During a recent product launch meeting at a high-profile SaaS company, the senior leadership team (attempted) to motivate their team using the all too familiar “kill the competition” rallying cry. “We’re going to obliterate them!” “We’re going to make those guys worry about their mortgages.” The team was.
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Last month I was talking to a friend who teaches an undergraduate course at Harvard. He shared an interesting phenomenon: When someone is accepted into Harvard, they’re typically at the top of their class. Compared to their high school peers, they had better grades, more extra circulars, and higher.
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“We’re going to obliterate them. We’re going to steal every ounce of their margin. We’re going to make those guys worry about their mortgages.” At the start of 2021, leaders knew they had to rally their teams. With that came the resurgence of a not-so-effective rallying cry: Kill the competition. It might.
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“I’m so happy for you!” How many of us have said those words to a colleague after a big win, yet beneath the surface, we feel less than unwavering joy for the other party? I’m not the only one? Right? When a peer lands a big account, receives public.
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The common belief is, people don’t like change. If that were true, no one would ever have a baby or get married. The truer point is: people don’t like change that makes them feel unsafe. Change we don’t choose, or can’t control pushes our buttons. For example, deciding to.
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When our firm first introduced Noble Purpose, we had a concept, but we weren’t very systematic in our methodology. It was more hit or miss, getting by where we could and figuring things out along the way with our clients. I’m grateful to those early adopters, with their help,.
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