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Why Do Some Have Unprecedented Success?


Understand this Principle

Or the even better question: how can YOU achieve greater success in your enterprise?

A: Look for and attract those people who believe what you believe.

If you start out with clearly defined reasons for doing what you do, you will attract a core group of people who are in alignment with you. That means the spread of your product, network, mission or service will happen smoothly, effectively and quickly and be an inspiration to others because there is an allignment of your beliefs, mission, reason for your business.

YOU must know why you do what you do – and it must not be an intellectual reason. To motivate yourself and to attract others, this belief in why you do what you do has to emerge from your inner being – and become part of what is most important to you.

People follow those who lead with passion, intent, and a belief in what they are doing. They do not follow for the leader per se but for the feeling the alignment in belief / mission / passion gives them. Bringing new ideas to people in this way is what allows them to incorporate these ideas into their own belief system and make changes in their life.

To repeat: people follow you for their own reasons, for the alignment of their beliefs with yours. So – you might be saying, why is it important to attract people who believe what you believe? Why can’t  you just attract people who need what you have? This is a key distinction between those businesses that have unprecedented success, and all the others that struggle from day to day. One is enrollment – the other is selling.

Feelings: This is what attracts them to you; what inspires them to invest their blood, sweat and tears; and it builds loyalty and trust. If you are in business or wanting to get some project off the ground – keep this in mind. Build your belief!

Are you creating the unifying power of a clear and specific reason as to why you are doing what you do – and sharing that clearly, enthusiastically, energetically and proudly, with others?

Law of Diffusion of Innovation

Understand the law of diffusion of innovation.

Let me explain this principle, as laid out by Rogers in 1950. The diffusion of innovation theory seeks to explain the spread of new ideas. Rogers believed that individuals progress through 5 stages: awareness, persuasion, decision, implementation, and adoption.

If the innovation is adopted, it spreads via various communication channels, however he pointed out that during this process of communicating, the idea is rarely evaluated from a scientific standpoint. Rather, subjective perceptions of the innovation influence ‘diffusion’. In other words their feelings about an idea is what influences people to grab hold of it and gives them the ability to pass it to others.

Talking about the features, benefits, facts and figures of something doesn’t drive our behaviour, so isn’t the initial ‘mover’ of change. However  when we communicate ‘from the inside’, from the emotive part of our brain, we communicate directly with the other persons feelings, and this is what controls their behaviour and their ability to ‘change a habit’.

It’s only then that we use the rational part of our brain to back up our feelings … so its only then that the facts and figures get connected with our core beliefs. This is what The process occurs over time, and the more people who ‘get it’ (understand the reasons ‘why’ it’s a good idea) the easier it is for others to pick up on it.

The diffusion of innovations. With successive groups of consumers adopting any new technology (shown in blue), its market share (yellow) will eventually reach the tipping point where it will become acceptable to the early majority.

Innovators 2.5% – These are the ground-breakers, the risk-takers, the creative thinkers and entrepreneurs whom by nature are designed to change the world.

Early Adopters 13.5% – In this category are the individuals that believe in the product, in the cause, in the work you do. These are the ones that buy the story out of an emotional decision – an inner drive to identify oneself with something of similar value and purpose.

The Chasm – Between the Early Adopters and the Early Majority exists The Chasm, the tipping point before a product is accepted by the mass market (68%, Early and Late Majority). When looking at a new business conversion rate, if your figure has not reached the 12-15% mark, your product, service, or mission has not entered the mass market.

Early Majority 34% – These people will not try something until someone else has tried and tested the product. This is a crucial thing for any business owner to understand. To penetrate the mass market you must be leading with the strength of your convictions. Let people know the reasons why you do what you do, it play’s an unheard music that the inovators and early adaptors will be attracted to.

Late Majority 34% – This group will only welcome the idea and product long after the majority acceptance. These are the skeptics, and it doesn’t matter if most of them never get it. They will eventually follow the majority decision, whatever that may be.

Laggards 16% – This final group essentially has no choice but to accept the product. Either tradition or ignorance defines this category.

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