Edited by Mitchell G. Rothstein and Ronald J. Burke
Chapter 7: How to Matter
Stewart Emery Today, if someone took a poll of your customers, constituents, followers – whatever – and asked if you matter to them, how do you think you would come out? If you ceased to exist tomorrow, do you think anyone would really care? In other words, has your product, service, or brand established an emotional connection with your customers to the extent that they are invested in your enduring success? This is the deep soul-searching question we want you to ask yourself. Really, honestly, answer this. Are you a positive force in people’s lives? If you disappeared, would their lives be diminished in some way? DO YOU, IN FACT, MATTER? This is a question we ask senior managers to answer about their brand or business. The question takes on an added dimension when asked as a personal question. As a leader, as a manager, as an individual contributor, ask yourself three questions: Who are you? Think about this. At a very deep level this question probes to the core of what you stand for – your core values as a person and what deeply matters to you. This is a question that is not served by a series of rapid responses, but rather by a period of contemplative inquiry. You might be certain that you know the answer; however, ask some people you trust, who see you in action, what they think matters to you – what you’re about based on the way you act in daily personal and professional life. What do...
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