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WWW SETH'S BLOG

SETH'S BOOKS

Seth Godin has written 12 bestsellers that have been translated into 33 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

ONLINE:

IN STORES:

linchpin

Linchpin

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

ONLINE:

IN STORES:

meatball.sundae

Meatball Sundae

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

ONLINE:

IN STORES:

permission.marketing

Permission Marketing

The classic Named "Best Business Book" by Fortune.

ONLINE:

IN STORES:

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.

ONLINE:

IN STORES:

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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IN STORES:

survival.is.not.enough

Survival is Not Enough

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

ONLINE:

IN STORES:

the.big.moo

The Big Moo

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

ONLINE:

IN STORES:

the.big.red.fez

The Big Red Fez

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

ONLINE:

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.

ONLINE:

IN STORES:

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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IN STORES:

tribes

Tribes

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

ONLINE:

IN STORES:

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.

ONLINE:

IN STORES:

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.

ONLINE:

IN STORES:

we.are.all.weird

We Are All Weird

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

ONLINE:

IN STORES:

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.

ONLINE:

IN STORES:


THE DIP BLOG by Seth Godin




All Marketers Are Liars Blog




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Member since 08/2003

Symptoms and diseases

A fever is a symptom. There's an underlying disease that causes it. Giving you a fever (sitting in a sauna) doesn't make you sick, and getting rid of the fever (in a cold bath, for example) doesn't always get rid of the illness. 

The New York Times bestseller list used to be a symptom, the symptom that a book was really popular. Now, it’s so easy to game and fake that some people have confused themselves into thinking that being on the list can actually cause your book to be popular.

It’s easy to be fooled into paying a lot to hire a salesperson who is leaving a fast-growing company. After all, it seems like hot-shot gifted salespeople are often the cause of a company growing fast. In fact, we often see that a fast-growing company seems to produce hot-shot salespeople (or programmers or whatever).

Does the really buzzy launch party make the movie good, or does a good movie get a better party?

Sometimes cause and effect can be flipped (enthusiastic people can become happy, or happy people become enthusiastic) but it’s often worth keeping track of which part of the process you’re trying to invest in and which part you're working to create.

Spending time and money gaming symptoms and effects is common and urgent, but it's often true that you'd be better off focusing on the disease (the cause) instead.

Feeling the heat

When things get dicey, we notice that some people are feeling the heat. Others are just fine, doing their work, unfazed by the situation.

The thing is, it's not the heat that's actually the issue. It's the feeling.

How we process what's happening is up to us, isn't it?

Smaller and smaller

For a long time, Australians thought of themselves as living on the edge of the Earth, a long haul from markets, from industries and from colleagues.

Today, of course, Australia is precisely in the middle.

Australia_upside_down_map_-_Google_Search

That's because the world keeps getting smaller and ideas and connection are the currencies that matter, not atoms or molecules.

Consider this new campaign for really comfortable handmade shoes from Lahore. Lahore as in Pakistan. Handmade leather shoes are a click away, regardless of where they were made, but you might choose these. 

There will always be two ends of the market. There's the race to the bottom, based on efficiency at all costs, that says, "we have what they have, but cheaper." The problem with the race to the bottom is that you might win.

The other end is for items that we want, regardless of how far away they come from, because the ideas they embody are worth seeking out.

If you're in the idea business, it doesn't matter where you're from. It matters if we care about the change you're making.

But the Beatles were out of tune

The pedant (that's what we call someone who is pedantic, a picker of nits, eager to find the little thing that's wrong or out of place) is afraid.

He's afraid and he's projecting his fear on you, the person who did something, who shipped something, who stood up and said, "here, I made this."

Without a doubt, when the Beatles played Shea Stadium, Paul was a little out of tune. Without a doubt, the Gettysburg Address had one or two word choice issues. Without a doubt, that restaurant down the street isn't perfect.

That's okay. They made something. 

Sure, make it better, by all means put in the time to bring us your best work. But no, of course not, no, the pedant is not our audience, nor is he making as much of a difference as he would like to believe.

News for those to seek to make something: Shopify has run a build-a-business competition every year, and I was lucky enough to be involved a few years ago. Next year, Sir Richard Branson and a few other mentors are going to be offering advice and coaching to the winners on his island (!) for a week. I wanted to let you know that I'll be making a surprise appearance (as a benefit for Acumen), running a special seminar for the winners there next September. Check it out--looking forward to seeing what you build.

Producers and consumers

In the short run, it's more fun to be a consumer. It sure seems like consumers have power. The customer is always right, of course. The consumer can walk away and shop somewhere else.

In the long run, though, the smart producer wins, because the consumer comes to forget how to produce. As producers consolidate (and they often do) they are the ones who ultimately set the agenda.

Producers do best when they serve the market, but they also have the power to lead the market.

The more you produce and the more needs you meet, the more freedom you earn.

What everyone reads

Everyone used to read the morning paper because everyone did. Everyone like us, anyway. The people in our group, the informed ones. We all read the same paper.

Everyone used to read the selection of the book of the month club, because everyone did.

And everyone used to watch the same TV shows too. It was part of being not only informed, but in sync.

Today, of course, that's awfully unlikely. Only 1 or 2 percent of the population watch the typical 'hit' show on cable. Of course, it's entirely possible that everyone in your circle, the circle you wish to be respected by, is watching the same thing, but that circle keeps getting smaller, doesn't it?

And when 'everyone' isn't part of the picture any more, when the long tail is truly the only tail, plenty of people stop trying. They stop reading difficult books or watching less-than-thrilling video, and they don't push themselves to do the hard stuff, because, really, why bother?

Society without a cultural, intellectual core feels awfully different than the society that we're walking away from.

What are you seeking at work?

Some people want safety and respect. They want to know what the work rules are, they want a guarantee that the effort required is both predictable and rewarded. They seek an environment where they won't feel pushed around, surprised or taken advantage of.

Other people want challenge and autonomy. They want the opportunity to grow and to delight or inspire the people around them. They seek both organizational and personal challenges, and they like to solve interesting problems.

Without a doubt, there's an overlap here, but if you find that your approach to the people around you isn't resonating, it might because you're giving your people precisely what they don't want.

Two elements of an apology

Compassion and Contrition

"We're sorry that your flight was cancelled. This must have truly messed up your day, sir."

That's a statement of compassion.

"Cancelling a flight that a valued customer trusted us to fly is not the way we like to do business. We messed up, it was an error in judgment for us to underinvest in pilot allocation. Even worse, we didn't do everything we could to get you on a flight that would have helped your schedule. We'll do better next time."

That's what contrition sounds like. We were wrong and we learned from it.

The disappointing thing is that most people and organizations that take the time to apologize intentionally express neither compassion nor contrition.

If you can't do this, hardly worth bothering.

But it is worth bothering, because you're a human. And because customers who feel listened to help you improve (and come back to give you another chance.)

Avoiding S-curve error

The future is bumpy. It comes in spurts, and then it pauses.

It's tempting to connect two dots and draw a line to figure out where the third dot is going to be. 

In the long run, that's a smart way to go. For example, if we look at the cost per transistor in 1970 and again today, we can make a pretty smart guess about where it's going in the future.

But we won't get there in a straight line.

Consider this graph (from this must-read article):

Graph - Dynamic Range_inline

If you connected the first two red dots (1885 and 1925), your prediction for dynamic range today would be have been way off, far too low.

If you connected the second two dots (1928 and 1933) again you'd be way off. Too high by far.

That's because science doesn't march, it leaps.

The S curve is flat, and then it's not. It's punctuated. A technical innovation changes the game, industry takes a development generation to incrementally pile on, then it happens again.

You can't multiply a one-year increase (in computers, your income, your height, the cost of a commodity) by a hundred and figure out what it's going to be in a hundred years, any more than a salesperson can multiply one day's commissions to figure out a year's pay.

Day trading is a risky business.

People who like this stuff...

like this stuff.

When you work in a genre (any genre), break all the rules at your own peril. Sure, you need to break some rules, need to do something worth talking about. But please understand who the work is for.

If it's for people outside the genre, you have a lot of evangelizing to do. And if it's for those that are already in it, you can't push too far, because they like the genre. That's why they're here.

Those who have walked away probably aren't just waiting around for you to fix it. Those who have never been don't think the genre has a problem they need solved. Blue sky thinking isn't really blue sky thinking. It's a slightly different shade of the blue that's already popular.

It's a little like the futility of the "Under New Management" sign on a restaurant. People who like the place don't want to hear you're changing everything, and people who didn't like the old place aren't in such a hurry for a new place that they'll form a line out the door.

The opportunity is to create a pathway, a series of ever-increasing expectations and experiences that moves people from here to there.