Here’s an excerpt from my recent Meet-Up on Social Recruiting- How to make the most of your message, media and meager budget.
Yes, the room is dark, No you can’t see the slides but shoot me an email and I’ll send you the presentation. Or, I can come by and present just for you.
Another Great one from Geoff
The super-ego is the part of our psychological makeup that’s responsible for making you behave in a socially acceptable manor. While your id plays the role of the devil on your shoulder, begging you to do whatever your little heart desires, your superego works to override those urges. It keeps you from acting on impulse. It’s the part of your brain that says “no” when your id tells you to burp in a nice restaurant.
Unfortunately, the superego is also the enemy to those of us in the marketing profession. Giving people all the logical reasons to do something, regardless of how poignant they may be, will only engage the part of our brains that works to PREVENT action.
In the consumer world, creating an emotional urge to buy is the gold standard. If consumers were analytical we wouldn’t have terms like “retail therapy” and no one would drive a Scion.
Social movements don’t develop because people start balancing the pros and cons of revolting against an injustice. Movements are described with words like “fever” and “momentum.” They’re collective emotional outbursts not premeditated events.
Furthermore, it’s been proved that people are more likely to donate money (and more of it) when they’re in an emotional state of mind. There’s a great case study on the subject as described in the book Made To Stick written by Chip and Dan Heath.
Researchers from Carnegie Mellon conducted a test in which they sent out two versions of a donation request letter to a pool of respondents. The first version of the letter showcased statistics about problems facing children in Africa similar to: “more than 11 million people in Ethiopia need immediate food assistance.” The second version of the letter focused on one young girl. “Any money you donate will go to Rokia, a 7-year old girl from Mali. She is desperately poor and faces the threat of severe hunger.”
The people who got the letter about Rokia donated twice as much money as those who received the other letter did. It’s been well documented that people identify more with an individual than an indeterminate problem, but what’s particularly interesting about this case is what the researchers did next. They tested a third letter that combined the statistics AND the personal story and found that the letter about just Rokia still outperformed the combined letter by a factor of 2.
The researchers theorized that when people are fed statistics they are put in an analytical state of mind and are thus less likely to act emotionally. So they conducted the study once again. This time, they primed the respondents to think analytically before reading the letter by asking them to do math problems. And amazingly, the average gift of those who read the Rokia letter was cut in half!
People who think analytically are dramatically less likely to chip in than those who are emotionally activated. And yet we still see so many communications that force people into that kind of thinking.
People don’t respond to abstract, they respond to people. That’s why social movements work. That’s why we hate dealing with employees who act like robots. It’s always tempting to build a case based on all the “right reasons” that people should donate, volunteer, or contribute in some way, but we must put those aside to appeal to the real reason they do. Empathy is an emotion all humans share – It’s just a matter of finding it more often.
For help activating people’s emotional side contact BRANDEMiX.
This would have made a great lead-in to my recent Social Recruiting Meet-Up, although it might have sucked up the whole 10 minutes. Great job to the authors and designers.
I’ve spent a lot of time advocating that a brand is not merely a marketing device. It’s not a spectre that operates in some ancillary business silo. It’s the culture of an organization. It’s the style, temperament, and personality of a collective – whether it’s a social movement or a non-profit.
That is, of course, where the whole idea behind SMM came from in the first place. Building and selling culture is what takes ordinary business-to-consumer relationships to a higher order of collective action.
I was reminded recently, as I stumbled upon I book I read for a college class about America in the 1960’s, what happens when a movement goes “off brand.” That is, when an organization or cause abandons its culture and personality.
The Student Non-Violent Coordinating Committee (SNCC), pronounced “snick,” was one of the most influential organizations in the American Civil Rights Movement. Originally, it started as a series of student-led meetings in North Carolina, but soon got the attention of white, liberal students in the Northeast who joined the cause.
SNCC organized “sit-ins,” “freedom rides,” and other protests designed to rebel against segregation in a non-violent way. In addition to their opposition to violence, SNCC has another unique aspect to its culture. Leadership and decision-making were democratic, not top-down. All decisions required consensus and meetings often lasted over 6 hours while everyone voiced their opinions.
It only made sense to founders like Ella Baker that a movement for the people should have an organizational structure owned by the people. It may have been inefficient, but supporters were passionate and it was certainly “on brand.”
However, things changed – Stokely Carmichael became chairman of SNCC. He was closely aligned with the Black Panthers and a major proponent of using violence. Some SNCC leaders supported Carmichael and he was able to push through some violent agendas. As these agendas progressed, Carmichael even changed the name of the organization to remove the word “non-violent” and SNCC became the Student National Coordinating Committee.
As Carmichael took SNCC out of the mainstream movement and into the radical violent one, a major rift developed within SNCC, and not surprisingly, the organizational structure became more top-down and autocratic. Carmichael expelled all white employees and volunteers, many of whom had helped start the movement. By the late 60’s SNCC had become almost entirely ineffective and by the 70’s it was all but extinct.
I think SNCC is a great example to explore because it’s both an organization and a movement. Culture is what binds a movement, and when it’s neglected, the fallout is potent enough to derail an organization with rich history and incredible popularity.
When an organization takes on a strategy that is so radically off-brand that it must change its name and management style, then you can be sure it’s destined to fail, no matter how trendy it is at the time. In many ways, this case exemplifies the power of brand. It must pervade everything from the name of an organization, to the management style, to the very personality of the people. Without that, no one inside or out, will understand where you’re going or where you’re coming from.
For help finding your organization’s personality, click here.