10X Marketer

I firmly believe that much like 10X engineers, some marketers are able to be 10X as effective as others. When you find a 10X marketer, look after them, as they can transform your organization. I’d like to discuss two areas where 10X marketers have an edge over the field: curiosity, urgency and productive downtime.

Curiosity

Hard work beats talent when talent doesn’t work hard. Even if you weren’t born smart, you can outperform smart people as long as you are intellectually curious and the other slacks off. Most of the time, the 10X marketer is competing against people who don’t work hard.

When you go out looking for information, you create connections. Your mental model improves. You build the confidence to challenge others. If you’re not constantly retuning your model of how your company works, you’ll never get close. If you’re relying on a pen-portrait buyer persona, you aren’t close. People will treat you like a vending machine. You won’t get invited for input because people will predict you aren’t going to contribute much.

Urgency

What sets your timetable? Your email inbox? Your quarterly plan? Your own aspirations? Your energy levels? 10X marketers have a fierce bias towards action. 10X marketers find some way to move a situation forward. They are obsessive and selfish about freeing up time for themselves to be productive.

They examine their routines, looking for the tiny edges that improve their performance. They learn from their successes as well as their failures. They look for the commonalities of high-performance days and try to engineer those situations again and again.

They often look like creatures of habit, but really they have a deep understanding of what works for them. Sometimes they might look in another world.

They don’t waste time on social media. They aren’t great respecters of HiPPOs, titles, or male privilege. They identify the big task that needs doing, and then they blow it away.

Productive Downtime

Research has shown time and again that naps, meditation, walks and mental breaks increase productivity, replenish attention, solidify memories and encourage creativity.

The space that downtime gives is a necessary condition for making connections, enabling lightning strikes of innovation to happen, and getting any work done.

Downtime replenishes the brain’s stores of information, encourages productivity and creativity and is essential for high performance. Downtime is an opportunity for the brain to make sense of what it has learned and instil an internal sense of values and ethics.

Meditation is a great way to get to this state. A mere 10 to 20 minutes of mindfulness or meditation a day can change the structure of the mind – if people stick to it. 10X marketers do more than admire the idea of meditation – they adhere to it.

Uber Is The Problem, Not Its Business Model

Tyler Cowen writes in Bloomberg:

The new Britain appears to be a nationalistic, job-protecting, quasi-mercantilist entity, as evidenced by the desire to preserve the work and pay of London’s traditional cabbies. That’s hardly the right signal to send to a world considering new trade deals or possibly foreign investment in the U.K. Uber, of course, is an American company, and it did sink capital into setting up in London — and its reputational capital is on the line in what is still Europe’s most economically important city. This kind of slap in the face won’t exactly encourage other market entrants, including in the dynamic tech sector that London so desperately seeking.

Cowen argues that the ban on Uber in London shows that post-Brexit Britain is likely to be more heavily regulated than people might think. I’m not convinced.

1. TfL’s ‘ban’ isn’t on Uber-like ride-hailing services, it’s against Uber itself. Other ride-hailing services, such as Gett, myTaxi, Kabbee and Addison Lee already operate in London.

2. Unlike countries such as Denmark, which de-facto banned ride-hailing services by introducing a law requiring mandatory fare meters and seat sensors, London has explicitly amended its regulatory structure to accommodate ride-hailing.

3. This regulation, far from being onerous and bureaucratic, actually delegates responsibility for setting fares, conducting background checks and managing safety, to the platform itself.

4. TfL’s ruling calls out Uber’s use of controversial “Greyball technology,” specifically designed to thwart sting operations by regulators.

Uber has a chance to reapply for its license. Let’s see if it’s willing to clean up its act.