Top Shelf Reading Picks:

She’s a very kinky girl … the kind you don’t bring home to mother …

Couldn’t help myself. That’s the tune that comes to mind every time I look at the cover of Super Freakonomics:  Global Cooling, Patriotic Prostitutes and Why Suicide Bombers Should Buy Life Insurance by Steven D. Levitt & Stephen J. Dubner.

She will never let your spirits down … once you get her off the streets … yow!

And, in fact, that tune was quite apropos as the most interesting part of the book was the economics behind prostitution.  But, more about that in a minute.

While I found the authors’ first book, Freakonomics, extremely thought provoking, this one didn’t quite rise to that level.  However, it was interesting, and I had a few, “hmmm” moments, despite the fact that some of it felt like I’d read it before.  But, some of it was really fascinating like the section on the economics of  prostitution parts (and no … not thinking about giving up my day job).

Re: prostitution. It’s an interesting look at how, if we want to eliminate it, we need to take away the financial incentive AND put the Johns in jail and not poor Jane who is just trying to make a living.  Yet, that’s not how we’re approaching the problem.  While reading this part, I couldn’t help but think about the movie Hustle & Flow …

You know it’s hard out here for a pimp
When he tryin to get this money for the rent
For the Cadillacs and gas money spent
Because a whole lot of bitches talkin sh*t

But enough about that … onto global warming.  The one big concept with regard to global warming was contained in their statement on p. 11 “But Humankind has a great capacity for finding technological solutions to seemingly intractable problems, and this will likely be the case for global warming.”  The authors provide historical examples where we were facing what seemed like insurmountable issues that we managed to find technological solutions.  They even go on to talk about some of the potential solutions that are in the works AND that could cost less/be more effective than the Al Gore model.

I also bookmarked the page where they talk about sports and how your birth month can affect your abilities (a topic covered in Malcolm Gladwell’s Outliers).  While this seemed a bit of a retread, there was a slight differentiating point with regard to practice:  It’s not just about the 10,000 of practice, but it’s about “deliberate practice:  setting specific goals; obtaining immediate feedback; and concentrating as much on technique as on outcome.”

Another good discussion was on the gender wage gap.  Very timely as this has recently been in the news as it’s moving in the wrong direction.  The discussion ended up with a conclusion that perhaps the traditional male definition of success (money/power) isn’t a meaningful incentive for women, even highly educated, fast-tracked ones.

This conclusion was key because if there is one clear theme throughout, it’s that we are often wrong as to what will be an incentive to get people to do something.    The most stark example of this was how difficult it was for hospitals to get Doctors and hospital staff to wash their hands.  It wasn’t until they came up with a gross visual screen saver that showed the growth of germs on a hand before they got to 100% compliance.

This made me consider the different incentives my company has implemented over the years.   We”ve tried a lot of things to get women to invest in their careers and build networks.  We’ve had giveaways, written technology how to guides with Jane Austen themes, thrown shopping nights, tried cold hard facts,  guilt,  economics, etc.  I’m still trying to find the magic incentive formula!  Any ideas?  I’m open to them.

Top Shelf Bottom Line: If you loved Freakonomics and want more of the same, then worth the read.  If you are interested in how thinking “differently” could solve some of the world’s problems then this, too, could make it a worthwhile read.  Or, if you need to step back and think differently about your company, then this might be a good primer.

This week I read Inbound Marketing: Get Found Using Google, Social Media, and Blogs by Brian Halligan and Dharmesh Shah.  It was ironic that I was reading this while watching Don Draper and crew on TV’s Mad Men adjust to a whole new world of television advertising and other changes.  Why is it ironic?  Because we are undergoing a similarly huge shift in how we market, and the name that seems to have stuck is “Inbound Marketing.”

This book, Inbound Marketing, is meant for marketers.  Some of the other books I’ve reviewed are a bit more theoretical and great for all senior management.  This book is tactical and even includes checklists at the end of each chapter.  The theory of the book is that the world is no longer limited to “outbound” marketing: i.e., direct-mail campaigns and advertisements.  Instead you need to be out there attracting your customers and bringing them back to you via the internet– i.e., inbound marketing.

Admittedly the book is a bit of a “shill” for HubSpot.com, the authors’ company.  However, this didn’t distract from the content, and since HubSpot is where the authors gained their expertise, it made sense. In addition, HubSpot does have some good products to help small-business owners with their inbound marketing, some of which is included in the following list of tips and tidbits that I found useful in the book.

Your Website Inbound Marketing Effectiveness

One useful tool promoted in the book is the free website.grader.com, which reviews your web page and rates it for “inbound marketing effectiveness.”

The authors emphasize that title tags are important for search engine optimization.  Each page should have a unique title, and it should be about 70 words long with the most important term first.

Implementation Note: I immediately tested the website grader with the Downtown Women’s Club and was pleased to receive a 97/100 and a list of small tweaks I could do to improve it even more.  While I didn’t agree with all of the recommendations (a quick Google answered my question as to whether paying to be listed in the Yahoo Directory was worth the cost; survey said = no), most made sense.  Per website.grader.com, my title tags were too long.  Will fix ASAP.

Your Blog Inbound Marketing Effectiveness

Incorporate your blog into your site because a blog will improve your search engine rankings by adding more pages to your site.  The more pages Google has, the more your site shows up in search engine results pages for dozens of keywords.

Blog posts should not be more than one page.

Put important keywords in the titles to your blogs and links back to your main site within the blogs. They even recommend going back and putting links/keywords into old blog posts.

Implementation note:  Per their suggestions, I moved our blog back under my main domain; it’s still the Women’s Dish, but you can get at it from http://blog.downtownwomensclub.com. And there, I just included a link back to my site!  As for the one-page blogs, I break this rule all the time on this particular blog, but I figure I’m attracting a demographic that likes to read.

Your Google/Social Media Inbound Marketing Effectiveness

The section explaining how Google works is very helpful to the new website/blog/e-commerce entrepreneurs.  As a more experienced social media user, I still picked up some great ideas.  I really liked the way they presented the whole Google search/SEO discussion–they even explained Page Rank.

Implementation note:  Via the tips in the book, I found that my Google Page Rank was 5, which was pretty good, but I really want to move it higher–time to work on more qualified links.

Basically it boils down to “Ranking = relevance + authority.”

• Relevance = how close of a match a given web page is to the term being searched.
• Authority = The measure of how important and authoritative that given page is in the eyes of Google (i.e. Page Rank).

Their discussion of “qualified links” and how many sites/blog comments are using “no follow” links to defeat the spammers was insightful.

And I thought the authors did a good job explaining how “tricking” Google with dubious SEO tactics is not going to be effective: “The purpose of inbound marketing is not just to get more traffic to your website, but to convert more of that traffic into qualified leads and customers.”

Note to readers:  It’s no longer about the number of eyeballs that come to your page; it’s about actually engaging your visitors to join your mailing list, purchase a product or become a member.  Much of this book focuses on getting “qualified” links and “interested” visitors to your website.

The sections on how to use social media for inbound marketing are all very good and, I believe, easy to understand for even the novice online marketer. They even included some good rules of thumb, i.e., a 1 percent conversion rate on untargeted traffic is a good baseline.

People often say that social media impact can’t be measured, but I think the authors present enough tools and baselines that you can actually measure an impact over the long run (see the chapter on “patience”).

Your Inbound Marketing Team’s Effectiveness

I particularly liked the section on hiring people both internally and for your external PR team based on their social media skills.  If you are a marketer looking for a job, or in the PR and marketing consulting fields, you should read this section. If you are a company whose PR or marketing teams don’t measure up to these lists . . .  you might need to rethink, rewire or rehire.

Why Now?

This is the question the authors answer very convincingly in the final chapter.  Just as we watch the ad guys on Mad Men adjust to a new era of television and mass marketing, we are going through our own metamorphosis.  Those who adapt will survive and thrive; those who continue to fight or ignore it, well . . . I’m really not sure what to tell you.

Top Shelf Bottom line: In the first chapter, where the authors describe this shift, they have the best title of any subsection: “Who moved my customers?”  If you still think your customers are waiting at home by the mailbox for your next direct-mail piece or will read your ad in a magazine to which they no longer subscribe, you might want to pick up this book.  Even if you are more experienced, there were lots of tweaks that can only help you improve your inbound marketing.

I’ll be honest. having just read Trust Agents and a couple of other books about social media, I was hesitant to dive into yet another one. However, Twitterville: How Businesses can Thrive in the New Global Neighborhoods by Shel Israel was different than expected. It’s less of a “how to tweet” and more about the evolution of the era of microblogging.

Why would anyone tweet?

From the forward by Charlene Li:

“Twitter is made for my mom. That’s because she’s always infinitely interested in what I am doing and thinking, no matter how mundane–or inane.” Then Li goes on to say that is probably the reason for skepticism about Twitter. However, in her mind, “Twitter is less about what you are doing and more about what you are paying attention to and willing to share.”

I fall under the latter camp. For me, Twitter has always been the nonstop cocktail party where you can pop into conversations and learn what people are thinking, reading, learning and laughing about. I want to know what the experts are focused on and share the highlights with my followers.

In general, I think everyone should have a Tweeting strategy–if you follow me at http://twitter.com/downtownwoman, you’ll read a lot about what the Downtown Women’s Club is up to, what’s going on with social media and women networking, what books I’m reading/reviewing and, of course, whatever article of clothing or numerous bizarre items my 90-lb Bernese Mountain Dog has eaten, buried and/or thrown up on.

Israel’s book doesn’t tell readers how to build their own strategy, but he covers some of the famous Twitter incidents that have caused people and companies to start paying attention. These include:

• The arrest tweeted around the world. James Buck’s tweet “Arrested” sent from Egypt rapidly made its way around Twitterville and played a large role in his ability to later tweet the word “Free.”

• The Motrin Moms getting an ad canceled. Despite not having an opinion one way or the other about baby slings, I had a personal attachment to this one, as one of our Downtown Women’s Club bloggers at the time was part of the vocal group.

• The Pepsi suicide ad. This was a story I hadn’t heard much about, and Israel points out that Pepsi acted quickly via Twitter, made its apologies sincere and even put a personal face on the apology–an employee whose sibling had committed suicide and who was disturbed by an ad Pepsi ran mocking suicide. (Note that as I wrote this Pepsi had another incidence of poor taste with its Pepsi Amp iPhone app encouraging men to keep score of the women they picked up . . . which then led to another Twitter apology.)

Some lessons beyond Twitter

However, the book wasn’t limited to stories unfolding on Twitter. Israel covers how Twitter came into being, including its origin as an internal tool used to locate a virtual work force. In these sections, I found some interesting business advice that went beyond Twitterville, including:

Ev Williams, one of the founders of Twitter, said that he learned two things from his tenure at Google, where he worked for a year and a half, 2003 to 2004:

1. Get the product right and make users happy before you worry about making money.
2. Focus is everything. Every company has to choose between what it can do and what it should do.

Twitter as a business strategy

Israel outlines a wide variety of strategic uses of Twitter.

• Dell Outlet–used Twitter to employ an old retail tactic: coupons.
• Dell Inc. had a different strategy–trolling for mentions of Dell and hoping to resolve problems by jumping into conversations.

Like Dell, Israel comes down on the side of corporations letting individuals tweet with their own pictures/name. Other tips from the Dell section of the book: Per Bob Pearson, who at the time was the highest-ranking member of Dell’s social media team: “Social media becomes even more important during tough financial times because it is not that expensive and it gets you closer to the customer.”

Recently there’s been a lot written about the push back from corporations against social media. Most of that is due to the fact that it’s harder to measure ROI. However, Israel gives some solid examples of ROI, such as JetBlue adding new flights to get to the SXSW conference after reading on Twitter about the lack of flights.

“The internet has been flattening corporate structures for some time now. Social media has accelerated the process, and the recession has speeded up the process still further.”

Back to corporate examples:

• Best Buy has a smart strategy. “It may be one of the companies that realizes it is not in control of its destiny. Their customers are in control. Their future depends on how close they can get to their customers, and how fast they can learn what their customers want from them in terms of both goods and services.”

• Ford Motor Co. found out that Twitter is crucial in solving PR crises. In the old days you might have a week to resolve a crisis; today you have mere hours.

• H&R Block is using Twitter to find new business. The company realized that its core client–folks who frequented strip malls–weren’t going to replenish themselves. H&R Block sent employees online to Twitterville to learn how they might implement an online strategy and cultivate a new client base.

• Zappos makes it part of the customer service culture.

Twitter and Customer Service

This last example is just as important as all the marketing examples because Twitter is a curious blend of marketing and customer service. People don’t call customer support to complain anymore; they get on Twitter and rail about it.

In fact, I recently blogged about a great customer service experience I had with a vendor on Twitter. And I have a few other examples of companies that have responded to tweets that led to me doing business (iRobot), keeping my business (Eventbrite, Comcast) and, in one case, stopping me from lambasting the company (Charter Communications. In this case, I had complained through Charter’s website, by e-mail, by phone, by instant chat, etc. Nothing resolved the issue until I tweeted about it and heard from the eRep., who seems to have resolved the issue.)

Israel is a big proponent of putting a personal face on corporate and disagrees with Whole Foods’ strategy of not putting faces to its tweeters. While the Whole Foods reps have a fairly successful strategy and put forth some good reasons for not having humanized tweeters, I’m still with Israel on the human bit–it makes a company more transparent and authentic.

Twitter and PR

Twitter has also changed the way PR functions. To quote a PR professional from the book:

“Today I send a press release out on Business Wire . . . I also send it to media and bloggers using e-mail. Then I post it on PitchEngine.com as a social media release; post it on our company website; tweet about it; cross-post to Facebook; and if it involves a commercial, post it on YouTube. Things have sure changed.”

Random notes of interest

Throughout the book, Israel includes random tweets. Some I found just plain odd, others made me wish I had more info. I bookmarked one because it stated something I’d been thinking about recently with regard to social media:

@TomTravel2: Think about it, none of us follow the exact same people so we all see a unique set of Tweets no one else sees. Twowflakes of a sort.

When it comes to reading newsfeeds, whether on Twitter or Facebook, everyone is seeing something different. And this is what defines a social media user’s experience. But it’s bigger than that. We all used to read the same newspaper and see the same ads. How do we market in a world where everyone customizes and personalizes the information that they see? Certainly not by trying to blast traditional marketing messages at them via social networks.

If there’s one takeaway from this book, it’s that what worked before in another medium is not likely to work here. Think back to radio and TV. What might work well on radio–a catchy jingle–does not transfer to television unless you add some visuals.

Top Shelf Must Read Pick for 2009. If you don’t get Twitter and are in any way connected to your company’s management, marketing or customer support, you need to read this book. If you are already tweeting but without much of a strategy, you also need to read this book. There are plenty examples of large and small B2C and B2B companies using Twitter throughout. If you finish the book and still see Twitter as something your company can live without, please write me, because I’d love to hear the other side.

When pal Alexandra Levit sent me an advance copy of her book, New Job, New You: A Guide to Reinventing Yourself in a Bright New Career, I thought it was quite timely. With the economy still stagnant and the unemployment rate bumping up against double digits, many individuals have to reinvent themselves to find employment. For some this may mean moving in a whole new direction, for others, it may mean it’s time to step back and reprioritize.

Levit centers the book on seven motivators for change (listed below). Then throughout the book, she uses individual stories as examples for why and how people made successful career changes. At the end of each chapter there are tests to see whether this could be a motivator for you and also tips on how to get started making the change.

Here are a few interesting tidbits I picked up in my reading:

1. Family: When true work/life balance becomes a necessity
Two of her examples in this section were men.

One vignette that stood out was when Erica came home from work to find her children happily playing with her husband in their pool and realizing she was going to work every day to afford a life of which she wasn’t even a part. This was somewhat similar to my first career change (from law to marketing). A friend summed it up nicely when she explained her reason for leaving: “I understand that if I prioritize my kids, even if I produce the same results as the next associate, I will be passed over and never make partner in a big law firm. While I could probably handle it for a while and continue to remind myself that I’m doing it for my kids, I would still be totally pissed off . . . and pissed off is not how I want to go through life.”

Levit includes some good advice about flextime, work-at-home careers and how to include your entire family in the decision.

2. Independence: When you’ve been bitten by the entrepreneurial bug
If you’re reading this review, it’s likely that this section will resonate the most. The common theme among the examples was how analytical these individuals were. While many were driven to become entrepreneurs by their right side of the brain (the creative/intuitive side), what made them successful was their more logical left side.

3. Learning: When your bookish, curious side takes over
When it comes to going back to school, one of Levit’s examples said, “Don’t worry about how old you are, and ask the right questions of the right people.”

As in other sections, Levit points out the financial risks you are taking, like how much debt the average person takes on to go back to school.

4. Money: When an increase in earning potential is on the horizon

5. Passion: When you yearn to do what you love with all of your heart
I liked this quote from one of her examples: “I realized that you can have all the talent in the world, but you still have to be willing to get your hands dirty and be disciplined and eager to grow. It’s dangerous to think you have it all figured out.”

6. Setback: When one door closes, another one opens

7. Talent: When you’re too good at something not to give it a shot
With all of these motivators, Levit provides both interesting and varied examples, as well as hard-core advice and a decent dose of reality. Career changes aren’t easy. In fact, Levit identifies the four key factors you need to be successful at the end: Persistence, courage, self-confidence and business savvy. This is why I would highly recommend this book. It will help you with all four of those aspects as well as in identifying your reasons for the change and how to garner the support of family and friends.

Top Shelf Bottom Line: If you are considering a career change, this is the guide to help you motivate, plan and decide whether you are really up for it.

Most of what I read about social media is geared to audiences that either need to be converted or need to convert others, and who potentially have budgets in the tens of thousands to spend on social media. However, Trust Agents: Using the Web to Build Influence, Improve Reputation, and Earn Trust by Chris Brogan and Julien Smith is the first social media book that I found helpful for newbies as well as active users, no matter what size the budget.

I’m going to gloss over all the “here are more reasons why you can no longer ignore social media,” and focus on items that are more tactical or a unique way of looking at social media.

One has to appreciate a social media book that opens with a totally non-techie intro. In this case, the authors use a story about an undercover FBI agent infiltrating the mob to paint a compelling picture about how it takes time and patience to build a reputation as a trust agent. I thought this was a great point because I could just see non-social-media-savvy managers mandating their marketing departments to start being “trust agents.” Much like a marketing department can’t make a viral video because it’s the public that decides what goes viral, it’s also the public that decides who is a “trust agent.”

So, what is a trust agent?
The definition of a trust agent: “digital natives using the web to be genuine and to humanize their business.” Need more than that? Here’s another definition from the book:

Trust agents build networks almost reflexively by being helpful, by promoting the good work that others do, by sharing even their best stuff without hesitation, and by finding ways to deliver even more value on top of all that without asking for anything in return. Instead of sucking up to the big guys . . . trust agents reach out to the up-and-comers.

The 6 Characteristics of Trust Agents:

1. Make your own game (i.e., stand out by being different).
2. One of us (you are not above your market; you are part of your market).
3. The Archimedes effect (it’s all about the leverage).
4. Agent Zero (start your networks before you do actual business).
5. Human artist (learning the soft skills).
6. Build an army (you can’t do it alone).

What’s so great about writing stuff on the internet?
“Writing everything online, where it’s eternally visible to everyone, forever, has value.” I totally agree with this for two reasons:

• Just the other day, someone stumbled (http://www.stumbleupon.com) upon an old blog post of mine and put it in the feminism category. It’s led to a steady stream of traffic to our DWC Women’s Dish blog.
• Brogan and Smith also point out that if someone asks a question, you could answer it by e-mail OR you could post your answer on the blog and help not just that one person but many others who may be Googling the same issue. I’ve found that you also help yourself when you do this because it saves you from responding to the same question over and over again–you can just direct people to your blog.

Jumping gates and playing games
I liked the section on gatejumpers, but if I were to totally gush over everything, then who would take me seriously? One minor flaw of the book, which isn’t necessarily a flaw–as it could possibly be an entirely separate book–is that sometimes the authors will drop names of gamechangers such as Perez Hilton, but not talk about the actual steps they took to become gamechangers.

There is a good example of how Timothy Ferriss used the term “lifestyle design” to jump his gate. He used this term instead of work/life balance and time management. Note to self: Come up with a new term for “women’s business group that helps do-it-yourselfers do it themselves.” I’m open to suggestions!

To be a gatejumper, “figure out who the gatekeepers are, then decide which rules you can break to make yourself a gatejumper.”

I also liked the section on viewing the world as a game because games have concrete goals and simple ways to measure what’s working and what’s not. The focus is on beating the system, not other people. “Once you have the system figured out, ask yourself which rules can be ignored, changed, modified.” I thought this is a great section for all women to read, because too often we are still playing the “good girl” role and not taking enough calculated risks. Social media is about putting yourself out there . . . and women are such great communicators, we should be all over this new medium.

Social Media and Trust
Social media is about selling the same thing as everyone else–only differently.

Social media can be about tinkering–it’s a great way to test new things without too much expense.

But make sure your connectors still work. This brief section resonated hugely with me. If you are going to be a gatejumper and start doing things differently, you have to still be able to plug back into a market where everyone may still be doing things the traditional way. This was a bit of my problem with the Downtown Women’s Club. We moved online a bit prematurely for our core audience. This meant we spent a year marketing something that our core audience (thirty- and fortysomething businesswomen) didn’t know or care about. We finally figured this out and have continued to market along a dual track. Ironically, more recently, our focus on our digital offerings and virtual teleclasses has brought us a whole new audience–boomer women. While there were many organizations geared to senior women who wanted to network in person, there weren’t many that focused on teaching them social media and other online networking skills.

I noted that this section was followed by one about the importance of moving first! LOL– it’s all about moving early but staying connected to the status quo.

“Despite all the changes on the web, the basis of trust is still the same; it’s the signals that have changed. Having credibility is a major factor, but credibility is established through what other people think.” One of the best tidbits was the one on pages 83 and 84, which talks about signals of trust on the web: from design to longevity to what you have on your “About” page (I had identical thoughts about “why the about page is the most important page of your website”).

The Business Value of Friends
Brogan and Smith hit on something that those of us who use social media get and non-users don’t. “These ‘friends’ we’re discussing aren’t the ‘move your couch’ friends. They’re people you know online, and you value their opinion and respect the relationship.”

• Becoming friends means that we’ve accepted your network connection. It means we’re at least curious about who you are.
• Consider “friends” to mean that you can pay attention to what we’re doing and try to find a conversational entry point.
• Marketing to a new friend will almost always result in unfriending–and possibly an angry blog post.
• It’s simple: This is like saying hi at a party to someone you don’t exactly know. It’s a good start, but what you stay next is probably more important.
• Reveal little things, naturally, without making them a focal point, and people will develop a more complete view of you as a person and respect you more for it.

I also thought the example of GM’s two social media marketing examples was noteworthy: asking people to make videos for them to use in their marketing backfired (environmentalists were all over it with negative videos); but asking people to share their passions about their GM cars was successful.

It’s Not Too Late to Start
Six games you could have made and still can:

1. Write a content marketing blog about a passion of yours.
2. Build a small, powerful network.
3. Become the name brand of a specialty.
4. Master leverage and use it for good.
5. Sell by generating human trust.
6. Make an army to power your change.

I actually thought the ending hid the most illuminating statement:

All this humanizing is normal; in fact, the only reason we think that it’s crazy is because most of us were born in the brief period where mass media was the only game in town. But, remember, that’s only been the case for a few decades; for the rest of the time, people have communicated mostly with other people in small groups.

I agree with this statement wholeheartedly, especially as I see a rise in network marketing (in a good way) and small businesses.

Top shelf bottom line: Trust Agents is a must read for both the social media novice AND the more experienced user, no matter what size the business or level of social media expertise. It’s also an easy and fun book because of the conversational voice and the pop culture references.

P.S. I’m headed to the Inbound Marketing Summit on Oct. 7 and 8 in Foxborough, Mass. (although only for Oct. 7). If you’re going, please try to find me and say hi! If you haven’t signed up yet, what are you waiting for? Visit: http://city.inboundmarketingsummit.com/boston/.

A couple of years ago, my co-author Lindsey Pollak and I were struggling with how to write an engaging “how to online network” book. Then we pondered:  What would Jane Austen do if she were a blogger?  The result:  The Savvy Gal’s Guide to Online Networking (or What Would Jane Austen Do?).

This is why when I heard about the book Ophelia Joined the Group Maidens Who Don’t Float: Classic Lit Signs on to Facebook by Sarah Schmelling, I just had to get my hands on it.  Classic Lit + Social Media = Witty Fun!

Schmelling takes classic literature characters and transports them into the modern world by imaging what they would do if handed a computer and access to Facebook.  She creates profiles, pages, news feeds, and has them interact with each other.

For the non-Facebook friendly, the title is a play off the fact that people who join Facebook usually join groups of like-minded folks. Poor Ophelia of Hamlet fame would have been relegated to joining the group of “Maidens who Don’t Float,” not to be confused with the group “Men Who Float But Are Still Not Impervious to Bullets” which can count Jay Gatsby among its members.

Some of the sections worked better than others (meaning LOL funny).  What I found the most clever were generally:

• Those sections involving literature that I knew really well (Pride & Prejudice, Great Expectations, Jane Eyre, Anna Karenina, Gatsby, Lolita, Little Women); and
• Those that lent themselves to the genre (i.e. Romeo and Juliet, due to the fact that they are teenagers; Lord of the Flies re: having a reunion; Ernest Hemingway and F. Scott Fitzgerald unfriending each other; and Mark Twain and Oscar Wilde trading quips).

If you love literature and are familiar with Facebook, this is a great way to revisit the classics in a whole new light and have a few laughs along the way! Who can resist a chapter titled:  “Elizabeth threw a sheep at Mr. Darcy: The Love and Other Difficulties Network.”   I couldn’t.

Top Shelf Bottom Line: Recommended for the Facebook enthusiasts.  It’s a fun way to revisit familiar characters.

I was thrilled to learn that Top Shelf Reading Picks has been selected as one of the 50 Top blogs for business education by The Biz-learner.   Thanks for the honor!

When Keith Ferrazzi’s book Never Eat Alone came out in 2005, I read it and chose not to review it.  To me, it was nothing more than a lot of name-dropping by someone (a major extrovert) who wanted to run his life as a nonstop BNI meeting.  Not that there is anything wrong with that.  But for 99 percent of the rest of the world, even if we wanted to, we couldn’t follow his recommendations due to introverted personalities, family obligations, and the fact that many of us startup entrepreneurs needed to focus on the day-to-day operations and sleep more than three or four hours per night.

However, I have a very different take on Ferrazzi’s new book, Who’s Got Your Back: The Breakthrough Program to Build Deep, Trusting Relationships That Create Success –and Won’t Let You Fail.  This is the book I wish he had written back then.  The difference between the two?  In the first book, Ferrazzi taught people “how to mingle,” not “how to network.”  In his new book, amid many mea culpas for the first book (an honorable approach that completely changed my view of Mr. Ferrazzi), he focuses on building relationships rather than building a Rolodex.

Some of my favorite sections from the book include the following:

He notes that the secret to getting into the “club” (e.g., any group of top executives who all do business with one another) is “[caring] about other people’s success rather than just your own.  It was a skill that business schools and too many people overlooked.”

I liked the model he used for this book of Jean Nidetch, the founder of Weight Watchers, building support systems to accomplish goals. “Exceptional achievement in work and life is a peer-to-peer collaborative process.”

Much of the beginning is very personal and talks about how, to the outside world, Ferrazzi seemed to be living the high life always surrounded by adoring fans and colleagues, yet he felt isolated and alone, and his company wasn’t making the progress it should have been making.

At their essence, my problems weren’t just business problems. For so many of the daily and strategic issues that a company faces, I relied on the world-class network I had put together, using the insights and guidelines I described in Never Eat Alone.  I could turn to any number of clients, lawyers, bankers, vendors, or board members in my network for specific advice.  But the help they could give me was relegated to a call here or a coffee there – dribs and drabs.  I didn’t have anyone in my life whom I could turn to at any time for a completely candid, no-holds-barred discussion of what was really going on in my life and my business.

My favorite line in the whole book was shortly thereafter where Peter Guber tells him that he needs to be more “elegant,” and then explains that he wasn’t talking about Ferrazzi’s appearance but  rather “elegance of purpose and activity.”

“. . . elegance is the art of exerting the minimum amount of effort for the maximum effect, the maximum amount of power and achievement in our life.  . . . [Keith] you’re one of the smartest people I know, but you’re working so frenetically.”

Not only could I personally relate to that, this was reminiscent of one of my all-time favorite CoCo Chanel quotes:  “Elegance is refusal.”

Other good points:

The difference between mentors and lifelines. Mentors are based on master/apprentice situations, and lifelines are peer-to-peer.  This is why this is NOT a book about mentors.  On a side note:  I’m wondering if mentoring is going to be less of a buzz word as the command-and-control business structure collapses and Generation Y overtakes boomers in the workplace.

But in the meantime, Ferrazzi gives us the four mind-sets to building lifeline relationships:

1. Generosity
2. Vulnerability
3. Candor
4. Accountability

He then breaks them down throughout the rest of the book.  I particularly liked the section on creating intimate relationships.  Of course people will say, “but it’s business, I can’t get intimate.” But Ferrazzi is not talking about dipping your pen in the company ink, he’s talking about making yourself memorable to others.   Making yourself memorable is the key to turning mingling into networking, and Ferrazzi gives us tips on how to do it.

The eight steps to instant intimacy:

1. Create an authentic environment around you.
2. Suspend your prejudices.
3. Project the positive.
4. Share your passions.
5. Talk about your goals and dreams.
6. Revisit your past.
7. What’s keeping you up at night?
8. Future fears.

Another key to creating intimate relationships is being candid.  He also includes some great tips for doing this:

1. Find people you respect.
2. Create the opportunity.
3. Make it clear any feedback you get is a gift.
4. Acknowledge your faults.
5. Tell the other person what you plan to do with the advice.
6. Don’t tell them what you want to hear.
7. Ask specific questions.
8. Take it or leave it–but deliver on safety.
9. Pay them back.

The rest of the book is chock-full of advice on how to create your own lifeline relationships from accountability buddies to building a dream team.  I confess, I faded a bit in the second half, but that was because he was telling me stuff I already knew.  I built my own dream team five years ago in almost the exact manner he lays out.  But for those of you who haven’t, that may be the most useful part of the book.

Top Shelf Bottom Line: If you found that mass-market networking does not work for you, then this is a great book to learn how to build the relationships that matter in a manner that is probably much more comfortable.  Ferrazzi is his engaging self and the stories of his successes are much better-balanced in this book because they are offset by his honesty about his failures and shortcomings.

I’ve been focused on social media for a while, so I’m always surprised at people who are holdouts. Yet they’re out there.  If you happen to be one of those people who still need convincing, read this article about the coming Age-Wave.  Really, it’s not just us fanatics anymore; the demographics are singing the same tune.

The nice thing about social media and online marketing is that they are something everyone can learn.  So what’s a marketer to do to get up to speed?  I found that Scott Fox’s e-Riches 2.0: Next Generation Marketing Strategies for Making Millions Online was a very thorough overview.  Don’t let the name scare you into thinking it’s one of those internet scams.  I found it was useful for performing a complete marketing audit.  I was able to evaluate inefficiencies and plan for the next six months.

Some items of interest:

His Nine Commandments for E-Riches Marketing Success include:

1. Don’t worry about technology–focus on your marketing goals instead.
2. Heed the interactive imperative.
3. Build customer relationships. Don’t just chase sales.
4. Listen Up. The “participation nation” requires it.
5. Your profit potential depends on being more personal.
6. Grow beyond your website to a multi-channel online “product presence.”
7. Graduate from destination marketing to distributed engagement.
8. Nurture your brand’s reputation cloud.
9. Publish or perish.

Now if you didn’t understand all of those, or don’t have them incorporated into your 2009/2010 marketing plan, you might want to pick this book up.

Even if you do have a social media component to your marketing plan, I found that Fox had me reconsidering whether some of the services and tools I was using were the most efficient/cost-effective.

And my favorite line in the book is found under Fox’s “Magic Blog Formula.”

If you have something to say that will grow your business, then start a blog.  Otherwise shut up.

Top Shelf Bottom Line: e-Riches covers: e-mail, social marketing, blogs, online PR and promotion tools, podcasting and PPC advertising.  If you don’t have most of these incorporated into your plan, it’s worth picking up.

Word of caution, it may be a bit overwhelming for the non-techie newbie but still helpful to learn the terminology and to earmark the stuff you need to learn more about.

Another good book, which might be easier for total newbies, is: eBoot Camp by Corey Perlman.  Click here for my review.

I’ve found another must read Top Shelf Pick for 2009: Kevin Maney’s Trade-Off: Why Some Things Catch On and Others Don’t.  Any book that makes me rethink my biz plan is a must-read, and while this didn’t cause me to change direction, it did solidify that our new plan is taking us in the right direction.

Initially, I thought this was going to be a marketing book (sort of like Made to Stick), but it’s really more of a discussion around your company’s mission statement and core values.  The main premise is that every business has a trade-off.  You can either excel in providing a high-fidelity experience or in being extremely convenient.  If you’re in the middle for both, you end up in the “Fidelity Belly” (kind of like the doldrums . . . or to use a dating example . . .  it’s like dating someone who is vanilla–everything about them is fine, but nothing is outstanding. )

Any company or product that tries to capture both fidelity and convenience ends up in the Fidelity Belly and will more than likely fail.  Maney provides Starbucks and Coach bags as examples.  They both tried to mass market a luxury product, which when you think about it is a bit of an oxymoron:  mass-marketed luxury?  Not possible . . . the definition of luxury is something expensive or hard to obtain.

If you’re chasing convenience

A super-convenient product is one where people will forgo a nicer experience due to time, cost or easy accessibility, i.e. Wal-Mart.

But in addition to being affordable and easy, if you can add a social dimension, it acts as an adoption accelerant.  This is why teens will buy a cell-phone ring . . . Downloading it is convenient, but a ring tone also announces your taste in music to the world, giving it great social value.

However, manufacturing a social dimension doesn’t always work.  Maney points to USA Today’s 2006 attempt to create a social network around its newspaper.  They found out that you can’t force a social aspect onto something that is not inherently social.  I started to debate this example in my head because, in some sense, the comments on NYTimes.com sort of work like a social dimension (and I probably e-mail an article or two per week to friends).  But, then again, I feel an affinity with someone who reads the NYTimes, and not sure USA Today readers feel the same.

If you’re hoping for fidelity

You need the following formula:   Experience + Aura + Identity = Fidelity.

Experience means giving someone a feeling/situation that is high-quality, i.e., iPhone, high-fidelity experience; exceptionally inconvenient access(price/AT&T).

Identity:  Maney uses the Kindle for this example–stating that it’s missing the Identity component: that is, you are what you read, and when you read on a Kindle, no one knows what you are reading.  As I write this I realize that this is also a component of convenience . . . but it seems that Maney is saying there needs to be identity when it comes to fidelity; but if your goal is convenience, then it’s a nice bonus, but less necessary.

The Kindle is an interesting example that Maney brings up.  It’s very expensive, so not convenient, so it must be a high-fidelity play.  Yet, does it improve the experience of reading a book?  The jury is still out on that one.  Besides, when you think about it, the majority of book purchasers are “mass market,” and most people buy paperbacks, which are still quite convenient.  So the Kindle seems to be in the Fidelity Belly.

Aura:  Super-fidelity is sustainable, but it can’t be done on Aura alone. Maney uses Crocs as an example.  The more a company relies on Aura, or being cool and trendy, the more easily it can be toppled from its perch.

Should  you be convenient or high-fidelity?

Convenience is needed; fidelity is loved.  In other words, people tend to choose the most convenient product or service most of the time but treat themselves to fidelity.  This is why it might not be wise to launch a high-fidelity product during an economic recession, although the iPhone seemed to defy those odds.

High-fidelity products have a smaller audience and therefore need a higher profit margin.  Convenient products have lower margins and therefore need to reach larger audiences.

While Maney promotes an almost all-or-nothing approach, one or the other, he does note that adding the right touch of fidelity to a high-convenience product or service, or the right touch of convenience to fidelity, can make for a powerful, competitor-beating concoction.

Warning: Don’t forget the Tech effect.  Technology drives fidelity and convenience. Wherever your product or service lands today on the fidelity or convenience spectrum, it may well be in a different position tomorrow.

Throughout the book Maney focuses on a lot of different companies and products:   iRobot’s Roomba, Tiffany’s, newspapers and higher education. Being a Washington Capitals fan, I was really interested in his take on how the team turned into one of the most exciting in hockey.  But Maney also brought up something that’s been bugging me for a while–instead of trying to boost TV ratings for NHL hockey, i.e., only showing playoffs on obscure cable channels (I had to follow some games via Twitter), why not live stream them on the internet?  Go for the convenience.  Especially if the majority of the NHL’s demographics have access to a computer.  After all, the existing plan isn’t working.

Top Shelf Bottom Line. Like most trend books, it gets to a point where the author is saying the same thing over and over but with more and different illustrations.   Nevertheless, it kept me reading to the end and I could easily grasp the different examples.   This is a definite must-read if you don’t know where your company falls on the Fidelity/Convenience Trade-offs chart, or you want to fine tune your future growth.

DKD Sidebar: I tried applying this to my business, the Downtown Women’s Club.  Last year we launched our new tagline: Professional networking that’s affordable, effective and fun!  Clearly we’re going for convenience.

But this book made me realize that people still want a high-fidelity networking experience.  Some of our local clubs do provide this in abundance (which is our high-fidelity aspect).  However, after reading this book, I came away with the idea that we need to provide more networking “content” as opposed to “contacts.”

Let the other 99 percent of our competitors focus on making introductions for only a select group of people.  Instead, we’ll provide the skills and tools everyone needs to create her own networks, wherever they may be.  It will be interesting to see how this plays out.  I’ll keep you posted.

How can you apply this to your own company/service/product? Ask yourself the following:

1. Are you high-fidelity or convenient?
2. Do you have a high or low profit margin?
3. Can you add a social component to your product/service?
4. Do you rely too much on your aura?
5. Can you be displaced easily by new technologies?
6. Are you in the Fidelity Belly?

Need help answering those?  Buy the book!

For the past few weeks I’ve been listening to the audio book of Thomas L. Friedman’s Hot, Flat and Crowded: Why We Need a Green Revolution–and How It Can Renew America. Sometimes it’s hard to write a review after “listening” to a book because I can’t refer back to the brightly colored stickies I usually place on the parts that I liked. However, considering the topic of this book, I was starting to feel bad about the great numbers of stickies I normally use while doing book reviews.

Still, I realize that this is minimal waste (and I do reuse them when I can), as one of the main themes of the book is that the environmental crisis we are facing is so huge that reducing our own individual carbon footprint is but a drop in the bucket. Sure, we should do it, but that alone won’t correct the treacherous path we are headed down.

The book is jam-packed with information; while it’s preachy and clearly takes the liberal path (promoting government-backed solutions), there were some universal themes in there that we all need to know about.

Small disclaimer. I have to admit, while listening to this book, I couldn’t help but think of it as the back story to my two favorite books growing up as a child: The Lorax by Dr. Seuss; and The Wump World by Bill Peet; as well as the more recent children’s movie Wall-E. All are identical in theme, so you can probably tell where I fall on this spectrum, having been inducted into the “save the environment” cause from age 5. Yet, here are some of the concepts from Friedman that struck me as new and different.

Global weirding. As I sit through the wettest and coldest New England summer that I can remember, I agree that “global warming” is not the best term to describe the climate. It’s not necessarily warmer, but the weather is certainly weirder.

The rise of India’s and China’s middle class. Friedman talks about how the rise of two enormous middle classes (this is where the flat and crowded part comes in) is going to have an unprecedented effect on our climate, such that even if all Americans reduced their carbon footprint, it wouldn’t be enough to curtail any climate changes.

The role of TV weatherpeople. I recall hearing about the controversy in December 2006 when Weather Channel personality Dr. Heidi Cullen called for meteorologists to educate themselves and their TV audiences about global warming. The backlash from the global warming skeptics was huge, claiming that meteorologists shouldn’t be political. As Friedman makes clear . . . weather/climate should not be a political issue.

The second point that was made in this section was the disconnect between the hard-core scientific community and the TV personalities. If you are a TV personality, then you can’t be doing serious science. Yet these are the folks who can get America’s attention. Somehow these two groups have to find common ground.

Detroit. Friedman trots out the story of Detroit’s excuse for making the Hummer. They claimed that this is what Americans wanted, so they gave it to them. Just because a few people want something doesn’t mean it’s a good thing . . . not to mention that if people never knew they could have it, would they really want it?

This story always makes me cringe because the right to oversize SUVs seems to be ingrained in our society. For example, I recently had a conversation about Hummers with a very good friend who is a tutor. He made a comment about how one of his students needed a Hummer because she attended Colgate University in upstate NY and the snow is really bad. It only took him a few seconds to see the humor in the situation as I reminded him that once upon a time I, too, went to Colgate University, and my Honda Civic–the very same one that was nearly totaled by a deer while visiting him at Princeton 20 years ago–worked just fine (although I did have to toss a couple of sandbags in the back). That Honda Civic and I even managed to chauffeur Joe Biden around campus one dark and snowy night . . . another story worth telling someday.

So, what’s the takeaway from all these points?

1. We have a problem too big for individual efforts or possibly even the government to resolve.
2. We need entrepreneurs (i.e. people who think differently) to help come up with some sort of solution.
3. We need to sit the entrepreneurs down in a room with the scientists and some marketing folks.

This is a huge project. But it’s possible. For example, some very smart people in New Orleans realized that the government wasn’t coming to fix things, so they put out the call to entrepreneurs. Groups such as www.ideavillage.com are still there trying to attract and empower entrepreneurs in NOLA. We need something like that on a global scale that centers around our climate.

The Top Shelf Bottom Line: Friedman is very good at boiling down complex ideas so all of us can understand them. Like The World is Flat, it’s a concept book with a lot of examples and illustrations. I actually like that, as some of these stuck with me, and some of them didn’t. Worth wading through for entrepreneurs because this is a problem that needs an entrepreneurial solution.

But now, says the Once-ler,
Now that you’re here,
the word of the Lorax seems perfectly clear.
UNLESS someone like you
cares a whole awful lot,
nothing is going to get better.
It’s not.

– Dr. Suess, The Lorax, 1971.

The site “Learn-Gasm“, was kind enough to include us in their list of “100 Awesome Blogs for Your Business Education.”  We noted they included a few of our other favorites on there, too.

Thanks for the honor!