Customers who decide to do business with you have already gone through their decision tree. Through conscious deliberation or circumstances they know what they are prepared to spend and they have thought about why they spend it.
Every business has a lot of moving parts any of which can derail a business if it goes just a little bit wrong. That’s why it takes so much energy to just keep a business afloat, never mind ahead.
The moment there is a crisis point with either staff or customers, leadership steps in. The CEO will denounce the situation and reiterate company values. There will be lectures on what the company stands for. There may even be specific workshops created for the purpose.
The moment I mention “team-building” in a corporate environment I get two distinct reactions. Top management smile sagely and point me to all the initiatives held, budgets spent and courses created in order to build a “more effective team” because, of course, everyone in the business “is part of one big family”.
We spend a lot of time talking about brand values and how to project them so that our audience can understand what they are and bond with the brand. We discuss work ethics and how to attain environments in which being ethical doesn’t have to be sacrificed in order to be profitable.
CEOs make decisions. But they don’t decide everything on their own. A business is a microscaled version of society. That means that there is always a flow of power through a business and that flow is never smooth and never quite according to seniority or experience or skillset or rank.
Most companies measure how they are doing. They send out surveys to customers and then process, tabulate and look at the results.
When we ask those who work for us, or with us to exercise their initiative we are really asking those around us to make on-the-spot decisions that are for the good of the business exercising the same criteria that the CEO or the owners would.