Anticipate: The Art of Leading by Looking Ahead by Rob-Jan de Jong
A vision is future-oriented. That probably sounds quite self-evident. Yet there is quite a bit more to this obvious observation. Since it is about the future, which is intrinsically uncertain, it is predominantly a product of imagination. You might have some beliefs, hunches, and past patterns to support your ideas, but it remains an opinion that cannot be backed up with factual experiences, research, and other quantifiable data. That simple reality already explains why people find it so difficult to imaginatively look ahead, since we have mostly evolved in a business reality where facts and figures are deemed very important. So unlocking your imagination is an important aspect of developing your ability to anticipate (pages 15-16).
Avoid letting food become an area of struggle over who has power. Food is an area where kids assert power when they don’t have power in other parts of their lives, and most young children don’t wield all that much power (other than the occasional public temper tantrum when parents may be willing to concede to any demands to get this to stop). Letting your children have choices at the table and in other areas of their lives will make food less charged. For example, if your child refuses to eat a particular meal, it’s best to stay calm and not send her away from the table. You might offer her an alternative, such as cereal with milk, a bowl of yogurt, or a peanut butter and jelly sandwich—choices, yes, but nothing too exciting, and nothing that makes too much extra work for you (page 33).
How does your organization create an effective loyalty program—one that goes beyond punch cards and point accumulations? The thing to remember is that you need to keep your current customers cradled in your loving arms as much as humanly possible. Let’s face it. We’re all navigating choppy waters when it comes to customer acquisition. It’s more expensive than ever before, and that’s one of the major reasons we are finally seeing organizations turn the tide to focus on what matters most—retaining their current customers. A customer loyalty program isn’t the only factor in the equation when it comes to increasing customer loyalty; it’s simply a small dab of glue in the big scheme of things. Organizations are under immense pressure to bring current customers back more often, and that’s really what this book is about. But the solution comes from an organizationwide shift and understanding that business has changed; things aren’t the way they used to be (page 137).
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