3 Ways the Best Business Leaders Identify Their ‘Why’ (and Why It’s so Important)

While successful business leaders have many common traits, a clearly defined “cause” may be the most important. A strong ’cause’ gives leaders a specific direction where they want to take their company. It provides a reason for the things they do – and how they do them.

Like Simon Sinek, who grew up Find the reason The concept, while important, this process is often surprisingly difficult. “The part of the brain that controls feelings and behavior does not control language,” Senk says in a recent video. In other words, it’s hard to describe in words. Ironically, you stop asking, “Why?” Because the question “why” is an emotional question.

But the struggle is worth it. The apparent “cause” will influence everything from the customers the company serves to the tactics leaders use to motivate employees. Most importantly, “why” provides an overall motivation that goes beyond mere desire to make money.

Financial success follows ultimately – but only when the correct “why” is determined first.

How leaders find “why”

Here are three strategies smart leaders use to find meaningful reason that drives their business operations and provides powerful motivation.

1. They focus on their emotions

Most successful companies appear because their founders have a true passion for what they do. Not only do they love the ups and downs of the business world – they are also deeply invested in their industry as a whole.

“When I was running a retail store for my family, I started studying the products we were selling. This led me to question whether I could develop products with higher standards that catered to different health needs,” recalls Alexei Goldstein, founder and CEO of New U Life, in an interview on Influencive. “It led me to study to become a homeopathic doctor. That initial nucleus of interest ultimately guided everything I did. My company is a direct result of that.”

As the Goldstein example shows, many successful companies stem directly from an early interest in an industry or an idea. For many entrepreneurs, the “cause” is the result of their growing passion for an industry. They want to continue to know their place, and this leads them to innovate and improve in exciting ways.

Perhaps most of all, focusing on one’s true feelings ensures that leaders will maintain enthusiasm for their work. They will enjoy what they do and will be ready to take on challenges. This makes it easy to avoid burnout, which can stop the growth of their companies in their tracks.

2. They find ways to do good

Today’s leaders are increasingly looking for ways to make an impact beyond their companies, and with good reason. Today’s customers focus heavily on what they see as the business’s impact on its community and the world as a whole.

70 percent of customers “want to know what the brands they support are doing to address social and environmental issues,” with 46 percent looking at the brand’s social impact before purchasing a product. In a politically charged environment, many people will boycott brands that do not support their favorite ideals.

Interestingly, surveys have found that 88 percent of customers want the brands they do business with to help them make a positive impact on the world – even if that’s something as simple as donating a portion of the profits to charity. Choosing a politically discharged issue can ensure that part of their target audience is not alienated.

Consumers want to buy from brands that align with their values, and intelligent leaders will look to their social or environmental priorities to find the reasons they can align their brand with. Supporting – and then communicating – a cause helps leaders forever multiply their potential impact. A company seen as socially responsible will gain a loyal following from like-minded consumers.

3. Looking to other stakeholders for inspiration

Business leaders are not alone in generating a strong ’cause’ for their brand. Often times, the “why” of a company will have a greater impact when a diverse group of those closely involved in a business has some say in shaping it.

The COVID-19 pandemic has put this into greater focus than before. In an article for Harvard Business Review, Margaret Heffernan explains how an executive director of an intellectual property rights agency felt she needed to turn her company into a “realistic source of hope” as those her company served suffered as a result of the pandemic.

This was her instinct, but she did not blindly trust her. Instead, groups of stakeholders – suppliers, employees, customers, and partners – invited and asked them what they need and what they expect from the company now, “Heffernan wrote. The legitimacy of the goal evolved, because everyone contributed to it. Instead of clinging to an old plan, customers and employees alike became alike. Now driven by the opportunity to grow in size, scope and impact. “

When leaders seek insights from employees, customers, and others in their industry, it becomes much easier to obtain support from all parties involved. This ensures that the company’s “cause” becomes more than a meaningless statement posted on the website. It becomes fully entrenched in company culture, providing performance-driving motivation.

Search for “why”

With the correct “why”, you will not only improve your motivation. You will be able to create a strong work culture that attracts like-minded employees to your business.

The right “reason” will ultimately raise everyone’s performance, allowing you to deliver better results for your clients than ever before. When you think larger than yourself, you will follow the financial goals you have for your business.

Photo: Depositphotos

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