According to Wikipedia, using tools has been interpreted as a sign of intelligence, and it has been theorized that tool use may have stimulated certain aspects of human evolution.
You stand in your kitchen, the ingredients to bake a cake lay before you on the kitchen counter—a wooden spoon, whisk, and stand mixer sit, tauntingly, in front of you. Did I mention the cake contains molasses? Why then, when presented with the option to achieve (and sell) a better product—and quickly—would you disregard the obvious tool to help you do so? You reach for the mixer—the cake turns out magnificently—your consumers are thrilled.
As marketers in this digital media age, the concepts remain the same, but the tools have changed. It’s purely evolution. So why, then, are marketers so afraid to use these new tools—why are some still reaching for the wooden spoon? Well, as blogger Christina Kerley notes, these new tools are “steeped in technological innovation.” It’s not necessarily the tool the marketers are afraid of, but the potential that tool has—and the immediate response it can gain.
The good news…
For as many new tools as there are, there are twice as many experts there to help ease your fears. From webinars around the old rules and how they apply to these new tools, to presentations on the basics of how to use them. Social media, and the new wave of marketing, are here to stay.
Categories: Digital Media
There are a million reasons to read the book and to give it to others—particularly those who don’t yet “get” the whole social media thing or why it’s important. Why?
Well, Trust Agents explains the value of social capital and how it can be used in our now highly connected world. It gives step-by-step instructions for how to build social capital and how to use social media tools to put that capital to best use. And, most importantly, it describes what Trust Agents are and the traits they share:
And two attributes, central to the book (but not articulated):
These qualities don’t just show up in successful social media folk, they show up in successful humans. Which, as Jay Baer suggests in his post on the book , begs the question: Can you teach this? Can you teach people how to be human?
No. People ARE human. And you can’t teach someone to be something they’re not. Or at least, not and have it last very long. You can’t teach someone to be Chris Brogan or Julien Smith.
They’re them. You’re you. End of story.
But you can teach people how to be better at who they already are. (This applies to organizations, too.) The question is, how can Trust Agents help you do that?
I’d imagine most people reading the book recognize bits of themselves all through it. “Oh, yeah, that’s me.” “Erm, no, not so good there.” I suspect that was a primary intent: to get people to realize that everyone has the capacity to be a Trust Agent.
But how do you become one? How do you move from capacity to actuality? From realizing you have potential to making potential real? How do Trust Agents make money?
As the book ended, my brain started. As Stuart Foster of The Lost Jacket says, “Being awesome is not a business model.” Being awesome is where it starts, but not where it ends: business models, by definition, are about how to provide value you can then get paid for. Otherwise, you’re doing this.
My take is that all Trust Agents provide (profitable) value in two ways: through their relationship with information and through their relationships with other Trust Agents. People who operate as Trust Agents, online and off, provide that value very differently. Chris Brogan is a different type of Trust Agent than Julien Smith, who is a different type than Amber Naslund, or Guy Kawasaki, or Robert Scoble.
I see five different models for how Trust Agents provide this value. Models that can, I think, be business models as well:
All types need each other, of course. The best Trust Agents both recognize that and act on it consciously. Creators need Connectors to get their ideas out there, and Interpreters to get them to new groups in ways those groups understand and recognize. Connectors need Creators to provide the currency of ideas, and Filters to provide ways of making sure what they connect to is the best. And so on.
Each of us takes on these different roles with varying levels of comfort, but one form usually dominates. (Although sometimes people end up in a model that doesn’t suit them—think of the wonderful researcher who is a terrible teacher.) By understanding which model is most comfortable for you and your skill set, you can then strengthen those skills and determine how best to turn you (or your organization)—in that role—into something people pay for.
So which one will you use to realize your potential?
Did I miss any?