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SETH'S BOOKS

Seth Godin has written 18 bestsellers that have been translated into 35 languages

The complete list of online retailers

Bonus stuff!

or click on a title below to see the list

all.marketers.tell.stories

All Marketers Tell Stories

Seth's most important book about the art of marketing

ONLINE:

IN STORES:

free.prize.inside

Free Prize Inside

The practical sequel to Purple Cow

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linchpin

Linchpin

An instant bestseller, the book that brings all of Seth's ideas together.

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IN STORES:

meatball.sundae

Meatball Sundae

Why the internet works (and doesn't) for your business. And vice versa.

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permission.marketing

Permission Marketing

The classic Named "Best Business Book" by Fortune.

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poke.the.box

Poke The Box

The latest book, Poke The Box is a call to action about the initiative you're taking - in your job or in your life, and Seth once again breaks the traditional publishing model by releasing it through The Domino Project.

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purple.cow

Purple Cow

The worldwide bestseller. Essential reading about remarkable products and services.

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IN STORES:

small.is.the.new.big

Small is the New Big

A long book filled with short pieces from Fast Company and the blog. Guaranteed to make you think.

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survival.is.not.enough

Survival is Not Enough

Seth's worst seller and personal favorite. Change. How it works (and doesn't).

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IN STORES:

the.big.moo

The Big Moo

All for charity. Includes original work from Malcolm Gladwell, Tom Peters and Promise Phelon.

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IN STORES:

the.big.red.fez

The Big Red Fez

Top 5 Amazon ebestseller for a year. All about web sites that work.

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IN STORES:

the.dip

The Dip

A short book about quitting and being the best in the world. It's about life, not just marketing.

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the.icarus.deception

The Icarus Deception

Seth's most personal book, a look at the end of the industrial economy and what happens next.

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tribes

Tribes

"Book of the year," a perennial bestseller about leading, connecting and creating movements.

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unleashing.the.ideavirus

Unleashing the Ideavirus

More than 3,000,000 copies downloaded, perhaps the most important book to read about creating ideas that spread.

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v.is.for.vulnerable

V Is For Vulnerable

A short, illustrated, kids-like book that takes the last chapter of Icarus and turns it into something worth sharing.

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we.are.all.weird

We Are All Weird

The end of mass and how you can succeed by delighting a niche.

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whatcha.gonna.do.with.that.duck

Whatcha Gonna Do With That Duck?

The sequel to Small is the New Big. More than 600 pages of the best of Seth's blog.

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THE DIP BLOG by Seth Godin




All Marketers Are Liars Blog




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Member since 08/2003

Pulling a hat out of a rabbit

It's tempting to do what's been done before, certain in the belief that if you do it, it'll be a little better and a little more popular, merely because you're the one doing it.

In fact, though, that's unlikely. You'll care more, but it's unlikely the market will.

Consider the alternative, which is choosing to turn the question upside down, to do it backwards, sideways, or in a significantly more generous or risky way.

Remarkable often starts with the problem you set out to solve and the way you choose to solve it.

The tragedy of small expectations (and the trap of false dreams)

Ask a hundred students at Harvard Business School if they expect to be up for a good job when they graduate, and all of them will say "yes."

Ask a bright ten-year old girl if she expects to have a chance at a career as a mathematician, and the odds are she's already been brainwashed into saying "no."

Expectations aren't guarantees, but expectations give us the chance to act as if, to trade now for later, to invest in hard work and productive dreaming on our way to making an impact.

Expectations work for two reasons. First, they give us the enthusiasm and confidence to do hard work. Second, like a placebo, they subtly change our attitude, and give us the resilience to make it through the rough spots. "Eventually" gives us the energy to persist.

When our culture (our media, our power structures, our society) says, "people who look like you shouldn't expect to have a life like that," we're stealing. Stealing from people capable of achieving more, and stealing from our community as well. How can our society (that's us) say, "we don't expect you to graduate, we don't expect you to lead, we don't expect you to be trusted to make a difference?"

When people are pushed to exchange their passion and their effort for the false solace of giving up and lowering their expectations, we all lose. And (almost as bad, in the other direction) when they substitute the reality of expectations for the quixotic quest of impossibly large, unrealistic dreams, we lose as well. Disneyesque dreams are a form of hiding, because Prince Charming isn't coming any time soon.

Expectations are not guarantees. Positive thinking doesn't guarantee results, all it offers is something better than negative thinking.

Expectations that don't match what's possible are merely false dreams. And expectations that are too small are a waste. We need teachers and leaders and peers who will help us dig in deeper and discover what's possible, so we can push to make it likely.

Expectations aren't wishes, they're part of a straightforward equation: This work plus that effort plus these bridges lead to a likelihood of that outcome. It's a clear-eyed awareness of what's possible combined with a community that shares your vision.

It's easy to manipulate the language of expectations and turn it into a bootstrapping, you're-on-your-own sort of abandonment. But expectation is contagious. Expectation comes from our culture. And most of all, expectation depends on support—persistent, generous support to create a place where leaping can occur.

There are limits all around us, stereotypes, unlevel playing fields, systemic challenges where there should be support instead. A quiet but intensely corrosive impact these injustices create is in the minds of the disenfranchised, in their perception of what is possible.

The mirror we hold up to the person next to us is one of the most important pictures she will ever see.

If we can help just one person refuse to accept false limits, we've made a contribution. If we can give people the education, the tools and the access they need to reach their goals, we've made a difference. And if we can help erase the systemic stories, traditions and policies that push entire groups of people to insist on less, we've changed the world. 

"Did you win?"

A far better question to ask (the student, the athlete, the salesperson, the programmer...) is, "what did you learn?"

Learning compounds. Usually more reliably than winning does.

New times call for new decisions

Those critical choices you made then, they were based on what you knew about the world as it was.

But now, you know more and the world is different.

So why spend so much time defending those choices?

We don't re-decide very often, which means that most of our time is spent doing, not choosing. And if the world isn't changing (if you're not changing) that doing makes a lot of sense.

The pain comes from falling in love with your status quo and living in fear of making another choice, a choice that might not work.

You might have been right then, but now isn't then, it's now.

If the world isn't different, no need to make a new decision. 

The question is, "is the world different now?"

The problem with holding a grudge

...is that your hands are then too full to hold onto anything else.

It might be the competition or a technology or the lousy things that someone did a decade ago. None of it is going to get better as a result of revisiting the grudge.

You will rarely guess/create/cause #1

The breakthrough pop hit is so unpredictable that it's basically random.

You will always do better with a rational portfolio of second and third place reliable staples than you will in chasing whatever you guess that pop culture will want tomorrow.

Of course, it means giving up hoping for a miracle and instead doing the hard work of being there for the people who count on you.

[Update: It turns out the key word here is rarely. Just because I'm incapable of predicting the hits doesn't mean everyone is. I just heard from Scott Borchetta at Big Machine. He's had a #1 hit on the pop music charts every year for the last thirty. At some point, it's not luck, it's your profession.]

Kneejerks

Just about all the ranting we hear is tribal. "He's not one of us, he's wrong." Or, the flipside, "He's on our team, he's right, you're blowing this out of proportion."

The most powerful thing we can do to earn respect from those around us, though, is to call out one of our own when he crosses the line. "People like us, we don't do things like that." This is when real change starts to happen, and when others start to believe that we really care about something more than scoring points.

Calling out our own jerks is the best kind of kneejerk.

How, why and the other thing

Almost all the inputs, advice and resources available are about how. How to write better copy, how to code, how to manage, how to get people to do what you want, how to lose weight, how to get ahead...

Far more scarce is help in understanding why. Why bother? Why move forward? Why care?

And rarest of all, yet ironically the most important, is help and insight about getting to the core of the fear that is holding us back.

This is the cause of the unfinished novel, of the self-sabotaging aggressive marketing campaign and the speech that goes on too long. It's at the heart of too much, too little, and too boring as well.

You might need confidence in your 'how' to deal with your fear. You might have found your 'why' overwhelmed by your fear. But all the how and all the why aren't going to help much if we can't acknowledge that essential driver is, "where is the fear?"

Are we so afraid of it that we can't even discuss it?

Plenty more

One of the critical decisions of every career:

"Well, there's plenty more to do, I'll do the least I can here and then move on to the next one."

vs.

"I only get to do this one, once. So I'll do it as though it's the last chance I'll ever have to do this work, to please this customer, to ring this bell."

As little as possible. Or as much. The system might push you to become mediocre, but that very same system rewards excellence. The perception that the minimum is viable is built deep into our notion of productivity, but it turns out that the maximum is valuable indeed.

The biggest cause of excellence is the story we tell ourselves about our work. 

It's a choice, a commitment and a lifelong practice.

Abandoning perfection

It's possible you work in an industry built on perfect. That you're a scrub nurse in the OR, or an air traffic controller or even in charge of compliance at a nuclear power plant.

The rest of us, though, are rewarded for breaking things. Our job, the reason we have time to read blogs at work or go to conferences or write memos is that our organization believes that just maybe, we'll find and share a new idea, or maybe (continuing a run on sentence) we'll invent something important, find a resource or connect with a key customer in a way that matters.

So, if that's your job, why are you so focused on perfect?

Perfect is the ideal defense mechanism, the work of Pressfield's Resistance, the lizard brain giving you an out. Perfect lets you stall, ask more questions, do more reviews, dumb it down, safe it up and generally avoid doing anything that might fail (or anything important).

You're not in the perfect business. Stop pretending that's what the world wants from you.

Truly perfect is becoming friendly with your imperfections on the way to doing something remarkable.