Roy's Blog: November 2014

November 17, 2014

This is what happens when you say “NO” to people

“Dumb rules” have an extremely negative impact on your customers and your brand; they make you say “NO”.

Dumb rules are rules and policies that are internally focused, serve an internal purpose and make no sense to customers.

They infuriate people 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.


Check out my BE DiFFERENT or be dead Book Series

  • Posted 11.17.14 at 04:57 am by Roy Osing
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November 10, 2014

Why is pain an important strategic concept?

Simply stated: a brilliant strategy on paper will be a dud unless it is surrounded by flawless execution.

What does this look like?

1. It is messy and inelegant.

2. It suffers a multitude of roadblocks along the way. 

3. It rarely works out the way you planned; alternative approaches are employed on the run.

4. It burns people out; tons of energy is expended to move an inch forward. 

5. “I told you it wouldn’t work” is a persistent din in your face from some people.

6. You rarely hear a “thanks” for your efforts. You need to be able to work in a thankless world.

7. 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 is impossible.

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? A 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.


Check out my BE DiFFERENT or be dead Book Series

  • Posted 11.10.14 at 04:30 am by Roy Osing
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November 3, 2014

This is what happens when great leaders lead

How do great leaders lead?

They don’t.

They serve.

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….


BE DiFFERENT or be dead Book Series

  • Posted 11.3.14 at 05:18 am by Roy Osing
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