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Deeper Shade of Viral: How 1 Brand Hero Delivered an Irresistible Experience

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A True Story of How to Win a Life-Long Advocate

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Now, more than ever, growing brands search for connections that mean something to their customers and the people who help their business thrive. The good ones reach to their employees to put human values inside their value proposition.

That isn’t a new thing.

And the brands that long for their messages to “go viral” might check out this story. It happened over 25 years ago, yet it’s so powerful, memorable, and moving that I think of it and repeat it every time I see the FedEx logo. I still choose FedEx over the others, because of this one event. I still forgive their occasional mistake as an accident. That’s a lifetime customer relationship and since I’m still telling the story, in my book I’d call that hugely viral.

In the last century, when Federal Express was at its peak performance. I was working at home right after my son was born. The work in my hands was on a drop-dead deadline that day. I called FedEx for a pickup because I was not going to be able to deliver the package myself.

We were in a suburban disaster – a fast-rising flood. Hours after the rain, we watched from our second-floor balcony as the water from the Des Plaines River in the parking rose above the door handles of our only car. My husband, my infant son, and I were waiting to hear when we’d be evacuated and for how long?
Then the phone rang. It was the FedEx man. He was on a high spot across the street. “Ma’am, I have a delivery. Do you need this package today?”
“I’m sorry. Yes, I do and I have one going I out too,” I explained the uncertainty, the deadline, and the evacuation.
“No problem,” he said. Then he confirmed the entrance he should use. The door was on a slope above the water line still.
I hustled to ready what I had to send. Then I went on the balcony, just in time to see a young man holding package over his head, walking through water that was up to his chest. Amazing! The neighbors on their decks were as transfixed with the image as I was.
We met at the door. We did the business of trading packages. Then he went back out. As he stood on the stoop, he thrust the new package up over his head and before he set off through the flood again. He surveyed my neighbors with a huge grin and shouted,

“We not only deliver. We pick up!”

He Delivered More Than a Package

That day that FedEx man delivered more than a package to the people who saw him. He delivered hope and trust to folks silently wondering when they would be evacuated, how long it would last, and what would be waiting when we got back.

He was a hero to people who were in distress. He saw what he saw – opportunity not a problem. He knew what he knew – he could use his power to refuse or do something outstanding, heroic, and incredibly cool. And with a huge and generous grin, he walked through four feet of water to make things work better than they were supposed to work.

He was living the values of company. Their tagline at the time was “Relax, it’s FedEx.”

If that same experience happened today, all of us watching the FedEx man in the water would have taken pictures and video with our smart phones. In seconds, we would have uploaded the pictures and video with the caption “We not only deliver. We pick up!” to YouTube, Flickr, Twitpic, and Twitter. Within seconds, thousands of people would be sharing his quote with the picture or the video.

What the FedEx man did was irresistible and shareable by definition. He made everything easy. He made me feel good about being part of it. And he left me with a story that I’m proud to pass on. It’s an unforgettable feeling when a guy is willing to trek through half a block of river water for you. You can bet I became a fiercely loyal FedEx customer.

FedEx built their brand on a company community of employees who were the value in their value proposition. It’s hard to compete with a community like that. The true stories about FedEx hero employees made them the company we trusted, relied on, and got to know as our friends. We didn’t think about other options until the heroes started to look the same as “the guys” who delivered packages from the lower priced brand.

And because my experience with the FedEx man actually happened, I’m still sharing it 25 years later.
Will you even remember the Old Spice Man in 5 years? Human relationships are a deeper, more lasting shade of viral.

Whether you’re a brand of 1 or 1,000,000, the deeply loyal relationship you make with your customers can outlast any single offer, product, or incident.

What is your brand doing to build a winning community?

Be irresistible.

–ME “Liz” Strauss
Need help building that winning community? Work with Liz!!

Be Irresistible: Want to Own Your Space? Own Up to Your Highest Standards!

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10-Point Plan in Action

What’s It Mean to Own It?

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Going back down to SxSW reminds me of a conversation I had with @copyblogger, Brian Clark at SxSW 2008. It was in the early hours. We were at a club and found a place where we could talk for a minute or two. We were talking about SOBCon and how it had grown. We were talking about how people were coming because of the people who were in the room who were coming because of the people who were in the room.

It wouldn’t surprise me at all if Brian doesn’t remember what he said that night, but I do.

He said: “You and Terry are doing something important.

I said: “i know.”

Then he said: “But you gotta OWN it! Because without it where would I be?”

I replied something flippant like: “Still running the stealth intelligence network of the universe?”

He ignored my attempt at humor and continued with: “You gotta OWN it seriously.”

That advice stayed with me. I told Terry about it.

“Gotta OWN it! We own it, don’t we?”

But for the next year that idea became a mantra, “I’m OWNING it.”
Now I know what that simple sentence means.

Want to Own Your Space? Own Up to Your Own Standards

A few months later, I was at SOBCon 2008 with Brian’s words ringing in my ears. The thought kept running through my mind, “What am I not owning here?”
And as I opened my eyes, I realized that, in an effort to be “easy to work with,” I’d been holding back my best. My job is the content design an execution and we’ve always delivered more, different, and better than the rest, but not as well as I was capable of delivering. I’d let speakers slide just a little, then felt they could’ve shined more for themselves and for the audience. I’d been nice to sponsors and let them be less engaging than they might.

I realized then and there that companies make that mistake all of the time. We lower our price, change our offer, compromise for a vendor. We don’t own what we’re doing, instead we give away what we own.

What we should be doing instead is building trust and proving we’re the best at doing what we do to attract the people who recognize excellence and want to work be in a space that we own.

Every teacher, saloonkeeper, consultant, great business of one or corporation has a responsibility to own our role as a leader, to set the standards of our business so that the people who are in it with us know why and how to reach their greatest potential and so that the business can thrive and grow.

Here’s what I learned about how to do that:

  • Have a vision that is huge, powerful, and worth working toward to building. No smaller vision is worth owning or asking people to take part in. No lesser quest will bring you to put your heart, mind, hands and soul behind it.
  • Set goals that are worth reaching. If you want commitment and high performance, give everyone something to go for that feels like a massive win when they achieve it.
  • Invite only the best to participate in what you’re doing. Own the potential of your investment in the people you ask to come along. Friends are fun to play with, but owning a business requires that you own the responsibility of giving folks a team that they want to work with and for.
  • Make the vision and the goals far bigger than you can control, but the outcome and your belief in it so inspiring that everyone is drawn to work in the same direction . That way people can bring their own best potential to the building, but be building one vision that you protect for them.
  • Be a model of your version of the standard of ethics and excellence. Then layout the challenge for everyone to bring their own version of how they might add value to same standard with their own talents in ways that show their own excellence.

Owning our role, our values, our standards and our value proposition makes it easier for everyone else to own their role with the same values, standards, and value proposition. Like a great bartender or a community manager, we keep the space safe for people to be extraordinary without fear that they will lose by winning.

Own it. Don’t telephone it in.
Make a space, a place where people can show you what their best is and feel that you’ll notice, celebrate it, and protect it.

Do that and they’ll think of your business as owning the space you’re in, because to them it will be better than home.

That’s irresistible.

How do what you do, hold it up to the highest standards, so that the people who work with and for you can know they are working with the best in the business?

–ME “Liz” Strauss
Work with Liz on your business!!

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How Signs and Rituals Draw In Your Loyal Brand Fans

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10-Point Plan — Attracting Second Generation Heroes and Champions

Employees as Volunteers and Volunteers as Employees

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In less than three years, Lady Gaga has built an incredible business that counts on a fan base of fans drawn consistently closer to her. The fans aren’t loyal to her music. They’re loyal to her and each other. She’s accomplished this feat with a true understanding of the function of rituals and symbols as connectors in a community culture.

Jackie Huba wrote a detailed description of how Lada Gaga built a culture by naming her fans, giving them a cause, adding symbols, and making them rock stars.

You can do the same thing inside and outside your business.

How to Use Ritual and Symbols to Build a Loyalty Culture

You don’t have to be a rock star with special hand signal to make folks feel important to be part of what you’re doing. What’s important is to draw folks closer by valuing them and their ideas.

  • Start with Stories Send the 8-12 people, we’ve been talking about out to gather stories of the heroes of the business. Have a storytelling lunch hour. Choose the story that defines your business or organization. Teach it to everyone. Let them make it their own. Invite them to tell their own version of the story. My community story is about taking folks to lunch and tipping the whole restaurant. It’s a story of how my dad built his business by honoring everyone who helped his business thrive.
  • Call it something. I called my dad’s community barn raisers, because they built the business together. Are you ship builders? world changers? Does your name come from the company itself? Are the folks who work on the Chevy Volt the Voltage Vanguard? Are the folks at our event SOBConners? Pick a name that describes the higher purpose.
  • It’s a quest. Decide what will be the symbol of your community. Blog badges and t-shirts are too easy. Look around for the habits and symbols that you already use. You’ll find them in the ways you greet each other and the ways that you celebrate things that go well. The hashtag handsign has become a symbol to recognize someone in social media. What symbols can sit on their desks or in their pockets to remind them of the quest that you share? Every barn raiser should have a tiny hammer on a sticker, a key chain, a card, a pencil, something to remind us of why we do what we do.
  • Be inclusive. Not everyone is right to move your quest forward, but many people outside your business are. Don’t limit your name or your community to only those who get a paycheck from the business. Include family, friends, partners, volunteers, vendors, fans, and anyone who can proudly wear your logo and tell your story.
  • And don’t forget those sayings that grew from stories within your group experience. Say them often. Share them with new friends and share the meaning behind them. They help explain how the “family” and the culture came to be and grew.

If you constantly invite new heroes to join in the group and notice their ideas. You’ll find inside every collaboration a chance to celebrate with a ritual or two.

How would you start establishing signs and rituals that develop a sense of inclusive identity within your group. ?

READ the Whole 10-Point Plan Series: On the Successful Series Page.

–ME “Liz” Strauss
Work with Liz on your business!!

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How Do You Recognize and Attract Heroes and Champions for Your Brand?

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(Updated in 2020)

Photo by Christina @ wocintechchat.com on Unsplash

10-Point Plan: Enlisting Heroes and Champions

Those Who Are Waiting to Lead

Finding the heroes and champions who already love what you do. It seems every time I give a presentation about growing business and social business a few CEOs and business owners find me to talk. They want to know to get started raising a barn — a vibrant internal community of fans focused on growing their business — rather than building a coliseum — a huge endeavor that employees work on for them. They want to use social tools to connect all of the people — employees, vendors, partners, and customers — who might have ideas and insights that will help their business thrive.

The first question is how to find and attract those heroes and champions.

How Does a Business Identify Heroes and Champions?

Last week, I wrote about assessing and benchmarking the community with two informal tools that allow people to offer their opinions on the state of things. The second tool, a sociogram, is often used in education settings to determine social networks and influencer hierarchies. It’s a gem of a tool for finding out who already has influence within a group.

To find the heroes and champions of the change toward a stronger community look to the sociogram to find the people who were chosen most often as

  • people others would ask to teach them something new. (training stars)
  • people others would invite to attend or a gathering of your friends. (social stars)
  • people others would ask to offer you a recommendation on the quality of their work. (leadership stars)
  • people others would ask to to do all three. (influence stars)
  • Identify and enlist a core team of champions to lead the quest.

It easy to see how these four groups, particularly the last would be the people that your team and your community look to for answers, advice, and how to evaluate and navigate change.

So it follows naturally that the people who scored highest in these groups might be the first team of heroes and champions that we bring together to talk about the brand values they believe in and those that are the new mission.

Look for the Leaders You Already Know

Attracting and enlisting these heroes can be natural and easy if we really are set on raising on barn, not building a coliseum. We lay out the vision clearly, explaining the goal and the rewards of getting to it.

We’re going to build a business that will make work easier, faster, and more meaningful for us and the people who work with us. AND We’ll do it by aligning our goals and building something that none of us could ever build alone.

Are you in? What skills do each of you bring? What are the minimum processes and rules we need to keep honest, respectful communication? What problems do you see? How might we solve them before they begin? How can we best bring this message back to the rest of the team?

Yet people can respond to a clear vision for many reasons. Some are drawn to the work. Some come for personal reasons. Some come to build something they can’t build alone. Some may come because they seek approval and attention.

Look for those who show leadership qualities of their own.

  • Competence and core values – champions who love your business understand what moves the business you’re in. They add insight into how to bring the vision to life. They have integrity, are trustworthy, and respect others. They are examples of intelligence and heart.
  • Positive energy – heroes and champions bring out the best in others. They have the energy to invest in big ideas with a spirit of inclusion, gratitude, and generosity. Curiosity fuels their solutions, inviting ideas from all sources.
  • Strength of character– leaders who can carry a vision have a strength of conviction, no matter the power of their role or position.

Before you try to create brand evangelists why not reach out the ones you already know? As you look for the people you would call heroes and champions, you’ll find they’re connected to others who are much like themselves. Invite just a few to a meeting and begin planning a barn together.

How do you recognize the brand evangelists you already know?

Related
To follow the entire series: Liz Strauss – Inside-Out Thinking to Building a Solid Business, see the Successful Series Page.

Be Irresistible.

–ME “Liz” Strauss

How Will You Find Out Whether Your Community Is Bored, Broken, or Inspired to Take on the World?

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(Updated in 2020)

10-POINT PLAN: Assessing and Setting a Benchmark

Finding Out Before You Start

Ever asked someone to change something she’s been doing for years? It’s not the easiest endeavor. Even when we hate what we’re doing it’s become comfortable to us. For some people in some circumstances, it might even be part of our identity. Change is heady stuff.

No matter the value of the reward. It comes with the thought, “maybe the situation I’m leaving is somehow better. I wonder …”

One way to overcome the psychology of change is to measure.

Measurement proves to the people involved that the change is providing the progress that was promised, even when the progress only feels like work.

But before we can measure progress, we have know where we are when we start.

How to Benchmark Who’s Bored, Who’s Broken and Who’s Inspired to Take on the World

It’s an art and a science to gather the people who help our businesses thrive into a true community.

A community isn’t built or befriended. It’s connected by offering and accepting.
Community is affinity, identity, and kinship that make room for ideas, thoughts, and solutions.
Wherever a community gathers, we aspire and inspire each other intentionally . . . And our words shine with authenticity.

How do we know whether any of this is truly happening? How do might we benchmark our community connections before we start moving forward?

Evaluating Individual Relationships

A few years ago, Gallup came up with the q12, a 12 question survey to measure employee engagement. Though they were intended for employees, they work well for any person, any barn raiser involved in creating a working community — employee, manager, vendor, partner, customer, friend of the business. Here they are:

  1. Do you know what is expected of you at work?
  2. Do you have the materials and equipment you need to do your work right?
  3. At work, do you have the opportunity to do what you do best every day?
  4. In the last seven days, have you received recognition or praise for doing good work?
  5. Does your supervisor, or someone at work, seem to care about you as a person?
  6. Is there someone at work who encourages your development?
  7. At work, do your opinions seem to count?
  8. Does the mission/purpose of your company make you feel your job is important?
  9. Are your associates (fellow employees) committed to doing quality work?
  10. Do you have a best friend at work?
  11. In the last six months, has someone at work talked to you about your progress?
  12. In the last year, have you had opportunities at work to learn and grow?

In the Q12 test it becomes easier to see which points of performance are being frustrated by resources and which are being frustrated by personnel issues.

Evaluating Social Relationships and Networks

When the q12 is paired with a simple informal social test called a sociogram, we can lay out an important picture. A sociogram points out channels of influence, communication, and interaction. Simple questions such as

  • Which person would you ask to teach you something new?
  • Which person would you ask to attend or a gathering of your friends?
  • Which person would you want to offer you a recommendation on the quality of your work?

Those choice that receive many choices are stars. Those who receive none are isolates. Groups who mutually choose each other have formed cliques.

Whether we’re working with few freelancers, a team, or a corporation having firm idea of where we stand before we move forward is ideal. If we find someone from outside the system — someone who looks something like me, easy to talk with and sure to keep thing confidential, we can learn by using these two two sets of questions how people feel about the community that is forming. We’ll draw an idea of how bored, broken or inspired the community might be.We’ll be well on our way to pick out the champions who can pick up the tools and begin building new things with us.

They will raise a barn, not work away as they build our coliseum.

What are you doing to find out whether your community is bored, broken, or inspired to take on the world?

Related
To follow the entire series: Liz Strauss’ Inside-Out Thinking to Building a Solid Business, see the Successful Series Page.

–ME “Liz” Strauss

3 Ways Leaders Demonstrate Commitment and Intentionally Build Community

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10-POINT PLAN: Negotiate a Commitment from Leadership

Inside the Business, Leaders Are the First Brand Ambassadors

You can’t move on the social web without hearing about building communities. Social media jobs are still filled with positions for community managers. It’s true that now, more than ever, having a loyal base of brand ambassadors is a key to visibility, trust, attention, reputation, position in the marketplace — all of which are critical to a solid, growing company.

The conversation and the new positions hardly mean anything if the people talking and hiring don’t deeply understand and invest in the people who are building, being, and branding that community.

It’s about people, people. Instead of thinking about the corporation as an amorphous entity, executives need to remember the individuals at the heart of every organization. Ok, so it’s not exactly an earth-shattering insight, but it’s a sign of how far we’ve drifted that people’s health, hopes, insights, and talents have come to be seen as mere grist for the grinding wheels of capitalism. –Helen Walters, It’s about People, People, Bloomsberg Business Week

On his blog, Doc Searls said this about how business is doing. It was part of an interview with Shel Israel.

In the original website version of Cluetrain, Chris Locke wrote, “we are not seats or eyeballs or end users or consumers and our reach exceeds your grasp. deal with it.”

Recognizing a situation and dealing with it, however are two different things. The “dealing” has barely begun.

Maybe there’s a reason that the best known experts at community building seem to come from solo practices and smaller firms where those self-same experts have been both the leadership and the hands-on people doing the community building.

Because the first and possibly most critical step “dealing with it” — establishing community over transaction” is to negotiate a commitment from leadership.

3 Ways Leaders Demonstrate Commitment and Intentionally Build Community

A conversation from a time in my publishing career.

Editor: “Do you ever want to be president of the company.”
ME: “No.”
Editor: “Why not?”
ME: “Because I don’t want everyone to be discussing what mood I’m in every morning.”

Whether it’s a dynasty, a corporation, a project team, or a two-person operation, the person who controls the finances and the paychecks gets a lot of attention and approval controls. With that power of position comes the responsibility to the health and vibrancy of the organization. That responsibility cannot be delegated, because everyone looks to that position to see which behaviors are modeled, supported, and rewarded.

The emperor sets the culture.

It also makes clear sense that to inspire fans, you have to be one. Know what you love bring it with to ignite the community fire.

Build the first fire under the folks who set the culture. Their behavior will telegraph and prove whether the community you’re offering has a chance to grow and thrive.

The Role of Leaders in Lighting the Fire

Whether we start a community initiative with a team, a department, a corporation, or a company of five — the role that the highest leader takes in the process will have a tangible effect on speed and depth with which a community forms. Leaders who demonstrate commitment and intentionally invest in building community offer living proof that the business believes is there for internal customers.

The people becoming a newly forming community want to know they’re investing in something real and lasting. Based on past promises and experiences, they will mete out and measure the depth of their own commitment by the commitment they see offered by loyal leadership. Leaders who show up — not to run the show — but ready to learn, participate, and work as colleagues and partners are irresistibly attractive. They add credibility, power, and meaning to the idea of community.

Leaders live values-based leadership by finding every opportunity to build a high-trust environment. Here are a few ways that leaders can help build an environment where community can take form, thrive and grow.

  1. Leaders announce their intention to participate. The most important sign that a new loyal community group relies upon is the public words and actions of the “guys” at the top. If we want loyal fans to invest in us, we have to invest in them. Leaders talk about their commitment to the community. They say it out loud and often. They also say how and why. They demonstrate that commitment by making specific promises about observable behaviors and keep them. A simple promise to refocus the role of leader to advocate for internal customers as heroes and one way of doing that is enough to start the community investing.
  2. Leaders come out of their office. An open door isn’t enough. The “open door” policy is a myth. An open door expects the less powerful to interrupt the work of leadership. Community grows where the people spend their time. Loyalty is a relationship built on communication, compassion, competency and consistency. Leaders who are committed to building a loyal community invite a two-way relationship. They demonstrate that commitment becoming friendly, familiar faces — ready to listen, help, and solve problems — in the places where people actually do the work. They see their role as service to the internal customers who help the company thrive.
  3. Leaders are learners and schedule time for it. They reach out to heroes in the business to gather ideas and information. They schedule time to learn more about what makes people good at what they do. They demonstrate their commitment by asking more questions than they have answers and by dedicating a consistent block of time on the calendar — 5 – 10 hours a month — learning from their internal customers what motivates them and how to help the community thrive.

Leaders who see the value of an internal community of loyal fans understand their role and responsibility in helping that community thrive. They make a great place to work and they let employees help define what that is. They establish systems that protect and manage the environment so that folks can work without worrying.

Leaders model and reward high-trust behaviors that bring out the best in others. They admit their own mistakes, speak with care, and share information because they value and respect the people who work with them. Even more they plan and provide opportunities every one in the community to grow, knowing that growing community members mean a growing community that thrives.

How to negotiate these points with leadership?

Be a leader and a fan yourself. Be willing to start small and prove how performance can rise when people are truly engaged in what they’re doing. And remind leadership of the 7 Reasons Why Investing in an Internal Community Makes Solid Business Sense that I wrote about last week.

What examples of great leadership promoting an internal community can you offer?

Related
To follow the entire series: Liz Strauss’ Inside-Out Thinking to Building a Solid Business, see the Successful Series Page.

–ME “Liz” Strauss