Surprises

We've had our fair share of surprises this week. Many can't be reported in this blog -- they are internal or personnel-related issues, but one thing defines them: Their utter unpredictability.

Certainly, yesterday and today my work schedule turned on its head as we adapted and revised processes on the fly to ensure that our publications would be delivered somewhat on schedule (they will be late, regardless).

Perhaps my business is more volatile than most -- maybe it reflects my personality. But I think there are other issues here. In business, things happen. The best laid plans collide with the reality of the unexpected. Impressively however the business with a plan, and with some collective experience, has the tools to weather the storm.

Collective wisdom helps, but individual ideas usually provide the answer.
By bringing all your employees into the process, useful suggestions emerge. In this case, a key suggestion from a part-time employee provided the best answer: "Why don't you call a former employee and see if she is available," the employee suggested. I did, and she was.

Regular meetings and processes provide some cohesion and structure in unstable environments.
We had our regular weekly meeting, but I had to reassign some tasks within the meeting on the fly. Nevertheless, we kept communications open and in place.

Ideas sometimes emerge in crisis that solve other issues.
Next week is the major annual construction show in Ontario, and I've always attended. But this time around, family obligations make it harder to participate. With the crisis, one of our employees suggested another could fill in for many of my responsibilities. While the crisis has been resolved, the suggestion still makes sense -- so I'll attend part, not all of the conference (and thus have more time for my family).

Overall, it is turning into a surprisingly successful week.

The Mexican Ambassador, rubber stamps, and money: Creative solutions at work

Javier Barrio Terrazas, Mexico's Ambassador to Canada (sitting in front of the whiteboard) addresses Bill Caswell's Discovery Conference in Ottawa yesterday. In case you are wondering what this presentation has to do with Construction Marketing, you should review Chaos Theory.

Yesterday, I attended the first day of Bill Caswell's Discovery 2009 conference. The event, an eclectic gathering of individuals and ideas, has proven to be the perfect environment for creative ideas cross fertilization and generation.

Whenever you put a bunch of bright people from different backgrounds in a room with some structure but much opportunity for individual dialogue and communication, things happen. Trouble is, you don't always know exactly where these "things" lead -- and I may not appreciate the benefits of this conference for months, if not years.

In the midst of the business sessions, Caswell introduced Fracisco Javier Barrio Terrazas, Mexico's ambassador to Canada.

In his presentation, and in the question and answer session that followed,Ambassador Barrrio Terrazas reminded us that the democratic principals and freedoms we take for granted in the U.S. and Canada are not common elsewhere in the world, including Mexico, until recently.

The Mexican envoy said as he grew up and reached adulthood, and in his early years in business, things like freedom of expression, association, the right to belong or not belong to groups, speech, press, and other basics of democracy were things that Mexicans could only dream about.

Then, he said, out of an economic crisis and hyperinflation fuelled by corruption and mismanagement, a popular movement arose to change the Mexican system. Gradually the groundswell built, but how could the opposition party communicate with the public when the Government controlled the media and restrained all dissent?

The surprisingly creative answer: The opposition party devised 20 simple messages and purchased rubber stamps. Then activists to cheques to banks and collected bank notes, and stamped each note with one of the messages.

The opposition leaders redeposited the stamped banknotes and then drew out more money, in a continuing loop.

You can imagine Government's consternation. It couldn't really ban circulating cash. It passed a law banning "money stamping" but how would you enforce this type of legislation? The Opposition began winning some local elections despite rigging and controls, and eventually the government fell to the popular will.

Of course the Ambassador is painting a specific picture of his country, but it is much different than the one I know from the tourist experience and media coverage. And his story has nothing to do with construction marketing, or does it?

We sometimes are constrained by our thinking within our universe of perceptions and forget how little things in one place can have big effects in others. Most of us at some point make decisions which transform our lives, and many times the decisions seem unrelated to anything important.

Certainly, yesterday I had many reasons to miss the conference -- in fact I needed (with advance notice of course) to walk out on the Ambassador's presentation to call into my company's regular Monday staff meeting. But I'm glad I could attend the sessions.

Consider these unofficial "chaos theory" marketing principals:

• You may wish to set aside 20 per cent of your time and resources for off the wall and different activities and engagements. Consider trying something different each week; maybe taking a random book out of a section of the library you rarely visit (or visiting the library if you never go there, going to a movie you wouldn't otherwise watch, or speaking to a stranger, in a safe environment. Better, see if you can find yourself in a small group with different people from different backgrounds.

• When you are searching for a bigger answer (maybe looking for a job), don't be afraid to call on people who may be able to guide you to where you want to go, even if they are not directly related to your final destination. Just listen and learn.

• Don't sweat the little things and setbacks. In fact, enjoy them. You never know where they may be creating future opportunities.

I can't be sure how (or even if) yesterday's session will change my life, but I know the chances of it happening are much greater than not because of the diverse group of individuals,relationships and experiences. You need to break out of your space, sometimes, even -- maybe especially -- if conditions are stressful and you sense you don't have time and money to escape the grindstone.

When I think of hard conditions and seemingly insolvable problems, I now think of the Mexican political activists, struggling to get their message across, and finding the solution the help of rubber stamps and circulating banknotes.

Chaos Theory and Construction Marketing (2)

In a recent blog entry Lead Flow Part 2 -- How it makes you an Attractor, Rainmaking expert Ford Harding observes how Chaos Theory applies to the networking process of rainmakers. Rainmakers, of course, have an incredible ability to generate valid and worthwhile leads -- and thus are desirable to everyone in business. Of course, the challenge for the rainmaker-- and the person or organization wishing to obtain the leads -- is to define the best way to fit in and create value.

Harding suggests the highest power occurs when rainmakers get together, each generating leads which benefit the others. But there are other categories. The least valuable is the person who approaches the Rainmaker claiming synergy -- or, to put it more basely, "You give me the leads, and I may buy you lunch."

(Jeffrey Gitomer handles these people simply: If you want his consultation, you can pay him $500 for his time -- and he might buy you the lunch.)

So, how do you master the Rainmaking art so you can generate leads and attain the power that arises?

The most obvious approach would be to call Ford Harding and pay for his services. He obviously knows his stuff, and if you pay -- and listen to his advice -- you'll probably get there a lot sooner than if you try to do this on your own. This type of paid consulting is almost always worth the money you spend. In fact, I sometimes wonder about people who spend a small fortune on marketing -- on brochures, advertising campaigns, even head-hunters to find marketing employees -- when you can pay the expert and (if you listen and learn quickly) get the answers you need.

There is a longer range approach as well, the one I've chosen to practice. Since my own personal goals call for me to be a truly effective national level rainmaker in three to five years, I can be patient and build up my expertise and status more deliberately. I've chosen to use my writing ability in this blog and for the SMPS Marketer. Every time I research a story, of course, I gain virtually instant access to the experts around me -- as they know the advantages of positive and reference-based publicity. These connections increase my, for want of a better word, "Rainmaking credits" since I expect no compensation or direct business to arise from this work. (The blog and writing are probably quite helpful indirectly, of course, in that we are now receiving upwards of two or three dozen requests for the Construction Marketing Ideas newsletter each week, and some of these inquiries are from businesses within my publication's service area.)

Most effective rainmakers "get" by giving -- they share so much value in their relationships and insights that, without a cent changing hands, they attract business and opportunity. So, if you want to be successful as a rainmaker, you'll need to learn how to give without worrying about the 'get.' The art, of course, is to do the giving in rational ways and places -- and no, I am not talking about blind and insincere 'networking' where relationships are plastic, artificial, and only concerned with short term gain.

So, my advice to you: Take a portion of your marketing budget and spend it on top-quality consulting from people who know what they are doing. But don't take that consulting in the framework that they will do everything for you -- use their expertise to learn the craft and build your own knowledge. If you don't want (or don't yet have) the cash, there is nothing wrong with reading, connecting, and then finding ways to share. You might be a proto-rainmaker now, but ultimately you'll graduate to full status -- and the fullest opportunities for success and achievement.

Chaos Theory and Construction Marketing

This is a still from a recently released movie, Chaos Theory, a comedy based on the seemingly imponderable series of problems an efficiency expert encounters when things shift in his life, ever so subtly. I haven't seen it yet, but the reviews look quite positive.

My primary business consultant, Bill Caswell of Caswell Corporate Coaching Company (CCCC), advocates that business owners take serious consideration of Chaos Theory in adapting their business operations and plans. The concept of Chaos Theory -- I hope I am getting this is right -- is that little differences can have dramatic and seemingly unintended impact -- that, for example, the flapping of a butterfly wings in certain circumstances can ultimately create a tornado. It is all quite arcane to me; I am not a scientist and while I am reasonably intelligent, I doubt I would qualify for Mensa membership. (In any case, sometimes it is helpful not to be 'too' smart to be successful in business.) But the thinking here is that you should adapt things so that the unpredictable is acknowledged, and you build your solutions and answers through respect and recognition of natural phenomena which correlate sometimes with very small deviations. (phew, what a mouthful).


In his latest newsletter, Caswell writes:

In the brevity of an article, this science called Chaos Theory cannot be appropriately justified, other than to tell you it leads to the best way of getting things done and includes among its credits: human evolution, the formation of trees, embryos, shorelines and hurricanes. Application of this same method has led to CCCC solving over 700 ‘impossible’ business problems successfully for clients. Let’s pass on some of today’s conclusions to you:

• Make more decisions rest with people at the bottom;

• Try something, see where it leads, add to it, and then move onward from there;

• Simple local decisions lead to elegant global solutions;

• Global solutions may be the same, but the details will be different;

• Don’t fear chaos; out of chaos, comes order.

Caswell offers a specific CCCC paper: Elements of Chaos Theory which you can request by emailing his associate Upkar Bikhu at ubilkhu@caswellccc.com