Roy's Blog: November 2011

November 28, 2011

How to make results measurement perfect

You have created your strategy; how will you measure the effectiveness of your execution?

How will you know if you are progressing to achieve your desired goals?

Performance management is the tool that tries to focus the energies of the organization on the desired outcomes.


The problem is, many people tend to mis- manage performance by choosing too many metrics to measure.

And as a result people end up chasing a bunch of stuff with little strategic payoff.

Organizations have data on almost everything, and therefore there is a tendency to measure too much in an effort to have all inclusive measurement.

Too little thought is given to choosing the critical few measures that relate to the success of the strategy.

If 80% of successful strategy execution can be “explained” by measuring 3 outputs or activities, focusing on measuring measure them as opposed to the other 100 that may be related to the strategy but are not critical to achieve.

My rule of thumb is to pick 3 or 4 key measures and focus everyone on these.

If your balanced scorecard doesn’t include a few of the following metrics you are mis-managing:

— gross revenue

— quality of the service experience as perceived by the customer

— number of CRAP activities eliminated

— the number of dumb rules removed.


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  • Posted 11.28.11 at 10:36 am by Roy Osing
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November 24, 2011

This is what happens when you chase stuff

Chasing stuff is fun. It’s non-threatening. It provides here-and-now gratification. It’s organizational comfort food.

Go fish. Pick a card. Follow the instructions. Where does it lead? Who knows until you pick another card.

Many organizations function like this. Tactics rule. Immediate opportunities dominate how time is consumed.

Performance is often measured by how many things a person has on the go. How many projects they are working on.

Chasing stuff

Tactical driven activity, unfortunately, suffers because it is often not consistent with the strategy of the organization.

And activity with little or no connection to its strategic intent consumes copious amounts of time and energy.

You never know how much progress you’re making.

Get your strategic thinking straight before you give chase to action.

Be sure you are focusing on what is absolutely necessary to do in order to deliver your strategy.

If you can’t define precisely how your actions contribute to the strategy STOP!

Go find a fish that is schooled on where your journey leads.


Check out my BE DiFFERENT or be dead Book Series

  • Posted 11.24.11 at 10:28 am by Roy Osing
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November 21, 2011

Is there one thing you can do to succeed?

Everyone is looking for THE thing that will vault them, or their business, to success and riches.

What is the one thing that, if I knock myself out on, will propel me to dreamland?

The harsh reality, despite what the prestigious business schools tell you, is that you can’t count on one thing to win either personally or in business.

One thing

Success is a journey.

— Made of single wins.
— Incremental gains.
— Nano-inches of progress.
— Hard work.
— Passion.
— Tenacity.
— And pain, a high threshold for it.

The intellectual master plan rarely yields a star.

Want to win? Set your sights on what you want to be. Get going. Learn from your actions. Keep going.

Success comes from doing lots of stuff not pontificating on theoretical possibilities.


Check out my BE DiFFERENT or be dead Book Series

  • Posted 11.21.11 at 10:19 am by Roy Osing
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November 17, 2011

Forget about being an astonishing leader if you don’t serve people

A recent article I wrote — Leadership by Serving Around — deserves a revisit.

Because it’s so damn important.

Leadership 101 talks about the need to display skills and competencies like communication, charisma, decisiveness, confidence, priority setting, and the list goes on and on. Ante to play the leadership game as far as I am concerned; certainly won’t distinguish anyone at their craft.

Everyone covets these attributes. Some people practise them well. And some don’t.

The problem is that even those who are competent leadership 101 leaders typically miss the one ingredient that is not discussed much in leadership literature but will define the “loved” leader. The honored Leader. The leader that creates followers at will.

What can I do

These chosen few leaders serve people.

And they do it naturally. “How can I help?” is on the tip of their tongues when they talk to an employee. “Is there anything I can do for you?” “What barriers can I remove that will make your job easier?”

Servant leaders are icons of tomorrow.

They earn followers by an undying display of caring for people and their well-being.

And yet serving is not adequately covered in modern leadership dogma.

Too bad.

What a brilliant opportunity to contribute to building humanity back into business.


Check out my BE DiFFERENT or be dead Book Series

  • Posted 11.17.11 at 10:10 am by Roy Osing
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