Page 96 - How Great Leaders Build Abundant Organizations That Win

WHATAMIKNOWNFOR? (IDENTITY)

a situation in ways that help them reach their goals (not
his). Reading and interpreting good writing is a sustainable
strength when it informs his ability to diagnose and help
others work through their problems.
Great companies are not built on the great strengths of
their leaders or employees but on how those strengths build
value for their customers. To turn personal and organiza-
tional strengths into value for others:

Step 1: Be Clear About What You Want Your Organization to Be Known
for by Your Best Customers. As stated earlier, an organization
has an identity that becomes its firm brand, or reputation
among customers. As a leader, you should make sure your
top team and other employees have the same perception of
what you want to be known for as an organization by your
customers. A simple exercise is to have all members of your
team write down three things they want your organization
to be known for by its best customers in the future. Cluster
these answers by themes and then see what percentage of
the answers coalesce into the top three categories. Ideally at
least 80 percent of the answers will fall into these top three
clusters. For example, if there are 15 members of your team,
you have 45 total answers. If 30 of these answers fall into the
top three clusters of answers, you have a 67 percent shared
identity. Repeat the exercise until you get close to 80 per-
cent shared identity, which means your team has a shared
view of what you want to be known for by your customers. In
Table 3.1, we conclude from their brand identity and reputa-
tion that Apple wants to be known for innovation, British
Petroleum for social responsibility, and Walmart for efficient
production.

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