The Fanatic Factor: How Leaders Create Brand Loyalty

The founder of Apple, Steve Jobs, was obsessed with design. So much so, he went to Macy’s to find inspiration. He was fanatical about the look, feel and functionality of the computer and phone.

Herb Kelleher, famed founder of Southwest Airlines, was immersed in the culture of the company. He’d show up on Thanksgiving Day and help load bags in airplanes. On other days, he’d stand at the entrance to the plane and welcome each passenger and hand them a bottle of Smirnoff as they boarded the plane. (Times have changed, haven’t they?). Kelleher knew he needed fans of the airline, so he was fanatical about the organization.

Bernie Marcus and Arthur Blank wanted to start a hardware store. Not just any hardware store, but one that would rival all others. It needed to be massive; carry almost everything you’d need for a home project and the people who worked needed to be knowledgeable in what they sold. To help you identify the people with the answers, they had them wear orange aprons. When Bernie and Arthur would open a Home Depot in a new town, they’d send a black wreath to the local hardware store just to let them know their time was limited. They were obsessed, fanatical, about the company and to this day, Home Depot remains the number one hardware store if ranked by revenue.

All of these founders knew a secret.

Leaders must be fanatical about the brand if they want to create fans of the brand.

How does a leader show up fanatical?

The mission of the organization needs to bleed from your pores. You need to say it in team meetings; let it guide you and be the very purpose for the company’s existence.

When you walk the halls of the organization, you’re smiling, excited and speaking of the future that can be created.

Problems are addressed with candor filled with ope and when done, you speak to how the solution will help advance the organization.

When you open your mouth, some news about the company should roll of your tongue. Your excitement and passion should be felt by those listening. So much so, that they’re tempted to join you in your quest of the company’s mission.

If you don’t love the organization, the people who work there and what is produced, then neither will your customers.

If you don’t tell the story of the how and why of the company, then you’re missing an opportunity for your customers to have roots and remain loyal to the brand.

You want customers to be fans of the brand? Then be fanatical about it.

You must create a culture that is almost cult-like.

Baptize the team in the mission, vision and values you expect. Preach them daily. Be the living example of what you want. They’ll follow and create a company that customers will want to do business with.

Be the fanatic and you’ll create fans.

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Intersecting life, luxury, and leadership,

Chris Adams

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