The downside of not being authentically customer-centric is not just about your customers being at risk, it’s about the inability of your leaders to adjust quickly and completely enough to stormy market conditions. Leaders convince themselves their team is good enough and settle, instead of taking the hard step of looking in the mirror for opportunities to become great.
Every human being operates to their strengths and leadership teams are no different. Unfortunately, the vast majority of leadership teams are out of balance, strong in some areas, weak in others. This lack of balance creates isolated pockets of agility that allow complacent CEOs to feel like they have it covered. Good enough is good enough.
For curious CEOs, understanding their leadership team’s lack of balance creates an enormous opportunity to turn small adjustments into big gains. Becoming more authentically customer-centric means the organization gets better at (1) preventing customer accounts from shrinking, (2) expanding accounts with growth potential, (3) improving margins and (4) adding new customers faster, at a lower cost of sale
If you’re curious about the balance of your leadership team and you value data, you may want to calculate your team’s Growth Multiplier Index (GMI). A metric based upon the science of your team’s performance mindset (not personality), and their most addressable strengths, weaknesses, opportunities and threats.