I’m Not Shameless

    I’m not sure if this is a new fad, or whether I just never noticed it before now. “Shameless self-promoters.”

    The term itself bothers me, and I’ll tell you why. All these gurus who want to teach you about “shameless self-promotion” don’t seem to notice that by using the word “shameless,” they’re actually perpetuating the notion that there’s something shameful about self-promotion in the first place.

    You wouldn’t say you were “shamelessly cooking dinner,” would you? Of course not, because the concept of “shame” just doesn’t apply. No one would be cooking dinner shamefully… so, likewise, there’s no reason for anyone to do it “shamelessly.” It’s just a moot point.

    These marketers are trying to dispel the myth that there’s anything wrong with self-promotion, but they’re going about it incorrectly. Let’s say that you were a cereal manufacturer, and someone started a silly rumor that your cereal contained rat poison. To dispel the myth, would you name your new cereal “Non-rat-poisoned Oat Flakes?” No. That would make people believe that your old cereal DID contain rat poison, and that you had to do something to correct it. Any kind of nod gives credence to the myth. It means you thought the myth was believable enough to feel you needed to defend yourself against it.

    If you’re going to be a professional writer, you have to believe that self-promotion is not a controversial, emotional act that you must approach with embarrassment or with egotistical bravado. It’s just a simple job requirement. Plumbers learn how to unclog drains. You learn how to get people to read what you write.

    Whether we’re talking about editors, agents, publishers, or the end audience, the same rules apply.

    Do you believe your writing is of value? Do you believe you’re a capable writer? Are you confident in your ability to convey messages through your words?

    If the answer is “no,” then why do you think anyone else should read your work, let alone buy it? It’s really a simple concept—if you are so unsure of your own writing that you don’t think it’s very good, then there’s absolutely no reason to inflict it upon anyone else. Do YOU want to read work that’s not very good?

    Rather than sending off queries, writing bad novels, etc., you’d be doing yourself a big favor to take some writing classes, read books, and study your craft before trying to make a career of writing. Wait until you have the confidence that your work is top-notch before trying to sell it. If you went into heart surgery and overheard your surgeon say, “I’m not sure if I’m a very good surgeon… I’m certainly not as good as so-and-so… but there’s nothing else I wanted to do, so I’m going to give it a try,” how would you feel?

    Take your writing no less seriously. Be your own toughest critic. Pretend your work was written by someone else—what would you think of it? Would you read it? Would you buy it? Would you remember it? Would you eagerly await this author’s next work?

    Put false modesty aside. If the answer is “yes,” then you owe it to the world to promote your work. Take the flip side of the above equation; just as you should never put out bad writing for public consumption, you should never withhold good writing from those who would enjoy it. Imagine your favorite book. Think about how it enriched your life, how it consumed you. Now imagine the author was so insecure that he decided he’d rather hide his work away than risk getting rejected.

    Wouldn’t you feel robbed? What would you tell that author?

    “Excuse me, Mr./Ms. Author, but you have to get that book published because I really want to read it. It means a lot to me. I know it’s hard to expose yourself; there will always be critics in the world who don’t see the beauty in your work. But for every person who doesn’t ‘get it,’ there will also be a person whose life is changed by your work.”

    Now tell that to yourself.

    Your talent can enrich people’s lives. There’s no reason to be modest about it, because you already know it to be true. Your life has been enriched by other writers. Put yourself in their class, and know that there will be future readers who will feel the same way about you.

    Self-promotion is not a selfish act. It’s a gift. If your work is good, then you have to let people know about it. First, you have to let editors and agents and publishers know about it. You have to present it in the best possible light, with no typos, no weak spots, no gaps or holes, no mousy pitches. Then, once it’s “out there,” you have to let the public know about it. Tell whomever can help you spread your message, any way you can get to them. Show them WHY they should help to encourage other people to read your work.

    Step away from the shore and into the water. Write press releases. Call people. Ask for help from other writers. Knock on doors. Send out copies for review. Alert the media to your presence—television, radio, newspapers, magazines, and e-zines. If you see a journalist who covers topics like yours, write that journalist a letter introducing yourself and your work. If you see a magazine that runs interviews with authors, write to the editor and request one. Tell him or her why you’ll be an interesting candidate.

    I don’t need to tell you how many gajillions of times best-selling authors were rejected before their work sold. Does that mean they weren’t very good? No. It just means the right editor hadn’t come along. It would have been mighty easy for any of them to stop promoting themselves, convincing themselves that it was okay to quit because if they had any talent, an editor obviously would have noticed by now. But then no one would have heard of John Grisham (“The Firm” was rejected 30 times). Or Dr. Seuss (whose first book was rejected 43 times before a friend published it, perhaps out of pity). Or Agatha Christie. Or just about every other author you can name.

    To give a more modern example, take W. Bruce Cameron, whose book “8 Simple Rules For Dating My Teenage Daughter” hit the New York Times Bestseller List. Was he shy about self-promotion? Heck, no. He wrote to every writer he knew (including me) to ask us to call our local bookstores and ask the managers to carry his book. And when he went on tour, he made sure every television and radio station was alerted to his presence at each stop. The result? He was interviewed on CNN, CBS, and television in 13 cities… oh, right, and then came the television series based on his book.

    Back to the original criteria, promotion doesn’t work if you don’t have a quality product to back it up. In this case, W. Bruce had a funny book. He knew it was funny, so he didn’t feel like he was taking advantage of people by asking them to spend $19.95 on it, and he didn’t feel bad asking his friends to help him reach a larger audience. And did we feel W. Bruce was being arrogant, egotistical, or rude by promoting his book? No, we were happy he was working to make sure anyone who would be interested in his material would find out about it.

    Have the same kind of confidence in your work, and you’ll find out how quickly you can remove the “ego” (or lack thereof) from your marketing efforts. You’re not a used car salesman—you’re simply telling people why they might want to read your work. It’s up to them to decide whether or not they’re interested. You’re providing information about something of value.

    If all else fails, practice writing your queries and promotional efforts in third-person, as if you were promoting the work of another writer whom you admire. Simply switch pronouns before sending, and you’ve got it!

    So, don’t be a “shameless self-promoter.” Erase the shame from your vocabulary, and just be a self-promoter. The world may thank you for it.


    Jenna Glatzer is the author of OUTWITTING WRITER’S BLOCK AND OTHER PROBLEMS OF THE PEN, available at http://www.absolutewrite.com/jenna/books.htmm. She is also the editor-in-chief of Absolute Write (http://www.absolutewrite.com) and a friend to small furry creatures everywhere.


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    I Want To Have a Storytelling Event Within a Park System – Now What?

    • Finding the Correct Site
    • Convincing the Park (Whether National, State or Local)
    • WHO to contact

    Examine your desire closely as to why you want to begin an event. Try and connect with a reason for the Park (you are thinking about as a site) to have this event.

    Example: Haunting in the Hills Storytelling Festival was begun as a way to reach out to the community and try to mend some negative feelings the local people had incurred due to this Park taking over some of their lands.

    Look closely at the site you are thinking about and ask yourself some very important questions about it. For example:

    • Is this a realistically safe site for an audience? (On the edge of a cliff may offer ambiance, but realistically it is not a good spot).
    • Is there ample parking space available for many vehicles? What about the handicapped?
    • Will you have to shuttle your audience, and if so, where from and who would provide that shuttle?
    • Are there bathrooms close-by?
    • Is there electricity at the intended stage site? (Don’t plan on a generator; they make way too much noise).
    • Are the roads leading into this site easy to find and safe to drive?
    • If a nighttime event is being thought about, are there enough lights for audience safety? Lights for return to their vehicles?
    • Are there any wild animals close-by the site that should to be considered? (For example, alligators, bears, skunk, etc.)?
    • Is your stage site without distraction behind it (such as a road, bathrooms, visitor center, picnic tables, etc.)?
    • If you are planning on food availability for your audience, is that close-by or can this site bring in concessionaires?
    • Is there easily accessible lodging available for your tellers as well as your audience?

    Many more questions will come to mind as you actually start planning an event.

    Think through your plan thoroughly. Prior to approaching a contact person in the Park you have decided upon, have some of the questions answered before they can be asked by your Park contact.

    Examples of questions to ask yourself:

    • “What’s in it” for the site I have chosen? How will they benefit?
    • When is the best time to have this new event and why? (Try and avoid other popular local event dates).
    • How much planning and organizing are you going to do and what do you expect the Park personnel to do? Be specific.
    • Who will supply the budget and what is a solid guesstimate of what that budget should be?
    • Who will secure the monies if fundraising is necessary? What kind of restrictions/tax rules have to be followed for this Park?
    • If this is an outdoor event, what will happen with your audience/tellers if it rains?
    • How many people do you hope to attract the first year? Be realistic.
    • Will you be doing Community Outreach as part of your event? (Great way to guarantee audience numbers and promote your main event).
    • How many additional Park personnel do you anticipate needing for this venue? Are they available?
    • What type of sound system will you need, and who will secure it?
    • Will you need a stage? (If one is not available, can you improvise by using something else, like a wagon/natural amphitheater?)
    • Are there enough bathrooms for large audience use and if not, is there a place for porta-potties?

    These are only some of the questions you need to think through and have some sort of response ready for the contact person at your intended festival park site.

    Research your intended Park site and find some of the stories within that Park. Share them with the Park contact person as a way to convince them that storytelling is a natural and significant way to draw interest and support for this site.

    WHO do I contact to share all these ideas with ???

    National Parks, depending on their size, they all have a Chief of Interpretation who oversees interpretive programming (Depending on the size of the Park, this position is sometimes a shared position; another Park might be overseen by the same person). This would be the first stop to connect within the National Park System. Obviously, they would then have to present your idea to the superintendent and/or assistant superintendent. It would certainly help your idea succeed if there were some written proposal you walked in with for them to keep and copy for others. This does not mean you cannot talk first to any Park Ranger that has shown interest in the storytelling community, and let them lead you to the right people within their Park.

    State Park systems are overseen by management in the state capitol. But within a state, there are regions and each region has an interpretive program coordinator that would be a good contact. Contact that person within the same region of the State Park you are thinking about for your event. Or, if you have not yet chosen a specific site, but just want to toss the idea out to the state people (even regional ones), let them decide which Park would be best and then definitely check it out before you commit yourself.

    Local Parks can be city, county or regional and are often overseen by your Parks & Recreation Department within the county of the specific Park. There is usually a Park Superintendent or a Community Relations Coordinator that would be a good one to contact. Again, you can let them choose a specific Park, or go in with one you have already scouted and share your ideas and general plans. Also, look in the front of your local phone book and find the local parks in your area.

    Private Nature Centers or Preserves; Environmental Training Centers are in many areas of the country, and often have a natural setting for a storytelling event. Either through the Internet or the local phone book, find the contact person’s name by calling and asking for the person in charge and request an audience with them. Often this person would be the director of the facility or the program coordinator.

    The most important thing to remember in trying to sell your idea for an event within a Park system is to share your enthusiasm for storytelling. If you are sincerely excited about the possibility of a new story event in your area, you can ignite others with your dreams!


    Author's Bio: Being raised by parents who placed a high value on being creative, sharing of stories, and constantly learning, it is not surprising that Bev Twillmann has chosen to weave storytelling and the story technique into her career with the interpretive process. While traveling the nation in her youth and visiting numerous National Parks, historic sites and museums, she began to realize her father’s tales about these sites were much more interesting than the lecturing programs she had heard at the locations they’d stopped at during the day. He helped make her actually experience with all her senses the history, the people, and the artifacts that they’d seen. He shared the stories behind the facts, and in doing so, motivated Bev who was lucky enough to share his time.

    As an educator both in the classroom and in the interpretive field, Bev too has taken this natural process of communication and brought forth factual information to a listening audience with great success. All the workshops she presents are based on the story behind the facts; the techniques of a story being the key to maintaining interest and motivation for persons of all ages.


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    Creativity as a Treasure Hunt

    It’s not enough to be creative, you have to be creative at something.

    Creativity is a doing, rather than a being. The doing comes from discovering goals, and achieving them. I say discovering goals, rather than setting goals, because we’re good at setting goals — New Year’s resolutions spring to mind — but then forgetting all about them.

    Usually we forget about the goals we set as New Year’s resolutions because the goals, although worthwhile in themselves, weren’t “real” for us. We didn’t explore the goals deeply, and therefore didn’t have any deep motivation to achieve those goals.

    Motivation is all-important for creativity. If you’re highly motivated to achieve a goal, you’ll shock yourself with how creatively you set about achieving the goal. For example, imagine you’re at the beach. You watch a friend swimming out beyond the surf. Suddenly, you see a shadow on the water, and you realize it’s a shark. You’re highly motivated to get your friend out of the water, and you’ll be creative in your efforts to achieve that goal.

    This kind of deep motivation is important for any creative task. The successful achievement of the task has to matter to you.

    To discover what your goals are, you need to ask yourself questions

    The questions you ask aren’t important. However, it is important that they be open-ended questions. That is, that they have more than one answer, and that they lead to other questions.

    Asking yourself questions opens you to possibilities. Chances are, that unless you develop a program of systematically asking yourself questions, you will never discover all the possibilities your life holds.

    Asking questions is a simple technique, yet it’s immensely powerful. It’s the heart of creativity. Up to the age of eight, all kids are creative. They ask all kinds of questions. They’re determined to find the answers, so they experiment in all kinds of creative ways to find them. To a kid, a question is a lot of fun.

    To be creative, you need to constantly ask questions, and experiment with the answers you come up with. If you do this playfully, not only will you have fun, but you’ll improve your life in all kinds of ways.

    Your answers to your questions will surprise you. They may even shock you. Great! If the answers shock you, it means that you’re accessing your subconscious, and your creativity lurks in your subconscious mind.

    What questions (the treasure map) you want the answers (the treasure) to?

    Initially, you’ll find the question-asking process difficult. As adults, we’re not comfortable admitting that we don’t know everything. It’s important to get into the habit of asking questions, so that you stop feeling threatened by questions, and so that not knowing the answers stops bothering you.

    What questions can you ask?

    That depends on what you want, or what you want to know. You can start with the good old stand-bys: who, what, how, when, where and why. When you ask yourself who, what, how, when, where and why questions, you need to build on your answers, so that you can get to the important questions, the ones which, when you answer them, will make an immense difference in your life.

    For example, you might ask yourself: “How can I spend less time reading e-mail?”

    Before brainstorming ways in which you could spend less time reading e-mail, you explore this question further:

    Why do I want to spend less time reading e-mail?
    So that I can finish the important projects I’m working on.

    Why do I want to finish the important projects I’m working on?
    Because it increases my value to the company.

    Why do I want to increase my value to my company?
    So that I will get a pay rise this year, increase my job security, and build up my investments.

    Why do I want a secure job, and to build up my investments?
    So that I can retire to the country in five years.

    Why do I want to retire to the country?
    So that I can relax and enjoy my life.

    You can see that going through this question and answer process lets you ferret out your motivation. And having real motivation for finding an answer to your e-mail question not only ensures that you’ll be creative in your attempts to find solutions, but also that you’ll put those solutions into practice.

    Your questions will lead you to your goals, but don’t set your goals yet! You don’t know enough about yourself to set your goals… not yet. You’ve probably set goals before. Some you achieved, and some you didn’t.

    Just ask questions, rather than setting goals. You will eventually discover what your goals are. By the time you get to that stage, “setting” your goals will be irrelevant. You will know exactly what your goals are, because you’ve discovered them, and you’ll have the motivation to move toward your goals creatively.

    Your questions can be about whatever you like. The idea is to get back into the habit of asking questions, just as you did when you were a kid. Don’t be afraid of asking “stupid” questions. Your questions can be as simple, or as profound, as suits you. Your questions always lead to something: to a discovery about yourself. However, try to make your questions specific. An example: what could I do increase my sales by 10% this month?

    Ask yourself your questions in writing. Then remember to find the answers to those questions that you’ve posed. It’s important to write your questions down, too.

    Once you get the hang of asking questions and finding answers, guess what?
    You’ve found the creative treasure.


    Copyright © 2003 by Angela Booth
    Veteran multi-published author and copywriter Angela Booth crafts words for your business — words to sell, educate or persuade. E-books and e-courses on Web site. FREE ezines for writers and small biz: http://www.digital-e.biz/


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    Creativity And The Jack Of All Trades

    You may be familiar with the saying, “Jack of all trades and master of none.”

    Well, I say, “Hooey.” That’s right. In fact, let me say it again. “Hooey.”

    It is perfectly possible to be a multipassionate person and do several things well. Many, even. I’m a writer, a mother, a photographer, a friend, an entrepreneur. Sometimes not all at the same time, but I do them all, and do them all well.

    But I think one reason many people can’t do many things well, or think other people can’t, is a lack of creativity.

    It takes a lot of gumption to juggle two small kids, a deadline on an article, a pan of spaghetti, and a friend who wants to talk about a problem at work.

    It takes even more gumption, and creativity, to juggle five projects, and those same two kids and that same friend.

    Sometimes the creativity is required to figure out how you can manage one thing later. “Jack, I know you want to show your new game to me right now, but actually, I’ve been asleep for about an hour. Could we do it in the morning?”

    Sometimes the creativity is figuring out how to handle two projects at once. “Hmmm. If I write an article on creativity AND writing, I could use it in my writing ezine AND my creativity ezine.

    Sometimes the creativity is in finding a sensitive way to say, “I can’t right now.” “Samantha, I know you want to play badminton. I have an abscessed tooth and can’t move my head. How about Old Maid on the bed instead?”

    And sometimes the creativity is just in remembering that these are people, things and situations you love and want to enjoy, and then going and enjoying them.


    Angie Dixon is a writer and webmaster of The Leonardo Trait. Get a free report on failing successfully and sign up for free teleseminars at http://www.leonardotrait.com.


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    Creating Vivid Characters

    Most people listen to stories – in the newspaper, or in anecdotes, novels, films, etc. – to hear about people. What did they do, and why? How did they react to this or that odd situation? How are they different from me, and how are we the same? We watch Indiana Jones battling his fear of snakes, Jane Austen’s Emma match-making for her friends, Robin Hood winning an archery contest, or a local firefighter running into a burning building and saving a child’s life on the evening news, and we say, “Wow! I could never do that!” or, “Yeah, I could do that, too, if I was in that situation,” or, “I wonder what I would do?”

    Most audiences find it difficult to become engaged in a story that has no sympathetic characters they can identify with, at least a little bit. In the first article of this series, “The Elements of Good Storytelling,” I described character as the force that makes a story happen. Character leads to plot. (For more about this, see also the fourth article in this series, “Plot Strategies.”) I discussed contradictory personality traits and potential for change as two techniques for making interesting and complex characters, and briefly explained the three characterization tools: appearance, dialogue, and actions. In this article, we’ll explore those ideas in more detail as we examine some techniques for making your characters memorable and giving them believable motivations.

    Who’s That Again?

    Imagine you’re at a dinner party with your best friend and six other people you’ve never met before. Your best friend introduces everyone, but the names go by in a rush and you’re having trouble remembering who everyone is. They’re just a mass of faces.

    The same things happens to an audience when they begin to listen to a story. Have you ever read a novel in which the characters were too much alike, and their names even sounded similar, and you kept thinking, “Wait! Who’s that again?” and flipping back to try to figure out who the person is? Have you ever watched a movie in which two of the guys had the same haircut and the same basic speech mannerisms, and you spent the whole movie lost, because you couldn’t keep them straight? Or half-way through a movie or novel, a character reappeared and seemed vaguely familiar, but you couldn’t remember why? To avoid this kind of audience confusion, storytellers need to identify characters uniquely and make them memorable. To do this, you can use the same techniques that we all use every day to recognize people in real life.

    So, stop and think about how you would behave in that dinner party full of strangers. How would you begin to remember who was who? Whatever techniques you personally use in this type of situation will tell you some of the techniques you should use in your storytelling. (You probably use some I haven’t listed here. If so, great! Think about how you can use those techniques in your stories!) The primary characteristics that people use for distinguishing people and characters from each other include:

    • names
    • appearance
    • props
    • mannerisms
    • actions

    In applying these techniques, you can use narration/description or dialogue/scene, or some combination of both: For example, you might find it easiest to describe your character’s appearance via narration, or you may instead choose to have other characters describe him for you, through their reactions (flirtation, disgust, admiration, etc.) or dialogue. Either way, these powerful techniques can make your characters vivid in the minds of your audience.

    First of all, your main characters usually need names. And if all three of your characters are named Hector Crinklebine – or even if they’re named Jim, Joe, and John – your audience is going to have trouble distinguishing between them. Generally, your audience will have the easiest time with your story if each of the characters’ names are unique. John and Hector would be easier to distinguish from each other, based on their names alone. But unique names are not enough! Think of that dinner party full of strangers; your best friend introduced you to everyone, but that wasn’t enough for you to remember who everyone was.

    So, you can use appearance. At the dinner party, you might remember that Jane has red hair, Sharon is dressed all in green, and Fred is seven feet tall. You don’t try to remember every detail about their appearance, but you hone in on something unique, something that differentiates them from the other people at the table. In a story, you can use appearance in the same way, by often alluding to some single defining physical characteristic when a character reappears in the story. For example, Edmond Rostand’s play Cyrano de Bergerac makes effective use of this technique through the title character’s large nose, and – to a lesser extent – through Roxane’s beauty and Christian’s handsome face.

    Next come personal props, which tie in closely with appearance. If Dan never goes anywhere without his motorcycle helmet, or Oscar always carries a lily in his hand, the audience will quickly remember them each time they reappear. If, at the dinner party, you remember that Susan has a pile of photos of her new house on the table in front of her, it may help you remember who Susan is. (For more ideas about using props and setting to describe a character, see “The Elements of Good Storytelling” and “Writing Dynamic Settings” in this series of articles.)

    If a person has unique mannerisms or physical habits – such as jiggling his leg, twisting her hair, cleaning his glasses, clearing her throat, etc. – this can help an audience to identify them. If fifteen-year-old Tiffany, at the dinner party, giggles and flips her hair repeatedly, it could distinguish her from the other guests in your mind.

    And, of course, a person’s actions can also come into play in helping an audience to remember who they are. Even just at the dinner party, if Chloe spills pasta all over herself, or Larry runs out of the room in tears, the additional information will assist you in identifying them in your memory. You may not have a completely accurate idea of them (clumsy Chloe and lovesick Larry), but you’ll be able to tell them apart from the other people at the table.

    Using just one of these techniques results in embarrassingly superficial characters (clumsy Chloe, lovesick Larry, red-haired Jane, giggling Tiffany) and becomes tedious for your audience. Rather, these techniques are best used in combination. For example, Larry’s running out of the room crying might combine with his habit of staring down at the ground to avoid eye contact, and his rumpled, mis-matched clothes. Maybe he also mumbles, instead of speaking audibly. Or, alternatively, maybe his voice is strident and loud whenever he mentions his ex-wife. Maybe he uses profane vocabulary, calls her names. Maybe he gesticulates wildly with his tidily manicured hands. That would give your audience a very different impression of him, and suggest a very different interpretation of his tears!

    While you don’t want to rely on only one of the above techniques to distinguish a character, neither do you want to overdo it. If every time Craig walks into the story, you mention him by name, tell us that he’s thin and pimply, mention the Walkman he’s carrying, and describe him tripping over his oversized, unlaced tennis shoes, your audience will get annoyed with the unnecessarily zealous repetition. No one is always tripping, or always twirling their hair, or always yelling. And if you choose too many idiosyncratic details that have no relation to each other – your character is named Hallelujah Tabernacle, has a nearly debilitating stutter, cross-dresses, always carries a mynah bird on his shoulder, and has a prominent strawberry birthmark on his right cheek – your characters will seem contrived and unrealistic. In certain types of comedy, you may actually want to strive for this effect, but usually it’s better to be a bit more subtle.

    What’s He Talking About?

    In one of the relatively subtle techniques for distinguishing characters from each other, you can use a character’s linguistic patterns to identify and describe them In plays, this technique does most of the characterization work, but in other types of storytelling stiuations, it can be effectively combined with any of the other techniques described above. I’ve given it a section all of its own here, because characters’ language so powerfully describes them. Words are a force to take seriously in your writing, especially those you put into the mouths of your characters!

    I tend to think of this particular technique as breaking down into a few separate parts:

    • grammar: Does your character speak the Queen’s English? Or does he use more colloquial language?
    • vocabulary: Does your character have a large vocabulary, or small? Does she use a lot of slang or jargon?
    • exclamations: Does your character commonly use one particular exclamation? (Many of us do: just listen to your friends and family, or yourself!) Does he say, “Wow!” or, “Sheesh!” or, “Blow me down!” or, “Well, I’ll be!” or, “Gosh darn it!” or, “Don’t that take all?” I’d also include here any signature sayings, such as Gary Coleman’s, “What you talkin’ ‘bout, Willis?” from the old Diff’rent Strokes television show in the seventies.
    • humor: Does your character frequently make puns, jokes, or double entendres?
    • attitude: Does your character verbally attack others? Or react defensively, always insisting, “I didn’t do it!”? Or tend to get confused easily, often asking what’s going on? Or apologize a lot?

    You can see one example of effective use of linguistic habits to help distinguish characters in The Princess Bride (both the film and William Goldman’s novel). Fezzik uses simple, short sentences (and has a habit of rhyming in the film); Vizzini speaks formally and repeatedly uses the exclamation “Inconceivable!”; and Inigo often repeats the famous line, “Hello, my name is Inigo Montoya; you killed my father; prepare to die.” (Note: If you’re interested, take a closer look at The Princess Bride, examining how the characters are differentiated through many of the techniques discussed here and above.)

    In addition to a character’s unconscious linguistic habits, your audience will also listen, of course, to the actual content of your character’s dialogue. This tends to be the most obvious method of learning about people, the method which we are most conscious of using in our daily lives. We remember the things that people tell us about themselves, their lives, their thoughts, their feelings. But, without our even being aware of them, people’s linguistic habits also affect our memories. As a storyteller, you should try to refine your ear for how people really talk, and never neglect the more unconscious elements of your characters’ speech. It’s one way of following the old fiction writing maxim, “Show, don’t tell.”

    Why’d He Do That?

    Your characters should not only speak in realistic, believable ways, but they should also behave in ways that your audience can understand. This doesn’t mean that your characters can’t do outrageous things. It just means that for any character behavior – whether it’s mundane or flamboyant – you need to establish motivation. As described briefly in “The Elements of Good Storytelling,” and in more detail in “Plot Strategies,” characters create the movement in a story by making a series of choices in the face of interesting circumstances. Those choices cannot be random, or your story will fall emotionally flat. Heraclitus is quoted as having said that “character is destiny.” Your plot grows out of characters’ choices, and characters’ choices grow out of motivation. Motivation may be the single most important element in your story.

    It may help to think of your story as a trial in a courtroom. You are the prosecuting attorney, your audience is the jury, and your protagonist is the defendant. It’s your job, as the storyteller, to convince your audience that your protagonist had a motive to commit the acts you describe. You must make them believe you. You must make the ending of your story look inevitable, your protagonist’s choices unquestionable, no matter how incredible they might be. If you don’t, at the end of the story, in what you intended as the stunningly emotional climax, your audience will think, “He wouldn’t have done that!” The jury will not believe the motive, they’ll vote against you, and you will lose the case.

    Each significant character in your story has a scene-specific objective (or goal) that motivates them in each individual scene. Perhaps it’s a small goal, but it’s there. Perhaps she simply wants to end a conversation. Or he wants to light a fire. Or they want to build a catapult. Whatever that immediate goal is, it motivates that character’s behavior and choices in that scene, until some resolution has been reached and the scene has ended.

    Each significant character in your story also has a super-objective, a goal toward which they strive throughout the story. This super-objective will interact with the scene-specific objectives to determine characters’ behavior. Perhaps, for example, your character’s super-objective is to break free of society’s limitations on women. Perhaps her scene-specific objective is to get the house clean before her mother comes over for a visit. This character might get into a fight with her husband over who should sweep the floor. As long as her motivations had been made clear, this behavior would seem perfectly understandable and believable.

    To use a more fantastic example, say your character’s super-objective is to save the universe, and her scene-specific objective is to convince the United Nations not to bomb a newly discovered planet. This character might give a rousing formal speech, blackmail a high-ranking official, seduce the President, make a television commercial, or build a rocket ship of her own. It would be pretty unbelievable if she got into a fight with her husband about sweeping the floor. Just as it would be unbelievable if the first character had built a rocket ship before her mother’s visit. The motivation just isn’t there. (For more information about scene-specific objectives, super-objectives, and scene resolution, see the fourth article in this series, “Plot Strategies.”)

    So how do you communicate motivation in your stories? That’s a good question! In a good story, motivation will be communicated through almost every aspect of the story. Some of the primary ways of communicating motivation are:

    • dialogue: Yes, we’re back to dialogue again. People tend to talk about what they want, even if it’s only internal dialogue. An interesting point to bear in mind here is that people often think they want one thing, when they really want another. So Christy may think and say that she wants to have sex with Frank, when what she really wants is to make Tom jealous. How do your characters see themselves and others? What do they lie about, and when do they tell the truth? What makes them angry, and how do they react?
    • choices: Motivation leads to choices, but a series of choices by a character also can define motivation. If, for example, a character runs away from several unpleasant conversations throughout the story, we’ll believe his motivation for walking away from his wife when she wants to talk about problems in their marriage.
    • behavior: Closely related to choices, behavior can help us understand a character’s motivation in a variety of ways. If your protagonist rents a plane to fly daredevil stunts on the weekends, we’ll believe his motivation of thrill-seeking. If instead he knits hats for the homeless, we’re less likely to see him that way.
    • backstory: The most powerful method of communicating motivation, backstory encompasses everything about your characters that isn’t explicitly covered in your story. Where have they been, and where are they going? Who hates/loves them, and who do they hate/love? What are they ashamed of or embarrassed about? For more information on backstory, and how it relates to characterization, see both “The Elements of Good Storytelling” and the last article in this series, “Imagining Backstory.”

    One shorthand way of thinking about motivation is to simply ask yourself – about each scene, as well as the story as a whole – the following three questions:

    • What does this character want?
    • Why does this character want that?
    • Who or what stands in the way of this character getting it?

    These questions can help you figure out what is at stake for your character, what they stand to gain or lose, and why it is important to them. If you know the answers to those questions, and you’ve communicated them to your audience, then you don’t have much to worry about! You’ve pretty much got motivation, and the most important part of characterization, wrapped up!

    Summary

    Never underestimate the power of vivid, interesting, motivated characters to carry a story. As one step toward making this possible, ensure that your audience will be able to differentiate between your characters by making each character memorable, using names, appearance, props, mannerisms, actions, and linguistic habits. Linguistic habits, one of the more subtle methods of distinguishing characters, can be established through grammar, vocabulary, exclamations, humor, and attitude.
    In addition to being memorable, your characters need to have believable motivations for their actions. Every character has an objective or goal in each scene, as well as a super-objective that drives them over the course of the entire story. You can establish these motivations and objectives through your characters’ dialogue, choices, behavior, and backstories.

    Exercises

    1. Go out to a public place where there are plenty of people (a restaurant, a shopping mall, etc.) and just look closely at the people around you. What can you surmise about the character of people based on their appearance? Look at clothes, hairstyles, jewelry, facial expressions, physical habits (such as gum chewing or fidgeting) and props (pets, grocery bags, etc.). Afterward, write a scene involving a character based on one of the people you observed. Include the physical characteristics you observed, but also extrapolate personality characteristics based on your observation. You may even want to write some dialogue in this character’s imagined voice.
    2. Go out into a public place where people are talking (a cafe, a bus station, etc.). Eavesdrop on the conversations around you, and really listen to the way people talk. Focus in on one conversation, and analyze how you are able to tell the difference between the two people without looking at them. What is different? Listen for differences in grammar, vocabulary, exclamations, etc. Afterward, write a scene of dialogue between two characters based on the two people you listened to. It doesn’t have to include things they really said; just try to capture their rhythms. Try to express two unique characters through their speech.
    3. Write a dialogue passage between two imagined characters, revealing their characters through their speech. Don’t include any “he said” “she said” tags or narrative description; just use dialogue alone to make the characters interesting and distinguishable from each other. Can you also manage to communicate some motivation?
    4. Write a scene in which a character wonders about his or her own motives for doing something. Use the word “maybe.” You may want to include narration to comment on the character’s thoughts, or you may choose to write the scene completely in the voice of the character, as internal dialogue (or as part of a dialogue with another character).
    5. Your character in Exercise 4 was wrong. They only think that’s what they want. Write about what they really want, whether they’re aware of it or not. How is it expressed through their dialogue, choices, and behavior? How is it influenced by their backstory?
    6. Think about a character you have already created, and look at the following list. Which things do you know about your character? Which are important to his or her motivations? Have you communicated them to your audience? If so, how (dialogue, narration, actions, etc.)? What things do you not know about your character? Would any of them help to make the character more interesting, or motivation more clear? (You may, either as an alternative or as a preparation for this exercise, prefer to write a brief description of your character’s life to-date, which often results in the same sort of information.)
      1. name/nickname
      2. age
      3. appearance
      4. education
      5. occupation
      6. financial status
      7. marital status
      8. social status
      9. ambitions
      10. fears
      11. character flaws
      12. character strengths
      13. talents
      14. tastes (in books, music, women, men, food, etc.)
      15. family background
      16. speech style
      17. relationships/friendships (past/present)
      18. sexual and romantic history
      19. important places (home, office, car, etc.)
      20. important possessions
      21. beliefs (religious, political, etc.)
      22. pets

    ABOUT KIMBERLY APPELCLINE
    Kimberly Appelcline is currently working on a M.A. in Creative Writing at San Francisco State University; she is focusing her studies on teaching creative writing, and recently TAed her first course, on writing short short fiction. Kimberly has taken numerous courses on writing at UC Irvine and San Francisco State and through UC Extension; she also has participated in writing workshops using a variety of different methods.

    Original source: http://www.skotos.net/articles/VividCharacters.html


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    Creating a Successful Book Marketing Plan

    Let’s start at the very beginning. Before you begin haphazardly trying to sell your book a million different ways, it’s wise to invest some time and thought into cultivating a plan. This free book marketing tool will help get your started.
    So what do you need to do first?

    Research.

    Here are a few of the distinctions you need to make:

    • Clearly identify your target market and your secondary market. Who is most likely to buy your book?
    • Determine where to find them. What publications do they subscribe to? What networking events do they attend? What websites do they frequent?
    • Identify the competition. It’s helpful to know what else is out there, and there’s a good chance, especially if your book is published, that you’ve already scoped out the competition. But dig a little deeper and do a little more research and reconnaissance: What are the best-selling books in your genre? Who are the top experts? What are their websites? (Find the related websites; read their copy and bookmark them.)
    • Craft your positioning statement. Your positioning statement is usually a single sentence that clearly states what you do, who you serve, and how you’re different. [If you’re interested in reading more about positioning, you can start with Al Ries and Jack Trout’s classic, Positioning (McGraw-Hill, 2000).]
    • Develop your strategy. From the above, compile a detailed list of all appropriate mediums to target, including magazines, newspapers, websites, experts, conferences, events, etc.

    This process should lead you to important distinctions on how to most effectively position your book with your target audience:

    • What needs do they have?
    • Why will they buy your book and other services?
    • What makes you and your book different or unique?
    • What solutions are you proposing?
    • What’s the best way to package your pitch?
    • What’s the best “voice” to communicate with?

    It’s not necessary for you to view other experts in your field as enemies or even competitors. Instead, consider them as colleagues and potential allies. The purpose of developing your positioning statement is to highlight your book’s uniqueness in a crowded marketplace.

    Next, what’s your budget? There’s no need to get too precise here, but you need a general idea of what things are going to cost so you can prioritize what needs to be done and when. Here are some of the expenses involved in building your platform:

    • Website (and all related technologies)
    • Media kit
    • Speaker’s kit
    • Manufacturing new product
    • Other promotional material
    • Packing supplies and shipping expenses
    • Business cards and letterhead

    Finally, determine your “launch” strategy. (What are the top five strategies you’re going to focus on over the next ninety days?) Then go at it with voracity!
    This free book marketing tool is an excerpt from 60 Explosive Strategies for Selling More Books exclusively available through Everything You Need to Know to Become a Best-Selling Author.


    About Scott Jeffrey

    With an impressive client list including New York Times best-selling authors, speakers, and consultants, Scott Jeffrey is renowned for his ability to guide each client’s journey to the impossible—crafting their own adventure, zealously following their bliss and discovering their unique, meaningful contribution to the world. Scott is the master strategist behind Creative Crayon, LLC, a world-class strategic coaching enterprise and consultancy.

    Scott is the author of Journey to the Impossible: Designing an Extraordinary Life, a Benjamin Franklin Award finalist, as well as the interviewer in the 10-CD audio program, Everything you Need to Know to Become a Best-Selling Author. He was the editor of Impossible Journeys.

    Scott and his four-legged hiking companion, Yoda, reside in the mountains of upstate New York.

    Find out more at http://www.bestsellingauthor.com


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    Crafting Personal Vision in Telling Folktales

    My interest in folktales began with an enthusiasm for the folksongs I sang in my early teens. As a budding guitarist of fourteen, I learned to sing along with folksong records and taught myself the words to old tunes from folksong books. I never learned to read music formally, but there was enough music in the air due to the folksong revival of the sixties, that I was able to learn the songs by ear. I especially enjoyed ballads because they had a plot. My favorite moment in singing any song was the very last moment of the song, the “edge” between the song’s last vibration on the guitar and silence. It was a magical stepping off place back into my everyday life. The sense of completion at the last breath of song was totally satisfying and I recall singing my way through the many verses of a ballad just to arrive at the end moment. Singing could transform my mood. Once I’d traveled through the song, I arrived at a new place in time. I’d spent the time well. Those moments would never return. I was that many minutes older, but somehow, compared to my daily chores in the house where I grew up, the minutes spent were renewing. The songs were my company, my friends, and my solace. They were things I was too young to understand. The child in me still celebrates that last moment and the journey. Now the songs have widened into tales.

    In my early twenties, when I began to create my own folksongs based on the ballad form, I found the public library to be an endless source of inspiration in the 398.2 folktale section. As a child, I had always enjoyed reading mythology and folktales. As a budding composer I discovered I could wander the world reading plots from cultures around the globe and create songs out of them. When a plot touched me deeply, I would set it on my creative back burners and just think about it for a long time. Some stories sat silent for months, others years. Eventually I would face the tale and try to understand my attraction to it. As in a dream, I thought, I’m probably everybody in the story. Maybe there was a sense of familiarity about the tale, as though it was really about something that happened to me. Or, maybe there was something I needed to learn from the tale. Maybe it healed me. Maybe it made me face myself, by telling it again and again. There is a freeing anonymity and at the same time, a revealing vulnerability in telling a folktale.

    Crafting a folktale into a personal artistic statement requires a personal relationship to the tale. “Reporting” the plot is only the first step to comprehending it, or making some sense out of the sequence of events. “What happened in this tale?” is the first question I ask. Then I want to know what happened first. I don’t need to retell the story in the sequence of events that teaches me what happened. I could start anywhere. I could set the scene first. I could reveal the thoughts of a central character. I could begin at the end and tell you how it all came to pass. These are “choices.” That is what an artist does. An artist makes choices, clear decisions about how the parts and whole of a work will be shared. There is no “right” or “wrong” about art. I prefer to use the words “effective” or “ineffective.” In this case, the intention of the artist is paramount. One simple goal of telling a tale to an audience is to engage their attention so that they will follow the guide, or the teller, into the imaginary world of the story. Some stories are ones that I only tell myself. Others are for concert. Choosing which stories to tell is a major element in my personal artistic process. I cannot craft personal vision into a tale that does not personally touch me or contain some element I think is important to share with others. Sometimes a story will “choose” me. I might come upon it in my reading and find that it wafts back into my consciousness as I go about my daily activities. I’ll mull it over. I’ll fall in love with it and summarize it to friends. I’ll try to remember it. There are holes. I’ll go back to the book I found it in, to fill in the missing pieces. I put the pieces in order. Then I tuck it away inside of my memory. I’ll trace the story to other versions or more ancient sources. I’ll investigate the culture from which it comes. I’ll find myself on a reading adventure filling in my understanding about the time and place of the story in the larger world picture. Perhaps someday I’ll choose to shape it further and tell it publicly. I might set the language, add music, or poetry. Or, perhaps the plot will remain a skeleton whose flesh changes every time I bring it forth. Perhaps I’ll just think about the tale or share it with my children at one of those teachable moments when the tale says more about the situation than I can say.

    It is something of a mystery to me how I go about shaping a tale. It is more akin to taking a walk in new woods, seeing a flower, following it to another path, getting lost, and then finding a way out. One thought that gives me the confidence to explore is that there is no danger. I improvise the tale. Improvisation is an act of faith that something will come next. When I get to the “edge” of something I know, like the last set words of a poem, a melody, or a moment in the plot, I leap over into the unknown and assume that my imagination will rise to the occasion and rescue me with a new thought. I don’t judge the new thought, I just watch it happen. I decide if I want to keep the new part or not. That choosing process is what keeps me in charge of the exploration. In the end I have to take responsibility for my choices. I sign my name. I tell the tale in public. I reveal my choices. It could be emotionally dangerous to reveal choices before I am confident about them. I am protective of the early stages of sharing a performance work. I need feedback and yet need to remain in charge of the choosing. I need to know what I like about the work I’ve created. I need to know what my intentions are. A listener’s sigh, grimace, or lack of attention can sometimes be an excellent clue that changes are needed. If I’m not clear about what it is I am making, negative feedback can just stop me midstream from completing the project. I trust my own “wince factor.” It’s the listener part of me that feels embarrassed by a choice and sends a mild shudder through my consciousness. “Yuck,” I say to myself as I play back a rehearsal tape or listen to myself mouth language, “That’s definitely out.” I am my own director so there are multiple levels working at the same time, both in performance and in the creative process. I’m kind to myself and let myself try new approaches. I trust my taste because I practice making choices about my “taste” all the time. Personal “style” is based upon personal choices. Art is about making decisions. It’s important to know what I like, even down to the basics such as, “What’s my favorite sweetness in tea, the most comfortable temperature of bath water, my favorite shade of blue, which word to use, which tale to tell?” Failure is a fine teacher. But, I’m also very practical. If a choice is not working, I quickly rescue myself by making new choices. Creating is one of the treasured activities in my life, and I do everything I can to protect my spark of enthusiasm for it. I share with my family and close friends first. By the time I bring a tale to public performance, it has a history of being told. Each telling gives the work more power, as though it accumulated energy with every incantation.

    Mechanically, I find that talking the story into a tape recorder is a way to capture the tale in a fresh form. I then play it back and listen. Sometimes if a phrasing is worth preserving I remember it. I might jot some notes down. The next time I tell the tale, it is always informed by the memory of having heard it out loud. The final shaping of a story is very dependant upon who I imagine I will be telling it to. Over the years, I have discovered that certain compositional elements work well for different age audiences. If I were shaping a folktale to tell to young listeners, I would devise the composition of the story differently than if it were a story for adults. For young listeners I might look through the plot for an element that could become a sung refrain for audience participation. Perhaps there is a sound effect that could include the audience. If I am targeting the shaping for a younger audience, I want to be sure that the story is conceptually suitable for their age. Since I have worked as a storyteller-in-the-schools for many years, I have been given the opportunity to address age-consistent groups. When I walk into a first grade classroom, I am now familiar with the kind of energy that will greet me. It is different than what I find in a second or third grade class. I am aware of subtle changes in listening energy in the primary, upper primary and upper grade audiences. This awareness tailors my rendering of a story. With certain stories, it is possible to reshape the feel of the story in performance so that the same story can be appropriate for different age audiences.

    Improvisation plays a huge part in performance as well as composition. I enter the story I am telling like a journey. Everyone who is willing comes along. We end together. I have to present, in the moment: awake, aware, and alert. I must be a responsible guide. It can be an exhilarating experience. It can be a disaster. I could be leading a jolly parade and I’m the only one marching. A storyteller must keep pace with the audience. Storytelling is a community event. It is always a growth experience. With each telling, I find out more about how the story I’ve chosen to tell affects people. Stories have an organic nature. They change in different settings, for different ages, with different introductions, at different times of the year. They are never the same. The silence between even set language can change. A slight change of facial expression can alter the meaning of the words. Storytelling is a living artform. With time, both stories and skills can grow and change. Telling a story is like planting a seed — there is hope involved.

    By retelling stories in my own words, my personal political bias somehow always shows through. Perhaps this, too, is part of the “personal” aspect of telling a traditional tale. I tend to amplify the elements I think are important. I enjoy strong and resourceful heroines, I prefer non-violent solutions to conflict, and I am stimulated by spiritual insights. When elements such as these can be brought forth in my telling, I do so, quite naturally and sometimes without even consciously thinking about it. There is always a personal vision in my retelling of a traditional tale because, as in life, I see it through my own eyes.


    by Heather Forest To know more: http://www.storyarts.org/articles/index.html


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    Corporate Storytelling™ Fires Up Employees–and the Bottom Line

    Symbols, drama, stories, vision and love–these are the stuff of effective leadership, much more so than formal processes or structures….When you involve people, they feel ownership and perform up to 1,000% better.
    – Tom Peters, A Passion for Excellence

    Is your entire company burning with excitement about your vision? Is everyone in your organization–employees, associates, customers and suppliers–so charged up by the corporate story that they’re eager to tell it to others? Or has your story–and your entire company–lost its spark?

    If you–and all those associated with your company–aren’t fired up about your corporate story, you’re wasting marketing and advertising dollars–and losing a lot of business instead of making use of LinkedIn enterprise consulting! To be noticed in the clutter of the marketplace–where 3,000 advertisements bombard each of us every day and 17,000 new products are introduced each year–you need a corporate story that burns so brightly, all the right audiences are drawn to the flame.

    At Southwest Airlines, the corporate story is clear to every employee and evident to every passenger who boards a Southwest plane. The results have been consistently impressive.

    When Chairman Herb Kelleher founded Southwest in 1971, he envisioned a low-cost, point-to-point airline where everyone had fun while getting the job done. His mission was to provide the highest quality of customer service with a sense of family warmth, friendliness, individual pride and company spirit.

    The corporate culture emphasizes fun, and a strong spirit is evident as soon as you arrive at the ticket counter. Employee uniforms, unlike the formal, military-like uniforms of other carriers, consists of shorts, polo shirts and sports shoes. Ticket agents and flight attendants all seem to be enjoying themselves, welcoming customers effortlessly with bright, friendly smiles.

    The fun begins as soon as the plane prepares to take off with, of all things, a funny presentation on safety procedures. Passengers accustomed to the usually dry, boring briefings on other airlines become alert on Southwest flights to make sure they won’t miss the next joke!

    On one flight, instructions on using oxygen masks reminded passengers to first put on your own mask, then “help the child sitting next to you–or the person who’s acting like a child.” At the end of the flight, as the plane taxied to the gate, the attendant cautioned everyone to remain seated until the airplane stopped “because the cockpit crew are better pilots than drivers.”

    By repeating its story at every turn, Southwest accomplishes a number of goals:

    • flight attendants have a chance to be creative and have some fun
    • pre-flight instructions set the tone for an enjoyable trip
    • everyone enjoys what normally is a boring and routine part of flying
    • important safety instructions that could make a critical difference in an emergency are heard
    • passengers get caught up in the Southwest spirit

    The approach is effective because the Southwest spirit isn’t just a great promotional idea; it’s a true reflection of the culture.

    Joyce Rogge, vice president of advertising and promotions, explains that “the fun is in the camaraderie, the pulling together; there are no ‘I’s’ but a lot of ‘we’s.’ We certainly can’t be fun about maintenance and the responsibilities of our pilots, but as Herb is often quoted as saying, ‘We take the business and the competition seriously; we just don’t take ourselves too seriously.’

    “We couldn’t have the safety record we do if we didn’t have a lot of pride in what we do, and yet people enjoy themselves. The mission has been the same since Southwest was founded. We’ve even had a campaign about the ‘Southwest spirit.'”
    The effectiveness of establishing and nurturing a strong corporate culture is demonstrated by a low turnover rate and profitability even in years when other airlines were preparing financial statements with red ink. As Rogge explains, “We now have more than 19,000 employees, and…we work constantly to ensure that employees know how our family spirit tastes, feels and looks. We have a low turnover rate(4.7%), and that in turn means that when people are here for long periods of time, the culture is more embedded in them. The family caring attitude has increased over the years.

    “According to our mission,” Rogge says, “employees will be treated with the same qualities as we expect them to show the customer. We not only believe in it; we preach it to ourselves. For example, that message is the first thing people see when they turn on their computers.”

    Successfully creating a strong corporate culture centered on fun is especially remarkable, considering that Southwest has based its business approach on being “The Low-Fare Airline,” the current advertising theme. “Cost-cutting” is a term that usually sends chills up employees spines, causing them to wonder if their jobs are on the line.

    But Rogge says that the airline is committed to providing a stable work environment where “creativity is encouraged.” She points out that “low fare, high frequency, low cost and point-to-point carrier” are the qualities that have always set Southwest apart from the competition. “Instead of being a hub/spoke airline, we’ve created this point-to-point, short-hop airline, which is a different way of operating. I think it’s admirable that we’ve stuck with it.”

    Keeping operating costs low has enabled Southwest to turn both operating and net profits in some very difficult years for airlines. Kelleher says Southwest was the only airline to do that during the period of 1990 through 1994, when the industry as a whole lost $12 billion.

    Kelleher believes the strength of the Southwest spirit is largely a result of employees receiving what they need from their work. The airline is employee-owned, but in an interview with America On-line, Kelleher says “that is one motivating factor, but only one, because I think people are looking for psychic satisfaction in what they do–particularly today–and we try to remain cognizant of that.”
    The underlying factor is that Southwest Airlines knows exactly who and what it is. The story is clear, and it’s clearly told. Kelleher and his management team have done an exemplary job of creating a culture that expresses the core message at every step and in every detail of daily operations. The excitement and enthusiasm is evident, and it casts a warm glow on all who come near.

    Is it any wonder that customers keep returning?


    © Evelyn Clark, The Corporate Storyteller, is president of Clark & Company, a marketing communication firm in the Seattle area. A public relations practitioner with more than 20 years experience, she was accredited by the Public Relations Society of America in 1986. Her firm's services include facilitation of retreats and communication workshops, marketing and communication management, media relations strategy development, and media training. http://www.CorpStory.com


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    Copyrights Revisited

    I used to make this joke in my Advanced English Writing classes. I’d write on the board, “There are no new ideas” and attribute it to Plato, and then say in my lecture that he probably stole that quote. Are we allowed to do plagiarism humor in China? They forgot to comment on that in my contract.

    Anyway, dig this. Michael LaRocca, age 17, is crafting his award-winning THE BARGAIN in 1980, which I hype far too much. Somehow he stumbles upon something he will write in 2005. CAMEL BUTT. The total lack of anything redeeming depresses him so much that he never writes again. Thus, he doesn’t write CAMEL BUTT.

    Is this “time travel paradox” original? Yes and no. I believe this is why the US Copyright Office says you can copyright your words but not your ideas. I’ve never read a time travel paradox featuring a camel butt, but otherwise my little tale is far from original. If you were working in the Copyright Office, would you want to be the one deciding which ideas are and aren’t new? Is it even possible?

    This is my latest answer to every aspiring author who asks me, “How can I protect my idea?” Don’t write it. Take it to your grave. Otherwise, it’s fair game. Your words are always protected, but your ideas never are. There are no new ideas.

    Put another way, the ideating is the easy part. The hard part is publishing and marketing. This is also why I’ve never seen an idea worth stealing. It’s too damn much work. Pick up something by your favorite author, and in my case that would be Shakespeare. Ignore the words and look at the ideas. How many will you see that are original? Zero, baby.

    To be or not to be. To thine own self be true. A rose by any other name would smell as sweet. A coward dies many times before his death, a brave man dies but once. Ideas I fully agree with, but they aren’t original. And, in this day and age, a damn hard sell. That’s right, I can’t even get rich ripping off Shakespeare, unless I want to write the latest installment of THE LION KING. (Which is also cool, so don’t start.)

    Put yet another way, if you want to steal what I just wrote, you can’t take my words. They’re mine. Copyrighted the moment I clicked “send.” But if you change CAMEL BUTT to WHOMPING THE YAK, then it might work. But be careful. I stole the words WHOMPING THE YAK from Dave Barry. If he decides to sue you, you’re on your own.


    This article is re-printed with permission from Michael LaRocca. If you would like to read more of Michael's articles, please visit: http://www.chinarice.org/articlebank.html


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