Personal Branding - The Risk of Leaving it to Others

Personal branders need to Google themselves. Like it or not, if you've got any kind of brand you will show up there.

Not there? Not much of a brand.

Even worse - there's some dude with your name dancing around naked? On the first page of Google. Under video results??!!

Like this guy.



Jim. Seriously? This is disturbing stuff. How drunk were you? Actually, you don't look that drunk. Are you just prone to taking your clothes off and looking goofy? Really? Can't you see you're giving us all a bad name? And now that you've established your personal brand, how's the career and job search going? Hopefully you're not a teacher are you?

I hate using me as the example in this case - but THANK GOODNESS I've established myself on-line in ways that 1) hopefully make it clear to most people that the guy dancing around naked ISN'T ME (if nothing else I'm a way better dancer) and 2) help dilute the overall negative impact that might be created by this video.

Imagine if the only Jim Crocker content on the internet was this video? Then, what might people think about me? What might my brand be worth?

Lots and lots of people continue to resist the notion of exerting some control over their on-line brand. And, on one hand - I get it.

But keep in mind that the best case when you do nothing on-line is that you go invisible. What's more likely is you will show up in random ways that may say lots - or nothing - about you.

Worst case, your brand image gets controlled by others.

Who may not care as much about your brand as you do.

Last Week Again

I originally posted this on Tumblr but....how would do you ever get to that?
Also, I've been encouraged again to post more regularly here so thought I'd start with this - some reflections on the past week - a normal crazy week. I'll admit that the first few on entrepreneurs are kind of raw. While perfect companies never invite me in, I'm finding the common dysfunctions of entrepreneurial ones a little....tiresome? discouraging? Common? Here goes:

1. crazy entrerpreneurs - several drinks this week with employees of entrepreneur owned firms. Common theme - employees observe that being an entrepreneur has little to do with managing a business. I agree, it generally has something to do with starting or buying a business (desperation, no other choice, unable to work for someone else). Managing a business is a whole different thing.
2. everyone’s exception to the rule (whether it’s true or not) - yeah, Bill Gates appears to have started and successfully managed his business
   
3. ego - I think I won the argument about where ego comes from (or at least I put up a good fight): ego is the manifestation of insecurity - check it out - the people that demonstrate the lowest level of ego are the ones who are most comfortable with themselves
4. agreed - many insecure entrepreneurs do great things
5. up for debate (but what I believe) - because they have a lot to prove?
6. secret sauce - one of my entrepreneur friends observed there is no secret sauce for running a business. I disagree, and he agreed. There is. It’s people. Great people = successful business. Bad people = no business. Note: bad managers attract bad people.
7. deal with it - firing people is a key way of getting to good people - yes it’s hard - good people will thank you for it - and respect you
8. relax - when I found out Britney Spears was following my daughter on Twitter (I know, she auto-follows - kind of like tweet-cyncing) I tweeted a version of Britney’s latest song title to make a joke “well f u seek amy” (Britney uses it the same way) - and lost 15 followers in 5 minutes. Seriously. Lighten up!!
9. friends - I talked to a great friend feeling a little down who’d analyzed it back to wishing popularity would translate to more people who really care (this person has LOTs of friends). It’s a tough one. Caring means investing beyond a drink here and there. Lots of people don’t get that.
10. Google Latitude. A couple of friends turned me on to it. I think it’s creepy. But…yesterday my daughter was driving 2 hours to school and I got to follow her the whole way. I know it made us both feel better. Also, I will speak to her about shutting me down once she got there!
11. taking Friday off - now that it's summer I want to do more of that. In the meantime I'm heading to Whistler to go skiing. It doesn't really make sense to me either :)
    

Thanks Twitter

Nothing like a 'going out of business' post to drive blog traffic.

Thanks Twitter.

Here's what I'm learning about Twitter:

- it's not about posting every detail of my life (honestly, do you care?)
- it is about conversation
- the conversation isn't obvious the first time you look at/try Twitter
- Twitter is a great way to share interests
- it's way simpler than Facebook
- make some juicy tweets (links, sharing, pics, insight) and you'll attract some inspiring followers
- connect to some interesting people (directories, see who others are following) and you'll learn some interesting stuff
- post a pic from my lousy BB Curve and get 10x the traffic I do with some photoshopped masterpiece on Flickr
- twitter_tips rocks!
- Whistler is on Twitter - conditions are great
- Air Canada is squatting on Twitter - isn't Twitter the perfect tool for airline updates?!
- the TTC isn't on Twitter but their followers are
- Global TV and a bunch of other media (newspapers, etc) Twitter all the time
- Queen's U is on Twitter - so cool that they get it
- this wine retailer is the king of Twitter marketing
- and Toronto's mayor...is amazing on Twitter


I'm still taking a break!

Taking a Break

Over the past few years I've been interested and involved in learning what I can and staying current on blogging and other web technologies. They're fun.

I've had a purpose in mind too. I know they're good for business and I know they're the future of business. So I want to keep up.

Unfortunately, there's something new to try all the time..and not always time to try what's new. My 'portfolio' of projects is getting large - a website, several blogs, this blog, facebook, youtube, flickr, linkedin, naymz, twitter and probably a couple I can't remember.

It hasn't been in vane. Being present on the web drives business and experimenting has proved it. Now, I've had substantial, key opportunities come as a direct result of being found on the web. It's not just that googling myself feels good!

My website in particular does well (despite the fact it probably gets the least attention).

This blog has been frustrating. It operates purely by the rules of Google. If I kept at it every day, kept adding content, linked to others, left comments, etc it might do better. But I don't. And traffic is marginal for how much I care.

Occasionally, specific content drives big increases in traffic. At Xmas, the speech I posted for CEO's scrambling to get ready for their holiday parties was a huge hit. Who knew!!!

That's Google.

So now, when I have specific content appropriate for this business oriented blog I'll post it. If it's good content, Google will still find it.

But my interests go way beyond that and for the next while I'm going to play around with other fun stuff - like Twitter (I DID NOT get Twitter at first, now I see it's got way more connecting power than I ever expected), and another piece of blogging, social tracking software called tumblr.

Who knows, what's next? New technology isn't about to stop. I doubt it will get any less fascinating.

Happy New Year...Belated

It seems like the sentiment generally is that 2009 has to be a better year than 2008.

I get that. It would be hard to deny that the end of the Bush years has been pretty rough. Whether that's a surprise or not I don't know. Mismanage anything long enough and it has a tendency to blow up.

Personally, 2008 wasn't so bad. But I am looking forward to 2009 just the same. Not sure I'm going to change much. My strategy: keep learning, keep trying new things, share what little I know, stay as helpful as possible, stay honest.

There are some people I'm looking forward to working with in 2009.

One is my broker. He did a really good job through the meltdown but feels he could have done better. So, instead of sitting around, he's been working his tail off (there's been more than a few 7 day weeks) for the past few months to devise an ever better way of doing his job. Give him credit, he's involved his clients through the entire process. Did your broker do that?

I'm looking forward to working with my clients. They have big potential. Each is facing similar challenges in getting there - basic stuff like getting really good at planning, execution and leadership. If they can hang in there, what they're about to achieve is going to make them very happy.

I'm looking forward to the Longtail team getting our act together in 2009. Longtail is the web-publishing/Search Optimization and Marketing business I'm a partner in. Selling search optimization is the easiest service I've ever sold. 98% of businesses STILL have no clue about the powers of having a strong on-line presence. However, Longtail has opportunities well beyond being a service provider that are very, very exciting. If we can just stay focused.

Ever notice how advice is always for other people??!!!

I won't be working with them but I wish all the best to a couple of past clients. The path you're on scares the hell out of me but I'd still like to see you succeed. Hopefully it will work out.

Finally, I've got some close friends, family and people I care deeply about who all have incredible potential. 2009 is going to be a year of change for many. I'm here if it helps.

So, all the best for 2009. No question, it will be challenging. But I'm also pretty sure it will be full of opportunity. Just like every year. If I can help, let me know. Jim

Summer '08

So much for serious blogging. Not a hope. That's the problem with a good summer!

Quick update on stuff.

Been spending Monday - Wednesday in Toronto then heading north to Muskoka for the weekend. Muskoka is Toronto cottage country. It's beautiful. Too bad the season is 8 weeks.

This is a lifestyle I could get used to. About the time something really starts pissing you off, you're sitting on a dock having a beer. Now if I could just get the helicopter to get me here...

It's also been great spending time with the kids. Both are home from school for the summer. One's working up here for the summer. She's getting her first true business insights working for a golf course that's part of a major, respected hotel chain....that seems to have very little idea what they're doing. The hotel they were supposed to open many months ago won't be open for another few months. Good things it's a fractional ownership. Because after Labor Day weekend, Muskoka is pretty dead.

The other just got back from Australia. I had to laugh (...or cry) at a comment he made on the weekend: "I don't think I like working". There's only one response I could think of..."how would you know?!"

Life has definitely changed for kids. Travel is big. Life-style is huge. I see the girls getting reality way more than the guys...and working way harder. It's cool to see their determination and hard work pay off in terms of opportunity and perspective. And they're doing way better as result.

However, I still see that guys are more street/how-low-is-the-bar smart...and that gives them a strong competitive advantage that frequently enables them to sneak in there, regardless of how hard the girls work. Women need to learn this skill.

Business-wise, I'm working with software companies, a software M&A firm...and a hospital. Every one of them a challenge and I learn something from every one of them too.

Over the years, I've become an indadvertent (unplanned) expert in partnerships. It's just something I've worked with almost everywhere I go. I know in a previous post I committed to capturing some of my learning - I still plan to do that. Partnerships are very interesting beasts. Anyone working in a successful, stress-free partnership should consider themselves lucky. I don't care how good you are, partnerships are not easy relationships.

Here's a bizarre one. I'm also inadvertently becoming an expert in coaching determined, strong, female entrepreneurs and managers. Again, it's just something that's developed over time on many different projects. Bottom line. These women are better managers than most men I know. They're great leaders. Solid with details. Masters of execution. No fear.

What they frequently lack is the inside track, networking and relationships that men lever the hell out of to get what they need. And not because these women couldn't do that better than most men too if they wanted to. Unfortunately - and I have no idea how you change this - men are intimidated by successful women. So it's easier to hang with the boys, ignore reality and keep the status quo.

My advice to these women: Get more like guys. Build your networks. Get to know the influencers. Learn to golf. And have options. Never be stymied. Have a plan and keep moving it forward.

Other stuff. Hmmm. Let me see....

I joined Facebook. Jim D Crocker. Have a few friends and still trying to figure what it does for me. More hits on Flickr?

Joined Plaxo. Jim Crocker. Even fewer friends. I haven't tried. But what I notice is that Plaxo seems way more business friendly than Facebook. I see way more business connections on Plaxo than I do on Facebook. My goal in September is to spend more time trying to figure out where both fit from a business, marketing perspective. Interestingly, all of my kids friends have said they'll add me as a friend. That could be interesting...and I guess it shows how they're growing up and Facebook is changing.

I remain a major search marketing evangelist. Being there when someone is looking for what you have is just way more efficient than shot-gunning your marketing budget all over the place hoping you'll be remembered when the time is right.

If you don't believe me check out the power of GPS combined with local search on the new Blackberries (and I presume i-Phones). Find your location. Local search for pizza...or whatever. And...if you're the closest pizza or whatever guy - you just got a new customer. It doesn't get any more efficient.

Anyways, summer's almost over. Hope it's going well for you too. I'll get back to this in September. Really!

That Work Thing

Hey. It's been a while. That work thing keeps getting in the way!

Since last blog I've been doing more traveling, some interesting client stuff and more photography.

On the travel side I've spent the last 4 weeks visiting US cities in the midwest and east coast. Not so pretty cities like Philadelphia and Baltimore.

One of the things I've looking for is visible signs of that recession I keep thinking is out there.

Those signs aren't obvious. All the flights are full. In every case except one, my first choice of hotels was fully booked. In Philadelphia and Baltimore, my first choice of rental car companies was sold out.

Some of the business owners I met with told me they think they might be seeing a premature summer slowdown, but nobody seems sure. So there I go - wrong again?

Also since my last post, my friend Martyn Bassett of Martyn Bassett and Associates sent along a few questions and published some of my not-so-brilliant thoughts in his monthly newsletter. One of Martyn's questions caught my attention because I've heard it a few times from managers in companies of different sizes.

Martyn Bassett Associates: Some might challenge this view and say it (good governance) clashes with and interferes with the entrepreneurial spirit. What are your thoughts?

Jim Crocker: I think that way more businesses have been killed by unskilled entrepreneurs than by good governance. Having your own business doesn’t make you an entrepreneur. Take all the help you can get.

One final thought, I'm continuing to do a lot of work with businesses that are partner-owned. The issues that these businesses face are fascinating, sometimes scary, often destructive. Getting and keeping two partners, never mind more on the same page, with the same vision and the same business approach is a monumental challenge. Having now consulted for a large number of these organizations, I plan to start exploring some of the issues and ideas/solutions I've seen for dealing with them in upcoming posts.

Innovation and Creativity - Follow-up

Judging by the traffic to the earlier Innovation Confusion post I'm not the only one confused...and there's lots of interest in innovation.

Those looking for more insight may want to check out the blog Creativity and Innovation. Their posts, innovation index and attendant insights are quite useful.

Innovation Confusion

Innovation has been coming up more in the strategy work I'm doing lately....as in, "this organization needs to be more innovative."

Unfortunately, the term innovation doesn't mean much to me.

Clearly it's important. I wouldn't be listening to my Ipod right now if Apple weren't a modern master at innovation.

Fortune's March 17 issue has a couple of articles on Apple. Apple's approach to innovation seems arrogant but effective - don't ask the consumer, just figure out what bugs us (Apple), eg, the cell phone, and build something better.

Compare that approach to Procter & Gamble, also covered in the same issue where 1) "we put the consumer at the center of everything we do", and 2) "we started thinking about innovation in new ways - we started from the premise that it's possible to run an innovation program in much the same way we run a factory".

So, the path is clear. There is no path.

Here are some thoughts for those as confused as I am about the innovation conversation:

> those with a strong desire to be more innovative probably need to clearly define why. What is the goal? The output? Is it a new product? A new process? A new way of managing that leads to more all round creativity?

> innovation is a strategy; is it a better strategy than some other way of achieving the same goal? For example, is innovation a better strategy than training everyone in the organization how to do their jobs better?

> if innovation is the right strategy, what is the plan? Who is in charge? What are the goals? Time frames? Process? Budgets?

For me, this is where the innovation conversation breaks down. In reality. I don't work for Apple or P&G. But the organizations I know, don't have an innovation plan. They haven't allocated budgets. No one is accountable for leading innovation.

Innovation will never happen in these organizations.

Right?

Wrong. I think.

Every organization I'm engaged with is developing either a new product or new approaches to doing whatever it is they do. They're growing and getting better at what they do.

Yes, some have significant challenges that require new and creative solutions. Maybe that requires a focus on innovation. Maybe.

What I am sure about is that all of them are making significant progress addressing what I would consider the basics of success in their business: better definition of corporate priorities and more focus on them; better, more capable managers who can mentor and lead teams; clearer measures and more effective processes for ensuring accountability.

As a result of progressing on these basics are these organization more innovative? Yeah, I think so.

Do they need to put more focus on innovation? No. At least that's not what I'm telling them.

More to come.

Photography Mentor Wanted

That's the title of the posting I put up 2 weeks ago on Craigslist.

Saturday I'm hooking up with my new-found mentor. We're heading down to Toronto's Distillery District to do some learning/teaching. As he said "Jim there's a reason it's shot so much". Cool.

Connecting through Craigslist was easy. I only got two responses but they were from the right people. Both were pros. One said she's too busy but just wanted to say she liked my stuff (I included my Flickr link). Hey. Thanks. I really appreciated the encouragement/feedback.

My ultimate mentor saw potential but pointed out the areas where he could help. Bang on. Composition. Lighting. Setttings. Editing. Photography 101. If I weren't so lazy I might have tried learning that stuff from books - but I hate learning that way. Let's go do it.

When I've mentioned this story to people, the first take is that without something like Craigslist it would have been impossible to connect like this. Basically I agree - although it does remind of those bulletin boards you see in grocery and drug stores with the telephone numbers written on little tear off tags at the bottom of the page. Still very cool.

Surfing around Craigslist is also very interesting. If you're a temporary job agency, you have serious competition. Or a dating service. There's a best of Craiglist postings here. Don't go here if you're easily offended but if you're not, you'll laugh. There are some good ones.

My flickr page is here. Let's hope for an uptick in quality over the next few weeks.

Old Fart

It was my birthday yesterday. Mildly north of 50. Got this from a good friend and wine-guy. As they say on the bottle "BE BOLD. GO FOR THE OLD".

Words to Live By V

From tompeters.com

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Now playing: Nickelback - Rockstar
via FoxyTunes

Role of the Board - Part III

Part I describes the importance of the Board's governing role. See Part I here.

Part II describes the qualities of a good Board Chair. See Part II here.

Part III looks into the natural tension that exists between governing and operating.....

.........so how should organizations deal with the quiet disconnect between management and the Board over the Board's role? Does it even matter?

I have a few thoughts.

First, if there is an underlying tension between the Board and management it is natural and healthy. While overall goals of the Board and management are aligned - success of the organization - at the end of the day management's role and the Board's role are different: management operates and the Board judges management's performance.

Second, Boards and Board Chairs need to be more explicit about their roles - with themselves and with management. By being more explicit - "our role is to govern and to assess management's performance" - Board's set expectations for their role that don't set directors or management up for disappointment.

Third - and Boards seem to be doing this - Board's need to get better at their governance roles. Governance in particular is not simple. While some issues are black and white, many require in-depth knowledge of law, business, policy, and decision making process. Only by stocking Boards with diverse, independent and experienced directors can consistent, timely and correct governance decisions be made.

Typically, larger business organizations are more advanced in performing their governance roles. Smaller organizations, and too many not-for-profit organizations appear to struggle with governance and seem destined to continue doing so.

Board composition is a key factor. Small company boards are frequently over-stocked with self-interested parties: investors, service providers, friends and family. Not-for-profits, even the ones that attract strong, experienced board members, frequently also attract, or are mandated to include, representatives from stakeholder groups who may have little or no Board experience.

In summary, I believe it DOES matter that Board's explicitly identify that their primary role is governance, and what that means. By explicitly defining their role, Board members and management teams get more satisfaction from their Board involvement. Everyone quickly comes to see that by providing strong governance, the Board IS making a significant contribution to the organization.

Role of the Board - Part II

Part I describes the importance of the Board's governing role. See Part I here.

Part II is about the Board's Chair.....

....managing Board effectiveness is the responsibility of the Board chair. There isn't a more important role in the organization. Staffing the Chair role requires careful planning and insight.

There are 6 key qualities of a good Board chair:

1. time to do the job - there are more time demands on the Chair than on anyone but the CEO
2. solid team builder - getting the Board on the same wavelength and creating a good working relationship with management
3. good delegator - there's a lot to do; the only way to get it all done is through other people
4. comfortable with process - the mechanics from running meetings to information disbursement are almost as important as what the Board talks about
5. strategic - able to lead and keep the Board focused on the high leverage issues, not minutiae
6. firm - knowing how to take and keep control when members, stakeholders disrupt effective workings of the Board

Overall responsibility for the Board falls to the Chair. However, strong committees are also vital to a Board's success. These committees enable the Board to stay focused and up to speed on issues like audit, compliance and human resources. A recent study shows that the average large corporate board in the US and Canada has between 4 and 5 committees.

Words to Live By III

I'm not a business man. I'm a business, man. Jay-Z

from Robin Sharma's book The Greatness Guide.

Marketing for a Better World

Flipping through the Saturday Globe and Mail. It's pretty clear the financial world at least is a mess, verging on disaster. Last time markets were this bad a recession was right around the corner. Maybe the extent of the asset backed paper fiasco is finally getting clearer, but that's not clear either. Merrill Lynch is looking for a cash infusion of a few $billion and writing off something like $15 billion. Corporate default rates are at their lowest point in two years (good news) but are forecast to spark sharply by the end of 2008 as affects of the US downturn take affect.

So...it's reassuring to see the Canada's best brand marketer, the LCBO (Liquour Control Board of Ontario) hard at work with another super glossy 8 page insert. Measuring 11" x 16", this masterpiece flogs everything from Rockstar (vodka-based) Energy Drink (try that at the office!), to Heinekin 5L Draft Kegs (excellent!) to Havana Club Aged 7 years rum (for $30; I got it at the Veradaro airport for something like $7!).

Even better, this beauty's theme is all about a contest called 'Peel 2 Win'. By visiting an LCBO before February 2, depressed market watchers and serious alcoholics have a chance of winning a bunch of decent cash prizes.



This is great marketing. Booze. Cash. Great pictures that make you want to hit the liquor cabinet before 8 in the morning.

Seriously though, this organization knows what it's doing. So much so, they've even laid out their strategy, rationale, programs and results here. Very forward thinking, considering, as they point out - the LCBO is a MONOPOLY. And the numbers show it's working.

"In terms of dividend transfers to the provincial government, in fiscal 2005-2006 we delivered our 11th record dividend –

$1.2 billion. This figure, which does not include taxes, was $57 million more than the previous year and 7.6 per cent higher than the previous year. Our net sales were also a record at $3.6 billion, 4.4 per cent higher than the year before."

Words to Live By II

THINK OUTSIDE THE BOSS.

Ad in the Vancouver airport. Not sure what it was for.

Strategic Planning

Many clients I work with don’t do strategic plans. Most know they should. Some try. But very few engage in a formal process that would either be considered strategic or even helpful when measured in terms of outputs down the road.

Some thoughts:

1. Any exercise that forces the management team to think about its goals and how to achieve them is good.
2. Strategic planning is a creative, not a budgeting exercise. Budgeting is separate and comes later.
3. Strategic planning is always top down – timing, process and desired outcomes must come from the top.
4. Strategic planning is a team, not a functional activity.
5. Honest, forthright discussion by those involved in executing strategy is fundamental to good outcomes.
6. Creativity can be driven top down and bottom up. Top down: “here’s our challenge, how do we fix it?”. Bottom up: “here’s our ideas and where we think they fit”. Both are required.
7. Strategic planning must be regular but need not be annual. Any plan that changes annually isn’t strategic.
8. The highest level of strategic planning is defining the goal. Then come strategies, then tactics.
9. Managers will always confuse goals, strategies and tactics. Working bottom up: tactics answer the how; strategies answer the what; goals answer the why.
10. Planning is irrelevant without execution.

Irrational Exuberance

Currently reading 'The Age of Turbulence', Alan Greenspan's autobiography. Much more interesting and better written than I expected. At least the first half is - a bit of a tougher slog through the second half. Greenspan does a great job of describing the role of the US Fed and how it operates. Greenspan - makes sense - was incredibly well connected and worked in many US administrations. He considered Nixon and Clinton the smartest Presidents he worked and Gerald Ford perhaps the overall best.

Greenspan certainly is not a fan of George Bush or at least his economics/lack thereof. Some interesting facts. "Debt to the public outstanding projected for the end of September 2006 was $1.2 trillion. The actual outcome was $4.8 trillion." As Greenspan says "that is a rather large miss". A key factor according to Greenspan was the Republicans desire to become the permanent ruling party in the US and their use of public money to fund that. He points out that earmarks (side spending deals in key spending bills) proliferated from 3,023 at the end of Clinton's first term, to 16,000 in 2005, the beginning of George Bush's second term. Interestingly, defense expenditures were only 4% of GDP in 2006, vs 9.5% during Vietnam and 14% during the Korean war.

Back at Blogging

Eleven months ago was my last post. Over that time I got thoroughly immersed in a fascinating role/project. The time required took my eye completely off the blogging ball. Good news is I probably learned a lot over the last 11 months that should make some great content for the blog.

Looking back at my earlier posts I see some stuff that still intrigues.

Still a big fan of my ipod. Stopped listening to podcasts a while ago. Was getting enough business stimulation without listening to assorted other genius. More into music than ever in my life.

Did take action on our web publishing business. Found a natural buyer for 2 of our sites. 10xed our investment. In about a year. Really. Looking at getting back into the website renovation business. Concept is no different than buying, renovating and selling beat up houses for a big profit. Stay tuned.

Also, the Google/ad/monetization of data model appears to be going stronger than ever. Biggest regret is being too chicken to buy either Google..or RIM at their ridiculously inflated prices a year or so ago - which now look ridiculously cheap. And I'm the business. Moron.

Other than that...lots new. For future posts.