Roy's Blog: October 2015
October 26, 2015
There are significant challenges facing innovation in any organization.
People are taught to be cautious and to make “informed” decisions based on thorough and rigorous analysis. As a result the process tends to be long and arduous and faces numerous levels of scrutiny before a decision is finally reached. Paralysis by analysis often sets in and current business momentum is maintained. Nothing changes.
People are taught to avoid making mistakes. They witness how punishment is handed out to their colleagues and decide that risky actions have too much personal downside; they prefer the status quo. Nothing changes.
These powerful forces act against creativity in most organizations; here is my “formula” for letting the innovative juices flow:
1. Creativity = “How do we get there?”
If you know how to get from “A” to “B” the Creative Incentive Quotient – CIQ – is zero. On the other hand, if you have absolutely no idea how to reach your destination the CIQ is high.
Creativity is not spawned by applying analytical tools that draw upon historic performance to predict future results. Trend line thinking stultifies breakthrough action as it merely extends past performance with the expectation that the future will somehow mirror it.
Creativity is driven by declaring a goal without knowing exactly how it will be achieved and doing the hard entrepreneurial work to figure it out. It’s about having the intestinal fortitude to enter uncharted waters, pointing your ship in the general direction you want to go, and navigating – creating – as you go.
Creativity is killed by not wanting to go forward without knowing how the end goal will be achieved. I see people shut down when confronted with the objective of doubling revenue in 24 months because they don’t know how to do it. They stop, say the objective is “unrealistic” and adopt an uninspiring target that they think they can achieve. CIQ = 0. Creative juices don’t flow.
Creative juices flow more when the way to achieve the goal is unclear when you begin.
2. Creativity = “What do we have to do differently?”
Listen to the conversation that pervades most organizations today: “What is best in class doing?” is the driver of most activity. Benchmarking the leader of the pack and copying them absorbs everyone’s time and energy; yet even if you are successful you remain in the pack like everyone else.
Benchmarking is the tool of sameness. It does not get the creative juices flowing, and you won’t separate yourself from the pack. CIQ = low (some juice might flow as improvements are made based on others’ experience). And if you don’t stand-out from the pack, what does your long term future look like?
It goes like this: sameness = mediocrity = invisibility = irrelevance = dying = dead (sooner or later).
To be successful in the long run, CIQ MUST be high; creativity must force you out of the pack and make you relevant and unique.
Creativity is launched by asking these questions: “How can we BE DiFFERENT?”, “How can we BE CoNTRARIAN?”, “How can we go in the OpPOSITE direction to the leader of the pack?”.
The unknown and uniqueness are the drivers of creativity; what’s your CIQ?
- Posted 10.26.15 at 04:28 am by Roy Osing
October 19, 2015
Serious customer service issues arise when a frontline person’s attitude is out of whack with the ambience of the moment.
A cranky server when a beautiful sunset is being experienced magnifies the customer service problem.
Be cranky in the rain and you just might get away with it.
But do it in a touching emotional moment and you’re out there naked with no where to hide.
So all you customer service people who would rather not deal with humans, don’t piss people off when their moment is memorable.
Do it when they’re not that happy either and your performance may not get noticed.
- Posted 10.19.15 at 03:45 am by Roy Osing
October 16, 2015
This is not your typical request.
I am offering my writing services for F.REE!
Currently I am engaged with a number of organizations writing typically online editorial and opinion pieces involving topics that draw on my 33+ year executive leadership business experience and my book series BE DiFFERENT or be dead.
Following are examples of my articles that have been published so far by various media channels.
The Globe and Mail; 18 articles over 1 1/2 years with the focus on leadership and what makes leaders stand-out…
Stand-out leaders don’t choose, they create
Arrogant employee? Try appealing to their heart, not their mind
I lost the top job and I’m better for it
Business in Vancouver; 15 articles over 12 months on general business issues and marketing…
Playing the price cutting game isn’t good marketing, it’s insanity
8 ways to build marketing muscle
Ten Thousand Coffees; 18 articles over 18 months providing career advise to the young professional and Millennial groups…
Six big challenges Millennials face in their careers
I want to change jobs. What should I do first?
How to win as a young professional once you’ve landed a job
10 “get dirty” rules for success
Pipeliner Sales; 5 articles over 6 months on how to improve sales…
Winning sales = focusing on the “critical few”
Stand-out salespeople touch your heart
8 things to do to survive a major competitive shift
I am looking to extend my message reach to other media channels.
My strength is having a rich and deep background with practical and proven experience in doing things differently. My readers seem to appreciate my simple straightforward approach to dealing with organizational issues.
They enjoy my material; it resonates with them.
So what’s in it for you?
I am a “sharer”. I have a considerable social network (over 9000 Twitter followers; 3000 LinkedIn connections) which I use to share all my articles. Your site gets exposure of the value inherent in my content.
If you are interested in a writer who can literally write on ANY organizational topic from a practitioner’s perspective, reach out to me and I will gladly consider it.
But hurry! I have only so much “bandwidth” to go around.
What people say about my work.
- Posted 10.16.15 at 02:51 am by Roy Osing
October 12, 2015
If you are trying to get through a door 25 feet away and there are 25 people in front of you all vying for position; how effective are you at achieving your goal?
If you are trying to calm your mind when you have monkey chatter and thousands of thoughts spinning around your head, can you achieve a meditative state?
If you have a new business strategy you want to implement and there are conflicting messages in the workplace and internal roadblocks facing you will you be able to reach your goal?
Executing anything when there is clutter in your face is virtually impossible.
Effective execution requires that you cleanse the environment of clutter. Clutter that diffuses energy necessary to move ahead.
1. Define 3 or 4 key tactics that must be achieved if you are to make progress on executing your strategy. This is not a grocery list of things that could be done; rather it’s a selection of the critical few things that serve as resource allocation criteria and as beacons of progress.
2. inventory all communications programs in the organization. Examine every piece. Is it clearly aligned with and critical to understanding the strategy and what is needed to play your part? If “yes” keep it; if “no”, it’s clutter so dump it.
3. Inventory all major projects; defer those no longer in line with #1 above.
4. Spend copious time explaining the strategy to your frontline; ask them to identify roadblocks to implementation. DO WHAT THEY SAY!
5. Appoint a “clutter chief”. Hold them accountable for clutter removal. Pay them on the results.
- Posted 10.12.15 at 07:36 am by Roy Osing