I know someone that won’t leave their house when it’s dark and their spouse isn’t in town. Another person won’t visit their family across the country because flying scares them so much. Yet, another hides all of their money IN CASH around their business and home because they’re afraid it’s not safe in a bank.
I hope you’re asking yourself now:
How many things has that person missed by not going out after dark?
How much time and valuable experiences with their family has that person lost out on?
How much of that money has been stolen? What if there’s a fire? What if they forget where some of it is hidden?
I can’t help but wonder what the real value of those fears are. How does entertaining those fears make any of those people’s lives better?
Fear is a tough thing. It makes your heart race, makes your feel vulnerable and uncertain, and worse, but most of your fears are irrational, and they hold you back from experiencing, achieving, and reaching everything that you really could with your life.
Free is an excellent discussion of the move to freemium, open source, and all around free products.
Best Quote
Piracy happens when the marketplace realizes that the marginal cost of reproduction and distribution of a product is significantly lower than the price asked. In other words, the only thing propping up the price is the law protecting intellectual property. If you break the law, the price can fall, sometimes all the way to zero.
Review
I really enjoyed Chris Anderson’s Free. It jibed with what I feel has been a predominant change in many markets. At the same time though, I have read several biting critiques of the book and been told by an equal number of people, “That’s crap,” so apparently, the market is divided on this book.
For my part, I do not see it as particularly difficult to swallow that companies are able to offer something free because the unit cost is essentially so low that it’s not worth tracking anymore or because the value of the growth they get for being free can be traded for something like advertising revenue or the revenue from a complimentary, non-free product. Nonetheless, many of the critiques that I have read seem to not be able to draw the distinction between free and non-free products from one company. For example, Anderson talks about how Google can offer free services – search, YouTube, etc – and monetize the eyeballs on the free product with advertising dollars. Most of the criticism leveled at Free appears to be of the “if you’re not the customer, you’re the product being sold” type, which makes sense, but seems inappropriate here.
Last Word
I would recommend this book to anyone in business, but also anyone that is interested in how societies, markets, and the world change. I really like The Long Tail, and I think that Free is better. I believe you will too.
Years ago, I made a small name for myself through blogging about social media and tweeting pretty much anything that I could find on Reddit. I got to the point that I was getting a fair number of job offers, as well as just a lot of praise, so what did I do? I blogged and tweeted more. It got to the point that I would be out with my friends or family and spend most of the time on my phone because I knew that, if I blogged and tweeted more, I would see more progress. Even when I’d walk from one place to another, I’d be glued to my phone.
Unfortunately, I never questioned whether it was the volume of blogging and tweeting that led to my progress or if maybe it was something else like me being a first mover or having the right personality or connections or something else. Had I questioned that, I might have seen the cost-benefit problem that was going on. While I was getting noticed and seeming to move my career along, I missed out on experiences with friends and family. I often wasn’t there when important things happened, and if I was, I was too busy on my phone to really be involved.
via birgerking
This is one of the things that frustrates me about “analytics” the most.
Just because you can A/B test tweeting at 8am vs 9am or emailing on Mondays vs Tuesdays doesn’t mean that the answer tells you anything useful. When we see graphs of the best times to post to Facebook, we have to ask ourselves if the time a post goes live on Facebook has anything to do with its performance. Perhaps, it’s the day of the week, the topic, the phrasing, the thumbnail image, or something else?
One of the most frustrating drivers of this seeming need to A/B test everything is the fact that it’s so easy now. With EdgeRank Checker or PageLever, I can see how my Facebook posts do. With Radian6 or any number of other monitoring tools, I can see how my brand does across the web. With Unbounce and Google Content Experiments, I can see how my landing pages perform, but A/B testing and even performance testing over time does not give us science fact. It simply gives us more questions.
If I blog and get job offers, do I get more offers when I blog more? If so, did I get more offers because I blogged more or because of the topic or time that I published or something else?
If you email your donors with a blue template and get more donations, was it the blue template or something else that cause the increase in donations?
via Amy Loves Yah
This is not to say that you shouldn’t invest in analytics.
You should, but you should invest in analysis that means something and people that ask the right questions. Just because someone knows how to gather a million tweets on political topics doesn’t mean they can tell you anything about how the election is going to go. That is one reason that I trust people like my friends at Analytical Ones or the folks at Edison Research (the people behind the presidential election exit polls).
Analytics done right helps you make better decisions. Analytics done wrong helps you make decisions… aimless, pointless, potentially harmful decisions.
Does mastering the art of seduction make you a better leader—or just a more effective manipulator? Robert Greene’s The Art of Seduction is a provocative exploration of influence, power, and the subtle psychological dynamics that govern human relationships. Blending historical anecdotes with bold strategies, Greene positions seduction not merely as a romantic tool but as a broader mechanism for persuasion. Yet, I was left with this question: Can these lessons elevate your ability to connect with others, or do they risk encouraging a manipulative mindset?
This review dives deep into the book’s lessons, highlighting its strengths, uncovering its ethical quandaries, and exploring its practical applications. By the end, you’ll know whether The Art of Seduction deserves a place on your shelf—or if it’s a title best skipped in favor of Greene’s more universally applicable works like The 48 Laws of Power. Let’s untangle the allure of this book and uncover whether it truly delivers on its promise to teach the ultimate art of influence.
Who Is This Book For, and When Should You Read It?
Robert Greene’s The Art of Seduction isn’t for everyone, but for the right reader, it offers insight into human nature and influence. If you’re an aspiring pickup artist, this book might feel like a goldmine of strategies. I am however not in that group. For those like me interested in broader applications, such as business or professional networking, the value is more nuanced, requiring a discerning eye to extract lessons that go beyond the realm of romantic manipulation.
Who?
Aspiring Pickup Artists: Those looking to enhance their romantic appeal and charisma.
Power Players and Strategists: Professionals aiming to refine their ability to persuade and influence others in business or leadership.
History Enthusiasts: Readers who enjoy learning through vivid historical examples of power and intrigue.
When?
Early in Your Career: If you’re just beginning to explore the dynamics of influence and persuasion, this book provides a foundational understanding—albeit one skewed toward romantic seduction.
In College or Young Adulthood: Particularly for readers who find the archetypes and strategies applicable to personal relationships or creative ventures.
While Greene weaves an engaging narrative filled with historical figures and timeless lessons, it’s important to approach this book with clear intentions. If you’re looking to sharpen your professional skills, you may find yourself wading through a heavy emphasis on romance that doesn’t always align with the modern workplace. That said, those who sift through these sections may uncover principles of persuasion that are applicable far beyond the confines of seduction.
Why Read The Art of Seduction? (WIIFM: What’s In It For Me?)
The Art of Seduction promises a fascinating dive into the psychology of influence, seduction, and power. But does it deliver on its promise? For readers willing to navigate its romantic-heavy themes, Greene’s work offers a treasure trove of insights into human nature—if you know where to look.
What Makes It Worthwhile?
Historical Depth: Greene excels at weaving together stories from history, featuring figures like Cleopatra, Casanova, and Napoleon, to illustrate his strategies. These narratives add richness to the text, making it more than just a self-help manual—they offer lessons rooted in real-world outcomes.
Psychological Insights: The book delves into how people’s emotions and desires drive their actions. Greene outlines how to tap into these drives through archetypes and strategies that blend observation with action.
Universal Principles: Beneath the surface, Greene presents ideas about human connection that apply to more than romance. Concepts like building intrigue, playing to others’ desires, and creating emotional resonance are just as relevant in professional settings.
The Caveats
While the book shines in its storytelling and psychological depth, there are aspects that can detract from its value:
Romantic Bias: A large portion of the book is dedicated to romantic seduction, which may alienate readers looking for insights into broader influence.
Ethical Concerns: Some strategies flirt with manipulation, making it essential for readers to approach the material critically.
Practicality for Modern Readers: Not all lessons translate seamlessly into today’s workplace or social settings, especially for those prioritizing authentic relationships over calculated influence.
Who Will Benefit Most?
If you’re intrigued by the psychology of persuasion and enjoy learning through historical case studies, The Art of Seduction delivers in spades. However, if you’re looking for actionable advice tailored to modern leadership or business, this may not be your first pick.
Ultimately, what you gain from this book depends on your ability to filter its content through your own ethical lens. If you’re willing to engage with its ideas critically, you may find surprising lessons that transcend its romantic facade.
A Closer Look at the Content: Themes, Archetypes, and Lessons
At its heart, The Art of Seduction unpacks the art and science of influence by exploring both the psychology and tactics of seduction. Greene divides his work into two main parts: the seductive archetypes and the seductive process. Together, they form a roadmap for captivating, influencing, and persuading others—though the tone and context often lean heavily toward romantic manipulation.
Key Themes
Seduction as Power: Greene positions seduction as a form of soft power—an alternative to force or authority that operates by appealing to emotions and desires. He argues that understanding seduction makes one more adept at navigating relationships, whether personal or professional.
The Interplay of Desire and Control: Much of Greene’s philosophy hinges on the balance between sparking desire and maintaining control. The strategies he outlines are designed to create intrigue, cultivate dependency, and subtly guide others toward your goals.
The Seductive Archetypes
In the first section, Greene introduces several archetypes, each representing a distinct style of seduction. These figures provide a framework for understanding how seduction works and how to adapt it to different contexts:
The Siren: Charismatic and alluring, the Siren captivates through charm and magnetism.
The Rake: Intensely passionate, this archetype wins hearts by pursuing their targets relentlessly.
The Charmer: Masterful at creating harmony, the Charmer knows how to disarm others with warmth and kindness.
The Enigma: Mysterious and elusive, the Enigma keeps others intrigued by remaining unpredictable.
Each archetype is illustrated with historical examples, from Cleopatra’s mesmerizing appeal to Casanova’s relentless pursuit. While these characters provide vivid lessons, they also highlight the book’s focus on romantic contexts, which may feel limiting for readers seeking professional insights.
The Seductive Process
The second part of the book focuses on the steps involved in seduction, from setting the stage to cementing influence. These stages include:
Creating Intrigue: Drawing others in by being mysterious or appealing to their curiosity.
Building Emotional Connections: Playing to others’ desires and needs, often by mirroring their mood or indulging their interests.
Cultivating Dependency: Encouraging others to rely on your presence and attention.
Sealing the Connection: Ensuring loyalty or compliance through moments of shared intimacy or understanding.
Strengths of the Content
Rich Historical Context: Greene’s use of historical figures to illustrate his points makes the book both educational and entertaining. These examples give his strategies a timeless quality, grounding them in real-world success stories.
Psychological Depth: The book provides a nuanced exploration of how human emotions and desires can be influenced, making it a valuable resource for anyone looking to better understand interpersonal dynamics.
Weaknesses of the Content
Overemphasis on Romance: Many of the examples and strategies focus on romantic seduction, making the book feel less relevant to readers seeking professional or platonic applications.
Ethical Concerns: Some strategies can come across as manipulative or exploitative, particularly when Greene encourages emotional dependency or control. Readers must approach the material with a critical eye.
Relevance in Modern Contexts: While the historical examples are compelling, they can feel disconnected from today’s workplace dynamics, where authenticity often trumps calculated influence.
Despite these limitations, the book provides a fascinating lens through which to view seduction as a universal tool for influence. Whether or not readers embrace all of Greene’s advice, the themes and archetypes he presents remain thought-provoking and ripe for adaptation in various contexts.
Personal Reflections: A Balanced Perspective
Reading The Art of Seduction by Robert Greene left me with mixed feelings—fascination at its depth of research and storytelling, but also discomfort with its overemphasis on manipulation and romantic seduction. As someone drawn to books for professional and personal growth, I couldn’t help but feel this book falls short in offering practical guidance for those seeking influence beyond the realm of romance.
What Resonated
Greene’s ability to distill complex psychological dynamics into accessible lessons is undeniable. His detailed exploration of archetypes, like The Charmer or The Enigma, offered valuable insights into different styles of influence and how they can be tailored to various situations. The historical anecdotes were particularly compelling, providing both entertainment and an understanding of how these principles have been applied successfully in the past.
Additionally, Greene’s writing shines in its ability to highlight the subtleties of human interaction. Concepts like mirroring someone’s mood or creating intrigue through calculated mystery are universally applicable. If approached thoughtfully, these lessons can be adapted to modern contexts, such as professional networking or leadership.
What Fell Flat
For me, the book’s heavy emphasis on romantic seduction overshadowed its broader applications. While Greene occasionally gestures toward professional settings, the romantic lens is ever-present, making it difficult to extract lessons for business or leadership without significant reinterpretation. At times, the tone even felt exploitative, like a handbook for manipulation rather than genuine connection.
The ethical implications of some strategies also gave me pause. Encouraging emotional dependency or indulging someone’s whims to gain influence may achieve short-term results but could easily erode trust in the long run. As someone who values authentic connections, I found myself questioning whether these tactics align with modern relationship-building practices, both personally and professionally.
Final Thoughts on Greene’s Style
Greene’s work is undeniably engaging, but it often feels like style over substance. While the book is rich in examples and historical context, it lacks a clear framework for translating these lessons into actionable, ethical strategies for the reader. Compared to his other works, like The 48 Laws of Power, The Art of Seduction feels narrower in scope and less relevant to a modern audience.
Would I recommend it? That depends. If you’re a history buff or intrigued by the psychology of persuasion, there’s value to be found here. But for anyone looking for practical, actionable insights into influence—especially in professional contexts—I’d recommend Greene’s other books first.
Actionable Takeaways: Applying The Art of Seduction in Modern Life
Despite its romantic-heavy focus, The Art of Seduction offers lessons that can be thoughtfully adapted to modern contexts. Below are some actionable takeaways for applying Greene’s principles in ethical and practical ways—whether you’re looking to refine your professional influence, improve interpersonal dynamics, or simply gain a deeper understanding of human behavior.
Understand the Power of Archetypes
Greene’s archetypes—such as The Charmer, The Siren, and The Enigma—illustrate different ways people can wield influence.
Modern Application:
In professional settings, embody The Charmer by using warmth and harmony to create trust and collaboration.
Adopt The Enigma’s air of mystery in negotiations by keeping some cards close to your chest, sparking curiosity without revealing everything at once.
Build Emotional Resonance
A key theme in Greene’s book is connecting with others by understanding their desires and adapting to their emotional states.
Modern Application:
Practice active listening in conversations to understand what motivates others.
Mirror a colleague’s or client’s mood to create rapport without being disingenuous.
Cultivate Intrigue
Greene emphasizes the importance of creating an aura of mystery to draw people in and maintain their attention.
Modern Application:
In professional storytelling or presentations, share just enough to pique curiosity, then let your audience ask questions or engage further.
On social media or in personal branding, be intentional about what you reveal, creating a sense of anticipation around your expertise or offerings.
Avoid Manipulation and Foster Authenticity
Many of Greene’s strategies, such as cultivating dependency or playing to someone’s narcissism, can feel ethically dubious. Instead, focus on influence strategies that prioritize mutual benefit and trust.
Modern Application:
Use seduction principles like charm and intrigue to enhance authentic relationships, not to manipulate.
Be transparent about your intentions to build trust and long-term rapport.
Take a Selective Approach
Not every principle in The Art of Seduction is applicable—or advisable—in today’s social and professional dynamics. Learn to separate the timeless lessons from the outdated or overly manipulative ones.
Modern Application:
Focus on Greene’s lessons about understanding people’s motivations and crafting compelling narratives.
Skip the tactics that rely on creating emotional dependence or exploiting vulnerabilities.
Final Note on Practicality
The lessons in The Art of Seduction work best when adapted thoughtfully. Rather than seeing the book as a strict guide, view it as a collection of ideas to explore and reinterpret in ways that align with your personal values and professional goals. By doing so, you can harness the art of influence without compromising authenticity or trust.
Final Verdict: Should You Read The Art of Seduction?
Robert Greene’s The Art of Seduction is a polarizing book—provocative, insightful, and at times, unsettling. It offers a fascinating exploration of influence through the lens of seduction, blending historical anecdotes with strategies designed to captivate and persuade. But whether or not it’s worth your time depends largely on what you’re hoping to gain from it.
Who Will Enjoy This Book?
If you’re a fan of historical storytelling or intrigued by the psychological dynamics of influence, this book is a captivating read. Its vivid examples of figures like Cleopatra, Casanova, and Napoleon provide timeless lessons on human interaction, making it a rich source of inspiration for anyone interested in persuasion.
Who Should Skip It?
For those looking for straightforward, actionable strategies for modern leadership or business influence, The Art of Seduction might feel too niche or ethically ambiguous. Its heavy emphasis on romantic manipulation overshadows its broader applicability, and readers seeking Greene’s trademark insights might find his other works, such as The 48 Laws of Power, more universally relevant.
The Bottom Line
The Art of Seduction is best approached as a thought experiment or philosophical exploration of influence, rather than a practical guide.
It offers moments of brilliance but is bogged down by a tone that can feel exploitative or disconnected from modern ethical standards.
If you’re curious and have time to engage with its themes critically, the book may challenge and expand your perspective on power and persuasion.
My Recommendation
If you’re short on time or prefer content that is actionable and relevant to today’s professional landscape, skip The Art of Seduction and explore Greene’s other works instead. But if you’re intrigued by the psychological underpinnings of influence and don’t mind sifting through the romantic emphasis, this book might just spark some unexpected insights.
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Rand posted last night about his thoughts on firing employees and how SEOmoz handles it. Having managed teams and left companies of my own choice, I found it to be an interesting read. On one hand though, talking about the financial, emotional, and team impacts of firing leaves the picture incomplete if you don’t look at how someone choosing to leave a company also affects everyone.
Companies and individuals are rarely transparent about the reasons people quit though, which I honestly find disturbing, but I think that too many employees are concerned about slander, libel, defamation, etc and are simply unsure about the legality around sharing information about why they left a company, so they keep their mouths shut.
I’ve never been averse to leaving a company – or any relationship for that matter – when I believed that it was the best thing. That being said, leaving a company at the first sign of disagreement or problems is counter-productive as well. It leaves you without the ability to deal with complex personal and professional conflicts, a track record that might make you look like a mercenary, and a lack of experience in being part of a company for a long period and everything that goes along with growing and changing with it.
Running away versus walking away
A former manager of mine once made a clear distinction between leaving a company because you need to get away and leaving a company because there’s something they can’t give you. He called it “running away versus walking away.” The difference between the two is this:
Your friend tells you he’s going to start looking for a new job because he’s unhappy at his current one.
Your friend tells you he was approached by a new company with a really interesting position, or really great pay, or something else enticing.
In the first case, there is a 90% chance that your friend will find he’s still not happy at his new company. Why? Because he didn’t go to the new company because of something about them – because he loved their mission or because it was always his dream to work there. Instead, he went there to get away from a problem. In the second case, there’s a 90% chance that your friend will find happiness because he’s not running away from something and is able to better decide what’s right for him, if the new company will give him what he needs to leave somewhere that he is already happy.
When an employee tells me they have a problem, this is a sign that I have a chance to fix things. If he doesn’t like working with me, I can attempt to change our relationship, have him report to someone else, or make some other change. If he doesn’t like working with certain coworkers, I can try to limit their contact or can facilitate repairing a damaged relationship. If he wants to leave after giving me a chance though, running from the company almost certainly ensures that she’s not going to find happiness, so I always recommend that you be as open and honest as possible with your management along the way, and if in the end there is still a problem, they should help ease you out of the company and into a better situation. Sadly, I believe that most people do not feel they can trust their management enough to be open with them and this is one reason that so many go running from rather than walking from or running toward.
I have in the past sent job openings at other companies to my own staff members when I knew they could make more money somewhere else, they would be happier there, or they would get something they needed that I/we could not provide. I have also introduced them to hiring managers and recruiters looking for their skills. Being able to be open, honest, and helpful with my teams has ensured that as few gaps as possible were left when they departed and that they found what they were looking for. Unfortunately, I have also had employees leave without me having the opportunity to fix problems and/or support them in their search, and sadly in every case, I’ve found out later that that next job they took wasn’t right either.
Guidelines for employees before quitting
Talk to your boss or her boss if you’re not comfortable with your boss. This can make you feel very vulnerable. I know. I’ve been through. “What happens if he tells my boss? Are they going to talk? Can I trust him? If I tell him I hate working for my boss, they’ll probably just get rid of me, right?” Honestly in most companies, firing a good employee that just has a few problems is greatly frowned upon. Not only is it bad for the manager’s and company’s reputations, it’s also terrible for morale. Managers know this, and if you tell them that you have a legitimate problem, they will do their best to address it.
Make sure you’re safe if the worst happens. It’s rare, but it does happen that you’re open and you get fired, so before you speak to someone that you’re not sure you can trust, make sure you have your finances in order and know what you would do for work if you were to suddenly lose your job. This could be reaching out to contacts and saying that you’re looking to consult, getting your resume out to prospective employers, or simply checking that your bank account has 6 months of expenses to get you through a period of unemployment.
Put in the time to fix the problems. It’s not enough to talk to someone. You have to work on yourself to make things better. I remember listening to an audiobook a while back in which the author stated that only 6% of relationships that become condescending ever get turned back around, and while you can think that’s a sign that it’s not worth working through problems, I interpret it as the exact opposite. I think that only 6% of condescending relationships get better because one or both parties don’t work on themselves to find the solution.
Look elsewhere in your company for opportunities. If you’re part of a big enough company, it’s very likely that you can more from one department to another to get the pay you want, no longer report to a bad manager, or otherwise get what you need.
Don’t be a dick when you quit. Having been on both sides of the quitting desk, I can tell you how much it sucks for the manager, the employee, and the other team members when someone quits without giving the company a chance to address the problems. Don’t tell your manager on the day you give notice, “I’m leaving because I hate that you do X, Y, and Z.” She can’t fix anything at that point. Be as open as possible, but don’t damage relationships anymore than they might already be. If you have to bite your tongue, just tell her that it’s time for you to move on or that you have an opportunity you can’t pass up.
Keep your formal resignation simple. HR people and experienced managers know that, much like when you deal with the cops, anything you say, write, or otherwise communicate when quitting can be used against you in the future, so don’t put that you’re leaving the company because of disagreements with management if you never talked to them about the problems because they might decide to share that little tidbit of information with a potential future employer that calls to check your work history. Of course, most companies are concerned about potential defamation issues and so shy away from this, but some aren’t, and you don’t want to be their victim.
Just as Rand says that SEOmoz’s firing process is amazingly hard, giving your company and boss a chance to rectify things, while as well working on your own responsibility and reactions in these situations, is also extremely hard, but being both an employee and a manager, I’ve found that you get so much more out of working with people to find solutions than you do out of avoiding or otherwise not addressing problems.
I wasn’t familiar The Lean Startup movement until this year, which is one reason that I didn’t push back when I once joined a company (this was before the book but after the movement had a name), and my boss told me that they didn’t want to buy me a laptop because they were “trying to do the whole Lean Startup thing.” Come to find out later that my boss wasn’t really familiar with the Lean Startup concepts either and just assumed that it meant that you should be a cheap ass.
This is the first problem with being a Lean Startup. People think that just because they understand the words in the name of the approach or idea that they understand the concept. I’ve encountered the same issue with things like The Tipping Point or Blink.
Just because you understand the words in a name does not mean that you understand the concept itself.
via mandiberg
This is how to build a broken Lean Startup machine.
Don’t even bother to read the book, and assume you know the principles held within. It is 2012 after all. The book came out in 2011, so you don’t even, like I did, have to google it and read a bunch of disparate articles to figure out what it’s all about. You can get all of the information in one handy package.
Insist on rapid prototyping without customer feedback.
Ensure top-down management and decision-making.
Force everything to move fast… even things that take longer to develop like content or a brand.
Forget about testing.
It blows my mind – it really does – that people waste money and time jumping from movement to movement without ever fully embracing and learning the concepts behind them, but then, this shouldn’t be all that shocking. A retiring consultant friend of mine once told me:
If you’re at an organization that has gone through restructuring or changes in mission or vision every few years, just look at the bookshelves of the executives. You’ll notice that rudderless companies make a major change to their business every time an influential book comes out and a new movement starts.
And, I couldn’t agree more. The frustrating thing is when changing priorities are coupled with incompetence and misunderstanding. That reduces morale and turns your employees into disheartened, dispassionate workers.
via eschipul
This is how to build a working Lean Startup process.
Be smart. Be nimble. Give the people on the ground, doing the work, the power. Invite your customers in. A/B test smartly with a plan, and make it possible to turn on A/B tests only for a segment of your customers. Most importantly, let go of the reigns.
Whether it’s being a Lean Startup, adopting something older like Just In Time or whatever else comes next, the thing that will torpedo your business more often than not in a time period when every employee has access to social media and is approached by customers wanting help is not letting them act on your behalf and live out their passion through your brand, but rather dictating to them how things should always be done.
Anyone interested in face-to-face communication and anyone that might think they could improve there.
When?
Put it in your queue.
Why?
It is a simple and straightforward book about body language.
Best Quote
The problem is that most people spend their lives looking but not truly seeing, or, as Sherlock Holmes, the meticulous English detective, declared to his partner, Dr. Watson, “You see, but you do not observe.”
Review
Joe Navarro’s What Every BODY is Saying is a very good book on nonverbal communication – how you use your hands to convey something or protect yourself, what you feet say about what you’re really thinking, the meaning of arm or facial movements, and more. Navarro goes just in depth enough to make you feel that you have a good beginner’s understanding of body language. Unfortunately, the book suffers a little bit from covering too many topics honestly, so it did drag for me in a few parts.
Some of the things you’ll learn in Navarro’s book are already well known – how people shield their bodies or avert their eyes in certain circumstances. Other things, like how your feet often are a solid giveaway of how you’re feeling, were new and very interesting to me, and in the high points of the book, Navarro had me completely engaged.
Last Word
I recommend this book more as a piece of entertainment for business people than as a must-read business book. Certainly, it has applications for both your personal and professional life, but ultimately, I think you’ll get the most out of What Every BODY is Saying just by taking a step back from your standard business book and enjoying something a little different for a change.
This book should be required reading for every business student.
Best Quote
The purpose of bureaucracy is to compensate for incompetence and lack of discipline.
Review
I first read this book a few years ago. Then, I revisited it recently and was impressed the second time as the first.
The main thrust of this book is that many companies never become great simply because they are good, and good is good enough. They lack the discipline, vision, and leadership to make that leap from merely good to clearly great. This is something that you can learn a lot from, especially when you recognize that it is all too common for us to want to change things and to want to do great, but then to compromise and accept good instead.
Collins addresses several characteristics of great companies in his book, and you can learn a lot just from reading about them:
Level 5 Leadership – There is something that separates the best leaders from everyone else. These people are necessary for a company to become and remain great.
First Who… Then What – I can’t tell you how much in my career I have stressed to others to focus on hiring, or gathering, the right people and only then training them to do the things you need or even leveraging the skills they have, but what happens? They always hire for skill first and fit second, and things fall apart. Great companies gather the right people first.
Confront Facts – You have to have unwavering faith to realize greatness.
The Hedgehog – If you can’t be the best at something, then that something can’t be the basis of your business.
A Culture of Discipline – Great companies and great people have discipline. When your people have discipline, you don’t need a hierarchy.
Technology as an Accelerator – Great companies use technology to facilitate greater improvements and growth. They never use it as the primary means of a transformation though.
The Flywheel – When you first start pushing a flywheel, it takes a lot of work. If you give up, it slows down and stops, but if you keep pushing, it slowly speeds up until you’re barely pushing anymore. This is how great companies maintain greatness. They push hard on the flywheel, and while they don’t stop once it’s moving, they recognize that they’ve already invested the time in getting it working for them.
Last Word
Good to Great was referenced by a lot of people when I was studying for my MBA, and for some stupid reason, I didn’t read it. I should have, and if you haven’t read it, you should by it now and get started. In fact, get the ebook or audio version so that you can get started now. Jim Collins’ book is worth that much.
One of the most consistent misconceptions non-marketers have about marketing, whether in-house or through an agency, is that us marketers can “do marketing” for free. I’ve had non-marketing managers tell me, “We need to cut the marketing budget and still hit our numbers.” I’ve also had clients ask, “What can we do for free?”
“We’ve never spent a dollar on marketing.”
It seems like every time you see a successful startup founder talking about Pandora, or Pinterest, or Hit-Startup-X, they say, “We’ve never spent a dollar on marketing, and we’ve grown our business successfully.”
Yet, they have a CMO, VP of Marketing, marketing associates, an email tool, and more, don’t they? Don’t they?
But unfortunately, too many people listen to the startup folks say these things and think that marketing should be free. After all, viral is free, isn’t it? Email is free, isn’t it? Landing pages, SEO, community management, and more are free, aren’t they?
No. No, marketing is not free.
Of all the things that I’ve ever done in marketing, nothing that was successful was ever free… not even close. I ran one email program for a client that generated enough revenue in two emails to cover their entire annual marketing budget, but that involved writers, designers, coders, and more. Another client spent tens of thousands of dollars every month just on analytics around their market and competitors in an effort to provide the best customer service in the industry, and guess what, they’re considered to one of the best as a result.
The best marketing involves an investment just like the best product development, manufacturing, sales, and more all involve an investment. Just hiring people and telling them to make due without any budget isn’t going to get you very far. You’d be better served by not hiring a marketer at all and spending the money on simply creating a product that begs to be talked about, that begs to be loved, and has to be shared with friends and family.
via See-ming Lee 李思明 SML
For that matter, why not just make a great product in the first place?
The best marketing is a great product, and when you have a great product, it makes not spending money on advertising, tools, writers, and more so much easier. Your marketing person can at least get by with doing their own outreach, creating their own landing pages, guest blogging, and more all with their own time and no additional expense. Even though all of that is extremely time consuming, your great product at least allows their “free” efforts to have some legs.
But, if you can’t ensure that your product is great in the first place, telling your in-house people or your agency that they need to cut their budget and still hit performance goals is just plain crazy.
While there are stories of people making an entire income off of AdSense, it is unlikely that that will ever happen unless you fully optimize ever possible aspect of your website and your AdSense account. To help you in those efforts, follow these three principles.
Find a Profitable Niche
The niche in which you want to get involved in Adsense is the best way to determine how much money you are likely to earn. Different niches have different profitability potential, so you need to be careful on your selection. In most cases, niches dealing with finances and health matters are more profitable that others like those dealing with history or local news. Obviously, the most profitable niches are going to be very competitive, but when you appropriately select the keywords and optimize them on your site, you will score a coup on the competition and, in turn, make good money.
Drive Traffic to Your Site
If you want to make money with AdSense, then you should think about how to bring traffic to your site. There are several ways that you can get more traffic within a short period of time, but the best way is finding organic search traffic. You want to target visitors seeking certain information rather than just social visitors. The choice of keywords you target determines the amount your site might receive. If you select solid keywords and optimize them correctly, then expect good money…if you CRO your site.
Create a Solid Website with Effective Ad Placement
It falls upon you to ensure that your ads are placed in the most effective places for the best results. When designing your website, you should know where to place the ads for high visibility and high return. Generally, ads that appear on the upper part of the landing page are more effective than those below. For example, ads on the upper left of the webpage are more effective than those on the lower right. Wider ads are also more effective, as are ads that display images or video. Ads that are placed directly above the primary content, those that appear at the bottom of the page, and above the footer are more effective. Using colors that match the colors of your website is also more effective. This is where website design and where to place ads will lead to a better payout from AdSense.
