisnutritiousanddelicious.Designandpresentationmatter.Customerserviceandrespectforthe“honorablecustomer”areunmatchedanywhereintheworld.Andjuxtapositionsareeverywhere:complexityandsimplicity,modernityandtraditional
design,high-techtoolsandancienttraditions.Livingabroadin
generalopensyourmindandbroadensyourperspective.ThisisespeciallytrueinanancientculturelikeJapanthatembracespatience,cooperation,andhumility.Japanhastaughtmetoslowmybusymind,asIhavelearnedtheartofseeing
thingsfromanotherperspective.Myfamilyissettledin
ahousewebuiltinthequietNaracountrysideamidstZengardens,bambooforests,Shintoshrines,andBuddhisttemples.IamabsolutelyenchantedwiththedepthandbreadthofJapanesecultureandthelessonsaboutdesign,economy,moderation,andlivingin
harmonywiththeenvironment.Thetraditional
Japaneseartshavetaughtmeaboutthepowerofemptyspaceandtheimportanceofamplificationthroughsimplificationandvisualsuggestion,andnowIapplytheselessonstopresentationsandbookdesign.
TheendofthefollowingchaptercontainsmoreinformationaboutGarr’sapplicationofJapaneseprinciples.
Chapter9HowtoUsePullTechnologyThefunctionofmuscleistopullandnottopush,except
inthecaseofthegenitalsandthetongue.
P
—LeonardodaVinci
ushtechnologybringsyourstorytopeople.Pull
technologybringspeopletoyourstory.Theadvantageofpulltechnologyisthatyoucanprovidelargequantitiesofinformation—comparedto,forexample,the140charactersinatweet.Thischapterexplainshowtopull
peopleinandmakethemostoftheirattentionwhentheyvisityourWebsite,blog,andFacebook,LinkedIn,orYouTubepages.
WebSitesandBlogs
Fordistributinglargequantitiesofinformation,sellingyourproduct,andprovidingsupportanddownloads,it’stoughtobeat
Websitesandblogs.Here’swhatyoucandotomaximizetheirenchantmentpower:
•Providegoodcontent.Thisisa“duh-ism,”butit’saduh-ismorganizationsmiss.AWebsiteorblogwithoutusefulorentertainingcontentisnotenchanting.This
doesn’tmeaneveryonehastolikeyourcontent,butyoursitemustappealtothesegmentofthepopulationyou’retryingtoenchant.
•Refreshitoften.EnchantingWebsitesandblogsarenotbrochuresthattellamarketingstoryandseldom
change.Goodcontentthatdoesn’tchangeisn’tgoodforlong,andpeoplewillnotreturntoyourWebsiteorblogifyoudon’tprovidenewmaterialoften.Ideally,youshouldupdatecontenteverytwotothreedays.
•Skiptheflash(and
Flash).Youmaythinkit’scoolthatasixty-secondvideoplayswhenpeopleenteryourWebsite.Certainlyyourdeveloperdoes.Thatmakestwopeopleintheworld.Three,ifyouaddthedeveloper’smom.SkiptheflashandFlash,andletpeoplegetright
inunlessyouwantthemtoaborttheirvisitoronlyvisitonce.
•Makeitfast.It’sashamewhenanyonecangetrighttoyourhomepage,butthenhastowaitforittoload.Peopleexpectimmediateaccess,andthere’snoexcuseforaWeb
siteorblogthattakesmorethanafewsecondstoload.
•Sprinklegraphicsandpictures.Graphics,pictures,andvideosmakeaWebsiteorblogmoreinterestingandenchanting.Ifyou’regoingtoerr,usethemtoomuchratherthantoo
little,withtheexceptionofaFlashfront-endintro.
•ProvideaFrequentlyAskedQuestions(FAQ)page.PeopleloveFAQsbecauseFAQscuttothechase.Figureoutwhatthemostcommonquestionsaboutyourcause
areandanswertheminoneplacetosaveyourvisitorsthehassleofsearchingforinformation.
•CraftanAboutpage.Visitorsshouldneverhavetowonderwhatyourorganizationdoesandwhyyoudowhatyoudo.Provideallthis
informationinanAboutpage.Confusionandignoranceareenemiesofenchantment.
•Helpvisitorsnavigate.EnablepeopletosearchyourWebsiteorblogtofindwhattheyarelookingfor.Also,asitemaphelpspeople
understandthetopologyofyourWebsite.
•Introducetheteam.Fewpeoplewanttodealwithanameless,faceless,andsoullessorganization.AgoodWhoAreWe?pagesolvesthisproblem.LookatthisgreatexamplefromArc90,a
designshopfromNewYork.
•Optimizevisitsforvariousdevices.Nomatterwhat
devicepeopleareusing,yourWebsiteandblogshouldlookgood.AWebsitedesignedforalaptopordesktopcomputerisn’tgoingtoworkwellforamobilephoneoriPad,socreatespecificversionsforwhateverpeopleusetoaccessyour
site.•Providemultiplemethodsofaccess.Toeachherown:SomefolkslikeWebsitesandblogs,andotherspreferRSSfeeds,e-maillists,Facebookpages,andTwitterfeeds.Providemultiplemethodstoengagepeopleandmake
theseoptionseasytofindonyourWebsite.
Asitethatembodiesmostofthesequalitiesis1000AwesomeThings.Thisishowthecreatorofthesitedescribesit:
MynameisNeilPasricha,andI’mano-namethirty-year-oldguywhostarted1000
AwesomeThingsbackinJune2008withthegoalofwritingaboutoneawesomethingeveryweekday.Ididthisasmylife
wasfallingapart.Mybestfriendtookhisownlife,andmywifeandIwentdifferentways.Wesoldourhouse,Imovedtoatinyapartment,andItriedtogetthingsbackontrackbytalking
aboutonesimple,universallittlejoyeverysingleday—likesnowdays,bakeryair,orpoppingBubbleWrap.Internettravelers
fromallovertheworldsupportedAwesomeThingsfromthestartandsentittofriendswhosentittofriends.NewpeopleseeingthesitehelpeduswintheBestBlogawardtwo
yearsinarowandlandabookdeal.ThisSpringTheBook
ofAwesomecomesouteverywhere.Honestly,thisisjust
incredible,andI’mtotallyshockedandoverwhelmed.Butmorethananything,Ijustwanttosaythanks.
Thesitefeaturesshortdescriptionsofsweetlittleactionsthatmakepeoplesmile—forexample,whendinnerguestsdothedishes
eventhoughyoutoldthemnotto,orwhensomeonewhodoesn’tlikepizzacrustgivestheirpizzacrusttoyou.TakealookattheWebsite’shomepagetoseehowsuchapagecanhelpyouenchantpeople.
Ijustusemymusclesasaconversationpiece,like
someonewalkingacheetahdownForty-secondstreet.
—ArnoldSchwarzenegger
IfFacebookwereacountry,by2010itwouldrankthirdintheworldinpopulation—behindChinaandIndiabutlargerthantheUnitedStates.EnchantingFacebook
members,therefore,isonlyreasonableandlogical.WhenIwascompletingthisbook,IfacedachoicebetweendevelopingaWebpageoraFacebookfanpageforit.IpickedtheFacebookoptionforthesereasons:
•Facebook’smembershipislargeandcontainsthekindofpeoplewhowouldbe
interestedinthisbook.
•TheprocessofdevelopingaFacebookfanpageisfast,easy,and,therefore,inexpensive.Ipaidapproximately$1,750toadevelopmentcompanycalledHyperArtsWebDesigntocreatethe
fanpage.•TheFacebookplatformincludescommenting,postingphotos,postingvideos,andsharingfunctionality.Thesefeaturesareallfree.
•TheFacebookplatformsupportsthird-partyapplications.Ifthe
Facebookplatformcan’tdosomething,youcanusuallyfindaninexpensiveorfreeapplicationtodoit.
•TheidentitiesofFacebookusersaremorereliable.Forexample,onaWebpage,anyonecanpostacommentusinganyidentity.Whenpeopleposta
commentonFacebook,theyaremuchmorelikelytobetherealperson.
•The“liking”andsharingfunctionalityofFacebookisfabulous.Thisfunctionalityenablespeopletospreadthewordaboutyourcause.
Onceyouenchantpeoplewithyourfanpage,youwantthemtospreadtheenchantment,too.
MariSmithisthecoauthorofFacebookMarketing:AnHouraDayandtheleadauthorofTheRelationshipAge.FastCompanydubbedher“ThePiedPiperofFacebook.”Ienlistedherexpertisetoexplainhowto
useFacebooktoenchantpeople.Theseareherfavoritetechniques:
•Addalandingtabtoyourfanpage.Anorganizationcanspecifywhich“tab”peopleseeonitsFacebookfanpage.Mostorganizationscallthistheir“Welcome”landing
tabandcustomizeitwithgraphics,promotionaltext,andsometimesavideomessage.Thepurposeofthistabistwofold:first,toprovidefirst-timevisitorsaplacetounderstandyourFacebookpresenceandgetoriented;second,toinspirevisitorstojoin
(“Like”)thefanpageandtherebyhelpyouspreadit.
FacebooklandingpageforEnchantment.
•Makeuseof
FriendLists.Tobettermanageyourfriends,createlistsofimportantpeople.ThenyoucanmoreeasilyviewyourNewsFeedeachdayandquickly“Like”and“Comment”tocontinuenurturingthoseimportantrelationships.
•Useyourpersonal
profileforprofessionalnetworking.Creatingapersonalprofileallowsyoutoreachoutandaddselectindividualsasfriends,commentontheirwalls,andbuildkeyrelationships.Butcontrolyourstatusupdatesandposts
becauseyouneverknowwho’sreadingyourcontentintheirstream.
•[email protected]“@tags”inanyupdate/wallpost(onyourprofileorfanpage)consistingofamixoffriends,fan
pages,events,orgroups.Use@tagstothank,acknowledge,andenchantpeople.
•Provideanareaforyourfanstopromotethemselves.Tohonoryourfansandtominimizespampostsonyourwall,giveyourfanstheirownforumwiththe
Discussiontab.Specifyhowandwhereyouwantthemtopost.Forexample,MariSmithhasalong-running,popularthreadencouragingfanstopromotetheirTwitteraccounts.
•Respondtofans’postspromptlyandpersonally.
Implementaneffectiveengagementstrategy(youmayneedteammemberstohelp)andreplytoyourfans’commentsandquestions.Personalizeyourrepliesandusefans’firstnamesforaninformalfeel.
•Surpriseyourfans.Fromtimetotime,giveyourFacebookfanpageaburstofexcitementbyintroducinginitiativeslike“FanPageFriday”or“ShareYourBlogDay”andinviteallyourfanstosharetheirlinksonyourwall.Everywall
postcreatesviralvisibilityforyourpagethroughoutFacebook!
•Givespecialgifts.UsingtheFacebookapponyourfanpage,youcanaddcustomcontentasataboranitemintheleftcolumn,includinganopt-inbox.Offeryourfansavaluable,
freedownload,andyou’llgrowyoure-maillistasaresult.Thenyoucancontinuebuildingyourrelationshipwithyourfansviae-mail.
•Chatlivewithyourfans.Yourfanswilllovetointeractwithyoulivefromtimetotime.Usethe
VpypeorUstreamappstostreamlivevideoandgetyourfanstointeractandchat.Also,tryouttheClobbyapp(ChatLobby)tochatreal-timewithyourfans.Yourfanswillloveyoufortheenchantingliveelement,andyou’llstandoutfromotherson
Facebook.•Getyourfansinvolvedinproductandcontentcreation.InvolveandincludeyourFacebookfanswhencreatingnewproductsorwhenseekingideasfornewblogposts.Thisiscalledcrowdsourcing.Youcanalsoruna
contest.Wildfireapp.comisagoodchoiceforcontestsonFacebook.
Facebook,withitsmembershipexceedingthepopulationofmostcountries,isapowerfulmechanismforenchantment.Despiteitssize,Facebookrequirespersonalizedandinformal,asopposedtomass-marketing,
techniquestoenchantpeople.It’saweaponofmassconstructioninthehandsofagoodenchanter.
Thisisasimplification,butIcouldmakethecasethatFacebookisforshow,andLinkedInisfordough.ThisisbecausemostpeopleuseFacebookforsocializing
(althoughMariSmithmaysinglehandedlychangethis)andLinkedInformakingbusinessconnectionsorfindingjobs.Youmayhavetousebothservicestooptimizeyourenchantmentefforts.
MAKEAGREATPROFILE
ThestartingpointofusingLinkedInasanenchantmenttoolistocompleteyour
profile.Ifyouonlyenterbasicinformationsuchasyourcurrentemployerandeducationalbackground,you’renotusingLinkedIntoitsfullestpotential.Completingyourprofile
withallthekeyelementsofyourlife(education,workexperience,affiliations,andactivities)increasesyourvisibility,becauseLinkedInwillusethisinformationtomakeconnections.(WhenI
waswritingthisbook,IreviewedmyLinkedInprofileandfoundthatitwasoutdated!Thisisanotherlesson:Keepyourprofilecurrenttomaximizeconnections!)
GETVISIBLE
Therearetwoadditionalwaystoenablemorepeopletofindandconnectwithyou.First,participateinactivities
atLinkedInAnswers.ThisisthesectionofLinkedInwherepeopleaskandreplytoquestions.LinkedInorganizesthequestionsbytopics,suchasmanagement,marketingandsales,technology,andinternational.Providegoodanswers,askgoodquestions,andyou’lllooklikeastar.Second,LinkedIn’sGroups
directorycontainsthousandsofspecial-interestgroups.
Forexample,thereareoverthreehundredgroupsforeventplanners.Onceyou’reinagroup,participateindiscussionstoincreaseyourvisibilityandgetintotheinformationflowofthegroup.
REACHOUT
SofarI’vefocusedonoptimizingLinkedInforpullfunctionality—thatis,
buildingyourvisibilityandenablingpeopletofindyou.TheotherhalfofLinkedIn’svalueisenablingyoutoreachpeople,learnabouttheirinterests,checkouttheirreputations,andgettheinsidescooponorganizations.Here’swhatImean:
•Searchbyname.Thesimplestsearchistoentera
person’sname.IfheisonLinkedIn,you’llfindhisprofileaswellaspeoplewhoareaffiliatedwithhim.Youmayalreadyknowsomeofthesepeople,andLinkedInwillshowyouthepeopleyoubothknow.Theymighthelpyouconnectwithhim.
•Searchbycompany.Whenyouwanttomakeaconnectiontoacompanybutdonotknowanyonewhoworksthere,youcansearchforthecompany’snameonLinkedInandseetheprofilesofitsemployees.ThenLinkedInwillshowyouthe
sharedconnectionsyouhavewiththeorganization.
•Findsharedinterests.OnceyoufindpeopleonLinkedIn,youcanlearnabouttheirinterestsandbackgrounds—atleastifthey’vefilledouttheirprofiles.Knowingthatyouwenttothe
sameschool,workedforthesamecompany,playthesamesports,orsocializewiththesamepeopleisapowerfulwaytoengageapersonwhenyousendane-mailormeetforthefirsttime.
•Checkthereputationof
people.Smartjobcandidatesprovidereferencesfromfolkstheyknowwillsaypositivethings,butyoushouldgetindependentreferences,too.YoucanuseLinkedIntofindpeoplewhoworkedatacompanyatthesametimeandask
themaboutjobcandidates.YoucanalsouseLinkedInwhenyou’reconsideringanewposition.GotoLinkedIntofindpeoplewhoworkedforyourfuturebossandaskthemifshe’sagoodmanager.
•Scopeoutcompanies.
LinkedIncanprovideinformationabouttrendsatcompanies.Forexample,youmaydiscoverthatmostpeopleinhighpositionsatthecompanyhaveMBAsfromHarvardandwenttoIvyLeagueschools.LinkedIn
canalsorevealthatemployeesareleavingacompanytoworkforacompetitor—somaybeyoushouldconsiderthatorganizationinstead.Don’tlimityouruseofLinkedIntoreachpeopleandcompaniesthatyouwanttoworkforor
sellto.Youcanalsouseittoscopeoutyourcompetition,partners,andvendors.There’snosuchthingasknowingtoomuchaboutallthesetypesoforganizations.
•Integrateintoanewjob.Here’sapowertiptohelp
youenchantpeoplewhenyoustartanewjob:UseLinkedIntolearnmoreaboutyourfellowemployees.Itwillhelpyoubuildrelationshipsmuchfasterwithpeopleyoudon’tknow.
ThebottomlineisthatLinkedInisatremendous
enchantmenttoolbecauseitenablesyoutofindpeople,connectwiththem,findsharedpassions,andchecktheirreputations.
YouTube
GregJarboeisthepresidentandcofounderofSEO-PRandtheauthorofYouTubeandVideoMarketing:AnHouraDay.Inotherwords,
he’stheMariSmithofYouTube(orMariSmithistheGregJarboeofFacebook).I’mnotanexpertinYouTube,soIaskedhimtohelpmeexplainhowtouseittoenchantpeople.
PROVIDEINTRINSICVALUE
ThefirstthingJarboetaughtmeisthatvideocontentthatcanenchantpeoplemustprovideintrinsicvalueto
yourviewers.Thisvaluecomesinfourforms:
•Inspiration.YouTubehasbroughttolightthousandsofinspiringstoriesofcourageandbravery.Example:“JakeOlson:ATrueInspiration.”
•Entertainment.Somevideosare
plain-and-simpleguffawinglyfunny.Examples:“Re:@guykawasaki|OldSpice”and“UnitedBreaksGuitars.”
•Enlightenment.Thesearedocumentariessimilartowhatyou’dseeonPBSortheDiscoveryChannel.Example:
“WorseThanWar|Full-lengthdocumentary|PBS.”
•Education.Educationalvideosshowhowtodothingsanduseproducts.Example:“HowtoFoldaT-shirtin2seconds.”
(Onewaytorememberthesefourcategoriesisthat
theyformtheacronym“IEEE,”whichisfunnyinanerdhumorway.Ifyoudon’tgetit,don’tworry.)Oneimportantpoint:The
goalofcompaniesisoftentocreatea“viralvideo.”Youknow,thekindthatmillionsofpeoplewatchinafewdays—forexample,theOldSpiceguyvideos.Thisisthekindofvideoeveryothercompanywishesitoritsexpensiveagencycreated.
Don’tmakethisyourgoal.Luckmakesavideogoviral,and“getlucky”isnotagoodstrategy.Therightgoalistoprovideasteadysupplyofvideothatisinspiring,entertaining,enlightening,oreducationalandthat,overtime,enchantspeople.
KEEPITSHORT
ThesecondthingJarboetaughtmeisthatthemost
popularvideosareshort.Despiteitsslogan,“BroadcastYourself,”YouTubeisn’tabroadcastmedium.Instead,it’stheworld’smostpopularonlinevideocommunity.
Abandonmentofvideosovertime.
InSeptember2010,myfriendsatVisibleMeasuresanalyzedover40millionshort(fiveminutesorless)
videoclipsrepresentingsevenbillionviews.Theyfoundthat19.4percentofviewersabandonavideowithinthefirsttenseconds.Bysixtyseconds,44percenthavestoppedwatching.*VisibleMeasures’findingsillustratewhyenchantingvideosonYouTubeareusuallyshort.It’snowonderthatpopularvideossuchas“CharlieBitMyFinger—Again!”and“EvianRoller
Babies”areonlyapproximatelyaminutelong.Theotherkeytakeaway
fromthesefindingsisthatyourvideosshouldstartfastbecausepeoplearegoingtomakeastop/continuedecisioninthefirsttenseconds.Ifyouhaven’tenchantedthembythen,youneverwill.Sodon’tcreatevideosthatslowlybuildmomentumandfinallygetinterestingafteraminuteor
sobecausemanypeoplewillhavestoppedwatchingbythen.Youcanlearnaboutyour
audience’sviewingpatternsbyvisitingtheInsighttab.Thereportstherewillshowyouhowmanyviewsyourvideosaregettingaswellasviewerdemographics.Documentariesaretheexceptiontothisrule,butthedatasetisclear:Ensurethatyourvideosareshortand
sweetandstartoffwithabang.
FOSTERDISCOVERY,SHARING,ANDIDENTITY
AssumingthatyouhaveIEEEcontentinashortformat,nextyouneedtoaccomplishthreetaskstouseYouTubetoenchantpeople.First,helppeoplediscoveryourvideo.DidyouknowthatthenumberofsearchesonYouTubeissecondonlyto
thatonGoogle?Herearethreewaystomakethisworkforyou:
•Keywords.Relevantkeywordscanhelpgetyourvideocontentinfrontofinterestedusers.Forhelpwithchoosingkeywords,usetheauto-fillsuggestiondrop-downmenuon
YouTube,studywhatotherpeoplehaveusedaskeywordsforsimilarcontent,andusethesameones.Also,tryYouTube’skeywordsuggestiontool.Finally,youcanusetheDiscoverytabinYouTubeInsighttoaccessthe
keywordsthatpeoplearesearchingtofindyourvideo.
•Title,description,andtags.Afteryou’vecomeupwithnewkeywordideas,ensurethatyourvideoincludesthosewordswithinyourtitle,description,andtags.Thiswillhelp
peoplediscoveryourvideosinsearchresultsand“RelatedVideos.”Ifyouwanttoincludeyourbrandnameinthetitle,itshouldalwaysgolast.Makeyourdescriptionandtagsasdetailedaspossible.
•Thumbnails.OnceYouTubehas
processedyourvideo,itgeneratesthreerepresentativevideothumbnails.Youcanselectoneofthemasyourvideothumbnail.AstheGrailKnighttellsIndianaJones,“Youmustchoose,butchoosewisely.”Thinkaboutwhichthumbnailisthemostenchanting.
Beawarethatthumbnailsthataresexual,violent,orgraphicmaycauseYouTubetorestrictaccesstoyourvideo.
Second,encouragepeopletoshareyourvideosasfarandwideaspossible.YouTubeprovidesthreepowerfulwaystomakethishappen:byembeddingvideos
onotherWebsitesandblogs,bysharinglinkstovideosviaupdatestoserviceslikeFacebookandTwitter,andbye-mailinglinkstovideostopeople.Third,buildupapersonal
followingandcredibilityonYouTube.Bothofthesewillensurethatmorepeoplewillwatchyourvideos.Youcanaccomplishthisbyleavinginsightful,useful,orentertainingcommentson
otherpeople’svideosandjoiningYouTubegroups.Increasingyourvisibilitywillattractpeopletoyourvideos.Finally,youcanuse
GoogleModeratoronyourYouTubechannel.Moderatorisasocialplatformthatallowsyoutosolicitideasorquestionsonanytopic,andyourcommunitycanvotethebestonestothetopinrealtime.NickKristofoftheNew
YorkTimesusesModeratortotakequestionsabouthistravelsaroundtheglobe.
ThinkJapanese
GarrReynolds’sbook,PresentationZenDesign:SimpleDesignPrinciplesandTechniquestoEnhanceYourPresentations,containsalistoftenJapaneseaestheticprinciples.I’msharinghis
listbecausethisJapanesewisdomcanhelpyouincreasetheeffectivenessofyouruseoftechnology.Also,mentioningafew
foreignphrasesmakespeoplethinkyou’resmartandmoreenchanting—andthat’senoughofaraisond’êtretobepartofyourvocabulary.
•Kanso.Eliminatingclutterandexpressingthings
inplainandsimpleways.Application:Reducethecrapinyourpresentation,onyourWebsiteandblog,andinyoure-mails,tweets,Facebook,andLinkedInupdates.
•Fukinsei.Usingasymmetryorirregularitytoachievebalance.
Application:UseasymmetricalphotosonyourWebsiteandinyourpresentations.Googlethe“ruleofthirds”tolearnmoreaboutthepowerofasymmetryinphotography.
•Shibui.Understatingandnotelaborating
uponthings.Application:Reducethehardsellapproachineveryformofcommunication.
•Shizen.Depictingnaturalnesswiththeabsenceofpretenseandartificiality.Application:Simplifytheuserinterfaceofyour
WebpropertiesandremovetheflashyintrovideoonyourWebsite.
•Yugen.Usingsubtleandsymbolicsuggestionratherthanobviousness.Application:Createapresentationthatmovespeople’ssoulsratherthanbeatstheminto
submissionand,morelikely,boredom.
•Datsuzoku.Transcendinghabit,formula,andconventionality.Application:Breakawayfromthetiredtext-and-bullet-pointsmethodoftellingyourstorybyusingevocativepicturesandcool
diagrams.Or,don’tusePowerPointandKeynoteatall.
•Seijaku.Achievingastateoftranquilityandenergizedcalm.Application:RemovethejarringandintrusiveelementsfromyourblogandWebsite.
•Wa.Embodyingharmonyand
balanceandavoidingself-assertion.Application:Meldtheneedsofyourcustomers,employees,andshareholdersintoawin-win,pie-bakingapproach.
•Ma.Providinganemptiness,spatialvoid,orsilencetoprovideafocal
point.Application:Removetheglitzfromyourslidesandincreasewhitespaceinyourpresentation,Website,andblog.
•Yohaku-no-bi.Appreciatingthebeautyofwhatisimplied,unstated,andunexpressed.Application:Don’tsellpasttheclose
inyourenchantmentefforts.
Anddon’tforgetmycontributiontoJapaneseconcepts:bullshiitake,noun,theresultofspreadinglies,inaccuracies,andunfoundedconclusionsinabrazenmanner.
MyPersonal
Story,byMerylK.Evans
MerylK.EvansisafreelancewriterfromPlano,Texas.Inthispersonalstory,sheexplainshowtelevision
(pushtechnology!)withaclosed-captiondecoderopenedupawholenewworldofenchantingentertainment.
MYPARENTSNEVERHADTOWORRYABOUTMEWATCHINGTOOmuchTVasakidbecauseIwasborndeaf,andIwasunabletoreadlipsonTV.Ienjoyed
cartoonsandSesameStreet,butIplayedalotofsportsandstayedoutofthehouse.In1983,Ireceiveda
boxbiggerthantwoDVRsontopofeachother.Itwasmyfirstclosed-captiondecoder.Nomorethantenshows,ifthat,containedclosedcaptions.Ittookworktofindsomethingwherewordsappearedonthe
screentellingmewhosaidwhat.ThenIfoundBond.Icaughteveryone-linerandthebadguy’slatestevilplan.Nomoreaskingmyfamily“Whatdidshesay?Whathappened?”ThenImetthe
Carringtons.Forthefirsttime,Iwatchedaweeklyshowexperiencingthetortureofwaitingawholeweekbefore
findingoutwhathappensnextonDynasty.OneofmybestfriendswasalsoaDynastyfan.Wehadeighth-gradeEnglishtogetherandwe’dtalkabouttheshow.Wow—myfirstwatercoolerconversationaroundaTVshow.Myparentsalso
introducedmetomusicaltheater.OneyearinJune,IdiscoveredsomethingI
neverthoughtpossible:theTonyAwards.Closed-captioned.Atlast,IcouldfollowthewordstothesongsthatIsawinthelocaltheater.Thankstoclosed-captionedTonyAwardsandspecialprogramslikeTheNightof100StarsatthePalace,IlearnedmanysongsbyheartbecauseIcouldfollowthemonamusic
player.
*MattCutler,“BenchmarkingViewerAbandonmentinOnlineVideo,”VisibleMeasuresBlog,September29,2010,http://corp.visiblemeasures.com/news-and-events/blog/bid/14410/Benchmarking-Viewer-Abandonment-in-Online-Video.
Chapter10HowtoEnchantYourEmployeesTobusinessthatwelovewerisebetime,andgoto’twith
delight.
—WilliamShakespeare
Here’sanotherJapaneseword:bakatare.Itmeans
“stupid”or“foolish,”andit’stheperfectdescriptionofpeoplewhothinkdisenchantedemployeescanenchantcustomers.Thischapterexplainshowtoenchantthepeoplewhoworkforyousotheycan,inturn,enchantothers.
ProvideaMAP
Counterintuitiveasthismayseem,moneyisoftennotthesole,orevenprimary,reasonforlovingajob.Motivatingpeopleisnotassimpleasfeedingmoneyintoemployeesandgettingoutresultsasiftheywerevendingmachines.Providinganopportunityforemployeestoachievemastery,autonomy,andpurpose(MAP)ismoreimportantthanmoney.
•Mastery.Peoplewanttoimprovetheirskillsandcompetency—true,maybetomakemoremoneybutalsoforthesakeofgettingbetteratsomethingthatintereststhem.Whowantstosuckatsomethingyoudoforeighthoursaday?
•Autonomy.Autonomymeansmanagementisn’tconstantlytellingpeoplewhattodoandhowtodoit.Whenanorganizationenablespeopletoworkautonomously,thiscommunicatesmanagement’sbeliefthatthe
employeesarecompetentandtrustworthy.Sosetthegoalsandgetoutoftheway.
•Purpose.(Thisisthemostimportantofthethreefactors,butMAPisabetteracronymthanPAM.)Purposereferstothemeaninganorganizationmakes
—inotherwords,howtheorganizationismakingtheworldabetterplace.FedEx’spurposeis
togivepeoplepeaceofmindwhentheyabsolutely,positivelyneedtogetsomethingsomewhere.Target’spurposeistodemocratizedesign.eBay’spurposeisto
democratizecommerce.Fulfillingabigpurposeisakeyelementofemployeesatisfaction.
Providingmastery,autonomy,andpurpose,however,doesn’tmeanthatyoushouldunderpaypeople.Ifyouunderpaythem,youarecommunicatingthat“Wedon’tvalueyouverymuch,”sopaypeopleafairamount
andenablethemtoachieveMAP,andyou’llenchantyouremployees.
EmpowerThemtoDotheRightThing
Rule#1—Thecustomerisalwaysright.
Rule#2—Whenindoubt,referbacktoRule#1.
—HouserulesofHyman’sSeafood
inCharleston,SouthCarolina
Yourbestemployeeswanttoserveanddelightyourcustomers.Thisattitudeexpressesitselfinthewaygreatemployeeswork—whethertheirtaskistocreatesomething,manufactureit,shipit,sellit,supportit,or
reviseit.Theycare.Alot.Money
isn’ttheirsolemotivation.Thesatisfactionoftakingcareofcustomersandmakingthemhappyisimportant,too.Thebummeristhatorganizationsdon’tlettheiremployeesdothis.Unwittingly,theypreventemployeesfromdoingtheirbestforcustomerswithpoliciesthatarewrittentopreventlosses,notachieve
gains.Oneeasywayforyouto
enchantyouremployeesistoempowerthemtodotherightthingforthecustomer.Thismeansyoutrustthemtomakeresponsibledecisions(alsoknownasautonomy)andtoenableyourorganizationtofulfillitsreasonforexistence(alsoknownaspurpose).Ontheotherhand,ifyou
don’tenableyouremployees
topleaseyourcustomers,youcreatedisenchantment.Itmeanstheycannotfeelgoodaboutthemselves,andyouareputtingtheminthepositionofgettinghammeredbyiratecustomers.Bottomline:Letyour
employeesdotherightthing,andyou’llenchantthem.Andthentheywillenchantyourcustomers.
JudgeYourResultsandOthers’Intentions
Peopleoftenjudgetheirintentionsagainsttheresultsofothers:“Iintendedtomeetmysalesquota,butyoumissedyours.”Bydoingthis,theyseldomfindfaultwiththeirperformanceandalmostalwaysfindshortcomingsin
theperformanceofothers.Ifyouwanttoenchant
employees,youshouldreversethisoutlook:Judgeyourselfbywhatyou’veaccomplishedandothersbywhattheyintended.Thismeansyouareharsheronyourselfthanothersandembraceanunderstandingattitudelike“atleasthisintentionsweregood.”Overthelongrun,you
cannotcontinuetojudge
peoplebytheirintentionsiftheyconsistentlyproducelousyresults,butperhapsyoumadeahiringortrainingmistake.Atleastyoushouldjudgeyourresultsagainsttheresultsofothersandnotgiveyourselfthebenefitofthedoubt.Bytheway,thisisalso
verygoodadviceforhowyouapproachyourresultsandyourwife’sintentions.Theoddsareverygoodthatthere
areverygoodreasonsforyourwife’sshortfall.
AddressYourShortcomingsFirst
Somuchofwhatwecallmanagementconsistsin
makingitdifficultforpeopletowork.
—PeterDrucker
Continuingthethemeofself-criticism,youshouldtakeactivemeasurestofindoutwhatemployeesconsideryourshortcomings.Thenstartyourperformancereviewswithemployeesbytalkingabouthowyourfoiblesmayhaveaffectedtheirperformance.Maybeyourshortcomings
causedtheshortcomingsofthosewhoworkforyou.There’sasayingthatifa
managerhastofiresomeone,maybethecompanyshouldfirehim,too,becausethesituationshouldnothavereachedthispoint.Peoplewhoadoptthisself-
criticismstrategywillimproveasmanagersbecausetheytakeresponsibilityforlousyoutcomes.Asimportant,theywillinspireemployeestoimprovethroughthegoodexamplethattheyset.Note:Theword
is“inspire”not“scare.”Enchantedemployeesareinspired,notintimidated.Thinkaboutthis:How
manyperformancereviewshaveyoueverhadwhereyourbossstartedbysaying,“IthinkIcouldhaveprovidedyouwithbettermanagement”?Youwillseldomgowrongblamingyourselffirstandmost.
SuckItUp
Thedefinitionofsuckitup,accordingtotheUrbanDictionary,is“toendureaperiodofmental,physical,oremotionalhardshipwithnocomplaining.”*Sometimesyoushouldsuckitupanddealwithadversity,becausethat’swhatgreatpeopledo.Andasabonus,you’llenchantthefolkswhowork
foryou.StephenJ.Cannellwasthe
creatororco-creatorofanumberoftelevisionseries,includingTheRockfordFiles,TheA-Team,Wiseguy,21JumpStreet,SilkStalkings,andTheCommish.HisstoryofhowheworkedwithJamesGarneristheepitomeofsuckingitup:*
TherewereoccasionswhenIsentascript
downtohimthatIdidn’tthinkwasthebestscriptthatwe’devershot,andI’dneverhearfromhim.AlotofotheractorsIworkedwithovertheyearswouldcallmeupandsay,“Hey,Idon’tthinkthisisaverygoodscript,weneedtodothis,this,andthis…”NeverawordfromJim.Nothing.He’djustdoit.SoIstartedto
thinkthathedidn’tseethatitwasn’tagoodscript.Oncewewereata
wrappartyattheendofaseason,andoneofthoseweak-sisterscriptscameup.Jimwaggedafingeratmeandsaid,“Notoneofyourbetterefforts,Steve.”SoIsaid,“Okay,let
measkyouaquestion:Whydon’tIeverhear
fromyouwhenyoudon’tlikethescript?”Hesaid,“I’lltellyou
exactlywhy:ItrustyouandItrustJuanita[Bartlett]andItrustDavid[Chase],andIknowifyousendmeascriptthatisn’tquiteuptowhatwe’reusedtodoing,it’sbecauseit’sthebestyoucandothatweekgiventhepressuresthatareon
you.AndifIspinyouguysallaroundandforceyoutorewrite,I’mgoingtoturnonebadscriptintofourbadscripts.“Sothat’sthetime
thattheactingdepartmenthastostepupandreallykicksomeass.Wehavetostepupandreallymakethestuffwork.Ihavetolookformore
motivationtomakecomedywhereIdon’tseeitonthepageandtrytomakeitgopasttheaudiencewithoutthemseeingthatitwasn’tthatgoodastory.”Whoa.Imean,come
on.Whatapro!Whatapro!Andhe’sright:VeryoftenI’vefoundthatwhenactorshavespunmearoundlikethat
—Iknowthescript’snotasgoodasitshouldbe,butlet’sgetpastthisoneandhaveagoodonenextweek.Youcan’tdotwenty-twoexcellentshows—it’sjustnotpossible.Anybodywhodoesseriestelevisionwilltellyouthat.There’salwaysafewthataren’tasgood.Hetoldme,atthe
sametime,“Younever
sentmetwobadonesinarow.”
AllIcansayisCapish?
Don’tAskEmployeestoDoWhatYouWouldn’tDo
Ifthereisasingleprinciplethatcanguideyourmanagementstyle,itisthat
youshouldneveraskpeopletodosomethingyouwouldn’tdo.Nothingwillincreaseyourcredibilityandloyaltybetterthanthis.Filloutthischartfora
realitycheck.
Action Doyou?
Areyouaskingemployeesto?
Flyacross
theglobeincoachclass
Answerallyoure-mail
Comeinearlyandstaylate
Emptythetrashcan
Makephotocopies
Thepointisn’tthatyoushouldmakeeverytaskfun—that’sunrealistic.Thepointisn’teventhatyoushoulddothegrimyjobs.Thepointisthatwhenyouempathizewithemployeesandworkrightalongsidethem,that’senchanting.
CelebrateSuccess
Onewincanovercomeahundredlosses,socelebratingsuccessisapowerfulwaytoenchantemployees.Thisisparticularlytrueifyouemphasizeteamwinsratherthanindividualonesandgivecredittoalltheemployeesinvolved.AccordingtoBrendaBence,authorofHow
YOUAreLikeShampoo,celebratingsuccesshasthesepositiveeffects:*
•Itmotivatesyouremployeestoworkharder.
•Itunifiestheteamaroundcommongoals.
•Itupliftsemployees’mind-setsfromongoingtaskstoa
celebration.•Itcommunicatesthekindofgoalstheorganizationvalues.
•Itbuildsmomentumbyillustratingthatprogressishappening.
•Itremindsthemthattheyworkforawinningorganization.
Acautionarywordaboutcelebrations:Goodtimestemptorganizationstothrowblowoutbashesatexpensivehotelswithfamousentertainers.Thispracticeisawasteofmoneyandabadmessagetoemployees.Theoperativewordsarefunandcool,notextravagantandawesome.TheIndustrialExtension
ServiceofNorthCarolinaStateUniversityprovidesa
goodexampleofanenchantingcelebrationofsuccess.Itaspiredtocreate$1billionofeconomicvaluefortheregion.Whenitachievedthisgoal,itcelebratedbyconductingastatewidebustourofmanufacturingcompanies.Thisisanexampleofagoodcelebration.Ateachstopofthe
“ManufacturingMakesItReal”tour,NCSUpeople
collectedsamplesofproductsfromthemanufacturersanddeliveredthesesamplestothegovernorofthestate.ItwasfunfortheNorthCarolinaStateemployeesaswellasrewardingfortheemployeesofthecompaniesthatthebusvisited.
“ManufacturingMakesItReal”ontour.
FindaDevil’sAdvocate
First,abitofhistory:From1587to1983,theCatholicChurchappointedpeopletoargueagainstthecanonizationofparticularindividualswhowerebeingconsideredforsainthood.Theadvocatusdiaboli,ordevil’sadvocate,rolewastofindfaultwithcandidatestoensuresaintlysaints.Whenthepracticeended
aftertheelectionofPopeJohnPaulII,anexplosioninthenumberofcanonizationsoccurred.Duringhisreignthechurchcanonizedfivehundredpeople,comparedtoninety-eightduringthereignofallhistwentieth-centurypredecessors.Adevil’sadvocateto
argueagainstcanonizingcompanydecisionsandplacingthemabovereproachcanservethesevaluable
functionsinyourorganization:
•Improveyourcause.Anorganizationneedstoknowwhat’sgoingwronginordertomakeitstronger.Astrongerorganizationmakesabettercause,andabettercauseis
moreenchantingforemployees(aswellascustomers).
•Showthatrockingtheboatisacceptable.Theexistenceofadevil’sadvocatemeansthatmanagementisopentocontrarianideasandperspectives,andthisfosterscritical
thinkingamongemployees.
•Fosterinternalcommunication.Adevil’sadvocatecanserveasafocalpointwhomdisenchantedemployeescancontacttodiscussproblemsorgrievances.Hisexistencealsoshowsthat
employeesarefreetodiscussideasthatareoftentabooinotherorganizations.
Anypracticethatimprovesyourcauseandyourorganizationmakeslifebetterforyouremployeesandenchantsthem,too—hencemyadvocacyforadevil’sadvocate.
ListentoBrotherBob
BobSuttonisaprofessoratStanfordUniversityandauthorofGoodBoss,BadBoss:HowtoBetheBest…andLearnfromtheWorst.Hecompiledalistofthetwelvebeliefsofgoodbosses.ThinkofitastheGoodBossManifesto.
1.Ihaveaflawedandincompleteunderstandingofwhatitfeelsliketoworkforme.
2.Mysuccess—andthatofmypeople—dependslargelyonbeingthemasterofobviousandmundanethings,notonmagical,obscure,orbreakthroughideasormethods.
3.Havingambitiousandwell-definedgoalsisimportant,butitisuselesstothinkaboutthemmuch.Myjobistofocusonthesmallwinsthatenablemypeopletomakealittleprogresseveryday.
4.Oneofthemostimportant,andmostdifficult,partsofmyjobistostrikethedelicatebalance
betweenbeingtooassertiveandnotassertiveenough.
5.Myjobistoserveasahumanshield,toprotectmypeoplefromexternalintrusions,distractions,andidiocyofeverystripe—andtoavoidimposingmyownidiocyonthemaswell.
6.IstrivetobeconfidentenoughtoconvincepeoplethatIamincharge,buthumbleenoughtorealizethatIamoftengoingtobewrong.
7.IaimtofightasifIamright,andlistenasifIamwrong—andtoteachmypeopletodothesamething.
8.Oneofthebesttestsofmyleadership—
andmyorganization—is“whathappensafterpeoplemakeamistake?”
9.Innovationiscrucialtoeveryteamandorganization.Somyjobistoencouragemypeopletogenerateandtestallkindsofnewideas.Butitisalsomyjobtohelpthemkilloffallthebadideaswe
generate,andmostofthegoodideas,too.
10.Badisstrongerthangood.Itismoreimportanttoeliminatethenegativethantoaccentuatethepositive.
11.HowIdothingsisasimportantaswhatIdo.
12.BecauseIwieldpoweroverothers,Iamatgreatriskofactinglikeaninsensitivejerk—and
notrealizingit.*
Thisisagreatchecklistforpeoplewhowanttodeterminehowgood(andenchanting)abosstheyare.Howmanyofthesetwelvecharacteristicsdoyouembody?
TellThemYouWantThem
AccordingtoMichaelLopp,authorofManagingHumans:BitingandHumorousTalesofaSoftwareEngineeringManager,thethreemostimportantwordsthatyoushouldsayduringtherecruitmentprocessare“Wewantyou.”*Hebelievesthatonceyou’vedecidedtohireacandidate,youshouldturnonthecharm,communicatethatyouwanthim,haveotheremployeestakehimoutfor
drinks,andaskhimforinputbeforehestarts.IwouldextendLopp’s
conceptbeyondtherecruitmentphasetoeverydaywhethertheemployeehasworkedforyourorganizationfortwentyhoursortwentyyears.Whenunemploymentishigh,youmaythinkcompaniescanscalebackwooingtheiremployees.Thisiswrong,however,becausegreat
peoplearealwaysinshortsupply.Attheendofeveryday,
oneofthemostvaluableassetsofyourorganizationgoeshome.Thequestioniswhethertheywillreturninthemorning.Anenchantingbossmakessurethatheremployeesknowtheyarevaluableandtheyareappreciated.Rememberthewords“Wewantyou.”
HowtoEnchantVolunteers
Volunteershelporganizationsallovertheworld,andtheyareessentialforthewelfareandsuccessofeducational,environmental,social,religious,andotherphilanthropiccauses.Whilethetechniquesalreadydiscussedinthischapteralsopertaintovolunteers,these
folksdeservetheirownrulesforenchantment:
•Setambitiousgoals.Volunteerswanttoknowthatwhattheyaredoingisimportantandthattheyaremakingadifference.Yourobligationistosetchallenginggoalsandnotwastetheir
time.Ifthere’sanythingworsethanoverusingvolunteers,it’sunderusingthem.
•Managethemwell.Whenpeoplebelieve,theywanttohelp,andit’syourresponsibilitytoenablethemtohelpasmuchastheycan.Thisincludesplanning
andorganizinghowyou’llutilizetheiractivities.Youmaynotbepayingthem,buttheirtimeisstillvaluable.
•Enablethemtofulfilltheirneeds.Whydopeoplejoinanonprofitorganization?Therearethreeprincipalreasons:duty(“Ishould
helpmykid’sschool”),belonging(“Ilikedoingthingswithpeople”),andmastery(“Learninganewskillismoreimportantthanmoney”).Fulfilltheseneeds,andyou’reonthewaytoenchantingyourvolunteers.
•Ensurethatthepaidstaffappreciatesthem.Youandyouremployeesmustbelieveinthevalueofvolunteers—ifyoulackthisbelief,maybeyoushouldnotrecruitthem.Volunteersoftengivetheirheartandsoultoanorganization,soit’s
importantthatyourpaidstaffappreciatestheirefforts.
•Givefeedback.Peoplewanttoknowhowwelltheyaredoing.Withvolunteers,thisisdoublyimportantbecauseyoucan’tusecompensationasafeedback
mechanism.Soafteryousetyourambitiousgoals,providefeedback,andthey’llloveyouforhelpingthemlearnhowtheyareprogressing.
•Providerecognition.Recognitioncomesinsmallformsforvolunteers:
businesscards,ane-mailaddress,aworkspace(evenifit’sshared),attendanceatconferences,andpublicandprivateexpressionsofgratitude.Seeanythingthat’sexpensiveonthislist?Good,becausethereisn’t.
•Invitethemin.At
leastonceayear,inviteyourvolunteersintoyourheadquarters.Thisenablespeopletomeetface-to-faceinsteadofonlyvirtually.Rememberthevalueofproximitytoachievinglikability?Thesameconceptappliesto
volunteers.•Providefreestuff.“Stuff”meansfoodanddrinkatworkingsessionsaswellasT-shirtsandotherformsoftchotchkes.Unfortunately,thesekindsofgoodiesareoftenthefirstthinganorganizationcutswhenthegoinggets
tough,but,dollarfordollar,theyareamongthemostcost-effectiveformsofcompensationthatyoucanoffer.
Cometothinkofit,thislistoftipsforenchantingvolunteersisequallyapplicabletoyouremployees.Sonowthatyouknowhowtoenchantyour
employeesandvolunteers,goforthandflourish.
MyPersonalStory,byMileneLaubeDutra
MileneLaubeDutraisamarketingandcommunicationsconsultantbasedinSãoPaulo,Brazil.Inthispersonalstory,sheexplainshowatoothpastecompanysheworkedforenchantedherwithamachine.(I’mnotmakingthisup.)
IAMNOTGOINGTOTALKABOUTMY
KIDSBECAUSEIBELIEVETHISIStheveryspecialmomentineveryone’slife.Instead,Iamgoingtosharemyfirstdayasatraineeinanoralcarecompany(formerlyAnakoldoBrasil,subsequentlyacquiredbyColgate-Palmolive).Howcansomeonebe
enchantedbyadental-creamcompany?Iwas
twentyyearsold,stillamarketingstudentatESPM(EscolaSuperiordePropagandaeMarketing),andhadlandedinmyfirstmarketingdreamjobasmarketingtrainee/intern.OnedayitwasPlant
Day,andweweregoingtoseetheproductionsite!Ihadnever,everbeentoaplantandneversawhowproductswere
made.Isawthemontheshelvesandthatwasit!MyheartstartedpoundingwhenIsawthathugetoothpastetubemaker.Itwasastallasatreeandaswideasatruck.IfeltlikesmallDavidinfrontofGoliath.Inonesideofthis
machinetinyaluminumcoinsweredroppedinabigfunnel.Noise,smokeandheat…thecoins
startedtravelingthroughthemachine.Theystopped,andtherewasapunch.Thecoinsmagicallytransformedintotubes!Thenthetubesgothroughtheprintingprocessandbecomealivewiththeproduct’sbrand/logo.Attheendoftheprocess,fullyprintedtoothpastetubeswithcapsweregatheredincartonboxes
tobecarriedtothenextstep:thefillingline.Istartedthinking
aboutallthethingsthatwereproduced,andallthedifferentplantsthatintelligentengineershadbuilt.ThatdayIbecameaproductmanager,andsincethenmypassionfornewproducts/innovation—especiallyconsumergoodsthataremadeinplants—grewasI
developedmanynewproductsfordifferentindustriesandvisitedseveraldifferentplantsinBrazilandabroad.
*www.urbandictionary.com/define.php?term=suck%20it%20up.
*StephenJ.Abramson,interviwofStephenJ.Cannell,ArchiveofAmericanTelevision,June23,2004,www.emmytvlegends.org/interviews/people/stephen-j-cannell.
*BrendaBence,“CelebrateTeam’s
SuccessandBoostBusiness,”downloadablePDF,http://brendabence.com/media-room/articles/The-Top-10-Reasons.pdf.
*BobSutton,“12ThingsGoodBossesBelieve,”TheConversation(blog)HarvardBusinessReview,May28,2010,http://blogs.hbr.org/cs/2010/05/12_things_that_good_bosses_bel.html.
*MichaelLopp,“Wanted,”randsinrepose(blog),January4,2010,www.randsinrepose.com/archives/2010/01/04/wanted.html.
Chapter11HowtoEnchantYourBossByworkingfaithfullyeight
hoursaday,youmayeventuallygettobeaboss
andworktwelvehoursaday.
W
—RobertFrost
hetheryoulikeyourbossornot,shecontrols
whatyougetoutofyourjob.I’mnotreferringonlytomoney—there’salsosatisfaction,advancement,visibility,andperks.Thischapterexplainshowtoenchantyourboss.Istartwithahumdingerofa
recommendationaboutprioritization,sogetready.
MakeYourBossLookGood
It’shumdingertime.Thebestwaytoenchantyourbossistomakeherlookgood.That’sright:Makeyourbosslookgood.Sure,changingtheworld,delightingcustomers,
andincreasingshareholdervalueareallpartofthebigpicture,butmakingyourbosslookgoodisyourday-to-dayjob.Youshoulddothiswithin
theboundariesofethicsandmorality,buttherealityisthatwhenyourbosslooksgood,youlookgood.Whenyourbossadvances,youadvance.Andwhenyourbossimplodes,youimplode.Forgetanyfantasiesof
outshiningyourbossandreplacingorrisingaboveher.I’veneverseenacasewhereaboss’sbosssays,“Weneedtopromotethatpersonabovehermanager.”Ittakesmostpeopleyears
tounderstandthewisdomofmakingyourbosslookgood—oftenbylearningitthehardway.Ifyoucaninternalizeandimplementthisconcept,you’re90percentofthewayto
enchantingyourboss.
DropEverythingandDoWhatYourBossAsks
Priorityisafunctionofcontext.
—StephenCovey
Supposeyourbossasksyoutodosomeresearchaboutyourcompetition.Youknowshecoulddoitherself,andyouthinkshewon’tusetheresultsanyway.Meanwhile,youareuptoyoureyeballsinworkbecauseyouarewritingamanualthatiscriticalforshipping.Doyou(a)finishthe
manualor(b)dropeverythinganddowhatsheasked?
Youmayprideyourselfonyourabilitytoprioritizewhat’smostimportantforthebigpicture.Youmaythinkyoushouldexplainwhythemanualismoreimportantthantheresearch.Youmaythinkyou’dberemisstonotfinishthemanualfirst.Letmebreakthistoyougently:Dropeverythinganddowhatyourbossaskedyoutodoifyouwanttoenchanther.Itdoesn’tmatterhow
suboptimalthismightbe.Forallyouknow,yourboss’sbossaskedfortheresearch,sowhatyoumayconsiderapooruseoftimeisimportanttoyourboss(especiallyifyourbosshasreadthisbookandistryingtoenchantherboss).Nomatterwhatthereason—andevenifthereisnogoodreason—dowhatyourbossaskedfirst.Thegoalistoconvinceyourbossthatyouarehardworking,
efficient,andeffective—notthatyouknowhowtoestablishpriorities.Bytheway,thisisalsoa
goodstrategyforhusbands.Ifyourwifeasksyoutodosomething,dropeverythinganddoit.Youmaynotthinkit’simportant,butyouaren’tjugglingfourkids,acareer,andseveralcharitablecauses.Youmaythinkyouseethe“bigpicture,”butyoudon’tseeherbigpicture.This
advicealonejustifiesbuyingEnchantment.
Underpromise,Overdeliver
Assumingyouhaven’tstoppedreadingorpukedbecauseofmyrecommendationtodropeverythingforyourboss,thenextstepistounderpromise
andoverdeliver.Tounderstandthisconcept,youcanthinkofyourbossintwoways:first,asyourmostimportantreferenceaccount.Youneverwanttounderdelivertosuchanimportantcustomer.Second,asaguestat
Disneyland.Didyouknowthatsignstellingyouhowlongyou’llhavetowaittogetonridesatDisneylandareoverstated?Then,whenyou
gettothefrontofthelineinlesstimethanyouexpected,you’reahappyvacationer.Ifyou’rewonderingifI’m
advisingyoutosandbagyourboss,theansweristhatIam.Specifically,wheneveryoucan,setagoalthatyou’re120percentsureyoucanhitin80percentoftheallottedtime.Peoplewhounderpromise
andoverdeliveraremoreenchanting.Comingclose
andmakingagreateffortisonlygoodforkids,inspirationalmovies,horseshoes,andhandgrenades.Inothercircumstances,youeitherdeliveroryoudon’t.
PrototypeYourWork
Inablogpostcalled“3
ThingstoMakeYourManagerWorshipYou,”ScotHerrickexplainstheenchantingpowerofprototypingyourwork.*Whenyougetanassignmentfromyourboss,youshouldquicklycompletepartofthetaskandaskforfeedback.Thisgivesyourbossthe
opportunitytomakecoursecorrectionsearlyintheprocess—increasingtheprobabilityyou’lldeliver
whatshewanted.Plus,yourbosswillthinkyouare“proactive”insteadofa“doesn’tgetthingsright”employee.Discussingoptionsisalso
usefulatthisearlystage.Yourprototypeisheadinginonedirection,butotherdirectionsarealsoviableandperhapsbetter.Theactofprototypingisoftenacatalystthatmakespeoplethinkofotherpossibilities.
So,thenexttimeyourbossasksyoutoprepareareportoraPowerPointpresentation,workupaquickoutlineinafewhours,andshowherwhatyou’rethinking,tocatalyzeadiscussionofoptions.Thisisboundtoenchantherandproducebetterresults.
ShowandBroadcastProgress
Aftertheprototypestage,youshoulddemonstratethatyou’remakingprogressonprojectsthattakeweeksormonthstocomplete.Don’tbeapainintheassbymicro-communicatingeachsmallstep,butensuringthatsheneverhastoaskhowthingsaregoingkeepsyouandtheprojectonherradar.Showingprogressisn’tfor
yourboss’seyesonly—it’sforanyonewhoneedsto
know.“Broadcast”istoostrongaword,buthidingyouraccomplishmentsunderabushelisn’ttherightpractice,either.Ifyoudon’ttootyourownhorn,don’tcomplainthatthere’snomusic.Youshouldshowprogress
withoutantagonizingotherpeopleintheorganization.Here’showtomakethishappeninanenchantingway:
•Providethefactswithnoembellishmentandexaggeration—inotherwords,underbroadcastandoverdeliver.
•Crediteveryonewhohelpedmakethesuccesshappen.Begenerousinpraiseandspreadingouttheglory.
•Letotherpeopleannouncethegoodnewsforyouifpossible—forexample,acustomercallingyourbossor,evenbetter,yourboss’sboss.
•Makeyourwinsyourboss’swins,too.Themorewinsyoucauseyourbosstobaskin,the
moreenchantingyouare.
Youmaynotenjoybroadcastingyourwins,butitispartofgoodpersonalbrandingandameanstoenchantyourboss.Giveitatry—I’msureyou’llgetusedtoit,butdon’tgetaddictedtoit,becausethenyou’llstopbeingenchanting.
FormFriendships
Employeeswithmanyprofessionalfriendshipsaremoreenchanting,becausetheserelationshipsmakethemmoreeffectiveemployeesandprovidesocialproofoftheirwonderfulness.Here’showthisworks:
•Formingfriendshipsmakes
youmoreefficientandeffective.It’seasiertodobusinesswithfriends.Theyaremorelikelytohelpyou—andyouaremorelikelytoreciprocate.Actingfriendlyalsotakeslessenergythanactingangryandantagonistic.
•Friendsbeget
morefriends.Makingfriendsisanupwardspiral:themorefriendsyouhave,themorefriendsyoumake,becausepeopletaketheircuesfromothers.Themorefriendsyoumake,themoreefficientandeffectiveyouare.Andthemoreefficientand
effectiveyouare,themoreyouwillenchantyourboss.
•Manyfriendscreateahalo.Themathissimple:Ifafriendofafriendisyourfriend,thenthemorefriendsyouhave,themorefriendsoffriendsyouhave.Thishalotransferstoyourboss,too,soif
you’repopularandenchanting,peoplewillassumeyourbossispopularandenchanting,too.Atleasttheywillgiveherthebenefitofthedoubt.
•Peopledon’tscrewaroundwithpeoplewithmanyfriends.Ifothersviewyouasagood,popular,and
enchantingperson,youcreateyourownbaseofpower.Then,letmebehonest,yourbosswillhesitatetoscrewwithyou.Thereisnothingwrongwithapersonwhoisenchantingandpowerfulatthesametime.
Onlypositiveresultsaccrueforpeoplewhoarepopularintheworkplace,andthisbenefitsbothyouandyourboss.
AskforMentoring
Inchapter2:“HowtoAchieveLikability,”Iwrotethateverybodyisgoodatsomething.Thisevenincludesyourboss;she’s
boundtopossesssomeknowledgethatisusefultoyou.Askingforhermentoringisatwofer:Yougetthebenefitofherhelp,plusyouflatterherbyasking.Onlyasociopathwould
notbeflattered,andifyouworkforasociopath,youshouldfocusongettingawayfromhim,notenchantinghim,anyway.Ifyourbossagrees,youmustheedthe
advice,becausenotlisteningcanbackfireonyou.Ifyourbossdoesn’tagree,youstillreapthebenefitsofflatteringherforasking.I’vehadtwogreatmentors
inmycareer.First,MartyGruberofNovaStylingswasmybossinthejewelrymanufacturingbusiness,andhetaughtmethemostimportantlessonofall:howtosell.Thejewelrybusinessisatoughonebecausethe
rawmaterials—goldanddiamonds—arecommoditiesthatanystorebuyercanprice.Anymarginoverthebasecostofgoldanddiamondsvalueis“enchantment.”Second,AlEisenstatwas
thegeneralcounselandgodfatherofApplewhenIworkedthere.HehelpedmeescapeunscathedfromtheepicinternalbattlesbetweenvariousApplefiefdumbs
[sic].Hetaughtmehowtosurviveinahighlypoliticalenvironment—totheextentthatIcouldlearnthisskill,anyway.
DeliverBadNewsEarly
Therearetwokindofnewsthatyoucanbringtoyourboss:goodnewsandbad
news.Goodnewsisnoproblem—everyonelovesgoodnews.Badnewsisthechallenge
—forexample,ascheduleslipped,asalefellthrough,orusersdiscoveredabuginyoursoftware.ScotHerrick,theauthorof“3ThingstoMakeYourManagerWorshipYou,”recommendsdeliveringbadnewsassoonaspossible,becausegoodbosseswantbadnewsearly
sothattherearemoreopportunitiestofixtheproblem.Badbossesonlywantgood
news,however,becausetheyprefertoliveinabubble.Theproblemis,whenthebubblepops,you’llgodownwiththebadboss.Dowhatyoucantoavoidworkingforpeoplewhoonlywantgoodnews.Twomorepiecesofadvice
aboutbadnews:First,don’tblameanyone—especially
yourboss—forwhathappened.Youmayevenwanttotaketheblame.Second,don’tjusttellyourbossthebadnews.Showupwithideastofixtheproblem,too.You’lllookproactiveandontopofthings—whichwillsurelyenchantyourboss.
MyPersonal
Story,byDavidStockwell
DaveStockwellisafoundingpartnerofSeasonalView,acustomer-serviceconsultancyfirm,in
Tacoma,Washington.Inthispersonalstory,hedescribesanemployeewhototallyenchantedhimwhilehewasworkingatREI.
MYENCHANTMENTCAMEAHANDFULOFYEARSAGOBYWAYOFANinternnamedAngelicaGonzales.Iwasmanagingthehelpdesk
atREIandhadagreedtotakeonahandfulofstudentsfromtheKingCountyDigitalBridgeprogram.ThisprogramtakesstudentswhohavefailedinthetraditionalschoolsystemandteachesthemtechskillswhiletheyworktowardtheirGED.Thestudentswhoperformatthetopoftheirclassarerewardedwithaninternshipata
localcompanytolearnwhatit’slikeworkingincorporatelife.Angelicawasunique.
Bornintoahomelessfamily,shesurvivedganglife,andatagesixteenshegotpregnant.WhenshebeganatREI,sheimmediatelytooktolearningasmuchaboutworkinginacorporationaspossible.Iansweredquestionseveryday,as
sheneverceasedtoexplorenotonlythetechnicalsideofsupportinganorganizationbutalsohowthepeopleworkedtogether.Astheworldof
technicalsupportisaconstantfirefight,herabilitytoecstaticallygoaboutthemostmundanetasksasshecontinuedtolearnaboutherselfand
theworldaroundhercreatedanauraofpositiveenergythatspilledovertotherestoftheteam.Whenherinternshipwrappedup,Ihiredherasajuniortechniciantoputhernewfoundtechskillstouse.Sheoncepoppedinto
myofficetoaskaquestion.AfterIansweredher,shepaused
andthenasked,“CansomeonelikemeeverbeaCEO?”That’swhenIfullyrealizedthedifferenceinsupportandmentoringthatIhadreceivedinmylifeversuswhatshehadwhenshewasgrowingup.SincethatdayI’ve
takentheenergyand,forlackofabetterphrase,“sparkleofmagic”with
meinmyinteractionswithmyemployees,peers,boss,andespeciallymycustomers.Realizingthatpeople’sdesirecanbesostrong,iftheycanfindagoalthattheywishtoachieve,hashelpedmetoimprovemyinteractionwithpeople.
*ScotHerrick,“3ThingstoMake
YourManagerWorshipYou,”CubeRules(blog),August20,2009,http://cuberules.com/2009/08/20/3-things-to-make-your-manager-worship-you.
Chapter12HowtoResistEnchantmentForasuccessfultechnology,realitymusttakeprecedence
overpublicrelations,fornaturecannotbefooled.
—RichardFeynman
Manypeoplehaveembracedthetechniques
ofenchantment,influence,andpersuasion.Unfortunately,theyarenotallgoodfolkswithgreatcauseswhohaveyourbestinterestsatheart.Forthisreason,I’mincludingachapterthatexplainshowtoresisttheirkindofenchantment.Andhere’sabonus:Ifyouunderstandhowtoresistenchantment,you
willbeabetterenchanter.
AvoidTemptingSituations
Noteveryoneisanethicalenchanter,andevenethicalenchanterscanconvinceyoutodosomethingthat’snotinyourbestinterest.Plus,there’sthe“third-personeffect”—theobservationthat
peopleexposedtomass-mediapersuasionbelievethatothersaremoreaffectedbyitthantheyare.Inotherwords,youcouldbeinoveryourhead.Avoidingtempting
situations(storesales),events(auctions),locations(outletmalls),andtimes(shoppingwithgirlfriends)isthesimplesttechniquetoresistenchantment.Ifyou’renotexposedtotemptation,
you’relesslikelytomakeabaddecision.Youcanalsodelaymaking
decisionsifavoidanceisn’tpossible.Forexample,ifanitemonsaleistemptingyou,tellyourselfthatyou’llcomebackattheendofyourshoppingtriptogetit.Delayingismostimportantwhenyou’restressed,tired,orsick,becausethat’swhenyou’reapttomakeadecisionyou’llregret.
Ifsomeonepressesyouforaquickdecision,rememberthephrase“Dopelereffect.”Itappearedasanentryinthe1998WashingtonPostcontestforinventingnewwords,andit’sperfectforthissituation:“Dopelereffect(n):Thetendencyofstupidideastoseemsmarterwhentheycomeatyourapidly.”Sosteponeinresisting
enchantmentissimple:
Avoidsituationsthatmaytemptyouintodoingsomethingthatisn’tinyourbestinterest.
LookFarintotheFuture
Ifyoucan’tavoidtemptingsituations,thenatleastaskthisquestion:Whatwilltheimpactofthisdecisionbea
yearfromnow?Peoplemakepoordecisionsbecausetheythinkaboutthepast(“Ishouldhave…”)andthenearfuture(“Itsurewouldbefunto…”),butnotthefuture.Considertheimpactyour
currentactionswillmakeinayearormore.Anegativeorevenneutraloutcomewastesyourtimeandresourcesandleadstodisenchantment.Ifthefar-futurebenefitslookgood,thenallowthe
enchantmenttotakeplace.Theissueisnotassimple
as,“Ineedtothinkaboutexpensiveitems,butIcangoforcheapones.”AsawisegrandmotherofSashaAickin,vicepresidentofengineeringofanonlinereal-estatefirmcalledRedfin,onceadvised,“Whenyoubuysomethingcheapandbad,thebestyou’regoingtofeelaboutitiswhenyoubuyit.Whenyoubuysomething
expensiveandgood,theworstyou’regoingtofeelaboutitiswhenyoubuyit.”*
KnowYourLimitations
Doyouwonderwhyrich,famous,andseeminglyintelligentpeoplegetswindled?It’sbecausetheydon’tknowwhattheydon’t
know,andtheywon’tadmitthattheydon’tknoweverything.Thereisanadditionalkind
oflimitation:outrightlimitstothescopeofhumanknowledge.Noonemayknowhowsomethingworks,andnoonecanpredictthefuture.Thisisgoodtorememberwhenyouexperiencedelusionsofomniscience.Gettingtoknowyour
limitationsisdifficult—sodifficultthatyoumightwanttoseekoutsidehelp.Rememberhowthedevil’sadvocateoftheCatholicChurchfoundfaultsincandidatesforsainthood?Youcouldfindadevil’sadvocatetofindfaultinthepropositionsandtemptationsthatyouface.Thisperson’sroleisto
findholesinyourlogic,takethelongview,seethebig
picture,andpreventyoufrommakingmistakes.Sheisalsoausefuldisengagementtool:“Mydevil’sadvocatedoesn’tthinkIshoulddothis”isareasonablewaytosayno.Ifnothingelse,becoming
awareofyourlimitations,thelimitationsofknowledgeingeneral,andtheoutsideperspectiveofapersonaldevil’sadvocatewillleadyoutomakesound,informeddecisions.
BewareofPseudoSalience,Data,andExperts
Whatluckforrulersthatmendonotthink.
—AdolfHitler
Salientpointsaregoodthings.Forexample,thenumberofsongsamusicplayercanholdversusits
capacityingigabytesisuseful.Pseudosalience,however,isdeceptive.Ifaphonecarriersaysitsphoneisfree,youmightthinkthat’sagreatdeal,untilyoudiscoverthatitrequiresatwo-yearsubscriptionwithalargeearly-terminationpenalty.Dataaregood,but
correlationdoesn’tequalcausation.Forexample,Harvardresearchers
measuredthevocalpitchofforty-ninemenfromatribeinTanzaniaandcomparedthattothenumberofchildrentheyfathered.*Theyfoundthatthedeepertheman’svoice,themorechildrenhehad.Doesthismeanthatthe
deeperaman’svoice,themorefertileheis?Notnecessarily.Maybemenwithmanychildrenhavelowervoicesbecausetheyhaveto
yellallthetime.Theirchildrencausedthelowervoices,notviceversa.AccordingtoMichael
Mauboussin,authorofThinkTwice:HarnessingthePowerofCounterintuition,threeconditionsmustexistforXtocauseY:first,XmusthappenbeforeY;second,XandYmusthaveafunctionalrelationship,notacoincidentalone;andthird,therecannotbeanother
factor,callitZ,thatcausesbothXandY.†DidtheTanzanianmen
withmorechildrenhavelowervoicesbeforetheybecamefathers?Isthereafunctionalrelationshipbetweenlowervoicesandmorechildren?Couldanythingelsehavecausedthesementohavemorechildrenandlowervoices?Expertsarehelpfulexcept
whenthey’rewrong.The
problemis,peopletendtobelieveexpertseveniftheyarewrong.Youshouldexercisethemostcautionwhenexpertadviceisgroundbreaking,istoogoodtobetrue,attractsagreatdealofpopularattention,comesfromasourcewithimpressivecredentialsinanimpressivejournal,orreceivesthesupportofanentitythatstandstogainfrompeoplebelievingthe
advice.‡
Don’tFallfortheExampleofOne
Thepluralof“anecdote”isnotdata.
—BenGoldacre
Inchapter4,“HowtoPrepare,”Iexplainedthe
powerofusingoneevocativeexample.Youshouldassumeotherpeoplehavefiguredouthowtousesuchpowerfulexamples,too.Agreatpicture,concreteimagery(thousandsofpairsofshoes),orapersonalstorydoesn’tnecessarilymeanacauseistrue,good,important,orrelevant,however.Forexample,measlesis
makingacomebackintheUnitedStates,because
parentsarenotvaccinatingtheirchildren.Despitethescientificevidencetothecontrary,theybelievetheMMR(measles,mumps,rubella)vaccinationcausesautism.JennyMcCarthy,amodel,actress,andmotherofanautisticchild,isahighlyvisiblespokespersonforGenerationRescue,aresearchorganizationforthecausesandcuresforautism.Hervisibilityontelevision
showsexposedherbeliefstomillionsofpeople.McCarthyalsoreceived
exposurefromtheJamesRandiEducationalFoundationwhenshewonitsPigasusAwardin2008.Thefoundationgavethisawardtoherasthe“performerwhofooledthegreatestnumberofpeoplewiththeleasteffort.”SohereisMcCarthy,withasamplegroupofone,plusstoriesshe’sheard,telling
parentsonethingwhilevolumesofmedicalandscientificresearchareindicatingtoparentssomethingcompletelydifferent.Whilethereisachance
thatsheandotherswhobelieveMMRcausesautismareright,thepreponderanceofresearchsaystheyarewrong.Inthiskindofsituation,oneglaringdatapointdoesn’tdeterminea
trend,sodon’tletitswayyou.
DefytheCrowd
SkepticismisthebeginningofFaith.
—OscarWilde
Thepowerofsocialacceptanceshouldmakeyouskeptical(thoughnot
necessarilycynical)aboutthewisdomofthecrowd.Sometimestheoutcomeofadecisionisn’timportantenoughtosweatthevalidityofthecrowd—forexample,pickingamovie,eventhoughit’snotsoldout.Butforbiggerdecisions,
it’sgoodtorememberthatthewisdomofthecrowdisoftenlessthanit’scrackeduptobe.Theclassicexampleistulipmania,duringwhich,
inthe1630s,anirrationaldesirefortheflowerencouragedpeopleintheNetherlandstodriveupthepriceoftulips.We(thatis,SiliconValley)werenosmarterinthedot-comdaysofthe1990s,whenwedrovethestockpricesofInternetcompaniestoinsanelevels.Crowdmentalitydoesn’t
affectonlythegreatunwashedmasses.PhysicistRichardFeynmanservedon
theRogersCommission,whichinvestigatedthecrashoftheChallengerspaceshuttle.TheCommissionwashardlyagroupofflunkies,becauseitincludedpeoplesuchasChuckYeager,NeilArmstrong,andSallyRide.Thistextcomesfromthe
conclusionofFeynman’spersonalobservationsaboutthecauseofthecrash:
Ifareasonablelaunch
scheduleistobemaintained,engineeringoftencannotbedonefastenoughtokeepupwiththeexpectationsoforiginallyconservativecertificationcriteriadesignedtoguaranteeaverysafevehicle.Inthesesituations,subtly,andoftenwithapparentlylogical
arguments,thecriteriaarealteredsothatflightsmaystillbecertifiedintime.Theythereforeflyinarelativelyunsafecondition,withachanceoffailureoftheorderofapercent(itisdifficulttobemoreaccurate).Official
management,ontheotherhand,claimsto
believetheprobabilityoffailureisathousandtimesless.OnereasonforthismaybeanattempttoassurethegovernmentofNASAperfectionandsuccessinordertoensurethesupplyoffunds.Theothermaybethattheysincerelybelievedittobetrue,demonstratingan
almostincrediblelackofcommunicationbetweenthemselvesandtheirworkingengineers.*
Feynmanthreatenedtowithdrawhisnamefromthereportifthecommissiondidnotpublishhispersonalobservations.HealsousedakeypersuasiontechniquebytellingastoryofhowheimmersedanO-ring,the
defectivepartthatcausedthecrash,inicewater,anditlostresiliency.AccordingtoMichaelJ.
Mauboussin,authorofThinkTwice,threeconditionsarenecessaryforthecrowdtocommunicategenuinewisdom:first,diversityinthemembersofthecrowd;second,considerationofeveryone’sopinioninthecrowd;andthird,incentivesthatencourageonlypeople
withinsightstoparticipate.†Ifyou’rethinkingofgoingwiththecrowd,ensurethattheseconditionsarepresent.
TrackPreviousDecisions
Whenmakingadecision,askyourself,“WhathappenedwhenIdidsomethinglikethisbefore?”Iftheansweris
somethingbadorlessthanoptimal,thenthisquestionshouldjaryouintonotrepeatingamistake.Thisdoesn’tmeanyoushouldnottrysomethingagain,butatleastyoushouldreapthebenefitofknowledgegainedfrompastfailures.Awrittenjournalofyour
decisionmakingisausefultooltotrackyourhistory.Ifyoudofailatsomething,youmightaswelllearnfromitin
apostmortem.ScottBerkun,authorofConfessionsofaPublicSpeaker,providesthisdefinitivelistofquestionstoasktotrackpreviousdecisions:
•Whatwastheprobablesequenceofevents?
•Weretheremultiplesmallmistakeswhichledtoalargerone?
•Werethereanyerroneousassumptionsmade?
•Didwehavetherightgoals?Werewetryingtosolvetherightproblem?
•Wasitpossibletohaverecognizedbadassumptionsearlier?
•Whatdoweknownowthatwouldhavebeenuseful
then?•Whatwouldwedodifferentlyinthatexactsituationifweweretoreliveit?
•Wasthismistakeimpossibletoavoid?
•Hasenoughtimepassedforustoknowifthisisamistakeornot?*
It’sonethingtobeenchantedthefirsttimeandexperienceanegativeoutcome.It’sanothertoletthishappenrepeatedly,sotrackyourdecisionsandlookforpatternsofbehavior.
LetYourselfBeEnchantedinSmallWays
Analternativetothehard-asspracticeswe’vejustdiscussedistoallowpeopletoenchantyoubutonlyinsmallways.Thenyoucansaveyourenergyforthebigbattlesandnotthinkofyourselfasaconstantnaysayer.Isthereanyharmifa
waiterpersuadesyoutoorderdessert?Isthereanyharmifyourdaughterenchantsyouintobuyingheranother
Webkinz?Isthereanyharmifyouskipalunchmeetingtoplayhockey?Bygivingintosmallenchantments,youcansaveyourresistanceforthedecisionsthatcanaffectyourlifeinseriousways.Youmayevenfindsuch
joyinsmallenchantmentsthatitreducestheseemingimportanceofthebig,risky,andexpensiveones.Wemayhavealimitedcapacitytoresist,soweshouldsaveour
capacityforthemajordecisions.
CreateaChecklist
Finally,let’sreturntoourfriendthechecklist.Whenfacedwithanenchantingproposition,it’susefultogothroughachecklistofthecriticalfactorstoconsider.Here’sastartingpointforyou:
•IfIwaitedaweek,I’dstillmakethesamedecision.
•Ayearfromnow,thisdecisionwillstillbeagoodone.
•I’vedonemyhomeworkbyreadingindependentreportsandreviewsoftheproduct/service/organization/idea.
•Iamfullyawareof
thetotalcostofthisdecision,includinginstallation,support,maintenance,subscriptions,andupgrades.
•Thisdecisionwillnotharmpeople.
•Thisdecisionwillnotundulyharmtheenvironment.
•Thisdecisionisn’tunethical,immoral,
orillegal.•Thisdecisionwillnotsetabadexampleformychildren.
•IfnoonecouldseethatIwasdoingthis,Iwouldstilldoit.
•IfeveryonecouldseethatIwasdoingthis,Iwouldstilldoit.
Honestly,lookingback,IwouldhavemadedozensofdecisionsdifferentlyifIhadconsultedachecklistlikethisone.Asthesayinggoes,“Betterlatethannever!”
MyPersonalStory,byTiborKruska
TiborKruskaisaninformationtechnologyentrepreneurfromDorog,Hungary.Iincludedhispersonalstoryattheendofthechapteraboutresistingenchantmenttoshowyou
thatifsomethingisgoodenough,resistanceisfutile.:-)
THISISNOTAFAKESTORYJUSTTOMAKEYOUHAPPY.THISISMYrealstoryofenchantmentwithyourbook.Ilikereadingbusinessbooks;Ihavealot,aboutthreehundred.Mostofthemareprettygood,butifIshouldgive
awayallbutone,IwouldkeepTheArtoftheStart.Yearsback,afriendof
minesentmeavideoaboutyourpresentationofthisbookatTiECon,2006.Iamnotkidding:Iwatchedithundredsoftimes(justcheckoutmyiPod),beforeIcouldbuythebook.IevenwenttotheUS
fromEuropetobuythisbook!(OK,thisisnot
quitetrue,becauseIwenttoaconferenceinLasVegas,anyway,butIboughtyourbookonthesametrip.)Comparingmost
businessbookstoyours,almosteverythingisjustcrap—atleastwhenyouexpectreal,practicaladviceforentrepreneurs.Isimplywouldn’tletanyonestartanewbusinessbeforereading
TheArtoftheStart.Ihatethebooksabout
subjectslikethink-hard-you’re-smart,repeat-every-morning-I’m-positive,orevenyou-can-do-it-just-set-your-mind-to-it.IfIneedtosetmymind,I’mpracticallymindless!Hence,itistheworststarttobeanentrepreneur.Yourbookdoesn’ttell
mewhatshouldIthinkorforcemyselftothink,butitDOEStellmewhattoDO.ThisisexactlywhatIneedwhenlaunchinganewbusiness.Infact,IreaditbeforeEVERYnewprojectIstart.
*GlenKelman,“Groupon’sSuccessDisaster,”RedfinCorporateBlog,September16,2010,http://blog.redfin.com/blog/2010/09/groupons_success_disaster.html.
*DavidH.Freedman,Wrong:WhyExpertsKeepFailingUs–andHowtoKnowWhenNottoTrustThem(NewYork:Little,Brown,2010),42.
†MichaelJ.Mauboussin,ThinkTwice:HarnessingthePowerofCounterintuition(Boston:HarvardBusinessPress,2009),95.
‡DavidH.Freedman,Wrong:WhyExpertsKeepFailingUs–andHowtoKnowWhenNottoTrustThem(NewYork:Little,Brown,2010),217–24.
*RichardFeynman,ReportofthePresidentialCommissionontheSpaceShuttleChallengerAccident,volume2,appendixF,“PersonalObservations
onReliabilityofShuttle,”May27,1986,http://history.nasa.gov/rogersrep/v2appf.htm.
†MichaelJ.Mauboussin,ThinkTwice:HarnessingthePowerofCounterintuition(Boston:HarvardBusinessPress,2009),47.
*ScottBerkun,“HowtoLearnfromYourMistakes,”ScottBerkun(blog),July17,2005,www.scottberkun.com/essays/44-how-to-learn-from-your-mistakes.
ConclusionIntothesunset’sturquoise
margeThemoondips,likeapearly
bargeEnchantmentsailsthrough
magicseas,TofaerylandHesperides,Overthehillsandaway.
—MadisonJuliusCawein
IhopereadingEnchantmentwasaworthwhileandenjoyableexperience.IleaveyouwithallthatIknowabouttheartofenchantment.Nowyourtaskistoapplythisknowledge,rejectwhatdoesn’twork,andenhancewhatdoes.Everclever,wedesignedthetableofcontentsasachecklisttohelpyoumeasureyourprogress.Ifyouwanttomeasureyourknowledgeofenchantment,
takeGuy’sRealisticEnchantmentAptitudeTest(GREAT)attheendofthissection.Onelastthought:
Enchantmentisapowerfulskill,andwithpowercomesresponsibility.It’syourdutytousetheseskillsinamannerthatbenefitsallthepartiesinvolved,ifnottheworld.Pleasekeepthisthoughtinmindasyougoforth.
Bewell,dogood,andkickbutt,GuyKawasaki
MyPersonalStory,byKathyParsanko
KathyParsanko,amarketingandPRconsultantinCincinnati,Ohio,wasworkingfortheDrakeCenterwhenshesharedthisfinalpersonalstoryofthebook.What’sthe
ultimateformofenchantment?Thelong-termlovebetweentwopeople.
DONMARTINANDULYSMARTIN,WHOMDONCALLSHIS“LOVELYbride,”liveatBridgewayPointe,theDrakeCenter’sassisted-livingcommunity.Donlivesinanapartmentonhisown.
Ulyslivesinthesecureddementiaunitonaseparatefloor.Herideshiselectricwheelchairtovisitherdayandnight.Theyhavebeenmarriedforsixty-fiveyears,livedthroughouttheworld,andnowthey’rehere.Sheshufflesandoften
doesn’tknowwhatdayitis,wheresheis,andmaynotknowwhomsheistalkingto…untilDon
appears.Wheneversheseeshim,shecompletelylightsup,smiles,andsometimesIseetears.SheknowsDon,allright.Andtheycommunicate—withandwithoutwords.Thisisthekindoflovemanythinkexistsonlyinnovelsanddreams.ButI’vewitnessedit.UlysandDon’sstory
wasonthefrontpageof
theCincinnatiEnquirerValentine’sDayweekendin2010.Atfirst,Dondidn’tunderstandwhyanyonewouldwanttoreadastoryabout“us.”Hedidn’tunderstandwhatallthefusswasabout.Butthenhegotit.Ireadhimallthepositive,glowingcommentsthatreaderswroteonline.Manythankedthecouplefor
givingthemhopethatthey,too,wouldfindtruelovesomeday.Workingin
PR/communityrelationsforanassisted-livingcommunityhasbeenlifeaffirming.Bythetimetheycometoassistedliving,residentsandtheirfamiliesareoftenvulnerableandstrippedofallpretenses.Themajorityofthesefolks
know“whattrulymatters,”andthat’slove.Andthere’snothingmoreenchantingthanbeinginthemidstofit.
GREATTest
Togetyoustarted,I’veansweredthefirsttwoquestionsforyou.
1.Howmanymusclesareusedtomakeanenchantingsmile?
a.0b.2c.3
d.5e.10
2.Howshouldyoudresscomparedtothepeopleyouwanttoenchant?
a.Betterthanthemb.Worsethanthemc.Equaltothemd.Itdoesn’tmattere.Topleaseyourself
3.Whichmethodsareusefultolaunchacause?
a.Tellastoryb.Plantmanyseedsc.Askpeoplewhatthey’regoingtodo
d.Reducethenumberofchoices
e.Alloftheabove
4.Whenyoumeeta
personforthefirsttime,youshould
a.Considerhisrequestswithskepticism
b.Shakehishandforatleasttenseconds
c.Usewaranalogiestobreaktheice
d.Avoididlechataboutpersonalpassionsandfocusonwork-relatedsubjects
e.Defaulttoayesattitudeanddeterminehowyoucanhelphim
5.Thefivequalitiesofagreatcauseare:
a.Dumb,insufficient,clueless,exasperating,andexpensive
b.Deep,intelligent,
complete,empowering,andelegant
c.Detrimental,inept,conflicted,erotic,andephemeral
d.Deep,intellectual,competitive,eloquent,andexotic
e.Didactic,insipid,cunning,earnest,andecclesiastical
6.Selectthethirdqualityofgoodmessaging:short,sweet,and
a.Seriousb.Suavec.Cynicald.Swallowablee.Sanctimonious
7.Whichcharacteristicsencouragesomeonetotryoutyourproduct?
a.Easeofuseb.Immediacyofstartingc.Lowcostoftriald.Reversibilityoftriale.Alloftheabove
8.Whenshouldyoudiscloseanyconflictsofinterest?
a.Immediatelyafterclosingthedeal
b.Never
c.Attheverystartofarelationship
d.Whenaskedbytheotherparty
e.Whenyou’vebeensubpoenaed
9.Whichmethodcannothelpovercomeresistancetoacause?
a.Creatingtheperceptionofubiquity
b.Creatingtheperceptionofscarcity
c.Findingabrightspotd.Showingpeopleyourmagic
e.Allthemethodscanhelpovercomeresistance
10.Whenpeoplethankyouforafavor,theoptimalresponseis
a.“You’rewelcome”b.“Youowemenow”c.“Itwasnothing”d.“Mypeoplediditanyway”
e.“Iknowyou’ddothesameforme”
11.Whichisthefalsestatement?
a.Youshouldcreateaseparateworkspace
forbelieversb.Peoplewillreciprocategooddeedsmanydecadeslater
c.Ahomogeneousteammakesenchantmentendure
d.TheGratefulDeadallowspeopletotapetheirconcerts
e.Financialrewardsmaynotensure
loyaltyandsupport
12.WhatistheidealformatofaPowerPointorKeynotepresentation?
a.Sixtyslides,sixtyminutes,sixpointfont
b.Tenslides,sixtyminutes,eightpointfont
c.Twentyslides,twentyminutes,tenpointfont
d.Tenslides,twentyminutes,thirtypointfont
e.Thirtyslides,ninetyminutes,sixtypointfont
13.WhatistheideallengthofanenchantingYouTubevideo?
a.Sixtyminutesb.Sixtysecondsc.Fiveminutesd.Fifteenminutese.Tenseconds
14.WhichJapaneseconceptshouldyounotpractice?
a.Wab.Bakatarec.Shibui
d.Seijakue.Kanso
15.Whenshouldyouheedthecrowd?
a.Thecrowdrepresentsdiversebackgrounds
b.Everyone’sopinioninthecrowdisconsidered
c.Thereareincentivesthatencourageonly
peoplewithinsightstoparticipate
d.a,b,andce.conly
16.Whatcanyoudotovirtuallyguaranteeenchantinganaudienceatthebeginningofaspeech?
a.Thanktheaudienceforturningofftheir
cellphonesb.Offeradiscountforyourproductorservice
c.Showpicturesofwhatenchantsyouabouttheircity
d.ShowpicturesofyournewPorsche
e.Explainthatyou’reexhaustedafteralongplaneride
17.Whatshouldyounotdoifyouwanttoenchantyouremployees?
a.Enablethemtoworkindependently
b.Askthemtodowhatyouwouldn’tdo
c.Addressyourownshortcomingsfirst
d.Celebrateteamsuccesses
e.Judgeyourresultsandtheirintentions
18.Ifyoueverwantmetostayinyourhotel,whatshouldyounotdo?
a.ChargeforWiFiaccess
b.Provideonlyoneelectricaloutletnearthedesk
c.Convertthefitness
centerintomoreguestrooms
d.Chargeafeetomakeareservation
e.Provideonlyonehonor-barkey
19.Whatisthemostimportantthingyoucandotoenchantyourboss?
a.Suckup
b.Deliverbadnewsatthelastpossiblemoment
c.Refusecareeradviced.Underpromiseandoverdeliver
e.Dropeverythinganddowhatyourbossasksfirst
20.WhatisnotaqualityofTwitter?
a.Reliableb.Freec.Easyd.Ubiquitouse.Fast
Extracredit:Iansweredthefirsttwoquestionsofthistestinorderto
a.Increasescoresb.ShowyouthatIknowmymaterial
c.Shortenthelengthofthetest
d.Encouragecheatinge.Encourageyoutotakethetest
Answers:1b,2c,3e,4e,5b,6d,7e,8c,9e,10e,11c,12d,13b,14b,15d,16c,17b,18d,19e,20a
Howdidyoudo?Here’saroughguidelinetomeasure
yourenchantmentskills:
19–20YoucouldteachSteveJobsathingortwo
16–18Goforthandenchant
11–15ReadEnchantmentonemoretime
6–10Considerajobinvolvinglittlehumancontact
0–5Askmeforarefund
SelectedBibliographyThatisagoodbookwhichis
openedwithexpectation,andclosedwithdelightand
profit.
—A.BronsonAlcott
Overthecourseoftheyear
thatIspentwritingthisbook,Iconsultedapproximatelytwentybooksaboutinfluenceandpersuasion.Theyexpandedandenrichedmyconceptofenchantment.Ilistthemheresoyoucantracemyfootstepsanddigdeeperintothemethodsofenchantment.
Bedell,Gene.3StepstoYes:TheGentleArtofGettingYourWay.NewYork:
CrownBusiness,2000.Brafman,Ori,andRomBrafman.Sway:TheIrresistiblePullofIrrationalBehavior.NewYork:BroadwayBusiness,2008.
Brafman,Ori,andRomBrafman.Click:TheMagicofInstantConnections.NewYork:BroadwayBusiness,2010.
Carnegie,Dale.HowtoWinFriendsandInfluence
People.NewYork:SimonandSchuster,2009.
Cialdini,Robert.Influence:ThePsychologyofPersuasion.NewYork:HarperPaperbacks,2006.
Deci,EdwardL.,withRichardFlaste.WhyWeDoWhatWeDo:UnderstandingSelf-Motivation.NewYork:Putnam’s,1995.
Earls,Mark.Herd:HowtoChangeMassBehaviorby
HarnessingOurTrueNature.WestSussex,UK:JohnWiley,2007.
Fisher,Len.ThePerfectSwarm:TheScienceofComplexityinEverydayLife.NewYork:BasicBooks,2009.
Freedman,DavidH.Wrong:WhyExpertsKeepFailingUs—andHowtoKnowWhenNottoTrustThem.NewYork:Little,Brown,2010.
Gawande,Atul.TheChecklistManifesto:HowtoGetThingsRight.NewYork:MetropolitanBooks,2010.
Goldstein,NoahJ.,SteveJ.Martin,andRobertB.Cialdini.Yes!50ScientificallyProvenWaystobePersuasive.NewYork:FreePress,2008.
Granger,RussellH.The7TriggerstoYes:TheNewScienceBehindInfluencingPeople’sDecisions.New
York:McGraw-Hill,2008.Heath,Chip,andDanHeath.Switch:HowtoChangeThingsWhenChangeIsHard.NewYork:BroadwayBooks,2010.
Lehrer,Jonah.HowWeDecide.Boston:HoughtonMifflinHarcourt,2009.
Lovaglia,MichaelJ.KnowingPeople:ThePersonalUseofSocialPsychology.NewYork:McGraw-Hill,1999.
Luntz,Frank.WordsThatWork:It’sNotWhatYouSay,It’sWhatPeopleHear.NewYork:Hyperion,2007.
Mauboussin,MichaelJ.ThinkTwice:HarnessingthePowerofCounterintuition.Boston:HarvardBusinessPress,2009.
Patterson,Kerry,JosephGrenny,DavidMaxfield,RonMcMillan,andAl
Switzler.Influencer:ThePowertoChangeAnything.NewYork:McGraw-Hill,2008.
Shell,G.Richard,andMarioMoussa.TheArtofWoo:UsingStrategicPersuasiontoSellYourIdeas.NewYork:Portfolio,2007.
Thaler,RichardH.,andCassR.Sunstein.Nudge:ImprovingDecisionsAboutHealth,Wealth,and
Happiness.NewYork:PenguinBooks,2009.
IndexBecausehedidnothavetimetoreadeverynewbookinhis
field,thegreatPolishanthropologistBronislawMalinowskiusedasimpleandefficientmethodof
decidingwhichoneswereworthhisattention:Uponreceivinganewbook,heimmediatelycheckedthe
indextoseeifhisnamewas
cited,andhowoften.Themore“Malinowski”themore
compellingthebook.No“Malinowski,”andhe
doubtedthesubjectofthebookwasanthropologyatall.
—NeilPostman
IhopeRobertCialdinichecksthisindex.
—GuyKawasaki
Aboutpage,136Abuse,rejecting,114–15Acceptanceofothers,andlikability,14–15
Ackerman,JoshuaM.,92Action,takingcautionrequired.seeResistingenchantment
gainingattentionfor,79–81
Activevoice,13Actresses,inEnchantmentHallofFame,41
Adams,Eddie,80
Adams,Sara,207AdobePhotoshop,106Adultteammember,109Advocateteammember,109Aesop,73Agreement,mutual,arrivingat,81–83
Aickin,Sasha,174–75Airblade,41Alexander,Richard,208Alltop.com,74,130Alter,Adam,48Alvarez,Enrique,58Amazon,49,60
Analogies,14Anchorandtwistconcept,59Anderson,Lloyd,96Anthony,Chris,111Appleattireat,11–12independentbusinessunits,97
iPhone,49iPod,66,75Macintosh,xvii–xixSeealsoJobs,Steve;Macintosh
Architecture,inEnchantment
HallofFame,41Armstrong,Lance,128Arrington,Michael,22–23Attire,11–12AubergeRavoux(vanGoghhouse),17–18
AudiA5/S5,41Automobiles,inEnchantmentHallofFame,41
Azril,AdeHarnusa,206
Band-Aids,46BangalorePalace,118
Bargh,JohnA.,92Beattie,Geoffrey,12Behavioralpsychology,5–6Believers,versusnonbelievers,97
Bence,Brenda,157Bennett,Drake,48Berkun,Scott,180BestBuy,105Betancourt,Sahary,98nBloggers,inEnchantmentHallofFame,41
Blogs,135–39ecosystembasedon,105
enchantment,addingto,135–38
engagingothers,methodson,137
Japanesedesignprinciples,148–49
Boich,Mike,xvii,xixBolen,Diana,84Books,inEnchantmentHallofFame,41
Boss,165–72badnews,deliveringto,170–71
enhancingimageof,165–
66GoodBossManifesto,159–60
asmentor,170,172progress,demonstrating,168–69
prototypedwork,using,167–68
requestsfrom,immediateattentionto,166–67
underpromise,overdeliver,167
Brafman,Ori,16Brafman,Rom,16
Brandnames,48–49Branson,Richard,xxi,101–2Brickman,Philip,84Brody,JaneE.,52nBrody,Sarah,208Busch,Douglas,5Businessplans,46Butler,Laura,82nButterfield,Fox,80n
CalgaryFlames,119Campbell-Ewald,90Cannell,StephenJ.,155–56Carbullido,Marco,207
Carlisle,John,20Carnegie,Dale,113CDBaby,68CevallosBreilh,Inés,98nChallengercrash,178–79Changelasting.seeLastingchangeresistanceto,71–72
Chatlive,Facebook,141–42Checklists,using,51–53,181CheekyMonkey,66–67Chevroletslogan,46Choices,fewerversusmore,64
Cialdini,RobertB.,31,67,72,74n,102
Cisco,131Cities,inEnchantmentHallofFame,41
Clooney,George,10Clothing,inEnchantmentHallofFame,41
Cognitivefluency,48–49Comcast,131Commitment,andlastingchange,103–4
Commonground,finding,82–83
Communicationdiscourse,encouraging,107
toovercomeresistance.seeResistancetosale,overcoming
simplemessages,creating,122,124
slogans,creating,45–47words/language,13–14
Competencechecklistasdemonstrationof,52–53
andtrustworthiness,31–32
Competition,handling,91–92
Computers,inEnchantmentHallofFame,41
ConciliationResources,98Concisemessages,46Conferences,ecosystembasedon,105
Conflictsofinterest,disclosing,30,115
Conformity,andinternalization,96
Consistency,andlastingchange,103–4
Consultants,ecosystembasedon,105
Contente-content,finding,129–30Websites,135–36
Convergentthinking,97Correspondence,responding,importanceof,33,113
Credit,giving,114Criticism,benefitsof,107Crombie’s,118Crowdmentality,avoiding,178–79
Crowdsourcing,142
Enchantmentcover,203–9CrowdSpring,203Cutler,Matt,146n
DaCosta,Carlos,36Darfurmassmurders,79Data,persuasivepowerof,85–86
Davis,Geena,19Davis,Rhoda,90Dawson,Eric,8Decisionmaking,faulty.seeResistingenchantment
Default-to-yesconcept,49–
50Dell,131–32DeMartini,Frank,36Demos,using,59Design,Japaneseprinciplesof,148–49
Detail,importanceof,58–59Developers,ecosystembasedon,105
DeviantArt,205Devil’sadvocate,158–59,175
Dierenbescherming,79Diplomacy,agreement,
findingpathtoward,81–83Disclosure,up-front,30,115Discourse,benefitsof,107Disneyland,167Dissemination,artificial,62Divergentthinking,97Diversityacceptingothers,114ofteam,andlastingchange,109–10
DominoDay(2005),78–79Dopelereffect,174Draeger’smarket,64DrakeCenter,184
Dreams,sellingbyenchanters,121
Duarte,Nancy,121Duchennesmile,11Dutra,MileneLaube,163–64Dutton,Kevin,45nDyson,41
Eameschair,41Easeofusecreating,43–44hands-ontrial,60mentalfences,removing,48–49
slogans,creating,45–47EBWA(enchantmentbywanderingaround),16
Ecosystem,104–9invitingothersto,106–7purposesof,104,108typesof,104–5
Einstein,Albert,19Eiseley,Loren,33Eisenstat,Al,170Elegance,ofgreatproducts,40–41
E-mail,123–26address,professional,123–
24brevityin,46,124responding,importanceof,33,113
using,guidelinesfor,123–25
Employees,151–62andcustomers,152–53devil’sadvocate,useof,158–59
empowering,152–53GoodBossManifesto,159–60
judgingresultsof,153–54
motivating(MAP),151–52andprofessionalfriendships,169–70
recruiting,161self-criticismforunderstanding,153–54
success,celebrating,157–58
suckitup,154–56unreasonablerequests,avoiding,156–57
SeealsoTeamEmpowermentforemployees,152–53
andgreatproducts,40Encarta,100Enchantedgal,205Enchantmentboss,enchanting,165–72defined,xix,1–2employees,enchanting,151–62
ethicalfactors,4–5greatproduct,featuresof,40–41
HallofFame,41andlastingchange,95–111launching,55–69
andlikability,9–26andmind-setofothers,3–4
personalstories,8,25–26,37–38,53–54,68–69,93–94,111,133–34,150,163–64,171–72,184
preparationforsuccess,39–54
andpulltechnology,135–50
andpushtechnology,112–34
resisting,173–82sciencebehind,6–7situationsforuse,2–3trustworthiness,27–38ultimategoalof,95Seealsoindividualtopics
Enchantment,cover,creationof,203–9
Engineers,inEnchantmentHallofFame,41
Enterprises,biggerpie,creating,33–34
Environment,enhancing,61Ethics
dishonestenchanters.seeResistingenchantment
andusingenchantment,4–5
Etsy,51Evangelistteammember,109
Evans,MerylK.,150Expertise,andtrustworthiness,31–32
Extrinsicrewards,aspoormotivator,99–100
Facebook,139–42
enchantment,addingto,140–42
learningaboutpeople,20asmultigenerationalservice,17
using,benefitsof,139Familiarity,andcommitment,75
Family,asinfluencers,89–91FamilyComputer(Famicon),70
Faunabeheer,Duke,78–79Favorsaskingfor,effectof,87–
88,102“thankyou,”alternativeto,102–3
Fawal,Richard,93–94Fearofmistakes,71–72Ferris,Tim,19Feynman,Richard,178–79Figurativelanguage,using,14,46
Flash,avoiding,136,149Followers,first,importanceof,68
Ford,Bill,19FordMotors,131
Mustang,40,41,82MyKey,40
Framingthecompetition,91–92
Franco,Zeno,36–37Frank,Anne,81Franklin,Benjamin,87–88Fraser,ScottC.,67Freedman,DavidH.,176nFreedman,JonathanL.,67FrequentlyAskedQuestions(FAQ),136
FrisianExpoCentreDominoDay(2005),78–79
GapminderFoundation,85–86
Garner,James,21,29–30,155–56
Gaudí,Antoni,inEnchantmentHallofFame,41
Gawande,Atul,52nGifts,reciprocation,31GillmorGang,22–23Giuliani,Rudy,100–101Goalsestablishing,50–51forvolunteers,161–62
Goldstein,NoahJ.,72n,74nGoodBossManifesto,159–60
Googleadvertisinginnovation,33biggerpie,creating,33Gmail,75,76,77asgreatproduct,40JobsonAndroid,92Moderator,148
Gore,Al,116,123Grassrootssector,enlisting,98–99
GratefulDead,110–11
Greene,Jay,96nGross,Terry,32Gruber,Marty,170GrupoMaryland,98–99Gulliblepeople,5Guncontrolsupporters,80Gyromite,71
Häagen-Dazs,49Halligan,Brian,110HallofFame,Enchantment,41
Halsey,Rob,88Handshake,perfect,12–13
Hapticsensations,92Hargreaves,DavidJ.,61Hathaway,Bill,92nHaywood,Tony,32Heath,Chip,59,83Heath,Dan,59,83HermanMiller,41Heroismecosystembasedon,106storylinesforlaunch,56–57
andtrustworthiness,36–37Herrick,Scot,167–68Hertzfeld,Andy,xviii
Holocaust,36,57,81Honesty.SeeTrustworthiness;Truthfulness
Hsieh,Tony,27.SeealsoZappos
HyperArtsWebDesign,139
Identification,andinternalization,96
IfYouWanttoWrite(Ueland),inEnchantmentHallofFame,41
Ignorance,pluralistic,97
Imagesasymmetry,useof,149events,makingreal,79–81onWebsite,136
IndusEntrepreneurconference,123
Inertia,versusmotion,71Influencersversusmasses,62versusnobodies,62–63,113
overcomingresistancewith,88–91
Inspirationalstory,to
overcomeresistance,93Intelligence,smartproducts,40
Interaction,trustworthinessin,33
Internalization,96–97Interns,hiring,130Intrinsicmotivation,andlastingchange,99–100
iPhone,49iPod,66,75Istanbul,Turkey,41,120Iyengar,SheenaS.,64
Janssens,Dominique-Charles,18
Japan,aestheticprinciplesof,134,148–49
Jarboe,Greg,144–46Jay,Timothy,21Jobs,SteveonAndroid,92greatness,aspectsof,39,57,121
andlaunch,xxipresentationsof,122–23SeealsoApple;Macintosh
JohnPaulII,Pope,158
Johnson,Craig,75–76Johnson&Johnson,46
Kane,Priya,125–26KanuHawaii,103Kare,Susan,xviii–xixKawasaki,Guy,56nAlignmentofInterests,30Alltop.com,74,130Facebookpage,127,140Guy’sRealisticEnchantmentAptitudeTest(GREAT),185–89
IndusEntrepreneur
conferencespeech,123KawasakiSwallowtail,208Macintosh,enchantmentby,xvii–xix,97
passions,19–21TheoryofPerfectKnowledgeofAssholes,114–15
Twitterprofile,127Kay,Allen,45Kelly,Lois,56Kelman,Glen,175nKeynote.SeePresentationsKeywords,forYouTube
content,147Kindle,60King,Ken,120Klein,Gary,42Komen,SusanG.,34KoryKay&Partners,45Kristof,Nick,148Kruska,Tibor,182
Labels,forpersuasion,84–85LaFosse,MichaelG.,207–8Landingtab,Facebookpage,140
Language,figurative,using,
14,46Laporte,Leo,22–23Lastingchange,95–111believersversusnonbelievers,97
commitmentandconsistency,103–4
anddiverseteam,109–10ecosystemfor,104–9asgoalofenchantment,95grassrootssector,enlisting,98–99
andinternalization,96–97intrinsicmethodsfor,99–
100spreadability,promoting,110–11
Latifah,Queen,inEnchantmentHallofFame,41
Launch,55–69askingforsupport,63–64belief,suspending,57–59choices,fewerversusmore,65
choices,largeversussmall,66–67
choices,limiting,64
firstfollower,importanceof,68
hands-ontrial,offering,60influentials,massesas,62–63
primingthepump,61andreciprocity,100–103resistancetosale,70–94salientpoints,66story-tellingfor,55–57
Lawson,Jenny,inEnchantmentHallofFame,41
Lepper,MarkR.,64
Lexus,40Likability,9–26acceptingothers,14–15attire,11–12closeproximity,15–16handshake,12–13passion,mutual,20–21passion,projecting/pursing,17–18
smiling,9–11swearing,21–24values,notimposing,17win-winsituations,
creating,21words/language,13–14yesattitude,24–25
Likingfunction,Facebook,139
LinkedIn,142–44enchantment,addingto,142–43
learningaboutpeople,20,82,144
practicalusesof,143–44Livechat,onFacebook,141Loan,NguyenNgoc,79–80Lopp,Michael,161
Macintoshandbusinessmarket,3–4desktoppublishingmarket,63,84
asempoweringtool,8,40andenchantment,xvii–xixinEnchantmentHallofFame,41
Kawasakion,xvii–xix,97usergroups,105
MacPaint,xviii–xixMaker’sMark,107Mandela,Nelson,inEnchantmentHallof
Fame,41MAP,tomotivateemployees,151–52
Martin,Don,184Martin,Steve,35,53,72n,74n
Martin,Ulys,184Martinuzzi,Bruna,28Masses,nobodiesversusinfluentials,62–63,113
Masstragedies,gainingattentionfor,79–81
Mattus,ReubenandRose,49Mauboussin,Michael,176,
179Maurer,Matt,68–69,76–77McCarthy,Jenny,177McCulloch,Rod,77McElrath,Sabine,132–33McGlone,Matthew,48McKendrick,Jennifer,61McKeon,Celia,98McNealy,Scott,19Melton,Samuel,101Mensch,becoming,28–30Mentor,bossas,170,172Mercadonasupermarket,64Meremeasurementeffect,63
Metaphors,46Micello,125–26Microsoft,97,100Miller,RichardL.,84Mistakes,fearof,71–72Miyoyogurtshop,65Molsonbeer,85Money,aspoormotivator,99–100,151,153
Mooney,Chris,81nMorgan,Tony,37–38Moscow,119Motivationchecklists,using,53
disclosingup-front,30intrinsic,andlastingchange,99–100
ofvolunteers,162Moussa,Mario,20nMuller,Karin,1–2Mullinaux,Lisa,207Mustang,Ford,40,41,82MyKey,40
Namba,Anne,inEnchantmentHallofFame,41
Narratives,personal,using,
81NavyforMoms,90–91Negotiation,andsharedinterests,20,82
Negron,Pete,36Newman,Paul,21Newsorganizations,onTwitter,128–30
Nintendo,70–71Nobodies,influenceof,62–63,113
Nocera,ChristopherC.,92North,AdrianC.,61NorthCarolinaUniversity
IndustrialExtensionService,157–58
NovaScotianCrystal,77–78NovaStylings,170
Objections.SeeResistancetosale,overcoming
Ohga,Norio,19Okimoto,Jean,207Olson,Jake,1451000AwesomeThings,137–39
Openarchitecture,106Options
defaultoptions,providing,49–50
reducing,71OrigamidoStudio,208Ortiz,Pablo,36Overtonwindow,83
PanAmericansmiles,10Parenting,inEnchantmentHallofFame,41
Parents,asinfluencers,89–91
Parsanko,Kathy,184Pasricha,Neil,137–39
Passionmutual,discovering,20–21,82
projectingandpursuing,17–18
Past,differentiatingfrom,59Patton,GeorgeS.,19Payitforward,101Persuasion,againstobjections.seeResistancetosale,overcoming
PigasusAward,177Pinker,Dr.Steven,23nPluralisticignorance,97
Politicalleaders,inEnchantmentHallofFame,41
Positioningstatement,35–36Positiveattitude,inmessages,46
Postmortems,preventingproblemswith,42–43
PowerPoint.SeePresentations
Preparationforsuccess,39–54checklists,using,51–53defaultoptions,providing,
49–50easeofuse,43–44goal-setting,50–51mentalfences,removing,48–49
postmortems,42–43problemprevention,42–43slogans,creating,45–47
Presentations,115–23brevityin,46,122customizing,116–17designing,guidelinesfor,116–23
andlaunch,59
Primingthepump,61Products,greatfeaturesof,40–41listingof,40
Profanity,positiveuseof,21–24
Promotion,limiting,115Pronovost,Dr.Peter,51–52Prototypingwork,167–68Proximity,andfrequentcontact,15–16
Pseudoclaims,avoiding,175–76
Pulltechnology,135–50
blogs,135–39Facebook,139–42LinkedIn,142–44Websites,135–39YouTube,144–50
Pushtechnology,112–34e-mail,123–26presentations,115–23Twitter,126–33
Rackham,Neil,20Rae,CorinneBailey,inEnchantmentHallofFame,41
Rainmakerteammember,109
Reciprocationaskingforfavors,effectsof,87–88,102
andlastingchange,100–103
andtrustworthiness,31RecreationalEquipmentCooperative,96
Recruitmentofemployees,161
Redfin,174REI,96
Resellers,ecosystembasedon,105
Resistancecausesof,70–72andpluralisticignorance,97
Resistancetosale,overcomingagreement,findingpathtoward,81–83
byaskingforassistance,87–88
competition,framing,91–92
withdataset,85–87influencers,enlistingfor,88–91
Resistancetosale(cont.)inspirationalstory,93labels,assigning,84–85magic,demonstrating,77–78
oneexample,using,78–81Overtonwindow,83scarcity,creatingperceptionof,75–77
withsocialproof,72–74withtactilesensations,92
ubiquity,creatingperceptionof,74–75
Resistingenchantment,173–82criticalfactorschecklist,181
exampleofone,ignoring,177
future,considering,174–75
pastdecisions,examining,179–80
topseudosalience/data/experts,
175–76versussmallenchantments,180–81
temptingsituations,avoiding,173–74
wisdomofthecrowd,avoiding,178–79
yourlimitations,awarenessof,175
Respect,importanceof,46Reversibility,providing,60Rewards,benefitsof,107Reynolds,Garr,133–34,148Rezac,Darcy,24
Rhyme-as-reasoneffect,48Rinehart,Gray,158RiodeJaneiro,119RoboticOperatingBuddy(R.O.B.),71
Rolemodels,72Roosevelt,FranklinD.,46Rosling,Hans,85–86Rowe,Mike,inEnchantmentHallofFame,41
Ruleofthirds,149Rwandamassmurders,79Ryan,Denis,77
Sagal,Peter,32Salientpoints,stressing,66SavetheChildren,83–84Scarcity,creatingperceptionof,75–77
Schindler,Emilie,57Schindler,Oskar,57Schwarz,Norbert,48–49Sciencebehindenchantment,6–7newscycle,7
Scoble,Robert,inEnchantmentHallofFame,41
Scott,DavidMeerman,110Sculley,John,xviii,11–12SeasonalView,171–72September11attacks,36,45,101
Shea,Fran,25–26Shell,RichardG.,20nSiliconValley,75–76,108,178
Similes,46Simmons,Annette,55,57Simulations,militarytraining,57–59
Singers,inEnchantmentHall
ofFame,41Sivers,Derek,68Skepticteammember,109Slogans,simple,creating,45–47
Slovic,Paul,79SmartBrief,130Smiling,9–11Smith,Mari,140,141,142Socialnetworkingbusinesssites,82SeealsoFacebook;LinkedIn;Twitter
Socialproof
overcomingresistancewith,72–74
powerof,72–73SouthwestAirlines,33Spears,Britney,128Specwork,206Speed,Websites,136Spreadability,110–11Stack-Up,71Stafford,Tom,61nStatisticsdata,persuasivepowerof,85–86
gainingattentionfrom,80
statisticalsignificance,6Stern,Howard,25–26Sternin,Jerry,83–84Stevens,Mike,53–54Stockwell,David,171–72Storyevents,makingreal,79–81launchpairedwith,55–57
StrategicOperations,57–59StumbleUpon,129–30StuSegallProductions,57Subramanian,Guhan,81nSuccesscelebrating,157–58
greatproduct,featuresof,40–41
Suckingup,124–25,154–56Sugihara,Chiune,36Sunstein,Cass,63Support,askingfor,63–64SusanG.KomenRacefortheCure,34
Sutton,Bob,159–60Szot,Colleen,73–74
Tactilesensations,influenceoncognition,92
Tags,forYouTubecontent,
147Teamdiverse,andlastingchange,109–10
pointsofview,varietyof,109–10
onWebsite,136–37SeealsoEmployees
Technologyforenchantment,guidelinesfor,112–34
pulltechnology,135–50pushtechnology,112–34
TED(Technology,
Entertainment,Design),68Temptingsituations,avoiding,173–74
Thaler,Richard,63Third-personeffect,173Thompson,Clive,62nThoreau,HenryDavid,11Thumbnails,forYouTubecontent,147–48
TilleyHat,95Toffel,NeileMcQueen,21,29
Toyota,75Trendalyzer,85–86
Trials,hands-ontrial,offering,60
Tricolons,46Trustworthiness,27–38biggerpie,creating,33–34dishonestenchanters.seeResistingenchantment
expectations,termsof,34andexpertise,31–32heroism,36–37mensch,being,28–30motivation/interests,disclosing,30
mutualtrust,27–28
positioningstatement,35–36
reciprocation,31responding/interacting,33
Truthfulness,versus“noblelie,”5
TVhosts,inEnchantmentHallofFame,41
Twitter,113,126–33biggerpie,creating,33cause,promoting,131–32goodcontent,finding,129–30
learningaboutpeople,20
links,posting,127–30andmanualengagement,130–32
powerof,126–27,131Twitter(cont.)repeatingtweets,127using,generaltips,126–27
Ubiquity,creatingperceptionof,74–75
Ueland,Brenda,inEnchantmentHallofFame,41
UnitedAirlines,50,101–2
Usergroups,ecosystembasedon,104–5
Value,typesof,114Valueslasting.seeLastingchangenotimposing,17
VanGogh,Vincent,1,17–18VibramFiveFingers,68–69,76–77
VietnamWar,79–80Viralvideo,145VirginAmerica,102,129,131
VirginGroup,101–2VisibleMeasures,146Visionaryteammember,109Vocabulary,words/language,using,13–14
Vohs,KathleenD.,99–100Volunteers,enchanting,161–63
WaltDisneyWorld,111,167WatchParty,93–94Waterford,77Watts,Duncan,62Websites,135–39
ecosystembasedon,105enchantment,addingto,135–38
engagingothers,methodson,137
Japanesedesignprinciples,148–49
Wedemeyer,Charlie,93Wehmhoener,Jason,207“Whatif”questions,82–83WhiteKnollMiddleSchool,100–101
Wiesel,Elie,81Wikipedia,100
Wild,Ruudde,79Winokur,John,21,29–30Win-winsituations,creating,21
Wozniak,Steve,41,56
XAT,76
Yesattitude,24–25YouTube,144–50enchantment,addingto,147–50
GoogleModeratoron,148video,lengthof,145–47
viralvideosasgoal,145
Zappos,15–16,27–28,49,60Ziglar,Zig,27Zimbardo,Philip,36–37
CoverphonIlovetohearachoir.Ilovethehumanitytoseethefaces
ofrealpeopledevotingthemselvestoapieceof
music.Iliketheteamwork.Itmakesmefeeloptimistic
aboutthehumanracewhenIseethemcooperatinglike
that.
—PaulMcCartney
UndertheCover:HowItTook260PeopletoMakeThisCover
ThecoverofEnchantmenthasitsownenchantingstory.Illustratingtheconceptofenchantmentisdifficult,andIwantedtoseewhatitmeanttomanypeopleandhowtheywouldgraphicallyrepresent
it.Thestraightestpathtothisgoalwasadesigncontest.Mytheoryis,themoregreatmindsworkingonatask,thebettertheresults.IcontactedmybuddiesatCrowdSpring,andwecreatedacontestwitha$1,000prize.Tomyamazement,approximately250peopleentered760designs.Thisisroughlyseventy-fivetimesmoredesignsthanmostauthorssee.Inarroweddownthe760
entriestothesefiveandenabledpeopletovotefortheirfavorite.
Theentrythatreceivedthemostvoteswastheonewiththebluebutterflyontheredcover.ThedesignerofthiscoverusedthisstockphotobyEnchantedgal(I’mnotmakingthisup)onDeviantART.
Ilikedthisdesignthemost,too.Iwaspreparedtooverridethepopularvote,butthetallymeantthatIcouldmaintaintheillusionof
impartiality,openness,andtransparency.:-)Somuchthebetter.Duringthecontest,many
designersattackedmefortheheinousexploitationoftheircolleagues’creativity.Theirmathwasthat250peopleenteredandonlyonewon,soIexploitedtheother249.Thecrimeiscalledspecworkbecauseit’sspeculativeandwithoutaguaranteeofcompensation.Hello?Lifeis
specwork:noguts,noglory,novisibility,noexperience,andnoprize.Ididn’tforceanyonetoenter,andthiswasachancetomake$1,000andgainvisibility.Muchtomydelight,thewinnerwas(a)nota“professional”designer;(b)notanAmerican;and(c)notanorifice.HewasAdeHarnusaAzril,anelectricalengineeringundergraduatestudentattheInstitut
TeknologiBandunginIndonesia.
Icouldnothaveplanneditbetter.AfterIannouncedthe
winner,designersattackedthewinningentryasnothingmorethana“stockphotoofabutterflyonaredbackground.”Yup,andAndyWarholpaintedaCampbellsoupcan.Toobadtheydidn’tthinkofthattoo,huh?Idon’tknowanyindustrywherepeoplegettheirrocksoffbytearingeachotherapartasmuchasgraphicdesign.Unfortunately(orperhaps
fortunatelyasyouwilllearn),
thedesigndidn’tgooverwellwiththeeditor,publicist,publisher,andassistantpublisher.“TooNewAge.”“Toofeminine—nomanwouldbecaughtreadingaredbookwithabutterflyonthecover.”“Tooself-help,tootouchy-feely,too…”yougetthepicture.Andthemostdamningofallwas,“Thesalesforcehatesit.”Welcometomylife.
But90percentofthebattleisshowingup.Theother90percentisperseveringafteryoushowup.Withhindsightthis
negativereactionforcedmeoutsidethecomfortzone.Onenight,whilepedalingaStarTracrecumbentbikewhilereadingtweetsonmyiPadwatchingNHLOntheFly,Icameupwiththeideaofanorigamibutterfly.Thistookcareoftwoissues:no
more“stockphoto”stigmaandfewerself-help,New-Ageconnotations.Plus,therewasagreattie-in:JapaneseguyandJapaneseartform.Ididn’tknowathingabout
origami,however,soIsearchedfor“origamibutterfly”onGoogle,andIaskedmy330,000closestfriendsonTwitter,“Anyoneknowanorigamimaster?”Thisyieldedgreatresults.Mysister—JeanOkimoto—
aswellasLisa“KailuaLisa”Mullinaux,JasonWehmhoener,andMarcoCarbullidocametomyassistance,too.TheseeffortsledmetoMichaelG.LaFosseandadesigncalledthe“AlexanderSwallowtailbutterfly,”whichIsawatSaraAdams’sWebsite:
Cometofindout,MichaelistheWayneGretzkyoforigami.Heandhispartner,RichardAlexander,runOrigamidoStudio.Michaelwasfeaturedinthegreat
origamimovie,BetweentheFolds.IwenttotheOrigamidoWebsiteandsentane-mailtotheaddressthatusuallygoestowebmasterswhoneverrespond.Loandbehold,Michaelansweredinaday.Onethingledtoanother—
includingtalesoftheInternationalMarketplaceinWaikikiandDonHo—andMichaelcreatedacustomdesigncalledthe“Kawasaki
Swallowtail.”EverheardofaJobs,Gates,Williams,Stone,Ballmer,Ellison,orZuckerbergorigamibutterfly?Ididn’tthinkso.Richardpastedgoldpaper
thathehandmadetoaprintedsheetofwashitocreatethedouble-sidedeffect.ThenMichaelfoldedtheKawasakiSwallowtail,andvoila,IhadabadasscustombutterflythatlookslikeJamesClavell’sShogunmeetsB-1
stealthbomber.
AtthatpointIhadthebadassbutterflyandtheconceptofabadassbutterflyonaredgradient.NowI
neededsomeonetoperfecttheconceptandexecutethecoverdesigntothespecsoftheartdepartment.EnterSarahBrodyonawhitehorse.Youarefamiliarwithher
workbecauseshewasthedesignforcebehindmuchofApple’ssoftwareapplications.ShephotographedtheKawasakiSwallowtail,editedthepicture,createdthered
gradient,chosethefont(FFThesis-TheSans),laidoutthecover,andgenerallymadeitperfect.ThisisthestoryofhowIcrowdsourceddesignsfrom250talentedpeoplearoundtheworld,selectedoneideafromanengineeringstudentinIndonesia,convincedanorigamimasterinBostontocreateanewbutterfly,andluckedoutbyknowingadesignerinSiliconValley.
Canastoryaboutacovergetmoreenchantingthanthis?
ColophonWritingabookisan
adventure.Tobeginwith,itisatoyandanamusement.Thenitbecomesamistress,thenitbecomesamaster,
thenitbecomesatyrant.Thelastphaseisthatjustasyouareabouttobereconciledtoyourservitude,youkillthe
monster,andflinghimtothepublic.
—SirWinstonChurchill