You’re a CEO—the leader of your enterprise. You aspire to continually guide your business to ever-greater growth and profitability.
Because you’re forward thinking, your eyes are set on a long-term vision. Although your board and your investors may demand continuous short-term, quarter-over-quarter improvements, you understand that making decisions to win only in the short term—when they’reat the expense of long-term relationship building—will damage your business. And as a CEO your main job is making effective decisions to help ensure the long-term sustainability of your enterprise.
All major brands try to get their customers to be loyal to their brands. This should be called brand loyalty.
Cult Brands focus on being loyal to their customers. This should be distinguished as customer loyalty.
Why is loyalty so high among customers of Cult Brands? A simple but elegant explanation is that modern humans join communities by making purchases. That’s the big secret behind Cult Brands: they give their customers the sense that they belong; their brand’s values become part of their own identity.
When you know what drives you, you have insight into what motivates your teams and your customers. Calling on the research and motivational theories in behavioral psychology illuminates the answer that goes beyond the traditional managerial approach of driving people through rewarding and blaming them.
The primary ingredient behind compelling stories come down to one thing: problems.
The protagonist faces a challenge and tries to overcome it. This is the essence of drama and the key to good storytelling.
Without problems—without troubles and tensions—there’s no story. There’s nothing to engage us.
Organizations continue to works towards flatter and self-managed systems where each individual is a self-actualized person. But for some reason, some known and some unknown the persona of the CEO continues to maintain a certain power. People hold the CEO to a super-human standard.
As people, we place high expectations on roles and the CEO is no exception.
Unfortunately, this makes the CEO positions susceptible to fear. Fear can be perceived as weaknesses by others so, in response, many leaders hold on to the mantra of, “Don’t admit to it. Don’t dwell on it. I am the boss and everyone relies on me.”
Here are four strategies for infusing your organization with greater optimism:
Be Aware of Negativity: Take action when you see negativity start to spread: When you notice your people harping on negative situations, help them change their state to break the rumination cycle. Consciously foster positive experiences to counteract the negative ones. Use humor whenever appropriate.
Celebrate Every Win, Big or Small: When your team experiences a victory, celebrate it. When someone does something positive or acts in alignment with your core values, give it attention. Encourage your team to celebrate wins of every size. Savoring positive experiences helps counteract the brain’s tendency to ruminate and overanalyze negative events. Celebrating even small wins helps you build positive momentum. On-the-spot recognition goes a long way.
Ask Empowering Questions: When you’re brainstorming with your team, it’s easy to focus on what’s wrong with an idea. Cultivate “value sensitivity” by asking people questions like: “What’s great about this idea?” “What can we leverage here?” “How can we build on this idea?” “What can we learn from this?”
Always End on the Positive: When giving feedback to employees, many leaders have a tendency to leave things on a negative note instead of a positive one. Always end on a positive note that gives clear direction to build momentum. Feelings of shame and guilt hinder learning and performance. Compassion and support promote positive change.
