Roy's Blog: November 2012

November 28, 2012

What happens when you create unbelievable memories for people?

Petra, Jordan.

Nasr, our tour guide, who took us through breathtaking Petra had it right. And it was so natural for him to say it. And to do it.

He was able to turn a tour of Petra, one of the 7 Wonders of the World (given the honor in 2007) into an experience my wife and I will never forget. And one that we will likely talk about for many years to come.

His concluding comments to us came from his heart: “My job as a guide is to create memories”.

He went on to ask :“Please tell your friends about my country”.

And that’s what I’m doing.

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Can you imaging if every one of YOUR “customer contact employees” saw THEIR job to create memories for your customers?

Do you think it would lift your business to new levels? Do you think it would deepen customer loyalty to you?

In Nasr’s case, he personally understood that unless he was successful creating memories, people wouldn’t visit his country.

And he desperately wants people to see the country he loves so much (it was refreshing to hear him speak of Jordan in emotional loving terms).

The problem is that employees in our businesses don’t have the same compelling driver or sense of urgency to create memories for customers. They don’t understand it’s critical strategic importance to organizational success and survival.

And it’s not their fault.

It’s a failure of leadership.

You get what you ask for. You get what you pay for.

Ask for memories to be created by your people. Make it a critical element of their performance plan. Pay them for it.

Hire people who innately know how to do it, because not everyone can. And don’t rely on training to teach people to do it. Memory creators are more often than not, born with the gift.

We need a Nasr to lead our organizations out of the common, boring, invisible, unremarkable, unimaginative, stale herd.

We need many of them.

PS. If you have a chance to visit Jordan, do it. It’s safe and full of charming people.

There Nasr, it worked.

Cheers,
Roy

Check out my BE DiFFERENT or be dead Book Series

  • Posted 11.28.12 at 09:14 am by Roy Osing
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November 26, 2012

What happens when leaders are watched?

People in an organization watch the leader. Observe what they do. Emulate what they see. If the leader does it, it must be important.

The leader needs a strategy for how they manage their time to ensure that the RIGHT message gets communicated to their “watchers”.

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Here’s a 5-day calendar planner for the leader who wants to build an organization that stands out from the competition.

Monday - Meet with 1 fan. A customer who has been loyal to you over the years. Find out how they perceive the VALUE you provide. Test your ONLY Statement.

Tuesday - Hold a Bear Pit session with one of your frontline teams. Ask them what gets in the way of their ability to provide DAZZLING service. How can you help make their job easier? What’s working and what’s not?

Wednesday - Hold your Strategy Hawk meeting with the key people responsible for the implementation of your Strategic Game Plan.
Focus on what issues are preventing fast execution of your plan. Set an action plan in place to get back on track.

Thursday - Review your serving customers results. Where are you ahead of plan. Behind? Who are your serving heroes? Honor them.

Friday - Personally coach one high potential employee. Spend 1 hour with her. Listen. Take notes. Ask questions. Give advice. Remember.

In your wanderings throughout the organization, ask to see the weekly planner of others to see how THEY are spending their time.

Look for actions that reflect what YOU are doing. Hold them accountable to do the same things YOU are.

Cheers,
Roy

Check out my BE DiFFERENT or be dead Book Series

  • Posted 11.26.12 at 10:45 am by Roy Osing
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November 5, 2012

What important thing do great leaders micromanage?

Leaders MUST micromanage!

I know, Leaders are supposed to set the tone and direction for the organization and then let people drive to deliver the results expected. A Leader that micromanages is often scorned and encouraged to “get out of the kitchen” and let the workers do their thing.

There IS, however, one area that not only needs Leadership hands-on involvement, it DEMANDS it if success is the end game.

The customer moment: that special instant when your most precious asset “touches” your organization. The moment of truth when things will either go brilliantly well or horribly wrong. The moment when, based on the outcome, your customer will decide to either continue doing business with you OR leave you and scream how terrible you are to their friends.

THIS moment requires an active deep-dive by the leader to ensure that the customer is DAZZLED, SMITTEN, WOW’D, BLOWN AWAY, LEFT BREATHLESS.

THIS moment requires the leader’s fingerprints.

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Here are 11 things Leaders should do to micromanage the customer moment:

1. Tell your organization what you are up to and why it is so critically important to have BLAZING moments with your customers. Make sure everyone understands why you are “getting into the engine room” and getting your hands dirty. Its not a trust issue; its a strategic one.

2. Declare what you expect every moment to “look like”. The key behaviors you expect.

3. Monitor moments. Open up your calendar to get to the frontline and witness how moments are being handled.

4. Provide real time feedback and coaching to your people engaging with moments.

5. Show ‘me how it’s done. Take some moments yourself and paint your folks a picture of what you expect a moment to be for the customer.

6. Catch them doing the right thing. Praise someone who has just handles a moment brilliantly. Recognize them to their peers.

7. Take notes of the things that get in the way of people being able to deliver DAZZLING moments. Rules, procedures and policies that are barriers to WOW. Be the champion who goes back inside the organization and removes the GGunge that prevents the frontline from doing what they have to do to achieve the right moment outcome.

8. Have fun. It you are seen to be enjoying the moment, they will too.

9. Be spontaneous. Show up unannounced. Leave your entourage behind. Make it about you, your folks and the moment.

10. Stream your experience to the rest of the organization. Publish what you learn in “Roy’s moments” for all to see and learn from.

11. Be consistent. Don’t let the flame diminish. Keep your fingerprint on the moment. If you let it wane in your personal priority list others will see, and conclude that the moment is simply another “flavor-of-the-month”.

Leaders: take personal ownership of the activities in your organization that are critical in delivering your strategic game plan.

Do NOT delegate the stuff that will either make you win or lose. A customer moment is in this bag of stuff.

It begs for your attention.

Cheers,
Roy

Check out my BE DiFFERENT or be dead Book Series

  • Posted 11.5.12 at 10:52 am by Roy Osing
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