Confidence or Arrogance . . . Discerning the Critical Difference
When an organisation’s frontline personnel blur the distinction between confidence and arrogance, the result can be lethal for the specific piece of business in question.
But when an enterprise’s C-suite fails to discern the distinction in their communications – most especially their market or other stakeholder-facing communications – it can go very badly for both the brand and the organisation as a whole.
First and foremost, at the C-suite or directorial level, the indirect vibe that’s at risk of being conveyed, is one of either obliviousness to the stakeholder group in question, or bull-headed dismissiveness.
But it doesn’t stop there. Your example is almost certainly likely to be radiating not only outwards but downwards.
Don’t Be A Role Model for the Wrong Attitude
Many individuals in the middle rungs emulate the persona of their C-suite leader.
If you emanate arrogance, you actively encourage a very counterproductive modus operandi in your people.
By way of example, at the level of the individual operative, an arrogant attitude or persona projects any or all of the following messages to a prospect or client/customer:
“We know what you want/need already. We have little need to spend a lot of time listening to you or drilling deeply into your problems or issues (and we possibly don’t know how to). We’ve dealt with lots of organisations just like yours. It goes without saying that our product/service is the superior option. I’ll certainly be happy to elaborate on all the reasons why – but really . . . you should already know!
“And further, Mr/Ms Prospect/Client, it is unlikely we will ever have a conversation in which we are/I am willing to demonstrate sufficient humility to disclose the fact that there’s anything we/I don’t already know.”
Arrogance Kills Listening Skills
Where there is no listening, there is no learning. And where there is no learning, there is no means of determining the most meaningful way to differentiate your offering for the client or customer in question. And that applies to a degree to the marketplace, or your client hase, as a whole.
Without meaningful differentiation, you are a commodity. When you are a commodity, you compete on little else but price.
In short, an arrogant attitude exacts a toll – whether recognised or not – in many and varied aspects of the organisation, its operations and its marketplace / client base.
