Share

Consistency, consistency, consistency.

Have you heard of the Rule of 151? It relates to how many times people need to hear something before it enters their conscious minds, before they pay attention to it. There are lots of different opinions on the exact numbers, but this is what some of the studies say:

It takes 7 to 9 times for a message to be heard through direct mail.

It takes up to 56 times for a message to be heard through advertising. (“Up to” because advertising varies widely, and because much of it is mistrusted, both online and off.)

And it takes 151 times for a message to be heard through conversation.

• The first 50 times people don’t hear you.
• The second 50 times they don’t understand you.
• The third 50 times they don’t believe you.
• And it isn’t until they’ve heard it for the 151st time that they finally hear, understand, and think, “Well, there must be something to this.”

Ask anyone who speaks or runs for office how many times they say the same things in order to get their points across. And aren’t you glad they do? Otherwise, how would you remember what each of your favorite gurus stands for?

So you need to repeat yourself

Sometimes we get tired of our own business messages and want to change them, thinking our audience must be tired of them, too. They’re not. With any luck, they’re just beginning to hear them.

Sometimes we wonder why our prospects aren’t responding — after all, we told them about our special thing once or twice. Did you read the above? You need to keep telling them, certainly more than once or twice.

It feels boring and bothersome

I know. From where you stand, it can seem repetitive and boring and really bothersome, but for those who need and want your message and your stuff — it’s not.

So tell them.

Then tell them again.

And then tell them again.

If your message is a good one, it will only get stronger with time.

Share

I am.

One of the things that always used to make me feel small was Talking Big. Lots of people do it, and I used to, too. No more. I had to stop because I didn’t know what I was talking about, even to myself.

You know what I mean. I define “Talking Big” when someone says something like this:

“To thoroughly sculpt a representative company image, the expertise of an accredited graphic design firm is necessary in propagating a refined and consistent corporate message.”

Huh?

No kidding. The above is a statement from a real web page. It’s on the internet, so it’s published, and I could tell you where, but I won’t.

Or how about this one:

“Neoclassical economics explicitly does not deal with abundant inputs.”

Again . . . huh?

No kidding. I will tell you that the second one is from Chris Anderson’s highly touted book, The Long Tail, because he really ought to know better. He’s not writing for Ph.Ds, or attorneys, or the government. He’s supposedly writing for you and me, about business on the web.

Do you talk like that? Do you want to be talked to like that? I didn’t think so.

Talking Big makes people feel icky

People who talk big will say things like this to you in person, or they’ll say it on their website, or they’ll say it in their books and materials, but it all has the same effect — it makes you feel icky. Sometimes it makes you feel a bit intimidated, a bit “less than.”

And the crazy thing is, this Big Talk is usually from someone who wants you to buy from them, or wants you to respect them, or follow them like a guru or something.

I don’t get it.

And it doesn’t work

Here’s the thing, Big Talkers: If you Talk Big at me and I don’t understand you (and I don’t) (and I’m not stupid), then how in heck am I going to know enough to take action and do what you want me to do?

Furthermore, if you make me feel small when you Talk Big, or “less than,” or intimidated, why the hell would I even want to?

I’m really not willing to read your stuff two or three times to try to figure out what you mean.

Big Talkers waste my time

I’m so, so, so tired of Big Talkers. So tired that I just find them silly any more. And instead of feeling small, I now just feel like they’re wasting my time. And a bit sad that they’re not able to get their point across in plain language that real people can understand.

So the next time you come across a Big Talker and start to feel a bit intimidated or icky, don’t. Just stop right there. Put your hand up. Walk away. Close the book. It’s his fault he can’t make himself understood, not yours.

_________________________________________

Marcia Hoeck helps people talk about their work and how they help people, among other businessy things. Sign up for a complimentary Instant Insight Laser Coaching session.

Share

I’ve been pretty busy lately. And it’s been the holidays. But that’s no excuse for me not telling you about my first guest post on the very excellent, wildly popular (138,894 subscribers at the time of this writing), and downright inspiring blog about creating compelling content, Copyblogger. I’ve got to tell you, it was pretty cool to see  my name up there.

The post ran Monday, December 20th. In case you missed it, I thought I’d run it here for you. Enjoy.

How Your Prospect’s Brain Becomes Your Secret Persuasion Partner

What if you could have a secret ally working behind the scenes, steadily working to convince your ideal customer or client that you are absolutely the right person for her to choose?

Well, you can. One of the most potent marketing forces you can use in capturing, holding, and influencing the attention of your prospect’s brain is the power of consistency.

You can easily trip yourself up without meaning to. Many bloggers get bored with their message and think their prospective clients are, too. This can lead to the thought that you have to constantly reinvent yourself to liven things up. You think you should start to write new things, put out new opinions, shake things up a little.

Nothing could be further from the truth.

About the time you’re getting tired of being The Fish Pickling Guru, your prospects are only just getting used to it. They’re just starting to “get it” and really hear what you’re saying. They don’t want you to change it, especially if your message is a good fit for you and for them. Change it, and you risk losing the attention and influence you’ve gained so far.

You also risk confusing their brains. And you want their brains on your side.

The brain remembers relentlessly repeated messages

The brain can’t pay attention to everything and it doesn’t let everything in. It figures anything that is repeated constantly must be important, so it holds on to that information.

Consistent, emotionally-driven messages are remembered too, for the same reason: your brain thinks those messages must be important.

Advertisers know this. How many of us can still repeat commercial slogans from our childhoods when we can no longer remember our fourth-grade teacher’s name? That’s the power of repetition and consistency.

Some experts say that it takes a minimum of 7 to 9 impressions for direct mail to make an impact on you, and it can take up to 56 times for an ad to enter your conscious awareness. So even the most clever, catchy ad needs to be repeated so often it would certainly seem to most of us like it’s becoming boring.

But it hasn’t. It’s just starting to sink in.

The brain likes to group things

It assumes that elements having something in common go together. Your awareness may see a group of messages like this:

At the same time, your brain is trying to organize the information. It saves time and energy by processing things in groups, and is categorizing the messages like this:

This is a really good reason why you want to be consistent — so that your clients’ brains can recognize your repeated messages and put them in the correct group “container” in their brains.

Every message you put out, they immediately group in the “Fish Pickling Guru” category, which means they have a steadily-growing supply of consistent messages that show what you have to say is important.

By sheer volume, those messages become more influential.

The brain likes to link things

The brain links new information with existing knowledge it already has stored, from the conscious to the subconscious, so it will pay attention faster to information it’s already used to.

Think of the Nike logo. Just by bringing up the image in your head, your brain thinks: There’s something familiar! I’ll let that enter my attention, and I’ll file that with my already large depository of Nike information.

This is why so many companies work so hard and spend so much on their branding. Inconsistent branding won’t encourage the brain to link one piece of information to another. Those messages wind up in different categories in your brain and become less influential.

Know your personal brand and make sure your messages stick with it to hold the attention of your prospect’s mind.

The brain values consistency

Familiar things are comforting to us. That’s why you always go back to the same restaurants even if it’s not your favorite food. It’s because you know what you’ll get — no surprises. As far as your brain is concerned, familiar things are safe. No danger, no worry. And that’s just what your brain wants.

Your consistency develops trust with your audience — we trust people who consistently behave in the manner we expect them to. You probably didn’t trust Uncle Eddie if he picked you up after school some days and not on others. On the other hand, you trusted your brother even if he was consistently a total pest, because you knew what to expect.

Building meaningful consistency takes time, but there’s one thing anyone can do. When you’re getting bored with your message, when you feel the urge to shake things up just to do something different, resist. Don’t throw it out just when it’s starting to work.

Being consistent can be one of your most powerful tools for growing your business — all by making an ally out of the human mind.

Share

There’s something I call the Communication Power Triangle, and you’ll find it with every single company that “works” – whether it’s Starbucks or Apple or the corner deli or the favorite coach you like to work with. Every business that gets through to you with their messages enough that you sit up and take notice, whether you actually purchase from them or not, communicates their value to you with three powerful elements – the three corners of the Communication Power Triangle.

Corner #1: They have a message based on their values. No matter how big or how small they are, they tell you something about themselves — who they are, something they believe in — something personal, something you can see as having a relation to your life. It’s not all about their products and services.

Corner #2: They communicate their value to you consistently. What they tell you is strong and steady and it doesn’t change much. They know what value they bring and they’re consistent in their communication of it.

Corner #3: They communicate to you frequently – you see their message often, in many different ways. They make sure they’re in touch.

Easy peasy, right? If only we could remember — most of being successful is about sticking to basics like these.

Share

You know the old saying, “Knowledge is power”? I’ve got a better one: “Emotion is power.”

I was talking with a prospective client recently who said he felt like he was selling root canals — he’s a business consultant, and works with clients to help them with their financial and operational procedures and tracking. It’s all about systems and accountability. His clients desperately need him, and they know it. He can make a big difference in their businesses, and he can show them the huge positive effect working with him can have on their bottom lines.

But they don’t want to do it. They’re not motivated. Ouch.

Neuroscientists and psychologists have proven that the more rational a message, the less likely it is to trigger the emotional circuits in our brains that activate behavior and decisions. Rational messages and logic have to work a lot harder to move people, while emotion is one of the most powerful sources of motivation to affect human behavior.

Somehow, this guy needed to find a way to reach his clients with an emotional message, so his clients’ brains could make the connection.

When having conversations with clients, sure, we want to be focusing on results — the logical, rational part. But we want to make sure we’re framing those results in the most powerful way, using emotion, so the client can really “hear” the benefits and the ways they or their business will be transformed by them.

Share

Boy, these are tough days for businesses. One thing I’m certain of, though: even with the roller coaster the economy is putting business owners through, I’m so glad to own my own business, and am not at the mercy of some employer somewhere. As an entrepreneur, I have the security of knowing that no matter what, I’m really in control. But how do my employees feel?

How do yours feel? This post is about making sure your staff gets the information they need while you navigate these turbulent waters.

1. Talk turkey
It’s no use trying to pretend that things are all fine and good business-wise if they’re not — your team knows you well enough to sense when you’re worried. Real information is always more appreciated than no information, even if you think it will worry them, too. You don’t have to tell them everything, but let them know what’s going on so they can understand why you’re acting they way you are. If you’ve got good employees, they’re much more likely to help than to jump ship or take advantage of the situation. And if you’ve got iffy employees, the way they react to bad news is good for you to know — better that they do jump ship, or that you find a way to deal with them now before they have a chance to cause trouble.

2. Talk often
Don’t think you can just tell them once that things are uncertain and that’s that. Once you’ve opened up, you’ll need to give them updates. Is it better? Is it worse? Are there ways they can impact the situation? Don’t let their imaginations run wild in one direction, when your situation may be constantly shifting. Again, you don’t have to give them the entire story, but update them frequently. Give them five or ten minutes at the end of the staff meeting to let them know if your plans are working, or not. If it’s more serious, plan on more time for questions.

3. Notice things
What’s going on around the water cooler? Is there a different tone in the hallways? Are people looking at you just a bit differently, or keeping their eyes on yours just a little bit longer? You may think everything’s hunky dory, and everything may indeed be hunky dory, but your staff may be wondering anyway. They read the news reports, and hear the talk. They have friends and relatives who’ve lost their jobs. They’re wondering, “is everything okay here, or not?”

4. Ask questions
Ask your employees what they think. Ask them if they have questions. Ask them in groups, and ask them individually. Ask them what they’ve heard. Ask them what concerns they have. Then ask your accountant what he thinks. Ask your banker what he thinks. Ask your colleagues what they’re doing. Ask, ask, ask. You may be surprised at the great information you’ll get.

5. Don’t bear your soul
Think before you talk. Yes, it’s great to share information, and yes, your staff will appreciate the fact that you do. But remember that the situation you’re in now is only temporary, whatever it is. Next month it will probably be different. Your team looks to you to set the tone, and you still have to lead. If you’re worried, it’s okay to let them know, but keep that to a minimum. If you need to talk to someone about your concern, it should not be your employees — they still need to see your strength. Find another outlet. Don’t bear your soul to your team.

Internal communication during uncertain times is essential. Your team doesn’t have the luxury you do, of being in control. But you can talk to them, and let them know that you’re doing your best to look out for the company — and that means you’re looking out for them.

Share

I hear it all the time: “It takes too much time to manage people! It seems I’m always checking them and fixing the things they don’t do correctly, and getting them going in the right direction, and keeping them focused. They just don’t ‘get it.’ Why can’t I find people who can figure out what needs to be done and then just do it?!”

Good question. Let’s assume for a moment that the business owners I hear this from actually hired the right people in the first place (that’s another topic altogether). This situation could be fixable with some perspective, patience, and a good internal communications plan (yes, even if you only have a few employees — or even just one). And when it is finally fixed, when their employees don’t need to be checked and guided and prodded all the time, these business owners will find that they’re suddenly making more money per employee, their management time is greatly reduced, allowing them to get on with the important work of business building (or taking time off, or whatever!), and their lives are much less stressful.

Why You Need an Internal Communications Plan
Hard to believe that an internal communications plan can do so much, isn’t it? Well, think of it as a maintenance plan, like you get when you buy a new car. Keep up with the regularly scheduled maintenance, and the car will be much less likely to be trouble down the road. If something does start to go wrong, you’ll find out about it in time to fix it. And the time and money you spend taking care of the vehicle over time will pay off in the long run, helping you to avoid costly repairs and annoyances.

Your communications plan doesn’t have to be a long or detailed plan, it just has to be a plan that fits your business. And you need to communicate it to your staff.

Here are the three steps to a plan that will turn your staff from a problem team into a money-making machine:

Step 1.) Take stock of your staff dynamics.
Step 2.) Make a touch point plan. (It’s not difficult, and I’ll give you the basics.)
Step 3.) Communicate it to your staff.

Step 1.) Take stock of your staff dynamics
Employees want three things:

• They want direction and regular feedback;

• they want to know your philosophy and the direction
the business is going, to know what they’re working towards;

•  and they want to know how they fit into the plan.

Your staff, while unique individuals, will want these things too. Take the time now to talk with them, individually if at all possible, and ask a few key questions so you can determine their most effective communication styles. Ask them what motivates them, what they need to feel supported in their work, and what they consider to be their strengths. Tell them you’re working on a plan for more effective communication — they’ll feel more supported just by the fact that you’re asking questions and beginning this type of dialog.

Step 2.) Make a touch point plan.
You wouldn’t be an entrepreneur if you didn’t have your head in the clouds, so your employees expect you to be a bit different, a bit unpredictable. But you’re their boss, and they look to you for direction, and it can be frustrating for them if you leave them on their own too much, which is something a lot of business owners (myself included) do. It’s really tempting to just hire someone good and let them do their thing — just cross that “to do” item off of your list and move on. But that doesn’t help you build a great team.

A regular program of employee communication is a must for even the smallest company, and it needs to include a series of regular communication touch points. I work with my clients to develop a system of simple touch points, scheduled times that they get together with their teams, that work into their business styles. The important thing is that they happen, and that they happen consistently.

Step 3.) Communicate it to your staff.
Let your staff know what your plan is, and the logistics of how you’ll implement it. Adding this structure will be a great boost to many of your more detail- and task-oriented team members, who like to know when and how things are going to happen. The plan also lets all team members know there are set times for them to bring up specific issues and/or topics, and serves as a platform to keep everyone on track with deadlines and timelines.

A well thought out internal communication plan will help even the smallest business (yes, even you, with the one employee) smooth out the bumps in your management road, as informed employees are much easier to work with. Because they’ll understand their part in the larger scheme of things and know what’s happening on a regular basis, they’ll require less of your management time, they’ll be able to anticipate needs and present solutions, and they’ll be more proactive in their jobs. This translates into less stress and more free time for you.