It was timely for me because I’ve been noticing lately that the fine art of headline writing is being reduced to long expository sentences weighted down by keywords.  Made me think that a classic headline such as “Headless Body in Topless Bar” could end up like this: “Deceased Resident without Head Found in Exotic Bar and Lounge Establishment by New York City Police Department.”

It also reminded me of the laziest headline writer I’ve ever seen.  He’d write his lead sentence, then use the opening five or six words for his headline.  I don’t think he’s alive today.  Too bad. His time has come courtesy of SEO.

Organizations that encourage writers to lard their headlines and lead sentences with key search terms are missing something very basic: People don’t want to read garbage.  They want something that reels them in, captivates and excites them, makes them want to share with others.

Incredibly good content is the best magnet to bring people to your site and keep them there.  If you don’t believe me, take a look at what your friends and colleagues pass along to you via twitter or Facebook.  Bet it’s the content, and perhaps even the headline, that grabbed them.

This isn’t an either/or situation, of course.  A good writer can make SEO and Great Content skip up the hill hand in hand and pick daisies together.  Just make sure that SEO doesn’t get too arrogant and kick Great Content’s ass down the hill.

One of Red Gate’s most recent triumphs is the 10 Geeks in 5 Weeks campaign. It used company culture as a recruiting magnet. If you think you are too small to compete with the big boys or girls over top talent, think again.  Maybe some Red Gate ideas can spur some of your own: http://www.red-gate.com/careers/video_gallery.htm#geeks.

Don’t co-op these ideas whole-cloth; use them as a launching pad for your own flights of creativity.

Some of my most painful experiences revolve around being snubbed, but I was never sorry for the experiences that preceded the snubs.

Once when working for an association, I developed and executed an award-winning, national PR campaign.  But, I wasn’t invited initially to the awards program.  I knew what was happening: My boss needed to solidify her position, and also justify the six-figure retainer for the PR agency that worked on the project and whose biggest role was submitting the award nomination.

In this case, it bothered me to the point that I spoke calmly, but forcefully, to my boss about my role in the project and my desire to receive recognition for it.  I received an invitation to the awards program and a small version of the Heisman-like trophy given to my boss and the agency.  The biggest consolation was that I always knew what I had done.

Another snub happened just after I started my own business and took on the PR job for a regional conference.  I put in so much work that I was probably being paid the equivalent of $10 an hour by the time it was over.  Still, the conference director didn’t mention me when handing out credits in his opening speech.  This time I said nothing.  I knew I didn’t want to work with that organization again, and I learned a good lesson about what kind of projects to take on.

In both cases, I was glad I put myself in a position to be snubbed.  After the pain, came some wisdom and a lasting pride in a job well done. 

If your company or clients value conformity over creative, it’s your role to try to break the chain of addiction.  Then again, maybe you are the pusher.

About a decade ago, an innovative 3D graphics company I was working with was sold to a major computer company.  I was entrusted with preparing a brochure and poster that conveyed the excitement of a new product. It shouldn’t have been hard: the images generated by this computer were stunning, and its capabilities singular.

The challenge was overcoming the rigid standards of the parent company: Use one of two typeface choices and one of a few design templates. Exact color and positioning for the logo. Reference the company name in the exact same way all the time.

The pieces ended up looking and sounding fine, but they took three times as long to produce and involved four times as many people as they should have. And, they could have been much better. I vowed never to do a project for a company like that again; I’m glad to say I’ve stuck to that vow.

About five years later, what a relief it was to see Google snub conformity. Silly company name. Logo that it changed daily and had fun with — in fact, playing with the company logo became part of Google’s corporate identity and a subject of discussion.

Think about things you do to conform to some rules that were written years ago and might not be relevant, or are actually dragging down your corporate image. Like that boring standard paragraph at the end of your press releases.  Or the corporate-speak that saturates your marketing materials. Or those quotes from the CEO that sound like they came from an automaton. Or using trademarks when they aren’t needed. Or the staid design of your web site.

Conformity sends a message: “We’re like all the rest and we don’t care if you think so.”  Is that the corporate message you want? If so, fine.  If not, time to get the conformity monkey off your back.

In practice, social media is often a new form of interruptive marketing. The vast majority of companies are tweeting, linking in and facebooking just to broadcast messages, without regard to discussion or conversation. Most corporate messages in social media are the equivalent of truncated press releases.

Indulge in social media if you want, but if you really want to deliver value, establish a community for customers, partners and potential customers. Provide an outlet for technical information, peer-to-peer interaction, customer stories, surveys, Q&As, interviews, blogs from your product developers, commentary and other content people in your industry can’t get anywhere else.

You have a choice: Add to the cacophony or establish a welcomed outlet for constructive conversation.

Maybe like the multiphobic Bob Wiley (Bill Murray) in the movie “What About Bob,” you should consider taking baby steps.  Here are five you can take to get involved with social media and lay the groundwork for establishing a community around your products and services.

1. Establish or participate in LinkedIn groups that share information about your industry. Initiate intelligent discussions and add constructive commentary on others’ discussion topics to solidify your credentials and expertise.  Provide special free offers that are valuable to group participants and provide an ancillary benefit of promoting your product or service. But, whatever you do, don’t pander.

2. Participate in forums.  Provide information and initiate discussion on topics related to your company’s products or services.

3. Get on twitter to monitor discussion about your company and the industry it serves, and to develop followers to whom you can provide information and perspectives.

4. Start a blog on your web site and contribute to it regularly — at least twice a month, but preferably once a week. If you don’t know how to do it, bring in a journalist to help you. Topics: technical information on your products or services, profiles of customers, industry perspectives or opinions, surveys, open-ended inquiries of readers, guest blogs by partners, video tutorials, research results — there are tons of resources within your company waiting to be harvested.

5. Take the information that you regularly use for press releases, case studies, white papers, and support documents and consolidate it into a permission-based e-newsletter.  Add surveys or forums to encourage interaction with readers. Six times a year is a good frequency. This will set up a direct link to your customers for sharing information and collecting feedback. Remember that the information has to be valuable to and welcomed by recipients.

These five steps will begin establishing a conversation with customers and potential customers, creating a sharing relationship rather than a vendor dictatorship. The ultimate goal is to begin establishing a community around your products and services — more on that soon.

Afraid of appearing foolish, being ridiculed, called stupid or naive.  Then justifying my inaction and certifying it with complacency.

For everyone who feels this way about new forms of marketing, PR and communications, it’s not too late to catch up according to Seth Godin. My nomination for the best place to start is by reading Inbound Marketing, the new book by Brian Halligan and Dharmesh Shah. 

I’ve heard Dharmesh speak twice at the Business of Software conferences, and he walks the walk. I knew this book would be practical and well-written, but didn’t anticipate how inspiring it would be (although I’m not giving up my newspapers as the authors suggest).

I’ll spare you a full review, as I wouldn’t have much to add to the excellent one by Neil Davidson on the Business of Software blog.

If you are bound by fear or complacency regarding new forms of marketing, PR and communications, this is where you shrug off those shackles.

Simmons’ success in traditional publishing stems from his millions of followers on espn.com, where he made his name as The Sports Guy. The appeal is that he’s like any other sports fan, except perhaps a bit more obsessed and a better writer and self-marketer.

Simmons doesn’t write in-depth analysis, go on the road with a team, do psychological profiles, or any of the other things great sports writers have done in the past. He’s not a reporter; he’s a fan. He taps into the common obsessions of fans. Who’s the best basketball center, Wilt or Russell? What football player do you hate the most? He’s fueled by lists, emotions, biases and statistics– just like every other fan.

Like it or not, this is where communications is going — think of twitter, Facebook, YouTube and blogs.  The majority don’t want an authoritative voice; they want someone like them, or at least, someone like the best vision of themself.

What does this mean to the PR person, the marketer, the publisher, the corporate communicator?

It means you have to stop making proclamations from on high and communicate from the trenches.

You have to speak with your customer’s voice, in terms he or she can relate to.

You have to bring customers’ stories to the forefront of your communications.

You have to establish an ongoing dialog with customers and help make them part of a community.

You have to forego marketing generalities and get into the nitty gritty of your customers’ everyday jobs. 

You have to elevate conversational approaches and downgrade pronouncements.

In short, you likely have to change everything you’ve been doing for the last couple of decades. 

Future posts will deal with how corporate communications and marketing can be revamped to get in synch with how customers want to be engaged. This isn’t theory anymore; it’s a mandate. In the words of David Bowie, “This ain’t rock and roll, this is genocide.”

My wife, a writer, had enough.  “I don’t want to hear any more about this.  I can sum up why this happens in two words: ‘good enough’.”

Yes, all the happy, non-specific adjectives, the indirect sentences, the lack of any humanity in an article about a small town we know has an interesting history and funny, articulate people, it all came down to that: It’s good enough.  Good enough to get real estate, restaurant and curio shop advertising.  Good enough for people to thumb through while awaiting fried seafood.

The same could be said for most corporate communication.  Most organizations settle for good enough without recognizing what a disservice it is to them, their customers and partners.

The thing with “good enough” is that it invariably has an expiration date. Search engines were good enough until Google; MP3 players before the iPoD; city magazines before The New Yorker; broiled fish before sushi.

The fact that good enough suffices for the vast majority of organizations sets up major opportunities for those who want to go beyond the average.  Just a little extra can pay big dividends in how your company is perceived, the amount of trust it receives, and the leeway customers are willing to give if you make a mistake.

Here are eight things you can do to move beyond good enough in your communications.

1. Speak in the language of your customers in all of your communications.

2. Communicate with customers in ways that help them become better; be supportive, absorbing, humorous, perspicacious, technically strong and/or sympathetic.

3. Write and publish case studies that make customers the center of attention.

4. Build solid relationships with editors and writers and deliver good material on deadline.

5. Listen to customers whenever possible – at trade shows, conferences and other events – and reflect their joy, fears and pride in your communication.

6. Support or set up community sites that provide useful information for customers and a forum for sharing experiences and answers to problems.

7. Don’t drink the company kool-aid; look at everything with a critical eye and avoid any whiff of propaganda.

8. Hire proven professionals to write and edit for you; don’t leave your story in the hands of amateurs.

These are just eight out of hundreds of ways, big and small, to transcend good enough.  What are some of yours?

The way authentic is being practiced reminds me of a Mad magazine cartoon from the late 60s. A guy’s walking down the street while kids snicker, “What a schmuck!”  Guy gets home, looks himself in the mirror and says “People think I’m a schmuck because I dress like a schmuck.” In the final frame, he’s walking down the street dressed for success like Hugh Hefner (tweed jacket with elbow patches, ascot and pipe) while kids snicker in the background, “What a schmuck!”

What authenticity ain’t

Authenticity isn’t about dressing yourself in new clothes or describing yourself as authentic.  It’s not saying “honestly” or “truly” in your press releases and speeches.  And it’s definitely not posting a picture of your CEO on the website wearing distressed jeans and a retro t-shirt or pursuing his or her rock-climbing hobby.

What it is

Authentic is what someone else feels instinctively about your organization.  What your customers say because all of your dealings with them are embedded with integrity. What the media says because you’re honest and upfront with them. What employees say because they are valued and treated fairly.

If you are doing the above, your company will automatically benefit from word of mouth. But, if you want to extend that, here’s five ways you can ensure authenticity in your communications.

1. Remove adjectives and cliches from your marketing and PR materials, unless you are quoting third parties such as customers and/or analysts.

2. Use clear prose and illustrations to help customers, partners and media understand what you do — don’t hide behind bloated corporate speak.

3. Communicate openly with your customers and employees; take what they suggest, consider it, act on it and thank them for the input.

4. Care about the community of people who use your products and services; provide programs and forums that help them improve professionally and personally.

5. Don’t take yourself so seriously. Show a sense of humor in your communications whenever appropriate.

No amount of rhetoric can buy authentic. If your organization’s values are not strong, no matter what you say, you won’t be able to hide the inner schmuck.