Isolated groups with strange beliefs have mystified scholars and leaders throughout history. How do self-appointed and charismatic leaders recruit and persuade people to join a group with deviant beliefs and practices? More importantly, how do these leaders demand and achieve an unwavering devotion to those beliefs, binding people into a highly cohesive structure, usually to their detriment?
The difference between an effective cult and business leader is the not in defining the "why," but in establishing the "way." For a cult, there is only one way and that is the stifling way of the leader. For a successful business, the more more people freed to pursue multiple "ways," the more successful leaders lay the cornerstones of innovation, competitive advantage and personal fulfillment.
I've seen our company at its worst when I've failed to connect the dots and communicate the vision. Fortunately, there's an unmistakable signal for that when I consistently hear, "I don't understand where we're headed."
I've seen our company at its best when the team understands where we're headed AND is involved in crafting that vision. It builds immediate buy-in and then allows me to quickly empower them to execute without much extra communication or explanation.
I've read a interesting books about cult brands - (culting of the brand etc..). They focus more on making fans of the brand more cult-like by emulating what cult leaders do. I haven't seen many people do it from an internal side.
I do wonder if the higher purpose can work for all brands. Sometimes, for sure, people want to feel connected to something bigger. I suspect sometimes the person working at the cash register just wants do their job and go home.
The difference between an effective cult and business leader is the not in defining the "why," but in establishing the "way." For a cult, there is only one way and that is the stifling way of the leader. For a successful business, the more more people freed to pursue multiple "ways," the more successful leaders lay the cornerstones of innovation, competitive advantage and personal fulfillment.
I've seen our company at its worst when I've failed to connect the dots and communicate the vision. Fortunately, there's an unmistakable signal for that when I consistently hear, "I don't understand where we're headed."
I've seen our company at its best when the team understands where we're headed AND is involved in crafting that vision. It builds immediate buy-in and then allows me to quickly empower them to execute without much extra communication or explanation.
Thanks for the reminder.
That question is an interesting and effective flag to keep in mind, Josh.
It makes sense that this is a consistent question that would emerge in those moments.
I've read a interesting books about cult brands - (culting of the brand etc..). They focus more on making fans of the brand more cult-like by emulating what cult leaders do. I haven't seen many people do it from an internal side.
I do wonder if the higher purpose can work for all brands. Sometimes, for sure, people want to feel connected to something bigger. I suspect sometimes the person working at the cash register just wants do their job and go home.
You have doubts it might work for Sour Patch Kids? :)
It's worth a shot I suppose 🙂