Success impulse: Which fields do you occupy?
Elon Musk does it, Steve Jobs did it too: With their statements, they occupy clear fields in the public perception as opinion leaders. But you can also occupy fields in all possible areas of leadership.
Elon Musk is driving public perception and an entire industry forward. His latest announcement is about revolutionizing the entire car production process by making the car body consist of only four parts instead of 80. That would cut costs massively. Now, with Musk's announcements, the question is always what will be implemented at all and by when. But that's not the point.
Which fields Elon Musk and Steve Jobs occupy
People like Elon Musk do not usually make concrete promises with their statements, but create and occupy fields of opinion in the public perception - and the opinion of experts. The consequence: as soon as such ideas eventually become reality, these realities are directly linked to the person who occupied the field. As a result, reputation usually rises dramatically - with a direct impact on market leadership. Another expert in this was Steve Jobs: who do you associate with the pioneer of smartphones, mobile music enjoyment, emotional computing and more? Sure, Steve Jobs. Why? Because he occupied the fields.
Three fields you should occupy
This occupation of fields requires above all courage, the ability to find supporters, and a strong focus on visible actions. Not everyone can or wants to do this, because it naturally also involves risks. What can you do with this as a leader? Well, outstanding leaders use the strategy of occupying fields in all kinds of leadership. If you can master this, it will massively increase your influence. Here are three fields you should definitely fill:
- Vision. If you follow me regularly, you may not be able to hear it anymore, and yet, if you don't make it clear where you want the journey to go (even if that carries risks), you just don't occupy fields. The result: activities scatter across everything possible and are reactive rather than proactive. It's a simple fact: those with the most influence almost always have the biggest visions.
- Uniqueness. By this I mean what makes your team, your company or your products stand out in such a way that everyone immediately associates it with you. I'm always amazed at the difficulties people have in answering the question of what makes them, their team or their products stand out. What are you or your company distinctively perceived for?
- Identity. Here, too, you should fill fields: What exactly do you stand for? What are your demands? What will you never accept? Most people in companies cannot answer these questions consistently. What does your company stand for, and in an outstanding sense?
Rise from the mediocrity
These points are important because they move you from mediocrity into the league of the truly outstanding - with lasting consequences for growth and profit. You define yourself as the benchmark for everything that is yet to come. Bill Gates did it that way, as did Steve Jobs and now Elon Musk. But don't worry: the fields you occupy don't have to be quite so big.
To the author:
Volkmar Völzke is a success maximizer. Book author. Consultant. Coach. Speaker. www.volkmarvoelzke.ch
