1. You can’t be good at everything. There are tradeoffs in every great service offering. Take the Mayo Clinic. Mayo excels by giving its patients what they want most: immediate access, often same-day access, to world-class care. Ah, but there’s a catch. In exchange for access, patients are asked to give up control over which physician they see. Mayo’s customers are happy to make this deal because they value access much more highly than control. That’s the essence of this truth. Excellence requires underperforming on the dimensions your customers value least so that you can overperform on the dimensions your customers value most. It requires the willingness to be bad in the service of great.

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