book.chapter Importance of enchantment

Creating the greatest mousetrap does not guarantee immediate recognition or success. This is because everyone is preoccupied with their own affairs, and the more innovative your product is, the harder it may be to get people to embrace it. This is due to the fact that it differs radically from what they are accustomed to. Therefore, rather than sitting back and hoping to be discovered, it is crucial to actively enchant people regarding what you offer. Enchantment involves enthralling people so they convert from skeptics to believers, and then enlisting them in a crusade to spread the word about your product or idea. When you enchant people, your goal should not be solely to make money. Instead, you aim to delight them so much that they will be inclined to follow your suggestions in the future. There are specific situations where you most need enchantment. These include when you have lofty ambitions and are attempting to change the world to make them happen, when people must make major lifestyle changes which is difficult for them, when you want to overcome entrenched habits, when you need people to diverge from the crowd and do something very different, and when you require action despite lack of feedback or results being a long time in coming. In such situations, enchantment helps people persist despite uncertainty. To illustrate the concept of enchantment, consider Apple’s attempts in the 1980s to sell Macintoshes to the business market when IBM PCs were at their peak. Apple was so enamored with its own product that it couldn’t grasp why everyone didn’t share its enthusiasm. However, Apple made little headway until it examined the three key questions corporate customers it hoped to enchant were asking: Why should I consider buying Macintoshes instead of IBM PCs and compatibles? What benefits will Macintoshes provide my company? Is it worth the effort to migrate from IBM PCs and compatibles to Macintoshes? In Apple’s case then, its motivation was selling computers rather than changing the world. It believed switching to Macs would boost productivity and creativity. Although receptive, most corporate IT departments saw Macs as appealing but underpowered compared to IBM clones. Thus, transitioning wasn’t worthwhile given the effort to change corporate buying policies. Apple had to take a different tack. When aiming to enchant people, be prepared for a marathon. Generating enough enchantment for major change always demands sustained effort. Put yourself in the mindset of those you want to enchant to grasp why change is difficult, then keep applying enchantment relentlessly. For enchantment to work, the other person must benefit too, not just you. Enchantment also requires ethical means toward ethical ends. Before attempting to enchant someone, scrutinize whether you are manipulating them for your exclusive advantage, you intend to profit by harming them physically, emotionally, financially, or otherwise, or you are deceiving them regarding what they will receive. An affirmative response to any of these suggests unethical, hence unstable, enchantment. Your efforts might temporarily succeed but you will eventually be exposed as a manipulator rather than an enchanter. Desist from such dark arts and focus enchantment toward ethical outcomes instead. In conclusion, enchantment is a powerful tool for change and innovation, but it must be used wisely and ethically. By understanding the needs and concerns of those you wish to enchant, and by ensuring that your efforts benefit them as well as yourself, you can create lasting and positive change. Whether you are trying to introduce a revolutionary product, change entrenched habits, or inspire people to take action in the face of uncertainty, enchantment can be your ally. However, it requires patience, empathy, and a commitment to ethical principles. Remember, true enchantment is about creating genuine connections and providing real value, not just achieving short-term gains.