I’ve spent the last few days running around Manhattan, catching up with friends, meeting lots of new people from different backgrounds through a service called Ohours.org and basically getting a feel for what people are thinking about, working on, or trying to solve.
Since one of my goals for this year was to challenge myself, I decided that I would run out and meet a bunch of people that are from entirely different backgrounds than I am from, which is how I got so excited about the Ohours. These meetings forced me to get out, definitely meet new people and tackle what happens when you are putting yourself into a new encounter or situation.
And, one of the meetings I had really sparked the inspiration to write this post, which is going to be about defining yourself and not confusing the job you do with the story you tell.
This afternoon, Friday, I met with a guy named Sanford Dickert. And, he asked me to tell him a story where I had been successful. In my rush to not take too much time, to give a good example, and to try to remain relevant to what we were discussing, I made the mistake of trying to pass off something I do in my role as the owner of a secondary ticketing agency as a successful story, when in fact, its something I do, but not something that really makes the story of me or my team very compelling.
In fact, it makes me sound like a bit of a dumbed down concierge.
When, if I had a do over, I would say that the most compelling story that I have told over the years in my work with American Express, NYAC, Yahoo!, VIP Desk and others is that my team is the best way to ensure that you are going to have the ability to have a knock out time at any live ticketed event that you might attend.
Much more simple than trying to explain how I go about serving some customers, which doesn’t shed us in the best light.
I’ll repeat it because I flubbed it today.
Best story: Me and my team are the best source that you can find to make certain that you and your guests have the best experience possible at any live event. (Without being able to control the outcome, of course.)
I bring all of this up because that got me to thinking about how I am possibly sending out mixed signals as I search to reinvent myself this year. Maybe I am spending too much time focusing on the value I have than I am on the vision I have. And, when you are trying to reinvent yourself, motivate people, and tell a compelling story, vision beats utility every day.
So I ask, are any of you doing the same thing? How have you gotten better at selling your vision and not your utility?