Roy's Blog: July 2014

July 28, 2014

This is what happens when you flit not lead

Many so-called leaders don’t lead at all, they flitter from this to that.

From one crisis to another. From one priority to another.

They don’t land on anything. They chase. They are captured by activity; busyness.

They move quickly from issue to issue avoiding any chance of getting pinned down.

They measure the worth of the hours they put in by the calories they burn.

They run toward whatever their boss says is important. And they run AWAY from issues their subordinates claim are critical.

They are skin deep, with a shallow perspective on the issues of the day.

They have no opinion of substance.

They can’t give direction.

They are never physically present; always on the go attending “business lunches” and meetings with their flitting colleagues.

They are completely reactive with no proactive bone in their body.

I reported to the VP Marketing at one point in my career, and he was a flitterer extraordinaire. A nice enough person, but not someone you could go to for specific direction. Always passing my proposals on Marketing programs on to the President for his opinion before approving me to take action.

Virtually zero value added from his executive position. An open valve in the decision making conduit of the organization.

They are everywhere.

Observe your own behavior. Be honest with yourself.

Make sure you don’t practice flittership under the guise of leadership.


BE DiFFERENT or be dead Book Series

  • Posted 7.28.14 at 05:04 am by Roy Osing
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July 21, 2014

Why is amazing value really about what you give up?

I dislike product floggers who flog what they supply at the unsuspecting consumer or business.

I love value creators who serve the individual wants and desires of others.

What is value?

One way to think of it is what you get.

The other is what you give up by not availing yourself of what is being offered; it’s the opportunity cost or lost by not buying.

“By NOT purchasing the Whistler Mountain Adventure Package you miss….” is a perverse way to communicate the value of the package as opposed to “This is what the Adventure Package includes…” that talks to the elements or components of the package (one night stay, breakfast and gondola ride to the top of the mountain for example).

I think the former approach does a more effective job in expressing benefits received and hence value delivered.

It forces you into talking about the experience missed rather than the package elements supplied.


BE DiFFERENT or be dead Book Series

  • Posted 7.21.14 at 02:20 am by Roy Osing
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July 14, 2014

If you really want customer focus don’t say this

Most statements organizations use to express their strategy to serve customers are simply not believable.

They raise expectations.

They are hollow claims.

They all say the same thing.

They are cliches that add to the clutter.

Some of the more commonly used slogans:

“We provide excellent service”

“We are customer focused”

“We are a customer-centric organization”

“We exist for our customers”

“We exceed customer expectations”

“We put customers first”

“Customers decide what we do”

Save your breath unless you can come up with something more substantial that at least people are willing to listen to; they don’t turn off.

I like this: “... we’re on a journey to put customers first…”

It IS believable because of the “journey” reference. It implies that this organization is not there yet so mis-steps can be expected along the way.

It also declares that there is no end point; that putting customers first is a lifelong task. It never ends.


BE DiFFERENT or be dead Book Series

  • Posted 7.14.14 at 05:17 am by Roy Osing
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July 7, 2014

Do you really want to be serviced?

“I promise to service you.” or “I promise to serve you.”

Which sounds more appealing? Which sounds more sensitive to your wants and expectations?

Do you really want to be “serviced”?

Customer “service” in most organizations involves the application of the company’s service structure to people. It subjects them to the rules, policies and practices the company has created to control the customer engagement process.

It boils down to a set of policies being applied to everyone regardless of circumstance.

How often have you heard: (even though we all know it’s ridiculous) “It’s our policy.”?

And yes, control. Policies for the most part are intended to minimize risk (for the company), increase efficiency (for the company), maintain or reduce operating costs (for the company) and create consistency (for the company).

What’s missing?

Service is ALL about the company yet it implies that it is all for the customer. Nonsense!

If you REALLY want the customer to come first, you need to subordinate the company to a serving role. And you need to start talking about “serving customers” not servicing them.

What it means to serve:

1. The customer is engaged to determine what the company’s rules, policies and procedures look like.

2. Employees are driven to “say yes” to every customer request whether it satisfies a policy or not.

3. Frontline conversations with customers always include the question “How can I help you?”.

4. The measure of the customer engagement is whether they were dazzled, not how proficiently the rules were applied.

Do you service or do you serve?

What do you think is the winning approach?


BE DiFFERENT or be dead Book Series

  • Posted 7.7.14 at 03:01 am by Roy Osing
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