Roy's Blog: November 2014
November 24, 2014
Strategy is just as much about what you’re NOT going to do as it is about what you ARE going to do, but less attention is paid to the CRAP elimination activity.
CRAP is the enemy of progress. It’s the stuff that may have been a priority at one point, but is now no longer relevant to achieving our strategic goals.
If it isn’t expunged from your organization the ‘old’ will continue to have a significant role and the ‘new’ will be hampered. The major source of bandwidth for taking on new activities is the time currently being spent on thinks that really don’t matter.
CRAP will keep you stuck and prevent you from moving forward.
How to eliminate the CRAP?
1. Assign a Cut the CRAP Champion to be responsible for inventorying ALL projects going on in your organization.
2. From this inventory, create a KEEP Category. Make it short. Bear down on the projects to make sure each one of them is 100% aligned with your new direction.
3. Create a CUT Category. Make it long. Gather all questionable projects. These will be the eventual source of bandwidth for new activity.
4. For each CUT project, note the person who is currently working on it. The Project Prime. At the end of the day, people will have to be re-assigned to the ‘new’.
5. Have a CRAP Critical Assessment Meeting. Involve the senior team responsible for the execution of your new strategy. Trot each CUT Project Prime into the room and have them explain in detail how their project relates 100% to the new strategy. Side benefit: you will see how well they really understand your new strategy.
6. Decide THEN which CUT Projects will be terminated and the resource savings that will result.
7. Develop a Resource Re-assignment Plan. Be prepared to exit people who either don’t have the skills to take on a KEEP Project or who don’t want to support your new direction.
8. COMMUNICATE the results of your work. KEEP Projects and CUT Projects and why certain projects were terminated. A great opportunity to talk about your new strategy. Involve the team accountable for executing your new course.
CUT projects have momentum. They need to give way for the KEEPERS. Tough work. Critical to your success. Get on it. TODAY!
- Posted 11.24.14 at 04:00 am by Roy Osing
November 17, 2014
“Dumb Rules” have an extremely negative impact on your customers and your brand.
Dumb Rules are rules and policies that are internally focused , serve an internal purpose and make no sense to customers. They infuriate them and can make them leave, screaming to their friends about the terrible customer service they have experienced.
Rules, policies and procedures are necessary in any organization. The question is for what purpose? Most rule systems in organizations today, however, exist for management control purposes.
The need to ensure consistent behavior. The need to satisfy Internal Audit that costs are being controlled. The need to ensure that the “standards” are being observed.
The problem is, people don’t really care about the rules. They just want to be served in an effective manner to get their wants satisfied. The rules are the organization’s problem.
What if we created YES Rules?
Rules that are built to allow customers to get what they want in the manner they want.
Rules that empower frontline employees to Say Yes to whatever reasonable request the customer makes.
Rules to create a dazzling service experience.
Rules that recognize that every person is different and unique in some special way.
Rules that recognize that your brand is ultimately controlled by customers and the conversation they have about an organization.
Sure, rules to control are necessary to ensure the business is run effectively. Financial reporting and cost management require a degree of oversight to meet specific external requirements.
But these “control rules” are so prevalent in organizations today that they have drowned the customer experience.
Neutered it. Destroyed it. The Rule has precedent over the customer.
The Rule has sucked the humanity out of many organizations. The Internal Rule dominates.
Why not engage the customer in designing The Rule? Ask them if your approach would dazzle them or annoy them. Ask for their input. Open your organization to them. Expose your humanity.
Get to YES. Your customers will return the favor.
Other articles on customer service you might like…
How I build a successful leader brand
Customers are way too much trouble
If you want to be “customer driven” DON’T say…
You service cars; you SERVE people
- Posted 11.17.14 at 04:57 am by Roy Osing
November 10, 2014
Simply stated: a brilliant Strategy on paper will be a dud unless it is surrounded by flawless execution.
What does this look like?
One, it is messy and inelegant.
Two, it suffers a multitude of roadblocks along the way.
Three, it rarely works out the way you planned; alternative approaches are employed on the run.
Four, it burns people out; tons of energy is expended to move an inch forward.
Five, “I told you it wouldn’t work” is a persistent din in your face from some people.
Six, you rarely hear a “thanks” for your efforts. You need to be able to work in a thankless world.
Seven, your family forgets your name because you are rarely home.
One word describes a successful execution track. PAIN. You have to endure it if forward progress is to be achieved.
If Strategy without Execution is worthless. And Successful Execution without pain is impossible. It follows, then, that Strategy without pain
I can’t think of a more strategic concept.
Do you recruit people that have a high PAIN tolerance? Demonstrated ability to move forward in the face of it? Psychological profile that actually thrives on it? The ability to teach others how to work effectively with it in their face?
“PAIN LOVERS”. They will make you successful. Hire them. Worship them. Hold them up in regard to others who hopefully will emulate them.
- Posted 11.10.14 at 04:30 am by Roy Osing
November 3, 2014
How do great leaders lead?
They ask “How can I help?”
They measure their effectiveness by how many barriers they bash for frontline folks; they honour the frontline.
Their calendar has hours and hours of walkabout time on it.
They remember people’s names.
They look for opportunities to “attaboy” people.
They never break a promise.
They see themselves at the bottom of the organization chart.
They “eat their own dog food”.
They encourage imperfection.
They define progress by the number of mistakes made.
They place ”doing stuff” over analyzing stuff to death.
Leaders create “followers” by earning them through the actions they take every day.
Leaders place the heart over the mind….
Other leadership articles you might like…
Are you a survivor leader?
3 tips for leaving your customers “breathless”
Can you say your company is the one and only?
Gems of leadership from Grandma
Do you flit or do you lead?
Don’t just be a great leader, be a stand-out leader
Old school leadership is out
- Posted 11.3.14 at 05:18 am by Roy Osing