Skip to main content

Have you ever said, this release or content shouldn’t Work, but It Does

 

Have you ever said, this release or content shouldn’t Work, but It Does


Have you ever told yourself or to client that this release , or content, according to industry  norms, shouldn’t work – but somehow it works for you?


Then there’s the practice called percussive maintenance or thappad therapy where you give a quick smack to the back of an electronic device that’s acting up to bring it back to life. 


There’s absolutely no reason why this should work. But, somehow, it does. 


I call these “idiosyncratic practices.” In many cases, these practices not only work, they help us to be the best versions of ourselves and do our best work.  


I see versions of idiosyncratic communication  practices all the time. For example, there’s the organization where every single person on the 10-person content marketing team, including the CCO, reviews every piece of content that goes out the door. 


It should be a massive workflow bottleneck, but it’s not.


Then there’s the blog team at a B2B tech company that doesn't even have forms of organized SEO – and still achieves exponential growth in their subscribed audience organically.  


They should struggle to get organic traffic, but they don’t.


Many of us read about the best practices for approaching our narrative daily. But I’ve never heard of a company, successful or otherwise, that attempts to meet them all. 



That’s not to say you shouldn’t ever stress-test those idiosyncratic practices. The content marketing team with the extensive review process is growing – and they’ve decided having everyone review the content isn’t necessary. 


One of the best lessons about best practices is that they’re a starting point, not an endpoint. Your mileage for any approach may not be the same as your peers. 


The same goes for idiosyncratic practices. You should be willing to question “the way it’s always been done.”  But you also should realize you don’t always need to change the way it’s always been done.  


You might have hit on a great idiosyncratic practice.  It shouldn’t work. But it just does. 

Its your practice, follow it well. 

Comments

Popular posts from this blog

Insight from the new book "The story of work" by Jan Lucassen. Work that never ends

The more things change, its turn out to be the  same as it ever was.  A new book about the history of work reveals that today’s workers have much in common with all those who have come before them over the past 12,000 years.  People’s appetites drive them to produce more than they need, and they build political and economic institutions to help them do it. Then those institutions drive them to do more. NYT ( see the story in the link)  also talks about  Gluttons for punishment.  We work so much because we want so much. That was anthropologist James Suzman’s conclusion after studying hunter-gatherers in the Kalahari Desert who satisfied their survival needs with roughly 15 hours of weekly labor. But modern, urban societies cause us to develop unlimited desires, which lead us to endless labour https://www.nytimes.com/2021/06/29/podcasts/transcript-ezra-klein-interviews-james-suzman.html?cid=other-eml-onp-mip-mck&hlkid=38845d000b404e829c41b7395739f39a&...

Hedge Funds: Shape up or ship out

With markets testing their mettle, the new mantra for hedge funds is ‘perform or pay back’! - a la shapeup or ship out. Hedge funds that enjoyed a one-sided bargain with their clients in reaping handsome fees now need to pull up their socks. For if they don’t, they will be losing some of their biggest clients. As per Wall Street Journal, the California Public Employees' Retirement System, popularly known as Calpers, that is one of the biggest investors in hedge funds, is demanding better terms from funds. This includes lower fees and claw-back of fees if performance weakens. For the uninitiated, the US$ 172 bn pension fund is a bellwether in the money-management business. A Calpers investment can in fact help money managers like hedge funds attract other clients. This move by Calpers therefore underscores the changing dynamics between hedge funds and their clients. Just a couple of years ago, investors clamored to get an entry into these funds, agreeing to pay fees that in some cas...

Biyani looks at the bigger picture

It is important to look at the holistic picture and have an individual opinion rather than get swayed away by the public consensus. This is the view of the man who pioneered the retailing boom in India - Mr. Kishore Biyani, the founder of India’s largest retailing company - Pantaloon. In an article in the Wall street Journal, Mr. Biyani wrote, "Almost daily doses of bad news on television screens and newspapers have possibly done as much damage to the economy as the events on either side of the Atlantic." I completely agree with him. Mr. Biyani’s predicament is based on the fact that an overwhelming majority of Indian consumers are self-employed, who can neither get laid off nor can have pay cuts. Consider some statistics he has provided. The share of the national income represented by proprietor-run concerns and partnerships is 35%. The share of companies is around 15%, government around 25%, and agriculture around 25%. Combine agriculture and the self-employed in industry a...