605: Seth Godin - How To Be Remarkable, Create a Strategy, Build a Tribe, Develop Taste, Lead Others, & Leave a Dent in The World

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Oct 20, 2024

Seth Godin, a renowned author and marketing expert, shares insights on creating remarkable work and the essence of effective leadership. He emphasizes the importance of authenticity in both creative endeavors and recruitment strategies. Godin explores the concept of strategy as a flexible guide, suggesting that true success emerges from community engagement and intentional choices. He advocates for leaders to inspire and support their teams, fostering a culture of innovation while avoiding the temptation of easy, low-hanging fruit.

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ADVICE

Create Remarkable Products

To achieve word-of-mouth marketing, create something remarkable, worthy of remark.
Make something others want to share to enhance their status or connection.

INSIGHT

Strategy as a Compass

Strategy is not a fixed map but a compass, guiding you through a process of becoming.
It's about choosing actions today for a better tomorrow.

ADVICE

Serve Existing Customers

Focus on serving existing customers who trust you rather than constantly seeking new ones.
This builds deeper relationships and encourages them to share your work.

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The Learning Leader Show With Ryan Hawk

Full show notes at www.LearningLeader.com

My books:

Welcome to Management - https://amzn.to/3XWyZAH

The Pursuit of Excellence - https://amzn.to/4eX9vtP

The Score That Matters - https://amzn.to/3zPub7Z

Seth Godin is the author of 21 international bestsellers that have changed the way people think about work and art. They have been translated into 38 languages. His breakthrough books include Purple Cow, Tribes, The Dip, Linchpin, and his latest book is called This is Strategy. He writes one of the most popular daily blogs in the world and has given 5 TED talks. He is the founder of the altMBA, and the former VP of Direct Marketing at Yahoo!

Notes:

"If you want word of mouth, you have to create something remarkable, and that means it’s worthy of remark."
The elegant path is the most useful way forward. “My neighbor is a barefoot runner. He glides without apparent effort.” Elegance is simplicity, efficiency, and effectiveness.
Dorothy and Her Crew. How did Dorothy persuade the Lion, Tin Man, and Scarecrow to join her on the trip to see the Wizard? Did she make a case about how much she missed home? No. She created the conditions where the others could get what they wanted by joining her.
Seeing Strategy Clearly. Strategy is a flexible plan that guides us as we seek to create a change. It helps us make decisions over time while working within a system.
Low-Hanging Fruit Isn’t. It’s all been picked. The easy, direct, obvious paths are unlikely to get you the results you’re working so hard to obtain. In fact, these paths are probably a trap.
Seth, at one point, got 800 rejection letters. Have to keep going...
"I wouldn't call Steve Ballmer a good leader."
An example of Seth making a difference... He went to Kenya and talked with 60 people who started a book club based on his book Linchpin. "They decided to be leaders."
Make decisions in the moment:
- Examine the issue
- Get feedback
- Look for patterns
"Taste is knowing what the market wants before it knows it."
Rick Rubin
- Reality distortion field
- Johnny Cash
- "What do you think?"
"Objections are your friends."
What are the commonalities among leaders with whom Seth has worked and who have sustained excellence? They are all different, but the one thing they have in common is they all have chosen to be leaders. And that means that they are here to make a change happen.
Management doesn’t just exist. It was invented. When you race to the bottom, You see people as resources, not as people.
Questions That Lead To Strategies. 84 questions. They’ll force you to think through your strategy. By answering them, you’ll be better prepared to make a difference… And make a ruckus. Some of them: Who is this project for? What is my timeline? What systems would need to change for my project to succeed? Where will I cause tension? What resistance should I anticipate? Where is the empathy? What asset would transform my project? What can I learn from comparable projects? Is the change I’m making contagious? Can I make it easier for others to decide? How can I design for network effects? What are common objections I expect to encounter?