Author: johnhooley

A couple of years ago, I was in a mastermind with another entrepreneur who specialized in lead gen and sales. He had just launched a website for selling his expertise as a consultant. The website was sharp, but what most impressed me was his inquiry flow. It seamlessly transitioned from a video pitch to a slide in form with conditional logic for the fields.

More recently, I had a conversation with a consultant around the sophistication of different types of industries. He held enterprise software and insurance as two industries that were excellent at selling. As an example, he talked about the intricate marketing automation that powered follow-ups and segmented customers.

Sophistication is a kind of magic. All the wonderful technological advances that we use day-to-day are inscrutable. It’s natural to infer that if something is convoluted that it must also be powerful.

As it relates to growth, it’s easy to think that you can buy or build your way to growth by tacking on sophistication.

You look outside your business for opportunities and see complex solutions and reason that they must be a magical difference.

The antidote to this fallacy is Gall’s Law:

A complex system that works is invariably found to have evolved from a simple system that worked. A complex system designed from scratch never works and cannot be patched up to make it work. You have to start over with a working simple system.

John Gall

Effective video pitches and conditional forms started as sales conversations. Effective marketing automation started as a manual system derived from managing sales conversations.

Though we want to buy or build around challenges without surmounting them our real opportunity is to face our simple, and often hard, problems.

What is working in your business? This is your opportunity to optimize to a higher functioning, perhaps even sophisticated, level.

Where are the problems in your business? This is your ground for innovation.

Featured image is “The Self Operating Napkin” by Rube Goldberg. Originally published in Collier’s, September 26 1931. Used under Public Domain.

“In 2021, I learned more deeply what the SuperFriend Model needs to succeed, some of which we had and some of which we didn’t. It needs a network supply that exceeds the pipeline demand. It needs someone whose job it is to continue to grow the network. It needs a steady supply of work. It needs laser focus on a niche. It needs ways to support and engage the people in the network. It needs a mechanism to train people in what it means to work like a SuperFriend. It needs a large and steady amount of working capital…As many of those things become less available—especially capital—the SuperFriend Model becomes more and more difficult to sustain.”

Dan mall

The above was written by Dan Mall, as part of a year end review of his agency SuperFriendly. The review is a deep dive on why 2021 was their worst year to date and why he was stopping his efforts to scale his agency. It’s worth a read even if you don’t run an agency as an example of how to reflect on business.

Dan has been working this business model for 10 years. His lessons from a difficult year are not complex:

• Business focus
• Steady supply of work (pipeline demand)
• Accessible & capable workforce (network)
• Strong people systems
• Good capital reserves (good being relative to costs)

I’m registering for a college class as a 41 year old senior. I haven’t decided what yet, but it will be something in the humanities.

A couple of days ago, I had a call with a consultant who specializes in helping agencies like mine make strategic pivots. We talked about the research I’m completing on agency channels. Like me, he sees a lot of agencies that don’t appear to be operated with much skill, but that are doing quite well in spite of this seeming deficiency.

“Luck is a big factor, ” he said, “especially with agencies.”

There are plenty of people who get lucky. If you’re around long enough, you’ll be one of them.

Clients love it when I get on a call with them. I bring a lot of experience, training, and unique perspective to problems. Team members like it when I get involved too. These same attributes make projects easier. Because of this, there will always be pressure for me to get involved in operations.

I’m not special. For smaller agencies like mine, it’s common for the president to provide this sort of value.

In all businesses, there are squeaky wheels. As in, “the squeaky wheel gets the grease.” These are situations that draw attention.

Often they’re important things. I love our clients and our team. They’re both critical components of the business.

Last Friday, I evaluated our last six week cycle and looked at pay-per-click objectives for click through rates and leads. They were significantly improved over our initial campaigns (~50-100%). This was even though we had a brand new ad, landing page, and service proposition that hadn’t been optimized.

It was both measurable growth and validation of the thinking I’ve done on innovation.

It felt good.

Growth requires investment over time in an uncertain environment. The emotional experience of that is difficult. You’re in the mud, slinging it out, day after day. Your attention is splintered between responding to threats and trying to find a path to that next level.

Beyond the utility of learning, it’s important to track progress as a bulwark against your emotional experience of uncertainty.

Most entrepreneurs don’t put much stock in emotions. But what I noticed on Friday, when I felt good, was that I was re-energized to work on the next set of obstacles.

It takes emotional energy to grow. It’s important that both you and your team can see that you’re making an impact. Exposing progress reinforces motivation and greases the track for momentum.

Feature image is of Sisyphus by Titian (1548). Sisyphus was punished by Hades for cheating death. He was required to spend eternity carrying a boulder to the top of a hill every day where it would roll to the bottom. Used under public domain.