by Nathan Coumbe

No vote, no complaint

I overheard a couple of people from an older generation (you know which one) debating about why the country is falling apart. 

Their main argument was that Gen X and Millennials aren’t turning out to vote. 

They summed up their argument by saying, “if they don’t vote, they don’t have anything to complain about.”

That’s patently untrue. 

When the choices suck, you get to complain. 

When you feel like your vote doesn’t matter, you get to complain. 

When the system is so skewed toward extremism that no reasonable people get a say, you get to complain. 

When you have to publicly declare your allegiance to a roomful of strangers before receiving your “secret” ballot, you get to complain.

There are serious, systemic issues as to why people don’t turn out to vote. 

That doesn’t mean they shouldn’t vote. But it’s completely understandable why they don’t.

For more daily musings like this, subscribe below:

by Nathan Coumbe

Bad marketing & yogurt

I was at the grocery store buying yogurt for my wife made by a well-known brand. I called her on FaceTime to confirm which flavors she wanted.

She told me the flavors, and I found them – strawberry, mixed berry, and vanilla. 

Strawberry was red. Mixed berry was purple, red, and blue. Vanilla was a yellowy-cream color.

Later when I got home, my wife informed me I’d also bought lemon and black cherry (both of which were disgusting). 

The black cherry was a mixture of the same colors used for both strawberry and mixed berry. And the lemon was a lighter shade of the yellow that was on the vanilla yogurt.

Not only were the colors too similar to distinguish between them, but they were all stacked on top of each other in the refrigerator. Naturally I saw one flavor and grabbed all the ones in the same stack, assuming they were together for a reason.

Now this could easily be the fault of a merchandising person, but I don’t like to think that way. 

I’d like to argue that it’s the fault of bad marketing.

Marketers have a responsibility to distinguish between their products. 

Putting products in the same metaphorical “boat” as other products, then letting customers assume they’re the same, or solve the same problem, or have the same purpose? That’s terrible marketing. 

This is misleading to you, the customer. And when you bite into the lemon-flavored yogurt (thinking it’s vanilla), you’re in for a nasty, unpleasant surprise. 

That leads to anger, frustration, a bad experience, and a literal bad taste in your mouth. It’ll prevent you from doing business with them in the future.

Making product lines nearly indistinguishable from each other is a good way to confuse customers and prospects, frustrating them when it comes time to make a decision. 

My favorite case study for this issue (apart from yogurt) is Apple.

Most of their iPhones are indistinguishable from each other, with only the most minor differences between them. These are differences only an expert in photography, mobile device design, or someone with a lot of spare time on their hands would recognize. 

Their computers suffer fro the same issue—minor “improvements” that, to the average person, make no difference whatsoever in how they use it, what they get out of it, or why they should spend more (or less) money on it.

The solution is to make products that are remarkable, radically different from what’s come before. 

That way there’s a reason to buy one or the other. When customers have lots of options—and they can’t tell the difference between them—often the simplest solution is to buy the cheap one.

Or… Walk out the door.

For more daily musings like this, subscribe below:

by Nathan Coumbe

Marketable skills

The Music School at University of North Texas has a list of what they call “marketable” skills that each of their degree plans develop. Skills include:

  • Performance communication
  • Excellent memory capability
  • Command of music computer programs
  • Pattern understanding
  • Improvisation and analytical capabilities

Now, as a former full-time musician myself and current corporate employee, I can safely say…

No one has ever paid me for any of this. Which is the supposed to be the definition of “marketable skills”—things worth paying for.

If you take Seth Godin’s definition of marketing to heart (which I do), then marketing means creating change in another person. And to take it a step further, it means creating a change in them that also prompts them to “pay” for your skills in some way.

You will then see that none of those skills do anything like that. However, they may give you the ability to accomplish that goal.

Those skills might allow you to:

  • Move another person so deeply that they become a raving fan of your music
  • Leave someone in awe of your stage presence and artistry (so they’ll come to more concerts and buy your albums)
  • Create a piece of music so astounding that someone tells 10 of their friends (and they tell 10 more…and on and on it goes)
  • Hypnotize an audience with intricate rhythms and on-the-spot creations so outrageous they beg to “know the trick”

All of these outcomes from your skill development lead to similar results: obsessed fans who tell other people and support your art because they can’t live without you.

The skills aren’t marketable.

But what you create with them and put into the world is.

If you want more daily musings like this, subscribe below:

by Nathan Coumbe

How will you measure your life?

Is it by the number in your bank account?

The amount of influence you have over people and events?

What about your job title and the status it brings?

All valid options. But is that what you’ll want to think about as you take your last breath?

Or maybe you’ll use a different measuring stick.

The amount of art you created.

The number of people you changed for the better.

How well you raised your children… And what tremendous people they became.

You get to choose.

*This post was inspired by the book How Will You Measure Your Life? by Clayton Christensen et al.

For more daily musings like this, subscribe below:

by Nathan Coumbe

Art hardens you against feedback

I spent years of my life being criticized (often brutally) by teachers and peers during my time as a musician.

It hurt—a lot. For a while, anyway.

Eventually you realize something:

It’s not about you. It’s about the work.

Even when the comments seem personal or exceedingly harsh.

You realize there’s this other thing you’re trying to bring into the world (in my case, a piece of music). And there are ways to do it that are creative and wonderful… And ways to do it that are just plain wrong.

At some point, the musician realizes that the people they’re making art with all have the same goal: to bring to life a beautiful piece of music in the way it needs to be.

And when you’re all working toward that shared goal, it makes the feedback easier to bear. You learn to separate the self from the art.

It’s not about you—it’s about the work.

For more daily musings like this, subscribe below:

by Nathan Coumbe

The end vs. the beginning

One of the essential habits in Stephen Covey’s 7 Habits of Highly Effective People is #2:

“Begin with the end in mind.”

The premise behind this habit is that before starting something—a career, a hobby, a marriage, a life—you should project yourself into the future.

By doing so, whether three years or five (or even all the way to your 80th birthday), you can lay out a map for how you want to live your life or complete a project.

I love this habit, and the idea behind it, but it’s also the only habit out of the seven with which I struggle. Why?

Because it’s overwhelming! Sometimes I don’t even know what I want life to look like tomorrow, let alone in 47 years. (God, is 80 really that close?)

It’s also overwhelming because at times, the daunting idea I have in my head seems so impossible that I become paralyzed, unable to do anything.

I know I’m not the only one.

The negative thoughts creep in with a seeming inability to solve them.

  • I can’t uproot my family while I pursue a master’s degree—it’s too many years out of work!
  • I can’t possibly go to medical school—it’ll practically leave my wife working as a single mom!
  • I can’t throw all my energy into a marketing business—we could be left destitute and homeless!
  • I can’t coach people to improve their health—I’m still trying to do that for myself!

The solution?

Start.

Decide on the very next small thing you can actually do.

Julia Cameron calls this “filling the form”—taking the next small step instead of leaping ahead to some giant thing you might not ready for.

Using the examples from above, you can…

  • Put in an application to see if you even get accepted to school
  • Take a biology course to get your first prerequisite needed to attend medical school
  • Call one business in your area to see if they need a freelance marketing expert to help them
  • Help one person you know develop one new healthy habit

It’s the oft-cited cliché that a journey of a thousand miles begins with a single step.

You have to put a destination into the GPS. But then you must focus on the directions and look for the next turn.

If the end in mind is too big to tackle, focus instead on the tiniest first step.

For more daily musings like this, subscribe below:

by Nathan Coumbe

Why not you?

Why can’t you organize a study group to work through a difficult Udemy course?

Why can’t you pick yourself to be a successful musician (rather than waiting for a record company to do it)?

Why can’t you organize a petition to get an environmental ordnance passed through your local government?

Why can’t you start that small marketing agency on the side and build it up to your full time gig?

Why can’t you throw together a fundraiser to help a down-on-her-luck mom keep her house for a year?

Why can’t you coach someone else to help improve their health and well-being?

You don’t need another credential. You don’t need permission.

You just need the skill… and the desire to act.

For more daily musings like this, subscribe below:

by Nathan Coumbe

If you don’t know, it helps to ask

I was roasting alive at a book festival last week. 100º temps, no cloud cover, no breeze. 

I needed to know why! WHY, when Mississippi has such mild autumns and winters, did the organizers insist on hosting the festival in the hottest part of the year? Every year for 9 summers.

In sheer agony and frustration, I said aloud, “Why do they do this?”

And I got an answer from someone much more knowledgeable and pain-tolerant than me:

This is the only time when the Mississippi Congress is on vacation during the year. The State Capitol is empty and available for use.

I asked and got a reasonable answer. Of course there was a good reason for the decision they made.

Most things aren’t done as mindlessly as we might assume. When you feel that way, it helps to ask some questions.

For more daily musings like this, subscribe below:

by Nathan Coumbe

A fun-filling (rather than fulfilling) career

Starting in the late 1970s, the idea of “passion” entered our discussions about work. 

The goal became to find work that aligned with pre-existing interests, rather than pursuing mastery of a difficult craft (which had been our way of doing things for hundreds of years).

Don’t get me wrong, you absolutely must be interested in what you do. That’s vital to persevere through the difficulties that arise in learning anything new and worthwhile.

But I’m coming to find that our obsession with trying to align work with things we already like is sapping us of our ability to enjoy (or at least be satisfied with) most any type of work available to us.

We’re asking our jobs what they can do for us, rather than focusing on what we can offer the world by engaging in those jobs.

Satisfaction and enjoyment in our work is a lot like motivation. We think we have to wait for motivation to hit before we act on something (like getting in a workout or finishing a difficult project). But that motivation only comes after we’ve taken the action.

Action precedes motivation, not the other way around. And happiness in our work often comes AFTER we do the difficult work itself.

It’s probably not what you want to hear… But that doesn’t make it untrue.

For more daily musings like this, subscribe below:

by Nathan Coumbe

Do you do what you THINK you do?

If you’re a business owner or freelancer, what problem would you say you solve for your customers? (Hint: it’s probably not the same as what they think.)

If you’re an employee, do you know what problem your company was created to solve? What its original purpose was? Do you know why customers hire your employer?

Odds are, what you think you do and the reason your customers actually buy from you are quite different. 

But if you want to increase your levels of success and sales, you have to align those two things.

Whether you’re starting a business or building a musical group, there are two marketing questions you must ask first: 

  • Who’s it for? 

And

  • What’s it for?

And if you work with others, you must also ensure they know the answers to these questions. If they don’t know, they won’t care, nor can they truly help you succeed.

“No involvement, no commitment.”

—Stephen R. Covey

In fact, it’s a good idea to solicit answers to these questions from your people. You might get closer to the truth of what it is you’re trying to do.

For more daily musings like this, subscribe below: