If you didn’t know by now a few things about how life really works, this interesting read I found from a marketing guru a few days ago will give you some insight. The kind that makes you say “Hey, that’s really true.” Or “Yup, I knew that, but validation is always a good thing.” or “HAHA.” Sometimes that’s all it takes.
Check out my favorite excerpts and then read on here:
When they began airbrushing the models in fashion magazines fifty years ago, no one complained much. Everyone knew, we thought, that it was some sort of make believe. But then they started airbrushing our food. And then vacations. And family photos. And brands. And jobs. Spend enough time looking through the glass on your tablet and you’ll come to believe that you’re the only one with a less-than-perfect situation. With the right filter, the grass really is greener…
Which may very well cause you to amplify the differences, to magnify the distance between you and the airbrushed person with the online life. It’s gotten to the point where people even airbrush their difficulties, making them ever more dramatic in their drama.
“Compared to what?” is not always a great question. It might be better to merely say, “this is pretty good.”
Resilience and the high end
The high end is brittle, unstable and thus, expensive.
The car that wins a race, the wine that costs $300, the stereo that sounds like the real thing… The restaurant that serves perfect fruit, the artisan who uses rare tools and years of training…
If there was a reliable, easy, repeatable way to produce these outputs, we’d all do it and the high end would be normal.
What makes something pure enough, optimized enough and fast enough to defeat the other 99.9% is that it doesn’t always work. It is far more sensitive to inputs. It’s dangerous…
Maybe you don’t need carbon fiber wheels. Maybe you merely need a reliable way to get from here to there at a reasonable price.
The high end is magic, but magic isn’t reliable. On purpose. That’s what makes it magic.
Fear of Escalation
In any organization of more than two people, there’s the opportunity to escalate a problem.
When the software doesn’t work, or the customer is in a jam or something’s going sideways, you can hand the problem up the chain. Escalation not only brings more horsepower to the problem, but it spreads the word within the organization. And, even better, it keeps you from losing the customer.
Here’s the thing: at some point, organizations start training their people not to escalate. They fear staff will cry wolf, or they get tired of pitching in.
The moment this happens is the moment you begin to give up on your customers.
Either give your front line the power to fix things, on the spot, or encourage them to call for help when it’s needed.
Don’t Forget the Second Step
The first step is learning how to do it. Finding and obtaining the insight and the tools and the techniques you need. Understanding how it works.
But step two is easily overlooked. Step two is turning it into a habit. Committing to the practice. Showing up and doing it again and again until you’re good at it, and until it’s part of who you are and what you do.
Most education, most hardware stores, most technology purchases, most doctor visits, most textbooks are about the first step. What a shame that we don’t invest just a little more to turn the work into a habit.