Collaborative Synergy

The days of customers accepting brands’ “my way or the highway” systems are nearing an end.  No longer can self-proclaimed “customer-centered” or “customer-focused” organizations survive with lip-service and no actions to back it up.  While customer segmentation and predictive analytics have increased the speed of compatibility assessment and worldview-matching, optimal results cannot be achieved without inclusion of the HUMAN ELEMENT.  

My assertion is that we have reached a critical point in our futures as brands, representatives, AND customers. The actions we choose in the next two years will determine our success or failure for the next century across multiple industries.  And yet, so many of these industries are choosing to hunker own in their storm shelters when they SHOULD be harnessing the storm’s energy. Doing so would fuel changes that would provide them a competitive advantage difficult, if not impossible, for an organization clinging to bureaucracy to overcome.  Making this happen can be best demonstrated using the example of the most powerful force in nature: The tornado.

Harness The Power

Tornadoes aren’t a force because two opposing air masses necessarily COLLIDE.  Instead, they are a force because two opposing air masses collaborate in a way that intensifies the rates of circulation and rotation.  (Admittedly, this is a simplified way of describing how tornadoes develop, but being from the Midwest, let’s just say I’ve been up-close and personal with them more than a few times.)   In fact, an EF-5 tornado is one of the greatest examples of synergy ever witnessed in nature, far more powerful than the individual winds and air masses that combine to generate its destructive capability.  

Any area impacted by such a catastrophe is admittedly heartbreaking, yet one cannot help being awestruck by a force powerful enough to drive a 2” x 4” piece of lumber through a chimney. Then two blocks away removing an entire dining room wall while two glasses of red wine remained undisturbed on the table.  My family and I witnessed both in our own community when a tornado struck in 2006, literally 100 yards from where we were huddled under the stairs in our basement. While thoughts and memories of such events evoke fear, I ask that we set them aside for the remainder of this post and, instead, focus on the potential to recreate the same degree of power, except for the attainment of a POSITIVE outcome—SUPERIOR CUSTOMER EXPERIENCES.  

Synergistic Collaboration

I’ve brainstormed hundreds of ideas for acquiring and building momentum in my business model, but nothing ever connected the solution to the problem.  Then I began focusing on what WASN’T being discussed—what was missing from a large percentage of the proposed solutions. That’s when I searched the term “Synergistic Collaboration”.  Perhaps cultures don’t necessarily be changed, per se, but rather culture, brand representatives, and customers all need to work together to achieve synergy in ways that harness the power of the tornado.  This all starts with a laser-focus on the customer experience: It’s at the center and everything else “rotates” around it. Unfortunately, momentum isn’t picking up because of breakdowns in trust and communication of responsibilities between all three components of the “storm”.     

Like the tornado, the higher the speed of rotation the greater the potential strength.  Air masses (in this case brands, reps and customers) should not collide, but collaborate synergistically for maximum outputs as deemed valuable by each component.  This collaboration and rotational force is exhibited by the directional arrows.

Enterprise forces coming from one side apply the high-level influences by protecting brand image, keeping promises, developing and updating systems for operational and transactional efficiencies, etc.  Representative forces from the other side provide grassroots influences by creating and promoting a differentiated and transparent personal brand, building network connections, sharing and engaging with customers in an educational manner, etc.

In the center of it all is the customer, which, in line with the tornado analogy, is also the CALMEST part of the storm.  The customer should never feel the impacts of what is rotating around them. The more consistently “calm” their experience is, the more likely they are to advocate for the brand and provide direct introductions to the representative who serves them.

Make An Impact

Or as Chris Brogan and Julien Smith say in their book, “Impact Equation”: CREATE an impact:

Impact = C(Contrast) x (R(Reach) + E(Exposure) + A(Articulation) + T(Trust) + E(Echo))

To fully understand how to apply the Impact Equation requires effort and reflection.  The important thing is that the CUSTOMER EXPERIENCE must always be the focus. Referring to the diagram above, note that two elements of the IMPACT equation have been assigned to each of the three parties involved. Doing so makes it easier to identify activities that can be combined in a manner that creates synergy. Like a tornado, circulation of ideas (versus air masses) is what generates the greatest amount of energy.

Combining the Theories

This is what my personal branding impact graph looks like today.  All metrics are based on the only thing that truly matters: CUSTOMER PERCEPTION (preferably acquired from direct feedback.)  For example, contrast asks if an idea stands out. You and your organization may think it does, but to a customer your idea may be nothing more than a commodity. On the other end of the spectrum, you and your organization may think your idea connects to the intended audience, but marketing reports say otherwise.

Here’s a breakdown of the 6 factors of the Impact equation and the primary drivers of each:

  • Contrast—Primary metric driver:  Customer feedback
  • Reach—Primary metric driver:  Office systems
  • Exposure—Primary metric driver:  Parent brand
  • Articulation—Primary metric driver:  Enterprise systems (Namely precision and efficiency of systems
  • Trust—Primary metric driver:  Personally-branded representatives
  • Echo—Primary metric driver:  Customer feedback

In summary, the graph reflects weakness in two areas:  Reach and Echo. In my situation, the two are directly correlated and have been kept low intentionally until the next phase of a larger vision is initiated.  At that time, an increased focus on community engagement and education should improve potential personal AND parent brand advocacy if done correctly—with the best interests of the customer in mind.  One more reason reach was kept low intentionally?  To monitor disruptive trends and industry responses to them in order to create effective, agile personal branding strategies.

Perhaps a similar analysis would benefit you as well.

Thank you for your time and attention. Also, many thanks to Chris Brogan and Mark Schaefer for being the inspirations behind this post. If anyone cares to discuss Synergistic Collaboration in more detail, Google me (Gary, Iowa City).

A Dog and a Doorbell

What do a fire alarm, tornado siren, telephone and doorbell have in common?  They’re all designed to make people take unanticipated and immediate action. When school children hear a fire alarm, they are to begin executing emergency evacuation procedures.  When a tornado siren sounds, families are to seek shelter in the lowest level of their homes.

While fires and weather-related events are literally matters of life or death, what’s the rationale for lumping telephones and doorbells into the same category?  Twenty years ago, there wasn’t one. Like everything else, however, times have changed. Allow me to explain using one of Pavlov’s theories, a time management course, and a couple of real-life examples.

Sit, Ubu, Sit…Good Dog. “Woof”

Pavlov has been credited with the discovery of classical conditioning:  The relationship or association between the occurrence of one action in anticipation of another unrelated action.  If you’ve studied psychology at any level, you probably remember Pavlov’s experiment where he rang a bell and immediately fed a dog.  After repeating the same action multiple times (ringing the bell) and consistently rewarding it with food, the dog eventually began anticipating being fed, as noted by salivation each time the bell was rung.  Although stimulus and response are relevant, this post is about the EMOTIONAL STATE EXHIBITED when responding to a stimulus, which leads to the next point…

Who the Phone Serves

One segment of a time management course taken several years ago made a rather startling assertion:  The telephone was primarily designed for the benefit of the person DIALING IT, not for the person ANSWERING IT.  Since its invention, the phone has been used to ask a neighbor for a favor or a place of business a question about a product or service.  It made perfect sense to call instead of driving a car or sending snail-mail, then waiting for a reply two weeks later. The exception to the “benefit to the user” assertion was when a call from another person was ANTICIPATED AND EXPECTED—usually someone important in their lives.  

When I was a kid, I remember sitting by the phone in our upstairs hallway WAITING for the phone to ring. My school friends would tell me that they were going to call, but not always when. Needless to say, I was looking forward to it. In that sense, the phone brought me, the person receiving the call, pleasure.  To complete this puzzle, let’s combine the two examples of Pavlovian dogs and phone calls into one final example: The doorbell.

This Had Better Be Important  

Our family dog loves HIS people (our family).  He knows when we’re all home and somehow anticipates when someone who’s not home WILL BE. And unless we’re playing, he rarely makes a sound, even when a family member comes home late at night.  


All bets are off when the doorbell rings.  Like most dogs, this one also  LOSES HIS MIND.  He goes into a fit of barking that neighbors can hear even with their WINDOWS CLOSED.  Preventing this from happening has been relatively simple: We tell him in advance when we’re expecting visitors.  It sounds weird, but he can sense what we’re telling him and he often greets our guests with a few small barks and whimpers.  Strange how talking to a dog can reduce a human’s blood pressure.

Putting the Puzzle Together

Still questioning the inclusion of telephones and doorbells in the category of “things designed to make people take unanticipated action”?   Take a few deep breaths and visualize the following scenarios:

You’re sitting at your desk working on a project with a strict deadline.  The phone is on “do-not-disturb” and your assistant has been instructed to hold all calls.  Suddenly your phone rings—someone has broken through the “gate” and IT’S NO ONE YOU KNOW!!!

What was your immediate response?  (Was it at all associated with an employment ad?)

You and your family are seated at the dinner table after a long, hectic day. You’re ready for a nice glass of wine and a wonderful home-cooked meal. The family dog is under the table, poised to pounce on whatever falls his way.  You take a sip of wine and just as you’re raising the fork loaded with succulent flavors, the doorbell rings. In a nanosecond, your dog goes from peaceful to BALLISTIC.  He sprints toward the door to either greet a visitor or annihilate an intruder.   (Determining which really isn’t clear although you’re secretly hoping for the latter.)

What’s going through your mind in that instant?  

Psychology Behind the Statistics

Social media “gurus” have been throwing out statistics for years saying that cold-calling is “dead”.  This post wasn’t written to disprove or argue their points. To the contrary, it was written to reinforce them.  It lends insight as to “why” their observations are not only accurate, but also how consumer psychology may indicate their facts are understated.  (Unless, of course, those consumers continue to embrace or instill compliance to the activities in the scenarios.)  For everyone else, phones and doorbells have been negatively conditioned since the dawn of the Internet Age. In my case, the primary reasons those things should ring today is similar to a fire alarm or tornado siren: A life or death situation.    

Otherwise, allow me to introduce you to my dog.

Scaling IoT, AI, and CX


There’s a huge degree of inconsistency in the marketing world. Traditional leadership is beginning to see trouble on the horizon.  Instead of opening the windows, they are battening down the hatches.  Check out most corporate leadership profiles on LinkedIn and you will see either nothing at all or 500+ connections, very few of which are OUTSIDE their own organization.  This is a statement, is it not? Unfortunately, the message is: “We don’t know what to do or how to do it.”

Several recent Twitter chats and LinkedIn conversations have turned focus on the Internet of Things, Artificial Intelligence, Customer Experience, and Value Propositions.  At the same time, posts about new, up-and-coming social media platforms are diminishing in frequency.  The other day I took a step back (while taking a few steps forward on the treadmill.) “What is the impetus for this transition?”  Why have the conversations about social platforms evolved to IoT and AI?

People are settling into micro-communities (tribes) of other individuals who share complementary worldviews.  In other words, they are at parties with the people they get along with. As a result, the content shock Mark W. Schaefer refers to in his book “The Content Code” is a condition that is intensifying daily, causing random marketing messages designed to get the attention of potential buyers to fade, even get tuned out, because members of those communities are fitting themselves with earbuds.  They are only listening for the messages THEY wish to hear. It’s happening, folks, but where is all of this headed?

A few months back, I consulted a local programming team about designing a Tinder-like professional services matching app.  (No, no , NO…not THAT KIND of professional services!)  The idea was to provide a way for consumers to identify and connect with providers who were more compatible to their worldviews than those who have historically been randomly assigned by lead distribution systems utilized by most organizations.  I’m glad I didn’t waste the four grand…. I think search is going to do this automatically in the near future.  If you’ve got a second, I’ll be happy to explain how what we already have available is possibly going to evolve in a manner that will fulfill this vision, and change marketing forever in the process.

Three months ago, I listened to a “Nobody Likes It Cold” podcast which featured Drew D’Agostino, creator of  You can catch it here.  Two days later, I subscribed to the platform.  If you are unfamiliar with what Crystal does, you really need to log on and see for yourself.  Allow me to use it as an analogy for how the next few months may very well be a defining period in marketing history.

Crystal has integrated DISC to assess compatibility between individuals, then provides e-mail/communication templates through LI, FB, Twitter, GMail, and Outlook to boost the effectiveness of the exchanges.  It also provides the degree of compatibility between two people.  For example, it told me last week that a person I was considering interacting with shared only a 16% compatibility rating with me, going on to state that we would “have difficulty getting along.”  I didn’t pursue communications with that person.

Now let’s take this Crystal example one step further:  Have you ever used LinkedIn search?  If so, you know that when you search an organization, you also get a list of people, sometimes 1st, 2nd and 3rd-degree connections, inside that organization, right?  (When you look at the screen, the main search page features the company, but there is also a box to the right side of the screen that lists the number of connections you have on the inside.)   Until Crystal arrived on the scene, there was no way of determining the compatibility between the people in those results and the individual searching for information.  But wait:  It gets better…

Monitoring IBM and others in recent Tweet chats indicates an uptick in the development and integration of AI and IoT on the immediate horizon.  I asked a few good influencer friends this week if it was possible for search to utilize AI to assess the overwhelming amount of consumer data in a way that segments individuals into infinite categories (rather than just the 6 or 8 most organizations seem to believe exist). If so, was it then possible to add in an element of IoT, such as wearables, to acquire physiological responses to situations before, during and after the buying process. Finally, if this could actually happen, would the search THEN be able to match that consumer to not only a brand but a rep based on compatibility of worldviews, emotional and physiological support factors in a way that maximizes the customer experience through this matching process?  Let’s just say I wasn’t told “no”.

Let’s recap, shall we?

First start with LinkedIn search.

Next add Crystal.

Finally, integrate AI and IoT.

Voila!  Customers are matched by search to relevant brands and reps based on ORGANIC content (as Google has been leaning toward for a few years).

Here’s the kicker:  Reps and brands who have been inactive or who are doing it wrong are deemed irrelevant…   Or worse…


What Kind of Leader Are You?

Storm lightning“I’m Your Huckleberry”


Custer’s Last Stand


Point Taken





Marketing to Phone Book Geography





I’m Listening, But I’m Ignoring You




The only solution is to start from the ground up.

Overused Words in New Media




