The Three Rules of Good Copy

Why Read: Learn practical tips for writing compelling and memorable copy that stands out, using vivid visuals and concrete examples.

Featuring: Neal O'Grady (@NealOGrady), Co-Founder at Demand Curve

Link to Article: “Growth Newsletter #202”

Key Concepts and Tactics:

• Understanding the Three Fundamental Rules for Good Copy:

  1. Point: Recognize and apply Harry Dry's three rules for effective copywriting.

  2. "Harry Dry is my favorite copywriter. He obsesses over brevity and clarity. And leverages visuals to enhance both. Here are Harry's three fundamental rules for good copy:

     1. Can you visualize it?

     2. Can you falsify it?

     3. Can nobody else say this?"

• Implementing Rule #1: Can You Visualize It?

  • Point: Create copy that evokes clear, specific mental images.

  • "If you can't visualize it, you won't remember it. The more concrete and specific the visual, the better. For example, most companies write copy like this:

    • Worn by everybody, Get fit again, 32GB storage capacity.

  • You can't visualize the first. The second is ambiguous. The third is too broad.

  • Here are better examples of each:

    • Worn by supermodels in London and dads in Ohio, Couch to 5K, 1,000 songs in your pocket"

• Applying Rule #2: Can You Falsify It?

  • Point: Use concrete facts and examples that can be proven true or false.

  • "Can your words be proven to be true or false? This weeds out meaningless copy like this:

    • Revolutionize an industry, Quality you can trust, Next-generation technology, World-class service.

  • To do this, point at concrete facts and examples. Don't just describe."

  • "Let's illustrate with an example: You're setting up a date for your best guy friend. Most people say things like:

    • Smart, Funny, Good values, Tall and attractive.

  • Those are all subjective descriptions that don't tell you anything about him. But instead, if you say:

    • Reads every day, Has made me pee myself laughing, Volunteers with seniors, 6'2" and looks like Ryan Gosling.

  • Now they have a real idea of who your friend is, what he'd be like to be around, and whether he might be someone they’d be interested in."

    Implementing Rule #3: Can Nobody Else Say It?

  • Point: Create unique copy that differentiates your product from competitors.

  • "Draw a line in the sand and say something unique to you. That makes someone buy your product instead of your competitors. For example, Volvo points to their uniquely six-digit odometer:"

Firing Long-Term Employees

Why Read: Read this article for guidance on objectively evaluating employee performance, making tough decisions about underperformers (including long-tenured ones), and understanding the costs of retaining poor performers.

Featuring: George Deeb (@georgedeeb), Managing Partner at Red Rocket Ventures

Link:“Lesson #362: Firing Long-Term Employees is Hard, But May Be Necessary”

Key Concepts and Tactics:

• Recognizing Employee Performance Changes:

  • Point: Regularly assess employee performance, regardless of their tenure or past achievements.

  • "Good performers can go bad, like in this example. And, bad performers can become good. People are humans, and things are happening in their everyday lives... So, just because you had a good performer, doesn't mean they will stay one, and you need to reassess their performance, as if the clock was starting new every quarter."

• Making Difficult Decisions About Long-Term Employees:

  • Point: Be prepared to make tough decisions about long-term employees if their performance declines significantly.

  • "Cutting friends is hard, but sometimes you have no choice... When customers are complaining, your brand is getting tarnished with negative reviews. When your fellow staff are complaining, your credibility as a manager is getting questioned as to why are you continuing to let this poor performance happen... Make the tough decision and part ways sooner than later."

• Setting and Enforcing Performance Standards:

  • Point: Establish clear performance standards and follow through with consequences if they're not met.

  • "If you set a line in the sand, and the employee crosses it, you need to live by your word and take action... So, if you set a line in the sand with an ultimatum, in terms of expected performance of a staff member required to not be terminated, you need to live by it if that goal is not met."

• Maintaining Credibility with Your Team:

  • Point: Address poor performance promptly to maintain credibility with your other employees.

  • "The longer you let a 'bad apple' stay with a company, the higher the risk that employee spoils the 'whole bushel' and has everyone looking for the door... Employees want to work for a boss they can trust to do the right thing, even if it means making the hard decisions."

• Understanding the Economic Impact of Poor Performance:

  • Point: Calculate the financial impact of retaining an underperforming employee to inform your decision-making.

  • "In the case of James, his sales dropped to half of the rest of the sales team. That was worth about $500K in revenues and $50K in company profit per year... So, when you add those two factors up, lost sales plus lost prospective sales, this was a $200K-$250K bottom line impact to this business. That's why you need to take action, sooner than later."

• Taking Swift and Fair Action:

  • Point: Act quickly when performance issues arise, but treat long-term employees with respect in the termination process.

  • "Act swiftly, making the hard cuts within three months of the poor behavior not getting resolved. And, act fairly, treating a long term employee with respect (e.g., offer a high severance payment for their long tenure with the company)."