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Passing the $10 million plateau

Ready, Fire, Aim started as a retreat serial entrepreneur Michael Masterson led for other entrepreneurs. He wanted to impart the lessons he had learned from a 30-year career starting and running several multi-million-dollar businesses. Later developed and expanded as a book, the subtitle states his objective; teaching the reader to take a business from “Zero to $100 Million in No Time Flat.”

The two biggest ideas in the book are the importance of action (thus, the book title) and that going from zero to $100 million encompasses four distinct stages in the life of a company. Having read the Five Second Rule, 10X, and many other books, I knew the first point well. It’s the second that I will focus on.

According to Masterson, each of the four stages of a business has different problems, challenges, and opportunities and requires different skills from the entrepreneur running the company. The stages are:

  1. Infancy ($0-1 million in revenue)
  2. Childhood ($1-10 million)
  3. Adolescence ($10 million to $50 million)
  4. Adulthood ($50 million to $100 million and beyond)

The stage that was the most interesting to me (because it faces many of the challenges my company, FiveFour, solves for business leaders at this level) is adolescence. Once a company grows to or near $10 million, the growth almost always comes with a new set of challenges.

At this size, there is at least one or two levels of management between the founder/CEO and the front-line workers who engage with the company’s customers. Those employees do not have the benefit that existed in the first two phases of business growth – proximity to the founder/CEO. Companies that reach $10 million in revenue usually do so because the founder/CEO built a culture around taking care of the customer. With multiple levels of management, they no longer talk directly to every employee and are unable to directly impart their culture and expectations of how the customer should be cared for.

The way this usually shows up in a company is through disgruntled customers. Masterson writes: “The most important disconnect has to do with the priority you had established to make sure every customer would be handled with the utmost of care and consideration.” The business is in need of a transformation. A transformation from focusing almost exclusively on customer acquisition to one that now focuses equally on customer retention. Masterson calls it customer service, but were he writing today rather than the mid-2000’s, he would likely recognize that the customer experience is even more important.

The leader accomplishes this transformation by a focus on operations and training, communicating the vision, joint ventures and hiring stars and superstars. He’s dead-on with that list, but a few of his methods are decidedly lacking. For example, to communicate the vision he advocates writing a monthly memo. To solve this communication gap that he has so accurately identified takes much more than a written letter once a month.

And it’s behind that small defect that my larger problem with the book arises. Those memos worked for him and a client of his. That’s 98% of what you get in this book: his personal experience as an entrepreneur. Masterson has no time for theory. The only time I can remember him quoting an organizational theorist was to disagree with him.

That’s not a debilitating problem and it doesn’t erase the good that comes from the book. After all, Masterson wrote it to impart what he learned from his entrepreneurial journey. But it is a limitation that the reader should be aware of. This book is just one source – a good one, but just one – and will need to be supplemented with other resources especially the further we get from the day it was written.

What I read in May

My reading slowed a bit in May as I hired a business coach to help me with some changes in the business. It’s something I hope to write more about at a future time, but it required a lot of my time and attention, so reading decreased a bit. But learning did not. I was learning by reading a lot of their resources, working through video-based training and interacting with my coach on weekly calls.

Still, there was time for reading. Here are the highlights of what I finished in May, 2020:

Who – The A Method for Hiring

Most business leaders and entrepreneurs have run across the famous concept popularized by Jim Collins in his seminal book, Good to Great: “First who, then what.” The idea is that those who build great organizations focus first on getting the right people on the bus and in the right seats before they figure out where they’re driving the bus. But most don’t know how to do this. They follow what Geoff Smart calls some method “of voodoo hiring” like scanning a resume, conducting a short interview, calling a couple of references and going with a gut instinct. Smart instead gives a system for hiring that involves a scorecard rather than job description and a series of interviews designed to determine if the candidate is a fit for the mission, has the competencies to do the job and can achieve the agreed upon objectives. The ultimate goal is to hire A Players – to get the who decisions right. I’ve started implementing some of these concepts in my business and, if you don’t have a hiring system, you should, too.

VC – An American History

One of my businesses is owned by a private equity company, which is not exactly the same as venture capital, but in the same vein. So I was interested in this history of venture capital in America. It started long before California became a state and has been tied to the entrepreneurial story of America since its founding. Wherever there has been the promise of out-sized returns at great risk, financial intermediaries (venture capitalists) have arisen to mitigate that risk. It started with whaling industry and was made famous by the Silicon Valley firms that invested in the tech giants Amazon, Apple, Google, Facebook, Uber, etc. etc. In between those two points in history is a fascinating story where the industry was kept alive first by wealthy families, military investment and universities. I was especially interested in his take on where the industry goes in the future. Nicholas mentions the innovative approach of Andreessen Horowitz to offer its portfolio companies a slate of services (HR, marketing, etc.) in addition to investment. Nicholas sees that as a sign of the industry returning to a long-term focus of building companies for public markets rather than short-term returns. Time will tell if that approach wins out, but what’s not debatable is that venture capital will continue to be part of America’s story.

Free Prize Inside!

The only way to win in business is to become remarkable. That was the message of Purple Cow. But how do you make a purple cow? That’s what this short book is about. In fact, that’s what the subtitle says. According to Seth Godin, he had to write this follow-up because business was all wrong in how they were going about their search for a purple cow. They were seeking the big. Big innovations. Big marketing campaigns. But a Purple Cow is much more likely to be a small, soft innovation that customers love – a Free Prize inside their offering. Writes Godin, “Most free prizes have two essential elements in common. First, they are the thing about your service, your product or your organization that’s worth remarking on. Something worth seeking out and buying…Second, most free prizes are not about what the person needs. Instead, they satisfy our wants. They are fashionable or fun or surprising or delightful or sad. They rarely deliver more of what we were buying in the first place.”

One of the most obvious free prizes is customer experience. It’s not more of the product or service. It’s something unexpected during the delivery of the product or service. Something that’s worth remarking on. And late in the book, Godin gives a fitting example. He tells the story of his interaction with Jose who worked in a taco shop in the Denver airport. What was remarkable about this interaction? Jose chatted with Godin for an extra minute while he ordered, got him a special condiment from the back. Later, he asked Godin how his meal was. In other words, Godin had a great experience with Jose. And as he points out, the cost of that experience was zero, but the value to Godin was “enormous.” Your customer experience can be a free prize for your guests. It can cost you nothing while delivering enormous value.

The Five Dysfunctions of a Team

Great teamwork is the exception and that exception almost always means that a team has overcome five specific things that cause all teams to misfire. Patrick Lencioni has identified those five dysfunctions in this fantastic little book. I’m a huge fan of Lencioni. The first two-thirds of almost all of his books are a fictional account that makes his point followed by a non-fictional explanation of that point. I’d read the non-fictional third of this book many times, but never the fable that comes before it. I think both are his best work. Here’s a quick listing of the five dysfunctions (as I plan to write more about this book later):

  1. Absence of Trust: The fear of vulnerability prevents the building of trust within the team.
  2. Fear of Conflict: The desire to preserve artificial harmony stifles the occurrence of productive conflict.
  3. Lack of Commitment: The lack of clarity or buy-in prevents making decisions the team will stick to.
  4. Avoidance of Accountability: The need to avoid discomfort prevents team members from holding one another accountable.
  5. Inattention to Results: The pursuit of individual goals and personal status erodes the focus on collective success.

I recently listened to Overcoming the Five Dysfunctions of a Team, which Lencioni calls the field guide for implementing this book. I can’t recommend both highly enough to anyone managing a team.

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I read The Vision-Driven Leader by Michael Hyatt, which would be a great book for someone looking to establish an organizational vision for the first time. Also read Visioneering by Andy Stanley, which I blogged about here.

What should I read next? Leave a comment below if you have a recommendation.

Customer experience – the Free Prize Inside!

Seth Godin has been one of the most influential authors in my career. When I started working in an ad agency in the early 2000s, I came across Permission Marketing and it completely changed my opinion of what a marketer could be. I re-read it just a couple of years ago and was amazed at how relevant it still was.

For people who want to learn how to become more valuable in the modern workforce, I regularly recommend Linchpin. But perhaps Godin’s most famous book is Purple Cow: Transform Your Business by Being Remarkable. The message of Purple Cow is that the only way to win in business is to become remarkable. But how do you make a purple cow? That’s what the short book, Free Prize Inside! is about.

According to Seth Godin, he had to write this follow-up because business was all wrong in how they were going about their search for a purple cow. They were seeking the big. Big innovations. Big marketing campaigns. But a purple cow is much more likely to be a small, soft innovation that customers love – a Free Prize inside their offering. Writes Godin, “Most free prizes have two essential elements in common. First, they are the thing about your service, your product or your organization that’s worth remarking on. Something worth seeking out and buying…Second, most free prizes are not about what the person needs. Instead, they satisfy our wants. They are fashionable or fun or surprising or delightful or sad. They rarely deliver more of what we were buying in the first place.”

As I was reading this, it became obvious that one of the most obvious free prizes is a great customer experience. It’s not more of the product or service. It’s something unexpected during the delivery of the product or service. Something that’s worth remarking on. And late in the book, Godin gives a fitting example. He tells the story of his interaction with Jose who worked in a taco shop in the Denver airport. What was remarkable about this interaction? Jose chatted with Godin for an extra minute while he ordered, got him a special condiment from the back. Later, he asked Godin how his meal was. In other words, Godin had a great experience with Jose. And as he points out, the cost of that experience was zero, but the value to Godin was “enormous.”

Your customer experience can be a free prize for your guests. It can cost you nothing while delivering enormous value.

Staying calm is a choice

In business lots of things can get us worked up – even when we’re not in the midst of a pandemic quarantine. We frequently don’t get to choose our circumstances – but we always get to choose how we respond to those circumstances.

Me, trying to stay calm

That’s what was going through my head yesterday as I was transferring four frames of honey bees from two nucs to two, ten-frame hives. Why?

As bee keeping experts will tell you, bees pick up on your stress, so it’s important to remain calm while you’re working with them. That’s what I was telling myself as I peeled back the lid to the first nuc and exposed thousands of bees.

And it was easy to remain calm while they sat on the frames in the nuc. But the calm didn’t last long. Once I started removing the frames, those previously calm bees started swarming and buzzing around my head. And if you’ve never experienced that before, I promise you that my first instinct was not one of calm.

Here’s the thing, I had to continually remind myself to stay calm. The first frame won’t easily slide out? Stay calm. The top box is heavier than I remembered and I almost drop it? Stay calm.

I think business is the same way. We know that finding order in chaos is an important attribute of leadership today, according to Justin Menkes in his fantastic book, Better Under Pressure. But it’s usually not our natural response when things don’t go according to plan. That’s okay. Just remind yourself that this is a normal response – but it’s also one that you can change.

What happens if you don’t remain calm? When you’re working with bees, they get stressed and start attacking. And then you get more stressed and the negative feedback loop continues. In business, it’s the same way. It’s often not the negative event that kills a business. It’s our negative response to that event that does it. By responding in a state of stress, we just make the situation worse.

So, how do you stay calm? By constantly reminding yourself. It’s that easy and that hard. You must choose calm, especially when everything swarming around you is pushing you in the opposite direction.

What you do won’t do it

My friend Shareef Mahdavi just released a new book, Beyond Bedside Manner: Insights on Perfecting the Patient Experience. To be precise, the book has 57 insights and any one of them could transform a medical clinic all by itself. If you work in healthcare, you must read this.

One of my favorite insights is Defining Excellence, where Shareef is making the excellent point that what you do as a doctor can’t be a point of differentiation. That’s expected. Here’s the excerpt:

Your outcomes are expected in the same manner that your expertise is assumed (like that of the airplane pilot). While this can be difficult to reckon with for surgeons who have dedicated their career to excellent outcomes, technological innovation in medicine has begun to level the playing field when it comes to outcomes. Software-driven diagnostics as well as surgical tools are designed to reduce surgical variability, meaning there’s usually another doctor out there in your community who can promise similar results to yours.

If you’ve been able to distinguish your practice based on surgical results, that’s great. But as excellent outcomes are expected to begin with, this competitive advantage will only dissipate with time. Unfortunately, outcomes are gradually becoming a hygiene factor, a marketing term describing an element that is noticed only if it’s missing or something goes wrong.

I see this same sentiment in almost every industry we deal with. They will say (or at least think): “Sure, customer experience is important for coffee shops, hotels, restaurants, etc. But people come to me for the thing I do. Customer experience is nice, but what people want from me is a particular outcome.” No, the outcome is expected. The way your differentiate yourself is through the customer experience.

The medical community has been among the slowest to acknowledge this and the ones most in need of it. One of the best examples of this was the Propublica study of Yelp medical reviews a few years ago. Here’s the main takeaway:

Indeed, doctors and health professionals everywhere could learn a valuable lesson from the archives of Yelp: Your officious personality or brusque office staff can sink your reputation even if your professional skills are just fine.

In other words, your medical outcomes aren’t enough to generate a good online review, if the experience isn’t up to the patient’s expectation. This is what our training with Experience Economy authors Joe Pine & Jim Gilmore talks about:

A remarkable experience doesn’t come from what you do, but how you do what you do. Because what you do won’t do it any longer.

That’s just one of 57 insights that you’ll get from Shareef’s book. The other 56 are equally good and worth reading.

What I read in April

Charlie “Tremendous” Jones once said, five years from now, you will be the same person you are today except for two things: “the people you meet and the books you read.” Well, thanks to COVID-19, I didn’t meet too many new people last month. But, also thanks to COVID-19, I had a lot of extra time to read.

And, as promised, I’m sharing the best of what I read last month.

The Invisible Leader

According to author Zach Mercurio, most organizations are not tapping into their most powerful leader. That leader isn’t in the C-suite – in fact, it’s not a person at all. That leader is a compelling, authentic purpose for the organization – an Invisible Leader. The reason that this most powerful leader is untapped is that organizations are primarily focused on results: grades for students, quotas or other KPIs in business, etc. At best, these provide short-term motivational pushes – cramming to get a grade on a test, a flurry of activity at the end of the month to achieve a sales quota – but they don’t last. It’s authentic purpose, which Mercurio defines as “a person or organization’s genuine and unique reason for existence that is useful to others in society,” that acts as the ultimate differentiator and motivator.

Marketing Rebellion

We are in the midst of a third marketing rebellion, where consumers are rebelling (for perhaps the final time) against advertising. The first rebellion – in the early twentieth century – brought an end to the lies of the advertising that sold snake-oil and other dubious products. The second came with the internet, bringing an end to the secrets that advertisers had depended on (think MTV VJ turned podcaster Adam Curry saying, “There are no secrets, only information you don’t yet have”). The third marketing rebellion that we’re in the midst of is bringing an end to control. In this new era, two-thirds of a consumer’s purchasing decision involves “human-driven marketing activities like internet reviews, social media conversations, and word-of-mouth recommendations from friends, family, and online experts.” Author Mark Schaefer points out: two-thirds of your marketing is not your marketing. Then, he asks: So, what do you do? You forge human connections with your customers. Thus the tagline of his book: “the most human company wins.” At FiveFour, we say that your marketing is your customer experience, and most of Schaefer’s examples of human-centered marketing are what we would call customer experience. Consumers can see through lies, there are no secrets and businesses are no longer in control of their marketing. They want a human connection with the companies that want their business. Consumers are demanding remarkable customer experiences. And, as previous rebellions have shown, in the end, the consumer always wins.

Living Life Backward

I can’t remember the first personal development session I sat in that had me write my obituary, but I know I’ve done it several times. The intent of the exercise is to get you – as Stephen Covey has coined it – begin with the end in mind. According to David Gibson, the preacher who wrote the book of Ecclesiastes did that same thing over 2,000 years ago. Life is short – a mere breath. The world is confusing. We have far less control over our circumstances than we would like. The only certainty is our eventual death and the likelihood that none of our accomplishments will survive us. By confronting us with these realities, the Old Testament book asks how we should live in light of them, right now. The answer it provides is to stop trying to escape the limitations of life. Stop treating your life as a problem to be solved. Stop worshiping and depending on stuff. Be content with your circumstances. Be grateful for the rhythms of life, for they are a gift from God. “Gift, not gain, is your new motto.” Be generous with your time and possessions. Pay attention to the world around you rather than the distractions of life. “Eat, drink, and be merry, not because that’s all there is, but because that’s what there is.” What can help us do this? The reality of death. “Preparing to die means thinking about how to live.”

Overcoming the Five Dysfunctions of a Team

Patrick Lencioni has long been one of my favorite business authors and perhaps the best there is on organizational health. His style of writing easily-accessible business fables that teach timeless truths has led to millions of book sales. By far the most famous of those fables is The Five Dysfunctions of a Team: A Leadership Fable and those dysfunctions are worth listing: The first is an absence of trust among team members. Essentially, this stems from their unwillingness to be vulnerable within the group. A failure to build trust sets the tone for the second dysfunction, which is a fear of conflict. Teams that lack trust are incapable of engaging in unfiltered and passionate debate of ideas. That ensures the third dysfunction of a team: lack of commitment. Without having aired their opinions in the course of passionate and open debate, team members rarely, if ever, buy in and commit to decisions, leading an avoidance of accountability, the fourth dysfunction. Without committing to a clear plan of action, people often hesitate to hold their peers accountable, which creates an environment where the fifth dysfunction can thrive: inattention to results. If none of those dysfunctions sound familiar, you’re either not on a team or you are in a state of blissful ignorance. Every team suffers from at least one of these dysfunctions and could benefit from reading both books. While the fable clearly lays out the impact of these dysfunctions, it’s this Field Guide that shows you how to overcome them. And isn’t that the whole point?

the path between us

There is no shortage of personality and behavioral tests: Myers-Briggs, DISC, Motivators, the Five-Factor Model and an endless number of lesser-known models. In The Path Between Us, Suzanne Stabile introduces the Enneagram, an ancient personality typing system that leads to self-discovery. From the Greek words ennéa, meaning “nine” and grámma, meaning something “written” or “drawn” the nine-pointed Enneagram is a typology of nine interconnected personality types, each with distinct strategies for relating to the self, others and the world. It has become commonly used in the Christian community as an aid to spiritual formation. I first heard about it on the podcast of Donald Miller, read The Road Back to You: An Enneagram Journey to Self-Discovery and took the Enneagram test. It was fairly easy to identify myself and it taught me some important lessons about how I engaged with the world. Almost simultaneously, my wife was engaging the Enneagram in a study with her friends, so we decided to listen to The Path Between Us during a weekend getaway and it gave us valuable ways to better interact with each other. In my work, I lead teams through the DISC and the most valuable learning is always through their interactions with each other. The Enneagram is the same. It’s one thing to discover my type and learn more about myself. But the real insight comes from how I interact with others. That’s the insight that comes from The Path Between Us.

What You Do is Who You Are

Ben Horowitz is at pains in this book to explode the myth that you can establish culture simply by writing it down. That’s an important first step. You have to first define what you want. But it’s not enough. It’s not even enough to model the culture you want, even though that’s incredibly important. You must make sure that the values you want in your business are actionable, be crystal clear what those actions are, and constantly reinforce them. Horowitz goes back in history to draw lessons from obscure cultures like Haitian slaves, prison gangs and the samurai to show his main point: “Culturally, what you believe means nearly nothing. What you do is who you are.” A good read for those who need to define the culture of their organizations.

Jack’s Life: The Story of C.S. Lewis

This biography of C.S. Lewis was written by his stepson, Douglas Gresham. The book both benefits and suffers from that fact. The benefit was in the first-person account. The drawback was his tendency to cast Lewis in the best possible light, no matter what the circumstance. For example, the falling out between Lewis and J.R.R. Tolkien doesn’t even register. Ultimately, the book would have been improved had it included more first-person narrative and less defense of Lewis. However, given the relationship between the two and the fact that Gresham is no author, it’s understandable and the book is worth reading by fans of Lewis.

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I also read Nine Lies About Work by Marcus Buckingham. Many of the lies recast familiar learnings from his earlier books, but my favorite of the lies was #3: the best companies cascade goals. Not true, says Buckingham. The best companies cascade meaning. Crushing It! By Gary Vaynerchuck was a good reminder that, no matter how good you or your idea, success requires total commitment. Due to its role in bringing about the fall of the Soviet Union, One Day in the Life of Ivan Denisovich by Alexandr Solzhenitsyn was a compelling read. And I blogged about Finding Flow by Mihaly Csikszentmihalyi here and here. Finally, I read Lancelot by Walker Percy, which had some profound points while being profoundly weird.

What are you reading? What should I read this month?

The 4 Components of a Compelling Vision

In his book Visioneering, Andy Stanley identified four components of a compelling vision. Before you go public and start casting your vision, you must be able to articulate these four things:

  1. The problem. Your vision isn’t a problem, but it always addresses a problem (see #2). Without this villain in the story, as Donald Miller puts it, no one is going to find your vision compelling.
  2. The solution. Just identifying a problem doesn’t get anyone excited. They can see problems every day on the news. Your vision is the solution to the problem you identified. It’s a picture of the future with that problem solved.
  3. The reason something must be done. Just because something can be done, doesn’t necessarily mean it should be done. A vision calls people to change something and change is scary. Casting a compelling vision must convince people to act now for a better future.
  4. The reason something must be done now. There are lots of demands on our lives. Why should I help attack your vision right now? Does it rank higher than my other priorities? If I do nothing, will time or someone else solve it? A compelling vision calls people to action now.

What vision are you building? Does it address these four questions from Stanley? If not, you may need to keep working on it.

The Fundamental Attribution Error

I recently finished listening to Overcoming the Five Dysfunctions of a Team by one of my favorite authors: Patrick Lencioni. The book is a field guide for implementing the principles from the most famous of his several business fables: The Five Dysfunctions of a Team.

The first dysfunction that a high-performing team must overcome is an absence of trust. People have a natural fear of being vulnerable with each other, which prevents the development of mutual trust. And trust is the foundation of any team. Without trust, you can’t overcome the other four dysfunctions.

So, how do you develop trust? You start by simply getting to know each other. One method proscribed by Lencioni is something he calls “the personal histories exercise,” where members of the team share something significant about their past, such as their family environment or a challenge they had to overcome.

Getting to know more about each other has the side benefit of overcoming the fundamental attribution error, which Lenioni labels, “one of the great destroyers of teamwork.” This error, that is present in everyone, causes them to attribute the negative behaviors in others to their character, while they attribute their own negative behaviors to their environment. For example, if a co-worker fails to get me the monthly report on time, I assume he’s lazy. But if I’m late with a report, I attribute it to the fact that I’m much busier than usual. His fault is internal. Mine is external.

At FiveFour, we help teams overcome this by using behavioral assessments and having everyone on the team interview someone else and then report back to the group. The final step in the process is to fill out a Guide to Working With Me. I first learned about this guide when reading the book Elephants Before Unicorns and knew I had to make it part of our process.

Want to know what our guide looks like? You can download it at the end of this post. If you like it and start to use it, reach out and let me know or leave a comment below. If you have other ways of building trust among teams, I’d love to hear about those as well.

Paying Attention to the Obvious

Because I consume a lot of content, I frequently read things that overlap with other things I’m reading, podcasts I’m listening to, blogs I’m following, etc. I try to pay extra attention to those things when they happen, believing that those serendipitous moments often happen for a reason.

Recently, that forced me to pay more attention to…attention. At the same time I was reading Finding Flow, which I blogged about here, and learning about the importance of attention to achieving flow, I was also participating in a class at my church called The Journey. In preparation for a recent session, we read Jesus’ Parable of the Sower and the Lamp Under the Jar.

The Parable of the Sower is all about the different ways that people receive the Word of God and what kind of fruit it allows them to bear. And it turns out that the difference boils down to one thing, and it’s Jesus’ instruction from Luke 8:18a: “Pay attention to how you listen!”

The message was the same to each individual. The difference was in how much attention the recipient paid to it. This made me think about the importance of paying attention. It’s so easy to get on auto-pilot in our busy, distracted world and fail to pay attention to everything happening around us.

It reminds me of the famous Kenyon College graduation speech from novelist David Foster Wallace, this is water. Click here for full transcript and audio. But I really like the shorter clip from this video:

Stop and pay attention this week. See how it causes you to order your life differently.

Measuring Human Impressions

My recent post Elephants Don’t Bite was about companies focusing on big things, like the strategic plan or the latest marketing campaign (the elephants), came at expense of the little things, like answering the phone or greeting the customer at the front desk (the mosquitoes) and it’s the latter that can kill you.

In Marketing Rebellion, Mark Schaefer explains why that happens:

We see our foundations of command and control marketing collapsing before our eyes. There are no more lies. There are no more secrets. There is no more control. For more than a century, we’ve built our greatest brands – like Ivory – through an accumulation of advertising impressions. But to survive this final rebellion, companies and brands must be built through an accumulation of human impressions. That is the only thing we trust. That is the only thing that matters.

That’s why the subtitle of Schaefer’s book is “The Most Human Company Wins.” This is also why my company, FiveFour, helps our clients get their customer experience right before we start marketing. The job of marketing is to get a logical prospect to try your company once. It’s the job of your customer experience to get them to come back.

But even marketing is becoming mostly about your customer experience. Writes Schaefer:

Two thirds of the touch points during the evaluation phase of a purchase involve human-driven marketing activities like internet reviews, social media conversations and word-of-mouth recommendations from friends, family and online experts…Two thirds of your marketing is not your marketing.

If human impressions are the most relevant advertising metric, how are yours? Do they create and keep customers? Do you measure them with something like the Net Promoter Score?