I disagree with Seth Godin.

Don’t get me wrong, I admire his work and usually am in lockstep with his viewpoints. Just not this time…

A couple of days ago, Godin wrote: “It’s an insult. If someone (who isn’t John, Paul, George or Ringo) calls you a fifth Beatle, they’re not being nice.”

Problem is, I don’t think that’s historically true. Two people have been cited most often as the “fifth Beatle.”

Billy Preston was one — in part because after the Beatles became renown, he was the only artist credited with performing along side them. “Get Back,” for example, is listed as by “The Beatles with Billy Preston.”

(Trivia note: the only other person credited with the Beatles was Tony Sheridan — but the recordings were made well before the Beatles burst to extraordinary fame.)

Wikipedia notes, “At one point during the Get Back sessions, John Lennon even proposed the idea of having him as the “Fifth Beatle” (to which Paul countered that it was bad enough with four).” Preston even performed with the rockers at their last public appearance — the legendary rooftop concert.

It certainly wasn’t an insult to call Billy Preston a “fifth Beatle.”

The other often noted is the Beatles’ manager, Brian Epstein, the man often credited for discovering the group.

Epstein moved the group from wearing leather coats and jeans while smoking and eating onstage to the collarless suits and showmanship that helped launch the band’s global success. He negotiated their first recording contracts and personally promoted their concerts, from the small clubs when he first found the band to the stadium sellouts from New York to San Francisco.

Paul McCartney emphasized the importance of Epstein by stating: “If anyone was the Fifth Beatle, it was Brian”

Why were they considered the “fifth Beatle”? They brought something to the core four they did not possess themselves.

Preston’s keyboard wizardry and style…Epstein’s vision and management…were aspects that John, Paul, George, and Ringo did not have — and desired, in order to obtain and maintain their high level of success.

Being a “fifth Beatle” isn’t an insult, even when it’s someone other than John or Paul calling you that — it means you bring something to the party the original founders need and want in order to enhance their success. It’s not a bad thing to have a marketable — and remarkable — skill that can take someone or something to a higher level.

Godin is right about this, however — later in the post he writes, “Innovators need your support, without a doubt. But if you want to be a Beatle, start your own group.”

I agree. But, while it would be amazing to become a Steve Jobs…being a Tim Cook wouldn’t be so bad, either.

Just as Preston and Epstein brought their remarkable innovations within the confines of a group others had created, it’s possible to be unique and distinctive, even as you bloom in another’s garden.

After my post asking why experts are often such lousy speakers, a few people wrote to ask me, “Why book a professional speaker?”

Well, let me begin to answer by stating a couple of obvious points. First, I’m very prejudiced when it comes to the subject. (It’s somewhat akin to asking a jeweler, “Why should I wear a watch?”) Naturally, I’m going to be enthusiastic and emphatic about the field in which I have spent over half my life. This response won’t be an impartial evaluation.

Second, the reaction I provide will be chiefly based upon my own experience. It puts me in a tough spot, because I don’t want this post to sound like a commercial for my speaking business – yet, the examples of which I have the most intimate knowledge are obviously my own.

With that in mind, let me offer three reasons out of a myriad of possible responses:

Speakers can provide ideas that create immediate returns for an organization. I recently addressed the national conference of a furniture retailer prior to their market – a period of intense sales to dealers. Afterwards, their CEO texted me that the concepts I discussed provided the foundation for an emphasis – and a boost in enthusiasm – that resulted in their best sales performance in many years. That’s his words, not mine. The outcome was likely millions of dollars in higher sales.

To be clear, this isn’t to suggest one speech of one hour is responsible for the sales improvement – the professionals of the company deserve all of the credit for their success. However, the presentation can become a catalyst that may play a role in making a difference.

The key was not merely the transfer of ideas – that’s expertise – but, in addition, the audience engagement required to move them to discuss and apply the ideas.

Speakers can create long-term results for an organization. When I discuss the “Ultimate Customer Experience ®” with a company in keynote speeches, seminars, or longer-form training programs — or assist them to become more distinctive in the marketplace and inspire greater customer loyalty — the results can last for an extended period of time. Our office frequently provides our prospective clients with testimonials on how the concepts from my speeches and books have made a lasting impact on the profitability and success of many companies, both small and large. I’m humbled and honored to have had the opportunity to make a contribution.

Again, the foundation of why it works is the combination of information and inspiration – taking concepts grounded in expertise and giving them impact through the art of performance.

Finally, professional speakers are often the most cost-effective aspect of any conference program. Frankly, when you take my fee and divide it by the number of participants in the audience at a convention, I’m usually cheaper per-head than the evening meal.

If you are spending your resources on a meeting…what do you want your colleagues to say when they return to work? “Wow, that dinner was really great!” –- OR — “I’m going to work with my team on those specific points about how we can be more distinctive and gain competitive space in the market!”

Yet, for some strange reason, some organizations spend more time, effort, and resources planning the menus than investing in a compelling program.

If you’re selecting a professional speaker, one element of caution: In today’s world of the Internet, anybody can post and proclaim anything.

Look for what really matters – a track record of excellence. In my case, our office points to my book named by thirty newspapers as one of the “Ten Best Business Books of the Year,” my induction over a decade ago into the Hall of Fame of professional speaking, thirty years of platform experience, and enthusiastic responses and testimonials from my stellar client list such as BMW, Cisco, Intel, Harley-Davidson, Nationwide Insurance, Bank of America…and literally hundreds more.

In all fairness, there are many other top professionals who can provide extraordinary contributions to conference programs and enrich the participants on a personal and professional basis. Please understand, I’m using my experience here simply as an example – not a claim of exclusivity.

Benjamin Franklin wrote, “An investment in knowledge always pays the highest dividends.” I agree – however, I would also add knowledge not acted upon has little significance for the individual or the organization.

That’s why top professional speakers provide extraordinary value. They combine the knowledge required to enhance performance with a presentation of such quality and emotional resonance, it can compel action.

It was the question asked on a LinkedIn group board: Why are experts such lousy speakers?

As the professional speaking side of my business is booming, one of the points Shelley in our office is hearing constantly from our clients and prospects is: “We have tried booking less expensive ‘industry experts’ to address our conferences, and we are now returning to invest in a speaking professional, because our meetings have become so dull and uninspiring.”

(Don’t get me wrong — there are drab professional speeches and exciting industry experts. It just doesn’t seem to be the norm in the marketplace.)

However, this is much more than about platform presentations. It’s about what the elements are of any distinctive endeavor. And, it’s about how we choose to live our lives.

My friend, Mike Cane has an absolutely fabulous post entitled, “10,000 Hours For Expertise, Maybe, But Not Artistry.” In it, Mike illuminates something most of us may have missed.

We remember Malcolm Gladwell’s famed quote about the necessity of putting in your “10,000 hours” in order to gain expertise and success in your chosen field at a distinctive level. However, as Mike points out, “People forget something else Gladwell wrote that thoroughly shoots down that facile, misleading, and dangerous notion.”

As Mike writes, “Let’s say it’s true that ten thousand hours can make someone proficient at some skill. What it does not guarantee is being an original. (emphasis mine)

Distinction is discovered in both extraordinary delivery and in extraordinary artistry. By that, I mean your products and services must be delivered (which includes design, manufacture, sales, customer service, and more) in an extraordinary manner to become distinctive. However, that alone is usually not enough. There must be an element of creative artistry to truly stand above all others.

And, putting in your 10,000 hours does not guarantee artistry. Rather, it defines the commitment required for expertise.

One post on Twitter suggested the first version of this post had a “vague definition” of artistry. And, it was right. To keep my word count reasonable, I intentionally didn’t delve into it — however, here’s a thought or two on the subject:

Every definition I have found states “artistry” is the “ability, quality, or workmanship” of the artist.

To determine one’s “expertise,” there are objective, reasonable standards possible to employ. In other words, if you don’t know about Net Promoter Scores, for example, I would question the depth of your expertise regarding customer loyalty. It’s measurable; either you know it, or you don’t.

To define “artistry” is infinitely more subjective. I’m not a fan of Jay-Z’s work, for example. Doesn’t make my opinion correct; it just means we can’t agree on the quality of output of a particular artist.

However, the role of any artist is to engage an emotional response from the audience. That response can vary — some make us laugh, others make us angry; some make us cry; others make us take action — however, all artistry should stimulate or provoke a response.

When a presentation delivers information — expertise — yet, provokes little to no response on an emotional level from the audience — artistry — then, to me, the speech has failed to fully covey what a listener (and the organization booking the engagement) has a right to expect the presenter to deliver.

Of course, the inverse question could be asked, as well: Why are speakers such lousy experts?

I was honored that a person I met while speaking for home improvement giant Do It Best stores, Tom Watson, sent along a terrific blog post by Cal Newport on performer Steve Martin. The title: “Closing Your Interests Opens More Interesting Opportunities: The Power of Diligence in Creating a Remarkable Life.”

In the post, Newport relates the dedication Martin brought to learning the banjo — and comedy. “He spent decades focused intensely on his act, which meant two things: banjo and jokes. If you collapse Martin’s skills into a flat list, he sounds like a Renaissance man, but if you take a snapshot of any particular point of his life, you’ll encounter relentless, longterm focus on a very small number of things.”

As I wrote in “Collapse of Distinction,” clarity is extraordinarily difficult for organizations and professionals — not because it’s so tough to choose what you want to be (although it is difficult) — what’s even tougher is to select what you will refuse to become. What will you NOT do to achieve what you desire?

On a personal note, for me it meant two things: I would focus on speaking…and, even from my teens, turned down chances to do many other things — from jobs to fun trips — because it would take me away from my solitary focus. And, second, I would focus on one subject: distinction. I used to speak on everything from stress management to reading balance sheets — now, I focus on ONE area; how to be distinctive.

(What does it take to be a distinctive company? How do you become a distinctive leader? Why do few people become distinctive professionals? The subject absolutely fascinates me!)

Speakers often make lousy experts because they may attempt to deliver emotional and charismatic performances upon a subject about which they have little expertise.

Experts often make lousy speakers because they fail to understand that knowledge isn’t the solitary factor required for audience engagement. They miss the critical element of artistry — which isn’t an outcome of the 10,000 hours they’ve put into their subject matter.

However, when you bond expertise and artistry — the audience will receive an experience both intellectually illuminating and individually inspiring.

It can become a moment in time that initiates momentum in life.

Back when I was involved a bit in local television news — I was a free-lance anchor and entertainment commentator for the CBS affiliate in Indianapolis in the late ’80′s and early ’90′s — a broadcast veteran and I were talking about the media’s role in reporting Presidential politics.

“Watch the next campaign,” he wisely told me. “It’s in the media’s interest to get the number of candidates in either party down to two as quickly as possible. The audience can’t follow closely when it’s six or seven running for the nomination for President.”

Then, he continued, “But, once it gets down to just two, it then becomes the media’s interest to KEEP IT GOING as long as possible, as readers and viewers lose engagement once there is an obvious winner. People love watching a ‘horserace.’ The story becomes more compelling when it is just one person against another. If one guy has it locked up in February, how can they keep your interest until the convention in July or August? They can’t. They need to extend it as far as they can.”

I was thinking about this when the Morning Media Newsfeed from MediaBistro.com revealed today on Donald Trump’s endorsement of Mitt Romney that, “The New York Times, The Associated Press, Politico, National Journal, and CBS all initially reported that the Celebrity Apprentice host would announce his support of Newt Gingrich.”

In addition, “According to Politico, the (New York) Times was the first to (erroneously) report Trump’s endorsement of Gingrich.”

There are many conclusions one could take from this situation; however, when it comes to business, here’s an observation:

Anytime we communicate with our customers, we obviously do so with some degree of bias. Everything will be filtered through the prism of our personal and professional preferences and point of view. And, I would suggest, we all understand that’s the way it is. (To quote Walter Cronkite.)

However, it’s also quite possible when we offer our ideas, judgements, and positions, they can become so focused upon OUR needs that what we deliver doesn’t suit the needs of our customers and prospects.

In other words, because our view can become biased and clouded, we can potentially make recommendations that are flat-out erroneous.

Every once in a while, it’s a pretty good idea to do a “bias check” on our communication. Take a look at what you are sending and suggesting to customers. We all know customers buy our products and services based upon their needs and wants, not ours.

For these media outlets to erroneously report “the Donald” was endorsing Gingrich — instead of waiting for the fact that his choice was Romney — was partially based upon the competition in the news marketplace to be first with the scoop.

However, it was also, I believe, based in the biased need to prop up the Gingrich campaign, which has been faltering a bit after the loss in Florida.

Nonetheless, the result is another hit to the media’s reputation for delivering what they should guard most fervently — accuracy.

When you and your business make erroneous statements springing from bias, you take a hit with regards to an element you should be jealously guarding — the trust your customers have in you.

I’m flying from Baltimore to Vegas on an airline I don’t normally take…usually I would go Delta for the SkyMiles, but this airline has a non-stop, arriving two hours earlier, and I need the sleep.

In the middle of the 5½ hour trip, a flight attendant makes an announcement, naming two passengers, and asking them to walk to the front of the plane.

Confused, and not knowing one another, an older man and younger woman from separate parts of the aircraft approach the forward galley.

Flight attendant now announces these two have something in common. It’s their birthday! She leads us in singing, “Happy Birthday To You.”

And, she asks every passenger to hit the “flight attendant call button.” It illuminates three small lights in the plane’s ceiling at every row. She dims the cabin overhead lighting, then tells the two they need to make a wish and blow out the “candles” – and when they do, every passenger will hit the button again, to turn out the little light bulb.

Cabin lights dim…entire plane counts, “ONE…TWO…THREE!”…birthday duo acts as if they are blowing candles…we turn out the lights…and the entire plane laughs like crazy.

Interesting, isn’t it?

I don’t have to tell you which airline I’m on. You just KNOW it was Southwest.

If a customer would tell a story about something they experienced doing business with you…could they leave out your name, and everyone would still know you were the one they were talking about?

At a recent meeting I was addressing near Boston, I learned the fascinating story of the Berry family, and their restaurant on Cape Cod, Moby Dick’s. It’s a true story of distinction.

You can read on their website how the restaurant came to be — and how the oldest son, Todd, discovered how much he enjoyed the business. When I met Todd, he gave me a very important insight on how and why their restaurant is so distinctive — to the extent it has received rave reviews everywhere from TripAdvisor.com to the New York Times’ Style Magazine.

“We don’t have a liquor license,” Todd told me. When I expressed my surprise that such a busy place wouldn’t also profit from serving at least beer and wine, he had a great response.

“It just like in your book, Scott!” he responded. “We invite our customers who want to enjoy an adult beverage to bring their own! In that way, they’re always assured of having their favorite beer — or even a bottle of wine they can buy at a store for about half of what most restaurants will sell it. We will provide them with everything from ice to glasses so they can enjoy the drink of their choosing, and buy it for less than what my competition can sell it in their restaurants.”

“But, here’s another thing,” he continued with his wise observations, “it also allows us to suggest that we will focus on the great food instead of trying to sell you drinks like the other guys. It’s what we do NOT do that helps us create distinction.”

He’s exactly right.

By the way, it wasn’t mentioned — and I’m only guessing here — but it also saves Moby Dick’s the expense of licensing and compliance, liability insurance and server training; and, more importantly, the time and great expense necessary to stock and maintain a selection of alcohol. So, in other words, what makes them distinct also potentially provides a competitive advantage by reducing their overhead.

I have not yet had the privilege of dining at Moby Dick’s. I’ve since read online about the great crowds of people who do — and noticed an overwhelming majority (132 of 156) on TripAdvisor.com rated it “Excellent” or “Very Good.” (Which, if you know much about how people tend to be very critical in their rankings on that site, are amazing reviews!)

However, as my mouth is watering and stomach growling just writing about them — I can assure you I will be there on my next trip to the Cape.

More importantly, it is a great lesson they are sharing with us. Distinction is often more about what is absent from your business — and how you focus and specialize on what you REALLY do — than it is providing a wide array of products and services to your customers.

What’s absent from your efforts that makes you more distinctive in the marketplace?

There is profitability…and then, there is growth.

Many businesses – and their leaders – do not understand the difference.

If I want to be more profitable, I can do either one — or a combination — of three steps:
1) Cut expenses
2) Get my current customers to spend more money with me
3) Get new customers

(Thanks to my friend, Ford Saeks, for discussing this with me last week at a meeting in Las Vegas!)

However, it is very difficult – perhaps impossible – to cut my way to growth. (It just sounds like an oxymoron, doesn’t it?)

Gary Hamel wrote, “You can only grow by bringing something unexpected and exciting to clients.” Taking that approach means you’ll get your current customers to spend more – and you’ll attract new customers.

In other words, true growth is created by distinction.

Chopping your training budget, slashing R&D, and cutting back on your marketing may cause you to be more profitable in the short term. However, it’s impossible to consider that approach as a long-term strategy for growth and distinction.

Think about it: If you grow in a distinctive manner…you’ll be profitable.

But, if you’re currently just profitable…it doesn’t guarantee you will stay that way…or that your organization will grow.

“How many followers do YOU have on Twitter?” “Have you maxed out your ‘friends’ on Facebook?” “What’s the traffic on your blog?”

Questions anyone on social media are being asked these days — and it exemplifies part of what has been wrong with our thinking in business: More must be better.

And, it’s NOT: More is just more. Better is better.

In other words, having fewer followers and friends — and providing something so compelling, these people become raving fans — is superior to simply amassing numbers.

At a Speakers Roundtable retreat this past week, my friend and business growth guru, Ford Saeks, made a fantastic point.

“There are only three ways to grow your business,” Ford said.

1) You attract more customers
2) Your current customers spend more with you
3) You reduce your expenses

It seems to me the typical approach of most non-distinctive organizations has been for the sales and marketing team to bring more customers into the fold. The CFO counts the beans and attempts to get expenditures down to the bone.

What is often forgotten is: How do we get current customers to spend more money with our organizations!

That can only happen when the quality of the connections you have with them compels them to become more engaged. And, how you do that is, in part, through the Ultimate Customer Experience ®.

What are you doing today to enhance the quality of connectivity you have with your customers?

Are you spending more time and effort on quality of connections…or are you concentrating solely on the quantity?

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NEW BLOG!

By the way, I have a new blog where I will be posting in addition to this one — our new project is a simple daily thought on how you create distinction for your organization and yourself.

Please check it out: it’s: http://ProjectDistinct.com

And, please spread the word and let me know what you think!!

If you read this blog regularly — and I really hope you do! — you know most of what is posted here is about improving your business; particularly as it regards the experience your customers receive. However, on a personal note, I just received something to end the year that has really moved me, and I wanted to share it with you.

This month’s “Portfolio Magazine” has a major article by Kelly Merritt about being invited by a friend to attend a large conference in Oregon. Kelly is a very talented writer — and what I’ve particularly enjoyed when reading her is that while she focuses upon food, her passion shines through her articles. She relates meals to memories. For example, one menu in the article recalls her childhood lust for the first bite of steak and baked potato, even though the Sunday School lesson of the day taught patience as a virtue.

Imagine my surprise and gratitude when I read this from her article:

“When the speaker they brought in to address the crowd finished his lecture, there was not a dry eye in the house. The speaker was author Scott McKain.

I have no doubt that McKain’s presentation changed people that day for the better. We all sat up a little straighter, called our loved ones with kind words and perhaps forgave someone that day.

What I learned from McKain has stayed with me ever since and I’ve applied some of what I learned from him to be a better writer, better wife and better stepmother. I encourage anyone who needs a jolt of inspiration to read his book “Collapse of Distinction”. It’s a page turner and life changer. If ever you have the opportunity to hear him speak, go for it.”

What a great way to end 2011!

Thank YOU for reading and sharing this past year — and I hope to provide more information and insight you will find of value in the coming year!!

I loved the opening line of this recent news story, written by Joyce Smith of McClatchy Newspapers:

” It’s not only the Grinch who stole Christmas. Some grouchy salesclerks do, too.”

The article states up to 40 percent of revenues for a retailer can come from holiday sales. Yet, at precisely the moment they should be displaying their best efforts when it comes to building a customer relationship, many businesses put poorly trained employees on the front lines.

Could that be part of the reason Sears Holdings, Inc. — the parent company for both Sears and Kmart — announced this week they will be closing as many as 120 stores? I think so. What was your experience the last time you shopped at either of the two?

Naturally, Sears Chief Executive Lou D’Ambrosio told employees in an internal memo the retailer had not “generated the results we were seeking during the holiday.” Then, he did what it seems every CEO does at times like this — he cuts the level of service and access customers have to do business with him.

Does this approach EVER work? Sears/Kmart is closing locations — meaning there will now be 120 fewer dirty, crappy stores — but saying nothing about how they are going to enhance the customer experience for those remaining open. Which means — think Circuit City, Borders, and the like — they somehow believe providing less for customers will somehow turn their business around.

Sure, they have the advantage of Craftsman tools and Kenmore appliances — but, is there REALLY a compelling reason to go to Sears? And, good grief, Kmart?

It’s pretty obvious that Walmart can sell it cheaper — and Target will sell it hipper — so why would you go to Kmart? What advantages does Sears have over any competitor?

As I stated in “Collapse of Distinction,” if you can’t define why your customer should and would choose you over the competition, you are doomed. I seriously do not believe Sears and Kmart can currently answer that question.

If I was in their shoes, I would announce an all-out assault on the customer experience. Sure, some locations may have to be closed — but, those remaining must be updated with a fresh, modern appearance. New standards would be established and educational programs instituted for everyone from clerks to managers on how to deliver an Ultimate Customer Experience ®. Sears and Kmart would put their flag in the ground that their customers will be treated in a way you will never encounter at Walmart or Target…it would become a point of significant differentiation.

The McClatchy article stated: “A study this year by American Express found that nearly 80 percent of Americans have ditched intended purchases because of poor service. But on the flip side, consumers said they would spend an average of 13 percent more with companies that provided excellent service.” Just getting current customers to stop ditching Sears/Kmart and spend more money with us because of excellent service could be an important first step to right the ship.

Here’s what’s important for you and your business: What is the compelling reason customers would come to YOU?

Are you delivering such a superior experience they won’t ditch the purchase — and, instead will decide to spend more money with you?

If the answer is “yes” — welcome to a great 2012.