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WWW SETH'S BLOG

SETH'S BOOKS

Seth Godin has written 12 bestsellers that have been translated into 33 languages

The complete list of online retailers

Bonus stuff!

or click on a title below to see the list

all.marketers.tell.stories

All Marketers Tell Stories

Seth's most important book about the art of marketing

ONLINE:

IN STORES:

free.prize.inside

Free Prize Inside

The practical sequel to Purple Cow

ONLINE:

IN STORES:

linchpin

Linchpin

An instant bestseller, the book that brings all of Seth's ideas together.

ONLINE:

IN STORES:

meatball.sundae

Meatball Sundae

Why the internet works (and doesn't) for your business. And vice versa.

ONLINE:

IN STORES:

permission.marketing

Permission Marketing

The classic Named "Best Business Book" by Fortune.

ONLINE:

IN STORES:

poke.the.box

Poke The Box

The latest book, Poke The Box is a call to action about the initiative you're taking - in your job or in your life, and Seth once again breaks the traditional publishing model by releasing it through The Domino Project.

ONLINE:

IN STORES:

purple.cow

Purple Cow

The worldwide bestseller. Essential reading about remarkable products and services.

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IN STORES:

small.is.the.new.big

Small is the New Big

A long book filled with short pieces from Fast Company and the blog. Guaranteed to make you think.

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IN STORES:

survival.is.not.enough

Survival is Not Enough

Seth's worst seller and personal favorite. Change. How it works (and doesn't).

ONLINE:

IN STORES:

the.big.moo

The Big Moo

All for charity. Includes original work from Malcolm Gladwell, Tom Peters and Promise Phelon.

ONLINE:

IN STORES:

the.big.red.fez

The Big Red Fez

Top 5 Amazon ebestseller for a year. All about web sites that work.

ONLINE:

IN STORES:

the.dip

The Dip

A short book about quitting and being the best in the world. It's about life, not just marketing.

ONLINE:

IN STORES:

the.icarus.deception

The Icarus Deception

Seth's most personal book, a look at the end of the industrial economy and what happens next.

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tribes

Tribes

"Book of the year," a perennial bestseller about leading, connecting and creating movements.

ONLINE:

IN STORES:

unleashing.the.ideavirus

Unleashing the Ideavirus

More than 3,000,000 copies downloaded, perhaps the most important book to read about creating ideas that spread.

ONLINE:

IN STORES:

v.is.for.vulnerable

V Is For Vulnerable

A short, illustrated, kids-like book that takes the last chapter of Icarus and turns it into something worth sharing.

ONLINE:

IN STORES:

we.are.all.weird

We Are All Weird

The end of mass and how you can succeed by delighting a niche.

ONLINE:

IN STORES:

whatcha.gonna.do.with.that.duck

Whatcha Gonna Do With That Duck?

The sequel to Small is the New Big. More than 600 pages of the best of Seth's blog.

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THE DIP BLOG by Seth Godin




All Marketers Are Liars Blog




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Member since 08/2003

Doing calculus with Roman numerals

Quick, what's XIV squared?

You can't do advanced math without the zero. And you can't write precise prose without a well-developed vocabulary.

The magic of the alphabet is that twenty-six letters are all you need to spell every word. The beauty of Lego blocks is that you don't need very many to build something extraordinary.

Imagine how hard it would be to get anything done, though, if you only knew 17 letters.

In most fields your work is hindered if you only have a few of the most basic tools. Understanding more of the building blocks of finance, or marketing or technology are essential if you want to get something important done. 

Here's my advice: Every time you hear an expert use a word or concept you don't understand, stop her and ask to be taught.  Every time. After just a few interactions, you'll have a huge advantage over those who didn't ask.

When to decide

Important decisions carry risk and can unnerve and distract us.

One instinct is to delay, merely because doing something risky and distracting later is better than doing it now. That's the wrong strategy.

You should decide the moment that new information relevant to the decision is more expensive to obtain than the cost, the inaction and the anxiety of waiting.

So, don't apply to 30 colleges and see which ones you get into before you decide. That'll cost you thousands of dollars and take up months of your life.

Don't delay hiring a great CMO merely because it's entirely possible that other resumes might appear one day. Your hesitation might cost you the person you've found, and going three more months without a great person on board is way more expensive than waiting for Ms. Perfect.

Make high leverage decisions early, and profit from your ability to take advantage of commitments when others are still in limbo.

Unprepared

Is there anything worse we can say about you and your work? "You are unprepared."

But the word "unprepared" means two things, not just one. There is the unprepared of the quiz at school, of forgetting your lines, of showing up to a gunfight with a knife… this is the unprepared of the industrial world, the unprepared of being an industrial cog in an industrial system, a cog that is out-of-whack, disconnected and poorly maintained.

What about the other kind, though?

We are unprepared to do something for the first time, always.

We are unprepared to create a new kind of beauty, to connect with another human in a way that we’ve never connected before.

We are unprepared for our first bestseller, or for a massive failure unlike any we’ve ever seen before. We are unprepared to fall in love, and to be loved.

We are unprepared for the reaction when we surprise and delight someone, and unprepared, we must be unprepared, for the next breakthrough. 

We've been so terrified into the importance of preparation, it's spilled over into that other realm, the realm of life where we have no choice but to be unprepared.

If you demand that everything that happens be something you are adequately prepared for, I wonder if you’ve chosen never to leap in ways that we need you to leap. Once we embrace this chasm, then for the things for which we can never be prepared, we are of course, always prepared.

Used to be

This hotel used to be a bank.

That conference organizer used to be a travel agent.

This company used to make playing cards.

Perhaps you used to be hooked on keeping score, or used to be totally focused on avoiding the feeling of risk, or used to be the kind of person who needed to be picked...

"Used to be," is not necessarily a mark of failure or even obsolescence. It's more often a sign of bravery and progress.

If you were brave enough to leap, who would you choose to 'used to be'?

A year of posts

More than 3,000,000 people visited this blog in 2014, and, noting that popular is not the same as best, here are some of my most clicked on posts of the year. I don't see a pattern, but that's okay, because I'm not looking for one:

It's not about you

Really bad Powerpoint (7 years later, sadly still relevant)

Project management for work that matters

But what if I fail?

Two new videos

Will you share my new book?

The four horsemen of mediocrity

What does it's too expensive mean?

The self-marketing of Ebola

Never eat sushi at the airport

Not even one note

The most important question

The fatal arrogance of tldr

The self driving reset

The stories we tell ourselves

Conference call hygiene

Confidence is a choice, not a symptom

Get rich quick

Treating people with kindness

Sorting for youth meritocracy

No is essential

The right moment

The tyranny of the lowest price

Girl Scout cookies

How do I get rid of the fear

The most important reader of this blog is you. Thanks for taking leaps, for leading by example and for doing work that matters.

Cutting through Singer's Paradox

Teacher and ethicist Peter Singer shares a puzzle with his students:

I ask them to imagine that their route to the university takes them past a shallow pond. One morning, I say to them, you notice a child has fallen in and appears to be drowning. To wade in and pull the child out would be easy but it will mean that you get your clothes wet and muddy, and by the time you go home and change you will have missed your first class.

I then ask the students: do you have any obligation to rescue the child? Unanimously, the students say they do. The importance of saving a child so far outweighs the cost of getting one’s clothes muddy and missing a class, that they refuse to consider it any kind of excuse for not saving the child. Does it make a difference, I ask, that there are other people walking past the pond who would equally be able to rescue the child but are not doing so? No, the students reply, the fact that others are not doing what they ought to do is no reason why I should not do what I ought to do.

The paradox comes in when Singer points out that if it's a moral imperative to save this child at the cost of ruining a pair of shoes, we certainly face that same imperative every day. Using Paypal, we can send $20 somewhere in the world and with certainty, save the life of a child.

What's the difference? The child is far away, certainly, but she's still a child and she's still dying.

Marketing helps us understand the two key differences:

1. CLOSE & NOW: The first child is dying right in front of me. Right now. The shame I feel in walking away is palpable. Many times, we act generously or heroically because to avoid doing so is to risk being shamed. The ALS challenge got many things right, and this is one of them. When someone calls you out in public, it is close and it is now.

2. GRATITUDE: Even though it might not be at the top of mind, the fact is that once we pull someone out of the pond, we anticipate that they will thank us, and so will the community. In fact, if that didn't happen, if the kid just walked away and no one noticed, I think we'd be perplexed or even angry.

And this is the problem every good cause outside of your current walk to work faces. They are trying to solve a difficult problem far away. They're working to do something that is neither close nor now. And often, because the work is so hard, there's no satisfactory thank you, certainly not the thank you of, we're done, you're a hero.

The challenge for real philanthropic growth, then, is to either change the culture so our marketing psychology is to donate to things that are neither close nor now, and that offer little in the way of thanks, or to create change that hacks our current perceptions of what's important.

We're learning that the most important problems to solve might be the long-term ones, the ones where our cultural instincts don't lead to emergency donations.

Some options. And here's a year-end smile.

In search of arrogance

Do you care enough to believe in things that seem unreasonable?

Do you believe in...

your people,

your project,

your endeavor so deeply that others find your belief arrogant now and then?

If your standard is to never be called arrogant, you've probably walked away from your calling.

But what if this was your only job?

Okay, I know you have competing priorities and that your organization has grown and that maybe this isn't the most important thing on your agenda any more...

The thing is, your competition might actually act like the thing that they're doing is their only job. They might believe that in fact, treating this customer as if she's the only person in the world is worth it. That fixing that squeaky door, addressing that two-year old bug in the software, or taking one extra moment to look someone in the eye and talking to her with respect is worth it.

We don't become mediocre all at once, and we rarely do it on purpose. Instead, we start believing that the entire project is our job, not this one thing, this one thing we used to do so brilliantly.

The day the organization installs the, "your call is very important to us..." message is the day that they announce to themselves who they are becoming. Customers rarely care about your priorities.

Getting bigger is supposed to make us more effective and efficient. Alas, the way to get there isn't by doing what you used to do, but less well.

Is your niche too small?

There's no such thing as a niche that's too small if the people care enough.

If you think you need a bigger market, you're actually saying that the market you already have doesn't need you/depend on you/talk about you enough.

You might not need a bigger niche. You might only need to produce more value for those you already serve.

Asking why

Again.

And then again.

If we keep asking why all the way to the beginning of the thread, we might come to understand how it is that this is the way we do things around here. And then realize that we might come out ahead if we care enough to change it.