Stop Trying to Be All Things to All People

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Viking Cruises consistently ranks as the world’s top cruise line—a remarkable achievement in an industry teeming with choices. What sets Viking apart, however, isn’t just what they offer; it’s what they deliberately choose not to offer. In a market where many companies strive to be all things to all people, Viking has thrived by doing the opposite. They know precisely who they are and, more importantly, who they are not.

Viking Cruises isn’t for everyone. If you’re under 18, you won’t be allowed to board. If you’re looking to gamble, smoke, attend lavish formal dinners, or sip umbrella drinks by the pool, Viking isn’t your cruise. And if you’re hunting for a bargain, look elsewhere—Viking’s cruises come with a price that reflects their value.

So, how does a company that excludes so many potential customers still manage to be the #1 cruise line in the world? The answer lies in their strategic clarity. Viking isn’t just great because of what they do; they’re great because of what they don’t do.

It’s not about being high-end and exclusive. Southwest Airlines, for example, is the most profitable airline and one of the most successful American companies to invest in over a 47-year stretch. They achieved this by knowing who they were and who they were not, as I discuss in my book The Culture System, chapter 20: "You Can't Be for Everyone."

Viking’s success is rooted in a deep understanding of their target market: mature, curious couples with disposable income and a passion for travel. These travelers value history, culture, and immersive experiences over flashy onboard entertainment. Viking’s river-cruise style, with its destination-intensive itineraries, inclusive pricing, and serene environment, is tailored to these specific desires. By eschewing the distractions that define mainstream cruises, Viking has crafted an experience that resonates deeply with their audience.

Viking’s founder, Torstein Hagen, has long emphasized the importance of focus. “Don’t try to be everything to everyone,” he advises, and Viking’s offerings reflect this mantra. By clearly defining who they are not—a cruise line for families, bargain hunters, or luxury-seekers—they’ve cultivated a loyal customer base that appreciates the unique experience they provide.

Organizational Self-Discovery

Recently, in an interview with Shaka Smart, Head Coach of Marquette Basketball, on my podcast Coaching Culture, he shared how he frequently reflects on two pivotal questions: Who am I? and Who am I not? Interestingly, in a recent interview with the world’s leading performance psychologist, Dr. Michael Gervais (episodes coming in October), he emphasized that the journey to mastery starts with self-discovery and poses similar questions for leaders. Like Southwest Airlines and Viking Cruises, Shaka Smart and Michael Gervais both recognize that high performance begins with a deep understanding of who you are and who you are not.

In my work as a consultant and facilitator with organizations, athletic departments, and teams, the first step we take is identifying their core purpose—their mission, vision, and values. We ask fundamental questions: Why do you exist? What’s your greatest aspiration? What’s most important to you? What do you want to be known for? Through this self-discovery process, a clearer team or organizational identity begins to take shape. Yet, no question is as challenging or as illuminating as: Who are you not?

Answering this question can be intimidating because it forces you to confront the possibility of missing out. We often fear that by being exclusive, we might lose out on talented players, valuable employees, or potential donors. However, as Viking Cruises, Southwest Airlines, and Shaka Smart have shown, success doesn’t come from trying to please everyone. It comes from knowing exactly who you’re trying to serve and staying true to that vision.

Viking Cruises chose not to cater to travelers seeking onboard entertainment that would keep them on the ship all day. Instead, they crafted an experience perfectly suited to those who want to explore and learn. Southwest chose not to cater to the high-end traveler who wants first-class amenities. Shaka Smart has chosen not to recruit athletes who don’t prioritize relationships. Each of these decisions meant potentially missing out on certain customers or players. Yet, it’s precisely these decisions that have set them apart.

This strategy is a powerful reminder for any organization or team. It’s tempting to try to cater to everyone, but doing so often leads to mediocrity. Viking Cruises, Southwest Airlines, and Shaka Smart demonstrate that by knowing exactly who you are—and just as importantly, who you’re not—you can create a focused, compelling offering that resonates deeply with your target audience.

So, when you think of yourself as a leader, ask: Who are you not? When you think of the team or organization you lead, ask: Who are we not? Answering these questions will provide the final step of clarity, guiding you to greater focus and, ultimately, greater success.

- JP Nerbun