Be Different or be dead

August 27, 2012

Why a plan for 60-minutes is magic when you’re out of time

Source: Unsplash

Why a plan for 60-minutes is magic when you’re out of time.

If you knew you were running out of time, how would you spend your last 60 minutes?

What would be your burning priority?

What must you absolutely get done?

This is an instructive way to think about how to set priorities personally or as an organizational team member.

Time constraints impose the necessity to execute if you want something to change.

Pondering won’t do it.

Pontificating delays results. Intellectualizing creates inertia.

Imagine if you approached each day with an ‘I only have 60 minutes left’ mindset.

You would:

▪️ Sift through all of the possible things to do in search of the one thing that is absolutely critical;

▪️ Pour your heart and soul into getting results fast, and get inner satisfaction immediately;

▪️ Reach out to people for support, as rarely is a worthwhile objective satisfied through the efforts of a single person:

▪️ Never be distracted and diverted from your mission. No time to waste. Got to stay relentlessly focused.

The clock is ticking.

Decide on the most critical thing that will advance your progress.

Do it with wild abandon. Never look back.

Tick. Tick. Tick….

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

• Posted 8.27.12 at 09:36 am by Roy Osing
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August 20, 2012

Why the surprising purpose of a business is not to make a profit

Source: Unsplash

Why the surprising purpose of a business is not to make a profit.

What’s the end game in your business plan?

Some say to generate a profit, but I think that’s a bit short sighted.

Others say to acquire and hold customers, which gets closer to what I believe the correct answer is.

In my experience, successful organizations are amazing at creating these ‘strategic responses’ to what they do:

Uniqueness
Distinction
Remarkabity
Gaspworthiness
Indispensability
Memorability
Unforgettability
Authenticity
Joy
Happiness
Trust

These represent the end game of the standout organizations.

They will result in loyal customers and, yes, a profitable undertaking in the long run.

What business are you in?

If you didn’t mention one of the above, give the question some more thought.

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

• Posted 8.20.12 at 09:16 am by Roy Osing
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August 6, 2012

3 important reasons your business plan needs a ‘strategy hawk’

Source: Unsplash

3 important reasons your business plan needs a ‘strategy hawk’.

The true success of any business plan lies not in it’s intent but rather in it’s execution

Give me a strategy that is just about right that I can flawlessly execute over a pristine one that can’t be executed any day.

Execution is forever drawing the short straw; there are entire departments charged with developing strategy; it’s about time execution gets a fair shake.

So who owns execution?

Generally since many functions share in the responsibility to execute the plan it rests with an executive team. But it needs a specific owner.

It needs single finger accountability to ensure that it gets done. Shared responsibility, however noble, is simply not up to the task.

You need a voice for execution — the strategy hawk — in an organization to ride herd on execution.

To monitor progress. To kick ass when things are not proceeding as planned.

Someone who has currency in your organization. Who is tenacious. Who has a high pain tolerance.

Here are 3 reasons you need the hawk:

◾️Your progress towards your strategic goals won’t be as effective without the role.
Execution requires a pusher. No pusher, little progress, as everyone regresses back to business as usual rather than focusing on the new journey.

◾️You will waste tons of money due to mis-aligned activities and false starts.
The hawk ensures synergy among all the projects and activity going on. Keeps everyone on the same page. Dissipated energy is avoided.

◾️Your competitive position will erode as others who choose to have a hawk role will eat your lunch.
Lack of execution precision allows your competitors a window to attack you and win business from you. And they will.

The job description of the hawk looks has these essential elements:

— Follows up on commitments made by people to deliver components of the strategic plan;

— Questions and determines the reasons for any results that fall short of expectations;

— Reports on the status of the execution of the plan to the leadership team;

— Challenges project owners to understand why commitments are missed;

— Pushes for actions that remedy missed execution milestones;

— Encourages, harasses, cajoles and nurtures people on how to fulfil their obligations to the plan;

— Doesn’t accept any other responsibility than the above; there is no higher priority than executing the strategic plan.

Not a role for the faint-of-heart!

Strategies get executed because there is someone with fire in the belly who is constantly in the faces of the deliverers

It doesn’t happen naturally. People are too busy?

Accept this reality and appoint your hawk to ensure your strategy gets executed. Dedicate your hawk to the task.

Give them no other responsibilities. Pay them only on how effectively they perform this role and achieve plan progress.

Pay them handsomely when they succeed. Honour them among their peers.

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

• Posted 8.6.12 at 10:49 am by Roy Osing
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