Our reader poll today asks: How good of a customer is your company to your suppliers?
We’re a great customer! We treat our suppliers as true partners and treat them well. 36.30%
We’re a good customer. We try to make it easy to deal with us. 47.41%
We’re not a good customer. We can make things challenging for our suppliers. 14.81%
We’re a bad customer. We make things really difficult for our suppliers. 1.48%
Strong supplier relationships matter. 84% of you report having solid relationships with your suppliers. That’s just smart business. When it turns into crunch time for a supplier, which customer are they going to work harder to support when supplies get low or deliveries get challenging? Obviously the customers who treat them well. For those of you in the 16% who say your supplier relationships are bad, what can you do to improve them? What small actions can you start taking now to show them they matter to you? It could b simple things like offering better payment terms, not being adversarial in negotiations, or just sharing information that helps them run their business more efficiently. Small steps can go a long way. And for the 84% of you with good relationships, it’s still advisable to talk with your suppliers about how you can make things easier for them too. They likely value your relationship and won’t complain proactively but if you solicit feedback, you might find the relationships get even better.
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People in your department need to understand how their own goals, as well as the goals of their colleagues, tie to the broader organization goals.
Once you’ve built some great goals, you need to communicate them to the organization. People in your department need to understand how their own goals, as well as the goals of their colleagues, tie to the broader organization goals. Operating in silos leads to missed opportunities. Sometimes you’ll find people are working at cross purposes. When communicating goals, provide broader strategic context for why goals were chosen and how they tie to the broader organization success.
I worked with one client that was really focused on changing their business performance. They wanted to improve their gross margins. So they got everybody together and made sure they understood how everybody’s goals tied to this higher-level gross margin goal. The supply chain team was given goals around making their top products more profitable. The marketing team was given a goal of emphasizing the most profitable products in the portfolio. Product teams were given SKU rationalization goals to thin the portfolio and remove less profitable products. The sales team was given the goal of selling the more profitable products.
Everyone in the division knew what everybody else was doing. It prevented arguments, like sales reps demanding low margin products or sales reps yelling at product teams for removing a SKU. All goals were communicated by the business unit president at an all-hands meeting. They all heard the same message at the same time.
For your organization, get your business unit and partner organizations together. Compare goals. Figure out how you’ll communicate it to your entire organization at the same time, so everyone knows and understands the context. Having this clarity at the highest level and making sure that all the goals are aligned is going to reduce conflict in the organization and improve the likelihood that you hit your numbers.
Want to learn more about setting business unit goals? How about taking an entire course on it? Check out the video below to learn more about the course and get started. Or you can go directly to the course and start learning how to set business unit goals. The entire course is available at LinkedIn Learning. Enjoy!
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Understanding how people want to feel, and delivering on those emotional benefits, can be your greatest competitive advantage.
Today’s guest post is by Kevin Perlmutter, author of BRAND DESIRE: Spark Customer Interest Using Emotional Insights.
Do you often wonder how to differentiate your business from the competition?
When many competitive brands are offering very similar products or services, sometimes it’s challenging for a brand to stand apart. Maybe you’ve tried adding new things to your core offering. Maybe you’ve tried increasing your advertising budget to increase awareness of your offering. You may have even thought about or tried lowering your prices, which is unfortunately a race to the bottom.
What I’ve discovered, guiding the evolution of brands of all sizes with leaders who face the same challenge, is that the reasons why people choose a brand’s product or service are not always what the business or brand leaders think.
While there’s a tendency to want to emphasize product and service offering details, we know that people’s decision-making is greatly informed by their emotions, their desires, and their interest in having their needs met.
How do people want to feel?
Maya Angelou famously said, “People won’t remember what you said. People won’t remember what you did. But people will always remember how you made them feel.” This incredible insight is consistently backed up by research. Forrester has reported year over year, for well over a decade, that “emotion is the largest driver of loyalty” for brands – meaning, how a brand experience makes us feel has the most impact on our desire to have that brand experience again.
Think about brand experience in your life. How about the last time you bought a car? Would you enthusiastically go back to that dealership to buy your next car, or will you actively avoid going back? How about working with your accountant or financial advisor? Do they seem ambivalent to your business? Or do they make you feel “valued, appreciated, and respected” – the three most influential positive emotions that lead to loyalty, according to Forrester.
For you and your business, this means that no matter how similar your offering is to that of your competition, you can create meaningful differentiation by addressing how people want to feel through your brand experience. You can also attract people to your brand by letting them know it’s where they can find emotionally compelling benefits.
Differentiating on brand experience
ServiceByte is an example of a brand I’ve worked with where we discovered that brand experience is what sets their work apart, and it is now the anchor for how the brand attracts new customers. ServiceByte is a small business in the New York City area, specializing in managed services IT support for other companies. They provide computer and email help desk support, and, overall, help companies monitor and maintain their IT infrastructure. They have many competitors who do the exact same thing.
When beginning the work with founder Kish Melwani, he told me that he founded ServiceByte with a concierge-style service ethic that prioritizes the customer experience. He did so after recognizing that most IT support teams leave people feeling annoyed or frustrated, fueled by a lack of empathy for the disruption to their business.
Years later, ServiceByte has many loyal customers and a slew of 5-star reviews. However, Kish was still eager to attract more customers and didn’t know how. Up to that point, marketing prioritized the service offering. Kish agreed, it was time to prioritize the emotional benefits of the brand experience.
To understand more about what sets ServiceByte apart, I suggested that, as part of the Insights Discovery phase of my Limbic Sparks® Brand Strategy approach, I interview ServiceByte customers to hear more about the brand experience from their perspective, in addition to other investigations.
Here are some soundbites of what I heard:
“Kish sets a tone, culture, and personality that comes through in the team.”
“Working with ServiceByte reminds me of how I like to do business.”
“We can get our work done knowing the engine runs well.”
Overall, we learned that the most important thing that both ServiceByte and its customers care about is being “Always On.” For ServiceByte that means always monitoring and always enthusiastically providing a good experience. For customers, “Always On” means they care most about their business being up and running – with no downtime.
“Always On” is what I call the Shared Emotional Motivation – what both the brand and its customers are trying to achieve, individually and with each other. As a core input to brand strategy, it led us to the Brand Idea and customer-facing Tagline:
“We Do Our Thing So You Can Keep Doing Yours”
This Brand Idea, by definition, using this emotion-centric brand strategy approach, is a compelling brand benefit and invitation (not an “about us” statement). It lets potential customers know that ServiceByte is where they can get the benefits that we’ve discovered they crave – in this case, business continuity from people who they know have their backs.
It now sets the tone for all brand messaging – in sales materials, on the company website, and in customer support communications. It also ensures that the ServiceByte support technicians are always focused on delivering on the brand promise.
How can you differentiate on brand experience?
The thing to remember is that people are emotionally driven, and understanding the emotional motivations of your customers is the place to start.
Whether you’re ready for a big brand evolution, or you just want to fine-tune your current sales and marketing approach with more relevant and compelling brand messaging, here’s what you can do.
You can embrace what I call a Limbic Sparks Mindset. It involves three questions you can always ask to guide your approach:
What are people’s frustrations, unmet needs, and motivations?
How do people want to feel?
What should your brand say and do to make people’s lives better?
Understanding how people want to feel, and delivering on those emotional benefits, can be your greatest competitive advantage. It can spark interest in your brand and sustain ongoing brand loyalty.
Kevin Perlmutter, author of BRAND DESIRE: Spark Customer Interest Using Emotional Insights, is Chief Strategist and Founder of Limbic Brand Evolution, a brand strategy and neuromarketing consultancy which puts emotional insight at the center of how brands attract and retain customers. Based near New York City, he works with business and brand leaders to create stronger connections between their brand and the people they want to reach.
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Our reader poll today asks: What is your perspective on multi-day team offsite retreats?
They’re an invaluable way to build team cohesion and get work done 18.48%
Sometimes they’re effective at team building but sometimes they’re wasteful 52.87%
They’re usually minimally effective and mostly wasted time 21.65%
They’re complete wastes of time and resources 7.00%
Offsites are as valuable as you make them. 70% of you think multi-day team offsites can be effective but their value can be questionable (especially for the 30% of you who see them as a complete waste of time). An offsite can only be as effective as the facilitation, purpose, and execution. I’ve seen too many “Let’s have an offsite! What should we talk about/teach there?” situations. Let purpose drive offsites. It should be something like “we need to reassess our strategic plan – let’s do it as an offsite” or “we need to build xyz skills – let’s train those at an offsite.” When offsite comes ahead of purpose, it’s often a waste of time. Additionally, cramming too many topics into too short of a time makes all the topics ineffective. Opt for fewer topics but go deeper on them if you really want to get something out of that time away from the office.
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Troubleshooting your incentive plans can help you avoid undesired behaviors.
Goal setting processes can sometimes lead to unintended behaviors or undesired behaviors. If you don’t understand how compensation and incentives relate to how your team members work, they may do the wrong thing. Troubleshooting your goals requires you to look at the irrational behaviors that can arise from the goals you set. When you find those situations, you’ll need to either revise the goal or change the incentives.
I worked at a credit card company at one point and I ran part of the collections division. We were trying to get delinquent customers to pay us money back and get their accounts back to current status. If they didn’t pay us back, they were charged off as bad debt and we lost that money. We looked at our call center and we said, “How do we want to change their behavior? How do we get more of our money back?” We changed their goals and their incentives to move from being focused on curing accounts to just dollars collected. We thought if we collect more money, we’ll perform better.
What this led to was a behavior we didn’t expect. Our call center associates started getting smaller payments. They made the telephone calls shorter so they could collect more dollars. This led to more customers charging off down the road because our associates weren’t helping them pay down their balance and get their account back to current status. We said, “Well, that’s not what we want to happen. We need to change the plan.”
So, we changed the plan and we said, “No, it’s not dollars collected anymore. Now it’s the number of accounts that you cure back to current status.” Well, the associates said, “How can we make the most money doing this?” What this led them to do was focus on really small accounts and they let those big accounts go because they were too hard to work. We said, “Well, that’s a problem. Now we have a lot of bad debt charging off. How do we change the plan?” We stopped and we thought and we said, “What behaviors do we want out of our associates?” And we changed the incentive to focus on the cured dollars, how many dollars are you moving back to current status. This finally got us the behavior we wanted.
If you want to fix your goals and make sure these bad behaviors don’t happen, pretend you’re the person on the incentive plan. Set aside doing the right thing and think about what would benefit me the most if I was on this incentive plan. Be willing to go into the gray area where you’re not breaking the rules, but you’re not exactly following the spirit of the incentive. This is how you’re going to find those places where behaviors won’t match the actions that you want your people taking.
At one point, I used to do this regularly with one of my associates. Before we rolled out a new compensation or incentive plan, JC and I would sit down and say, “How do we break this plan? What are all the things that we can do to put the most money in our own pocket?” And we would break that plan. We would figure out all the behaviors that were not desirable but they put a lot of money in the associate’s pocket. What was important then was we changed the plan until we found a plan where we couldn’t break it and we were getting the right behaviors.
Spend that time troubleshooting your incentive plan. Think through from the incentive to the behavior. Think about what could go wrong and make sure you don’t roll out that incentive plan until you have the right behaviors identified. This extra time you spend in the troubleshooting process will prevent your associates from doing things that you don’t want them to do and it’ll get them to focus on the right behaviors that drive your overall goals.
Want to learn more about setting business unit goals? How about taking an entire course on it? Check out the video below to learn more about the course and get started. Or you can go directly to the course and start learning how to set business unit goals. The entire course is available at LinkedIn Learning. Enjoy!
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Our reader poll today asks: How do you handle it when you find out about a workplace interpersonal/romantic relationship on your team?
I stay out of it. It’s none of my business 27.59%
I refer them to HR to discuss complying with any company policies 41.00%
I tell them to keep their personal lives private and out of the office 29.88%
I tell them the relationship is improper and should end 1.53%
Managing relationships at work. While almost 30% of you say you stay out of office relationship dynamics, the vast majority of you refer these situations to HR or try to shut down the relationship. Romantic relationships in the office can get messy, especially when they don’t work out. They can create perceptions around favoritism, inequity, and general discomfort for coworkers. If you’re in the 30% who mind your own business, recognize that at some point that relationship might become your business when relationship issues spill over into performance issues. Consider going to HR now to get a good understanding of your company’s office relationship policies and know your responsibilities for discussing those situations with HR or executive management when they arrive.
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Goals can make sense in isolation, but when you add them all up, you may be asking for unrealistic results from your team. Watch out for conflicting goals.
It’s important to reality check your goals. Goals can make sense in isolation, but when you add them all up, you may be asking for unrealistic results from your team. You’ll need to evaluate how department goals impact one another. If you set a goal for revenue growth, and another goal for cost cutting, you may have created an impossible situation for the team. They can’t spend money to drive revenue because they’re so focused on cost cutting. It’s this kind of reality checking that leads to more reasonable and achievable results.
What I’d suggest is get all your organization’s goals together on a whiteboard. Start with the high-level corporate goals, then lay out your business unit’s or department’s goals. Lay out adjacent business units or functions. Look for dependencies. Look for supporting goals and look for conflicting goals. Go through the same exercise for the teams in your organization.
For supporting goals, make sure there’s no overlap. You don’t want people working on redundant things or getting double credit for going after the same work. For places where there are dependencies of goals, make sure the first goal is properly resourced so the follow-on goal can be met. Also lay out for that second goal the risk in hitting it if the first one isn’t achieved.
In situations where you have conflicting goals, try to get them aligned. You can eliminate one of the goals or carve out the impact of one goal on another. For example, if you have a cost-reduction goal, lower the revenue goal since you can’t market as much since you’ve decided you’re not going to spend. It’s this kind of reality checking, where you take a step back and look at the overall goals and the behaviors that are driven, that’s going to increase the likelihood you hit your most important goals and don’t cause frustration for your team.
This reality check is something that I see people miss all the time. They lay out their goals, their goals are smart, they’re focused, and they understand the behaviors they need to drive, but they never take that extra minute to say, “How do these goals impact one another?” If you do that kind of integrative thinking and look across all your goals, you’re going to spot the trouble spots and understand what you need to change before you launch your team out on its work.
Want to learn more about setting business unit goals? How about taking an entire course on it? Check out the video below to learn more about the course and get started. Or you can go directly to the course and start learning how to set business unit goals. The entire course is available at LinkedIn Learning. Enjoy!
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Our reader poll today asks: When a high performer who works for you is actively positioning themselves to assume your role, how do you handle them?
I try to stretch myself into a larger role to make room for them 56.53%
I look for similar roles for them elsewhere in the company 27.05%
I try to slow them down and manage their expectations that they’re not ready for my role 9.66%
I add more work to their plate because clearly they’re not busy enough 6.76%
I actively discourage their pursuit of my role 0.00%
Use their growth for your growth. It’s encouraging to see so many of you (57%) seeing a subordinate “stretching up” as an opportunity for you to grow and stretch yourself. The great thing about this dynamic is you can offload simpler work that you find tedious or boring onto their plates. Before you feel bad about doing so, they’ll probably find that work interesting and challenging because they’ve never done it before. This then creates additional bandwidth for you to take on more challenging work (which might be your boss’ simple and tedious tasks that you find challenging or interesting). When people stretch, everyone wins. For those of you seeking other roles for your team members, that’s also a great way to help them grow and build the organization. It gives you an opportunity to share talent and create opportunities for more junior people to grow into that high performer’s role too so when they depart you have a replacement ready to step in.
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Nature offers 4.5 billion years of leadership wisdom. Learn regenerative principles from forests, oceans & ecosystems to build resilient organizations.
Today’s post is by Dr. Kathleen Allen, author of Leading from the Roots: Nature-inspired Leadership Lessons for Today’s World.
What if the best leadership coach wasn’t found in an office or consulting firm, but in the world outside? What if a mentor with 4.5billion years of experience in regenerative systems were available to you now?
Since life began, Nature has been running the ultimate leadership laboratory. Every ecosystem, from our forests to our oceans, has survived and thrived using regenerative principles that business schools are just beginning to pay attention to. Yet in my four decades of management consulting experience, I know that leaders who view their organizations as “living systems” have consistently created the most resilient, successful businesses.
Nature has always been an excellent model, mentor and muse for leaders, and perhaps even more so today. It’s the foundation for the regenerative leadership movement, and I’ve spent my entire career helping leaders incorporate lessons from Nature to create more successful teams and organizations.
What is regenerative leadership?
Regenerative leaders work with the energy and potential in a system, rather than trying to force it in a specific direction. They know growth doesn’t come from control, but from trust and alignment with Nature’s principles. Regenerative organizations have a strong focus on resilience and long-term goals that support the organization, the planet, and many generations to come.
Charles Darwin is often misquoted as saying “survival of the fittest,” but what he really said goes to the heart of Nature-based, regenerative leadership practices:
“It is not the strongest species that survive, nor the most intelligent, but the ones most able to adapt to change.”
This subject is too complex to explain fully here, but I’ll try to give you some of the points that seem to resonate most with my clients and others I reach through my books and speaking engagements. Here goes!
Generosity as a growth strategy
Picture yourself walking through an old-growth forest. Beneath your feet lies one of Nature’s most sophisticated coaching models, the mycelium network. This underground web of fungi connects trees in a system many scientists call the “wood wide web.” Here, mature trees share nutrients with seedlings, send chemical warnings about pest attacks, and redirect resources to support struggling community members.
If Nature were coaching you on organizational leadership, this would be the first lesson. True strength comes not from individual performance, but from the health of the entire system. The largest trees in the forest aren’t hoarding resources. They’re the most generous, understanding that their survival depends on the thriving of the whole community.
A focus on the cycle, not the clock
If Nature could review your leadership strategy, it might wonder why so many organizations chase constant growth. It’s as if spring were the only season worth repeating. But Nature follows a deeper wisdom, what scientists call the adaptive cycle. This pattern includes growth, conservation, release, and renewal. It’s a constant feedback loop that creates all the necessary phases for resilience and sustained success.
In this cycle change is not a disruption but a vital phase. After periods of growth and holding on, Nature lets go. Structures break down, making room for renewal. People and teams need the same. Burnout is often the result of never pausing. Sustainability comes from aligning with the rhythms that truly support life, professionally and personally.
Nature’s model for interdependence
Traditional management practices view interdependence as merely task based. But as organizational consultant Ranjay Gulati wrote in a 2020 Harvard Business Review article:
“As organizations face increasingly unpredictable workstreams and workers co-design the organization alongside managers, our field requires a more comprehensive toolbox that incorporates aspects of agent-based interdependence.”
The ocean offers a profound model of interdependence. Beneath its surface lies a vast, living web of relationships. Currents circulate nutrients across thousands of miles, coral reefs act as cooperative neighborhoods, and even the smallest organisms influence the entire system. Each ecosystem functions through mutual responsiveness, constant feedback, and shared survival. This is the kind of energy we need to cultivate in our organizations.
Even predator-prey relationships in the ocean demonstrate this interdependence. Predators regulate populations, while prey species often drive migration patterns and influence ecosystem behavior.
These dynamics reflect balance, not domination. Regenerative leaders know that power circulates, adapts, and evolves through feedback and relationship, just as it does in the sea. Successful businesses today demonstrate that real strength comes not from command-and-control structures, but from relationships rooted in trust, reciprocity, and shared purpose.
Softness as a strategic advantage
Billionaire entrepreneur and investor Mark Cuban said recently that three soft skills, curiosity, agility and adaptability, are key to thriving in any era. This is also true for organizations.
Nature’s coaching on softness challenges everything we’ve been taught about leadership strength. The most adaptable organisms aren’t the hardest, they’re the most flexible.
Nature teaches us to create conditions in which change flows naturally, rather than driving it by force. Consequently, resistance becomes information rather than opposition, and flexibility becomes a major competitive advantage.
Monocultures create fragility so in Nature’s coaching model, diversity is a survival strategy. Diversity among teams cultivates different ways of thinking, and of solving problems. Oceans don’t thrive because they have different species. The different species represent a diverse set of roles, perspectives, and approaches to success. We need that paradigm now more than ever in our organizations.
Humans and Nature
We can forget humans are a species within Nature. We’ve evolved within its systems, not outside of them. We perform at our best when following the rhythms that have sustained our planet for thousands of years. When we look for guidance in times of great complexity, change, and uncertainty, what better coach than the most time-tested, adaptive, resilient system of them all?
The question isn’t whether Nature has wisdom to offer our leadership practices. It’s whether we’re ready to listen.
Thought leader, author and trusted advisor, Dr. Kathleen Allen helps organizations and executives create meaningful change using Nature as a model for more effective leadership practices. More at kathleenallen.net
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Our reader poll today asks: How do you deal with a vendor whose final invoice is substantially higher than their initial estimate?
I just pay the invoice 3.22%
I negotiate with them to get the final price down a bit 34.41%
I offer to split the difference between the estimate and final bill 6.42%
I offer to pay slightly more than the initial estimate 8.71%
I hold them to the initial estimate they provided 47.24%
Holding them to the estimate. Almost 50% of you push vendors to stick to their initial estimate in situations where the final invoice is much higher than the estimate. The rest of you work toward negotiating the final bill back toward the estimate with varying degrees of pressure. To avoid these situations in the first place, be sure the estimate is rigorous and accurate. Also make sure you fully understand it and what actions can trigger higher costs, like customization during the project, scope changes, delays, or personnel changes. You bear some responsibility in these situations too – ensuring the estimate is as accurate as possible before signing off on any work.
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https://i0.wp.com/www.thoughtleadersllc.com/wp-content/uploads/2021/05/20140203-EKG-Pulse-Graph-with-Glowing-Blue-Line-Narrow.jpg?fit=833%2C258&ssl=1258833Trevor Joneshttps://www.thoughtleadersllc.com/wp-content/uploads/2022/04/logo.pngTrevor Jones2025-07-24 13:02:022025-07-15 23:09:37How do you deal with a vendor whose final invoice is substantially higher than their initial estimate?
A commit goal gives your team a clear target to aim for, while a stretch goal gives your team an incentive to go above and beyond.
A goal setting technique designed to provide predictability and generate excitement and upside potential is setting commit and stretch goals. The commit goal is a promise of what will be delivered. It’s non-negotiable. Missing it has big consequences. The stretch goal is something for the team to aspire to. If they reach it, the rewards can be really large.
Let me walk through an example of what this can look like. Let’s say we have a corporate profit target of $150 million. Each business unit is given a portion of that target. And when you add those up, it’s $155 million because we want to have a hedge in this situation. Those are commit numbers. One business unit has a $40 million commit and a $45 million stretch. Let’s say at the end of the year they come in at $41 million. Well, they get 20% of the extra bonus that’s available because they got one million of the five million possible.
Let’s say another business unit had a goal of $50 million as their commit. They come in at 45 million. It’s a bad year. No bonuses and poor reviews are going to follow in the performance management process. Another business unit has a $27 million commit and a $30 million stretch. They come in at $32 million through some really good luck and a lot of hard work. That team should get 166% of the possible bonus if it’s an uncapped bonus structure.
The final business unit has a commit of $38 million and a stretch of 45 million. They come in at 40 million and they get a 28% of the available bonus. The corporate result of this entire goal-setting structure is coming in at $158 million on a corporate commit of 155 from this business unit.
When you look at setting these commits and these stretches, it’s pretty clear that the team knows what they have to hit with the commit. They understand what the consequences are. Having the stretch gives them that incentive to work even harder and deliver above and beyond.
One thing I invite you to do is to create a commit and a stretch for all major metrics for your organization. Ensure there are consequences for missing the commit. Make sure there are rewards commensurate with hitting the stretch. By laying out these goals and letting people know broadly across the organization what the commit and stretch are, as well as the consequences and rewards, you can drive exactly the behaviors you want to hit your higher level goals.
Want to learn more about setting business unit goals? How about taking an entire course on it? Check out the video below to learn more about the course and get started. Or you can go directly to the course and start learning how to set business unit goals. The entire course is available at LinkedIn Learning. Enjoy!
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https://i0.wp.com/www.thoughtleadersllc.com/wp-content/uploads/2025/07/20250722-Sky-Ladder.jpg?fit=1920%2C1182&ssl=111821920Trevor Joneshttps://www.thoughtleadersllc.com/wp-content/uploads/2022/04/logo.pngTrevor Jones2025-07-23 06:30:122025-07-22 22:38:16Do You Set Stretch Goals?
Our reader poll today asks: Which approach best describes what drives action in your company?
Finances determine which actions we should take and business outcomes are the result 55.00%
The market environment dictates which business actions to take and finances are the result 45.00%
Beware of numbers driving strategy. A very common strategy mistake I see companies make is letting their financial results dictate their strategy. “Last year’s budget plus 10%” is not a strategy – it’s a goal. If you use that approach to drive strategy, you might pursue short-term financial results that are not aligned with market trends. For example, that approach may lead you to invest in declining technologies and avoid investments in new areas like AI. While that approach may deliver short-term financial results, you could be harming yourself long-term. I strongly advise companies to assess the market and competition, decide where they want to differentiate themselves to compete most effectively, then assess the financial results that come from that strategy. If the financial results are acceptable, pursue the strategy. If they’re not, consider other ways to attack the market.
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https://i0.wp.com/www.thoughtleadersllc.com/wp-content/uploads/2021/05/20140203-EKG-Pulse-Graph-with-Glowing-Blue-Line-Narrow.jpg?fit=833%2C258&ssl=1258833Trevor Joneshttps://www.thoughtleadersllc.com/wp-content/uploads/2022/04/logo.pngTrevor Jones2025-07-17 13:02:072025-07-15 23:05:41Which approach best describes what drives action in your company?
