I’m speaking at a conference in beautiful Brattleboro, Vermont—but staying in a motel in the ugliest part of town, sandwiched between a McDonald’s and a Wendy’s. Still, when I got back to my room last night, I was low on exercise for the day so I decided to take a walk. Fortunately, the motel is very close to the Seabees Bridge across the Connecticut River, so I decided to walk to New Hampshire, about ten minutes of strolling in each direction.
It was a very good decision. The Seabees Bridge turns out to be a double span: a new, wide bridge carrying cars, and an older one just south of it, narrower, unlit, and blocked off from vehicles. The newer one closely resembles but doesn’t exactly duplicate the original bridge.
The pedestrian bridge has a number of amenities such as benches and picnic tables. And in the dark, both the double span itself and the river and shorelines below were powerfully evocative. I tried to photographic it, but my phone wasn’t up to the task. CAUTION: I found out the hard way that those amenities are hard to see on an unlit bridge at night, just as I stepped back off the bridge onto the Vermont side. OUCH!
It reminded me of other moments finding magic in strange places. In chronological order:
A moment bicycling through the Bronx as a child of maybe 13, where I suddenly experienced a sense of freedom and joy.
Another Bronx childhood moment, exploring an abandoned railroad track in Van Cortland Park and feeling like I was way out of the country in the time of Tom Sawyer.
A Quaker meeting in the parking lot of a nuclear power plant construction site, in 1977 before 1414 of us took over the site in a protest against this horribly unsafe technology, and were arrested—almost 40 years later, still the most powerful spiritual moment in my memory.
Just last month, another evocative dark bridge over a river—in Beijing, one of the largest cities in the world.
In that Disney trip, I used my powers of observation to notice far more than the habitat. Go back up to #4 and click the link, if you want to see what else I learned, and what business lessons I applied.
If you look at the world with observant eyes, hear with aware ears, touch with sensitized fingers, it’s amazing what you can discover. I remember one more incident that wasn’t magical, but tingled my senses. My wife and I (both writers) were walking through the woods many years ago, discussing ideas. I said that ideas were easy to find, and challenged myself to name (out loud) ten ideas in the next 100 feet of our walk. I stopped around 20. That incident led to a new folder in my crowded file drawer with ideas for books I may write someday: “How to Find Your Next 10,000 Ideas.”
If magic can be found in a parking lot, where else can you find it?
Dar Williams, author of “The Christians and the Pagans”
I love this line from Dar Williams’ song, “The Christians and the Pagans”: “You find magic in your God but we find magic everywhere.”
Platform entry gate on the Shanghai Metro (courtesy of Wikipedia)
[This is the first of three observation posts about China. In the coming weeks, I expect to also look at westernization/managing rapid growth and dissent.]
On our recent trip to China, we explored three different cities by underground rapid transit. Shanghai and Xian call their system the metro, while in Beijing, it’s the subway.
By any name, the train system is a wonder. Signs and recorded announcements are bilingual and clear, all the exits are numbered, the trains are fast, frequent clean, and quiet—and crowded.
Xian has only two lines, in part because several digs to expand the system have unearthed archeological treasures. It will have three more in the coming years. Shanghai and Beijing have many more.
In cities as large as these (8 million to 25 million), keeping people out of cars is very much a public good, Traffic congestion is already a misery, as is pollution. Plus, rapid transit is far more environmentally benign than transporting even 1/4 as many via private cars. In other words, the more people can use the trains, the better it will be on the street. Thus, it’s no surprise that the trains are very inexpensive, and cover a lot of ground. The zoned systems cost just 3 yuan (about 40 cents) for the shortest distance in Beijing and Shanghai and only 2 yuan in Xian; in Beijing, at least, much of the city core seems to be in the first zone. A ride all the way to the Shanghai airport costs 7 yuan. Regular commuters can get reusable fare cards and pay even less.
In Beijing, the system extends some 30 or so miles out to the Great Wall and the Summer Palace, perhaps even farther in some directions. The maximum fare of 10 yuan is based on a distance of 92 to 112 kilometers; the airport train costs 25 yuan (about USD $4).
Advertisers are likely to be a factor in the low cost; they monetize their captive audiences; Shanghai and Beijing are the first subways I’ve ever encountered that redesigned the standee straps to fit ads, and also project ads on the walls of the tunnels as the trains pass through. Oddly,Shanghai had no ad placards in the usual place between the doors and the ceiling, though Beijing did.
To board a train, first you get your bags screened by the first of many security people you’ll encounter, then select the destination line from an electronic system map. At that point, you choose Chinese or English; select your station and number of passengers, insert your money, and take your farecard. Hold it over the turnstile sensor, enter, and either feed your ticket back to the turnstile or scan it (if you have more fares left) as you exit. Once on the platform, confirm the direction by checking the strip maps on the platform, which clearly show the stations yet to come.
On all three systems, at least some lines wall off the tracks from the platform, like an airport tram or an elevator (see picture above). Doors open in the wall when a train is docked. I was puzzled at this at first, as it seems an unnecessary expense and complexity. But then I thought about what rush hour might look like in a city of 24 or 25 million residents. With the walls, not only is litter eliminated as a safety hazard, but no one can fall or be pushed onto the tracks. However, in Beijing, several lines use open platforms, and their cars seem newer, so this experiment may be proving less-than-successful.
Western cities don’t face quite the daunting challenges of these megacities—but congestion, pollution, and resource use are definitely factors for urban planners. Here are a few principles they may want to borrow from the Chinese:
Make the line user-friendly to both locals and tourists—use clear signage
Keep it as affordable as possible
Keep it clean (all three systems were spotless, and we’d often see cleaners working the platforms)
Design the routes to bring people to the places they want and need to go, and run the trains often enough to keep up with demand
Label every exit not only with street names (useless to visitors, for the most part) but also with a letter or number; then locals can give directions that begin with the right exit number.
It’s worth noting that Shanghai also has a very high-tech ultra-high-speed magnetic levitation (MagLev) train, which costs significantly more to use and apparently takes a great deal of energy to run. Top rated speed is 430km/h. We saw it from the highway, but were never in a position to try it out. You can take it from the airport for 50 yuan (about USD $8).
Shel Horowitz’s latest book, Guerrilla Marketing to Heal the World, shows how to turn hunger and poverty into sufficiency, war into peace, and catastrophic climate change into planetary balance—using the power of the profit motive.
Here’s what they mean to me, and why I picked them:
Transform
First, there’s the social transformation I want to bring about by transforming the business world. I want to end the biggest crises of our time, and I see the business community as the best lever. Appealing to enlightened self-interest—the profit motive—I want to make the bottom-line business case that just as going green saved costs and increased revenue, so too can addressing big picture issues like how to turn hunger and poverty into sufficiency, war into peace, and catastrophic climate change into planetary balance. When I first started talking a great deal about going green as a profit booster, around 2002, people looked at me funny. Now, it’s common business wisdom. I think the same will be true eventually for creating profitable products, services, and a company DNA that address these issues at their roots.
Second, the transformation in my own business. I see consulting, speaking, and writing on how business can bring about that transformation (and how any particular business can develop and market the right social change products and services for its own culture and markets) as a major part of my business in the coming year, and for the rest of my working life. While I’ve been thinking about these things for many years, have written books and given talks about it, I still have to find the markets that are willing to pay for what I know I can do for them. I go into the year with two possible markets that are quite different: small entrepreneurial and startup companies, and large, established corporations. I’ve developed two different websites for these audiences, because the agenda, methodology, timetable, and price structure will be very different.
All of this is a natural outgrowth of the green business profitability work I’ve done the past several years—but while it builds on the past work, it is different. I’m confident that I can make it work, but am still a bit fuzzy on the how. Which brings us to the second word:
Win
My original choice was “succeed,” but then I went to Chris’s post. He chose “win” as one of his words, and I think it’s like success, but stronger. It can also work as both a noun and a verb, as can my third word.
Also, I feel that on many levels other than the material, my life IS a success. I made a conscious decision about 30 years ago to have a happy life, and I’ve made good on that: I love the marriage I’m in, the house and community where I live, the places I visit, the local organic fresh food I eat, the books I read, the performances I watch, and so on. That decision rippled through all areas of my life. As early as 1985, it was the difference between feeling angry and frustrated and cheated when I had to spend an entire day of precious vacation mailing packages back to myself, as the old me would have—and thinking, even before I was married, about the wonderful story I’d have to tell my grandchildren.
But there are two areas where I need to replace that general feeling of success with a clear, strong victory: the economic underpinning of my business (which has now had two low-producing years in a row while I retooled for the transformation)…and the deeper impact of my work on the world.
The problem with having many interests and multiple skill areas is that it’s really hard to focus. When everything is fascinating, how do you choose? Yet, to succeed—to win—you have to close some doors so you can pass through the doors that remain open.
This is the lens: I’m using to help me choose what to focus on:
Over the past few years, I’ve worked hard to overcome a case of what my friend Noah St. John calls “success anorexia.” I’ve looked at my money/success blocks, and overcome a number of them. But, watching my own failures doing things that have worked really well for others, I realize there’s still some hidden piece, deep in my subconscious, that courts failure. I need to find that piece, hold it up to the light, make an alliance with—and redirect—the parts of it that act out of love, excise the parts that are rooted in self-hatred, and have a clear win. This will be difficult, because I don’t even know what it is that’s holding me back. But it’s essential.
Once that hurdle is overcome, I want to look at how to broaden my impact. I have a great message and great examples of how we can solve these big problems. But for that to really change the world, I need to find tens of thousands, maybe millions of people who are open to that transformational message. None of my books have ever sold more than a few thousand copies. My blog and social media audiences are limited. The number of people who hear me speak in a year is much too small. The second big win I need is to get myself in front of a far larger number of people. That this will help with selling more books, doing more paid speaking to larger audiences, and getting more consulting gigs—in other words, contributing to the win I’m looking for in my own blocks—is an extra benefit. At age 59, I have a limited time to make a big impact on the world. I want to leave a legacy of creating deep transformational change, because I love this planet. And that’s a nice transition to the third word.
Love
Love of others and of self, love of the ecosystem and the planet. In my youth, I was a very angry, loud activist who felt utterly betrayed by governments and corporations and wasn’t good at finding common ground or seeking alliances with those who thought or felt differently from me. Over the years, I’ve learned how mistaken I was—starting all the way back in the 1970s. Some might say I’ve softened but I don’t see that way. I’ve learned to approach with love, respect, and an understanding that almost all of us want a better world; we just have different ways of understanding how to bring it about.
Love is often about deep listening. It’s also about seeking a higher good for a greater number of people, without sacrificing the needs and desires of others. It’s about building the communication skills to allow environmentalists and Tea Partiers to discover their common ground (something I talk about very specifically in my 10th book, Guerrilla Marketing to Heal the World).
Going deeper, this is what allows even the most hate-filled opponents to go past the hurt and build a better world for everyone. Nelson Mandela was a master of this. So were the people who formed the various Arab-Israeli joint projects such as the magnificent Wahat al-Salam/Neve Shalom community in Israel, where Jews and Arabs study and work together—the name, in both languages, translates as “Oasis of Peace”—or Combatants for Peace, which pairs Arab and Israeli former combatants to travel around and speak about cooperation.
It’s easy to love those who agree with you. It’s much harder to love those you might blame for the death of a loved one or the loss of your land. I have tremendous admiration for those involved in these sorts of cooperative efforts and I want to be more like them.
2016 is going to be a GREAT year for the green world, and the green business world in particular. I thought so even before two developments this past week that make me even more optimistic:
Add in the widely spreading understanding in the business world that going green the right way slashes costs, boosts revenues, and generates profit, and it’s not surprising that 2016 will be a year of great progress. (If you don’t yet see the connection, order a copy of my new book, Guerrilla Marketing to Heal the World. It’s got hundreds of examples ranging from Fortune 100 to solopreneurs.)
Expect to see lots more high-level research, looking for holistic steps that create big jumps in energy efficiency and big reductions in waste. Already, we’ve made amazing technological leaps within just the past couple of years. I’ll name two among hundreds:
Approaches like biomimicry—modeling how nature solves complex problems—will let sustainability ripple through the whole culture, relatively rapidly.
Electrical storage (a major restraint on renewable energy growth) has made huge strides, including the vaunted Tesla battery systems.
All is not sunshine and roses, of course. The Act of Congress that extended the clean-energy tax credits also opened up the door for some of the worst kind of carbon-intensive development: exporting the dirtiest types of fossil fuel energy. Public pressure—activism in the streets, in the boardrooms, and in the halls of legislative power—must hound every proposal to put in fracking, use or transport tar-sands oil, build unnecessary pipelines, etc.
One key meme has to be “honor the commitments we made at COP21.”
If the business community, especially, makes it clear that it expects the US to do its part in meeting the targets, and that exporting fossil fuels across oceans will work against this, that open door may stay largely unused. But it will take vigilance.
One not-so obvious trend
The above predictions are relatively mainstream in the green world, even if they appear startling to those outside of it. Let me conclude with a much more “out-there” proposition:
Businesses will go beyond merely going green. Sustainability will be seen as a first step. More and more companies will be going beyond sustainability to create a world where hunger and poverty turn into sufficiency, war into peace, and catastrophic climate change into planetary balance.
Why? Because they will see enormous profit opportunities, and because it feels so much better to oneself, employees, neighbors, suppliers and other stakeholders to see making the world better as a key success metric. How? I wrote a whole book to answer that question.
Screenshot of KPMG’s internal “higher purpose” video
This Harvard Business Review article and accompanying video are too good not to share. The video is less than two minutes and well-worth watching. Watch it with your marketer hat on. Pay attention both to the direct message and to the outcomes.
KPMG is positioning itself as an agent of social change, a social entrepreneurship giant involved in everything from keeping the Nazis at bay during World War II to certifying the election results that allowed Nelson Mandela to become the first president of a free South Africa.
I’m not passing judgment on the accuracy of the claim that the wonderful, world-changing projects highlighted in the video represent KPMG’s (and predecessor Peat Marwick’s) overall corporate culture over many decades. I haven’t done the due diligence on that, and frankly, I’m pretty skeptical of the claim. Big Four accounting firms don’t tend to be known as cauldrons of world-changing social entrepreneurship.
But clearly, the company decided to spotlight its role as a changemaker and to foster an employee culture of empowered action—and that’s terrific. Not at all surprised to see the excellent results. Every manager should look at the amazing engagement this campaign created, with over 42,000 stories submitted by employees and 76 percent agreement that their jobs had deeper meaning.
Be sure to note the graph at the bottom, contrasting several employee satisfaction metrics under managers who emphasized or didn’t emphasize a higher purpose.
If one of the largest accounting firms in the world can take this on, your probably much simpler business can do it too. Every person who supervises others should take that data to heart and make sharing their own organization’s higher purpose a consistent part of their own employee motivation (if you get stuck on this, contact me; I can help).
Leslie Hinkson: If we want real desegregation, we need to not only make sure black and white kids attend the same schools, but that they interact socially within the school.
Bill Miller: To deal effectively with homelessness, first get people off the streets and into housing. THEN start addressing the other pieces, like jobs, addictions, etc. And this is good for the community, even the business community.
Amanda Herman: Making films “focusing on what people wish to happen, in their dreams. What is it to make someone else’s dreams come true? I gather with people to transform their ideas into public arts projects…The outcome of each project is joy…What’s possible and impossible in the world is largely a social construct. It’s up to us to redefine what is possible…and make it happen.
Darby Dyer: Despite 100,000 objects between the sun and Jupiter, our risk of being hit by the kind of cataclysmic asteroid that may have wiped out the dinosaurs. And the sun will keep producing energy and light for the next 5 million years or more. We are the “Goldylocks planet,” with perfect conditions to support human life. But even if we don’t have to worry about the planet surviving, we do have to worry about human survival. Catastrophic climate change is real, it’s here, and our window for addressing it is shrinking.
Nick Cummings: A recent high school graduate who has faced disability-level breathing problems since birth, he shared insights on being social when you don’t fit in, and on overcoming the depression of being different: “DON’T think the answer is in a pill or a bottle, unless that pill is made of chocolate and the bottle is Mr. Bubble bubble bath…Find the positive in every situation. Take all that raw emotion and have it drive you to be better…We’re all gloomy depressive messes some time. But there must have been something so fantastic before that to make you feel that way. A roller coaster doesn’t only go up.
Laney Rosenzweig: If we can replace the images we have of traumatic events (often with metaphors), we can reduce the post-traumatic stress. Our memories are not fixed, but fluid, and we can create memories of traumatic events that we can live with, that don’t trap or paralyze us.
Thom Fox: As a former drug abuser and gang member, “I’d been on my way to being dead…Life doesn’t have to be miserable. If you don’t like your life, change it. I understood that I could reach out and they’d be kind enough to help. No one succeeds alone. Once you get through hell, you can help one person, two people. That could be exponential and change the world. The more opportunity you create for others, the more you create for yourself.
“The one commonality for all the bad things that happened to me—was me. That’s what I had to overcome.
“Tofu takes on the flavor of whatever it’s with. People are like tofu. Surround yourself with potential, and it will be fulfilled… One person changed my life. I’m passing that on exponentially. What if your conversation was that one thing that changed their life?”
Angela Lussier: “When I graduated, I thought I had to abandon the artist in order to become a business person. What I realized is I can be an artist and a business person. Even stuffed celery could be an art project…I did a video, with sliding down slides and swinging on swings. I thought, is this something business people do? But the response was, ‘we had so much fun watching you have fun as you taught business principles.’
“The difference is my mindset. I was really outcome-focused at the beginning. Today, I have a creator’s mindset, more focused on learning and growing—the journey. The creator’s cycle: Being–>Dreaming–>Doing–>Making–>Being (reflect on what happened/worked: what happened, what didn’t, what am I scared of). The moment we want to quit lies right before the doing stage. When you move from ‘this won’t work’ to ‘let me just try this,’ a lot of things happen.
“When I figured out that I’m a weird person, I found out everyone else is too; we’re all just pretending to be normal.”
Several other speakers were also on the program, and they had good insights as well—but the notes I took on their sessions don’t lend themselves to reportage. Here are their storyboards (all prepared in real time by the graphics agency Collective Next).
Office of the Brooklyn Daily Eagle, 1916. Source: https://en.wikipedia.org/wiki/File:Brooklyn_Daily_Eagle2.jpg
We have a kilowatt of solar electric on the roof of our 1743 colonial farmhouse. But a few years ago when the October Blizzard knocked out our power for three days, we couldn’t tap into that solar.
I just took a first stab at writing an Environmental and Social Change Business Bill of Rights. Adopting these principles would level the playing field and enable green, socially conscious businesses to compete as equals—and in that competition, they will win almost all the time.
But this should not be just me spouting off. I got the discussion started, but I want to learn what others would be important in that kind of a campaign (and who has energy to work on it.
Also, I’ve got seven points here. If we continue to model it after the US Bill of Rights written by James Madison (who later became President of the United States), we need ten What did I leave out?
We, the people of Planet Earth, hereby declare that every nation and the planet as a whole have certain inalienable rights, including Life, Sufficiency, Peace, and Planetary Balance. To these ends, we call upon the governments of the world, at all levels, to establish these rights through mandating the following policies:
1. Manufacturers shall take full responsibility for their products at all stages in the product lifespan, including manufacturing, distribution, use, collection, reuse, disassembly, recycling, and disposal. Retail and wholesale channels shall accept used products and convey them back through the supply chain to the manufacturers.
2. Passing off costs to others, as externalities, is not acceptable. Pollution, waste, destruction of others’ property, etc. will be paid for by the entity that causes it.
3. All new construction or major renovation shall meet minimum standards of energy, water, and resource conservation, as well as fresh air circulation. Such standards shall be incorporated into local building codes, meeting or exceeding LEED silver or stretch codes.
4. All newly constructed or significantly renovated government buildings shall be Net Zero or Net Positive in energy and water use, producing at least as much energy and water as the building uses. Private developers shall receive incentives to meet this standard.
5. All subsidies for fossil (including but not limited to oil, diesel fuel, airplane fuel, natural gas, propane, and coal), nuclear, or other nonrenewable energy sources shall be phased out as soon as practical, to be completed within a maximum period of three years.
6. All subsidies that promote fossil-fuel-powered vehicles over cleaner alternatives, including subsidies to infrastructure exclusively or primarily for their use, shall be phased out as soon as practical, to be completed within a maximum period of ten years.
7. Average fleet vehicle mileage standards shall be increased to 70 MPH for passenger vehicles carrying up to six people, and to 40 MPH for trucks and buses within ten years. Non-fossil-fuel vehicles shall be designed to make a contribution to stationary power needs.
It’s still a new movement. Only 1203 certified B Corps exist in the world, as of late January, 2015. Unilever’s Ben & Jerry’s unit was one of the first B Corps, back in 2012—and Ben & Jerry’s CEO Jostein Solheim is leading the effort, apparently with strong support from Unilever’s sustainability-minded CEO, Paul Polman.
The B Corp certification process is long and arduous for an entity as complex as Unilever, one of the largest consumer products corporations in the world; it’s likely to take years. But just the act of engaging in the conversation is a game changer:
Unilever’s tacit endorsement of the B Corp movement confers legitimacy; if one of the largest and most successful business organizations in the world can embrace it , other companies will say, “perhaps we should look into this.”
The B Corp movement is still not very well known, compared to similar movements such as Fair Trade. With Unilever coming onboard, a lot more people in the business world will hear about it—and take it seriously.
It will provide Unilever with substantial marketing advantages for several years. If the company is able to harness them properly, it can expect to sway many now-neutral customers to Unilever’s vast portfolio of brands. (As a marketing and profitability consultant to green/socially conscious businesses and the primary author of Guerrilla Marketing Goes Green, I can speak with some authority on this :-). )
Most importantly, it will show the entire business world that corporations don’t have to be rapacious; they don’t have to put short-term gain above the earth and its citizens (human and otherwise). It could even provide major leverage to overturn the body of corporation law that says corporations are legally required to put short-term profit ahead of all other considerations. And since most business people actually do want to do good in the world and many have felt burdened by this charter, this could create a seismic shift throughout the entire business community. (Some on the hard left will disagree that most business people actually want to do the right thing. Go ahead; the comments field is waiting for you.) Of course, there are a myriad of profit-making opportunities out there for activist companies willing to create and market goods and services that meaningfully reduce hunger, poverty, war, catastrophic climate change, and other suffering—you don’t need to be a B Corp for that. But as B Corp certification slowly becomes the default, it will speed that change.
In short, I’m heartened and excited by this news, and wish them success.
In yesterday’s post, “Does Making Decisions Lower Our Math Skills?” I looked at Paul Petrone’s article, “The Genius of Wearing the Same Outfit Every Day.” He describes why President Barack Obama (to simplify his day) and Steve Jobs (to brand himself) wear similar outfits day after day. Yesterday, I looked at the part of Petrone’s article that supported Obama’s reasoning, claiming that too many decisions weaken our brains. I took issue with that, as you’ll see if you click through.
But I’m basically in agreement with the other part of Petrone’s article: there can indeed be solid branding reasons behind keeping a wardrobe choice to a bunch of identical black turtlenecks, as Jobs did. For jobs, the black turtleneck made a lot of sense, for several reasons:
It’s sleek and modern looking, like Apple’s product line (at least if you stay trim, as Jobs did)
It reinforces the “think different” culture at Apple, a company that has built its brand from the beginning on not being the corporate-zombie persona that wears conventional business attire and buys conventional (IBM) computers; the very first Macintosh ad said, “you’ll see why 1984 won’t be like ‘1984.’”
So now, let me jump into uncharted (and maybe shark-infested) waters: let’s look at President Obama’s wardrobe choice from a branding perspective. And let’s start by looking at the wardrobe choices of his own bed partner, First Lady Michelle Obama.
Michelle’s fashion choices for formal occasions are quite dramatic. Typically her outfits combine three elements: they’re bold, elegant, and surprising. She’s the most fashionista First Lady I can remember, surpassing even Jacqueline Kennedy.
The problem is, those “safe” dark suits are at odds with the brand of his 2008 campaign: “change.” The boldness of his rhetoric wasn’t matched by the drab sameness of his attire.
I empathize with him. I don’t spend a lot of energy thinking about the clothes I wear, and I usually dress for comfort. I’m not particularly comfortable in suits and abhor neckties. But I do wonder—and here’s the big heresy:
Would President Barack Obama have had an easier time pushing an agenda of “change” if he had dressed the part?
If, starting on the campaign trail in 2007, he had emphasized Michelle Obama’s three wardrobe attributes of boldness, elegance, and surprise, would he have been better able to marshall support for his initiatives? Is the conformist wardrobe secretly saying “I’m not serious about change”?
