How Groundbreaking Thinkers Spread Their Ideas

Got great ideas? Channel your inner Steve Jobs and start spreading them around. Here's how.

By Ayubu

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Steve Jobs demonstrates iTunes to R&B singer Alicia Keys at the iTunes Music Store launch in London, June 2004

  

In 5 Ways to Be Known as a Groundbreaking Thinker I covered basic principles on how to channel your inner Seth Godin and get your ideas noticed.
Now let’s go a step farther and talk about the logistics of getting your ideas noticed. But before we do, remember:
The audience won’t come to you. Forget “build it and they will come.” Follow a “find them so they will come” strategy. It’s a time-honored approach; most groundbreaking thinkers built their following by writing for and appearing on news sites, blogs, etc. other than their own.
Online is easiest. The following can be applied to a variety of media, but unless you already have a reasonable profile it makes sense to start online: greater access to decision-makers, a broad spectrum of outlets and opportunities to choose from, and most articles last forever and generate a SEO boost. (While a TV appearance could generate great exposure, once it has aired it’s gone. Afterwards the clip may be stored online but your mom is the only person who will ever watch it.)
So after you’ve created your wish list of blogs and websites:
Don’t write anything—yet. Any blogger who doesn’t want you to tailor your message to their audience doesn’t have an audience. Successful blogs (and news/information sites) have a specific theme and focus. A site that will accept the same post you would write for your own blog isn’t worth writing for… or is competing for the same audience and won’t want you. Actually writing the piece is the last thing you’ll do before contacting an editor or blogger.
Understand no one cares what you need. Your goal may be to spread your message, raise your profile, and build an audience… but bloggers and editors don’t care. Their goal is to build their audience. Whatever you provide must first help them. In order to do that…
Focus on their needs. The key is to really know the site, not just the front page and editor/blogger bio. Read a number of posts, sift through reader comments, and work through older posts to detect patterns, ongoing themes, and gradual shifts in perspective or direction. That will help you…
Understand how to tailor your message to the site audience. The site’s audience doesn’t care about what you want to say—they care about what they want to read. If they want “different” they can go elsewhere. Whatever you write must fit snugly with the overall theme of the site, so develop a mental image of the average site visitor. While you may know your audience, the goal is to know the site’s audience. Then you will…
Understand how to tailor your pitch to the blogger or editor. Here are the three questions bloggers and editors ask themselves when they read a pitch:

• Is my current audience interested, and
• Will this help grow my audience, and
• Does the association with the contributor boost the image and profile of my site?

When you pitch, your job is to make sure the answers to all of those questions are “yes.”
Discard 80 percent of your message. I know you’ve worked really hard on your unique selling propositions and elevator speeches. You are one in-depth, on-point individual. That’s great—but not in this case. The looser the association with the audience the less of your message you can successfully shoehorn into both your pitch and the eventual content. You must look past your USP and find a slant and approach that resonates with the audience. That means at least 80 percent (and preferably more) of the content must be useful and offer how-to or actionable advice—specific to the audience. Where boosting your reputation, expertise, or credibility is concerned, think implicit, not explicit. Great actionable content implies expertise.
Pitch individually—and with content. Now that you know the needs of the site and the audience you’re ready to pitch. Every site is unique and every pitch must be unique. Don’t take the easy way out and just say, “I would love to guest post…” Write and attach the article. While it could seem like a waste of time to write an article that may never be published, most bloggers and editors will at least skim what you send—and that’s when all the homework you did pays off.
Still not sure you’re ready to get your ideas noticed? Next week I’ll tie the process together with a step-by-step example that turns theory into action.

How to Lead With Purpose

The purpose-driven company is led by someone who has a reliable inner compass guiding them. John Baldoni asks: What's your direction?

By Ayubu

 

Can you describe the purpose of your business in a single sentence? Do you—and does every single person who is connected with your organization—have a reason to believe in that mission? Internationally recognized leadership educator John Baldoni believes that when an organization succeeds, it is because everyone involved knows precisely what they do—and why they do it. Even in start-up mode, an entrepreneur needs to constantly consider his or her mission and purpose to ensure growth and success. I recently spoke with Baldoni, the author of Lead with Purpose: Giving Your Organization a Reason to Believe in Itself, about the the defining qualities and responsibilities of one who leads with purpose.
Leaders, especially entrepreneurs, are generally risk-takers, but the people we manage are not always comfortable with ambiguity. How can a leader help a team feel confident—even in the face of change and uncertainty?
Uncertainty may be the defining reality of today. I think we have always lived with it, but since the crash of 2008 we all feel more vulnerable. The financial institutions we trusted let us down and so we all feel more uncertain. It is up to leaders to define the new reality. I call it "squaring the circle." The enormity of a challenge throws us but if we can gain perspective and look at the challenge as a series of events or obstacles we can get a better handle on our course of action. Leaders do that for us. So for example, if I own a small business and a large company enters my market, some employees may think, “we’re dead.” Not at all. The leader must define reality. Focus on what our company does well and how and why its employees help define that competitive edge.
In your most recent book, you express the importance of "defining purpose." Tell us more about what this means and how to work through the process.
Purpose is the catalyst for the organization. It provides the why and the how. Why is what we want to achieve. How is the means by which we will do it. Defining these words becomes the impetus for action. Purpose is also the trigger for vision, mission and values. Vision is what you aspire to achieve; it is the process of becoming. Mission is what you do; it is the process of doing. Values are what hold the organization together; it is the foundation for individual and corporate accountability. Knowing your purpose provides clarity. Leaders must work hard to "connect the dots" between what an individual does and how that enables the organization to succeed. Too often we take that for granted but, trust me that while most employees know their job function, too few know how what they do matters to others—especially to the organization.
Many small business owners don’t see themselves as leaders. They hire friends, or become friends with their employees. What would you say to these entrepreneurs about stepping into the leadership role?
Hiring friends can be a dodgy proposition. It has been known to ruin friendships because the leader of the enterprise must be in charge. He or she must be the final arbiter of decisions; that may bruise egos. Leadership is the process of providing guidance and direction, as well as bringing people together for common cause—the theme of my book. When the wind's at your back, it's a breeze; when the wind is smack in your face—as it is for many entrepreneurs—it can be daunting. Leadership is not about position and title; it is about doing what's right for the organization. But if you have the title of president or CEO then you must act the role of the person in charge: mindful, purposeful, and decisive.
It’s important for a great leader to be very self-aware. In larger corporations an assessment process is often put in place. What do you recommend for the small business owner?
Self-assessments are designed to paint a broad stroke picture of your personality. The assessments that I use focus on the leadership self. They are very accurate but they are not to be taken as totally definitive. When used in the coaching process they can provoke greater levels of self-understanding. We also like to say that assessments are interventions, that is, interruptions. Use them as tools from which to learn but not to define specifically.
Many small business models use contract employees to fulfill the work, with no employees on board. Can you give us some examples of why leadership qualities are still important, even with no employees?
A leader sets the course for others to follow, regardless of whether they are employees, contractors or vendors. Personal leadership is the process of leading oneself. That means, acting with autonomy, with initiative and with responsibility. It also means holding oneself accountable for results.

We deal with many different personality types and learning styles in this diverse world we live in. How do you suggest that a budding leader prepare himself to communicate effectively to the various styles he will encounter on his journey?
Be yourself, but be aware. You treat everyone as contributors, as ones who are invested in your company and you in their success. There are cultural nuances of course but generally in this country we are low in the trappings of hierarchy. We respect it but do not stand on it. First name basis for everyone including the CEO. You trust people until they show otherwise. Communication is more than words; it is also listening and learning from what you hear and do not hear. We communicate as leaders more through our actions than our words. In other words, do not over promise and under deliver; follow through on your commitments.
Strong communication skills are imperative in most any positive relationship. How has the relationship between the business and the vendor evolved over the years? Why is it important that entrepreneurs apply their leadership skills in these partnerships as well?
Without question the relationship has changed. In some instances vendors are virtual employees; in others they work closely with their host company. They must be treated with respect and as contributors to the success of the enterprise. A leader must be front-and-center in setting clear expectations, providing resources for the work, evaluating progress, and rewarding success. Accountability on both sides of the relationship is critical.
What are your words of wisdom for someone who is launching a new business and who might not even consider the importance of leadership qualities?
Know yourself and know what you want to achieve. Study the masters and learn from them. Know that once you gain more than one employee you need to be a leader. One who knows how to bring others together for a common purpose: to create an enterprise comprised of engaged employees who know the why and how of their work and are committed to serving the customer.

4 Steps to Super-size Your Growth

You need not look further than your core business to unlock your company's growth potential. Here's how to do it.

By Ayubu

  

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Is your core business delivering disappointing margins and low growth rates? Are you unsure of the path forward to growing your business? If you think big investments outside your core are your only means to accelerate growth, think again. The opportunity for profitable growth may be locked within your core business. Here's how you can unlock that potential. 

Step 1:  Define and understand your core

You first need to identify your core set of customers, products and operations in the following context:

•    Which customers (or segments of customers) are most profitable? These are the people that are most likely to pay a premium for your products and services, most loyal, or most often looking for ways to build a stronger partnership with you.

•    Which products/services routinely command the highest premium, have a strong brand identity with your customers, or are most likely to help you "seal the deal" over competitors?

•    Which parts of your operation are most important to your competitive position, drive your differentiation in the marketplace, or give you a sustainable cost advantage?

To create a view of your core that is backed by facts, not existing biases or assumption, you’ll want to get as granular as possible. Look at the least profitable customer, product and region segments and challenge their inclusion in the core. Identify the most profitable segments and ask: Have we truly done everything we can to grow those segments? Then you can estimate the growth and future margin trends of your core by examining both the attractiveness of your underlying markets and your evolving competitive position in them.

Step 2:  Lower the waterline by restructuring high-cost operations

Restructure or get rid of high-cost operations that don't deliver well-differentiated products and/or highly valuable customers. This will help you to lower the "profitability waterline."

Step 3:  Pare back your least profitable, non-core customers and products

Virtually every business has a set of customers and products (e.g., the bottom 20 percent) whose profitability is well below average. Ironically, growth efforts and investment are often focused around these segments, while the more profitable core is neglected. 

Ask yourself: If I were forced to eliminate the bottom 20 percent, what resources would that free up? Where else would I invest in the business to make up the lost revenue? 

This may require a radical re-thinking of the business, but a business that can pare back the bottom 20 percent is often in a much better position to drive profitable growth in the core.

Step 4:  Focus your growth efforts on your profitable core

Steps 2 and 3 will free up significant capital, which the management team then should allocate toward the most profitable core segments and operations. Ask yourself:

•    How can I better meet my core customers’ needs? How can I build a better partnership with them?

•    How can I best supplement my core products and operations to extend my competitive advantage? What organic or M&A investments would strengthen my core?

•    What products, services and customers are adjacent to my core, and do they represent opportunities to expand my core?

This four-step approach can unlock significant profitable growth potential within the core, revitalizing what may have been perceived as a stagnant business. 

Karl Stark and Bill Stewart are Managing Directors and co-founders of Avondale, a strategic advisory firm focused on growing companies. Avondale partners with management teams and investors through consulting, M&A advisory and private equity investments. Karl, based in Chicago, and Bill, based in San Diego, have a combined 30 years' experience helping businesses achieve and sustain profitable growth. Their strategic and financial advice helps companies unlock the value drivers in their business and focus investment around the most profitable growth opportunities. Avondale, based in Chicago, is a high-growth company itself, and is ranked No. 95 on the 2011 Inc. 500 list.