Is it true that you have to evolve or die? Yes.
But no one said you had to do it alone.
There are resources and ideas and discussions, and value in baby steps. You don’t have to do it all tomorrow, or even today. Those that believe in what’s coming – nay, what’s here – want to help you understand what we find so compelling. We want to give you ROI and value and justification and the confidence that you, too, can succeed. We’re still learning too, but we want to bring you with us.
We want business to change because we know (a lot of) it’s broken. We know expectations have changed, and the business-to-customer landscape is being ever flattened. We love it. We embrace it, and we rejoice in it. We want to deliver all the proof. Because we love what we do, and we believe in the potential of each and every person – and company – to change the world if they really want to. We know that change is possible. Change that benefits everyone.
We are patient, and we understand that change is not instant. We know that resources and money and jobs are at stake. We understand that we are questioning the relevance of business practices and job descriptions and industries that have existed, unchallenged, for decades or longer. We are ready to do the hard work to justify that change. We know that evolution at this scale is scary. It shakes your confidence in what you do and who you are, as a professional and as a business, because if we’re telling you to change, we mean to tell you you’ve been doing it wrong.
So have all of us. Some of us are just ready to accept the need for difference, for evolution, and move on now.
Your choice is this. Accept that change is needed, and collaborate with the people around you who believe in that. Discuss. Debate. Collaborate. Act on something. Evolve. Find a path that works for you.
Or, pretend. Pretend that none of this is happening. Act as though the way you’ve always done it will be relevant for another two decades. Or three. Or until you retire. Tell yourself that none of this matters, that it’s a fad, that it’s hype, that it’s not really changing anything. Deny that what’s being talked about is old, old concepts clad in new, new technology. Keep doing what you’re doing and watch the distance between you and your customers – the “community” you all strive for – grow ever greater.
And make no mistake. Your attitude – your defensiveness against what may be unsettling but is real anyway – will give us permission to leave you behind. It frustrates us and leaves us no choice. Because our job is not to convince you. It is to empower you. But we can’t do that until you convince yourself that you’re ready, of your own volition.
Those of us that are learning, trying, educating want to surround ourselves with people who are working as hard as we are to affect change. We believe in this, not because it’s new or fancy or grants us a new title on our business card. It’s because we believe in a new way of doing business. Of communicating and collaborating and building businesses for and among people, not on top of them. Because whether or not we have precedent, we have millennia of human existence that tells us that putting people first is always for the good of the many. Even in business. Even if it’s cheesy. Even if we’ve forgotten.
We want you to come with us, and we’ll give you our ideas and our passion and our knowledge to help you get there if you want it. We are the bridge. But the choice?
That is entirely yours.
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Would that we were all so eloquent in our exhortations for change. Brava.
The tricky thing about change, though, is that you have to be dissatisfied with the status quo. And so very, very many aren’t.
Would that we were all so eloquent in our exhortations for change. Brava.
The tricky thing about change, though, is that you have to be dissatisfied with the status quo. And so very, very many aren’t.
That’s where this bit comes into play:
“And make no mistake. Your attitude – your defensiveness against what may be unsettling but is real anyway – will give us permission to leave you behind.”
Evolution has casualties. Unfortunate but true. Those that are motivated to survive, will.
And those that aren’t will wonder what the hell just happened.
@Tamsen: Lots are dissatisfied with profits but don’t see the connection to how the company tells its story. They think there will be a magic bullet to ‘get things back the way they used to be’. If they could just sue enough of their customers, or stop the bloggers, or get more people to pay attention to them, everything would be fine.
Organizational Momentum is a powerful force, and it takes double the effort to reverse a speeding locomotive as it would one that’s not moving.
They don’t see it as desperation. We know it is. We know their way is broken. The signs are just starting to show, and it’s up to those of us who are interested in helping to get in front of them and offer up a course correction.
Ah, but how to get them to see the need for change? To play this game, you have to be seen as one of them, or at least seen as understanding where they’re coming from. I think you were there at #pcb4 when I said I believe in two bottom lines: money, and mission.
I firmly believe that bottom lines are made of more than money. But that’s taking a long view, and one that isn’t widely shared. For those of us who (think we) get it, it seems so obvious: companies are made of people, so it would make sense that the basic rules that smooth human interaction would smooth business interactions as well. I’ve spent six years in business schools of one sort or another–and close to 20 years in the working world–and I still haven’t figured out where or why the disconnect happens.
For whatever reasons, businesses are seen as a separate, other, inhuman thing. But it’s always been my experience that the rules of humanity still apply. In my case, they are: be useful, be passionate, be thoughtful, be kind
@Tamsen: Lots are dissatisfied with profits but don’t see the connection to how the company tells its story. They think there will be a magic bullet to ‘get things back the way they used to be’. If they could just sue enough of their customers, or stop the bloggers, or get more people to pay attention to them, everything would be fine.
Organizational Momentum is a powerful force, and it takes double the effort to reverse a speeding locomotive as it would one that’s not moving.
They don’t see it as desperation. We know it is. We know their way is broken. The signs are just starting to show, and it’s up to those of us who are interested in helping to get in front of them and offer up a course correction.
Ah, but how to get them to see the need for change? To play this game, you have to be seen as one of them, or at least seen as understanding where they’re coming from. I think you were there at #pcb4 when I said I believe in two bottom lines: money, and mission.
I firmly believe that bottom lines are made of more than money. But that’s taking a long view, and one that isn’t widely shared. For those of us who (think we) get it, it seems so obvious: companies are made of people, so it would make sense that the basic rules that smooth human interaction would smooth business interactions as well. I’ve spent six years in business schools of one sort or another–and close to 20 years in the working world–and I still haven’t figured out where or why the disconnect happens.
For whatever reasons, businesses are seen as a separate, other, inhuman thing. But it’s always been my experience that the rules of humanity still apply. In my case, they are: be useful, be passionate, be thoughtful, be kind
See that’s just it.
Why do we need to “get them to see”? At what point do we cross the line from sharing our passion to trying to force the horse to drink?
I for one am done spending my energy preaching to turned backs. Instead, I’m going to plow my expertise into the companies that are saying “yeah, okay, we’re scared, but how?”. I DO understand where they’re coming from. I’ve been there. I know this isn’t easy. I’ve walked in those shoes and I can help them bridge the gap. Those I can help. The rest – those set on belligerence – I cannot.
We share the believe in people. We share the baffled confusion at why more don’t. That is not OUR fault anymore. Ask me to prove it’s value? Fine. Ask me to demonstrate through execution? Sure. Continue to question that this all makes any sense to start with? Nope.
Obviously you’re right, but the challenge becomes in the shades of gray where you have a person in a department, or even an entire department willing to get on board with the precepts but are having trouble getting buy in from a department head, VP, CEO or whomever who see it as ‘futzing around on the internet and taking time away from your real job’. I think the challenge, the real hard heavy lifting that you’re talking about choosing to engage or not engage with is based around those islands of interested parties in a red sea of ambivalence and paranoia.
What do you do in that situation? Do you help who you can? How much power can you give them, and when does your altruism become more about enabling them to more effectively make the case to those who dont listen rather than making the case directly?
“Do you help who you can?” Yes. This isn’t instant, just add water stuff and idealism isn’t a basis upon which to build a business.I know it sucks when people don’t get it, but railing against that instead of finding ways – even small – to move them in the right direction is key.
Yep, there are going to be people on the other end that are ambivalent and paranoid and never going to move forward. Your choice is about whether you can find incremental changes that will help things in the right direction, or whether it’s a lost cause. Yes, there’s such a thing.
And at that point, you walk away. But I say that with caution. I think a lot of us give up on the idea of progress when it doesn’t fit our picture. Knowing the difference? Well, I suppose that’s individual.
And those that aren’t will wonder what the hell just happened.
I think the lack of adaptation or evolution, in communications and overarching business management, is exactly why so many companies have bottomed out during this recession of ours. Olivier Blanchard mentioned Darwinism during the discussion on Twitter and it holds true as much in business as it does in life — you evolve, you find a way to change, or you die off.
I’m with you, Amber, in that I believe in education and demonstration, but to a point. The constant push-back, the questioning, the fear–even when it’s been shown how successful these changes can be in affecting the bottom line (money or whatever you think it might be–is born from a distinct lack of a desire to adapt or change, and that sort of stubbornness can’t necessarily be fought against.
The business world isn’t made for everyone, and many businesses won’t survive this period of change in communications and in our economy. Too bad?
The business word is a swinging pendulum, and we’re always in flux between one extreme and the other. What determines survival, I think, is the stomach for that which makes us uncomfortable.
I think the lack of adaptation or evolution, in communications and overarching business management, is exactly why so many companies have bottomed out during this recession of ours. Olivier Blanchard mentioned Darwinism during the discussion on Twitter and it holds true as much in business as it does in life — you evolve, you find a way to change, or you die off.
I’m with you, Amber, in that I believe in education and demonstration, but to a point. The constant push-back, the questioning, the fear–even when it’s been shown how successful these changes can be in affecting the bottom line (money or whatever you think it might be–is born from a distinct lack of a desire to adapt or change, and that sort of stubbornness can’t necessarily be fought against.
The business world isn’t made for everyone, and many businesses won’t survive this period of change in communications and in our economy. Too bad?
The business word is a swinging pendulum, and we’re always in flux between one extreme and the other. What determines survival, I think, is the stomach for that which makes us uncomfortable.
Obviously you’re right, but the challenge becomes in the shades of gray where you have a person in a department, or even an entire department willing to get on board with the precepts but are having trouble getting buy in from a department head, VP, CEO or whomever who see it as ‘futzing around on the internet and taking time away from your real job’. I think the challenge, the real hard heavy lifting that you’re talking about choosing to engage or not engage with is based around those islands of interested parties in a red sea of ambivalence and paranoia.
What do you do in that situation? Do you help who you can? How much power can you give them, and when does your altruism become more about enabling them to more effectively make the case to those who dont listen rather than making the case directly?
I’m old enough, and have been a digital marketing long enough, to remember when there was a lot of pretending about needing a Web site. We know how that worked out.
The good news is that the adoption curve for social media and true customer centrism is WAAAY more vertical than for the initial Web boom. Although sometimes I think the steepness of that hockey stick is to blame for a lot of the tools-only mindset right now.
But even Ostriches can’t keep their heads in the sand indefinitely when everyone else is yelling “fire”! I’m not frustrated that some people can’t see the future, I’m frustrated that good people and good companies are going to be negatively effected because they can’t see the future.
I’m old enough, and have been a digital marketing long enough, to remember when there was a lot of pretending about needing a Web site. We know how that worked out.
The good news is that the adoption curve for social media and true customer centrism is WAAAY more vertical than for the initial Web boom. Although sometimes I think the steepness of that hockey stick is to blame for a lot of the tools-only mindset right now.
But even Ostriches can’t keep their heads in the sand indefinitely when everyone else is yelling “fire”! I’m not frustrated that some people can’t see the future, I’m frustrated that good people and good companies are going to be negatively effected because they can’t see the future.
It is frustrating that lots of folks don’t see the need to change, or are slow to see it. But the best thing we can do is BE the change, and as you so wonderfully put it, be the bridge to the future. There’s a constant process of pressing forward while still looking back and trying to bring others along – that’s a constant and we’ll always live with it. But what’s the challenge in anything less?? :>}
It is frustrating that lots of folks don’t see the need to change, or are slow to see it. But the best thing we can do is BE the change, and as you so wonderfully put it, be the bridge to the future. There’s a constant process of pressing forward while still looking back and trying to bring others along – that’s a constant and we’ll always live with it. But what’s the challenge in anything less?? :>}
Precisely. If everyone got it, I’d be out of a job.
Very smart post Amber! It seems that the best way to convince professionals to evolve in their industries and practices is to demonstrate to them that all of our individual lives consist of personal evolution. When we evolve personally, and exist within a group/organization, that group/organzation has the ability to evolve too as result of being taught and learning along the way. From the day we’re born we evolve, and this evolution is the result of having the ability to learn and absorb knowledge and wisdom.
From our first words, to our first steps, to simple math, to new vocabulary, to eventually growing to the point where we understand theoretical concepts and the practices that go along with them…when we learn something new, we evolve.
Like you said Amber, being scared is perfectly natural, and the people and companies that say “I’m/We’re scared, but how to do we go about doing this anyways?” are the ones who succeed in moving with the times and possibly becoming motivated enough to move ahead and become innovators.
Those who don’t learn and evolve are typically left behind, as you said “Keep doing what you’re doing and watch the distance between you and your customers – the “community” you all strive for – grow ever greater.”
That is the scariest position to be in. I’m not supporting a fear tactic of “Do this or die!” But demonstrating the advantages of learning, and evolving as a result, can be a strong and positive motivator!
Cheers!
Very smart post Amber! It seems that the best way to convince professionals to evolve in their industries and practices is to demonstrate to them that all of our individual lives consist of personal evolution. When we evolve personally, and exist within a group/organization, that group/organzation has the ability to evolve too as result of being taught and learning along the way. From the day we’re born we evolve, and this evolution is the result of having the ability to learn and absorb knowledge and wisdom.
From our first words, to our first steps, to simple math, to new vocabulary, to eventually growing to the point where we understand theoretical concepts and the practices that go along with them…when we learn something new, we evolve.
Like you said Amber, being scared is perfectly natural, and the people and companies that say “I’m/We’re scared, but how to do we go about doing this anyways?” are the ones who succeed in moving with the times and possibly becoming motivated enough to move ahead and become innovators.
Those who don’t learn and evolve are typically left behind, as you said “Keep doing what you’re doing and watch the distance between you and your customers – the “community” you all strive for – grow ever greater.”
That is the scariest position to be in. I’m not supporting a fear tactic of “Do this or die!” But demonstrating the advantages of learning, and evolving as a result, can be a strong and positive motivator!
Cheers!
I think you need to educate first and then try and implement the strategy later. If they are educated maybe there will be less fear in the process. Show them examples of why things are shifting and then show them how they can be a part of it.
I think this is the only way everyone can understand each other. Not everyone wants to be educated nor has the time but sometimes a little bit of education goes a long way.
I think you need to educate first and then try and implement the strategy later. If they are educated maybe there will be less fear in the process. Show them examples of why things are shifting and then show them how they can be a part of it.
I think this is the only way everyone can understand each other. Not everyone wants to be educated nor has the time but sometimes a little bit of education goes a long way.
But here’s the flip side: evolution also implies a “survival of the fittest” situation, in which those who evolve to keep up with the demands of their environment will survive and those who don’t won’t.
Thus, while we need a hand as we’re evolving, we also need to be aware of which dinosaurs are dying around us, and why. Because if there are no losers, no one’s evolving; we’re just all riding the same wave.
Irony: no sooner do I leave this comment than someone Twitters a link to this article:
http://www.livescience.com/technology/090824-robots-lie.html
Evidently, we all forgot to mention the “deception” part of evolution as well. Because when we’re all fighting for the same resources, those of us who feel the need to evolve in order to gain an upper hand must do so at the direct peril of others. “Helping hands” may be far more rare than wild goose chases…
But here’s the flip side: evolution also implies a “survival of the fittest” situation, in which those who evolve to keep up with the demands of their environment will survive and those who don’t won’t.
Thus, while we need a hand as we’re evolving, we also need to be aware of which dinosaurs are dying around us, and why. Because if there are no losers, no one’s evolving; we’re just all riding the same wave.
Irony: no sooner do I leave this comment than someone Twitters a link to this article:
http://www.livescience.com/technology/090824-robots-lie.html
Evidently, we all forgot to mention the “deception” part of evolution as well. Because when we’re all fighting for the same resources, those of us who feel the need to evolve in order to gain an upper hand must do so at the direct peril of others. “Helping hands” may be far more rare than wild goose chases…
I love this post. Exactly what has been on my mind, only much more eloquent.
For many of us in agency, the “bridge” is the need to represent ourselves as in the loop and ahead of the curve, while continuing to serve existing clients, some of whom are not at all interested in social media. The juggle between what we as experts know is the best strategy and what our clients ask us to do has always been a tricky one. But it becomes more challenging when the gulf is about accepting the new reality and living in the past.
I love this post. Exactly what has been on my mind, only much more eloquent.
For many of us in agency, the “bridge” is the need to represent ourselves as in the loop and ahead of the curve, while continuing to serve existing clients, some of whom are not at all interested in social media. The juggle between what we as experts know is the best strategy and what our clients ask us to do has always been a tricky one. But it becomes more challenging when the gulf is about accepting the new reality and living in the past.
Very well written piece. I think your general idea is great we must evolve or we stand no chance at success. If we can find the right partners and enablers to help us evolve, that can only be beneficial to every party involved.
Very well written piece. I think your general idea is great we must evolve or we stand no chance at success. If we can find the right partners and enablers to help us evolve, that can only be beneficial to every party involved.
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Discipline is the bridge between goals and accomplishment.