According to William Taylor, the most successful businesses are not necessarily those who give the greatest discounts. They're the ones who push the most innovative ideas and go above and beyond what other organizations can or will accomplish.
This is how exceptional companies transform themselves from ordinary to amazing.
Part 1: Stop Trying to Be the Best; Strive to Be the Only
Your brand is harmed or aided by everything you do. All of it. Pay close attention to the smallest things and make your brand your clients' only choice. It's no longer about pricing, performance, or features to be successful.
It's all about passion, emotion, and self-awareness. The companies that provide the most memorable experiences and acquire the most devoted consumers are the most successful.
Companies that excel at standing out and providing a one-of-a-kind experience will prosper. A "lighthouse identity," according to brand consultant Adam Morgan, is when a brand has a tough point of view, intensity, salience and is constructed on a rock. It takes a stance and sticks to it.
Organizations with a "lighthouse identity" convey a strong image of themselves in all they do. There will always be a competitive backlash: if a bolder, smarter firm succeeds in trying something new, a larger, wealthier, and more established corporation will undoubtedly follow suit and overtake them.
However, you'd be astonished at how many large, well-established companies are hesitant to learn from their industry's market leaders. You might be surprised at what your competitors won't do. Don't let fear of being copied deter you from going above and beyond.
What you believe is just as crucial as what you offer for organizations and brands that want to achieve something special. Leadership is about establishing a set of firmly held values that challenge the status quo and assist your organization in crossing the finish line first.
Rather than manipulating, great leaders inspire. Entrepreneurs that are strategic and seek purpose and importance as much as financial success are successful.
The objective for a firm or a person is no longer to be the best. It means being the only person who does what you do. With enthusiasm, approach your job, your business, and your management style.
Pal's Sudden Service is a fast food place located in Kingsport, Tennessee. The average time spent at the drive-through window is 18 seconds, and it takes 12 seconds to get the order. That's 400% faster than the country's second-fastest quick-service restaurant.
They also make only one error out of every 3,600 orders, which is 10 times better than the average fast-food joint. As a consequence, client loyalty is unrivaled.
The finest leaders recognize that their behavior and actions must reflect their goals for their people. And if a leader believes differently, they will behave similarly.
It's time to shine, and your company or brand will be seen as different from the competition. It's no longer enough to be the finest; you must be the only option.
Part 2: Don't Let What You Know Limit What You Can Imagine
Expertise is valuable, but it may also stifle creativity. Our world is changing in front of our eyes. The leaders who make a significant impact are those who question the logic of their area – and of their own success.
Rosanne Haggerty, the founder, and president of Community Solutions, an organization dedicated to ending homelessness, is a prime example of this.
She developed or restored three thousand apartments for New York City's homeless population between 1990 and 2011. She was unhappy, though, since she saw that her possessions were not assisting those who needed it the most.
As a result, they devised an altogether new approach centered on the populace. She set a lofty aim for herself: to eliminate chronic homelessness in Times Square by two-thirds in three years. Her objectives looked unattainable, yet they drove her staff to change their mindset.
It's a poor idea to keep doing the same thing. Uniquely do business. Consider thinking beyond the box.
People and organizations with the most expertise and understanding in an area are sometimes the last to see and take advantage of prospects for something altogether different. What we know often restricts our imagination.
The "paradox of expertise," as described by Cynthia Barton Rabe, a former Intel innovation strategist, is the unpleasant truth that the more you know about something, the more difficult it is to open your mind to new ideas. Past performance might limit one's ability to see the future.
When you've been seeing something for a long time, you've been looking at it in the same manner, making it harder to see new patterns, possibilities, or opportunities.
It's critical to be competent – meticulous, astute, business-savvy, and accountable. Provocativeness is also vital - challenging, startling, restless, and inventive.
The ability to behave confidently while questioning, doubting, and investigating our preconceptions is known as "double vision." Playfulness and discipline are combined in creative people. The importance of duality in success cannot be overstated. When you don't let what you know restrict what you can envision, you can make a difference.
John W. Gardner is a Stanford University professor and President Lyndon B. Johnson's Secretary of Health, Education, and Welfare. He once delivered a talk about leadership.
He believes that being interested is the greatest approach to being a successful leader. "Everyone wants to be interesting, but the vitalizing thing is to be interested. Keep a sense of curiosity. Discover new things," he said.
Part 3: It's Just as Important to Be Kind as to Be Clever
Organizations that have consistently performed at a high level for a long period don't simply think differently; they also care more. Simple acts of connection and compassion are more vital than ever in an era of huge ideas and revolutionary technologies.
Grand ideas, innovations, and change tactics are central to much of the corporate culture. However, there are instances when the key to success is as simple as remembering that creativity and productivity shouldn't ever come at the expense of empathy and kindness.
Any action that brings individuals closer to an organization will be beneficial.
A young man was visiting his ailing grandma in the hospital some few years ago. She was ready to start another round of therapy and needed a bowl of clam chowder soup badly. Panera Bread only serves clam chowder on Fridays.
Still, when the youngster described his circumstances to the manager, they quickly made a fresh bowl for his grandma, along with some cookies and a get-well card.
The young man was so grateful and moved that he shared his gratitude on Facebook. Nearly 810,000 people liked the story, and more than 35,000 people commented on it. And Panera gained a level of recognition that would have been impossible to obtain through advertising.
Technology has shaped our world. Many individuals yearn for simple acts of kindness that remind us of our humanity. Customers are regular folks. They are more likely to recall caring, compassionate, and kind acts. Although many businesses operate as though courtesy is the foe of productivity, it is not.
Rather, go out of your way to be kind. Even modest gestures, such as a smile or a hello, can have significant results.
Pret A Manger, based in London, is a well-known sandwich business. The shop's name translates to "ready to eat," and it provides a variety of readymade sandwiches and salads that clients may grab and pay for in a hurry as they rush through their day.
Even if consumers are just in the store for a few minutes, those minutes are always full of great energy and true personal connection.
Through a thorough training program, employees are taught to treat clients as though they were guests in their own house. Employees are also required to give out a set number of free items each week. They can select someone who appears to be having a poor day, or even someone they find beautiful and offer them a complimentary drink or sandwich.
It's a lovely, one-of-a-kind method to show them that you care.
Yes, the most effective leaders encourage their people to try new things and adopt new technologies. However, they ensure that the new drive is not at the price of the individual. Allowing major goals to get in the way of the tiny things that have such a big impact both inside and outside the organization is a mistake.
Both in terms of generating more meaningful experiences and constructing more engaging organizations, the small things count. Internally and internationally, the most successful organizations care more than the others. You can't be extraordinary in the office until you're amazing in the marketplace.
A positive corporate culture accomplishes three goals:
- It separates you from rivals.
- It promotes the retention of important operational values.
- It identifies and keeps people who are aligned with the purpose.
Part 4: The Allies You Enlist Matter More Than the Power You Exert
The greatest significant progress is made by organizations that invite ordinary people to make remarkable contributions and have leaders as modest as they are hungry.
Making strategy no longer entails cramming five-year plans into binders. It's all about allowing luck to happen and riding the wave. Humans learn from one another. Thus the more individuals we have in our environment, the more we will know.
That's why the Zappos office is built in such a way that fosters employee accidents and run-ins. These encounters allow the opportunity to meet new individuals, interact with old ones, listen to pitches, learn about trends, learn about anything, come up with new ideas, and anything in between.
In reality, these interactions have spawned a slew of new firms during the last several years. At a coffee shop, the CEO of Zappos met an ambitious restaurateur. He assisted her in obtaining money for her concept, and Eat, one of the busiest restaurants in the neighborhood, debuted shortly after.
Eat was so popular that it was used in an American Express television commercial at the 2015 Academy Awards.
The organizations that achieve the best results are those that are motivated by the most innovative ideas. But it makes no difference who comes up with the finest ideas.
The most successful firms are those in which everyone is responsible for producing and assessing arguments. That is why, rather than issuing the most directives, the leaders with the most friends have the most influence.
When everyone can propose little parts of a bigger creative puzzle, the best ideas emerge.
A gold miner named Rob McEwen is one example of this. His business, GoldCorp, had purchased a gold-bearing site. McEwen didn't know where to dig, so he put his mine's geological data and tools to assist people analyzing it on the Internet for the past fifty years.
He promised to pay reward money to the best suggestions. Hundreds of geologists and engineers throughout the world became his allies.
Upwards of 140 precise drilling plans were sent to the business. Because the boss gathered as many partners as he could, the firm became one of the most valuable mining corporations in the world.
He was humble as well. Leaders should demonstrate that they are human, make errors, and are not flawless. Ambition and humility do not have to be mutually exclusive. In reality, humility in service of purpose is the most productive mindset for leaders who want to accomplish great things in a world full of unknowns.
A leader doesn't need to have all of the solutions. They should also seek assistance when they require it.
Run your company as though it were your own. Amazing things happen when you trust individuals to solve issues and make decisions and then let them go. Leaders' enthusiasm and passion are just as important as their real work.
The organizations that generate the most passion are those in which members receive a fair portion of the value they help build. You should create more value than you take in.
What's Your Story?
"Far and away, the best prize that life offers is the chance to work hard at work worth doing," Theodore Roosevelt famously remarked.
Perform work that retells the tale of success for a contemporary era of business and leadership.