Anti-Monkey Butt Powder

No, I’m not making this up.  This pic has not been PhotoShopped within an inch of it’s life. It’s the real deal, I promise.

That’s right, folks.  There’s actually a health/beauty aid product called [drumroll, please] “Anti-Monkey Butt Powder.” And they just extended the product line to include a Ladies variety, replete with - you guessed it - a female monkey sporting a pink hair ribbon.

How do you start to bring this - or any CPG product, let’s say - to market?  Let’s assume all the requisite data and survey respondents have first validated the market need for, ahem, the product.

We Have A Small Problem

Well, I put the powder on the same shelf (sorry, couldn’t resist the pun) as Preparation H, Summer’s Eve, Compound W, and a host of other products on the market that people have to buy but don’t want to talk about. They hide them under that bag of candy, loaf of bread, or package of paper towels in their grocery cart.

So if you have a product that people (albeit, perhaps a small segment of the population) need but are too embarrassed to buy, how do you bridge that gap?  Well, the Anti-Monkey Butt Corporation (OMG!) decided to call a spade a spade and embraced the mindset of many who might use their product (bikers, over-the-road drivers, commercial drivers of all sorts) and went the no-nonsense, candid, and undoubtedly humorous route.  They latched on to the earthy colloquialism and said “If the shoe fits, wear it.”  They called the product what it is.  Or rather, what it does.

No Pressure Or Anything

So undoubtedly there was some education, on some level, that had to take place first.  I mean, it stands to reason that if a great many people who have an affliction can’t or won’t talk about it because it’s personal, then it’s a safe guess they might be in denial that they need it.

But what AMB does is kinda beautiful.  They don’t hide behind a bunch of fuzzy benefit statements that still leave you wondering exactly what it does, and where it should be used.  Smartly, they even have a race car sponsorship that makes you nod slightly and say to yourself “oh, I get it.”  Because of course, those drivers sit for a long time in the heat while concentrating on work, right?  Kinda takes the benefit statement a step further in this case and validates it.  The flip side is, that could be a risk–a great number of endorsements (think Danika Patrick and Boost Mobile) really don’t tie product and celebrity/situation together well.

Did We Pull It Off?

Well, it might be hard to say at this point.  I can’t imagine what the anticipated sales are year over year, if there’s share to snare from a competitor.  Maybe there’s some huge forecast of increase in OTR trucking jobs in the next 5 years, creating larger market opportunity.  More line extensions? One can only hope not.

In the end, I’ll tip my hat to AMB.  It’s risky out there in health/beauty aid world, and it could be hard to convince me you’ve got a solution if I’m not really aware there’s a problem.  But your name and your look are worth a second glance, and maybe that’s when I start to wonder if it wouldn’t hurt to try. For someone else.

Plus, it makes a great 40th birthday gag gift, eh?

Today is the first day of the work week and as usual we ended the day with our company meeting.  There’s only a small number of us, so we can be efficient with the 45 minutes we’ve allotted.

As usual, each team member spent a few minutes touching on the more complex, urgent, or higher-profile tasks facing them this week. Sometimes they relate those tasks to specific goals, be it client service, operations, marketing or sales goals. It’s nice to tie the daily transactions in with the bigger tickets.

I coordinate these meetings and generally steer conversation along. One of my goals for our time together is to review a topic or issue that’s a bit to the left or right of daily production but nonetheless part of the framework of our company.  Deeper stuff.  Like how sometimes short-term sacrifices have to be made in order to reach long-term success.

The Brand Embodies The Culture

We’re in the process of re-branding the company. We’ve evaluated the marketplace, reviewed the competition, discussed visions and opportunities, determined our value proposition and have crystalized our position, promise, and essence. We’ve created a new brand identity that’s synergistic with our offering, contemporary, and flexible.  For these and a number of other reasons, our small company is on the precipice of a great, roaring forward movement that’s very exciting. Now is the time to talk about culture. What it means to each of us as individuals, as a cohesive unit working in synchronicity, and its’ impact on the business and the brand.

So some of today’s “deeper stuff” was focused on strong culture, and the value an environment of shared principles and standards can bring to a growing organization.  A few excerpts from my handout:

Culture Equals =

• An integrated set of beliefs, knowledge, rituals, and traditions.
• The set of shared attitudes, values, goals, and practices that characterizes an institution, organization or group.
• Values that give life to a business.

If we embody our culture and thread it into every customer, prospect, vendor touch point, then we will give all of them reasons to believe our brand promise:

Only Ovation Interactive provides complete digital signage solutions that help businesses build relationships and influence customers’ decisions.

We’re not yet at the point where we can articulate the culture, or even all of our values. Our vision exists but remains a little nebulous (no succinct elevator pitch yet). These facets are all incredibly important, and I’m personally very thrilled to be part of shaping a living, breathing organization in a high-growth industry offering a great product and conscientious value-added support. We have a lot of positives to draw on, and we’ll work through fleshing out those cornerstones together.

How Might A Plant Resemble A Company? A Brand?

1. The beginning was rife with struggle. Maybe even odds against.
2. They both started small and were nurtured and protected throughout critical times.
3. They both need precise amounts of key elements: fuel, disposal systems for waste (think figuratively), a space of their own among others of their kind (category competitors, even if not direct competitors).
4. Their owners are proud, beaming over their parental abilities (especially true of brand managers, lol).
5. They both are strong yet delicate.  Resourceful but vulnerable. (I’m amazed at how sometimes my plants can bounce back when I forget to water them. Similarly, organizations and brands *can* function on many levels while still having weaknesses or inefficiencies, even a lack of productivity. How well and how long is another question, though).
6. The healthy ones both want to bust out. They both come to fully “know” the space they’re in, fully consuming all the sustenance there is to be had. And then they want more, diving deep down to seek it out.  Maybe this is just plain growth (share) or maybe it’s innovation (product enhancements, line extensions, etc.)
7. Sometimes the solution comes at the right time. The plant can be divided, equal amounts of roots and healthy leaves in both halves. Sometimes the solution comes, but the plant has already been compromised. Will it survive? In the case of the organization, delayed action may have a number of consequences: a preemptive competitive strike; a loss of employee talent; failure to capitalize on opportunities and drive them for all their worth.
8. Like the roots of the plant constantly bumping up against the sides of the pot, never reaching beyond, so act some organizations. Things done “this way forever” are seldom questioned. Certain behaviors are just accepted (French-like shoulder shrug here). There may be walls of mirrors surrounding the place, causing some to see a reflection, and bounce around within.

Sometimes a future existence is about survival. Sometimes it’s about growth. A newly divided plant can experience initial shock, but with TLC move beyond. Dare I say, so can an organization or brand that’s determined their objectives and goals require purposeful, decisive action and maybe even new ways of thinking, problem-solving.

So tomorrow, when you review your priority list, delegate projects, evaluate results, and determine next steps, force yourself to think through your first inclinations (and maybe your second). Adopt the mindset of a peer (”How might Jenny consider this?”), the perspective of your boss. Take another look. Still don’t see something new? Then reverse the natural order of progression and take another look.  See an error, an opportunity now?

No? Well then might I suggest crowdsourcing.

I heard this inspiring quote for the first time in February, mentioned by my friend and counselor Sam Meers at a gathering I wish could have happened at some far, distant time in the future.  As it is, we were saying good-bye to a friend, a man who was bigger than life. Even as I heard Sam speak those words, they crept into my head and quietly spoke to me for months.  I’m finally writing about them because I think it’s important for others to consider reflecting upon the paths they’ve taken in business and in life, and the persons they’ve shared their journeys with.

Good Judgment Comes From Experience

I’ve had a few things happen in my life these past 8 months or so. Many good; I am a blessed and fortunate woman. Other things, however, I would have (at the time) preferred to avoid. As with many not-so-welcome events and experiences, most turned out for the best in the end - even though it may have been uncomfortable and the purpose just plain unclear for awhile. The important thing to me is to have survived the upset and walk away having learned everything of value possible.

Experience Comes From Poor Judgment

Herein lies the stickier part of the equation. Not only is it our responsibility to soak up opportunities to learn, and apply that knowledge when the situation calls for it. Well, we also have to stumble and make some missteps in order to know the difference between the right way and the wrong way, the best choice and the choice that’s simplest. Only by (occasionally) exercising poor judgment, making bad decisions, or tossing circumspection into the wind will we feel that white edge of pain which provides boundary between real leadership and the guy in charge. Between strength of character and situational control. Between being wise and being condescending.

One Can Move Mountains

Each of us has tremendous power. I think most days we forget it, though, as we scurry to meetings, respond to crisis, scramble to beat the clock. We see the forest for all it’s impressive bulk, density, and size. But we overlook the trees, some of which are tender and straining for sunlight. Sometimes our efforts to penetrate the forest may hardly even get noticed–by our boss, by the market. But our purposeful hand at even one tree can be seen and felt for a long time. That tree could be a single customer. Or a lone co-worker.

Ways You Can Be Powerful

1. Take each hour just a little more slowly.  Yes, the 9am deadline is fast approaching and you hear the copier make an alarming grinding sound from down the hall–but you have a supplier on the line and it’s not his problem. Give him the courtesy he’s due. Remember, you have the power to change the entire tone of his morning.
2. Really listen.  “How are you?” may be a perfunctory question in some social exchanges, from the early AM Starbucks line to the receptionist whose name you often forget–that doesn’t make the question meaningless. Listen to the reply you receive, and pay attention to what they say. Give a care.
3. Give it a second thought. Conclusion-jumping is the easiest of all Office Olympics events, but I’m ready to hand off my medal; are you? It’s so simple to get swept away with the tide of personal issues that an office environment affords. Remember that you can be a contributor a neutral party–only one gives you the power to remain removed and somewhat insulated.
4. Be vulnerable. “I’m sorry.” can be two have the hardest words to say, especially if strong words have been exchanged or there’s been an event. But when you need to say you were wrong, do so by giving the other person the respect and deference they deserve. Being vulnerable can help break down barriers; remaining open-minded and non-judgmental will remove the rubble and prep the ground for new work.
5. Share what you know. You’re smart, you’re experienced, and you have a lot of gifts to lend. Pay it forward by opening your schedule and your heart to helping others, so that they might grow.

To recap–tomorrow, remember that you’re one person, but have been made so by all that have come into your life. Whether a book you read, a speaker you heard, a friend who aided you, or a parent who guided you. You’re one person who can change your world as you know it–through a phone call, your casual words,  admirable choices, and freely given gifts of time and energy. You’re one person with the power to change many.

Last week, I was in Des Moines, IA attending a marketing conference sponsored by the Iowa Banker’s Association titled “Blue Ribbon Banking: Marketing for Success.”   At Ovation, we’re considering our sales strategy for the bank vertical and this local conference provided good timing.

My banking experience is limited to the typical consumer relationship, so I thought it particularly important to visit with bank marketers in hopes to better understand their pain points.  Knowing the issues they face could help us tighten our messaging or even inform development of creative sales programs to help reduce barriers to entry.  While in attendance, I sat in on three presentations that remain top-of-mind for me, from presenters Mills Financial Marketing (Spirit Lake, IA), F&M Bank (Columbia, TN), and McLellan Marketing (Des Moines, IA).

140 Characters or Less

Mills had the opening keynote and endeavored to cover a lot of ground including e-marketing tactics, ideas to befriend local media in an effort to increase exposure, and about tapping into the community to create a vibe and stay current.

F&M had another 2-hour session presented as a case history of the institution. From a small, infrequented bank located in the wrong neighborhood to an incredibly successful, high profile institution with impressively appointed offices, F&M has grown by tapping into key customer motivators (like ‘exclusivity’) and psychological aspects (such as southern-bred compunction to reciprocate). It started by using twice-weekly ladies lunches (hence the chicken salad) to create networking opportunities for bank executives to connect with prospects (and their friends!) on a personal level.  The bank remains focused by funneling marketing dollars only into venues that provide the greatest opportunity for exposure and return–instead of sponsoring a Little League team and receiving the F&M logo imprint in return, the bank might sponsor the winning team pizza lunch and make a short congratulatory announcement, followed by small talk with the kids parents.

Drew McLellan (@DrewMcLellan) provided curious bank marketers with insights into baby step-sized forays into the world of social media and social networking.  I live-tweeted the presentation (#drew), but you may have to scan through some other search results in order to view my notes.  I think Drew used humor to to comfort and reach his audience, and broke down the various tools and platforms into easily understood and prioritized chunks. Among his imperatives were Google Alerts and LinkedIn. He mentioned posting his presentation online, and when I can get the URL, I’ll update this post.

At the End of the Day

Some part of me had hoped to learn about some new tools or understand topics in a deeper way that I could apply back at the office. While that didn’t necessarily happen, I did gain a greater appreciation for the unique situation marketers in each separate vertical must face–I truly did not anticipate that banking would be slower to adopt than healthcare, but in speaking with folks at the conference I’d say that’s definitely the case. This event impresses upon me the importance of research, focus fieldwork, and good old-fashioned listening.  You may have a great product or service, but you’ll run into difficulties reaching prospects if you don’t truly understand how to relieve their pressure points. Looking forward to the September IBA conference, I figure we’ll be ready.

The sentiment on the street remains cautious, conservative, and even scrappy. Businesses everywhere are feeling the shock waves which still reverberate from the crumbling financial and real estate empire which began 18 months ago. There’s no arguing that belts have been tightened, expense reports and expansion plans scrutinized, and sacrifices made in the interest of staying protected, controlling cash flow, and mitigating exposure/risk.

Yankelovich:

As consumers, we’ve felt the effects at the office, the pump, the check-out stand, and in our quarterly 401(k) statements (aside: yowza!).

What I’d like to explore, however, is how these times–these circumstances–are affecting business beyond defensive and reactive measures.

What Are You Gonna Do About It, Huh?

What are clever businesses doing offensively as a result of the current environment? What are they doing in an effort to conduct ‘business as usual’ and pursue share? Or are they focusing on maintaining existing customer bases?

Take That, Giant Sucking Sound!

Captian Clever Is Victorious!

I’ve found a few approaches I think are interesting. What have you seen by either a local, regional, or national brand that you think is a particularly compelling way of thumping the nose of economic pundits or extending a hand to consumers?

1. Domino’s Capitol Hill campaign and “Big Taste Bailout” promotion
2. Ford Advantage Program’s Job Loss Guarantee
3. Walgreen’s “Take Care Recovery Plan” offering free health care
4. Michigan homebuilder Allen Edwin’s “Peace of Mind” mortgage payment program

I’d like to suggest that there are a handful of typical classifications into which some employees may fall. Mind you, certainly not all employees; but upon reaching a critical growth stage and deciding to make that next big leap in an effort to stake a position, raise awareness, persuade perceptions, and grow share, a company can suddenly find its employees on opposing sides of the train track. There are those most comfortable with territory they know, the ground they’ve covered. And then there are those anxious to go new places, explore new worlds.  Friction can ensue.  What do you do?

Opposable sides of the track.

Passive-Aggressive Polly is seemingly on board with the movement. May even offer feint praise for your courage to try new things, the long number of hours you work, the effort put into the first draft of the plan. But her clear subtext is that the new things detract attention and resources from the real job (and hence, not a good idea), your hours are the result of poor time management (that social media stuff you play with), and the plan draft is unrealistic (don’t you know anything about the company yet?).

Comment: Polly might feel threatened, whether by the uncertainty the ‘change’ and the future may hold, and also by those so willing and eager to move forward. In practical terms, what might change mean to her–her role, her influence, her freedoms. Certainly, Polly can’t be permitted to ‘zing’ others as as a defensive strategy.  We don’t bring ourselves up by tearing others down. Try calling Polly on her tactic and ask her what she’s really afraid of. She just might tell you. Or at least she might be abashed that someone saw through her ruse.  Passive-aggressive people aren’t so clever…they only think they are.

Status Quo Stephen pretty much has one speed, and he’s been idling there for his 7 year career there. Has no need for a laptop; work is for the office. May make introduction of a new process or tool much more involved than necessary simply by not applying himself or being obstinate. Often over-complicates technological changes (email protocol? centralized calendar?) because he can’t be bothered. And look, it’s 4:58pm already, time to head home to the recliner.

Suggestion: Try challenging Stephen to tap into the unique gifts that made him a valuable asset at the start of his career. Was it his gift for data? A flair for disarming disgruntled customers? Consider StrengthsFinder 2.0, Caliper, or other assessment that can help you refocus on Stephen’s strengths. Maybe his role has shifted into something that doesn’t match his interests or talents.

Unaccountable Amy lacks self-awareness. Other people, other events, other circumstances are the barrier to her success. Her equipment is insufficient, she doesn’t have the marketing resources, the economy has ruined her prospecting, she was sick as a dog most of that evaluation period, ad nauseam.  And is anybody going to do anything about the recycling already?

Suggestion: Help Amy shore up he weak wrist by holding the mirror for her. If MacGyver could blow a bridge with only a tissue box, flour, shoestrings, binder clips, and sparks from wet rocks, then Amy can be resourceful too. Buddy up with someone to practice breaking through gatekeeper rebuttals. Share her script with another sales person and ask for a critique. Unaccountable people tend to push boundaries until someone truly calls foul!  Unaccountable people are unproductive people.

Control Freak Connie is the romantic equivalent of a mood killer. A buzz kill. Discovers, creates, insinuates, and forces drama, enough to give Scarlett O’Hara pause. She has the power to throw everyone off their groove with her negativity, unwillingness to accept new scenarios, unable to step back and see the bigger picture because she’s still preoccupied with her little place in the whole thing.  There’s yelling, slammed doors, tears, rolling of eyeballs and martyrdom.  Knows where the skeletons are and isn’t afraid to threaten.

Does of Reality:  we’re all replaceable. Heck, the U.S.A. has a Vice President, doesn’t it? A back-up plan? Real success doesn’t come from having the keys to everything (rather, just creates a bottleneck and a power issue). Real success comes from knowing you’re a solid contributor to something bigger. From being vulnerable to review and suggestion. From being self-aware enough to know when you’re a hinderence instead of a help. Know when you’ve taken something as far as you can, and now it’s time for the clean-up batter to drive everyone home.  Doesn’t it feel good to let go?

Reticent Rick is torn. He sees what’s available on the other side and wants to try. But that little voice cautions him from taking steps. He may have taken a chance before, only to have fallen. He teeters between believing in himself, taking risks and being overly cautious.

Observation: His hopeful reluctance does a lot of damage, both to himself and to others that have faith and trust in Rick. Indecisiveness can hinder others from recognizing their full commitment and send confusing messages. It can indicate a lack of confidence in one’s own decision-making and impede others’ growing respect. And it can ultimately perpetuate the weaknesses of others (like Connie, above) by enabling their denial or their drama.

MY POINT WITH ALL THIS? Well, it’s actually complex and not at all a commentary on any single experience of mine. But I am now part of a company poised to be something more this year than it was in year’s past. I know how that makes me feel. And I’m discovering how that makes others feel. I want to learn what groups can do to bridge gaps, understand capabilities, and make judgment calls about individual capacities for change, flexibility, and contributions.

Some have a remarkable power for adaptation. Others cling to their Swingline like that loosely-hinged low-talker from Office Space.

———

Author’s Note: A reminder: A) this is my blog, my podium of sorts (which means I get latitude, even if opinionated) and B) I’ve been blessed to work in a good number of companies big to small, in a variety of markets, focusing on a number of verticals. What I haven’t learned about business culture and environments first hand, I’ve absorbed second hand through clients, suppliers, and friends.  I’m betting in even some small ways, readers can identify with this scenario and these characters–they’re universal.

While making a quick grocery run last night, a friend ran by an end cap in the beverage section that gave her pause. I’m not a big wine drinker so maybe this isn’t news to you as it was to me–but evidently there’s a wine on the market named, of all things, Bitch.

Now that’s different, admit it.  One wine reviewer is quoted as saying “Bitch Grenache…Supple, sweet, and tasty, this wine totally over-delivers for its humble price and is an exceptional value.” I’m not sure I reconcile the review with the brand name. Kind of expected something more along the lines like “Tart, flirty, and totally kicked my ass.”

At Ovation (my employer), we’re working through a whole brand audit, rebranding, and repositioning process. Giving great consideration to our name is certainly something I’ve dedicated a lot of energy and think-time on, along with research and ideation sessions with talented creative thinkers.

And I can’t say that my mind would have ever laterally wandered to such a provocative (not to mention potentially polarizing) epithet.

I’m not put off by a curse word for a name. In fact, it’s intriguing on one level that a company would be so bold. But I’m disappointed because I don’t see that there’s been any follow-through on the “Bitch” promise in their marketing or even on a packaging level (I don’t actually think of tiny pink hearts when I think of Bitch). There’s no clever Web site with the back story, there’s no community movement of wine drinkers sharing the inevitable memorable story when they gave a bottle of Bitch as a hostess gift. There’s no branded Bitch Wine merchandise. There’s no intrigue, no mystery. No story.

I think this could have been a great consumer interest hook among wine drinkers. Right now it’s just a bottle of squished grapes.

I believe that Team implies a relationship. Team assumes two or more parties share interest in a common topic, understand risks and rewards, are motivated to perform successfully to achieve a goal.  The relationship isn’t based on a hierarchy but instead a keen grasp of how one’s part fits into the larger whole.

Years in (client) service-focused roles have made me especially aware about relationships. Of course I study brand-consumer relationships. But right now I’m also pretty attuned to internal relationships, thanks to being a newbie and for listening to Zappo’s CEO Tony Hsirch’s fabulous keynote on corporate culture at SXSWi in March. I’m thinking about our vibe, our collective persona, the way we hang together as a unit. What does it take to generate the level of camaraderie, energy, trust, and selflessness to build a strong internal team?  The kind that can weather storms? The kind whose “connectedness” can be seen and felt by others on the outside? The kind of team that glows.

I also think the “relationship” element has never been more important to service companies than it is today. Maybe even reconsidered within the context of the corporate value proposition.  Attributes of accountability, service delivery, and high performance aren’t intrinsic to doing business–they’re cultivated from within. Considering the laws of attraction, successful companies holding fast to these traits attract clients with similar values and styles. Right?

It’s possible that internal relationships, client-customer relationships, and client-service company relationships are three separate boiling pots that each need constant attention. But I think that they each have several ingredients in common–the right combination could help create a fair and equitable relationship for each party.

I’d be interested to know what you think. What ingredients did I miss? Which did I get wrong? Or am I off base all together?

1. Statement of Boundaries.   I think it’s true from babies to adults–we all need to know what’s my area and what’s your area. What’s expected of you, what’s expected of me. What you “own,” and what I “own.”
2. Sense of Perspective.  Spend some time on the “About Me” section. Share a little about yourselves. Review the backstory. You might be enlightened and better understand someone’s motivations or fears.
3. Areas of Opportunity.  Time and a sense of objectivity will help you recognize areas others may need or want to grow. What can you teach them? How can you inspire them by example?
4. Self-Examination.  You know what you do well, but it might be a good idea to occasionally step back and review your methods or style. Are you earnest when seeking input? Are you as approachable as you could be?
5. Knowledge of Vulnerabilities. Take a minute to consider possible core concerns. Look beyond behaviors and try to understand underlying fears that just might be impeding progress.
6. Risk Assessment. We do this all the time in less intentional ways–compensate for what we perceive as a weakness in someone else. How might you help ensure success by removing obstacles? Being more diligent with follow-up?
7. Mutual Respect. As with personal relationships, those in business relationships must hold mutual esteem and respect. An ex-client once told me (after a formal review process), “We would have had more respect for you guys if you occasionally called a spade a spade and told us ‘no.’ That would have been OK with us.”
8. Consistent Delivery of Expectations. I think this circles back to respect and trust. A lot of vulnerabilities can be shored up with consistent delivery of commitments. It’s your name, your brand on the line. What does it stand for?
9. Self-Worth. Now and again, there will just be some inequities. Find out what you can live with and what you can’t. When the line is crossed, be firm and resolute. If it’s crossed again, that may be a warning signal that you’re not a good match. Consider calling it “done” before your team spends too much time, energy, and resources (a sure morale and financial drain) trying to shore things up. A couple of emergency situations a year might be fine; bi-weekly occurances might not.
10. Periodic Reassessment. We don’t often stray in big ways, rather make slow and steady progression from the original, intended path.  Do a gut-check, run a survey, do some secret shopping, run a contest–find out if there’s a difference between who you think you are, and how others perceive you. Is the teeter-totter still equally balanced?

For the most part, I’ve had a great experience here in Austin at this year’s festival and will definitely seek to attend again next year. I’ve gotten closer to some fabulous thinkers and authors with whom I’d never interact with were it not for this festival, due to it’s unique culture. I’ve learned some insights from small but successful business owners about how they manage scale. And I strengthened relations with communications professionals (public relations, marketing, branding, internet technologists, social media) that previously I’d only known through Twitter or not even known at all.

All of these and more weigh out on the positive side of this trip investment for me and while don’t immediately net tangible value (like a new client signed or affiliate partnership), these take-aways will coalesce into building a smarter, more resourceful Heather (and if for some reason it doesn’t, it’s my fault and not a reflection on them).

As a newbie SXSW’er, I knew this was a good conference for me to attend, even without having pre-defined specific goals for my attendance.  I had an idea about what was possible here, even without having an idea about what to expect.

Being exposed to a great number of speakers, with different specializations and interests, educational backgrounds, and experiences, what I saw ran the gamut from smooth, planned, and controlled to downright disappointing and poorly delivered.

A few of my thoughts on offering the most to your audience, to really reach them and provide maximum value. Nothing earth-shattering here, but maybe a good general collection:

1. Write well-defined seminar/panel descriptions for the guide books. The quirky colloquilisms can be fun on one level, but what if people don’t get your humor or can’t decipher what your session is about because it’s too abstract? You run the risk of irritating those who *thought* they knew what to expect (but then don’t deliver), and missing fans who didn’t catch your drift and elected to attend something else instead.
2. Provide sufficient background and solid introductions. To fully appreciate the thought leaders on the panel, shouldn’t I be told some of the reasons why paying attention to them is important? How they earned their stripes? While I recognized at least a couple of the folks on panels I attended (which of course shaped my decision to sit in), some of them I didn’t know about and really wanted to.
3. Bring your administrative skills. Claim a hashtag at the onset of a meeting so that everyone who live twitters it is on the same page. Outline the purpose and goals for the panel in order to reinforce someone’s decision to sit in. Already have your presentation posted to Slideshare and announce the link. And share the twitter handle for all the panelists so people don’t have to search if they want to follow them.
4. Follow up with registered attendees. I didn’t experience this at all. And granted with a conference like SXSW, there was a lot of informal attending/departing that wasn’t on the books. But at least having a solid register list could provide panelists with a way to solicit constructive feedback, reiterate their main points, and provide a tangible take-away with pass-along potential (thereby reaching even more folks).