enchantment

Enchantment

AlsobyGuyKawasaki

TheArtoftheStartRulesforRevolutionariesTheMacintoshWaySellingtheDreamHowtoDriveYourCompetitionCrazyHindsights

TheComputerCurmudgeonDatabase101RealityCheck

GuyKawasaki

EnchantmentTheArtofChangingHearts,Minds,andActions

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Manymencanmakeafortunebutveryfewcanbuild

afamily.

—J.S.Bryan

Tomywife,Beth,andmyfourchildren,Nic,Noah,Nohemi,andNate…becausetheyenchantmeevery

day.

AcknowledgmentsGratitudeunlocksthe

fullnessoflife.Itturnswhatwehaveintoenough,andmore.Itturnsdenialinto

acceptance,chaostoorder,confusiontoclarity.Itcanturnamealintoafeast,a

houseintoahome,astrangerintoafriend.

—MelodyBeattie(author

ofCodependentNoMore)

Publishingabookisnotasolitaryeffort.Yes,anauthormustopenaveinandletthewordspourout,butpublishingisalongprocessfromplasmatopages.Closetoonehundredpeoplehelpedmefinishthisbook,andI’dliketoacknowledgetheirefforts.

Indispensables:Mywife,BethKawasaki,andmybestfriend,WillMayall.

Earlyarchitects:MaryleneDelbourg-DelphisandBillMeade.

Beyondthecallofduty:SarahBrody,TalyWeiss,JonWinokur,AnneHaapanen,KateHaney,TinaSeelig,SteveMartin,andBrunaMartinuzzi.

Contributors:MariSmithandGregJarboe.

Penguin:TheeverpatientRickKot,JoePerez,KyleDavis,JacquelynnBurke,Allison“Sweetness”McLean,LauraTisdel,GaryStimeling,WillWeisser,andAdrianZackheim.

Muscle:SloanHarris.

Research:CatherineFaas.

Betatesters:KarenLai,AlisonvanDiggelen,EdMorita,AlfonsoGuerra,JimSimon,CeriseWelter,BradHutchings,ScottYoshinaga,GaryPinelli,WebBarr,TerriLowe,DanAgnew,TerriMayall,GaryPinelli,HarishTejwani,BillLennan,KelseyHagglund,LisaNirelli,MattMaurer,TammyCravit,TariqAhmad,KipKnight,GeoffBaum,MileneLaubeDutra,BrentKobayashi,Alex

deSoto,PatriciaSanthuff,DanielPellarini,MitchGrisham,StevieGoodson,FernandoGarcia,KenGraham,SteveAsvitt,CharlotteSturtz,KellyHaskins,LindsayBrechler,ShoshanaLoeb,HalleySuitt,BarbaraFrench,ZarikBoghossian,ImranAnwar,RavitLichtenberg,andMattKelly.

Cover:SarahBrody,Ade

HarnusaAzril,MichaelG.LaFosse,RichardAlexander,LisaMullinaux,RossKimbarovsky(andtheCrowdspringcrew),JasonWehmhoener,JeanOkimoto,GinaPoss,andMarcoCarbullido.

PowerPoint:AnaFrazao.

Marketing:CatriVelleman,AllenKay,andNeenzFaleafine.

Restaurant:LaTartineinRedwoodCity,California.

Music:Pandora’sAdultContemporarychannel.

Leavingoutanyonewhohelpedisamostunenchantingact,soIapologizeinadvanceifIdidthis.LetmeknowatGuy@alltop.com,andI’llgetthisfixedinfutureprintings.Anyway,here’smybig

“Mahalo”toyouall.Icouldnothavedonethiswithoutyou.

ContentsBuyingbookswouldbea

goodthingifonecouldalsobuythetimetoreadthemin;butasarulethepurchaseof

booksismistakenfortheappropriationoftheir

contents.

—ArthurSchopenhauer

Introduction

MyStoryOurJourneyLet’sGetStarted

Chapter1:WhyEnchantment?

WhatIsEnchantment?WhenIsEnchantmentNecessary?

WhatArePeopleThinking?WhereShouldYouDrawtheLine?ExamplesandHowtoUseThisBookPersonalStories

MyPersonalStory,byEricDawson

Chapter2:HowtoAchieveLikability

MakeCrow’s-FeetDressforaTiePerfectYourHandshakeUsetheRightWordsAcceptOthersGetCloseDon’tImposeYourValuesPursueandProjectYourPassionsFindSharedPassionsCreateWin-WinSituations

SwearDefaulttoYes

MyPersonalStory,byFranShea

Chapter3:HowtoAchieveTrustworthiness

TrustOthersBeaMenschDiscloseYourInterests

GiveforIntrinsicReasonsGainKnowledgeandCompetenceShowUpBakeaBiggerPieEnchantPeopleonTheirOwnTermsPositionYourselfBeaHero

MyPersonalStory,byTonyMorgan

Chapter4:HowtoPrepare

DoSomethingGreatConducta“Premortem”SetYourselfUpforSuccessMakeItShort,Simple,andSwallowableRemovetheFencesProvideaDefaultOption

EstablishGoalsCreateaChecklist

MyPersonalStory,byMikeStevens

Chapter5:HowtoLaunch

TellaStoryImmersePeoplePromoteTrialPrimethePump

PlantManySeedsAskPeopleWhatThey’reGoingtoDoReducetheNumberofChoicesIncreasetheNumberofChoicesIllustratetheSalientPointPresenttheBig,ThentheSmallChoiceGetYourFirstFollower

MyPersonalStory,byMattMaurer

Chapter6:HowtoOvercomeResistance

WhyPeopleAreReluctantProvideSocialProofCreatethePerceptionofUbiquityCreatethePerceptionofScarcity

ShowPeopleYourMagicFindOneExampleFindaWaytoAgreeFindaBrightSpotAssignaLabelUseaDataSettoChangeaMind-SetIncuraDebtEnchantAlltheInfluencersFrameThyCompetitionControltheHaptic

SensationsRememberCharlie

MyPersonalStory,byRichardFawal

Chapter7:HowtoMakeEnchantmentEndure

StriveforInternalizationSeparatetheBelievers

PushImplementationDownUseIntrinsicMethodsInvokeReciprocityCatalyzeCommitmentandConsistencyBuildanEcosystemDiversifytheTeamPromoteSpreadability

MyPersonalStory,byChrisAnthony

Chapter8:HowtoUsePushTechnology

GeneralPrinciplesPresentationsE-mailTwitter

MyPersonalStory,byGarrReynolds

Chapter9:Howto

UsePullTechnology

WebSitesandBlogsFacebookLinkedInYouTubeThinkJapanese

MyPersonalStory,byMerylK.Evans

Chapter10:HowtoEnchantYour

Employees

ProvideaMAPEmpowerThemtoDotheRightThingJudgeYourResultsandOthers’IntentionsAddressYourShortcomingsFirstSuckItUpDon’tAskEmployeestoDoWhatYouWouldn’tDo

CelebrateSuccessFindaDevil’sAdvocateListentoBrotherBobTellThemYouWantThemHowtoEnchantVolunteers

MyPersonalStory,byMileneLaubeDutra

Chapter11:HowtoEnchantYourBoss

MakeYourBossLookGoodDropEverythingandDoWhatYourBossAsksUnderpromise,OverdeliverPrototypeYourWorkShowandBroadcastProgressFormFriendshipsAskforMentoringDeliverBadNewsEarly

MyPersonalStory,by

DavidStockwell

Chapter12:HowtoResistEnchantment

AvoidTemptingSituationsLookFarintotheFutureKnowYourLimitationsBewareofPseudoSalience,Data,andExperts

Don’tFallfortheExampleofOneDefytheCrowdTrackPreviousDecisionsLetYourselfBeEnchantedinSmallWaysCreateaChecklist

MyPersonalStory,byTiborKruska

Conclusion

MyPersonalStory,byKathyParsanko

SelectedBibliography

Index

Coverphon

Colophon

IntroductionThedifficultylies,notinthenewideas,butinescapingfromtheoldones,which

ramify,forthosebroughtupasmostofushavebeen,intoeverycornerofourminds.

—JohnMaynardKeynes

MyStory

IfirstsawaMacintoshinthesummerof1983,sixmonthsbeforetherestoftheworld.MikeBoichshowedittomeinthebackofaone-storyofficebuildingonBandleyDriveinCupertino,California.Atthetime,BoichwasthesoftwareevangelistfortheMacintoshDivisionofApple.Iwasa

humblejeweler,schleppinggoldanddiamondsforasmalljewelrymanufactureroutofLosAngeles.Macintoshwasarumor.AndtheonlyreasonIsawitsoearlywasthatBoichwasmycollegeroommate.Backthen,“personal

computing”wasanoxymoronbecauseFortune500companies,universities,andgovernmentsownedmostcomputers.Ifyouwere

lucky,youownedanAppleIIeoranIBMPC.Theydisplayedupper-andlower-casetext,andyounavigatedaroundthescreenwithcursorkeys.MostoftheworldusedIBMSelectrictypewriters,andtheluckypeoplehadaccesstothemodelwiththelift-offcorrectingtape.

SeeingaMacintoshforthefirsttimewasthesecondmostenchantingmomentofmylife(thefirstmostenchantingmomentwasmeetingmywife).My

introductiontoMacintoshremovedthescalesfrommyeyes,partedtheclouds,andmademehearangelssinging.Let’sgobackintimeto

seetwofeaturesthatmadetheMacintoshsocool.First,itcoulddisplayanimatedgraphics.AndyHertzfeld,theMacintoshDivision’s“softwarewizard,”createdaprogramwithbouncingPepsicapstoshowoffthiscapability.SteveJobsthen

usedAndy’sprogramtoconvinceJohnSculley,CEOofPepsi,to“stopsellingsugaredwater”andjoinApple.Thisapplicationseemssimplenow,butbackthenbouncingiconsinsidewindowswasmagic.Second,withaMacintosh

programcalledMacPaint,peoplecoulddrawpicturessuchasthiswoodcutgeishabySusanKare,thedivision’sgraphicartist.WhenBoich

showedmewhatMacPaintcoulddo,myminddidsomersaults.Backthen,themostpeoplecoulddoonapersonalcomputerwashackoutcrudepicturesusinglettersandnumbers.WithaMacintosh,anyonecouldatleastdrawdiagrams,ifnotcreateart.

AfewminutesofBoich’sdemoconvincedmeoftwothings:First,theMacintoshwouldmakepeoplemorecreativeandproductivethan

they’deverdreamed;andsecond,IwantedtoworkforApple.BoichgotmeajobintheMacintoshDivision,andmymissionwastoconvincedeveloperstocreateMacintosh-compatibleproducts.IusedfervorandzealtomakethembelieveintheMacintoshasmuchasIdid.Thisjobmarkedthe

beginningofatwenty-five-yearfascinationwiththeart

ofenchantment.Idefineenchantmentastheprocessofdelightingpeoplewithaproduct,service,organization,oridea.Theoutcomeofenchantmentisvoluntaryandlong-lastingsupportthatismutuallybeneficial.

OurJourney

Thisbookisforpeoplewho

seelifeforwhatitcanberatherthanwhatitcan’t.Theyarebringingtomarketacause—thatis,aproduct,service,organization,oridea—thatcanmaketheworldabetterplace.Theyrealizethatinaworldofmassmedia,socialmedia,andadvertisingmedia,ittakesmorethaninstant,shallow,andtemporaryrelationshipstogetthejobdone.Iamgoingtotakeyouona

journeytolearnhowtochangethehearts,minds,andactionsofpeople.Hereisouritinerary:

CHAPTER1:WHYENCHANTMENT?

Thegreateryourgoals,themoreyou’llneedtochangepeople’shearts,minds,andactions.Thisisespeciallytrueifyouhavefewresourcesandbig

competitors.Ifyouneedtoenchantpeople,you’redoingsomethingmeaningful.Ifyou’redoingsomethingmeaningful,youneedenchantment.

CHAPTER2:HOWTOACHIEVELIKABILITY

Hasanyoneyoudislikedeverenchantedyou?Idoubtit.Ifhe*did,Idoubtthefeelinglastedlong.Thisiswhythe

firststepofenchantmentistogetpeopletolikeyou.Toaccomplishthis,you’llneedtoacceptothersandfindsomethingtolikeinthem.

CHAPTER3:HOWTOACHIEVETRUSTWORTHINESS

Hasanyoneyoudistrustedeverenchantedyou?Idoubtthis,too.Achievingtrustworthinessisthesecond

step.Peopletrustyouwhenyouareknowledgeable,competent,makebiggerpies,andcreatewin-winsituations—inshort,whenyoudotherightthingstherightway.

CHAPTER4:HOWTOPREPARE

Greatproducts,services,organizations,andideasareenchanting.Crapisnot.Preparingtoenchantpeople

requirescreatingsomethinggreat,communicatingitinshort,simple,andswallowableterms,andworkingyourbuttofftogetittomarketbeforeyourcompetition.

CHAPTER5:HOWTOLAUNCH

Greatenchantersship.ThisiswhatRichardBransonandSteveJobsdobetterthan

anyoneelse.Ever.Launchingyourcauseinvolvesimmersingpeopleinyourcause,gettingthemtoatleasttryit,andrecruitingyourfirstfollowerstohelpyouspreadtheword.

CHAPTER6:HOWTOOVERCOMERESISTANCE

Peopleoftenaccept“goodenough”productsand

servicesbecausetheyarebusyordon’tknowbetter.Youwillencounterresistancetochangeinthesesituations.Thewaytoovercomeresistanceistoprovidesocialproof,findawaytoagree,andenchantalltheinfluencers.

CHAPTER7:HOWTOMAKEENCHANTMENTENDURE

Enchantmentisaprocess,notanevent.Youwantyoureffortstoendure,andthisrequiresthatpeopleinternalizeyourcause,reciprocate,andfulfilltheircommitments.Italsohelpstobuildanecosystemofresellers,consultants,developers,andusergroupsaroundyourcause.

CHAPTER8:HOWTOUSEPUSH

TECHNOLOGY

HaveyouwonderedhowtousePowerPoint,Twitter,ande-mailtopushoutinformation?Theseproductscanenableyoutobringyourstorytothepeopleyouwanttoenchant.Thischapterexplainshowtodothisusingthelatesttechnology.

CHAPTER9:HOWTOUSEPULL

TECHNOLOGY

Inadditiontopushtechnology,there’spulltechnology.Inthiscase,youbringpeopletoyourstoryinsteadofbringingyourstorytopeople.ThischapterfocusesonusingWebsites,blogs,Facebook,LinkedIn,andYouTubetoenchantpeopleandencouragethemtocometoyou.

CHAPTER10:HOWTOENCHANTYOUREMPLOYEES

Enchantmentisnotonlyanoutboundactivity,butonethatyoushoulddirectatyouremployees,too.Ifyouprovidethemwiththeopportunitytomasterskills,theautonomytoworkindependently,andthechancetorealizeapositivepurpose,youcanenchant

youremployees.

CHAPTER11:HOWTOENCHANTYOURBOSS

Imagineworkingforsomeoneyou’veenchanted.Thebenefitsincludefreedom,flexibility,money,andmentoring.Enchantingyourbossrequiresreprioritizingyoureffortstomakehersuccessful—buttheoutcomeisworthit.

CHAPTER12:HOWTORESISTENCHANTMENT

Noteveryenchantingpersonhasyourbestinterestsatheart.Resistingenchantment,therefore,isavaluableskillthatrequiresavoidingtemptingsituations,lookingfarintothefuture,andfindingadevil’sadvocate.Afterreadingthischapter,youmayevenbeabletoresistApple’sproducts.

Let’sGetStarted

Byreadingthisbook,youwilllearnhowtoapplymyexperiencesasanevangelist,entrepreneur,andventurecapitalisttomakeyour“Macintosh”successful.I’mpassingmyknowledgeonsoyoucanchangetheworld.Thereisnogreaterrewardforanauthorthantoseehowpeopleusehiswork,soI’m

anxioustogetstarted.

GuyKawasakiSiliconValley,California2011*ThisisthefirstinstancewhereIcouldpickamasculine(he)orfeminine(she)pronoun,useapluralpronoun(they),ortheever-awkwardcomposite(he/she).Ingeneral,Iuseshewhenthepersonisapositiveexample.Thisismysmallefforttocounteracttheshort-changingofwomeninliteratureforthousandsofyears.

Chapter1WhyEnchantment?Youhavefirsttoexperiencewhatyouwanttoexpress.

—VincentvanGogh

Theworldwillnotbeatapathtoyourdoorforan

insanelygreatmousetrap.Infact,thegreaterthemousetrap,themoredifficultitistogetpeopletoembraceitbecauseitissodifferentfromwhatpeopleareusedto.Thischapterexplainswhatenchantmentis,whenandwhyyouneedit,andtheethicsofenchantingpeople.

WhatIsEnchantment?

WhenKarinMuller,filmmakerandauthor,wasinthePeaceCorpsfrom1987to1989,shedugwellsandbuiltschoolsinavillageinthePhilippines.Onenight,seventeenmembersoftheNewPeople’sArmy(NPA),thearmedwingoftheCommunistPartyofthe

Philippines,cametoherhuttointerrogateher.Earlierthatday,villagershadwarnedherthatthiswasgoingtohappen,soshecollectedtwopreciouscommodities:sugarandcoffee.WhentheNPAarrived,she

exclaimed,“ThankGodyou’rehere.I’vebeenwaitingallday.Pleasehavesomecoffee.Leaveyourgunsatthedoor.”Her

reactionbaffledtheleaderofthegroup,buthetookoffhisgunandsatdownforacupofcoffee.Sheavoidedaninterrogationorsomethingworsebecause,accordingtoMuller,“Youcan’tinterrogatesomeoneyou’rehavingcoffeewith.”Mullerdidnotreactwith

anger,indignation,orpanic(whichishowIwouldhavereacted).Instead,shetouchedanemotionintheleaderof

thegroupandtransformedthesituationfrombruteforceandintimidationtoconversationandcommunication.Shedelightedhimwithherunexpectedhospitalityandchangedhisheart,hismind,andhisactions.Inshort,sheenchanted

him.Enchantmentcanoccurin

villages,stores,dealerships,offices,boardrooms,andon

theInternet.Itcausesavoluntarychangeofheartsandmindsandthereforeactions.Itismorethanmanipulatingpeopletohelpyougetyourway.Enchantmenttransformssituationsandrelationships.Itconvertshostilityintocivility.Itreshapescivilityintoaffinity.Itchangesskepticsandcynicsintobelievers.

WhenIsEnchantmentNecessary?

Therearemanytried-and-truemethodstomakeabuck,yuan,euro,yen,rupee,peso,ordrachma.Enchantmentisonadifferentcurve:Whenyouenchantpeople,yourgoalisnottomakemoneyfromthemortogetthemto

dowhatyouwant,buttofillthemwithgreatdelight.Herearesituationswhenyouneedenchantmentthemost:

•Aspiringtolofty,idealisticresults.Wanttochangetheworld?Changecaterpillarsintobutterflies?Thistakesmorethanrun-of-the-millrelationships.You

needtoconvincepeopletodreamthesamedreamthatyoudo.

•Makingdifficult,infrequentdecisions.Thegreaterthedifficultyofthechange,thegreatertheneedforenchantment.Factorsthatcausefrictioninclude

cost,risk,andpolitics.Ifachangeisabigdeal,thenit’sabigdealtomakeithappen.

•Overcomingentrenchedhabits.Mostofthetime,habitssimplifylifeandenablefast,safe,andgooddecisions.Buttheycanalsopreventtheadoptionofanew

ideathatchallengesthestatusquo.Enchantmentcanopenthedoorforconsiderationofsuchachange.

•Defyingacrowd.Thecrowdisn’talwayswise.Itcanleadyoudownapathofsilliness,suboptimalchoices,anddownrightdestruction.

Enchantmentisasnecessarytogetpeopletodivergefromacrowdasitistogetthemtojoinone.

•Proceedingdespitedelayedornonexistentfeedback.Ahighlevelofdedicationisnecessarywhenfeedbackisrareornotreadily

available,andyoureffortstakealongtimetoseeresults.Inthesecases,moderateinterestandsupportaren’tenough.Youmustdelightpeoplesothattheystickwithyou.Forexample,workingforabiotechcompanytakesagreatdealoffaith,because

bringingnewdrugstomarketcantaketenyearsormore.

Doanyofthesesituationssoundfamiliar?Theyshould,becausetheyarepresentwheneverpeoplearetryingtomaketheworldabetterplace.

WhatArePeople

Thinking?

Duringthe1980s,ApplefailedtosellMacintoshestothebusinessmarket.Thefundamentalflawofourapproachwasthatwedidnotunderstandwhatpotentialcustomerswerethinking.Indeed,webelievedtheyshouldleavethethinkingtous.Weweresoenchantedby

ourownproductthatwecouldnotunderstandwhyeveryoneelsedidnotfeelthesameway.That’swhenIlearnedthatonemustunderstandwhatpeoplearethinking,feeling,andbelievinginordertoenchantthem.Thefixistoimagine

yourselfasthepersonyouwanttoenchantandaskthefollowingquestions.Ifyoucan’tcomeupwith

reasonableanswers,don’texpectyourenchantmenttowork.

•Whatdoesthispersonwant?Youcan’tblamesomeoneforwonderingwhatyourmotivesare.Thisdoesn’tmeanthatyoushouldnotbenefit,butyoushoulddisclose

yourmotivationtoputheratease.

•Isthechangeworththeeffort?Thenextstepistohelpherunderstandhowyourcausetiesintowhatshewants.Thebenefitsofchangemustoutweighthecostsofchangeandthebenefitsofstayingthesame.Thefact

thatyouthinkchangeisworthwhileisnotenough;thepersonyou’retryingtoenchantmustbelievethis,too.

•CanIchange?Evenifchangeisworthwhile,canshedoit?Factorsthatpreventthechangeincludetheexpense,effort,and

riskthatyourchangerequires.Shemaydoubtthatshecanchangeevenifshewantstoandbelievesit’sworthit.

InthecaseofAppleinthe1980s,ourmotivationwastosellcomputers.WethoughtswitchingtoMacintoshwasworththeeffortbecauseofthegainsinproductivityand

creativity.ButweunderestimatedthedifficultyofalteringcorporatepoliciesandovercomingtheperceptionthattheMacintoshwaseasytousebutwimpyintermsofrawcomputationalpower.Byputtingyourselfinthe

mind-setofthepeopleyou’retryingtoenchant,you’llappreciatetheamountofchangethatenchantmentrequires.Itcantakeweeksor

monthsforenchantmenttooccur,soprepareforamarathon,notasprint.

WhereShouldYouDrawtheLine?

Enchantmentisnotaboutgettingyourwaysolelyforyourownbenefit.Tothecontrary,ifyouwantenchantmenttolast,other

peoplemustbenefit,too.Youalsoneedtodrawabrightlinebetweenethicalandunethicalactivities.Here’sagutchecktodeterminewhichsideofthelineyou’reon:

•Areyouaskingpeopletodosomethingthatyouwouldn’tdo?Ifyouwon’tdosomething,don’taskotherstodoit,

either.Askingpeopletodowhatyouwouldn’tdoiscalledmanipulationorcoercion,notenchantment,anditdoesn’tworkinthelongrun.

•Doyourinterestsconflict?Enchantmentenduresifyourinterestsarealignedwiththe

interestsofyourconstituencies.Alignmentmakesenchantmentbothethicalandmoreenjoyable.Ifyourinterestsaren’taligned,youshouldeitheralteryourinterestsorrethinkyourintendedmarket.

•Haveyouhiddenyourconflictsof

interest?Evenifyourinterestsarealigned—accordingtoyou,anyway—youshoulddiscloseyourstakeasanemployee,shareholder,orotherformofinterestedparty.There’snosuchthingastoomuchdisclosure.

•Areyoutelling

“noblelies”?Theslopeisslipperywhenthebigpictureorthegreatergoodseemstojustifythemeans.Thereisnosuchthing,however,asa“noblelie.”Thereareliesandtruths—andnothinginbetween.

•Areyou

enchantinggulliblepeople?Enchantinggulliblepeople—folkswhodon’thavetheabilitytodiscernthetruthorwhat’sbestforthem—isimmoral.Foolinggulliblepeopleiseasyandhappenseveryday,butdonotmistakethisforsuccess.Also,

enchantinggulliblepeopledoesn’timproveyourskills.Itwill,however,giveyouafalsesenseofcompetenceandmaybeturnyouintoacrook.

Ifyouansweryestoanyofthesequestions,thenyou’reanunethicalenchanter.Youreffortsmightworkforashort

while,butthekarmicscoreboardintheskywillcatchuptoyou.Takethisopportunitytotransformyourenchantmentandtoleavethedarkside.

ExamplesandHowtoUseThisBook

Behavioralpsychologyisthescienceofpulling

habitsoutofrats.—DouglasBusch

InthecourseofwritingEnchantment,Ireaddozensofbooksaboutpersuading,influencing,andwooingpeople.Manyofthesebookscitepsychologystudiesto“prove”whyyoushouldusevarioustechniques.WhenIcould,Ireadtheoriginalpapersandreports,andI

learnedafewthings:

•Inmuchoftheresearch,undergraduatestudentsweretheexperimentalsubjects.Ifnotstudents,thesubjectswereratsormice.They(collegestudents)representedasmallsegmentofthe

population,andmakingafewbucksorreceivingcoursecreditswasoftenthemotivation.Resultsfromthesestudiescanapplytoreal-worldcases,butyoushouldn’tassumetheydo.

•Scientistswerelookingfora“statisticallysignificant”

differencebetweenacontrolgroupandanexperimentalgroup,adifferencethattheycouldnotattributetochance.Theirsalientquestionwas,“Ifweweretorunthisstudyagain,whataretheoddswe’dgetthesameresult?”Statisticalsignificance,

however,doesnotalwaysrevealhowlargethedifferenceisbetweenthecontrolandexperimentalgroups.Scientistscallthisdifferencetheeffectsize.

•Thepeoplewhoconductedtheresearchwerescientists,andscientiststryto

understandandexplaintheworld.Theycareaboutgoodscientificresearch:controlsofvariables,objectivity,repeatability,fame,andfunding.

Youprobablyaren’tascientist.Youprobablydon’tcareaboutstatisticallysignificantgoodsciencethat

holdsupunderpeerreview.Youprobablydocareaboutabigeffectsize.Andevenifyoupreferscientificcontrols,let’sfacereality:timeconstraints,competitivereactions,seasonality,consumermoods,andcluelessmanagersarealreadykeepingyoubusy.Thetruthis,thereis

limitedblack-and-white,scientificproofofmanyenchantmenttechniques,and

that’sOK,becausetherightattitudeis:“Thistechniqueisinteresting.Maybeitappliestous.Let’sseeifitworks.”ThewaytouseEnchantmentistotrytheseideas,modifyandadaptthemasyougo,abandonthelosers,andrunwiththewinners.Iamgoingtoshowyouhowtochangetheworld,notunderstandit.

PersonalStories

Oneofmyfavoritepartsofmagazinearticlesisthelittlestorywithinthestory,calledasidebarorcallout.Donewell,thesestoriesarelikeascoopofvanillaicecreamontopofasliceofapplepie.Duringthefinalstagesof

writingthisbook,Iaskedpeopletosendmepersonalexamplesofenchantment.

Eachchapterendswithoneofthesestoriestoillustratereal-worldenchantmentintheperson’sownwords.Thestoriesoftenrelatetothesubjectofthechapterbutnotalways.SometimesIjustthoughttheywerecool.

MyPersonalStory,byEricDawson

EricDawsonisahigher-educationseniorstrategicaccountsmanagerforAppleinOklahomaCity,Oklahoma.Inthispersonalstory,heexplainshowa

Macintoshenchantedhiminthemidstofatragedy.

MYSTORYISHOWICAMETOWORKFORAPPLE.IN1996MYSON,Seth,wasbornwithaterminalneurologicaldisordercalledlissencephaly.Hecouldn’twalk,talk,orsitup,andwehadtotube-feedhim.Wewere

unabletoteachhim“causeandeffect.”IsetSethinfrontofa

MacintoshPerformarunningacustomprogramconnectedtoagamepaddle.OneminuteofTheLionKingwouldplay,andthenthecomputerwouldfreeze.Restartingrequiredtappingthepaddle.OnedayIcameinto

theroomwithouthim

knowing,andIsawhimteachhimselftohitthepaddle.Itwastheproudestmomentofmylife.IwenttoworkforAppleonemonthlater.SethpassedawayfifteendaysafterIstarted,buthehaddonehisjob.TothisdayIhelpempowerpeopleasanAppleemployee.

Chapter2HowtoAchieveLikability

Somecausehappinesswherevertheygo;others,

whenevertheygo.

—OscarWilde

Nowthatyouunderstandtheimportanceof

enchantment,wecanbuildafoundationtoimplementit.Steponeisachievinglikability,becausejerksseldomenchantpeople.It’struethatamagnificentcausecanovercomeapricklypersonality,butwhymakethingsharder?Thischapterexplainshowtomakeyourselfmorelikable.

MakeCrow’s-Feet

Let’sstartwiththefirstimpressionthatyoumake.Fourfactorscreateagoodone:yoursmile,yourdress,yourhandshake,andyourvocabulary.First,smileatpeople.Whatdoesitcosttosmile?Nothing.Whatdoesitcostnottosmile?Everything,ifitpreventsyoufromconnectingwithpeople.

Whilesmilingsendsaveryclearmessageaboutyourstateofmind,notsmilingcreatesanopeningformanyinterpretations,includinggrumpiness,aloofness,andanger—noneofwhichhelpsyouenchantpeople.Ifyoudon’tbelievesmilingisuseful,answerthesequestions:

•Doyouliketodobusinesswith

grumpypeople?•Doyouknowanyonewhodoes?

•Doyouthinkgrumpypeoplegetwhattheywant?

Thekeytoagreat,GeorgeClooneyesquesmileistothinkpleasantthoughts.Ifyou’regrumpyinside,it’shardtohaveasmilethatlightsuparoom.Themostyou’llaccomplishisafake

smile,andafakesmilewon’tmakepeoplelikeyou.

Afakesmileusesonlythezygomaticmajormuscle—theonethatrunsfromyourjawtothecornerofyourmouth.It’seasytocontrolthismuscle,soitleadstofakeorwhatwascalled“PanAmericansmiles”(calledthisbecausePanAmericanflightattendantssupposedlyweren’ttrulyhappytoseepassengers).Agreatsmileusesthe

orbicularisoculimuscle,too.

Thismusclesurroundsyoureyes,anditmakesyousquintandproducescrow’s-feet.Arealsmileissospecialthatithasitsownname:theDuchennesmile,inhonorofGuillaumeDuchenne,aFrenchneurologist.Sowhenyoumeetpeople,

thinkpleasantthoughts,fireuptheorbicularisoculimuscle,andmakecrow’s-feetsodeeptheycanholdwater.Callthemlaughlines

instead,ifthismakesyoufeelbetter.Andforthesakeofyoursmile,skiptheBotoxtreatmentsandface-lifts.

DressforaTie

Distrustanyenterprisethatrequiresnewclothes.

—HenryDavidThoreau

Thesecondfactorishowyoudress.Thisistheonetimeyouwantatie(nopunintended),notavictoryoraloss.Overdressingsays,“I’mricher,morepowerful,andmoreimportantthanyou.”Underdressingsays,“Idon’trespectyou.I’lldressanywaythatIplease.”Equaldressingsays,“We’repeers.”Myrecommendationistoparkyourego.Youdon’thaveto“makeastatement”

andtrytoshowpeopleyouhavemoney,power,orgreattaste.Thegoalislikability—notsuperiority.Thatsaid,yourdress

shouldn’tconflictwithwhatyoustandfor.Forexample,ifyou’reanoutside-the-box,innovative,andrevolutionarythinker,thenathree-piecesuitwithabowtiewon’tcutit.Inthesameway,ifyou’retheadultsupervision,thenaT-shirtandjeanswon’twork,

either.Dressingforatiewhile

stayingtruetoyourmessagecancreateanissue:Whatifmatchingyouraudienceconflictswithyourmessage?Forexample,shouldyouwearjeansorasuitwhenyou’retheadultsupervisioninacompanywithajeans–and–T-shirtatmosphere?JohnSculleyfacedthis

issuewhenhecametoworkatApple.Hechoseto

embracethejeanslookalthoughhewastheadultsupervision.Idon’tthinkhewasevercomfortableinjeans,andemployeesneverconsideredhim“oneoftheguys.”Ifyouencounterthis

situation,herearetworecommendations:First,askpeopleintheorganizationwhattodo.Atleastthisshowsyouaresmartenoughtoaskandflexibleenoughto

listen—whicharebothvaluablemessagesinthemselves.Second,exceptforcases

wheredoingsoisorganizationalsuicide,dressinamannerthatmakesyoufeelcomfortable.It’shardtoenchantpeoplewhenyou’reuncomfortable,andbesides,there’ssomethingenchantingaboutapersonwhoiswhosheisandletsitrip.

PerfectYourHandshake

Thethirdfactorinfirstimpressionsisyourhandshake.Fortunately,GeoffreyBeattie,headofpsychologicalsciencesattheUniversityofManchester,cameupwiththisformulafortheperfecthandshake:

PH=√(e2+ve2)(d2)+

(cg+dr)2+π{(4<s>2)(4<p>2)}2+(vi+t+te)2+{(4<c>2)(4<du>2)}2

Whereeiseyecontact(1=none,5=direct),optimumvalue5;veisverbalgreeting(1=totallyinappropriate,5=totallyappropriate),5;disDuchennesmile—smilingineyesandmouth,plussymmetry

onbothsidesofface,andsloweroffset(1=totallynon-Duchennesmileorfalsesmile,5=totallyDuchenne),5;cgcompletenessofgrip(1=veryincomplete,5=full),5;drisdrynessofhand(1=damp,5=dry),4;sisstrength(1=weak,5=strong),3;pispositionofhand(1=backtowardown

body,5=inotherperson’sbodilyzone),3;viisvigor(1=toolow/toohigh,5=mid),3;tistemperatureofhands(1=toocold/toohot;5=mid),3;teistextureofhands(1=toorough/toosmooth,5=mid),3;ciscontrol(1=low;5=high),3;andduisduration(1=brief;5=long),3.*

Ifyouweren’tamathmajor,allowmetotranslatethisequationintoplainEnglish:

•Makeeyecontactthroughout.

•Utteranappropriateverbalgreeting.

•MakeaDuchennesmile.

•Griptheperson’shandandgiveitafirmsqueeze.

•Standamoderatedistancefromtheotherperson:notsocloseastomakehimuncomfortableorsofarawayastomakehimfeeldetached.

•Makesureyourhandiscool,dry,andsmooth.

•Useamediumlevelofvigor.

•Holdthehandshake

fornolongerthantwotothreeseconds.

We’realmostdonewithcreatingagreatfirstimpression.Thenextstepistoworkonthewordsthatyouusewhenspeakingtopeople.

UsetheRightWords

Thefourthfactorisyour

vocabulary.Wordsarethefacialexpressionsofyourmind:Theycommunicateyourattitude,personality,andperspective.Wrongwordsgivethewrongimpression,soheedtheserecommendations:

•Usesimplewords.Whenyouusewordspeoplehavetolookupinadictionaryorsearch

forinWikipedia,you’vefailed.AstheDanishproverbgoes,“Bigwordsseldomaccompanygooddeeds.”

•Usetheactivevoice.Considertheimpactofthesetwophrases:“Usetherightwords”versus“Therightwordsshouldbeusedbyyou.”Thepassive

voiceiswimpyandinefficient.Enchantersusetheactivevoice.

•Keepitshort.Intenyearsoflisteningtoentrepreneurs’pitches,I’veneverheardonethatwastooshort.Ifpeopleareinterested,they’llaskformoreinformation.If

they’renot,providingmoreinformationwon’tswaythem,sousefewerwordstoexpressyourself.

•Usecommon,unambiguousanalogies.Twocommonanalogiesthatpeopleusearewarandsports.Onwar:Manypeoplehavenotfoughtina

war,andthosewhohavewilltellyouthatwarisconfusion,death,andpainmorethanglory,victory,andleadership.Also,warshaveawinnerandaloser,whereasthegoalofenchantmentismutuallyassuredsatisfaction.Finally,war

analogiesareineffectiveatenchantingwomen.Onsports:Sports

analogies,ontheotherhand,areeffectivebecausemanypeopleofbothgendersplaysports.Nevertheless,sportsarespecifictocountries—tryusingacricketanalogyonAmericans,*“It’s

thirddownandten,soweneedtogodeep”onIndians,or“We’lldekethecompetitionandgotopshelf”onSouthAmericans.Ifindoubt,useanalogiesthatarespecifictothecultureofyouraudienceorsticktocommononesinvolvingkidsandfamilylife.

Peopleoftenoverlookthechoiceofwords,likethechoiceofclothing,whentheypresentthemselves.Thelistoffundamentalsisnowcomplete:smile,dress,handshake,andwords.Wecanmoveontoourattitude.

AcceptOthers

Forpeopletolikeyou,theyhavetoacceptyou.For

peopletoacceptyou,youhavetoacceptthem.Herearefourobservationsthatwillhelpyouacceptothersincaseyouhavedifficultydoingso:

•Peoplearenotbinary.Peoplearenotonesorzeros,smartordumb,worthwhileorworthless.Everyonehas

strengthsandweaknesses,positivesandnegatives,competenciesanddeficiencies.

•Everyoneisbetterthanyouatsomething.Peoplewhodon’tacceptothersoftenthinktheyaresuperiortoeveryone.Butnooneissuperiorto

everyoneineveryway.Youmaybearichinvestmentbanker,butthepersonyoulookdownuponmaybeagreatteacher.

•Peoplearemoresimilarthantheyaredifferent.Atabasiclevel,almosteveryonewantstoraiseafamily,dosomething

meaningful,andenjoylife.Thisistrueacrossraces,cultures,creeds,colors,andcountries.Ifyoulooked,youwoulddiscoverthatyouhavealotincommonwithpeoplewhomyoudon’tlike.

•Peopledeserveabreak.Thestressed

andunorganizedpersonwhodoesn’thavethesameprioritiesasyoumaybedealingwithanautisticchild,abusivespouse,fadingparents,orcancer.Don’tjudgepeopleuntilyou’vewalkedakilometerintheirshoes.Givethemabreakinstead.

Deathisthegreatequalizer—wealldieequalasalumpoftissue,bone,andfluid.Whilewe’reliving,weneedtogetoverourselvesandacceptothersifwewanttoenchantpeople.

GetClose

Arethepeopleyouliketheonesyouseeallthetime?Maybethere’ssomething

elsegoingon.Maybethefactthatyouseethemoftenisthereasonyou’vecometolikethem.Closeproximityand

frequentcontactmeanyouinteractwiththemmore,andyourrelationshipcanmoreeasilyprogressfromacquaintancetofriendbecauseofcasualandspontaneousencounters.Inotherwords,presencemakestheheartgrowfonder.

Unfortunately,largecompanies,virtualorganizations,anddigitalcommunicationworkagainstphysicalproximity.Electronic/virtual/digitalinteractionisgoodformaintainingrelationships,butpressingfleshisbetterforcreatingrelationships.Thisisthemainreasontogetoutofyourchairandjumpintotheanalogworld.CompanieslikeZappos,

theonlineshoecompany,havefiguredoutwaystofightisolation.Forexample,Zapposemployeesworkinanopen,few-wallsenvironmentthattheypersonalizetothehilt.ZapposalsoturnedtheemployeeentrancesandexitsatitsLasVegasbuildingintoemergency-onlyexits,sopeoplebumpintoeachotheratthemainentrance.

TheenchantedandenchantingZapposcrew.

Zapposevendigitizedclosenessforitsfar-flungworkforce.AfterZapposemployeesentertheirnameandpasswordinthe

computersystem,thesoftwarepresentsthemwithapictureofarandomlyselectedcolleague.Employeesthentakeamultiple-choicetesttonametheperson.Aftertheymakeaselection,thesystemdisplaystheperson’sprofileandbio.TheBrafmanbrothers,in

theirbookClick:TheMagicofInstantConnections,sumuptheprinciplethisway:“…thesinglemostimportant

factorindeterminingwhetherornotyouconnectwithanotherpersonisneitherpersonalitynormutualinterests—itissimpleproximity.”*SogetupandEBWA(enchantbywanderingaround).

Don’tImposeYourValues

IwishtheywouldonlytakemeasIam.

—VincentvanGogh

Ahealthorganizationoncetriedtoscareteensfromsmokingmarijuanabytellingthemthatyoungpeoplewhosmokeditwerefivetimesmorelikelytoengageinsex.Thinkaboutthat:Wouldthispitchencourageor

discourageteenagersfromsmokingtheevilweed?Atbest,theansweris,

“Notclear.”Thisexampleillustratesthedangerofprojectingyourvaluesonothers:Doingsocanleadtotheoppositeofwhatyou’retryingtoaccomplish.Attheleast,itmightmakepeopleresentyourheavy-handedness.Instancesofpeople

imposingvaluesonothers

andstillsucceedinginenchantingthemarerare.Maybetheybludgeonedfolksintosubmission,butthat’snotenchantment,andtheycanonlysustainsubmissionthroughbruteforce.Truly,thebestenchanterssavorthedifferencesamongpeople’svaluesanduseaninclusivemodel.Thepositioningof

Facebookisanexampleofnotimposingvalues.Early

on,theservicefocusedontheyouthmarketandastudent-centriccustomerbase.Overtime,Facebookabandonedthisfocusandconcentratedonaninclusivemodelforpeopleofallages.Asaresult,multiplegenerationsoffamiliesarenowontheservice,andFacebookhasmoreusersthanthepopulationsofmostcountries.

PursueandProjectYourPassions

InthevillageofAuvers-sur-Oise,nineteenmiles(thirtykilometers)outsideParis,thereisasmallhousecalledAubergeRavoux.ThisiswhereVincentvanGoghlivedbeforehecommittedsuicidein1890.Hefinishedseventy-fivepaintingsinthelastfewmonthsofhislifein

thevillage.OnJuly21,1985,

Dominique-CharlesJanssenswasinacaraccidentinfrontofAubergeRavoux.Whenhereviewedtheaccidentreport,helearnedofthesignificanceofthelocationandbecameintrigued.Onethingledtoanother,andin1987hepurchasedtheproperty.Overtime,hisfamilyinvested$6.4million(€5million)initsrestoration,andheisthe

presidentofInstitutVanGogh,theorganizationthatoperatesthefacility.Janssensisahistorian,

restaurateur,andVanGoghevangelist.HehasdedicatedhislifetothepreservationofVanGogh’smemoryandtomakeVanGogh’swishcometrue:“SomedayorotherIbelieveIshallfindawayofhavinganexhibitionofmyowninacafé.”JanssenslivesandbreathesVanGogh,and

thatmakeshimaworld-classenchanter.HeisthemostpassionatepersonI’veevermet,andI’vemetthousandsofpassionatepeople.

Janssensenchantinghisguests.

Janssensenchantinghisguests.

Janssensisagreatexampleofhowpursuingandprojectingyourpassionscanmakeyouenchanting.Somepeople,likeJanssens,dedicatethemselvestotheirpassions.Otherssupplementtheirliveswithadditionalpassions:

Name Position Passions

Scott Co-founderof Hockeyand

McNealy SunMicrosystems

golf.HebuiltarinkinhisbackyardinSiliconValley.

BillFord Executivechairmanoftheboard,FordMotorCompany

Taekwondo,hockey,andfolkguitar(“BillyGotBack”ishisbiggesthit).

Norio CEOofSony Opera.Hegot

Ohga ajobatSonybecausehecomplainedaboutthequalityofSony’staperecorders.

GeorgeS.Patton

GeneralofU.S.Army

Sailing.Patton’sboatwascalledtheWhenandIf,referringtowhenandif

PattonreturnedfromWorldWarII.

TimFerris

AuthorofThe4-HourWorkWeek

Breakdancing,ofallthings.

AlbertEinstein

Physicist Violin:“Iknowthatthemostjoyinmylifehascometomefrommy

violin.”

GeenaDavis

Actress Archery.Shecamein24thoutof300womentryingoutforthe2000OlympicsUSAarcheryteam.

GuyKawasaki

Goodquestion

Hockey.

Whatareyourpassions?Doyouhidethemunderabushel?Instead,telltheworldthatyoulovecooking,hockey,NASCAR,orknitting—whateveritis—becausepursuingyourpassionsmakesyoumoreinteresting,andinterestingpeopleareenchanting.

FindSharedPassions

TwosocialscientistsfromEnglandnamedNeilRackhamandJohnCarlislefoundthatthebestnegotiatorsspend40percentoftheirpreparationtimefindingsharedinterestswiththeotherparty.*Doyouinvestthismucheffortwhenyouinteractwithpeople?Thefirststeptofinding

sharedpassionsistopursueandprojectyourownpassions,asIexplainedabove.Thenyoucanacceleratefindingsharedpassionsbytakingthesesteps:

•Assumeeveryonehaspassions.Everyoneispassionateaboutsomething.It’syourjobtofindout

whatitis.Goodstartingpointsarekids,sports,travel,andfood.Ifthepersonhasnopassions,hemightnotbeworthenchanting.

•Assumeyouhavesomethingincommon.Ifyouassumeyoushareinterestswithpeople,youwill

findthem.Ifyouassumeyoudon’t,youwon’tfindanything,becauseyouwillgiveuptooeasily.

•Doyourhomework.Asuccessfulenchanterisadiligentone.Backintheday,peoplehadtomaketripstothelibrarytoread

backissuesofnewspapersandmagazinesandout-of-datedirectoriestolearnaboutpeople.NowyoucansearchforpeopleonGoogle,readtheirwallsonFacebook,accesstheirprofilesonLinkedIn,andreadtheirlatestthoughtsonTwittertofind

sharedinterests.

Findingsharedpassionsisagreattooltodevelopingrelationships.Inmycase,whenstrangerstellmetheyplayhockey,theylowermyresistancetotheirpitchbecausewehavesomethingincommon.Ifnothingelse,Irespectthemformakingtheefforttolearnmypassion.InmanycasesI’veended

upplayinghockeywiththem

andthenlisteningtotheirpitch.Ilearnedabouttheirbusiness,andtheylearnedthatI’mamuchbetterevangelistthanahockeyplayer.Thepointisthatfindingsharedpassionsbreaksdownbarriers.

CreateWin-WinSituations

Likablepeoplecreatewin-winoutcomesinwhicheveryonegainssomething.NeileMcQueenToffel,SteveMcQueen’sfirstwife,toldthisgreatstorytomyfriendJonWinokur,authorofThePortableCurmudgeon.Latein1963,PaulNewman,JamesGarner,SteveMcQueen,andNeilewenttoacarraceinRiverside,California.OnthewaybacktoLos

Angeles,Neilehadtousethebathroom,sosheinsistedthattheystopataservicestation.Unfortunately,thelinefortheladies’roomwaslong,andNeileknewthemenwouldgetangrybecausetheywantedtobeatthetrafficbacktothecity.Soshewentuptothegirls

standinginlineandsaid,“Hey,doyouknowthere’sacarfullofmoviestarsaroundthebend?”

“Who?”theyaskedinunison.“Why,there’sSteve

McQueen,there’sPaulNewman,andthere’sJamesGarner!”saidNeile.Withthat,thegirlslooked

atoneanotherandranlikecrazytothecar.Neiledidn’thavetowaitinalineanymore,andshenevertoldtheactorshowthegirlsfoundthem.Thiswasawin-win-win:

Neilegotintothebathroom,thegirlsmetsomefamousmoviestars,andthemengotbackontheroadinlesstime.Onewaytogetpeopletolikeyouistocreatewin-winoutcomes.

Swear

Taboowordspersistbecausetheycanintensifyemotionalcommunicationtoadegree

thatnontaboowordscannot.

—TimothyJay

Swearingcanarouseattention,buildsolidarity,demonstratestrength,releasetension,andconveyinformality,soitcanincreaseyouracceptancebyallbutveryprudishpeople.Forexample,onJune6,2009,LeoLaporte,founder

ofatechnewssitecalledThisWeekinTechnology,andMichaelArrington,founderofanothertechnewssitecalledTechCrunch,gotintoanargumentonapodcastcalledTheGillmorGang.LeomentionedhowmuchhelikedanewphonecalledthePre,fromPalm,andthisconversationtookplace:

Arrington:Holdon,

holdon.DidyoupayforthePre?Let’sgetthedisclosuresoutofthewayrightaway.

Laporte:Thisisaone-weekreviewunit.Icouldn’tgetoneandunfortunatelyIdon’tthinkI’llbeabletogetone.Iwasgoingtogetonethisafternoon.

Arrington:OK,soyou

gotafreePre.You’reoneofthefewpeoplethatgotaPre.

Laporte:Notatall.Ithinkquiteafewreviewersgotone.Yeah,Scoblehasone.Mike,that’sreallyBS,andI’mreallypissedoffthatyouwouldimplythatinsomewaythatthisquote,freePre,thatIsendbackinsevendays,

wouldinanywaypredisposeme.Screwyou.

Arrington:Whatareyougoingtodoaboutit?

Laporte:Mike,youaresuchatroll.Screwyou.I’mnotkidding,screwyou,youasshole,screwyou.

Arrington:Idon’tthinkhe’sbeingserious.

Laporte:I’mbeingveryserious,Mike,that’sbullshit.

Arrington:Howisitbullshit?

Laporte:I’minfuriated.I’minfuriatedthatyouwouldimplythatbecauseIhaveareview

unit,thatwouldsomehowinfluenceme.Screwyou.I’mthrowingyoualloff.F&#!you,guys.

AsIreadthesituation,ArringtonknewperfectlywellthatcompaniessendnewproductstopeoplelikeLaporte.Infact,ArringtonprobablygetsasmuchstufffromcompaniesasLaporte.Arringtonwastryingto

createacontroversyforthesakeofcreatingacontroversyeventhoughheknewthatLaportehaddonenothingimproper.Laporte’suseofprofanity

showedthathewasjustaregularguywhowasn’tgoingtoputupwithbullshiitake.Overthenextfewdays,hundredsofpeoplewroteintosupportwhathehaddone.Ifyou’regoingtoswear,however,youmustabideby

theserulessothatitdoesn’tworkagainstyou:

•Swearinfrequently.Peoplewhoswearonadailybasiscomeoffascrude,andwhenusedregularly,profanitylosesitseffectiveness.Laporteseldomswearsduringhis

appearances,sotheaudienceknewhewasupsetbyArrington’sassertion.

•Swearonlyincasesofforehead-smackinghypocrisy,arrogance,intentionalinaccuracy,anddishonesty.Inotherwords,you

typicallydon’tswearbutyoucouldn’tcontrolyourselfinaparticularinstance.Arrington’sinsinuations,forexample,werehypocriticalandinaccurateandmeritedaharshlywordedresponseinsteadofapoliteone.(Thisiscalled

dysphemisticswearing,ifyouwanttoimpresssomeonewithyourknowledgeoftheintricaciesofprofanity.)*

•Swearonlywhentheaudiencesupportsyou.Swearingseldomworksiftheaudienceisn’tpositivelyinclined

toyouandyourmessage.Itusuallybackfiresandmakesahostileaudienceevenmorehostile.TheGillmorGangshowwasrunningonLaporte’ssite,andhewasthehostthatday.Mostofthepeoplewhowatchtheshowaretherebecausetheylike

him.Asthequantityofsupportivee-mailsshowed,theaudienceclearlysupportedLaporte.

•Softenyourprofanity.Usewordslikecrapandsuck,whicharestrongenoughtodothetrickbutarelesslikelytooffendanyone.Youcan

alsodowhatIdoandusebullshiitakeasmygo-toswearword—it’stechnicallyaspecialkindofbovinemushroom,notprofanity.Andifsomeoneisarealjerk,youcanalwayscallhimanorificewithoutusingthea-holeword.

Swearingisnotwithoutrisk,butyoucannotbuildrapportwithpeoplewithouttakingrisks,sodropafewswear-bombswhenthesituationgenuinelycallsforit,andseewhathappens.Donot,however,sweartointimidateorhumiliateapersonifyouwanttomakeswearingworkforyou.Thisissimplyunacceptable.Awordtowomen

regardingswearing.Circa

2010,thereisstilladoublestandard,anditislesssociallyacceptableforwomentoswearthanmen.Hence,manywomenfeelcomfortableswearingonlyinthepresenceofotherwomenorwithpeoplewhoaretheirpeers.MyadviceisthatyouheedtherulesthatIprovidedabove,andletitrip,becausethebestwaytodestroyadoublestandardistodefyit.

DefaulttoYes

Thefinalwaytobecomelikableistoadoptayesattitude.Thismeansyourdefaultresponsetopeople’srequestsisyes.Don’tbealarmed:Thisisn’tariskypractice,becausemostrequestsatthebeginningofarelationshiparesmall,simple,andeasy.Ayesbuystime,enables

youtoseemoreoptions,andbuildsrapport.IlearnedthisfromaceschmoozerDarcyRezac,authorofTheFrogandthePrince:SecretsofPositiveNetworking.Hedefinesgoodnetworkingasalwaysthinkingabouthowyoucanhelppeoplewhenyoumeetthem.Bycontrast,anoresponse

stopseverything.There’snoplacetogo,nothingtobuildon,andnofurtheroptionsare

available.Youwillneverknowwhatmayhavecomeoutofarelationshipifyoudon’tletitbegin.Atleast,think“notyet”insteadofno.Tomakeadefaultyes

work,youmustassumepeoplearereasonable,honest,andgrateful.Everyoneisn’talwaysreasonable,honest,andgrateful,butmostpeopleare,andyoucanliveyourlifeinoneoftwoways:thinking

peoplearebaduntilprovengoodorthinkingthey’regooduntilprovenbad.Takemywordforit:More

peoplewilllikeyouifyoubelievepeoplearegooduntilprovenbad.

MyPersonalStory,byFranShea

FranSheaistheformerpresidentofE!EntertainmentTelevisioninLosAngeles,California.Inthispersonalstory,sheexplainshowHowardStern’slikability

enchantedher.

ITBEGANASDESPERATION:IWASTWELVEMONTHSINTOBUILDINGtheprogrammingplanforE!EntertainmentTelevisionbackintheearlynineties.Iwasheadofprogramming.Weneededabigmove.Theidea:TheHoward

SternShow.Theobstacles:

•HisradiopopularitywasclimbingbecausehehadjustlaunchedinLosAngelesonapopularradiostation.Hisstations,onceEastCoastbased,

weremultiplying,becausehisshowwassimulcastinmoreandmorecities,sohedidn’tneedanaffiliationwithanunknownstart-uponhisrésumé.

•Hewasdiscouragedby

arecentattemptattelevision,havingbeendisappointedbytheproducersandexecutivesatalocalvenue.Hewasveryputoffbytelevision.

•Hewastremendously

busy.Hisshowwasfourtofivehoursperday,fivedaysaweekplusproductionandmeetings.Hewasalsoadedicatedfamilyman.

•HewasinNewYork.E!wasinLosAngeles.

•Hewas

waaaaaytooexpensiveforourlittlecablechannel.

•Hisagentisamongthesmartestinourbusiness.

Ameetingwasset.Therewasmagicintheair.Howardwascharming.Iwasenchantedbyaman

whosereputationdoesn’tconjurethatexpectation.Themeetingwasfunnyandlight,andIwassurprisedbecauseIhadboughtintohisshock-jockreputation.Howardwasdisarming,withallthetalentofaseasonedcomedian(whichheis).Howard’spersonamaskshisprofessionalism.Enchantmentcomesin

manydisguises,itseems.

Itturnsoutthatmydesperationfueledagreatpitch.IwascertainIcoulderasehisobjectionsaboutputtinghisradioshowontheair.IhadworkedwithmanycomediansovertheyearsasaproduceratHBO,andIcouldtellhewasaverytalentedperformer.Iwentintosellmode.

Therewasanincrediblyunlikelymeetingofthe

minds.Irememberalotoflaughteraswebegantopositionourselvesforaneventualdeal.Thiswasthesurprise:Thismeetingwassoimportanttome,butIwashavingsomuchfun.Iguessitwasbecauseadealwassounlikelythatthemeetingwassounusual,solight,so“enchanting”!Wegenuinelyliked

eachother,andIbelieveitbecameobviouswecoulddosomething“different”together.Howardisallabout“different.”Overtime,wecraftedadealthatwouldhelpputE!onthemap,andTheHowardSternShowrannightlyformanyyearsonE!

*“ScientistsDeviseGuidetothe

PerfectHandshake,”Physorg.com(blog),July16,2010,www.physorg.com/news198475137.html.

*Idon’tknowenoughaboutcrickettoprovideanexample!

*OriBrafmanandRomBrafman,Click:TheMagicofInstantConnections(NewYork:BroadwayBusiness,2010),61.

*RichardG.ShellandMarioMoussa,TheArtofWoo:UsingStrategicPersuasiontoSellYourIdeas(NewYork:Portfolio,2007),156.

*Dr.StevenPinker,“TheStuffofThought:LanguageasaWindowinto

HumanNature,”September10,2008,www.youtube.com/watch?v=yyNmGHpL11Q.

Chapter3HowtoAchieveTrustworthiness

Everysalehasfivebasicobstacles:noneed,no

money,nohurry,nodesire,notrust.

L

—ZigZiglar

ikabilityishalfthebattleoftheenchantingnew

you.Theotherhalfisachievingtrustworthiness,becausepeoplecanlikesomeonebutnottrusthimenoughforenchantmenttooccur.Thischapterexplainshowyoucandeserveandgainthegenuinetrustof

others.

TrustOthers

IfTonyHsieh,theCEOofZapposandauthorofDeliveringHappiness:APathtoPassion,Profits,andPurpose,hadtoldmethathewasstartingabusinessthatdependedonwomenbuyingshoeswithouttryingthemon,Iwouldhavetoldhimhewas

nuts.Imean,therewasnowaymywifewouldbuyshoesthisway.Iwaswrong,andthere’saconstantflowofZapposboxesintoourhouseaswellasthehousesofthousandsofotherwomen(andmen).Zapposisbuiltontrust—

two-waytrust,actually.WomentrustZappos’smoney-backguaranteewithfreeshippinginbothdirections,andZappostrusts

womennottoabusethisprivilegebyreturningshoestheyhaveused.Peoplewhodon’ttrust

othershaveoftenhadbadexperiencesthatcausethemtoembraceadistrusting,kill-or-be-killedphilosophy.However,ifyouwantpeopletotrustyou,youhavetotrustthem.Considerwhatyouhaveto

lookforwardto:Whenpeopletrusteachother,they

stopplayinggames,theylookbeyondtemporaryproblems,andtheyexposethemselveswithlesshesitation.Goodenchantersarelikable,butgreatenchantersarelikableandtrustworthy.Getthisright:Thefirst

stepistotrustothers—asZappostrusteditscustomersnottoabusetheabilitytoreturnshoeswithfreeshipping.Therestofthis

chapterexplainshowtoincreaseyourowntrustworthinessandhenceyourabilitytoenchant.

BeaMensch

Weshouldgiveaswewouldreceive,cheerfully,quickly,andwithouthesitation;for

thereisnograceinabenefitthatstickstothefingers.—

Seneca

MenschisaGermanwordfor“humanbeing,”butitsYiddishconnotationfarexceedsthisdefinition.Ifyouareamensch,youarehonest,fair,kind,andtransparent,nomatterwhomyou’redealingwithandwhowilleverknowwhatyoudid.MybuddyBrunaMartinuzzi,authorofTheLeaderasaMensch:BecometheKindof

PersonOthersWanttoFollow,compiledalistoftenwaystoachievemenschdom.*Hereismyparaphraseofherinsights:

1.Alwaysactwithhonesty.

2.Treatpeoplewhohavewrongedyouwithcivility.

3.Fulfillyourunkeptpromisesfromthepast.

4.Helpsomeonewhocanbeofabsolutelynousetoyou.

5.Suspendblamewhensomethinggoeswrongandask,“Whatcanwelearn?”

6.Hirepeoplewhoareassmartasorsmarterthanyouandgivethemopportunitiesforgrowth.

7.Don’tinterruptpeople;don’tdismiss

theirconcernsoffhand;don’trushtogiveadvice;don’tchangethesubject.Allowpeopletheirmoment.

8.Donoharminanythingyouundertake.

9.Don’tbetooquicktoshootdownothers’ideas.

10.Shareyourknowledge,expertise,

andbestpracticeswithothers.

I’daddtwomorewaystoachievemenschdom:

•Focusongoodwill.Menschesfocusongoodwill—thatis,positiveactionsthatmaketheworldabetterplace.Peopledistrustthosewhofocuson

improvingtheirownpositionandwhodenigrateothers.

•Givepeoplethebenefitofthedoubt.Youknowthatmytheoryisthatpeoplearegooduntilprovenbad.Ialsobelievethatseveralbadexperiencesarenecessarytoprove

anyonebad.MybackuptheoryisthatgoodpeoplecandobadthingsbecauseofcircumstancesthatIdon’tunderstand.Thisdoesn’tmeantheyarebadpeople.

JonWinokur,theauthorwhotoldmeNeileMcQueenToffel’sstoryaboutthe

service-stationbathroomline,gottoknowherbecausehe’sthecoauthorofJamesGarner’sbiography,JamesGarner:MemoirsofaHollywoodMaverick.(TheMcQueenswerefriendsofGarner.)Coauthorsusuallygeta

flatfeewithnoroyaltyforthiskindofproject.OnedayGarner’smanagercalledWinokurandsaid,“Jimtoldmetotellyouthathewants

thebooktobeafifty-fiftysplitallthewaydowntheline,”andafewweekslaterWinokurreceivedthecontractwithGarner’ssignaturealreadyonit.Winokurisalsoamensch

becauseheacknowledgedandthankedGarnerforthegenerosity.WhenWinokurdidthis,Garnerasked,“Whatgenerosity?”Winokurreplied,“You’ve

justhandedmehalfofavery

valuablepropertywhenyoucouldhavehadmeforafractionofit.”“Really?”Garnerasked,

“Whydidn’tyoutellmebefore?”OfcourseGarnerknewwhathewasdoingallalong,buthewastoogracioustotakecreditforit.Inotherwords,Garnerwassaying,“Don’tmenschionit.”Ifyouwantpeopleto

rememberyouasaperson

whohelpedothersandmadetheworldabetterplace,beamensch.It’sthatsimple.

DiscloseYourInterests

Immediateandcompletedisclosureofyourinterestsisakeycomponentoftrustworthiness.AsImentionedearlier,people

willalwayswonderwhatyourmotivationis,soyoushouldgetthisoutoftheway.Mostpeoplewon’tcare

thatyouareaninterestedorconflictedpartyaslongasyoudisclosetherelationship.Weallneedtomakealiving.Damagetoyourtrustworthinessoccursifpeoplebelievethatyoudon’thaveanyfinancialinterestsandfindoutlaterthatyoudo.

Also,ifyou’retryingtoenchantpeoplebecauseyouloveacause,disclosureisgoodmarketing.Itmeansyoubelieveinthecausesomuchthatyouhavechosentoworkforit.Forexample,IlistthecompaniesthatIhaveinvestedinoradviseonmyblog.IevencallthelistmyAlignmentofInterests,asopposedtoConflictsofInterests,becauseIbelievemyinterestsarealignedwith

theinterestsofbothmyreadersandthesecompanies.

GiveforIntrinsicReasons

AccordingtoRobertB.Cialdini,authorofInfluence:ThePsychologyofPersuasion,retiredprofessorfromArizonaStateUniversity,andall-around

godfatherofinfluence,thegovernmentofEthiopiasentmoneytoMexicoafteranearthquakestruckthecountryin1985.Ethiopiadidthisdespiteitsowncrushingeconomichardships,becauseMexicohadsupportedEthiopiaafteranItalianinvasionfiftyyearsearlier.Ethiopia’sactionisan

exampleofreciprocity,theactofreturningafavor,agift,orassistance.Thereare

threeformsofreciprocity.Thefirstoccurswhenyoudosomethingwiththeexplicit,quidproquoexpectationofreceivingsomethinginreturn.Thisisatransaction,anditcanwork,butitisn’tenchantment.Thesecondformof

reciprocityinvolvesdoingsomethingasaninvestmentinthefutureor“payingitforward.”Thisisn’tatransaction,becausethegive

andthegetarenotexplicitandcloselytimed.Infact,thereciprocationmayneveroccur,butthere’sthepossibilitythatitcould.Thistypeofreciprocationcancreateenchantment.Thethirdformof

reciprocationoccurswhenyoudosomethingforintrinsicreasons,suchashelpingothers.Thisisthepurestformofreciprocity,becauserecipientsoften

cannotrepayyou—forexample,someonelyingonthesideoftheroadtoJericho.Butasmymotherusedtosay,“Akuasabe”(thegodsknow).Thisformofreciprocityincreasesyourtrustworthinessthemostandcausesthemostenchantment.

GainKnowledgeandCompetence

Knowledgemeansyouhaveexpertise,thankstoyoureducationorexperience.Evidenceofknowledgeincludesacademicdegrees,employmenthistory,customerreferences,certifications,awards,andotherformsofrecognition.Competenceisdifferent

fromknowledge,becauseknowingisnotthesameasdoing.Competencemeansthatyouhaveprogressed

beyondknowingwhattodo,todoingwhatyouknow.IstruggledtofindanexampleofknowledgeandcompetenceuntilIrealizedthatIwaslisteningtoonealmosteveryday:TerryGross,executiveproducerandhostofFreshAironNationalPublicRadio.Grosspersonifies

enchantmentwithherlow-key,conversationalyetprobinginterviews.TheSan

FranciscoChronicledescribedherinterviewsas“aremarkableblendofempathy,warmth,genuinecuriosity,andsharpintelligence.”Sheisknowledgeandcompetence.IfyoulistentoNational

PublicRadioontheweekends,there’salsoPeterSagaldemonstratingthesameknowledgeandcompetenceonWaitWait…Don’tTellMe!,thenews

quizshow.Sagalisanaccomplishedplaywright,butwhocaresaboutthat?Heisamazingatcomingupwiththeinstant,pricelessretort.Nooneskewersrich,famous,andpowerfulpeoplefortheirstupidity,arrogance,andcluelessnessbetterthanhe:

WhenTonyHaywardtookthereinsofBPin2007,hepledgedtofixthecompany’ssafety

problems,andprioritynumberonewasavoidingunpleasantcoffeeburns.Prioritynumberfourhundred:notruiningtheworld.SoatBP,many

hallwaysattheirheadquartershaveasignimploringemployeesnottowalkandcarrycoffeeatthesametime.Workplacehot-beverage-related

incidentsarewaydown.Sofollowingthesuccessofthatcoffeesafetyplan,crewsarenowpostingsignsonalltheirdeepwaterwells,saying,“Pleasedonotspillalltheoilintotheocean.”(July17,2010)

Knowledgeisgreat.Competenceisgreat.Butthecombinationofbothencouragespeopletotrust

youandincreasesyourpowersofenchantment.Andinthisworld,thecombinationisabreathoffreshair.

ShowUp

Youcanembodythequalitiesofmenschdom,knowledge,andcompetence,buttheywon’tmatterifyoudon’tshowup—thatis,interact

withpeople.Indigital-speak,showingupmeansansweringyoure-mails,tweets,voicemails,andvideochats,butletmebeginwithawell-knownstoryaboutstarfish.IntheLorenEiseleytale

“TheStarThrower,”atravelerseesamanthrowingstarfishbackintotheseatosavethem.Heaskshimwhyhethinkshecanmakeadifference,sincetherearethousandsofstarfishonthe

beach.Hepicksupanother,throwsitintotheocean,andsays,“Itmakesadifferencetothatone.”EverydayIgetatotalof

twohundrede-mails,tweets,letters,andvoicemails.Idon’tanswerthemall,butIcomecloserthanmostpeople.ForthosetowhomIrespond,“itmakesadifference.”Evenifmyresponseisnomorethan,“Sorry,Ican’thelpyouright

now,”recipientsoftenwritemebacktothankme.Ifyouwantpeopletotrust

you,showupphysicallyandvirtually.It’sahumongousamountofwork,butyoucan’testablishtrustwiththousandsofpeopleinshortspansoftime.Ittakesmanymonthstoestablishahalooftrustworthiness.

BakeaBiggerPie

Therearetwokindsofpeopleandorganizationsintheworld:eatersandbakers.Eaterswantabiggersliceofanexistingpie;bakerswanttomakeabiggerpie.Eatersthinkthatiftheywin,youlose,andifyouwin,theylose.Bakersthinkthateveryonecanwinwithabiggerpie.Twittermadeabiggerpie

becauseanyonecouldprovidenewsandupdates.

SouthwestAirlinesmovedpeoplefromcarsandbusestoairplanes.Googlewrestedadvertisingoutofthehandsofagenciesandgaveittosmallbusinesses.Allthesecompaniesbakedabiggerpieinsteadofeatingmoreofthesamepie.Bakingabiggerpie

increasesyourtrustworthinessandyieldsthesebenefits:

•Peopleworktogether.Evenyourcompetitorswillworkwithyou,becauseeveryonecanbenefit,andthemorepeopleworkingonanidea,thebettertheresultsforeveryone.

•The“stateoftheart”progressesandchanges.Ifthe

piestaysthesame,thenprogresscomestoahalt.Ifthepiegetsbigger,thennewtechnologyandideasreachfruition.

•Customersincreaseinnumberanddiversity.Whenapiegetsbigger,therearemore

usersofproductsandservices.WiththedemocratizationofcomputersandtheInternet,morepeopleusedthem,andmanymorepeoplebenefited.

Asthesayinggoes,“Arisingtidefloatsallboats,”andbakersaremuchmoreenchantingthaneaters.

EnchantPeopleonTheirOwnTerms

TheSusanG.KomenRacefortheCuresupportsorganizationstryingtofindacureforbreastcancer.Thereareseveralcategoriesforraceparticipants.Breastcancersurvivorspaya$35entryfee,andanyoneelsecanrunfor$40.Peoplecanalsowalkfor$35,andkids

canrunfor$20—sofar,sological.Butdidyouknowyoucan

also“SleepinfortheCure”for$35?(AdvicetoSusanG.Komenstaffers:Youshouldchargethemostforthislevelofparticipation.Thiswouldrelievetheguiltofpeoplewhodidnotwanttogetoutofbedplusincreasetheamountofdonationsyoucollect.)Thelessonistostepback

andenchantpeopleontheirownterms.Hardcorepeoplewanttogetupatthecrackofdawnandpunishthemselvesbyrunning.Otherswanttosupportyoubysleepingin.Don’tbepicky,andtakewhateverhelptheygiveyou.Andoptimizeyourpricingforeveryone’sbenefit.

PositionYourself

Agreatmanisonesentence.—ClareBoothe

Luce

Thefinalstepoflikabilityandtrustworthinessistocraftadescriptionofyouoryourorganization.Itshouldexplainwhatyoudoandwhyyouexist.Forguidance,herearethefourqualitiesofagoodpositioningstatement:

•Short.Thefewerwords,thebetter.Tenwordsisthelimit.Thisappliestodescribingyourselfaswellasyourorganization.Thinkofyourpositioningstatementasamantra,notawordymission.

•Clear.Usesimpletermsanyonecan

understand,andanswerthequestion,“Whatdoyoudo?”Also,focusonyourfunction,notyourpompoustitle.Thetwoarenotthesame.

•Different.Manypeopleusewordssuchasdedicated,hardworking,andhonesttodescribe

themselves.Findwordsthatmostpeopledon’tuse,becausenoonedescribeshimselfaslazyordishonest.Betterstill,cutoutadjectivesanduseverbstosimplyexplainwhatyoudo.

•Humble.Apersonal

positioningstatementthatisn’thumblewillreduceyourcredibility,socoolitonthenarcissism.Anotherbenefitofcuttingoutadjectivesisthatdoingsowillfosterhumility.

Eventhesimplestpositioningcandowonders.

Forexample,SteveMartin,coauthorofYes!50ScientificallyProvenWaystoBePersuasive,toldmeaboutarealestateofficethataltereditstelephonereceptionists’scriptandincreasedface-to-facemeetingsby20.1percentandsalesby16percentwithonlyaslightadjustment.Thesimplechange

consistedofaddingphrasessuchas,“Shehastwenty

yearsofexperienceinrentingpropertyinthisarea,”totheusual“LetmeconnectyoutoSandra.”Mentioningtheyearsofexperiencepositionedthebrokerssowellthatitincreasedtheirabilitytoacquireclients.Mypositioningstatement

istwowords:“Empowerpeople.”What’syours?Writeitinthissmallspace:

BeaHero

Aheroisamanwhoisafraidtorunaway.

—Englishproverb

Iendthischapterwithawaytopushthelimitsoflikability,trustworthiness,andenchantment.Theideaistobeahero.Peoplethrowthattermaroundlikenickels

—applyingittoentrepreneurs,athletes,philanthropists,andpoliticiansbecausetheymadelotsofmoney,scoredalast-minutetouchdown,gavemillionsofdollarstocharity,orranforoffice.Peopleshouldthrowheroaroundlikemanholecovers—applyingittomenandwomenwhodogreatthingsatgreatriskanddemonstratecourageandfortitudeunder

extremeconditions.Forexample,anarchitect

namedFrankDeMartiniandthreecolleaguesnamedPabloOrtiz,CarlosDaCosta,andPeteNegronsavedseventypeoplebeforeperishinginthe9/11attackontheWorldTradeCenter.AJapaneseconsulateofficialnamedChiuneSugiharaapprovedmorethantwothousandvisasforJewstryingtoescapetheNazisinLithuaniain1940.

HisactionwasindirectdefianceoftheJapanesegovernmentandcreatedgravepersonaldangerforhimandhiswife.Thesefolksweregenuineheroes.You,too,couldbeahero.

Youdon’tneedanyspecialtrainingorgenetics.Thefirstresponseofmanyheroesistodenytheirspecialnessandclaimthat“anyonewouldhavedonewhatIdidinthesamecircumstances.”

AccordingtoPhilipZimbardoofStanfordUniversityandZenoFrancooftheMedicalCollegeofWisconsin,thepresenceofa“heroicimagination”canturnordinaryfolksintoheroes.Suchanimaginationenablesusto“considerhowwemightengageinbravery”whenthetimecomestoanswerachallenge.HerearethestepsthatZimbardoandFrancosayarenecessaryto

fosteraheroicimagination:*

•Maintainavigilantmind-settodetermineifheroicactionisneededforsituationsyouencounter.

•Learntoendurecontroversyandstandfirmforyourprinciples.

•Imaginewhatmighthappenifyoudoor

don’ttakeaction.•Resisttherationalizationofinaction.

•Donotcondonebadmeansbecausetheymayleadtogoodends.

•Trustthatpeoplewilleventuallyrecognizeyourheroicactionsandtranscendanticipating

negativeconsequences.

Thepointisthatheroes,mensches,andsimplylikableandtrustworthypeopleareenchanting,andifyouwanttoenchantothers,youneedtoaspiretotheseattributes,too.

MyPersonal

Story,byTonyMorgan

TonyMorganisapastor,author,andchurchconsultantbasedinAtlanta,Georgia.Inthispersonalstory,he

explainshowachurchtaughthimabouttrustworthinessandenchantment.

ONEOFTHEMOSTENCHANTINGEXPERIENCESOFMYLIFETOOKplacebackintheearlynineties.FriendsofoursinvitedmywifeandmeonatriptoChicago.ExperiencingChicago

forthefirsttimewasprettyenchanting,butthat’snotwhatimpactedusmostbythatvisit.Whilewewerethere,weattendedaserviceatWillowCreekCommunityChurch.Assomeonewhogrew

upinareligioustraditionthatwas…well…verytraditionalandextremelyboring,Ihadnoideachurchcouldberelevant

tomylife.AtWillowCreek,weengagedinanexperiencethatincludedcurrentmusic(noorgan),videotechnology(nostainedglass),acomfortablechair(nopews),andamessagewithlifeapplication(noyawning).Myexperienceat

WillowCreekopenedmyeyestothepossibilitythatchurchescouldteach

thesamebiblicalmessagebutusedifferentmethodstoreachnewgenerations.Todaythisstyleofministryisfairlycommonplace.UntilthatSaturdaynightalmosttwentyyearsago,Ididn’tthinkitwaspossibleforachurchtotrulyconnectwithpeoplewhowereunchurchedandoutsidethefaith.Bydeemphasizingthe

rulesandritual,IfeltIwasconnectingwithrealpeople.Authenticitynurturedtrust.Trustopenedthedoorforoutsiders,eventhoseoutsideWillowCreek,toembraceWillowCreek.

*BrunaMartinuzzi,“HowtoBeaMenschinBusiness,”OpenForum(blog),April3,2009,www.openforum.com/idea-hub/topics/the-world/article/how-to-

be-a-mensch-in-business-guy-kawasaki.

*PhilipZimbardoandZenoFranco,“TheBanalityofHeroism,”GreaterGood,Fall/Winter2006-2007,http://greatergood.berkeley.edu/article/item/the_banality_of_heroism.

Chapter4HowtoPrepareCreatelikeagod.Command

likeaking.Worklikeaslave.

—ConstantineBrancusi

Nowthatwe’vegotlikabilityand

trustworthinessundercontrol,wecanaddressyourcause(thatis,yourproduct,service,company,oridea).Thischapterexplainsthequalitiesofagreatcauseaswellasthegroundworkandpreparationnecessarytomakeitsuccessful.

DoSomethingGreat

Don’tgetmewrong:SteveJobscanenchanttheshelloffaneggwithoutdisturbingtheyolk,butwithoutaMacintosh,iPod,iPhone,oriPad,Stevewouldn’thaveanythingtosellNeXt.Whenyoucombinehisvision,hisfulfillmentofthisvision(thatis,thegreatAppleproducts),andhisstagepresence,he’sunstoppable.Inaperfectworld,youare

soenchantingthatyourcause

doesn’tmatter,andyourcauseissoenchantingthatyoudon’tmatter.Mygoalistohelpyouachieveboth.First,let’sexamineenchantingcauses.Morethantwentyyearsago,Icameupwithalistofqualitiesofagreatproduct.I’vereviseditafewtimes,andit’sservedmewellforalltheseyears.Hereitis:

•Deep.Adeepcause

hasmanyfeatures.Itmeansyou’veanticipatedwhatyourcustomerswillneedastheymoveupthepowercurve.Forexample,Googleisaone-stopsourceforyouronlineneeds,rangingfromsimplesearchtomanagingyoure-mailandvoicemail

toaggregatingRSSfeedstoanalyzingyourWebsite.Theselectionofitsproductsisincrediblydeep.

•Intelligent.Anintelligentcausesolvespeople’sproblemsinsmartways.Forexample,supposeyouhaveateenagedriverinyourfamily,so

you’reconcernedabouthissafety.Ford’sMyKeyproductenablesyoutolimityourcar’sspeedandtosetamaximumvolumefortheaudiosystem.Italsosoundsanalarmifthedriverisn’twearingaseatbeltwhilethecarisinmotion,

providesearlylow-fuelwarnings,andchimesatforty-five,fifty-five,andsixty-fivemilesperhour.Thisisjustwhatyouneedifyou’rethinkingofbuyingaMustangGT500andyouhavetwoteenagesons.

•Complete.Acompletecause

providesagreatexperiencethatincludesservice,support,andastringofenhancements.Forexample,theLexusexperienceismorethanthesteel,leather,glass,andrubber.After-salessupportisasmuchapartofowningaLexusasthecar

itself.ALexusisadeepcarbecauseofitscapabilities,andit’salsoacompletecarbecauseofalltheancillaryservicessurroundingit.

•Empowering.Anempoweringcauseenablesyoutodooldthingsbetterandtodonewthingsyoucouldn’t

doatall.Itmakesyousmarter,stronger,andmoreskilled.Itincreasesyourconfidenceandyourabilitytocontrolyourlife.ThisfeelingofempowermentistheessenceofwhypeoplelovetheirMacintoshesandoftenconsidertheircomputersan

extensionofthemselves.

•Elegant.Anelegantcausemeanssomeonecaredabouttheuserinterfaceandexperience.Anelegantcauseworkswithpeople.Aninelegantcausefightspeople.Examplesofelegance:Eames

chairbyHermanMiller,AirbladehanddryerfromDyson,AudiA5/S5.

Here’smyEnchantmentHallofFametogetyourcreativityflowing.Jotdownyourexamples,too.

Guy’s Yours

Car 1965Ford

Mustang

Macintosh IIci

Airline Virgin,America

City Istanbul,Turkey

Airline VirginAmerica

Book IfYou

WanttoWrite,byBrendaUeland

Politicalleader

NelsonMandela

Actress QueenLatifah

Engineer SteveWozniak

TVhost MikeRowe

Femaleblogger

JennyLawson,“TheBloggess”

Maleblogger

RobertScoble

Singer CorinneBailey

RaeParenting Adopting

children

ArchitectureAntoniGaudí

Clothes AlohashirtsbyAnneNamba

Inanutshell,acausethatisdeep,intelligent,complete,empowering,andelegantmakestheprocessofenchantingpeoplemucheasier.Ifyoucombinesuchacausewithalikableandtrustworthyperson,you’vegotitmade.

Conducta“Premortem”

Inmedicine,postmortem(“afterdeath”)examinationstrytodeterminethecauseofdeath.Pathologistsconductthemforlegaloreducationalpurposesandtoprovidefamilymemberswithclosurebyhelpingthemunderstandwhyalovedonedied.Postmortemsseldomoccur

afterthedeathofproducts,services,ororganizations,becausethere’snotimeormoneytostudysomething

that’salreadydead,there’snoonearoundtostudywhathappened,andtheemployeeswhoarearoundareangryandindenial.It’sdifficult,therefore,todomuchorlearnanythingafteracauseisdead.Premortems,accordingto

GaryKlein,authorofSourcesofPower:HowPeopleMakeDecisions,areabetterideabecausetheycanhelppreventdeathrather

thanexplainit.Thisishowpremortemswork.Theteamassemblesduringthelaunchphase.Theteamleaderaskseveryonetoassumetheprojectfailedandtocomeupwiththereasonswhythefailureoccurred—forexample,ashortageofparts.Theteamthenfiguresoutwaystopreventthesereasonsfromhappening—forexample,byfindingsecondandthirdsourcesforparts.*

Thegoalofpremortemsistopreventthepotentialproblemsinordertoincreasethelikelihoodofsuccess.Inthisway,premortemscanyieldfivebenefits:

•Identificationofproblemsinadvanceratherthanaftertheyoccur.

•Reductionofthelikelihoodofpremature

embarkation.•Morecreativeandorganizedapproachestothechallengestheteamswillface.

•Heightenedsensitivitytoearlywarningsigns,sincetheteamhasalreadyconsideredthem.

•Participationbymoreteam

membersbecauseofthelesspoliticalenvironment.

Askingteammemberstocritiqueanongoingprojectisineffectivebecausepeopledon’tliketoattacktheworkofothersandfearthatcriticismwilllabelthemaspoorteamplayerswhoaren’t“withtheprogram.”Thesefivebenefitsmakepremortemsgood

investmentsoftimeandeffort.Theycanhelpensuresuccessandmakedreadedpostmortemsunnecessary.

SetYourselfUpforSuccess

Sometimesthebestwaytoenchantpeopleistomakeiteasyforthemtogowithyourflow.Consideranexperiment

thatIconductedattheend-of-seasonbarbecueformyson’shockeyteam.Iplacedtwotrashcansnexttoeachother.Onehadnocover,sopeoplecouldthrowanythingintoit.Theotherhadacoverwithasix-inchdiameterhole—theperfectsizeinwhichtodropcansandbottles.Therewerenooralorwrittenrequeststosegregateandrecyclethetrash.

Trashcanthatchangesbehavior.

Twentyteenageboysandtheirparentsattendedtheparty.Whiletheparentsweregoodfolks,makingtheirkidssegregatetrashwasnota

highpriorityforthem.I’dbeenonroadtripswiththeboys,soIknewfromfirsthandexperiencethatneatnessandcleanlinesswerenotteamvalues,toputitmildly.Backingupforabit,we

hadhadmanypartiesatourhouse,andmysystemhadconsistedofanopentrashcanandablueplasticrecyclingtub.Fewpeoplesegregatedtheirtrashatthese

pastevents,soIwouldhavetogothroughthecanstofindtherecyclables—talkaboutaninconvenienttruth!Theresultsofmy

experimentwiththelidsamazedme:thetrashcanwiththeroundholewasnotonlyfilledwithbottlesandcans,buttherewasn’tanythingotherthanbottlesandcansinit.Thisislogical—itwouldtakeadeviant(orgoalie)torolluppaper

plates,forexample,inordertoshovethemintothehole.Theroundholewastheperfecttriggertogetpeopletodowhattheyshould.Thetrashcanwithoutthe

coverwastheacidtest.Wouldpeoplemaketheefforttosegregatetheirtrashortaketheeasywayout?Iwentthroughthiscantocount,andtherewerefivebeerbottlesinit.Inotherwords,fiveparentswere

eithercallousorclueless(theboyswerenotdrinkingbeer).Also,thesebottleswereatthebottom—perhapsbeforepeerpressurekickedin.MaybeI’mnuts,butthis

illustrateshowyoucanchangebehavior—“enchant”mightbeastretch—ifyoucreatesmoothpathsforpeople.Takentotheextreme,thiscanresultintrickeryandmanipulationwherebypeopledo

somethingcontrarytotheirbestinterests.Butifyourmotivesarepureandyoumakeiteasytodotherightthing,peoplewillnotdisappointyou.

MakeItShort,Simple,andSwallowable

Lifewassimplebefore

WorldWarII.Afterthat,wehadsystems.—Grace

Hopper

AllenKayisthefounderofKoreyKay&Partners,aNewYorkadagency,andamodern-dayversionofacharacterfromthetelevisionshowMadMen.After9/11,hewantedtohelpcombatterrorismand,doingwhatadmendo,hecameupwitha

slogan,“Ifyouseesomething,saysomething.”

HisclientwasNewYork’sMetropolitanTransportationAuthority,sotheslogansoonappearedinsubwaysandonbusesandtrains.Thisposterisagreatexampleofcommunicatingacauseinan“easytoswallow,easytofollow”manner.*Thiskindofmessageenchantspeoplebecausetheycanunderstanditandcommunicateit.(AGooglesearchforKay’sphraseyieldedapproximately

eightmillionmatchesin2010.)Herearewaystomakeyourcauseeasytoswallow,and,therefore,easytofollow:

•Usetricolons.Atricolonisasentencecontainingthreepartsofequallengthsuchas“Eyeit,tryit,buyit”(Chevrolet’ssloganinthe1940s),“Be

sincere,bebrief,beseated”(FranklinDelanoRoosevelt’sadvicetospeakers),and“Location,location,location”(real-estatewisdom).Thecadenceofthreewordsorphrasesispowerfulindeed.

•Usemetaphors.Metaphorsarefigurative

comparisonsthatconveythemeaningofyourcause.Forexample,Johnson&Johnson’sadforBand-Aidswas“Sayhellotoyourchild’snewbodyguard.”Theuseoftheword“bodyguard”conveyedthattheproductwasstrong

andthatyourchildwasvaluable.

•Usesimiles.Similesarecomparisonsoftwothingsthatareintroducedwiththewordlikeorasbutarenotalikeinmostways.Forexample,“Takingdrugsislikeplayingwithfire”or“Hockeyislike

warandballet.”Thesesimilesprovideafamiliarstartingpointtohelppeopleunderstandwhatyouarecommunicating.

•Keepitshort.Canyoubeat“Gotmilk?”or“Justdoit”asslogans?Shortphrasesarememorableand

repeatable.Hereareguidelinesforbrevityforthemost-usedcommunicationtechniques:•E-mail:sixsentences

•Video:sixtyseconds

•PowerPointandKeynote:tenslides

•Businessplans:

twentypages.•Staypositive.Scaretacticsarehardtoswallowandcanbackfire.Forexample,awarningthat“Twenty-fivemillionpeoplearekillingthemselvesbysmoking”couldconvincefolksthatsmokingisOKbecause25million

peopledoit.Paintarealisticpictureoffuturegoodnessinsteadoftryingtoscarepeople.

•Showrespect.Actionsthatinsultpeople’sintelligenceseldomenchant.Televisioncommercialsformiracleweightloss,everlastingbeauty,orinstant

wealthfitintothiscategory.Whenyoudisrespectpeople,yougetresentment,notaction.Instead,makesomethinggreat,communicatethefacts,andletpeopledecideforthemselves.

Whydopeoplecreatemessagesthatarenotshort,

simple,andswallowable?Tworeasons:First,acommitteegotinvolvedandgroup-gropedtheresult.Second,peoplegotoverenthusiasticaboutthewonderfulnessoftheircauseandlosttouchwithreality.Practicerestraintto

controlbothofthesefactors.Lessisnotonlymorebutalsobetterwhenitcomestocraftingyourmessages.

RemovetheFences

Mywife’sfriendrecommendedwestayatacertainhotelinParis,soItriedtobookaroomthere.Thehotel’sWebsiteexplainedthattherewasabookingfeeof€5.6(approximately$7),whichIthoughtwasodd,but,hey,it’saFrenchhotel.Itriedtomakea

reservationandlearnedthatIhadtopaythechargeeventhoughtherewerenoroomsavailable.Inotherwords,Iwascharged$7totrytomakea$3,500hotelreservation.Wewillneverstaytherenow,becauseIwillnotpayfortheprivilegeofmakingahotelreservation.

Partofpreparingyour

causeforlaunchistoeliminatefenceslikethisone.Thisexampleisafinancialfence,butmentalfencesexist,too.Abodyofpsychologyresearchon“cognitivefluency”postulatesthatpeoplepreferthingsthatareeasytothinkabout.Forexample,DrakeBennett,areporterforBoston.com,citedthreeapplicationsofthistheory:*

•Thestocksofcompanieswitheasy-to-pronouncenamesoutperformthosewithhard-to-pronouncenames,accordingtoAdamAlteroftheNewYorkUniversitySternSchoolofBusiness.

•NorbertSchwarzoftheUniversityofMichiganfound

thatpeopleprovidedmorehonestanswersonquestionnairesthatwereprintedinamorelegiblefont.

•Peoplebelievethatrhymingobservationsaremoreaccuratethannonrhymingones—forexample,“Woesunitefoes”versus“Woesunite

enemies.”MatthewMcGloneoftheUniversityofTexascallsthistherhyme-as-reasoneffect.

Let’ssayyouwanttoorderabottleofchampagne.You’veheardof,canremember,andcanpronounceCristal.HowaboutabottleofVeuveClicquotPonsardininstead?

MaybeonefactorthatmakesCristalsopopularisthatit’saneasynametorememberandpronounce—regardlessofhowittastes.Notconvinced?Then

considerthemulti-billion-dollarIndiancompanycalledTata.Thisnameiseasytorememberandpronounce,anditmeans“grandfather”insomeIndiandialects.Formanypeople,theword“grandfather”connoteslove,

warmth,andcaring.(InAmerica,Tataisalsoaslangwordfor“breast,”whichistitillating,too.)Brandswithfluentnames

likeCristal,Tata,UnderArmour,Lego,theBodyShop,Boots,Roots,andFatTirehaveremovedspeedbumpsfromourminds.Youcouldtakethisastepfurtherbychoosinganamethatisfluentanddescriptive—forexample,24HourFitnessand

3DayBlinds.Iwouldberemiss,

however,ifIdidnottellyouthatNorbertSchwarzseesapositiverolefordisfluency.Hebelievesthatpeoplemaythinkthatsomethinglessfamiliarismoreinnovative.Inthiscase,peoplemayconsiderabottleofchampagnethatthey’veneverheardofandcannotpronouncemoreexclusiveanddesirable.

Häagen-Dazssuremadethiswork.TwoPolishimmigrants,ReubenandRoseMattus,startedthecompanyintheBronx.Today,thecompanyisbasedinOakland,California.ThenameisnotfromanyScandinavianlanguage,butitsuresoundslikeaninnovativeandtastybrandfromsomefjordinnorthernEurope.Perhapsthelessonisto

removespeedbumpstotakepeoplestraighttoadoptingwell-knownproductsandservicesfromwell-knowncompanies—forexample,iPhonefromApple.Ifyouwantpeopletonoticedifferencesfromwell-knownproductsandservices,however,youshoulduseanunusualnamelikeHäagen-Dazs,Amazon,orZappos.

ProvideaDefaultOption

Onewaytoremovefencesistoprovideadefaultoption.Youseeadefaultoptioninaction,forexample,whencompaniesenrollemployeesinretirementplans.Becausemostpeoplearelousyatsavingmoney,it’softenagoodthingforemployeestoparticipateinthisformof

enforcedsavings.Tosupportthis,theU.S.

governmenthasinsulatedcompaniesagainstissuesofinvestmentappropriatenessiftheyfollowcertainguidelines.Hence,mostcompaniesusean“opt-out”planwherebypeopleareenrolledunlesstheychoosetoremovethemselves.Yearslater,peoplebenefitfromadecisionthatwasmadeforthem.

Defaults,though,canalsoirritatepeople.Forexample,whenImadeanonlinereservationwithUnitedAirlines,ascreenpoppedup

toaskifIwantedtobuymilestoincreasemypointsintheUnitedloyaltyprogram.Thedefaultwassetto“Yes!Addthisoption,”whichleadspeopledownapaththeyprobablydon’twanttogo.MuchasIlikeUnitedAirlines(IonlynoticeditbecauseIbuysomanyUnitedtrips),thiscreepsintothezoneoffoolinggulliblepeopleandannoyingothers.Makingthe

offerisfine,butUnitedshouldnotsetthedefaultto“Yes.”

EstablishGoals

“Wouldyoutellme,please,whichwayIoughttogofrom

here?”“Thatdependsagooddealon

whereyouwanttogetto,”saidtheCat.

“Idon’tmuchcarewhere—”

saidAlice.“Thenitdoesn’tmatter

whichwayyougo,”saidtheCat.

—dialoguebetweenAliceandtheCheshireCat,

fromAlice’sAdventuresinWonderland,byLewis

Carroll

Iwon’turgeyoutoestablishgoalsfortheusual

management-gurureasonsofmeasurability,communication,andleadership.Myreasonisthatpeoplewhoknowwhattheywantandcanclearlyexplaintheirwishesaremoreenchanting.Etsyisanexampleofthis.Itisanonlinecommunityofmakersandbuyersofhandmadegoodsrangingfromnecklacestobabyclothes.Ithashundredsofthousandsof

makersandevenmorebuyers.Itsgoalsaresimple:“Toenablepeopletomakealivingmakingthingsandtoreconnectmakerswithbuyers.”KnowingwhatEtsyistryingtoaccomplishmakesdoingbusinesseasierforitsmakers,buyers,andpartners.Bycontrast,organizations

thatdon’thavegoalsordon’tcommunicatethemaremoredifficulttoembrace,because

theirtargetaudienceisnotsurewhattheorganizationswant.Alltheymaysucceedindoingiswastingpeople’stime,andwastingtimeisdisenchanting.Thisprinciplemayseem

counterintuitive:HowcanIenchantpeopleifI’msoblatantastostatemygoals?First,thisisthenew,likableYou2.0thathasestablishedlikabilityandtrustworthiness.

Second,statingyourgoalsaddstothetrustfactor,becauseyouarenowtransparent.Youragendaisonthetable,andwhilepeoplemightnotlikeit,atleasttheyknowwhatitis.

CreateaChecklist

Youcanfurthersystematizeyourgoalsbycreatingachecklist.ButbeforeI

explainwhychecklistscanhelpyouenchantpeople,perhapsIcansaveyourlifebyrelayingastoryaboutchecklistsinhospitals.Ifyoueverneedacatheter

line,trytoremembertheworkofDr.PeterPronovost.He’sacritical-caredoctoratJohnsHopkinsHospital,andhedevelopedthissimplechecklistformedicalstafftopreventinfectionsfromcatheterlines:*

•Washhandswithsoap.

•Cleanthepatient’sskinwithchlorhexidineantiseptic.

•Putsteriledrapesovertheentirepatient.

•Wearasterilemask,hat,gown,andgloves.

•Putasteriledressingoverthe

cathetersite.

PronovostaskedthenursesintheJohnsHopkinsintensivecareunittomonitorifdoctorsfollowedthislist.Inamonth,thenursesfoundthatdoctorsskippedatleastonestepwhentreatingmorethan33percentofthepatients.Thenhepersuadedthehospitaladministrationtoallownursestostopdoctorsiftheydidnotadheretothe

listandtoaskdoctorseverydayifthecatheterlinewasstillnecessary.Theresultsweredramatic:

Lineinfectionsdeclinedfrom11percentto0percent.Inafifteen-monthperiod,thestudyshowedthatthischecklistandthenewroleofnursespreventedforty-threeinfectionsandeightdeathsandsaved$2million.†Backtoenchantment:A

checklistisusefulforthree

reasons.First,ithelpspeopletakeaction.Withalist,there’saplan,andaplanfocusespeopleondoing,notdecidingwhattodo.(Remember,however,thatrushingaheadprematurelyisalsodangerous,asImentionedinthepremortemdiscussioninchapter4,“HowtoPrepare.”)Second,theexistenceofa

checklistshowsthatyourespectpeople’stimeand

communicatesthatyouknowhowtogetthingsdone.Inshort,itmeansyou’vegotyouracttogether.Inaworldofincompetenttimewasters,peoplewhohavetheiracttogetherareenchanting.Finally,achecklist

motivatespeoplebecauseitenablesthemtoseetheprogresstheyaremakingandfeelasenseofaccomplishment.Thissenseofaccomplishment

encouragesthemtodoevenmore.Here’sapowertipfrom

SteveMartin,thecoauthorofYes!Acarwashofferingaloyaltycardnearlydoubledcustomerretentionbychangingtheirofferfrom“Buyeightwashes,getonefree”to“Buytenwashes,getonefree—andwe’llstartyouoffbycreditingyoufortwowashes.”Soyoumightwantto

provideachecklistwiththefirstfewstepsalreadycheckedofftoincreaseitseffectiveness.

MyPersonalStory,byMikeStevens

MikeStevensisamarketingconsultantfromFargo,NorthDakota,whohelpsprintersimprovetheirbusiness.Inhispersonalstory,heexplainshowhisdadrescuedhimfromalackofpreparation

whenstartingabusinessandhowtheybuiltanenchantingbusinesstogether.Hislesson:Ifallyourpreparationsfail(oryoudon’tdoany),there’salwaysyourfamily!

AFEWDAYSAFTERIBOUGHTMYLITTLEPRINTSHOPIN1983,IrealizedIdidn’thaveacluewhatIwasdoing.I

hadadegreeinbusiness,butIquicklydiscoveredmydiplomawasprettymuchworthlessinthisnewendeavor.Ontheseconddaywewereopen,abigsnowblizzardhitourcity,Fargo,NorthDakota,andbasicallyshuteverythingdown.Ididn’thaveanyextra

cashandneededtobeopenbecauseIneededthedailysalestomake

myfirstpayrollinafewdays.Somehow,Imanagedtogettowork,thinkingIcouldcompleteafewoftheunfinishedjobsinprogresssoIcouldinvoicethemforcash,butIquicklyrealizedIdidn’tknowhowtooperateasinglepieceofequipment.Thejoyand

excitementofowninga

newbusinesswasfadingfast.Itfelthopeless.IdidtheonlythingIcouldthinkof:Icalledmydad,whowasaretiredautoworkerlivinginFlorida.Isaid,“Dad,I’mlost.Idon’tknowwhattodoorwhichwaytoturn.”Withoutevenpausing,hesaidnottoworry,he’dbehereinforty-eighthours.Mydadgotinhiscaranddrovefifteenhundred

miles—almostnonstop—untilhegottoFargo.Whenhearrived,the

firstthinghedidwasgivemeahugandputhisarmaroundmyshoulder.(He’dneverdonethatbefore.)I’llneverforgethimlookingmeintheeyesandsaying,“It’sgonnabeOK,Mike.We’llgetthroughthistogether,oneproblematatime.”

Thenextmorning,whenIgottoworkatfivea.m.,mydadwasalreadythere.He’dorganizedandcleanedthingsupandhadbreakfastwaitingforme.Ifeltmyanxietiesbegintomeltaway.Soon,thingsdidgetbetter.Everyonelovedmydad—especiallycustomers.Hebecamemyfront-counterperson,my

productionmanager,mydeliverydriver,andmyinspiration.SometimesitseemedlikehedidalltheworkandIgotallthecredit.Buthewanteditthatway.Hebecamemysecretweapon…andheendedupstayingfortwenty-threeyears.Duringthosetwenty-

threeyears,weworkedtogether,welaughedtogether,andwelearned

theprintingbusinesstogether.Intheend,mylittlebusinessbecameabigsuccessandwonmanyprintingindustryawards.ButIneverforgotthatmysuccesswasbuiltontheshouldersofalovingdadwhodidn’twanttoseehissonfail.Hewasalwaysthereforme,nomatterwhathappened.Igotmydegreefromthe

university,butitwasmyautoworkerdadwhotaughtmehowtorunabusiness.Hefinallydidretireat

ageseventy-seven.Hediedunexpectedlysixteendayslater,atourfamily’slittlelakehomethathewasvisitingonhiswaybacktoFlorida.Inmanyways,I’mnot

surprised.Heprobablyplanneditthatway.After

all,hisjobwasfinallycomplete.

*GaryKlein,“PerformingaProjectPremortem,”HarvardBusinessReview,September1,2007,http://hbr.org/product/performing-a-project-premortem/an/F0709A-PDF-ENG.

*KevinDutton,“ThePowertoPersuade,”ScientificAmericanMind,March–April2010,26.

*DrakeBennett,“Easy=True,”BostonGlobe,January31,2010,www.boston.com/bostonglobe/ideas/articles/2010/01/31/easy_true.

*JaneE.Brody,“ABasicHospitalTo-DoListSavesLives,”Health(blog),NewYorkTimes,January22,2008,www.nytimes.com/2008/01/22/health/22brod.html?_r=1.

†AtulGawande,“TheChecklist,”NewYorker,December10,2007,www.newyorker.com/reporting/2007/12/10/071210fa_fact_gawande.

Chapter5HowtoLaunchThereisnoabstractart.You

mustalwaysstartwithsomething.Afterwardyoucan

removealltracesofreality.

—PabloPicasso

Hallelujah!You’vecreatedakick-buttcause,andthe

nextstepisanepic,Helenic(asin“athousandships”)launch—nottheusualboring,limp,andanticlimacticspiel.Thischapterexplainshowtotellagreatstoryandimmerseyouraudienceinyourcausetogetitofftoafaststart.

TellaStory

Peopledon’twantmoreinformation.Theyareupto

theireyeballsininformation.They

wantfaith—faithinyou,your

goals,yoursuccess,inthestoryyoutell.

—AnnetteSimmons,authorofWhoeverTellsthe

BestStoryWins

I’vewatchedproductlaunchesrangingfromfullyscripted,multimediaproductionsbyfamousCEOsto“twoguysinagarage”usinganoldlaptop.Mostofthesepresentationsfollowthesamepatheticscript:

•Thankyouforcoming.

•Weareintroducingapatent-pending,curve-jumping,

revolutionarynewproducttoday.

•Thisnewproductcansliceanddiceatamuchlowerprice.Letmerattleoffalistofvaguefeaturesusingincomprehensibleacronyms.

•We’llintroduceitsoon,andwehaven’tsetthefinalpriceyet.

Zeroenchantment.Perhapsantienchantment,becausepeopleleavelessintriguedthanwhentheyknewonlyrumors.Enchantinglaunchesaremorethanpressreleases,datadumps,one-sidedassertions,andboringsalespitches.Theycaptivatepeople’sinterestandimaginationbytellingacompellingstory.Herearefourstorylines

fromLoisKelly,authorof

BeyondBuzz,tohelpyoucraftastorythatdoesyourcausejustice:*

•Greataspirations.Ourheroeswanttomaketheworldabetterplaceandknowtheremustbeabetterway.Workingnightsandweekends,theycreateabettergizmothatpeople

lovemorethantheirwildestdreams.Example:SteveWozniakmakingitpossibleformorepeopletousecomputers.

•DavidversusGoliath.Goliathhasaheadstart,incredibleresources,andacastofthousands.ButyoungDavid

whipsouthissecretweaponanddefeatsGoliathdespiteconventionalwisdomthatthere’snowaythathe,theunderdog,cansucceed.Example:SouthwestAirlinestakingonthebigairlines.

•Profilesincourage.Injustice,pain,andsuffering

aremakingourheroes’livesmiserable.Despitethesewoes,theypersevereandaccomplishgreatthings.Whenyoulearnwhattheyhavedone,yourreactionis,“There’snowayIcouldhavedonethat.”Example:OskarandEmilie

Schindler,thecouplewhoprotectedJewsduringWorldWarII.

•Personalstories.“Epic”isnotalwaysnecessary.“Illustrative”isenough—forexample,personalstorieslike“MyfatherownedaCadillac,andhe

droveit150,000mileswithoutmajorproblems”aremoreeffectivethan“ThisCaddywilllastyoualongtime.”Or,“IgavemyteenagesonanAndroidphone,andhetoldmehelikeditbetterthanhisiPhone”versus“Androidphonesaregood.”

Itisfaiththatmovesmountains,notfacts.Factsdonotgivebirthtofaith.Faithneedsastorytosustainit—ameaningfulstorythatinspiresbeliefinyouandrenewshopethat

yourideasdoindeedofferwhat

youpromise.Genuineinfluence

goesdeeperthangettingpeopletodowhatyouwant

themtodo.Itmeanspeoplepickupwhereyouleftoffbecausethey

believe.

—AnnetteSimmons

ImmersePeople

InSanDiego,California,anorganizationcalledStrategicOperationsprovideswhatitcallsa“hyper-realistic”simulationofbattlefieldconditionstotrainmilitarypersonnel.ThecompanyispartofStuSegallProductions,aTVandmoviestudio.Itusesactorsandspecialeffectstocreateanimmersiveexperiencethatswampsyourknowledgethatyou’reinSanDiego,theguns

arefiringblanks,theflyingshrapneliscork,andinjuriesareonlymakeup.Iparticipatedinan

exerciseatthecompany;myrolewasaU.S.diplomatvisitingavillagecalledHelmandiinAfghanistan’sPansarValley.Duringatourofthevillage,theenemyattackeduswithanRPG,carbomb,andgunfire.Myescortsrushedmeoutofharm’sway.Ifyouthink

SteveJobscanmakepeoplesuspenddisbeliefandthinkaboutwhathe’ssaying,youhaven’thadanRPGfiredatyouandrunpastascreamingsoldierwhoseleghasbeenblownoff.

EnriqueAlvarez,oneofthehyper-realisticactorsatStrategicOperations.

Thelevelbeyondtellingstoriesisimmersingpeopleinyourcause.Whenyou

captivatepeopleinthisway,theylosetrackoftime,suspendtheircynicismandskepticism,andmayalsobreakintoasweat.Here’showtoenablepeopletosuspenddisbeliefwithouttheHollywoodspecialeffects:

•Enablevicariousexperiences.Avicariousexperienceenablespeopletoimagine

usingyourcauseviaaudio,video,orvirtualrealitytechnology.Peoplelosethemselvesintheexperience.Forexample,whenyouwatchtheguyatBlendtechshredaniPad,phone,orcamera,don’tyouimagineyourselfputtingthegadgetintheblenderand

flippingtheswitch?•Getasclosetotherealsituationaspossible.ThelessonofStrategicOperationsisattentiontodetail.Thecompanyre-createsvillagessothattheylook,feel,andsmellliketherealthing.Actorsareincostumeandspeakingthelocal

language.Therearelambshangingintheshopwindows.Amputeessimulatesoldierswhoselegshavebeenblownoff.Whenyoupitchyourcause,makethesettingasrealisticaspossible.

•Makeagreatdemo.Greatenchantersgive

greatdemos.Thekeytoagreatdemoistoshowhowaproductworksandhowitenablespeopletodocoolthings.UsingPowerPointtolistfeaturesandbenefitsistheantithesisofagreatdemo.Youwantpeopletoimaginedoingwhatyou’re

doinginthedemo,notwonderingwhatyourmarketingdumpmeans.

•Anchorandtwist.“Anchorandtwist”istheconceptofChipHeath,aprofessorattheStanfordGraduateSchoolofBusiness,andDanHeath,aseniorfellowatDukeUniversity.

TheyarealsocoauthorsofSwitch:HowtoChangeThingsWhenChangeIsHard.Anchoringandtwistinginvolvesexplainingyourcauseintermsofsomethingfamiliar(anchoring)butthengivingitadifferentmeaning

(twist).*Thisisafavoritetechniqueofmovieproducersandbookauthors:“It’slikeDirtyHarrybutsetintheyear2100,”or“It’sHowtoWinFriendsandInfluencePeoplebroughtuptodate.”

•Differentiatefrompastexperiences.Immersingpeople

requiressomethingnovel,quirky,andstylish.Thisdoesn’tmeanyouhavetochangetheircorebeliefs;ideally,you’dreinforcecorebeliefsbutmovepeopletonewmanifestationsofthosebeliefs.Forexample,“You’vealwayswanteda

fastcarthatdoesn’truintheenvironment.Withourelectricsportscar,youcanhaveboth.”

Whenyoutrytoimmersepeople,askyourself,“Whatwouldmakemelosemyselfinthemoment?”Ifyoudon’thaveconnectionsatanorganizationlikeStrategicOperations,thinkofan

immersiveexperienceasagoodamusementparkride:Youdon’tthinkaboutanythingexcepttheridewhileyou’reonit.That’sthetest—ahardone,butachievablenonetheless.

PromoteTrial

Storytellingandimmersionareeffectivewaystogetpeopletoconsiderembracing

yourcause.Thenextstepishands-ontrial—sopeoplecanseeforthemselves.Toenablehands-ontrial,besuretobuildthesecharacteristicsintothelaunchofyourcause:

•Easy.Easymeanspeoplecantryyourcausewithoutmuchtraining,guidance,expertise,ortime.Youwanttoappealtotheirwillingness

totrysomethingonawhim.

•Immediate.Whenpeoplearehottotryyourcause,letthemproceedimmediately.Thismeansnotrequiringpeopletofilloutlongformsorwaitforpasswordsandapprovalstogetstarted.

•Inexpensive.Ideally,theonlycostforpeopletryingyourcauseistheirtime.Fewpeoplewillpayfortheprivilegeofbecomingacustomerevenifit’sahighlyrecommendedhotelinParis.

•Concrete.Attheendofatrial,

peopleshouldobserveconcretechangesinthewaytheyworkorlivetheirlives.Theyneedtoseeresultsandeffectstobecomebelievers.

•Reversible.Ifpeopletryyourcauseanddon’tlikeit,theyshouldbeabletoreversetheirdecision.

ThinkofthisasyourZappos’stwo-way,no-questions-asked,free-shippingreturnpolicy.

Amazonisanexcellentexampleofhowtopromotetrial.Itdoesthisinthreewayswiththebooksitsells:First,its“LookInside!”featureenablesreaderstopeerintobooksbeforethey

buythem.Thismitigatesthefrustratinginabilitytobrowsethroughphysicalbooks.Second,readerscandownloadsamplepagesofe-bookspriortopurchase.Third,peoplewhoboughtKindlee-bookscanreturnthem,noquestionsasked,withintwenty-fourhoursofpurchase.

PrimethePump

AdrianC.North,DavidJ.Hargreaves,andJenniferMcKendrickoftheUniversityofLeicesterdevisedastudytoinvestigatethepowerof“primingthepump.”Thestudy,conductedinamarketintheEastMidlandsareaoftheUnitedKingdom,involveddisplayingFrenchwineandGermanwinewhilethemarketplayedFrenchorGermanmusicnearthe

shelf.*Themarketsoldforty

bottlesofFrenchwineandeightbottlesofGermanwinetoFrenchmusic.WithGermanbackgroundmusic,itsoldtwenty-twobottlesofGermanwineandtwelvebottlesofFrenchwine.Aquestionnaireaskedtheshoppersiftheywereawareofoutsideinfluencesastheyshopped.Whenaskedviaanopen-endedquestion,only

onementionedthemusicasaninfluence.Whenthequestionnaireaskedspecificallywhetherthemusicwasaninfluence,onlysixofforty-foursubjectssaiditwas.Theresearchersinterpreted

theseresultstomeanthatmusiccan“primerelatedknowledgeandtheselectionofcertaincausesiftheyfitwiththatknowledge.”Somaybetherightmusic(or

otherenvironmentalfactors)canhelpyouenchantpeople!Andifyouownashop,youprobablywanttoavoidplaying“ShopAround”and“WalkOnBy”wherecustomerscanhearthem.

PlantManySeeds

Traditionalmarketingconcentrateson“influentials”whompeople

recognizeasexperts.Theseinfluentialsarejournalists,A-listbloggers,analysts,industrygurus,andconsultants.Thetheoryisthatifyourcausepleasesthem,theywillinfluencethegreatunwashedmassestoadoptit.Thisistheoldtrickle-

down,top-downtheorythatstartedwhenMoseswentupthemountaintoseeGod.Post-Internet,peoplehave

cometodependontheopinionsoftheirfriendsandcasualacquaintancesasmuchastheydoonexperts,andthischangehasturnedmarketingupsidedown.(Ifyou’dliketolearnmoreaboutthisapproachtomarketing,readtheFastCompanyarticle“IstheTippingPointToast?”*aboutDuncanWatts.He’sthemanbehindthisthinking.)Now,whenthemasses

adoptacause,theinfluentialshavetopayattentiontoitorrisklookingclueless.Therefore,yourenchantmenteffortsneednotrelyoninfluentialsblessingyourcause.Here’showtothriveinthisnewworld:

•Embracethenobodies.Lonelyboy15andLATrixieareaslikelytomakeyour

causeasuccessasA-listbloggersortraditionaljournalists.Anyonewhounderstandsandembracesyourcauseandwantstospreadthewordisworthyofyourattention.

•Giveuptheillusionofcontrol.Omniscienceandomnipotenceare

illusions.Youcan’tknowwhocanandwillhelpyou.Norcanyoucontrolpeopleyoudon’tknow.Sure,createthemarketing,branding,andpositioningthatyouhopewillworkbest,butthenletitripandflowwiththego.

•Plantmanyseeds.

Thinkofthisas“artificialdissemination.”Itinvolvesplantingfieldsofflowers,notflowerboxes.Thisisastrategyofbignumbers:Themoreseeds,themorenobodiesyou’llreach,andthemorelikelytheyturnintosomebodiesfor

yourcause.

Thereisanimportantdifferencebetweeninfluentialsandnobodies.Influentialsaresobusyactinginfluentialthattheyoftenaren’tpowerusersofproducts.Theytryaproductforashorttime(orletaninternuseit),pronouncejudgment,andthenmoveontothenextshinynewthing.Nobodiesaren’tsimilarly

distracted.Theyhavetouseproductsintheirjobs,sotheyunderstandwhat’sneededandwhat’sgood(orbad).Nobodies,forexample,decidedMacintoshwasgoodfordesktoppublishing.Theyalsodecideditwasn’tgoodforspreadsheets,databases,andwordprocessing.Qualityismoreimportant

thanever,becauseyourproductmustpassmorethanthecursoryexaminationof

aninfluential.Still,thegoodnewsisthatit’seasiertoreachnobodies,andanyofthemcanbecomeanoracle,sorememberthatnobodiesarethenewsomebodies!

AskPeopleWhatThey’reGoingtoDo

InNudge:ImprovingDecisionsAboutHealth,

Wealth,andHappiness,RichardThalerandCassSunsteinexplainthatwhenyoutrytomeasurepeople’sintent,youalsoaffecttheiraction.Thisiscalledthe“meremeasurementeffect.”*Theimplicationofthis

phenomenonisthatyoushouldaskpeopleoutrightiftheyintendtosupportyou.That’sright:Askthem.Thenyoucanreapthreebenefits:

•You’llknowwhereyoustand.Thiscanhelpyoureviseyourproductandmarketingearlyinthelaunchphase.

•Theactofaskingcanmakepeoplereachthetippingpointandcommittoyou.Asanoldbossofmineoncesaid,“Youdon’tgetifyoudon’t

ask.”•Ifpeopledocommittoyou,thenthey’llwanttoliveuptotheirword.(Moreonthisinchapter7:“HowtoMakeYourEnchantmentEndure.”)

Asimplefollow-upcanactivatepeoplewhoaresittingonthefence,sodon’t

beafraidtoask.There’sanoldsalessloganthatisstilltrue:ABC(alwaysbeclosing).

ReducetheNumberofChoices

SheenaS.Iyengar,ofColumbiaUniversity,andMarkR.Lepper,ofStanfordUniversity,showedthat

peoplearemorelikelytomakeapurchasewhentherearefewerchoices.*Theresearchersconducted

thestudyatanupscalemarketcalledDraeger’sinMenloPark,California.(Ifyouclosedyoureyesandthrewbaseballsinthismarket,you’dclobberventurecapitalistsandinvestmentbankers,andtheworldwouldbeabetterplace.)Ontwoconsecutive

Saturdays,theyarrangedforshopperstoencounteratabledisplayingeithersixortwenty-fourkindsofjam.Withsixjams,40percent

ofpassersbystoppedatthetable.Withtwenty-four,60percentstopped.Thisindicatesthatgreaterselectionmayincreaseinitialinterest.Asmeasuredbytheredemptionofcoupons,however,30percentofpassersbyatthesix-jam

displayand3percentofthepassersbyatthetwenty-four-jamdisplaymadeapurchase.Movingfromastudyto

therealworld,apopularsupermarketchaininSpaincalledMercadonaoffersonlytwooptionsformanyproducts:itsownhousebrand(Hacendado,“Landowner”)andthemostpopularindependentbrand.TheresultsofDraeger’sstudysupportthispractice.

Morechoicescanalsoleadtodissatisfactionbecausepeoplemaylookbackandwonderifanotheroftheoptionswouldhavebeenbetter.Withmoreoptionsavailable,therearemorechoicestoregret.Whenitcomestoanalysis,perhapsmorechoicesleadstoparalysis,sofewerchoicesmighthelpyouenchantpeople.

IncreasetheNumberofChoices

Ontheotherhand,considerMiyo,ayogurtshoptwoblocksfromDraeger’s.Herecustomerscanfilllargebowlswithanycombinationoffifteenflavorsofyogurt(evenguava)andthenaddsixty-ninedifferentkindsoftoppings(chocolate-coveredalmonds,bananas,

strawberries,lychee,andevenmochi).Thesizeofthebowland

theselectionoftoppingsencourageyoutocreateaconcoctionyou’dneverorderfromaserver.Thecostofthecupofgoodnessvariesaccordingtohowmuchitweighs,somoreisbetterforMiyo.

PickingouttoppingsatMiyo.

Sowhat’stheverdict:fewerchoicesormorechoices?Maybeadecisionismoresignificantwithjambecauseyou’recommittedto

thebottleforawhile,andgreaterselectionmakesthedecisionharder.Thestakesarelowerwithabowlofyogurt,somorechoicesaren’tahindrance.Ifyoucan,trybothtechniques,andletmeknowwhichworksbetterforyou.

IllustratetheSalientPoint

Salientpointstakefactsandusethemtocommunicatetheimpactofadecision.Forexample,alabelonacheeseburgerthatsays,“You’llgainhalfapoundbyeatingthis”communicatesmoresalientinformationthan“Totalcalories:1,500.”Moreexamples:

•Cars:milespergallonversuscostoffuelperyear

•Heating:thermostatsettingsindegreesversusheatingexpensepermonth

•iPod:gigabytesofstoragecapacityversusnumberofsongsandmoviesthedevicecanhold

•Charities:monetaryamountversushowlongyourdonationcan

feedachild

Ineachcase,thefirstpieceofinformationisonlydata.Itrequiresadditionalinformationtoprovidemeaning.Thesecondpieceofinformationexplainsanimportantfactoratonce.Putyourselfinotherpeople’sshoesandask,“Doesthisinformationhelpmemakeadecision?”Thesalientpointofsalientpointsisthatthey

enablefolkstomakegood,fastdecisions,soprovidethiskindofinformationtothepeopleyou’retryingtoenchant.

PresenttheBig,ThentheSmallChoice

Myeight-year-olddaughterenchantsmeallthetime.Oneofherfavoritegambitsisto

askmetotakehertoalocaltoystorecalledCheekyMonkey.Thestore’sownerhasmerchandiseditfor“helicopter”parents(sonamedbecausetheyhoveraroundtheirkids)whodon’tspareanyexpensefortheirpreciouslittlejewels.GettingoutofCheekyMonkey,therefore,withlessthana$20purchase(acoupleofWebkinzes)isMission:Impossible.

WhenIsaynotoaCheekyMonkeyrun,mydaughtercomesbackwith,“Thencanwegotothecandystoreandgetatreat?”Iseldomsaynotoher.(Honestly,Idon’tanticipatesayingnotoheruntilsheismarried—andmaybenoteventhen.AndforsureI’llneverdenyherifshegivesmegrandchildren.)Withhindsight,Ishould

nothaveusedRobertCialdini’sbookasasourceof

bedtimestories,becauseshe’smasteredwhathecallsthecontrastprinciple.ItmeansthatafterabigrequestforCheekyMonkeytoys,herrequestforcandyseemsreasonablebycontrast,soIcannotrefuseher.Asthetelevisionads

alwayssay,“Butwait,there’smore”tothecontrastprinciple.Ifyoucangetpeopletoagreetosmallfavorsnow,theyaremore

likelytograntyoubigfavorsinthefuture.In1966JonathanL.FreedmanandScottC.Fraserconductedastudyinwhichtheyaskedtheirsubjectsiftheycouldentertheirhomestocatalogthehouseholdproductstheyused.Only28percentagreed.Whentheyaskedsubjects

toanswerafewsurveyquestionsandthencalledbackthreedayslatertorequestenteringtheirhomes,

53percentagreed.Bygettingtheir“footinthedoor”withthesmallrequesttoanswersurveyquestions,theresearchersdoubledtheirsuccessrate.*Someoneshoulddoastudy

thatcombinesbothtechniques:bigchoice,thensmallchoicetogetinthedoor,thenbigchoiceafterhavinggotteninthedoor.Thatis,first,theresearcherswouldaskthesubjectsfora

bigfavor,suchasenteringthesubjects’homes.Second,whenmostpeopledeclined,theresearcherswouldaskforasmallfavor,“Thenhowaboutjustansweringafewsurveyquestions?”Finally,afterthreedaysandhavinggottentheirfootinthedoor,theresearcherswouldagainaskthosewhoparticipatedinthesurveywhethertheresearcherscouldenterthesubjects’homes.

Ijusthopemydaughterneverlearnsthenuanceofgettingherfootinthedoor.

GetYourFirstFollower

In2010DerekSivers,thefounderofCDBaby,showedavideoataTED(Technology,Entertainment,Design)conference.Itstarted

withonepersondancinginafield.Thenasecondpersonjoinedin—validatingtheleader.Soonathirdjoined,andthecrowd“tipped”intoafull-scaledancefestival.

Thefirstfollowerjumpsinand

Thefirstfollowerjumpsinandlegitimizesthemovement.

Siversbelievesthefirstfollowerisimportant,becausehebringscredibilitytotheleader.Then,thesubsequentfollowersemulatethefirstfollower—notonlytheleader.Inhiswords,“thefirstfolloweriswhattransformsthelonenutintoaleader.”Thetechniqueswediscussedinthischapteraregearedtowardattractingfirst

followers,sonowyouarewellequippedtogobeyondthe“lonenut”stage.

MyPersonalStory,byMattMaurer

MattMaurerisanentrepreneurandformerventurecapitalistintheSanFranciscoBayArea.Inhispersonalstory,heexplainshowVibramlauncheditsunusualrunningshoe.

ICONSIDERMYSELFANEXTREMELYSKEPTICALCONSUMER,HAVINGfullysurrenderedtoa

productonlyonceinthelastdecade—toapairofshoes,ofallthings.IthappenedwhileI

waschuggingalongthroughthepark,nearlyfinishedwithamorningrun,whenanotherrunnerpassedbyintheoppositedirection.Heworethestrangestshoes—ifyoucouldcallthemshoes—whichlookedlikeacrossbetweenatoesockanda

flip-flop.Theydidn’tevencoverthetopsofhisfeet,andIcouldseeeachtoeoutlinedinitsownlittlepocket.Ithoughtbacktoa

recentconversationwithafriendabouthowwebothpreferredbarefootbeachrunningtoshoe-cladroadrunning,andsomethingjustclickedinmymind.Iactuallypulledaone-eightyand

ranthisguydown—tappinghimontheshoulderandgivinghimastart.Apologizing,Iasked

abouthisshoes,andhelaunchedexcitedlyintoanexplanationofsomethingcalledthebarefootmovementandtheoriesabouthowtraditionalrunningshoescansometimesoversupportaperson’s

naturalmovements,alteringthestrideandincreasinginjurypotential.Atfirst,Ijustthoughtthisguyhadboughtintosomemarketinggimmick,hook,line,andsinker;butaswetalked,herevealedsoundlogicbehindhistheoriesandtotallychallengedwhatIthoughtIknew.Iwassointriguedthat

Isearchedeverywhereforapairtotryon.Noluck—apparentlythecompanywasshippingtheminslowstrategicwaves,whichmademeresolvethatifIfoundthemanywhere,Iwouldinstantlyponyup.Sureenough,twodozencallslater,Ifoundasinglepairatarunner’sshop…inOhio.Idon’tknowwhat

captivatedmemore,counterintuitiveclaimsagainsttraditionalshoesortheperceivedscarcityoftheproduct,butIknowwhatsealedit—theyactuallyworked.Notonlydidthesethingsemulatebarefootrunninganywhere,butmycome-and-go-againshinsplintsfinallywentforthelasttime.Infact,speakingnow

asafullconvert,IcansaythattheonlyfeatureoftheVibramFiveFingersthattendstohindermyrunningisthetendencyforotherrunnerstostopmeandask,“Whatonearthareyouwearing?”ornow,themorecommon,“Dothosethingsactuallywork?”

*GuyKawasaki,“TheNineBestStoryLinesforMarketing,”HowtoChangetheWorld(blog),July5,2007,http://blog.guykawasaki.com/2007/07/what-people-tal.html#axzz10gqAZ7Rg.

*DanHeathandChipHeath,“SellingYourInnovation:AnchorandTwist,”FastCompany,July1,2008,www.fastcompany.com/magazine/127/made-to-stick-anchor-and-twist.html.

*TomStafford,“Music,Wine,andWill,”MindHacks(blog),February6,2006,http://mindhacks.com/2006/02/06/music-wine-and-will.

*CliveThompson,“IstheTippingPointToast?”FastCompany,January28,2008,www.fastcompany.com/magazine/122/is-the-tipping-point-toast.html.

*RichardH.ThalerandCassR.Sunstein,Nudge:ImprovingDecisionsAboutHealth,Wealth,andHappiness,(NewYork:PenguinBooks,2009),71.

*SheenaS.IyengarandMarkR.Lepper,“WhenChoiceIsDemotivating:CanOneDesireTooMuchofaGoodThing?”blogofSheenaS.IyengaronColumbiaUniversityWebsite,

www.columbia.edu/~ss957/whenchoice.html.

*JonathanL.FreedmanandScottC.Fraser,“ComplianceWithoutPressure:TheFoot-in-the-DoorTechnique,”JournalofPersonalityandSocialPsychology4,195–202,1966.

Chapter6HowtoOvercomeResistance

Toflywehavetohaveresistance.

—MayaLin

First,thegoodnews:You’velaunchedyour

cause,andyou’reinthegame.Youevenhavesomefirstfollowers.Next,thebadnews:Younowrealizeenchantmentisaprocess,notanevent,and“instantsuccess”isanoxymoron.Youwillencounterreluctance,butpeopleoftenresistanythingworthdoing.Thischapterexplainshowtoovercomeresistanceandget

morepeopleonboard.

WhyPeopleAreReluctant

In1984,NintendoofAmericawasnotapowerhousegamemanufacturer.ItwenttotheConsumerElectronicsShowinLasVegaswithaproductcalledFamilyComputer,or

Famicon.Bytheendof1984,FamiconwasthebestsellinggameconsoleinJapan,buteffortstomarkettheNintendoEntertainmentSystem(NES),asNintendocalleditinAmerica,failed.*Atthetime,Americans

thoughtthevideogamebusinesswasover.OnereasonwasthatthelousyAtari2600gameshadturnedoffAmericanconsumers.Itwasinthesecircumstances

thatNintendointroducedtheRoboticOperatingBuddy,orR.O.B.,fortheNES.Itwasagray,one-foot-tallrobotwithalightgunthatspunonitsaxis,andonlytwogames,GyromiteandStack-Up,werecompatiblewithit.NintendousedR.O.B.,

however,asmorethanaperipheralextension.ThecompanyusedR.O.B.topositiontheNESasatoy,notavideogame.Nintendoeven

createdatelevisionadcampaignthatde-emphasizedtheuseofaTVmonitortofurtherreduceanyvideogameassociation.Kidsfellrightinline.

TheyaskedtheirparentsfortheNintendorobot,nottheNintendovideogame.Theymighthavethrowninwordslikescienceandeducational,too.Therestishistory:Nintendoovercamethereluctanceofretailersand

parentsandsoldamillionNESunitsinthefirstyearand3millioninthesecondyear,makingtheproductahugesuccess.Enchantmentrequires

understandingwhypeoplearereluctanttosupportyourcause.InNintendo’scase,Americanshadwrittenoffthevideogamesegment.Therearefivecommonsourcesofresistancethatyoumightencounterinsimilar

circumstances:

•Inertia.Guy’slawofenchantment:Peopleatrestwillremainatrest,andpeopleinmotionwillremainmovinginthesamedirectionunlessanoutsideenchanteractsuponthem.Existingrelationships,

satisfactionwiththestatusquo,laziness,andbusynesshinderchange.

•Hesitationtoreduceoptions.Peoplelike,oratleastthinktheylike,theabilitytomakefreechoicesandtheavailabilityofabreadthofchoices(except,

perhaps,whenitcomestojam).Thusmakingadecisionresultsinthereductionofoptions,andtheprospectofthisoutcomecanscarepeople.

•Fearofmakingamistake.Peoplemaythinkthataslongastheyhaven’tmadea

choice,theyhaven’tmadeamistake.Oncetheymakeachoice,they’reeitherrightorwrong.Thisfearoffindingoutcanmakepeoplereluctanttomakeachoice—althoughnotmakingachoiceisitselfachoice.

•Lackofrole

models.Iftherearenorolemodels,peopledon’thavebehaviortocopy,sotheyhesitatetogiveyourcauseatry.Thisiswhyearlyadoptersaresoimportant,asDerekSiversillustratedwithhisvideoofpeopledancinginafield.

•Yourcausesucks!

There’snootherwaytoputthis:Youoryourcausemaysuck.Thenpeoplearerighttobereluctant.Godforbidthatthisistrue,butit’softenthecase.

Noneofthesefactorsisinsurmountableunlessyourcausetrulyandpermanentlysucks.Resistancetochange

isthenorm,nottheexception.“Instantsuccesses”areseldominstant,andifyoutalktothepeoplebehindthesesuccesses,you’llfindoutthattheycameaftermonthsoffear,uncertainty,andconfusion,alongwithaflagrantlackofadoption.

ProvideSocialProof

Socialproofistheconceptthatifotherpeoplearedoingsomething,thenitmustbeOK,right,cool,andmaybeevenoptimal.Therefore,ifyoucanshowpeoplethatothersareembracingyourcause,youmayconvincethemtoembraceit,too.Herearethreegreatexamplesofthepowerofsocialproof:Example1:OneofRobert

Cialdini’sgraduatestudentsconductedanexperimentat

thePetrifiedForestNationalParkinArizona.Thestudentplacedtwodifferentsignsonatrailandobservedhowthesignschangedtherateofpilferage.*Onesignread,“Manypast

visitorshaveremovedthepetrifiedwoodfromthepark,changingthenaturalstateofthePetrifiedForest”andshowedseveralpeoplepickinguppetrifiedwood.Theothersignread“Please

don’tremovethepetrifiedwoodfromthepark,inordertopreservethenaturalstateofthePetrifiedForest”andshowedonlyonepersonpickinguppetrifiedwood.Whentherewasnosign,

visitorstook2.92percentofthemarkedpetrifiedwoodthatexperimentershadplantedonthetrail.Whenthesigndepictedmultiplevisitorspickingupwood,visitorstook7.92percentof

themarkedwood—inotherwords,morepilferageoccurredwiththesign.Whenthesignshowed

onlyonepersonpickingupwood,visitorstookonly1.67percentofthemarkedwood.TheimplicationisthatpeoplemayinferthatdoingsomethingwrongisOKifothersaredoingit,too.Showingthemthatfewpeoplearedoingsomethingwrong,however,hasthe

desiredeffect.Example2:Familiespay

womentomournatfuneralsinculturesallovertheworld.Ipostedamessageonmyblogaskingforverificationofthis,andmyreaderstoldmethishappensinPakistan,Israel,Russia,India,Spain,Lebanon,China,Romania,Malaysia,Serbia,andVietnam.InVietnam,thereareeventwotiersofpricing:Withandwithouttears!

Thesewomenprovidesocialproofthatthedeceasedwaslovedandwillbemissed.There’sevenafablebyAesopaboutthepractice:

Therewasarichmanwhohadtwodaughters,butoneofhisdaughtersdied.Hehiredsomewomentodothemourning,andtheyletlooseawholechorusofweeping.Theother

daughterremarkedtohermother,“Wearesurelywretchedwomenifwecannotcomeupwithalamentforourownloss,whilethesewomen,whoarenotevenmembersofthefamily,beattheirbreastsandgrievesodeeply.”Themotherreplied,“Don’tbesurprised,mychild:theydoitforthe

money!”

Example3:ColleenSzot,acopywriterintheinfomercialbusiness,causedsalestoincreasewhenshechangedthestandardscriptfrom“Operatorsarewaiting,pleasecallnow”to“Ifoperatorsarebusy,pleasecallagain.”Whenpeopleheardthenewpitch,theyconcludedthattheproductwassellingsowellthat

operatorscouldn’tkeepupwithincomingcalls.*AfterIlearnedabout

socialproof,Ialteredoneofmye-mailresponsetemplates.Wheneverpeoplewrotetome,IusedtoaskthemtovisitmyWebsite,Alltop.com.ThenIpulledaSzotandaddedthislinetomyresponse:“Ifthesiteisslowordown,pleasekeeptrying,becausewe’regettingslammedbytraffic.”Atthe

time,wewere,infact,havingscalabilityissues,butit’suncommonwisdomtoportraythisasafeatureratherthanabug.IwishIcouldtellyouthat

thissignificantlyincreasedtraffic.ThetruthisthatIdon’tknowifithadanyeffect,becausewewerechangingmanyvariablesatthesametime.Thisisthedifferencebetweenawell-designedscientific

experimentandtherealworldofdoinganythingyoucantoimproveresults.

CreatethePerceptionofUbiquity

Socialproofimpliesthatwhenmanypeoplearedoingsomething,itmustbeOKortherightthingtodo.The

“availabilityheuristic”istherelatedconceptthatthemoreeasilyyoucanthinkofanexample,themoreitishappening.Forexample,foreachpairofwaysofdying,picktheonethatismorecommon:

•Murderorsuicide?•Sharkattackorbeesting?

•Airplanecrashorfallinginbathtubs?

•Suicide,beesting,andfallinginbathtubsorunintendedaccelerationbyaToyota?

Theanswerforeachpairisthefactoryou’veprobablyheardlessabout—specifically,suicides,beestings,andfallinginbathtubscausefarmoredeathsthan,respectively,murder,sharks,

andairplanecrashes.UnintendedToyotaaccelerationmighthavecausedfortydeathsintenyears,butthat’snotwhatyou’dthinkbasedonthenewscoverageofToyota’swoesin2009–2010.Formostpeople,it’s

difficulttothinkofanexampleofdeathsbysuicide,beesting,andfallinginabathtub,becausethemediaseldomcoversuchevents,

andalongtimewillpassbeforethere’samovieaboutabeestingkillingBradPittwhileAngelinaJolieholdshiminherarms.Inamorepositivelight,

thewhite-cordedheadphonesmadeiteasytospotpeopleusingiPods.Amongthetechcrowd,itwasalsoeasytothinkofpeoplewhoownedone.HenceiPodsappearedtobeubiquitous,andthisimpressionmadethemso.Is

thereanythingmorelovelythananupwardspiral?Thebottomlineisthat

familiaritybreedscommitment,notcontempt.

CreatethePerceptionofScarcity

Attimestheprinciplesofsocialproofandubiquity

aren’tfeasiblebecauseofyourpricepoint(cars)oravailability(art),butyoustillwantpeopletodesirewhatyouprovide.Inthatcase,it’sgoodtoknowthatpeopleassignmorevaluetosomethingtheythinkisscarce.Herearethreeexamples:Example1:WhenGoogle

introduceditse-mailservice,calledGmail,accountswerebyinvitationonly.Doyou

thinkthatGooglehadlimitedbandwidthorserverspaceorthattherewererealreasonstolimittheinvitations?Idon’t.ThedesireforGmailinvitesgotsohystericalthatpeoplesoldthemoneBay.Example2:Theillusion

ofscarcityisfundamentaltotheventurecapitalworldofSiliconValley.Heretheonlythingworsethaninvestinginabaddealisnotgettinginonagooddeal.CraigJohnson,

oneofthegodfathersofSiliconValleycorporatefinancelaw,advisedhisyoungentrepreneurclientstotellpotentialinvestors,“Thetrainisleavingthestation,andthere’snotmuchroomleft,”togetthemtoinvest.

Example3:MybuddiesinEnglandrunachatWebsite

calledXAT,wherethousandsofpeoplecommunicateinchatsessionseverymonth.Thesitesells“powers”thatenablecustomization;forexample,apowercalledDiamondaddsadiamond-shapedbackgroundtotheregularsmiley.WhenXAToffersapower,

itscustomersbuyseveralthousandinamatterofseconds.XATwithdrawsthepowerwhenitstopsselling,

andthenthepricegoesupintheaftermarket.Diamondinitiallysoldfor$1;afewmonthslater,itsoldfor$10intheaftermarket.Theillusion(orreality,for

thatmatter)ofscarcityisabarriertofulfillment.Nevertheless,therearepeoplewholiketoovercomebarriers,soscarcityincreasesthebuzzanddesirabilityofyourcause—forexample,MattMaurer’squestfora

VibramFiveFingersshoeattheendofchapter5,“HowtoLaunch.”Also,ifquantitiesarelimited,thenyoucanusethiscurrencyasawaytobuildbondswithyourcustomers:“I’mdoingsomethingspecialforyoubyprovidingthis.”

Riseinpriceofvirtualpowersovertime.

Onemoregoodqualityofscarcity:Itencouragespeopletocreateasecondarymarket,suchasthelistingsofGmailinvitationsoneBay.

TheselistingscontributedtotheperceivedattractivenessofGmailaccountswhenpeoplelearnedfolkswerebuyingthemoneBay.Note:Thepastthree

sectionsprovidedrecommendationsthatappearinconsistentifnotdownrightconflicting:socialproofandubiquityorscarcity—what’sitgoingtobe?Thelevelofuncertainty

anddoubtdetermineswhich

worksbest.Forexample,whenpeopleareuncertainordoubtfulofyourcause,usesocialproofandubiquitymethodstomakethemfeelcomfortable.Whenthere’slittleuncertaintyordoubt,thenusethescarcitymethodtomovethemtoaction.Orevenbetter,youcould

useboth:showingthatsomethingcertainandacceptedisalsoscarce.

ShowPeopleYourMagic

Waterford,thecrystalmakerinDublin,Ireland,releasedmorethanonethousandcraftsmenwhenitautomateditsmanufacturingin1987.Fouryearslater,DenisRyanconvincedthreeoftheselaid-offemployeestomovetoNovaScotiatopreservetheircraft.Theyopenedafactory

andshowroomin1996andcalledthecompanyNovaScotianCrystal.ThefactoryandashowroomareneartheoceanontheHalifaxshore.Duringwarmweather,the

companyopensupagaragedoortothestreetsopeoplecanpeerintothefactoryandwatchthecraftsmenatwork.Showroomeducatorsuseapublicaddresssystemtoexplainwhat’sgoingon.AccordingtoRod

McCulloch,theCEOofthebusiness,enablingpeopletowatchthemanufacturingprocess“getsthemintotheshowroomtobuyeighty-dollarglasses.”

TouristswatchthemagicatNovaScotianCrystal.

Whenpeopleseehowyourmagicworks—manufacturing,brewing,cooking,designing—theydevelopaninterestinwhatyoudo,andtheyaremorelikelytobuyyourproducts,supportyouridea,orjoinyourcause.Factorytoursandbehind-the-sceneslooksareallpowerfulenchantment

tools.Thinkaboutthis:Doyou

knowanyonewhowentonawinerytourwhodidn’tconcludethatthewinery’sproductsweregood?

FindOneExample

InNovember2005,asparrowflewintotheFrisianExpoCentreinLeeuwarden,TheNetherlands,afewdays

beforetheopeningofDominoDay2005.Thenaughtysparrowknockeddownafewdominosthatendeduptippingover23,000pieces.Fortunately,approximatelyfourmilliondominosescapedbeingtippedoverbecauseofprotectivegapsinthestructure.Theconferenceproduction

companyhiredafirmnamedDukeFaunabeheertocapture

thesparrow,butthefirmdidnotsucceed,soanemployeeshotthebird.Whennewsgotout,ananimal-rightsorganizationcalledDierenbeschermingsuedFaunabeheerandtheproductioncompanyoftheevent.Thepublicprosecutorfinedtheshooter€200($257)forkillingaprotectedspecies.Thennewsorganizations

andbloggersjumpedintothe

fray.AradiodiscjockeynamedRuuddeWildoffereda€3,000($3,900)rewardfortopplingallthedominos.EventuallythereweredeaththreatsagainstFaunabeheer,thebroadcastingcompanycoveringtheevent,andtheproductioncompany.TheNatuurhistorischMuseuminRotterdamevenexhibitedthedeadbirdforsevenmonths.Millionsofpeoplehave

diedinplaceslikeRwanda

andDarfur,andonehastowonder:Whydopeoplegotoextremelengthstosaveanindividual(andmaybeabird)andyetappearindifferenttogenocidesandmassmurders?PaulSlovicoftheUniversityofOregonstudiedthisphenomenon.Hisconclusionisthatthestatisticsofthesemasstragedies“failtoconveythetruemeaningofsuchatrocities.Thenumbersfailtosparkemotionor

feelingandthusfailtomotivateaction.”*Largenumberscanoverwhelmpeople:“Ican’tmakeadifference—it’stoobigaproblem.”Thismeansthatlesscanbe

morewhenenchantingpeople.Slovicrecommendsseveralelementstomovepeopletoactionratherthantuningout:

•Useimages.

Imagesaremorepowerfulthanwords.Apictureofafewpeopleorevenasinglepersoncanproducepowerfulandwidespreademotions.Forexample,approximately58,193U.S.soldiersandupto6millionSoutheast

AsiansdiedintheVietnamWar,butthisphotoofLieutenantColonelNguyenNgocLoanexecutingoneVietcongsoldiercametorepresentthebrutalityoftheconflict.

It’ssurprisingthatEddieAdams,thepersonwhotookthephoto,didnotintenditasacommentaryontheVietnamWar.Yearslaterhe

describedwhathappened:“Ithoughtabsolutelynothingofit.IwentbacktotheAPoffice,andIdroppeditoff.Isaid,‘IthinkIgotsomeguyshootingsomebody,’andIwenttolunch.”RememberEddie’sstatementwhenyoureadchapter12,“HowtoResist

Enchantment,”whereIdiscussnotfallingfortheexampleofone.•Illustratethenumbers.In1994,supportersofguncontrolarrangedfortythousandpairsofshoesaroundtheReflectingPoolinWashington,D.C.Theshoes

representedthenumberofgunshotvictimsintheUnitedStateseveryyear.Atthetime,Congresswasconsideringgun-controllegislation,andthepileofshoesprovidedapoignantandpowerfulwaytoillustratetheimpactofgunsin

America.*•Tellstories.Personalnarrativesfromindividuals,suchasTheDiaryofAnneFrankandElieWiesel’sNight,communicatedthetrueimpactandmeaningofthe6millionJewskilledduringtheHolocaust.Personal

storiesarepowerfulwaystomakeimportanteventsrealandemotionaltopeople.

Applytheseelementstoyoureffortstoenchantpeopleforyourcause,too.Whenyouhaveagreatexample,oneisnottheloneliestnumber—itmightbethemosteffective.

FindaWaytoAgree

Diplomacyistheartoflettingsomeonehaveyour

way.

—DanieleVarè

Onceyoufindawaytoagree,youaremorelikable,andwhenyou’remorelikable,you’remorelikelytoovercomeresistance.After

establishingatoehold,beachhead,orcommonground,youcanbuildfromthere,asthesestoriesillustrate:Story1:Franceand

Germanydisagreedonpolicies,suchasfarmingsubsidiesandtraderegulations,buttheydidagreeonthenecessityofunitingEurope.Despitetheirdifferences,theyhelpedtoformtheEuropeanUnion.*

Story2:Diplomatsfromtwocountriesnegotiatedforaweekwithlittleprogressuntilonestatedhewouldhavetoreturnhomeintwodaystoattendtheoperawithhiswife.Aconnectionformedbecausethediplomatsdiscoveredtheybothhatedoperaandwantedtokeeptheirwiveshappy.Thetoneofthenegotiationcompletelychangedafterthisdiscovery.†

Story3:Afatherandhisdaughterdidn’tgetalong.Hehadnoideahowtorelatetoher.Onedayshesawhimpackingthewheelbearingsofhis1968FordMustang.Theygotintoaconversationaboutwhathewasdoing,andsherealizedthatworkingontheMustangwasawaytobuildabridgetoherfather.Fromthenon,theystartedtoclick.*Thepointofthesethree

storiesisthatifyoulookhardenough,youwilloftenfindsomethingtoagreeon—evenifit’sagreeingtodisagree.There’susuallysomething—food,clothing,afootballteam,globalwarming,thelatestclownwhowantstobepresidentoftheUnitedStates,ordislikingopera—togetyoustarted.Sure,you’dlikean

immediateandresounding

agreementandafullspeedaheadforyourcause,butthisisn’thowtheworldworks.Herearemethodstofindawaytoagree:

•Getpersonal.StudyherWebsite,Flickrfeed,Twitterfeed,andblog.Youmightfindsomethingyoubothlove—hockey,Audis,VanGogh,

orlabradoodles.Perhapsyoubothhavekids,soyoucanshareparentingstories.

•Getprofessional.Useabusiness-networkingsitelikeLinkedIntofindoutmoreabouttheperson’sprofessionalbackgroundandpeopleyouboth

know.MaybeyouwerebothsalesrepsforProcter&Gamble.Shameonyouifyoucannotfindsomethingjob-relatedincommonwiththeperson.

•Harmonizeobjections.Agoodenchanterbelievesobjectionsareawayofsaying,“Notyet”or“Tellme

more”asopposedto“No.”Forexample,ifsomeoneobjectsthatyourcauseistooexpensive,harmonizethisconcernbyexplainingthatyouhavealongerwarranty,longerservicelife,andhigherresalevalue.

•Ask“Whatif…?”

Whenyou’remakingnoprogresswithaperson,ask,“Whatifweweretochangethis?”Askingahypotheticalquestiontoseeifhe’dagreeifyoumadechangesisagreatwaytoovercomeresistance.Forexample,“Would

youbuyaniPhoneifitcamefromVerizonandnotAT&T?”(Isurehopethisexamplebecomesdatedsoon.)

•Movethewindow.TheOvertonwindowisapoliticaltheorythatholdsthatthereisa“window,”orrangeofpolicies,that

peoplewillaccept.Therangeis:unthinkable-radical-acceptable-sensible-popular.Thetheoryisthatyoucanproposesomethinglessacceptabletomoveyourideaintotheacceptablewindow.Forexample,guncontroladvocatescouldproposean

“unthinkable”banonallgunstogetCongresstoaccepta“radical”banonautomaticweapons.

Thepointofthesemethodsistofindawaytoagreeonsomething—almostanything—thatwillgiveyouawaytoliveanotherdayandkeepenchanting.

FindaBrightSpot

In1990,JerrySterninwenttoVietnamonbehalfofSavetheChildrentofightmalnutrition.Hedidn’tspeakVietnamese,andhedidn’thaveabudgettoaddresstheissuesthatmostoutsidersthoughtcausedmalnutrition:poorsanitation,poverty,andignorance.AccordingtoChipandDanHeath,authorsof

Switch,thefirstactionSternintookwastorecruitlocalmotherstoweighthechildreninthevillages.*Hediscoveredkidswho

werehealthyandsetouttofindoutwhytheyweretheexceptions.Afterheeliminatedfamiliesthatwererichorinfluential,helearnedthatthemothersofhealthykidswereaddingshrimp,crabs,andsweet-potatogreenstotheirbowlsofplain

rice.Becauseofthisinsight,he

startedaprogramwhereinmothersofhealthykidstaughtthemothersofmalnourishedkidstocookwiththeseingredients.TheprogramworkedbecauseSternindidn’trelyonAmericanwisdomorAmerican“shockandawe.”Localpeopleusedlocalwisdomtohelptheirneighbors.Aftersixmonths,

65percentofthechildrenwerebetternourishedintheVietnamesevillageSterninstudied.Sternin’sexperience

providesanimportantlessonforovercomingresistance.Insteadofthinkingyouhavetheanswerandtryingtoimplementit,youshouldshutup,backoff,andfindbrightspotsthatarealreadyworking.Thegoalistocatalyzechange,notgetyour

ownway.Sternin’sexperiencealso

validatesmyownexperienceatApple.In1984,wethoughtwehaditallfiguredout:Macintoshwasaspreadsheet,database,andword-processingmachine.Wrong—itturnedoutthatthebrightspotthatsavedMacintoshwasdesktoppublishing.CustomersshowedApplethismarket—itwasn’tourCupertino-centricwisdomor

insights.Itwastheirlocalwisdom.

AssignaLabel

Toputacomplexargumentinafewwords:insteadof

thedeviantmotivesleadingto

thedeviantbehavior,itistheotherwayaround:

thedeviantbehaviorintime

producesthedeviant

motivation.

—HowardS.Becker

Theconceptbehindlabelingisthatpeoplewillfulfilltheprophecyofthelabelsappliedtothem.Forexample,in1975,RichardL.

Miller,PhilipBrickman,andDianaBolendividedstudentsintothreegroups,andthestudents’teachersprovidedthreedifferentkindsoffeedback:

•Attribution:Youknowthematerialwell.Youworkreallyhard.You’retryinghard.Keepatit.

•Persuasion:You

shoulddowell.Youshouldbedoingbetter.

•Reinforcement:I(theteacher)amproudofyourwork.I’mpleasedwithyourprogress.You’redoingexcellent.

Thepersuasiongroupshowedtheworstresults—thepersuasiongroupwasthe

leastpersuaded!Thereinforcementgroupwassecond.Theattributiongroup—thatis,thekidswhowerelabeledasknowledgeableandhardworking—didthebest.Molsontriedtomakeone

labelsticktoanotherinaseriesoftelevisioncommercialscalled“IamCanadian”thatfeaturedayoungCanadianmandressedinaplaidshirtandjeansextollingwhat’sgreatabout

livinginCanada—youknow:hockey,beavers,andtuques.Theadwouldclosewith“MynameisJoe,andIamCanadian.”Applyingalabelthat

complementsyourcausecanencouragepeopletoembraceyourenchantment.Forexample,ifyou’vebeenlabeledaCanadian(oryou’velabeledyourselfaCanadian),thentheMolsonadwouldmakeyouthinkthat

youshoulddrinkMolsonbeer.

UseaDataSettoChangeaMind-Set

Whenitcomestopresentations,HansRoslingisthesocialactivist,academic,SwedishversionofSteveJobs.RoslingistheprofessorofInternational

HealthatKarolinskaInstitutetanddirectoroftheGapminderFoundation.TheGapminder

FoundationproducestheTrendalyzer,asoftwareapplicationandWebsitethattransformstatisticsintodramaticandinteractivegraphs.Trendalyzerillustratesthepowerofusingdatatochangepeople’sminds.(DoyourselfafavorandwatchhisTED

presentations—justsearchonlinefor“HansRosling.”)Here’sanapplicationof

hiswork:PeopleinWesterncountriesbelievethatcitizensoftheWesternworldlivelonglivesinsmallfamilies,andcitizensofdevelopingcountriesliveshortlivesinbigfamilies.In1800womeninmostcountrieshadmanychildren,asthisgraph,whichplotsthenumberofchildrenper

womanonthehorizontalaxisandlifeexpectancyontheverticalaxis,shows.Notethatwomenin1800intheUnitedStateshadmorechildrenthanthoseinChinaandIndia.

Rosling’ssoftwaretracksthechangesthatoccurredfrom1800to2009.Asyoucansee,mostnationsexhibitthecommontrendoffewer

childrenperwomenandlongerlives,andyetmostpeopleclingtooldbeliefsthatwomanindevelopingcountrieshavemanymorechildrenandmuchshorterlives.Here’sanotherexampleof

usingdata.In2003,theDallasMuseumofArtcelebrateditshundredthanniversarybystayingopenforahundredstraighthours.Themuseum’smanagement

wassurprisedtolearnthatvisitspeakedfromonea.m.tothreea.m.Thisdatapersuadedthestafftorethinkmuseumhours,anditinstituted“LateNightsattheDallasMuseumofArt,”wherebythemuseumstaysopenuntilmidnightoneFridaypermonth.TheworkofRoslingand

theexperienceoftheDallasMuseumofArtshowthatdatasetsareapowerfulway

tochangepeople’smindsets,sousethemwhenthefactssupportyourargument.

IncuraDebt

ThisstoryfromTheAutobiographyofBenjaminFranklinillustratesthecounterintuitiveconceptthataskingpeopleforhelpbringsthemclosertoyou.AnewmemberoftheGeneralAssemblyopposedFranklin’sappointmenttotheprestigiousandlucrativeclerkposition.Franklin

explainshowhewonthispersonover:

Ididnot,however,aimatgaininghisfavorbypayinganyservilerespecttohim,but,aftersometime,tookthisothermethod.Havingheardthathehadinhislibraryacertainveryscarceandcuriousbook,Iwroteanotetohim,expressingmydesireof

perusingthatbook,andrequestinghewoulddomethefavoroflendingittomeforafewdays.Hesentit

immediately,andIreturn’ditinaboutaweekwithanothernote,expressingstronglymysenseofthefavor.WhenwenextmetintheHouse,hespoketome(whichhehadneverdonebefore),andwith

greatcivility;andheeveraftermanifestedareadinesstoservemeonalloccasions,sothatwebecamegreatfriends,andourfriendshipcontinuedtohisdeath.*

AccordingtoFranklin,thisillustratedanoldmaxim:“Hethathasoncedoneyouakindnesswillbemorereadytodoyouanother,thanhewhomyouyourselfhave

obliged.”Therearetworeasonsforthis:First,onceapersonhas

helpedyou,he’smorelikelytohelpyouagainbecauserefusingwouldmeanhemadeamistakeinthefirstplace.Assumingtherewerenobadconsequencesthefirsttime,notcontinuingtohelpistoadmitbadjudgment.Second,theprior

interactionmayhaveledtoabetterrelationship.

Therefore,doingsomethingforyouagainhasbecomenatural.You,ofcourse,shouldreciprocate,andanupward-spiraling,mutuallyenchantingbondcanensue.Sothethinkingthatpeople

resentthosewhoaskforfavorsmaybewrong.WhoarewetoarguewithBenjaminFranklin,anyway?

EnchantAllthe

Influencers

WhentheCoastGuardAcademyacceptedafriendofminenamedRobHalsey,itsentacaptaininfullmilitarydresstohishighschooltoofferhimtheappointment.Theacademyunderstoodthatastudent’speersandteachersinfluencehisdecision.Manywould-beenchanters

definetheirtargetstoonarrowly—thatis,onlythepersonwhowilladopttheircause.Thisoftenbackfiresbecausepeopledon’tmakedecisionsbythemselves.Thinkaboutthefolkswhomayaffectyourdecisions:

•Parents•Grandparents•Neighbors•Pastors•Teachers

•Coaches•Spouse/significantother

•Friends(offline)•Co-workers•FacebookfriendsandTwitterfollowers

Considerthishypotheticalsituation.YouaretheCEOofastartupinanypartoftheworldexceptSiliconValley,andyouaretryingtoenchant

agreatengineeringstudenttoleavethePhDprogramatStanfordtojoinyourcompany,whichyouknowisthe“nextGoogle.”Tomakeitharder,let’salsosayshe’sanoverachievingAsian-American.Unfortunately,her

grandparentsthinksheshouldfinishheradvanceddegreesoshecan“alwaysgetajobatabigcompany.”Herparentsdon’twanttowaste

thetuitionalreadyspent,andtheywanttotelltheirfriendsthattheirdaughterhasadoctoratefromStanford.Herboyfrienddoesn’twanthertotakethejobbecauseheknowsshe’llhavetoputinlonghours.(Myadviceistodumphimifthisishisattitude,butIdigress.)Here’sachartthat

explainshowtoenchantalltheinfluencers:

Influencer Concern Response

Grandparents Longevityofthecompany

“Wehave$10millioninventurecapitalinourbankaccount,andourboardofdirectorsincludesthepeople

whofundedGoogle.”

Parents Wastedmoneyonadegreenotcompletedandtheprestigeofanadvanceddegree

“Thisreal-lifeexperiencewillmakehereducationmorerelevantandvaluable.

Largecompanieslovepeoplewhoworkedatstartupsandunderstandinnovation.ShecanteachatStanfordafterthisexperience.

Worstcase,she’llendowachairatStanford.Bestcase,she’llgiveabuilding.”

Boyfriend All-consumingworkdemands

“Webelieveastartupisamarathon,

notasprint,sowewantouremployeestohaveabalancedlifestyle.”Andifthisdoesn’twork,“Thereareplentyoffishinthe

sea.”

Herearetwomoreexamplesofenchantingalltheinfluencers.First,RhodesDavisoftheFloridaCollegeAlabamaJuniorCampheldnearAlexanderCity,Alabama,toldmethatkidsarenotherprimarycustomers.Theirsolepriorityisfun.Dadcaresabouttheexpenseofthecampandthat

thekidsreturninonepiece.TheconsumerDavisworriesaboutthemostisMom.Mom’stoppriorityissafety,andthisiswhyyouseeseveralcounselorsinthepicturesinthecamp’sbrochureandonitsWebsite.Second,theU.S.Navyhad

aproblemrecruitingyoungpeoplebecausemomswereagainsttheirkids’enlisting.TheNavyhiredamarketingfirmcalledCampbell-Ewald

tobuildaWebsitecalledNavyforMoms.ItisbothformotherswithkidsintheNavyandformotherswhohavequestionsaboutNavylife.Withinayear,thesitehad27,000members,100,000photographs,750videos,and6,000topics.Thedatasetshowedthat

reluctantmomschangedtheirmindsabouttheNavyontheeighthdayofusingtheWebsite.Overtime,thesemoms

each,onaverage,posted4.2photographs,respondedtosixteentopics,watchedelevenvideos,andinvitedfourothermomstojointheWebsite.Theprimaryreasonmomschangedtheirmindswasthattheywantedtobeproudoftheirkids.It’snaïvetothinkthatyou

needtoenchantonlyoneperson,soworkonalltheinfluencers.Andgreatenchantersusethevarious

influencersofapersontomaketheirjobeasier.Youmayhavetoenchantavillage,butthepayoffisthattheentirevillagecanhelpyou,becauseenchantmentisoftenacollectiveexperience.

FrameThyCompetition

Ifyou’redoingsomething

worthwhile,youwillencountercompetition.Infact,ifyoudon’tencountercompetition,youshouldwonderifyouaredoingsomethingworthwhileenough.Thereareseveralwaystohandlecompetition.Atoneextreme,youcanattackit.Thisiscounterproductive,inefficient,anddownrightsilly.Attheotherextreme,you

canignoreyourcompetition.Thisstrategycanworkifyoufeignignoringthemwhileyouwatchthemclosely,butitisn’tthebestyoucando.Thebestwaytohandlethecompetitionisathree-stepprocess:First,knowthy

competition.Thismeansreadingaboutthem,tryingtheirproducts,talkingtotheircustomers,andattendingindustryevents.

BecauseoftheInternet,thisiseasierthanever.Second,analyzethy

competition.Thebestwaytodothisistocompilethreelistsoffeaturesandcapabilities:

•Whatwebothcando.

•Whatwecandobuttheycannotdo.

•Whatwecannotdobuttheycando.

Thebeautyofthislististhatitforcesyoutoacknowledgetheareaswhereyourcompetitionissuperiortoyou.Andifyoucannotcomeupwithwaysthecompetitionissuperiortoyou,itmeansthatyouhaven’tlookedhardenoughoryouareclueless.Third,framethy

competition—paintasmanyrivalsaspossibleintoacornerwithdamningpraise

thatwillstickinpeople’sminds.Forexample,in2010,SteveJobsframedGooglewhenpeoplecomplainedthatAppleexcessivelycontrolledtheapplicationsthatranontheiPhone,comparedtotheopennessofGoogle’sAndroidoperatingsystem.Hesaid,“Folkswhowant

porncanbuyanAndroidphone.”Inotherwords,heframedAndroidphonesasthedeviceforpeoplewho

wanttolookatpornography.TheAppleiPhone,bycontrast,wasacleanandcontrolleddeviceforpeoplewhoweren’tperverts.

ControltheHapticSensations

HapticreferstothesenseoftouchandcomesfromtheGreekwordfor“Ifasten

onto”or“Itouch”(asopposedtoiTouch).Thisisalittleoutthere,butaccordingtotheresearchofJoshuaM.Ackerman(MassachusettsInstituteofTechnology),ChristopherC.Nocera(HarvardUniversity),andJohnA.Bargh(YaleUniversity),hapticsensationsinfluencepeople’sjudgmentsanddecisions.*Specifically,these

researchersfoundthatusing

heavyclipboardsproducedimpressionsofimportanceandseriousness,handlingroughpuzzlesmakessocialinteractionsmorechallenging,andsittinginhardchairsmadepeopleappearstrict,stable,lessemotional,andlessflexible.Thetheoryisthatsimple

tactilesensationsinfluencehigher-orderfeelingsandjudgments.So,forexample,peoplesittinginsoftchairs

appeartobemoreflexibleinnegotiations.Ifthisistrue,itmeansyoushouldhandpeopleheavyclipboardsandobjectswithsmoothsurfacesandsticktheminsoftchairsifyouwanttoenchantthem.Hey,it’sworthatry…

RememberCharlie

OnJune3,2010,CharlieWedemeyerofLosGatos,

California,passedawayfromLouGehrig’sdisease(amyotrophiclateralsclerosis).Thisdiseaseattacksthenervecellsofthecentralnervoussystemandtrapsitsvictimsinsideabodytheycannotcontrol.Doctorsdiagnosed

Wedemeyer’sdiseasein1978whenhewasahigh-schoolfootballcoachandteacher.Hecontinuedtocoachforeightyears—

eventuallyfromawheelchairwithhiswife,Lucy,readingthemovementofhislips,eyes,andeyebrowstorelayplaystotheteam.Formuchoftherestofhis

life,herequired24/7care.Hebreathedthroughatracheostomytubeconnectedtoarespiratorandreceivednourishmentthroughastomachtube.Mostpeoplesuccumbtothediseaseintwoyears;Wedemeyer

survivedhismedicalmarathonforthirty-twoyears.Afterhestoppedcoaching,

hecontinuedtomakeappearancesaroundtheworld,wroteabook,andinspiredhundredsofyoungathletes.HollywoodmadetwomoviesabouthimandLucy.HeisthemostinspirationalpersonI’veeverknown,andLucyisthesecond.

TheWedemeyersmovedpeoplewiththeirpassionandspiriteventhoughCharliecouldnotmovemostofhismuscles.Thetwoofthemprovidedguidance,inspiration,andenchantmenttothousandsofyoungpeople.Theirstoryshouldinspireyouwhenresistanceisgreatandchangingpeople’shearts,minds,andactionsseemsimpossible.

MyPersonalStory,byRichardFawal

RichardFawalistheCEOofWatchPartyinAustin,Texas.Inhis

personalstory,heexplainshowhisresistancetousingstickynotesasaplanningtoolwasovercome.

INTHE1980S,IWORKEDFORPOLITICALCAMPAIGNS.WEUSEDindexcardswithcontactinformation,politicalprecinct,andvolunteeringpreference

tokeeptrackofsupporters.Wecouldonlysortthemonewayatatime,sowespenthoursre-sorting,anditwasimpossibletogetaglobalviewofvolunteerassets.Oneevening,a

colleaguearrivedwithpacksofstickynotesindifferentcolors,andIresisted:“Whatthehellarethosefor?”She

wouldn’ttellme,butshesaidshewasgoingtosolveallourproblems.Iwasskepticalthatlittlepiecesofcoloredpapercouldhelpus.Thenextmorning,IwasamazedbywhatIsaw.Onthewallshung

dozensofledger-sizedpages.Eachpagehadaprecinctnumberwrittenonitandwascoveredindifferentcoloredstickies

containingsupporters’namesandcontactinformation.Thecolorsrepresentedvolunteerpreferences.Withnothingbut

stickynotes,shehadcreatedasystemtoquicklyfindanyoneweneededbyname,precinct,orpreference.Itwasabeautifulmapthatletusseewherewewereweakandstrong,and

whichtasksweremoreandlesspopular.ItchangedthewayIsaweverything.Iusedhersystemuntil

computersmadestickiesobsoleteafewyearslater.HowIbecameenchantedbystickynotesisoneofmyfavoritestoriesandalessonIcalluponeverytimeIhaveaproblemtosolve.

*GameSpystaff,“25SmartestMomentsinGaming,”Gamespy.com,July21–25,2003,http://archive.gamespy.com/articles/july03/25smartest/index22.shtml.

*NoahJ.Goldstein,SteveJ.Martin,andRobertB.Cialdini,Yes!50ScientificallyProvenWaystoBePersuasive(NewYork:FreePress,2008),21–23.

*NoahJ.Goldstein,SteveJ.Martin,andRobertB.Cialdini,Yes!50ScientificallyProvenWaystoBePersuasive,(NewYork:FreePress,2008),9–10.

*PaulSlovic,“‘IfILookattheMassIWillNeverAct’:PsychicNumbingandGenocide,”JudgmentandDecisionMaking2,no.2(April2007),http://journal.sjdm.org/7303a/jdm7303a.htm.

*FoxButterfield,“‘SilentMarch’onGunsTalksLoudly:40,000PairsofShoes,andAllEmpty,”NewYorkTimes,September21,1994,www.nytimes.com/1994/09/21/us/silent-march-on-guns-talks-loudly-40000-pairs-of-shoes-and-all-empty.html.

*HattiptoChrisMooneyforthisstory.

†ProgramonNegotiationStaff,“Small

Talk,BigGains,”adaptedfrom“TheFinalWordonSmallTalk,”GuhanSubramanian,www.pon.harvard.edu/daily/business-negotiations/small-talk-big-gains.

*HattiptoLauraButlerforthisstory.

*ChipHeathandDanHeath,Switch:HowtoChangeThingsWhenChangeIsHard(NewYork:BroadwayBooks,2010),27–32.

*BenjaminFranklin,TheAutobiographyofBenjaminFranklin(Philadelphia:Lippincott,1868).HattiptoRichMallon-Dayforpointingmetothisquote.

*BillHathaway,“Mind-BodyConnectionIsaTouchySubject,”Futurity,June25,2010,www.futurity.org/health-medicine/mind-body-connection-is-a-touchy-subject.

Chapter7HowtoMakeEnchantmentEndureIpurchasedmyTilleyHatatafishingdockjustsouthof

theEvergladesinFloridaandthoughtthe“hat”wasratherexpensive.LittledidIknow

whatIwasbuyingwouldoutlasttheboatIwasfishingin,theshoesonmyfeet,and

nowthatIthinkofit,mymarriageatthetime.SoIcansafelysaythis“is”thebesthatintheworld.Itlovesto

fish,doesn’tcomplainaboutthehotsunorthecoldrain,

andwhenIgethome,itdoesn’tcareifIlayitdownandignoreittherestofthe

day.Yessir,I’velearnedthatyoucancountonaTilley.

T

—DavidHalcomb(fromthetaginsideTilleyhats)

hegoalofenchantmentisalong-lastingchange—

notaonetimesaleortransaction.Inotherwords,youwantenchantmenttoendureand,evenbetter,toblossom.That’swhathappenswhenyouchangehearts,minds,andactions.

Thischapterexplainshowtogetpeopletointernalizeyourvaluesandhowtoensurethatyourenchantmentlasts.

StriveforInternalization

In1935,LloydAndersoncouldn’tfindaniceaxehelikedatapricehecouldafford.Heendedupbuying

onefromanAustrianstorecalledSporthausPeterlong.ThenhestartedhelpinghisclimbingbuddiesbuyequipmentfromEurope.In1938,heandtwenty-onefriendstooktheirbuyingtothenextlevelbycontributing$1eachtoformtheRecreationalEquipmentCooperative.Thefirmisnowcalled

REI,andits3.7millioncustomersshopatmorethan

100stores.PeoplegotoREInotonlytobuyequipmentbutalsotoseekadvice,socializewithfolkswholovetheoutdoors,andfantasizeaboutwheretheycanhike,bike,ski,andclimb.REIhascreatedanoutdoorsculture,anditscustomershaveinternalizedREI’svalues.*Theprocessof

internalizingvaluesinvolvesthreestages:conformity,identification,and

internalization.Hereisanexplanationofthosestages:

•Conformity.Peoplejoinbecauseofpeerpressure,coercion,trickery,oradesiretobelongtoagroup.Conformityisn’tenchantmentandwon’tlastlongwithoutundueforceunlessyou

movetoidentificationandinternalization.

•Identification.Whenpeopleidentifywithmembersofagroup,theyseecommonalityandsharedinterests.Nooneisforcingthemtoconform.Atthisstage,theattractivenessof

theenchanterandothersinthegroupisimportantbecausepeoplewanttheenchanter’sapproval.

•Internalization.Thisisthehighestlevel.Itmeanspeoplehavegonebeyondidentifyingtobelieving.Theirbeliefisnotatodds

withtheirfeelings,thereisnocoercion,andtheyarenottryingtopleaseanyone.Thisisenchantment.

Internalizationisthehardestleveltoachieve,buttheonethatwilllastthelongest.Forexample,I’veinternalizedMacintosh.Nooneiscoercingmetolikeit.(Intwenty-sevenyearsof

usingcomputers,I’veonlyboughtaWindowsmachineonce,andIgaveittoGoodwilllongago.)I’mnotusingaMacintosh

simplybecauseIidentifywithotherMacintoshusers.IbelieveMacintoshisthebestcomputer—somuchsothatIstandinlineandpaythefullretailpricelikeanyApplecustomer.

SeparatetheBelievers

Thepeoplewhoaredoingthework

arethemovingforcebehindtheMacintosh.Myjobistocreatea

spaceforthem,toclearouttherest

oftheorganizationand

keepitatbay.

—SteveJobs

“Pluralisticignorance”istheconceptthatpeoplegoalongwithsomethingbecausetheyassumeothersagreewithit.Pluralisticignorancecanthenleadto“collectiveconservatism”ortheunwillingnesstochange.Talkaboutadownwardspiral!

Tofosterdivergentthinking—or,moreaccurately,convergentthinkingthat’sdifferentfromthepredominantconvergentthinking—it’snecessarytoseparatebelieversfromnonbelievers.Mostnewideasdon’tstandachancewithinthemainstreamofanorganization.Thisiswhycompaniescreateindependentbusinessunitsfornewproductsand

services.Thinkingbacktomy

Appleexperienceinthemid1980s,MacintoshsucceededbecausethedivisionwasinaseparatebuildingwithSteveJobsleadingit.Macintoshwouldn’thavebeenborn,muchlesssucceeded,ifitwereinthecenterofacompanyfocusedonAppleIIs.Thisleadstomytheory

thattheoptimaldistancefor

believersfrom“headquarters”ishalfamile—thatis,toofarforexecutivestowalktobutstillcloseenoughtoloot.Asthetricolongoes:location,location,location.

PushImplementationDown

Thetraditionalviewof

settlingarmedconflictinvolvesbringingtogetherthepoliticalandmilitaryleadersoftheopposingforces.Theassumptionisthattheseleadersrepresentthebroadconstituenciesofeachsideandcanconvincethesepeopletosupportresolution.CeliaMcKeonof

ConciliationResources,acharityorganizationthatworkstopromotepeace,

disagrees.Shebelievesthatitisthegrassrootsmembersofcommunitieswhocanmosteffectively“buildtrustandunderstanding,”“assistinidentifyingandresolvinglocal-levelconflicts,”and“createasafe,unofficialspaceformiddle-rankingmembersoftheconflictingpartiestoengageinproblem-solvingexercisesinadvanceofnegotiations.”*Inotherwords,peace

startsfromthemiddleandbottomofsocieties,notatthetop.Forexample,civilleadershelpedbringaboutalastingsettlementintheborderdisputebetweenPeruandEcuadorin1998.ThissettlementcameoutofaworkshopattheUniversityofMarylandcalled“EcuadorandPeru:TowardsaDemocraticandCooperativeResolutionInitiative.”Thefirstworkshoptook

placein1997.TwentymembersofthecivilianpopulationsofEcuadorandPeruformedtheGrupoMaryland,andtheyworkedtofindacommongroundfortheresolutionofarmedconflict.Academics,businesspeople,educators,journalists,andenvironmentalistswith“commontraitsrelatedtoprofession,gender,age,location,andthelike”made

upthegroup.†GrupoMarylandshows

thattomakeenchantmentlast,youshouldn’tfocusononlyleadersatthetop.Theyhavetheirownagendas—power,money,andself-image—thatdon’talwaysreflecttheentirepopulation’sdesires,muchlessthegreatergood.Themiddlesandbottomsoforganizationsareimportant,too—afterall,that’swhodoesthereal

work.

UseIntrinsicMethods

I’mtiredofhearingaboutmoneymoney,money,

money,money.Ijustwanttoplaythegame,drinkPepsi,wearReebok.

—ShaquilleO’Neal

Manypeopleassumethatmoneyistheultimatemotivator,andthisisnottrue.Forexample,thinkofallthevolunteerswhocontributethousandsofhourstocompaniesandnonprofitorganizations.Manyorganizationstryto

encouragepeopletohelpthembyofferingcommissionsandaffiliatefees,buttheseenticementsalsoraisesuspicions(Are

thesefolksspreadingthewordbecausethey’regettingpaid?)andalterrelationships(AmIspreadingthewordbecauseI’mgettingpaid?).KathleenD.Vohs,a

professorattheUniversityofMinnesota,conductedaseriesofexperimentstoexaminetheeffectofmoneyonpeople’sbehavior.Hereisaquicksynopsisofthreeofherexperiments:*

•Researchersprovidedsubjectswith$4,000,$200,or$0inMonopolymoneytoplaythegame.Astheyleftthelab,anaccompliceoftheexperimentersdroppedabagofpencils,andtheexperimentersmeasuredhowmanypencilsthe

subjectspickeduptohelp.The$4,000subjectsweretheleasthelpful;theonesgivennomoneywerethemosthelpful,andthe$200subjectswereinthemiddle.

•Researchersgavesubjectseightquartersforunscramblingphrasesinto

sentences.Somephrasesdealtwithmoney,andothersdidn’t.Attheconclusionoftheexperiment,subjectswereaskedforadonationtoastudentfund.Thesubjectswhounscrambledphrasesmentioningmoneydonatedlessthanthosewho

unscrambledphrasesthathadnothingtodowithmoney.

•Researchersplacedsubjectsinaroomwithacomputerthateitherhadnoscreensaver,ascreensaverdepictingfish,orascreensaverdepictingmoney.Theresearchers

askedthesubjectstosetuptwochairsforthemtomeetwithothersubjects.Theoneswhohadseenthemoneyscreensaversetupchairsfartherapartthantheoneswhohadablankscreenorafishscreensaver.

Thesestudiesinvolved

collegestudentsinaresearchproject,sotheresultsmaynotpredictreal-worldresults,butthestudents’actionsindicatethatexposingpeopletomoneyaffectstheirattitudes.Extrinsicrewardssuchasmoneyarenotnecessarilyeffectiveenchanters.Anexampleofthisis

Wikipedia.Volunteersandamateurscreatedthisvastinformationresource.Noone

paidthemfortheircontributionstoit.Bycontrast,MicrosoftthrewmillionsofdollarsatEncarta,itsonlineencyclopedia,buttheprojectstillfailed.Microsoftreducedittonothingmorethananonlinedictionaryin2009.It’snotalwaystruethat

yougetwhatyoupayfor,andifyouhavealoserofacause,moneywon’thelp.Ifyou

haveagreatcause,moneywon’tmatter.Inpractice,addingfinancialincentivestoagreatcausemayhurtit,sothinktwiceaboutusingmoneyasanenchantmenttool.

InvokeReciprocity

Invokingreciprocityisapowerfulwaytomakeenchantmentlast.Earlier,I

toldyouhowEthiopiahelpedMexicofiftyyearsafterMexicohelpedEthiopia.Here’sanothergreatstorybutatthecitylevel.KidsfromtheWhiteKnoll

MiddleSchoolinColumbia,SouthCarolina,presentedacheckfor$447,265toNewYorkMayorRudyGiulianiduringthe2001Macy’sThanksgivingDayparade.ThestudentscollectedthismoneytoenableNewYork

toreplaceoneofthefiretruckslostduringthe9/11attack.(Admittedly,thesumincludedonehugedonationfromarichperson.)ThekidsfromSouth

Carolinareciprocatedbecause,134yearsearlier,NewYorkerscollectedmoneytobuyColumbiaafirewagonafterthenorthernerslearnedthatthecitywasusingbucketbrigadestofightfires.The

firstwagonsankonthewaytoColumbia,sotheNewYorkersraisedmoremoneyandsentasecondone.ThegenerosityoftheNew

Yorkers,manyofwhomwereUnionsoldiers,overwhelmedaformerConfederatecolonelnamedSamuelMelton.OnbehalfofColumbia,hevowedtoreturnthefavor“shouldmisfortuneeverbefalltheEmpireCity.”Thekidsmadegoodonhis

promise134yearslater.Wediscussedgivingfor

intrinsicreasonsinchapter3,“HowtoAchieveTrustworthiness,”buthereismoreinformationaboutthetopicbecauseitissoimportant:

•Givewithjoy.Thepurestformofgivingistothosewhocannothelpyou(forexample,

NewYorkhelpingColumbiainthefirstfewyearsaftertheCivilWar)andwithouttheexpectationofreturn.Ironically,thesegiftsoftencatalyzethegreatestreciprocation.

•Giveearly.“Payitforward”bydoingfavorsbeforeyou

needfavorsback—ifyoueverneedfavorsbackatall.It’sobviousandlesspowerfulwhenthere’saclearlinkbetweenwhatyou’redoingandwhatyouwantback—that’satransaction,notafavor.

•Giveoftenandgenerously.“As

yousow,soshallyoureap.”Ifyougivealot,you’llalsogetalot.Ifyougivehigh-qualityfavors,youwillgethigh-qualityfavorsback,sodopeoplefavorsthatmakeadifference.

•Giveunexpectedly.RichardBranson,thechairmanofthe

VirginGroup,andIoncespokeatthesameconferenceinMoscow.Imethiminthespeaker’slounge,andheaskedmeifIeverflewonVirgin.ItoldhimIdidn’tbecauseIwasaUnitedAirlinescustomer.Atthatpoint,hegotonhiskneesandgaveme

ashoeshinewithhiscoat,andsincethenmyfirstchoiceforanyroutethatVirginAmericafliesisthisairline.

•Askforreciprocation.Don’thesitatetoaskforafavorinreturnwhenyouneeditandthepersonyou’re

askingcandoit.Thisisagoodpracticebecauseitrelievespressureontherecipient—you’reprovidingawaytorepayadebt.Thisenablestherecipienttoacceptmorefavors,andyourrelationshipcandeepen.

RichardBransonpolishesmyshoeandmakesmeaVirginAmerica

customerforlife.

LetmetellyoumyfavoriteRobertCialdinistory.IoncesatnexttohimatalunchattheStanford

FacultyClub,andwegotintoadiscussionaboutwhatoneshouldsaywhenpeoplethankyoufordoingthemafavor.Hetoldmethat“Iknowyou’ddothesameforme”isamuchbetterresponsethan“You’rewelcome.”Cialdini’sphrasetellsthe

personwhoreceivedyourfavorthatsomedayyoumayneedhelptoo,anditalsosignalstothepersonthatyou

believesheishonorableandsomeonewhowillreciprocate.Ifthisisthespiritinwhichyou’resayingit,yourresponseisfarmoreenchantingthantheperfunctory“You’rewelcome.”Ontheotherhand,simplytryingtoestablishindebtednessisn’tenchanting,sousethephrasewisely.

CatalyzeCommitmentandConsistency

Gettingpeopletomakeacommitmenttoyourcauseandtheninvokingconsistencyinhonoringitisapowerfulwaytomakeenchantmentendure.KanuHawaiihasputthisconceptinaction.It’sanorganization

ofpeoplelivinginHawaiiwholovethestate’suniquecultureandlifestyle.Memberssawthatenvironmentalchanges,increasedcostofliving,andfewerjobopportunitiesthreatenedwhattheyloved.KanuHawaiiencourages

memberstomakecommitmentssuchasbuyinglocallymadeproducts,cleaningupbeaches,andadoptingagreenlifestyle.

SharingthesecommitmentswithfriendsandfamilyviaFacebook,Twitter,ande-mailisalsocentraltoKanuHawaii’sphilosophy.

Commitmentandconsistencyhelpenchantmentendureonthreelevels.First,stickingtoa

commitmentreducesthelikelihoodofpeoplereconsideringpastdecisionsandlookingatalltheoptions.Thereisachancethatpeoplemightnotpickyourcausethesecondtimearound.Second,unlesstheylacka

conscience,peopleliketohonortheircommitments.Yourtaskistoshowthemwhyitmakessensetomakeacommitmentinthefirstplace.Thenthedesireforan

honorableself-imageentersthepicture:“IfIdon’tdowhatIsaidI’ddo,itmeansI’mnotanhonorableperson.”Third,tellingothersabout

aperson’scommitmentscreatesanotherreasonforhimtohonorthem.Notfulfillingacommitmentmakeshimappeartolackdisciplineorperseverancetohisfriendsandfamily:“IfIdon’tdowhatIsaidI’ddo,it

meansotherswillthinkI’mnotanhonorableperson.”Commitmentand

consistencycanalsoworkagainstyouifpeoplecommittoyourcompetitioninsteadofyouandwanttoremainconsistentwiththeirdecision—forexample,ifyoucommittedtoWindowsandrefusedtotryaMacintosh.Nevertheless,I’manoptimist,soIrecommendthatyouusethetechniques

wediscussedinchapter6,“HowtoOvercomeResistance”andthenfostercommitmentandconsistencytomakeyourenchantmentendure.

BuildanEcosystem

Thepresenceofacommunitythatcomplementsacausefostersendurance.Let’scallthiscommunityan

“ecosystem.”Itcanincreasethesatisfactionthatpeoplereceivefromacauseandshowtotheworldthatyou’resuccessfulenoughtomeritanecosystem.Also,itmeansmorepeoplewillhelpyou,becausetheirsuccessisintertwinedwithyours.Thesearethecomponentsofanecosystem:

•Usergroups.Duringthedarkest

momentsofApple’sstruggletomakeMacintoshasuccessinthe1980sand1990s,hundredsofMacintoshfan(atic)svoluntarilyranusergroups.Thesegroupsprovidedinformation,support,andenthusiasmtokeep

MacintoshgoingattimeswhenApplecouldnotorwouldnot.Manycompanies,suchasHarley-Davidson,Oracle,Porsche,andCiscohaveequallypassionateusergroups,too.

•Websitesandblogs.Enthusiasts,oftenconsultantsanddevelopersin

theiroff-hours,operateWebsitesandblogstoprovideinformationandsupportforthecause.TrysearchingGooglefor“WordPressblog”or“Windowsblog”toseewhatImean.Theexistenceofthesesitesreassuresboth

customersandpotentialcustomersofthevalueofcauses.Thesitesalsoprovideafter-purchasesupportthatincreasessatisfaction.

•Consultants.Thesefolksdevelopexpertiseinhelpingothersusecauses.Therefore,theyincreasethe

satisfactionofcustomers.Theyhaveavestedinterestinacause’ssuccessbecausetheycanprovidetheirservicesonlyaslongasthecausecontinuestosucceed.

•Developers.Whetherit’sagamingboxlikeXbox,acomputer

operatingsystemlikeMacintosh,oranonlineservicelikeTwitter,developersareahugereasonforaplatform’ssuccessandsurvival.Thesepeoplecreategames,applications,andservicesthatincreasetheutilityoftheplatformand

inturnincreasethesatisfactionpeoplederivefromacause.

•Resellers.Storesanddealerswhosellyourwaresareoftentheonlyentitiesthathaveadirectrelationshipwiththeconsumer.Theyprovideaconvenientwayforpeopletotry,buy,

andreturnyourwaresatstoreslikeBestBuy.Theycanalsoprovideconsumercredibility—“BestBuyisn’tgoingtostockapieceofjunk.”(Theoretically.)

•Conferences.Youknowyou’vearrivedwhenyou’rebigenough

toholdaconferenceaboutyourcause.Suchconferencesalsosignaltotheworldthatyouarebigandsuccessful.Mostpeoplebelievethatonlythecausesthathaveachievedcriticalmasscanpulloffsuchagathering.

Nowthatyouunderstandthekeyplayersinecosystems,here’showtoincitepeopletocreateorjoinyourecosystem:

•Createsomethingthat’sworthyofanecosystem.Thisisaconstantthemeofmine:Thekeytoenchantment,evangelism,sales,presentations,and

buildinganecosystemisagreatcause.Infact,ifyoucreateagreatcause,youmaynotbeabletopreventanecosystemfromforming.Bycontrast,it’shardtobuildanecosystemaroundmundaneandmediocrecrap,nomatterhowhard

youtry.•Identifyandrecruityourevangelists.Ifyouhaveagreatcause,findevangelistsandaskthemtobuildanecosystem.(Ifyoucannotfindself-appointedevangelistsforyourcause,youmaynothaveagreatcause.)Youmayfindthat

theactofaskingthesepeopletohelpflattersthemsomuchthattheysignupforduty,andyou’reofftotheraces.

•Pickachampionforbuildingtheecosystem.Manyemployeesmaywanttohelpbuildanecosystem,butonepersonhasto

wakeupeverydaywiththistaskatthetopofherpriorities.Ecosystemsneedchampions—identifiableheroesandinspiration—fromwithinthecompanytocarrytheflagforthecommunity.

•Givepeoplesomething

meaningfultodo.Peopleinyourecosystemaren’tgoingtositaroundcomposingloveletterstoyourCEOabouthowgreatsheis.Yourbelieversneedtheabilitytomodifyandimprovethecause.Inotherwords,youneedan“open”architecture.For

example,programmerscanaddplug-instoAdobePhotoshop;motorcycleenthusiastscancustomizetheirHarleys;anddeveloperscanmakeiPadapps.

•Publish.Thenaturalcomplementofanopenarchitectureis

publishingbooksandarticlesaboutthecause.Thisspreadsinformationtopeopleontheperipheryandcanbringthemintotheecosystem.Publishingalsocommunicatestotheworldthatyourorganizationisopenandwillingto

helpexternalparties.

•Welcomecriticism.Mostorganizationsfeelwarmandfuzzytowardtheirecosystemaslongastheecosystemsaysnicethings,buystheirproducts,andnevercomplains.Theminutethe

ecosystemsaysanythingnegative,however,organizationsfreakoutandpullbacktheirecosystemefforts.Thisisdumb.Ahealthyecosystemisalong-termrelationship,soanorganizationshouldn’tfilefordivorceatthefirst

signofmaritaldiscord.Indeed,themoreanorganizationwelcomescriticismandtakesactiontofixproblems,thestrongeritsrelationshipwithitsecosystem.

•Fosterdiscourse.Thedefinitionofdiscourseisa“verbalexchange.”

Thekeywordisexchange.Companiesthatwantahealthyecosystemshouldalsoparticipateintheexchangeofideasandopinions.AtleastyourWebsiteshouldprovideaforumwherepeoplecanengagewithothermembersaswellas

withthecompany’semployees.Thisdoesn’tmeanyoulettheecosystemrunyourcompany,butyoushouldlistentowhatmembershavetosay.

•Createarewardsystem.YoualreadyknowhowIfeelaboutpayingpeopletohelpyou,

butthisdoesn’tmeanyoushouldn’trewardpeopleinotherways.Simplethingssuchaspublicrecognition,badges,andawardshavemoreimpactthanafewbucks.Forexample,Maker’sMarkrewardsitsambassadors(bourbon

evangelists!)byputtingtheirnamesonaMaker’sMarkbarrelandprovidestheopportunitytobuyabottlefromthebatch.

•Publicizetheexistenceoftheecosystem.Ifyou’regoingtoallthetroubleofsupportinganecosystem,you

shouldmakeyourecosystemanintegralpartofyoursalesandmarketingefforts.Forexample,theHarleyOwnersGroup(HOG)(seebelow)isonlyoneclickawayfromthecompany’shomepage.

Duringthefinaltestingof

thisbook(yes,mybooksaretestedlikesoftware),areadercommentedthatthisecosystemdiscussionrelatedonlyto“high-tech,fairlybigcompaniesandthus,excludedmeandlittleplayerslikemeentirely.”YouknowhowIhateexclusionarymodels,soherearemythoughtsaboutherissue.

First,theprimarypurposesofanecosystemaretohelpyouprovideabetterproductorserviceandtoestablish

credibilitybydemonstratingthattheecosystemexists.Anyexternalpartythatdoeseitheroftheseispartofyour“ecosystem.”Forexample,agroupofpeopleadvisingyouisaboardofadvisors,sorightthereyouhavethebeginningsofanecosystem.Second,Ihopeyoudon’t

thinkthatengineeringgeekswhostartedSiliconValley’stechcompaniesknewthattheywerecreating

behemoths.Thesecompaniesstartedas“twoguys/galsinagarage”and,tothesurpriseanddelightoftheirfounders,becamehugesuccesseswithmassiveecosystems.Youmightcreatethenextbillion-dollarcompany,sodon’tsetanyartificiallimits.Ifyoubuildanecosystem(allecosystemsstartsmall),youmaybecomethenextGoogle,Cisco,YouTube,orMicrosoft.

DiversifytheTeam

Adiverseteamhelpsmakeenchantmentlast,becausepeoplewithdifferentbackgrounds,perspectives,andskillskeepacausefreshandrelevant.Bycontrast,whenanakedemperorrunsakingdomofsycophantsandclones,thecausemovestowardmediocrity.Peopleofdiverseages,

genders,races,economicstanding,religions,cultures,maritalstatus,householdsize,andeducationalbackgroundsaddrichnessandrelevancetoyourefforts.Inaddition,youwantpeoplewhooffervariouspointsofviewwithinanorganization:

•Advocate.Theadvocatetakesthesideofyourcustomers,

believers,andfollowersandproselytizesthingslikelowerprices,fasterdelivery,freesupport,andmoreonlineengagement.Sheisthebeliever’schampioninsidetheorganization.

•Skeptic.Theskepticprovidesadoubtingattitudeto

bothpositiveandnegativenews.Hechallengesideastomakethembetter.Donotconfuseaskepticwithacynic—askepticdoubts,acynicknows.

•Visionary.Thevisionaryhasaclearideaofhowyourtechnologyandthemarketplacewill

evolve.Thevisionaryisoftennotthebestmanager,butyouneedsomeonetoanticipatetheneedsofyourbelieversbeforetheycanarticulatetheseneedsthemselves.

•Adult.Theadultmakesthingshappeninanefficient,cost-

effective,andlegalmanner.Hecomplementstheforward-lookingvisionarybycheckingtherear,side,above,andbelowviews.

•Evangelist.Theevangelistsellsthedreamofhowyourcausecanmakepeople’slivesbetter.Sheuses

emotion,intellect,andpersuasion,butseldommoney,tomakepeoplebelieveinyourcauseasmuchasyoudo.

•Rainmaker.Therainmakerclosesdeals.Thisrolecaninvolvesellingadspaceorconvincingafoundationtodonatemoneyto

yournot-for-profit.Peoplethinkmakingasaleiseasyuntiltheytrytodoitthemselves.

Populatingyourorganizationwithadiversityofpeopleandcapabilities,oratleastpeoplewhocanfulfillmultipleroles,isapowerfulwaytomaketheenchantmentlast.There’snosuchthingastoomuchdiversityinacause

that’sstaffedtolast.

PromoteSpreadability

ThefansoftheGratefulDead,likethecustomersofREI,personifytheinternalizationofvalues.Forthesefans,theDead’sappealistheirmusicplusaspiritualbondoffriendshipand

growinguptogether.Thebandstartedinthe1960sandnowhasthird-andfourth-generationfans—itsenchantmenthasenduredforalongtime.Onereasonforthis

longevityisthatthebandhassupportedthespreadabilityofitsmusic.WhiletheRecordingIndustryAssociationofAmericasuesgrandmothersforsharingmusiconpeer-to-peer

networks,theGratefulDeadencouragesconcertattendeestorecorditsmusicandspreadit.Yes,youreadthatright.AccordingtoDavid

MeermanScottandBrianHalliganinMarketingLessonsfromtheGratefulDead,thebanddoesn’tsimplylooktheotherwaywithrespecttothe“tapers”atconcerts,itpurposelyallowsthemtosetupprofessional-

levelequipmentbehindtheband’sownmixingequipmenttoassuregoodsoundquality.Andtaperscanrequestseatsinthespecialsectionreservedforthem.There’sevenasectionfortapersontheGratefulDeadWebsite.*Theonlylimitationonthe

tapersisthattheycannotusetheirrecordingsforcommercialpurposes.Otherthanthat,theyarefreeto

spreadthemusic.Overtheyears,thedisseminationofmusicbytaperssucceededinattractingmorepeopletoconcertsandhelpingtosellmoreGratefulDeadmusic.TheGratefulDeadwill

probablyendurelongafterbandswithmorerestrictiverightshavefadedawaybecausetheyencouragedpeopletoenjoytheirmusicfreely.

MyPersonalStory,byChrisAnthony

ChrisAnthonyisacustomerrelations

consultantinRichmond,Indiana.Inhispersonalstory,heexplainshowDisneyenchantedhimforlifewhenarestaurantmanagerwentaboveandbeyondthecallofduty.

WEWEREONOURHONEYMOONATWALTDISNEYWORLDIN2007,stayinginanon-Disneyhotel.Theprevious

night,amemberofthehotelstaffattemptedtobreakintoourroom.Themanagement’sresponsewas,“Youshouldhavedeadboltedthedoor.”Wewerebothshakenandscaredallday;webarelysawtheparkwewentto.ThenwewenttodinneratJiko,intheAnimalKingdomLodge.Whilewewaited,we

toldSarah,therestaurant

manageronduty,aboutwhathadhappened.Sheaskedustowaitanddisappearedthroughastaff-onlydoor.Whenshecameback,shehadroomkeysandsaid,“Cancelyourroomsattheotherhotel.We’llmatchitspriceforyouhereattheAnimalKingdomLodge.Thatwasunacceptable.”Ourhoneymooncould

havebeenruinedbytheoffendingstaffmember.Instead,Sarah,onbehalfofWaltDisneyWorld,turneditintosomethingamazing.We’veneverforgotten—andwe’reneverstayinganywhereelse.

*JayGreene,DesignIsHowItWorks:HowtheSmartestCompaniesTurnProductsintoIcons(NewYork:Portfolio,2010),126–27.

*CeliaMcKeon,“ParticipatinginPeaceProcesses,”PeopleBuildingPeace,www.peoplebuildingpeace.org/thestories/print.php?id=139&typ=theme.

†InésCevallosBreilhandSaharyBetancourt,“GrupoMarylandBetweenPeruandEduador,”PeopleBuildingPeace,www.peoplebuildingpeace.org/thestories/print.php?id=144&typ=theme.

*KathleenVohs,“SmallSteps,BigLeapsBriefing,”StanfordUniversityGraduateSchoolofBusinesslectureseries,February12,2010,www.youtube.com/watch?v=qrMoDJnJeF8.

*DavidMeermanScottandBrianHalligan,MarketingLessonsfromtheGratefulDead:WhatEveryBusinessCanLearnfromtheMostIconicBandinHistory(Hoboken,NJ:JohnWiley,2010),105–7.

Chapter8HowtoUsePushTechnology

Becausewedonotunderstandthebrainvery

wellweareconstantlytemptedtousethelatest

technologyasamodelfor

tryingtounderstandit.Inmychildhoodwewerealwaysassuredthatthebrainwasa

telephoneswitchboard.(“Whatelsecoulditbe?”)I

wasamusedtoseethatSherrington,thegreatBritishneuroscientist,thoughtthat

thebrainworkedlikeatelegraphsystem.Freudoften

comparedthebraintohydraulicandelectro-

magneticsystems.Leibnizcomparedittoamill,andI

T

amtoldsomeoftheancientGreeksthoughtthebrain

functionslikeacatapult.Atpresent,obviously,themetaphoristhedigital

computer

—JohnR.Searle

hisisagoldenageofenchantmentbecause

reachingpeoplearoundthe

worldhasneverbeeneasier,faster,orcheaper.ThroughoutthebookI’vementionedhowtousetechnologyfromtimetotime,butthenexttwochaptersfocusonthetopic.Thischapterexplainshowtousepushtechnology—presentations,e-mail,andTwitter—toenchantpeople.

GeneralPrinciples

WhatwouldDaleCarnegiedowithTwitter?HisbookHowtoWinFriendsandInfluencePeopleappearedin1937.Sincethen,peoplehaveboughtmorethan15millioncopies,andevennowthebookisoneofthetoptwohundredbestsellersonAmazon.Howcoolisthat?DaleCarnegiewouldlove

Twitter.Hewoulduseittoreachhisclientsfasterandmorefrequently.Hewould

broadenhismarketbyreachingpeopleanywhereintheworldwithanInternetconnection.CarnegiewouldalsoteachhisclientstouseTwittertowinfriendsandinfluenceevenmorepeople.HowtoWinFriendsand

InfluencePeoplecontinuestosellbecauseitprovideslong-lastingprinciples.IfCarnegiehadbasedhisbookonthetechnologyof1937,Idoubtpeoplewouldstillbuy

it.Afterall,in1937theaveragecostofanewcarwas$760;SnowWhiteandtheSevenDwarfswasthemostpopularmovie;andtheBBCusedanoutdoorbroadcastingunitforthefirsttime(totelevisethecoronationofKingGeorgeVI).Myhopeisthat

Enchantmentremainsrelevantfordecades,too,sohereisalistofgeneralprinciplesthatshouldapply

totechnologiesthatIcannotforesee:

•Engagefast.Whenpeoplecontactyou,respondfast.Fast,in2011,meansinlessthanaday.Fewpeoplerespondquickly,andthisiswhytheydon’tusetechnologyasaneffectiveenchantmenttool.

Luckilyforyou,thismeansafastresponderisunusualandthereforemoreenchanting.

•Engagemany.Don’tfocusontherich,famous,andtraditionalinfluentialpeople.Treateveryoneasequalandrespondtoasmanyasyou

can.Youneverknowwhowillbecomeyourmostvaluablesupporterandfriend.Remember:Nobodiesarethenewsomebodiesinaworldofwide-opencommunications.

•Engageoften.Don’texpecttoengagepeopleonly

afewtimesandbeabletoenchantthem.Enchantmentisaprocess,notanevent.Youneedtokeepengaging—evenwhenitseemsthereislittlevalueindoingso.Inthesamewaythatfewpeopleengagefast,fewpeopleengageoften,soit’salsoeasytostandoutin

thisregard.•Usemultiplemedia.Generally,themoreformsofmediayouuse,themoreenchantingyou’llbe.Textaloneissolastcentury.Nowtherearepictures,video,livechats,andaudio—andwhoknowswhatthefuturewillhave

broughtbythetimeyoureadthis?

•Providevalue.Themaintypesofvalueare(1)pointerstouseful,inspiring,orentertainingcontent;(2)personalinsights,observations,orcontent;and(3)adviceandassistance.Whenyoufindthese

gems,youshouldpassthemalongtoyourfriendsandfollowerstohelpthemderivemorevaluefromonlineresources.

•Givecredit.Creditwhoeverhelpedyoufindthevaluableinformationthatyouprovidetoothers.Thisisa

“hattip.”Also,leavepositivecommentswhenyoureadsomethingthatyoulike.Theseactionsaretheequivalentofthank-younotes.Themoreyoushinealightonothers,themoreyougetnoticedyourself.

•Givepeoplethebenefitofthe

doubt.Assumepeoplearehonest,smart,anddecent—notdishonest,stupid,andconflicted.Don’tloseyourcivilitywhenyoucommunicatedigitally.Andassumeeverythingyoudoispublicandpermanent,soyouareleaving

fingerprintsforanyonetoseeforever.

•Acceptdiversity.Thebroaderandmoreflexibleyouroutlook,themoreenchantingyouronlinepresence.It’spossiblethatyou’rewrong,ortherearealternateexplanations,methods,and

perspectives.Agreeingtodisagreeisaviablephilosophy.Butthereisalimittoacceptingdiversity,asmynextpointaddresses.

•Don’ttakeanycrap.Ifyougivepeoplethebenefitofthedoubtandtheyviolateyou,don’ttolerateit.

Mytheoryisthatifyouthinksomeoneisanasshole,mostpeoplewhoaresilentlyobservingthesituationthinkso,too.Thisiscalled

Guy’sTheoryofPerfectKnowledgeofAssholes(ororifices,ifyouprefer).Ifyoudon’ttakeanycrap,

youwillenchantthesilentobserverswholikethatyouhavethecouragetopushback.Justdon’tmakeyourreactionpersonal;criticizetheopinion,thinking,orperspective,butnottheperson.

•Limitpromotion.Limittheamountofpromotionthat

youdo.Contrarytowhatsocialmediafascistsbelieve,thelimitisnot“none.”Ifnomorethan5percentofyourtweets,posts,andupdatesarepromotional,you’redoingOK.Ontheotherhand,ifnoonecomplains,you’renotpromoting

enough.Asarule,themorevalueyouprovide,themoreyoucanpromoteyourcause.

•Discloseyourconflicts.Imentionedthisinchapter3,“HowtoAchieveTrustworthiness,”butit’simportantenoughtorepeat:Discloseyour

conflicts.Therearetworeasonstodothis:First,it’sthehonestthingtodo.Second,ifyouhaveenchantedpeople,thecausesyouendorsewillinterestthem.Therefore,disclosingyourconflictsisgoodmarketing.

Theseprinciplesapplytoeverythingexcepttelepathy,timetravel,thoughtcontrol,andbrainswaps.Ifsuchtechnologiesbecomeavailable,however,changingpeople’sminds,hearts,andactionsmaynotrequireenchantment,andpeoplewon’treadthisbookanyway.

Presentations

Speechispower:speechistopersuade,

toconvert,tocompel.Itistobringanother

outofhisbadsenseintoyourgoodsense.

—RalphWaldoEmerson

AlthoughIlovegeneralprinciples,Ihatewimpybooksthatyouputdown(orisit“turnoff”?)andfind

yourselfasking,“ButwhatdoIdodifferentlytomorrow?”Therestofthischapterprovidesactionitemsandconcretesuggestionsforusingtechnologiesthatexistin2011.Thefirstsubjectispresentations.

AlGoretellshisenchantingstory.

Ifyouthinkpresentationscannotenchantpeople,youhaven’tseenagoodone.ConsidertheimpactofAlGore’sAnInconvenient

Truth.Inthecourseofanorganization’slifecycle,itsmanagementwillhavetogivepresentationstopotentialemployees,customers,investors,advisors,vendors,partners,journalists,bloggers,regulators,andinvestmentbankers(hopefully).Themostcommon

presentationtoolsarePowerPointandKeynote,althoughyoudon’tneedto

useanytechnologyatall.Thekeytoagreatpresentationisagreatcause.Assumingyoudohavesomethinggreat,herearethekeystoanenchantingpresentation:

•Customizetheintroduction.Here’sasecret:Greatspeakersgivethesamepresentationsover

andover(howelsecantheyperfectthem?),butthesespeakersaresogoodthattheiraudiencesdon’trealizethis.Thereisonepartofaspeechthatyoushouldchange,however,andthatisthebeginning.ThusfarIhavenotguaranteed

anythinginthisbook,butIguaranteethatyouwillenchantyouraudience,atleastforthefirstfiveminutes,bycustomizingyourintroductoryremarks.Think

customized,notcustomary:“I’msogladtobehere

today—blahblahblah.”Iusepicturestocustomizemyspeeches.Forexample,IshowedpicturesofalltheHewlett-PackardprintersandfaxesinmyhomeandofficewhenIspoketothecompany’sprinterdivision.WhenIspoketoS.

C.Johnson,IshowedtheaudiencepicturesofthePledgeandWindexthatwereunderoursinks.WhatdoyouthinkIshowedwhenIspoketoRubbermaid?Mybestefforts

happenwhenIspeakinaforeigncity.Iusuallyget

thereadayearlyandtourthecitytoexpandmyhorizonsandtotakepicturesofwhatenchantsmeaboutit.IfIdon’thaveachancetotakeatour,thenIphotographtheaudienceandputtheminmyintroslides.Hereare

examplesofphotosI’veusedinmyspeechesincitiesaroundtheworld.

StandingwithanothersacredcowinMumbai.

LearningabouthaggisatCrombie’sinEdinburgh.

Checkingoutanelephant’sfootatBangalorePalace.

GivingJesusahigh-teninRiodeJaneiro.

MeasuringthesizeofRussianballsinMoscow.

SkatingwithKenKing,presidentoftheCalgary

Flames.

TryingonafezintheGrandBazaar,Istanbul.

ArmofanattendeeattheSurfIndustryManufacturersAssociationconference.

•Sellyourdream.Enchantersdon’tsellproducts,services,or

companies.Theydon’tthinkintermsofthecostofgoodssoldorglass,silicon,steel,leather,andrubber.SteveJobsisn’tthinking,HowcanIgetpeopletobuy$188worthofpartswithatwo-yearcontractfromAT&T?Enchanterssell

theirdreamsforabetterfuture—coolersocialinteractions,acleanerenvironment,aheart-stirringdrivingexperience,orthefutureofpublishing.Thisperspectiveisthefoundationforapresentationthattransformspeople.

Itmakesthemthinkofwhatcouldbe,notwhatis.Itenablesenchanterstodrawenergyfromtheaudienceandthensenditbackatanevenhigherlevel.

•Thinkscreenplay,notspeech.NancyDuarteofDuarteDesignrecommendsyou

thinkofapresentationasascreenplaywiththreeacts:Act1setsupthestoryand“whatis.”Act2presentsthedramaof“whatcouldbe.”Act3resolvesthestoryandexplainshowtomakeithappen.Therearemoredullspeechesthandull

movies.Perhapsthisisbecausespeakersdon’tuseascreenplayframework.

•Dramatize.Useevocativepictures,powerfulvideos,andsizzlingproductdemostomakeyourpresentationexciting.Thegoalistoprovide

inspiringinformationthatmovespeopletoaction.Andbytheway,slidesoftextseldomenchant,sothefewerwordson-screen,thebetter.

SteveJobsandaminimalslide.

•Shorten.Asaruleofthumb,thelongeryouneedtopitchsomething,thelessskillfulyouare,andthemoremediocrethecause.Myguidelineiscalledthe10-20-30rule:makeaten-slidepresentationintwentyminuteswithnofontsmallerthanthirty

points.•Practice.Practiceyourpresentationuntilyou’resickofit.Thenpracticeitmore.IfyouthinkSteveJobsgetsonstageandwingsit,you’rewrong.Hespendshourspreparing—andhe’sSteveJobs.Imaginehowmuchtimetherestofus

shouldpractice.•Warmuptheaudience.Gotothevenueearlysoyoucancirculatewiththeaudience.You’llreaptwobenefitsbydoingthis:First,yourconfidencewillincreasebecauseyou’llmakefriendswhowanttoseeyousucceed.

Second,thisinteraction,nomatterhowbrief,increaseshowmuchtheaudiencesupportsyou.

•Speakalot.Mylastpieceofadviceistomakeyourpresentationasmanytimesasyoucan,becauserepetitionimprovestherhetorician.

Aftertheone-hundredthtime,youmaythinkthateveryonewhomattershasalreadyseenit.You’dbewrong.Forexample,AlGoreestimateshemadethe“InconvenientTruth”presentationmorethanathousandtimes.

Finally,ifyouhaveanhourtokill,watchthemostenchantingspeechI’veevergiven.It’sfromtheIndusEntrepreneurconferencein2006,andalltheforcesoftheuniverselinedupforme:high-energycrowd,standingroomonly,fansofmywriting,andboringspeakersprecededme.Itwasn’tsomuchthatIwas“on”asthatthecrowdturnedmeon.Theculminationofthespeech

waswhenthecrowdwantedmetokeeptalkingeventhoughthepeoplerunningtheconferencetriedtopullmeoffthestage.

E-mail

E-mailistheprimarymethodofdigitalcommunicationformillionsofpeople.MaybeFacebookupdatesorotherformsofsocialnetworking

willreplaceit,butthiswilltakeafewyearsbeyondthepointatwhichI’mwritingthisbook,soforthetimebeing,masteringe-mailisstillimportant.Here’showtousee-mailasatoolofenchantment:

•Getareale-mailaddress.Ifyouwantpeopletotakeyouseriously,youre-mailaddress

shouldcontainyourorganization’sdomain—asopposedtoaol.com,gmail.com,oryahoo.com.Usingsuche-mailservicesisasignalthatyou’renotfullydedicatedtoyourcause,whichwillmakepeoplewonderwhythey

shouldcareaboutit.

•Getanintroduction.Thechallengeofe-mailistogetpeoplewhodon’tknowyou,ortheirgatekeepers,toreadit.Thebestwaytodothisistogetanintroductionfromsomeonetherecipientknows,

likes,andrespects.Onlythemostdedicatedpeoplereade-mailthatarrivesoverthetransomwithoutanintroduction.

•Personalizethesubjectline.Evenifsomeoneintroducesyoutotherecipient,thesubjectlineisstillimportant,because

ithelpspeopledecidewhethertoreadyourmessage.Iftherecipientdoesn’tknowyouorhasn’tbeenintroducedtoyou,thesubjectlineiscritical.Thekindsof

subjectlinesthatworkincludementioningsomeonethe

recipientknows(“Yourwifesaidtoe-mailyou”);providinganindicationthatthepersonisfamiliarwithyourinterests(“WouldyouliketogotoaSharksgame?”)oryourcompany(“AnothernewssourceforAlltop”);orsuckingupina

greatway(“IlovedEnchantment”).

•Keepittosixsentences.Ofthehundredsofthousandsofe-mailspeoplehavesentme,Icannotrecallonethatwastooshort.Ninety-fivepercent,bycontrast,aretoolong.Theideallengthissix

sentencesorfewer,andthemessageshouldcontainnomorethanthefollowinginformation:(1)whyyou’recontactingtheperson(see“Suckup”below);(2)whoyouare;(3)whatyourcauseis;(4)whatyouwant;(5)whythe

recipientshouldhelpyou;and(6)whatthenextstepis.

•Suckup.Amorepoliticallycorrectwaytosaythisis,“Doyourhomework,”buttheresultisthesame.Yourfirstsentenceshouldindicatethatyouarecontactingtherecipientfora

goodreasonandthatyouknowsomethingabouttheperson.Forexample,“IfollowyouonTwitterandnoticeyoutweetaboutphotographyallthetime.Mycompanyhasdevelopedanewwaytohelpnovicestakebetterpictures.”

•Minimizeattachments.Attachmentsareanannoyance,andmanypeopledon’topenthembecausetheyareafraidofviruses.Forthesereasons,youshouldseldomsendattachmentswithyourinitiale-mail.Ifthere’sinterestafterthe

introduction,youcanthenasktherecipientforpermissiontosendattachments.

•Askforsomethingconcrete.Ifthere’sanythingworsethanane-mailthatasksfortoomuch,it’sane-mailthatasksfornothing—orisunclearaboutwhatthesender

wants.Ifyouhaveaperson’sinterestandattention,dosomethingwithit.Forexample,askthepersontovisityourWebsiteortoviewavideo.Ifyourrecipientiswonderingwhatyouwantafterreadingyoure-mail,you’vewastedan

opportunity.

Hereisanexampleofane-mailthatworkedonme.AssoonasIgotit,IinstalledtheapplicationonmyiPhone.It’salittlelong,butthebasicsarethere:suckup,explainwhatyoudo,proveyouknowwhatI’minterestedin,andaskforsomething.

From:PriyaKane

Date:July1,20104:49:58PDTPMTo:“guy@alltop.com”<guy@alltop.com>Subject:iPhone/DroidAppReview

HiGuy,

MynameisPriyaKaneandI’marepresentativefromtheindoormap

companyMicello.Inanutshell,MicellobringsGoogleMapstotheindoors!WehavemadeaniPhone/Androidapplicationthatallowsuserstonavigatethroughpopularplacessuchasairports,mallsandschoolsusinginteractivemaps.

Inaddition,Micellomapshaveuniquefeatures,suchasasearchbartodeterminethelocationofbuildings,point-to-pointindoornavigation/directions,andmap“livefeeds”toenhanceuserinteraction.

AtMicello,wehavebeenfollowingyour

blogpostsforacouplemonthsandunderstandthatyouhavealargeaudienceofviewers.Therefore,wewantedtoinformyouofourmappingapplicationandwerehopingyouwouldcheckitoutandpossiblymakeareviewforit.

Wewouldloveto

hearyourfeedbackonwhatyouthinkoftheapplication,andifyouchoosetomakeareviewoftheapplicationthatwouldbegreatlyappreciated.Icanbecontactedatmicello.netifyouneedanyfurtherinformation.

Thankyou,

PriyaKaneMicellohttp://micello.net/

Twitter

TwitteristhemostpowerfulenchantmenttoolI’veusedinmycareer.ItspowerexceedsthatofWebsitesandblogsbecauseitisapushmedium.Thismeanspeopledon’thavetogotoyourblogor

Websitetoreadyourmessages(tweets).Instead,allthepeoplewhofollowyouraccountonTwitterwillseeyoupostamessagewhentheyareusingtheservice.

GETSTARTED

Tostart,herearethreewaystoimproveyouruseoftheservice:

•Spruceupyour

photo.Generally,menlookbetterthantheirphotoandwomenlookworse,butmostpeopleshoulduseabetterpicture.Physicalattractivenessisn’tnecessary,butatleastuseapicturethat’sinfocusandadequatelylit.Makesurethat

yourzygomaticmajormuscle(crow’s-feetmaker)isfiredup.Here’saquicktest:Double-clickonyourphoto.Diditincreaseinsize?Isitblurry?Areyoureyesred?

•Provideadescriptiveprofile.Theinformationinyour

profileisyourbusinesscard,résumé,positioningstatement,andpitch.Makesurethatyourprofileprovidesalltheinformationitcanaboutyourbackground,interests,andcapabilities.

•Repeatyourtweets.Somepeopledisagreewithmeonthis,butIrepeatmytweets.IdothisbecauseTwitterisCNN,theNewYorkTimes,Reuters,andAssociatedPresson

steroidsallrolledintoone.Youshouldnotassumethatyourfollowerswillseeyourtweetifyoupostitonlyonce,becausetheyliveindifferenttimezones.ThisisthesamereasonCNNandESPNrepeatthesamestoriesthroughouttheday.

POSTINFORMATIVELINKS

ToenchantpeoplewithTwitter,youneedtoestablishyourselfassomeoneworthfollowingbyaddingvaluetopeople’sTwitterstream.Thereareatleastthreewaystodothis:informationallinks,manualengagement,andmarketingpromotions.

Ifyou’reacelebritylikeLanceArmstrong,BritneySpears(seeabove),orBarackObama,thentweetingthatgoingtothedentistisabummermightbesufficient.Whenitcomestomostofus,however,nobodycareswhatshowwe’rewatching,howlongthelineatStarbucksis,orwhetherourcatrolledover.

Instead,postlinksthatpointpeopletostories,

videos,andpicturestheymightnothavefoundwithoutyou.ThechallengeistofindalargevolumeoflinksthatappealtoyourFFFs(friends,fans,andfollowers).Takeitfromsomeonewhoknows:Findinggoodcontentishardwork,soherearefivemethodstomakeiteasierforyou:

•Pushyourown.Ifyouoryour

organizationgeneratescontentforyourWebsiteorblog,pushthiscontentoutthroughTwitter.OrganizationssuchasMashable,CNN,andtheNewYorkTimes(seebelow)tweetlinkstothecontenttheygenerate.Ifyou’reinthebusinessof

generatingcontent,thiscanworkwellforyou.

•StumbleUpon.WhenyousignupforStumbleUpon,youtellitthesubjectsyou’reinterestedin.Then,whenyou“stumble,”theservicetakesyoutoWebsitesandblogsdealingwith

thosesubjectsthatotherStumbleUponusershaveliked.TogetthemostoutofStumbleUpon,installthetoolbarversionintoyourbrowser.Likeapproximately14,846,969people,IusetheFirefoxversionbecauseitletsmepickcategoriesand

sharepagesviaTwitter,Facebook,ande-mail.

•SmartBrief.Smartpeopleatthis

companysiftthroughhundredsofstoriestofindthebestonesfordozensoftradeassociations.Thecompanythenmakesthesedigestsavailabletoanyone.AllyouhavetodoisgotoitsWebsiteorsubscribetoitse-mailnewslettersto

benefitfromtheireffortandexpertise.YoucanthinkofSmartBriefassmart,human-powerednewsfilters.

•Alltop.Imagineanonlineversionofthemagazinerackinabookstore,exceptithas850subjectsandisfree.Alltopaggregates

newsbytopics,presentsthefivemostrecentstoriesfromthebestWebsitesandblogsaboutasubject,andgivesyouapreviewofeachstory.There’snoeasierwaytoscantopicstostaycurrentwiththenews.(Disclosure:Iamthecofounderof

Alltop.)•Interns.Youcanhirepeople—usuallyinterns—tofindstuffforyou.For$10to$20perhour,therearemanyeager,smartpeoplewhowillcombtheInternettolookforgoodcontentonyourbehalf.Thisisoneofthosetimes

whenthrowingmoneyataproblemcanwork.

Thetestforprovidinginformativelinksiswhetherpeoplefindwhatyoutweetsofascinatingtheyforwardit(retweet)totheirfollowers.Truly,retweeting,notimitation,isthesincerestformofflatterythesedays.

ENGAGEPEOPLEMANUALLY

Youcangofarwithbroadcast-onlyinformationallinks.Mashable,CNN,andtheNewYorkTimesprovethisbecausetheyarepopularaccountstofollow.Nevertheless,Ihaven’tseentheseTwitteraccountsrespondtopeople,sothey’renotasenchantingastheycouldbe.Thereasonorganizations

don’tmanuallyengagepeopleisthatitinvolvesalot

ofhardwork,anditdoesn’tscale:Howcantheyanswerhundredsofthousandsoffollowers?Notsurprisingly,they’reafraidofopeningthefloodgates:“Ifwestartansweringpeople,soonthevolumewillswampus,andtheywillexpectustoengageforever.”They’reright—thiswouldhappen.Thequestioniswhethertheeffortisworthitcomparedtoothermarketingexpenses.

Youcanguessmyanswer:Thesedays,Twitterisoneofthecheapestandmosteffectivewaystoengageandenchantpeople.CompanieslikeVirginAmerica(seebelow),Dell,Comcast,Ford,andCiscoanswerquestionsandfieldcomplaintsonTwitter,soyoucandoit,too,ifyoucareenoughandreapenoughvaluefromtheefforts.Forexample,Comcast

supportsengagementonbothTwitterandFacebookwithonlytenpeople.Atleastgivemanualengagementatry—youcouldhireonelessMBA,save$100,000ayear,andpayfortwosocial-mediastaffers.YouwillfindthatnothingenchantspeopleonTwitterlikeanorganizationrespondingtotweets.

PROMOTEYOURCAUSE

Thefinalkindofcontentismarketingpromotions.Youmightrecoilattheideaofthisascontent,butifyou’relookingforadealonDellequipment(seebelow)oraVirginAmericaticket,thiskindoftweetisacceptableandevenwelcome.

YouneedtosetyourownparametersforusingTwitterasapromotionalmechanism,but5percentofyourpostsisagoodtargetlevelforthis

kindoftweet.NoticeinthescreenshotofDellOutlettweetsthatDellispromotingitsproductsaswellassupportingitscustomers.ThisisagoodexampleofusingTwittertosellandsupport.

MAKEITPERSONAL

IsavedmybestTwittertipforlast:Takemanualengagementtotheextreme.

Beforeyourespondtopeople,lookattheirprofilessoyoucanmakeyourtweetmorerelevant.Fewpeoplemakethiskindofeffort.Here’sanexampleofwhatahighlypersonalexchangelookslike.ItstartswiththistweetfrommeaboutaphotoIfoundofmyparentswithJohnWayne.

Oneofmyfollowersrespondedwiththistweet:

Icheckedoutherprofileandlearnedshewasafoodie.

Thiswasmyresponseto

herresponseafterIlearnedthis:

Andthiswasherresponsetomypersonalizedresponse:

Twitterhasprofilepages,andpeoplefillthemout.The

informationisthereforyoutoengagepeopleinthemostpersonalizedandenchantingways.

MyPersonalStory,byGarrReynolds

GarrReynoldsisanauthorandpresentationconsultantlivinginNara,Japan.Inthispersonalstory,heexplainshisfascinationwithJapanandhowthecountryhasinfluencedhisspeeches

andpresentations.

IGREWUPINALARGEHOUSERIGHTONTHEBEACHINSEASIDE,OREGON.OurfrontyardhadJapanese-inspiredlandscaping,includingakoipondandlargestonelanterns.Once,whileplayingonthebeachafterastorm,Ifoundabeautifulglass

floatthathadbrokenloosefromaJapanesefishingboatfaroffshore.Ikeptitinmyroom,asitremindedmeofanexoticlandontheothersideofthePacific,justoutsidemybedroomwindow.Inmytwenties,I

movedtoJapanonaneducationalexchangeprogram.IlikedJapanimmediately,butittookmethreeyearsbeforeI

trulyadaptedtotheculture.Inthoseearlyyears,ItooktostudyingthelanguageandJapanesehistoryaswellasZenandthemanyZenartssuchassumi-e,teaceremony,ikebana,Nohtheatre,andsoon.Throughexperience

andself-study,IshedmystereotypesandmisconceptionsaboutJapanandcameto

appreciatethedepthandbreadthofthecultureandtoseeallthelessonsthatwerethereforanyonewhowaswillingtolearn.WhileIhadagreattimebackintheUnitedStateswhenIreturned,Japankeptcallingmeback—Iwasenchanted.Whatisitabout

Japan?Itisamixtureofmanythings.Thefood

(washoku),forexample,isasaestheticallybeautifulasitisnutritiousanddelicious.Designandpresentationmatter.Customerserviceandrespectforthe“honorablecustomer”areunmatchedanywhereintheworld.Andjuxtapositionsareeverywhere:complexityandsimplicity,modernityandtraditional

design,high-techtoolsandancienttraditions.Livingabroadin

generalopensyourmindandbroadensyourperspective.ThisisespeciallytrueinanancientculturelikeJapanthatembracespatience,cooperation,andhumility.Japanhastaughtmetoslowmybusymind,asIhavelearnedtheartofseeing

thingsfromanotherperspective.Myfamilyissettledin

ahousewebuiltinthequietNaracountrysideamidstZengardens,bambooforests,Shintoshrines,andBuddhisttemples.IamabsolutelyenchantedwiththedepthandbreadthofJapanesecultureandthelessonsaboutdesign,economy,moderation,andlivingin

harmonywiththeenvironment.Thetraditional

Japaneseartshavetaughtmeaboutthepowerofemptyspaceandtheimportanceofamplificationthroughsimplificationandvisualsuggestion,andnowIapplytheselessonstopresentationsandbookdesign.

TheendofthefollowingchaptercontainsmoreinformationaboutGarr’sapplicationofJapaneseprinciples.

Chapter9HowtoUsePullTechnologyThefunctionofmuscleistopullandnottopush,except

inthecaseofthegenitalsandthetongue.

P

—LeonardodaVinci

ushtechnologybringsyourstorytopeople.Pull

technologybringspeopletoyourstory.Theadvantageofpulltechnologyisthatyoucanprovidelargequantitiesofinformation—comparedto,forexample,the140charactersinatweet.Thischapterexplainshowtopull

peopleinandmakethemostoftheirattentionwhentheyvisityourWebsite,blog,andFacebook,LinkedIn,orYouTubepages.

WebSitesandBlogs

Fordistributinglargequantitiesofinformation,sellingyourproduct,andprovidingsupportanddownloads,it’stoughtobeat

Websitesandblogs.Here’swhatyoucandotomaximizetheirenchantmentpower:

•Providegoodcontent.Thisisa“duh-ism,”butit’saduh-ismorganizationsmiss.AWebsiteorblogwithoutusefulorentertainingcontentisnotenchanting.This

doesn’tmeaneveryonehastolikeyourcontent,butyoursitemustappealtothesegmentofthepopulationyou’retryingtoenchant.

•Refreshitoften.EnchantingWebsitesandblogsarenotbrochuresthattellamarketingstoryandseldom

change.Goodcontentthatdoesn’tchangeisn’tgoodforlong,andpeoplewillnotreturntoyourWebsiteorblogifyoudon’tprovidenewmaterialoften.Ideally,youshouldupdatecontenteverytwotothreedays.

•Skiptheflash(and

Flash).Youmaythinkit’scoolthatasixty-secondvideoplayswhenpeopleenteryourWebsite.Certainlyyourdeveloperdoes.Thatmakestwopeopleintheworld.Three,ifyouaddthedeveloper’smom.SkiptheflashandFlash,andletpeoplegetright

inunlessyouwantthemtoaborttheirvisitoronlyvisitonce.

•Makeitfast.It’sashamewhenanyonecangetrighttoyourhomepage,butthenhastowaitforittoload.Peopleexpectimmediateaccess,andthere’snoexcuseforaWeb

siteorblogthattakesmorethanafewsecondstoload.

•Sprinklegraphicsandpictures.Graphics,pictures,andvideosmakeaWebsiteorblogmoreinterestingandenchanting.Ifyou’regoingtoerr,usethemtoomuchratherthantoo

little,withtheexceptionofaFlashfront-endintro.

•ProvideaFrequentlyAskedQuestions(FAQ)page.PeopleloveFAQsbecauseFAQscuttothechase.Figureoutwhatthemostcommonquestionsaboutyourcause

areandanswertheminoneplacetosaveyourvisitorsthehassleofsearchingforinformation.

•CraftanAboutpage.Visitorsshouldneverhavetowonderwhatyourorganizationdoesandwhyyoudowhatyoudo.Provideallthis

informationinanAboutpage.Confusionandignoranceareenemiesofenchantment.

•Helpvisitorsnavigate.EnablepeopletosearchyourWebsiteorblogtofindwhattheyarelookingfor.Also,asitemaphelpspeople

understandthetopologyofyourWebsite.

•Introducetheteam.Fewpeoplewanttodealwithanameless,faceless,andsoullessorganization.AgoodWhoAreWe?pagesolvesthisproblem.LookatthisgreatexamplefromArc90,a

designshopfromNewYork.

•Optimizevisitsforvariousdevices.Nomatterwhat

devicepeopleareusing,yourWebsiteandblogshouldlookgood.AWebsitedesignedforalaptopordesktopcomputerisn’tgoingtoworkwellforamobilephoneoriPad,socreatespecificversionsforwhateverpeopleusetoaccessyour

site.•Providemultiplemethodsofaccess.Toeachherown:SomefolkslikeWebsitesandblogs,andotherspreferRSSfeeds,e-maillists,Facebookpages,andTwitterfeeds.Providemultiplemethodstoengagepeopleandmake

theseoptionseasytofindonyourWebsite.

Asitethatembodiesmostofthesequalitiesis1000AwesomeThings.Thisishowthecreatorofthesitedescribesit:

MynameisNeilPasricha,andI’mano-namethirty-year-oldguywhostarted1000

AwesomeThingsbackinJune2008withthegoalofwritingaboutoneawesomethingeveryweekday.Ididthisasmylife

wasfallingapart.Mybestfriendtookhisownlife,andmywifeandIwentdifferentways.Wesoldourhouse,Imovedtoatinyapartment,andItriedtogetthingsbackontrackbytalking

aboutonesimple,universallittlejoyeverysingleday—likesnowdays,bakeryair,orpoppingBubbleWrap.Internettravelers

fromallovertheworldsupportedAwesomeThingsfromthestartandsentittofriendswhosentittofriends.NewpeopleseeingthesitehelpeduswintheBestBlogawardtwo

yearsinarowandlandabookdeal.ThisSpringTheBook

ofAwesomecomesouteverywhere.Honestly,thisisjust

incredible,andI’mtotallyshockedandoverwhelmed.Butmorethananything,Ijustwanttosaythanks.

Thesitefeaturesshortdescriptionsofsweetlittleactionsthatmakepeoplesmile—forexample,whendinnerguestsdothedishes

eventhoughyoutoldthemnotto,orwhensomeonewhodoesn’tlikepizzacrustgivestheirpizzacrusttoyou.TakealookattheWebsite’shomepagetoseehowsuchapagecanhelpyouenchantpeople.

Facebook

Ijustusemymusclesasaconversationpiece,like

someonewalkingacheetahdownForty-secondstreet.

—ArnoldSchwarzenegger

IfFacebookwereacountry,by2010itwouldrankthirdintheworldinpopulation—behindChinaandIndiabutlargerthantheUnitedStates.EnchantingFacebook

members,therefore,isonlyreasonableandlogical.WhenIwascompletingthisbook,IfacedachoicebetweendevelopingaWebpageoraFacebookfanpageforit.IpickedtheFacebookoptionforthesereasons:

•Facebook’smembershipislargeandcontainsthekindofpeoplewhowouldbe

interestedinthisbook.

•TheprocessofdevelopingaFacebookfanpageisfast,easy,and,therefore,inexpensive.Ipaidapproximately$1,750toadevelopmentcompanycalledHyperArtsWebDesigntocreatethe

fanpage.•TheFacebookplatformincludescommenting,postingphotos,postingvideos,andsharingfunctionality.Thesefeaturesareallfree.

•TheFacebookplatformsupportsthird-partyapplications.Ifthe

Facebookplatformcan’tdosomething,youcanusuallyfindaninexpensiveorfreeapplicationtodoit.

•TheidentitiesofFacebookusersaremorereliable.Forexample,onaWebpage,anyonecanpostacommentusinganyidentity.Whenpeopleposta

commentonFacebook,theyaremuchmorelikelytobetherealperson.

•The“liking”andsharingfunctionalityofFacebookisfabulous.Thisfunctionalityenablespeopletospreadthewordaboutyourcause.

Onceyouenchantpeoplewithyourfanpage,youwantthemtospreadtheenchantment,too.

MariSmithisthecoauthorofFacebookMarketing:AnHouraDayandtheleadauthorofTheRelationshipAge.FastCompanydubbedher“ThePiedPiperofFacebook.”Ienlistedherexpertisetoexplainhowto

useFacebooktoenchantpeople.Theseareherfavoritetechniques:

•Addalandingtabtoyourfanpage.Anorganizationcanspecifywhich“tab”peopleseeonitsFacebookfanpage.Mostorganizationscallthistheir“Welcome”landing

tabandcustomizeitwithgraphics,promotionaltext,andsometimesavideomessage.Thepurposeofthistabistwofold:first,toprovidefirst-timevisitorsaplacetounderstandyourFacebookpresenceandgetoriented;second,toinspirevisitorstojoin

(“Like”)thefanpageandtherebyhelpyouspreadit.

FacebooklandingpageforEnchantment.

•Makeuseof

FriendLists.Tobettermanageyourfriends,createlistsofimportantpeople.ThenyoucanmoreeasilyviewyourNewsFeedeachdayandquickly“Like”and“Comment”tocontinuenurturingthoseimportantrelationships.

•Useyourpersonal

profileforprofessionalnetworking.Creatingapersonalprofileallowsyoutoreachoutandaddselectindividualsasfriends,commentontheirwalls,andbuildkeyrelationships.Butcontrolyourstatusupdatesandposts

becauseyouneverknowwho’sreadingyourcontentintheirstream.

•Use@tagsstrategically.Youcanhaveuptosix“@tags”inanyupdate/wallpost(onyourprofileorfanpage)consistingofamixoffriends,fan

pages,events,orgroups.Use@tagstothank,acknowledge,andenchantpeople.

•Provideanareaforyourfanstopromotethemselves.Tohonoryourfansandtominimizespampostsonyourwall,giveyourfanstheirownforumwiththe

Discussiontab.Specifyhowandwhereyouwantthemtopost.Forexample,MariSmithhasalong-running,popularthreadencouragingfanstopromotetheirTwitteraccounts.

•Respondtofans’postspromptlyandpersonally.

Implementaneffectiveengagementstrategy(youmayneedteammemberstohelp)andreplytoyourfans’commentsandquestions.Personalizeyourrepliesandusefans’firstnamesforaninformalfeel.

•Surpriseyourfans.Fromtimetotime,giveyourFacebookfanpageaburstofexcitementbyintroducinginitiativeslike“FanPageFriday”or“ShareYourBlogDay”andinviteallyourfanstosharetheirlinksonyourwall.Everywall

postcreatesviralvisibilityforyourpagethroughoutFacebook!

•Givespecialgifts.UsingtheFacebookapponyourfanpage,youcanaddcustomcontentasataboranitemintheleftcolumn,includinganopt-inbox.Offeryourfansavaluable,

freedownload,andyou’llgrowyoure-maillistasaresult.Thenyoucancontinuebuildingyourrelationshipwithyourfansviae-mail.

•Chatlivewithyourfans.Yourfanswilllovetointeractwithyoulivefromtimetotime.Usethe

VpypeorUstreamappstostreamlivevideoandgetyourfanstointeractandchat.Also,tryouttheClobbyapp(ChatLobby)tochatreal-timewithyourfans.Yourfanswillloveyoufortheenchantingliveelement,andyou’llstandoutfromotherson

Facebook.•Getyourfansinvolvedinproductandcontentcreation.InvolveandincludeyourFacebookfanswhencreatingnewproductsorwhenseekingideasfornewblogposts.Thisiscalledcrowdsourcing.Youcanalsoruna

contest.Wildfireapp.comisagoodchoiceforcontestsonFacebook.

Facebook,withitsmembershipexceedingthepopulationofmostcountries,isapowerfulmechanismforenchantment.Despiteitssize,Facebookrequirespersonalizedandinformal,asopposedtomass-marketing,

techniquestoenchantpeople.It’saweaponofmassconstructioninthehandsofagoodenchanter.

LinkedIn

Thisisasimplification,butIcouldmakethecasethatFacebookisforshow,andLinkedInisfordough.ThisisbecausemostpeopleuseFacebookforsocializing

(althoughMariSmithmaysinglehandedlychangethis)andLinkedInformakingbusinessconnectionsorfindingjobs.Youmayhavetousebothservicestooptimizeyourenchantmentefforts.

MAKEAGREATPROFILE

ThestartingpointofusingLinkedInasanenchantmenttoolistocompleteyour

profile.Ifyouonlyenterbasicinformationsuchasyourcurrentemployerandeducationalbackground,you’renotusingLinkedIntoitsfullestpotential.Completingyourprofile

withallthekeyelementsofyourlife(education,workexperience,affiliations,andactivities)increasesyourvisibility,becauseLinkedInwillusethisinformationtomakeconnections.(WhenI

waswritingthisbook,IreviewedmyLinkedInprofileandfoundthatitwasoutdated!Thisisanotherlesson:Keepyourprofilecurrenttomaximizeconnections!)

GETVISIBLE

Therearetwoadditionalwaystoenablemorepeopletofindandconnectwithyou.First,participateinactivities

atLinkedInAnswers.ThisisthesectionofLinkedInwherepeopleaskandreplytoquestions.LinkedInorganizesthequestionsbytopics,suchasmanagement,marketingandsales,technology,andinternational.Providegoodanswers,askgoodquestions,andyou’lllooklikeastar.Second,LinkedIn’sGroups

directorycontainsthousandsofspecial-interestgroups.

Forexample,thereareoverthreehundredgroupsforeventplanners.Onceyou’reinagroup,participateindiscussionstoincreaseyourvisibilityandgetintotheinformationflowofthegroup.

REACHOUT

SofarI’vefocusedonoptimizingLinkedInforpullfunctionality—thatis,

buildingyourvisibilityandenablingpeopletofindyou.TheotherhalfofLinkedIn’svalueisenablingyoutoreachpeople,learnabouttheirinterests,checkouttheirreputations,andgettheinsidescooponorganizations.Here’swhatImean:

•Searchbyname.Thesimplestsearchistoentera

person’sname.IfheisonLinkedIn,you’llfindhisprofileaswellaspeoplewhoareaffiliatedwithhim.Youmayalreadyknowsomeofthesepeople,andLinkedInwillshowyouthepeopleyoubothknow.Theymighthelpyouconnectwithhim.

•Searchbycompany.Whenyouwanttomakeaconnectiontoacompanybutdonotknowanyonewhoworksthere,youcansearchforthecompany’snameonLinkedInandseetheprofilesofitsemployees.ThenLinkedInwillshowyouthe

sharedconnectionsyouhavewiththeorganization.

•Findsharedinterests.OnceyoufindpeopleonLinkedIn,youcanlearnabouttheirinterestsandbackgrounds—atleastifthey’vefilledouttheirprofiles.Knowingthatyouwenttothe

sameschool,workedforthesamecompany,playthesamesports,orsocializewiththesamepeopleisapowerfulwaytoengageapersonwhenyousendane-mailormeetforthefirsttime.

•Checkthereputationof

people.Smartjobcandidatesprovidereferencesfromfolkstheyknowwillsaypositivethings,butyoushouldgetindependentreferences,too.YoucanuseLinkedIntofindpeoplewhoworkedatacompanyatthesametimeandask

themaboutjobcandidates.YoucanalsouseLinkedInwhenyou’reconsideringanewposition.GotoLinkedIntofindpeoplewhoworkedforyourfuturebossandaskthemifshe’sagoodmanager.

•Scopeoutcompanies.

LinkedIncanprovideinformationabouttrendsatcompanies.Forexample,youmaydiscoverthatmostpeopleinhighpositionsatthecompanyhaveMBAsfromHarvardandwenttoIvyLeagueschools.LinkedIn

canalsorevealthatemployeesareleavingacompanytoworkforacompetitor—somaybeyoushouldconsiderthatorganizationinstead.Don’tlimityouruseofLinkedIntoreachpeopleandcompaniesthatyouwanttoworkforor

sellto.Youcanalsouseittoscopeoutyourcompetition,partners,andvendors.There’snosuchthingasknowingtoomuchaboutallthesetypesoforganizations.

•Integrateintoanewjob.Here’sapowertiptohelp

youenchantpeoplewhenyoustartanewjob:UseLinkedIntolearnmoreaboutyourfellowemployees.Itwillhelpyoubuildrelationshipsmuchfasterwithpeopleyoudon’tknow.

ThebottomlineisthatLinkedInisatremendous

enchantmenttoolbecauseitenablesyoutofindpeople,connectwiththem,findsharedpassions,andchecktheirreputations.

YouTube

GregJarboeisthepresidentandcofounderofSEO-PRandtheauthorofYouTubeandVideoMarketing:AnHouraDay.Inotherwords,

he’stheMariSmithofYouTube(orMariSmithistheGregJarboeofFacebook).I’mnotanexpertinYouTube,soIaskedhimtohelpmeexplainhowtouseittoenchantpeople.

PROVIDEINTRINSICVALUE

ThefirstthingJarboetaughtmeisthatvideocontentthatcanenchantpeoplemustprovideintrinsicvalueto

yourviewers.Thisvaluecomesinfourforms:

•Inspiration.YouTubehasbroughttolightthousandsofinspiringstoriesofcourageandbravery.Example:“JakeOlson:ATrueInspiration.”

•Entertainment.Somevideosare

plain-and-simpleguffawinglyfunny.Examples:“Re:@guykawasaki|OldSpice”and“UnitedBreaksGuitars.”

•Enlightenment.Thesearedocumentariessimilartowhatyou’dseeonPBSortheDiscoveryChannel.Example:

“WorseThanWar|Full-lengthdocumentary|PBS.”

•Education.Educationalvideosshowhowtodothingsanduseproducts.Example:“HowtoFoldaT-shirtin2seconds.”

(Onewaytorememberthesefourcategoriesisthat

theyformtheacronym“IEEE,”whichisfunnyinanerdhumorway.Ifyoudon’tgetit,don’tworry.)Oneimportantpoint:The

goalofcompaniesisoftentocreatea“viralvideo.”Youknow,thekindthatmillionsofpeoplewatchinafewdays—forexample,theOldSpiceguyvideos.Thisisthekindofvideoeveryothercompanywishesitoritsexpensiveagencycreated.

Don’tmakethisyourgoal.Luckmakesavideogoviral,and“getlucky”isnotagoodstrategy.Therightgoalistoprovideasteadysupplyofvideothatisinspiring,entertaining,enlightening,oreducationalandthat,overtime,enchantspeople.

KEEPITSHORT

ThesecondthingJarboetaughtmeisthatthemost

popularvideosareshort.Despiteitsslogan,“BroadcastYourself,”YouTubeisn’tabroadcastmedium.Instead,it’stheworld’smostpopularonlinevideocommunity.

Abandonmentofvideosovertime.

InSeptember2010,myfriendsatVisibleMeasuresanalyzedover40millionshort(fiveminutesorless)

videoclipsrepresentingsevenbillionviews.Theyfoundthat19.4percentofviewersabandonavideowithinthefirsttenseconds.Bysixtyseconds,44percenthavestoppedwatching.*VisibleMeasures’findingsillustratewhyenchantingvideosonYouTubeareusuallyshort.It’snowonderthatpopularvideossuchas“CharlieBitMyFinger—Again!”and“EvianRoller

Babies”areonlyapproximatelyaminutelong.Theotherkeytakeaway

fromthesefindingsisthatyourvideosshouldstartfastbecausepeoplearegoingtomakeastop/continuedecisioninthefirsttenseconds.Ifyouhaven’tenchantedthembythen,youneverwill.Sodon’tcreatevideosthatslowlybuildmomentumandfinallygetinterestingafteraminuteor

sobecausemanypeoplewillhavestoppedwatchingbythen.Youcanlearnaboutyour

audience’sviewingpatternsbyvisitingtheInsighttab.Thereportstherewillshowyouhowmanyviewsyourvideosaregettingaswellasviewerdemographics.Documentariesaretheexceptiontothisrule,butthedatasetisclear:Ensurethatyourvideosareshortand

sweetandstartoffwithabang.

FOSTERDISCOVERY,SHARING,ANDIDENTITY

AssumingthatyouhaveIEEEcontentinashortformat,nextyouneedtoaccomplishthreetaskstouseYouTubetoenchantpeople.First,helppeoplediscoveryourvideo.DidyouknowthatthenumberofsearchesonYouTubeissecondonlyto

thatonGoogle?Herearethreewaystomakethisworkforyou:

•Keywords.Relevantkeywordscanhelpgetyourvideocontentinfrontofinterestedusers.Forhelpwithchoosingkeywords,usetheauto-fillsuggestiondrop-downmenuon

YouTube,studywhatotherpeoplehaveusedaskeywordsforsimilarcontent,andusethesameones.Also,tryYouTube’skeywordsuggestiontool.Finally,youcanusetheDiscoverytabinYouTubeInsighttoaccessthe

keywordsthatpeoplearesearchingtofindyourvideo.

•Title,description,andtags.Afteryou’vecomeupwithnewkeywordideas,ensurethatyourvideoincludesthosewordswithinyourtitle,description,andtags.Thiswillhelp

peoplediscoveryourvideosinsearchresultsand“RelatedVideos.”Ifyouwanttoincludeyourbrandnameinthetitle,itshouldalwaysgolast.Makeyourdescriptionandtagsasdetailedaspossible.

•Thumbnails.OnceYouTubehas

processedyourvideo,itgeneratesthreerepresentativevideothumbnails.Youcanselectoneofthemasyourvideothumbnail.AstheGrailKnighttellsIndianaJones,“Youmustchoose,butchoosewisely.”Thinkaboutwhichthumbnailisthemostenchanting.

Beawarethatthumbnailsthataresexual,violent,orgraphicmaycauseYouTubetorestrictaccesstoyourvideo.

Second,encouragepeopletoshareyourvideosasfarandwideaspossible.YouTubeprovidesthreepowerfulwaystomakethishappen:byembeddingvideos

onotherWebsitesandblogs,bysharinglinkstovideosviaupdatestoserviceslikeFacebookandTwitter,andbye-mailinglinkstovideostopeople.Third,buildupapersonal

followingandcredibilityonYouTube.Bothofthesewillensurethatmorepeoplewillwatchyourvideos.Youcanaccomplishthisbyleavinginsightful,useful,orentertainingcommentson

otherpeople’svideosandjoiningYouTubegroups.Increasingyourvisibilitywillattractpeopletoyourvideos.Finally,youcanuse

GoogleModeratoronyourYouTubechannel.Moderatorisasocialplatformthatallowsyoutosolicitideasorquestionsonanytopic,andyourcommunitycanvotethebestonestothetopinrealtime.NickKristofoftheNew

YorkTimesusesModeratortotakequestionsabouthistravelsaroundtheglobe.

ThinkJapanese

GarrReynolds’sbook,PresentationZenDesign:SimpleDesignPrinciplesandTechniquestoEnhanceYourPresentations,containsalistoftenJapaneseaestheticprinciples.I’msharinghis

listbecausethisJapanesewisdomcanhelpyouincreasetheeffectivenessofyouruseoftechnology.Also,mentioningafew

foreignphrasesmakespeoplethinkyou’resmartandmoreenchanting—andthat’senoughofaraisond’êtretobepartofyourvocabulary.

•Kanso.Eliminatingclutterandexpressingthings

inplainandsimpleways.Application:Reducethecrapinyourpresentation,onyourWebsiteandblog,andinyoure-mails,tweets,Facebook,andLinkedInupdates.

•Fukinsei.Usingasymmetryorirregularitytoachievebalance.

Application:UseasymmetricalphotosonyourWebsiteandinyourpresentations.Googlethe“ruleofthirds”tolearnmoreaboutthepowerofasymmetryinphotography.

•Shibui.Understatingandnotelaborating

uponthings.Application:Reducethehardsellapproachineveryformofcommunication.

•Shizen.Depictingnaturalnesswiththeabsenceofpretenseandartificiality.Application:Simplifytheuserinterfaceofyour

WebpropertiesandremovetheflashyintrovideoonyourWebsite.

•Yugen.Usingsubtleandsymbolicsuggestionratherthanobviousness.Application:Createapresentationthatmovespeople’ssoulsratherthanbeatstheminto

submissionand,morelikely,boredom.

•Datsuzoku.Transcendinghabit,formula,andconventionality.Application:Breakawayfromthetiredtext-and-bullet-pointsmethodoftellingyourstorybyusingevocativepicturesandcool

diagrams.Or,don’tusePowerPointandKeynoteatall.

•Seijaku.Achievingastateoftranquilityandenergizedcalm.Application:RemovethejarringandintrusiveelementsfromyourblogandWebsite.

•Wa.Embodyingharmonyand

balanceandavoidingself-assertion.Application:Meldtheneedsofyourcustomers,employees,andshareholdersintoawin-win,pie-bakingapproach.

•Ma.Providinganemptiness,spatialvoid,orsilencetoprovideafocal

point.Application:Removetheglitzfromyourslidesandincreasewhitespaceinyourpresentation,Website,andblog.

•Yohaku-no-bi.Appreciatingthebeautyofwhatisimplied,unstated,andunexpressed.Application:Don’tsellpasttheclose

inyourenchantmentefforts.

Anddon’tforgetmycontributiontoJapaneseconcepts:bullshiitake,noun,theresultofspreadinglies,inaccuracies,andunfoundedconclusionsinabrazenmanner.

MyPersonal

Story,byMerylK.Evans

MerylK.EvansisafreelancewriterfromPlano,Texas.Inthispersonalstory,sheexplainshowtelevision

(pushtechnology!)withaclosed-captiondecoderopenedupawholenewworldofenchantingentertainment.

MYPARENTSNEVERHADTOWORRYABOUTMEWATCHINGTOOmuchTVasakidbecauseIwasborndeaf,andIwasunabletoreadlipsonTV.Ienjoyed

cartoonsandSesameStreet,butIplayedalotofsportsandstayedoutofthehouse.In1983,Ireceiveda

boxbiggerthantwoDVRsontopofeachother.Itwasmyfirstclosed-captiondecoder.Nomorethantenshows,ifthat,containedclosedcaptions.Ittookworktofindsomethingwherewordsappearedonthe

screentellingmewhosaidwhat.ThenIfoundBond.Icaughteveryone-linerandthebadguy’slatestevilplan.Nomoreaskingmyfamily“Whatdidshesay?Whathappened?”ThenImetthe

Carringtons.Forthefirsttime,Iwatchedaweeklyshowexperiencingthetortureofwaitingawholeweekbefore

findingoutwhathappensnextonDynasty.OneofmybestfriendswasalsoaDynastyfan.Wehadeighth-gradeEnglishtogetherandwe’dtalkabouttheshow.Wow—myfirstwatercoolerconversationaroundaTVshow.Myparentsalso

introducedmetomusicaltheater.OneyearinJune,IdiscoveredsomethingI

neverthoughtpossible:theTonyAwards.Closed-captioned.Atlast,IcouldfollowthewordstothesongsthatIsawinthelocaltheater.Thankstoclosed-captionedTonyAwardsandspecialprogramslikeTheNightof100StarsatthePalace,IlearnedmanysongsbyheartbecauseIcouldfollowthemonamusic

player.

*MattCutler,“BenchmarkingViewerAbandonmentinOnlineVideo,”VisibleMeasuresBlog,September29,2010,http://corp.visiblemeasures.com/news-and-events/blog/bid/14410/Benchmarking-Viewer-Abandonment-in-Online-Video.

Chapter10HowtoEnchantYourEmployeesTobusinessthatwelovewerisebetime,andgoto’twith

delight.

—WilliamShakespeare

Here’sanotherJapaneseword:bakatare.Itmeans

“stupid”or“foolish,”andit’stheperfectdescriptionofpeoplewhothinkdisenchantedemployeescanenchantcustomers.Thischapterexplainshowtoenchantthepeoplewhoworkforyousotheycan,inturn,enchantothers.

ProvideaMAP

Counterintuitiveasthismayseem,moneyisoftennotthesole,orevenprimary,reasonforlovingajob.Motivatingpeopleisnotassimpleasfeedingmoneyintoemployeesandgettingoutresultsasiftheywerevendingmachines.Providinganopportunityforemployeestoachievemastery,autonomy,andpurpose(MAP)ismoreimportantthanmoney.

•Mastery.Peoplewanttoimprovetheirskillsandcompetency—true,maybetomakemoremoneybutalsoforthesakeofgettingbetteratsomethingthatintereststhem.Whowantstosuckatsomethingyoudoforeighthoursaday?

•Autonomy.Autonomymeansmanagementisn’tconstantlytellingpeoplewhattodoandhowtodoit.Whenanorganizationenablespeopletoworkautonomously,thiscommunicatesmanagement’sbeliefthatthe

employeesarecompetentandtrustworthy.Sosetthegoalsandgetoutoftheway.

•Purpose.(Thisisthemostimportantofthethreefactors,butMAPisabetteracronymthanPAM.)Purposereferstothemeaninganorganizationmakes

—inotherwords,howtheorganizationismakingtheworldabetterplace.FedEx’spurposeis

togivepeoplepeaceofmindwhentheyabsolutely,positivelyneedtogetsomethingsomewhere.Target’spurposeistodemocratizedesign.eBay’spurposeisto

democratizecommerce.Fulfillingabigpurposeisakeyelementofemployeesatisfaction.

Providingmastery,autonomy,andpurpose,however,doesn’tmeanthatyoushouldunderpaypeople.Ifyouunderpaythem,youarecommunicatingthat“Wedon’tvalueyouverymuch,”sopaypeopleafairamount

andenablethemtoachieveMAP,andyou’llenchantyouremployees.

EmpowerThemtoDotheRightThing

Rule#1—Thecustomerisalwaysright.

Rule#2—Whenindoubt,referbacktoRule#1.

—HouserulesofHyman’sSeafood

inCharleston,SouthCarolina

Yourbestemployeeswanttoserveanddelightyourcustomers.Thisattitudeexpressesitselfinthewaygreatemployeeswork—whethertheirtaskistocreatesomething,manufactureit,shipit,sellit,supportit,or

reviseit.Theycare.Alot.Money

isn’ttheirsolemotivation.Thesatisfactionoftakingcareofcustomersandmakingthemhappyisimportant,too.Thebummeristhatorganizationsdon’tlettheiremployeesdothis.Unwittingly,theypreventemployeesfromdoingtheirbestforcustomerswithpoliciesthatarewrittentopreventlosses,notachieve

gains.Oneeasywayforyouto

enchantyouremployeesistoempowerthemtodotherightthingforthecustomer.Thismeansyoutrustthemtomakeresponsibledecisions(alsoknownasautonomy)andtoenableyourorganizationtofulfillitsreasonforexistence(alsoknownaspurpose).Ontheotherhand,ifyou

don’tenableyouremployees

topleaseyourcustomers,youcreatedisenchantment.Itmeanstheycannotfeelgoodaboutthemselves,andyouareputtingtheminthepositionofgettinghammeredbyiratecustomers.Bottomline:Letyour

employeesdotherightthing,andyou’llenchantthem.Andthentheywillenchantyourcustomers.

JudgeYourResultsandOthers’Intentions

Peopleoftenjudgetheirintentionsagainsttheresultsofothers:“Iintendedtomeetmysalesquota,butyoumissedyours.”Bydoingthis,theyseldomfindfaultwiththeirperformanceandalmostalwaysfindshortcomingsin

theperformanceofothers.Ifyouwanttoenchant

employees,youshouldreversethisoutlook:Judgeyourselfbywhatyou’veaccomplishedandothersbywhattheyintended.Thismeansyouareharsheronyourselfthanothersandembraceanunderstandingattitudelike“atleasthisintentionsweregood.”Overthelongrun,you

cannotcontinuetojudge

peoplebytheirintentionsiftheyconsistentlyproducelousyresults,butperhapsyoumadeahiringortrainingmistake.Atleastyoushouldjudgeyourresultsagainsttheresultsofothersandnotgiveyourselfthebenefitofthedoubt.Bytheway,thisisalso

verygoodadviceforhowyouapproachyourresultsandyourwife’sintentions.Theoddsareverygoodthatthere

areverygoodreasonsforyourwife’sshortfall.

AddressYourShortcomingsFirst

Somuchofwhatwecallmanagementconsistsin

makingitdifficultforpeopletowork.

—PeterDrucker

Continuingthethemeofself-criticism,youshouldtakeactivemeasurestofindoutwhatemployeesconsideryourshortcomings.Thenstartyourperformancereviewswithemployeesbytalkingabouthowyourfoiblesmayhaveaffectedtheirperformance.Maybeyourshortcomings

causedtheshortcomingsofthosewhoworkforyou.There’sasayingthatifa

managerhastofiresomeone,maybethecompanyshouldfirehim,too,becausethesituationshouldnothavereachedthispoint.Peoplewhoadoptthisself-

criticismstrategywillimproveasmanagersbecausetheytakeresponsibilityforlousyoutcomes.Asimportant,theywillinspireemployeestoimprovethroughthegoodexamplethattheyset.Note:Theword

is“inspire”not“scare.”Enchantedemployeesareinspired,notintimidated.Thinkaboutthis:How

manyperformancereviewshaveyoueverhadwhereyourbossstartedbysaying,“IthinkIcouldhaveprovidedyouwithbettermanagement”?Youwillseldomgowrongblamingyourselffirstandmost.

SuckItUp

Thedefinitionofsuckitup,accordingtotheUrbanDictionary,is“toendureaperiodofmental,physical,oremotionalhardshipwithnocomplaining.”*Sometimesyoushouldsuckitupanddealwithadversity,becausethat’swhatgreatpeopledo.Andasabonus,you’llenchantthefolkswhowork

foryou.StephenJ.Cannellwasthe

creatororco-creatorofanumberoftelevisionseries,includingTheRockfordFiles,TheA-Team,Wiseguy,21JumpStreet,SilkStalkings,andTheCommish.HisstoryofhowheworkedwithJamesGarneristheepitomeofsuckingitup:*

TherewereoccasionswhenIsentascript

downtohimthatIdidn’tthinkwasthebestscriptthatwe’devershot,andI’dneverhearfromhim.AlotofotheractorsIworkedwithovertheyearswouldcallmeupandsay,“Hey,Idon’tthinkthisisaverygoodscript,weneedtodothis,this,andthis…”NeverawordfromJim.Nothing.He’djustdoit.SoIstartedto

thinkthathedidn’tseethatitwasn’tagoodscript.Oncewewereata

wrappartyattheendofaseason,andoneofthoseweak-sisterscriptscameup.Jimwaggedafingeratmeandsaid,“Notoneofyourbetterefforts,Steve.”SoIsaid,“Okay,let

measkyouaquestion:Whydon’tIeverhear

fromyouwhenyoudon’tlikethescript?”Hesaid,“I’lltellyou

exactlywhy:ItrustyouandItrustJuanita[Bartlett]andItrustDavid[Chase],andIknowifyousendmeascriptthatisn’tquiteuptowhatwe’reusedtodoing,it’sbecauseit’sthebestyoucandothatweekgiventhepressuresthatareon

you.AndifIspinyouguysallaroundandforceyoutorewrite,I’mgoingtoturnonebadscriptintofourbadscripts.“Sothat’sthetime

thattheactingdepartmenthastostepupandreallykicksomeass.Wehavetostepupandreallymakethestuffwork.Ihavetolookformore

motivationtomakecomedywhereIdon’tseeitonthepageandtrytomakeitgopasttheaudiencewithoutthemseeingthatitwasn’tthatgoodastory.”Whoa.Imean,come

on.Whatapro!Whatapro!Andhe’sright:VeryoftenI’vefoundthatwhenactorshavespunmearoundlikethat

—Iknowthescript’snotasgoodasitshouldbe,butlet’sgetpastthisoneandhaveagoodonenextweek.Youcan’tdotwenty-twoexcellentshows—it’sjustnotpossible.Anybodywhodoesseriestelevisionwilltellyouthat.There’salwaysafewthataren’tasgood.Hetoldme,atthe

sametime,“Younever

sentmetwobadonesinarow.”

AllIcansayisCapish?

Don’tAskEmployeestoDoWhatYouWouldn’tDo

Ifthereisasingleprinciplethatcanguideyourmanagementstyle,itisthat

youshouldneveraskpeopletodosomethingyouwouldn’tdo.Nothingwillincreaseyourcredibilityandloyaltybetterthanthis.Filloutthischartfora

realitycheck.

Action Doyou?

Areyouaskingemployeesto?

Flyacross

theglobeincoachclass

Answerallyoure-mail

Comeinearlyandstaylate

Emptythetrashcan

Makephotocopies

Thepointisn’tthatyoushouldmakeeverytaskfun—that’sunrealistic.Thepointisn’teventhatyoushoulddothegrimyjobs.Thepointisthatwhenyouempathizewithemployeesandworkrightalongsidethem,that’senchanting.

CelebrateSuccess

Onewincanovercomeahundredlosses,socelebratingsuccessisapowerfulwaytoenchantemployees.Thisisparticularlytrueifyouemphasizeteamwinsratherthanindividualonesandgivecredittoalltheemployeesinvolved.AccordingtoBrendaBence,authorofHow

YOUAreLikeShampoo,celebratingsuccesshasthesepositiveeffects:*

•Itmotivatesyouremployeestoworkharder.

•Itunifiestheteamaroundcommongoals.

•Itupliftsemployees’mind-setsfromongoingtaskstoa

celebration.•Itcommunicatesthekindofgoalstheorganizationvalues.

•Itbuildsmomentumbyillustratingthatprogressishappening.

•Itremindsthemthattheyworkforawinningorganization.

Acautionarywordaboutcelebrations:Goodtimestemptorganizationstothrowblowoutbashesatexpensivehotelswithfamousentertainers.Thispracticeisawasteofmoneyandabadmessagetoemployees.Theoperativewordsarefunandcool,notextravagantandawesome.TheIndustrialExtension

ServiceofNorthCarolinaStateUniversityprovidesa

goodexampleofanenchantingcelebrationofsuccess.Itaspiredtocreate$1billionofeconomicvaluefortheregion.Whenitachievedthisgoal,itcelebratedbyconductingastatewidebustourofmanufacturingcompanies.Thisisanexampleofagoodcelebration.Ateachstopofthe

“ManufacturingMakesItReal”tour,NCSUpeople

collectedsamplesofproductsfromthemanufacturersanddeliveredthesesamplestothegovernorofthestate.ItwasfunfortheNorthCarolinaStateemployeesaswellasrewardingfortheemployeesofthecompaniesthatthebusvisited.

“ManufacturingMakesItReal”ontour.

FindaDevil’sAdvocate

First,abitofhistory:From1587to1983,theCatholicChurchappointedpeopletoargueagainstthecanonizationofparticularindividualswhowerebeingconsideredforsainthood.Theadvocatusdiaboli,ordevil’sadvocate,rolewastofindfaultwithcandidatestoensuresaintlysaints.Whenthepracticeended

aftertheelectionofPopeJohnPaulII,anexplosioninthenumberofcanonizationsoccurred.Duringhisreignthechurchcanonizedfivehundredpeople,comparedtoninety-eightduringthereignofallhistwentieth-centurypredecessors.Adevil’sadvocateto

argueagainstcanonizingcompanydecisionsandplacingthemabovereproachcanservethesevaluable

functionsinyourorganization:

•Improveyourcause.Anorganizationneedstoknowwhat’sgoingwronginordertomakeitstronger.Astrongerorganizationmakesabettercause,andabettercauseis

moreenchantingforemployees(aswellascustomers).

•Showthatrockingtheboatisacceptable.Theexistenceofadevil’sadvocatemeansthatmanagementisopentocontrarianideasandperspectives,andthisfosterscritical

thinkingamongemployees.

•Fosterinternalcommunication.Adevil’sadvocatecanserveasafocalpointwhomdisenchantedemployeescancontacttodiscussproblemsorgrievances.Hisexistencealsoshowsthat

employeesarefreetodiscussideasthatareoftentabooinotherorganizations.

Anypracticethatimprovesyourcauseandyourorganizationmakeslifebetterforyouremployeesandenchantsthem,too—hencemyadvocacyforadevil’sadvocate.

ListentoBrotherBob

BobSuttonisaprofessoratStanfordUniversityandauthorofGoodBoss,BadBoss:HowtoBetheBest…andLearnfromtheWorst.Hecompiledalistofthetwelvebeliefsofgoodbosses.ThinkofitastheGoodBossManifesto.

1.Ihaveaflawedandincompleteunderstandingofwhatitfeelsliketoworkforme.

2.Mysuccess—andthatofmypeople—dependslargelyonbeingthemasterofobviousandmundanethings,notonmagical,obscure,orbreakthroughideasormethods.

3.Havingambitiousandwell-definedgoalsisimportant,butitisuselesstothinkaboutthemmuch.Myjobistofocusonthesmallwinsthatenablemypeopletomakealittleprogresseveryday.

4.Oneofthemostimportant,andmostdifficult,partsofmyjobistostrikethedelicatebalance

betweenbeingtooassertiveandnotassertiveenough.

5.Myjobistoserveasahumanshield,toprotectmypeoplefromexternalintrusions,distractions,andidiocyofeverystripe—andtoavoidimposingmyownidiocyonthemaswell.

6.IstrivetobeconfidentenoughtoconvincepeoplethatIamincharge,buthumbleenoughtorealizethatIamoftengoingtobewrong.

7.IaimtofightasifIamright,andlistenasifIamwrong—andtoteachmypeopletodothesamething.

8.Oneofthebesttestsofmyleadership—

andmyorganization—is“whathappensafterpeoplemakeamistake?”

9.Innovationiscrucialtoeveryteamandorganization.Somyjobistoencouragemypeopletogenerateandtestallkindsofnewideas.Butitisalsomyjobtohelpthemkilloffallthebadideaswe

generate,andmostofthegoodideas,too.

10.Badisstrongerthangood.Itismoreimportanttoeliminatethenegativethantoaccentuatethepositive.

11.HowIdothingsisasimportantaswhatIdo.

12.BecauseIwieldpoweroverothers,Iamatgreatriskofactinglikeaninsensitivejerk—and

notrealizingit.*

Thisisagreatchecklistforpeoplewhowanttodeterminehowgood(andenchanting)abosstheyare.Howmanyofthesetwelvecharacteristicsdoyouembody?

TellThemYouWantThem

AccordingtoMichaelLopp,authorofManagingHumans:BitingandHumorousTalesofaSoftwareEngineeringManager,thethreemostimportantwordsthatyoushouldsayduringtherecruitmentprocessare“Wewantyou.”*Hebelievesthatonceyou’vedecidedtohireacandidate,youshouldturnonthecharm,communicatethatyouwanthim,haveotheremployeestakehimoutfor

drinks,andaskhimforinputbeforehestarts.IwouldextendLopp’s

conceptbeyondtherecruitmentphasetoeverydaywhethertheemployeehasworkedforyourorganizationfortwentyhoursortwentyyears.Whenunemploymentishigh,youmaythinkcompaniescanscalebackwooingtheiremployees.Thisiswrong,however,becausegreat

peoplearealwaysinshortsupply.Attheendofeveryday,

oneofthemostvaluableassetsofyourorganizationgoeshome.Thequestioniswhethertheywillreturninthemorning.Anenchantingbossmakessurethatheremployeesknowtheyarevaluableandtheyareappreciated.Rememberthewords“Wewantyou.”

HowtoEnchantVolunteers

Volunteershelporganizationsallovertheworld,andtheyareessentialforthewelfareandsuccessofeducational,environmental,social,religious,andotherphilanthropiccauses.Whilethetechniquesalreadydiscussedinthischapteralsopertaintovolunteers,these

folksdeservetheirownrulesforenchantment:

•Setambitiousgoals.Volunteerswanttoknowthatwhattheyaredoingisimportantandthattheyaremakingadifference.Yourobligationistosetchallenginggoalsandnotwastetheir

time.Ifthere’sanythingworsethanoverusingvolunteers,it’sunderusingthem.

•Managethemwell.Whenpeoplebelieve,theywanttohelp,andit’syourresponsibilitytoenablethemtohelpasmuchastheycan.Thisincludesplanning

andorganizinghowyou’llutilizetheiractivities.Youmaynotbepayingthem,buttheirtimeisstillvaluable.

•Enablethemtofulfilltheirneeds.Whydopeoplejoinanonprofitorganization?Therearethreeprincipalreasons:duty(“Ishould

helpmykid’sschool”),belonging(“Ilikedoingthingswithpeople”),andmastery(“Learninganewskillismoreimportantthanmoney”).Fulfilltheseneeds,andyou’reonthewaytoenchantingyourvolunteers.

•Ensurethatthepaidstaffappreciatesthem.Youandyouremployeesmustbelieveinthevalueofvolunteers—ifyoulackthisbelief,maybeyoushouldnotrecruitthem.Volunteersoftengivetheirheartandsoultoanorganization,soit’s

importantthatyourpaidstaffappreciatestheirefforts.

•Givefeedback.Peoplewanttoknowhowwelltheyaredoing.Withvolunteers,thisisdoublyimportantbecauseyoucan’tusecompensationasafeedback

mechanism.Soafteryousetyourambitiousgoals,providefeedback,andthey’llloveyouforhelpingthemlearnhowtheyareprogressing.

•Providerecognition.Recognitioncomesinsmallformsforvolunteers:

businesscards,ane-mailaddress,aworkspace(evenifit’sshared),attendanceatconferences,andpublicandprivateexpressionsofgratitude.Seeanythingthat’sexpensiveonthislist?Good,becausethereisn’t.

•Invitethemin.At

leastonceayear,inviteyourvolunteersintoyourheadquarters.Thisenablespeopletomeetface-to-faceinsteadofonlyvirtually.Rememberthevalueofproximitytoachievinglikability?Thesameconceptappliesto

volunteers.•Providefreestuff.“Stuff”meansfoodanddrinkatworkingsessionsaswellasT-shirtsandotherformsoftchotchkes.Unfortunately,thesekindsofgoodiesareoftenthefirstthinganorganizationcutswhenthegoinggets

tough,but,dollarfordollar,theyareamongthemostcost-effectiveformsofcompensationthatyoucanoffer.

Cometothinkofit,thislistoftipsforenchantingvolunteersisequallyapplicabletoyouremployees.Sonowthatyouknowhowtoenchantyour

employeesandvolunteers,goforthandflourish.

MyPersonalStory,byMileneLaubeDutra

MileneLaubeDutraisamarketingandcommunicationsconsultantbasedinSãoPaulo,Brazil.Inthispersonalstory,sheexplainshowatoothpastecompanysheworkedforenchantedherwithamachine.(I’mnotmakingthisup.)

IAMNOTGOINGTOTALKABOUTMY

KIDSBECAUSEIBELIEVETHISIStheveryspecialmomentineveryone’slife.Instead,Iamgoingtosharemyfirstdayasatraineeinanoralcarecompany(formerlyAnakoldoBrasil,subsequentlyacquiredbyColgate-Palmolive).Howcansomeonebe

enchantedbyadental-creamcompany?Iwas

twentyyearsold,stillamarketingstudentatESPM(EscolaSuperiordePropagandaeMarketing),andhadlandedinmyfirstmarketingdreamjobasmarketingtrainee/intern.OnedayitwasPlant

Day,andweweregoingtoseetheproductionsite!Ihadnever,everbeentoaplantandneversawhowproductswere

made.Isawthemontheshelvesandthatwasit!MyheartstartedpoundingwhenIsawthathugetoothpastetubemaker.Itwasastallasatreeandaswideasatruck.IfeltlikesmallDavidinfrontofGoliath.Inonesideofthis

machinetinyaluminumcoinsweredroppedinabigfunnel.Noise,smokeandheat…thecoins

startedtravelingthroughthemachine.Theystopped,andtherewasapunch.Thecoinsmagicallytransformedintotubes!Thenthetubesgothroughtheprintingprocessandbecomealivewiththeproduct’sbrand/logo.Attheendoftheprocess,fullyprintedtoothpastetubeswithcapsweregatheredincartonboxes

tobecarriedtothenextstep:thefillingline.Istartedthinking

aboutallthethingsthatwereproduced,andallthedifferentplantsthatintelligentengineershadbuilt.ThatdayIbecameaproductmanager,andsincethenmypassionfornewproducts/innovation—especiallyconsumergoodsthataremadeinplants—grewasI

developedmanynewproductsfordifferentindustriesandvisitedseveraldifferentplantsinBrazilandabroad.

*www.urbandictionary.com/define.php?term=suck%20it%20up.

*StephenJ.Abramson,interviwofStephenJ.Cannell,ArchiveofAmericanTelevision,June23,2004,www.emmytvlegends.org/interviews/people/stephen-j-cannell.

*BrendaBence,“CelebrateTeam’s

SuccessandBoostBusiness,”downloadablePDF,http://brendabence.com/media-room/articles/The-Top-10-Reasons.pdf.

*BobSutton,“12ThingsGoodBossesBelieve,”TheConversation(blog)HarvardBusinessReview,May28,2010,http://blogs.hbr.org/cs/2010/05/12_things_that_good_bosses_bel.html.

*MichaelLopp,“Wanted,”randsinrepose(blog),January4,2010,www.randsinrepose.com/archives/2010/01/04/wanted.html.

Chapter11HowtoEnchantYourBossByworkingfaithfullyeight

hoursaday,youmayeventuallygettobeaboss

andworktwelvehoursaday.

W

—RobertFrost

hetheryoulikeyourbossornot,shecontrols

whatyougetoutofyourjob.I’mnotreferringonlytomoney—there’salsosatisfaction,advancement,visibility,andperks.Thischapterexplainshowtoenchantyourboss.Istartwithahumdingerofa

recommendationaboutprioritization,sogetready.

MakeYourBossLookGood

It’shumdingertime.Thebestwaytoenchantyourbossistomakeherlookgood.That’sright:Makeyourbosslookgood.Sure,changingtheworld,delightingcustomers,

andincreasingshareholdervalueareallpartofthebigpicture,butmakingyourbosslookgoodisyourday-to-dayjob.Youshoulddothiswithin

theboundariesofethicsandmorality,buttherealityisthatwhenyourbosslooksgood,youlookgood.Whenyourbossadvances,youadvance.Andwhenyourbossimplodes,youimplode.Forgetanyfantasiesof

outshiningyourbossandreplacingorrisingaboveher.I’veneverseenacasewhereaboss’sbosssays,“Weneedtopromotethatpersonabovehermanager.”Ittakesmostpeopleyears

tounderstandthewisdomofmakingyourbosslookgood—oftenbylearningitthehardway.Ifyoucaninternalizeandimplementthisconcept,you’re90percentofthewayto

enchantingyourboss.

DropEverythingandDoWhatYourBossAsks

Priorityisafunctionofcontext.

—StephenCovey

Supposeyourbossasksyoutodosomeresearchaboutyourcompetition.Youknowshecoulddoitherself,andyouthinkshewon’tusetheresultsanyway.Meanwhile,youareuptoyoureyeballsinworkbecauseyouarewritingamanualthatiscriticalforshipping.Doyou(a)finishthe

manualor(b)dropeverythinganddowhatsheasked?

Youmayprideyourselfonyourabilitytoprioritizewhat’smostimportantforthebigpicture.Youmaythinkyoushouldexplainwhythemanualismoreimportantthantheresearch.Youmaythinkyou’dberemisstonotfinishthemanualfirst.Letmebreakthistoyougently:Dropeverythinganddowhatyourbossaskedyoutodoifyouwanttoenchanther.Itdoesn’tmatterhow

suboptimalthismightbe.Forallyouknow,yourboss’sbossaskedfortheresearch,sowhatyoumayconsiderapooruseoftimeisimportanttoyourboss(especiallyifyourbosshasreadthisbookandistryingtoenchantherboss).Nomatterwhatthereason—andevenifthereisnogoodreason—dowhatyourbossaskedfirst.Thegoalistoconvinceyourbossthatyouarehardworking,

efficient,andeffective—notthatyouknowhowtoestablishpriorities.Bytheway,thisisalsoa

goodstrategyforhusbands.Ifyourwifeasksyoutodosomething,dropeverythinganddoit.Youmaynotthinkit’simportant,butyouaren’tjugglingfourkids,acareer,andseveralcharitablecauses.Youmaythinkyouseethe“bigpicture,”butyoudon’tseeherbigpicture.This

advicealonejustifiesbuyingEnchantment.

Underpromise,Overdeliver

Assumingyouhaven’tstoppedreadingorpukedbecauseofmyrecommendationtodropeverythingforyourboss,thenextstepistounderpromise

andoverdeliver.Tounderstandthisconcept,youcanthinkofyourbossintwoways:first,asyourmostimportantreferenceaccount.Youneverwanttounderdelivertosuchanimportantcustomer.Second,asaguestat

Disneyland.Didyouknowthatsignstellingyouhowlongyou’llhavetowaittogetonridesatDisneylandareoverstated?Then,whenyou

gettothefrontofthelineinlesstimethanyouexpected,you’reahappyvacationer.Ifyou’rewonderingifI’m

advisingyoutosandbagyourboss,theansweristhatIam.Specifically,wheneveryoucan,setagoalthatyou’re120percentsureyoucanhitin80percentoftheallottedtime.Peoplewhounderpromise

andoverdeliveraremoreenchanting.Comingclose

andmakingagreateffortisonlygoodforkids,inspirationalmovies,horseshoes,andhandgrenades.Inothercircumstances,youeitherdeliveroryoudon’t.

PrototypeYourWork

Inablogpostcalled“3

ThingstoMakeYourManagerWorshipYou,”ScotHerrickexplainstheenchantingpowerofprototypingyourwork.*Whenyougetanassignmentfromyourboss,youshouldquicklycompletepartofthetaskandaskforfeedback.Thisgivesyourbossthe

opportunitytomakecoursecorrectionsearlyintheprocess—increasingtheprobabilityyou’lldeliver

whatshewanted.Plus,yourbosswillthinkyouare“proactive”insteadofa“doesn’tgetthingsright”employee.Discussingoptionsisalso

usefulatthisearlystage.Yourprototypeisheadinginonedirection,butotherdirectionsarealsoviableandperhapsbetter.Theactofprototypingisoftenacatalystthatmakespeoplethinkofotherpossibilities.

So,thenexttimeyourbossasksyoutoprepareareportoraPowerPointpresentation,workupaquickoutlineinafewhours,andshowherwhatyou’rethinking,tocatalyzeadiscussionofoptions.Thisisboundtoenchantherandproducebetterresults.

ShowandBroadcastProgress

Aftertheprototypestage,youshoulddemonstratethatyou’remakingprogressonprojectsthattakeweeksormonthstocomplete.Don’tbeapainintheassbymicro-communicatingeachsmallstep,butensuringthatsheneverhastoaskhowthingsaregoingkeepsyouandtheprojectonherradar.Showingprogressisn’tfor

yourboss’seyesonly—it’sforanyonewhoneedsto

know.“Broadcast”istoostrongaword,buthidingyouraccomplishmentsunderabushelisn’ttherightpractice,either.Ifyoudon’ttootyourownhorn,don’tcomplainthatthere’snomusic.Youshouldshowprogress

withoutantagonizingotherpeopleintheorganization.Here’showtomakethishappeninanenchantingway:

•Providethefactswithnoembellishmentandexaggeration—inotherwords,underbroadcastandoverdeliver.

•Crediteveryonewhohelpedmakethesuccesshappen.Begenerousinpraiseandspreadingouttheglory.

•Letotherpeopleannouncethegoodnewsforyouifpossible—forexample,acustomercallingyourbossor,evenbetter,yourboss’sboss.

•Makeyourwinsyourboss’swins,too.Themorewinsyoucauseyourbosstobaskin,the

moreenchantingyouare.

Youmaynotenjoybroadcastingyourwins,butitispartofgoodpersonalbrandingandameanstoenchantyourboss.Giveitatry—I’msureyou’llgetusedtoit,butdon’tgetaddictedtoit,becausethenyou’llstopbeingenchanting.

FormFriendships

Employeeswithmanyprofessionalfriendshipsaremoreenchanting,becausetheserelationshipsmakethemmoreeffectiveemployeesandprovidesocialproofoftheirwonderfulness.Here’showthisworks:

•Formingfriendshipsmakes

youmoreefficientandeffective.It’seasiertodobusinesswithfriends.Theyaremorelikelytohelpyou—andyouaremorelikelytoreciprocate.Actingfriendlyalsotakeslessenergythanactingangryandantagonistic.

•Friendsbeget

morefriends.Makingfriendsisanupwardspiral:themorefriendsyouhave,themorefriendsyoumake,becausepeopletaketheircuesfromothers.Themorefriendsyoumake,themoreefficientandeffectiveyouare.Andthemoreefficientand

effectiveyouare,themoreyouwillenchantyourboss.

•Manyfriendscreateahalo.Themathissimple:Ifafriendofafriendisyourfriend,thenthemorefriendsyouhave,themorefriendsoffriendsyouhave.Thishalotransferstoyourboss,too,soif

you’repopularandenchanting,peoplewillassumeyourbossispopularandenchanting,too.Atleasttheywillgiveherthebenefitofthedoubt.

•Peopledon’tscrewaroundwithpeoplewithmanyfriends.Ifothersviewyouasagood,popular,and

enchantingperson,youcreateyourownbaseofpower.Then,letmebehonest,yourbosswillhesitatetoscrewwithyou.Thereisnothingwrongwithapersonwhoisenchantingandpowerfulatthesametime.

Onlypositiveresultsaccrueforpeoplewhoarepopularintheworkplace,andthisbenefitsbothyouandyourboss.

AskforMentoring

Inchapter2:“HowtoAchieveLikability,”Iwrotethateverybodyisgoodatsomething.Thisevenincludesyourboss;she’s

boundtopossesssomeknowledgethatisusefultoyou.Askingforhermentoringisatwofer:Yougetthebenefitofherhelp,plusyouflatterherbyasking.Onlyasociopathwould

notbeflattered,andifyouworkforasociopath,youshouldfocusongettingawayfromhim,notenchantinghim,anyway.Ifyourbossagrees,youmustheedthe

advice,becausenotlisteningcanbackfireonyou.Ifyourbossdoesn’tagree,youstillreapthebenefitsofflatteringherforasking.I’vehadtwogreatmentors

inmycareer.First,MartyGruberofNovaStylingswasmybossinthejewelrymanufacturingbusiness,andhetaughtmethemostimportantlessonofall:howtosell.Thejewelrybusinessisatoughonebecausethe

rawmaterials—goldanddiamonds—arecommoditiesthatanystorebuyercanprice.Anymarginoverthebasecostofgoldanddiamondsvalueis“enchantment.”Second,AlEisenstatwas

thegeneralcounselandgodfatherofApplewhenIworkedthere.HehelpedmeescapeunscathedfromtheepicinternalbattlesbetweenvariousApplefiefdumbs

[sic].Hetaughtmehowtosurviveinahighlypoliticalenvironment—totheextentthatIcouldlearnthisskill,anyway.

DeliverBadNewsEarly

Therearetwokindofnewsthatyoucanbringtoyourboss:goodnewsandbad

news.Goodnewsisnoproblem—everyonelovesgoodnews.Badnewsisthechallenge

—forexample,ascheduleslipped,asalefellthrough,orusersdiscoveredabuginyoursoftware.ScotHerrick,theauthorof“3ThingstoMakeYourManagerWorshipYou,”recommendsdeliveringbadnewsassoonaspossible,becausegoodbosseswantbadnewsearly

sothattherearemoreopportunitiestofixtheproblem.Badbossesonlywantgood

news,however,becausetheyprefertoliveinabubble.Theproblemis,whenthebubblepops,you’llgodownwiththebadboss.Dowhatyoucantoavoidworkingforpeoplewhoonlywantgoodnews.Twomorepiecesofadvice

aboutbadnews:First,don’tblameanyone—especially

yourboss—forwhathappened.Youmayevenwanttotaketheblame.Second,don’tjusttellyourbossthebadnews.Showupwithideastofixtheproblem,too.You’lllookproactiveandontopofthings—whichwillsurelyenchantyourboss.

MyPersonal

Story,byDavidStockwell

DaveStockwellisafoundingpartnerofSeasonalView,acustomer-serviceconsultancyfirm,in

Tacoma,Washington.Inthispersonalstory,hedescribesanemployeewhototallyenchantedhimwhilehewasworkingatREI.

MYENCHANTMENTCAMEAHANDFULOFYEARSAGOBYWAYOFANinternnamedAngelicaGonzales.Iwasmanagingthehelpdesk

atREIandhadagreedtotakeonahandfulofstudentsfromtheKingCountyDigitalBridgeprogram.ThisprogramtakesstudentswhohavefailedinthetraditionalschoolsystemandteachesthemtechskillswhiletheyworktowardtheirGED.Thestudentswhoperformatthetopoftheirclassarerewardedwithaninternshipata

localcompanytolearnwhatit’slikeworkingincorporatelife.Angelicawasunique.

Bornintoahomelessfamily,shesurvivedganglife,andatagesixteenshegotpregnant.WhenshebeganatREI,sheimmediatelytooktolearningasmuchaboutworkinginacorporationaspossible.Iansweredquestionseveryday,as

sheneverceasedtoexplorenotonlythetechnicalsideofsupportinganorganizationbutalsohowthepeopleworkedtogether.Astheworldof

technicalsupportisaconstantfirefight,herabilitytoecstaticallygoaboutthemostmundanetasksasshecontinuedtolearnaboutherselfand

theworldaroundhercreatedanauraofpositiveenergythatspilledovertotherestoftheteam.Whenherinternshipwrappedup,Ihiredherasajuniortechniciantoputhernewfoundtechskillstouse.Sheoncepoppedinto

myofficetoaskaquestion.AfterIansweredher,shepaused

andthenasked,“CansomeonelikemeeverbeaCEO?”That’swhenIfullyrealizedthedifferenceinsupportandmentoringthatIhadreceivedinmylifeversuswhatshehadwhenshewasgrowingup.SincethatdayI’ve

takentheenergyand,forlackofabetterphrase,“sparkleofmagic”with

meinmyinteractionswithmyemployees,peers,boss,andespeciallymycustomers.Realizingthatpeople’sdesirecanbesostrong,iftheycanfindagoalthattheywishtoachieve,hashelpedmetoimprovemyinteractionwithpeople.

*ScotHerrick,“3ThingstoMake

YourManagerWorshipYou,”CubeRules(blog),August20,2009,http://cuberules.com/2009/08/20/3-things-to-make-your-manager-worship-you.

Chapter12HowtoResistEnchantmentForasuccessfultechnology,realitymusttakeprecedence

overpublicrelations,fornaturecannotbefooled.

—RichardFeynman

Manypeoplehaveembracedthetechniques

ofenchantment,influence,andpersuasion.Unfortunately,theyarenotallgoodfolkswithgreatcauseswhohaveyourbestinterestsatheart.Forthisreason,I’mincludingachapterthatexplainshowtoresisttheirkindofenchantment.Andhere’sabonus:Ifyouunderstandhowtoresistenchantment,you

willbeabetterenchanter.

AvoidTemptingSituations

Noteveryoneisanethicalenchanter,andevenethicalenchanterscanconvinceyoutodosomethingthat’snotinyourbestinterest.Plus,there’sthe“third-personeffect”—theobservationthat

peopleexposedtomass-mediapersuasionbelievethatothersaremoreaffectedbyitthantheyare.Inotherwords,youcouldbeinoveryourhead.Avoidingtempting

situations(storesales),events(auctions),locations(outletmalls),andtimes(shoppingwithgirlfriends)isthesimplesttechniquetoresistenchantment.Ifyou’renotexposedtotemptation,

you’relesslikelytomakeabaddecision.Youcanalsodelaymaking

decisionsifavoidanceisn’tpossible.Forexample,ifanitemonsaleistemptingyou,tellyourselfthatyou’llcomebackattheendofyourshoppingtriptogetit.Delayingismostimportantwhenyou’restressed,tired,orsick,becausethat’swhenyou’reapttomakeadecisionyou’llregret.

Ifsomeonepressesyouforaquickdecision,rememberthephrase“Dopelereffect.”Itappearedasanentryinthe1998WashingtonPostcontestforinventingnewwords,andit’sperfectforthissituation:“Dopelereffect(n):Thetendencyofstupidideastoseemsmarterwhentheycomeatyourapidly.”Sosteponeinresisting

enchantmentissimple:

Avoidsituationsthatmaytemptyouintodoingsomethingthatisn’tinyourbestinterest.

LookFarintotheFuture

Ifyoucan’tavoidtemptingsituations,thenatleastaskthisquestion:Whatwilltheimpactofthisdecisionbea

yearfromnow?Peoplemakepoordecisionsbecausetheythinkaboutthepast(“Ishouldhave…”)andthenearfuture(“Itsurewouldbefunto…”),butnotthefuture.Considertheimpactyour

currentactionswillmakeinayearormore.Anegativeorevenneutraloutcomewastesyourtimeandresourcesandleadstodisenchantment.Ifthefar-futurebenefitslookgood,thenallowthe

enchantmenttotakeplace.Theissueisnotassimple

as,“Ineedtothinkaboutexpensiveitems,butIcangoforcheapones.”AsawisegrandmotherofSashaAickin,vicepresidentofengineeringofanonlinereal-estatefirmcalledRedfin,onceadvised,“Whenyoubuysomethingcheapandbad,thebestyou’regoingtofeelaboutitiswhenyoubuyit.Whenyoubuysomething

expensiveandgood,theworstyou’regoingtofeelaboutitiswhenyoubuyit.”*

KnowYourLimitations

Doyouwonderwhyrich,famous,andseeminglyintelligentpeoplegetswindled?It’sbecausetheydon’tknowwhattheydon’t

know,andtheywon’tadmitthattheydon’tknoweverything.Thereisanadditionalkind

oflimitation:outrightlimitstothescopeofhumanknowledge.Noonemayknowhowsomethingworks,andnoonecanpredictthefuture.Thisisgoodtorememberwhenyouexperiencedelusionsofomniscience.Gettingtoknowyour

limitationsisdifficult—sodifficultthatyoumightwanttoseekoutsidehelp.Rememberhowthedevil’sadvocateoftheCatholicChurchfoundfaultsincandidatesforsainthood?Youcouldfindadevil’sadvocatetofindfaultinthepropositionsandtemptationsthatyouface.Thisperson’sroleisto

findholesinyourlogic,takethelongview,seethebig

picture,andpreventyoufrommakingmistakes.Sheisalsoausefuldisengagementtool:“Mydevil’sadvocatedoesn’tthinkIshoulddothis”isareasonablewaytosayno.Ifnothingelse,becoming

awareofyourlimitations,thelimitationsofknowledgeingeneral,andtheoutsideperspectiveofapersonaldevil’sadvocatewillleadyoutomakesound,informeddecisions.

BewareofPseudoSalience,Data,andExperts

Whatluckforrulersthatmendonotthink.

—AdolfHitler

Salientpointsaregoodthings.Forexample,thenumberofsongsamusicplayercanholdversusits

capacityingigabytesisuseful.Pseudosalience,however,isdeceptive.Ifaphonecarriersaysitsphoneisfree,youmightthinkthat’sagreatdeal,untilyoudiscoverthatitrequiresatwo-yearsubscriptionwithalargeearly-terminationpenalty.Dataaregood,but

correlationdoesn’tequalcausation.Forexample,Harvardresearchers

measuredthevocalpitchofforty-ninemenfromatribeinTanzaniaandcomparedthattothenumberofchildrentheyfathered.*Theyfoundthatthedeepertheman’svoice,themorechildrenhehad.Doesthismeanthatthe

deeperaman’svoice,themorefertileheis?Notnecessarily.Maybemenwithmanychildrenhavelowervoicesbecausetheyhaveto

yellallthetime.Theirchildrencausedthelowervoices,notviceversa.AccordingtoMichael

Mauboussin,authorofThinkTwice:HarnessingthePowerofCounterintuition,threeconditionsmustexistforXtocauseY:first,XmusthappenbeforeY;second,XandYmusthaveafunctionalrelationship,notacoincidentalone;andthird,therecannotbeanother

factor,callitZ,thatcausesbothXandY.†DidtheTanzanianmen

withmorechildrenhavelowervoicesbeforetheybecamefathers?Isthereafunctionalrelationshipbetweenlowervoicesandmorechildren?Couldanythingelsehavecausedthesementohavemorechildrenandlowervoices?Expertsarehelpfulexcept

whenthey’rewrong.The

problemis,peopletendtobelieveexpertseveniftheyarewrong.Youshouldexercisethemostcautionwhenexpertadviceisgroundbreaking,istoogoodtobetrue,attractsagreatdealofpopularattention,comesfromasourcewithimpressivecredentialsinanimpressivejournal,orreceivesthesupportofanentitythatstandstogainfrompeoplebelievingthe

advice.‡

Don’tFallfortheExampleofOne

Thepluralof“anecdote”isnotdata.

—BenGoldacre

Inchapter4,“HowtoPrepare,”Iexplainedthe

powerofusingoneevocativeexample.Youshouldassumeotherpeoplehavefiguredouthowtousesuchpowerfulexamples,too.Agreatpicture,concreteimagery(thousandsofpairsofshoes),orapersonalstorydoesn’tnecessarilymeanacauseistrue,good,important,orrelevant,however.Forexample,measlesis

makingacomebackintheUnitedStates,because

parentsarenotvaccinatingtheirchildren.Despitethescientificevidencetothecontrary,theybelievetheMMR(measles,mumps,rubella)vaccinationcausesautism.JennyMcCarthy,amodel,actress,andmotherofanautisticchild,isahighlyvisiblespokespersonforGenerationRescue,aresearchorganizationforthecausesandcuresforautism.Hervisibilityontelevision

showsexposedherbeliefstomillionsofpeople.McCarthyalsoreceived

exposurefromtheJamesRandiEducationalFoundationwhenshewonitsPigasusAwardin2008.Thefoundationgavethisawardtoherasthe“performerwhofooledthegreatestnumberofpeoplewiththeleasteffort.”SohereisMcCarthy,withasamplegroupofone,plusstoriesshe’sheard,telling

parentsonethingwhilevolumesofmedicalandscientificresearchareindicatingtoparentssomethingcompletelydifferent.Whilethereisachance

thatsheandotherswhobelieveMMRcausesautismareright,thepreponderanceofresearchsaystheyarewrong.Inthiskindofsituation,oneglaringdatapointdoesn’tdeterminea

trend,sodon’tletitswayyou.

DefytheCrowd

SkepticismisthebeginningofFaith.

—OscarWilde

Thepowerofsocialacceptanceshouldmakeyouskeptical(thoughnot

necessarilycynical)aboutthewisdomofthecrowd.Sometimestheoutcomeofadecisionisn’timportantenoughtosweatthevalidityofthecrowd—forexample,pickingamovie,eventhoughit’snotsoldout.Butforbiggerdecisions,

it’sgoodtorememberthatthewisdomofthecrowdisoftenlessthanit’scrackeduptobe.Theclassicexampleistulipmania,duringwhich,

inthe1630s,anirrationaldesirefortheflowerencouragedpeopleintheNetherlandstodriveupthepriceoftulips.We(thatis,SiliconValley)werenosmarterinthedot-comdaysofthe1990s,whenwedrovethestockpricesofInternetcompaniestoinsanelevels.Crowdmentalitydoesn’t

affectonlythegreatunwashedmasses.PhysicistRichardFeynmanservedon

theRogersCommission,whichinvestigatedthecrashoftheChallengerspaceshuttle.TheCommissionwashardlyagroupofflunkies,becauseitincludedpeoplesuchasChuckYeager,NeilArmstrong,andSallyRide.Thistextcomesfromthe

conclusionofFeynman’spersonalobservationsaboutthecauseofthecrash:

Ifareasonablelaunch

scheduleistobemaintained,engineeringoftencannotbedonefastenoughtokeepupwiththeexpectationsoforiginallyconservativecertificationcriteriadesignedtoguaranteeaverysafevehicle.Inthesesituations,subtly,andoftenwithapparentlylogical

arguments,thecriteriaarealteredsothatflightsmaystillbecertifiedintime.Theythereforeflyinarelativelyunsafecondition,withachanceoffailureoftheorderofapercent(itisdifficulttobemoreaccurate).Official

management,ontheotherhand,claimsto

believetheprobabilityoffailureisathousandtimesless.OnereasonforthismaybeanattempttoassurethegovernmentofNASAperfectionandsuccessinordertoensurethesupplyoffunds.Theothermaybethattheysincerelybelievedittobetrue,demonstratingan

almostincrediblelackofcommunicationbetweenthemselvesandtheirworkingengineers.*

Feynmanthreatenedtowithdrawhisnamefromthereportifthecommissiondidnotpublishhispersonalobservations.HealsousedakeypersuasiontechniquebytellingastoryofhowheimmersedanO-ring,the

defectivepartthatcausedthecrash,inicewater,anditlostresiliency.AccordingtoMichaelJ.

Mauboussin,authorofThinkTwice,threeconditionsarenecessaryforthecrowdtocommunicategenuinewisdom:first,diversityinthemembersofthecrowd;second,considerationofeveryone’sopinioninthecrowd;andthird,incentivesthatencourageonlypeople

withinsightstoparticipate.†Ifyou’rethinkingofgoingwiththecrowd,ensurethattheseconditionsarepresent.

TrackPreviousDecisions

Whenmakingadecision,askyourself,“WhathappenedwhenIdidsomethinglikethisbefore?”Iftheansweris

somethingbadorlessthanoptimal,thenthisquestionshouldjaryouintonotrepeatingamistake.Thisdoesn’tmeanyoushouldnottrysomethingagain,butatleastyoushouldreapthebenefitofknowledgegainedfrompastfailures.Awrittenjournalofyour

decisionmakingisausefultooltotrackyourhistory.Ifyoudofailatsomething,youmightaswelllearnfromitin

apostmortem.ScottBerkun,authorofConfessionsofaPublicSpeaker,providesthisdefinitivelistofquestionstoasktotrackpreviousdecisions:

•Whatwastheprobablesequenceofevents?

•Weretheremultiplesmallmistakeswhichledtoalargerone?

•Werethereanyerroneousassumptionsmade?

•Didwehavetherightgoals?Werewetryingtosolvetherightproblem?

•Wasitpossibletohaverecognizedbadassumptionsearlier?

•Whatdoweknownowthatwouldhavebeenuseful

then?•Whatwouldwedodifferentlyinthatexactsituationifweweretoreliveit?

•Wasthismistakeimpossibletoavoid?

•Hasenoughtimepassedforustoknowifthisisamistakeornot?*

It’sonethingtobeenchantedthefirsttimeandexperienceanegativeoutcome.It’sanothertoletthishappenrepeatedly,sotrackyourdecisionsandlookforpatternsofbehavior.

LetYourselfBeEnchantedinSmallWays

Analternativetothehard-asspracticeswe’vejustdiscussedistoallowpeopletoenchantyoubutonlyinsmallways.Thenyoucansaveyourenergyforthebigbattlesandnotthinkofyourselfasaconstantnaysayer.Isthereanyharmifa

waiterpersuadesyoutoorderdessert?Isthereanyharmifyourdaughterenchantsyouintobuyingheranother

Webkinz?Isthereanyharmifyouskipalunchmeetingtoplayhockey?Bygivingintosmallenchantments,youcansaveyourresistanceforthedecisionsthatcanaffectyourlifeinseriousways.Youmayevenfindsuch

joyinsmallenchantmentsthatitreducestheseemingimportanceofthebig,risky,andexpensiveones.Wemayhavealimitedcapacitytoresist,soweshouldsaveour

capacityforthemajordecisions.

CreateaChecklist

Finally,let’sreturntoourfriendthechecklist.Whenfacedwithanenchantingproposition,it’susefultogothroughachecklistofthecriticalfactorstoconsider.Here’sastartingpointforyou:

•IfIwaitedaweek,I’dstillmakethesamedecision.

•Ayearfromnow,thisdecisionwillstillbeagoodone.

•I’vedonemyhomeworkbyreadingindependentreportsandreviewsoftheproduct/service/organization/idea.

•Iamfullyawareof

thetotalcostofthisdecision,includinginstallation,support,maintenance,subscriptions,andupgrades.

•Thisdecisionwillnotharmpeople.

•Thisdecisionwillnotundulyharmtheenvironment.

•Thisdecisionisn’tunethical,immoral,

orillegal.•Thisdecisionwillnotsetabadexampleformychildren.

•IfnoonecouldseethatIwasdoingthis,Iwouldstilldoit.

•IfeveryonecouldseethatIwasdoingthis,Iwouldstilldoit.

Honestly,lookingback,IwouldhavemadedozensofdecisionsdifferentlyifIhadconsultedachecklistlikethisone.Asthesayinggoes,“Betterlatethannever!”

MyPersonalStory,byTiborKruska

TiborKruskaisaninformationtechnologyentrepreneurfromDorog,Hungary.Iincludedhispersonalstoryattheendofthechapteraboutresistingenchantmenttoshowyou

thatifsomethingisgoodenough,resistanceisfutile.:-)

THISISNOTAFAKESTORYJUSTTOMAKEYOUHAPPY.THISISMYrealstoryofenchantmentwithyourbook.Ilikereadingbusinessbooks;Ihavealot,aboutthreehundred.Mostofthemareprettygood,butifIshouldgive

awayallbutone,IwouldkeepTheArtoftheStart.Yearsback,afriendof

minesentmeavideoaboutyourpresentationofthisbookatTiECon,2006.Iamnotkidding:Iwatchedithundredsoftimes(justcheckoutmyiPod),beforeIcouldbuythebook.IevenwenttotheUS

fromEuropetobuythisbook!(OK,thisisnot

quitetrue,becauseIwenttoaconferenceinLasVegas,anyway,butIboughtyourbookonthesametrip.)Comparingmost

businessbookstoyours,almosteverythingisjustcrap—atleastwhenyouexpectreal,practicaladviceforentrepreneurs.Isimplywouldn’tletanyonestartanewbusinessbeforereading

TheArtoftheStart.Ihatethebooksabout

subjectslikethink-hard-you’re-smart,repeat-every-morning-I’m-positive,orevenyou-can-do-it-just-set-your-mind-to-it.IfIneedtosetmymind,I’mpracticallymindless!Hence,itistheworststarttobeanentrepreneur.Yourbookdoesn’ttell

mewhatshouldIthinkorforcemyselftothink,butitDOEStellmewhattoDO.ThisisexactlywhatIneedwhenlaunchinganewbusiness.Infact,IreaditbeforeEVERYnewprojectIstart.

*GlenKelman,“Groupon’sSuccessDisaster,”RedfinCorporateBlog,September16,2010,http://blog.redfin.com/blog/2010/09/groupons_success_disaster.html.

*DavidH.Freedman,Wrong:WhyExpertsKeepFailingUs–andHowtoKnowWhenNottoTrustThem(NewYork:Little,Brown,2010),42.

†MichaelJ.Mauboussin,ThinkTwice:HarnessingthePowerofCounterintuition(Boston:HarvardBusinessPress,2009),95.

‡DavidH.Freedman,Wrong:WhyExpertsKeepFailingUs–andHowtoKnowWhenNottoTrustThem(NewYork:Little,Brown,2010),217–24.

*RichardFeynman,ReportofthePresidentialCommissionontheSpaceShuttleChallengerAccident,volume2,appendixF,“PersonalObservations

onReliabilityofShuttle,”May27,1986,http://history.nasa.gov/rogersrep/v2appf.htm.

†MichaelJ.Mauboussin,ThinkTwice:HarnessingthePowerofCounterintuition(Boston:HarvardBusinessPress,2009),47.

*ScottBerkun,“HowtoLearnfromYourMistakes,”ScottBerkun(blog),July17,2005,www.scottberkun.com/essays/44-how-to-learn-from-your-mistakes.

ConclusionIntothesunset’sturquoise

margeThemoondips,likeapearly

bargeEnchantmentsailsthrough

magicseas,TofaerylandHesperides,Overthehillsandaway.

—MadisonJuliusCawein

IhopereadingEnchantmentwasaworthwhileandenjoyableexperience.IleaveyouwithallthatIknowabouttheartofenchantment.Nowyourtaskistoapplythisknowledge,rejectwhatdoesn’twork,andenhancewhatdoes.Everclever,wedesignedthetableofcontentsasachecklisttohelpyoumeasureyourprogress.Ifyouwanttomeasureyourknowledgeofenchantment,

takeGuy’sRealisticEnchantmentAptitudeTest(GREAT)attheendofthissection.Onelastthought:

Enchantmentisapowerfulskill,andwithpowercomesresponsibility.It’syourdutytousetheseskillsinamannerthatbenefitsallthepartiesinvolved,ifnottheworld.Pleasekeepthisthoughtinmindasyougoforth.

Bewell,dogood,andkickbutt,GuyKawasaki

MyPersonalStory,byKathyParsanko

KathyParsanko,amarketingandPRconsultantinCincinnati,Ohio,wasworkingfortheDrakeCenterwhenshesharedthisfinalpersonalstoryofthebook.What’sthe

ultimateformofenchantment?Thelong-termlovebetweentwopeople.

DONMARTINANDULYSMARTIN,WHOMDONCALLSHIS“LOVELYbride,”liveatBridgewayPointe,theDrakeCenter’sassisted-livingcommunity.Donlivesinanapartmentonhisown.

Ulyslivesinthesecureddementiaunitonaseparatefloor.Herideshiselectricwheelchairtovisitherdayandnight.Theyhavebeenmarriedforsixty-fiveyears,livedthroughouttheworld,andnowthey’rehere.Sheshufflesandoften

doesn’tknowwhatdayitis,wheresheis,andmaynotknowwhomsheistalkingto…untilDon

appears.Wheneversheseeshim,shecompletelylightsup,smiles,andsometimesIseetears.SheknowsDon,allright.Andtheycommunicate—withandwithoutwords.Thisisthekindoflovemanythinkexistsonlyinnovelsanddreams.ButI’vewitnessedit.UlysandDon’sstory

wasonthefrontpageof

theCincinnatiEnquirerValentine’sDayweekendin2010.Atfirst,Dondidn’tunderstandwhyanyonewouldwanttoreadastoryabout“us.”Hedidn’tunderstandwhatallthefusswasabout.Butthenhegotit.Ireadhimallthepositive,glowingcommentsthatreaderswroteonline.Manythankedthecouplefor

givingthemhopethatthey,too,wouldfindtruelovesomeday.Workingin

PR/communityrelationsforanassisted-livingcommunityhasbeenlifeaffirming.Bythetimetheycometoassistedliving,residentsandtheirfamiliesareoftenvulnerableandstrippedofallpretenses.Themajorityofthesefolks

know“whattrulymatters,”andthat’slove.Andthere’snothingmoreenchantingthanbeinginthemidstofit.

GREATTest

Togetyoustarted,I’veansweredthefirsttwoquestionsforyou.

1.Howmanymusclesareusedtomakeanenchantingsmile?

a.0b.2c.3

d.5e.10

2.Howshouldyoudresscomparedtothepeopleyouwanttoenchant?

a.Betterthanthemb.Worsethanthemc.Equaltothemd.Itdoesn’tmattere.Topleaseyourself

3.Whichmethodsareusefultolaunchacause?

a.Tellastoryb.Plantmanyseedsc.Askpeoplewhatthey’regoingtodo

d.Reducethenumberofchoices

e.Alloftheabove

4.Whenyoumeeta

personforthefirsttime,youshould

a.Considerhisrequestswithskepticism

b.Shakehishandforatleasttenseconds

c.Usewaranalogiestobreaktheice

d.Avoididlechataboutpersonalpassionsandfocusonwork-relatedsubjects

e.Defaulttoayesattitudeanddeterminehowyoucanhelphim

5.Thefivequalitiesofagreatcauseare:

a.Dumb,insufficient,clueless,exasperating,andexpensive

b.Deep,intelligent,

complete,empowering,andelegant

c.Detrimental,inept,conflicted,erotic,andephemeral

d.Deep,intellectual,competitive,eloquent,andexotic

e.Didactic,insipid,cunning,earnest,andecclesiastical

6.Selectthethirdqualityofgoodmessaging:short,sweet,and

a.Seriousb.Suavec.Cynicald.Swallowablee.Sanctimonious

7.Whichcharacteristicsencouragesomeonetotryoutyourproduct?

a.Easeofuseb.Immediacyofstartingc.Lowcostoftriald.Reversibilityoftriale.Alloftheabove

8.Whenshouldyoudiscloseanyconflictsofinterest?

a.Immediatelyafterclosingthedeal

b.Never

c.Attheverystartofarelationship

d.Whenaskedbytheotherparty

e.Whenyou’vebeensubpoenaed

9.Whichmethodcannothelpovercomeresistancetoacause?

a.Creatingtheperceptionofubiquity

b.Creatingtheperceptionofscarcity

c.Findingabrightspotd.Showingpeopleyourmagic

e.Allthemethodscanhelpovercomeresistance

10.Whenpeoplethankyouforafavor,theoptimalresponseis

a.“You’rewelcome”b.“Youowemenow”c.“Itwasnothing”d.“Mypeoplediditanyway”

e.“Iknowyou’ddothesameforme”

11.Whichisthefalsestatement?

a.Youshouldcreateaseparateworkspace

forbelieversb.Peoplewillreciprocategooddeedsmanydecadeslater

c.Ahomogeneousteammakesenchantmentendure

d.TheGratefulDeadallowspeopletotapetheirconcerts

e.Financialrewardsmaynotensure

loyaltyandsupport

12.WhatistheidealformatofaPowerPointorKeynotepresentation?

a.Sixtyslides,sixtyminutes,sixpointfont

b.Tenslides,sixtyminutes,eightpointfont

c.Twentyslides,twentyminutes,tenpointfont

d.Tenslides,twentyminutes,thirtypointfont

e.Thirtyslides,ninetyminutes,sixtypointfont

13.WhatistheideallengthofanenchantingYouTubevideo?

a.Sixtyminutesb.Sixtysecondsc.Fiveminutesd.Fifteenminutese.Tenseconds

14.WhichJapaneseconceptshouldyounotpractice?

a.Wab.Bakatarec.Shibui

d.Seijakue.Kanso

15.Whenshouldyouheedthecrowd?

a.Thecrowdrepresentsdiversebackgrounds

b.Everyone’sopinioninthecrowdisconsidered

c.Thereareincentivesthatencourageonly

peoplewithinsightstoparticipate

d.a,b,andce.conly

16.Whatcanyoudotovirtuallyguaranteeenchantinganaudienceatthebeginningofaspeech?

a.Thanktheaudienceforturningofftheir

cellphonesb.Offeradiscountforyourproductorservice

c.Showpicturesofwhatenchantsyouabouttheircity

d.ShowpicturesofyournewPorsche

e.Explainthatyou’reexhaustedafteralongplaneride

17.Whatshouldyounotdoifyouwanttoenchantyouremployees?

a.Enablethemtoworkindependently

b.Askthemtodowhatyouwouldn’tdo

c.Addressyourownshortcomingsfirst

d.Celebrateteamsuccesses

e.Judgeyourresultsandtheirintentions

18.Ifyoueverwantmetostayinyourhotel,whatshouldyounotdo?

a.ChargeforWiFiaccess

b.Provideonlyoneelectricaloutletnearthedesk

c.Convertthefitness

centerintomoreguestrooms

d.Chargeafeetomakeareservation

e.Provideonlyonehonor-barkey

19.Whatisthemostimportantthingyoucandotoenchantyourboss?

a.Suckup

b.Deliverbadnewsatthelastpossiblemoment

c.Refusecareeradviced.Underpromiseandoverdeliver

e.Dropeverythinganddowhatyourbossasksfirst

20.WhatisnotaqualityofTwitter?

a.Reliableb.Freec.Easyd.Ubiquitouse.Fast

Extracredit:Iansweredthefirsttwoquestionsofthistestinorderto

a.Increasescoresb.ShowyouthatIknowmymaterial

c.Shortenthelengthofthetest

d.Encouragecheatinge.Encourageyoutotakethetest

Answers:1b,2c,3e,4e,5b,6d,7e,8c,9e,10e,11c,12d,13b,14b,15d,16c,17b,18d,19e,20a

Howdidyoudo?Here’saroughguidelinetomeasure

yourenchantmentskills:

19–20YoucouldteachSteveJobsathingortwo

16–18Goforthandenchant

11–15ReadEnchantmentonemoretime

6–10Considerajobinvolvinglittlehumancontact

0–5Askmeforarefund

SelectedBibliographyThatisagoodbookwhichis

openedwithexpectation,andclosedwithdelightand

profit.

—A.BronsonAlcott

Overthecourseoftheyear

thatIspentwritingthisbook,Iconsultedapproximatelytwentybooksaboutinfluenceandpersuasion.Theyexpandedandenrichedmyconceptofenchantment.Ilistthemheresoyoucantracemyfootstepsanddigdeeperintothemethodsofenchantment.

Bedell,Gene.3StepstoYes:TheGentleArtofGettingYourWay.NewYork:

CrownBusiness,2000.Brafman,Ori,andRomBrafman.Sway:TheIrresistiblePullofIrrationalBehavior.NewYork:BroadwayBusiness,2008.

Brafman,Ori,andRomBrafman.Click:TheMagicofInstantConnections.NewYork:BroadwayBusiness,2010.

Carnegie,Dale.HowtoWinFriendsandInfluence

People.NewYork:SimonandSchuster,2009.

Cialdini,Robert.Influence:ThePsychologyofPersuasion.NewYork:HarperPaperbacks,2006.

Deci,EdwardL.,withRichardFlaste.WhyWeDoWhatWeDo:UnderstandingSelf-Motivation.NewYork:Putnam’s,1995.

Earls,Mark.Herd:HowtoChangeMassBehaviorby

HarnessingOurTrueNature.WestSussex,UK:JohnWiley,2007.

Fisher,Len.ThePerfectSwarm:TheScienceofComplexityinEverydayLife.NewYork:BasicBooks,2009.

Freedman,DavidH.Wrong:WhyExpertsKeepFailingUs—andHowtoKnowWhenNottoTrustThem.NewYork:Little,Brown,2010.

Gawande,Atul.TheChecklistManifesto:HowtoGetThingsRight.NewYork:MetropolitanBooks,2010.

Goldstein,NoahJ.,SteveJ.Martin,andRobertB.Cialdini.Yes!50ScientificallyProvenWaystobePersuasive.NewYork:FreePress,2008.

Granger,RussellH.The7TriggerstoYes:TheNewScienceBehindInfluencingPeople’sDecisions.New

York:McGraw-Hill,2008.Heath,Chip,andDanHeath.Switch:HowtoChangeThingsWhenChangeIsHard.NewYork:BroadwayBooks,2010.

Lehrer,Jonah.HowWeDecide.Boston:HoughtonMifflinHarcourt,2009.

Lovaglia,MichaelJ.KnowingPeople:ThePersonalUseofSocialPsychology.NewYork:McGraw-Hill,1999.

Luntz,Frank.WordsThatWork:It’sNotWhatYouSay,It’sWhatPeopleHear.NewYork:Hyperion,2007.

Mauboussin,MichaelJ.ThinkTwice:HarnessingthePowerofCounterintuition.Boston:HarvardBusinessPress,2009.

Patterson,Kerry,JosephGrenny,DavidMaxfield,RonMcMillan,andAl

Switzler.Influencer:ThePowertoChangeAnything.NewYork:McGraw-Hill,2008.

Shell,G.Richard,andMarioMoussa.TheArtofWoo:UsingStrategicPersuasiontoSellYourIdeas.NewYork:Portfolio,2007.

Thaler,RichardH.,andCassR.Sunstein.Nudge:ImprovingDecisionsAboutHealth,Wealth,and

Happiness.NewYork:PenguinBooks,2009.

IndexBecausehedidnothavetimetoreadeverynewbookinhis

field,thegreatPolishanthropologistBronislawMalinowskiusedasimpleandefficientmethodof

decidingwhichoneswereworthhisattention:Uponreceivinganewbook,heimmediatelycheckedthe

indextoseeifhisnamewas

cited,andhowoften.Themore“Malinowski”themore

compellingthebook.No“Malinowski,”andhe

doubtedthesubjectofthebookwasanthropologyatall.

—NeilPostman

IhopeRobertCialdinichecksthisindex.

—GuyKawasaki

Aboutpage,136Abuse,rejecting,114–15Acceptanceofothers,andlikability,14–15

Ackerman,JoshuaM.,92Action,takingcautionrequired.seeResistingenchantment

gainingattentionfor,79–81

Activevoice,13Actresses,inEnchantmentHallofFame,41

Adams,Eddie,80

Adams,Sara,207AdobePhotoshop,106Adultteammember,109Advocateteammember,109Aesop,73Agreement,mutual,arrivingat,81–83

Aickin,Sasha,174–75Airblade,41Alexander,Richard,208Alltop.com,74,130Alter,Adam,48Alvarez,Enrique,58Amazon,49,60

Analogies,14Anchorandtwistconcept,59Anderson,Lloyd,96Anthony,Chris,111Appleattireat,11–12independentbusinessunits,97

iPhone,49iPod,66,75Macintosh,xvii–xixSeealsoJobs,Steve;Macintosh

Architecture,inEnchantment

HallofFame,41Armstrong,Lance,128Arrington,Michael,22–23Attire,11–12AubergeRavoux(vanGoghhouse),17–18

AudiA5/S5,41Automobiles,inEnchantmentHallofFame,41

Azril,AdeHarnusa,206

Band-Aids,46BangalorePalace,118

Bargh,JohnA.,92Beattie,Geoffrey,12Behavioralpsychology,5–6Believers,versusnonbelievers,97

Bence,Brenda,157Bennett,Drake,48Berkun,Scott,180BestBuy,105Betancourt,Sahary,98nBloggers,inEnchantmentHallofFame,41

Blogs,135–39ecosystembasedon,105

enchantment,addingto,135–38

engagingothers,methodson,137

Japanesedesignprinciples,148–49

Boich,Mike,xvii,xixBolen,Diana,84Books,inEnchantmentHallofFame,41

Boss,165–72badnews,deliveringto,170–71

enhancingimageof,165–

66GoodBossManifesto,159–60

asmentor,170,172progress,demonstrating,168–69

prototypedwork,using,167–68

requestsfrom,immediateattentionto,166–67

underpromise,overdeliver,167

Brafman,Ori,16Brafman,Rom,16

Brandnames,48–49Branson,Richard,xxi,101–2Brickman,Philip,84Brody,JaneE.,52nBrody,Sarah,208Busch,Douglas,5Businessplans,46Butler,Laura,82nButterfield,Fox,80n

CalgaryFlames,119Campbell-Ewald,90Cannell,StephenJ.,155–56Carbullido,Marco,207

Carlisle,John,20Carnegie,Dale,113CDBaby,68CevallosBreilh,Inés,98nChallengercrash,178–79Changelasting.seeLastingchangeresistanceto,71–72

Chatlive,Facebook,141–42Checklists,using,51–53,181CheekyMonkey,66–67Chevroletslogan,46Choices,fewerversusmore,64

Cialdini,RobertB.,31,67,72,74n,102

Cisco,131Cities,inEnchantmentHallofFame,41

Clooney,George,10Clothing,inEnchantmentHallofFame,41

Cognitivefluency,48–49Comcast,131Commitment,andlastingchange,103–4

Commonground,finding,82–83

Communicationdiscourse,encouraging,107

toovercomeresistance.seeResistancetosale,overcoming

simplemessages,creating,122,124

slogans,creating,45–47words/language,13–14

Competencechecklistasdemonstrationof,52–53

andtrustworthiness,31–32

Competition,handling,91–92

Computers,inEnchantmentHallofFame,41

ConciliationResources,98Concisemessages,46Conferences,ecosystembasedon,105

Conflictsofinterest,disclosing,30,115

Conformity,andinternalization,96

Consistency,andlastingchange,103–4

Consultants,ecosystembasedon,105

Contente-content,finding,129–30Websites,135–36

Convergentthinking,97Correspondence,responding,importanceof,33,113

Credit,giving,114Criticism,benefitsof,107Crombie’s,118Crowdmentality,avoiding,178–79

Crowdsourcing,142

Enchantmentcover,203–9CrowdSpring,203Cutler,Matt,146n

DaCosta,Carlos,36Darfurmassmurders,79Data,persuasivepowerof,85–86

Davis,Geena,19Davis,Rhoda,90Dawson,Eric,8Decisionmaking,faulty.seeResistingenchantment

Default-to-yesconcept,49–

50Dell,131–32DeMartini,Frank,36Demos,using,59Design,Japaneseprinciplesof,148–49

Detail,importanceof,58–59Developers,ecosystembasedon,105

DeviantArt,205Devil’sadvocate,158–59,175

Dierenbescherming,79Diplomacy,agreement,

findingpathtoward,81–83Disclosure,up-front,30,115Discourse,benefitsof,107Disneyland,167Dissemination,artificial,62Divergentthinking,97Diversityacceptingothers,114ofteam,andlastingchange,109–10

DominoDay(2005),78–79Dopelereffect,174Draeger’smarket,64DrakeCenter,184

Dreams,sellingbyenchanters,121

Duarte,Nancy,121Duchennesmile,11Dutra,MileneLaube,163–64Dutton,Kevin,45nDyson,41

Eameschair,41Easeofusecreating,43–44hands-ontrial,60mentalfences,removing,48–49

slogans,creating,45–47EBWA(enchantmentbywanderingaround),16

Ecosystem,104–9invitingothersto,106–7purposesof,104,108typesof,104–5

Einstein,Albert,19Eiseley,Loren,33Eisenstat,Al,170Elegance,ofgreatproducts,40–41

E-mail,123–26address,professional,123–

24brevityin,46,124responding,importanceof,33,113

using,guidelinesfor,123–25

Employees,151–62andcustomers,152–53devil’sadvocate,useof,158–59

empowering,152–53GoodBossManifesto,159–60

judgingresultsof,153–54

motivating(MAP),151–52andprofessionalfriendships,169–70

recruiting,161self-criticismforunderstanding,153–54

success,celebrating,157–58

suckitup,154–56unreasonablerequests,avoiding,156–57

SeealsoTeamEmpowermentforemployees,152–53

andgreatproducts,40Encarta,100Enchantedgal,205Enchantmentboss,enchanting,165–72defined,xix,1–2employees,enchanting,151–62

ethicalfactors,4–5greatproduct,featuresof,40–41

HallofFame,41andlastingchange,95–111launching,55–69

andlikability,9–26andmind-setofothers,3–4

personalstories,8,25–26,37–38,53–54,68–69,93–94,111,133–34,150,163–64,171–72,184

preparationforsuccess,39–54

andpulltechnology,135–50

andpushtechnology,112–34

resisting,173–82sciencebehind,6–7situationsforuse,2–3trustworthiness,27–38ultimategoalof,95Seealsoindividualtopics

Enchantment,cover,creationof,203–9

Engineers,inEnchantmentHallofFame,41

Enterprises,biggerpie,creating,33–34

Environment,enhancing,61Ethics

dishonestenchanters.seeResistingenchantment

andusingenchantment,4–5

Etsy,51Evangelistteammember,109

Evans,MerylK.,150Expertise,andtrustworthiness,31–32

Extrinsicrewards,aspoormotivator,99–100

Facebook,139–42

enchantment,addingto,140–42

learningaboutpeople,20asmultigenerationalservice,17

using,benefitsof,139Familiarity,andcommitment,75

Family,asinfluencers,89–91FamilyComputer(Famicon),70

Faunabeheer,Duke,78–79Favorsaskingfor,effectof,87–

88,102“thankyou,”alternativeto,102–3

Fawal,Richard,93–94Fearofmistakes,71–72Ferris,Tim,19Feynman,Richard,178–79Figurativelanguage,using,14,46

Flash,avoiding,136,149Followers,first,importanceof,68

Ford,Bill,19FordMotors,131

Mustang,40,41,82MyKey,40

Framingthecompetition,91–92

Franco,Zeno,36–37Frank,Anne,81Franklin,Benjamin,87–88Fraser,ScottC.,67Freedman,DavidH.,176nFreedman,JonathanL.,67FrequentlyAskedQuestions(FAQ),136

FrisianExpoCentreDominoDay(2005),78–79

GapminderFoundation,85–86

Garner,James,21,29–30,155–56

Gaudí,Antoni,inEnchantmentHallofFame,41

Gawande,Atul,52nGifts,reciprocation,31GillmorGang,22–23Giuliani,Rudy,100–101Goalsestablishing,50–51forvolunteers,161–62

Goldstein,NoahJ.,72n,74nGoodBossManifesto,159–60

Googleadvertisinginnovation,33biggerpie,creating,33Gmail,75,76,77asgreatproduct,40JobsonAndroid,92Moderator,148

Gore,Al,116,123Grassrootssector,enlisting,98–99

GratefulDead,110–11

Greene,Jay,96nGross,Terry,32Gruber,Marty,170GrupoMaryland,98–99Gulliblepeople,5Guncontrolsupporters,80Gyromite,71

Häagen-Dazs,49Halligan,Brian,110HallofFame,Enchantment,41

Halsey,Rob,88Handshake,perfect,12–13

Hapticsensations,92Hargreaves,DavidJ.,61Hathaway,Bill,92nHaywood,Tony,32Heath,Chip,59,83Heath,Dan,59,83HermanMiller,41Heroismecosystembasedon,106storylinesforlaunch,56–57

andtrustworthiness,36–37Herrick,Scot,167–68Hertzfeld,Andy,xviii

Holocaust,36,57,81Honesty.SeeTrustworthiness;Truthfulness

Hsieh,Tony,27.SeealsoZappos

HyperArtsWebDesign,139

Identification,andinternalization,96

IfYouWanttoWrite(Ueland),inEnchantmentHallofFame,41

Ignorance,pluralistic,97

Imagesasymmetry,useof,149events,makingreal,79–81onWebsite,136

IndusEntrepreneurconference,123

Inertia,versusmotion,71Influencersversusmasses,62versusnobodies,62–63,113

overcomingresistancewith,88–91

Inspirationalstory,to

overcomeresistance,93Intelligence,smartproducts,40

Interaction,trustworthinessin,33

Internalization,96–97Interns,hiring,130Intrinsicmotivation,andlastingchange,99–100

iPhone,49iPod,66,75Istanbul,Turkey,41,120Iyengar,SheenaS.,64

Janssens,Dominique-Charles,18

Japan,aestheticprinciplesof,134,148–49

Jarboe,Greg,144–46Jay,Timothy,21Jobs,SteveonAndroid,92greatness,aspectsof,39,57,121

andlaunch,xxipresentationsof,122–23SeealsoApple;Macintosh

JohnPaulII,Pope,158

Johnson,Craig,75–76Johnson&Johnson,46

Kane,Priya,125–26KanuHawaii,103Kare,Susan,xviii–xixKawasaki,Guy,56nAlignmentofInterests,30Alltop.com,74,130Facebookpage,127,140Guy’sRealisticEnchantmentAptitudeTest(GREAT),185–89

IndusEntrepreneur

conferencespeech,123KawasakiSwallowtail,208Macintosh,enchantmentby,xvii–xix,97

passions,19–21TheoryofPerfectKnowledgeofAssholes,114–15

Twitterprofile,127Kay,Allen,45Kelly,Lois,56Kelman,Glen,175nKeynote.SeePresentationsKeywords,forYouTube

content,147Kindle,60King,Ken,120Klein,Gary,42Komen,SusanG.,34KoryKay&Partners,45Kristof,Nick,148Kruska,Tibor,182

Labels,forpersuasion,84–85LaFosse,MichaelG.,207–8Landingtab,Facebookpage,140

Language,figurative,using,

14,46Laporte,Leo,22–23Lastingchange,95–111believersversusnonbelievers,97

commitmentandconsistency,103–4

anddiverseteam,109–10ecosystemfor,104–9asgoalofenchantment,95grassrootssector,enlisting,98–99

andinternalization,96–97intrinsicmethodsfor,99–

100spreadability,promoting,110–11

Latifah,Queen,inEnchantmentHallofFame,41

Launch,55–69askingforsupport,63–64belief,suspending,57–59choices,fewerversusmore,65

choices,largeversussmall,66–67

choices,limiting,64

firstfollower,importanceof,68

hands-ontrial,offering,60influentials,massesas,62–63

primingthepump,61andreciprocity,100–103resistancetosale,70–94salientpoints,66story-tellingfor,55–57

Lawson,Jenny,inEnchantmentHallofFame,41

Lepper,MarkR.,64

Lexus,40Likability,9–26acceptingothers,14–15attire,11–12closeproximity,15–16handshake,12–13passion,mutual,20–21passion,projecting/pursing,17–18

smiling,9–11swearing,21–24values,notimposing,17win-winsituations,

creating,21words/language,13–14yesattitude,24–25

Likingfunction,Facebook,139

LinkedIn,142–44enchantment,addingto,142–43

learningaboutpeople,20,82,144

practicalusesof,143–44Livechat,onFacebook,141Loan,NguyenNgoc,79–80Lopp,Michael,161

Macintoshandbusinessmarket,3–4desktoppublishingmarket,63,84

asempoweringtool,8,40andenchantment,xvii–xixinEnchantmentHallofFame,41

Kawasakion,xvii–xix,97usergroups,105

MacPaint,xviii–xixMaker’sMark,107Mandela,Nelson,inEnchantmentHallof

Fame,41MAP,tomotivateemployees,151–52

Martin,Don,184Martin,Steve,35,53,72n,74n

Martin,Ulys,184Martinuzzi,Bruna,28Masses,nobodiesversusinfluentials,62–63,113

Masstragedies,gainingattentionfor,79–81

Mattus,ReubenandRose,49Mauboussin,Michael,176,

179Maurer,Matt,68–69,76–77McCarthy,Jenny,177McCulloch,Rod,77McElrath,Sabine,132–33McGlone,Matthew,48McKendrick,Jennifer,61McKeon,Celia,98McNealy,Scott,19Melton,Samuel,101Mensch,becoming,28–30Mentor,bossas,170,172Mercadonasupermarket,64Meremeasurementeffect,63

Metaphors,46Micello,125–26Microsoft,97,100Miller,RichardL.,84Mistakes,fearof,71–72Miyoyogurtshop,65Molsonbeer,85Money,aspoormotivator,99–100,151,153

Mooney,Chris,81nMorgan,Tony,37–38Moscow,119Motivationchecklists,using,53

disclosingup-front,30intrinsic,andlastingchange,99–100

ofvolunteers,162Moussa,Mario,20nMuller,Karin,1–2Mullinaux,Lisa,207Mustang,Ford,40,41,82MyKey,40

Namba,Anne,inEnchantmentHallofFame,41

Narratives,personal,using,

81NavyforMoms,90–91Negotiation,andsharedinterests,20,82

Negron,Pete,36Newman,Paul,21Newsorganizations,onTwitter,128–30

Nintendo,70–71Nobodies,influenceof,62–63,113

Nocera,ChristopherC.,92North,AdrianC.,61NorthCarolinaUniversity

IndustrialExtensionService,157–58

NovaScotianCrystal,77–78NovaStylings,170

Objections.SeeResistancetosale,overcoming

Ohga,Norio,19Okimoto,Jean,207Olson,Jake,1451000AwesomeThings,137–39

Openarchitecture,106Options

defaultoptions,providing,49–50

reducing,71OrigamidoStudio,208Ortiz,Pablo,36Overtonwindow,83

PanAmericansmiles,10Parenting,inEnchantmentHallofFame,41

Parents,asinfluencers,89–91

Parsanko,Kathy,184Pasricha,Neil,137–39

Passionmutual,discovering,20–21,82

projectingandpursuing,17–18

Past,differentiatingfrom,59Patton,GeorgeS.,19Payitforward,101Persuasion,againstobjections.seeResistancetosale,overcoming

PigasusAward,177Pinker,Dr.Steven,23nPluralisticignorance,97

Politicalleaders,inEnchantmentHallofFame,41

Positioningstatement,35–36Positiveattitude,inmessages,46

Postmortems,preventingproblemswith,42–43

PowerPoint.SeePresentations

Preparationforsuccess,39–54checklists,using,51–53defaultoptions,providing,

49–50easeofuse,43–44goal-setting,50–51mentalfences,removing,48–49

postmortems,42–43problemprevention,42–43slogans,creating,45–47

Presentations,115–23brevityin,46,122customizing,116–17designing,guidelinesfor,116–23

andlaunch,59

Primingthepump,61Products,greatfeaturesof,40–41listingof,40

Profanity,positiveuseof,21–24

Promotion,limiting,115Pronovost,Dr.Peter,51–52Prototypingwork,167–68Proximity,andfrequentcontact,15–16

Pseudoclaims,avoiding,175–76

Pulltechnology,135–50

blogs,135–39Facebook,139–42LinkedIn,142–44Websites,135–39YouTube,144–50

Pushtechnology,112–34e-mail,123–26presentations,115–23Twitter,126–33

Rackham,Neil,20Rae,CorinneBailey,inEnchantmentHallofFame,41

Rainmakerteammember,109

Reciprocationaskingforfavors,effectsof,87–88,102

andlastingchange,100–103

andtrustworthiness,31RecreationalEquipmentCooperative,96

Recruitmentofemployees,161

Redfin,174REI,96

Resellers,ecosystembasedon,105

Resistancecausesof,70–72andpluralisticignorance,97

Resistancetosale,overcomingagreement,findingpathtoward,81–83

byaskingforassistance,87–88

competition,framing,91–92

withdataset,85–87influencers,enlistingfor,88–91

Resistancetosale(cont.)inspirationalstory,93labels,assigning,84–85magic,demonstrating,77–78

oneexample,using,78–81Overtonwindow,83scarcity,creatingperceptionof,75–77

withsocialproof,72–74withtactilesensations,92

ubiquity,creatingperceptionof,74–75

Resistingenchantment,173–82criticalfactorschecklist,181

exampleofone,ignoring,177

future,considering,174–75

pastdecisions,examining,179–80

topseudosalience/data/experts,

175–76versussmallenchantments,180–81

temptingsituations,avoiding,173–74

wisdomofthecrowd,avoiding,178–79

yourlimitations,awarenessof,175

Respect,importanceof,46Reversibility,providing,60Rewards,benefitsof,107Reynolds,Garr,133–34,148Rezac,Darcy,24

Rhyme-as-reasoneffect,48Rinehart,Gray,158RiodeJaneiro,119RoboticOperatingBuddy(R.O.B.),71

Rolemodels,72Roosevelt,FranklinD.,46Rosling,Hans,85–86Rowe,Mike,inEnchantmentHallofFame,41

Ruleofthirds,149Rwandamassmurders,79Ryan,Denis,77

Sagal,Peter,32Salientpoints,stressing,66SavetheChildren,83–84Scarcity,creatingperceptionof,75–77

Schindler,Emilie,57Schindler,Oskar,57Schwarz,Norbert,48–49Sciencebehindenchantment,6–7newscycle,7

Scoble,Robert,inEnchantmentHallofFame,41

Scott,DavidMeerman,110Sculley,John,xviii,11–12SeasonalView,171–72September11attacks,36,45,101

Shea,Fran,25–26Shell,RichardG.,20nSiliconValley,75–76,108,178

Similes,46Simmons,Annette,55,57Simulations,militarytraining,57–59

Singers,inEnchantmentHall

ofFame,41Sivers,Derek,68Skepticteammember,109Slogans,simple,creating,45–47

Slovic,Paul,79SmartBrief,130Smiling,9–11Smith,Mari,140,141,142Socialnetworkingbusinesssites,82SeealsoFacebook;LinkedIn;Twitter

Socialproof

overcomingresistancewith,72–74

powerof,72–73SouthwestAirlines,33Spears,Britney,128Specwork,206Speed,Websites,136Spreadability,110–11Stack-Up,71Stafford,Tom,61nStatisticsdata,persuasivepowerof,85–86

gainingattentionfrom,80

statisticalsignificance,6Stern,Howard,25–26Sternin,Jerry,83–84Stevens,Mike,53–54Stockwell,David,171–72Storyevents,makingreal,79–81launchpairedwith,55–57

StrategicOperations,57–59StumbleUpon,129–30StuSegallProductions,57Subramanian,Guhan,81nSuccesscelebrating,157–58

greatproduct,featuresof,40–41

Suckingup,124–25,154–56Sugihara,Chiune,36Sunstein,Cass,63Support,askingfor,63–64SusanG.KomenRacefortheCure,34

Sutton,Bob,159–60Szot,Colleen,73–74

Tactilesensations,influenceoncognition,92

Tags,forYouTubecontent,

147Teamdiverse,andlastingchange,109–10

pointsofview,varietyof,109–10

onWebsite,136–37SeealsoEmployees

Technologyforenchantment,guidelinesfor,112–34

pulltechnology,135–50pushtechnology,112–34

TED(Technology,

Entertainment,Design),68Temptingsituations,avoiding,173–74

Thaler,Richard,63Third-personeffect,173Thompson,Clive,62nThoreau,HenryDavid,11Thumbnails,forYouTubecontent,147–48

TilleyHat,95Toffel,NeileMcQueen,21,29

Toyota,75Trendalyzer,85–86

Trials,hands-ontrial,offering,60

Tricolons,46Trustworthiness,27–38biggerpie,creating,33–34dishonestenchanters.seeResistingenchantment

expectations,termsof,34andexpertise,31–32heroism,36–37mensch,being,28–30motivation/interests,disclosing,30

mutualtrust,27–28

positioningstatement,35–36

reciprocation,31responding/interacting,33

Truthfulness,versus“noblelie,”5

TVhosts,inEnchantmentHallofFame,41

Twitter,113,126–33biggerpie,creating,33cause,promoting,131–32goodcontent,finding,129–30

learningaboutpeople,20

links,posting,127–30andmanualengagement,130–32

powerof,126–27,131Twitter(cont.)repeatingtweets,127using,generaltips,126–27

Ubiquity,creatingperceptionof,74–75

Ueland,Brenda,inEnchantmentHallofFame,41

UnitedAirlines,50,101–2

Usergroups,ecosystembasedon,104–5

Value,typesof,114Valueslasting.seeLastingchangenotimposing,17

VanGogh,Vincent,1,17–18VibramFiveFingers,68–69,76–77

VietnamWar,79–80Viralvideo,145VirginAmerica,102,129,131

VirginGroup,101–2VisibleMeasures,146Visionaryteammember,109Vocabulary,words/language,using,13–14

Vohs,KathleenD.,99–100Volunteers,enchanting,161–63

WaltDisneyWorld,111,167WatchParty,93–94Waterford,77Watts,Duncan,62Websites,135–39

ecosystembasedon,105enchantment,addingto,135–38

engagingothers,methodson,137

Japanesedesignprinciples,148–49

Wedemeyer,Charlie,93Wehmhoener,Jason,207“Whatif”questions,82–83WhiteKnollMiddleSchool,100–101

Wiesel,Elie,81Wikipedia,100

Wild,Ruudde,79Winokur,John,21,29–30Win-winsituations,creating,21

Wozniak,Steve,41,56

XAT,76

Yesattitude,24–25YouTube,144–50enchantment,addingto,147–50

GoogleModeratoron,148video,lengthof,145–47

viralvideosasgoal,145

Zappos,15–16,27–28,49,60Ziglar,Zig,27Zimbardo,Philip,36–37

CoverphonIlovetohearachoir.Ilovethehumanitytoseethefaces

ofrealpeopledevotingthemselvestoapieceof

music.Iliketheteamwork.Itmakesmefeeloptimistic

aboutthehumanracewhenIseethemcooperatinglike

that.

—PaulMcCartney

UndertheCover:HowItTook260PeopletoMakeThisCover

ThecoverofEnchantmenthasitsownenchantingstory.Illustratingtheconceptofenchantmentisdifficult,andIwantedtoseewhatitmeanttomanypeopleandhowtheywouldgraphicallyrepresent

it.Thestraightestpathtothisgoalwasadesigncontest.Mytheoryis,themoregreatmindsworkingonatask,thebettertheresults.IcontactedmybuddiesatCrowdSpring,andwecreatedacontestwitha$1,000prize.Tomyamazement,approximately250peopleentered760designs.Thisisroughlyseventy-fivetimesmoredesignsthanmostauthorssee.Inarroweddownthe760

entriestothesefiveandenabledpeopletovotefortheirfavorite.

Theentrythatreceivedthemostvoteswastheonewiththebluebutterflyontheredcover.ThedesignerofthiscoverusedthisstockphotobyEnchantedgal(I’mnotmakingthisup)onDeviantART.

Ilikedthisdesignthemost,too.Iwaspreparedtooverridethepopularvote,butthetallymeantthatIcouldmaintaintheillusionof

impartiality,openness,andtransparency.:-)Somuchthebetter.Duringthecontest,many

designersattackedmefortheheinousexploitationoftheircolleagues’creativity.Theirmathwasthat250peopleenteredandonlyonewon,soIexploitedtheother249.Thecrimeiscalledspecworkbecauseit’sspeculativeandwithoutaguaranteeofcompensation.Hello?Lifeis

specwork:noguts,noglory,novisibility,noexperience,andnoprize.Ididn’tforceanyonetoenter,andthiswasachancetomake$1,000andgainvisibility.Muchtomydelight,thewinnerwas(a)nota“professional”designer;(b)notanAmerican;and(c)notanorifice.HewasAdeHarnusaAzril,anelectricalengineeringundergraduatestudentattheInstitut

TeknologiBandunginIndonesia.

Icouldnothaveplanneditbetter.AfterIannouncedthe

winner,designersattackedthewinningentryasnothingmorethana“stockphotoofabutterflyonaredbackground.”Yup,andAndyWarholpaintedaCampbellsoupcan.Toobadtheydidn’tthinkofthattoo,huh?Idon’tknowanyindustrywherepeoplegettheirrocksoffbytearingeachotherapartasmuchasgraphicdesign.Unfortunately(orperhaps

fortunatelyasyouwilllearn),

thedesigndidn’tgooverwellwiththeeditor,publicist,publisher,andassistantpublisher.“TooNewAge.”“Toofeminine—nomanwouldbecaughtreadingaredbookwithabutterflyonthecover.”“Tooself-help,tootouchy-feely,too…”yougetthepicture.Andthemostdamningofallwas,“Thesalesforcehatesit.”Welcometomylife.

But90percentofthebattleisshowingup.Theother90percentisperseveringafteryoushowup.Withhindsightthis

negativereactionforcedmeoutsidethecomfortzone.Onenight,whilepedalingaStarTracrecumbentbikewhilereadingtweetsonmyiPadwatchingNHLOntheFly,Icameupwiththeideaofanorigamibutterfly.Thistookcareoftwoissues:no

more“stockphoto”stigmaandfewerself-help,New-Ageconnotations.Plus,therewasagreattie-in:JapaneseguyandJapaneseartform.Ididn’tknowathingabout

origami,however,soIsearchedfor“origamibutterfly”onGoogle,andIaskedmy330,000closestfriendsonTwitter,“Anyoneknowanorigamimaster?”Thisyieldedgreatresults.Mysister—JeanOkimoto—

aswellasLisa“KailuaLisa”Mullinaux,JasonWehmhoener,andMarcoCarbullidocametomyassistance,too.TheseeffortsledmetoMichaelG.LaFosseandadesigncalledthe“AlexanderSwallowtailbutterfly,”whichIsawatSaraAdams’sWebsite:

Cometofindout,MichaelistheWayneGretzkyoforigami.Heandhispartner,RichardAlexander,runOrigamidoStudio.Michaelwasfeaturedinthegreat

origamimovie,BetweentheFolds.IwenttotheOrigamidoWebsiteandsentane-mailtotheaddressthatusuallygoestowebmasterswhoneverrespond.Loandbehold,Michaelansweredinaday.Onethingledtoanother—

includingtalesoftheInternationalMarketplaceinWaikikiandDonHo—andMichaelcreatedacustomdesigncalledthe“Kawasaki

Swallowtail.”EverheardofaJobs,Gates,Williams,Stone,Ballmer,Ellison,orZuckerbergorigamibutterfly?Ididn’tthinkso.Richardpastedgoldpaper

thathehandmadetoaprintedsheetofwashitocreatethedouble-sidedeffect.ThenMichaelfoldedtheKawasakiSwallowtail,andvoila,IhadabadasscustombutterflythatlookslikeJamesClavell’sShogunmeetsB-1

stealthbomber.

AtthatpointIhadthebadassbutterflyandtheconceptofabadassbutterflyonaredgradient.NowI

neededsomeonetoperfecttheconceptandexecutethecoverdesigntothespecsoftheartdepartment.EnterSarahBrodyonawhitehorse.Youarefamiliarwithher

workbecauseshewasthedesignforcebehindmuchofApple’ssoftwareapplications.ShephotographedtheKawasakiSwallowtail,editedthepicture,createdthered

gradient,chosethefont(FFThesis-TheSans),laidoutthecover,andgenerallymadeitperfect.ThisisthestoryofhowIcrowdsourceddesignsfrom250talentedpeoplearoundtheworld,selectedoneideafromanengineeringstudentinIndonesia,convincedanorigamimasterinBostontocreateanewbutterfly,andluckedoutbyknowingadesignerinSiliconValley.

Canastoryaboutacovergetmoreenchantingthanthis?

ColophonWritingabookisan

adventure.Tobeginwith,itisatoyandanamusement.Thenitbecomesamistress,thenitbecomesamaster,

thenitbecomesatyrant.Thelastphaseisthatjustasyouareabouttobereconciledtoyourservitude,youkillthe

monster,andflinghimtothepublic.

—SirWinstonChurchill