7 Reasons Storytelling is Important for Branded Content

Gutenberg invented the printing press around 1440.
The first radio transmissions were in the early 1900s.
The television became commercially available less than a century ago.
The Internet is not even old enough to have a drink (legally; at least not in the United States).
Facebook and Twitter are just out of diapers, and the next big marketing tool is still in the womb or possibly just a twinkle in its creator’s eye.

When most people think about marketing, these are the tools they think of: print, radio, TV and the web. None of these, however, are ingrained in us as much as storytelling. We’ve been telling stories for thousands of years, but we don’t have to go back that far to understand storytelling’s powerful effect on our hearts and minds. Go back only as far as your childhood, when you begged your parents to read your favorite story—the one you already knew by heart—just one more time. Why did you do that? Why was it so important to hear that story?

Stories and the art of storytelling play a major role in content marketing today. Not all brands realize the importance of unearthing their core story and learning to tell stories in ways that endear new fans and motivate advocates. In case you need even more reason to learn to weave an effective narrative throughout your marketing efforts, here are seven reasons storytelling is important for branded content.

If you’re reading in RSS and can’t see the images, please click through to reveal the reasons. We’ve also turned this post into a SlideShare presentation!

Experiences leave lasting impressions. They go far deeper than facts, figures or features. And by creating a story-based experience, you cause your audiences to walk away with an impression of your brand that doesn’t rest on the precarious edges of their minds but sits deep in their hearts.

Chances are that if you have an innovative or unique offering, it’s not going to be innovative and/or unique very long. Any amount of success will generate copycats. But what they can’t copy is who you are. What’s your origin story? Where did your brand come from, and how has that shaped your product or service? When your facts, figures and features are in line, your story can set you apart from the competition.

If it weren’t for stories, your brand wouldn’t mean much to your audience. It’s those stories that create a real connection. Facebook now dedicates an entire site to stories. Fans can post stories about their individual and collective experiences. (Facebook even flew a number of these storytellers to its headquarters to surprise a room full of Facebook employees, creating a rock-solid connection between the work they were doing and the difference they’re making in the lives of their users.) Tumblr and Twitter have done something similar with Storyboard and @twitterstories, respectively.

There’s nothing more mind numbing than hearing or reading a bunch of facts and figures. And anyone can recite numbers to an audience. A true marketer will weave a story around the information to createmeaning for the audience.

“Having the data is not enough. I have to show it in ways people both enjoy and understand,” Hans Rosling said. Rosling is well known for the ways he has spun compelling stories around massive data sets. What would otherwise be mundane statistics becomes a gripping narrative with valleys and peaks that keeps interest piqued throughout. Strong visual elements and impassioned narrative elevate his presentations.

Stories are uniquely able to move people’s hearts, minds, feet and wallets in the storyteller’s intended direction. Nobody was better at this than Steve Jobs, who turned sales presentations into coveted experiences. His masterful storytelling motivated fans to rave about the products, creating valuable earned media. The photo above is the line to get into one of his keynote addresses.

When was the last time a friend of yours called you up to tell you the great features of this new product they were interested in? Or how they scored a coupon? Probably not recently. But we share stories every day. This has only been amplified by social media, through which we are able to share with the click of a button. When a story resonates—moves people emotionally—they retell it many times over, ultimately amplifying the message.

When we know we’re being marketed to, we close our ears. We don’t have 30 seconds to be interrupted. But when we’re told a story, miraculously, we have 30 minutes to listen. Our arms unfold and we lean forward, excited to hear what comes next.

With only 23 percent of consumers trusting ads on TV and 20 percent trusting ads in magazines or on the radio, it’s more important than ever for brands to integrate their marketing into their story. Otherwise, what are you marketing?

Do you have any other reasons to add? 

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Jon Thomas

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Mr. Steven Finkill — 10/24/12 8:45 am

I think the church in general has forgotten the power of story. Our preaching, for instance, tends to focus on some sort of logical presentation of concepts rather than sharing truth in the package of a story. And I don't think this is just about including "illustrations" in a message, either. It's about couching all of our communication in story whenever remotely possible. Bring on the stories!

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comment_post_ID); ?> Thank you for this information. I'm going to use this article to improve my work with the Lord.
 
— Abel Singbeh
 
comment_post_ID); ?> Thank you Ed for sharing your insights into the Church Growth Movement. I have my reservations with Church Growth models because it has done more damage than good in the Body of Christ. Over the years, western churches are more focused on results, formulas and processes with little or no emphasis on membership and church discipline. Pastors and vocational leaders are burnt out because they're overworked. I do believe that the Church Growth model is a catalyst to two destructive groups: The New Apostolic Reformation and the Emerging Church. Both groups overlap and have a very loose definition. They're both focus on contemporary worship, expansion of church brand (franchising), and mobilizing volunteering members as 'leaders' to grow their ministry. Little focus on biblical study, apologetics and genuine missional work with no agenda besides preaching of the gospel.
 
— Dave
 
comment_post_ID); ?> Thank you for sharing such a good article. It is a great lesson I learned from this article. I am one of the leaders in Emmanuel united church of Ethiopia (A denomination with more-than 780 local churches through out the country). I am preparing a presentation on succession planning for local church leaders. It will help me for preparation If you send me more resources and recommend me books to read on the topic. I hope we may collaborate in advancing leadership capacity of our church. God Bless You and Your Ministry.
 
— Argaw Alemu
 

Clarity Process

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Is Your Church “New” Enough?

When people think about our churches does the word “new” ever come to mind?  We live in a culture that leverages “new” to draw people in . . .how does your church use “new” to point people towards Jesus?

Have you ever noticed how theme parks sell themselves?  Check out this screen capture from the Six Flags Great Adventure website.

Theme parks generally add something new every summer and then use most of their “airtime” to communicate the “new thing” at the park. (Although 98% of the experience is the same . . . the new thing “freshens up” the publics perception of the park.) They are doing something new . . . and then want to seen as doing something new.  The new ride encourages people to return to the park.

Did you catch the launch of Taco Bell’s Dorito’s Loco Taco?

 

This launch employed a rip, pivot & jam strategy to make an old something new.  Taco Bell ripped another brand (and taste) from a related (but not directly connected) market segment.  Then they pivoted it into a product of theirs. Then jammed big time to the new product and new messaging out.

They talked about it . . . “You love Doritos? You’ll love this new amazing taco too.”  They sold 100 million of these bad boys in the first 10 weeks.  That’s a lot of tacos!  They refreshed an old idea and then declared it new.

What is the appeal of all of these “daily deal” sites?

 

Frankly . . . I’m surprised that this trend has continued.  I would have thought that they would died off long ago.  But it seems like what is happening is that people are looking for more and more targeted “daily deal” experiences.  There is one for ministry resources or entrepreneurs or a bunch of other submarkets.  Did you catch Coffee Meets Bagel?   Every day at noon it sends singles suggested dates from their “friends of friends” on facebook . . . and gives them a great deal on a date . . . they have 24 hours to ask the “friend” to get the deal.  These “Groupon 2.0″ sites are offering “new deals” every 24 hours and offering it for a limited time only.  People love getting in on something great that they know is going away soon.

But what do theme parks, Taco Bell and Daily Deals have to do with the churches we lead?  They are all leveraging the power of “new” to help attract more people.

I’m wondering what would happen if we found ways to do “new” and highlight “new” wherever possible.  So many churches already do this through our teaching series . . . everything 3-4 weeks we “change the channel” . . . but what if this fall we made a bigger deal of “what’s coming up next” . . . What if we encouraged all of our teams to be on the look out for small and big things we can tweak to “new” to help give the impression of our churches rebirthing themselves.

Why?

Strategically . . . . a big part of what we’re charged with in the communications side of church leadership is to help break the cycle of non-attendance.  We know that there are a lot more people that consider our churches home than attend on any given weekend.  Our communications needs to help raise the value of what is “new and exciting” at our church and why they should come back.

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ABOUT THE AUTHOR

Rich Birch

Rich Birch

Thanks so much for dropping by unseminary … I hope that your able to find some resources that help you lead your church better in the coming days! I’ve been involved in church leadership for over 15 years. Early on I had the privilege of leading in one of the very first multisite churches in North Amerca. I led the charge in helping The Meeting House in Toronto to become the leading multi-site church in Canada with over 4,000 people in 6 locations. (Today they are 13 locations with somewhere over 5,000 people attending.) In addition, I served on the leadership team of Connexus Community Church in Ontario, a North Point Community Church Strategic Partner. I currently serves as Operations Pastor at Liquid Church in the Manhattan facing suburbs of New Jersey. I have a dual vocational background that uniquely positions me for serving churches to multiply impact. While in the marketplace, I founded a dot-com with two partners in the late 90’s that worked to increase value for media firms and internet service providers. I’m married to Christine and we live in Scotch Plains, NJ with their two children and one dog.

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comment_post_ID); ?> Thank you for this information. I'm going to use this article to improve my work with the Lord.
 
— Abel Singbeh
 
comment_post_ID); ?> Thank you Ed for sharing your insights into the Church Growth Movement. I have my reservations with Church Growth models because it has done more damage than good in the Body of Christ. Over the years, western churches are more focused on results, formulas and processes with little or no emphasis on membership and church discipline. Pastors and vocational leaders are burnt out because they're overworked. I do believe that the Church Growth model is a catalyst to two destructive groups: The New Apostolic Reformation and the Emerging Church. Both groups overlap and have a very loose definition. They're both focus on contemporary worship, expansion of church brand (franchising), and mobilizing volunteering members as 'leaders' to grow their ministry. Little focus on biblical study, apologetics and genuine missional work with no agenda besides preaching of the gospel.
 
— Dave
 
comment_post_ID); ?> Thank you for sharing such a good article. It is a great lesson I learned from this article. I am one of the leaders in Emmanuel united church of Ethiopia (A denomination with more-than 780 local churches through out the country). I am preparing a presentation on succession planning for local church leaders. It will help me for preparation If you send me more resources and recommend me books to read on the topic. I hope we may collaborate in advancing leadership capacity of our church. God Bless You and Your Ministry.
 
— Argaw Alemu
 

Clarity Process

Three effective ways to start moving toward clarity right now.

Branding Talk Isn’t Helping Your Company. Here’s What Should Replace It

Last week, WPP brought out its league table of the world’s most valuable brands. It values Apple at $183 billion and McDonald’s at $95 billion. Meanwhile, over at Omnicom’s Interbrand, they reckon that the Apple badge is worth a mere $33 billion, whereas McDonald’s is worth $35 billion. So who’s right? Neither of them. I don’t think that you can value brands, because they’re just a convenient fiction. Once they were a useful way of looking at the world. Now that such a massive industry has developed around them, they’re actually distorting the way companies do business. Is it time to stop talking about brands and branding altogether? I think we should all have a try.

“Essentially all models are wrong,” said George Pelham-Box, one of the most influential statisticians of the 20th century, “but some of them are useful.” Let’s remember that branding is only a model of the way that consumers think about products and services, so by definition, it’s wrong. But that doesn’t mean it’s not useful–so long as we don’t get carried away by imagining it’s the truth.

 

Was the Think Different campaign really a branding coup? Or just the outcome of deeper change?

Think of maps: A simple map pretends that the Earth is flat, and that’s fine for getting you across town. But if you try to navigate a plane across the Atlantic on that principle, you’re going to get a big surprise when you come in to land. (That’s why the route your long-haul flight takes looks like a curve on the seatback map.) All these “brand valuation” metrics are doing something similar: treating a flat earth theory as if it’s the truth. And they’re landing in the wrong place.

“BRANDS WERE, HE MAINTAINED, A BY-PRODUCT OF HAVING GREAT PRODUCTS.”

I used to work with Orange Telecom, a late-starter in the cellular market that became one of the biggest consumer brands in Europe. Hans Snook, its eccentric founder, would happily talk all day in his office about science fiction, colonic irrigation, or feng shui. Only one topic was taboo: the Orange brand. Brands were, he maintained, a by-product of having great products and communicating them well to people. Power stations that generate a lot of electricity probably have a lot of steam coming out of the chimneys. That doesn’t mean to say that the engineers stand around working out how to make more steam.

In his recent book, (excerpted recently on Co.Design), my old colleague Ken Segall describes Apple’s “Think Different” advertising campaign. But ask yourself: When was the last time Apple did a pure brand ad? Fifteen years ago? Apple went from a challenger to a leader when it stopped focusing on its brand and made its products the heroes of its communications. (“I’m a Mac, I’m a PC” were product ads. Trolls who beg to differ, please scroll down. I will be with you shortly.)

If you promise something clearly, deliver on that promise, and repeat the process, you build strong emotional links to your company with certain consumers. But that’s where the value resides: in my head and your head, and your mother’s head. And the stuff inside my head is my property.

If brands exist at all, they exist in the minds of consumers. I can switch my brand of search engine at a moment’s notice. Bank accounts and makes of automobile are a bit more hassle to discard, but I can still change my mind about them. But that’s not how brand valuation models see them. They act as if our thoughts are a company’s property, like a factory, or a warehouse full of boxes. The brand model, once a wrong but useful way of looking at the world, has become the product. A study by Interbrand and JP Morgan concluded that brands account for about a third of the average public company’s valuation.

After so many years focusing on pure branding, Coca-Cola has embraced design thinking. Guess what? The brand is improving.

“THEY ACT AS IF OUR THOUGHTS ARE A COMPANY’S PROPERTY, LIKE A FACTORY, OR A WAREHOUSE FULL OF BOXES.”

Some smart people have begun a backlash against companies that seem to exist to build brands as an end in itself. Management guru Gary Hamel has repeatedly criticized Coca-Cola, accusing it of concentrating on shoring up the Coke brand at the expense of exploring new markets and keeping up with changing consumer tastes. As a result, Coke had to play expensive catch-up games as its market was squeezed by bottled water, new-age herbal drinks, smoothies, energy drinks, and iced tea. But when you’re Coca-Cola, and you’re told that your most valuable property is your brand, then you’re going to concentrate enormous energy into building it–even if that means that you ignore what customers actually want to drink.

In his excellent Obliquity, John Kay explains how the richest people are not those who set out to make money first and foremost, the most profitable companies don’t think too hard about their profits, and great discoveries are often made by people who are looking for something else altogether. Many of the world’s most valuable brands are created by people who don’t ever talk about branding.

So I’d like to propose an exercise where your company bans the word “brand” and the idea of brand building from your meetings for a month. Who knows what you might achieve in that time instead. You might even start to build a great brand.

Read more by Brian here.

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ABOUT THE AUTHOR

Brian Millar

Brian Millar is strategy director at Sense Worldwide. He works with companies like Nike, Vodafone, and SC Johnson to transform their global businesses. Brian began his career as an advertising copywriter at Saatchi and Saatchi London, then moved to Ogilvy, where he worked as a creative director in their London, Paris, and New York offices. His creative work includes IBM’s Solutions for a Small Planet ads, which were voted Campaign of the Decade in Advertising Age magazine. He then became a creative strategist. Recent projects include using behavioral economics to create digital wellness programs for Pfizer and U.S. health insurers. He is always interested to hear from extreme consumers everywhere.

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comment_post_ID); ?> Thank you for this information. I'm going to use this article to improve my work with the Lord.
 
— Abel Singbeh
 
comment_post_ID); ?> Thank you Ed for sharing your insights into the Church Growth Movement. I have my reservations with Church Growth models because it has done more damage than good in the Body of Christ. Over the years, western churches are more focused on results, formulas and processes with little or no emphasis on membership and church discipline. Pastors and vocational leaders are burnt out because they're overworked. I do believe that the Church Growth model is a catalyst to two destructive groups: The New Apostolic Reformation and the Emerging Church. Both groups overlap and have a very loose definition. They're both focus on contemporary worship, expansion of church brand (franchising), and mobilizing volunteering members as 'leaders' to grow their ministry. Little focus on biblical study, apologetics and genuine missional work with no agenda besides preaching of the gospel.
 
— Dave
 
comment_post_ID); ?> Thank you for sharing such a good article. It is a great lesson I learned from this article. I am one of the leaders in Emmanuel united church of Ethiopia (A denomination with more-than 780 local churches through out the country). I am preparing a presentation on succession planning for local church leaders. It will help me for preparation If you send me more resources and recommend me books to read on the topic. I hope we may collaborate in advancing leadership capacity of our church. God Bless You and Your Ministry.
 
— Argaw Alemu
 

Clarity Process

Three effective ways to start moving toward clarity right now.

10 Principles for Good Design

Design is normally thought of as applying to things – which it does. But design also applies to systems, structures, and communication tools. Dieter Rams, one of the most influential designers of the last 40 years, has developed 10 principles for good design. Though they are illustrated with objects here, the principles apply to what you as a leader “design” every day.

Z > Graphics > 10 principles poster > Illustrations High Res
TP 1 radio/phono combination, 1959, by Dieter Rams for Braun

Good design is innovative

The possibilities for innovation are not, by any means, exhausted. Technological development is always offering new opportunities for innovative design. But innovative design always develops in tandem with innovative technology, and can never be an end in itself.

Z > Graphics > 10 principles poster > Illustrations High Res
MPZ 21 multipress citrus juicer, 1972, by Dieter Rams and Jürgen Greubel for Braun

Good design makes a product useful

A product is bought to be used. It has to satisfy certain criteria, not only functional, but also psychological and aesthetic. Good design emphasises the usefulness of a product whilst disregarding anything that could possibly detract from it.

Z > Graphics > 10 principles poster > Illustrations High Res
RT 20 tischsuper radio, 1961, by Dieter Rams for Braun

Good design is aesthetic

The aesthetic quality of a product is integral to its usefulness because products we use every day affect our person and our well-being. But only well-executed objects can be beautiful.

Z > Graphics > 10 principles poster > Illustrations High Res
T 1000 world receiver, 1963, by Dieter Rams for Braun

Good design makes a product understandable

It clarifies the product’s structure. Better still, it can make the product talk. At best, it is self-explanatory.

Z > Graphics > 10 principles poster > Illustrations High Res
Cylindric T 2 lighter, 1968, by Dieter Rams for Braun

Good design is unobtrusive

Products fulfilling a purpose are like tools. They are neither decorative objects nor works of art. Their design should therefore be both neutral and restrained, to leave room for the user’s self-expression.

Z > Graphics > 10 principles poster > Illustrations High Res
L 450 flat loudspeaker, TG 60 reel-to-reel tape recorder and TS 45 control unit, 1962-64, by Dieter Rams for Braun

Good design is honest

It does not make a product more innovative, powerful or valuable than it really is. It does not attempt to manipulate the consumer with promises that cannot be kept.

620 chair for 10 principles
620 Chair Programme, 1962, by Dieter Rams for Vitsœ

Good design is long-lasting

It avoids being fashionable and therefore never appears antiquated. Unlike fashionable design, it lasts many years – even in today’s throwaway society.

Z > Graphics > 10 principles poster > Illustrations High Res
ET 66 calculator, 1987, by Dietrich Lubs for Braun

Good design is thorough down to the last detail

Nothing must be arbitrary or left to chance. Care and accuracy in the design process show respect towards the user.

10 principles > 606
606 Universal Shelving System, 1960, by Dieter Rams for Vitsœ

Good design is environmentally-friendly

Design makes an important contribution to the preservation of the environment. It conserves resources and minimises physical and visual pollution throughout the lifecycle of the product.

10 principles L 2
L 2 speaker, 1958, by Dieter Rams for Braun

Good design is as little design as possible

Less, but better – because it concentrates on the essential aspects, and the products are not burdened with non-essentials.

Back to purity, back to simplicity.

Learn more about Dieter Rams here.
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Dieter Rams

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comment_post_ID); ?> Thank you for this information. I'm going to use this article to improve my work with the Lord.
 
— Abel Singbeh
 
comment_post_ID); ?> Thank you Ed for sharing your insights into the Church Growth Movement. I have my reservations with Church Growth models because it has done more damage than good in the Body of Christ. Over the years, western churches are more focused on results, formulas and processes with little or no emphasis on membership and church discipline. Pastors and vocational leaders are burnt out because they're overworked. I do believe that the Church Growth model is a catalyst to two destructive groups: The New Apostolic Reformation and the Emerging Church. Both groups overlap and have a very loose definition. They're both focus on contemporary worship, expansion of church brand (franchising), and mobilizing volunteering members as 'leaders' to grow their ministry. Little focus on biblical study, apologetics and genuine missional work with no agenda besides preaching of the gospel.
 
— Dave
 
comment_post_ID); ?> Thank you for sharing such a good article. It is a great lesson I learned from this article. I am one of the leaders in Emmanuel united church of Ethiopia (A denomination with more-than 780 local churches through out the country). I am preparing a presentation on succession planning for local church leaders. It will help me for preparation If you send me more resources and recommend me books to read on the topic. I hope we may collaborate in advancing leadership capacity of our church. God Bless You and Your Ministry.
 
— Argaw Alemu
 

Clarity Process

Three effective ways to start moving toward clarity right now.

Church Communication Heros: Steve Jobs

Yes. I know what you’re thinking. How can Steve Jobs possibly be a church communications hero? As reported in the recent autobiography, Jobs was a Zen Buddhist and he was highly dysfunctional in the way he interacted with those around him. So why on earth would I choose him for being a church communications hero?

It’s simple really. I’m a firm believer that we can learn how to be better at what we do if we are willing to look outside the existing paradigms of the tiny church bubble.

Jobs understood what it meant to think differently, beyond the marketing slogan. He didn’t want to be just another carbon copy out there. Here are a few principles I’ve learned from Jobs that I think I can apply to what we do:

1. Vision: Jobs had a clear picture of what he wanted Apple to be.

It wasn’t to be like Microsoft. Or Dell.  He had clarity right down to the brushed aluminum screws on his products. He wasn’t influenced by the biggest player in the market. In fact he was very vocal about what was wrong with Microsoft and what was right about Apple. Unfortunately, too many churches have a creative and communication vision that look, feel and sound the same. Your vision for your church’s communications should distinctly represent the values and voice of your church. They should not be a carbon copy of the big church up the road. Too often we settle for the mediocre and unremarkable rather than creating something that changes peoples’ lives. What’s your vision of what your church should look and sound like? What’s the compelling story you need to tell?

Read the rest of the story here.

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Steve Fogg

Steve Fogg

Steve serves as the big cheese of communications at his church in Melbourne, Australia; he married way above his pay grade and has three children. Connect with him on his blog or on other social networks.

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comment_post_ID); ?> Thank you for this information. I'm going to use this article to improve my work with the Lord.
 
— Abel Singbeh
 
comment_post_ID); ?> Thank you Ed for sharing your insights into the Church Growth Movement. I have my reservations with Church Growth models because it has done more damage than good in the Body of Christ. Over the years, western churches are more focused on results, formulas and processes with little or no emphasis on membership and church discipline. Pastors and vocational leaders are burnt out because they're overworked. I do believe that the Church Growth model is a catalyst to two destructive groups: The New Apostolic Reformation and the Emerging Church. Both groups overlap and have a very loose definition. They're both focus on contemporary worship, expansion of church brand (franchising), and mobilizing volunteering members as 'leaders' to grow their ministry. Little focus on biblical study, apologetics and genuine missional work with no agenda besides preaching of the gospel.
 
— Dave
 
comment_post_ID); ?> Thank you for sharing such a good article. It is a great lesson I learned from this article. I am one of the leaders in Emmanuel united church of Ethiopia (A denomination with more-than 780 local churches through out the country). I am preparing a presentation on succession planning for local church leaders. It will help me for preparation If you send me more resources and recommend me books to read on the topic. I hope we may collaborate in advancing leadership capacity of our church. God Bless You and Your Ministry.
 
— Argaw Alemu
 

Clarity Process

Three effective ways to start moving toward clarity right now.

Social Media is the Glue of Innovation

‘What is the role of social media in innovation? (Either inside or outside the organization)’

 

Social media serves an incredibly important role in innovation. Social media functions as the glue to stick together incomplete knowledge, incomplete ideas, incomplete teams, and incomplete skillsets. Social media is not some mysterious magic box. Ultimately it is a tool that serves to connect people and information.

I’m reminded of a set of lyrics from U2′s “The Fly”:

Every artist is a cannibal, every poet is a thief
All kill their inspiration and sing about their grief”

Social media can help ideas grow and thrive that would otherwise wither and die under the boot of the perfectionist in all of us.

Do you remember the saying “it takes a village to raise a child”? Well, it takes a village to create an innovation from an idea as well, and social media helps to aggregate and mobilize the people and knowledge necessary to do just that.

Read the rest of the story from Braden here.

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Braden Kelley

Braden Kelley

Braden Kelley is a popular innovation speaker, embeds innovation across the organization with innovation training, and builds B2B pull marketing strategies that drive increased revenue, visibility and inbound sales leads. He is the creator of the Nine Innovation Roles Group Diagnostic Tool and author of Stoking Your Innovation Bonfire from John Wiley & Sons. He tweets from @innovate.

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Recent Comments
comment_post_ID); ?> Thank you for this information. I'm going to use this article to improve my work with the Lord.
 
— Abel Singbeh
 
comment_post_ID); ?> Thank you Ed for sharing your insights into the Church Growth Movement. I have my reservations with Church Growth models because it has done more damage than good in the Body of Christ. Over the years, western churches are more focused on results, formulas and processes with little or no emphasis on membership and church discipline. Pastors and vocational leaders are burnt out because they're overworked. I do believe that the Church Growth model is a catalyst to two destructive groups: The New Apostolic Reformation and the Emerging Church. Both groups overlap and have a very loose definition. They're both focus on contemporary worship, expansion of church brand (franchising), and mobilizing volunteering members as 'leaders' to grow their ministry. Little focus on biblical study, apologetics and genuine missional work with no agenda besides preaching of the gospel.
 
— Dave
 
comment_post_ID); ?> Thank you for sharing such a good article. It is a great lesson I learned from this article. I am one of the leaders in Emmanuel united church of Ethiopia (A denomination with more-than 780 local churches through out the country). I am preparing a presentation on succession planning for local church leaders. It will help me for preparation If you send me more resources and recommend me books to read on the topic. I hope we may collaborate in advancing leadership capacity of our church. God Bless You and Your Ministry.
 
— Argaw Alemu
 

Clarity Process

Three effective ways to start moving toward clarity right now.