THE FANATIC FACTOR: HOW FANATICAL LEADERSHIP CREATES BRAND LOYALTY

Great brands are born from fanatical leaders. Steve Jobs obsessed over design, Herb Kelleher immersed himself in company culture, and Bernie Marcus and Arthur Blank built Home Depot into a retail empire through relentless passion. Their secret? Leaders must embody the mission so completely that it seeps into every word, action, and interaction. When leaders live and breathe their brand, they inspire teams, create loyal customers, and turn companies into movements.

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 on airplanes. On other days, he’d stand at the entrance to the plane, welcome each passenger, and hand them a bottle of Smirnoff as they boarded. (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 store, but one that would rival all others. It needed to be massive, carry almost everything you’d need for a home project, and employ people who were knowledgeable about what they sold. To make them easy to identify, they wore orange aprons.

When Bernie and Arthur opened a Home Depot in a new town, they’d send a black wreath to the local hardware store, signaling that its time was limited. They were obsessed—fanatical—about the company. To this day, Home Depot remains the number one hardware store 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.

So 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 allow it to 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 and hope, and when done, you tie the solution back to advancing the mission.

When you open your mouth, news about the company should roll off 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.

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, you’re missing an opportunity for your customers to take root and remain loyal to the brand.

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

Create a culture that is almost cult-like.

Baptize the team in the mission, vision, and values. Preach them daily. Be the living example of what you want.

They’ll follow—and together, you’ll create a company that customers want to be part of.

Be the fanatic, and you’ll create fans. Fanatical leadership is the spark that creates brand loyalty and transforms companies into movements.

Intersecting life, luxury, and leadership,

CHRIS ADAMS

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