The magic is in knowing your parameters and therefore harnessing your zone of genius.
I am curious to know how business and brand leaders sort through being busy and being purpose-driven. Relatively, if efficiency can be measured by looking at the agility of how one works, as a leader, perhaps so can the results of your brand performance.
Observing how the industry’s key players at large are working at a high capacity, I am steadfast in believing that this doesn’t mean unlimited capacity.
Let us take a step back and try and articulate the direct impact of business and brand leaders on the performance of the brand. Brand leadership does not have to personify immeasurable strain or built-up pressure for growth, impact or validation.
Could it be that high capacity does not mean unlimited capacity?
Brand leadership can compromise the market share, sustainability, MOAT, perceived quality and the value of the brand. In this respect, why don’t more business and brand leaders emphasise the anchoring, efficiency and boundaries for protecting their unique and unlimited capacity?
Internal branding should be the blueprint for how effectively your capacity is being utilised as a leader, team and brand. What you spend your resources and community engagement on is where the rubber meets the road. The key to market leadership is selecting the proper value offer and re-engineering business activities to achieve excellence. The magic is in knowing your parameters and therefore harnessing your zone of genius.
To follow your Northstar is to create meaning in the market and workplace as a business and brand leader. Remember, high capacity does not mean unlimited capacity. Retreat, give ground to authentically leading your brand in the direction of success without overestimating strenuous and immeasurable value. Being purpose-driven is a good starting point. If practised well enough, it is a trajectory that your internal brand and stakeholders will gladly adopt in raising the sustainability and quality of your brand.