This Too Shall Pass Unless It Doesn't

Six weeks isn't that long of a time. It's about 42 days, a cut above 1,000 hours. Online, it feels like forever. It's such a long time that I tell audiences they only need twice that amount to change the world.

Right. Ninety days was the ideal benchmark I created for Bloggers Unite when I coordinated some of its biggest campaigns. The biggest with Amnesty International changed American foreign policy in Darfur.

I still believe in a 90-day benchmark. As long as you have a base in place, it's the right amount of time to do a campaign without feeling like the task is insurmountable or the outcome too far out. The same can be said for personal goals too. You can rock out a lot in 90 days. I'm around 45 right now.

The two most critical moments for anything: the start time and halftime.

If I stopped today, I would feel pretty miserable. Six weeks only covered the recovery period after my surgery to move from the cancer column to the cancer-free column. The next six weeks matter more.

As careful as I was (and I was careful), I put on an inch or two around my waistline after surgery and lost more definition than expected. It's the price paid for having a forced semi-sedentary lifestyle. I was given explicit orders not to lift anything over ten pounds, be mindful of twists, and no vacuuming.

If I took a snapshot today, most people wouldn't notice unless I had my shirt off. If I did have my shirt off, they might make some pretty crazy assumptions. Specifically, they might think I'm out of shape (me too). But they would also be wrong given a bigger context.

This is what Chris Brogan was driving at as a topic in May. You can find it again in another piece by Geoff Livingston. I've written about it before, talking about how people need to be the verb, not the noun.

My condition is temporal. In six more weeks, I'll be in a different place. These six are all about starting at half my exercise set weight and gradually increasing the amount until I am eventually back or better than pre-surgery. The first two sessions went well, even if I was tired after both.

The next one will be the bigger tell, as it directly includes abdominal muscles. Steady as she goes.

That isn't all there is to it, of course. I'm mindful of my diet and try to find time to walk (as it was the only recovery I was approved to do prior). I make sure I get enough rest. I try not to overdo things.

But the point is pretty simple. A snapshot forces permanence on things that are otherwise ephemeral.

People are easily hung up on snapshots. It's motion that matters.


As individuals or en masse in social media, most people see snapshots as permanent, which is the primary link between my article on the potential failings of isolated big data and the Livingston expose on mean tweets. It proves effective for this article too because ephemerality makes everyone wrong over time.

What most people don't know about any crisis event is that it only represents a moment in time when everyone agrees something bad has already happened. Everything from that point on is malleable.

Barring criminal charges and other liabilities, business executives have a choice to turn things around or close the doors. A personal crisis isn't much different: the crisis event is the moment you realize your company is in decline, your marriage in on the rocks, or your physical condition puts you at a health risk. Any or all of those things might feel like the end of the world. But they aren't, unless you're dead.

The realization is simply your cue to make your next move. You have a choice to do nothing (which is stasis, akin to losing ground at a pace too slow to notice until it's too late), give up (accelerate the bad), or reverse direction and mediate the challenge (have a plan to make things better). There are no other options, no matter how loud any spectators might become.

Right. The loudness of it all doesn't matter nearly as much as people think. Any negative sentiment is more akin to a symptom. Any closure is more likely to link to the disease — bad practices, bad ideas, or bad reactions. And that's why social media and isolated big data based on social media aren't accurate predictors. It's like a poll. It can show you a plot point in the near past, but the future is still wide open.

In other words, the reality of it reads much more like the title. This too shall pass unless it doesn't. Or, as I wrote several weeks ago: when bad things happen, there is very little you can do except find solace in the storm. You find your peace. You let it happen. But once the bad is done, you look for potential.

You make a plan. You press ahead with a positive trajectory. And as long as you set that plan in motion and then double check yourself at halftime, it's nearly impossible to become stuck in the moment or sliding backward. Today, I'm about 45 days better than I was the day I left the hospital and my momentum suggests than every day will be better ahead. How about you? What's your direction?

Big Data Will Be The Blind Spot For Marketers

It's almost frightful how big big data will get. It's valuation is expected to reach $47 billion by 2017. It seems to me that estimate is too soft. Big data is like a boom town. I don't mean that figuratively.

The $4 billion Utah Data Center will eventually turn Bluffdale, Utah, and surrounding communities into boom towns. It's not the only place it will happen either. Government isn't the only player in big data.

Everybody wants an inside scoop on how individuals, groups, and mass populations operate for predictive and manipulative reasons. They want to uncover the non-existent philosopher's stone of human behavior so they can tell when someone who scratches their nose has malicious intent. They want to guess the direction of the public like they might plot the expected path of migrating geese. And they, marketers in particular, want to know which 140-character combination will not only get attention but also drive sales or, at least, pick up a follower that might buy a product within the next 100 tweets.

Some people will read that paragraph and feel spooked out. Some people will read it and salivate. It seems to me either might be an overreaction, but sometimes it's hard to tell. What is easy to tell is that big data will eventually lead to more blind spots than spoilers.

Analysts are too busy tracking online activity without concrete outcomes. 

Part of the problem, especially for marketers, is that they measure the wrong information. Forrester, ISTMA, and VisionEdge Marketing recently conducted a study that demonstrated precisely that.

What they found was that marketing performance management is operationally proficient but strategically stalled. The problem is exactly what you might think it is. Marketers are measuring marketing activity and not business outcomes, message effectiveness or predictive insights.

What does that mean? Marketers are too busy trying to prove performance to justify their efforts. They point to CRM and marketing automation to create dashboard reports that show how many people visited, shared and traveled down the sales funnel. They make decisions based on those measures too, and most of them revolve around the numbers they think matter, tying it to things like platform popularity.

It's not enough and I'm not the only one saying it. According to the analysts, only nine percent of CEOs and six percent of CFOs rely on marketing data to make decisions. In other words, most marketers have online clout and not the real stuff.

Big data will be rendered useless unless marketers measure on multiple levels. 

Less face facts. Although online sentiment can be useful, it's doesn't tell the whole story no matter how much money you throw at it. If it did, BP would not have survived the Gulf oil spill. If it did, JC Penney wouldn't be desperate after being right. In both cases, big data was off the mark.

Data needs to happen across every public, not just the public. Data needs to be discovered with multiple methods, not just one method. Even some of the most visible social media crisis events have been largely forgotten. Others were online loud, but many people never heard they happened.

You might find something different when you talk with people as opposed to react with them.

• Interviews. With the right interviewer, nothing beats a series of interviews. It's how some of our major clients have tapped my firm to write white papers. They work in other ways too. Once I interviewed 40 employees at a company that believed nobody saw the company like they did. I found out that they all saw the company the same way despite that belief.

• Focus Groups. Brainstorming sessions and focus groups made up of trusted stakeholders or select demographics can transform reaction captures into think tanks. For example, when I conduct core and strategic sessions, the first 50 responses are often the least important. Once a group hits closer to 100, they start thinking about vision instead of what's expected.

• Vetted Surveys. Instead of self-selected surveys, sometimes slanted with leading questions, try objective surveys (and control groups) with people who are solicited based upon belonging to a specific public or stakeholder group. Find out what they think of an organization, industry, and what's missing from the equation — not only what they expect but what they never thought to expect.

• Big Data. As I mentioned before, big data has a place. Just remember that sometimes you have to distinguish between the public and customers. One example that comes to mind was the initial launch of the iPhone without physical buttons. The quieter majority of customers didn't care. They didn't seem to care that the USB port was left off their iPads either. Never-customers cared much more.

After you're done, don't forget that inside out is just as important as what's being said outside.

• Employees. No matter how great you think your organizational brand might be, it isn't all that if your employees don't believe it and protect it. Most social media crisis events happen because one employee forgets just how important every branded piece of communication can be.

• Stakeholders. When working with the National Emergency Number Association (9-1-1), I was privy to some very intelligent ideas on improving emergency communication because the association's stakeholders included several dozen thought-leadership companies that had glimpses of future tech. Do you need another reason to talk to vendors, partners, shareholders, etc.?

• Customers. There is plenty that can be tracked when it comes to customers and there is much more to consider than a single click. The value of the lifetime customer is more. It's one of the reasons most major companies jumped at affiliate programs. Their marketing jumps in after one buy.

• The Public. Looking at the public makes sense, but with obvious limitations. Listening to the public en masse can sometimes be a good thing because it often serves as a commonsense barometer. Other times, it isn't nearly as good because it can be manipulated by catfish or implied wrongdoing.

Doing all this work takes more time, which means you can't turn on a dime with every decision. But then again, if an organization could turn on a dime then its brand relationship must be pretty thin. Or maybe the better way to say it is: isn't it commonsense to talk to people if you want to understand them?

Being A Big Fish In A Small Pond Works Until The Drought

Say what you will about statistics that claim people have as many as seven careers in a lifetime. I've seen studies that claim anything from five to 11, and wonder what might skew them.

The most common explanations offered up by researchers and reporters — job hoppers, immigrants, and young people — don't account for everything. The simplest answer is job evolution. A worker might make the move to management, opening up new career opportunities. Another employee might be moved from one department to another as a means of keeping them. An expert in one field might retire.

There are dozens of different reasons, but all of it points to one thing. The metaphor about becoming the biggest fish in the pond is rather pointless. It's a myth perpetrated by motivational coaches, training instructors and academics because they are in the business of selling skill sets that suggest expertise.

Careers don't work like they did in the 1950s. The job market has evolved.

The biggest fish in the smallest pond analogy only worked under the most pretentious and restrictive notion of the American dream that led people out into the suburban sprawl. The general concept was pretty clear cut. You graduated from high school, earned a degree for a career, accepted an entry level job, and then stuck with it until somebody promoted you to management, which eventually led to your retirement with a pension and gold watch. My stepdad had one of those dinosaur jobs, sort of.

After escaping foundry work for the airlines industry during its heyday before deregulation, he worked in telephone reservations before transferring to become a passenger services agent, a job track that lasted 40 years through no less than four or five buyouts and mergers while avoiding management.

Why did he turn avoid management? Managers didn't survive mergers. He preferred job security.

The chances of finding a one-track career job like he did (and being happy if not content doing the same thing like he was) is pretty slim. Most of his friends couldn't do it either. They all moved on.

Even if they could do it, there were no guarantees. Careers vanish all the time. Big fish travel agents, postmen, and meter readers have been watching their ponds shrink for some time. Architects, journalists, and visual artists like photographers and videographers are all struggling in the short term.

You can't always count on job trends either. Health care administration is hot right now, but it's anybody's guess what might happen after the aging population doesn't have a bubble. Government jobs remain hot despite the latest rounds of layoffs caused by tax shortfalls, but its growth is not sustainable. Anything in alternative energy has a ton of buzz, but the field is surprisingly erratic given its diversity.

The communication industry as a whole is in kind of a system shock too. Social media might have been exciting for some people, but it has left several disciplines in a state of confusion. Convergence has left people wondering whether public relations, advertising, marketing, social media, etc. are the best tracks to enter the industry. Most of them are disappointed to hear the truth. Almost none of them, exclusively.

In a world with unpredictable rain, it pays to be an amphibian. 

The modern market requires a different kind of thinking, even if human resources and headhunters have been equally slow to embrace the obvious. There are no degrees that are a waste of time. All of them provide skill sets that overlap, provided the student or working professional can enhance them.

The objective isn't to become a specialist anymore. And I'm not suggesting you become a generalist either. The answer lies somewhere in the middle, where you can weave together adaptive skill sets.

Once you have a foundation, through education or experience, look toward enhancing parallel skill sets as they become obvious. This has been the cornerstone of my career course over nearly three decades and it places me in an interesting position if I call recent events an intermission between acts.

The interwoven disciplines of advertising, business, journalism, and psychology have opened up any number of opportunities. Some only require a nudge if I was inclined to make a course correction.

As a stakeholder in several businesses, I have roles ranging from product development to executive management. As a communicator, I have experience as a strategic planner, creative director, journalist, copywriter, author, and some undeveloped talent in design. As an instructor, I could take a turn toward education and write instructional books. Or, if I wanted to, I could always dial back to pick up two classes for a degree in psychology (which has its own growing niche in business modeling). And there are several other skill sets, ranging from hobbies to oddities, that I won't bore you with.

I'm hardly the only one. Chan Luu managed her clothing boutique before becoming a fashion designer. Paul Gauguin was a stockbroker before becoming an artist. Charles Bukowski worked as a postman. Leonardo daVinci was an artist turned scientist, engineer and inventor. Benjamin Franklin was an author, printer, politician, and scientist (among many other things). Most founding fathers had woven careers.

The truth is that until the 1950s, multiple careers were more common than unusual. You almost have to dial back to the dark ages to find lifelong careers or family trades being prized as a profession. And in America, the concept was exceptionally foreign. Most people left Europe to escape the class system.

In fact, until suburbia entered the picture, few people wanted to be stuck with such a low glass ceiling. And nobody really wanted to make it worse with a dramatically tiered tax system either or mandatory social services based on the assumption that they would never make enough to pay for it. That came later, along with the big fish concept that suggested people find smaller and smaller ponds to feel important.

Make no mistake about it. If you recently graduated, your education has only started. Your goal isn't to become indispensable — the proverbial big fish in a small pond. Your goal is to become adaptable — the fish that can walk to the next closest body of water anytime the pool there feels a bit shallow.

The only way to do it is to create a braided career that includes one or two major areas of practice and several closely related minor skill sets that can become areas of practice on relatively short notice. Along with those skills, it also helps to learn something about the stock market. The 401 (k) is not enough to rely on for retirement like pension plans several decades ago.

Put People Ahead Of Platforms If You Want To Succeed

Modern online marketers fascinate me. They always say they want to connect with people online, but most of them are ultimately obsessed with platforms. They want to know which social network is popular, which platform is the most active, which network will deliver more referral traffic, how to make headlines buzz, and when to post content so the most eyeballs see it. So on and so forth.

I think you get the idea. They talk a good game about relationships, but funnel most of their energy into gaming the relationship, everything from search engine optimization (including competitor names and misspellings) to misleading headlines that don't deliver on the content they promise. It's all silly stuff.

There are no silver bullets. People are social nomads. 

It really is silly stuff, but don't dismiss it all outright. Those tips and tactics can be useful, provided you don't become too comfortable with last year's data or this year's predictions. Social media is the never ending story taking place in an always changing environment. The only certainty so far is nothing.

Examples abound. If you believe Facebook will always be the most popular place to connect, that Google+ is where tech savvy guys hang out, or that sales only happen after site visits, then you might be making the same mistake that people made when they thought Tumblr was a waste of time, Quora would be the next big social network (or down for the count), or that any service is too big or popular to shutter. Betting the farm on any one of those statements is akin to picking a single series for a media buy and assuming that it will never be shuttered.

Just as every television series on the planet will eventually vanish, networks will eventually vanish too. One of my favorite examples is par for the course as the case was made: Bumpzee will be the next Digg. The prediction was almost right, but in the opposite direction. Neither really exist (and many new social media experts haven't even heard of them). Nobody wants to save Delicious anymore either.

In fact, all this is why I've always found the tribes concept misleading. It wasn't because Seth Godin was wrong. He was mostly right, but without an emphasis on the idea that tribes are as temporal as communication. Modern humans do fall into them. But they fall out of them just as fast.

The ones you belonged to in high school aren't the the ones you belong to today. The ones you belong to today aren't the ones that you'll belong to in the future. They are tied to platforms, technologies, jobs, and marriages, and all sorts of other things that feel permanent in our lives but are not nearly so permanent.

Five areas of focus that will make you more people centric instead of platform reliant over the long term. 

Sure, people make up social networks and social networks can help you reach those people who have already pitched a tent. But that doesn't make the platforms more important than the people. Even inside most networks, any given community, page, or group can be completely different from another. The company needs to create it.

• Know what you are talking about. It doesn't matter what industry you work in or for. You need to know as much about it as you do marketing, advertising or social media. Even if you will never know more about it than the industry leaders (a few analysts come close), you need to know enough to have an intelligent conversation with anyone who asks.

Most people writing content don't know nearly as much as they need to, which is probably why only 37 percent of marketers would call their Facebook efforts successful when surveyed (they all say they're successful in person). You see, anyone can drop a discount, network quip or announce an event. But it takes someone who knows something to engage and keep them interested.

• Know the people you want to reach. If you have never spent time with customers and prospects (and make note of any differences between them), then you might not reach them anyway. Industry leaders and executives struggle with this as much as social media and marketing managers. They can tell you the demographics of their target audience, but few take the time to really get to know them.

Big data is great, but old school copywriters know that the secret ingredient inside all content has to do with understanding the customers as people and often visualizing a real person when they write to them. You have to get to know them. Shake their hands. Put yourself in their shoes. And then ask yourself how your social network messages look from their perspective.

• Make adjustments for platform constraints. With the exception of understanding the constraints that come with every platform, there isn't much more you need to know about them. It's more important to tie messages to the mission, vision and values more than the best practices of a social network. After all, best practices are almost never invented by anyone who follows them.

The better way to think about it is to craft a message and then see how it fits within a platform, much in the same way campaigns were made across radio, print and television. As long as it is strong and doesn't break any constraints, customers and prospects will not only find it but give it resonance. One step better than someone liking or sharing, resonance means they will remember it a week from now.

• Be interesting and enthusiastic about the topic. When I speak to students, I can never stress it enough. If you think the topic is boring, it will show up in the writing. There is nothing you can do about it. All the superlatives and exclamation points in the world won't save you. Those make it worse.

The most common excuse they offer up is that their clients, employers or bosses dictate the content thread. But I don't completely buy it. Putting in a little extra effort to show someone why something else might be superior can make all the difference.

• Know how much to say and when to shut up. I said something similar for marketers two weeks ago, but this advice is specific to social networks. The difference between a consumer seeing content value or spam is only one post, share or email too many.

Remind yourself and your employers that no one needs to be the center of attention all the time, unless the public wants to make something the center of attention. Give your messages, ideas and concepts some room to live before blasting away with the next. Instead of making conversations read like a group of people taking turns at a single microphone, nurture something that looks like community conversations.

While those five tips aren't even close to everything you need to know about social networks, they do represent a different direction than what has become the standard fare. Stop worrying about which social networks and start thinking about what will make people seek you out no matter the network.

Success Always Starts With Permission To Act On Big Dreams

Although Michael Port will be among the first to tell you that a client's urgent needs almost always overshadow long-term goals, Book Yourself Solid Illustrated is an exercise in the opposite direction. He asks people who want to succeed to put aside their immediate needs and focus in on big dreams.

He's smart to do it too. For the better part of 20 years, I've seen a relatively consistent and reoccurring life cycle among successful startups. Many take a year or two to establish themselves, make huge gains during the next few, and then slowly wind down until they eventually die.

It's painful to watch, especially because companies that can succeed during the first year or so experience something that those who don't try can only wonder about. Much like their success, their original mission and vision were tied to big dreams.

It makes sense that they would be. A startup is nothing less than someone taking a shot to shine. It doesn't even matter what kind of business it might be. Most cite big dreams as a common ground.

The bulk of them were started by people who wanted to do one of two things. Either they wanted to launch a new product, service or outlet that they are passionate about or they want to launch a business as an extension of their career by being their own boss. And contrary to popular myth, the majority of them will succeed (for a while).

The U.S. Small Business Administration estimates that seven out of ten business will succeed in the first two years before something unexpected happens. Only half them will survive a full five years.

Why do businesses that succeed in the first two years fail in the following three years? 

While there are many reasons that successful startups fail, almost all include a change in mindset. As business owners succeed, they are more likely to give up on big dreams and focus on urgent needs.

In other words, they give up on the very dreams that make them successful and start focusing on what they think they need with the operative word being "more": more revenue, more profits, more clients, more customers, more high profile accounts, more website visitors, more followers, more whatever.

As soon as "more" becomes the objective, these businesses start to shrink or sink as they take on the wrong kinds of customers or clients: those that take advantage of them (e.g., empty promises and slow payments), drain the life out of them (create frustration and negative relationships), or demand products and services that have little to do with the vision (diminish resources and reduce quality).

As the pressure mounts to maintain sales, problems materialize. Some owners might borrow to meet payroll while floating account debts. Others might waste time working for customers who will never be happy or refer any business. Some will substitute quality materials to push prices lower. Others will expand their offerings to appease an ever-increasing audience while watering down their uniqueness.

Worse, many successful startups won't see the root problem as they struggle to preserve these short-term gains. The fact is that they are much more likely to compound the problems as they trade in their permission to dream for protectionism — the fear of losing any revenue is so strong that they will defend their most detrimental clients rather then lose them.

Book Yourself Solid is a handbook for disciplined dreamers.

Although originally intended for advisers, consultants and speakers, Port's Book Yourself Solid works well enough for other kinds of startups too. And while some of the tools he and I use are different, the advice reads the same. It takes discipline to succeed. You have to commit yourself to looking for the "right" clients instead of "more," even if that means giving up some short-term gains.

He even goes one step further, starting with something many business owners will find startling. You have to dump "dud" clients, those who wear you down and take you further away from your dreams. As soon as you do, you can use the newly found time to pursue the clients you've always dreamed of working with or do more for the stars who are already part of your roster.

At the same time, Port dares business owners to stop giving others permission to punish them and start giving themselves permission to act on their dreams. Stick to the dreams that made your business work for you. Avoid the objectives that make you work for your business.

Any number of examples illustrate the point. An art gallery doesn't have to sell cheap prints just because some people complain about the price of the originals. A respected restaurateur won't serve out-of-season fish on the whim of a customer who doesn't know better. A reputable consultant won't rely on email spam or purchase back links to inflate junk traffic.

Instead, Port says it's much more important to be true to what you do than try to be true to what everybody wants you to you do. There are other people who might try to be all things to all people, but you don't have to follow their lead. If you really are a leader in the field, then not everyone is your customer. You know it. Your customers know it. And Port knows it too.

This may have even been one of the reasons that Port decided to make his system a little more manageable on his recently refreshed release. He teamed with Jocelyn Wallace to illustrate Book Yourself Solid. Although it is still hyped as the fastest, easiest and most reliable system for getting more clients than you can handle (even if you hate marketing and selling), there is something in this re-engineered book that will work for more businesses and independent consultants.

Whether you are starting a business, need to revisit and retrofit your vision or have recently noticed that you don't love your business anymore, Port provides enough tools to put you back on track. Perhaps more than anything else, he provides a series of exercises that are designed to remind business owners to stop chasing the daily chaff and start giving themselves permission to act on big dreams again.

So how do you know if you might need this kind of help? While I believe every business can benefit from an organization-defining communication plan, most people can start with two simple questions.

Has your happiness or employee morale faltered from the day you first started? And if so, are the challenges you face related to what you wanted to do, what you actually do, how you have to do it, or who you do it for? You might be surprised by the answers. And I'd love to know what you find.

Five Things I Wish Every Advertiser, Marketer, And PR Pro Knew

A few weeks ago, one of my recent students asked me if there is anything I wish I had taught but never got around to teaching. I thought the question was pretty funny. I told her I had ten years of material.

In truth, ten years of material is a pretty conservative estimate but not because of the quantity. The way I see it, there is never any shortage of material as long as the instructor continues to explore, learn and grow. Ideally, they will with one foot in academics and one in the real world but sometimes one or the other will suffice. No one ever wants to feel dusty or complacent unless they've given up.

Eventually, I settled on five things I wish every advertiser, marketer and PR pro knew because I think all of us, at one time or another, grows weary of watching people fail. That's the way marketing works. You can put in hard work or learn the hard way.

• A Content Strategy Is Not A Marketing Strategy. As content marketing has become a dominant digital marketing tactic, more businesses want to create elaborate content processes, build massive audiences, and become perceived as industry experts. But sometimes you have to ask to what end.

Dial back the meaning of a marketing strategy a few years ago and you might find a creative team tasked with expanding the dandruff shampoo market among men. You might remember how they did it too. The original advertisements showed men in dark suits with their shoulders dusted with flakes, creating a compelling reason to look for the problem and find a solution. Head & Shoulders.

• Breaking Through The Clutter Means More Than A Clever Message. Everywhere you look, marketers want to convince clients that brand visibility, original communication, and writing tips are all they need to succeed. But sometimes marketing means innovation at the product and service development level.

If you operate a lemonade stand on a block with five more lemonade stands, sometimes you have to stop pushing the pink and break open a box of sugar cookies. That is how Federal Express got its start. It started as a small Memphis-based package handler that won with the promise of delivering parcels overnight. So while everybody else talked a good game, they went out and did something.

• Following The Leader Will Make You A Follower. There are plenty of reasons that marketers and advertisers are always looking for best practices, case studies and trends to follow. Sometimes people are looking for new ideas. There is nothing wrong with that. But sometimes people waste time on easy.

If you have ever revisited the book In Search of Excellence: Lessons from America's Best-Run Companies, you know what I mean. It used to be one of my favorite books. There are still some good ideas inside, many of those business aren't considered the best run companies anymore. While everyone was busy trying to follow their lead, someone else invented better operations and opened new markets.

• It's Not Who You Know, But Who Wants To Know You. Given some estimates attribute 60-80 percent of job placements to personal relationships, one might assume that the old adage that who you know really is more important than what you know. But that's not entirely true.

The key word in the compound phrase "personal relationships" is "personal" and not "relationships," which suggests the size of the network is less important than the depth of the connection. People who boast about being connected or treat their network like a commodity almost never come through. It's the people who don't talk about who they know that are more likely to surprise you.

• Stating The Obvious Is One Step From Redundant. Everybody loves to talk about elevator speeches and how to fix them. That might be reason enough to toss your elevator speech out the window. You can say something a million times and even lace all those SEO links with all the right terms, but so what?

Every time you introduce yourself as a noun, the person you're speaking to asks themselves if they need one. Do I need a plumber? Do I need a social media expert? Do I need an advertising agency? Maybe it would be more worthwhile to conjure up a different question inside their heads. Or, better yet, keep your mouth shut and let them tell you what they need.

Incidentally, Michael Port recently reinforced this last point in his book Book Yourself Solid Illustrated. He sent me a digital version a few weeks ago, but I felt it was too weird to publish my review while I was being swept away by life. The review is mostly written. I'll probably add it next week unless someone wants me to write about something else. Maybe I'll have time to make a new masthead too.