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The game-changing power of finding your brand’s thrust
We tell people what we want them to do. Sometimes we even get specific and tell them how we want them to do it.
It’s good to give clear directions. It eliminates any vagueness in what we’re asking of those we are engaging. But it’s not enough. What usually happens is that we see people comply. Employees will do as instructed (and very seldom anything more) and customers will occasionally buy, but rarely display the kind of loyalty and advocacy that we really want from them.
What’s missing
I had one company I worked with beautifully lay out a definition of an exemplary employee. They even developed 5 pillars — the qualities every team member should strive to embody. The company was clear and consistent in communicating the pillars. But it just couldn’t get the team to be passionate about those pillars. Why? Because the team members didn’t understand why it mattered. They knew their duties. They knew what was required for them to do their job (and stay employed). But beyond that, it was a bit vague. They knew those pillars were good things. They just didn’t know why they should get fired up about them. They didn’t understand why they should care.
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