On Unsolicited Advice

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Once you start your own business, the advice pours in from all sides: Your sister has a great idea for a marketing campaign. Your brother thinks you should get a franchise. Your father wants you to be tougher on your employees. And your mother, who's worried about you, suggests that maybe you should really be looking for a job.

Unsolicited advice doesn't just come from family members. Friends, lawyers, accountants, even strangers you meet at networking events or soccer games suddenly become experts when they learn that you own your own business.

It's a jungle out there. Of course, you could just ignore them all and go your own way. But some people have good ideas and insight. How do you know who to listen to and who to ignore?

Here's a handy guide for determining what advice to pay heed to, and who you should politely thank and say, "Could you pass the cheese plate please?"

• Experienced businesspeople in your industry: Listen hard to these folks! Novice entrepreneurs often believe they know better than those who've been around a long time. But the realities of an industry don't change quickly. You can learn a lot from those who've been in an industry. So listen closely even if you don't follow their advice to the letter.

• Customers: You'd better be listening to your customers, because they're the ones who determine whether you stay in business. It's tempting to dismiss the advice of customers because it often comes in the form of complaints. Instead, look for ways to gather as much insight and suggestions from customers in positive situations. Ask for their feedback.

• Employees: Your employees can be a rich vein of insight and advice for your company. Seek it out, listen to it carefully, and use it when you can. Create an environment where employees know their advice is welcome, valued, and given a careful hearing. Employees often know the ins and outs of some aspects of a business better than the owner.

• Investors: Your investors are, in essence, your partners, so the advice-giving and advice-taking process is a two-way street. It's part of your job to help your investors know enough about your business so that when they give you suggestions, it can be informed and well-reasoned.

• Board and advisory committee members: In most cases, people serve on your board of directors or advisory committee because you've asked them to, so their advice should be given great respect. Board members (of corporations) have legal authority, so board decisions must be followed.

• Friends and family: Your family's support is often essential for major business decisions, especially financial ones. If you're taking a home equity loan, for instance, you certainly must have your spouse's approval. In which case, they have a right to have their suggestions listened to with respect.

But on other decisions, remember, people close to you have their own motivations and their own fears coloring their advice. When your spouse suggests you'd be a lot more productive if you didn't work in the living room, he or she may just want to get your stuff out of the way.

Rich Today, Poor TomorrowMatzoball on David Letterman
dane cook

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Great article in the January 29th issue of The New Yorker titled “What’s The Trouble?”.

It’s primarily a deep deconstruction of how doctors think and make a fast diagnosis under pressure. Which turns out to be dangerously flawed in many cases… especially if they like you.

But the article also makes an excellent cross-reference to how the same kind of thinking can affect business owners. This isn’t about evil or obtuse agendas… it’s about how a very natural way of looking at vast, changeable, and not always clear data can mess with your head.

The result can be frightening for a patient. And disasterous for a business owner.

I love the New Yorker, by the way. It hosts the best writing in journalism right now, and yet it’s on the stands every week. (I have a subscription.) There’s no telling how long this excellence will last — it’s dependent on enlightened publishers, hard-ass editors (who barely exist anymore in journalism), and ambitious, competitive writers who are at the peak of their game.

Learning to write well has nothing to do with grammar. It’s about communicating. And it’s nearly a lost art in America. Molly Ivins died yesterday, one of the last of the truly-courageous Old School columnists and book writers in politics. (Thank God P.J. O’Rourke is still pounding ‘em out.) We won’t see her like again soon… especially since the Corporate Beast discovered how easy it is to use books to coat public discourse with bullshit propoganda and rabble-rousing name-calling nonsense. (Both Al Franken and Ann Coulter fall into this category. These scumballs and their publishers are strangling American political dialogue.)

All this, however, isn’t necessarily bad news for people who care about good writing. And I assume this includes you, since you’re reading this blog.

The need for clear, truthful writing will be filled. If you care to join those of us who work to master the craft (and while it ain’t brain surgery, it does require waking up and facing reality), the rewards are beyond counting.

For business owners, the lack of good writing in your market is an opening you should leap into with guns blazing. Whether it’s honing your sales message, or building up your content and nurturing your list… this is the most important writing you will ever do.

And doing it really, really well allows you to stand out no matter how much better funded, or better situated your competition is. A single good copywriter can go up against Attila The Hun, Inc, and win.

Just remember that when I suggest articles to read.

Sharpening your ability to communicate is like putting money in the bank.

Stay frosty.

John Carlton, http://www.marketingrebelrant.com/

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