Four Marketing Lessons I Learned on Summer Vacation

August 31, 2009

As some of you may know, I had the luxury of taking a vacation a few weeks ago.  My vacations are very rarely of the relaxing kind.  I am someone who has a hard time sitting still, and so my vacations are generally full of activities.  This vacation was no exception as I spent a week at the Chautauqua Institution in western New York state.

While on my trip, I had the opportunity to hear some very inspiring speakers including Daniel Pink, Anna Deavere Smith, and George Kembel talk about their perspectives on creativity and innovation.  I heard several ideas during the week that made me think that if only I had learned these things when I was still working in marketing for larger organizations, I would have done things differently, and perhaps would have generated far better, more creative work.  Because I think that these ideas have important implications for marketing, and business in general, I thought I would highlight a few for you — just in case you didn’t get a chance to take your own summer vacation.

What I learned on summer vacation:

  1. Rewards don’t work well when creativity is required.  This idea was championed by Daniel Pink who cited study after study that showed that contingent motivators (if you do this, I’ll give you that) do not spawn greater creativity.  Contingent motivators do work well for processes or routines, but they actually limit creative thinking.  Therefore, organizations that try to motivate their employees to develop new products or innovations through things like bonuses or promotions, are not going to get the best creative thinking out of their people.  The rewards change the focus to achieving a goal and become a distraction. 
  2. Self direction leads to engagement (which in turn leads to creative thinking).  If  contingent rewards don’t work to generate creative thinking, what does?  According to Daniel Pink, as long as people are compensated adequately and fairly, one successful motivator is  autonomy or self direction.  Giving individuals the ability to direct how, where, when, and what they work on leads to higher overall engagement and therefore more creative thinking.  I can speak to this first hand.  Since I have begun to run my own business, I have noticed a real increase in my passion for my work.   Now that I choose when, where, and what I work on, my productivity and creativity are higher than they were when I did not have this autonomy.  I realize that it isn’t realistic for companies to allow employees to only work on what the employees want to work on all of the time, but why not some of the time?  Why not start with setting aside one day where everyone gets to work on anything they want for the whole day, with the understanding that at the end of the day, everyone has to show what he did.  Why not see what ideas are uncovered?  FedEx does this once a month.  Why not at least give it a try?
  3. Empathy gives meaning to your work, which is motivating.  Most people who have taken a marketing class know that understanding a customer’s needs is critical to successfully marketing a product.  However, it fascinates me how many people skip over the step that they need to follow to really understand their customer’s needs.  There are a lot of organizations that consider research to be a ‘nice to have’, and most of them don’t think that they have the time or resources to invest in understanding their customer, so they decide to work off of a hunch.  While I understand why they do this, this approach is flawed.  As George Kembel explained, research gives marketers the opportunity to truly empathize with their customer and really understand their customer’s needs.  If they can walk in their customer’s shoes, they more acutely ‘feel their customer’s pain’ so to speak, and therefore have a greater motivation to think creatively to resolve the ‘pain’ or need.
  4. The power of the words ‘thank you’ should be leveraged more often.  Okay.  This idea was not one I picked up from the speakers.  This was one that struck me on my flight to my vacation destination.  I was sincerely thanked twice by the flight attendants at Continental Airlines for switching my seat by two rows on the plane so that a family could sit together.  The action took very little for me to do, but I felt like a rockstar as far as the flight attendants were concerned because they were so grateful.  This experience got me to thinking about how organizations really miss the opportunity to make their customers feel very special (and increase their loyalty), just by authentically thanking them for giving their business.  It doesn’t take much as long as it is sincere and personal.  Do you have a process or program for thanking your customers?  What about the ones who not only give you business, but who help build your brand for you (i.e. by positive word of mouth, referrals, feedback, etc.)?  If not, perhaps it is something you should consider.

So those were my big ‘a-ha’s from my vacation.  What about you?  Do these spur any additional thoughts or ideas?  Or did your own vacation generate some ideas you’d like to share?  I’d love to hear from you.

Advertisements