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A few minutes of Boich’s demo convinced me of two things: First, the Macintosh would make people more creative and productive than they’d ever dreamed; and second, I wanted to work for Apple.

Boich got me a job in the Macintosh Division, and my mission was to convince developers to create Macintosh-compatible products. I used fervor and zeal to make them believe in the Macintosh as much as I did.

This job marked the beginning of a twenty-fi ve-year fascination with the art of enchantment. I defi ne enchantment as the process of delighting people with a product, service, organization, or idea. Th e

outcome of enchantment is voluntary and long-lasting support that is mutually benefi cial.

xx Introduction

Our Journey

This book is for people who see life for what it can be rather than what it can’t. They are bringing to market a cause—that is, a product, service, organization, or idea—that can make the world a better place.

They realize that in a world of mass media, social media, and advertising media, it takes more than instant, shallow, and temporary relationships to get the job done.

I am going to take you on a journey to learn how to change the hearts, minds, and actions of people. Here is our itinerary: CHAPTER 1: WHY ENCHANTMENT?

The greater y our goals, the more you’ll need to change people’s hearts, minds, and actions. This is especially true if you have few resources and big competitors. If you need to enchant people, you’re doing something meaningful. If you’re doing something meaningful, you need enchantment.

CHAPTER 2: HOW TO ACHIEVE LIK ABILIT Y

Has anyone you disliked ever enchanted you? I doubt it. If he* did, I doubt the feeling lasted long. This is why the first step of enchantment is to get people to like you.

To accomplish this, you’ll need to accept others and find something to like in them.

CHAPTER 3: HOW TO ACHIEVE TRUSTWORTHINESS

Has anyone you distrusted ever enchanted you? I doubt this, too.

Achieving trustworthiness is the second step. People trust you when you are knowledgeable, competent, make bigger pies, and create

* This is the first instance where I could pick a masculine (he) or feminine (she) pronoun, use a plural pronoun (they), or the ever-awkward composite (he/she). In general, I use she when the person is a positive example. This is my small eff ort to counteract the short-changing of women in literature for thousands of years.

Introduction xxi

win-win situations—in short, when you do the right things the right way.

CHAPTER 4: HOW TO PREPARE

Great products, services, organizations, and ideas are enchanting.

Crap is not. Preparing to enchant people requires creating something great, communicating it in short, simple, and swallowable terms, and working your butt off to get it to market before your competition.

CHAPTER 5: HOW TO L AUNCH

Great enchanters ship. This is what Richard Branson and Steve Jobs do better than anyone else. Ever. Launching your cause involves immersing people in your cause, getting them to at least try it, and recruiting your first followers to help you spread the word.