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In that dark focus facility back room, behind the two-way mirror, clients enjoy the power of seeing without being seen. But with that power comes a certain responsibility: gathering insights! While there are always attendees who would rather spend the whole time texting and Facebooking, most are observing - even enthusiastically so. And yet, these clients still might not be getting as much as they could be from the research.
As a moderator I want my partners behind the glass to be actively listening, anticipating my questions, passing follow-ups in to me on notes if there's anything I need to get to before the end of the session, constructing consumer stories out of their feedback, and identifying patterns as the study moves along. However, it's hard to sit quietly and not become just a passive watcher. (I've always felt I've had it easier than those in the back room.) Clients must contend with the distractions of internet, darkness, and bottomless snacks. It's also easier to miss the forest for the trees: that one loud-mouthed outlier participant; or just a loud shirt.
So, how do you help your clients to pay attention AND watch with a critical eye? You have to moderate the back room as well with setup, engagement, and energy.
Lay out the study's approach and your expectations for your clients to prime them for productive observation. Hopefully your direct client is already invested in the research outcome, but all back room attendees should be made aware/reminded of what the objectives are and what's at stake for the business before interviews begin. (This is also a good way to get everyone on the same page and away from separate agendas.) Walk them through the discussion guide and let them know what you expect to achieve in each of the different sections.
Keep them on their toes with regular check-ins before interviews conclude and quick debriefs in-between. I like to ask them what they're seeing before I start in on my own distillation of the interviews. As long as it serves the research, I'll also take their direction on adjustments to the interviews going forward. This not only keeps them alert, but feeling empowered with a sense of ownership over the results. It's also important to remember that maintaining a high level of energy in the front room is just as important for the respondents as it is for those on the other side of the two-way mirror.
Even with setup, regular engagement, and high energy it's hard to keep the whole back room on task. Sometimes it helps to give them a little homework. Here are a couple of ideas that have worked well for me in the past:
- Everyone must write down an "A-Ha" (a big idea that addresses the research objectives or at least something surprising) on a Post-It and then stick them all up on the wall to review during debriefs.
- Share a note-taking template with grids that correlate with the discussion guide for them to fill out and refer back to in group discussion. Of course, you'll want digital copies to forward, but if you can get them to use a printed version it's a big win - you've gotten them away from their laptop.
Got a back room tactic that helps keep everyone attentive in the right way? I'd love to hear from you!
We’re all brands and, conscious of it or not, we are all our own brand managers. Ever since elementary school I’ve been cultivating and advancing the Jesse Caesar brand to meet goals and attract my fellow brands. Does that sound detached? C’mon, I cry at the end of Karate Kid. Precocious? I still use the “bunny ears” method to tie my shoes. Self-conscious? Stop judging me!
Wherever the impulse grew out of, it did give me a bit of a head start when I started Jesse Caesar Consulting. Even so, I still had to follow the same set of rules that apply to all brands, from the multi-national corporation to the misfit looking to make friends on the schoolyard.
Below is a grossly oversimplified five-step guide to brand development.
1) LOOKING IN
Get real with yourself and take a look at your strengths as well as your weaknesses. In the context of your past and present, look at what makes you happy and what you do best (hopefully, these things line up).
I’ve always been curious and enjoyed anything that lets me use both sides of my brain – being analytic and creative at once. I’ve got a good track record with research and branding. I especially dig moderating because it unleashes a bit of the entertainer in me. (I’m trying to be transparent here, but if you want my weaknesses you’re going to have to buy me a drink.)
Now to the future – imagining your success! Before shaping your strategy you need to have a clear vision. What are you going to do to make yourself happy and (because you have to give to get) for whom are you going to do it?
My mission is to sell my skills as a research and brand consultant to companies in need of better understanding and engagement with their consumers (directly and by way of research and branding agencies).
3) LOOKING OUT
You do not exist in a vacuum. There are always outside opportunities to seize upon and threats to avoid. Have a wide look around you and identify any macro trends (culture, technology, etc.) that might impact you. Now narrow your focus to your competitors. Who's doing what you want to be doing and what can you learn from what they're doing right/wrong? What's missing in your specific marketplace? Who or what might eat your lunch?
Nasty threats abound, but many have a creamy opportunity in their center. Here are two examples:
Robots are taking our jobs! It’ll be quite a while before robots (or software) can do the things I offer, but there is plenty of opportunity in utilizing the latest technology to enhance both my brand and my offerings.
Uncertainty across marketplaces is a huge threat right now because marketing budgets are usually the first slashed and there is less investment in new things to brand and research. However, there are more entrepreneurs than ever and startups could really use qualitative research and branding help.
Even though I'd spent over a decade working for other shops, I still took the time to do my research, combing websites and chatting with competitors. I came away with lots of ideas on what makes for a successful strategy in my business and some do’s and don’ts when it comes to its tactical expressions. I also concluded that the biggest threat to my mission wasn’t competition, but a lack of full understanding and appreciation for the work itself. Behold another opportunity! I can help educate and grow the marketplace while enhancing the value of my services.
Time to give shape to your findings in the last three steps for some strategic guidelines on how to walk and talk. Create a “Brand Bible” to combine your mission with your unique and compelling advantage, leveraging strengths and opportunities while mitigating weaknesses and threats.
It can also help to have a role model. This does not have to be a brand specific to your field.
I formalized the insights gleaned from steps 1-3 into my Brand Bible, articulating my mission, positioning statement, and brand personality. I have already used my Brand Bible to develop my Identity (name, logo, and collateral materials), my website, and even my approach to tweeting.
My former boss and mentor, Andy Greenfield started Greenfield Consulting (what was to become Firefly Millward Brown) in order to both elevate the art and harden the science of qualitative research. I want my brand to borrow from his contagious energy, combining expertise, passion, and joy. I’m emulating Indiana Jones too - thrilling in the adventure of new discovery while upholding a code of honor. Of course, I also have to be true to what makes me uniquely me. My brand is about bringing big agency experience to the creativity and flexibility of a boutique shop, injecting fun and humor into the process.
5) REACHING & REFINING
You’ve made an investment that will now really pay off when it comes time to make decisions both big and small for your brand, but it won’t mean anything if nobody knows you exist. Put yourself in front of your targets and lure them in.
Even though your brand work has given you a GPS and a vehicle, you still need to keep your eyes on the road. Things change. You change. Always do your research to figure out how to optimize and stay relevant. Set measurable goals and keep yourself accountable.
Creating a presence online with my website as a hub for thought pieces (this article is the first of many to come) that I’ll post across social media platforms is my way of reengaging with old clients and being discovered by new ones. Over time I’ll be talking to these folks to see how I can improve in order to enhance my value to them.
Share with your fellow brands and reach out if you could use some help with your own.