CHAPTER ELEVENREPOSITIONING BEGINS AND ENDS WITH THE CEO
Since we wrote about leadership in the previous chapter, let’s talk about the leader’s involvement.
In one of our many strategic meetings at one of America’s largest companies, a young lady presented me with what we consider one of the most important pieces of advice I have ever received about positioning.
At the end of a presentation, she came over and offered congratulations on what she thought was an excellent piece of thinking.
But then she startled me by saying that we would never sell any of our repositioning ideas. When I asked why, she replied with a simple but brilliant observation: “You’ll never have the right people in the room.”
She went on to explain that the top people don’t ...
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