“Yo quiero Taco Bell.” Remember the Chihuahua? That dog had an all-knowing, world-wise, revolutionary approach to evangelizing heavily-processed meat-like products? Remember how, as a nation, we increased our Spanglish proficiency almost overnight? People who had previously spent their lives unaware of Chihuahuas suddenly had a dusty, bobble-headed mini-puppy nodding away in the back window of their cars?

Did you know why this campaign, which initially boosted sales, was ultimately dropped? Taco Bell experienced a record setting drop in sales. Their CEO was actually fired. This wildly popular campaign, which worked its way into our nation’s pop culture, didn’t ultimately do what it was supposed to do. It didn’t increase revenue.

Interesting side note: Chihuahua pet ownership markedly increased during this time. Taco Bell rocketed the humble Chihuahua into the top 10 list of American dogs!

Unintended consequences. Wrong results.

The Critical Importance of a Clear Purpose

An air force friend of mine was commenting on the choices of another air force friend, “He’s all thrust and no vector.” This friend had enormous passion, charisma and drive. He just didn’t know where he was heading.

The highest performing organizations I work with do an excellent job at three things:

• They know what they are trying to accomplish.
• They measure progress towards that accomplishment.
• They adjust their activities accordingly.

In marketing, it doesn’t matter if everyone knows what you’re selling if they aren’t buying it. The only result that matters is your ability to improve top-line revenue. Taco Bell missed that metric.

The Difference Between Those Who “Taste the Fruit of Success” and Those Who Dream About It

My best clients, the ones who are leaders in their industries (for-profit, non-profit, faith-based), are both honest about, and highly attuned to, the results they want to accomplish. They’ve spent time making sure that what they do, who they hire, how they communicate, and how they are structured contributes to those results. There is alignment in purpose and in practice.

Clients who struggle to gain traction also tend to stay vague, or indecisive, about what they want to accomplish. They resist conversations about how results will be measured or pursued. They tend to hope that good intent will produce good results.

Hope is a Poor Strategy

Some organizations and leaders resist the idea of being result-focused. This is patently ridiculous. What is the point of running an organization, any organization, if you aren’t trying to accomplish something? Even a social club has goals. It doesn’t matter if you’re selling shoes, building houses, addressing the needs of the homeless, leading a church, or serving on a board. The entire reason you’re there, and the reason the organization exists, is to accomplish something.

What is it that you’re trying to accomplish?

What is needed in order to accomplish it?

How do you measure success?

To what degree does moving closer to your goals, your mission, your purpose, your calling, define your strategies? Your priorities?

There is no organization that exists that has no goal; not for long, anyway. Many are uncomfortable admitting their goal. For example, consider the non-profit which isn’t moving the needle forward towards curing cancer or helping at-risk youth; but is rocking at raising funds, expanding activities and maintaining staff positions. These non-profits will be clear in their self-preservation and validation goals, even if worded differently.

I’m not writing for them. I’m writing for the business owner who cares about more than just creating wealth; but also, cares about creating a place for growth and personal development for employees. I’m writing for the non-profit executive who genuinely wants to create lasting change in his community. I’m writing for the church leader who deeply cares about serving the needs of the congregation and surrounding community.

If this describes you:

• Become crystal clear regarding what you’re trying to accomplish.
• Measure it.
• Lead towards it.

Then, you’ll gain traction. You’ll start pulling forward and your work, and the work of the people you lead, will start to make a real difference.