Roy's Blog: December 2014

December 28, 2014

#AreYouKiddingMe

Welcome to my new blog series.

I need your customer service horror stories.

The bad, ugly and unbelievable stuff that defines how some organizations treat their customers.

I want it raw, not dressed up.

Exposing the crap and stupidity that goes on just might get organizations thinking about changes they need to make to serve customers better.

So what have they done to you lately?

Contact me and tell me your horrific #CustomerService story.

I will include it in my #AreYouKiddingMe blog series which I intend to publish regularly and shout out over social media.

My story (one of many unfortunately)...

Flight from Maui. I asked for 2 bottles of wine. “No, I can only give you 1 bottle, we are trying to prevent alcohol abuse.”

I ask “If I chug the bottle down right now, and ask for another bottle, will you give it to me?”

Answer “Sure”.

#AreYouKiddingMe

Now it’s your turn.

Give it to me.

Cheers,
Roy

Check out my BE DiFFERENT or be dead Book Series

“Roy’s Rant!” articles you might like…

But you don’t understand
I can’t give you that table because there is no server assigned to it
Sorry booths are reserved for parties of 4 or more

  • Posted 12.28.14 at 02:10 am by Roy Osing
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December 22, 2014

Stand-out leaders don’t choose, they create

How do leaders create a successful future for their organization?

Some would say they assess a number of potential alternatives and select the one that provides the highest net benefit.

Sure in most cases this is what they do, but what I see as the result of such an approach are incremental gains.

Breakthrough performance doesn’t come by choosing among which path to follow.

It comes from creating a future that you and only you own.

Creating a new box to play in. Colouring outside the lines to form art that has your signature alone.

Create don’t choose.

The next time you are asked to choose, don’t. Ask for “the impossible”; the unheard of; the unconventional.

Talk about that.

Debate that.

Do sensitivity analysis on that.

Unless your chosen path broaches the unknown, you’re not doing your job.

Cheers,
Roy

Check out my BE DiFFERENT or be dead Book Series

Other leadership articles you might like…

8 actions you can take to survive a shift
What do you do when your boss has a ‘dumb’ idea?
Gems of leadership from Grandma
Do you flit or do you lead?
8 practices of ‘dog food’ leaders

  • Posted 12.22.14 at 04:35 am by Roy Osing
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December 15, 2014

Run it as an experience not…

What if you didn’t think of your business as:

A restaurant
A bank
A car dealership
A wireless company
A hardware store
A ski resort
A cocktail lounge
An airline
A computer repair company

What if you decided you were in “the experience creation” business and THEN plug in your product or service?

This means that your product would “play” into an experience context. The experience creation process would be architected and then a product or service would be inserted into the mix.

The number one priority would be the experience; products come second.

Back in the day, The Grateful Dead had the objective of creating mind blowing experiences for their fans. Everything they did was aimed at enhancing their fans’ experience. And along the way, they sold (and still sell) millions of records and memorabilia.

Richard Branson created a customer service culture and “applied it” to a number of businesses: music, travel, broadcasting, personal financial services, cosmetics, communications and the list goes on.

It’s a powerful notion. It’s different.

It’s not something the herd does.

Must be something to it…

Cheers,
Roy

  • Posted 12.15.14 at 05:15 am by Roy Osing
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December 8, 2014

A good memory is a competitive advantage

Organizations typically seek strategic advantage through grand plays like establishing operational excellence, creating unique products or services or achieving a low cost position.

Whereas these are important considerations, finding your competitive advantage can be less complicated and can be realized at a much more fundamental level.

It’s about the individual person and what they do every time they “touch” a customer.

Case in point.

We have been vacationing at the Marriott Maui Ocean Club for many years and have grown into solid Marriott fans.

They have us.

Why?

After we checked in:

1. The housekeeper (aka the EVP of brand control), Aree, remembered my wife likes extra hangers. She recognized our name and we stepped into our room with an abundance of hangers in our closet. AND she made a point of mentioning it to us.

2. The bar tender, Charlie, who makes amazing banana bread, remembered we love it and gave us a mini loaf from his cache behind the bar when we showed up for our first (ok second) drink.

2. Nic, the most unbelievable bar server I have ever known, remembers the full repertoire of drinks and light lunches we usually order.

These people didn’t learn this in a training class other than being told that Marriott’s strategy is “... to ensure your stay with us is unforgettable”. They do it naturally.

They want to do it.

A place you consider “home” has a competitive advantage over other choices you have because their employees consistently REMEMBER the little (BIG) things about their loyal fans.

Cheers,
Roy

Check out my BE DiFFERENT or be dead Book Series

Other customer service articles you might like…
What do you do when your boss has a ‘dumb’ idea?
What really blew me away was…
Can your organization take a punch?
Caring is strategic

  • Posted 12.8.14 at 05:01 am by Roy Osing
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