Feminine Leadership Paradigm #3: Profit vs. Service Motive
With a purely profit motive, what occurs to you to do is entirely different than if your focus is on how to provide the highest service and the highest value possible to your customers and to the people that are in your world.
This is the third paradigm shift in feminine leadership
The more committed you are to your customer’s winning than you are to what you’re doing (or what your competitors are doing), the more your business will grow. The power of a word-of-mouth campaign on what you do and your ability to get in front of the right people moves accordingly.
“Seek to provide value instead of focusing on profits.
When you’re providing value, money will take care of itself.”
One of the things that I am seeing in the coaching industry is the concept of moving the free line, which means providing customers with high quality content without the commitment of an exchange of value – to give away some of our best stuff and work with people pro bono and provide a lot of value without expectation.
Instead of having that feeling of “Oh no, no, no. I can’t give away this. This is some of my best stuff,” we try to give that away to create a relationship and a sense of service and as we’re doing that, more and more people want to work with us. There’s an incredible benefit to doing that.
There’s something really profound to me about that as an idea and that as the driving force of a new business model. It occurred to me that if you have that as a motive and everyone in your sphere is having incredible success, that’s the kind of person that people will want to work with.
Feminine Leadership is shifting from profit motivated to service focused
Instead of focusing solely on profit as a motive to doing business, concentrate on how you can serve others and experience a shift in how you approach your marketing and how authentic sales conversations become.
When customers trust that your intentions are for them to succeed, they are much more likely to want to work with you.
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