For many organizations, March marks the last month of the first quarter, and for all organizations it is an opportunity to reflect on what has truly worked well for the business. Considerations of these wins include successful execution of projects, implementation of services/bids, increase in sales, and marketing/brand recognition. As we consider what led to any organizational wins, during the month of March, we may chuckle that the win was due to our lucky charms; and consider our pink hearts, blue moons, green clovers, or some other wonder that supports success.
Don’t be surprised that many leaders leverage a lucky charm to support their confidence in closing a deal, addressing a client’s need, or leveraging their brand to support driving leads. According to Fast Company magazine[i], many leaders leverage lucky charms to support/enable business success.
For example, CEO Travis Grillo of Grillo’s Pickles, in looking for a win with large companies like Whole Foods, would show up for a big meeting in a 10-year-old jersey. The garment was custom-made after he began selling pickles from a street cart. “Being in Boston and the Celtics being so close to where I was selling, I decided to make a pickle jersey that kind of looked like the Celtics,” he says. Now, it’s a good marketing-good luck charm. The company was set to make a profit of over 25 million dollars.
Kristin Marquet, founder and creative director of a New York City business consulting firm, found a Louis Vuitton wallet and began to use it as part of her work wardrobe accessory. “I realized that the wallet held some sort of luck after I started using it as part of my work wardrobe,” she says. The habit took shape after having a successful pitch for a large clothing company.
While these are examples of charms that support confidence, pride, and recognition, it is important that these lucky charms are not the sole factor for success. The overarching factor of luck in the workplace is understanding your competitive edge — your talent.
Understanding the organization’s competitive edge and how to execute is very important for success. As an organization, you often discuss with your team what sets you apart from other organizations providing similar services. That’s your competitive edge.
There are several factors that determine a competitive edge. Dave Ulrich, a professor and author, described human resources as a competitive edge. He stated when human resources are a critical component of one’s organization strategy, the organization becomes much more competitive. Further, he noted that at the core of an organization’s competitive edge is understanding your talent, the competencies of your talent, and employees’ level of commitment.
I submit to you that a key competitive edge for your business is a strong talent pool which is supported by an engaging culture. Fair treatment of employees, constant communication with transparency in an encouraging manner, competitive pay, and consideration of diversity, equity, inclusion and belonging make for a strong team. A strong team working in an engaging and inclusive environment will support the organization, welcome new members as you grow, and drive results.
Remember, there are several charms out there that help your team be successful. However, understanding your competitive edge — and acting on it — is the greatest lucky charm for your business. Good luck for the remainder of 2024!
[i] https://www.fastcompany.com/90347652/6-business-leaders-on-their-favorite-lucky-charms-and-rituals
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