Brought to you by the authors of the Cleveland+ campaign…the CVB is now Positively Cleveland.

Is our insecurity and lack of identity in this City at such a low that we must resort to campaigns of this calibre? Are we, as ambassadors of Cleveland, supposed to rally around this mess? From “Believe in Cleveland” to “Cleveland Plus” to “Positively Cleveland”, we continue to invest millions to inundate Clevelanders and the world with messages void of meaning, delivered through graphic masturbation. This is an absolute embarrassment to those who call Cleveland home. Until our leaders and those who market our fine city realize that Cleveland deserves better, we will continue to be a third rate destination. Do we really expect youth to stay or businesses to consider locating in Cleveland when our own branding efforts are so amateurish and weak?

When will we get it right? I’d start by engaging Cleveland’s most critical ambassadors — those who reside here, value the culture, and are passionate about what this city offers. This is where the brand lives and breathes; not on some poorly concocted banner, billboard or website that appears to have been created by amateurs. Next, I’d engage the wealth of amazingly talented brand strategists, designers and visionaries in this town who get it — those skilled at getting to the core of what drives emotion and brand loyalty. It does not mean assembling an exclusive group of those dazzled by politics or silenced by committees. Collaboration works. Committees don’t.

Here’s one thing I am positive of: Cleveland is about being raw, real, and even unadorned. This doesn’t mean a brand platform must be void of design sophistication, elegance and appropriateness. Apparently those at the helm feel otherwise. What I get from this new “campaign” is that Cleveland has an inferiority complex. I don’t hear Chicago begging stakeholders to “Believe in Chicago.” Believe me — They already do.

Please stop trying so hard. Instead, how about being genuine and authentic, as any strong brand should be. Otherwise, it will continue to be positively painful.

Look, this “Cleveland+” is “Positively” a Classic Cleveland Design by Committee Car Crash. And I for one, have had enough of this bad math metaphor. This brand campaign is the marketing equivalent of Dead Man’s Curve.

Question is, what do we do when there’s a horrible accident on the “road to the wounded city?”— that’s right Dennis, we call the Police! Albeit, that’s another positively tragic thread on BFD and CNN. Allegedly, “Action Jackson” has taken a break from the long stares across Murky Erie and is doing something to bolster safety in Cleveland+.

To stay on topic, Mark Nead takes the crown in today’s “DIATRIBE+” for bursting the Cleveland Varsity Bubble, formerly the CVB. I say, forget the Fraternal Order of Self-Congratulations, it is time we respond swiftly to these reactionary, ill-conceived, mandated campaigns.

Look, we’re all adults here. And for those of us who actually live brand strategy and design, this is positively more of the same — first rate intentions driven by third rate ideas. On every level it says, “Hey Cleveland, Be Proud! You’re Third Rate!”

Are we positively sure this is the best we can do?

Honestly, I’ll go so far as to say “Cleveland+” and “Positively Cleveland” is an embarrassment to those of us working to make a name for the Creative Industries in Cleveland. Did I forget to mention, Cleveland+ does not even INCLUDE our industry as an economic cluster on its website, let alone a coaster on their mauve and teal coffee table. For shame.

Courageously conjured up by the pre-eminent Detroit-based agency, Donor, and a wave of well-intentioned well-paid Cleveland Crusaders, the Greater Cleveland Marketing Alliance’s “+” Push has made a mockery of the design profession itself. It singlehandedly reminds our proud community of nationally acclaimed designers, writers, and marketing professionals when we too will “Be Leavin’ Cleveland.”

Save the dramatics you say? Ok, this is serious business. Design has the power to inspire. The power to sell. The power to pay the bills. The power to thrill. And in this case, it bears the pure power to REPEL.

For those of you who know me, this isn’t the last word. “We Have it All…Together” Remember?

Sure, I “Believe in Cleveland.” Which is why I believe we owe it to our grandchildren to set this straight. It’s time we deliver some positively useful alternatives to this “Grade D is for Cleveland” brand blunder. We need a retake. We need to start today, polling suggestions for new opportunities and designing strategies that can help guide this beached barge of a brand from the forgotten recesses of the Canal Byway — to far, far, deeper waters.

Cleveland, you simply deserve better.

— David Allen Moss

Founding Director of FUTURE Center for Design and Tech Transfer
Strategic and Creative Partner, Nead Brand Partners
Brand Strategist and Experience Designer
dmoss@neadbrandpartners.com
216.431.9301 x13

Most companies will never become great brands. It’s an unfortunate truth. I don’t measure greatness by size, profitability, or number of office locations. While these may be byproducts of great companies, they are not measures of great brands.

Great brands are those companies who truly understand that they exist at the pleasure of their customers. Their culture, values, management, compensation, products and services, and total business strategies are all designed around this understanding.

It’s a massive charge for any company, which is why so few ever become truly great brands. Many aspire to. But too many lack the understanding, vision and commitment to get there. In today’s ever-changing, hyper-competitive business environment, great brands find ways to challenge status quo, readily accept change, and reinvent themselves. Those slow to embrace these values are left behind. To die quickly, or slowly fade away.

I’ve had juxtaposed experiences of late which clearly demonstrate this reality. As my wife and I are planning to build a home within the next couple of years, we’ve just recently begun our search for a builder. I’ve quickly learned that home builders, in general, are especially slow to understand today’s buyer, what they value, and how to earn their trust. They’ve essentially ignored the basic fundamentals of branding. Or common sense for that matter. This is puzzling coming from a discipline which relies so heavily on referrals and a good name. Consider the following two scenarios:

Last month, a local building company (who will remain unnamed) hosted an open house at one of their custom homes. My wife and I attended with my brother and sister-in-law, who are also in the market for a builder. The house was beautiful, as expected. A big, open floor plan. Exotic hardwoods. Granite counters. A refreshing color palette. Very well appointed. In the kitchen were deli trays, desserts and wine for guests. A nice touch.

But it ended there.

We noticed immediately that their staff, the company’s own employees who were supposed to be attending to guests, were huddled together in a corner of the kitchen while drinking the wine which had not yet been made accessible to their guests. This was the first strike. The second came as a representative of the company delivered one of the worst presentations I’ve ever had the misfortune to endure. In an effort to hide his discomfort in speaking to an audience, he played a previously recorded welcome message — of himself — on a plasma display, while he stared blankly at the crowd of 30+ people, remote in hand. This was not the confidence that this audience was seeking as they considered one of the biggest investments they would ever make. Strike two.

But it doesn’t end there.

Several weeks later my sister-in-law received a forwarded email from another couple — friends of theirs who had also attended the open house that weekend. They had since had a couple meetings with this same builder to discuss potential plans and budget for their new home, and ultimately determine if this builder was a good fit. After receiving ballpark estimates from the builder, the couple decided that building a new home was not a reasonable investment for them at that time. They sent a very kind, professional letter of thanks and regret to the builder, indicating that they would certainly be back in touch in the future if their circumstances changed. The owner of the company then provided an email response, excerpts of which follow:

He opened by prefacing why his email message would have a negative tone, stating “my reply to you will have a flavor of being somewhat jaded because of this not being the first time that this has happened…” He then went on to suggest that he couldn’t help but feel bitter about them wasting his time, and that he has “a huge problem understanding how people don’t know where they are in life before they start out on this journey and then suddenly we get a quick John Doe letter after an exhaustive journey on our part.”

And then came his closing.
“If in a few years down the road you decide to build please do not call us or involve us. If you have done this once, you are most likely to do the same thing again and we don’t want to be any part of it. We are too busy to be involved with things like this.”

Strike three. Yep. Right from the owner. He singlehandedly crippled his brand in one thoughtless, reactive email. That same email has now been passed on to several people who may be in the market for new construction. Like us. And my brother and sister-in-law. Guess who was just removed from our prospect list? Let’s face it. Good design is a commodity. We like to think of it as table stakes. It’s what keeps you in the game. In this case, the builder has a well designed (and presumably well built) home. Table stakes. What they should be selling is the relationship, trust, integrity, and the experience that you will have in building your dream home with them. It’s opportunities like this where great brands tap into our emotions. They build trust and loyalty. That’s the product they should be selling.

But this particular builder doesn’t understand, or care to understand, their audience. They’ve neglected to appreciate this as one of most significant investments the buyer would make in their lifetime, and instead focused on their own insignificant investment of time.

Compare this scenario to one we had previously with another builder, Angelo DiPietro. We hadn’t yet secured a lot on which to build, and were spending a fair amount of time trying to narrow the developments we would consider. After taking us through a tour of a couple of his homes, Angelo, who is also the owner, took an evening of his own time to drive us through 5-7 new developments to identify ideal lots. As we walked each lot, he made suggestions and pointed out concerns that he felt we should consider. This was done with absolutely no commitment from us. He also spent time doing background checks on select developments, and making recommendations based on his findings and our expectations. This is someone who clearly gets it. This is the level of service and value that we, as consumers, should expect today. Our buying decisions are based on two core factors: trust and emotion. Angelo was conscious of both.

That’s how you build brand loyalty.

Remember, great brands are those companies who truly understand that they exist at the pleasure of their customers.

Whether they realize it or not, all businesses have a brand. That brand is determined by each and every experience, good or bad, that their clients and prospects have with them. How they handle crisis or conflict often goes farther than all other efforts they can make. Relationship and integrity of service is key, especially with service-based brands. Construction is a service-based brand, and one that relies heavily on referrals and reputation. Word of mouth marketing is a very powerful tool — one that every builder should carry in their box. Handled with care and respect, it has tremendous potential for building opportunity and positive returns. Neglected, it has equal potential to tear a brand apart.

Anybody who tells you that they love change is a little nuts. I should know. I’m one of those people who believe change is always necessary and ultimately good for the soul. The reality is, human beings hate change. Why? Because it’s scary, unpredictable, even painful. To make matters worse, change is largely unknowable and mostly uncontrollable.

Yet, you can’t pick up a business book, a political memoir or even a cookbook for that matter without reading that change is a necessary element to embrace as we navigate today’s frenetic, rapidly shifting society.

If you run a business, the implication is even scarier: If you don’t change, and right quick, you’re dead.

To make the challenge to change even more interesting, it turns out your clients aren’t crazy about change, either. They want their experience with your firm to be satisfying and reassuring, not dynamic and constantly evolving. Yet, these same clients are expecting you to provide new products, improved efficiencies (which they translate into fixed or reduced prices to them) and, of course, better service with a big smile.

So, is it possible to put your arms around change and grow your business in powerful, unexpected ways? Sure. Lots of people have done it and lived to tell the tale. People like Albert Einstein, Betty Friedan, Berry Gordy (who almost single-handedly created the Motown Sound in the Sixties) and Steve Jobs of Apple Computer have all changed the culture by their willingness to do things that were familiar, but in a different way.

This is the essence of accepting and managing change. Look for something that’s familiar, then handle it differently. Einstein looked at time, something everyone viewed as fixed and immutable, and challenged the assumption. More importantly, he came up with an alternative model, his Theory of Relativity. Music producer Berry Gordy mixed tribal rhythms, gospel, and rock and roll into a soulful concoction that you just had to dance to. Betty Friedan gave women a new voice and a bible for self-realization by first listening intently to what women were experiencing in their day to day lives. Steve Jobs’ team at Apple wrinkled their noses at IBM’s beige box and re-envisioned the personal computer as friendly and easy to use, then went on to create the i-Pod as not just another mp3 player, but rather an entirely new system for downloading and enjoying music.
Contrary to many urban legends, none of these amazing innovations sprung full-grown from the head of Zeus. They were developed by people who were using what was already available but who had the stones to say: “you know, I think this could be done better”. Then they went about the tough, grinding work of figuring out how.

Are you up for change? It’s not really a fair question, because change is zipping toward you whether you’re prepared for it or not. So, consider this easy, low-risk way to condition yourself for change:

1. Go to the library and pick out a book at random. Read it, even if you have zero interest in the subject matter. Then, go get another book from another section and read that one, too.

2. Listen to music from a genre you hate or from a country you don’t know anything about. The library is chock full of selections. You’ll begin to connect with the poets of another generation and maybe a slice of culture you’ve been avoiding or have been blissfully unaware of. Heck, you may even like it.

3. Try a least one new food each week. Sample something exotic at a restaurant or fix something at home from a world cookbook.

4. Go home tonight and rearrange the furniture.

5. Try something else that’s beyond your skill set and out of your comfort zone.

I know this sounds hokey, but it works. Try it for one month and write me a nasty letter if I’m wrong. The only way to start looking at change from the perspective of possibility is to shake your world with little changes like the ones listed. Then, when the bigger changes start rattling your comfortable existence, you’ll be willing to look at them from a new perspective – one of possibility. Sure, sometimes change stinks, but it’s here to stay. Are you ready to put out the welcome mat or lock the door and hide in the dark?

The days of the mega-brands are numbered.
Sure, Starbucks still rules the world of suburban bistros. Kids still spend a year’s allowance on the latest Nike high tops. Yes, there are still giant banks, law firms and sports teams roaming the earth.

Yet, on any given day, small consumer and service companies are kicking the big boys’ butts. For instance, New York Knicks basketball star Stefan Marbury is coming out with a $14.99 pair of shoes that look and perform great. To prove it, Stefan wears them during every professional game. Mom and Pop coffee shops are springing up in cities and ‘burbs daily, serving up an authentic vibe and better java for less money. Even big companies like Google and Yahoo use a network of small, inexpensive Dell PC’s instead of mega mainframes. Big doesn’t work they way it used to.We know what happened to big oil (Enron) and their gargantuan accounting firm, Arthur Andersen. In case you hadn’t noticed, big banks are spending millions of ad dollars to convince you that they’re really small, friendly and accessible (yeah, right).

Why the big shift to small?
Because consumers know small is better. It’s the small firm that returns your call. Small firms respond quickly to changes in the marketplace. They listen to their customers and give them what they want, fast. Small firms want your business and are willing to work for it. Most importantly, small companies are excellent at what they do or they wouldn’t survive, and they can compete with big companies by being smart when it comes to using technology and third party contractors.

Small is Mighty
To all those small business owners out there who think they can’t compete with the big brands, I say don’t sell yourself short. The only way to grow into a big brand is to behave like a small company. In today’s tech-centric world, any company or anybody can be a beloved brand. Craigslist, started by (you guessed it) a guy named Craig, is a highly profitable online classifieds service with fewer than 20 employees who just happens to be in the top ten most visited sites on the planet. Ahead of eBay. Ahead of YouTube. Way ahead of any bricks and mortar mega company you can think of, including Nike.
Marketing heretic Seth Godin, in his book Small Is The New Big lists more compelling reasons to think small:
• Small means you can tell the truth on your blog.
• Small means you can answer email from your customer.
• Small means you can outsource the boring stuff like manufacturing, packing, shipping and billing to others while you keep all the power to invent something that’s remarkable and tell your story to people who want to hear it. Author’s note: Think American Apparel, Life is Good, and the Mom and Pop shop you visit every week because they make you feel special.

Live Your Brand
How do you build your brand so that it’s valued and preferred, even loved? Simple: Live your brand every day. (Notice I said simple, not easy.) The people behind small brands who provide real value to customers and love doing their job are the brands people remember and love talking about.
A quick aside: The “branding” part of your brand has to do with getting your message straight, saying it honestly, owning your promises, and getting the word out. This comes later and a talented branding firm like NBP can help you. What we’re talking about right now is your brand today and what people say about it once you’ve left the room. You can begin polishing your brand immediately (and spend little or no money) if you pay attention to the little things:
• Everyone in your office should know and greet every customer by name.
• Throw out 90% of your sales literature and put next year’s marketing
budget toward customer service training for everyone, not just
the sales staff.
• Listen more, sell less. Companies that can admit “our customers really
don’t need us” are the ones who will really listen and respond when their
clients tell them what they do need.
• Celebrate little victories. Throw appreciation parties that last 15 minutes
once a week. Send a thank you email to a different star employee weekly
or even daily. Let everyone know when you land a new piece of business,
especially when it’s from a long-standing client.
• Tell your story. Not just at networking events and annual sales meetings,
but every chance you get. Encourage your staff to do the same and give
them an incentive to do so. Consider offering flex time, a gift card, dinner
for two, or maybe even a bonus on new business generated, to be shared
equally by the entire staff.

So, if you want your brand to grow, live it every day and make sure it provides value worth bragging about. By providing a firm foundation today you can be assured that the “branding” part tomorrow will be easier and a lot more effective.

It seems to me and to others who understand that hierarchical systems, dusty political structures and closed networks are irrelevant to building better economic and social communities, that denial is still a powerful force in cities across the country. For many, the saying “You can’t put out a raging brush fire if you don’t think it exists” is all too relevant. So, what to do? If you’re experiencing closed mindedness and hostility from members of your work group, your neighbors, or the community at large, an effective approach is to show them a better way. Be friendly. Be inclusive. Take actions, especially small ones, that create momentum and attract others. Those who resist and deny will have a choice to make: either hop in the boat or be left down stream. Or, if they must, let them build their own boat. I am a newbie to such heady notions as “quality, connected networks” and “open source economic development”, but I’m quickly learning that the concept is really quite simple. Provide safe havens for open discussion, allow people to gravitate toward the focus of their discussions (they will anyway), and start taking action. As if by magic (mixed with hard work), change happens and momentum builds. There are many examples of change taking place with the help of people who respect each other, who care about driving positive change, and who see the value of playing nice. You’ll know these people when you meet them – there’s a glimmer in their eyes, a smile on their face and music in their voice. These are the people I want to spend more of my time on this planet talking and dreaming with.

PS - More information on an open, inclusive approach to creating positive change is at: http://midtownwednesdays.pbwiki.com/ReportsAndResources. Be sure to check out Ed Morrison’s report titled “Open economic networks build sustainable regional economies.” Good stuff.

Do a quick search for “branding” on Amazon.com. You’ll find an overwhelming selection on the subject, some of which provide excellent insights from true mavericks of this business phenomena. You’ll also find an equal number which have taken this rather simple business concept and overanalyzed and ultimately, misinterpreted the subject. As my partner Mark has always said, “Developing a brand is simple. Not easy, but simple.”

So, in the spirit of simplicity, I suggest we take a close look at one of the most common and beloved “brands” found in many of our own homes — our four-legged friend, the dog. Yep, if we’re going to demystify branding, let’s start by recognizing the canine as what could easily be considered the world’s greatest brand. I’ll explain.

Kevin Roberts, author of Lovemarks, defines the future of great brands as those that inspire “loyalty beyond reason” in the consumer. “What consumers want now is an emotional connection. They want to be able to connect with what’s behind the brand, what’s behind the promise. They’re not going to buy simply rational. You feel the world through your senses, the five senses, and that’s what’s next. The brands that can move to that emotional level, that can create loyalty beyond reason, are going to be the brands where premium profits lie.” While this may seem a rather heady expectation, it’s exactly what brands need to aspire to in order to thrive in this ultra-competitive brandscape. Impenetrable loyalty is awarded to those businesses who exist at the pleasure of their customers. Commitment breeds loyalty. Simple enough.

Speaking of breeds, enter the Golden Retriever. The Golden is one of the select few “brands” which not only inspires loyalty beyond reason, but also delivers it — unconditionally. I can think of several brands to which I am wholeheartedly loyal, yet none reciprocate loyalty in the same way Bailey, my 5 year old Golden, does. Despite their greatest efforts, other brands could never possess the x-factor that Bailey owns — unconditional love. (For other breed owners: take no offense. I realize there are other cherished breeds which provide priceless return. That’s the beauty of the dog in and of itself! But this is my experience, and one that many can relate to. Retrievers (Goldens and Labs) rank as the top 2 most popular purebred dogs in America, with nearly 200,000 in our homes in 2004.) Goldens have often been described as “angels in disguise.” I am continually amazed at the life lessons Bailey teaches me. She forces me to slow down, let go, take in a cool breeze and smell the flowers (literally). Some go a lifetime without realizing the gift of clarity that she provides daily. She exemplifies commitment, compassion, trust, integrity and love, and provides it consistently. Whether serving as a household pet, a companion for the blind, or a source of therapy in hospitals, nursing homes and hospice centers, Goldens pack a heck of a lot of love into a very short lifetime — 12-14 years on average. Yes, there is much we can learn from this breed.

Consider your own most admired and beloved brands — those rare products or companies that inspire “loyalty beyond reason” from you — the ones you wouldn’t consider being without. Mine include Apple, Adobe, Kenneth Cole, Men’s Wearhouse, Guinness, Star Wars, Amazon.com, U2, DeWalt, Nike, New Balance, Arhaus Furniture, Palm, Fast Company, Christmas, the Cleveland Indians, and finally, our miracle dog, Bailey. Now consider the essential attributes common among these brands, as compared to your beloved canine friend. The parallels are amazing:

• Has a very clear sense of purpose.
• Fills an unsatisfied desire/need.
• Has relevance to you.
• Builds trust and evokes emotion.
• Does everything possible to consistently deliver on its promises.
• Delivers a unique user experience.
• Owns a very distinct brand category.
• Provides unparalleled product or service benefits.

It’s difficult to identify many brands that embody all of these qualities. Those that do, and live them each and every day, have built in equity for the long haul. I find this to be especially relevant for professional service firms — legal, financial, insurance, medical — who exist to serve other businesses, or more importantly, other people. When you can’t wrap up your service in a perfectly designed package and place it prominently on a shelf for the world to see, each of the attributes listed above take on entirely new significance.

So, consider passing on the next best-seller on branding, and learn from the dog instead. Then serve your stakeholder with absolute commitment and passion, and do it consistently. Build an emotional bond. Understand what matters most to them. Fill a void. Solve their problem.

Not easy. But simple.

Maybe this will be the newest trend in corporate training. Brand-obedience for people. Just a thought.

The debate over differentiation between personal and commercial branding is an interesting one, as the range of viewpoints vary significantly, not unlike the many varied definitions of ‘branding’ itself. If you subscribe to the belief that a brand is far more than a logo, tagline, or attractive package, but rather, a promise of expectation, the parallels between personal and commercial branding are many.

Before identifying parallels, I offer the following thoughts on the competitive (commercial) brandscape as we know it today. It’s without surprise that a good majority of branding ‘gurus’ and consultancies define brand theory relative to products, rather than to companies who sell the intangible — services delivered to businesses and/or consumers. The difference is that it is far more challenging to build and sustain a service-based brand, as opposed to that which can be housed in an elegant package and displayed prominently on a shelf or online store. Because a business-to-business or business-to-consumer service is delivered by people, the brand inherently has many points of interaction, for better or worse. A carefully managed and nurtured service-based brand will reap the benefits of strong, lasting relationships built on trust. To the contrary, a brand left in the hands of individuals not empowered to fulfill their role in delivering exceptional client experiences will quickly become irrelevant. Regardless of whether you sell products or services, a significant opportunity exists to build a strong brand through the promise of a consistent and valued brand experience. It comes down to one key element — people, and how they manage the brand experience over time. Too many companies fail to capitalize on the most overlooked opportunity in brand management: upholding their brand promise and demonstrating responsibility in managing problems or conflict. How many experiences have you had with a company that delivered an excellent buying experience, but before you could sing their praises, you realized you had fallen for their bait & switch routine? The problem is that too many companies, especially middle-market and larger, simply will not make the necessary investment in people and resources to ensure a positive brand experience throughout the life of the relationship. They fail to recognize the value of investing in long-term brand equity. Many of these companies who once fought relentlessly to outgrow their large competitors to become the biggest on the block are now struggling in their efforts to want to appear small in order to compete against their smaller rivals who can deliver faster, more personalized, richer customer experiences. Again, the key is the people providing these brand experiences. Our buying decisions are largely based on trust and emotion, and this is where the lines between personal and commercial branding are blurred.

Was Ken Lay a direct influence and reflection of a brand called Enron? Is the Apple brand a byproduct of the vision and innovative thinking of Steve Jobs? Of course. This brings to mind the debates that occurred during the Clinton/Lewinsky scandal, and the argument that the personal “activities” of the President should have no bearing on, and are separate and distinct from, his role as the nation’s leader. Who were we kidding? No matter what perspective or political camp you view this from, they simply cannot be viewed as separate and distinct from one another. As individuals and organizations, we are defined by our values and actions, and it is these values and actions which define our brands, personally and professionally. Fortunately you can’t fake character or values, and technology has become a driving force in demanding transparency and disclosure. Word of mouth marketing has overshadowed and replaced traditional advertising. If you subscribe to and remember one principle of branding, make it this: your brand is not what you say it is. It’s what others say after you’ve left the room.

A strong brand foundation and strategy is essential to the success and effectiveness of businesses as well as individuals. It helps build connections with your audiences and enhances your ability to “own” a category in their minds. This sets the stage for others to become your brand “ambassadors”, which is the most effective means to promote and grow your brand. Nurture the power of referrals with care and respect.

In my mother’s effort to help develop my self-confidence as a kid, she used to say “Don’t worry about what other people think.” While this may have been sound advice, there is another rule that should always follow: “Be empathetic and conscious of how you make other people feel.” We must take responsibility for our immediate and extended worlds, from our colleagues to our customers, from our employees to our family and friends. And most importantly, for ourselves. Deliver value. Accept that your brand, personal or professional, is constantly being evaluated and measured. Be true to yourself and your brand. Make mistakes, and always look for opportunities to improve “brand you.”

Most people inherently refuse to accept change because it often requires personal sacrifice. We must give something up to allow change, which is disruptive to our routines or lifestyles. Whether it be risking control, convenience, wealth or comfort, change demands that we actually have to modify our behavior and open our minds to new possibilities which may benefit a greater whole, rather than just ourselves. I think what we’re witnessing today in America, more so than at any other time or in any other country, is a pathetic ability to tune out that which doesn’t have seem to have direct impact on our own lives. We become alert only when we realize that our personal comforts and conveniences are subject to disruption. In too many cases, our reactions are too little or late. 9-11. Global warming. Crime. Ethical responsibility in business. Poverty. Parental responsibility. Imagine the potential if we altered our behaviors from reactive to proactive, from planning to doing, from short-term to long-term solutions. Change is needed, and we each must take responsibility — the ability to choose our response — to enable it.

Fortunately, I believe this trend of apathy and proacrastination now faces a dynamic force far more powerful than it, with the potential to significantly alter the landscape. There is a viral message being spread that calls for personal responsibility in enacting positive, sustainable change. This message is being spread and embraced by bright, energetic and passionate people who realize that the future state of our society is directly determined by their individual and collective actions today. They aren’t waiting for bureaucratic approval or a license to surge forward. They are smart, connected entrepreneurs who can see beyond our current state, and have an unshakable confidence in their ability to realize their visions, sooner rather than later. These are the people worth connecting and sharing dialogue with. Their plans are already underway. It’s disruptive, and that’s a good thing. It means construction is underway. It means the landscape is changing.