Is Elon Musk’s manic energy effective communication? + The joy of textbooks

Hi

After writing the last two editions about Donald Trump, I thought I’d take a break … and focus on his offsider, Elon Musk!! I also look at the surprising benefits of studying textbooks.

As usual, drop me an email with any thoughts.

Thanks.

Ben

Is Elon Musk’s manic energy effective communication?

Elon Musk’s recent communication is maniacal. The ‘First Buddy’ has been jumping up and down on stage, whooping, saluting, and even waving a shiny chainsaw in the air.

Is this great comms? Or is Elon going way too far over the top?

I was reminded of Elon when a friend asked me to cast an eye over a sales letter addressed to CEOs. After reading it, I said: “Write it straight. Write it as if it were a letter from you to one person. You’re trying too hard.”

Trying too hard – while sometimes useful – is one of the great traps of communicating.

But how do leaders and organisations know when they’re trying too hard? How can we find the balance that allows us to communicate confidently, with energy and authenticity?

A famous acting and voice coach has given us a neat framework – which I’ve adapted – to help.

Marilyn Monroe’s trick

The film star Marilyn Monroe was shopping in a busy store with a friend. The friend was shocked, however, that no one recognised the famous star.

Then Marilyn said: watch this. She instantly switched on her dazzling ‘Marilyn Monroe’ persona. Bang. The fans suddenly noticed her and began to swarm.

Marilyn’s trick shows that we have various ‘parts’ of ourselves – ‘everyday’ Marilyn, ‘starlet’ Marilyn, etc – that project radically different energy and have radically different effects on an audience.

In her book Presence, in which the Monroe anecdote appears, the voice and acting coach Patsy Rodenburg divides these ‘selves’ into three ‘circles of energy’.

(Rodenburg was head of voice at the Royal National Theatre in London and has worked with famous actors, including Judi Dench, Daniel Craig, Nicole Kidman and Sir Ian McKellen.)

I’ve found Rodenberg’s circles map nicely onto the three broad roles that organisations and leaders adopt when they communicate:

The three energy circles

· First circle energy – The first circle is essentially wallflower energy. It’s like walking into a party and, to hide and not be noticed, you shrink yourself. You turn energy inward. You are shy. You lack confidence. You become introverted and self-conscious. That might be good for reflection … or anonymous shopping like Marilyn. But this self-focus is draining for others. You take energy from the world. When you’re in first circle, people tend to ignore or devalue you.

As an organisation or leader, first-circle means your communication has become completely risk averse. It is formulaic and bureaucratic. You’ve become too scared to reveal your true self and values. And, in your isolation, you’ve lost touch with the dynamic changes occurring in the broader market and social context.   

· Third-circle energy – This is the ‘life of the party’ mode. It’s like you’ve marched into a party trying to get noticed. It’s all about you. You are spraying energy everywhere, to no one in particular. This is useful energy if you’re trying to get attention, which is important in a noisy world. This is the circle Elon is operating from now. But third-circle energy often lacks authenticity. You are trying too hard. You are overconfident. You are giving out energy but not receiving energy. You’re not listening or engaging in dialogue. It’s hard to sustain and easy to burn out. Often, third-circle energy is born of insecurity – that manic energy is covering up a lack of faith in yourself.

As an organisation or leader, third circle is ‘pray and spray’ communication. You’re getting noticed, but what you communicate is not aligned with your values or strategic goals. Nor is it guided by a plan. You haven’t clearly identified your audience, stakeholders and key messages. You think that lots of noise and a focus on tactics will win the day. Not only are you missing the mark and wasting resources, but the danger is that people might be pretending to listen to you, but they’re not – in fact, they’re probably acting to undermine you over the long term (watch out Elon).

· Second-circle energy (presence) – This is “aura” mode. The state of natural presence. In this circle, it’s like you’ve entered a party feeling centred and calm but energised; you can see clearly. You are fully yourself and fully present. You are relaxed and confident. Others notice you and admire your calm charisma. You are giving energy to people and then receiving their energy back. Rodenberg says: “In Second Circle, you touch and influence another person rather than impress or impose your will on them. You influence them by allowing them to influence you. You hear others and take in what they’re really saying.” She adds: “In second circle you are noticed, heard, remembered and powerful.”

For organisations and leaders, second circle communication is aligned with your organisational values and mission. You’ve also crafted a strategy and plan that identifies your objectives, your audience and stakeholders, and your key messages. Your tactics then naturally flow from that. You are engaged in a true two-way dialogue. You are confidently communicating your messages, but you’re also listening. You have authority + empathy.

All these circles can be useful in the right context. Elon in first circle is not going to excite a big crowd.

But, interestingly, Rodenburg says all good artists and writers operate in second-circle energy.

I would argue that so do all good communicators and leaders.

Moving to second circle

But how do we consciously move from first and third circle into spending more time in second?

I think there are two steps to achieving that:

1. Start to notice the circle from which you are communicating

Firstly, we simply become more aware of which circle we are in.

Rodenberg illustrates her circles theory with a bullseye of three circles radiating out from first to third circle.

But I don’t find that useful.

I’ve adapted the circles so it is easier to imagine our current circle and how that is making us feel.

 · Second circle is at the centre of the diagram. You are being yourself. You have clarity around your mission and values. You have a clear strategy and plan. You and your team feel calm and centred, which is reflected in clear, confident communication.

· First circle sits below second circle. You have fallen, shrunken into a lesser version of yourself. You don’t have a clear mission or purpose. You are scared and risk-averse, afraid of making mistakes. You’ve cut yourself and your organisation off from the world. Lacking confidence, you and your team feel a heaviness that is weighing you all down.

 · Third circle is above second circle. You are reaching up, trying too hard to be something you’re not. You’re energetic but inauthentic. Perhaps this is manifesting in aggression. You and your team can feel the strain of doing this in your body. You’re frazzled and irritable. It doesn’t feel quite right. You’re also fearful that you will be found out or fail to keep this act up.

2. Start trying to communicate from second circle

Once you learn to become aware of which circle you’re in, start trying to move into second circle.

In her book Presence, Rodenburg explains in detail how to move into second circle as an individual, including breath, posture, clothing and environment.

But for leaders and organisations I would focus on several things:

· Clearly defining your organisational and leadership mission

· Clearly defining your target audience

· Identifying the unique strengths that your competition can’t deliver as well as you

· Spending more time on audience research to connect better with stakeholders and customers

· Clarifying your brand assets and key messages

· Focusing on communication channels that leverage your natural strengths

Broadly, I think leaders and organisations move into second circle when they do two things:

· Don’t try too hard, and

· They’re not afraid of showing more of themselves (trusting themselves)

Authentic connections

I worry about Elon’s current third-circle energy – Yes, he’s getting attention, but I don’t think he can sustain it, and it’s also probably fueling a backlash.

Elon is a smart guy, and chances are he knows what he’s doing.

But if he moved to second circle he could still energise and inspire the crowd, yet avoid getting too many people offside and even flaming out.

In an increasingly noisy world, it’s easy to fall into the trap of thinking you need to be noisy too – to constantly be in third circle trying to capture the scarce attention of people and audiences.

But there is a price to pay for that.

It’s worthwhile letting go a bit and spending more time in second circle, present energy. You will create authentic, long-lasting connections with audiences, stakeholders and customers without burning out and losing yourself.

***

The joy of textbooks

My suburb has a community library in the shelter of an old ferry wharf.

It’s overseen by an elderly lady who likes to deliver edicts in strongly worded notes.

One is:

NO TEXTBOOKS

That is: can people please refrain from dumping their old textbooks because no one will pick them up and read them.

But I think her prejudice against textbooks speaks to a wider bias that is simply wrong. Textbooks are actually becoming a huge edge in a knowledge economy.

Textbooks are often viewed as grim lumps of information that we all had to wade through at school and university.

There was something institutional about them; they lacked vim and vigour and individuality. They seemed to speak seriously to the distracted student – look how much there is to learn about this topic, buddy, pages and pages and pages. You better get studying!

But those very criticisms make them increasingly useful in an age of digital deluge.

The internet has had a profound effect on learning and knowledge. But increasingly, I’m realising that the internet is a huge trap for learners.

The freedom of the internet has allowed anyone to declare themselves an expert.

Let’s say, for example, as a communications consultant, I want to bone up on marketing. Using the internet, I would no doubt find myself lost in a world of gurus and tactics. I would probably begin to believe that digital marketing tactics, for example, is marketing.

What these gurus wouldn’t tell you is that marketing is a distinct body of knowledge based on decades of serious academic research.

Tactics, such as digital marketing, are actually a tiny piece of the marketing puzzle.

But where do you find that distinct body of marketing knowledge?

Textbooks.

You’d learn more about marketing by studying Phillip Kotler’s Principles of Marketing for a few months than years cruising around the internet reading gurus.

Similarly, if you want to learn about macroeconomics, read Greg Mankiw’s Macroeconomics. (I still have mine handy in my office.)

Of course, this speaks to the crisis of expertise. We have begun to distrust and question established institutions such as universities. We’re constantly told that we can improve our skills in micro-courses and by watching YouTube videos.

But while there are some good online courses, it’s usually just snacking on junk food. (Recently released business books are similarly shallow and narrow.)

Textbooks are more nourishing for several reasons. They generally

· Summarise the entire body of knowledge

· Focus on foundational principles (not just the latest fads and tactics)

· Provide multiple perspectives, models and theories

· Show how knowledge has evolved

· Take an unbiased perspective

· Focus on passing on knowledge, not promoting a guru or service

· Are written by real – not self-appointed – experts in a field

· Have interesting, useful case studies

Textbooks can be intimidating and dry … and expensive. But a lot are surprisingly well-written and lively.

If you want to learn about something, rather than surfing the internet, watching YouTube or reading the latest bestselling book, try burrowing into a textbook.

In an age of bullshit, chaotic short-termism and de-professionalisation, expertise and genuine knowledge is vital, not just to ourselves, but to a healthy marketplace and society.