SXSW 2013 Sampler

Introduction: Likeability, Rogue Economists, and the Lovable Fool xxix
two years, I have had hundreds of conversations with people about the
concept of likeability. When I started conducting interviews, I assumed
that almost everyone would be a skeptic.
What I learned rapidly was that most people actually fall into two
different groups. Both can be critical about the idea of likeability and
its role in success, but for different reasons. Here are their paraphrased
arguments:
Reaction #1: ‘‘That’s so obvious.’’
Here’s what ‘‘Obvious Guy’’ says:
Everyone knows that likeability and the power of networking
will get you everything from your new job to the next contract.
I once won a new project just because I play hockey with
the procurement manager for a big firm and they needed a
contractor quickly. We won the job without an RFP. Anyone
in sales knows that no one will buy from you if they don’t
like you.
Reaction #2: ‘‘That’s not true—the product
matters more.’’
Here’s what ‘‘Features Guy’’ says:
Sure, I enjoy being around likeable people—but at the end of
the day people will only buy something or believe an idea if
it really has merit. I’m not going to buy a crap product just
because I like you, and I’m not going to believe an idea just
because I find the person delivering it to be more likeable.
I understand both of these guys. In fact, at various times in the
writing process for this book, I have been both of these guys. In a
sense, it is why I spent a significant part of my research time looking
at all the reasons why likeability wasn’t really that important. I studied
examples of unlikeable leaders and brands that still succeeded on some
level despite being unlikeable. I read books about the impact of luck