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They Won’t Do The Work To “Understand”



They Won't Do The Work To "Understand"

Marketers talk about what they do.

They talk about what their company does.

The problem is: nobody will do the work to understand why they care.  So all of that marketing is useless.

Often marketing content consists of explaining the intricacies of things that the marketer is interested in.  We talk about the solutions we have, the process we follow, features, benefits and the obituaries of jobs past.

We blast this information out the market and expect prospects to think, “Oh yeah, that’s great, I want that.” We hope they are interested in what we do.

They won’t be.  They don’t care.

Because, assuming your prospects are human, they are listening for themselves.

They want to know how to apply your work to their lives.

What does it mean for them that you “transform”? What does it mean for them that you have this great strategy experience?  What does it mean that you’re a fantastic coach?

Why would I ever care that your wind turbine has titanium ball bearings?

When you talk about yourself, they have to do work to understand why they care. 

They won’t do it.

Your prospects are bombarded with marketers trumpeting their capabilities.  There is so much noise in the market about so many people doing so much stuff that nobody can sort through it all.

The world is awash with information about what people do.  Sorting it all out is impossible.

If you want your prospects or your market to pay attention, you have to lead with what your solution means for them.

Here is a practical example:

I asked a guy what problem he solves.  He sent me 12 case studies. Each was three to five pages long.

He said to me, “Read these case studies, and you will understand the problem I solve.”

I am busy. What is the likelihood that I’m going to spend the next half a day reading all of these case studies, this small font, and try to decipher from them the relevance of what he does?

It’s just not going to happen.

Even worse, he blew past a sale. He had the opportunity to say, “Ah, the problem I solve is X,” and if I had that problem, we’d be in a conversation.

I would have gone from “overworked and uninterested” to “attentive and listening”.

Instead, he made me work for the sale.  He asked me to sell myself.

I don’t have the time, the interest or the mental energy to do that work.  I don’t want to sell myself.

Nobody does; our brains have evolved specifically to toss out and ignore this type of work.

That’s the whole idea of the reptile brain marketing; if you are leading with this neocortex dreck, you make people think, and you require them to work against the biological structure of their brain.

So stop making your market work.

Be very clear about the problem you solve.  Put that right upfront and don’t make people work for it.  Lead with the problem you solve.  Lead with the information that matters to the listener.

What problem do you solve?

If you don’t know, think about it. Meditate on it.  Stop writing case studies and career obituaries and figure out what problem you solve.

You might attract new prospects.