Ordinary. Average. No one wants to be that. But a lot of organizations are. 

Studies show that, in our experiences, what gets prominence in our memories is the high emotional point and/or the low emotional point. 

Think about it.

When you follow a sport, you remember the good games …and… the bad games. 

If you cook, you remember the great dishes and the disasters. 

When you think through your day, you remember what went well and what didn’t. 

Science is right. We don’t remember the middle. We don’t remember the ordinary. 

No one is going out of their way to get ordinary. No one is searching for average. 

Yet, so many organizations actually do things that make them that way.

To grow their market share and customer base, they try to appeal to large masses, but doing that requires average. Why? Because more people like vanilla than pistachio. But while it may grow the audience for a while, ordinary ultimately disappoints and the audience diminishes. 

If that’s not bad enough, average is also easy to copy. Once copies arrive, you’re in a price war, and price wars yield one result, a decrease in value until you are a shell of your former self. Price cuts mean cost cuts which result in quality cuts and service cuts, and, before you know it, bare bones. 

What too many businesses miss is that continuous innovation and improvement (way beyond ordinary) is exciting and grows the audience by itself. When your stalwart fans boast about how you are always better than the last time, it invites new audience members. And those new audience members? They bring new revenue, more new audience members, and so on.

Yet, many, many people and businesses go for ordinary every day. They are suckered by the belief that more audience is more effective than more value. They are lured by the image of their organization being the big kid on the block. They have been brainwashed by more instead of better. It is a disease.

The antidote? It’s right in front of you. 

Make better more important than bigger. Make great delivery a higher priority than more deliveries. Make the value of products more significant than the number of products.

Better, greater, and more valuable may be harder to measure but they will make you extraordinary, and being extraordinary is what yields extraordinary results.

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