Then the client calls stopped. Business screeched to a trickle, coincidentally right before the Big Move. Holy crap. Sleepless nights and anguished days dragged on with one nagging question: “What if I just made the hugest mistake?” Of course, new business is coming in again, and we’re thriving in an environment that will generate even more success. Still, even after 14 years as a profitable, successful business owner, it’s still a challenge to push past my fear of failure.

Sara Blakley was selling fax machines until she decided to cut the feet off her pantyhose. She invented Spanx. Of course, she didn’t exactly ride a rocket to success and fame and fortune.  It was two long years from the time she grabbed those scissors in 1998 to founding Spanx and then to today with 105 employees and a presence in 10,000 retail locations.

“When I cut the feet out of my pantyhose that one time, I saw it as my sign. I had been visualizing being self employed prior to this happening. It was my mental preparation meeting the opportunity in that moment.”

For me, living and working in Silicon Valley is the equivalent of getting an MBA in entrepreneurial chutzpah and prepared me for my own “ah-ha” moment.  After working on both sides of the freelance world, I knew lots of people looking for senior marcom professionals to work on long and short-term projects and I knew many more people who were a perfect fit for those projects.  I realized I could monetize my address book if I was willing to invest my own reputation and hard work.

But what if you move to a nice new building and nobody ever calls you again?

Sara says,

My dad encouraged us to fail. Growing up, he would ask us what we failed at that week. If we didn’t have something, he would be disappointed. It changed my mindset at an early age that failure is not the outcome, failure is not trying. Don’t be afraid to fail.

I didn’t have the early mental training like Sara, so I find strength in her words and encourage you to read the interview, prepare yourself to be a wildly successful person and seize the opportunity when it comes by.

One of the exceptions to the rule, as far as I can tell, it Tim Gunn from Project Runway.  Maybe it’s because Tim was a teacher and then the dean of one of the world’s most prestigious fashion schools and worked with so many kids in so many different stages of their careers, but Tim never comes off as too catty or negative. Instead, he seems to be sincerely interested in being helpful, honest, but helpful.

Recently, Tim came out with a book, Gunn’s Golden Rules: Life’s Little Lessons for Making It Work and I haven’t read it yet but it’s on my list.  Copyblogger, a blog for writers that I pay attention to, recently published a riff based on Tim and his “make it work” attitude.  Take a look at this sample:

5. Carry on!

Great blogs don’t just happen — they’re built.

A fantastic blog is crafted, just like a fashion collection that shows up on the runways. Designers and artisans spend hours painstakingly creating each piece that makes up the collection, and they all work together.

It amazes me that Tim Gunn isn’t a blogger, because he truly knows how to make it work. So if you’re looking to build a blogging empire (or simply one that makes you proud of what you’ve built), remember that it’s all about community and critics.

Your community needs to be built and nurtured. Your content needs to be shaped around their interests and desires. They’re the ones who will buy your stuff and wear it proudly.

Your critics will give you things to think about and ways you can improve. While some will be full of hot air and in love with the sound of their own voice, if you listen hard enough, there will be some pearls of wisdom worth stringing together.

And pearls go with everything.

Here’s a link to the post.  Let me know what you think.

The project begins. The client has a clear expectation about what the deliverable should look like.  The texture, color, shape and size.  You’re the marketing communications person, not the client, and this puts you at a disadvantage. By definition, you’re the better communicator of the two, or you should be.

Then there’s the second scenario:  The client has, at best, a vague notion of what she wants but will let you know when she sees it and now you’re working in Nordstrom, hoping you have something on the floor she’s going to love. And that you don’t burn up so many hours letting her try things on that the project becomes hopelessly unprofitable.

Freelance Switch has a post you might want to read, A Method for Meeting Client Expectations.  I sincerely hope you don’t learn too many new things in this post because you probably need to be at a more advanced, competitive level.  On the other hand, you really need to have these lessons incorporated deeply into your consulting practice. For example…

On some instances, I’ve shown clients clips of my work to show them the different options in tone they can use; otherwise, they may think all copy is the same. For example, do they want short, punchy headlines? Do they want the content with bullets? Do they want things written in first- or third-person tone? I go right to the nitty gritty, because the more information you have, the better you can produce what the client has hired you to do. Just because they cannot articulate themselves doesn’t mean it’s a free for all–you have to know how to get your clients to express what they want. (And most of you know, that’s more than asking, “What do you want?”)

Here’s a link to the entire post. What tips can you share?

Remember Howard Beale in the movie Network?  The year was 1976 and Faye Dunaway and William Holden were the big, sexy stars of the day. (Just to put this into a chronological perspective, Kate Hudson was minus three-years-old at the time.) Anyway, even though I was in diapers at the time, the movie made a deep impression on me and I recently read something that made me think about the famous “mad as hell” scene.

I was reading Erika Nepolotano’s blog. You might remember Erika if you used to shop at T.J. Maxx in Denver. She was the redhead. Erika made a successful career transition from gadget store clerk and waitress at TGIFriday to a copywriter. Really.

While I don’t always agree with her opinions (and don’t approve of some of her language), Erika has a sense of style and level of energy that’s hard to match. Essentially, Erika can get mad. Really mad. Redheaded mad and she shows no mercy and asks for none in return. Sometimes I wish I could be so ballsy. Recently, Erika attended DEMO in Denver and totally lost her cool about the buzzwords bandied about and here’s a sanitized snippet from her blog. Communicators, take note:

You and your buzzwords. They’re meaningless. They’re the uncooked spaghetti of marketing-speak: you throw them out there and they don’t stick, they just fall to the floor with a pathetic splat. And it’s because they no longer have meaning.

…Here’s an idea: if you’re going to tell me about your product or service, tell me how it solves my problems. I don’t care HOW it does it. I want the hook. The reason I’d push over a pregnant woman standing in line in front of me to be the first one to taste what you’re cooking. I could give three fine frog hairs if it’s an innovative software that integrates my content to provide an overarching, game-changing perspective.

…Why do we even bother with buzzwords? Do they make us feel smart? If anything, they make us look pretty dumb for using the same nonsensical speech as everyone else. To make yourself stand out from the crowd, why not do yourself a solid and actually talk about solving problems instead of playing a zero-sum game of monkey see, monkey do?

…I’m never afraid to be the a@(#**@e. My gig as a writer is words. Which is why when companies and potential clients inevitably ask me what I do, it’s easy.

Here’s a link to her entire post and you’ve been warned about the language, right? And let me know if you think Erika is channeling Howard Beale.

Cheryl Goldberg, one of our expert writing consultants, offers some of the criteria companies use to identify the most strategic case studies. You can read more on Cheryl’s blog here.

Star Power

If the customers you’re going after Fortune 500 companies, you’ll certainly want the legitimacy that having case studies from big name customers will provide. Certainly, I have plenty of clients chasing after these big names.

However, beware that these are the most difficult to line up and can result in wasted resources. Many large companies have policies that prohibit them from endorsing other vendors’ products—thus be prepared to expend much more time and effort finding big companies willing to do a case study. Even if a company says they do case studies, approvals may be withheld at the last minute, often with no explanation. This can result in wasted money for stories that are never approved. You can minimize (but never completely eliminate) this risk by determining in advance the company’s policy on case studies, who’s in charge of the project, and ask their permission before beginning the process.

Target Industries

Often, customers are concerned about whether you understand their specific industry—whether that’s manufacturing, retail, or life sciences. Creating case studies about customers in all of the industries that constitute your target markets will ensure you have the right materials on hand to alleviate those concerns.

Product Line

Clearly, you’ll want case studies for each product in your product line so you can demonstrate your success in delivering promised benefits for each product.

Geographic Area

Some companies target case studies geographically. For example, one client that markets to physicians highlights customers practicing in each region of the country.

ROI

ROI can be extremely difficult to quantify. In many cases, companies that want a lot of case studies will produce some that highlight qualitative benefits. Still, make sure that some of your case studies demonstrate strong quantifiable ROI.

Momentum

In many cases, quality will be more important than quantity. If resources are an issue, you don’t really need dozens of case studies that illustrate the same point. It’s better to make sure you have at least one case study for each key product, target market, or other initiative. At the same time, some companies find it very important to demonstrate momentum and adoption in their marketplace. One way to meet these requirements is to create customer press releases; short and sweet descriptions about your new customers and why they’re choosing your products and release them on an ongoing basis over the wire services.

Miscellaneous

Every once in awhile, I’ll come across a unique reason to create a case study or customer press release. For example, one company produced customer press releases and case studies specifically about customers who had come to them after defecting from their main competitor. This was an interesting exercise because no customer will allow you to directly say that they dumped a previous vendor in your favor. What you can do is produce a standard case study or press release about these customers. And presumably, the sales rep can fill in the missing details in one-on-one conversations.

Another customer had come from a business that had evolved over time from a document printing company to one that automated document processes. A prize case study for them was one that covered the entire automated process, rather than individual automated capabilities.

Companies produce case studies for many reasons. When you’re looking for customers to profile, chose the ones that are most strategic for your business.

How does your organization select customers to profile with case studies?

Wired magazine just published a list of what they call “Seven Essential Skills You Didn’t Learn in College” and I think you ought to take a look at it. Take a look at this excerpt from Wired’s course catalog:

Post-State Diplomacy

Why take this course? As the world becomes evermore atomized, understanding the new leaders and constituencies becomes increasingly important.

What you’ll learn: How to practice statecraft without states.
From tribal insurgents to multinational corporations, private charities to pirate gangs, religious movements to armies for hire, a range of organizations now compete with (and sometimes eclipse) the nation-states in which they reside. Without capitals or traditional constituencies, they can’t be persuaded or deterred by traditional tactics.

But that doesn’t mean diplomacy is dead; quite the opposite. Negotiating with these parties requires the same skills as dealing with belligerent nations—understanding the shareholders and alliances they must answer to, the cultures that inform how they behave, and the religious, economic, and political interests they must address.  [more]

Take a read and let me know what you think.

Recently, Shankman made a post I think deserves your attention. Ever since the first issue of Fast Company back in 1995, and before that, in everything Tom Peters ever tried to teach us, we’ve been aware that we — you, me, him, her — are the brand.  In my case, my company and my personality are almost synonymous. What I’ve learned is that many marketing consultants don’t manage their own personal brand with the same energy and diligence as they’ve applied to their clients. And that’s the problem.

During the past 20 years the “company man” has become a fossil.  Today, every one needs to be a star — a super star — every day.  And no one else is going to manage your brand for you.

Here’s an excerpt from Shankman’s post:

It is no one else’s fault if your personal brand isn’t how you want it to be. It’s not Facebook’s fault. It’s not Twitter’s fault. It’s not LinkedIn’s fault. It’s not the fault of someone who wrote on your wall, or tagged you in a photo. [more]

Shankman’s post is scarcely more than what I excerpt, but I encourage you to follow him because whatever he has to say is important.

Over at Web Worker Daily, one of our favorite ways to keep on the cutting edge, has a great post today:  6 Ways to Revive a Dead Social Media Channel.  Take a look at this great tip:

5.  Post consistently and relevantly. Another aspect of gaining back the trust of your connections is to show a commitment to engaging in and updating your channels. Jumping in once every few months appears haphazard and careless. If you don’t show you care, why should anyone else?

Here’s the link to the story.

His post springs from Pizza Hut hiring an intern to manage its social media strategy and this sparks … well … a rant from Goldsborough that hiring an intern to manage social media is tantamount to hiring an intern to manage customer service. Take a quick look:

Would you ever put an entry-level employee in charge of your brand perception, advertising or customer service? That’s what you’re doing when you hire a twintern or someone who’s new to the professional world to manage one or more of your key online consumer touchpoints. Try putting that last sentence in a PowerPoint deck as your strategy and present it to your boss. Then let me know what the reaction was if you still have a job. [entire post]

At High Tech Connect, we’ve seen a dramatic surge in demand for consultants with social media skills and experience and we’ve drawn the conclusion that anyone in marketing MUST be fluent in social media.  But we’re also seeing an economic squeeze that’s driving the work to the millenials who may know how to talk social media but don’t have the more important skills of how to help a company create demand.

We’re watching this topic very closely.  What do you think?