  Calling Up What You Can't Put DownSeth has a post up on his blog called Benefit of the Doubt. In it, he basically suggests that when doubt is swinging your way in the minds of your consumers, they won't be so ready to tear you a new one when you (inevitably) screw up. On its face, it’s difficult to argue with this insight. You know, self-deprecation and all that. It’s amazing to me that it’s much of an epiphany for anyone, but I’m sure it is. Whatever. I wonder about something a little more diabolically subtle about the benefit of the doubt. I wonder whether those who attempt to ingratiate themselves to doubt’s benevolence realize what a cruel bitch it can be when you’re on the business end of it. I wonder this because, in spite of Seth’s five pithy “brainstorms to get you started” in extracting doubt’s benefits, he doesn’t offer the insight that seems to me of singular importance to the topic: Don’t be a damn liar. To demonstrate what I mean, here’s one of Seth’s “brainstorms”: Build up expectations of difficulty. Magicians are really good at this. If people think what you're doing is really difficult, they root for you.Magicians also have the pop culture capital of, well, see for yourself. But that notwithstanding, does anyone else see the glaring problem here? Whatever it is you’re saying about yourself (whether in pursuit of doubt’s benefits or not) better actually be true. Part of what is unctuous about stage magic (no offense, Skye) is that it often maintains the illusion even after the show is over. I’ve seen companies do the same thing. It’s as if they think that because they’ve been holding forth about how innovative or smart or customer-focused they are, they must in fact be so. For my part, I think benefit of the doubt is conferred upon those in whom we have some trust. We either trust them because we know them or we trust them by proxy: reputation, demeanor, they wear the same brand of socks that you do, etc. So my rejoinder to Seth’s advice is to have real relationships with your customers, use those relationships to honestly exhibit your philosophy and practice, and only rely on the benefit of the doubt when it is offered.  
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kudos. I'm down with the honest abe approach.
It seems lately Mr. Godin is talking more about personal success and happiness (The Dip) than marketing tactics.
I think the new book will do well. Who doesn't want to be sold the illusion of happiness and freedom? I'm guessing it'll be read by the same flock as "Rich Dad, Poor Dad".
I knew a very successful consultant who would say, I may not know much but at least I am slow. This was before the slow movement got underway.
If it's too good to be true, then it probably is. You can pull the wool over peoples eyes, once. But after that word gets out.
One of Churchill's most enigmatic speeches promised nothing but, blood, sweat, and tears. If you are straightforward with your customers you self select. Those wanting perfection all the time will leave in the hope that somewhere this exists. But what you get left with are customers who have the maturity to understand that business and customer relationships require effort to work together. And that takes time.
Almost every business I work with is in a gigantic hurry. I am successful with those I manage to slow down enough, to think about what is needed for clear communication. That usually involves incubating an idea.
Chopper and Christopher, thanks for the thoughts.
I'm in total accord with "incubating an idea." If you really want to do something that will get and keep customers, make great things, make every experience with your company as great as what you sell. Unfortunately, companies, indeed most people, are better at copying what they've seen work than they are at generating and cultivating the novelty that is at the heart of greatness.
I dig the slow stuff. Always reminds me of the lecture in Zen and the Art of Motorcycle Maintenance about gumption traps and how to avoid them.