Roy's Blog: June 2017

June 19, 2017

6 sure fire ways to build an exciting “do it” brand

NEVER simply act.

You want to be known as an “action oriented” individual, so you better get on with it and DO something, right?

I am a fanatic about acting rather than pontificating; about trying rather than analyzing; about executing rather than planning.

But I am NOT a fan of acting without a framework that will create a better than average probability of success. Unharnessed action may feel good at the time, but it will likely not produce the outcome you desire.

Out of control

So before you throw yourself at creating your “DO IT” brand, b>have these fundamentals firmly in your mind.

1. Build context for action. Action with no context is at best uncontrolled behaviour with no predictable outcome. Context could be your career goals, your personal set of values or the organization’s strategic game plan. Context sets the boundaries inside which “acceptable” action is defined and outside which inappropriate action resides.

2. Look for an opportunity to add value through your action. Go beyond what might be expected; surprise people around you by adding extras rather than simply meeting expectations. “Action - PLUS” is a way to think about it: act and do more.

3. Act “with a twist”. Leave your fingerprints and personality on your action. Make it unmistakably YOURS. Action without leaving your personal mark is a wasted chance to leave a lasting impression. If your action looks like a “commoner”, no one will notice and no memory created.

4. Pause, then act. Be disciplined about taking action. Before moving, take a deep breath to ensure your action is grounded and will have the highest probability of making a positive impact. Use the pause as a necessary element of the acting process. Once you commit to act there’s no turning back so use the pause wisely.


5. NEVER ask yourself “How did someone else do it?” Using an action template of another person robs you of the originality needed to standout and be remarkable. Copying what others do keeps you in “the common herd” and prevents you from being noticed. Do whatever it takes to act with attitude and in a way that separates you from the crowd.

6. Prepare for follow up. The results of your action must be determined in order to learn from them. Think through exactly how you intend to track the outcome and the impact it had on people. Develop an improvement plan for any action that didn’t work out the way you had intended.

Memorable action isn’t a knee jerk response; it’s taken with a sense of purpose.


Sales blogger

Check out my BE DiFFERENT or be dead Book Series

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  • Posted 6.19.17 at 06:11 am by Roy Osing
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June 12, 2017

Real progress is not made by being more efficient

Progress in any organization can be achieved in two ways: being more efficient and being more strategic.

In the former instance, progress is achieved by reducing the rate of product or service breakdown, eliminating software bugs, reducing outstanding collectibles, reducing cost to increase operating margins, reducing inventory turns, reducing the rate of customer attrition and reducing employee turnover.

These efficiency gains are targeted to improve operations by a process or procedural change that simplifies the way things are done, reduces cost and improves productivity.


The most common method employed to be more efficient is to benchmark a “best in class” organization and copy their methods.
Followed to its ultimate conclusion, the copycat method results in all participating organizations gravitating to the same internal operational methods and approaches; they don’t bestow any uniqueness whatsoever.

Efficiency driven programs are tactical; they seek to make the organization “machine” work better; progress is measured by assessing the output of a process both in terms of time and quality - delivering the intended outcome right the first time.

Efficiency gains will not move the organization to higher levels of performance in the long run. They may boost operating results in the short term through a period of continuity, but they cannot be relied on to deliver long term success over multiple cycles of economic and competitive change.

Sustainable progress can only come from being strategically efficient; achieving strategic breakthroughs as opposed to applying the efficiency formula to the way business is currently conducted.

Efficiency gains should only be considered AFTER strategic objectives - based on taking the organization to a “new place” - have been set. Determine the strategic progress needed first and THEN look for the efficiency gains necessary to make the journey as productive as possible.


There should be a single focus of strategic progress - inching ever closer to being the ONLY organization that does what it does.

Specifically, creating a customer value proposition that answers the question “Why should I do business with you and no one else?”

This is the real measure of whether or not an organization is making progress strategically; the ability to craft and fine tune over time their ONLY Statement that declares what they uniquely do to serve their customers.

More resource time is spent in organizations pursuing efficiency gains rather than starting down the path of uniqueness.


Because it’s much easier to copy best practices and achieve incremental progress than it is to seek a “special place” in the market that you and only you own.

The thing is, “if there is “no pain”, there’s likely to be “no gain”.

Focus your efforts on being unique in a compelling and relevant way and being efficient in THAT world.

If you’re successful your progress will be measured by product and service innovation, disruptive technology introduced, revenue growth and market dominance, not systems throughput.

Leave “blind” efficiency to the herd.


Sales blogger

Check out my BE DiFFERENT or be dead Book Series

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  • Posted 6.12.17 at 02:51 am by Roy Osing
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June 5, 2017

For every downside there is always an exciting upside

Many people I associated with over my career were “one-timers” when they ran into an unforeseen problem.

They would typically shout their displeasure - “Awe sh*t” - and make excuses to their boss for why they were unable to deliver the expected result.

They were victimized by the assault of a random event.

Upside downside

They reached back for the “Things happened that were beyond my control” to explain why they were unable to succeed.

Like it’s ok to fail because things didn’t go as planned.

It’s nonsense of course.

There are ALWAYS unforeseen and unexpected events that reveal themselves to challenge the successful attainment of a goal. It is rare that a plan plays out according to its original script; only the naive and inexperienced believe that the plan is immune to the randomness of the marketplace.

That’s not the way the real world works despite school teachings.

Success-driven people are different than the “excuse artists”.

They are naturals at looking at a potentially negative situation and finding “the pony”; they are magnets for an opportunity buried in the excrement.

When confronted with a setback over which they have no control, they deploy these actions to recover.

1. They emphatically declare to one and all their intention to NOT accept they bad hand they have been dealt and that they will find a way to get back on track. They want everyone to know that THEIR brand is all about coming back not giving in.

Coming back

2. They study the forces that caused their plan to go awry; the detailed characteristics of the intervention at play. They work hard to get the facts that caused the problem rather than succumbing to emotion.

3. They evaluate the specific impacts created on the current course of action. They calculate the new plan vector from the old plan + interruptive force. With no counter initiatives where is the original plan likely to go given the unexpected disruption?

4. They look for nuggets; opportunities disguised as a body blow. Given the new force at play how can its energy be harnessed to create an intervention of your own? And a new direction? “This is how it might work” replaces “Damn it didn’t work”.

5. They don’t stop. They continue to iterate through possible adaptations until they find one that will work. Not a perfect solution (for that could only happen with a return to the original plan) but a good “imperfect” one.

Forces in the environment can’t be predicted but successful people can make the best of a bad lot in remarkable fashion.


Sales blogger

Check out my BE DiFFERENT or be dead Book Series

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  • Posted 6.5.17 at 04:30 am by Roy Osing
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May 29, 2017

7 words of advice for the first time leader

You have always reported to another manager or leader. Your “life” up to now has always been doing stuff; delivering what your job description dictated and your boss demanded.

Suddenly you find that your life has changed. You have competed and won the contest to assume a leadership position.

It may be a promotion or it may not be; what’s important, however, is that the existence you have known in the organization is gone forever.

My advice to you is..

1. Don’t assume that what got you here will serve you well going forward. Proficiency in your past endeavours foreshadows very little in terms of what you will achieve going forward.

Past success is simply that - the past. Leave it there and learn what it takes to achieve today and tomorrow.

2. Ask yourself “The Magic Question” to let go of the past and focus on the things you must do to be successful in your new position.
It’s a simple question: “Now that I am in this new position, what do I have to do differently?” Being a member of a team is not very helpful in telling you what you need to do when you are a team leader.

First time leader

3. NEVER forget your roots. You are leaving a history where executing direction supplied from “on the people upstairs” played a critical role in what you were responsible for and probably consumed over 90% of your time.
As a leader, your performance will continue to be judged by what you get done, not what you plan to do - remarkable leaders execute brilliantly.

4. Find a mentor IMMEDIATELY! Yes you can figure some of it out on your own, but to increase your chances of success ask someone who has been there and done it.
When you walk through a new door, best have someone on the other side who can show you the way. And DON’T look for someone who is a friend or colleague; they are of little use to you because they are part of your past. Search for someone who you think can play a role in helping you discover your future.

5. Spend your first 100 days learning the issues of your team. Ask them “If you were me, what single action would you take to make it easier to get the job done?” Don’t accept a grocery list of items; make them think about priorities since you won’t be able to do everything.
You want to boil it down to the critical few things that concern most people in your organization.

Learning team issues

6. “Get intimate” with the strategic game plan of the organization. Learn it at the most granular level you can; translate it to what it means for your team. What EXACTLY does your team have to do in order to “serve” the strategy? The connection between what the strategy says and what your team members do MUST be clear and direct.

7. Ask your “internal customer” how your team is performing; use their input along with your team members to decide what to focus on to improve.
This builds your currency with your internal network and will prove invaluable in getting stuff done as you move forward.

The tipping point in everyone’s career is caused by motion; moving from one position to another.

Make sure you do the right NEW thing.

Let go of what defined you in the past; discover what will define you tomorrow.


Sales blogger

Check out my BE DiFFERENT or be dead Book Series

Recent articles you might like
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  • Posted 5.29.17 at 05:49 am by Roy Osing
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