INTRODUCTION

WHAT IS THE BEST WAY to talk about your business?

I have been working on the answer to that question for years, mostly for the benefit of clients. I have also tried to figure it out for my own business, especially as the nature of my work has changed dramatically a few times over those years.

Whatever the nature of your business, the conversation matters. It's probably the simplest, most direct way to stand out in our increasingly noisy world. It also represents the fastest way to grow. The social media and online worlds get most of the attention, but the vast majority of word of mouth happens offline. That is where the growth opportunities are hanging out, just waiting.

Too often we miss out. People know us and our organization, but they don't fully understand what we do or whom we serve. Customers and friends would recommend us but aren't sure what to say. The real value we offer is trapped inside industry lingo, technical specifications, and self-focused language.

I am not immune. Not long ago, at some sort of reception, a longtime acquaintance came over to catch up. “Are you still teaching?” he asked. Understand that I was a university professor for several years, although I left the academy fourteen years and two career changes ago. I was surprised by the question but should not have been. It wasn't his fault. In fact, he was both kind enough and interested enough in me to ask a specific question (rather than some bland “How are things?”) and drew upon his most recent and accessible memory of my work. It was a reminder to this messaging expert to stay on top of my message.

No one's business is standing still these days. But I have seen very little practical help for professionals or organizational leaders to take advantage of the immense opportunities in front of them. Hence this book.

If managing your message is so important, then why isn't there more guidance? If you scan a typical university course catalog, you'll find no shortage of “management” courses in disciplines such as finance, operations, marketing, or human resources but nothing specific to messaging. If you search online resources for “message management,” then you will likely see a lot of content pertaining to tactical areas such as call centers or phone systems. There is clearly a gap. I have a few ideas on why this has been the case.

The first is that message management seems to fall in kind of a mysterious gray zone or intersection among areas such as sales, marketing, customer service, and interpersonal communication. Inside larger enterprises, it's easy to find people with “manager” in their title, but I have yet to find anyone who has Message Manager on his or her business card. It is difficult to know who should be in charge of the everyday conversations of the business, even though those conversations are vitally important to the business.

I believe there are a couple of other important psychological forces at work here as well. One is that the mere idea of “managing” organic everyday conversations in a business might seem like a fool's chase, inherently unmanageable. “People are going to say what they're going to say, aren't they?” asked a skeptical executive. The practical realities that I have found, however, are much more encouraging. Managing the everyday message of an organization is just as plausible, practical, and profitable as managing a financial portfolio, a plant operation, or a compliance process. There are implications for growing revenue, building efficiency, and lowering exposure.

Managing your message is about clarifying your value to others and motivating human behavior, which itself has great consequences for the organization. This book is designed to make things simple and accessible.

There is one other sticking point that I have seen. Some professionals might acknowledge the importance of a consistent and effective message, and even buy into the idea that the process might actually be manageable—for someone else. They worry that because they aren't messaging experts or extroverts or creatives or great conversationalists themselves, they are ill-suited to be a messaging leader for their organization. In other words, they might say, “Jim, an MBA or a CPA could make for a good chief financial officer or financial manager. It probably takes an engineer or a process expert to be an operations manager. Who am I to manage my message or anyone else's? I can't even describe to my mother what I do for a living.” Well, have I got a book for you!

I wrote The Science of Customer Connections with a certain set of business professionals in mind, the sort that I have had the privilege of working alongside over the years. Some are just starting out. Some are making profound changes in their career. Some are well along a professional track. Some are in business largely for themselves as agents, franchisees, independent contractors, or solopreneurs. Some work for big corporations, others for professional associations or nonprofits. They work in fields from the technical to the creative, be that in IT, healthcare, technology, logistics, materials handling, financial services, insurance, or even the martial arts. But they share certain things.

Their business depends, in large part, on the spoken word—the everyday conversations that affect their business and its future. They often struggle to find their own way to talk about their business, and they might doubt their ability to lead a process or inspire others to do the same. They're busy. They have lots of priorities competing for their attention. And they are acutely aware that any initiatives for the business had better not create a bunch of busy work.

This book combines some simple principles that I have learned over the years, a lot of useful research, and the experiences of others into frameworks that you can follow. As you apply them, your business will grow—without you necessarily having to change your business model or elements such as your offerings, pricing, or distribution. In my experience, the process will produce a renewed sense of energy and clarity about your business and an enthusiasm for spreading the word.

I encourage you to read this book with a purpose. Consider the questions at the end of chapters and find ways to get started that make the most sense for you, your team, and your priorities for growth. Take your time, but don't let the concepts remain in the conceptual. As you begin to apply these principles and tips, you will gain skill and confidence. You don't need to be a PhD, an MBA, a researcher, a creative professional, an extrovert, or anything else to build new growth opportunities for your business, your idea, or your cause.

Welcome to the game, Message Manager.

Let's work to make sure your business story is shared well, and often.