Everybody likes to operate in an environment of trust. When you deal with people you trust, things get done faster, stress is reduced and new opportunities open up. As E.M. Forster once wrote, “One must be fond of people and trust them if one is not to make a mess of life.”
In Team of Teams, General Stanley McChrystal credits his focus on transforming military culture as key to turning the tide in Iraq. He writes that “the role of the leader was no more that of controlling puppet master, but of an empathetic crafter of culture.”
In 1904, the great sociologist Max Weber visited the United States. As Moises Naim describes in The End of Power, travelling around the vast country for three months, he believed that it represented “the last time in the long-lasting history of mankind that so favourable conditions for a free and grand development will exist.”
The lean startup movement was developed to address an issue that bedevilled many entrepreneurs: how to introduce something new without blowing all your capital and time on the wrong offering. The premise is that someone has a vision for a new thing, and needs to iteratively test that vision (“fail fast”) to find product-market fit. It’s been a success as an innovation theory, and has penetrated the corporate world as well.
Some folks are generous. Some of these generous folks think of me as thought leader in the Customer space. As a result when other folks are doing research in customer-centricity, customer strategy, customer experience they are told to reach out and ask me questions. Such questioning took place recently on the subject matter of customer-centricity.