Leadership: What Does It Take?
Scott Bahr, who shares his thoughts with us as a guest during an October Trades Lunch Bunch online session, has focused his career on customer-centric innovation and growth. He has successfully led businesses in several industries, growing startups into $250 million-plus market leaders and turning around failing companies, leading teams of more than 1,000 people, operating in over 80 countries, building partnerships and joint ventures – getting the job done. His passion is identifying good business opportunities and turning those raw ideas into great plans to deliver outstanding bottom line results.
Scott is currently CEO of CX Artisans, a group of industry leaders, functional and technology experts. He has served in numerous leadership roles in the timeshare sector including CEO of ResortCom, and vice president of Marriott Vacations Worldwide. Scott has also held leadership roles in a variety of industries including hospitality, healthcare, automotive, food and beverage, and consumer durables. With an MBA from Duke University and more than a decade in executive roles with leading timeshare and hotel brands, he has been a member of the American Resort Development Association (ARDA) since 2005.
When Covid-19 hit, he watched so many around him struggling to get the essentials they needed and decided he wanted to make sure his friends and neighbors can remain safely in their homes. As others were sheltering in their homes, he committed several days each week to leading 1,100 Amazon associates. Together, he and his team ensure that millions of essential orders reach those same friends and neighbors each week.
The Learning Center is grateful to feature Scott who opens up to us about successful leadership traits.
TRADES: As a leader, you have great respect for Ted Talks’ Simon Sinek. His description of how great leaders inspire action by focusing on the “why” seems to be aligned with your vision. Would you tell us about that?
Bahr: My “WHY” centers around the CUSTOMER – how we serve them, what our product/service means to them, how my team cultivates that relationship, and what MIGHT be. I make certain everyone who works for me can at least understand our “why”, and hopefully can embrace it alongside us. In this way, good leaders and teams stay aligned, stay focused, and deliver great results.
TRADES: In light of that, what do terms like “Customer Experience” and “Loyalty” mean to you?
BAHR: The customer journey starts before you ever meet them, the first time they’re ever introduced to your product and brand, whether by social media, advertising, physical placement, or word of mouth. From that moment, every touchpoint a customer has with your brand either reinforces or muddies their perception of your brand. By the time they reach a purchase decision, the typical customer has been engaged by your brand on multiple levels and occasions, often dozens of times.
To maximize their customer loyalty, engagement, and revenue potential, a brand MUST curate the brand experience across the entirety of the customer journey to cohesively deliver an honest, compelling image worthy of their time and money.
If you think you command loyalty and deliver unparalleled customer experience, start with these two simple questions: (1) How many people have our logo tattooed on their bodies? and (2) How many best-selling books have attempted to synthesize HOW we deliver that customer experience? Unless the answer is that tattoos of your logo abound (e.g., Harley Davidson) and the store’s shelves are filled with books focused on your customer experience, you probably have room for improvement.
TRADES: What kind of special consideration goes into being a leader “during times like this?”
BAHR: The key is to understand what your team and your customers need in the current social, economic, and political environment. Focusing on the positive and innovating concrete solutions makes abundant sense. More importantly constant communication, in fact, overcommunication, will position you and your brand as thought leaders who genuinely care about their stakeholders.
TRADES: What would you say are three key components a leader needs?
BAHR: At the top of this list is a vision. The vision sets the tone and the goals that fit your product and/or service. The right data informs your decisions, giving you the insights, you need regarding your customers, the industry, and your operations, allowing you to execute with precision and deliver consistently superior results. And finally, you must have a clear voice, both internally to your team and globally with your customers.
TRADES: What are your current goals?
BAHR: I like helping people build great businesses that deliver products and services that truly matter to their customers. Titles, roles, even industries come second to the satisfaction of responding to the needs of the customer, the “why” of their motivation. I am always looking for the opportunity to help build things that matter in the lives of those we serve.
Georgi Bohrod RRP, principal of GBG, has created and implemented a wealth of tactical marcomm plans including traditional PR, social media, digital marketing and advertising campaigns. Her clients include timeshare developers, travel clubs, architects and service providers.
