Roy's Blog: December 2015

December 28, 2015

What’s the difference between a good, a great and a stand-out #leader?

Much has been written on leadership and what it takes to be competent in the craft.

Contemporary writing, however, doesn’t differentiate between the various levels of leadership.

Leadership instruction promulgates similar “formulae” to enhance one’s leadership capabilities. It’s pretty basic stuff. And it really doesn’t teach much to someone who wants to take their game to another level.

It’s time we recognize that there are different levels of leadership and enable individuals to understand what it takes to move up from one level to the next.

There are, in my experience, 3 classes of leaders: “good”, “great” and “stand-out”.

The good practice accepted leadership principles satisfactorily; for example, they may be acceptable communicators and they delegate according to the norms. The great excel at performing one or two principles; they may be beyond competent, for example, at creating strategy for their organization. The stand-out, on the other hand, create new principles based on what it will take for their organizations to thrive and survive an uncertain future. They introduce notions like “to be successful we need to do lots of imperfect stuff fast”, and “fail fast”. The stand-out do not accept today’s norms; they create new ones.

The good manage the momentum of their business; the great build momentum and accelerate progress; the stand-out disrupt the momentum of their business to take it in a different direction. The stand-out intervene on themselves; the good and the great are not so inclined.

The good identify best practices to emulate; the great copy best practices fast and furiously; the stand-out don’t copy; they create a unique way forward. They look at best in class as the model to be different from.

The good delegate and hold people accountable; the great delegate and coach people to be the best they can be; the stand-out refuse to delegate tasks that require their own fingerprints. They take personal ownership in such matters as managing the customer moment. They recognize the limits of delegation.

The good communicate the strategy of the organization using all broadcast channels available; the great broadcast and personally engage in face-to-face meetings and Q&A sessions; the stand-out ensure that detailed explanation of the strategy is provided to each function in the organization so people can “see” specifically what they need to do differently.

The good have a generalist brand and are not known for any particular trait. The great have strength typically in strategy development. The stand-out brand centers on serving; asking “How can I help?”

Cheers,
Roy
Check out my BE DiFFERENT or be dead Book Series

Other leadership articles you might like
How to be a stand-out #leader
What #leaders do = what’s important around here
My articles on how to build a #culture that flourishes

  • Posted 12.28.15 at 04:25 am by Roy Osing
  • Permalink

December 21, 2015

It’s up to the customer to teach business about #goodservice

Most businesses these days want their customers to score them on how well they have been “serviced”

In fact some even go to the extent of advising you that you will be receiving a survey to complete and then asking that you give them the best score! This has happened to me several times from various organizations.

Being a contrarian, I don’t conform and they regret asking.

Others think that good ratings are based on INTENT.

Some customer service people expect a good mark simply because their intent was to provide excellent service even though it wasn’t delivered. My web site problem wasn’t solved but the consultant was pleasant and did her best; ergo she expects an excellent rating. My car repair wasn’t done properly but the service person served me in exemplary fashion and expects a good mark.

Again, I disappoint them by rating the service provided to me by the organization as unsatisfactory.

The ONLY way for any individual to get a good mark is to deliver what was promised in a way that delights. Fix the car and provide an amazing experience for the customer while doing it and THEN you get an excellent rating.

Of course the service person says they can’t control what the mechanics do; the web consultant says they aren’t responsible for deciding on what changes are made to the blog posting algorithm.

They are right of course but it’s not my problem!

They need to ensure that the front end intent is delivered by the back end result.

OR, change the front end intent to match the capabilities of the back end; promise what you can deliver.

As a customer, it is our responsibility to teach business about service. Don’t let them off the hook by giving a high rating to a service rep when the organization didn’t deliver what you asked for.

Teach them a lesson.

Rate them poorly; tell them why; hope they can improve.

If they don’t, go elsewhere.

Cheers,
Roy
Check out my BE DiFFERENT or be dead Book Series

Other leadership articles you might like
What really blew me away was…
Have you had a high definition moment lately?
10 stories on business stupidity

  • Posted 12.21.15 at 04:59 am by Roy Osing
  • Permalink

December 16, 2015

4 steps to motivate your team over the holidays

It’s an interesting contradiction.

The holiday season is festive for people who are fortunate to get time off but it’s a bit of a downer for those who are asked to remain at the office.

The challenge for a leader is to turn a downer attitude into a “fun” time for people and a productive period of time for the organization.


Try these 4 tactics:

1. Plan for it. You have 11 months to consider your options and create a strategy to avoid a motivational and productivity crash. Make it a December plan to enhance your chances for success; a 2-week plan musters little momentum and almost zero effectiveness.

2. Make your motivation plan strategic. It’s not party time; the challenge is to capture the energy of the holiday season and channel it to maintain the organization’s performance through to year-end. Many companies plan for a soft December; don’t be one of them.

3. Select one or two elements of your strategy to focus on during the month. In the face of an energy meltdown asking for too much will fall on deaf ears; motivate no one and could actually reduce performance. Think about attacking when the competition may be “sleeping”. A win-in back campaign targeting high value customers you lost to the competition might excite people to go to battle.

4. Support your 31-day plan with special employee incentives. Apply it over and above any annual plan you may have. Design it in the image of the festive season. For example, you might want to designate the incentive pool that is earned for the month to a charity that embodies the spirit of the holidays. Hold some type of contest and give employee recognition.

My December “Dumb Rules” contest to identify internal policies that annoyed customers was always a hit!

Cheers and Merry Christmas,
Roy
Check out my BE DiFFERENT or be dead Book Series

Other articles you might like
5 reasons why I don’t listen when you speak
Decisions, decisions ... the 5 most critical for a leader
A contrarian approach to time management

  • Posted 12.16.15 at 03:15 am by Roy Osing
  • Permalink

December 14, 2015

A person’s strengths say nothing about being a #GreatLeader

They address the lowest level requirements of the leadership job.

Without the basics you have ZERO chance to lead; with them you’re guaranteed nothing and will likely be like every other leader out there.

My eyes glaze over when some individuals describe their strengths. I hear product management, SEO, finance, team building and it goes on and on.

They all say the same thing. They’re clones of one another.

Strengths that are cited are merely adequacies if the herd promulgates them.

Let’s start asking “How are you different from everyone else?”

“What have you done that shows a contrarian attitude?”

“Where have you gone in the opposite direction to the crowd?”

“Tell me a story about your divergence not conformance.”

Brilliant leadership is never achieved by being strong.

It’s realized by being different.

Cheers,
Roy
Check out my BE DiFFERENT or be dead Book Series

Other articles you might like
YOU! just follow the rules
BE CoNTRARIAN
You really don’t want to be the best…

  • Posted 12.14.15 at 04:22 am by Roy Osing
  • Permalink