Why We Play the Comparison Game

Woman Comparing Unhealthy Donut And Orange Fruit

Will I Ever Catch Up?

He put his head in his hands.  We had only just sat down in a small café. It seemed that this was one time that I should not speak, so I let the silence drift between us mixing with the steam off my coffee mug.  My friend had asked for this meeting, but I didn’t know what he wanted.  The noises all around us dimmed when he finally looked up at me and explained. “Every time I start to feel like I am about to really achieve something, I don’t know what happens. I give up.”

I was surprised. He was successful. I’m not a psychologist, but it didn’t appear he was depressed so much as needing a boost of confidence.  Our conversation continued back and forth until a theme started to emerge.

My friend consistently compared himself to others who were, in his opinion, doing better, achieving more, and advancing faster.  He didn’t feel he could “catch up” to them.  The reality, of course, was that no one expected him to “catch up.”  He was doing well.  What was his real issue?

Comparing.

Recently, I heard that only 12% of women over 50 are satisfied with their bodies.  40% of men are dissatisfied with their appearance.  And the vast majority of us would change something about our physical appearance if we could.  We compare ourselves to airbrushed models and feel less attractive.

Why are we so discontent? Why do we unfairly compare ourselves to others?

There’s always someone richer, stronger, faster, smarter, or more talented, more polite, or more attractive. There are likely also people poorer, weaker, slower, less intelligent, with less talent, manners, and looks. Comparing ourselves to others can be debilitating in more ways than we realize.

 

“Leaders do not define success by the competition.” -Skip Prichard

 

Don’t Compare Up

When we look at someone else who has what we don’t have, we are “comparing up.” What does this do?  It robs us of joy.  It depresses us.  It makes us feel bad about ourselves, lowers our self-esteem. We may give up on our goals, thinking “Well, I could never compare to him” or “If she is that good, why should I even bother?”  We become less productive.  It slows us down.  We spend so much time comparing that we find we aren’t doing.  It invites envy, the insidious emotion, to a prominent place at the table of our mind.

“Comparison is the thief of joy.” -Theodore Roosevelt

 

Don’t Compare Down

There are times we “compare down.”  We look at someone and feel sorry for him.  We hear about someone and think she doesn’t have what I have.  Whether it makes us feel better or superior, we have all had moments where we look at someone else as not as good as we are. While we pat ourselves on the back for being so brilliant, we actually are filling our mind with a cancerous attitude.  Arrogance creeps quietly into the room of our mind, an unnoticed intruder taking over.

 

“We’d achieve more if we chased our dreams instead of our competition.” -Simon Sinek

 

Shift the Focus

15 Bad Habits that Inhibit Brand Building

New Brand Leadership

Managing A Global Brand

Building a global brand today is different than it was only a few years ago. Globalization, localization and personalization are forces that impact how to best manage a global brand. In Larry Light and Joan Kiddon’s new book, New Brand Leadership: Managing at the Intersection of Globalization, Localization and Personalization, the authors share their over 50 years of experience in building the world’s largest brands. From forming a brand vision to measuring its performance, they share a framework for developing and executing a global brand strategy.

Recently, I had the opportunity to talk with Larry Light about his new work. Larry is the CEO of Arcature LLC. He was a senior executive and board member at BBDO and President of the international division of Ted Bates. He was Global CMO of McDonald’s from 2002 to 2005. More recently, Light was the Global Chief Brands Officer of IHG.

 

“Low price and best value are not synonymous.”

 

Bad Habits That Inhibit Brand Building

Would you share the bad habits that inhibit brand building? I found myself nodding and think readers would find these compelling.New Brand Leadership

We identified 15 bad habits that impede organizations from building brands, regardless of industry, category, and geography. These habits are not stand-alone forces: there are two underlying connections among these, and these are enterprise culture and leadership. First, culture matters. When there is a conflict between culture and strategy, culture wins. Culture fights change. Culture fights for the status quo. Culture nurtures complacency. Second, brand leadership is different from brand management. Brand management is taught in business schools. Effective brand leadership is different. Brand management is about the execution of specific brand-building actions. Brand leadership is different. It is about getting the right results through the efforts of others. It is about educating, inspiring, influencing and evaluating. Effective leaders create results by getting others to do the right things to produce the right results. Effective brand leadership is top down. For example, none of the work we did at McDonald’s could have happened without the leadership of Jim Cantalupo and Charlie Bell. Nissan needed Carlos Ghosn. IBM needed Lou Gerstner. Popeye’s needs Cheryl Bachelder.

 

“Brand leadership is different from brand management.” -Larry Light

 

15 Bad Branding Habits

  1. Complacency
  2. Change for the Sake of Change
  3. Financial Engineering as a Growth Strategy
  4. Cost-Managing the Way to Profitable Growth
  5. Focusing on Customers You Do Not Have at the Expense of Customers You Do Have
  6. Failing to Keep the Brand Relevant
  7. Price Segmentation Instead of Market Segmentation
  8. Thinking the Lowest Price Is the Same as the Best Value
  9. Failing to Instill a Quality Mind-Set
  10. Silo Mentality
  11. Focusing on the Short-Term Rather Than Creating a Short-Term/Long-Term Strategy
  12. Not Sharing Across Functions, Geographies, and Brands
  13. Believing the Regions Are Not as Sophisticated as the Center
  14. Believing That Brand Management Is All About Marketing Communication
  15. Allowing Data to Decide

 

The Most Insidious Bad Brand Building Habit

What’s the most common bad habit you have witnessed?

One that is becoming increasingly visible and insidious is the desire to satisfy the demands of Wall Street over satisfying the demands of customers. Ultimately, the sustainable source of cash flow comes from customers exchanging money for your offer. Financial engineering is not the basis for enduring profitable growth. Managing money is not the same as managing brands. Stock buybacks and increased dividends indicate that a company believes that investing in product and service development, innovations and brand-building will not yield satisfactory returns to shareholders. So, they just give cash back to shareholders and let them decide where to invest.

 

“To grow trust, we need to grow quality.”

 

The Evolution of Global Marketing

Why To Value People Over Profit

People Over Profit

Valuing People Over Profit

Dale Partridge is a serial entrepreneur, best known for founding Sevenly. Sevenly donates $7 of every purchase to charity. With over $25 million in sales, the company is known for giving to others. Dale’s story of Sevenly is covered in his new book, People Over Profit: Break the System, Live with Purpose, Be More Successful. In it, he also includes the story of his firing from the company he founded. Dale’s passion is about building sustainable businesses that also hold up the principles of honesty, transparency, and authenticity.

I recently had the opportunity to ask Dale about his experiences and how he upends common wisdom.

 

“When morality comes up against profit, it is seldom that profit loses.” -Shirley Chisholm

 

Everyone Deserves Respect and Kindness 

The concept “people over profit” sounds so simple, but most leaders struggle with it.  How do leaders make this a reality in their organizations?Dale Partridge (683x1024)

First off, let’s remember that the book isn’t called People Instead of Profit: the bottom line still matters. BUT, valuing People Over Profit is a top-down philosophy. It starts with leaders recognizing the intrinsic value of their fellow humans and that everyone deserves honesty, respect, care, kindness. Inside of that simple yet difficult discipline, we will find our companies becoming more profitable. The idea is that when people feel valued, they work harder, they work with more integrity, they work with more intentionality, and they work with more passion than ever before. On the flip side, when customers feel the same way, they share, they talk and they increase their loyalties.

 

“In a time of universal deceit, telling the truth becomes a revolutionary act.” -George Orwell

 

Tell us about Sevenly—the business model, the values, a little about the story behind it all.

It was ultimately a mission to raise awareness and funding for the world’s most important causes. While we only imagined we would make a small dent in a big issue, we never would’ve thought we’d end up raising over $4 million in $7 increments for these causes. Looking back, it was some of the greatest and most rewarding work I’ve ever done.

 

“Rather than love, than money, than fame, give me truth.” -Henry David Thoreau

 

Homesick for a World That Cares

For the first time in history, people are paying more to do business with companies that are following higher ethical standards and pursuing social goals.  What is behind this? 

We’re homesick for a world that cares. Consumers are searching for a more truthful existence. We want to believe the world is honest and cares and loves, and at the core we believe that by doing so we might understand it. The characteristics of integrity have reigned true and have won since the beginning of time. While they are simple, we still find ourselves as adults struggling with these virtues. Valuing people over profit as an economy is simply a better model, and people are finally beginning to realize that.

 

“Generosity must be built in, not packed on.” -Dale Partridge

 

What’s your definition of authenticity? Of transparency? 

Authenticity means not denying the cost of being who you are. We are who we are and we stand for what we stand for, but authenticity is when you don’t change in the face of a cost that challenges the very core of your identity.

Transparency is logic and emotion. Logically, it’s vulnerability plus acceptability equals transparency. Emotionally, it’s the courage to allow your heart to be fully seen by others.

POP_Cover_Gold_R1You cannot manufacture authenticity, a point you make in the book. Have any examples to share of companies making this mistake? 

Companies all around us are packing on generosity to their business models in hopes that consumers will believe they actually care. But authenticity requires history, and there is a price to be paid to prove that you care. At the core, we want to see companies whose leaders’ hearts are fully behind their beliefs, rather than just their marketability. Any one of the hundreds of retailers that ask you to round up to donate to charity at checkout typically fall into this category. It’s not a bad thing as long as the heart is authentically behind it. Unfortunately, in most cases, that’s not the case. Generosity must be built in, not packed on.

 

“Fear kills more dreams than failure ever will.” -Dale Partridge

 

Insane Courage