Deactivating Twitter

So that happened today, for both the sports and business blogs. It was surprisingly easy, honestly, but I never really loved the site in the first place.

A few things:

> I have no idea how much this business was worth before Musk decided to have a nervous breakdown in public and light more money on fire than anyone has ever lit before, but you have to assume it was more than nothing. Which is what it's worth now.

> There's really no reason to think that social media as a business model, which wasn't exactly swimming in profit before this insanity, should survive this dumpster fire. Sure, some of the smarter people from Twitter are going to land on their feet, but you just had a brand that was known worldwide cease to exist. There's reasons for that beyond the bad ideas of a delusional maniac. 

> Anyone who is still working at Twitter should be presumed a grifter. There's no way that the 25% that are left are there for any reason other than to take the money Musk has got left. One presumes that there is some.

> I'm not certain that if I drove a Tesla, I'd feel good about it now. I get that they are great cars, but you are driving something that used to be known as a premium brand and forward thinking, and is now a source of ridicule. Can't be good for the resale value. And they were always expensive to fix.

> If this gets us to a better world of less snark and international influence on the decisions of nations from outside actors, I'm OK with losing out on the joke room pitch fest that was my feed. If it just means a world with less bad ideas of fun, also a thing.

> If you want to draw a similarity here between Musk and Alex Jones, or Musk and the content apocalypse going on with HBO Max / TNT Et Al... well, I'll see your supposition and raise with the following. There's been too much content for anything approaching economic sustainability, and we're probably going to a place where everyone is going to be presumably entertained a little less. Or just differently. Emphasis dark.

> If you'd like to imagine a dystopia where everyone stares at a TikTok feed of AI-driven quick twitch junk food for the intellect, yeah, that too. I'll be listening to podcasts instead, but I'm also not delusional; most folks are going to do the easy thing. You don't have to be like them, and if you've read this far, you probably aren't. Feel good about that.

What You Learn From Bad Clients

Folks, the life of a consultant may be lucrative. 

But it isn't easy.

Something that happens when you open your shingle to the world is that, well, the world isn't all great people. You run into folks who traffic in bad faith, deal in all or nothing thinking, behave emotionally, and your reward for all of this is, well, the paycheck. And nothing but the paycheck, because the value you add will feel like a bad exchange later. 

During the engagement, you make yourself believe in the client, because not believing in the client is, at least for me, impossible. Once we commit to a job, we're doing the job, but this is all at-will work where the role was available. It's often available for a reason the client won't admit. That's the fun of dealing with people who deal in bad faith.

In the past couple of years, we've had clients who:

> Ranted and raved about colleagues as if they were, well, children (in need of medication)

> Scheduled entire days of meetings, then never showed up on time for any of them, fostering an environment where time waste was endemic

> Forced goals on junior personnel that were ridiculously higher than the historical production rate of past teams as a bad faith exercise in office politics

> Engaged in "I got mine" leadership of more or less washing their hands on controlling the excesses of executives

> Preached values for public consumption that they utterly failed to uphold on a personal level

> Committed the naturalistic fallacy (what is true for me is true for all) as if self-doubt or self-reflection was a virus

> Treated Covid precautions as a sign of weakness and/or mockery

> Assumed the worst of everyone for everything (well, game recognizes game)

> All while claiming that said excesses were made up for by some other virtue (loose hiring, flexible hours, lavish lunches, etc.)

It's sobering. 

Discouraging. 

And in the long run, always, always, always a plus to get away from.

So what have we learned?

> Bank and save, so you can take on fewer red flag clients

> Practice gratitude, so that you don't turn into the bad client

> Trust your gut. Especially on things like using your own credit card for reimbursed expenses.

> Know that even if the bad client seems to thrive from their bad behavior in the short term, they won't be able to escape who they are. Character is destiny, and time wounds all heels.

> Live well. It's the best revenge.

Forward!

What We've Learned (So Far) This Year

Also, that Simpsons Memes = You Are Old

M&AD's business is, as I write this, up over 20% at this time from 2021. (Go us!) We've also got a pivot movement happening right now, as an old major client offboards for business reasons, and a new significant player hops on. So I thought I'd take a moment, as we've got time enough to write and share, to explain what we've been working on, and more of what we've learned.

> Sustainability is the new hotness.

Our pivot involves consulting and SEO work for folks in this space, which just makes all the sense in the world, really. It's a perfect marriage of channel and purpose, and what's encouraging here is that the prospect base aren't just skim and click folks. You have to write for brains as well as thumbs. Just a better place to be when it comes to the work.

This sector was always highly interesting to us from our historic position as a resource for first movers (prior: augmented reality, cannabis, remote learning), but it has special urgency with +$5 gasoline, not to mention the fresh incentive to not buy fossil fuels from terrible people. More of this, please -- and not just for M&AD.

> B2C tactics continue to work on niche audiences.

Some clients in special and highly regulated markets seem surprised when tactics from outside of their industry bear fruit, but the plain and simple of it is that marketing is about offer, list and creative... and the same eyes that looked at that e-commerce play five minutes ago are looking at this B2B one now. We don't magically ratchet up our attention spans, lose our preference for headlines that snap, or put our brain's desire to look at pictures over text away just because it's Business Time. Execute accordingly, while protecting brand.

> Small universal big levers still work and hold their value.

Consider the humble Sender Name in a commercial email. It rarely gets testing focus, and it's a hard thing to test very often for branding reasons -- but when you can if/then test to a winning one? You dine at the +10-15% table for a really long time after that. (Similar bonus point: waterfalling ads by placement to increase fill rates.) Some in this industry scoff at incremental improvements, but at M&AD, it's against our religious business faith to leave money on the table. Especially money from weak execution.

> People see through bells and whistles, even in a recovery.

A recent client was enamored of animation in their decks, all while missing the blocking and tackling required to make a major account feel secure in a commitment. This has been proven over and over again in our 20+ years in the business, but sizzle is a powerful spice. Use rarely and with great care, or risk arousing (justified!) suspicion from your prospect. If every slide is animated, no slide is.

> New holiday, who dis?

Twice in the past 14 months, Wal-Mart got resoundingly slapped down on social media for trying to monetize Juneteenth in a remarkably tone-deaf fashion. We are reasonably certain that at some point in our lifetime, the newest federal holiday will safely and positively celebrate Black Excellence (and, well, capitalism) in a way that won't induce cringing and social media disdain. This is America, after all.

We're also very certain that the movement will not be led via a special ice cream flavor or cookout section at a big box store. (And yes, I'm leaving some things unsaid in this note, and yes, you can ask me about it offline...) 

The Subroutine Problem

Or moles instead of subroutines

So here's a way that I think I can discuss the current political situation in re the Supreme Court that, with luck, will allow me to say something useful... without removing M&AD from professional consideration from a significant portion of the business community.

One of the ways in which I am blessed and useful, in a business context, is that I have a helpful amount of disassociation and distance from my physical self. It's something that I think may come easier to those of us who don't have to deal with, say, the issue of menses, and if I'm speaking to full privilege, the fact that I'm also currently abled, the majority skin tone, not living near heavy industry or under challenging policing conditions, hetero-normative, etc. I am a dream patient for doctors; I deliver the meat bag and I give them no trouble. These are tactical advantages under our current conditions, and will likely remain that way. If you want to end the pay gap, you actually have to pay women more than men, and in some places and industries, you do. Not enough, but it is better than it used to be, and independent of the activities of the week, that trend will hopefully continue.

Steering out of the tangent.

Let's imagine that the human brain is akin to your computer, or if you prefer, your phone. Too many programs (or aps) running all at once will cause heat, slowness, inefficiency, irritation and if done for too long, a system crash. Maybe even viruses and the early obsolescence of the hardware. Too few programs will improve on all of these things, but it will also be, well, boring as hell and not particularly useful. 

Finding the right mix and/or increasing your processing power and speed is the goal, but it's a balance. As soon as you add RAM, as it were, you also tend to add stuff. If you'd like to keep this offline, swap in age and commitments. You can kid yourself into thinking that your machine is special and can handle the abuse, and that may be true (especially if you were born lucky and aren't running all of those other aps I mentioned earlier)... 

But eventually a limit will be reached. Maybe you stop running the Kindness to Fellow Drivers or Service Workers ap, or the Charity ap, and maybe you even pat yourself on the back for being so smart as to do that. Life hack! One that I hope the majority of us will not adopt, because, y'know, it leads to devolution and horror. But I digress, and callous billionaires are heroes to many.

The past (five? who can tell?) years has forced a plethora of subroutines on *everyone*. No matter where you stand politically, you have ran the Covid subroutine. You are probably running the Ukraine subroutine. Maybe you are running Gerrymandering, Dark Money, Climate Change, Culture Wars, Immigration, Crime, Inflation and Media subroutines, too.

Whole lotta subroutines. On top of any of the personal ones.

And now, the Court.

You can, of course, shut down *any* of these. All you have to do is disable them, along with the Conscience and Empathy Aps.

But it won't make the world any better, won't protect those who really need protection, and won't give you any comfort at all when the next turn in the road arrives, and you are just along for the ride.

From a personal standpoint, I can not fathom how some of the folks who I oppose on this matter sleep at night, where they get the absolute self-confidence to know that their flawed position is somehow correct, and why they would want to live in the world that their actions would create. 

I am also sure that they probably think, if they care to, the very same things about me.

So I'll try to remember that these are human beings, and that if I engage my full ire about it... well, I'm just running the subroutine, probably so much that I can't do anything else.

And well, people need me to do more than run that subroutine. 

If only, so that others can.

Good luck getting past your own subroutine issues, folks...

Taking It Personal

A few months ago for a side project, I listened to "The Godfather" on audiobook. This quote in particular stuck with me.

“Tom, don't let anybody kid you. It's all personal, every bit of business. Every piece of shit every man has to eat every day of his life is personal. They call it business. OK. But it's personal as hell. You know where I learned that from? The Don. My old man. The Godfather. If a bolt of lightning hit a friend of his the old man would take it personal. He took my going into the Marines personal. That's what makes him great. The Great Don. He takes everything personal Like God. He knows every feather that falls from the tail of a sparrow or however the hell it goes? Right? And you know something? Accidents don't happen to people who take accidents as a personal insult.”

A lifetime ago (aka, the lifetime of my eldest child), I took an intensive self-improvement and leadership class. It was many days of very difficult work, and it has served me well ever since, because it gave me the tools I needed to diagnose and act when my performance, either in business or my personal life, was lacking. In this course, I learned that what really makes me move is creativity, leadership and integrity. Whenever I've held back on any of these, it hasn't gone well.

A little while ago, I worked for a client where leadership knew exactly what it wanted -- even when other members of the team did not concur. I pushed back a little but over time, leadership took less and less input, to the point of rudeness. They also negotiated the price of the contract down, then ended the relationship in favor of a "fresh faced" hire. They have also had a lot of turnover and not a lot of real growth over the course of the business. Their output since our relationship ended, either at a business or creative level, has also slowed.

You can, and should, read that kind of behavior as a client that just wants cheap and deferential. You can, and should, also take that as a relationship that will never re-start, or one that, if they came back to us again, we'd just reject. 

But you'd be wrong, because I never say never, and I've seen enough reversals in my career to know that I don't know how everything works out. 

I also know that in deferring to leadership (as we had no leverage at the time), I wasn't acting with integrity -- and in the event of a re-start, we'd have said leverage, and would.

So yes, at M&AD, we take our work personally. We're also currently working for clients that are letting us fire on all cylinders... and man alive, are they getting a lot of value out of the relationship

So much so that this is the first post in a month, happening on a Sunday afternoon, before we get back to it. 

Because that's the thing about when you get what you need from management. You get a lot more back. T'was ever thus.

When Viral Is Off Brand

The Only 2022 Oscars Moment

I wanted to weigh in on the Oscars fracas, because I think it's an important lesson for marketing and advertising.

On a fast and obvious level, the moment seems like a win for everyone involved. An awards show with minimal buzz owned social media for a full cycle, with a ratings boost over last year's show, even during a time of war, plague and coming soon, famine. There's been a massive amount of speculation as to whether the confrontation was a "work", with slow-motion frame by frame analysis. 

This isn't a fast churn news cycle piece, or limited to just its lane. Today, I heard sports talk radio covering it, and my own children. That's two very different Venn diagrams right there.

If you are a believer of the axiom that any publicity is good publicity, this was a bonanza in earned media. So much that some have predicted this as a definitive playbook for future awards shows to have more unpredictable moments. Especially for ones with less conservative branding than the Oscars.

But from a long-term standpoint, it's hard to see how anyone involved benefits from the spectacle -- and the proof is coming from the number of apologies. Will Smith's brand, cultivated over decades, has been forever changed, with more than a little suspicion that he's not stable or what he projected. Chris Rock suffers less, but still has questions as to why he didn't step back to prevent the hit, or do more to respond to it. Jada Pinkett-Smith will likely catch some blowback, since Smith seemed to react well to the joke that triggered things before realizing his wife was not amused. Everyone in the room who stood to applaud Smith during his interminable awards acceptance speech later seems complicit as well. The fact that everyone involved seemed to go to an after-party later undermines any apology or damage control. Every other award winner was instantly forgotten in the aftermath.

If you want to tell the story that all of these people are hypocrites, phonies and devoid of any morals or decency, or you wanted to see a real-life "BoJack Horseman" episode, I guess you "won". But even then, what exactly did you win?

And that's just the short term damage.

In the long term, the movie industry, already in severe change and crisis from the pandemic and the switch to streaming, shows itself to be grasping, desperate and short-term. The home audience has to equate an art form that is capable of greatness to, well, reality television. 

The fact that everyone involved is a person of color gives comfort to people who should not be comfortable, and discomfort to minorities. It's just sadness and meanness for no payoff. Smith, Rock and Pinkett-Smith will not get a bigger payday from their next gig (well, OK, Rock might, because time and curiosity will create grist for future stand up bits).

So yes, short-term KPIs were achieved.

At the low, low cost of long-term branding, sales and revenue.

All publicity is good publicity?

Only if your product has worthless branding.

Fraction, Friction, Fiction

How it feels right now

 So for the past few weeks, I've been in multiple conversations with multiple prospective clients that are starting to make me question their good faith. (And given the timing, whether it's something I'm encouraging.)

That's one of the drawbacks to consulting. You just don't have full visibility into what's going on. So when a client goes dark for a few days, the list of reasons why can get uncharitable with a quickness. Especially when you are pre-contract, the client is taking on junior staff, or the initiative is part of a bigger and oft-delayed rollout.

Some employers will speak to the idea that the new modern workplace is increasingly fractional, with people taking on projects that truly interest them, or where they have something unique to contribute. This is especially true with remote work, with report of people doing more than one job (badly, of course) without either employer being aware of the double dipping.

All of which would be fine if, well, these limited bursts of work carried the day for all of the time when you were on the bench, ready to go in. The reality is that with very limited exceptions, the work that you do in marketing and advertising isn't something that only you could do. Unless you have a lot of folks bidding for your fractions, the whole isn't going to add up.

Which leads you to take on junior work or side hustles... and, well, taking on RFPs and dealing with the kinds of clients that lead you to question their good faith. 

Being an erratically paid consultant is one thing. Being an entirely unpaid one is quite another.

And being grateful for the clients that trade integrity for integrity, show loyalty by giving you more than just 100% fit work, or expand their time with you in troublesome times?

Is the most important thing of all.

(At least, until all of the dominos fall at once and we have very different problems...)

Driving Your Business

10 and 2 FTW

Recently, a prospective client asked how other companies (i.e., some of the ones that we have worked for) executed in a particular marketing channel. They were basically looking for direct and concrete yes/no answers on tactics to help solve an immediate problem. So, pretty much bread and butter consulting work.

I did not give them a yes/no answer. 

Here’s why.

a) We were being put on the spot to answer the question without data. 

b) Nuance and Tradeoffs isn’t just a terrible name for a band, it’s how marketers make decisions that are more likely to work out in the long run. If you ask us to make decisions in the dark in a pitch meeting, you are asking us to be omniscient. And, well, no.

Unfortunately for me, my prospect is new to the channel they were asking about. So just telling them no, sorry, data or go pound sand did not seem to be a good way to close a deal. Or look anything like a friendly and non-evasive provider that they would want to work with.

So, I did what many of the folks who have worked with me in the past will recognize as a common move. 

I asked a question rather than answer one. 

Here’s the question: Assuming you drive, how do you do it?

There are plenty of ways to drive a car, after all. You can clean it up nice and make sure all of your glass and mirrors are perfect, obey every speed limit, drive defensively and more. You can choose the safest possible vehicle, regardless of mileage or comfort, to give you the best chance of getting to your destination without mishap. You can drive an electric-powered car powered by your own solar array, because you want to model good behavior around mitigating climate change. You can rev the engine, gun it at the traffic light, and maybe even run yellow to red lights when you think no one is looking because you need to go fast and just enjoy driving that way

But what you really should be doing is taking the context into consideration and making the best decision for your self and brand. Maybe drive a little differently depending on who is in the car, the time of day, whether there are speed traps or traffic cameras, whether the road is smooth or filled with potholes. Run that red light when the road is empty, and you are getting someone to an emergency room. Take the bigger car when you have more people and cargo. And so on. Drive the way that makes the most sense for your business.

Now, for the vast majority of people and businesses? They are going to drive in a consistent manner while devoting their conscious thought to other matters. Execution can easily become rote, and maybe an extra mile or two of fuel economy isn’t worth having to remember to hit the Fuel Economy Mode button. (My hybrid’s got one of these. Helpful.)

But if you find that your tactics are not reflective of your brand? Or that you keep getting traffic tickets, flat tires, or no one wanting you to drive them anywhere? Change your tactics.

And drive happy.

(Side note: I don’t know if the pitch worked, but I would be surprised if it did not – if only because the prospect used the same analogy back to me later in the conversation. We’ll see.)

How We Are Going To Solve Social Disengagement

Not A Role Model

A recent item from my news consumption: the idea that two years into a pandemic that has exhausted the patience of many, general bad behavior is just on the rise in lots of places. From unhinged ideas of legitimate political discourse to increasing rates of violent crime, more deaths and injuries from aggressive driving, and so on, and so on.

Hell in a handbasket, and it’s left to the reader why the Handbasket Industry has such a PR problem.

Meanwhile, more and more companies are also moving to remote workers and fractional employees, either because they have to (hard time to be a recruiter these days!), or because they want to (hey, look at all of the money we are saving from not having to pay for an office... plus, no one quit).

Depending on your situation and outlook, this either makes for the best of times (you’ll get me back in that traffic jam and cubicle over my cold, dead hands) or the worst (work for a half dozen bosses, get paid a living wage or health benefits by none of them, and spend every waking hour calculating how much you aren’t making from some hustle).

Is there any wonder why it’s a hard time to be a marketer?

Try to get someone to engage with your content, attend your live event, respond to your job posting, get excited by your latest creative release… and then watch those efforts get overwhelmed by geopolitical forces (NBC really might be questioning their Olympics commitment right about now), privacy concerns, Big Tech trying to change the rules of the road, and literally hundreds of daily demands crowding their attention. 

Also, more frequency from everyone, because you aren't getting the same amount of attention that you used to.

Luckily, as marketers, M&AD has the answer to such problems. It involves two concepts that, if you’ve been on a call with us before, you’ve likely heard.

Patience and data.

Any marketer that claims they have an immediate and perfect fix to any problem is someone you should probably walk away from, slowly, while avoiding eye contact and keeping a good awareness of your wallet. Learning comes from incremental steps, testing from statistically significant data sets, deviation from mean and a whole host of other not particularly sexy, grifty, or transformative concepts. T’was ever thus. You can – sometimes! – skip steps by using the knowledge that you gained from some other test or gig, but not always. Journey and work, not end point and magic. If you don't love what you do, please find another way to spend your time.

We will not recover from the shocks of the past few years all at once. We will not get the people who drive too fast, abuse their employees, shirk privacy concerns and shout their opinions while brandishing weapons to have a one-and-done Redemption (or Incarceration?) moment.

Rather, we will bring them back with patience, grace, humor, kindness and shared humanity. We will remind them, with varying degrees of patience and candor, that the email needs to be read and replied to, that other people share the physical and digital road with them, and that marketing and advertising that only cares about a single thing is, well, very bad marketing and advertising. Also management.

Creation takes time. Destruction is quick. You can see the evidence of the creation all around you, which is why the destruction is so upsetting. Don’t give in to destruction. Fight the good fight. Just like our best clients, colleagues and friends.

Eight Ways Marketing and Advertising Will Improve... Soon

Also an underrated Prince song (Everybody Batdance!)

Recently, we've been fortunate enough to have conversations with some media and podcasting types. This seems to be on the rise, because we have a bit of the grizzle to us, and have been at places where we get insights on The Future, which is already in progress. 

Which led to the following listicle. Enjoy, argue, like, share, subscribe, tithe, carve this into cryptic rubrics or into hard to follow bad poetry. You know, the usual.

8) Last click is last century.

The idea that one marketing channel (usually SEO, but sometimes email) is your favorite child and none of the other kids ever pull their weight isn't just bad for the brand, it's not even true once you start to look at synergies and the funnel. 

7) Single KPI marketers RIP.

Similar to last click, but a little different. If you think the only problem that, say, your display ads need to solve is More Click, just go show them to some robots. Hint: robots tend not be such great shoppers. Any marketer that only cares about one metric, no matter what that metric is, has a fool for a client. And foolish clients eventually stop being foolish, or clients. Or in business.

6) Your devices talk to each other, and you do not notice, because it's not creepy.

Let's say you are the kind of person who is never going to buy a truck, go to a movie theater to watch a cape film, purchase or discuss pharmaceutical products for others, or donate to a political organization that is diametrically opposed to your views.

Now, let's imagine that you never see an ad for any of these products ever again.

Would you find that creepy, or would you just go through your day with less distraction, annoyance, ire, etc.?

This is where the technology can go with cross-device technology and information sharing. It really, really does not need 30 days of e-commerce stalking to ruin things for every legitimate use.

5) Creative testing will stop sucking.

I get why creative testing is, 99 times out of 100, a pointless chore. It can go sideways in a hurry when the highest paid person in the room weighs in with their Almighty Gut (the one that has all of the feeling answers), or when everyone has the good faith / scared subordinate desire to not be seen as the champion of the ad that failed.

But, um, folks? That's not how science works, or progress, or math. 

We learn when things deviate from the mean. We learn from explosive failure or success. Then we iterate, shine, enhance. 

If you are walking on eggshells, rolling over for everything from Gut Exec, and not committing enough to a campaign to test, you are doing it wrong. If your tech or media plan does the same thing, well, same thing. 

You are also working in a bad situation. Eventually, you'll stop. We have faith. (Also, well, math and tech that is dragging us there.)

4) Social media will improve or die.

Do you spend as much time as you used to on Facebook? No, of course not, the numbers and stock evaluations are proving that, and if you claim to be excited about the Metaverse, well... welcome to the blog, Meta Employee. The rest of us are watching Second Life Part Duh, but with headsets. Yay, headsets! Way better than phones, except, well, not.

The reasons why you are spending less time on social aren't hard to fathom. Personally, I find curating memories of dead pets more sad that I want to deal with routinely, along with ducking the obvious trolling clickbait pieces or oversharing. (Yes, I get it. You play Wordle. Now please tell me something more interesting about yourself. Toenail length, at this point.)

What needs to happen to get these increasingly run-down stores to provide something more than a dutiful check in for mentions and work? Hell if I know, but Stein's Law, people. You may or may not like TikTok, but at least it's different.

3) Bad faith actors are purged.

See item 3, then apply it to publishers that make their sites unworkable due to over-advertising, exchanges that provide traffic that never gets to the mid-funnel, marketers that make short-term single KPI moves, and so on. New technology always favors the grifter (side note to the folks that want us to work on their NFT or crypto concerns; um, nope), but that edge does not last. Providing actual value is still necessary, and the only thing that endures.

2) Direct mail will survive and thrive.

Ready for our most radical suggestion for 2022? Engage in direct mail. Especially if you have work from home targets, especially if your lists are good, especially if you have novel ideas for creative execution in this channel. Now that the USPS is getting back on its feet (speaking of bad faith actors being purged...), there's never been a better time to make your mark with a physical piece in an increasingly digital world. So send!

1) Your inbox has always been a competitive separation. It's going to become more of one.

How do you personally feel about people who ghost you, who don't read or reply to emails, who require multi-channel follow up, and who react as if you need to be on call for them, but not vice versa?

Yup. Us too. Perhaps understandable, but also not printable and no one that would be on the top of your list to recommend working with.

As more and more employers move to remote and fractional work while trying to execute clawbacks on benefits and job security, personal loyalties will move more towards colleagues and less toward firms. Which means you are going to gravitate towards the people in your life that inspire better work, and less for those you would rather avoid.

(Well, most people. Full disclosure: we're OCD about zero inbox. Besides, we *love* all of our clients...)

A Message I Never Expected

 At one of my full-time gigs, I had issues with a co-worker. They presented as terse at best and unpleasant at worst (their words, not mine -- more on that later), and we butted heads often. 

I also had to collaborate with them on a routine basis in a small team, so there was no getting around it. I made the best of what I could, added value where possible, and kept telling myself the only thing you can tell yourself -- that it is not your fault or problem, and that problems like this are not eternal.

What I also told myself was that management at the gig was not capable or willing to fix the issue, and that it was not something I could solve myself. So just live with it. They were paying me, after all.

My co-worker and I had some ups and downs. Mostly downs. When the gig ended with a loss of funding and waves of people taking their stuff to their cars in boxes (start ups are like that sometimes), I took the troublesome co-worker off my first party LinkedIn list and thought, well, that’s a small benefit from an unfortunate ending.

I did not have to associate with them anymore. If I thought about them, I could and should stop. And when I did think of them, it was not with an abundance of kindness. They share a name with a local road, so I have thought of them more often than I wanted to.

A week ago, I was running an errand for a colleague and waiting for them to come back to the car. LinkedIn pops up with a message – and it’s from the old co-worker. They had moved on to a healthier work environment, and the change in settings had led them to do some soul-searching and reach out to me over the past difficulties. It was not an over-the-top apology, but it really did not have to be.

They did not have to do this. All of that water was under the bridge many years ago. We are not likely to meet again, nor work at the same company. I do not intend to use them as a reference, nor they with me. It was just something that was eating at them, so they had the courage to reach out and own the behavior. When they did, I realized it was eating at me, too.

I can not tell you how much better this email has made the last week.

When you work in a place with poor management, it really can seep in and do real damage to your confidence and performance -- and to your colleagues. Demeaning, undermining, quibbling and belittling is contagious. It can also often create work that is in the “turtle” position, and that is not work you are going to be proud of later. Overcoming the feelings of dread at work, or proactively pulling your punches because you are just walking on eggshells, is no way to work or live.

Neither is having omniscience as to why someone is not getting along with you, or that the situation will never go to a better place later.

You have to have hope. 

Thanks to my new friend’s courage and conscience, I can now look at any coworker, past, present or future, and think it might be just like this situation later.

What a gift, really!

The New Epidemic Opportunity: TL/DR

Recently, a client asked why a colleague's email newsletter went to a junk folder.

I don’t want to get into the e-mail nerdery on this, but unanswered questions are torture, at least for me. So, here’s why in the next paragraph. Feel free to skip, even though we’re getting pretty meta (note: Not Meta) to do that. More later.

There are many possible reasons why an email will junk, from inbox levels to subscriber use to throttling and bounce rates. The bigger problem is that diagnostics at individual levels are far from exact, because ISPs want to keep this kind of thing secret from would-be spammers. If it’s 100% clear why something junks, that junk filtration method is nearly immediately worthless. So, there is almost no way to definitively know the reason an email junks, and it may even be more than one reason. Moving on.

The bigger point for me was that we had been here before. We had also taken steps to help everyone avoid this, by putting the sender on a “whitelist” and changing their settings at the inbox level. Individual users can prevent junking, and the directions weren’t even particularly hard.

They had also been publicized. For about three months, every email we had sent out went out with a PS, and there was even a dedicated email for just this subject on its own. The person who reported the junking has been at the client’s employ during all of this.

So, the most likely scenario is that user never took the steps to prevent the junking. It’s possible, of course, that there was a breakthrough case, and there is nothing gained from impugning the motive of a client. But the overall performance of the email in question was in line with recent flights, so the chance of some seismic act to cause junking seems minimal.

What seems most likely is that the user simply did not read that email, or the other emails. Because TL/DR. Which may be even more endemic than Covid right now, and hopefully, not just when I write something to someone.

I totally get why. Jobs are always on, emails and meetings are never ending, and many employers are cutting corners while having a tough time filling positions (there may be a clue here). Sweating the details has never been harder. I’ve started sprinkling text messages with non sequiturs on personal channels, just as a periodic check to see if people are reading. It’s good intel because it tells you who you will need to follow up with offline. (Also, fish ride bicycles because meta not Meta references are impossible to resist.)

As with every crisis, there is good news to this. Sweating the details has always been a competitive advantage. It is also now becoming increasingly lucrative.

Another client (a more lucrative one, by the way – there may be a clue here) has brought us on for a variety of tasks. Among them is combing through their data to find insights, not just from tests, but usage.

This is not work that is usually in our wheelhouse, or something we have as much experience in doing. Career analytic professionals in our past might scoff at our jerry-rigged confidence level calculations, or raise valid objections that, well, often activate our own urge to TL/DR. We are copy writers and creative professionals who are not scared of math, not mathematicians with a creative edge.

But that is not what this client is paying for.

So, if you can lean into it, embrace the details and read all the way through, without getting distracted in our pandemic of distraction?

You might just add value. A lot of it. For you, and your client.

From something that it seems like anyone could do, but won’t.