Boring old brand-building

Brand building is boring work. What works best is absolute consistency over an extended period of time.

Al Ries and Laura Ries, The 22 Immutable Laws of Branding

The Rieses are right. Building a brand can be tedious work.

And who likes tedious? Certainly not creative people like us, right? We want variety. We want new.

And certainly not academic schools, departments, research centers or programs that want to do their own thing  — “make a big splash!” — rather than stick with the university brand.

Tim Nekritz wrote about this issue recently. He describes it as a personal branding issue. Which it certainly is. Personal branding applied to academic programs is a new twist, and one I hadn’t thought about before Tim wrote about it.

But this issue of everyone wanting his or her own brand — of every department, every program, every student group, every sports program — is even more deeply entrenched in our culture. Because it’s embedded in our human nature.

We humans are easily bored.

We get tired of the same old thing. We crave something new.

Think about it. What graphic designer would be content to merely enforce an institution’s graphic identity standards, day in and day out, without desiring a more creative outlet of some sort? That’s why they’re doing freelance work at 1 in the morning. (More about that in this infographic. But I digress.)

The most successful brands are those that find a distinctive niche in the marketplace and stick with it. Which means they must be consistent — in their messaging and identity. Even established brands, when they make changes, are most successful when those changes are not jarring to the customers. (Contrast Starbucks’ successful minor tweaking of its graphic identity in 2011 with the great Gap logo debacle of 2010.)

One of the key takeaways from the recent CASE Summit, which I wrote about in my previous post, was “routine matters.” People notice the regular, not the irregular. This applies to the world of branding as much as it applies to our behavior.

Safe sports cars?

Or consider an example from Al and Laura Ries in The 22 Immutable Laws of Branding.

“Volvo has been selling safety for thirty-five years,” write Al and Laura Ries. (My edition of this book was published in 2002, so tack on another 11 years to that figure.) And selling safety has worked for Volvo. Even when Consumer Reports ranks some other make and model as the safest brand, Volvo is usually perceived as the standard for safety.

But “every once in a while,” the Rieses write, “someone at a company like Volvo gets a bright idea. ‘Why should we limit ourselves to dull, boring, safe sedans? Why don’t we branch out into exciting sports cars?'”

A Volvo sports car? (Yes, there is such a thing. To Volvo’s credit, they stick with their brand messaging, pointing out that the C30 Sports Coupe provides “large car safety in a smaller package.” Still, I’m not sure the two ideas — safety and sports cars — go together so well. I agree with the Rieses here. Volvo has diluted its brand by expanding into the sports car line.)

The higher ed example

Let’s apply this principle to higher education. The president of a liberal arts college decides it should add engineering programs, because STEM is all the rage. I think we see some schools jumping on the MOOCs bandwagon because they’re either 1.) afraid they’ll miss out on a hot trend or 2.) wanting to be perceived as a leader in the brave new world of higher education. But does the question ever occur to them: Will this dilute our brand?

“You should limit your brand,” advise the Rieses. “Your brand has to stand for something both simple and narrow in the mind. This limitation is the essential part of the branding process.”

Maybe that’s why colleges and universities have such a tough time with branding. They don’t like the idea of limiting themselves. That’s just human nature.

But “Limitation combined with consistency (over decades, not years) is what builds a brand,” say the Rieses.

Decades, you say? That’s a long time to be doing boring brand work.

But if we stick with it, it will pay off.

Friday Five: #CASESummit takeaways

A picture of me taking a phone photo of me with speaker and author Guy Kawasaki during the 2013 CASE Summit. (Thanks, @CASEAdvance, for the photo.)
A photo of me taking a photo of me and speaker-author Guy Kawasaki during the 2013 CASE Summit. (Thanks, @CASEAdvance, for the photo.)

For an excellent recap of the 2013 CASE Summit, check out this Storify curated and posted by CASE’s Jen Doak (@jpdoak). CASE also has a collection of photos from the event on Flickr.

The 2013 CASE Summit, which wrapped up last Tuesday, was by all accounts a success. Record attendance, great presentations and presenters, positive comments all around, packed rooms for nearly every session and a new format modeled on TEDx that people seemed to appreciate.

I gleaned a lot of good ideas and inspiration from the event. Here are the top takeaways in terms of leadership, management and communication.

1. In our communications, we assume too much. According to one of our speakers (Frank Flynn, a professor of organizational behavior at Stanford), managers tend to assume that the people we are sharing information with know what we do.

If something is obvious to us, we assume it’s obvious to them. That isn’t so. We tend to undercommunicate, Flynn says. He cited research showing that on 360 evaluations, managers are 10 times more likely to be perceived as undercommunicating than overcommunicating. And as Flynn also noted, communication is typically seen as the most critical skill a manager can have but is also the one on which we are judged most harshly.

The takeaway: Don’t assume people know what I know, and work on being a better communicator.

2. Routine matters. In higher education, when we want to attract attention, we usually devise something that will make a big splash. (That’s also true in other fields.) We launch marketing campaigns and capital campaigns. We introduce a new “brand,” complete with a new logo and graphic identity. The trouble is, if these big splashes don’t translate into routine behavior, then we are not as likely to have our messages stick. People notice the regular, not the irregular. (This again comes from Frank Flynn’s talk.)

The takeaway: If I want to get a message to stick, I must communicate it in a routine fashion and develop consistency in my behavior.

3. Default to “yes.” In Guy Kawasaki‘s presentation on “Enchantment,” he outlined the 10 steps anyone can follow to enchant their stakeholders. (Here’s a good summary of that list.) Many of those tactics resonated with me. But the one that I found most challenging was the idea of making “yes” my default response in any situation.

I worry about over-committing to people, projects, etc. I’m a classic “underpromise and overdeliver” kind of guy. But Kawasaki’s point is that “yes” opens the door to further discussion, while “no” slams the door shut.

Kawasaki posted something about this recently on LinkedIn: Do You Have A Yes Attitude? “A ‘yes’ buys time, enables you to see more options, and builds rapport,” he writes.

The takeaway: Learn to say “yes” more. Or at least, “not yet.”

4. Stories trump data. Andy Goodman‘s entertaining talk on the power of storytelling reminded us all that “numbers numb and jargon jars, but stories get stored” in our memories. Just as we tend to over-rely on the big splash for our communications, so we also assume that bludgeoning our audiences with data and facts will persuade them to support our cause. But data and facts serve us best when they are woven into our stories of real people.

The takeaway: Rely more on stories than data to communicate to audiences, but don’t be afraid to use data to support those stories.

5. We over-rely on broadcast messaging. Sending out mass email messages is not a very effective way of getting people to do something. One-on-one communications is far more effective. We all know this, of course. But what I didn’t know before hearing Frank Flynn talk about this is that broadcast messaging “diffuses responsibility,” sometimes to the point where none of the recipients feels any compulsion to act. When we get a mass email or other broadcast message, we think, “It’s not just me” they’re asking, so surely someone else will help. But when the message is customized and targeted to individuals, the individual thinks, “Oh, crap, they’re talking to me directly,” and feels compelled to act.

The takeaway: Rely less on broadcasting, focus more on personal communication.

CASE Summit 2013: Let the disruption begin

The 2013 CASE Summit for leaders in advancement begins today (Sunday, July 14) and continues through Tuesday, July 16. I’m here in San Francisco for the Summit, but probably will do more tweeting than blogging during the event. (A post-summit blog post in this space is almost certain.) So if you want to know what topics, speakers and sessions are piquing the interest of Summit attendees, your best bet is to follow the Twitter feed: #CASESummit.

This promises to be a terrific conference. The lineup of speakers, presenters and panelists is amazing. (I get to introduce one of them: Francis Flynn, professor of organizational behavior at Stanford, who speaks twice on Monday on “Communication and the Art of Persuasion.”) And the conference’s overarching theme of disruption is more relevant now than when I wrote a preview of this conference back in May.

If you’re here in person, I hope we get to meet. I’ll be the guy tweeting on what appears to be an Etch-A-Sketch.

The course of human events: Thoughts on John Adams

JohnAdams-bookHeading into the Independence Day holiday here in the U.S., I’ve been reading David McCullough’s biography John Adams. (I know; very late to the party, as usual. It’s been languishing on my bookshelf for a couple of years, right next to 1776, which I’ve now read twice. Why it’s taken me so long to read John Adams, I don’t know.)

I’m not quite 150 pages into the tome (that’s less than 25 percent of the pages), but I’ve already gotten to the good stuff that I wanted to read about before July 4 arrived. I’ve already read about Adams’ early days in Braintree, in Harvard, as a schoolmaster in Worcester and a lawyer in Boston’ about his rise to prominence in the Continental Congress; about his statesmanship and leadership in guiding others to support the move to break from Great Britain; about his political cunning in nominating George Washington as general of the continental army; about his love and commitment to Abigail, herself a very strong personality; and about the role he played in support of Thomas Jefferson as the young Virginian drafted the Declaration of Independence, which we celebrate on Thursday.

But what strikes me most about McCullough’s history — other than his ability to tie together extensive research to tell a great story — is the sheer fortitude, stamina, resilience and sense of purpose Adams and many of his fellow delegates possessed to shepherd the colonies through those perilous times. I’ve been thinking about some of the themes that resonate most with me, given my admittedly shallow dive into the book, and how they could apply to my work and life.

1. Compromise can win wars. Adams championed George Washington, a Virginian, to lead the continental army over fellow New Englander John Hancock. This was undoubtedly a political compromise, but Adams knew what he was doing. Virginia was the richest and most prominent of the colonies, and the proponents of independence from Britain needed to solidify that state’s support. Otherwise the cause of Adams and others would be dead in the water. The selection of Washington to lead the army was a shrewd political compromise.

The takeaway? Don’t be afraid to compromise when it supports a larger cause.

2. Oh, you’ve been appointment to a committee? Quit complaining. At one point, Adams served on 23 committees of the Continental Congress. Twenty-three committees. His days typically began at 6 a.m. and committee meetings would last well into the night. He also chaired something called the War Board, which was responsible for consulting with Washington’s army and presenting the fledgling military’s needs to Congress. Kind of puts your appointment to the Parking Committee into perspective, doesn’t it?

3. The pen is mighty. Mightier than the sword, as the cliche goes. In early 1776, while support for independence was split in Congress, the publication of a little pamphlet called Common Sense greatly raised public support for Adams’s cause. It became “a clarion call,” McCullough writes, “rousing spirits within Congress and without as nothing else had” by its attack on “the very idea of hereditary monarchy as absurd and evil.”  The pamphlet boldly urged readers to take up the cause for independence. “The sun never shined on a cause of greater worth … for God’s sake, let us come to a final separation [from Great Britain]. … The birthday of a new world is at hand.”

It’s heartening for me, as a writer and pamphleteer of sorts (for what is a blog but a more modern version of the pamphlet?), to see McCullough acknowledge the power of this piece of writing to stir a movement. Of course, Jefferson’s writing of the Declaration of Independence (aided substantially by Adams, Ben Franklin and others) also proved that the written word can stir great passion for a cause.

4. Sometimes an outsider can make a big difference. Thomas Paine, the author of Common Sense, was not part of the inner circle discussing independence and rebellion. McCullough describes him as “a down-at-the-heels English immigrant.” Yet his little pamphlet did much to advance Adams’s cause. The lesson here: Don’t discount the impact outsiders can have in supporting your cause. Listen to their voices. Seek them out, even. They may not have all the answers — Adams disagreed with much of Paine’s ideas — but they could provide unknown advantage.

Just a few things to think about as we head into what I hope for many of us will be a long weekend and a time to reflect on the many blessings life affords us.

And one final thought — certainly not original:

When in the Course of human events, it becomes necessary for one people to dissolve the political bands which have connected them with another, and to assume among the powers of the earth, the separate and equal station to which the Laws of Nature and of Nature’s God entitle them, a decent respect to the opinions of mankind requires that they should declare the causes which impel them to the separation.

We hold these truths to be self-evident, that all men are created equal, that they are endowed by their Creator with certain unalienable Rights, that among these are Life, Liberty and the pursuit of Happiness.–That to secure these rights, Governments are instituted among Men, deriving their just powers from the consent of the governed, –That whenever any Form of Government becomes destructive of these ends, it is the Right of the People to alter or to abolish it, and to institute new Government, laying its foundation on such principles and organizing its powers in such form, as to them shall seem most likely to effect their Safety and Happiness. Prudence, indeed, will dictate that Governments long established should not be changed for light and transient causes; and accordingly all experience hath shewn, that mankind are more disposed to suffer, while evils are sufferable, than to right themselves by abolishing the forms to which they are accustomed. But when a long train of abuses and usurpations, pursuing invariably the same Object evinces a design to reduce them under absolute Despotism, it is their right, it is their duty, to throw off such Government, and to provide new Guards for their future security.

Read the Declaration of Independence in its entirety.

Happy Independence Day to you and yours! (And to you Canadians, a belated Canada Day!)

WPHighEd: A new resource for #highered WordPress users

If you’re using WordPress as a blogging platform or content management system at your institution, there’s a nifty new resource available for you: WordPress in Higher Education, or WPHighEd for short.

Screenshot of the WPHighEd website (wphighed.org)
Screenshot of the WPHighEd website (wphighed.org)

The site is the creation of Curtiss Grymala (@cgrymala) of the University of Mary Washington, where Curtiss has implemented WordPress to run 50 separate “multisite” instances on a single WordPress installation. He created the site as a resource for the higher ed community, where higher ed WordPress users could share ideas on WordPress best practices. Specifically, Curtiss hopes the site will become a resource that will:

  • Serve as a showcase on how colleges and universities are using WordPress. “Not just for traditional websites,” Curtiss says, “but for blog systems, learning management systems, or whatever.” He encourages people to submit examples of how they’re using WordPress at their colleges and universities.
  • Be a blog where users may contribute WordPress news, tutorials and research related to higher ed.
  • House a collection of WordPress-related presentations, papers, etc.
  • Serve as a hub to host regular virtual meetups for higher ed WordPress users.

The site is still in its infancy, but it has the potential to become a very useful resource for those using WordPress, or wanting to.