Discover Your Positioning DNA and Dominate Your Competition

dna

Branding that Gets to Aha!

Andy Cunningham played a key role in the launch of the original Macintosh. Which I think qualifies her to say, “Hey, I’m kind of a big deal!” I mean, Steve Jobs level big deal.

But she doesn’t say that at all. Instead, she helps other organizations with branding, positioning and marketing.

She’s just released a book, Get to Aha!: Discover Your Positioning DNA and Dominate Your Competition. It’s a framework to help you understand and position your company. I found it intriguing and asked her to share some of her experience with you.

 

“Perceptions today are grounded in and sustained by authenticity.” -Andy Cunningham

 

Branding Gone Wrong

You recently surveyed 100 North American CEOs, and fewer than 1/3 felt that the brand strategy they had commissioned had been effective. Why do we so often get it wrong?

Branding campaigns fail or fall flat for several reasons: resistance to change, uncertainty around how to implement the strategy, too many competing ideas—maybe even business strategy that has moved beyond a recently completed brand initiative.

But there’s another big reason: branding is too much fun. (Yes, really!) Branding is the part of a marketing campaign that gets a lot of attention—the eye candy that the senior leadership is quick to notice. Why? Because it speaks to the emotional side of a product or service and is a great distraction from the day-to-day, boring details behind that product or service. But when you launch straight into branding before parsing those “boring” details—before you understand the exact space in the marketing landscape your company is uniquely qualified to fill—you’re putting the cart before the horse. A sexy or fun brand package is great to look at, but if it doesn’t capture a company’s role and relevance in the market (its position), then it’s little more than a pretty face without any substance to back it up. That’s where my DNA-based methodology comes in. It offers an actionable framework for using your company’s genetic makeup to determine competitive advantage.

 

 

The 2 Most Important Questions

5 Books Recommended By Leaders Like Warren Buffett

This is a guest post by Lior Grossman. Lior is the founder of BookAuthority, designed to help you find the best business books by top industry leaders. Personal note: I was one of the first CEO’s to make a few recommendations on the site.

 

The Power of Books

I firmly believe that reading the right book can open your mind to a whole new world of ideas and opportunities. The right book can inspire and empower you to overcome your challenges and take action. As a leader, I understand I need to expose myself to ideas that are capable of transforming me and the people that I lead.

The world of leadership is evolving, and present-day leaders should seek insights and context to understand this changing world better. Leadership development is a must because what was applicable in the past no longer applies today.

Reading is the one habit that almost all successful people have in common. Bill Gates reads about 50 books every year; Mark Zuckerberg resolved to read 24 books a year; Mark Cuban reads three hours every day, and Warren Buffett spends 80% of his day reading!

Yes, I know. Unlike Mr. Buffett, you cannot afford to spend the majority of your time reading books, and you really don’t have enough time to dedicate to your personal development. However, sharpening your skills can be as easy as updating your reading list, so that when you do find that one precious hour to read, you’ll spend it on a book that will be worth it.

The idea of helping people identify the few books that are worth reading is what led to the creation of BookAuthority – a new website that helps you identify the world’s finest business books, by collecting and aggregating book recommendations from 150 of the most successful people in the world.

To help you find your next read, here is a list of great leadership books recommended by well-known leaders like Warren Buffett and Eric Schmidt:

 

The Outsiders: Eight Unconventional CEOs and Their Radically Rational Blueprint for Success

Author: William N. Thorndike, Jr., Founder of Housatonic Partners

Recommended by Warren Buffett, CEO of Berkshire Hathaway

Understand the New Rules to Stay Competitive

growth

The Rules Have Changed

In a world of constant change and disruption, it’s important to stay agile and courageous. Whether you’re leading a small team or a large company, you will need to be bold and to act without fear.

That’s easier said than done.

Amanda Setili is president of strategy consulting firm Setili & Associates, a firm boasting clients ranging from Coca-Cola to Walmart. Her new book, Fearless Growth: The New Rules to Stay Competitive, Foster Innovation, and Dominate Your Marketsis packed with examples and tools to stay ahead of the crowd.

I recently spoke with Amanda about her work and her new book.

 

What is driving the need for fearless growth?

We all know growth is essential to a business’s health, but no matter what industry you’re in, you probably feel stress brought on by new technologies, changing customer behaviors and preferences, and new competitors that threaten your business’s ability to grow. Here are a few examples:

  • The food industry is investing to keep up with sometimes capricious trends in public perception regarding low-fat, low-carbohydrate, non-GMO, gluten-free, organic, alternative sweeteners and grains, and other choices.
  • The consumer products industry must continuously seek to find new and better ways to interact with their customers digitally. They must respond to changing consumer buying behaviors and even to consumers’ concerns about political, social, and environmental issues.
  • The entertainment industry is being upended, with companies that formerly were just conduits for content—like Netflix, Amazon, Google (via its YouTube subsidiary), and AT&T (via the Time Warner merger)—now creating their own original series.
  • The auto industry is changing gears to adapt to the way ride-sharing services, such as Lyft and Uber, are reducing people’s desire to own a car.
  • The banking industry is scrambling to adjust to new modes of consumer-to-consumer payment (such as Venmo) and new forms of lending and credit assessment.
  • The transportation and logistics industry is responding to trends in globalization, automation, and the rise of e-commerce giants like Amazon and Alibaba.
  • Industrial products companies are struggling with decisions about how best to deploy sensors and artificial intelligence to improve their products’ performance and reduce cost.
  • The energy industry is coping with low oil prices, new government regulations, and emotional consumer sentiment on both sides of the fracking, renewable energy, and coal debates.

If your business hasn’t felt the effect of massive market changes yet, it’s likely that you will soon. And if you wait until disruption occurs, it will be too late to respond effectively.

You must grow your business, but most growth initiatives entail risk of one kind or another. I often hear company leaders saying things like, “Our core business is at risk of disruption. We need to branch out into new businesses to grow, but we don’t have all the capabilities we need—they’re not in our DNA,” or, “We’re in unfamiliar terrain and aren’t sure that customer demand will materialize. There are lots of unknowns.”

To pursue growth, leaders and employees must learn to do things they have never done before, and they must grapple with new threats. All of this adds up to the fact that trying to grow a business in today’s turbulent markets is pretty scary—it’s perfectly reasonable and rational for company leaders to be worried. I developed the new rules of fearless growth to help leaders create organizations that have the courage, speed, and agility to succeed, no matter what the future brings.

 

“To pursue growth, leaders must grapple with new threats.” -Amanda Setili

 

Establish Forward Momentum

What can companies do to grow fearlessly, even when their business environment is changing fast?

When leaders encounter risks in their business environment, the natural human response is to hunker down, tighten the controls, and defend the existing business. What is needed, however, is not tightening controls, but the opposite. You need a fearless approach to learning and adapting to market change, and that means giving up a degree of control—to employees, business partners, and customers—in order to gain control. It’s like learning to ride a bike. At first, the bike seems tipsy and unstable, but once you start going, the movement itself creates stability.

3 Skills That Will Assure Your Promotion

how to get promoted at work

How to Grow Your Career

He was waiting in the back of the room after I gave a speech. I noticed him out of the corner of my eye, a young man who obviously wanted to ask me something. If you’ve spoken to large groups, you’re used to this. Someone who has a question but didn’t get called on during the Q&A or who only wants to raise a question privately.

When I turned to him, he shifted to the other foot, his nervousness seemingly evaporating with the movement. He confidently asked a question that I have heard in various forms over the years. “Skip, you’ve been the CEO of some large companies. What do I need to do to get promoted at work?”

It’s a simple question and the answer could be extensive. There’s so much to learn about leadership that it’s almost a paralyzing question.

Fortunately, it wasn’t new to me and so I had a ready answer.

 

“Work harder on yourself than you do on your job.” -Jim Rohn

 

3 Key Skills to Get Promoted

There really are three skills that I think help you stand out at work. When these three skills are mastered, it isn’t always apparent why the person is promoted. It just seems natural.

  1. Persuasion skills.

In other words, sales skills. Many people think of sales in the wrong way. They think of it as manipulation or “pushing something.” The greatest sales people, persuaders, and influencers are not pushing a false narrative or unethically exploiting others. They are great listeners, look for ways to help solve problems, and are genuinely interested in others.

Influence is a complex skill worthy of filling volumes of books. It is not only based on what you do, but on who you are. Helping others become influential is one of the major goals of this website. It’s my hope that regular readers will see their persuasion and influence grow over time.

 

“The key to successful leadership today is influence, not authority.” -Ken Blanchard

 

  1. Presentation skills.

In other words, public speaking. It may be in small groups or in large ones, but those who overcome the fear of speaking – and become good at it – are significantly more likely to see promotions than those who don’t.

Why How We Do Anything Means Everything

How

How

How we think, how we behave, how we lead, and how we govern are some of the “hows” that are the subject of Dov Seidman’s book, How: Why How We Do Anything Means Everything.

It’s a thoughtful book, not the type to read in one sitting, but one filled with experience and perspective that will change the way you think about the world and your role in it.

Dov Seidman is the founder and CEO of LRN, an organization that helps companies navigate complex legal and regulatory environments and build ethical corporate cultures. He was also named one of the “Top 60 Global Thinkers of the Last Decade” by Economic Times.

 

What inspired you to update and release this new version of How? 

When HOW first appeared, I argued that we were entering what I called the Era of Behavior. I felt compelled to update and enhance HOW because since then, it has become clear that we haven’t just entered the Era of Behavior. We’re way deep in it. Our behavior matters even more than I thought when I wrote the book, and in ways I never imagined.

Our world is not just rapidly changing, it has been dramatically reshaped. We’ve gone from being connected to interconnected to globally interdependent. Technology is bringing strangers into intimate proximity at an accelerated pace, affording us richer experiences, but also demanding new levels of empathy and understanding. These same technologies are granting us MRI vision into the innermost workings of traditionally opaque organizations and even into the mindsets and attitudes of their leaders. We’re now living in a no-distance world where our moral imagination has exploded.

To thrive in this reshaped world, how we behave, lead, govern, operate, consume, engender trust in our relationships, and relate to others matter more than ever and in ways they never have before.

 

“Leadership is about how we get people to act and join us.” -Dov Seidman

 

Leadership Lessons from the Wave

What leadership lessons can be drawn from “The Wave?”

An act like The Wave is such a perfect metaphor for the style of leadership we need today. At its core, leadership is about how we get people to act and to join us. When you think about it, there are really only three ways to do this. You can Coerce, Motivate or Inspire. Coercion and motivation, threatening with sticks or bribing with carrots, come from without and happen to you. Inspiration, however, comes from within. When people make a wave in a stadium, what makes them express themselves by standing up out there is what comes from inside. In business, what inspires others to join in waves is the sense that they are on a journey worthy of their loyalty that embodies their deeply held beliefs and ideals.

Further, if you consider the Wave as a process of human endeavor, you realize immediately that anyone can start one—an enthusiastic soccer mom, four drunken guys with jellyroll bellies, or eight adolescents who idolize the team’s star player. You don’t have to be the owner of the stadium, the richest or most powerful person there, or even a paid professional like Krazy George Henderson, the Oakland Athletics cheerleader who invented the Wave in 1981. No one takes out their business card and says, “My title is the biggest; let the Wave start with me.” Anyone can start a Wave; it is a truly democratic act.

 

“Anyone can start a wave.” -Dov Seidman