GarthBox

One more thought came to mind about improving frequency of messages.

After improving your message, the next best move you can make is to remove those who have acted on your message so 1. you don’t waste your ad dollars or time and energy put toward your communications campaign and 2. so you don’t turn the person you’ve converted into one that won’t ever again.

It might take seeing a message about an upcoming concert three times to get a person to act, but once they do, it’s the most annoying experience (and again, a waste of resources) to be hit with another message encouraging one to do what one already has.

This is time consuming to do. It likely requires getting a few systems to talk with one another. It might even require some manual editing (for now).

But damn, is it worth it in regard to saved resources and a greater likelihood of creating a loyalist out of someone who has converted.

Stay Positive & Don’t Waste Awareness

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To improve frequency, you don’t need to send your message more times. Increased frequency isn’t the same as improved frequency.

Quite the opposite.

Improving frequency comes from creating more meaningful messages, better targeted, to create the change you want so you don’t need to repeat your message.

How many times do you need to show and tell something before they act on it isn’t the question to be asking.

How can we get our work to be strong enough that we can show it fewer times before they act on it?

Note: That doesn’t mean that the goal is 1 message. Frequency works, but for many brands, it can be drastically improved.

Stay Positive & Frequency The Better Way

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There’s the service that apologizes after an issue; the service that tries to mitigate a bad experience and keep you loyal. We know this as customer service.

The more we have to do customer service, the greater the signal is of a broken brand experience.

Rather than staffing more apologizers, it’s worth investing in more custom services.

These might be designers to get the product working better. It might be a point of contact that actually does customize a service for someone to ensure it meets their needs before they’re enrolled. It could even mean a better written instruction manual.

Custom servicers will never eliminate the need for customer servicers, but they are vital for ensuring longevity of a brand and to prevent customer service burn out.

Stay Positive & Put The Custom in “Customers”

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Give and take gets a bad rap.

The take implies selflishness; that what you get is for you.

But if you give and learn, that opens a wide door for more generosity.

Giving is fairly easy, but ensuring you learn something from every interaction you can – that takes effort.

Effort well worth it.

Stay Positive & Give Every Day (But Remember To Learn, Too)

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Giving a larger estimate on, say, what you will return on someone’s ad spend can be a great thing to do. It comes layered with a promise, accountability and pressure on making you smarter to ensure you get a little more return than anticipated.

Telling someone it’s going to take 40 minutes for a table to open up instead of the 30 you think it will is a win-win. It saves your butt if something happens that truly does cause a 10 minute backup and, if not, it provides a wonderful surprise and delight for the group that thought they were going to have to wait 40.

Overestimating works far better than underestimating.

Then again, overestimate too much and relationships crumble, trust is broken and any thought of igniting loyalty becomes a distant dream.

Risk lightly. But still risk.

Stay Positive & Slightly By Slightly

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The beauty of leaping now is that now is the worst you can do.

After the first leap is made, whether it’s a total mess or not, you have information that you can act on (what worked, what didn’t) to leap again, but better.

Go ahead. Do your worst. Let’s go ahead and get it out of the way.

Stay Positive & Then Do Better

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The best leaders either assume positive intention and understand that a person was acting with the best information they had or they give the team member a chance to explain the actions.

When you limit the chance to explain, you don’t just eliminate the space for a dialogue, you eliminate the chance to grow a greater understanding of how someone thinks.

And if you don’t know how someone thinks, then you’re certainly not going to effectively get them to think better, smarter, faster.

Stay Positive & Make The Time To Listen

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