"What do you mean?" is the most common response when I tell people I work with rebels.
I proceed to tell my core belief that being different is more important than being better. But there's more to it than that. What drives this core belief home is that I live it. Perhaps not in gigantic ways, but here are a couple examples:
I refuse to be on Facebook and Instagram.
I don't drink or partake in other substances.
I rarely take calls or meetings in the morning.
I plan on staying a small company for the foreseeable future.
These are stories about who I am as a person that seep into my business as well. Stories like these are strong because they are genuine, I don't have to put on a face to live out the truth I proclaim.
When you build your brand, tell your story. Open up your ugly, the things people will think you are weird for. I guarantee there are people who will not like it, but the flip side is that there will others who appreciate it.
Tell YOUR story. Not the one you think people want to hear.
I was the best man in my cousin's wedding yesterday. I'd spent weeks trying to write a speech for this occasion, but found myself tearing up when I would start writing introductions. The memories I share with my cousin are that powerful.
Needless to say, the attendees of the wedding felt something when I was speaking with plenty of "awws," laughs, and, of course, tears responding to the speech.
Whatever the audience was feeling, the strange thing was that I felt it too. I was reminded of this quote from Robert Frost, "no tears in the writer, no tears in the reader."
Here's the thing:
When coming up with the personality of your brand, its values, mission, and purpose, YOU need to feel something. If you don't, how do you expect anyone else to?
No heart in the founder, no heart in the buyer.
In a cluttered market where people buy on emotion, it's the safest bet you have against becoming a commodity.
Be sure to read pillars one and two before diving into this article:
The problem with most companies, especially startups and small businesses is that they cast wide nets. They can't say certain things because it will offend people, and they have to appeal to everyone that walks through their doors regardless of how anomalous. It's in this fallacy of trying to please everyone that rebels gain the upper hand. Rebels are honest, so they know that even if they wanted to, they cannot help out everyone. It's physically impossible. Diving deeper, rebels have the confidence to stand firm and say, "I know that I cannot help everyone, but that's ok because I can help someone."
This gives rebels the opportunity to narrow their focus on a specific group of people with a specific problem. Everything else is a distraction to the mission at hand. You see, to rebels, it is better to have 100 true fans who cannot live without their services, than to have 10,000 fair weather fans that will leave them at the drop of a hat. Focusing on a specific group of people creates a virtuous cycle of respect and care for both the business and the people it seeks to serve. One that can only be achieved by having the courage to say, "this is not for everyone, but it is for someone who believes and needs this."
Rebels are honest.
Rebels are confident.
Rebels are focused.